• Knowledge Management Research
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• v.21 no.3
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• pp.123-140
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• 2020

In call centers where customers contact a firm's customer service without face-to-face interaction, customer service representatives (CSRs) determine its service competitiveness. In other words, a firm's service excellence relies on its CSRs. Drawing on the concept of agility from service and information technologies studies, this study conceptualizes customer response capability as a variable consisting of customer response expertise and customer response agility, and further verifies its effects on customer service performance. Moreover, this study examines whether a firm's digital and human knowledge resources are related to CSRs' customer response capability. To empirically test the proposed hypotheses, the partial least squares analysis is conducted with a total of 371 responses collected on CSRs from two insurance call centers. The findings indicate that a firm's digital and human knowledge resources enhance CSRs' customer response expertise and customer response agility, thereby increasing customer service performance. The results draw the conclusion that CSRs' customer response capability is a key antecedent of superior customer service.

• Communications of the Korean Institute of Information Scientists and Engineers
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• v.22 no.7
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• pp.22-25
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• 2004

기업의 글로벌화, 기업 간의 경쟁 심화, 제도 및 사회 환경의 변화 등 끊임없이 변화하고 있는 비즈니스 환경에 효과적으로 대처하기 위해 기업들은 운영 비용의 절감, 업무의 효율성 제고 뿐만 아니라 민첩한 대응력 및 조직의 유연성을 확보하도록 요구되고 있다. 이에 따라, 변화하는 비즈니스 환경에 따른 프로세스 관리의 중요성이 날이 갈수록 증가하고 있으며, 기업에 있어 가장 중요한 것은 고객에게 제공되는 가치라는 판단 아래, 고객에게 가치를 주는 모든 활동을 중심으로 한 프로세스 중심 경영이 새로운 경영 방식으로 대두되고 있다.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.105-118
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• 2006

Zara and Limited Brands in the fashion industry are two leading companies that satisfy the clients' needs and the trend of fashion. The agile organizations which response to the change of business environment or adaptive enterprises which monitor the customer's desires have been studied over the long time in the academic world. Recently these management concepts have been extended to the Real-Time Enterprise. In this paper how to implement the RTE in the fashion industry is suggested. To implement the RTE, the end-to-end process should be continuously operated without delays. Also, the three main attributes of RTE, -visibility, intelligence, and agility-should be achieved. Further more based on the cyclone model and the RTE attributes, important issues to be considered for the successful RTE implementation are discussed.

• Proceedings of the Korean Information Science Society Conference
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• 2007.06b
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• pp.85-89
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• 2007

최근의 비즈니스 환경은 고객, 공급자, 파트너 등 다수 기업과의 관계적 협업관계가 중시되는 수평적 통합환경으로 변화하고 있다. 이러한 관계적 협업이 중시되는 비즈니스 환경에서 경쟁력을 갖추기 위해서 기업은 급변하는 사용자와 시장 요구에 민첩하게 대응하고 적응해야 한다. 본 연구에서는 웹 서비스를 이용하여 다수의 협업관계를 가능하도록 동적 환경에서 배치와 재구성이 가능한 모델을 제시한다. 본 논문에서는 시맨틱 웹 서비스 기술을 이용하여 필요한 서비스들을 의미적으로 발견하고 동적으로 재구성한다. 웹 서비스 발견 및 재구성 프토토타입을 통하여 본 모델의 유효성을 보인다.

• Convergence Security Journal
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• v.7 no.2
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• pp.27-37
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• 2007

Companies have to take agility against change of environment and build up the capacity of new value creation in today's management environment. Until now, there are so many management method for efficiency of management, rationality of management and IT (information technology) supported this method by integration of enterprise task and process automation. but company's competitiveness through the efficiency of management realized the limitations recently. so companies needs the new management method to raise core value of enterprise. This study applies strategy intelligence which is some part of Business Intelligence. We can identify the core value driver by using this method. and the core value driver is connected the KPI (key performance indicator) of processes in BPM (Business Process Management). This help the management of process focused on value driver. and some part of activity driver that effect the process performance can be use the Six Sigma method to strategic business process. This study first introduces the concept of Business Intelligence, Business Process Management and Six Sigma. and then efficient connection plan for value based strategic business process is introduces.

• Asia Marketing Journal
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• v.13 no.4
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• pp.227-251
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• 2012

This study analyzed Woori Investment and Securities' industry-leading marketing from both a brand management and a marketing decision-making perspective. By executing a different marketing strategy from its competitors, Woori Investment and Securities recognized recent changes in the asset management and investment markets as an open opportunity, and quickly responded to the market changes. First, the company launched the octo brand as a multi-account product, two years before its competitors offered their own products. In particular, it created a differentiated brand image, using the blue octopus character, which became familiar to the general financial community, and was consistently employed as part of an integrated marketing communications strategy. Second, it executed a brand expansion strategy by sub-branding octo in a variety of new financial products, responding to rapid changes in the domestic financial and asset management markets. Through this strategic evolution, the octo brand became a successful wealth management brand and representative of Woori Investment & Securities. Third, it has converged market research, demand and trend analysis, and customer needs acquired through various customer contact channels into a marketing perspective. Thus, marketing has participated in the product development stage, a rarity in the finance industry. Woori Investment and Securities has a leading marketing system. The heart of the successful product creation lies in a collaboration of their customer bases among the finance companies in the Woori Financial Group. The present study suggested a corresponding strategy for octo brand, which is expected to enter into the maturity stage of its product life cycle. In addition, this study found a need to modify the current positioning strategy in order to position and preserve sustainability in the increasingly competitive asset management market. It also suggested the need for an offensive strategy to counter the number one M/S company, and address the issue of cannibalism in the Woori Financial Group.

• Journal of Intelligence and Information Systems
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• v.25 no.2
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• pp.57-75
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• 2019

In this paper, we conducted a study focusing on the innovation direction of the documentary model on the Internet of Things industry, which is the most actively industrialized among the core technologies of the 4th Industrial Revolution. Policy, economic, social, and technical issues were derived using PEST analysis for global trend analysis. It also presented future prospects for the Internet of Things industry of ICT-related global research institutes such as Gartner and International Data Corporation. Global research institutes predicted that competition in network technologies will be an issue for industrial Internet (IIoST) and IoT (Internet of Things) based on infrastructure and platforms. As a result of the PEST analysis, developed countries are pushing policies to respond to the fourth industrial revolution through cooperation of private (business/ research institutes) led by the government. It was also in the process of expanding related R&D budgets and establishing related policies in South Korea. On the economic side, the growth tax of the related industries (based on the aggregate value of the market) and the performance of the entity were reviewed. The growth of industries related to the fourth industrial revolution in advanced countries overseas was found to be faster than other industries, while in Korea, the growth of the "technical hardware and equipment" and "communication service" sectors was relatively low among industries related to the fourth industrial revolution. On the social side, it is expected to cause enormous ripple effects across society, largely due to changes in technology and industrial structure, changes in employment structure, changes in job volume, etc. On the technical side, changes were taking place in each industry, representing the health and medical sectors and manufacturing sectors, which were rapidly changing as they merged with the technology of the Fourth Industrial Revolution. In this paper, various management methodologies for innovation of existing business model were reviewed to cope with rapidly changing industrial environment due to the fourth industrial revolution. In addition, four criteria were established to select a management model to cope with the new business environment: 'Applicability', 'Agility', 'Diversity' and 'Connectivity'. The expert survey results in an AHP analysis showing that Business Model Canvas is best suited for business model innovation methodology. The results showed very high importance, 42.5 percent in terms of "Applicability", 48.1 percent in terms of "Agility", 47.6 percent in terms of "diversity" and 42.9 percent in terms of "connectivity." Thus, it was selected as a model that could be diversely applied according to the industrial ecology and paradigm shift. Business Model Canvas is a relatively recent management strategy that identifies the value of a business model through a nine-block approach as a methodology for business model innovation. It identifies the value of a business model through nine block approaches and covers the four key areas of business: customer, order, infrastructure, and business feasibility analysis. In the paper, the expansion and application direction of the nine blocks were presented from the perspective of the IoT company (ICT). In conclusion, the discussion of which Business Model Canvas models will be applied in the ICT convergence industry is described. Based on the nine blocks, if appropriate applications are carried out to suit the characteristics of the target company, various applications are possible, such as integration and removal of five blocks, seven blocks and so on, and segmentation of blocks that fit the characteristics. Future research needs to develop customized business innovation methodologies for Internet of Things companies, or those that are performing Internet-based services. In addition, in this study, the Business Model Canvas model was derived from expert opinion as a useful tool for innovation. For the expansion and demonstration of the research, a study on the usability of presenting detailed implementation strategies, such as various model application cases and application models for actual companies, is needed.

