• Journal of the Korean Society of Systems Engineering
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• v.2 no.2
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• pp.5-10
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• 2006

It was difficult that each enterprise clearly defines PDM in domestic vehicle manufacturing industry and decides investment for the successful foundation in the mid-90s. Also, it was true that most investments to success repeat a process of trial and error even if they decide and propel. Now, PDM is not a luxurious system. Because the company is operated well even if it manages business manually, the company may not be interested in PDM introduction. Problem is business efficiency and product competitiveness. Now, we must consider that introduction and drive of PDM became necessary as instrumentation for Re-Engineering of business process concerning innovative dimension restructuring that is not reorganization, development and improvement of business for enterprise's survival. This indicates that now is when level of infra construction for an IT technology dominates competitiveness of business management. Enterprise can expect effects of PDM by implementation that manages Intellectual Properties through administration of knowledge and information finally.

• Journal of the Korea Society of Computer and Information
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• v.18 no.9
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• pp.165-175
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• 2013

Though the number of food franchises has been increased these days, there has not been less success for food franchise than failure. One of the several failures is the distrust between franchisor and franchisee factors because the franchisee thought its franchisor does not make its accounts and operations transparent. In order to resolve it, the large business food franchise has used the ERP system, however, small business franchise has run a very simple information system, which is linked to POS system and consists of simple functions to insert or inquire the result of data on sales and order etc to identify the status of both franchisor and franchisee because of financial difficulties and manpower shortage. Thus, small business franchise needs the cost management between them with low cost for efficient business administration. In this study, we suggest the data reference model (DRM) which covers the cost management system and is able to be linked to any POS system. The DRM is a framework whose primary purpose is to enable information linking and reuse across the any POS-based information systems via the classification, structure, model, exchange and management of data.

• Journal of Digital Convergence
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• v.13 no.12
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• pp.151-160
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• 2015

As a lexical meaning, casino is defined as "a certified gambling house, equipped with recreational facilities such as dance and music, etc., where people play roulette or cards." Casinos started from 17th to 18th century for European nobility and their social meetings and established a casino industry framework in the United States in the 1930s. The success of the casino business leads to the increase of sales; it became very helpful for the local and national government revenues and also for the related incidental tasks. Casino operations include a variety of fields, such as general customer management, dealer game management, security, account management, currency exchange, re-exchange management, marketing management, comp management and placement management, etc. These operations should be organically connected to each other by information systems such as a groupware, ERP and Customer Relationship Management (CRM), etc. In addition, in order to effectively manage comprehensive entertainment service, including accommodation and tourism, it is necessary to develop an information system which supports casino business and collateral entertainment service, collects the data generated throughout the business and provides information about the situations of management. Thus, this study will propose a casino information system designed and implemented, considering these details.

• Journal of Internet Computing and Services
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• v.4 no.5
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• pp.11-19
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• 2003

Since B2C(Business to Customer) from which e-commerce had originated was replaced by B2B, e-Business has shown fast growth so fa., Recently, e-Procurement by l:n concept is on the development as self-purchase system associated with their own ERP In many conglomerates in the Korean market. However, in order to vitalize e-Biz in the plant industry, we need to set up e-marketplaces where many sellers and buyers can meet each other at the same time, which has become the essential part for success as an expanded business model. In this paper, we expect that the foundation for e-transformation in the plant industry is set up by developing Purchase Process System and related modules as the prerequisite for e-Biz in the plant industry, and this report will provide an exemplary model for e-commerce. The Purchase Process System consists of 1) e-Purchasing Module that manages bidding and contract information based on quotation inquiry, 2) e-Expediting Module that manages information to guarantee the on-time delivery, 3) e-Certification Module that controls user authentification, 4) e-Basic Module that manages the bulletin boards, Q&A, etc.

• Asia Marketing Journal
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• v.13 no.4
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• pp.213-226
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• 2012

As the Korean rental car industry turned into a mature stage, the competition level has become stronger than ever. In 2006, AJ Rent a Car declared customer satisfaction management as its vision to make a breakthrough. Through various service innovation efforts, AJ has been successfully offering meaningful and differentiated values to the customers. As results, the complaints rate has decreased, while service quality index has significantly increased. These service quality indicators have led to improved customer satisfaction level which was measured by re-purchase intention and customer satisfaction index, and AJ outran its major competitors in these dimensions of competition. The first key success factor of AJ is its effective service system. AJ manages the VOC, ERP, and CRM system in a well organized manner. AJ's another key success factor is a effective service process, which helps the organization share and respond to customer complaints in an efficient way. Finally, the management communicates the clear vision and strategic direction not only with the customers but also with the entire organization. With these three factors combined, AJ has created the service oriented corporate culture. Based on the culture. AJ has been able to develop a strong and sustainable competitive advantage in customer satisfaction management.

