탈추격전략을 통한 후발 진입자의 경쟁입지 확보: SK 11번가 사례를 중심으로

초록

Purpose: This study explores the two-stage catch-up strategy of the 11st open market. As a late-comer to the open market business in Korea, 11st acquired sustainable position in by meeting the demands from the buyers and vendors. Researches in two-sided market and platform strategy provide important strategic points for the catch-up followers as well as post catch-up players. Composition/Logic: Chapter 1 introduces the background and purpose of the study. In the theoretical background of Chapter 2, we reviewed catch-up strategy, post catch-up strategy, competitive factors of open market, and architecture innovation. In Chapter 3, we describe the research method focusing on interviews. In Chapter 4, based on the results of the interview analysis, the main contents of 11st Street building competitive position were analyzed. In the conclusion of Chapter 5, the content of the study is summarized and then the main implications and future research topics are presented. Findings: In the catch-up stage, 11st open market focused on convenience and reliability to stand equal to the incumbent players. After securing competitive position in the open market business, 11st management tried to build unique competitive edge for the post catch-up strategy. In order to get stronger buyer attraction, there was an emphasis on ‘fun’ factor in the user interface and user experience. Innovation in the system architecture led to the stronger attraction for the buyers as well as vendors. As a late-comer, 11st open market could take advantage of the established system of open market business. Rise of mobile communication and transaction gave 11st a favorable opportunity for the post catch-up strategy. This study identifies the challenges and responses for the two-stage catch-up process. Originality/Value: This study is expanding the view of related research by analyzing how a late comer secures competitive position through decentralization strategy focusing on 11st Street. In addition, it reveals that the fun factor and service architecture innovation acted as the differentiated strength of 11st. This study is meaningful in that it uses the interview method to capture a post catch-up strategy, which is difficult to quantify.

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