Directional Analysis on Intellectual Capital Indicators of Contract Foodservice Management Company in the Viewpoint of Contractor, Client, and Customer.
- Author:
Moon Kyung PARK
1
;
Il Sun YANG
Author Information
1. Research Institute of Food and Nutritional Science, Food & Nutrition, Yonsei University, Seoul, Korea. mkpark0710@yonsei.ac.kr
- Publication Type:Original Article
- Keywords:
contract foodservice management company(CMC);
intellectual capital;
indicator;
correlation analysis;
contractor;
client;
customer
- MeSH:
Commerce;
Data Interpretation, Statistical;
Hand;
Humans;
Linear Models;
Marketing;
Meals;
Restaurants;
Surveys and Questionnaires
- From:The Korean Journal of Nutrition
2005;38(9):765-776
- CountryRepublic of Korea
- Language:Korean
-
Abstract:
The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution(50%)', 'catering (46.7%), and restaurant business (43.3%)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between [sales of foodservice] and 'market ability', [client satisfaction] and necessary intellectual capital for managing branch/chain foodservice office, and [customer satisfaction] and [renewal and development], 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.