• The Journal of Industrial Distribution & Business
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• v.1 no.1
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• pp.33-41
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• 2010

In the age of globalization, effective and efficient corporate management is becoming more important as domestic and international business circumstances changes. In the middle of endless changes in business circumstances, fast reaction to customers and market, and offering customized goods and service became essential. In this respect, CRM designed to utilize customer information scientifically and systematically, has become an essential system and marketing strategy to enhance corporate competitiveness. CRM has placed the importance of customers in the front of marketing and has focused every process and business minds on customers. Recent change in the market and the trend of establishing and introducing CRM system has lead us to concentrate on the introduction of CRM in the financial institutions. This study searched for several views about CRM in academic and industrial papers. Through theoretical approach on CRM, the background of the introduction of CRM, the purpose of CRM, the characteristic and application of CRM, and the expected effect of CRM will be discussed. This study is focused on financial institutions where CRM is widely used. And through documents about examples of the introduction of CRM, the status of the establishment of domestic CRM and the necessity and trend of CRM will be discussed. Also the problem of CRM in the financial institutions and the improvement of CRM in domestic banks will be analyzed. When discussing CRM in the financial area, customers are the main source of corporate profit and through relationship management with the customers enhancing loyalty and maximizing profit can be obtained. Especially in CRM in financial institutions, maintaining existing customers makes higher profit ratio, so repurchasing and cross selling becomes important for obtaining lifetime value of existing customers who contribute to most of the profit of corporations. As a result, CRM should be completely customer oriented. CRM in financial institutions is not merely marketing work, but organizational competence which is made up of standardized work process through total process integration inside the corporation. Corporations which plan to introduce CRM should analyze the characteristics and conditions of corporations and establish purpose and strategy of CRM. And they need long term view to find out the factors which best fit for the introduction of CRM. To enable this, strategy composed of daily marketing activity and CRM concept is necessary. Also continued improvement through drill and training for operating organization should be followed to maintain CRM well. And corporate culture must settle customer as the center of corporate value. The race for introducing and improving CRM has already begun. CRM should not be regarded as a choice. It should be accepted as something essential. In this reality financial institutions should solve subdivision problem of customers and necessity of customers with the mind of 'customer's profit is my profit'. Customer focused management should not be emphasized only by words. Efforts like viewing from the customer's point must be nurtured to provide methods to help customers. That is, we should not just follow what is done in foreign countries. We should solve the problem of our customers according to the situation of our country, our industry, our corporation. Then we can gain the trust of customers, and the value derived from the customers will become the background of CRM which will lead the corporation to success.

• Journal of Intelligence and Information Systems
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• v.16 no.3
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• pp.163-179
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• 2010

Recentlythe concept of fast fashion is drawing attention as customer needs are diversified and supply lead time is getting shorter in fashion industry. It is emphasized as one of the critical success factors in the fashion industry how quickly and efficiently to satisfy the customer needs as the competition has intensified. Because the fast fashion is inherently susceptible to trend, it is very important for fashion retailers to make quick decisions regarding items to launch, quantity based on demand prediction, and the time to respond. Also the planning decisions must be executed through the business processes of procurement, production, and logistics in real time. In order to adapt to this trend, the fashion industry urgently needs supports from intelligent quick response(QR) system. However, the traditional functions of QR systems have not been able to completely satisfy such demands of the fast fashion industry. This paper proposes an intelligent quick response system for the fast fashion(IQRS-FF). Presented are models for QR process, QR principles and execution, and QR quantity and timing computation. IQRS-FF models support the decision makers by providing useful information with automated and rule-based algorithms. If the predefined conditions of a rule are satisfied, the actions defined in the rule are automatically taken or informed to the decision makers. In IQRS-FF, QRdecisions are made in two stages: pre-season and in-season. In pre-season, firstly master demand prediction is performed based on the macro level analysis such as local and global economy, fashion trends and competitors. The prediction proceeds to the master production and procurement planning. Checking availability and delivery of materials for production, decision makers must make reservations or request procurements. For the outsourcing materials, they must check the availability and capacity of partners. By the master plans, the performance of the QR during the in-season is greatly enhanced and the decision to select the QR items is made fully considering the availability of materials in warehouse as well as partners' capacity. During in-season, the decision makers must find the right time to QR as the actual sales occur in stores. Then they are to decide items to QRbased not only on the qualitative criteria such as opinions from sales persons but also on the quantitative criteria such as sales volume, the recent sales trend, inventory level, the remaining period, the forecast for the remaining period, and competitors' performance. To calculate QR quantity in IQRS-FF, two calculation methods are designed: QR Index based calculation and attribute similarity based calculation using demographic cluster. In the early period of a new season, the attribute similarity based QR amount calculation is better used because there are not enough historical sales data. By analyzing sales trends of the categories or items that have similar attributes, QR quantity can be computed. On the other hand, in case of having enough information to analyze the sales trends or forecasting, the QR Index based calculation method can be used. Having defined the models for decision making for QR, we design KPIs(Key Performance Indicators) to test the reliability of the models in critical decision makings: the difference of sales volumebetween QR items and non-QR items; the accuracy rate of QR the lead-time spent on QR decision-making. To verify the effectiveness and practicality of the proposed models, a case study has been performed for a representative fashion company which recently developed and launched the IQRS-FF. The case study shows that the average sales rateof QR items increased by 15%, the differences in sales rate between QR items and non-QR items increased by 10%, the QR accuracy was 70%, the lead time for QR dramatically decreased from 120 hours to 8 hours.