This study aims to examine how the mobile social network service experience affects value co-creation and customer lifetime value. The mobile social network service experience includes mobile convenience, social compatibility, social risk, and cognitive effort. The research hypotheses with structural equation modeling are tested. In mobile SNS context, value co-creation behaviors essentially determine customer lifetime value of mobile shopping apps. Value co-creation behaviors have received little attention in mobile shopping. The mobile SNS experience strongly influences value co-creation behaviors. This study is based on a sample of mobile SNS users nationwide in Korea. Therefore, the generalizability of the findings has to be tested. Furthermore, the study examines customer lifetime value, which is good sales predictor of mobile shopping apps. Moreover, the research model included the positive and negative determinants on mobile SNS experience. Future researches examine other use intentions of mobile SNS. Value co-creation behaviors substantially affect customer lifetime value. Mobile shopping apps should increase customer lifetime value from mobile SNS experience and value co-creation. This study shows how individual mobile SNS user provides mobile shopping apps with profit through value co-creation. This study is the first to examine how mobile SNS users enhance value co-creation and how value cocreation behaviors affect customer lifetime value of mobile SNS users.

This study will provide a new perspective on how customer experiences and their co-creation can be managed by studying the practices used to manage customer experience co-creation at festivals. Based on 22 interviews of Finnish festival organisers, a process model for customer experience management is proposed.

The paper focuses on the social commerce paradigm, underlining how social media are able to assist e-retailers in their effort of creating a total omni-channel e-customer experience. The empirical research represents a new prospect on the topic, because nowadays social commerce is not completely understood and realized from a managerial perspective.

