호텔 이용객의 총체적 경험 관리에 관한 연구

국문 초록 (Abstract)

우리나라는 2012년 외래 관광객 1,114만 명 시대를 맞이하면서 늘어나는 관광객 수에 비해 턱없이 부족한 숙박시설을 보충하기 위해 서울에만 2015년까지 약 110개소 18,000실(조사: 2013년 3월)의 호텔이 더 공급될 예정이다. 이 수치는 관광진흥법상의 관광사업계획 승인 대상의 관광호텔만 포함되었고, 공중위생관리법을 적용 받는 일반호텔까지 산정한다면 수요대비 공급 초과 현상이 발생될 우려가 있다. 이러한 경우를 대비하여 호텔업계는 빠르게 변화하고 있는 고객의 호텔 이용에 대한 욕구를 정확히 파악해야 할 필요가 있고 지속적인 업데이트가 필요하다. 과연 고객들이 호텔을 경험하면서 얻고자 하는 것이 무엇인지, 무엇을 가장 중요하게 생각하는지, 어떤 요소에 좀 더 과감한 투자가 필요한지 등은 고객 분석에서부터 시작되어야 한다. 최근 호텔신라, 롯데호텔 등 많은 특급호텔들이 리모델링을 진행하고 있는데, 아마도 이러한 고객 분석의 결과가 아닐까 사료된다.
호텔은 대표적인 고객중심시장으로 끊임없이 변화하고 높아져 가는 고객들의 기대를 충족시켜주기 위해 어떻게 차별화된 고객 경험을 제공할 수 있을지는 호텔업계의 가장 큰 고민이자 성공의 열쇠이다. 또한, 대다수의 호텔들이 고객들의 정보를 가지고 있으면서도 활용을 못하고 그대로 쌓아두기만 한다. 이러한 정보를 분석한다면 어떻게 해야 고객이 다시 호텔을 방문할지에 대한 해답을 찾을 수가 있다. 따라서 본 연구는 그 해답을 위한 기본 전제를 제공하고자 한다.
본 연구는 지속적인 고객 유지를 위한 경험 프로세스를 바탕으로 시작된다.
호텔의 총체적인 고객 경험 관리를 설명하기 위해 Mascarenhas, Kesavan과 Bernacchi(2006)가 제시한 고객 경험 프로세스(상품/서비스의 경험→상품/서비스의 감정적 경험→상품/서비스의 가치적 경험→고객충성도)를 제시하였는데, 현재까지의 연구들은 총제적인 고객 경험이라고 하여 호텔 전체를 전반적으로 다루고 있는 것이 대다수이다. 그러나 본 연구는 호텔을 프론트, 객실, 식음료, 부대시설, 공용 공간으로 세분화하여 각각의 접점에서 제공되는 서비스 자체, 서비스의 물리적 환경, 서비스의 상호 작용을 분석하였다. 이에 다양한 검증을 토대로 몇 가지 시사점을 도출하면 다음과 같다.
먼저 서비스 접점에서의 경험 중 위치별 단순 평균값을 확인한 결과 프론트와 객실, 부대시설은 직원과의 상호 작용이 가장 중요한 것으로 나타났고, 레스토랑과 커피숍 등은 물리적 환경, 공용 공간의 경우 서비스 자체가 가장 중요함을 알 수 있었다.
다음으로 서비스 접점의 경험은 서비스 자체, 서비스의 물리적 환경, 서비스의 상호 작용으로 구성하였으며, 다시 이 3가지 요인은 프론트, 객실, 식음료, 부대시설, 공용 공간이라는 다차원으로 구성되어 2차 요인 분석을 실시하였다. 모두 통계적 기준에 부합되는 수준을 보이고 있어 2차 요인에 대한 1차 요인(프론트, 객실, 식음료, 부대시설, 공용 공간)으로 다차원성이 잘 수렴됨을 알 수 있었다.
그리고 총체적인 고객경험 프로세스에 대한 영향 관계를 파악하였는데, 구체적으로 서비스 접점의 경험과 서비스의 감정적 경험 사이의 관계에서 서비스 자체와 서비스의 물리적 환경, 서비스의 상호작용은 긍정적인 감정을 67% 설명하고 있으나 상호작용의 경우 긍정적인 감정에 영향을 미치지 않는 것으로 나타났다. 또한 부정적인 감정에 대해서는 서비스 접점의 경험이 10% 밖에 설명하지 못하는 것으로 나타났고 모두 기각 되었다. 서비스의 감정적 경험과 가치적 경험에서는 감정이 경제적 가치를 64.8% 설명하고 있으나 부정적인 감정은 경제적 가치에 영향을 미치지 않는 것으로 나타났고 마찬가지로 감정은 사회적 가치를 79.7% 설명하고 있으나 부정적인 감정은 경제적 가치에 영향을 미치지 않았다. 서비스의 가치적 경험과 서비스 경험 후 행동 간의 관계에서는 가치가 고객충성도에 긍정적인 영향(설명력=69.2%)을 미치는 것으로 나타났다.
추가적으로 감정과 가치의 경우 서비스 접점의 경험과 서비스 경험 후 행동 사이에서 완전 매개 역할을 함에 따라 고객 경험 프로세스가 서비스의 감정적․가치적 경험을 통해 형성됨을 알 수 있었다.
따라서 서비스 접점에서의 경험은 접점에서 제공받는 서비스 자체, 서비스의 물리적 환경이 결과적으로 지속적인 고객 유지를 위해 필요한데 이를 위해서는 고객의 긍정적인 감정 경험과 가치적인 경험 만족이 우선시 되어야 한다. 그리고 중요한 포인트는 서비스의 상호작용인 직원의 친절한 서비스는 고객의 입장에서는 당연히 제공받아야 하는 서비스로 인식되어지고 있다는 점이다. 결과적으로 호텔이 제공하는 서비스 중 각 접점에서의 서비스 자체와 서비스의 물리적 환경은 하드웨어적인 요소가 강하기 때문에 지금과 같이 유지하면 되지만, 직원의 서비스는 소프트웨어적인 요소이기 때문에 직원 교육을 위해 지속적인 투자가 이루어져야 한다.

