사업 기반에 따른 인터넷 종합쇼핑몰 고객전략에 관한 연구

The Strategies for Cyber Shopping Mall Business: A Comparative Case Study

인터넷 전자상거래가 확산됨에 따라, 많은 기업들이 인터넷 쇼핑몰 사업 진출을 시도하고 있다 인터넷 쇼핑몰은 통신망을 중심으로 형성된 가상공간상의 신종사업으로서 실제공간에서 이루어지는 사업가는 많은 상이한 면을 가지고 있다. 본 연구에서는 인터넷 쇼핑몰이 고객을 모집하고 상거래를 일어나도록 하는 각종 전략적 요소들이 어떻게, 왜 선택되었는지, 그리고 기업은 이러한 고객 전략을 어떻게 사용하는지에 대한 연구를 수행하고자 한다. 본 연구에서는 다양한 기반을 지니고 있는 사업자의 전략을 살펴보고, 고객 전략적 측면에서 보는 인터넷 쇼핑을 비즈니스의 성공요소가 무엇인지를 도출해 보았다.

Internet-based shopping business spread rapidly in Korea. Companies are trying to develop and use various strategic competences. The strategies employed by those companies include activities related to the design of shopping site, market positioning, assistance of purchasing process, payment mechanism, and provision of various consumer services. However, the success of these strategies depends on various environmental factors and internal capability of the companies. In this study, I examined four successful Internet shopping mall companies and compared them to draw useful guidelines for Internet-based intermediary business. These four companies were selected because they are all considered successful by now, but brought different background. We found follows. First, each company tried to economize their own historical and developmental background. All of the selected companies were alike in their focus on the whole Internet user group. Customer needs analysis was performed more systematically. The Importance of customer information and the use of it are not sufficient. Second, Each companies consistently emphasized the importance of market-related activities. Despite the differences in initial states, all companies used similar strategies and had similar focus in target market and products. Conclusively, implications from this research for Internet shopping business can be summarized as follows. First, One of the important future directions for Internet shopping mall business is to broaden target market. Second, the provisions of carefully designed customized services are one success factor. Third, As customer traffic increased, the provision of differential customer service becomes a key success factor.