Welcome to the fourth presentation of Go C2C2024.

The session is run on silent systems, so please wear deployed headphones and take part in the presentation.

Let's bring up our fourth presenter. Our business development lead manager at Channel Corporation Contact Office is here to talk about how customers are always at the center of our problems.

Please welcome him with a big round of applause.

Can you hear me?

Yes, it's the era of cyberpunk, but seeing it here makes me feel like a DJ. Yes, I'll talk to you in a fun and informative way so that you can enjoy my conference. Well, get excited. Because it's going to be even better. I'm going to give you a ton of information over the next 30 minutes. So what I'm going to ask you to do is pay attention and give me some great content. Today.

The idea is that customers are always at the heart of problem-solving. So the subtitle here is kind of fun. How do we succeed without failing? I originally used the keyword survival instead of success, but we're going to go a little bit further into success. Let's move on quickly. I'm Manager Moon Heechul and I'm leading the business development on the channel talk. And the channel talk is the mission to solve the communication case between customers and business. Let's move on quickly.

So you've seen the floating button that allows us to talk about what products we're making and where we're making them at any given time. We call it Boom Boom, and we make those chat sessions go smoothly. And you can do a lot of different things as well. Well, for example,

You can connect to Kakao Consultation Talk, Naver Talk, and phone calls. Uh, the essential area that I wanted to talk about is that we have a function called CRM. So it gives you a very easy database to be able to take that information that you had from a customer that you were talking to and use it to transition from purchase to purchase. It's a lot quicker than Excel. And then finally, we have a rule base chatbot to increase efficiency.

Now, you can call and receive a phone from the same phone number anywhere, anytime, from here. You don't need a device. If you can run an app, if you have the physical ability to run an app, you can make a phone call and receive a phone call anywhere, anytime.

And all of this is done in a very natural way by the generated AI. It records STT as a speech text and summarizes it for you. And then it goes all the way up to video. It can suddenly switch to a video in the middle of a setting. Okay. And that's what we're learning. So that's a general description of the channel talk. Over 150,000 accounts from Korea to the U.S. and Japan are using the channel talk. It's a beautiful story. Okay.

One of the things that we want to talk about in the 2C2C Connect is I think we've talked a lot about new technology. How hip is it? I have these cyberpunk headphones that we have in our hair right now. Uh-huh. All good. By the way,

There's not a single person out there that's not talking about creating AI right now. There's not a single team that's not talking about it. Exactly. But I always want to say, like the big title of this talk today, are we thinking about customers enough? That's really what I want to talk about.

Okay, so take a look at this next picture.

It's very pretty, yes.

It's very pretty.

When we look at this, we think, wow, that's amazing. When you create a Korean webtoon style of a man and a woman who succeed in their AI business in a modern office, the GPT draws them like this.

But you know what we're thinking, Sawat? So what? We're thinking about solving customer problems. I like the novelty. I don't want the novelty. I want something that's actually useful and solves customer problems. It means that your products and services actually need to solve problems for the customer, and the more frequent and intense the pain, the more impactful it will be. So when we apply a new technology all the time, let me just say this quickly.

There's a limitation that modern-day Herrem has. I'm not good at simple iterations, and I'm not good at the high-tech stuff that requires a lot of complexity and a lot of communication. So there's a lot of advantages to applying LLM to these simple iterations where it's time consuming. For example, if I have repetitive tasks, I can just push them in, make an Excel sheet, organize them like this, or draw a picture like this. It's strong, but it can be difficult. I want to talk to you about Gross related to SK Telecom and AI Street, and this is the information that I have about you, and this is the information that we have about what we should do. But

and that's not going to deliver that much more sophisticated complex context of actually having a conversation with the counterpart, right? So I'm going to point out to you that what we have here is a whole bunch of organizations. And there's never been a vendor that has said that they don't use synthetic AI. But the one fundamental thing that I want to point out today is that we need to make something useful, not something magical, and we need to solve customer problems. That's very important.

But I've met a lot of companies related to ZEN AI. In the past two years, I've met more than 50 teams. You know why? that the channel talk has customer connectivity and a number of other infrastructure partnerships that they want to attach to some Gen AI that they've built. And that really is a trend. Very, very smart people start their own businesses. They're all famous. Or they all have PhDs in technology.

But you're faced with this. You're faced with somebody who's super smart, who's got a degree, who's super smart, and they ask you, who is your customer? What exactly is your customer's persona? What form of problem does she have? How frequent and intensive is that customer's problem? Do you know the specific name of that customer? When did that customer purchase your product and service? I've met with about 50 teams.

and that's about it. What I mean by that is the technology is ahead of the customer. We're supposed to be solving their problems, and we're telling them that we solve their problems with the cool, fun, amazing stuff. Well, I don't know.

What's important if you want to do business with Zen AI? You need to connect customers. You need technology. And you need a lot of high-quality data. I think you have to have two or more out of three in order for a team to be able to do a good version of a Zen AI product.

But here's what I think. When people talk about Gen AI and creating products with synthetic AI, a lot of people talk about SARS-YOUNG. Zoom, slack, and lotion products that go on top of the cloud. But there are always times when SARS itself solves a problem and you're dumbfounded. So it's kind of limited for ZEN AI to solve the problem itself. It's SARS, which solves repetitive and intensive problems for the customer, but it's more meaningful with ZEN AI. For example, that Umo-like service is also our sponsor for the event here. It's a very good service. But recently, Zen AI was added to it.

So Zen AI can make multiplication, but you can't multiply when it's a zero.

Similarly, it's most meaningful to solve repeated format problems with Zen AI after you create a good SARS. From now on,

we're going to talk about something old and fun.

Hold on tight and follow me. I'll give you a quick rap-up of 14 years on the channel chat. By the way, we're an old start-up. In other words, Channel Tok has a lot of icons like Cute Boom Boom, and recently, we did a Cheonmyung event called Channel-Con and got a lot of exposure in the media in the last three years, so I think its grown very quickly. Yes, we grew up fast. But there were painful times before that.

They were all failures, failures, and history.

We were called the Cockroaches of Tehran. We'd like to say we're immortal, but we're not. We're not extinct. There were times when we were cold and hungry. In that small studio in Tehran-ro, those two who are still co-presidents started the business 14 years ago. The item was a product called Edweim. Let's move on quickly. Back then,

Twitter was emerging, Facebook was emerging. So at the time, uh, I don't think they even called it an influencer. It was an item where celebrities would post something on their feed and say, give me a reward ad. It's a keyword that makes sense now. But back then, it was too fast. They always liked hip things like this. They received 500 million won, but they did weird things with money back then. They went into businesses in Korea, the US, and Japan.

Yes, I completely failed.

I'm going to do that cho pivot. I created a service called Cookie. It's been around for a year. It was a blockchain based reward. It was social media. Of course it failed.

Yes, and then you do the pivot again. So I'm trying to figure out what's wrong with it, but until now it's always been B to C.

Oh, we found it.

We're very futuristic right now, 2C2C. But do you understand today's customers? I don't think we're doing it well. Let's talk to them and convince them. That's why we came up with our motto, Customer Driven. Customer Driven. Data Driven, X Sales Driven, X Customer Driven. That's why I started BtoB Business, a work-in site.

It had a beacon on it. It was a non-intelligent solution to find out how long the person had been there. It's got a cool name to it. And then the hard march begins. Thirteen, 14, 15 years. You work your ass off and you get into the Japanese business. It's a great story. And I've grown up quite a bit. ARR is a half-repeated yearly revenue, yes.

But there's a problem. There's two problems. One is that the mythology of mobile phones, the Wi-Fi, is no longer exciting because of this randomization policy on IOS. Another thing that's centered around big companies is that they don't have the ability to negotiate for products. For example, that executive may change, or after two or three years, they make a deal with you and cut you a lot of slack. So they don't have the deal power. They do T-bot. That's talk inside our cute channel chat.

But here's what happened. They were using slack in those days, slack slack was an in-house messenger. And then they had an intercom attached to it. And at the time, I missed that lead as a way to inbound lead to potential customers on that site. It was Samsung Electronics, and I missed a very important lead. They found it three days later. The key to inbounds sales is to see and respond quickly. Within five minutes, in extreme 30 seconds.

That's what he said. So he thought about it. Oh, let's give them a customer consultation messenger to talk to. Let's give them a plus team messenger. with all the different teams, and we're always working, and then all of a sudden, a customer calls, and we're like, "Hey, we don't need to be in Leighton right now. We can be there right now." So we wanted to make a product like that, and that's what we came up with. But there was a problem. The team had just started, but the workload was too expensive. The customer didn't want to miss out. So in the 1st V1,

It's a team messenger and three users. So it goes between two, but there's no Layton City. But there's a lot of inquiries. I want to manage it efficiently. I don't want to talk to people. That's why we went from multiple choice chatbots called support bots to rule base chatbots. But it's a lot of money for advertising, and a customer asked, and they said, well, can't we just put this customer's profile and this customer's profile in a database, and so the CRM database was born. And there's a huge difference

You can configure a dive quickly with a no code with a Dreden drop, no developer involved, and it's really fast when you're running out of curries. That's actually a super jump on the invisible side. We think if we make it cool and cool, we're going to succeed. But if you really, really, really, really look at your customer's problem, you're going to find that it's in a smaller area than you think. If it takes five minutes to upload the customer's information, can you reduce the 30 seconds?

