Internal environment analysis of local Open Market platform

지역 오픈마켓의 내부환경 분석 : 입점업체의 운영 현황을 중심으로

Purpose - In this paper, we investigated and analyzed current operations of the entry-level companies that belong to the local Open market so that we drew management strategies of the local Open Market. As a result, the number of entrants will increase when management improves, such as improving the competitiveness of local open markets, and a diverse range of products will be created, which will lead to diverse customer experiences, creating a virtuous circle of ecosystems that will lead to an increase in visitors. Research, design, data, and methodology - The survey was conducted on 739 entry-level companies to analyze the operational status of businesses located in the local open market. We collected data from the entry-level companies by questionnaire, which would be divided into quantitative and qualitative parts. The quantitative part of the questionnaire includes satisfaction, improvement, promotion cost, sales commission, the use for the other Open Market platform and so on. The qualitative part of the questionnaire includes satisfactions, difficulties and improvements. The quantitative data was analyzed by frequency analysis, t-test and ANOVA. The qualitative data was analyzed by Text mining techniques. Results - We derived results as followings. First, we recognized that the entry-level companies would be satisfied wit sales commission. Second, we recognized that the entry-level companies had spent individually the cost for promotion. Third, we confirmed that the entry-level companies had utilized the other Open Market platform. Conclusions - Through the analysis results, we could derive four viewpoints as followings. First, the local Open Market should be managed in being integrated into representative Open Market in order to derive promotion effectiveness, operation efficiency and improvement of brand value. Second, it should be necessary for the integrated promotion strategy of the entry-companies to be established in order to derive efficient and effective promotion. Third, it should be necessary to improve the functions of the Online Open Market platform System to simply the function complexity and support real-time processing. Fourth, it might be possible to raise the sales commission to improve the service functions of the local Open Market. The limitations of this study are as follows. First, the broader usability question did apply only to the public relations, satisfaction, and improvement opinions, which are the priorities of using the platform. Second, surveys of samples biased in some areas indicate that there is a limit to the generalisation of the results.