Unstaffed Convenience Store Service Improvement based on Service Quality Research

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(1)투고일_2019.10.10. 심사기간_2019.11.01-14. 게재확정일_2019.12.04. Unstaffed Convenience Store Service Improvement based on Service Quality Research 서비스품질 만족도 연구를 통한 무인 편의점 서비스 개선 연구 Zhang, Feng_Department of Design, Dongseo University Graduate School / Lee, Sung Pil(Corresponding author)_Department of Design, Dongseo University 장펑_동서대학교 일반대학원 디자인학과 / 이성필(교신저자)_동서대학교 디자인대학 디자인학부. 차례. 1. Introduction 1.1. Concept and operation characteristics of unstaffed convenience stores 1.2. Development and prospect of unstaffed convenience stores 2. Optimization scheme 3. Research process 4. Kano model and PCSI 4.1. Kano model 4.2. Potential customer satisfaction index (PCSI) 5. Kano Model and Timko’s satisfaction coefficient analysis 6. Potential Customer Satisfaction Improvement Index 7. Conclusion References.

(2) Unstaffed Convenience Store Service Improvement based on Service Quality Research 서비스품질 만족도 연구를 통한 무인 편의점 서비스 개선 연구 Zhang, Feng_Department of Design, Dongseo University Graduate School / Lee, Sung Pil(Corresponding author)_Department of Design, Dongseo University 장펑_동서대학교 일반대학원 디자인학과 / 이성필(교신저자)_동서대학교 디자인대학 디자인학부. ABSTRACT Keyword Unstaffed convenience store service Quality Kano Model PCSI. 요약 중심어 무인 편의점 서비스품질 Kano Model PCSI. Unstaffed convenience store is a representative form of new retail. In recent years, it has developed rapidly in China and become increasingly mature in commercialization, but its service level needs to be improved urgently. The purpose of this study is to propose a service improvement scheme for unstaffed convenience stores, and verify the effectiveness by using Kano model and PCSI, so as to measure the degree to which the improvement scheme can specifically improve customer satisfaction. The results of this study showed that first, the idea of simplifying the shopping process by adding a video description and second, the concept of adding a video, which is a one-sided attribute, explaining the shopping process at unstaffed convenience stores will greatly improve customer satisfaction and if not, it will significantly decrease satisfaction. In addition, the following three schemes are proposed: allow customers to provide timely cleaning services through feedback of the sanitation button, so as to ensure that customers can experience a clean and comfortable shopping environment. Allow the user to set the opening and closing time, and provide an alarm device for in case of an emergency, to create a safe shopping environment. The volume of the object can be recognized when settlement, and the optional shopping bag can be intelligent. These three belong to the must-be attribute, which indicates that they are indispensable services. PCSI analyzed the service priorities, and the results were as follows: first, it was easy to make purchase decisions by providing videos about the products while shopping. Second, shopping in a clean environment. Third, provide alarm devices to create a safe shopping environment. Fourth, identify the purchase and provide a customized shopping bag at the time of payment. In conclusion, the analysis results of service quality and Potential Customer satisfaction index are basically the same. 무인 편의점은 신개념 유통의 대표적인 서비스 모델로서, 관련 모델이 최근 중국에서 빠르게 발전하면서 상업화 가 성숙하고 있으나, 서비스 수준은 아직 미비한 상태이다. 본 연구의 목적은 Kano Model과 PCSI 서비스품질 만족도를 연구하여 최종적으로 무인편의점의 새로운 서비스를 제시하고자 하였다. 본 연구를 진행한 결과 첫째, 쇼핑 조작 설명 영상을 추가하여 쇼핑 과정을 단순화 하는 방안과 둘째, 영상을 추가하여 쇼핑 과정을 설명하는 서비스는 일원적 속성으로, 무인 편의점에서 이 두 서비스를 제공한다면 고객의 만족도는 크게 향상하며, 반대 로 제공하지 않을 경우 만족도가 크게 하락하는 것으로 나타났다. 그리고 고객이 청소 버튼을 통해 피드백을 진 행하게 하여 즉각적으로 청소 서비스를 제공해 고객이 깨끗하고 편안한 쇼핑 환경조성, 사용자가 영업 시작과 종료 시간을 설정할 수 있게 하고, 경보장치를 제공해 위급상황 발생 시 구호를 요청하게 하여 안전한 쇼핑 환 경을 조성하는 서비스, 계산 시 물건을 최적화 식별을 위하여 인공지능으로 쇼핑백을 추천하는 서비스는 당연적 서비스(Must-be)속성으로 나타났다. 그리고 PCSI의 결과 도출한 우선순위로는 첫째, 쇼핑시 상품에 대한 내용 을 동영상으로 제공하여 친절하게 구매에 대한 결정력을 제공하는 것, 둘째, 깨끗한 환경에서 쇼핑하는 것 셋째, 경보기 장치를 제공하여 안전한 쇼핑 환경을 조성하는 것 넷째, 스캔 결제로 구매 용품을 식별하여 맞춤형으로 쇼핑 봉투를 제공하는 것이었다. 따라서 서비스의 품질과 서비스 잠재만족도는 상호 상이한 부분도 있었으나 대 부분 일치한다는 것을 알 수 있었다.. 424.