다국어 초록 (Multilingual Abstract)

Welcoming the year of 2012 with 11,140,000 foreign visitors in Korea, approximately 110 hotels with 18,000 rooms (research: March 2012) will be supplied only in Seoul by 2015 to fill the deficiency of accommodation for increased number of visitors. Since the number includes only tourist hotels subject to be approved by tourism business projects in accordance with Tourism Promotion Act, there is probably a risk of excessive supply more than demand if it includes up to the number of general hotels subject to be managed in accordance with Public Health Control Act. The hotel industry needs to prepare the case of the excessive supply with understanding the demand, rapidly changes, of customers using the hotels and update continuously. It must start customer analysis, considering primarily what the customers exactly long to obtain from the experiences of the hotels and which parts are in need of more investment. Recently, it is considered why recently many luxury hotels such as Hotel Silla and Lotte Hotel et al. are proceeding remodeling construction would be motivated by the result of the customer analysis.
The Hotel is belonging to one of the representative customer-driven markets, so the hotel industry has a big burden to meet the continuously increasing and changing demand of the customers and provide difference customer experiences; and it is a key of success. Most of the hotels stack the customer information without utilization. Analysis of the information will help the hotels to find a solution to make customers visit the hotel again. Therefore, this study provides the fundamental hypothesis to find the solutions.
This study begins based on the experience process to maintain the customers consistently.
To explain the total customer experience management, the customer experience process (experience of product/service  emotional experience of product/service  valuable experience of product/service  customer loyalty) is suggested by Mascarenhas, Kesavan, and Bernacchi (2006); most of the previous studies up to now examine the hotels in general, referring to the total customer experience. However, this study segments the hotels into front, room, food and beverage, subsidiary facility, and common use space, analyzing the service itself at the point, respectively provided, physical environment of the service, and interaction in the services.
Some implications are resulted based on various verifications as the followings:
First of all, as one of the results of the customer experiences at the point of service, the simple average value according to the respective locations showed that interaction with staff was the most important factor in the segments of fronts, rooms, and subsidiary facilities and service itself was the most important factor in the segment of physical environment and common use space such as restaurants and coffee shops et al.
Second, the service experiences at the respective points was rearranged as the service itself, physical environment of the service, and interaction in the service, and the 3 factors were composed in multidimensional design with front, room, food and beverage, subsidiary facility, and common use space to perform the 2nd factor analysis. Since all of the factors showed the satisfactory level for the statistical standard, it was examined that the 1st factors (front, room, food and beverage, subsidiary facility, and common use space) regarding the 2nd factors were converged well into the multidimensional design.
The third, an influential relationship for the total customer experience process was examined specifically in relation with the experience at the service point and emotional experience of the service to explain the 67% positive emotions of the service itself, the physical environment of the service, and the interaction in the services; but the interaction only influenced on the emotions. Furthermore, regarding the negative emotion, the experience at the service point explained only 10%, and all were dropped. In the emotional experience and valuable experience of the service, the emotions explained 64.8% of the economic values, but the negative emotion showed non-significant impact on the economic values; as well as the emotion explained 79.7% of the social values, but the negative emotion did not have on impact on the social values. In the relations between the valuable experiences of the service and behavior after the service experience, it showed that the value had a positive impact (R2=69.2%) on the customer loyalty.
Additionally, as the emotion and the value played absolutely mediational role between the service experience at the point and the behavior after the service experience, the customer experience process was established through the emotional and valuable experiences.
Therefore, in the segment of the service experience at the point, the service itself and the physical environment of the service were consequently needed to maintain the customers consistently; to achieve it, the positive emotional and valuable experiences and satisfaction of the customers must be prioritized. And as the important point, the sincere service of the staff, as the interaction in the service, was considered by the customers as it must be provided rightly. Consequently, since the service itself at the point and physical environment of the service among the services provided by the hotels have a strong tendency as hardware factors, it can be maintained as same as current status; however the staff service must be consistently invested for staff training since it has a strong tendency as software factors.

