• Journal of Information Technology Services
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• v.8 no.1
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• pp.29-45
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• 2009

In this research, a model to measure the correlation between the performance of customer contact center and the business performance is developed using the well-known model, the market damage model of TARP. Three hypotheses are suggested and verified using real customer profit data and customer access data of the Industrial bank of Korea. As a result of this research, we know that there is a positive relation between increase of business profit and contact experience of customers to customer contact center. Also, customer satisfaction level for customer contact center contact experience is positively correlated with increase of business profit of the company. However, we could not find a meaningful correlation result between number of contacts to customer contact center and the business profit. Although this study is based on a particular one company data, the analyzation framework can be applicable to other banking companies for showing relations between performance of customer contact center and business profit of the company.

• Knowledge Management Research
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• v.20 no.3
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• pp.17-38
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• 2019

Rrecently, companies have made great efforts to satisfy various needs and heightened expectations of customers, and the importance of customer center as customer contact department for customer relationship management is increasing. In the knowledge ecosystem, corporate customer centers are emerging as a new alternative to acquiring corporate competitiveness by increasing sales and increasing market share by improving marketing support activities and customer relationship management at customer contact points. As a result, the interest in the customer center has increased rapidly because it provides the opportunity to contact with the customer. In addition, in the era of the fourth industrial revolution, the customer center, which is a collection of information and communication technologies, has a big databased voice recognition technology to elaborate customer service, thereby enhancing customer satisfaction and contributing to marketing through continuous interaction with customers. Of course, we have the opportunity to transform into the frontline business intelligence front for customer knowledge. This study is a comparative case study on how the customer center of K Life Insurance that takes the lead in the customer center industry has successfully renewed and established their key information systems to improve customer services and reinforce marketing support competencies. Based on the above, this study will present factors affecting successful implementation and settlement of the customer service information systems of customer centers by independently analyzing two individual cases.

• Asia pacific journal of information systems
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• v.15 no.4
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• pp.61-87
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• 2005

This paper has two primary objectives: (1) to propose a comprehensive theoretical model that incorporates valuable insights from two complementary streams of research, and (2) to empirically test the model that explain the task-media fit and satisfaction of customer contact center users. The comprehensive model was tested using LISREL analysis on the sample of 232 users who have experience with the customer contact center. The model was supported in customer contact center context, accounting for 29% of the variance in the task-media fit, 53% of the variance in the perceived ease of use, 61% of the variance in the perceived usefulness, and 52% of the variance in the user satisfaction. The results showed that the task-media fit, the perceived ease of use, and the perceived usefulness play a significant role in influencing the user satisfaction of the customer contact center. In addition, task analyzability, media richness, media interactivity, and self-efficacy were found to influence the task-media fit. The paper concludes with discussions and implications for researchers and practitioners.

• Journal of Korean Society for Quality Management
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• v.37 no.2
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• pp.1-11
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• 2009

Recently, many companies have been very interested in CRM(Customer Relationship Management). Most companies have been also considering the contact center as a key CRM channel, because it is a contact point between customers and companies. It turns out that the contact center handles over 70% of all customer-company interactions and the success or failure of a company can be determined by the customer satisfaction with contact center experiences. Despite of the strategic importance of the contact center, there has been few empirical study on the efficiency of contact center operations in the literature. One of the main purposes of this study is to evaluate the efficiency of contact centers so as to not only identify the current status of contact center operations, but also suggest ways to improve operational efficiency. For this purpose, we apply a non-parametric efficiency measurement method, DEA (Data Envelopment Analysis), to 57 domestic contact centers in order to compare their relative efficiency. It is expected that the measurement methods suggested in this study can be applied to various issues such as service KS certification, outsourcing service management, and the productivity analysis of service personnel.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.5
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• pp.106-116
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• 2018

Recently, the role of the contact center for business-to-consumer (B2C) operations is becoming more and more important as the customer contact point. In particular, an Internet Protocol (IP)-based contact center system is made up of a complicated information system in order to accommodate various customer channels, in addition to the telephone, and to respond in real time. However, until now, evaluations of contact centers have focused on customer service-based research from inbound contact centers. We used the contact center as a measure of performance, focusing on indicators that have traditionally influenced customer satisfaction, such as response rates and service levels. There is insufficient research on the characteristics of the services that a contact center should have and on the evaluation models for information systems. The role of information systems is becoming important as the latest contact center, which has moved from the TDM-driven digital phone system center to the IP-based contact center, accommodates a variety of digital channels other than voice phones. In particular, as offline branches decrease due to the development of the Internet and mobile phones, non-facing responses to customers are important, so the contact center has influenced the enterprise. Therefore, we developed an evaluation model not only in terms of customer service, but also from information system and business aspects, using the AHP and verifying the evaluation model through empirical cases. In particular, content analysis was used to ensure objectivity of AHP evaluation items.