(3) 1. Introduction The fourth industrial revolution is a completely new technological revolution that integrates such high-tech technologies as artificial intelligence, clean energy, robotics, quantum information technology, virtual reality and biotechnology. With the rapid development of the fourth industrial revolution, driven by the integration of 5G Internet of Things, artificial intelligence and other emerging technologies, concepts such as ‘intelligent retail’ and ‘new retail’ have become important development goals of the retail industry in the next few years. As an important part of intelligent retail, unstaffed convenience stores are regarded as the revolutionary innovation results of the retail industry in the fourth industrial revolution. With the continuous increase of consumer demand for convenience stores and cost control by operators, unstaffed convenience stores have begun to frequently come into the public's attention as a new type of business. The introduction of unstaffed convenience stores in major cities is rapidly spreading around the world. Compared with foreign countries, China's unstaffed convenience stores started late, but has an incredible growth rate. According to the Market Research Report of Unstaffed Retail Stores in China in 2017,1) the number of convenience stores in China has reached 98,000 in 2016, with industry sales of more than 130 billion yuan. In addition, it is expected that the transaction volume of unstaffed retail stores will reach 33 billion yuan in 2018 and usher in a development dividend period in the next four years. By 2022, its market turnover will exceed 950 billion yuan. Therefore, its operation model and service system are also closely watched by the foreign society and media. Through literature investigation, it is found that although the development prospect of unstaffed convenience stores is considerable, the current academic research on the operation model of unstaffed convenience stores is still in the early stage. On the one hand, there is a lack of evaluation criteria and testing methods for the operation model of unstaffed convenience stores. On the other hand, there is a lack of research on the satisfaction of new retail services. It can be seen that there are a large number of research gaps in satisfaction studies on the operation model of unstaffed convenience stores. In summary, this paper intends to evaluate the operation model of unstaffed convenience stores from the perspective of customer satisfaction. Firstly, the concept, development and characteristics of unstaffed convenience stores are sorted out. Secondly, the improvement scheme of unstaffed convenience store was verified by Kano model. Finally, by analyzing the customer satisfaction index, the important factors influencing customer satisfaction and the priority of customer demand of unstaffed convenience stores are obtained. The results of this study are aimed at accurately positioning the operation mode and service content of unstaffed convenience stores, improving the service experience of users, and verifying the feasibility of Kano model in evaluating customer satisfaction of unstaffed convenience stores 1.1. Concept and operation characteristics of unstaffed convenience stores Unstaffed convenience stores, also known as unattended convenience stores, or collectively referred to as unstaffed supermarkets. As unstaffed convenience store is still a new concept, there has not formed a unified definition of it. At present, the academic definition of unstaffed convenience store focuses on whether there are people 1) 2017 China Unstaffed Retail StoreMarket Research Report . China Merchants Industry Research Institute, 2017. 기초조형학연구 20권 6호 (통권96호). 425.

