Evaluating more than 1600 different customer

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Evaluating more than 1,600 different customer experiences in all business areas was not an easy task. KT needed to actually observe customer experiences and identify improvement tasks. KT’s internal resources facilitated these operations. Who, after all, were the people who observed customer experiences first-hand, from the viewpoint of customers themselves, and compared the results with the competition? It was none other than the new employees, of course. MAXIMIZING CUSTOMER EXPERIENCE VALUE The core members of the CVMD were worried. Commissioned to assess and improve the quality of KT’s products and services, the staff had to conduct quality assessment from the viewpoint of customers. Although the department enjoyed the full support of the organization as a newly established unit under direct supervision of the CEO, understanding the customer’s viewpoint was still a big challenge. Another problem was that the department was called on to improve customer experiences to a point where one would say, “KT has changed,” or “It turned out to be an unexpected experience.” Members of the department met frequently to find ways to diagnose and solve problems since the existing methods were no longer effective. Department director Hyun Ho-Seop, who had handled marketing at the customer contact points of various business units throughout the country for several years, recalled his For the exclusive use of P. Dhaduk, 2019. This document is authorized for use only by Parshad Dhaduk in BUOL662 Customer Satisfaction Measurement-1 taught by Stephanie Thacker, University of the Cumberlands from Aug 2019 to Feb 2020.
Page 5 9B17A020 experiences with unskilled new employees. His comment was noteworthy: “New employees would be able to see problems from the viewpoint of customers, because they didn’t have any experience with KT services.” KT established a customer experience evaluation task force, composed of new employees. Members of the task force were called “rainbow chasers.” This name, which was evocative of what was considered to be the most beautiful among meteorological phenomena, suggested KT’s desire to provide the ultimate in customer experience value. It also indicated KT’s focus on seven key areas, corresponding to the seven colours of the rainbow. “I felt that the new employees’ passion was really great. At least 18 of them worked so hard that they were getting [intravenous therapy] while continuously working,” said the department manager, Cheol-Su. The greatest difference between new employees who just joined the company and the existing experienced employees was that new employees could review KT quality and compare it with the competition purely from the viewpoint of customers. In addition, the task force had the advantages of being composed only of internal staff members, which reduced costs and made it easier to maintain strict security. Furthermore, since new employees were eager to make it a better company, they evaluated conditions strictly and proposed innovative ideas to solve the identified problems. With their understanding of the strengths and

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