Supply and demand patterns have dynamically changed in recent years due to the increased global competition. Firms have selected quality and price as competition components and have accomplished corporate innovation in order to achieve competitive advantage. Innovation has been recognized as the way to enhance corporate competitiveness and to continuously grow in churning global competition (Homburg, Schwemmle, & Kuehnl, 2015; Moon, Miller, & Kim, 2013). Although innovation becomes a common means to improve a firm’s performance, it has the limitation of achieving a firm’s strategic goal as a long-term strategy. Thus, firms need to have more fine-grained strategies to survive in dynamically changing business environment, such as design innovation (Moon et al., 2015). For example, Apple has produced its products (e.g., iPhone, iPod and iPad) focusing on innovative product design to influence consumer purchase intention. Design can lead to a distinct competitive advantage (Bolch, 1995). Furthermore, product design can be used by firms to create amd enhance brand recognition, as well as to increase firms’ value (Mozota, 2002). Brand experience positively influences customer satisfaction and brand loyalty (Brakus, Schmitt, & Zarantonello, 2009). Thus, we assume that design experience and product innovation have a positive effect on consumers’ purchase behavior and customer value. However, while the importance of design innovation is recognized, it is not easy to apply the design innovation to marketing due to the lack of relevant research in the field. In fact, relevant research on the influence of innovative new product design and design experience on customer value is scarce. Therefore, the purpose of this study is to investigate how brand experiences and innovative product design affect customer value. Successful innovation is accomplished by identifying customer needs first and developing innovative products to satisfy their needs (Hauser et al., 2006). Design is seen as the core of innovation and the moment when a new object is conceived of, devised, and shaped in a prototype form (Landwehr, Wentzel, & Herrmann, 2013). Verganti (2008) studies the concept of "user-centered design," which describes how companies can use design to improve their relationships with users and develop a better understanding of user needs. In this research, design innovation has three dimensions: aesthetic attributes, feature attributes, and emotional attributes. First, aesthetic attributes focus on the product design itself. The aesthetic appearance of a product has a large bearing on its potential market share (Liu, 2003). Second, feature attributes focus on the product features and functional aspects that are required to satisfy customer needs. Feature attributes enable performance that can give results in the operating process (Crawford & Di Benedetto, 2007). Third, emotional attributes focus on consumers’ feeling when they purchase a new product to satisfy their needs. Emotional attributes are generated by consumers’ experience when they purchase a new product in the store. The more the product design satisfies customer's emotional needs, the more customers’ attention is attracted to the purchase of a product (Mokarian, 2007). A product satisfying the aesthetic, feature, and emotional attributes through design innovation provides a new experience to customers (Desmet & Hekkert, 2007). A consumer’s purchase decision making is affected by both direct and indirect experience of using the product and the function of product (Brakus, Schmitt, & Zarantonello, 2009). Therefore, a designer comes to design the product, taking an interest in the experience that the product gives besides its shape and function. Product experiences occur when a customer interacts with the product ̶ for example, when customers search for, examine, and evaluate products (Hoch, 2002). The product experience can be direct, i.e. when there is physical contact with the product (Hoch & Ha 1986) or indirect, i.e. when a product is presented virtually or in an advertisement (Hoch & Ha 1986; Kempf and Smith 1998). Brand experience can be split into four dimensions (sensory, affective, intellectual, and behavioral), which are differentially evoked by various brands (Brakus, Schmitt, & Zarantonello, 2009). According to previous studies, these four experience dimensions (sensory, affective, intellectual, and behavioral experience dimensions) have an effect on customer satisfaction and customer loyalty. Customer value can be defined as the trade-off between the benefits and sacrifices as a customer purchases a product or service from a supplier (Ulaga & Chacour, 2001). Ulaga and Chacour presented three dimensions of customer value: product-related components, service-related components, and promotion-related components. The researchers argued that customer value could be an important strategic marketing tool to clarify a firm's proposition to customers. Product-related components are intrinsic product characteristics. Product quality is a key factor of relationship value (Ulaga, 2003). Customer value consists of product value and service value. Customer value can be enhanced by quality, diversity, payment, and service quality and decreased by price, convenience, and risk (Jarvenpaa & Todd, 2003). Service-related components include all aspects of service associated with the product. Various service components play an important role in differentiating a supplier's offering (Narus & Anderson, 1996). Promotion-related components include all items used to promote the product to the customer. For all purchasing processes, it is necessary to assess the perceived customer value, such as service quality and promotional quality (Qualls & Rosa, 1995). In the present study, we conducted a research survey with 300 subjects and analyzed the data. In order to test the reliability of questionnaire, Cronbach's alpha was used. In order to test the validity, an exploratory factor analysis was conducted. Measurement was made for 3 variables, i.e. design innovation, design experience, and customer value. Three variables (aesthetical attributes, feature attributes, and emotional attributes) were used for design innovation. Three types of attributes were introduced for a mobile phone design innovation. Four dimensions (sensory, affective, intellectual, behavioral) were measured using a technical design experience and a humanistic design experience. Three variables (product-related customer value, service-related customer value, and promotion-related customer value) were employed for customer value. The results of the analyses demonstrate that design innovation has a positive effect on design experience, while design experience has a positive effect on customer value. Aesthetic attributes of design innovation have a positive effect on technical design experience and humanistic design experience. Feature attributes have a positive effect on the technical design experience and the humanistic design experience. Emotional attributes have an effect on the technical design experience and the humanistic design experience. The technical design experience has a positive effect on product-related customer value, service-related customer value, and promotion-related customer value. The humanistic design experience has a positive effect on product-related customer value, service-related customer value and promotion-related customer value. This study will make it possible to empirically examine how customer's experience in design innovation affects customer value. Our results will provide a theoretical foundation for examining a relationship between variables regarding how design innovation influences customer value through design experience. It is intended to give a direction as to the design innovation of firms by clarifying and presenting antecedent factors having an effect that design innovation produces on customer value. The results of the present study will inspire designers to design in consideration of design experience. Finally, our study will provide marketers with guidelines as to how design experience can influence customer satisfaction and loyalty.

Information technologies enable new business models to move the idea from traditional services away towards collaborative offerings allowing customers to become active participants in service delivery. Consequently, the capabilities of other customers are chiefly responsible in creating customer experience. Thus, existing customer experience quality models are extended to address today’s market developments.

The advent of smart shopping environments including innovative information technology, advanced delivery systems, and extended smart phone use has rapidly changed the shopping methods and activities of the consumers. They have chosen smart shopping with greater frequency, which minimizes the use of time, money, effort and energy to buy the right products and to gain shopping experiences such as hedonic and utilitarian feelings (Atkins and Kim, 2012). The concept of smart shopping is based on value co-creation which can be explained as the value from the outcome of interaction between firms and consumers (Grönroos, 2011, Vargo and Lusch, 2004). In the value co-creation process, smart shoppers are willing to perform customer participation behaviors such as information seeking, information sharing, responsible behavior, and personal interaction, and to show customer citizenship behaviors such as feedback, advocacy, helping, and tolerance (Yi and Gong 2013). In smart shopping, a consumer involves in shopping experiences through product purchases and while engaged via the shopping environments such as an elaborate store design, educational events, recreation, and entertainment (Fiore and Kim, 2007). These shopping experiences, which contain both hedonic and utilitarian value (Holbrook and Hirschman, 1982), are better explained by consumer processes, responses on the shopping environment, situation, and consumer characteristics (Fiore and Kim, 2007). The attributes of shopping experience are symbolic, hedonic, and aesthetic (Holbrook and Hirschman, 1982) and utilitarian and hedonic (Kim, Lee and Park, 2014). Smart shoppers who are involved with value co-creation obtain hedonic benefits with emotional, funny, and enjoyable feelings and along with utilitarian benefits such as rational, functional, task-related experiences (Holbrook and Hirschman, 1982). The value co-creation and the shopping experience lead to greater customer equity such as value equity, brand equity, and relationship equity (Lemon, Rust, and Zeithamal 2001). Based on previous literature review, the authors constructed the following hypotheses. First, smart shopping will have positive effects on value co-creation, the shopping experience, and customer equity. Second, the smart shopping will have positive effects on both value co-creation and the shopping experience. Third, value cocreation will have positive effects on the shopping experience. Fourth, value cocreation and the shopping experience will have positive effects on customer equity. The authors collected the data based on questionnaires from mobile smart shoppers. The SPSS 20 and AMOS 20 statistical programs will be used for the data analysis. The analysis found the positive influence that smart shopping has on value co-creation and the shopping experience, and customer equity. This is the first study that shows these relationships from an empirical point-of-view. The findings of the study have useful managerial implications on the effects of value co-creation on both smart shoppers and firms. Value co-creation will provide smart shoppers with better product or service quality and enhance firms with more valuable customer equity. The greater shopping experience is the greater customer equity that will be developed. Value co-creation also will give firms a strong competitive advantage in terms of an organization’s learning, brand perception, reduced risk, improvement of customer relationships, and lowering cost for marketing, and research and development. The study has limitations. First, other potential variables of the value co-creation influencing new service development, customer loyalty, and customer satisfaction etc, could be considered. Second, the length of the relationship between smart shoppers and the service provider in value co-creation process should be considered. Third, the study needs to be generalized to cross sectional research beyond smart shopping area. Finally, to examine the effects of value co-creation and the shopping experience on customer equity, future research could investigate how value co-creation and the shopping experience affect the objective financial performance of a firm.

본 연구에서는 온라인 쇼핑몰 상황에서 이전사업경험, 제품속성과 온라인 고객 의견이 신제품 매출성과에 미친 영향을 살펴보았다. 인터넷 쇼핑몰에서 제품 성과에 대한 연 구들은 선진국 온라인 쇼핑몰을 중심으로 고객들의 구전효과에 초점을 두고 연구를 진행해 왔으며 상대적으로 기업특성이나 제품속성에 대한 연구는 미흡하였다. 본 연구에서는 중국 인터넷 쇼핑몰에서 판매중인 총 407개 TV모델들을 대상으로 기업특성, 제품속성 및 온라인 고객의견이 제품 매출성과에 미친 영향을 살펴보았다. 기업특성에서는 이전TV제조업체들의 제품이 신규 진입기업들의 제품들보다 매출성과가 높았다. 제품속성에서는 경쟁제품 대비 초기 가격수준이 낮을수록 성과가 높으며 가격할인율이 높은 경우에는 오히려 매출성과가 낮았다. 전반적인 제품의 기술경쟁력 수준이 높을수록 판매성과가 높으며 신기능의 특성에 따라 매출성과에 미친 효과는 다르게 나타났다. 제품별 온라인 고객평가 의견수가 많을수록 해당 제품의 매출성과는 높은 것으로 나타난 반면, 온라인 고객평가 점수는 매출성과에 유의 한 영향관계나 나타나지 않았다. 본 연구에서는 온라인 쇼핑몰 상황에서 신제품 매출성과 향 상을 위한 이론적 실무적 의의를 제시하고 향후 연구과제들을 제시하였다.