(4) participating in the sale of the convenience store, but there is no accurate description about the combination of unstaffed convenience store and technical methods. Therefore, this paper thinks that unstaffed convenience store is a kind of unstaffed marketing method between specialty store and vending machine. This is to cope with high rent, high labor costs and a new retail model. The technology core of unstaffed convenience store is customer identification and tracking, dynamic identification of goods on the shelf, and independent settlement of terminal. In this way, customers can complete the selection, shopping, payment and other links by themselves in the supermarket without salesperson. In recent years, a large number of unstaffed convenience store brands have emerged in China, such as BingoBox, F5 future store and Ali Tao Coffee. With the advent of "unstaffed supermarket era", unstaffed convenience stores are favored by major investment markets due to the advantages of small land area, no need for human management and less invested capital. A large number of venture capital companies begin to become participants in the unstaffed sales market.2) As shown in the <Table 1> below, this paper sorts out and summarizes the data of unstaffed convenience stores in the market, and divides the existing unstaffed convenience stores into three categories according to service characteristics. Different service characteristics will directly affect the operation mode and experience perception of unstaffed convenience stores. <Table 1> Types and technical characteristics of unstaffed convenience store Settlement. Main. Method. Representative. Sensor Fusion Computer Vision RFID Technology. QR Code. Amazon Go Tao Coffee. Store Area. 160 200. Product Category. Shelf Product Dynamic. Example. Identification. Daily necessities. Amazon. Food. Recognition. Light meal Daily. Bingo-Box. 15. necessities. Camera. Light meal. F5 Future Store. 30 40. Daily necessities Food. No. Light meal. 1.2. Development and prospect of unstaffed convenience stores With the advent of artificial intelligence in recent years, many data collection problems, including image recognition, have achieved unprecedented breakthroughs. "Deep learning" enables machines to make accurate predictions in many fields that are difficult for human beings to judge. This technology is also gradually applied to the practice of shopping unstaffed convenience store. In early 2016, Sweden launched the unstaffed convenience store Nraffr.3) In the second half of 2016, Japan also announced the "unstaffed convenience store" plan, introducing unstaffed cash register and electronic labels in the convenience stores. In December 2016, Amazon launched the experimental Amazon Go unstaffed convenience store, which is more advanced in technology. Amazon Go, which uses a variety of smart technologies including computer vision and deep learning as well as sensors and image analysis, opened to the public in January 2018. In June 2017, China's 2) 丛菲：《浅析未来的无人超市》[J]，《电子制作》,2018年第14期，p28-29、p86 3) Shifeng Zhao：《Research on Future-Oriented Manager Service Design Under the Background of New Retail》 426.

(5) BingoBox unstaffed convenience store opened in Shanghai, positioning itself asa new community intelligence project. Within 10 months of operation, the customer flow reached tens of thousands of person-times, and the user repurchase rate was close to 80%.. 4). Currently, China has more experience than other countries in brand creation and actual operation of unstaffed convenience stores, and has a larger user market and potential user group. In the future, driven by 5G Internet of things, the development of unstaffed convenience stores will certainly reach a new height.. 2. Optimization scheme Since2018, I have carried out a service optimization study on the operation mode and service experience of unstaffed convenience stores, which lasted for 6 months. BingoBox is selected as the research sample in this study, because it is representative with the most mature commercial operation and perfect service among the numerous brands of unstaffed convenience stores in China. Based on the literature review of unstaffed convenience stores and the analysis and study of domestic and foreign cases, this study combined with a series of field research to explore the key points of service optimization of unstaffed convenience stores, carried out optimization design for these optimization points, and finally developed an optimization plan. The specific research process is as follows: Firstly, through literature and data review, the problems of unstaffed convenience stores are summarized. In combination with User shadowing and in-depth interview, field research was carried out in BingoBox in Guangzhou and Hangzhou respectively to obtain primary data. In the research process, we also use the method of Service safari, trying to deepen the understanding of unstaffed convenience stores through personal experience, and trying to establish empathy with users. The results of this survey were presented in the form of Customer journey map, which sorted out the overall service process of the unstaffed supermarket, analyzed the contact points, completely recorded the psychological feelings of customers when experiencing the unstaffed supermarket, and explored the service pain points. Secondly, Affinity Map was used to synthesize the problem points and opportunity points and extract the core requirements of target users. Therefore, the researcher proposes five aspects of service optimization schemes <Figure 2>: Increase operation video of shopping to simplify shopping process. Allow customers to provide timely cleaning services through feedback of the sanitation button, so as to ensure that customers can experience a clean and comfortable shopping environment. Allow the user to set the time of opening and closing, and provide an alarm device for emergency call for help in case of emergency, to create a safe shopping environment. Video calling function should be provided. For example, customers in shopping can effectively solve problems such as equipment damage, settlement error, return or replacement. The volume of the object can be recognized when settlement, and the optional shopping bag can be intelligent recommended. Finally, based on the new value proposition, it can solve the problems encountered by users when they use the service of unstaffed convenience stores, so as to better meet customers' shopping needs and increase user stickiness. 4) Seong Hoon Lee、Dong WooLee：《Changes in Distribution Industry Using Informationand Communication Technolog y》 [J]，《JOURNAL OF ADVANCED INFORMATION TECHNOLOGY AND CONVERGENCE》, 2018,p23-30. 기초조형학연구 20권 6호 (통권96호). 427.