목차 (Table of Contents)

• 제 1 장 서 론 1
• 제 1 절 문제 제기 및 연구 목적 1
• 1. 문제 제기 1
• 2. 연구 목적 3
• 제 2 절 연구의 구성 5
• 제 2 장 이론적 고찰 7
• 제 1 절 총체적 고객 경험 관리 7
• 1. 고객 경험과 고객 경험 관리 7
• 2. 고객 경험 측정에 대한 선행 연구 10
• 3. 총체적 고객 경험 11
• 4. 환대산업에서의 고객 경험에 대한 선행 연구 14
• 제 2 절 서비스 접점의 경험 15
• 1. 서비스 접점의 개념 15
• 2. 서비스 접점의 차원 18
• 3. 서비스 접점에 대한 선행 연구 24
• 4. 호텔에서의 주요 서비스 접점 26
• 제 3 절 감정 29
• 1. 감정의 개념 29
• 2. 감정의 구성요소 30
• 3. 환대산업에서의 감정에 대한 선행연구 37
• 제 4 절 고객가치 38
• 1. 고객가치의 개념 38
• 2. 고객가치의 차원 40
• 3. 환대산업에서의 고객가치에 대한 선행연구 44
• 제 5 절 고객충성도 45
• 1. 고객충성도의 개념 45
• 2. 고객충성도의 측정 47
• 제 3 장 연구방법 50
• 제 1 절 연구모형 50
• 제 2 절 가설설정 51
• 1. 서비스 점점의 환경과 긍정적인 감정 간의 관계 51
• 2. 서비스 접점의 환경과 부정적인 감정 간의 관계 53
• 3. 감정과 고객가치 간의 관계 연구 54
• 4. 고객가치와 고객충성도의 관계 55
• 제 3 절 조사설계 57
• 1. 구성개념의 조작적 정의 및 측정 변수 선정 57
• 2. 설문지 구성 63
• 3. 표본 설정과 조사방법 64
• 제 4 절 분석방법 65
• 제 4 장 실증분석 결과 67
• 제 1 절 표본의 특성 67
• 제 2 절 구성개념 내 측정변수의 특성 68
• 1. 서비스 접점의 경험 중 서비스 자체에 대한 측정변수의 특성 68
• 2. 서비스 접점의 경험 중 물리적 환경에 대한 측정변수의 특성 69
• 3. 서비스 접점의 경험 중 상호 작용에 대한 측정변수의 특성 71
• 4. 감정에 대한 측정변수의 특성 72
• 5. 고객가치에 대한 측정변수의 특성 72
• 6. 고객충성도에 대한 측정변수의 특성 73
• 제 3 절 구성개념에 대한 타당성 검증 74
• 1. 측정 모델에 대한 확인적 요인분석: 서비스 자체 75
• 2. 측정 모델에 대한 확인적 요인분석: 물리적 환경 76
• 3. 측정 모델에 대한 확인적 요인분석: 상호 작용 78
• 4. 측정 모델에 대한 확인적 요인분석: 감정 79
• 5. 측정 모델에 대한 확인적 요인분석: 고객가치 80
• 6. 고객충성도의 확인적 요인 분석 81
• 7. 이론 모델에 대한 확인적 요인 분석 82
• 8. 이론적 모델 내 구성개념 간 법칙 및 판별 타당성 검증 84
• 제 4 절 연구모형의 분석과 가설 검증 86
• 1. 총체적 고객 경험의 구성개념에 대한 구조방정식 모형 검증 86
• 2. 감정과 고객가치의 매개 효과 검증 89
• 제 5 장 결 론 91
• 제 1 절 연구 결과의 요약 91
• 제 2 절 연구의 시사점 및 한계점 94
• 참고문헌 97
• 부록 113

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