책 속에서

머리말

고객관계관리란 무엇인가?
관계라는 단어는 홀로 단독적으로 쓰일 때는 다소 어색해 보이지만, 이미 우리 사회에서 너무 흔하게 보편적으로 사용하고 있는 단어이다. 예를 들어, ‘가족관계’, ‘남녀관계’, ‘혈연관계’, ‘인간관계’ 등 무수히 많은 일상 속에서 우리는 ‘관계’라는 단어를 아주 흔하게 사용하고 있음을 알 수 있다. 특히, 기업이 고객에게 서비스 제공에 실패하는 경우가 발생했을 때 기업과 좋은 관계를 맺은 고객은 기업의 서비스 실패를 더 잘 용서하며 기업의 서비스 회복 노력에 좀 더 우호적이라는 것을 알 수 있다.
따라서 기업은 고객을 ‘우리(we)’라는 ‘관계(relationship)’ 속으로 끌어들여야 한다. ‘우리’라는 관계 속으로 끌어들이고 좋은 관계를 지속하기 위해서는, 단순히 표면상의 드러나 고객의 요구사항들을 단순 대응적으로 응대하는 것이 아니라 더 나아가 고객의 필요성을 선제적으로 예측하고 관리해야 한다. 또한 고객의 숨겨진 마음을 읽고 적절하게 해석하여 고객 내면의 깊숙한 곳까지 고객의 마음을 이해하고, 동병상련의 심정으로 고객의 필요성을 공감해야 한다.
즉, 관계경영이란 신규고객 획득, 기존고객 유지, 고객 수익성 증대 등을 위하여 차별화된 마케팅 활동을 통해 고객행동을 이해하고 고객과의 장기적인 관계 형성을 통하여 고객의 평생 가치를 극대화하여 기업의 수익성을 높이는 경영활동이라고 할 수 있다.

ESG 경영 시대의 고객관계관리
최근 들어서 ESG 경영과 투자에 대한 논의 및 대응방안 마련에 대한 우리나라 대기업 및 중소기업들의 준비가 다양하게 이루어지고 있다. 얼핏 보면 ESG 경영과 고객관계관리 및 메타버스가 잘 연결되지 않는 것처럼 보이지만, 보다 기업 전반의 통찰력을 갖고 고객의 시각으로 바라보면 앞으로 스마트한 고객들은 상품이나 서비스를 받으려 할 때 ESG 인증 태그가 있는지 없는지에 따라서 구매 의사결정을 하려고 할 것이다. 이미 ESG ETF와 같은 금융상품이 출시되어 ESG를 충실히 이행하는 기업들에 대해서 투자가 실행하고 있으며 이러한 투자 결과로는 ESG 경영을 잘 실행하는 기업들에게 투자금이 집중되게 된다. 이에 따라 이러한 기업들은 더 발전하게 되고 성장하게 되는 결과를 가져올 수 있다. 이처럼 고객관계관리의 시각에서도 많은 글로벌 기업들은 자신의 상품 및 서비스가 고객의 선택을 잘 받기 위해서는 자신의 기업이 ESG 경영에 충실하게 참여하고 있는 등급이나 점수 등이 다른 기업들에 비해서 높다는 것을 공시하고 고객들에게 인정받아야 한다. 즉 현재 기업 경영에 있어서 또 다른 중요 변수가 ESG 관계 변수이다.
ESG 경영에 대해서 간략히 살펴보면 다음과 같다. ESG 경영이란 기업이 비재무적 성과를 창출하기 위한 비즈니스 모델을 구축하여 운영하는 것을 말하며, 이는 새로운 개념이 아니라 지속가능경영의 발전 패러다임 상에서 가장 최근까지 발전된 개념이다. ESG 경영은 기업의 목적이 ‘주주’에서 ‘모든 이해관계자’의 이익 창출로 재정의되면서 확산되었고, 기업이 장기적으로 리스크를 줄이고 가치를 창출함으로써 ‘지속가능성’이라는 궁극적인 목표를 달성하는데 필요한 경영이다. 즉, ESG는 환경(Environment), 사회(Social), 지배구조(Governance)의 약자로 기업의 비재무적 성과를 나타내는 요소이며, 기업이 경영 전략을 실행하고 리스크를 관리하여 기업 가치를 높이는 데 영향을 미치는 환경, 사회, 지배구조에 관한 요인을 말한다.