(6) <Figure 1> Experience of new business model canvas which is optimized. <Figure 2> Experience optimization scheme. In conclusion, after a series of optimization, a new business model canvas （Figure 1） and optimization scheme are obtained. Next, the researcher verified the effectiveness of the improved scheme. In the verification stage, on the one hand, we tried to use Kano model to evaluate the feasibility of the five improvement schemes and judge whether they could effectively improve customer satisfaction. On the other hand, explore whether the Kano model is suitable for the situation of unstaffed convenience stores and new retail.. 3. Research process. <Figure 3> Research process. 428.

(7) In order to verify the service improvement plans of unstaffed convenience stores, this paper firstly summarizes the concept and operation characteristics of unstaffed convenience stores through literature review. Next, in the research process, problems and opportunity points were found through the three methods of Ethnography, KJ, Questionnaire and Customer journey. Then, the improvement plans was determined by using the Business model canvas and Customer insight. Finally, Kano model, potential customer satisfaction index(PCSI) are used to verify the customer satisfaction of the improvement plans, and finally the research conclusion is drawn.. 4. Kano model and PCSI 4.1. Kano model Kano model is an analytical model developed by Professor Noriaki Kano in the 1980s for product development and measurement of customer satisfaction.5) The development of the kano model came from a scientific study that investigated different definitions of quality and their meanings.6) Kano model is a useful tool for classifying and prioritizing user requirements. Based on the analysis of the impact of user requirements on user satisfaction, it reflects the non-linear relationship between product performance and user satisfaction. Kano model factors, which affect the degree of satisfaction to draw into six types. A: attractive. M: must- be. R: reverse. O: one – dimensional. Q: questionable. I: indifferent. <Table 2> Kano Model Categories Kano classification. Definition The demand greatly exceeded the original expectation of the user to the product,. A: attractive. and the user satisfaction rose sharply. Therefore, even if the performance is not. quality. perfect, the degree of user satisfaction is very high. Even if the expectation is. M: must-be quality R: reverse quality O: one-dimensional quality Q: questionable quality I: indifferent quality. not met, the user will not feel dissatisfied. These attributes are taken for granted when satisfied, but lead to dissatisfaction when not satisfied. These attributes are inversely related to the user's satisfaction. Satisfying this requirement will reduce the user's satisfaction. These attributes are positively correlated with user satisfaction. When the requirements are met, the user will be satisfied, when not met, the user will be very dissatisfied. These attributes refer to conflicting responses to these two questions. This attribute means that the user is satisfied or not satisfied, which does not affect the user's satisfaction.. It can be seen that the reason for low user satisfaction is that the product does not provide necessary and expected factors, but provides negative factors. In addition, the lack of necessary factors will lead to a sharp decline in user satisfaction. The reason for the high user satisfaction is that the product has expectation factor, necessary factor and charm factor and no opposite factor.. 5) Kano, Noriaki; Nobuhiku Seraku;Fumio Takahashi. Shinichi Tsuji, "Attractive quality and must-be quality", Journal of the Japanese Society for quality Control, 1984, 14(2), pp. 39-48 6) Coleman Sr, Lance B, "The customer – driven organization: Employing The Kano model", CRC Press, 2014. 기초조형학연구 20권 6호 (통권96호). 429.

(8) <Figure 4> Kano Modle Diagram. The Kano model is built from customer surveys. Among them, the customer survey questionnaire has a set of questions designed for each product attribute. Ask questions about a product's functions or services in both a positive and negative way. For example, Question 1. What is customer satisfaction if the product has specific attributes? Question 2. What is customer satisfaction if the product does not have this attribute?7) Each answer to the questionnaire should be able to measure individual product attributes against the kano evaluation table3 and table4.. 8). The final classification of customer perceptions of. product attributes is based on a statistical analysis of the survey results of all respondents. <Table 3> Kano question structures Kano question. Answer. □ I like it that way Functional of the question. □ I expecting t to be that way. (e.g., if the car has air bags,. □ I am neutral. how do you feel?). □ I accept it to be that way □ I dislike it that way □ I like it that way. De-Functional form of the question. □ I expecting it to be that way. (e.g., if the car does not have air bags,. □ I am neutral. how do you feel?). □ I accept it to be that way □ I dislike it that way. 7) Chen, Xiaojun, Qingliang Meng, and Ling Zhang, "A Decision Method for Improving Tourism Industry Service Quality under Budget Constraints", Journal of Service Science and Management,8.05, 2015, P. 781 8) Berger, Charles, etal., "Kano"s methods for understanding customer-defined quality", Center for quality management journal, 2.4, 1993, pp. 3-35 430.

(9) <Table 4> kano model evaluation table Dysfunctional Customer requirements. Functional. Like it. Expect it. Neutral. Accept it. Dislike it. Like it. Q. A. A. A. O. Expect it. R. I. I. I. M. Neutral. R. I. I. I. M. Accept it. R. I. I. I. M. Dislike it. R. R. R. R. Q. 4.2. Potential customer satisfaction index(PCSI) Potential customer satisfaction index is a method proposed on the basis of kano model to measure the degree of improvement of customer satisfaction. PCSI can intuitively express the degree of customer satisfaction when a service or function fully meets customer needs. The PCSI index is constructed from a survey of general customer satisfaction. The questionnaire is used to measure existing satisfaction based on each service attribute.. 5. Kano Model and Timko’s satisfaction coefficient analysis In the previous research, we conducted a service survey on the unstaffed Bingo Box convenience store through Customer journey map, Interview, Business model canvas and other research methods, and found five service improvement points. To understand customer experience with the five existing improvements, we used Kano analysis to measure customer satisfaction. This questionnaire is mainly aimed at millennials. From June to August 2019, 242 questionnaires we reissued in Guangzhou and Hangzhou, and 220 valid questionnaires were collected. The following is the Demographic analysis of respondents. <Table 5> Demographic Analysis Demographic variables. Categories. Frequency. Percentage. Male. 112. 50.9％. Female 20 below. 108 30. 49.1％ 13.6％. 21-30. 119. 54.1％. 31-40. 68. 30.9％. 41-50 and above 2000 (RMB) below. 3 17. 1.4％ 7.8％. 2000-4000 (RMB). 151. 68.6％. 4000-6000 (RMB). 24. 10.9％. 6000 (RMB) above Once a month or less. 28 24. 12.7％ 10.9％. How frequently did. Once a week. 99. 45％. youvisit the BingoBox. 2/3 times a week. 87. 39.6％. More than 3times a week. 10. 4.5％. Gender. Age group. Income/ Month. This chapter uses Kano model to analyze the five improvement schemes. The Kano model is a way to classify new product functions or services according to customer needs. Table 6showed the analyzed result and Table 7 displayed the Timko's satisfaction coefficients analysis. 기초조형학연구 20권 6호 (통권96호). 431.

