¸¶ÀÌÆäÀÌÁö | Àå¹Ù±¸´Ï | °í°´¼¾ÅÍ | Áñ°Üã±â  
 
 
 
 
 
 
Innovation Case Innoinfo solution Event Scan Contact
ÄÁÅÙÃ÷µî·Ï
 
°æ¿µ
»ý»ê
 
°æ¿µ
»ý»ê
µðÁöÅÐ ½Ã´ë °í°´°æÇè(CX)
Àδõ½ºÆ®¸®4.0 & CSR ³ì
ºí·ÏüÀÎ ±â¼úÀÇ ÀÀ¿ë¿¡
ºí·ÏüÀÎ ±â¼úÀ» ÀÌ¿ëÇÑ
The New Normal f
µµ¿äŸ±×·ìÀÇ ¿¡³ÊÁö Àý°¨
µðÁöÅÐ ½Ã´ë °í°´°æÇè(CX)
ÇÑ´«¿¡ QCDS ÀÌ»ó°ü¸®
Àδõ½ºÆ®¸®4.0 & CSR ³ì
The New Normal f
°Ë»ö°á°ú
µðÁöÅÐ ½Ã´ë °í°´°æÇè(CX) & Á÷¿ø°æÇè(EX) º¥Ä¡
[°æ¿µ] Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]
[°æ¿µ] ºí·ÏüÀÎ ±â¼úÀÇ ÀÀ¿ë¿¡ °üÇÑ Àü·«Ã¥Á¤
[°æ¿µ] ºí·ÏüÀÎ ±â¼úÀ» ÀÌ¿ëÇÑ Â÷·® µ¥ÀÌÅÍ¡¤Á¦Ç° ÃßÀûµ¥ÀÌÅÍÀÇ º¯Á¶¹æÁö
[°æ¿µ] The New Normal for End User Computing
[°æ¿µ] µµ¿äŸ°¡ ±¸»óÇÏ´Â ½º¸¶Æ® ¸ðºô¸®Æ¼ »çȸ½ÇÇö ¹æ¾È
[°æ¿µ] µµ¿äŸÀÇ Ä¿³ØƼƮī & MaaS Àü·«
[°æ¿µ] µµÄÚ¸ðÀÇ DX °úÁ¦¿Í ³ë·Â - Docomo's future IT challenges -
[°æ¿µ] Digital Transformation through data
[°æ¿µ] Robotic Process Automation(RPA) & Human Resources
 
 
µµ¿äŸ±×·ìÀÇ ¿¡³ÊÁö Àý°¨ »ç·Ê ¹ßÇ¥
[°æ¿µ] µðÁöÅÐ ½Ã´ë °í°´°æÇè(CX) & Á÷¿ø°æÇè(EX) º¥Ä¡¸¶Å· [ÀϺ»Æí]
[»ý»ê] ÇÑ´«¿¡ QCDS ÀÌ»ó°ü¸® ¹× °³¼±ÀÌ °¡´ÉÇÑ VP¸¦ ÅëÇÑ ¾÷¹«¼º°ú ³ôÀ̱â
[°æ¿µ] Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]
[°æ¿µ] The New Normal for End User Computing
[°æ¿µ] ºí·ÏüÀÎ ±â¼úÀÇ ÀÀ¿ë¿¡ °üÇÑ Àü·«Ã¥Á¤
[°æ¿µ] ºí·ÏüÀÎ ±â¼úÀ» ÀÌ¿ëÇÑ Â÷·® µ¥ÀÌÅÍ¡¤Á¦Ç° ÃßÀûµ¥ÀÌÅÍÀÇ º¯Á¶¹æÁö
[»ý»ê] ÀÚµ¿Â÷ ±â´É¾ÈÀü »ç·Ê·Î º¸´Â ÀϺ»ÀÚµ¿Â÷¾÷°èÀÇ µ¿Çâ
[°æ¿µ] SMART COMMUNITY ̶Japan¡¯s Experience̶
[°æ¿µ] Á¦Á¶¾÷(È­ÇÐ) º»»ç, °£Á¢ºÎ¹®ÀÇ ¾÷¹«Çõ½Å
 
 
DIGITAL TRANSFORMATION: A CXO¡¯S GUIDE
DIGITAL TRANSFORMATION: A CXO¡¯S GUIDE

Digital technology -- encompassing end-user devices, local and wide-area networks, cloud apps and services, data analytics, the Internet of Things (IoT) and much more -- has profoundly changed the way businesses operate. However, ¡®digital transformation¡¯ is, in many ways, an imperfect term, as it implies that some magical technology intervention can propel an organisation into a new, more efficient and more profitable state. Of course, with faultless planning, piloting, production deployment and operational management, such a rapid transformation may well be possible. But for many businesses there will be false starts, wrong turns and failures along the way, making for more incremental digital development. No surprise, therefore, that at any given time, businesses will vary in their digital maturity, depending on the sector they¡¯re in, the quality of their leadership and business planning, and the agility with which new business processes -- both customer-facing and internal -- can be developed and implemented. 