• Journal of Intelligence and Information Systems
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• v.26 no.3
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• pp.71-90
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• 2020

Recently, the global insurance industry is rapidly developing digital transformation through the use of artificial intelligence technologies such as machine learning, natural language processing, and deep learning. As a result, more and more foreign insurers have achieved the success of artificial intelligence technology-based InsurTech and platform business, and Ping An Insurance Group Ltd., China's largest private company, is leading China's global fourth industrial revolution with remarkable achievements in InsurTech and Digital Platform as a result of its constant innovation, using 'finance and technology' and 'finance and ecosystem' as keywords for companies. In response, this study analyzed the InsurTech and platform business activities of Ping An Insurance Group Ltd. through the ser-M analysis model to provide strategic implications for revitalizing AI technology-based businesses of domestic insurers. The ser-M analysis model has been studied so that the vision and leadership of the CEO, the historical environment of the enterprise, the utilization of various resources, and the unique mechanism relationships can be interpreted in an integrated manner as a frame that can be interpreted in terms of the subject, environment, resource and mechanism. As a result of the case analysis, Ping An Insurance Group Ltd. has achieved cost reduction and customer service development by digitally innovating its entire business area such as sales, underwriting, claims, and loan service by utilizing core artificial intelligence technologies such as facial, voice, and facial expression recognition. In addition, "online data in China" and "the vast offline data and insights accumulated by the company" were combined with new technologies such as artificial intelligence and big data analysis to build a digital platform that integrates financial services and digital service businesses. Ping An Insurance Group Ltd. challenged constant innovation, and as of 2019, sales reached $155 billion, ranking seventh among all companies in the Global 2000 rankings selected by Forbes Magazine. Analyzing the background of the success of Ping An Insurance Group Ltd. from the perspective of ser-M, founder Mammingz quickly captured the development of digital technology, market competition and changes in population structure in the era of the fourth industrial revolution, and established a new vision and displayed an agile leadership of digital technology-focused. Based on the strong leadership led by the founder in response to environmental changes, the company has successfully led InsurTech and Platform Business through innovation of internal resources such as investment in artificial intelligence technology, securing excellent professionals, and strengthening big data capabilities, combining external absorption capabilities, and strategic alliances among various industries. Through this success story analysis of Ping An Insurance Group Ltd., the following implications can be given to domestic insurance companies that are preparing for digital transformation. First, CEOs of domestic companies also need to recognize the paradigm shift in industry due to the change in digital technology and quickly arm themselves with digital technology-oriented leadership to spearhead the digital transformation of enterprises. Second, the Korean government should urgently overhaul related laws and systems to further promote the use of data between different industries and provide drastic support such as deregulation, tax benefits and platform provision to help the domestic insurance industry secure global competitiveness. Third, Korean companies also need to make bolder investments in the development of artificial intelligence technology so that systematic securing of internal and external data, training of technical personnel, and patent applications can be expanded, and digital platforms should be quickly established so that diverse customer experiences can be integrated through learned artificial intelligence technology. Finally, since there may be limitations to generalization through a single case of an overseas insurance company, I hope that in the future, more extensive research will be conducted on various management strategies related to artificial intelligence technology by analyzing cases of multiple industries or multiple companies or conducting empirical research.