• Management & Information Systems Review
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• v.23
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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.

• Korean Management Science Review
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• v.27 no.3
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• pp.197-211
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• 2010

This research applies Blattberg's CE (customer equity) model to B2B business context. Through the model we estimate customer lifetime value of a Korean semiconductor manufacturer. The results show that Blattberg model has limiting applicability to B2B business context. To overcome the limits, several suggestions were made. The main suggestion was predicting maintenance costs for different customers groups and including decision variables regarding marketing costs that would help building a differentiated CE model for the B2B business context.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.

• Journal of Korea Technology Innovation Society
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• v.7 no.3
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• pp.681-709
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• 2004

The purpose of this study is to classify customers by e-mail responsiveness on time-series analysis and testify the effectiveness of grouping by ROI analysis. Response recency, response frequency and Activity(RFA) of e-mailing systems are adapted for Customer segmentations. ROI analysis are consisted of open, click-through, duration time, personalization, conversion rate and email loyalty index of email systems. Major findings are as follows: RFA analysis is used for customer segmentations that is fundamental process of e-CRM applications. Customers can be grouped into loyal customers, odds customers, dormant customers, secession customers, and observation customers by RFA grouping. Loyal customer group has high point in all ROI index compared to other groups. These results indicated that customer responsiveness of e-mail systems were appropriate methods to group the customer with demographic variables. Therefore, effective e-mail marketing strategy of e-Biz should have suitable active DB and Behavior targeting is best approach to enforce the target e-mail marketing.

• Information Systems Review
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• v.10 no.3
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• pp.89-109
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• 2008

Korean card firms suffered harsh setbacks due to high credit defaults in 2002 and 2003, after issuing cards recklessly. Their key principle is changed to grow without damaging profitability and financial soundness. However, competition in the credit card market is heating up rapidly. Bank-affiliated card firms, having stronger sales networks and more capital than independent issuers, have increased their investments in card affiliates in a bid to develop new cash cows. Moreover, newly emerging independent card firms have waged fiercer campaigns to raise their credit card market share. In order to overcome these business conditions, S-card has settled on a strategy that focuses on stepping up marketing aimed at increasing charge card spending rather than credit card loans or cash lending services. Accordingly, S-card reformed the current business classification system of merchants, which was out-of-dated and originally built for the purpose of deciding merchant service fees only. They also drove customer segmentation planning to deliver the right customers to the right merchants. In this paper, we emphasize the problems of business classification systems of merchants with which most credit card firms have faced, and the need for reforming them not only to provide customer-tailored services but also to raise their business promotion excellence by reviewing S-card's process of customer segmentation.

• Journal of the Korea Society for Simulation
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• v.24 no.4
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• pp.97-106
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• 2015

In recent, hybrid market segmentation techniques have been widely adopted, which conduct segmentation using both general variables and transaction based variables. However, the limitation of the techniques is to generate incorrect results for market segmentation even though its methodology and concept are easy to apply. In this paper, we propose a novel scheme to overcome this limitation of the hybrid techniques and to take an advantage of product information obtained by customer's transaction data. In this scheme, we first divide a whole market into several unit segments based on the general variables and then agglomerate the unit segments with higher QAP correlations. Each product network represents for purchasing patterns of its corresponding segment, thus, comparisons of QAP correlation between product networks of each segment can be a good measure to compare similarities between each segment. A case study has been conducted to validate the proposed scheme. The results show that our scheme effectively works for Internet shopping malls.

• Journal of the Korean Operations Research and Management Science Society
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• v.33 no.1
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• pp.1-17
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• 2008

Market segmentation is a key strategic factor in increasing the expected profits, especially in the practice of revenue management. A manufacturing firm should manage both manufacturing quantities and pricing decisions over its segmented markets to maximize the expected profits, setting different price for each different segment. Also, market segments should be kept separate in order to prevent demand leakages between different market segments. In fact, even though the markets for different products are firmly segmented, it is not easy to keep separate segmentation because many products might be substitutable by customer buying behavior. That is, customers respond to price changes by purchasing other market's products instead of purchasing the originally requested products, which causes demand substitution effect ; This kind of substitution is referred to as price-driven substitution. Therefore, decisions on optimal prices should take into account the differences in customers' valuation of the different products. We consider a deterministic model for deciding optimal prices in the presence of price-driven substitution, and we compare both symmetrical-and asymmetrical-type demand substitutions between two segmented markets. The objective of this study is to develop analytical and numerical models to examine the impact of price-driven substitution on the optimal price levels and the total expected profits.

• IE interfaces
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• v.16 no.spc
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• pp.123-126
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• 2003

In this paper, we use three cluster algorithms (K-means, Self-Organizing Map, and Fuzzy K-means) to find proper graded stock market brokerage commission rates based on the cumulative transactions on both stock exchange market and HTS (Home Trading System). Stock trading investors for both modes are classified in terms of the total transaction as well as the corresponding mode of investment, respectively. Empirical analysis results indicated that fuzzy K-means cluster analysis is the best fit for the segmentation of customers of both transaction modes in terms of robustness. We then propose the rules for three grouping of customers based on decision tree and apply different brokerage commission to be 0.4%, 0.45%, and 0.5% for exchange market while 0.06%, 0.1%, 0.18% for HTS.

• Korean journal of food and cookery science
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• v.25 no.5
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• pp.531-544
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• 2009

Strategic alliance is increasingly becoming a popular strategy in the family restaurant industry. In general, strategic alliance can be defined as several brands collaborating in technology development, marketing, or production while keeping their independence as separate business entities. This study identified segments on the basis of sales promotion resulting from strategic alliances between family restaurants and card companies. This study further investigated how brand image, brand value, price fairness, customer loyalty and demographics are different among the segments. From the statistical analysis, three segments were found; 'short-period benefits oriented' segment, 'intangible and discount benefits oriented' segment and 'free benefits oriented' segment. Among the three segments, the 'free benefits oriented' and 'intangible and discount benefits oriented' segments had greater perceived brand image, brand value and customer loyalty than the 'short-period benefits oriented' segment.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.7
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• pp.4641-4650
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• 2015

This study aims to further strengthen the medical expertise to offer specialized medical care specialization strategies to gain a competitive edge through the customer segmentation of the Regional Public Hospital. Investigation period was selected to study the inpatients 26,658 people January to December 2013. The method of analysis are Cluster analysis and Decision Tree Analysis. In conclusion, female, age over 60, and diseases in musculoskeletal system and connective tissue were commonly selected as identifiers of the target market of Regional Public Hospital. Customers in this target market are loyal to specialized medical service and keeping continuous relationship with these customers through communication and monitoring of results of provided medical service would be important because the effect of word of mouth propagated to other group of customers having equivalent scale of consumption is expected. And the concentration of the scope of medical service of Regional Public Hospital and the collaboration and mutual reliance of medical service under the strategic alliance with other institutions and private hospitals are also needed.