• Journal of Information Technology Applications and Management
• /
• v.28 no.1
• /
• pp.1-12
• /
• 2021

The purpose of this study is to analyze the medical ecosystem in the post-corona era. In addition, this study introduces a new medical CRM model that allows primary-level hospitals to overcome the economic difficulties and to occupy a competitive advantage in the post-corona era. The medical environment in the post-corona era is expected to be changed by non-face-to-face treatment, reinforcement of public medical care, the transformation of a medical system centered on the primary-level hospitals, and the use of AI and big data technologies. The medical CRM model presented in this study emphasizes the establishment of mutual customer relationships through close information exchange between patients, primary-level hospital, and the government. In the post-corona era, primary-level hospitals should not simply be approached as private hospital pursuing profitability. These should be reestablished as the hospitals that can provide public health care services while ensuring stable profitability.

• The Journal of Industrial Distribution & Business
• /
• v.2 no.1
• /
• pp.5-15
• /
• 2011

Prior to the introduction of the CRM, we need to analyze the characteristics and the situations of the company, and should establish a clear vision of the CRM. And each company should identify elements and technologies for introducing the most suitable CRM for them, and optimize them, with long-term perspective. In addition, it requires the implementation strategy which integrates the existing company's routine marketing activities with the concept of the CRM. According to the implementation strategy, the company should improve the business process which is the most effective in investment step by step, and the information system strategy, which develops system investment gradually, should harmonize with it. First, we recognized that raising the company value is important by maximizing customer lifetime value (LTV) by understanding customer needs, and achieving the company's goal through customer satisfaction. Second, we understood that adopting the CRM should be accompanied by changes in the structure, business process and customer contact channels, and it can be successfully integrated with business when it gets proper understandings and attentions of the management. Third, the reality is that there are few cases of successful implementation of domestic companies, and some companies that successfully implement the system mean nothing but implement the solution for developing the CRM. Therefore, it needs to be observed for the long haul, and it seems that we need to approach more systematically to implementation cases for each industry about implementation of the CRM. Fourth, the CRM is no longer the preserve of major companies, and it is the time that medium and small sized enterprises also need it. Taking lesson from Switzerland's small size store merchants who successfully adopt right size of the CRM for their business, for domestic medium and small sized enterprises, the necessity to develop business through developing the CRM models which fit their situations and maintaining relationships with customers has been grown. Fifth, for adopting the CRM business processes, changing or converting the CRM system to the model which fits the company's situation is important rather than applying the advanced company's CRM system model. In other words, the CRM solution which can maximize their own strength by developing the CRM program that makes the most of features and characteristics of the company should be adopted.

• Asia Marketing Journal
• /
• v.7 no.3
• /
• pp.143-159
• /
• 2005

This paper presents Korean Air's internet marketing strategy. Its vision, missions, and implementation for internet marketing are discussed. The performance and impact of its internet marketing strategies is also examined.

• Asia Marketing Journal
• /
• v.13 no.4
• /
• pp.213-226
• /
• 2012

As the Korean rental car industry turned into a mature stage, the competition level has become stronger than ever. In 2006, AJ Rent a Car declared customer satisfaction management as its vision to make a breakthrough. Through various service innovation efforts, AJ has been successfully offering meaningful and differentiated values to the customers. As results, the complaints rate has decreased, while service quality index has significantly increased. These service quality indicators have led to improved customer satisfaction level which was measured by re-purchase intention and customer satisfaction index, and AJ outran its major competitors in these dimensions of competition. The first key success factor of AJ is its effective service system. AJ manages the VOC, ERP, and CRM system in a well organized manner. AJ's another key success factor is a effective service process, which helps the organization share and respond to customer complaints in an efficient way. Finally, the management communicates the clear vision and strategic direction not only with the customers but also with the entire organization. With these three factors combined, AJ has created the service oriented corporate culture. Based on the culture. AJ has been able to develop a strong and sustainable competitive advantage in customer satisfaction management.

• International Journal of Contents
• /
• v.8 no.2
• /
• pp.67-74
• /
• 2012

Technological substitution is the process by which a radical technology replaces the dominant technology in an industry. The processes of diffusion and substitution have been modeled extensively (Technology & innovation, 2010). However, the formulation of classical quantitative models encompasses only part of the theoretical space. These models impose many simplified constraints to the achievement of analytical resolution. The interior design organization needs to establish a set of technical system requirements by describing the scope of the accessibility needs of the organization against current technology use. Because of complicated design resources and ongoing advances in design technologies, design systems face the challenge of prioritizing new technologies for supporting. The problem is small design organization administration often displays a lack of concern toward the evaluation of technology integration. In this paper, I will identify the influence of a design organization's technology, and predict how future technology will inform, support, and potentially hinder productivity, culture, and work satisfaction within a design organization in the industry. In addition, I will use current design organizational behavior and leadership models to support my predictions. Finally, I will examine a proven approach to assist designers with evaluating technology integration in interior design organization. The goal is to develop a high quality, professional development scorecards for the evaluation. I will conduct both the evaluation of technology integration and CRM performance evaluation is recommended to assess the effectiveness of technology integration. Therefore, the evaluation of integration technologies oriented design hold the promise of solving the organization application integration challenge. The evaluation of integration technology is a significant pattern for processing such a vision. The careful selection of an integration technology for this purpose is crucial in contributing toward the success of such an interior design organization endeavor.