• Journal of Fashion Business
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• v.21 no.6
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• pp.106-121
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• 2017

This study was to identify underlying dimensions of service encounter quality, to test difference in service encounter quality between interpersonal service(IPS) and self-service technology(SST) and to predict service effectiveness and behavioral intentions in the fashion retail context. A field experimental study was designed for collecting data. Repeat sampling frames were involved in two types of service encounters: interpersonal service and self-service technology within the store environment. Thirty participants served as subjects. Sample represents more females than males, and age was ranged from 20 to 33 years old (Mean=24.2). The result suggested that service encounter quality consisted of competence, dedication, and listening. There was a significant mean difference on listening factor of service encounter quality between IPS and SST. For the interpersonal service, dedication and listening had significant effects on service effectiveness. For the self-service technology, competence and listening had significant effects on service effectiveness. In the IPS condition, the service effectiveness significantly affected the revisit intention, whereas it was not significantly related to the revisit intention in the SST condition. This study discussed managerial implications for fashion retailers seeking to effectively manage service quality by specifying interpersonal service versus self-service technology in the retail environments.

• 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.

• Journal of Information Technology Services
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• v.22 no.5
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• pp.17-30
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• 2023

A company's sustainable growth is a very important goal, and for this purpose, the company's business model is changing into a convergence of products and services. The purpose of PS-Offering is to maintain a long-term relationship with customers, and customer experience management is necessary for this. This study presents a service design methodology that can support customer experience management of the PS-Offering business model. The experience management portfolio analysis methodology consists of four steps: 1. Deriving service encounter through customer journey maps; 2. Identify the service structure of each service encounter in three forms (FFC, FSC, FSE). 3. Analyze the customer's emotional variables, that is, customer experience, at each service encounter, Finally, 4. After plotting the level of customer experience at the service encounter, the analysis is conducted with a customer experience management portfolio that seeks future strategic plans for this. The methodology presented in this study will help in the service design of the service encounter unit centered on customer experience. And it will improve the financial performance of the company by raising the service level of the business model.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.4
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• pp.73-85
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• 2014

The service quality customers perceived has positive relationships with trust, image, and satisfaction toward airline companies. Providing personal and non-personal services could be factors that build up not only overall impressions but positive and negative emotions and could be connected to customer behavioral intention. Thus, this research divided service encounter quality into personal and non-personal encounter quality and investigated effects of two types of service encounter quality on airline image, perceived value and customer loyalty. The result shows that personal service encounter quality has a positive effect on airline image and a negative effect on perceived value. Non-personal service encounter quality has an influence on airline image and a negative influence on perceived value. Personal service encounter quality does not have a significant effect on customer loyalty but non-personal service encounter quality has an effect on customer loyalty. Airline image does not affect perceived vlaue significantly however, do affect customer loyalty. Finally, perceived value does not have a significant effect on customer loyalty.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.47-55
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• 2008

This study describes the creation of a scale to measure standardization for service encounter process. Measuring standardization of service encounter process is devided into manual level and action level. We investigate the relative impact of process standardization about service quality, job satisfaction and labor productivity. Our findings indicate that action level of service encounter process standardization is more important than manual level, and its process standardization positively affects service quality, job satisfaction and labor productivity positively.

• Journal of the Korean Society of Food Culture
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• v.21 no.5
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• pp.524-535
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• 2006

