Marketing Strategy to Increase Competitive Advantage of Beauty Clinics in Northeast of Thailand
Article Sidebar
Main Article Content
Abstract
The purposes of this research were 1) to study status on performance of beauty clinics in Northeast of Thailand, 2) to analyze the important factors affecting increase competitive advantage of beauty clinics in Northeast of Thailand, 3) to present the marketing strategy to increase competitive advantage of beauty clinics in Northeast of Thailand, by using a quantitative research. Data for the study were collected from a sample of 340 entrepreneurs of beauty clinics. The sample size was determined based on the standard of 20 times of the 17 observable variables. The research tools used were questionnaire. The statistics used to analyze data consisted of frequency, percentage, means, standard deviation, confirmatory factor analysis and Structural Equation Model (SEM).
The research results revealed that 1) the current conditions on performance of beauty clinics in Northeast of Thailand were the majority of entrepreneurs of beauty clinics were females, mostly age not over 30 years, bachelor’s degrees and work experiences not over 5 years. The majority of beauty clinics were branch clinics, the number of doctors and staff that provided service to the customers not over 5 staffs, number of customers who used the service of beauty clinics not over 100 customers per month. Moreover, duration on performance of beauty clinics not over 5 years. 2) The important factors affecting increase competitive advantage of beauty clinics were marketing mixes service, customer relation management, innovation and competitive advantage were in the high level. And 3) the marketing strategy to increase competitive advantage of beauty clinics consisted of (1) customer relation, management strategy, customer satisfaction, customer loyalty and brand image. (2) Innovation strategy: product innovation, organizational innovation and process innovation. (3) Marketing mixs service strategy: product, price, place, promotion, people, process, physical evidence and productivity. Finally, the study also indicated that the entrepreneurs of beauty clinics could use these findings to enhancing competitive advantage of beauty clinics by using innovation to serve and meet customers satisfaction.
Article Details
Views and opinions expressed in the articles published by The Journal of MCU Peace Studies, are of responsibility by such authors but not the editors and do not necessarily reflect those of the editors.
References
Aungsuchot, S., Wijitwanna, S., & Phinyopanuwat, R. (2011). Statistical Analysis for Researchingon Social science and Behavioral science: LISREL program technical. (3rd ed.).Bangkok:Charoendeemunkong Press.
Bangkokbiznews. (2018). Wuttisak Group confirmed Aesthetic Health Business grow continuously. Retrieved January 26, 2018, from http://www.bangkokbiznews.com/
Bureau of Sanatorium and Art of Healing. Department of Health Service Support. Ministry of Public Health. (2014). Statisticalof Private hospitals fiscal year 2014. Retrieved May 8, 2018, from http://www:mrd.hss.moph.go.th/
Caroline Tan Swee Lin. (2014). Competitive Advantage for Fast Growth SMEs: A Study of the Effects of Business Orientation and Marketing Capabilities on Firm Performance. Retrieved December 20, 2019, from https://link.springer.com/chapter/10.1007/978-3-319-11779-9_107
Mohammadi, C. V. (2017). Customer relationship management: Innovation and performance.International Journal of Innovation Science, 9(4), 374-395.
Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press: Brighton.
Elrod J. K., & Fortenberry J. L. (2018). Catalyzing marketing innovation andcompetitive advantage in the healthcare industry: the value of thinking like anoutsider. Retrieved December 16, 2019, from https://link.springer.com/article/10.1186/s12913-018-3682-9
Kasikorn Research Center. (2017). Beauty opportunity. Journal of Kasikorn Thai Bank. December 2017.
Lawson, B., & Samson, D. (2001). Developing innovation capability in organisations: a dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377- 400.
Lin, R.J., Chen, R.H., & Chiu, K.K.S. (2010). Customer relationship management and innovation capability: anempirical study. Industrial Management & Data Systems, 110(1), 111-133.
Min, L., Tao, L., & Bin H. (2011). A study on the relation among customer perceived value, customer satisfaction and customer value of service enterprises. Retrieved November 11, 2019, from https://ieeexplore.ieee.org/document/597437
Panayides, P. (2006). Enhancing innovation capability through relationship management and implications for performance. European Journal of Innovation Management, 9(4), 466-483.
Yao, Q., Gong, S., & Wei, H. (2016). Marketing Capabilities Drive Competitive Advantages: Evidence from China’s Agribusinesses. Retrieved November 12, 2019, from https://link.springer.com/article/10.1007/s40003-016-0214-x
The Center for Economic and Business Forecasting. University of the Thai Chamber of Commerce. (2016). 10 outstanding business in 2017, Health continuous beauty. Retrieved December 5, 2016, from http://www.cbre.co.th/propertynews/
