• Asia Marketing Journal
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• v.17 no.2
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• pp.73-96
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• 2015

This paper investigates how servicescape perception influences customer experience quality in hedonic service settings. In addition to the direct effect of servicescape quality on customer experience quality, the indirect effects of servicescape quality on customer experience quality via employee-to-customer interaction quality and peer-to-peer interaction quality are also investigated. We collected data through a self-administered survey. The proposed relationships were tested using structural equation modeling. The results show that servicescape quality influences customer experience quality both directly and indirectly through employee-to-customer interaction quality and peer-to-peer interaction quality, and customer experience quality influences customer loyalty. Additionally, we find that the indirect path via peer-to-peer interaction quality is significant only in a low-satisfaction customer group. The indirect effect of servicescape quality perception through peer-to-peer interaction quality is significant only in low-satisfaction customer groups. Therefore, if evaluations for this indirect effect fall below an acceptable level, it should be addressed first before improving on other attributes. However, after this point, further improvements offer few if any gains; therefore, service firms should allocate their resources to quality improvements to other factors. This study is the first to investigate the indirect effects of servicescape quality on customer experience quality via peer-to-peer interaction quality in hedonic service settings. Additionally, this study demonstrates that the significance of this indirect effect applies only to a low-satisfaction customer group.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.4
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• pp.165-183
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• 2009

In a service process, the customer typically experiences two types of interactions; one is interaction with the physical ambiance (servicescape) and the other is with employees who may be responsible for the service process quality. The literature in general supports that process quality is a critical determinant for overall service quality and customer satisfaction. In this paper, we primarily examine how the servicescape intervenes the association between process quality and employee/customer satisfaction. The proposed models are tested. using the data collected from the major golf courses in Korea. The results suggest that improving process quality and servicescape have a positive influence on employee/customer satisfaction directly and/or indirectly, but the effect of servicescape may be stronger in the case of golf course businesses. Servicescape also contributes to improving process quality by enhancing employee satisfaction. These results collectively indicate that management emphasis on improving service quality without renovating physical surroundings may results in unsatisfactory outcome.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.2
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• pp.82-101
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• 2023

This study is to identify the maintenance service quality of eco-friendly cars, which are rapidly increasing recently. Research is conducted by synthesizing research from the perspectives of internal employees and external customers by using the service profit chain model. Specifically, it is to study the overall structural relationship between internal customer satisfaction, physical quality, interaction quality, outcome quality, external customer satisfaction and long-term orientation. For the study, 202 questionnaires were collected from internal employees and 204 questionnaires from external customers. The results of testing the research hypotheses targeting the internal employee group are as follows. As a result of testing hypothesis 1, internal customer satisfaction has a significant positive (+) effect on physical quality and interaction quality. As a result of testing hypothesis 2, the service quality of eco-friendly car maintenance has a significant positive (+) effect on each other. As a result of testing hypothesis 3, physical quality and outcome quality have a significant positive (+) effect on external customer satisfaction. The results of testing the research hypotheses targeting an external customer group are as follows. As a result of testing hypothesis 2, in the relationship between eco-friendly car maintenance service quality, physical quality has a significant positive (+) effect on interaction quality, and interaction quality has a significant positive (+) effect on outcome quality. As a result of testing hypothesis 3, interaction quality and outcome quality have a significant positive (+) effect on external customer satisfaction. As a result of testing Hypothesis 4, external customer satisfaction has a significant positive (+) effect only on intention to reuse. Finally, as a result of examining the difference in perception between the internal employee group and the external customer group in eco-friendly car maintenance service quality and external customer satisfaction, it was verified that there was a significant difference only in outcome quality and external customer satisfaction.

• The Korean Journal of Franchise Management
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• v.12 no.1
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• pp.7-19
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• 2021

Purpose: According to the growth of technology in the service industry, the interaction service between customer and employee has recently been transformed into between customer and technology by Self Service Technology (SST) requiring direct interaction with customers. In this context, self service technology such as unmanned ordering system installed at the store is actively introduced at the work place to reduce labor costs by food and retail company and the research for self-service technology which is rapidly replacing existing face-to-face service is needed. As the growth speed of SST is rapid, many researchers have studied the characteristics of SST, in every sector of business worldwide. Among the characteristics, attributes, Self Service Technology Quality (SSTQUAL) to evaluate SST is important because it may cause the customer's behavior. Thus, this research focuses on the effects of SSTQUAL on SST Satisfaction and SST continuance usage intention. This research suggests the guidelines for how Restaurant Company should prepare SST and build their customer satisfaction and continuance usage that increase the sales. Research design, data and methodology: This study tests the structural relationship between SSTQUAL of unmanned ordering system, SST satisfaction and SST continuance usage. SSTQUAL divided into four sub-dimensions and two categories, cognitive service attributes (Convenience, Functionality) and affective service attributes (Enjoyment, Assurance). In order to achieve the purposes of this research, research model and hypotheses were developed based on previous researches. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 524 customers experiencing SST and were analyzed through SPSS 25.0 and SmartPLS 3.0 statistical package program. Results: The findings of this research are as follows. First, all SSTQUAL have significant positive impacts on SST satisfaction. Second, SST satisfaction has significant positive impact on SST continuance intention. Third, cognitive service attributes and affective service attributes had wealth of explanation of service attribute more than a single dimension. Conclusions: The implications of this study are as follows. Overall, Restaurant Company should manage SSTQUAL consisting of not only cognitive service attributes (Convenience, Functionality) but also affective service attributes (Enjoyment, Assurance) to satisfy customers basically regardless of the type of restaurant.

• Management & Information Systems Review
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• v.36 no.4
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• pp.187-209
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• 2017

Service industry performance and competitive advantage depend on the attitudes and behavior of customer service employees who produce and deliver services through contact with customers. Most studies on customer service employees so far have concentrated on kindness, attitudes, or benefits. This study focuses on the increasing importance of customer service employees and intends to study them from the viewpoint of human brands that recognize customer service employees as a brand. In addition to the role of the employee at the service contact point, the customer participation behavior affects the interaction process with the customer service employee. Ultimately, customers could no longer be excluded from control to improve service quality. This study based on theory that the human brand characteristics of the customer service employees lead the customer's participation, which has a positive effect on the relationship with the service brand and the service brand attitude surveyed and analyzed customers who use service brand. This study is summarized as follows. First, the relationship between the service brand and the customer is examined. Second, this study also expands prior studies by examining the human brand characteristics of customer service employees and customers' willingness to participate in providing information on the impact of the consumer-brand relationship. The results of the study indicate that among the customer service employees' human brand characteristics reliability, familiarity, and empathy were found to affect the relationship between customers, the service brand, and the attitude toward the service brand the most. This study provides important implications for theoretical and practical strategies by examining the qualities and characteristics of customer service employees, which are the most important agents of marketing.

• Journal of the Korean Society of Food Science and Nutrition
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• v.35 no.8
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• pp.1088-1096
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• 2006

The purpose of this study was to identify the service encounter blueprint by types of restaurants in order to manage moment of truth when customers who visit a restaurant encounter services. The service encounter blueprint gives an overall picture of the service provision to visualize an entire service process and its integrated structure. The blueprint is used for service process analysis technique. The random samples of 15 customers were observed by types of restaurants and the records were collected for three-days' observation. Interviews were performed by 3 managers, 3 service encounter employees, 3 cashiers, 3 cooks and 10 customers by types of restaurants. After drawing the first service blueprint, it was revised by the interview with the 3 managers and 6 service encounter employees. In this paper, restaurant service processes are reviewed and analyzed. By use of service blueprint, the processes are analyzed to find a fail point, customer wait, employee decision. As a result of making a blueprint of service encounter by types of restaurant, blueprints of fine-dining restaurants and family restaurants were similar, while fast-food restaurants showed a little difference. In particular, difference was indicated in a point where interaction of service encounter occurred. Difference was indicated depending on types of restaurants. Therefore, the efforts to improve this problem were needed. The blueprint is a map or flowchart (called a process chart in manufacturing) of all transactions constituting the service delivery process. The results showed that service encounter blueprint can be used to improve the service process in the restaurant's encounter.