 

(Çؼ®)

ÃÖÁ¾ »ç¿ëÀÚ ±â±â, ·ÎÄà ¹× ±¤¿ª ³×Æ®¿öÅ©, Ŭ¶ó¿ìµå ¾Û ¹× ¼­ºñ½º, µ¥ÀÌÅÍ ºÐ¼®, »ç¹°ÀÎÅͳÝ(IoT) µîÀ» Æ÷°ýÇÏ´Â µðÁöÅÐ ±â¼úÀº ±â¾÷ÀÇ ¿î¿µ ¹æ½ÄÀ» Å©°Ô º¯È­½ÃÄ×´Ù. ±×·¯³ª 'µðÁöÅÐ º¯È¯'Àº ¿©·¯ ¸é¿¡¼­ ºÒ¿ÏÀüÇÑ ¿ë¾î·Î¼­, ¾î¶² ¸¶¼úÀûÀÎ ±â¼ú °³ÀÔÀÌ Á¶Á÷À» »õ·Ó°í, ´õ È¿À²ÀûÀ̸ç, ´õ ¼öÀͼº ÀÖ´Â »óÅ·Π³»¸ô ¼ö ÀÖÀ½À» ¾Ï½ÃÇÑ´Ù. ¹°·Ð ¹«Àå¾Ö °èȹ, ÆÄÀÏ·µ, »ý»ê ¹èÄ¡ ¹× ¿î¿µ °ü¸®¸¦ ÅëÇØ ÀÌ·¯ÇÑ ½Å¼ÓÇÑ ÀüȯÀÌ °¡´ÉÇÒ °ÍÀÌ´Ù. ±×·¯³ª ¸¹Àº ±â¾÷ÀÇ °æ¿ì À߸øµÈ ½ÃÀÛ, À߸øµÈ ¹æÇâ Àüȯ ¹× ½ÇÆа¡ ¹ß»ýÇÏ¿© ´õ ¸¹Àº ÁõºÐ µðÁöÅÐ °³¹ßÀÌ ÀÌ·ç¾îÁú °ÍÀÌ´Ù. µû¶ó¼­ ±â¾÷ÀÌ ¼ÓÇÑ ºÐ¾ß, ¸®´õ½Ê ¹× ºñÁî´Ï½º °èȹÀÇ Ç°Áú, °í°´ ´ë¸é ¹× ³»ºÎÀûÀÎ »õ·Î¿î ºñÁî´Ï½º ÇÁ·Î¼¼½º¸¦ °³¹ßÇÏ°í ±¸ÇöÇÒ ¼ö ÀÖ´Â ¹Îø¼º¿¡ µû¶ó ¾ðÁ¦µçÁö ºñÁî´Ï½ºÀÇ µðÁöÅÐ ¼º¼÷µµ°¡ ´Þ¶óÁú ¼ö ÀÖ´Ù´Â °ÍÀº ³î¶ó¿î ÀÏÀÌ ¾Æ´Ï´Ù. 

 
°æ¿µ | 2020.10.07 | ¹«·á | ±¸¸Å(0) | Á¶È¸(449)
Å°¿öµå: µðÁöÅÐ, Æ®·£½ºÆ÷¸ÞÀ̼Ç, DT, °¡À̵å, CXO
 
 
DIGITAL TRANSFORMATION: CHANGES AND CHANCES
DIGITAL TRANSFORMATION: CHANGES AND CHANCES

Digitalization impacts individuals, businesses, and society as a whole. In particular, the fast spread of digital technologies sets enormous change in motion. This implies huge challenges –and at the same time – promising chances for companies.

The successful exploitation of such chances, however, requires many companies to transform appropriately. It is not that businesses need digitalization, but rather if they ignore it, they will be left behind. This particularly concerns well-established companies that are not primarily structured around or operating in the digital economy, and thus do not have native digital structures, yet whose future will depend on successful digital transformation.

Therefore, this study is geared towards managers of well-stablished companies, presenting them our perspective on the changes and chances associated with digital transformation. Based on the empirical insights from interviews, workshops, and applied research projects, six action fields are identified as relevant for successful digital transformation: Customer, Value Proposition, Operations, Data, Organizations, and Transformation Management. Each field is discussed in detail within this study. Furthermore, we propose a digital transformation self-assessment tool, allowing companies to assess their individual need for action within each field based on their individual prioritization.​ 

 

(Çؼ®)

µðÁöÅÐÈ­´Â °³ÀÎ, ±â¾÷, »çȸ Àüü¿¡ ¿µÇâÀ» ¹ÌÄ£´Ù. ƯÈ÷ µðÁöÅÐ ±â¼úÀÇ ºü¸¥ È®»êÀº ¿îµ¿¿¡ ¾öû³­ º¯È­¸¦ °¡Á®¿Â´Ù. ÀÌ´Â ±â¾÷¿¡°Ô Å« µµÀü°ú µ¿½Ã¿¡ À¯¸ÁÇÑ ±âȸ¸¦ ¾Ï½ÃÇÑ´Ù.

±×·¯³ª ±×·¯ÇÑ ±âȸ¸¦ ¼º°øÀûÀ¸·Î ÀÌ¿ëÇÏ·Á¸é ¸¹Àº ±â¾÷µéÀÌ ÀûÀýÇÏ°Ô º¯¸ðÇØ¾ß ÇÑ´Ù. ±â¾÷ÀÌ µðÁöÅÐÈ­¸¦ ÇÊ¿ä·Î ÇÏ´Â °ÍÀÌ ¾Æ´Ï¶ó ¹«½ÃÇÏ¸é µÚóÁø´Ù. À̴ ƯÈ÷ µðÁöÅÐ °æÁ¦¿¡¼­ ÁÖ·Î ±¸Á¶È­µÇ°Å³ª ¿î¿µµÇÁö ¾ÊÀ¸¸ç, µû¶ó¼­ °íÀ¯ÀÇ µðÁöÅÐ ±¸Á¶¸¦ °¡Áö°í ÀÖÁö ¾ÊÁö¸¸ ¼º°øÀûÀÎ µðÁöÅÐ Àüȯ¿¡ µû¶ó ¹Ì·¡°¡ Á¿ìµÇ´Â Àß È®¸³µÈ ±â¾÷µé¿¡ °üÇÑ °ÍÀÌ´Ù.

µû¶ó¼­, º» ¿¬±¸´Â Àß ¾Ë·ÁÁø ±â¾÷ÀÇ °æ¿µÀÚµéÀ» ´ë»óÀ¸·Î Çϸç, µðÁöÅÐ Àüȯ°ú °ü·ÃµÈ º¯È­¿Í ±âȸ¿¡ ´ëÇÑ ¿ì¸®ÀÇ °üÁ¡À» Á¦½ÃÇÑ´Ù. ÀÎÅͺä, ¿öÅ©¼¥ ¹× ÀÀ¿ë ¿¬±¸ ÇÁ·ÎÁ§Æ®¿¡¼­ ¾òÀº °æÇèÀû ÅëÂû·ÂÀ» ¹ÙÅÁÀ¸·Î ¼º°øÀûÀÎ µðÁöÅÐ Àüȯ¿¡ °ü·ÃµÈ 6°¡Áö Çൿ ºÐ¾ß¸¦ ÆľÇÇÑ´Ù. °í°´, °¡Ä¡ Á¦¾È, ¿î¿µ, µ¥ÀÌÅÍ, Á¶Á÷ ¹× Çõ½Å °ü¸®. ÀÌ ¿¬±¸¿¡¼­´Â °¢ ºÐ¾ß¿¡ ´ëÇØ »ó¼¼È÷ ³íÇÑ´Ù. ³ª¾Æ°¡ ±â¾÷ÀÌ °³º° ¿ì¼±¼øÀ§¸¦ ±âÁØÀ¸·Î °¢ ºÐ¾ßº° Çൿ¿¡ ´ëÇÑ °³º° Çʿ伺À» Æò°¡ÇÒ ¼ö ÀÖ´Â µðÁöÅÐ Àüȯ ÀÚü Æò°¡ µµ±¸¸¦ Á¦¾ÈÇÑ´Ù.​ 

 
°æ¿µ | 2020.10.07 | ¹«·á | ±¸¸Å(0) | Á¶È¸(490)
Å°¿öµå: ÇÁ¶ó¿îÈ£ÆÛ, DT, Æ®·£½ºÆ÷¸ÞÀ̼Ç, µðÁöÅÐ, µðÁöÅÐ Àüȯ
 
 
Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]
Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]

¼º°øÀûÀÎ º¥Ä¡¸¶Å·À» Çϱâ À§Çؼ­´Â ¿¬¼ö¸®´õ°¡ Best Practice ¿¡ ´ëÇÑ ¿­Á¤, ÀÇÁö, ±×¸®°í È®½ÅÀ» °¡Áö°í º¥Ä¡¸¶Å· È°µ¿À» ÁÖµµ ÇØ¾ß ÇÑ´Ù ÀÌ¿¡ ÀÓÇÏ´Â ÀÚ¼¼´Â Á¤º¸°¡ ¾ø´Ù´Â ¼Ò±ØÀû »ç°í¸¦ ¹ö¸®°í, ¹Ýµå½Ã ȹµæÇÒ ¼ö ÀÖ´Ù´Â Àû±ØÀûÀÎ ÀÇÁö°¡ ÇÊ¿äÇÏ´Ù. 

