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Recently the boom of the leisure sports industry has increased golf population with such great rapidity that golf courses have rapidly been created. Such an excessive supply of golf courses can develop an insolvent operation of the golf industry. From the long-term standpoint, the demand and supply of golf courses should appropriately be given and customer loyalty should be enhanced by raising customer satisfaction to maintain and improve the golf industry.
This study is to suggest some strategies for winning the competitive power through service quality improvement and customer satisfaction management.
Accordingly, the purpose of this study is to, firstly, draw the factors about service quality of the golf business and to analyze the structural relationship with customer perceived value, customer satisfaction, and customer loyalty from service providers' viewpoint. It also tries to recommend some alternatives for the best models and management strategies by studying perceived disconfirmation and its impact on customer preference.
The results from the examination through empirical analysis are as follows; Firstly, The factors for service quality are ① employees' service ② incidental facilities ③ golf course operation system and ⑤ accessibility.
Secondly, the result of examination is generally good as to the study model between customers and service providers.
The results from the analysis of the assumption suggested in this study are
as follows.
Firstly, the structural relations between variations from the customers' side are analyzed concerning assumption (I).
Customers' perceived value consists of employees' service and golf courses
accessibility. Customers' satisfaction consists of employees' service, golf courses and operation system. And golf courses and operation system can influence customer loyalty. Service perceived value, customer satisfaction and customer loyalty have distinct relationship with each other. Therefore, golf business should emphasize employees' service, golf courses, and operation system.
Secondly, the empirical analysis of assumption (II) is as follows; Service providers predict that customers' service perceived value is based on golf courses, that customer satisfaction is based on employees' service quality and golf courses and that customer loyalty is based on incidental facilities, golf courses and operation system. This means that the perceived value is different from customers' cognition factors. The difference is caused by the fact that service providers can't fully understand customers' desire.
Thirdly, the analysis of assumption (III) includes the examination of service quality between customers and service providers, customer satisfaction, and customer loyalty. It shows the distinctive features in all the areas. The result shows that the level of service providers' perception is above customers' perception. It means that the business is being managed contrary to customers' situation. If this kind of service gap index continues, the product from the management is supposed to be low. Therefore, the management of golf courses should establish objective criteria for mutual perception agreement between customers and service providers, and strengthen internal marketing in the long-term viewpoint.
Fourthly, The analysis shows that there are differences between businesses in the evaluation of service quality and satisfaction. According to the degree of customer satisfaction, the better customers like the businesses, the less the disagreement is.
Despite this, there is little difference in accessibility, perceived value, customer loyalty among the factors of service quality. It results from the market situation (over demand). There is some difference from the usual service businesses.
According to the result of this study, comprehensive management strategy can be suggested as follows; Firstly, the policy of management and system of golf business should be improved. Every member, employer or employee, should have customer-oriented philosophy. For this purpose, systematic devices and personnel management should be highly considered. And the internal marketing system should be strengthened.
Secondly, the organization improvement is required for rational management.
The right and responsibility of employees should be clear, the right appointment should be given, and the cooperation between organizations should be strengthened, Thirdly, the human service for service providers should be effectively managed. The analysis shows that employees' service can influence customer satisfaction. In addition the service gap index is influenced by employees' service. It is caused by insufficient educational program, lack of employees' quality and sense of occupation. Therefore, the support to the service improvement should be enlarged and given. It can include human service, the exact memory of goods in golf courses, employees' marketing recognition.
Fourthly, the improvement of operation system is required.
Under the present marketing circumstance of over demand, customers require the improvement of the operating system. With regard to the operating system, in reservation, transparency, impartiality and speedy information can have a great effect on customer satisfaction. Therefore, for customers' convenience and easy accessibility, the golf businesses should introduce ARS booking system or internet booking system. In addition, appropriate game schedule and game
system for 2~5 golfers are recommendable.
Considering future management environment, business should satisfy customers' desire. Accordingly, only appropriate service can bring about customer satisfaction, and create possible customers, and potential customers and life-long customers.