Go Gun)
Brand consulting (culture over price) VS shopping-mall consulting (discount coupons)
In the end, revenue is the result
My essence problem? Brand vs. distribution
Obsession with and consistency toward the customer <- the importance of company value
Coupang's value? (they copy, though..) vs. Amazon's value
Commerce players, within their constraints and range, must figure out
how to produce results from execution.
Customer obsession, customer-first — technology follows
Since we're not in the user's shoes, there's a gap in empathy
Comparison insights: own-site mall vs. third-party marketplaces
Structure
Not a business that sells products and keeps the margin
A platform where commerce happens
Strengthening existing infrastructure (seller convenience) <- cross-revenue support model (Coupang doesn't have this)
B2B service platform
Membership isn't about giving rewards proportional to usage
The core of convenience stores is logistics. 3 deliveries a day (because storage is small)
Apply Amazon's framework and you could expect 2-day shipping to shrink to 30 minutes
Prime — a solid subscription model
A fight to own the consumer's time
Seller convenience, a feel of "the gateway to the world"
Offline stores — peak — "they died" — a chance for a comeback.. (but not for just anyone)
Facebook — pivoting: social -> advertising -> shopping platform
#Agenda — commerce of interest
Marketing — 30-min delivery
Delivery, HMR — an era when buying is cheaper: not only ready-made meals but convenience stores too? -> four-wheelers are hard, you need two-wheelers (fleet) — acquire? partner?
Delivery — right below CJ is Coupang
Instagram commerce — cell markets, regular users can be sellers
Subscription — home-delivered services — home training.. cleaning
WACD — proximity-based o2o synergy..
Super net — not done from home (seafood is a no-go),
Making idle space efficient — except for a certain space, useless <- perfectly single-person only (cooking, travel)
Relationships with customers (B2C, B2B..)
Customer relationship starts after the sale
They seem to use content to differentiate commerce.
#Agenda — retail's hard time
*my commerce? community; retail's struggle? big-retail struggles, small-retail flourishes — total volume conservation; consumers..long-term harm
Aren't reviews also a community?
Searching even on-site. Why buy at a department store?
Marts — don't go often — too big. Search-failure rate, even with a family of four, no time to consume
Pangyo Hyundai Dept. Store — only the grocery floor is crowded
**Self-needs are clear; educational environment
Sweet spot
#If Amazon enters
- wouldn't online marketplaces just compete among themselves?
- what if it gets localized? = Netflix (terrestrial broadcasters defend… the result?) // Netflix — re-exporting Korean content
Customer-centered, sellers are also customers? — price competition intensifies to win the Buy Box
FBA — seller admin interface is different. Daily fees, inventory-management ratios
- Amazon even handles inventory in/out and packaging. Unlike Coupang, Amazon doesn't purchase and resell
Traffic share itself — Amazon and Google are 20%
- more competition with Naver than with Coupang
- customer choices broaden
* Korea > Alibaba-lake -> Amazon
Maybe acquire offline players
Lotte — pulling out of AWS
Headquarters = Singapore -> Korea, Asia outpost
*Korean Army (ARMY) — middleman — global Army
Before a dominant player emerges, wouldn't other businesses (content) come in first?
Even within PB there are levels
Frequency, involvement
NPM, PB OEM
Issues and speed
Weather-based demand forecasting — ice cups, lunchboxes, salads
Retail — big-retail / small-retail
Fashion — price — SPA. Price — personal brand..
PB — efforts to secure originality — sustainable..
(Distribution doesn't own the core of manufacturing… Distribution is an inventory game. Flow business, not stock)
DNA of thinking: not a pivot from distribution ("go fast!"), but recruiting from manufacturing (concept, branding)
Amazon-similar, HelloNature-similar
Namyang — E-mart PB products, price!, formula, goat milk