• Proceedings of the Korea Contents Association Conference
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• 2009.05a
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• pp.652-658
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• 2009

As the rate of personnel expenses of contact center operating costs is the highest, we can reduce operating costs, if we answer a automatic phone call wholly or partially. The MCS(Managed Contact Services) play an important role in cost reduction and work efficiency related with voice self-services. The excellent functions of the MCS are able to implement self-service applications in network connected with effective network routing of the enterprise. The MCS makes a proper consultant rapidly response and process customer calls, improve customer processing services, and consequently increase customer satisfaction. The increase of customer satisfaction lead to improve profits and reduce the cost of building contact center infrastructure. In this paper, we analyze the contact center line capacity and PBX capacity based on the MCS. We can reduce communication costs and personnel expenses by reducing the call shifting need between consultants and rapidly solving customer questions with the MCS.

• Journal of the Korea Society for Simulation
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• v.27 no.2
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• pp.91-100
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• 2018

Recently, the traditional call center, which has an important role as the customer's primary contact point, has been transformed into the omni-channel contact center which supports an additional variety of access channels in addition to phone calls in order to improve customer accessibility and convenience. The omni-channel contact center has agents on each channel which are vital in determining the response rate and waiting time for the customer. In traditional call centers, agents can be assigned to a call based on the characteristics of the call, however in omni-channel contact centers, the characteristics of issues vary and come in through multiple channels, each with their own characteristics, making it difficult to assign the appropriate agent for the issue. Customers must also be processed at the same time, adding an additional layer of complexity to the issue. This paper analyzes and simulates an omni-channel contact center that accommodates email, chat, voice calls and video consultation, and investigates how to optimize the allocation of agents.

• Journal of the Korea Institute of Information Security & Cryptology
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• v.19 no.2
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• pp.117-125
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• 2009

In this paper, we analyze the Contact Center's specific-security characteristics, including the threat model and weakness and study effective security measures focussing on protecting customer's personal information. Also, we establish the information security management system to reduce the possibility of information leakage from the internal employee in advance. As a result, we propose the "Security management model for protecting personal information for customer Contact Center" that complies with current ISO/IEC JTC 1 ISMS 27000 series standards.

• Journal of Korea Society of Digital Industry and Information Management
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• v.19 no.1
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• pp.57-76
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• 2023

This study analyzes the factors and effects on the users' intention to switch from contact center-oriented to AI chatbot-oriented customer services by combining Push-Pull-Mooring Model and provides insights for companies considering the adoption of AI chatbots. To test the model, we surveyed users with experience using chatbots at least once across different age groups. Finally, we analyzed 176 cases for the analysis using IBM SPSS Statistics and SmartPLS 4.0. The results of hypotheses testing rejected the hypotheses for variables of inconsistent quality and low availability of push factors and low switching cost of mooring factor while accepting the hypotheses for the tardy response of push factors and all pull factors. Therefore, these findings provide important implications for researchers and practitioners who wish to conduct research or adopt AI chatbots. In conclusion, users do not feel inconvenienced by the contact center-oriented service but also perceive high trust and convenience with AI chatbot-oriented service. However, despite low switching costs, users consider chatbots a complementary tool rather than an alternative. So, companies adopting AI chatbots should consider what features the users expect from AI chatbots and facilitate these features when implementing AI chatbots.

• Journal of Service Research and Studies
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• v.7 no.1
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• pp.53-64
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• 2017

Recently meet the growing needs of customers and has increased, the need for training of customer contact staff in order to improve and increase customer satisfaction. These service training is because it improves the service capabilities of contact for customer-facing employees to respond to customers as well as to improve customer satisfaction. This study is placed in the field after the service training aimed at Customer contact staff joined in 2013~2016 in the first half of these new recruits training education working in the Seoul Metro customers respond to customers in customer contact and practical services it will proceed to the empirical study of how this affects the satisfaction and loyalty to the organization for the job than to find a better improvement in the educational program.