Practical Evaluation of Intellectual Capital (IC) Measurement Tool for Contract Foodservice Management Company

Park, Moon Kyung; Yang, Il Sun

Abstract

The purposes of this study were to a) measure the IC identified of CFMC (contract foodservice management company), b) examine IC circumstance of CFMC, c) evaluate practically IC measurement tool of CFMC, and d) present information for selecting an adequate CFMC to clients. The questionnaires of IC measurement were handed out to 108 CFMCs, 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, t-test, Mann-Whitney U test. 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 specialized in the school foodservice field and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, the respondent companies had gotten a score of 77.78 points for the total average, 77.7 points in the large enterprise group and 78.1 points in the small and medium-sized enterprise group. Therefore, the minimum number of points for the accrediting license on qualification is suggested to be over 70 out of a 100 point scale; this study would be serve as reference for the certification license on qualification. On the level of evaluation category, the scores were 14.15 to 20 points on[finance], 19.24 to 25 points on[customer], 19.33 to 25 points on[process], 14.31 to 20 points on[human resource], and 8.6 to 10 point on[renewal and development].[Renewal and development] and[customer focus] received better grades than other evaluation categories. Third,[Finance] indicated similar distribution overall. Small and medium-sized companies had lower grades than large companies on 'market ability' of[customer], but, clients of small and medium-sized companies had higher grade for 'client satisfaction' than large companies. Most of the companies supported 'infrastructure support for foodservice operation' of[process]by the main office of CFMCs, but, the branch chain offices of CFMCs were not applied efficiently. Large companies made more effort to improve the 'employee ability' of[human focus]than small and medium-sized CFMC. The 'research and development cost' of[renewal and development]was increased compared to the previous year. In conclusion, if CFMCs were to perform self-evaluation and a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted.