슈나이더 일렉트리 Supply Chain 하 린&인더스트리4.0 전략

현대는 고객이 요구하는 경험을 제공하기 위해서 직원경험의 설계도 도시에 고려해야할 필요가 있다. '직원'의 위치를 캐셔나 재고확인이라는 단순작업을 하는 역할에서 고객에게 특별한 경험을 선사해주는 역할로 변화시킴으로써 즐거움, 보람을 느끼게 해주는 것이다. 고객에게 제공가치를 향상시키는 성공경험을 쌓게 함으로써 성장해나가는 것, 그러한 '경험가치의 창출'에 직원이 참가할 수 있도록 디지털의 힘을 활용하는 것이 점점 마케터에게 요구되기 시작했다.

A universal data exchange along the entire logistics chain and the standardized data platform that this requires are hot topics for many logistics companies. However, the lack of willingness on the part of those involved and the lack of technical capabilities for exchanging data pose significant barriers in implementing digital tools where trust and data protection are of the utmost priority. There is also a difference between the area of shipment data, where there is already a high level of data exchange between partners in the transport chain, and the areas of demand forecasts, material flow disruptions, and status information, where this is not yet the case.

At the same time, there are already smart solutions that supply chain managers can use to simply and cost-effectively digitalize the supply chain. And the Data Intelligence Hub already provides a standardized, universal data marketplace with comprehensive data analysis tools. ​ 

(번역)

물류사슬 전체를 아우르는 보편적 데이터 교환과 이를 위해 필요한 표준화된 데이터 플랫폼이 많은 물류기업들에게 화두가 되고 있다. 그러나, 관련자 측의 의지 부족과 데이터 교환에 대한 기술적 역량의 부족은 신뢰와 데이터 보호가 최우선인 디지털 도구를 구현하는 데 상당한 장벽이 되고 있다. 이미 운송망에서 협력사 간 데이터 교환 수준이 높은 출하 데이터 영역과 아직 그렇지 않은 수요 예측, 자재 흐름 차질, 현황 정보 등도 차이가 있다.
동시에 공급망 관리자가 공급망을 단순하고 비용 효율적으로 디지털화하기 위해 사용할 수 있는 스마트 솔루션도 이미 존재한다. 그리고 Data Intelligence Hub는 이미 포괄적인 데이터 분석 툴을 갖춘 표준화된 범용 데이터 시장을 제공하고 있다. 

제조업 공장에서의 얼굴 인증 및 영상 관리 의 시스템 도입이 높아지고 있다. 

① 안심·안전한 환경 조성 생인화(省人化)

→ 공장입구, 제조영역의 보안 향상, 접수업무의 효율화

★인물 트래킹​ 

② 품질관리 강화/효율화

→ 제조 및 검사 라인의 본인 확인 엄격화, 이력 향상

③ 근로방식 개혁 인재 개발

→ 집무 구역이나 제조 라인 의 입장, ICT 기기 편리성 향상

★ 감염증 대책​ 

Welcome to the Zendesk Customer Experience Trends Report 2020, our second annual report highlighting top trends in customer experience and engagement. With the Zendesk Benchmark, our data index of 45,000 companies using Zendesk across 140 countries, we explored how high-performing companies provide experiences that keep customers returning, and the best practices that separate the leaders from everyone else.

We also ran an external survey that included customer service agents, customer experience managers, sales leaders, and customers located across nine countries to compare their opinions on customer experience and loyalty with the single best source of data on how companies actually use their customer service solutions, the Zendesk Benchmark.

To understand the connection between customer experience (CX) and loyalty, we examined feedback from 10,000 U.S. consumers describing both their experiences with and their loyalty to different companies. The CX scores used in this model come from the 2019 XMI Customer Ratings - Overall (Customer Ratings), which evaluated 294 companies across 20 industries and assessed three areas of the customer experience — success, effort, and emotion. The loyalty metrics we used are likelihood to exhibit the following behaviors: purchase more products or services, recommend a company, forgive a company, trust a company, or try a company’s new product or service. 

Lead Customer Experience Initiatives

Robust tools to help you integrate and manage customer experience initiatives within your organization – including key frameworks, project planning tools, and design methods.

Perfect for managers that want to create a structure around their work and communicate its value to leadership.​ 

Put Customer Experience into Action

Practical exercises to help you get closer to your customers and make customer experience a part of your core competencies. Each experiment can be done in as little as one or two hours.

Ideal for managers and project teams who’d like to immerse themselves in the value of customer experience or accelerate their work.​ 

The Customer Experience is Written in Data is based on findings from an online survey of over 700 marketing and analytics executives at consumer brands. Throughout the report, leading organizations are compared with the mainstream as defined by their success in hitting their top 2016 goal.

The common ground between the two groups illuminates the role that data needs to play in marketing success. Their differences serve equally as inspiration and warning about the choices that can propel or delay an organization’s evolution.​ 

Let’s now focus on Customer Experience – much more in my space! Many of us have been saying that there are fundamental problems with CX. Experiences are not improving for customers despite a burgeoning CX industry, many more people are becoming ‘expert’ and more money is being spent on ‘solutions’. Some believe that Customer Experience will become CRM Mark 2 – i.e. Being the next big thing, being the target for technology vendors promising the holy grail yet business being disappointed with the results.

In theory, an agile approach should be perfect for CX. My fear is that taken literally, it could make matters worse. Many companies have been busy trying to ‘close the loop’, taking feedback from customers about what’s not working and fixing problems. There hasn’t been a focus on innovation and improvements that will really drive the customer experience forward.

Agile Customer Experience means more than quick fixes. Doing the quick and easy things to silence those customers who choose to give their feedback or complain, may not have a great impact on or value for the customer, in the long run. If, however, an agile approach to CX is employed to develop and introduce small changes that combined have cumulative big impact for customers, then it could be what is needed.​