But now that I'm doing the chat session, I also want to do a video call, so I'm able to do a video call and a voice call right now. I'm in the alpha test right now. You'll see that in a second. So in summary,

We started targeting SMB small media business and then gradually moved into enterprise. And our customer base And so we started with in-house customer messaging, and then we let them automate it, and then we let them call CRM, and then it just kept evolving. But we have to think about this. We're not thinking about the product first. We're thinking about the customer, and we're focusing on the customer, and that's why we're expanding our segmentation into a single all-in-one product.

That's great. So we're not a very old company, as you can see from our annual iterations. It grew so fast that the ARR2 annual sales of the ARR2 method reached 36 billion and it was the biggest SARS ever in Korea. But it didn't just come out of the blue. The number of cumulative channels and counseling is increasing, and the channel the fluttering button boots at 300 million won a month. Okay, I get it. It's good for service. Okay. So, in summary,

What we found with four pivots is that a lot of investment does not necessarily mean a good print. If we're left with one thing, without customers, we're out of business.

I'm sure there are a lot of people in this room who have started their own business or are starting a new business. But it's not about your capital. It's not about being a part of the good team that you're building. The answer is customers.

The customer is the answer. It's equality before the customer. We have to do what they want, and we have to solve their problems. But I can tell you with all my heart, there's a narrative to this. I started my own business twice in ten years when I was in my 20s, and I failed violently. That's why I won. During the college entrance exam.

Some of my colleagues have started their own business before. When I meet with partners or clients, I say, Mr. Lee, let's not meet as colleagues. Let's meet as clients. I don't want you to go out of business. Here's my experience. The bottom line is that people who develop start-up businesses are always trapped. They're trapped by the definition of the problem that they created, the customer that they think they created. And instead of solving that problem, they're trying to make assumptions and predictions. Very.

It's a bad habit. We're going to need to hear from our customers, and we're going to need to drive customer visibility to extremes in order to define customer problems. Instead of saying, I think so, I think these customers at Cohort specifically have this problem and the frequency and intensity of this pain. But we need to be able to say that this problem is repeated in Seoul, in Busan, and in Ding-dong. You're like...

So customer visibility is a concept that I really want people to remember today. Customer visibility is a better understanding of the customer than the customer.

You can hear me, okay, I'm going to keep going. The important thing is we don't know who the real customers are. We're fooled by what they say. We really need to be able to observe the customer and listen to their complaints, especially the VOC voiceover custom data. So I think the best thing to do is to keep talking to your customers and keep a log, and that's the easiest way to do it, right? I recommend it.

So I'm going to talk to you about the actual case.

I'm going to show you the actual case in five to seven minutes. I want you to pay attention.

In the first half of the year of 22, the tagline on Channel Talk was a chat consultation instead of a phone call. Of course. It's very expensive to call. Minimum wage is 9,860 won. So it's a huge resource loss for them to even pick up the phone. So not picking up the phone was key. So not picking up the phone, okay, I get it. But why did you build an AI Internet phone?

Well, first of all, it's customizers. Customers have suffered so much and the transition is the rice of the business. It's a business phone that will be there 100 years from now. So we have to deal with the problems that come with the phone. We have to...

We're using your phones. We're using smartphones in this mobile age. So we don't think about this as an inconvenience. But when it's a corporate phone, it's a different story. We still have 11 million business calls in Korea and three times that in Japan. I mean, we still have some of the older solutions that are dependent on landline and Windows Fish. It's all good in the AI era with smartphones. We're still building here. We're still designing. We're still pulling lines. We're still in the laundry business.

You cant work from home. You have to have the infrastructure. That's why during COVID we saw so many cases of mass outbreaks in call centers because you couldn't work from home. And if you're a good talker, your history is not shared. If it's recorded, did we buy it? No, we didn't. And crucially, it only works on VPN and Windows environments.

It's not something that you can run on a parameter or mobile platform. And that's an inconvenient problem that still affects 11 million people in Korea.

So there's a real problem with decrepitude in solutions. There's less and less people working in call centers. I took a picture of this call center when I went to a call center and said, 4050 people, when you retire, no one wants to work in a call center in Korea. The cost of the call center is still rising. So we wanted to solve it.