농촌체험의 관심과 체험이 증가되는 상황에서 농촌체험의 지속성과 경쟁력의 확보 차원으로 서비스품질이 중요해지고 있다. 이 연구는 농촌체험을 경험한 서울지역 소비자를 대상으로 서비스품질과 고객만족, 고객만족과 추천의도 간의 관계를 분석하였다. 설문분석은 총 234부이며, 빈도분석, 신뢰도분석, 확인적 요인분석, 가설검정을 하였다. 분석결과는 다음과 같다. 첫째, 신뢰도의 크론바흐 알파값은 0.6 이상, 타당도의 요인적재량은 0.7 이상, 평균분산추출은 0.5 이상이 었다. 둘째, 확인적 요인분석의 모형적합도는, CMIN/DF, GFI, TLI, CFI, RMSEA이 전반적으로 적합하였다. 셋째, 가설검정의 결과, H1의 H1-2(유형성)와 H1-3(응답성)을 제외한 H1-1(신뢰성), H1-4(확신성), H1-5(공감성)는 고객만족 에 긍정적인 영향을 주었고, H2는 고객만족이 추천의도에 긍정적인 영향을 주었다. 따라서 농촌체험의 서비스를 이용자와 제공자 간의 상호작용으로 볼 때, 서비스품질에 대한 지속적인 개선이 필요할 것이다.

This study aims to examine the effects of services marketing mix elements on customer equity through the customer experience in order to determine an optimal marketing mix strategy in the service industry. This paper utilizes confirmatory factor analysis and structural equation modeling (SEM) to analyze and confirm the proposed conceptual model. This study finds that the process, people, and physical evidence of the “7Ps” of the service marketing mix impart a positive and significant effect on the customer experience in the post-office setting. This result would help practitioners to create a service marketing strategy to differentiate their service from competitors in order to retain existing customers and attract new ones. It was also found that the customer experience is positively linked to customer equity. From the customer equity perspective, this study provides theoretical support that the customer experience, as one of the service operations management measurements, can be employed to measure service performance, which is also closely related to customer equity.

Tablets and the omnipresent mobile environment create opportunities and challenges for m-commerce (mobile commerce) vendors, seeking to increase their profits. Understanding factors that affect that consumer behavior, positively and negatively, in tablets is essential for vendors in order to provide a fruitful m-commerce customer experience. The objective of this paper is to facilitate the understanding of consumers’ perceptions and behavior in m-commerce and social media on tablets and explore the potential of tablets for m-commerce purposes. The paper reports the findings of two exploratory research studies on wine and luxury goods. The first study examines consumer perceptions of the use of tablets and social media, in the context of m-commerce of wine. The second study relates to selling of luxury goods through the Internet. The results of our qualitative analysis show that user experience and design aspects, such as ease-of-use, are important factors for tablet adoption and use for m-commerce and social media. Adapting web content to tablets is, therefore, critical to enable effective m-commerce on this popular device. Business opportunities enabled by tablets and social media in m-commerce and how these can be leveraged in the wine and the wider luxury goods context are discussed.

The value of luxury brand is always latently charged with elements of sacredness. Fashion expresses symbolic meaning that allows customers’ experience to be sacralized in many ways. Hence, customers’ necessity to express their existence is also possible thanks to luxury brand which is defined as exclusive and image-driven. Building on Georg Simmel’s sociological theory of equalization and differentiation behavior in fashion and René Girard’s mimetic theory of sacred, this paper investigates the sacredness in perception of luxury brands. Different customers stereotypes can be defined resulting in what we conceptualize as the sacred experience framework. Specifically, the authors identify three dimensions of the framework, namely the active and passive attitude, the personal and social motivation, and the idolatrous and realist perspective. The framework can be used for strategic positioning of luxury brand. The focus is on risks and threats related to idolatrous positioning of luxury brand and opportunities related to realist positioning. Luxury brand sustainability is possible by fostering the symbolic myth that reflects customer sacred experience. The aim of this paper is a formulation of a general theory of luxury, which to our best knowledge has not been well defined yet. Such a new theory of luxury requires that customers’ needs and motivations theories show how existential desire should be fueled also by sacredness.