ESG의 각 요소를 간단히 살펴보면 다음과 같다.
먼저, E(환경)에서 가장 중요한 개념은 탄소중립이다. 탄소중립이란 대기 중 이산화탄소 농도 증가를 막기 위해 인간 활동에 의한 배출량은 최대한 감소시키고, 흡수량은 증대하여 순 배출량이 ‘0’이 된 상태를 의미한다.
1 탄소중립 세계 각국은 재생에너지 100% 사용(RE100), 녹색분류체계(Taxonomy), 탄소배출권거래제(ETS), 탄소국경조정제도(CBAM) 등 탄소중립 달성을 위해 정책과 법안 등을 추진하고 있다.
S(사회) 영역의 주요 화두는 DEI(Diversity, Equity and Inclusion, 다양성, 형평성, 포용성)이다. 이는 성별, 인종, 연령, 배경, 성적 지향, 장애, 종교 등에 관계 없이 공정한 기회를 제공하고 포용적인 조직 문화를 조성하는 것은 의미한다. DEI는 기업의 생존에 중요한 영향을 미치는 요소이다. 다양성은 혁신을 촉발하며, 기업의 회복력을 강화시킨다. 글로벌 기업들은 DEI를 적극적으로 추구하는 추세이다. 트레일리언트(Traliant)의 2021년 조사에 따르면 기업의 79%가 2022년에 DEI에 대해 더 많은 예산을 할당할 것이라고 응답하였다.
G(지배 구조)의 핵심 쟁점은 건강한 의사결정체계를 통해 투자자와 주주를 포함한 주요 이해관계자를 보호하는 장치를 갖추는 것이다. 투명한 지배구조는 뇌물 수수, 사기 및 부패를 방지하여 자본 비용이 낮아지고 변동성이 낮아지는 등 긍정적인 영향을 미친다. 러셀 인베스트먼트의 조사에 따르면 투자 의사 결정시 영향을 미치는 ESG 요소를 묻는 질문에 지배구조가 82%로 가장 많이 응답되었다.

메타버스 디지털 공간서도 관계관리가 중요.
지난 2-3년간 우리는 사회적 거리두기(social distance), 격리(quarantine), 줌 미팅(ZOOM meeting), 인공지능 키오스크 등 과거 전혀 들어보지 못했던 단어들과 익숙한 하루하루를 보내고 있다. 과거에는 친한 사람들과의 언제든지 편안하게 만나왔던 즐거움들이 언택트 시대에는 어쩌다 힘들게 만나는 모임들도 매우 소중한 추억으로 기억되었으며 추억이 없는 일상이 일상화되기도 하였다.
하지만, 언택트 환경의 장벽을 해결하고 관계의 끈을 이어나가는 방법으로 ‘사회관계망서비스(SNS)’라고 불리는 페이스북이나 인스타그램 등과 같은 곳에서 직접 대면하지 못한 친구들이나 가족들의 새로운 게시물에 대해서 ‘좋아요’라는 버튼을 한번씩 눌러주면서 서로의 관계가 단절되지 않았다는 행동을 하기도 하고 댓글로 다양한 의견을 나누기도 한다.
따라서 현재와 같은 디지털 시대에 고객관계관리를 잘하기 위해서는 다양한 빅데이터를 분석하되 그 데이터 속에 감춰진 고객의 마음을 이해하고, 고객의 더 깊숙한 비즈니스를 예측하기 위해서 기업은 학습하고 노력해야 한다.
다른 차원의 이야기이긴 하지만 우리가 일상적으로 사용하는 콜 센터를 이용하는 경우 아무런 감정이 없는 채팅 로봇을 통해 문제해결이나 서비스를 예약하는 방식이 향후 더욱 보편화되겠지만 아직까지는 상담원과의 대화를 통하여 문제를 풀어나가는 음성 서비스 방식에 더 익숙한 세대들을 위해서 기업으로서는 디지털 방식이면서 인간의 감성도 어느 정도는 작동되는 제대로 된 인공지능 로봇의 서비스 제공을 제공할 수 있어야 한다.
메타버스 서비스 환경에서 기존의 ‘고객과 기업’ 또는 ‘사람과 사람’ 간의 관계 맺기라는 자연스러운 행위들이 디지털적인 관계가 어떻게 표현되며 이어나갈지에 대한 궁금증이 생긴다. 메타버스 환경에서는 과거의 아날로그적인 관계를 이어가기가 어렵기 때문에 디지털 관계관리가 사라질 것이라고 생각하는 사람들도 많다. 하지만 메타버스 기술이 가상세계에서 몰입할 수 있는 보다 현실감 있는 기술로 발전하면 디지털 광고나 마케팅 등에서 사람들이 메타버스 사용성을 더욱 높일 수 있으며 일상생활에서 하는 일들이 머지않아 메타버스에서 가능할 것으로 예측되기 때문에 메타버스는 훨씬 디지털적으로 고객들과 좋은 관계 맺기에 매우 유용한 서비스 환경을 제공해 줄 수 있다고 생각한다.