The purpose of this study was to identify the differences of cognitive responses, emotional responses, customer satisfaction, and service loyalty about service encounter quality by types of restaurants and to analyse emotional responses, customer satisfaction, and service loyalty in accordance with level of service encounter quality. The questionnaire were collected from customers (N=812) who had used restaurants in Seoul, aiming at 15 or more-year-old customers from October 24, 2005 to November 6, 2005. The main results of this study were as follows: Statistically significant difference was showed in importance and performance of interaction quality, importance and performance of physical environment quality, performance of outcome quality depending on types of restaurants, while significant difference was not indicated in importance of outcome quality by types of restaurants. Positive emotional response was significantly high by types of restaurants in order of fine-dining restaurants, family restaurants, and fast-food restaurants, while negative emotional responses were significantly higher in fast-food restaurants than in the other two types. As far as Customer satisfaction are concerned, fine-dining restaurants showed higher customer satisfaction than the other two types. Attitudinal service loyalty was high in fine-dining restaurants, family restaurants and fast-food restaurants in order and behavioral loyalty was not significantly different with each type of restaurant. In accordance with level of service encounter quality, cluster analysis was conducted and the clusters were divided into 'high-valuation' and 'low-valuation'. 'High-valuation cluster' and 'low-valuation cluster' showed significant difference depending on types of restaurants that customers used(p<.001). The customers who used fine-dining restaurants and family restaurants valued the performance of service encounter highly. However, in fast-food restaurants, a lot of low-valuation customers existed. Therefore, fast-food restaurants have to improve performance of interaction quality, outcome quality and physical environment quality in service encounter. In addition, in 'high-valuation cluster' who valued service encounter quality highly showed higher scores in positive responses, customer satisfaction, service loyalty than in 'low-valuation cluster', and showed low negative responses.

• The Journal of the Korea Contents Association
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• v.9 no.5
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• pp.304-313
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• 2009

Along with variables like the person-to-person service encounter, perceived service value and repurchase intentions by customers plays a vital role in customer evaluation of service results in hotel industry. This study aimed to explore the relationships between person-to person encounter, service value, and repurchase intention by customers in deluxe hotel. The results of this study are, person-to-person encounter direct impacts on service value, and repurchase intention. And service value direct influences to repurchase intention. These results suggests that new direction of marketing managements on competing environments in hotel industry for customer satisfactions and customer retentions.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.4
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• pp.95-116
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• 2004

This study will attempt to build an integrated model of the customer satisfaction process with service encounter in a comprehensive point of view including the expectancy-disconfirmation theory, justice theory, and attribution theory. In addition, this study will attempt to examine the influence of service failure-related variables and service recovery-related variables on customer satisfaction in the airline firms' service failure and recovery situation. The results showed that the higher the controllability and severity of the failure, the more positive influence on expectancy of recovery and more negative influence on the recovery satisfaction increased. They also showed that the higher procedural recovery efforts and distributive/interactional recovery efforts, the more positive influence on perceived recovery performance and recovery satisfaction also increased. It was found that the recovery satisfaction with service encounter depended on the extent to which the customer's perception of recovery efforts confirmed the expectancy of recovery. Also it was found that perceived recovery performance has an effect on recovery satisfaction through the mediation of recovery disconfirmation indirectly as well as directly.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.17 no.1
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• pp.21-40
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• 2006

This researches aimed to find out the influence of Attribution making Image of hotel on Brand Loyalty at the Service Encounter. To achieve its goal, variables corresponding to the actual circumstances of hotels have been sampled on the basis of documentary studies. In addition, the research model, hypothesis, range of the research, and samples were selected and set up. Bellow Theoretical Results show us how effectively hotel's Image properties attributed at the Service Encounter can affect in making the Image of hotel positively and form the higher Brand Loyalty. Brand Loyalty can not be established at a time. Hotel's marketer will have to trace every single change of Band Loyalty through Marketing Research and Maintain a dominant position through a continuous relationship with guests.

• Journal of Fashion Business
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• v.26 no.5
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• pp.49-61
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• 2022

Advancements in technology and the proliferation of digital services have highlighted the importance of luxury brands in service environments. Based on the social exchange theory, this study investigated the interaction between customers and luxury brands in a traditional offline service encounter and a digital online service encounter. The interaction area was classified into three parts: human-human, human-digital, and human-physical environments. We qualitatively investigated the practitioners' working experiences with luxury brands. The study determined that both online and offline service encounter interactions between luxury brands and customers have become diverse. First, forming a special relationship with customers and frontline employees in traditional service encounters is important. Second, luxury brands should focus on the interaction among customers. Third, various digital tools should be considered to provide information about the brand to customers. Fourth, the exclusive benefits of offline service encounters should be maximized to stimulate positive experiences. The findings provide valuable insight to scholars and marketers on the new interaction phase between customers and luxury brands in the digital age.