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In 2014, KT Corporation, one of South Korea’s leading telecommunications companies, successfully mapped each point of a customer’s interactions with the company. This was done by a team whose function was to identify customers’ pain points, known as critical quality parameters. The customers’ experiences were clustered into key areas of contact and customer satisfaction in each area was assessed, allowing quality innovation to be experience-based. Identifying customers’ unmet needs and developing innovative solutions were already leading to dramatic improvements in customer experience. However, more work needed to be done, especially in encouraging staff to take actions for improvement.

In 2014, KT Corporation, one of South Korea's leading telecommunications companies, successfully mapped each point of a customer's interactions with the company. This was done by a team whose function was to identify customers' pain points, known as critical quality parameters. The customers' experiences were clustered into key areas of contact and customer satisfaction in each area was assessed, allowing quality innovation to be experience-based. Identifying customers' unmet needs and developing innovative solutions were already leading to dramatic improvements in customer experience. However, more work needed to be done, especially in encouraging staff to take actions for improvement.

Samsung Tesco Homeplus (STH), one of Korea's large hypermarkets, increased its investment in social contribution activities and systemized the organization in charge in the aftermath. It especially focused on education and cultural services, saving the environment and sharing with others. As a consequence, by December 2008, STH was considered one of the most innovative companies and one that realized true customer value. It had won a variety of awards, such as the Green Management award, Social Contribution Company award and the Eco-friendly Management award. After creating a corporate social responsibility (CSR) team in 2005, it won the CSR award given by the British Chamber of Commerce in Korea and was selected as one of Korea's Most Admired Companies. While much progress had been made, company executives wondered what factors would be the keys to their continuing CSR activities. This case presents points of contention and issues in the practice of corporate social responsibility by STH. Social contribution activities and STH were aligned with both sustainable management and customer value-oriented management. Various activities in extended education, environment and charity ultimately led customers to view STH as not just a discount store that simply sold products, but a value store. STH conducted systematic programs and activities in the areas of extended education environment and charity after having declared itself a social contribution company. This case illustrates how a company can develop its social contribution activities. In addition, discussion will centre on the long-term impacts that social contribution activities have on enterprises.

Samsung Tesco Homeplus (STH), one of Korea's large hypermarkets, increased its investment in social contribution activities and systematized the organization in charge in the aftermath. It especially focused on education and cultural services, saving the environment and sharing with others. As a consequence, by December 2008, STH was considered one of the most innovative companies and one that realized true customer value. It had won a variety of awards, such as the Green Management award, Social Contribution Company award and the Eco-friendly Management award. After creating a corporate social responsibility (CSR) team in 2005, it won the CSR award given by the British Chamber of Commerce in Korea and was selected as one of Korea's Most Admired Companies. While much progress had been made, company executives wondered what factors would be the keys to their continuing CSR activities. This case presents points of contention and issues in the practice of corporate social responsibility by STH. Social contribution activities and STH were aligned with both sustainable management and customer value-oriented management. Various activities in extended education, environment and charity ultimately led customers to view STH as not just a discount store that simply sold products, but a "value store." STH conducted systematic programs and activities in the areas of extended education environment and charity after having declared itself a "social contribution" company. This case illustrates how a company can develop its social contribution activities. In addition, discussion will center on the long-term impacts that social contribution activities have on enterprises.

This case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and text-messaging services. To do so, KTF developed a new brand, called SHOW, and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized.

This case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and text-messaging services. To do so, KTF developed a new brand, called "SHOW," and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized.