CRM services overview — built on OneSignal

IXC's CRM practice works on one tool: OneSignal. Six channels — mobile push, web push, email, in-app messages, SMS and RCS, and Live Activities — are designed, automated, and measured in a single account. We narrowed to one tool so that, as a Korean official partner, we can answer questions about plans, contract terms, and how the product actually behaves at the same depth. Rather than list several solutions, we chose to be able to name one tool's edges and limits. Answers in a meeting come out of implementation scope, not a catalogue. Korean contracting, won-denominated payment, and tax invoicing run through the same desk, so there is no separate overseas payment or English-language contract track to prepare.

CRM consulting diagnoses the current state and data, then fixes the KPIs, the key campaigns, and the order of adoption. App push onboarding takes on SDK integration and channel setup through key campaign build and handover. Customer data integration defines the custom events and user properties campaigns will use and builds the path that carries them into OneSignal. Marketing automation weaves segments, triggers, and multichannel messages into journeys that run without anyone pressing a button. Managed campaign operations runs the monthly calendar, the sends, A/B tests, and performance reporting on your behalf. CRM migration moves an existing messaging solution or a free-plan environment across. Contracting all six is rare. The starting point is set by wherever things are stuck right now — data integration first if the data is missing, managed operations first if there is nobody to run the sends. If OneSignal is already in place, we first check the organization and app structure, the plan, user identity, and how campaigns are being run, then pick only the scope that is needed.

The current-state and data diagnosis closes within two weeks of kickoff and the baseline is shared as a CRM assessment report. Channels, campaign history, customer data structure, and the measurement setup are reviewed in one place so the gaps show up in writing. Next is scenario and structure design. One or two key campaigns are chosen against the KPIs and the required collection items are fixed, producing the campaign design and the data definition document. In build and verification, channel integration, segments, and journeys are stood up, and test sends confirm there are no misfires or omissions. What remains at this point is not a document but a working campaign and an integration record. In the final stage, operations transfer and expansion, we review performance together for four weeks after handover and set the campaigns for the next quarter with their priorities. Each stage takes the previous stage's deliverable as its input, so even when the owner changes, the trail of what was decided and why stays unbroken.

Campaigns are built inside the client's own OneSignal account. Settings, experiment results, and the reasoning behind each decision all remain client assets. The OneSignal licence cost and IXC's service fee are separate lines. The licence follows channel usage; the service fee is quoted as a project or a monthly retainer depending on scope. Creative design and net-new data implementation sit outside the base scope and are added as needed. Push certificate rights on the app stores and DNS control for the email domain need to be opened up on the client side. Marketing only needs to decide which campaign runs first; segments and triggers are settled together during setup.

CRM projects usually stall between marketing and engineering. When the segments marketing wants and the data engineering can supply diverge, the schedule slips. IXC keeps software engineering, QA, and cloud operations in the same house, so what goes into an app update is written in engineering's language and fixed alongside the release schedule. Marketing sees, in the same meeting, the campaign that data will drive. That is also why consulting output does not get discarded at execution time: the design is made inside implementation scope, so nothing has to be re-planned once the build starts.

Even on a managed contract, the principle is to avoid creating dependence. Campaign settings, experiment results, and the reasoning are left in the account in a consistent format, and once an internal owner appears we hand operations straight over and step back into an advisory role. The handover is judged by state, not by document delivery. When a marketer can replicate a campaign unaided and write out the data the next scenario needs, the handover is done. Until then we keep adding training and documentation. Pre-send verification is not left to one person's diligence either: audience count, test receipt, link checks, and merge-variable checks are handed over as a fixed list. This verification culture is the difference when a company that also runs a software QA practice takes on CRM operations.