■ SMBC Nikko Securities Inc.
≪Continuance award≫ |
Chatbot initial introducing model |
| In addition to conventional “Chat” and “LINE”, as a measure for expanding the touch points to the customers in “Property formative period”, they are the first to introduce “Chatbot” with cooperation with their operators. They are, while taking advantage of the knowledge gained through daily customer support operations at the contact center to the tuning of AI, putting emphasis on monitoring by “Chatbot” operating staff and operators, and they successfully developed atmosphere of feeling free to contact. They have a plan to expand their services including more inquiries based on customer needs, even though they now mainly provide guidance for various procedures, Further improvement would be expected. |
■ SBI SECURITIES Co., Ltd. |
High quality in e-mail correspondence model |
| Last year, with the efforts using their originally developed KPI "thank you rate", they realized the improvement of operator's response quality and motivation at call center. This year, with the aim of improvement in response content quality in e-mail correspondence, they are be sure to follow their "Creed", such as "We sincerely read with attention the mail from the customer, rather than just reading" and "We will respond to expectations and feelings, rather than just answering customer's question". Moreover the number of “thank-you” mail is increased, because the mail sentences, which is not “fixed format” type sentences, fits into their feeling by "training for writing sentences" and "monitoring by supervisors" |
■ SATO HOLDINGS CORPORATION
≪Oboshi Award≫ |
Downtime reduction by preventive service model |
| By utilizing IoT data acquired through SOS operation, they provide outbound services to prevent from equipment failures of printers beforehand and real-time fixing services by linking on-site workers smartphones, as a service that brings close to "downtime zero". This system could prevented 86% of the operation stop, and result in significant improvement in customer satisfaction. They also are striving to establish further relationships with customers with 360 degree correspondence including Service, Sales and Marketing through introduction of “Online site” which can purchase consumable items immediately and companywide “Customer management system”. |
■ JAPAN PROFESSIONAL BASKETBALL LEAGUE /
FUJITSU LIMITED
Sports & Cultural Event Business Development Unit
≪Fuji Sankei Business-i Award≫ |
The first step of developing basketball fan model |
| “Activation of the sports market through realization of a new style of watching sport games” is practiced by ICT technology ", which is the first step of efforts to develop basketball fans. When a large number of Basketball players nationwide come to the games, it would be great potential to grow. While in the future, they are planning to do the integrated marketing of using logs of “interest segment”, professional players’ data, ticket purchasing records, and fan club data, this time they are focusing to launch “a cheering application” as an integrated communication model with fans. This is a good case which the heart of fans become one and their satisfaction level was improved. |
■ Saison Information Systems Co., Ltd.
HULFT Department |
Software product quality improvement by Usage pattern model |
| As the large number of software products widely introduced, they realized the quality of products and reduction of troubles at customers' site by identifying issues and improving activities using TOGAF' s ADM cycle, which is a framework of developing enterprise architecture. They design the test pattern in reflecting the product usage, and review the design document from the perspective of a third party at the early stage of the design document development. Due to the utilization of the product function matrix reflecting VOC, the failure rate decreased by 20% compared with the previous year, and the customer satisfaction level improved by 7%. This is a good example of using CRM activities to improve the quality of product design. |
■ Zurich Life Insurance Company Ltd. |
100-day CRM improvement model |
| 100-day plan is to implement the organizational change in units of 100-days. They appeal their products to more customers and agents in the business partners in order to sell their products through a number of channels that are highly convenient and tailored to customer requirements by “Zurich Quality” as a high quality service. That is a good example of practicing change from customer's point of view in the entire life cycle of insurance contract business, from information request, estimate and application procedure. Especially “Women's only dials” that correspond only to female staff at asking the insurance claims and benefits, which take into consideration the sentiments of female customers, are particularly attractive. |
■ Tsu City |
Effective use of public assets by Open data policy model |
| While continuing various activities to build a trustful relationship with citizens as awarded last year, they now are developing new services for citizen, building further assets and creating new investment capabilities concretely. They are promoting measures such as effective utilization of existing facilities, compounding and co-using of facility functions, disposal and lending of idle lands and buildings, securing revenue by effectively utilizing vacant spaces to increase further investment power with limited resources. In order to realize that, they actively utilize some IT tools and are also working on promoting open data which is necessary information to citizens. |
■ Tokyu Community Corporation
Customer center |
Common understanding of problem by 3D image model |
| Last year they opened a customer center and improved service levels in various ways by integrating service inquiries from customers. This year they further deepen its efforts to raise the customer value and contribute to the improvement of employee satisfaction. Especially by customizing the customer's building image to 3D data and collaborating with basic information on buildings and the repairing history, when responding to incoming calls from customers, their operators can smoothly respond by sharing images of inside the building. In addition, even if the executive officer of the customer changes, the system that accurately hands over the construction history and scope provide the value as a partner who continuously keeps in touch as a management company. |
■ Toshima City |
7 days a week one-stop contact center model |
At the same time as the opening of the new office building in May 2015, they opened a "representative number integrated call center" for open all-year-round to improve the service of the citizens and users (hereinafter referred to as users). They regard the user as a customer and are working on the operation of the call center under the recognition that "the representative number is the face of the ward."