Introduction This article analyzes retail store openings of luxury fashion brands in international markets. Our aim is to point out the relevance of this market entry strategy as well as to highlight the main destination markets and different trends over the 2004-2013 period. More precisely, this article analyzes the role of the retail direct channel as a means to manage relationships with consumers in international markets. The choice to develop retail operations in international markets is considered in this article as one of the key strategies implemented by luxury manufacturing companies. However, it seems to have received minor attention in the academic literature dealing with internationalization (Guercini and Runfola, 2014). Consequently, the main aim of this article is to propose empirical evidence to support the widespread use of this strategy by luxury firms, proposing the analysis of an original database built on the retail store operations of a sample of Italian fashion luxury companies over the period 2004-2013. The retail marketing strategy is a peculiar strategy within the luxury marketing strategies. As stated by Kapferer and Bastien (2012), in fact, through retail store openings (and distribution in general), luxury companies may implement and take advantage from what has been defined by the authors the “watchword of luxury brand management” (p. 233) namely “experience”. In fact, the literature in the field of luxury retailing has pointed out the role of the point of sale from a consumer point of view to experience the value of a company. The discussion on the consumer perspective is increasing in the literature as testified by various contributions aimed at analyzing and discussing how and what kind of experiences could be transferred by the opening of retail stores and in what terms the luxury retail strategy differs from other retail marketing strategies (Dion and Arnould, 2011). The opening of retail stores from luxury companies has been considered within the stream of research on the internationalization of the company. It has been pointed out that companies with luxury positioning can differentiate their offering with respect to mass market retailers and open retail stores even in culturally distant markets (Hutchinson et al. 2009). These openings, however, are considered more as ways of promoting the brand, rather than a structural international retail development (Moore et al., 2010). In fact, it has been noticed that luxury griffes open retail stores quite exclusively in primary locations (Hutchinson et al. 2009) and that most of the internationalization literature on retail stores openings by luxury firms is referred to the opening of flagship stores (Moore et al., 2010), a specific retail store format that from its nature, is mostly related to brand promotion than to an effective and stable retail development. In fact, retailing as international market entry strategy implies significant investment both in economic and cognitive terms (Mattila el al., 2002; Guercini and Runfola, 2010). The study of retail stores opening as an entry strategy in international markets remains an understudied field of study in the academic literature, as evidenced for example by Ilonen et al. (2011) in their study on the importance of branded retail in manufacturers' international strategy. Moreover, the authors point out that among other things, this remains a topic of interest but not yet analyzed in the case of the fashion industry. Following this reasoning, our article aims to answer to the subsequent research questions: RQ1 - What is the evolution over time of the distribution investments of luxury fashion manufacturing companies? RQ2 - Is there a difference between emerging markets and advanced markets for luxury retail store openings? RQ3 - What is the role of metropolitan areas and how does this evolve over time? Methodology and discussion We investigate these research questions in the case of Italian luxury manufacturing companies. In order to study the expansion of Italian luxury companies, we have exploited the information contained in the database that we have created expressly for the purposes of this research. The database has been compiled by examining any news contained in two specialized and highly recognized national fashion-sector publications - Fashion and Pambianco Week - regarding the opening of retail outlets in foreign countries by Italian luxury firms in the decade 2004-2013. For the purpose of this research we have considered as luxury brands those brands that are members of Altagamma, a association whose members are Italian companies that operate at the highest end of the market, and those brands that are recognized globally and by academics and empirical press as luxury brands, although not being members of Altagamma. The above process has identified 594 sales points opened by 39 Italian brands in 62 countries over the period 2004-2013. The top 10 brands for number of store openings over this period are the followings: Prada (64), Salvatore Ferragamo (59), Miu Miu (51), Ermenegildo Zegna (31), Valentino (29), Armani (26), Versace (26), Gianfranco Ferrè (25), Brioni (22), Etro (22). Hereafter we try to describe some preliminary findings regarding the three research questions advanced previously. RQ1 – What is the evolution over time of the distribution investments of luxury fashion manufacturing companies? Our analysis seems to show an evolution in this growth strategy over the period 2004-2013. In fact, if during the period 2004-2008 our analysis shows the opening of 261 single-brand outlets by the enterprises of our sample, during the period 2009-2013 the number of operations became 333 stores. This seems to highlight