저자 김승욱 배상

제1부 고객관계 관리의 이해

1장 고객관계관리의 기본원리 3
1.1 고객관계관리의 등장배경····································································6
1.2 CRM의 정의 및 특징·······································································11
1.3 CRM의 영역과 종류········································································16
1.4 CRM의 성공적 접근 방안·································································21
사례 1 상거래도 디지털 전환 바람…SAP “고객경험 관리하라”···············································26
사례 2 매출 성장을 위한 고객 관리, 이제는 선택이 아닌 필수다············································30
사례 3 [메타버스ESG] “재택근무도 메타버스ESG 융합 사례”················································32

2장 고객관계관리의 핵심영역 37
2.1 CRM 마케팅··················································································40
2.2 CRM 영업·····················································································43
2.3 CRM 서비스··················································································46
2.4 CRM 콜 센터·················································································48
사례 1 고객경험 관리 시장 공략 나선 SAP코리아, 제품 포트폴리오 확장································51
사례 2 고객 정보 관리의 중요성 및 최선의 관리 방법에 대하여·············································53

3장 콜 센터와 고객관계관리 59
3.1 콜 센터의 정의···············································································61
3.2 고객응대센터·················································································64
3.3 아웃바운드 콜 관리·········································································76
3.4 콜 센터와 텔레마케팅·····································································81
사례 1 인공지능 고객관리 기법을 바꾸다·············································································86
사례 2 AI가 콜 센터 상담원을 도와줄 수 있을까?·································································88
4장 모바일 세일즈와 서비스 95
4.1 모바일 비즈니스·············································································99
4.2 모바일 세일즈··············································································105
4.3 모바일 서비스·············································································111
사례 1 에스씨지솔루션즈 “기업과 소비자 모두 아우르는 다양한 IT 솔루션 제공할 것”···············118
사례 2 안랩, 모바일 금융 보안위협 통합관리 서비스 선보여···············································112

제2부 서비스 마케팅과 고객관계관리

5장 서비스 마케팅과 고객관계관리 129
5.1 서비스의 정의··············································································132
5.2 서비스의 특성··············································································133
5.3 서비스 마케팅전략의 수립······························································137
5.4 변화하는 마케팅믹스·····································································141
5.5 서비스 기업의 CRM 활동전략·························································143
사례 1 서비스 마케팅의 이해와 2022년 활용 팁······································································146
사례 2 “2023년 디지털 마케팅 트렌드는 피지털 · HVOD · 검색광고”… 인크로스················151

6장 고객 확보 전략과 고객관계관리 153
6.1 고객확보 전략··············································································156
6.2 교차판매와 업셀···········································································157
6.3 고객유지·····················································································162
6.4 채널 최적화················································································164
6.5 대량 맞춤화·················································································166
사례 1 유통망없는 중소기업, 네이버가 ‘고객 데이터’ 분석 돕는다···········································170
사례 2 비즈니스에서 메타버스를 활용하는 방향································································172

7장 레트로(Retro) 경영과 고객관계관리 175
7.1 레트로 경영의 정의 및 개념····························································177
7.2 레트로 경영과 CRM에서의 활용 방안···············································179
7.3 레트로 경영의 활용 사례································································182
사례 1 돌아온 X세대, 지금은 ‘레트로 마케팅 시대’···································································185
사례 2 돌아온 싸이월드, 다시 뜨는 세기말 패션 … 복고 마케팅 불 붙었다···························190

제3부 빅데이터와 고객관계관리

8장 빅데이터 분석과 활용 195
8.1 빅데이터의 정의와 등장 배경··························································197
8.2 빅데이터의 3대 요소·····································································198
8.3 하둡에 대해·················································································200
8.4 빅데이터 국내외 활용 사례····························································201
8.5 미래 빅데이터 시장 전망································································206
사례 1 빅데이터 모아 사회문제 해결…국민 삶의질 높인다 [데이터기반 행정 앞장선 행안부]·209
사례 2 교육분야 빅데이터 활용, 미래교육 가야할 길··························································213