In addition to collecting opinions from users and analyzing the operation history, etc. in one stop, it leads to improvements in the operations of the competent division, and opinions and requests received from the district as "the voice of the citizens" This is a good example of an urban type call center that is collaborating with the department concerned and working on CRM compliance, including reporting it to policies. |
■ Vision, Inc.
≪Continuance award≫ |
Web service enhanced model |
| Their global Wi-Fi router rental service "Global WiFi®" is rapidly expanding among overseas travelers, business travelers, inbound visitors to Japan. Along with this, in order to respond to ever-increasing inquiries, by strengthening and enriching correspondence using the Web services such as “Chat”, they improve customer satisfaction while reducing the load of inquiries through telephone. In addition, they develop and provide comprehensive services which are useful when traveling overseas at a user's point of view such as offering convenience of handover by the introduction of a locker system linked with the Web service, and providing wearable translating devices and information media services, and enriching corporate services. |
■ FORUM8 Co., Ltd.
Development department |
Communication between R&D people and industrial stakeholders model |
| Based on CAD technology for civil engineering and construction, they provide an advanced simulation system for automatic driving. Their R&D people actively visit the product introduction seminar and the user community for direct communication with the user and digging up latent needs. They also directly respond to complaints and inquiries, so that user needs can be finely grasped and accurately reflected on products. In addition, they play a role of promoting the use of advanced technology among industry stakeholders, by adapting advanced technologies actively in collaboration with domestic and overseas universities and research institutions, and introducing them at the international forum. |
■ Broadleaf Co., Ltd. |
Purchase order of consumables received by Outbound call model |
| They have networked automobile aftermarket business such as automobile repair garages and parts shoppers, and establish an "outbound marketing center model" to increase customer convenience and increase sales of consumable supplies. Consumption and timing are predicted from the previous purchase so that there is no trouble due to insufficient inventory of consumables required for their customer's business. It is the CRM activity that aims to solve each customer's problems in advance, such as by making an outbound call from the call center before receiving an order from their customer. |
■ Honda Auto Mie |
Satisfaction improvement by sharing the progress of the work model |
| They built a mechanism to centrally manage task progress information of ordered automobile repair works (painting body metals). Working progress information in painting sheet metal widely shares with not only the maintenance staff at the sales branch but also with headquarters and other sales branches, so that the progress data timely are entered into the system by the repair staff. Additionally the speed of repair works become quicker, and eventually it is possible to inform the progress status to the customer at an earlier stage. This is a case that leads to improve customer satisfaction. |
■ Mizuho Securities Co., Ltd. |
Behavior management at customer's point of view model |
| The new-generation Mizuho Securities, born by the merger in January 2013, realizes the "comprehensive financial consulting group" who thoroughly implements "Customer First" as an integration of Bank, Trust bank and Security, based on the group strategy "One MIZUHO". They introduce "M-Axel" which is behavior management model at customer's point of view, and 1) grasping customer needs, 2) maximizing the number of approaches, 3) saving customer information and continuously following up, which result in deepening the sales behavior model as the offline securities company who is to meet and consult, in order to increase the assets on deposit and improve customer satisfaction. |
■ Mitsui Sumitomo Insurance Co., Ltd.
Contact Center Planning Department |
The use of VOC and other relevant data model |
| While they have been putting efforts on the use of VOC by the introduction of Japanese analysis system several years ago, they now start to utilize the voice of the operator in addition to the customer to improve their operation in the VOC sharing meeting. They prioritize on the proposed ideas for business improvement based on the data analysis and provide feedback, which result in both motivation of operators and improvement of retention rate. It is an good example of strengthening the step of hypothesis, analysis, and measurement planning. Further improvement in analysis ability and speedup can be expected in the future. |
■ Rakuten Direct Inc.
Customer support group |
Both Cost reduction and Customer satisfaction by VOC model |
| They conduct customer satisfaction survey and steadily implement the improvement actions after the merge of two companies in 2017. The pursuit of its thoroughness and speediness meets with their corporate culture as Rakuten group, which is also a result of a deep commitment of their top management. As a result, they succeed in significant reduction of "a rate of inquiry contact" and “cost for CS activities”. In addition, the thoroughly activity of "empathy" development results in greatly improving customer satisfaction score. By improving customer satisfaction while lowering costs, it contributed greatly to increase both sales and profits. |
