[소비자행동, 마케팅] 지마켓 웹 소비자가 익히는가(영문)

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2009.08.18 / 2019.12.24
12페이지 / doc (MS워드 2003이하)
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목차: 1. Introduction.

2. Case Study – “How to acquire customers on the web”
2.1. Introduction of Study – “How to acquire customers on the web”
2.2 On to Affiliate Marketing
2.3 An Integrated Strategy
2.3.1 Radio, Television, and Print Advertising
2.3.2 On-Line advertising
2.3.3 Strategic Partnerships
2.3.4 Word of Mouth
2.3.5 Free Links
2.3.6 PR

3. Implementing this case to Gmarket (How to survive from others)
3.1 What is Gmarket ?
3.2 Status of Gmarket (Ref. Mediachannel Inc. – www.rankey.com)
3.3 SWOT
3.3.1Strength
3.3.2 Weakness
3.3.3 Opportunity
3.3.4 Threat
3.4 Problem
3.5 Solution
3.5.1 Integrated Strategy
3.5.1.1 Assuring the quality of product.
3.5.1.2 Strategic alliance (Partnership)
3.5.1.2.1 Convenient Store - Family Mart
3.5.1.2.2 Super Retail Store – E-Mart
3.5.1.2.3 Agricultural Goods Provider – Nong Hyup
3.5.1.2.4 Mobile Network Service – LG Telecom
3.5.2 Radio, Television, and Print Advertising.
3.6 Conclusion

4. Reference

본문내용: 1. Introduction
The reason that we chose this case was one of our team member had a scrap book on case analysis. We took a look and looked for the material which was related to our lecture. The subject was interesting through the time we spent on team project. Web is the most popular services in Internet, so many company will ask question about “How to acquire customers on the Web”. This article was from Harvard Business Review.

2. Case Study – “How to acquire customers on the web”

2.1 Introduction of Case Study – “How to acquire customers on the Web”
Today, more than 1.6 million commercial sites operate on the Web, all in fierce competition for the attention of potential buyers. E-tailers are finding that it takes enormous marketing expenditures to set themselves out from the crowd, inspire Web shoppers to visit their sites, and then get them to actually make a purchase.
Many e-tailers, in fact, are averaging more than $100 to acquire a new customer, and some are spending upwards of $500. If a merchant is selling high-ticket, high-margin items, or if it can be sure of a steady stream of repeat purchases, those costs may make economic sense. But for most, they’re suicidal- their average customer acquisition cost is higher than the average lifetime value of their customers.
Until recently, e-tailers have been able to stake out a position in the Internet space. But the day of reckoning is now approaching. Those companies that have been able to bring their customer acquisition costs down to earth will have the best chance to thrive. Those that haven’t will die.
We’ve been studying on-line marketing for seven years, and in the course of our work, we’ve seen companies experiment with many different approaches to customer acquisition. One company that stands out in our research is CDnow, the music retailer. Although the company, like other e-tailers, has struggled to earn a profit amid the Web’s cutthroat pricing, it has been a highly popular site since its founding in 1994. It was the fourth most-visited shopping site in the fall of 1999, racking up 700,000 visitors and 5 million page views every day. During the third quarter of 1999 alone, it attracted 314,000 new customers. CDnow is currently the most powerful on-line music brand; in February it surpassed Amazon.com as the leader in total on-line buyers with more than 1million a day.
The company was one of the first to develop a multifaceted, integrated customer acquisition strategy that reflects a sophisticated understanding of the economics of an on-line business. Whatever CDnow’s ultimate fate, other virtual merchants can learn a lot by taking a close look at its strategy.
When Jason Olim was 19, a friend introduced him to Miles Davis’s classic album Kind of Blue. Entranced, Olim went searching for more of Davis’s recordings but was met with poor service and limited selection in traditional bricks-and-mortar retail sores. Out of that frustration was born a vision of a better way for music buyers to connect with music.
Some six years later in August 1994, Jason and his twin brother, Matthew, created CDnow in their parents’ Ambler, Pennsylvania, basement to provide music buyer with knowledgeable recommendations, convenience, and a large selection. In its first month, CDnow made a $14 profit from $387 worth of business
At the time, the Web was only beginning to emerge as a platform for commerce, and the main way to promote a site was to get it listed on NCSA Mosaic’s “What’s New” Page or on the Global Network Navigator’s Whole Internet Catalogue site. Then, as more e-tailers began to set up shop attention shifted to banner ads as a great way to promote its site to Web surfers.
But many of those early on-line selling efforts were conducted by magazine sales people who didn’t really understand how the new medium worked. Thinking of banner ads in the same way as they thought of a 30-second television spot or a print ad in a magazine, they sought to base their prices on the number of people who would see an ad-what in the trade is called ”exposure- based cost-per-thousand pricing .” (The shorthand is CPM, with M being the Roman numeral 1,000.) As with conventional broadcast and print advertising, this approach measures only the amount of advertising delivered, usually expressed in terms of :exposures” or “impressions,” broken down, at best, by demographic or psychographic segments. CDnow representatives found that the script for such purchases went something like this: The salesperson would say, “Take this magazine which has 100,000readers. Our Web site has 100,000 visitors. The magazine charges $10,000 for a full-page ad. Our Web site charges $10,000 a month for a banner ad.”
As the Olims very quickly realized this approach does not capitalize on the unique advantages of the Internet. On the Web, it’s not only possible to measure the amount of advertising delivered, it’s also possible to trash the amount consumed. Specif

참고문헌: 1. Harvard Business Review - How to acquire customers on the web
http://www.hbr.org

2. http://www.emars.co.kr – Gmarket Success Factors
Gmarket Analysis with SWOT tool

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