CRM이 고객만족, 전환비용 및 고객충성도에 미치는 영향 -미용서비스업을 중심으로-
The Effects of CRM on Customer Satisfaction, Switching Cost and Customer Loyalty : Focused on the Beauty Service Industry
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The purpose of this study is to determine structural relations between CRM , customer satisfaction, switching cost, customer loyalty in the beauty service industry. For this purpose, this study drew research models and 4 hypotheses to determine causal relations between them from literature review. The specific results of the empirical analysis can be summarized as follows: First, among CRM factors, the higher perception customers had of 'customer contact' and 'reliability service', 'differential management' the higher customer satisfaction; Among CRM factors, however, 'tangible compensation' and 'IT environment' failed to exert significant effects on any of customer satisfaction. Second, the higher customer satisfaction; the higher switching cost; Third, the higher switching cost and customer satisfaction, the higher customer loyalty. On the basis of these results, several suggestions can be presented as follows: First, since differential management, customer contact, and reliable service exerted significant effects on customer satisfaction, these factors were found to be important in making customers reuse and produce positive word-of-mouth effects. Second, since customer satisfaction had the greatest effects on customer loyalty, education and steady management are necessary for managers and employees in the beauty service industry to do activities based on close contact with customers, differential management, and employees' reliability in addition to provision of simple information and satisfactory aesthetic production. Third, differential management, customer contact, and reliable service exerting significant effects on customer loyalty ultimately depend on the quality and efforts of employees, who are the most central human resources in the beauty service industry. Therefore, it is implied that beauty service managers can perceive the need of compensation, education, and benefits to improve loyalty among employees as well as general management in order to improve management performance.
Abstract
The purpose of this study is to determine structural relations between CRM , customer satisfaction, switching cost, customer loyalty in the beauty service industry. For this purpose, this study drew research models and 4 hypotheses to determine causal relations between them from literature review. The specific results of the empirical analysis can be summarized as follows: First, among CRM factors, the higher perception customers had of 'customer contact' and 'reliability service', 'differential management' the higher customer satisfaction; Among CRM factors, however, 'tangible compensation' and 'IT environment' failed to exert significant effects on any of customer satisfaction. Second, the higher customer satisfaction; the higher switching cost; Third, the higher switching cost and customer satisfaction, the higher customer loyalty. On the basis of these results, several suggestions can be presented as follows: First, since differential management, customer contact, and reliable service exerted significant effects on customer satisfaction, these factors were found to be important in making customers reuse and produce positive word-of-mouth effects. Second, since customer satisfaction had the greatest effects on customer loyalty, education and steady management are necessary for managers and employees in the beauty service industry to do activities based on close contact with customers, differential management, and employees' reliability in addition to provision of simple information and satisfactory aesthetic production. Third, differential management, customer contact, and reliable service exerting significant effects on customer loyalty ultimately depend on the quality and efforts of employees, who are the most central human resources in the beauty service industry. Therefore, it is implied that beauty service managers can perceive the need of compensation, education, and benefits to improve loyalty among employees as well as general management in order to improve management performance.
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