고객지향적 서비스 상품 개발: 하나은행 사례
Customer-Oriented New Service Development: A Case Study of Hana Bank
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본 연구는 금융기관의 신서비스 개발 역량과 성과를 사례 연구를 통하여 분석하였다. 문헌연구를 통해 성공적인신서비스 개발 프로세스의 요건을 파악하고 하나은행의 사례에서 이러한 요건들이 어떻게 나타나는지 비교 분석하였다. 하나은행은 공식적인 개발 프로세스의 보유, 테스트 마케팅 생략을 통한 출시시간 단축, 상업화 이후의 상품리뷰를 통한 고객의 반응 추적 및 상품 보완 등에서 강점이 있었다. 반면, 고객을 신서비스 개발 프로세스에 적극적으로 참여시키는 부분, 위험을 감수하고 혁신을 장려하는 조직문화, 정보기술에 의존하는 신서비스 개발 프로세스등에서는 개선이 필요한 것으로 파악되었다. 하나은행은 이러한 공식적인 신서비스 개발 프로세스와 함께 유연하고자유로운 조직문화, 영업부서와 상품개발부서간의 긴밀한 협력을 결합하여 신서비스 개발 경쟁력을 강화하였다. 아울러 하나은행이 최근에 개발한 예금상품들의 경쟁력을 절충형 상품에 대한 소비자반응이라는 관점에서 분석한 결과, 첫째, 기능적 요소와 쾌락적 요소의 성공적 결합으로 인한 타협효과가 나타났을 가능성, 둘째, 금리변동기에 나타나는 상황적 방어초점이 절충형 상품에 대한 소비자의 긍정적 반응을 유발하였을 가능성 등을 파악하였으며 그에따른 시사점을 제시하였다.
Abstract
This paper presents a case study on the new service development competence and performance of a bank. The authors compared the new service development(NSD) process of Hana Bank with the recommended NSD practices derived from literature review. Hana bank's NSD process shares a few success factors with Alam and Perry(2001)'s customer-oriented new service development process such as focusing on idea generation and screening, following a sequential development process, and skipping test marketing to save time to market. Hana Bank showed its NSD competence by having a formal NSD process, omitting test marketing for a quick launch, and modifying its service followed by tracking customer response after launch. There were some practices that Hana Bank was not up to the mark including participating customers into the NSD process, cultivating an innovative and risk taking organizational culture, and utilizing IT throughout the NSD process. Hana Bank accomplished its NSD competence by combining its formal NSD process with a flexible organizational culture and close cooperation between functional departments. The Hana 369 Fixed Deposit is an innovative new savings product, which allows its customers to withdraw their money at every three months without penalty. It appealed to the consumers who wanted to have a little flexible deposit plan because they are uncertain about when they needed the money back. The new savings product has been very successful since it was launched in July, 2009. Another new saving product is S-Line Installment Savings, which offers additional interests to the customers who lost their weights successfully on its due day. These products have been successful because they both reflect the social and economic trends or situations. Another possible explanation for the success of the products is the compromise effect. Compromise alternative is preferred when people seek loss aversion, because its gains and losses are both smaller than those of other alternatives (Simonson and Tversky, 1992). The Hana 369 Fixed Deposit is a compromise alternative compared with one year fixed deposit plans and MMDAs. When the interest rates are rising, most people would not put their money in the fixed deposit plans for fear of opportunity loss. Especially, those people with prevention focus will likely to choose the Hana 369 Fixed Deposit over other alternatives since they want to minimize their losses. The principle of hedonic dominance is also useful to explain the consumer preference for the compromise alternative with hedonic elements such as the S-Line Installment Savings. Consumers prefer products with hedonic elements when both the hedonic and functional elements are above cutoff levels (Chitturi, Raghunathan, and Mahajan, 2007). Applying the theory to the S-Line Installment Savings, the hedonic element of going on a diet when you open an account will be attractive only when the interest rate is above cutoff level. The company will need to figure out what is the cutoff level of interest rate when people are planning to open a savings account. Additionally, trendy products are subject to the changes of the trends. The task of new service development department should be inclusive of continuous modification of products based on the monitoring of the trend changes. Based on the case study of Hana Bank the authors discussed the directions for the future NSD.
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