(10) <Table 6> Kano Model Data Analysis Attracti. No. Service features. ve (A). 1. 2. How do you feel if shopping operate video is added in unstaffed convenience store? How do you feel if the store has a sanitation button, it can remind the operator. Onedimen. Must-. Indiff. sional (O). Reve. Questi. be. erent. rse. ons. (M). （I）. （R）. (Q). Kano classi ficati on. 23. 127. 30. 29. 4. 7. O. 21. 68. 46. 76. 6. 3. O. 15. 51. 59. 74. 10. 11. M. 36. 132. 11. 26. 7. 8. O. 11. 77. 69. 55. 2. 6. 0. of cleaning and replenishment? How do you feel if customers could set the 3. opening time of the unstaffed convenience store and provide security alarm? How do you feel if there is remote. 4. customer service (video customer service) in the unstaffed convenience store? How do you feel if you can be recommend. 5. the required shopping bags according to the purchased goods？. <Table 7> Timko’s satisfaction coefficient analysis Kano. Coefficient of. Coefficient of. classification. satisfaction. dissatisfaction. 1. O. 0.718. -0.751. 2. O. 0.422. -0.540. 3. M. 0.331. -0.553. 4. O. 0.820. -0.689. 5. 0. 0.415. -0.689. No. As mentioned above, in the classification according to quality characteristics, there is no difference in customers' perception of the same quality. To solve these problems, the customer satisfaction coefficient is used. Satisfaction coefficient refers to the change of customer satisfaction when customers experience the product or service. How much will the customer satisfaction coefficient increase when the customer is satisfied with the product or service? How much does the dissatisfaction factor decrease when the customer is dissatisfied with a product or service(Timko)? As can be seen from table 7, customer perception can be clearly divided into different quadrants according to the measurement results of satisfaction and non-satisfaction. 1 and 4 are in the "One-dimensional" quadrant, and 2, 3, and 5 are in the "Must be" quadrant. Table 6 shows the analysis results of the satisfaction coefficients of the customers on the five service features. The specific interpretation is as follows: in scheme 1, the customer expresses his dissatisfaction with the payment link of the unstaffed convenience store. The payment link needs customers to complete independently, but the operation process is not clear, there will be some problems such as wrong identification and unidentification. If the merchant can provide operation video, the satisfaction coefficient will reach 0.718, and customer satisfaction will increase significantly. However, if this service is not provided, customer satisfaction will be greatly reduced, with a dissatisfaction coefficient of -0.751. As for plan 2, the customer said that at shopping, the customer paid much attention to the cleanliness of the unstaffed convenience store. Unstaffed convenience stores do not 432.

(11) have service personnel on the spot to timely replenish goods, tally goods, clean the store, these phenomena will cause customer dissatisfaction to a certain extent. If the store sets the feedback button for sanitation, the customer satisfaction will reach 0.422, and there will be no significant increase. However, if this service is not provided, customer satisfaction will be greatly reduced, with a dissatisfaction coefficient of -0.540. As for plan 3, customers expressed their dissatisfaction with the design of the in-out door of the unstaffed convenience store. They think the opening time is too short to allow more than one person to enter at the same time, and there are security risks. If the merchant allows the customer to set the opening and closing time and provide the safety alarm device, the satisfaction coefficient will reach 0.331 and the customer satisfaction will not increase significantly. However, if this service is not provided, customer satisfaction will be greatly reduced, with a dissatisfaction coefficient of -0.553. As for plan 4, the customer expressed his dissatisfaction that there was no customer service in the unstaffed convenience store to provide after-sales service and no waiter to help answer the problems encountered in the purchase. Customers have no way to respond to the merchant when they encounter difficulties. Because in the normal process of shopping, there will be errors in payment amount(overpayment), return and exchange of goods, consultation and other links, the customer at this time is in a helpless state. If the merchant provides remote customer service (contact with customer service through video), the customer satisfaction will be greatly increased, and the satisfaction value will reach 0.820. If this service cannot be provided, the customer satisfaction will be greatly reduced, and the dissatisfaction will reach -0.698. As for plan 5, the customer expresses his dissatisfaction that the unstaffed convenience store does not provide shopping bags, which ignores the basic needs of customers and brings inconvenience to shopping. If the merchant offered shopping bags, the customer satisfaction did not increase significantly, and the satisfaction coefficient reached 0.415. However, if it is not provided, the customer satisfaction will be greatly reduced, and the dissatisfaction will reach -0.689.. 6. Potential Customer Satisfaction Improvement Index Kano analysis presents the satisfaction and dissatisfaction coefficient of customers when they provide services or products, and classifies them according to the quality characteristics of the coefficient. But Kano can't tell what customers are thinking about the current of the product or service. It is impossible to judge the current customer satisfaction level(P value for short). Therefore, when implementing the improvement scheme, the researcher could not know how much customers' satisfaction with service features had actually increased. This chapter USES PCSI to calculate the actual growth degree of each service feature. For example, the P value of scenario 1 shown in table 8 is 0.085. If plan 1 is implemented, customer satisfaction will actually increase by 0.633, with a significant degree of increase. Figure 5 shows that, according to the actual effect of the improvement scheme on improving satisfaction, the improvement is ranked from the largest to the smallest. This link grasps the improvement range of customer satisfaction to grasp the current customer satisfaction level(current position) in the customer satisfaction coefficient, so as to understand how much the customer satisfaction can be improved in the future when meeting customer requirements. The research results in this chapter show that customers experience pain points in five 기초조형학연구 20권 6호 (통권96호). 433.