9장 빅데이터 분석과 고객관계관리 217
9.1 교통 분야····················································································219
9.2 쇼핑 분야····················································································221
9.3 금융 분야····················································································223
9.4 의학 분야···················································································224
9.5 여행 분야····················································································225
9.6 자동차 분야·················································································227
사례 1 AWS “기업의 데이터 전략 구축을 위한 3요소”·········································································228
사례 2 바둑 · 체스 이어 보드게임도 정복…인공지능, 새로운 지평 열다································236
10장 빅데이터 활용과 고객분석기법 239
10.1 고객관계관리를 위한 분석·····························································244
10.2 고객관계관리를 위한 데이터마이닝 기술·········································247
사례 1 AI 동력 ‘빅데이터’ 총집합?···“데이터플랫폼, DX시대 선도”··················································260
사례 2 혁신 서비스 이끄는 빅데이터 플랫폼…디지털 전환 ‘엔진’ 역할·································262

제4부 메타버스 서비스의 이해

11장 메타버스 서비스의 개념과 특징 269
11.1 메타버스의 개념과 특징·································································271
11.2 왜 메타버스 혁명인가?··································································276
11.3 메타버스로 변화할 미래의 전망······················································279
사례 1 “AR · VR 기기 없어도 가능”…어떤 메타버스 펼쳐질까····························································282
사례 2 창의적 메타버스 콘텐츠 개발을 위해 주목해야 할 이용자 특징은 무엇이 있을까?······284
사례 3 [메타버스ESG] 굳이 ‘아바타’ 없어도… 온라인 활동은 ESG 실천하는 셈·····················287

12장 메타버스 서비스의 산업 동향 및 활용 293
12.1 메타버스 4가지핵심요소 기술동향··················································295
12.2 교육, 전시 등 MICE 산업분야························································299
사례 1 신한은행, 메타버스 플랫폼 ‘시나몬’ 오픈 이벤트 시행··············································302
사례 2 [메타버스ESG] 물질 대신 전파 쓰는 메타버스, 핵심은 ‘친환경’··································315
13장 메타버스 플랫폼의 종류 및 특징 319
13.1 메타버스 플랫폼 동향···································································321
13.2 국내외 메타버스 플랫폼 종류························································324
13.3 국내외 메타버스 플랫폼 특징························································327
13.4 국내외 메타버스 활용 사례···························································328
사례 1 애피어, 베터밀크와 전략적 파트너십 체결… AI 기반 새로운 옴니채널 쇼핑 경험 구축····331
사례 2 게임명가 넥슨이 만드는 메타버스는?…게임허브 될 ‘넥슨타운’ 시범 오픈··················334
사례 3 [메타버스ESG] 거버넌스 개선에 메타버스는 어떻게 활용되나··································337

제5부 메타버스 플랫폼의 활용

14장 메타버스와 서비스 경험 관리 345
14.1 디자인 씽킹과 서비스···································································347
14.2 서비스 접점에서의 경험·······························································349
14.3 서비스 스케이프와 경험관리·························································352
14.4 메타버스를 이용한 서비스 경험의 최적화········································356
사례 1 메타버스: 가상현실 세계에 땅을 사는 사람들··························································360
사례 2 디지털 권리장전, 특정 계층 집중 아닌 보편적 ‘설계’ 관점 접근 필요·························363
사례 3 [메타버스ESG] 사회적 책임과 메타버스의 융합·······················································367
15장 메타버스와 정부 및 지방 행정 서비스 371
15.1 메타버스와 지방행정 서비스의 적용 가능성······································373
15.2 공공부문 메타버스를 이용한 새로운 혁신 서비스: XR 메타버스
인천이음 프로젝트······································································377
15.3 메타버스를 이용한 지방행정 서비스의 개선방안 ·······························380
15.4 향후 발전방향············································································385
사례 1 문체부X한국관광공사, 제페토에 한국관광 테마월드 시리즈 제작······························387
사례 2 메타버스, 스포츠의 패러다임을 바꾼다···································································389
사례 3 [메타버스ESG 2022] ESG, 메타버스로 날개 단다····················································393