I had a problem with the fact that if I could run a Channel Talk without having to have a hardwired Windows environment called a CTI solution, I wanted to be able to call and receive calls from the same number and implement the same phone experience on the app, on the web, on the Mac. It sounds easy, but it's really hard. We had to do automatic log-ins. We had to have access to the phone in a non-contact environment. And then we had to create a clean sound quality. We had to create those conditions. And it was really, really hard to do.

There's both technology and business regulation.

This is the synchronization summary that our first president drew. Now, this synchronization summary, did I actually meet the expectations that I had during the business development process? Or did I not? What do you think?

didn't match. Right. Because in reality we know that we have a situation where the customer's problem is clearly defined and we know that there's some sort of ideal username for solving that customer's problem. But the way you get there is completely unpredictable, completely uncertain, and there are so many different forms of challenges. But nonetheless, it's a success and we continue to see good products. This was the image release that came last May.

This technical document, although I knew nothing about phones, and I didn't know a lot about.IT, in this area of the process, naturally, by doing interaction over and over and over again, we've organized those insights in a language that our customers understand. So what's the conclusion?

Oh, we're going fast, but we're not done yet.

We're

We're not going to keep guessing. We're not going to keep guessing. We're going to admit that we don't know them, we're going to observe them, we're going to listen to them, we're going to execute that process, and we're going to find the implausible shape insight.

So you're going to establish a hypothesis, right? You're going to define a problem situation because you can't just go there. You're going to have to troubleshoot to solve the problem and you're going to have to go through the close beta test and the open beta test to make sure that this is really

You've got to check it, you've got to adjust it. You've got to keep doing it. So my insights on the business phone are going to be oh, I'm building the CX Center or I'm making the business phone more efficient. And the goal there is to define what form of problem you have in each of the solutions that we've seen in the U.S. and Japan and so on. And it's not an exact format projection, but it's largely the enterprise and medium markets and sub-SM2 markets.

And then for each of these markets, let's create a big overbee for the individual features and the GoTou market strategies to target them. So we can see that there are going to be these needs. But, guys, it's not just desk research. It's insight after observing the interviews and suffering of many different types of industrial verticals and at least 50 to 100 of our customers. It's because...

We don't want you to make predictions. These are all messages that we're seeing from our customers themselves during the interview. Insights that we might not have known if we had guessed who they were.

And these are the things that say, hey, you just subscribe to the app when you get your phone number, you don't need to do the physical switch, just click on it and you're good to go. That's the wow factor for our customers.

So I've expressed this sector to by to matrix. I wanted to know more about our insight. So I drew this big Venn diagram called BtoB and BtoC. And I've interviewed all of those customers. I've interviewed representative customers, and I've come up with my own definition of what separates lower and higher status. If a customer spends more than two hours thinking about how much time they need to spend on the product and the service, and spends over 500,000 won on it,

Hukwan, right?

So we continue to interview each customer in their individual persona. For your information, if there are more than 100 interviews, we've selected everyone in the main segment.

So we get this insight. We get this and this and this. So don't worry about it. The reason I have so much text is because I want to give you the material. So, based on these insights, we were able to distill down the most effective and effective messages we sold to our customers. From defining the problem to strategic lameness.

So here's a message from the customer. The customer didn't want to hear the call. They wanted to see it. And they wanted to see the content of the call. And they wanted the AI to summarize it at the end of the call. Don't talk to me about technology coolness when you're grafting these created AILLs. Think about how 2AI helps customers solve their problems. They don't care if you're cool or not. I don't care. It's all about creating what you really need. And that's where this product comes from.

It's going to call in, it's going to plug the phone into the inbox. It's going to pick up. And...

It automatically connects you to the customer. You can have up to ten people connecting to it simultaneously. It's almost like GoogleMe is like Zoom. And any phone call that you make to a customer is automatically recorded and STT transfers it to the text and that becomes your summary. We really have worked hard to create this customer experience.

As a result, a huge number of customers started using us within a year. By the way, Need, a medical start-up that has a headquarters in Silicon Valley in the US, uses us 600 times a day in Korea. And Dewit, the delivery free app, uses us a thousand times a day. What that means is that we seized it most technologically and we had some of the most custom dribbling teams that couldn't resist choosing our solution. because we're the only company in Korea that's been able to address the problem of landlines, the problem of corporate calls, the problem of dependencies, and it's very universal.

It's repeated in Japan as well. So we're confident that we can do it. The custom driven was right.

