• The Journal of the Korean life insurance medical association
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• v.22
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• pp.139-169
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• 2003

국내 보험 산업은 경제발전에 따라 많은 성장을 이루어왔으나 단체보험은 보험 회사의 외부적 또는 내부적 환경으로 인해 활성화가 미흡한 상황이다. 개인보험시장의 포화, 해외시장에서 단체보험의 지속적인 성장, 사회보험 민영화 논의, 방카슈랑스와 보험시장의 개방 등 급격한 변화를 겪고 있는 보험영업환경을 고려한다면 향후 확대될 기업복지시장에서의 성공적 역할수행을 위해서는 단체보험 영업과 지원시스템의 보완이 시급한 과제라고 할 수 있다. 특히 언더라이팅 기법은 단체보험의 핵심역량이며 회사의 경쟁력 강화와 사차익 안정화를 위해서는 단체보험 인수기법의 선진화가 필수요건이다. 단체보험은 대수의 법칙, 수지상등의 원칙 등 보험의 기본원리라는 측면에서는 개인보험과 다른 점이 없지만 하나의 계약을 통해 집단의 피보험자에게 보장을 제공하기 때문에 가지게 되는 역선택 축소, 비용절감, 기업에 의한 1차선택 등 몇 가지 특성들은 인수기법에서의 차이를 필요로 한다. 하지만 국내의 단체보험 언더라이팅은 기본개념조차 제대로 정립되어 있지 못한 초기단계로 단체보험의 특성을 제대로 반영할 수 있는 위험평가를 위해서는 선진기법의 도입이 절실하다. 첫째, 자유보장한도(FREE COVER LIMIT)의 도입이다. 자유보장한도는 단체에 대한 위험과 피보험자 개인의 위험을 구분하는 기준으로 자유보장한도내의 피보험자에 대해서는 고지나 의적 검사를 요구하지 않고 개인별 언더라이팅을 하지 않으며 거절체나 표준하체이더라도 자유보장한도 금액까지는 나머지 정상 피보험자들과 동일한 보장을 제공하는 것을 말한다. 이는 피보험자별 위험을 중심으로 심사하고 있는 현재의 국내 단체보험 인수방법에서 발생되는 고객측 불만과 심사의 비효율성을 개선할 수 있는 방안이다. 둘째, 단체별 특성에 따른 보험요율 차등화이다 단체는 산업의 종류, 피보험자의 직무, 지역적 위치, 크기(피보험자수), 성별구성비 등 여러 가지 특성들을 가지고 있으며 이런 특성들은 보장급부에 따라 발생위험에 영향을 미칠 수 있다. 하지만 현재 나이와 성별에 따라서 피보험자별로 정해지는 요율체계만으로는 이런 위험들을 적절하게 반영하지 못하고 단체별 형평성에도 문제가 생긴다. 따라서 정확한 data 구축을 통해 단체 특성별로 어떤 보장에 어느 정도로 위험 발생에 영향을 미치는지를 분석하여 보험요율을 차등부과 할 수 있는 체계를 갖추어야 한다. 셋째, 경험을 활용한 보험료 산정기법이다. 이것은 개인보험과 구분되는 가장 큰 단체보험만의 특성이라 할 수 있는데 해당 단체의 과거 경험 data 즉 청구로 인한 지급금액을 토대로 당해 계약 보험료를 결정하는 방법이다. 이를 위해서는 과거 경험 data가 얼마나 신뢰할 수 있는 지의 정도(신뢰도)를 측정하는 것이 필요하다. 과학적이고 효율적인 단체보험 인수를 위해서 경험율의 활용은 반드시 이루어져야 할 선결과제이다. 넷째, 관련규정의 정비가 필요하다 단체보험의 특성을 갖기 위해서는 가입가능한 피보험자들의 자격규정(eligibility), 활동적근무 조건(actively at work)이 요구되어야 하며 참여비율(가입비율)과 보장수준의 구성방법에 대해서도 가이드라인 설정을 통해 역선택을 최소화 할 수 있는 제도적 보완이 마련되어야 한다. 이런 선진인수기법의 도입과 함께 단체보험 언더라이터의 필요역량을 개발하고 향상시키는 노력도 병행되어야만 종합금융화, 대형화가 진전되면서 대경쟁의 구도로 바뀌고 있는 국내 보험시장에서의 경쟁력 확보가 가능할 것이다.

