• Knowledge Management Research
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• v.19 no.1
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• pp.147-174
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• 2018

Recently, firms have been putting forth significant efforts to fulfill various demands and high expectations of customers. The role and importance of customer centers as a direct contact point for customer relationship management are more emphasized than previously. A customer center draws attention as a new alternative to secure corporate competitiveness as it contributes to sales increase, being in a position to satisfy customers' needs by ensuring customers' access to information. A customer center is an aggregation of various information and communication technologies. In particular, a voice recognition/analysis technology based on big data can elaborate customer services further, enhance customer satisfaction, and trigger constant interactions with customers. A customer center can be transformed to a hub of customer knowledge and the embodiment of business intelligence in the front line of business. This article is a case study on how the customer center of the K life insurance company regarding customer center operation collects and analyzes customer information and how it has established its voice recognition/analysis system based on big data to improve customer experience management. Factors affecting the successful introduction and implementation of voice recognition/analysis system to a firm, are examined.

• Journal of Korean Library and Information Science Society
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• v.46 no.1
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• pp.25-42
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• 2015

The purpose of this study is to provide users with satisfactory information services that are utilizing Voice of the Customers(VOC). Voice of the Customers(VOC) toward organizations that provide information services is important information for decision-making to improve customer satisfaction and information services. K institute manages customer requests and feedbacks for NDSL(National Digital Science Library) using the Voice of the Customer Management System(VCMS). In this study, we analyzed the total number of 1,738 VOCs and suggested improvement strategies for information services. The results can be utilized as basic information by libraries and information centers that provide information services through analysis of VOC.

• Journal of the Korea Society of Computer and Information
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• v.14 no.8
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• pp.127-136
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• 2009

Voice of the customer(VOC) is a term used in business and information technology(IT) to describe the process of capturing a customer's requirements in enterprises or various organizations. Recently, in order to satisfy customer's needs, enterprises try to utilize VOC at recurrence prevention of problems and their improvement activities, planning and development of product/service by processing, storing, and analyzing VOC. Until now, VOC management systems are introduced around service industries such as hotel business and insurance/financial business, etc. This paper proposes an integrated management scheme of VOC which are captured by various communication channels and describes a case of implementing an integrated VOC management system on the basis of the proposed scheme for the large-scale manufacturing company. By the implemented system, VOC are stored and utilized as the important knowledge assets of enterprises.

• Journal of Internet Computing and Services
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• v.9 no.3
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• pp.103-117
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• 2008

General customer uses internet, SMS(Short Message Service), ATM(Automated Teller Machine), DM(Direct Mail), and telephony services, etc, for service of big businesses and small and medium enterprises, securities, financial institutions, bank. In particular, the case of Fire insurance & Securities, financial institutions, banks must meet Real-Time constrain control through QoS(Quality of Service) ensure. In this paper, we design and implement a system model about Fault-Tolerance IVR(Interactive Voice Response) of Multi Channel Service based on CRM(Customer Relationship Management) environment for the first inbound position of customer. The proposed model can be widely used in Large-scale Customer Response service.

• The KIPS Transactions:PartC
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• v.8C no.5
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• pp.657-666
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• 2001

In this paper, it is proposed the management items for voice traffic using CDRs so that global carriers can treat and manage the voice traffic for a customer, and defined computational expressions to produce the management items. From them, we have designed the management system, which is composed of web interface module, analysis module, data collection module and database management module, and have improved the availability and convenience of the system using web technologies. In addition, we have tested these items using CDRs in real environments that are collected by the global carrier in order to verify their validity. It is expected that the proposed web based voice traffic management system provide a global carrier with network information collection, fault detection/trouble-shooting and high quality of service through analyzing the characteristics of subscribers.

• Journal of Korean Society for Quality Management
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• v.48 no.3
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• pp.381-393
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• 2020

Purpose: The purpose of this study was to find useful solutions by analyzing causes and results about defects on mechanical drawing notes and provide an automated tool with solutions to mechanical engineers. Methods: The collected data for defects on mechanical drawing notes were from ongoing development and mass production projects. Various measurement methods were used based on the Lean 6 Sigma analysis such as Process analysis, C&E diagram and some statistical analysis. Results: The results of this study are as follows; The results of the Lean 6 Sigma analysis, the validity of the selected indicators for improving drawing notes quality was verified through the verification of cause variables. The strategy established to improve the mechanical drawing notes was reflected as an automated program, and the defects were within a manageable range and achieved target Sigma level. Conclusion: Through the application of the "Mechanical drawing notes automation tool", it is expected to resolve the "Voice of Customer, VOC" and "Voice of Business, VOB".

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.159-173
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• 2002

Any organization's Six Sigma program may be at high risk without heeding the lessons learned from the past and that tries to operate without a robust business foundation. A foundation that preferably should consist of stepping-stones such as a 5-S house-keeping program, an effective Integrated Management System (IMS), which includes a strong focus on planning for quality to fully capture the Voice of the Customer (VOC), and an organization-wide training scheme, as well as a reliable Cost of Poor Quality (COPQ) system. That's the best advise I can give to any organization that wishes to embark on a Six Sigma improvement program and hope to be successful. The paper will elaborate on the above issues and provide suggested solutions based on the review of published historical information and the experiences encountered over the last four decades by the author, as a quality practitioner and consultant, in industries that produced safety-critical product. This author maintains that few fundamentally new or useful things have been created in the field of Quality during the last couple of decades. Nevertheless, this paper deliberates on a number of relatively “newer” issues including the concept of “three types of customers”, the CTC, “Critical To Customer” term, the eight Quality Management Principles of the new ISO 9000 family, the growth of industry-specific standards, the adoption of Integrated Management Systems, the rebirth of AS2561 COQ standard, the spread of Six Sigma as well as related ASQ certification and the need for a robust business foundation to ensure Six Sigma survival.

• Proceedings of the KSR Conference
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• 2011.10a
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• pp.2573-2580
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• 2011

SMRT(Seoul Metropolitan Rapid Transit Corporation) changed PC-oriented office system to Smart-Phone oriented mobile office system(STnF: SMRT Talk & Flash), and provided smart phone to all staffs. STnF make it possible not only voice communication between staff, but also to input and inquiry all kind of information related to work(ex: Facility maintenance, Rolling Stock management, office management, Finance, human resource etc.) based on smart phone. STnF conquers the limitation of time and space. All staffs can commute to the site directly to reduce moving time and to share information between staffs, so SMRT improve speed and reliability of work by making a quick decision and action on the spot. After introduction of STnF, within 1 year, the equipment failure ratio fell to 47%. Mobile office system reduced and level-off the step of approval. so enhanced civil customer service. Quantification and scientific movement of work make it fast evolution and development. These business improvement make it possible to put more outstanding manpower on new business and R&D project, and this contributes to company's management effectiveness.

• Management & Information Systems Review
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• v.23
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• pp.25-40
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• 2007

In the highly competitive and divers world of financial market, customer is the single most important factor to company's survival. Especially, creating a relationship with valued customers is a key to success. CRM provides the mean to retain high value customers. It takes a prospect of what customers expect. Utilizing those knowledge can help the products and service meet the customers' needs, thereby maximizing customer satisfaction and company's profit. In this report, I am going to suggest a few ways to develop successful CRM in the life insurance industry. First, CRM should innovate the way of communication to keep pace with Web 2.0 era. In other words, the customer's needs should be caught by real-time communication than traditional off-line market research. Thus, the functionality and specification of products can be decided by customer's direct choice so that the customers are able to purchase the understanding and experience of the products. Second, CRM project should consider whether the initial strategy plan can promise the stable growth of customer at the first step. When planning strategy, the project needs to identify what customer wants and how to fulfill the needs with stable growth of the customer. In addition, the CRM should be developed by realizing that customer centric benefits ultimately guarantee the growth of the organization. Third, CRM systems should enhance the organization's ability to take the customer's insight in a 360 degree view and to capture the voice of the customer directly. In order to develop the best matched product package, more precise customer segmentation should be ahead of market segmentation strategy. Forth, the biggest reward from CRM will be a customer royalty program. Many successful banks are already planning and practicing customer royalty strategy. A comprehensive analysis of customers and their behavior allow organization to identify high value potential customers' needs and determine a strategy required to meet those needs. Even life insurance companies such as Prudential Korea are developing products designed for royal customers. Fifth, understanding and managing the experience of customer called Customer Experience Management also can increase customer satisfaction. Measuring only customers' experience and adapting it to marketing strategy make products position in the gap between the customers' expectation and experience not required by market. A key component of CEM is its application across all organizational functions. At last, the direction of change and development of CRM can be defined from the conceptualization of information technology represented by Ubiquitous and Web 2.0. Instead of just managing customer information, companies should take the initiative in personalized system with customer oriented strategy. Furthermore, with the regular communication between CRM stakeholders (Sales-Marketing-IT), customer's demand should be directly reflected to enterprise strategy in real time.

• Journal of Intelligence and Information Systems
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• v.17 no.2
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• pp.61-75
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• 2011

A Geographic Information System(GIS) is a system that captures, stores, analyzes, manages and presents data with reference to geographic location data. In the later 1990s and earlier 2000s it was limitedly used in government sectors such as public utility management, urban planning, landscape architecture, and environmental contamination control. However, a growing number of open-source packages running on a range of operating systems enabled many private enterprises to explore the concept of viewing GIS-based sales and customer data over their own computer monitors. K telecommunication company has dominated the Korean telecommunication market by providing diverse services, such as high-speed internet, PSTN(Public Switched Telephone Network), VOLP (Voice Over Internet Protocol), and IPTV(Internet Protocol Television). Even though the telecommunication market in Korea is huge, the competition between major services providers is growing more fierce than ever before. Service providers struggled to acquire as many new customers as possible, attempted to cross sell more products to their regular customers, and made more efforts on retaining the best customers by offering unprecedented benefits. Most service providers including K telecommunication company tried to adopt the concept of customer relationship management(CRM), and analyze customer's demographic and transactional data statistically in order to understand their customer's behavior. However, managing customer information has still remained at the basic level, and the quality and the quantity of customer data were not enough not only to understand the customers but also to design a strategy for marketing and sales. For example, the currently used 3,074 legal regional divisions, which are originally defined by the government, were too broad to calculate sub-regional customer's service subscription and cancellation ratio. Additional external data such as house size, house price, and household demographics are also needed to measure sales potential. Furthermore, making tables and reports were time consuming and they were insufficient to make a clear judgment about the market situation. In 2009, this company needed a dramatic shift in the way marketing and sales activities, and finally developed a dedicated GIS_based market analysis and sales management system. This system made huge improvement in the efficiency with which the company was able to manage and organize all customer and sales related information, and access to those information easily and visually. After the GIS information system was developed, and applied to marketing and sales activities at the corporate level, the company was reported to increase sales and market share substantially. This was due to the fact that by analyzing past market and sales initiatives, creating sales potential, and targeting key markets, the system could make suggestions and enable the company to focus its resources on the demographics most likely to respond to the promotion. This paper reviews subjective and unclear marketing and sales activities that K telecommunication company operated, and introduces the whole process of developing the GIS information system. The process consists of the following 5 modules : (1) Customer profile cleansing and standardization, (2) Internal/External DB enrichment, (3) Segmentation of 3,074 legal regions into 46,590 sub_regions called blocks, (4) GIS data mart design, and (5) GIS system construction. The objective of this case study is to emphasize the need of GIS system and how it works in the private enterprises by reviewing the development process of the K company's market analysis and sales management system. We hope that this paper suggest valuable guideline to companies that consider introducing or constructing a GIS information system.