4Â÷»ê¾÷ÀÇ º»°ÝÀûÀÎ ½ÃÀÛÀº µ¶ÀÏ Àδõ½ºÆ®¸® 4.0 ºÎÅͶó°í ÇÒ ¼ö ÀÖÀ» °ÍÀÌ´Ù. °­ÇÑ Á¦Á¶±¹°¡ÀÎ µ¶ÀÏÀÌ ÃÊ¿¬°á»çȸ¸¦ ¸®µåÇÏ·Á´Â ÀÌÀ¯´Â °á±¹ º¯È­µÈ »ê¾÷ȯ°æ ¶§¹®ÀÌ´Ù. ÇÑÆí, Àδõ½ºÆ®¸® 4.0 ¿Ü¿¡µµ µ¶ÀÏÀÌ Áß½ÃÇÏ´Â Ç׸ñÀÌ Àִµ¥ ±×°ÍÀº ¹Ù·Î ȯ°æÀÌ´Ù. µ¶ÀÏÀº ±â¾÷°æ¿µ¿¡¼­µµ ģȯ°æÀûÀÎ Çຸ¸¦ º¸ÀÌ°í ÀÖ´Ù ¹Ì·¡¼¼´ë¿¡ ´ëÇÑ Ã¥ÀÓ°ú Àǹ«¸¦ ´ÙÇϱâ À§ÇØ ±â¾÷ÀÇ »çȸÀûÃ¥ÀÓ (CSR) À̶ó´Â À̸§ ¾Æ·¡ ³ì»ö°æ¿µÀ» ÇÑ´Ù​.

 
°æ¿µ | 2020.09.08 | 100,000¿ø | ±¸¸Å(0) | Á¶È¸(2,210)
Å°¿öµå: CSR, µ¶ÀÏ, 4Â÷»ê¾÷, ³ì»ö°æ¿µ, Àδõ½ºÆ®¸®4.0
 
 
Leadership in Mobility-as-a-Service (MaaS)
Leadership in Mobility-as-a-Service (MaaS)
The following presentations contain forward-looking statements and information on the business development of the Volkswagen Group. These statements may be spoken or written and can be recognized by terms such as ¡°expects¡±, ¡°anticipates¡±, ¡°intends¡±,  ¡°plans¡±, ¡°believes¡±, ¡°seeks¡±, ¡°estimates¡±, ¡°will¡± or words with similar meaning. These statements are based on assumptions relating to the development of the economies of individual countries, and in particular of the automotive industry, which we have made on the basis of the information available to us and which we consider to be realistic at the time of going to press. The estimates given involve a degree of risk, and the actual developments may differ from those forecast. The Volkswagen Group currently faces additional risks and uncertainty related to pending claims and investigations of Volkswagen Group members in a number of jurisdictions in connection with findings of irregularities relating to exhaust emissions from diesel engines in certain Volkswagen Group vehicles. The degree to which the Volkswagen Group may be negatively affected by these ongoing claims and investigations remains uncertain.
 
°æ¿µ | 2020.09.02 | ¹«·á | ±¸¸Å(0) | Á¶È¸(450)
Å°¿öµå: Æø½º¹Ù°Õ, MAAS, ¸ðºô¸®Æ¼, Àü·«, CDO
 
 
MAAS ±×¸®°í Áö¼Ó°¡´ÉÇÑ µµ½É ¸ðºô¸®Æ¼  °èȹ
MAAS ±×¸®°í Áö¼Ó°¡´ÉÇÑ µµ½É ¸ðºô¸®Æ¼ °èȹ

This document provides guidance on a specific topic related to Sustainable Urban Mobility Planning (SUMP). It is based on the concept of SUMP, as outlined by the European Commission¡¯s Urban Mobility Package and described in detail in the European SUMP Guidelines (second edition).

Sustainable Urban Mobility Planning is a strategic and integrated approach for dealing with the complexity of urban transport. Its core goal is to improve accessibility and quality of life by achieving a shift towards sustainable mobility. SUMP advocates for fact-based decision making guided by a long-term vision for sustainable mobility. As key components, this requires a thorough assessment of the current situation and future trends, a widely supported common vision with strategic objectives, and an integrated set of regulatory, promotional, financial, technical and infrastructure measures to deliver the objectives – whose implementation should be accompanied by reliable monitoring and evaluation. In contrast to traditional planning approaches, SUMP places particular emphasis on the involvement of citizens and stakeholders, the coordination of policies between sectors (transport, land use, environment, economic development, social policy, health, safety, energy, etc.), and a broad cooperation across different layers of government and with private actors. 

 
°æ¿µ | 2020.08.31 | ¹«·á | ±¸¸Å(0) | Á¶È¸(466)
Å°¿öµå: ¸ðºô¸®Æ¼, À¯·´»ç·Ê, µµ½É, À̵¿¼ö´Ü, maas
 
 
Mobility on Demand
Mobility on Demand

The market for personal mobility is changing rapidly due to shifting demographics and social trends, as well as technological advances such as smartphones, information processing, and widespread data connectivity. Mobility on Demand (MOD) is an innovative transportation concept evolving around connected travelers, where consumers can access mobility and goods delivery services on demand by dispatching or using public transportation, shared mobility, courier services, urban air mobility, and other innovative and emerging technologies. The U.S. Department of Transportation (DOT) defines MOD as a concept based on the principle that transportation is a commodity where modes have economic values that are distinguishable in terms of cost, journey time, wait time, number of connections, convenience, and other attributes. Modes facilitated through MOD providers can include carsharing, bikesharing, carpooling–vanpooling, ridesourcing, scooter sharing, microtransit, shuttle services, public transportation, and other innovative and emerging transportation solutions. MOD has the potential to Embrace the needs of all users (travelers and shippers), public and private facilities, and services across all modes—including motor vehicles, pedestrians, bicycles, public transit, for-hire vehicle services, carpooling/vanpooling, goods delivery, and other transportation services;

¡Ü Enable transportation system operators and their partners to monitor, predict, and influence conditions across an entire mobility ecosystem and region;

¡Ü Receive data inputs from multiple sources and provide response strategies geared to various operational objectives;

¡Ü Incorporate public-sector objectives and interactions related to transportation system performance; and

¡Ü Improve transportation system efficiency and increase the accessibility and mobility of all travelers.​ 

 

(Çؼ®)

°³ÀÎ À̵¿¼º ½ÃÀåÀº ½º¸¶Æ®Æù, Á¤º¸ ó¸®, ±¤¹üÀ§ÇÑ µ¥ÀÌÅÍ ¿¬°á°ú °°Àº ±â¼ú ¹ßÀü»Ó¸¸ ¾Æ´Ï¶ó Àα¸ Åë°è¿Í »çȸ Æ®·»µåÀÇ º¯È­·Î ÀÎÇØ ºü¸£°Ô º¯È­ÇÏ°í ÀÖ´Ù. ¸ðºô¸®Æ¼ ¿Â µð¸Çµå(MOD)´Â ¿¬°á ¿©Çà°´À» Áß½ÉÀ¸·Î ÁøÈ­ÇÏ´Â Çõ½ÅÀûÀÎ ±³Åë °³³äÀ¸·Î, ¼ÒºñÀÚµéÀÌ ´ëÁß±³Åë, °øÀ¯ ¸ðºô¸®Æ¼, ÅÃ¹è ¼­ºñ½º, µµ½Ã Ç×°ø ¸ðºô¸®Æ¼, ±âŸ Çõ½ÅÀûÀÌ°í »õ·Ó°Ô ¶°¿À¸£´Â ±â¼úÀ» ÆÄ°ßÇϰųª È°¿ëÇÏ¿© ¼ö¿ä¿¡ µû¶ó ¸ðºô¸®Æ¼ ¹× »óÇ° ¹è¼Û ¼­ºñ½º¿¡ Á¢±ÙÇÒ ¼ö ÀÖ´Ù. ¹Ì±¹ ±³ÅëºÎ(DOT)´Â ±³Åë¼ö´ÜÀÌ ºñ¿ë, ¿©Çà½Ã°£, ´ë±â½Ã°£, Á¢¼ÓȽ¼ö, ÆíÀǼº, ±âŸ ¼Ó¼º µî¿¡¼­ ±¸ºÐÇÒ ¼ö ÀÖ´Â °æÁ¦Àû °¡Ä¡¸¦ °®´Â »óÇ°À̶ó´Â ¿øÄ¢¿¡ µû¶ó MOD¸¦ °³³äÀ¸·Î Á¤ÀÇÇÑ´Ù. MOD Á¦°øÀÚ¸¦ ÅëÇØ ÃËÁøµÇ´Â ¸ðµå¿¡´Â Ä«¼Î¾î¸µ, ¹ÙÀÌÄÉ»þ¸µ, Ä«Ç®-¹ÝÇ®¸µ, ¶óÀÌ´õ ¼Ò½Ì, ½ºÄíÅÍ °øÀ¯, ¸¶ÀÌÅ©·ÎÆ®·£½º, ¼ÅƲ ¼­ºñ½º, ´ëÁß±³Åë ¹× ±âŸ Çõ½ÅÀûÀÌ°í »õ·Ó°Ô ¶°¿À¸£´Â ±³Åë ¼Ö·ç¼ÇÀÌ Æ÷Ç﵃ ¼ö ÀÖ´Ù. MOD´Â ÀÚµ¿Â÷, º¸ÇàÀÚ, ÀÚÀü°Å, ´ëÁß±³Åë, ·»ÅÍÄ« ¼­ºñ½º, Ä«Ç®/¹êÇ®¸µ, »óÇ° ¹è¼Û ¹× ±âŸ ¿î¼Û ¼­ºñ½º¸¦ Æ÷ÇÔÇÑ ¸ðµç ¸ðµå¿¡¼­ ¸ðµç »ç¿ëÀÚ(¿©ÇàÀÚ ¹× ¹ß¼ÛÀÚ), °ø°ø ¹× ¹Î°£ ½Ã¼³ ¹× ¼­ºñ½º¸¦ ¼ö¿ëÇÒ ¼ö ÀÖ´Â ÀáÀç·ÂÀ» °¡Áö°í ÀÖ´Ù.
¡Ü ±³Åë½Ã½ºÅÛ ¿î¿µÀÚ ¹× Çù·Â¾÷ü°¡ Àüü À̵¿¼º »ýÅÂ°è ¹× Áö¿ª¿¡ °ÉÃÄ »óŸ¦ ¸ð´ÏÅ͸µ, ¿¹Ãø ¹× ¿µÇâÇÒ ¼ö ÀÖµµ·Ï Áö¿ø
¡Ü º¹¼öÀÇ Ãâó·ÎºÎÅÍ µ¥ÀÌÅÍ ÀÔ·ÂÀ» ¹Þ¾Æ ´Ù¾çÇÑ ¿î¿µ ¸ñÇ¥¿¡ ¸ÂÃá ´ëÀÀÀü·« Á¦°ø
¡Ü ±³Åëü°è ¼º°ú¿Í °ü·ÃµÈ °ø°øºÎ¹®ÀÇ ¸ñÇ¥¿Í »óÈ£ÀÛ¿ëÀ» ÅëÇÕÇÑ´Ù.
¡Ü ±³Åëü°è È¿À² Çâ»ó ¹× ¸ðµç ¿©ÇàÀÚÀÇ Á¢±Ù¼º ¹× À̵¿¼º Çâ»ó 

 
°æ¿µ | 2020.08.31 | ¹«·á | ±¸¸Å(0) | Á¶È¸(508)
Å°¿öµå: ¸ðºô¸®Æ¼, mobility, Áö¼Ó°¡´É, ½º¸¶Æ®, °øÁ¤ÇÑ ¹Ì·¡
 
 
Global economic effects of COVID-19
Global economic effects of COVID-19

Since the COVID-19 outbreak was first diagnosed, it has spread to over 200 countries and all U.S. states. The pandemic is negatively affecting global economic growth beyond anything experienced in nearly a century. Estimates so far indicate the virus could trim global economic growth by 3.0% to 6.0% in 2020, with a partial recovery in 2021, assuming there is not a second wave of infections. The economic fallout from the pandemic raises the risks of a global economic recession with levels of unemployment not experienced since the Great Depression of the 1930s.

The human costs in terms of lives lost will permanently affect global economic growth in addition to the cost of rising levels of poverty, lives upended, careers derailed, and increased social unrest. Global trade could also fall by 13% to 32%, depending on the depth and extent of the global economic downturn, exacting an especially heavy economic toll on trade-dependent developing and emerging economies. The full impact will not be known until the effects of the pandemic peak. This report provides an overview of the global economic costs to date and the response by governments and international institutions to address these effects.

 

(Çؼ®)

COVID-19°¡ óÀ½ ¹ß°ßµÈ ÀÌÈÄ, °¨¿°Àº 200°³ ÀÌ»óÀÇ ³ª¶ó¿Í ¹Ì±¹ÀÇ ¸ðµç ÁÖµé·Î ÆÛÁ³´Ù. ÀÌ ÆÒµ¥¹ÍÀº °ÅÀÇ ÇÑ ¼¼±â µ¿¾È °æÇèÇß´ø ±× ¾î¶² °Íº¸´Ùµµ ¼¼°è °æÁ¦ ¼ºÀå¿¡ ºÎÁ¤ÀûÀÎ ¿µÇâÀ» ¹ÌÄ¡°í ÀÖ´Ù. ÇöÀç±îÁö ÃßÁ¤ÇÑ ¹Ù¿¡ µû¸£¸é ÀÌ ¹ÙÀÌ·¯½º´Â Á¦2Â÷ °¨¿°ÀÌ ¾ø´Ù°í °¡Á¤ÇßÀ» ¶§ 2021³â¿¡´Â ºÎºÐÀûÀΠȸº¹°ú ÇÔ²² 2020³â¿¡´Â ¼¼°è °æÁ¦ ¼ºÀåÀ» 3.0%¿¡¼­ 6.0%±îÁö °¨¼Ò½Ãų ¼ö ÀÖ´Ù. ÆÒµ¥¹ÍÀ¸·Î ÀÎÇÑ °æÁ¦Àû ¿©ÆÄ´Â 1930³â´ë ´ë°øȲ ÀÌÈÄ °æÇèÇÏÁö ¸øÇß´ø ½Ç¾÷·ü ¼öÁØ°ú ÇÔ²² ¼¼°è °æÁ¦ ºÒȲÀÇ À§ÇèÀ» ³ô¿´´Ù.

ÀÎ¸í ¼Õ½Ç Ãø¸é¿¡¼­ Àΰ£ÀÇ ºñ¿ëÀº ºó°ï ¼öÁØ Áõ°¡, »ýÈ° Çâ»ó, °æ·Â ´ÜÀý, »çȸ ºÒ¾È Áõ°¡¿Í ´õºÒ¾î ¼¼°è °æÁ¦ ¼ºÀå¿¡ ¿µ±¸ÀûÀ¸·Î ¿µÇâÀ» ¹ÌÄ¥ °ÍÀÌ´Ù. ¼¼°è ¹«¿ªµµ ¼¼°è °æ±â ħüÀÇ ±íÀÌ¿Í Á¤µµ¿¡ µû¶ó 13%¿¡¼­ 32%±îÁö Ç϶ôÇÒ ¼ö ÀÖ¾î ¹«¿ª ÀÇÁ¸Çü °³¹ßµµ»ó±¹°ú ½ÅÈï±¹µéÀÇ °æÁ¦ ÇÇÇØ°¡ ƯÈ÷ Ŭ ¼ö ÀÖ´Ù. ´ëÀ¯Çà Á¤Á¡ÀÇ ¿µÇâÀÌ ÀÖÀ» ¶§±îÁö´Â ¿ÏÀüÇÑ ¿µÇâÀº ¾Ë ¼ö ¾øÀ» °ÍÀÌ´Ù. ÀÌ º¸°í¼­´Â ÇöÀç±îÁö ¼¼°è °æÁ¦ ºñ¿ë¿¡ ´ëÇÑ °³¿ä¿Í ÀÌ·¯ÇÑ È¿°ú¸¦ ´Ù·ç±â À§ÇÑ Á¤ºÎ ¹× ±¹Á¦ ±â°üÀÇ ´ëÀÀ¿¡ ´ëÇÑ °³¿ä¸¦ Á¦°øÇÑ´Ù.​ 

 
°æ¿µ | 2020.08.18 | ¹«·á | ±¸¸Å(0) | Á¶È¸(486)
Å°¿öµå: covid19, economy, effects, report, pandemic
 
 
¿ø°Ý±Ù¹« È°¿ë»ç·Ê: (ÁÖ)CSS(ÀϺ»±â¾÷)
¿ø°Ý±Ù¹« È°¿ë»ç·Ê: (ÁÖ)CSS(ÀϺ»±â¾÷)

Äڷγª ´ëÀÀ¹æ¾ÈÀ¸·Î¼­ ¿ø°Ý±Ù¹«¸¦ µµÀÔÇÏ°í ½ÍÁö¸¸ ¿¹»êÀÌ ¾ø´Ù, ¹«¾ùºÎÅÍ ½ÃÀÛÇϸé ÁÁÀ»Áö ¸ð¸¥´Ù´Â µîÀÇ ÀÌÀ¯·Î ¾î·Á¿òÀ» °Þ´Â ºÐµéÀÌ ¸¹Áö ¾ÊÀ»±î? ¹Ý´ë·Î ¿ø°Ý±Ù¹« ȯ°æÀº µµÀÔÇßÁö¸¸, °í°´°ú ÀçÅà ¸â¹ö¿ÍÀÇ ¿¬¶ô ¼ö´ÜÀ» ¾î¶»°Ô ½ÇÇöÇϴ°¡, ¿î¿ë °ü¸®ÀÇ ÃÖÀûÈ­ ¼Ö·ç¼Ç µîÀ» ¼Ò°³ÇØ°í ÀÖ´Ù.

 

¼Ò°³ ¼­ºñ½º °³¿ä

¾Æ¸¶Á¸ À¥ ¼­ºñ½º(AWS)ÀÇ µ¥½ºÅ©Åé ¼­ºñ½º(DaaS)¸¦ ÀÌ¿ëÇÑ Å¬¶óÀ̾ðÆ® 

 

ÅÚ·¹¿öÅ© ȯ°æ

¾Æ¸¶Á¸ À¥ ¼­ºñ½º(AWS) ÄÜÅÃÆ® ¼¾Å͸¦ ÀÌ¿ëÇÑ ÀçÅà ¸â¹ö·ÎÀÇ TEL ¿¬¶ô ȯ°æ​ 

 
°æ¿µ | 2020.08.10 | ¹«·á | ±¸¸Å(0) | Á¶È¸(369)
Å°¿öµå: ASW, ¾Æ¸¶Á¸, »ç·Ê, ¿ø°Ý±Ù¹«, ÅÚ·¹¿öÅ©
 
 
Global Customer Experience Benchmarking Report(20)
Global Customer Experience Benchmarking Report(20)

In this Executive Guide to the NTT 2020 Global Customer Experience Benchmarking Report, we look at some of the main themes related to CX business outcomes and how they apply to organizations seeking to create CX that truly does set them apart.

We trust this information is useful to you as you work towards designing and building an integrated approach to effortless CX.​ 

 

(Çؼ®)

NTT 2020 ±Û·Î¹ú °í°´ °æÇè º¥Ä¡¸¶Å· º¸°í¼­ÀÇ º» ÁýÇà °¡À̵忡¼­´Â CX »ç¾÷ ¼º°ú¿Í °ü·ÃµÈ ¸î °¡Áö ÁÖ¿ä ÁÖÁ¦¿Í CX¸¦ ½ÇÁ¦·Î Â÷º°È­ÇÏ´Â CX¸¦ ¸¸µé·Á´Â Á¶Á÷¿¡ Àû¿ëÇÏ´Â ¹æ¹ý¿¡ ´ëÇØ »ìÆ캻´Ù.

¿ì¸®´Â ´ç½ÅÀÌ ÈûµéÀÌÁö ¾Ê´Â CX¿¡ ´ëÇÑ ÅëÇÕ Á¢±Ù¹ýÀ» ¼³°èÇÏ°í ±¸ÃàÇϱâ À§ÇØ ³ë·ÂÇÒ ¶§ ÀÌ Á¤º¸°¡ ´ç½Å¿¡°Ô À¯¿ëÇÏ´Ù°í ¹Ï´Â´Ù.​ 

 
°æ¿µ | 2020.08.07 | ¹«·á | ±¸¸Å(0) | Á¶È¸(547)
Å°¿öµå: CX, °í°´°æÇè, º¸°í¼­, 2020, º¥Ä¡¸¶Å·
 
 
Global Customer Experience Benchmarking Report(19)
Global Customer Experience Benchmarking Report(19)

With the customer now unquestionably at the centre of organisational strategy, the spotlight is on customer experience (CX). Yet, the findings from this year¡¯s Global CX Benchmarking Report reveal something of an artificial reality: a gap between CX ambitions and truly customer-focused change. The bridge? An integrated CX strategy that¡¯s built from the outside in. 

 

(Çؼ®)

°í°´ÀÌ ÀÌÁ¦ ÀǽÉÇÒ ¿©Áö ¾øÀÌ Á¶Á÷ Àü·«ÀÇ Á߽ɿ¡ ¼­ ÀÖ´Â »óȲ¿¡¼­ ½ºÆ÷Æ®¶óÀÌÆ®´Â °í°´ °æÇè(CX)¿¡ ÀÖ´Ù. ±×·¯³ª 2019 ±Û·Î¹ú CX º¥Ä¡¸¶Å· º¸°í¼­ÀÇ ¿¬±¸ °á°ú´Â CX ¾ß¸Á°ú ÁøÁ¤À¸·Î °í°´ Áß½ÉÀûÀÎ º¯È­ »çÀÌÀÇ °ÝÂ÷¶ó´Â ÀÎÀ§ÀûÀÎ Çö½ÇÀ» º¸¿©ÁØ´Ù. ±× ¿¬°á°í¸®´Â? ¿ÜºÎ¿¡¼­ ±¸ÃàµÈ ÅëÇÕ CX Àü·«ÀÌ´Ù. 

 
°æ¿µ | 2020.08.07 | ¹«·á | ±¸¸Å(0) | Á¶È¸(393)
Å°¿öµå: CX, º¥Ä¡¸¶Å·, º¸°í¼­, 2019, °í°´°æÇè
1   2   3   4   5   6   7   8   9   10  
     
   
À̳ëÀÎÆ÷ | ´ëÇ¥ÀÌ»ç : ÀÓÇؼº | °³ÀÎÁ¤º¸Ã¥ÀÓÀÚ : ÀÓÇؼº | À̸ÞÀÏ : maumejuin@gmail.com
»ç¾÷ÀÚµî·Ï¹øÈ£ : 546-90-00472 | Åë½ÅÆǸž÷½Å°í : 2014-¼­¿ï±Ýõ-0611
ÁÖ¼Ò : (153-803) ¼­¿ï ±Ýõ±¸ °¡»êµðÁöÅÐ 1·Î 128 STX-VŸ¿ö 1303È£ | ´ëÇ¥ÀüÈ­ : 02-854-2600 | Æѽº¹øÈ£ : 02-852-5522
Copyright 2015 GBC Co. Ltd. All rights reserved.
     
ȸ»ç¼Ò°³ °³ÀÎÁ¤º¸Ãë±Þ¹æħ ȸ¿ø¾à°ü °í°´Áö¿ø¼¾ÅÍ ÀúÀÛ±Ç Ä§ÇؽŰí Á¦ÈÞ ¹× ±¤°í¹®ÀÇ À§·Î