• The KIPS Transactions:PartD
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• v.12D no.3 s.99
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• pp.417-428
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• 2005

Today, IT organizations perform projects with vision related to marketing and financial profit. The objective of realizing the vision is to improve the project performing ability in terms of QCD. Organizations have made a lot of efforts to achieve this objective through process improvement. Large companies such as IBM, Ford, and GE have made over $80\%$ of success through business process re-engineering using information technology instead of business improvement effect by computers. It is important to collect, analyze and manage the data on performed projects to achieve the objective, but quantitative measurement is difficult as software is invisible and the effect and efficiency caused by process change are not visibly identified. Therefore, it is not easy to extract the strategy of improvement. This paper measures and analyzes the project performance, focusing on organizations' external effectiveness and internal efficiency (Qualify, Delivery, Cycle time, and Waste). Based on the measured project performance scores, an OT (Opportunity Tree) model was designed for optimizing the project performance. The process of design is as follows. First, meta data are derived from projects and analyzed by quantitative GQM(Goal-Question-Metric) questionnaire. Then, the project performance model is designed with the data obtained from the quantitative GQM questionnaire and organization's performance score for each area is calculated. The value is revised by integrating the measured scores by area vision weights from all stakeholders (CEO, middle-class managers, developer, investor, and custom). Through this, routes for improvement are presented and an optimized improvement method is suggested. Existing methods to improve software process have been highly effective in division of processes' but somewhat unsatisfactory in structural function to develop and systemically manage strategies by applying the processes to Projects. The proposed OT model provides a solution to this problem. The OT model is useful to provide an optimal improvement method in line with organization's goals and can reduce risks which may occur in the course of improving process if it is applied with proposed methods. In addition, satisfaction about the improvement strategy can be improved by obtaining input about vision weight from all stakeholders through the qualitative questionnaire and by reflecting it to the calculation. The OT is also useful to optimize the expansion of market and financial performance by controlling the ability of Quality, Delivery, Cycle time, and Waste.

• Journal of the Korean Society of Food Science and Nutrition
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• v.35 no.6
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• pp.815-822
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• 2006

The purposes of this study were to investigate the consumer's perception of the subject to manage the foodservice operation in the university, and to analyze the effects of consumer's perception of the university foodservice qualify on intent to revisit and intent to recommend. The questionnaires were distributed to 575 students in the K University located in Masan, who were sampled by proportionate stratified sampling method. The surveys were peformed from May 17 to June 2, 2005. The 566 questionnaires were responded, and 6 unusable questionnaires were excluded, then 560 were used for the final analysis (response rate: 97.4%). For the statistical analysis, SPSS (12.0) was used to conduct the descriptive analysis, factor analysis reliability analysis, and multiple regression analysis. The results of this study were as follows: First 254 respondants (47.3%) did not know that their foodservice operation was managed by contract foodservice company, and 374 students (66.8%) did not know the name of the contract foodservice company which runned their foodservice operation. Second, the food factor of university foodservice quality had a significant positive effect on intent to revisit (P<0.001), and the food factor of university foodservice quality also had a significant positive effect on Intent to recommend (p<0.001). It was concluded that as the food factor of university foodservice qualify Increased, the intent to revisit and the intent to recommend the university foodservice increased. So when university foodservice managers plan the foodservice operation strategy, they should focus on increasing the perception of customers' foodservice quality and also advertising contract foodservice company's brand name.

• The Journal of Natural Sciences
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• v.10 no.1
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• pp.209-216
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• 1998

The results of the study of diving the 21st century's Korea fashion market into consumer market, fashion market, and a new marketing strategy are as follows. The 21st consumer market is First, a fashion democracy phenomenon. As many people try to leave unconditional fashion following, consumer show a phenomenon to choose and create their own fashion by subjective judgements. Second, a phenomenon of total fashion pursuit. Consumer in the future are likely to put their goals not in differentiating small item products, but considering various fashion elements based on their individuality and sense of value. Third, world quality-oriented. With the improvement of life level, it accomplishes to emphasize consumers' fashion mind on the world wide popular use of materials, quality, design and brand image. Fourth, with the entrance of neo-rationalism, consumers show increasing trends to emphasize wisdom, solidity in goods strategy pursuing high quality fashion and to demand resonable prices. Fifth, concept-oriented. Consumers are changing into pursuing concept appropriate to individual life scene. Prospecting the composition of the 21st century's fashion market, First, sportive casual zone will draw attention more than any other zone. This is because interest in sports will grow according to the increase of leisure time and the expasion of time and space in the 21st century, and also ecology will become the important issue of sports sense because of human beings's natural habit toward nature. Second, the down aging phenomenon will accelerate its speed as a big trend. Third, a retro phenomenon, a concept contrary to digital and high-tech, will become another big trend for its remake, antique, and classic concept in fashion market with ecology trend. New marketing strategy to cope with changing fashion market is as follows. First, with the trend of borderless concept, borders between apparels are becoming vague, for example, they offer custom-made products to consumers. Second, as more enterprises take the way of gorilla and guerrilla where guerrillas who aim at niche market show up will develop. Basically, they think highly of individual creative study, and pursue the scene adherence with high sensitiveness. However this polarization becomes mutually-supplementing relationship showing gorilla's guerilla movement, and guerilla's gorilla high-tech. Third with the development of value retailing, enterprises pursuing mass merchandising of groups called category killers are expanded and amplified to new product fields, and expand business' share. Fourth, using outsourcing, the trend to use exterior function leaving each enterprise's strength by inspecting its own work is gradually strong. Fifth, with the expansion of none store sale, the entrance of the internet and the CD-ROM sales added to communication sales such as catalogues are specified. An eminent American think tank expect that 5-5% of the total sale of clothes and home goods in 2010 will be done by none store sale. Accordingly, to overcome the problems, First international, global level marketing, Second, the improvement of technology, Third, knowledge-creating marketing are needed.

• Proceedings of the Korean DIstribution Association Conference
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• 2005.05a
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• pp.383-405
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• 2005

The traditional market is foremost a regionally positioned place, wherein the market directly represents regional and cultural centered traits while it plays an important role in the circulation of facilities through reciprocal, informative and cultural exchanges while sewing to form local communities. The traditional market in Korea is one of representative retail businesses and premodern marketing techniques by family owned business of less than five members such as product management, purchase method, and marketing patterns etc. Since the 1990s, the appearance of new circulation-type businesses and large discount convenience stores escalated the loss of traditional competitiveness, increased the living standard of customers, changed purchasing patterns, and expanded the ubiquity of the Internet. All of these changes in external circulation circumstances have led the traditional markets to lose their place in the economy. The traditional market should revive on a regional site basis through the formation of a community of regional neighbors and through knowledge-sharing that leads to the creation of wealth. For the purpose of creating a wealth in a place, the following components are necessary: 1) a facility suitable for the spatial place of the present, 2)trust built through exchanges within the changing market environment, which would simultaneously satisfy customer's desires, 3) international bench marking on cases such as regionally centered TCM (England), BID (USA), and TMO (Japan) so that the market unit of store placement transfers from a spot policy to a line policy, 4)conversion of communicative conception through a surface policy approach centered around a macro-region perspective. The budget of the traditional market funding policy was operational between 2001 and 2004, serving as a counter move to solve the problem of the old traditional market through government intervention in regional economies to promote national economic strength. This national treasury funding project was centered on environmental improvement, research corps, and business modernization through the expenditure of 3,853 hundred million won (Korean currency). However, the effectiveness of this project has yet to be to proven through investigation. Furthermore, in promoting this funding support project, a lack of professionalism among merchants in the market led to constant limitations in comprehensive striving strategies, reduced capabilities in middle-and long-term plan setup, and created reductions in voluntary merchant agreement solutions. The traditional market should go beyond mere physical place and ordinary products creative site strategies employing the communicative approach must accompany these strategies to make the market a new regional and spatial living place. Thus, regarding recent paradigm changes and the introduction of region-based site functions into the traditional market, acquiring a conversion of direction into the newly developed project is essential to reinvestigate the traditional market composed of cultural and economic meanings, for the purpose of the research. Excavating social policy demands through the comparative analysis of domestic and international cases as well as innovative and expert management leadership development for NPO or NGO civil entrepreneurs through advanced case research on present promotion methods is extremely important. Discovering the seeds of the cultural contents industry cored around regional resource usages, commercializing regionally reknowned products, and constructing complex cultural living places for regional networks are especially important. In order to accelerate these solutions, a comprehensive and systemized approach research operated within a mentor academy system is required, as research will reveal distinctive traits of the traditional market in the aging society.

• 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.