(12) aspects, including commodity purchase, customer service, settlement service, shopping equipment and interior space design. The researchers propose five improvement plans for this. After analysis by Kano and PCSI, it is found that all the five improvement schemes can effectively improve customer satisfaction and have practical application value. Plan 1 and 4 should be focused and implemented first. Because these two solutions are located in the "One-dimensional" quadrant, this indicates that customer satisfaction increases significantly if these features are provided and decreases significantly if they are not. In addition, the current satisfaction level of service customers facing these two aspects is relatively low, and there is a lot of room for improvement. Plan 1 shows that any problems in the process of payment will cause tension and dissatisfaction of customers, and merchants must be able to ensure the smooth progress of payment to avoid settlement errors caused by irregular operation. Plan 4 shows that customers urgently need remote customer service to solve the problems encountered in the purchase, because these problems have exceeded the customer's own ability. It’s must be dealt with by the merchant in a timely manner. Plans 2, 3, and 5 are located in the "Must-be" quadrant. This shows that if these services are improved, customer satisfaction will not increase. But if you don't improve it, the satisfaction will be greatly reduced. This shows that businesses must improve to address these pain points. In the face of the three aspects of customer satisfaction is low, there is a certain room for improvement. Plan 2 can meet customers' requirements for superior shopping environment. Plan 3 can satisfy customers' desire for safety and control, which is their subconscious demand for space. Plan 5 shows that shopping bags are not provided because the merchant has not considered the actual basic needs of the customer, which should be solved immediately. In the implementation of the above five improvements, resources can be efficiently configured according to the sort shown in figure 5.. <Figure 5> Potential Customer Satisfaction Improvement Index. <Figure 6> PCSI result 434.

(13) <Table 8> Potential Customer Satisfaction Improvement Index. No. 1. Service features. Shopping operates video. Coefficient. Kano. Coefficient. classificati. of. on. satisfaction. O. 0.718. -0.751. 0.085. 0.633. 2. O. 0.422. -0.540. 0.133. 0.289. 3. M. 0.331. -0.553. 0.139. 0.192. 4. of. Current. dissatisfacti. Position. on. PCSI Index (S-P). PCSI Ranking. Through the cleaning button, 2. timely remind the operator of cleaning, replenishment.. 3. Set opening time and provide security alarm device.. 4. Remote service. O. 0.820. -0.689. 0.169. 0.651. 1. 5. Provide shopping bags. O. 0.415. -0.689. 0.231. 0.184. 5. 7. Conclusion The research results of this paper show that the service of unstaffed convenience store has "uneasiness" and "complaint" in the five aspects of products selection, customer service, settlement service, shopping equipment and interior space design. For these pain points, the researchers proposed five improvements and proved their effectiveness. Through Kano's analysis, it can be seen that the improvement plan 4(adding remote customer service) has the "One-dimensional " attribute, which can maximize customer satisfaction, with the maximum satisfaction reaching 0.820. The results of PCSI analysis showed that satisfaction could be effectively increased by 0.651, ranking first. It can be seen that there is no staff in the unstaffed convenience store, and customers' shopping cannot solve the problems immediately, which shows that the necessary interaction of shopping is ignored in its service. In plan 4, the face-to-face interaction between customers and service staff is transformed into human-machine interaction, and customer service is provided through remote video, which not only solves customers' shopping problems but also saves operation costs. Plan 1(increase shopping operation video) has the " One-dimensional " attribute through Kano analysis, which can improve customer satisfaction, with the highest satisfaction reaching 0.718. According to the PCSI analysis results, adequate satisfaction can be effectively improved by 0.633, with the improvement ranking the second. It can be seen that customers attach great importance to the accuracy of settlement link and clear operation process, and visual service guidance is necessary. Plan 2(increase cleaning button, timely remind the operator of cleaning, replenishment) through Kano analysis with "Must be" attributes, satisfaction high of 0.422 implementation of the scheme. According to the PCSI analysis results, adequate satisfaction can be effectively increased by 0.289, ranking the third. It can be seen that a good service environment is regarded as the basic condition by customers, and merchants can improve the service quality through customers' real-time feedback on the cleaning condition and complete products of the unstaffed convenience store. Plan 3(Set opening time and provide security alarm device) has the "Must be" attribute 기초조형학연구 20권 6호 (통권96호). 435.

(14) through Kano analysis, and the highest degree of satisfaction for the implementation of this scheme is 0.331. According to the PCSI analysis results, sufficient satisfaction can be effectively increased by 0.192, ranking the fourth. It can be seen that the safe space environment needs to be further improved, which is regarded as the basic condition by customers, and safety is the key factor to improve service quality. Plan 5(Provide shopping bags) has the attribute of "Must be" through Kano analysis, and the maximum satisfaction value is 0.415 when this plan is implemented. According to the PCSI analysis results, adequate satisfaction can be effectively increased by 0.184, ranking the fifth. It can be seen that merchants should provide necessities to facilitate customers' shopping, which is regarded as a basic condition to improve the service process. This research describes in detail how to use the Kano model and PCSI to improve customer satisfaction and verify the effectiveness of the service improvement plan. The results also prove that Kano can be well combined with service design to provide more scientific and reliable service optimization plan. In the improvement plan, researchers emphasized the features of real-time, process, security, visibility and interactivity of the service. These characteristics also directly reflect the current customer shopping potential demand and value proposition. This study relies on the deep integration of service chain and technology to further improve customer satisfaction, which is a successful practice case and provides theoretical and practical guidance for future research. Meanwhile, it shows the intelligent and refined research process of comprehensively improving the management of unstaffed convenience stores.. References 2017 China Unstaffed Retail StoreMarket Research Report . China Merchants Industry Research Institute.http://www.askci.com/news/chanye/20170717/170752103159.shtml Cong Fei. (2018). “A study of the future unstaffed supermarket”. (14):28-29+86. Shifeng Zhao：《Research on Future-Oriented Manager Service Design Under the Background of New Retail》 Seong-Hoon Lee, Dong-Woo Lee. (2018). Changes in Distribution Industry Using Information and Communication Technology, Korean Institute of Information Technology, http://www.dbpia.co.kr/Article/NODE07504679 Kano, Noriaki; Nobuhiku Seraku;Fumio Takahashi. Shinichi Tsuji, "Attractive quality and must-be quality", Journal of the Japanese Society for quality Control, 1984, 14(2), pp. 39-48 Coleman Sr, Lance B, "The customer – driven organization: Employing The Kano model", CRC Press, 2014. Chen, Xiaojun, Qingliang Meng, and Ling Zhang, "A Decision Method for Improving Tourism Industry Service Quality under Budget Constraints", Journal of Service Science and Management,8.05, 2015, P. 781 Berger, Charles, et al., "Kano"s methods for understanding customer-defined quality", Center for quality management journal, 2.4, 1993, pp. 3-35. 436.

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