how, even in a period of international crisis, the retail strategy for luxury companies remained fundamental for growing abroad. The year 2008 is the year with the maximum number of stores opened by our companies (95 stores, roughly 16% of the total 594 stores opened), while the year 2004 is the one with the minimum number of stores opened, only 35 stores (roughly 6%). Moreover, each year from 2009-2011 accounts for over 70 stores. RQ2- Is there a difference between emerging markets and advanced markets for luxury retail store openings? In order to distinguish between “mature”, developed countries and “emerging” ones, we considered the first 24 countries that joined firstly the OCSE as “mature”, while all the remaining countries have been considered “emerging”. Our analysis reveals during the period analyzed a growing incidence by emerging markets compared to mature markets, given that emerging markets account for 60.9% of the openings. Moreover, in each year analyzed emerging markets overcome advanced markets for number of stores opened. However, traditional mature markets for Italian luxury (such as USA or Japan) as well as new emerging markets (such as China and Russia) are within the top destinations all over the period. If we consider only the first three markets for number of retail operations we may note some differences between the two sub-periods. In fact, during the period 2004-2008 the first three markets listed for decreasing number of operations were the USA (45 retail stores opened, 17,2% of the total number of stores), China (29 stores, 11,1% of the total) and India (19 stores, 7,3% of the total). During the period 2009-2013, China increased the number of operations, becoming the leading market with 74 stores, representing 22,2% over the total, followed by the USA (46 stores, 13,2% of the total) and United Arab Emirates (15 stores, 4,5%). The rising of China in the second period, is associated with an increasing importance of other emerging markets such as Brazil and South Korea, that in the previous period were not within the top international destinations. We should however stress that other mature markets, such as France and Japan still have key roles for Italian luxury companies. RQ3 – What is the role of metropolitan areas and how does this evolve over time? Our analysis shows that the major cities world-wide are present in our database. In total the companies in our sample have opened stores in 163 cities. Over the period 2004-2013 the top 10 cities listed for decreasing number of stores are the following: Shanghai (30), Hong Kong (28), New York (25), Moscow (24), Tokyo (22), Paris (21), Dubai (20), London (20), Los Angeles (20), Beijing (20). However, as evidenced by the data, while in the period 2004-2008, the total number of cities targeted by the companies were 83, in the following period 2009-2013 the number cities targeted became 127. This data seems to highlight how, over time, the presence of luxury firms is not only concentrated in the top cities around the world neither only in luxury streets, but affects a larger number of cities and locations. Take for example the case of the new rising Chinese cities of the II, III and IV tiers. To conclude, our research points out how retail strategy implemented by luxury manufacturing companies is one of the driving strategy for relating the company with consumers in international markets. This strategy seems to represent a relevant and widespread used strategy to enter in foreign market and to develop the brand further. Some considerations are due on the limitations inherent in the present study, which can also furnish some useful indications as to future work. The empirical evidence reported here is based on secondary research in market publications. Aside from collecting further, more up-to-date information, future research should be addressed to performing a number of enterprise case studies in order to acquire a better understanding of the phenomena at play through contacts with luxury enterprise managers with whom to share the main aspects involved in establishing sales networks in foreign countries. Moreover, the considerations advanced are based on empirical evidence drawn solely from study of the Italian luxury fashion industry. In this sense, future research should aim to check if any differences exist in retail store openings between the Italian fashion system and the luxury fashion industries of other economically mature nations (e.g., France, the UK, Japan or the USA). Although, our empirical analysis has some limitations, it seems to confirm that the retail market strategy is a key strategy to relate with consumers in international markets and to let them “experience” the brand. For manufacturing companies in the luxury field this strategy should not be considered only in terms of promotion, as typically associated with the opening of flagship stores abroad. Rather, it represents an effective retail strategy with important implications from a managerial point of view. Considering this latter point, future research should be directed towards the study of the different strategic behaviors aiming at pointing out different strategic groups within our companies, for example in terms of company size or destination markets. In general terms, future research should be directed towards the study of the link between retail stores openings and customer experience in international markets. This issue has a particular relevance in the case of the Italian fashion industry, where understanding the retail strategy of luxury companies may contribute to recognize potential bandwagon effects of other companies in this sector, such as small and medium sized companies with other positioning.

