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양희석(Yang, Hee Seock) 한국서비스경영학회 2014 한국서비스경영학회 학술대회 Vol.2014 No.11
During the past decade, domestic researches have revealed that customer equity of Korean firms consists of value equity, brand equity and retention equity(relationship equity). However, customer equities from each of the firms and industries are constructed differently and are not managed in the same manner. Depending on the nature of an industry or a firm, the type of building, and management of customer equity should be differentiated. More so, service firms should initially build customer equity with the basis of value equity. In this way, they can build a relationship equity effectively, and thus make close customer relationships. Therefore, the direction of strategy for service firms to strengthen customer equity should be through consolidating brand equity and relationship equity on the basis of value equity. The three components of customer equity of service firms appear to be various depending on the characteristics of each firm, and the management should thus be differentiated. In order to strengthen customer equity, enhancing customer loyalty, achieving customer satisfaction and effective CRM implementation should be done. The significances of this study are that it organized the previous studies of customer equity for the past 10 years in Korea and suggest the direction of further research, helping managers of service firms to strengthen customer competitiveness by consolidating customer equity. However, this study has a limitation due to the fact that it is based on previous research. Further study of customer equity with a deeper and broader sense would overcome such limitation.
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양희석(Hee Seock Yang) 한국경영학회 2014 한국경영학회 통합학술발표논문집 Vol.2014 No.8
지난 여 년간 우리나라의 고객자산 연구들은 10 기업의 고객자산은 가치자산, 브랜드자산 그리고 유지자산(관계자산)으로 구성되어 있는 것으로 밝혔다. 하지만 모든 산업이나 기업에서 동일한 고객자산이 구축되어 있지 않으며, 동일하게 관리되고 있지도 않다는 것도 알수 있다. 산업이나 기업의 특성에 따라 고객자산의 구축형태와 관리는 달라져야 한다. 특히 서비스기업의 경우 먼저 가치자산에 기반을 두고 고객자산을 구축해야 한다. 그래야 관계자산도 효과적으로 구축할 수 있고, 고객관계가 긴밀해질 수 있기 때문이다. 따라서 서비스기업은 가치자산 위에 브랜드자산, 관계자산을 강화하는 방향으로 전략화해야 한다는 것이다. 서비스기업 역시 기업의 특성에 따라 이들 세 가지의 고객자산구성요소가 달리 나타나며, 관리형태도 달라져야 한다. 그리고 고객자산을 강화하기 위해서는 고객충성도를 제고하고, 고객만족을 실현하고, CRM을 효과적으로 실시할 필요가 있다. 본 연구는 학문적으로는 지난 10여 년간의 우리나라의 고객자산에 관한 연구를 정리하고 연구 방향을 제시했다는 점과 실무적으로는 서비스기업가들에게 고객자산을 강화하여 고객경쟁력을 강화할 수 있도록 도모했다는 점에서 의의를 찾을 수 있을 것이다. 그러나 본 연구는 기존 연구의 성과를 바탕으로 했기 때문에 연구의 한계를 가지고 있으며, 앞으로 고객자산에 관한 연구를 보다 심화하고 확대해 나감으로써 이러한 한계를 극복할 수 있을 것으로 본다. During the past decade, domestic research has revealed that customer equity of Korean firms consists of value equity, brand equity and retention equity(relationship equity). However, customer equities from each of the firms and industries are constructed differently and are not managed in the same manner. Depending on the nature of an industry or a firm, the type of building, and management of customer equity should be differentiated. More so, service firms should initially build customer equity with the basis of value equity. In this way, they can build a relationship equity effectively, and thus make close customer relationships. Therefore, the direction of strategy for service firms to strengthen customer equity should be through consolidating brand equity and relationship equity on the basis of value equity. The three components of customer equity of service firms appear to be various depending on the characteristics of each firm, and the management should thus be differentiated. In order to strengthen customer equity, enhancing customer loyalty, achieving customer satisfaction and effective CRM implementation should be done. The significances of this study are that it organized the previous studies of customer equity for the past 10 years in Korea and suggests the direction of further research, helping managers of service firms to strengthen customer competitiveness by consolidating customer equity. However, this study has a limitation due to the fact that it is based on previous research. Further study of customer equity with a deeper and broader sense would overcome such limitation.
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양희석(Yang, Hee Seock) 한국서비스경영학회 2014 서비스경영학회지 Vol.15 No.5
During the past decade, domestic researches have revealed that customer equity of Korean firms consists of value equity, brand equity and retention equity(relationship equity). However, customer equities from each of the firms and industries are constructed differently and are not managed in the same manner. Depending on the nature of an industry or a firm, the type of building, and management of customer equity should be differentiated. More so, service firms should initially build customer equity with the basis of value equity. In this way, they can build a relationship equity effectively, and thus make close customer relationships. Therefore, the direction of strategy for service firms to strengthen customer equity should be through consolidating brand equity and relationship equity on the basis of value equity. The three components of customer equity of service firms appear to be various de- pending on the characteristics of each firm, and the management should thus be differentiated. In order to strengthen customer equity, enhancing customer loyalty, achieving customer satisfaction and effective CRM implementation should be done. The significances of this study are that it organized the previous studies of customer equity for the past 10 years in Korea and suggest the direction of further research, helping managers of service firms to strengthen customer competitiveness by consolidating customer equity. However, this study has a limitation due to the fact that it is based on previous research. Further study of customer equity with a deeper and broader sense would overcome such limitation.
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양희석 忠州大學校 2011 한국교통대학교 논문집 Vol.46 No.-
Generic competitive strategy is presented a cost leadership and a differentiation as competitive strategy for companies. Although it is able to satisfy their own customers, it has some limitations in practicing to satisfy customers only in two aspects, price and quality of products. So having company competitive capability, it is very important for companies to realize a customer satisfaction. Therefore, a company needs to understand customer's needs and wants truly and deeply. To realize customer satisfaction fully, a company will persuit managing customer competitiveness factors like as service quality management, service differentiation, customer value, customer emotion, customer attitude, activity by word of mouth and internal customer management. To do these managerial factors successfully, a company will have an advanced customer competitiveness. In conclusion, this study will provide company managers a viewpoint for practicing a strong company competitive strategy through managing factors of customer competitiveness effectively.
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