But there will be times where we'll be in a chat and all of a sudden we want to talk to a customer. There will be times where the team can't just make it like a slack huddle? That's why we have audio and video. So we're going to chat.

But the customer is not comfortable. It's BtoB. It's going to go directly from this window to voice. Uh-huh. But I want to switch to video. And then we're going to go directly to video and we're going to do online onboarding. This is going to be coming out in the month of May or something like that. So what I wanted to talk about here is very simple. If you need to, you can connect directly to counseling in regards to para-verticals, medical finance, law, and so on and so forth. And when that happens, you're going to have a very easy on-boarding experience and a very easy sales experience.

You don't even need their phone number. So it's that simple. We didn't come up with this product because it looked cool or it looked pretty. We came up with it because our customers actually needed it.

Lastly,

We thought the size of the problem was also important. The biggest problem that we think about now is the decline, the impact, and the creation of the AI revolution in Korea. And product and services are important to actually solve the problems described below. It's such a shock that while minimum wage continues to rise, it's impossible to hold on to this marketplace. The government cannot hold on to this marketplace. Because the number of people in production is decreasing every year. By 2040, there will be one less Givenchy per year.

That's why we have a service that receives orders directly from offline. And there's a lot of productive AI out there that's either replacing people or complementing people.

It's an unavoidable trend. Korea, Japan, it's all repetitive. So we projected that the CS market, which is at least ten trillion in Korea right now, including the off-site use, is going to convert to cost for the solution because it's going to be harder to hire people in this area, and we realized that this is a pretty universal problem. That's why we are

We've been building SARS for the last five years. We've been building services that go to the top of the cloud, and we've been building all of our consultation centers based on our openness, our convenience, our subscriptions. But when the five years overlap, there were these two big, macro changes. The emergence of the formulated AI, and then

DEPLOYMENT OF POPULATION SHOCK ...and technological openness to deal with these two things... ...we, the old men, who had been working hard for five years... ...have been given this opportunity.

So here's the bottom line.

AI and SARS are the most common problem right now, and we need to solve the problem of diminishing productivity in response to the shock of population decline. It's a very common, very important problem. We need to do something more important than people. I think AI's quality of consultation is going to go up. We're at the junction of that split. And there's going to be a drop in cost-to-cost productivity for people because people aren't going to want to do it. And that's what we need to do right now.

We're going to help our clients get liberated from simply repetitive tasks. And in this field, we're going to create tasks that don't need to be called post-counseling, that don't need to be done by people, that are going to be done by AI. We don't dream of replacing people. We want to help people. We want to create Jarvis to help Iron Man. So we want to reduce the amount of counseling. We now know that there are seven simple types that repeat in this commerce.

So I wanted to address that. So I wanted to address the fact that I could run direct applications that were invokable from outside solutions that were happening in the channel talk. So for example, I want to be able to call HR through the flex and say hey, what's your current history in the channel chat.

And then you have the ability to do what we call function calling, which is the ability to ping external apps to do slack, to do nautical with generated AI. So our current vision is to use the Channel Talk to be able to do all of our knowledge workers' jobs for them. And we wanted to create a policy called the App Store and tie those external tasks together within the Channel Talk. Now, lastly, but I wanted to do this with an AI agent because...

Customers don't know what type of app they're calling, right? So we connected the AI to the app. That's how we solved it. So my presentation is going to end in under a minute.

And then the AI agent will tell you what he can do. But the important thing is you don't do it with an AI. You do it with an AI that calls apps that are wired into the channel talk. It's very different. Zen AI is just an assistant.

In the hotel's concierge service, you can create an app with Channel Talk and connect it to order. In an airline, if you want to make a reservation, You can connect them to solve the problem. You can pay for them.

I've made it so that you can use it in a used car or even in a rental car. I'm building it. You'll see the interesting sign here in a second. But it's just one conclusion.

We don't want to make it fancy. We want to make it really useful for the customer. And we want to keep an eye on the customer so that we can define that customer's problem. If we can solve that, I don't care what the new technology is. So that's it for my presentation. I'll be very kind and answer your questions as we go through the day.

Thank you for listening today. I'm Bun Yi Cheol, the rhythm manager for physical business development. Thank you.

She gave us practical advice that the answer is always the customer. Let's give her a round of applause. If you applied for mentoring beforehand, please go to the mentoring center now. We have a big review event going on at the conference. Upload your photos and comments to our website via Qualcode on the screen. If you've already written your previous session reviews, you can double participate. The next announcement will begin at 3:00 p.m. Wait.

See you in a bit. Thank you.