• 지식경영연구
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• 제19권1호
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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.

• 한국도서관정보학회지
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• 제46권1호
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• pp.25-42
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• 2015

본 논문의 목적은 고객의 소리(Voice of the Customers: VOC)를 활용하여 고객만족서비스를 제공하는데 있다. VOC는 정보서비스를 제공하는 기관들에게 고객만족도 제고와 정보서비스 개선을 위한 의사결정에 영향을 미치는 중요한 정보이다. K연구원은 과학기술분야 정보서비스인 NDSL을 이용하는 고객들의 요구, 건의사항 등의 고객의 소리를 VOC통합관리시스템(VCMS)으로 관리하고 있다. 본 연구는 지난 25개월 간 VOC통합관리시스템에 축적된 VOC 1,738건을 분석하여 정보서비스 개선방안을 제안하였다. 본 논문의 결과는 도서관이나 정보센터가 VOC를 반영한 정보서비스를 제공하고자 할 경우 기초자료로 활용될 수 있을 것으로 기대된다.

• 한국컴퓨터정보학회논문지
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• 제14권8호
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• pp.127-136
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• 2009

고객의 소리(VOC: Voice of the Customer)는 기업 및 다양한 조직들에서 고객의 요구사항들을 획득하는 과정을 기술하기 위해서 경영 및 정보기술에서 사용되는 용어이다. 최근, 기업들은 고객 만족을 위하여 VOC를 처리하고, 저장/분석하여, 문제의 재발 방지 및 개선 활동, 제품 및 서비스의 기획 및 개발에 활용하려는 노력을 하고 있다. 지금까지, 이러한 VOC 관리 시스템은 호텔업 및 보험/금융업 등의 서비스 산업들을 위주로 도입되어 왔다. 본 논문에서는 대규모 제조업을 대상으로 다양한 채널로 들어오는 VOC의 통합 관리 방안을 제시하고, 제시된 방안을 기반으로 한 통합 VOC 관리 시스템의 구축 사례를 기술한다. 이러한 통합 VOC 관리시스템을 구축함으로써, VOC를 기업의 중요한 지식 자산으로 저장하고 활용할 수 있게 되었다.

• 인터넷정보학회논문지
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• 제9권3호
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• pp.103-117
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• 2008

일반 고객이 대기업 혹은 중소기업, 증권, 금융, 은행권 등의 서비스를 제공받기 위해서는 보편적으로 인터넷, SMS(Short Message Service), ATM(Automated Teller Machine), DM(Direct Mail), 텔레포니 서비스 등을 사용한다. 특히, 화재 보험사 및 증권, 금융, 은행권의 경우는 QoS(Quality of Service) 보장을 통한 실시간성 제약 조건을 만족해야 한다. 본 논문에서는 고객의 최초 접점으로 이용될 수 있는 CRM(Customer Relationship Management) 환경 하에서 다중 채널 서비스를 위한 결함허용 IVR(Interactive Voice Response)을 설계 구현하였다. 제안한 모델은 대 고객 응대 CRM 모델로 효율적으로 이용될 것으로 사료된다.

• 정보처리학회논문지C
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• 제8C권5호
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• pp.657-666
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• 2001

본 논문에서는 글로벌 캐리어들이 고객 중심으로 음성 트래픽을 효율적으로 처리 및 관리할 수 있도록 CDR을 이용하여 음성 트래픽 관리 항목들을 제안하였으며, 관리 항목을 산출하기 위한 계산 수식들을 정의하였다. 이러한 관리 항목들을 웹 인터페이스 모듈, 분석 모듈, 데이터 수집 모듈, 데이터베이스 관리 모듈로 분리하여 시스템을 설계하였으며 웹 기술을 이용하여 시스템을 구현함으로써 가용성 및 사용의 편의성을 높였다. 또한, 규정된 관리 항목의 유효성을 검증하기 위하여 실제로 글로벌 캐리어에 의해 수집된 CDR을 바탕으로 관리 항목들을 실험하였다. 제안된 웹 기반 음성 트래픽 관리 시스템은 글로벌 캐리어들에게 네트워크 정보 수집, 장애 판단 및 원인 해결, 고객의 성향 분석을 통한 보다 질 높은 서비스 제공 등 도움을 줄 것으로 기대된다.

• 품질경영학회지
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• 제48권3호
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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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• 제3권2호
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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.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2011년도 정기총회 및 추계학술대회 논문집
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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.

• 경영과정보연구
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• 제23권
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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.

• 지능정보연구
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• 제17권2호
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• pp.61-75
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• 2011

시설물이나 토지, 도로, 방재 등 다방면에서 GIS의 효과성이 입증됨에 따라 최근 들어 상권이나 고객, 영업 관리 등에 GIS를 도입하여 시장분석 및 영업관리 역량을 강화하려는 민간 기업들이 증가하고 있다. 본 사례 연구에서는 날로 치열해지고 있는 통신시장의 경쟁환경 속에서 K사가 정교한 상권 및 고객 분석 역량을 확보하기 위해 GIS 영업정보 시스템을 구축 한 전 과정과 영업현장에서의 시스템 활용방안 등을 살펴보았다. 전사적으로 시스템을 오픈한 후 지사들로부터의 반응은 담당 관할구역에 대한 경쟁상황 파악 및 일/월 추세조회가 용이해 졌고, 왜곡되지 않은 실제 데이터를 제공받아 제한된 시간 내에 정확한 타겟 고객 선정이 가능해졌으며, 동별 시설분포와 같은 시설물 관련정보를 영업활동에 활용할 수 있어 매우 효과적이었다는 등이 주를 이루었다. 이와 같은 과정과 결과를 정리함으로써 향후 GIS 영업정보시스템 구축을 고려하고 있는 타 조직이나 기업들에게 의미 있는 가이드라인을 제시할 수 있기를 기대한다.