레스토랑의 고객만족과 재방문의사에 영향을 주는 선택속성에 관한 연구

이창기(Chang Gi Yi),권영린(Young Lin Kwon) 한국호텔관광학회 2001 호텔관광연구 Vol.3 No.3

The purpose of this study is not only to establish a kind of useful operation material for the Fusion Restaurants but also to suggest a further improvement for its field. The fusion restaurant is understood through the selection attributes of fusion restaurants made by some previous studies and case studies of the restaurants in the country based on the customers--oriented service looked in terms of restaurant owners. Lightening up the relation of the selection-attributes of fusion restaurant, the diversity and variety of customer`s taste could be recognized. The followings are some points deserve our attention through the study. First, considering from the point of the view that the perception of customers and future customers for fusion restaurant is 82%, even though the fusion restaurant started to be popular from the late 1990, it seems to be accomplished very highly in short period. It means that customers reflect very sensitively on new changes and are highly interested in new changes. Therefore it is the right time for various marketing promotions to switch the potential customers to actual customers. Second, compared to other existed family restaurants, selection-attributes for fusion restaurant shows that `experience of unique food` and `attractiveness of interior` are important. It suggests that customers are eager to experience new culture. So unprecedented promotion will help to increase customers. Third, main customers are shown to range from the late 20s to the middle 30s that is higher than that of family restaurant with professional job. It says that present young generations aged between 20s and 30s prefer to have special new experiences of different kinds of food culture and like to form a new cultural circumstance unlike the past time. From this point of view that they spend 30,000-50,000 won a time and enjoy once or twice a month as average, that there is a tendency could be backed up. Fourth, the average marks of 26 variables among the selection-attributes are shown mostly high and play important role in choosing the fusion restaurant. Especially cleanness, uniqueness, hygiene, sanitation, and fresh atmosphere should be considered all the time. Finally, what could be estimated is that customers strongly desire to try special food and to search for new things which they have never experienced in the regular family restaurant. This is the main reason for visiting fusion restaurant. Therefore the way to go for the future business of fusion restaurant is to make an effort for transformation that will be satisfied with new generations who want to preoccupy the special experience as well as to train and foster the competent cooks with decreasing their labor cost and developing the menu. This study was made in the basis of customers of fusion restaurant for the selection-attributes and satisfaction but some limitation were existed. First, as there were few previous studies for the selection-attributes of fusion restaurant, this study based on hotel restaurant, family restaurant and fast-food restaurant was not desirably examined. Second, data for the analysis of present situation of fusion restaurant were not sufficiently collected due to the lack of participating of the restaurants. Hopefully hereafter, further studies would be fulfilled and helpful for establishing possible marketing strategies supplementing the above mentioned limitations and deficiencies with executing compared analysis between fusion restaurant and family restaurant.

A Study on the French Experiences in Ecotourism

이창기(Chang Gi Yi) 한국호텔관광학회 2001 호텔관광연구 Vol.3 No.1

도시호텔과 리조트호텔의 서비스품질 차별화 및 개선 요인 비교

김창준(Kim, Chang Jun),윤유식(Yoon, Yoo Sik),이창기(Yi, Chang Gi) 한국서비스경영학회 2009 서비스경영학회지 Vol.10 No.3

코로나19로 인한 관광객의 위험지각이 관광지 숙박시설의 선택의도에 미치는 영향

노성환(Rho, Seong-Hwan),이창기(Yi, Chang-Gi) 한국호텔관광학회 2021 호텔관광연구 Vol.23 No.1

카지노종사원의 교육훈련 유효성이 직무만족 및 이직의도에 미치는 영향에 관한 연구

연형신(Hyung Sin Yon),이희철(Hee Chul Lee),이창기(Chang Gi Yi) 한국호텔관광학회 2013 호텔관광연구 Vol.15 No.2

The purpose of this study was to determine the effectiveness of education/training to casino employees and the relationship of the effectiveness of such education/training with job satisfaction and turnover intention. To achieve the objective of this study, the hypothesis and research model was formed with reference to the preceding studies and literature, and such hypothesis was validated by empirical analysis. The results of this study can be summarized as follows: First, only the organization environment was found to have a significant positive(+) effect on job environment based on the results of investigation that looked into how the elements related to the effectiveness of education/training for casino employees would affect the job environment among the job satisfaction elements. Moreover, the results of the investigation, which considered the effect on the job evaluation among the job satisfaction elements, showed that only the organization environment had a significant positive(+) effect on job evaluation. Second, the results of investigation, which examined how the elements related to the effectiveness of education/training for casino employees would affect the turnover intention, showed that the organization environment element and job performance element had a significant negative(-) effect. Third, the results of the investigation, which looked into how the elements related to satisfaction of casino employees with job satisfaction would affect the turnover intention, showed, that the job environment had the greatest significant negative(-) effect, followed by the welfare, job evaluation, wage, etc.

호텔企業의 經營戰略에 관한 硏究

李昌基 경주대학교 1994 論文集 Vol.6 No.-

The lodging industry can be thought of as a hostile marketing environment, a fragmented market characterized by low shares and many operators. Lodging chains have been in existence for more than 50 years, yet the industry is not dominated by just a few companies. The top 25 hotel chains still account for only 47 percent of the total U.S lodging supply. The largest single operator in the industry, Holiday corporation, ownd just 2 percent of the total room supply in 1984, and even with its franchised inns represented only 11 percent of the U.S. lodging supply. Occupancy rates have not risen in recent years, but most lodging organizations have continued to develop new hotels at a steady pace. In such a competitive environment, it is essential that lodging companies carefully pick an appropriate market strategy and match that strategy with an organizational structure that allows the company to fulfill its goals. In this article, the author uses examples from several hotel companies to show the importance of the matching organizational structure, competitive strategy, and marketing environment. If tight control is the organization's market strategy, then the top managers should limit the exercise of discretion by subordinates(perhaps by creating strict job specification) and hold most of the desicion-making authority in their hands(by requiring unit managers to refer all but the most routine mattes to higher levels). On the other hand, an organization that seeks to exploit new markets might assign lower managers "fuzzy" responsibilities ad give them wide desicion-making scope so that they quickly take advantage of market changes. The choice of strategy and structure is not a one time event, because the market environment is dynamic. Therefore, lodging organizations must continuously engage in matching their competitive strategies and organizational structures to the product and market environment. As the market changes, management must review the question of exactly how to the serve the market. Then management must adjust its competitive strategy to the new market situation and make sure its organizational structure ad processes ft the strategy.