This paper combines insights from researches in brand experience, brand trust and customer equity and social network service (SNS). In light of a growing interest in the use of social network service (SNS) marketing among smart phone brands, this study sets out to identify attributes of brand product and examines the relationships among those SNS attributes, brand experience in SNS, brand attachment, brand trust, value equity, relationship equity and brand equity through a structural equation model. SNS attributes are conceptualized as utilitarian (perceived ease of use, perceived usefulness) and hedonic (entertainment, aesthetics). Four constructs of electronics brands experience in SNS are sensory, intellectual, behavioral, relational experience. The study aims to have a positive investigation on what influence is given to customer equity by the brand trust and the brand attachment formed through brand experience in SNS environment.

This study examines the effect of SPA store experience on formation of customer equity. Here we distingush dimension of store experience to sensory, affective, behavioral, intellectual, and relational experience and dimension of customer equity to value, brand, relationship equity. To verify relationship between dimension of store experience and customer equity, as well as loyalty, we use structural equation modeling. As a result, relationship between variables have a significant effect on each other exclude hypotheses such as relationship between affective experience and value equity and relationship between behavioural experience and relationship equity. The result indicates that reinforcing SPA store experience likely to have positive impact on formation of customer equity and loyalty strength.

This study examines the effect of SPA store experience on formation of customer equity. Here we distingush dimension of store experience to sensory, affective, behavioral, intellectual, and relational experience and dimension of customer equity to value, brand, relationship equity. To verify relationship between dimension of store experience and customer equity, as well as loyalty, we use structural equation modeling. As a result, relationship between variables have a significant effect on each other exclude hypotheses such as relationship between affective experience and value equity and relationship between behavioural experience and relationship equity. The result indicates that reinforcing SPA store experience likely to have positive impact on formation of customer equity and loyalty strength.

As the population of the silver generation is increasing, the importance and effects of the market for the silver generation are also growing. We segments the categories of the silver generation into six sub-segments using based on the factors like life s

Today the usage of DB already becomes an important issue for many companies' survival. Especially, the companies which have adopted CRM could not gain the return to be expected because of the lack of understanding about the relationship with customers. Professor Schmitt introduced 'the complete CEM(Customer Experience Management) model', but no specific methodology for analysis was introduced. Therefore, in this study we use HOQ, GA, and ANP to build 'the complete CEM model' and present the integrated CEM model based on the integrated analytic process to help the company's decision about the stage to be begun first out of 5 stages of CEM and the priorities of investment in customer experiences.

목적 – 본 연구의 목 적은 온 라인 서비스에서 고객 경험과 고객 밀착성 간의 관계에 대한 고객 신뢰와 개입의 매개 역할을 평가하는 것이다. 방법 – 본 연구의 목적을 달성하기 위해 온라인 쇼핑, 온라인 여행, 온라인 배달, 온라인 뱅킹, 온라인 항공권 예약, 온라인 호텔 예약 등 온라인 서비스를 이용하는 273 명의 사용자를 대상으로 설문 조사를 실시했다. 결과 – 온라인 환경에서 고객 신뢰와 개입이 고객 경험과 밀착성 간의 관계에서 매개 역할을 한다. 직접적인 영향과 관련해 고객 경험은 고객 신뢰에 긍정적인 영향을 미친다. 고객 경험과 신뢰는 고객 개입에 긍정적인 영향을 미친다. 고객 개입은 고객 밀착성에 긍정적인 영향을 미친다. 시사점 – 본 연구는 고객 경험, 신뢰, 개입 및 밀착성을 하나의 연구 모형에 통합하여 연구를 했다. 온라인 서비스 분야 고객 경험과 밀착성 간의 관계에서 고객 신뢰와 개입의 매개 역할을 강조했다. 경영자는 온라인 고객 경험 전략을 수립하여 고객의 신뢰와 개입을 강화해야 한다. 이로 인해 온라인 고객 밀착성이 크게 늘어날 것으로 예상된다.