Earticle

우리나라의 은행산업을 둘러싼 경영환경은 급격하게 변화하고 있다. 지난 30년간 국내 은행산업은 외형적인 성장은 이뤘지만 그 경영성과는 세계시장에서 여전히 미흡한 상황이다. 이러한 상황에서 고객가치경영을 기반으로 경영성과를 내고 있는 IBK기업은행의 사례는 국내 은행산업에 많은 시사점을 보여주고 있다. 본 연구에서는 종래의 성장위주 전략 차원을 탈피하여 고유한 성장기반을 강화하는 차별화 전략이 요구되는 은행산업에서 ‘고객중심의 소통채널’, ‘Clean IBK 10대운동을 통한 불합리한 업무관행 개선’, ‘금융소비자 보호체계 수립’, ‘고객가치 중심의 마케팅체계 개편’, ‘CS혁신활동’, ‘사회공헌활동’ 등 다양한 경영활동을 통해 경쟁력제고의 시사점을 던져주고 있는 IBK기업은행의 고객가치 중심경영의 사례를 살펴보았다. 본 연구의 이론적 시사점은 은행산업에서 고객을 정의하고 표적시장 고객별 니즈를 분석한 후 현재 및 미래 고객가치 간의 갭을 조사하고 고객가치 혁신전략을 수립하며 혁신과제를 선정하고 마지막으로 고객가치 혁신성과를 평가하는 과정을 정리했다는 점이다. 실무적 공헌으로는 사회적 가치, 정서적 가치, 기능적 가치 및 지각된 희생 등 4가지 요소가 다양한 형태로 결합되어 구성된 IBK기업은행의 고객가치 중심경영은 크게 3가지로 요약할 수 있다는 점이다.

The business environment surrounding the banking industry is changing rapidly in Korea. For past 30 years, domestic banks have achieved external growth, however, this performance is still unsatisfactory compared with many foreign banks in world market situation. Under the such circumstances cases of customer value management of IBK, which have enhanced business performance, have shown many implications toward the domestic banking industry being expected to have a burden in terms of profitability and capital adequacy. The purpose of this study is to examine customer value based management of IBK, which suggests the implications for competitiveness through a variety of business activities such as 'customer-focused communication channel', '10 movements for Clean IBK', 'establishing financial consumer protection system', 'customer value-driven marketing system', 'CS innovation', and 'corporate social responsibility' to domestic banking industry which should avoid the conventional growth-oriented strategy and need differentiation strategies in order to strengthen its own foundation for growth. Theoretical implication of this study is to define the customers in the banking industry, analyze the target market needs and customer value, investigate the gap between current and future customer value, establish customer-specific innovation strategies select innovation projects and then organize the process of assessment for customer value innovation The practical contribution of this study is to summarize customer value-oriented management of IBK that four elements such as social values, emotional value, functional value and perceived sacrifice are combined in various forms in three aspects in large.

Purpose: This study investigates success factors of ENEX which is a leading company in the kitchen furniture industry in South Korea, based on the perspective of customer satisfaction and corporate social responsibility. ENEX has grown to a successful mid-sized firm with competitive technology as a result of pursuing customer-oriented management since its establishment in 1971. Methods: Recognizing the importance of customer satisfaction, this study analyzed several cases of customer-oriented management of ENEX and interpreted their findings. Results: The successful embedment of customer satisfaction DNA in the whole organization is a major success factor of ENEX. It has been applying 7 WISE policy to all business processes from the product development to after-service to create customer value. Also, top management has fully exercised leadership to make customer-oriented organization, leading to ENEX being a competitive firm to provide products and services which can impress customers. Conclusions: ENEX has conducted various social activities based on corporate social responsibility. This study would also provide meaningful insights to understand the importance of customer-oriented management.

This study examines differences in cognitive responses with regard to ethical practices in the casino industry based on the ethical value congruence of internal casino staff members. In addition, service encounter type of the internal staff member was posited as an interaction factor affecting the relationships among ethical value congruence, job satisfaction, and organizational commitment. Study results revealed that staff member ethical value congruence could be distinguished with regard to workplace, senior and colleague contexts, thereby allowing for a more detailed division of ethical value. A second finding relates to differences in job satisfaction and organizational commitment resulting from different levels of ethical value congruence; in general, a group that exhibited a higher degree of ethical value congruence possessed both higher job satisfaction and greater organizational commitment. Lastly, the back-office team displayed higher job satisfaction and organizational commitment than the operation team.