Business Culture and Development of the E-commerce Industry: In case of Amazones in America

Amazon's growth strategy and competitiveness can be described in several ways: And in the future, competitiveness in Korea is as follows. First, in China, Amazon acquired a Chinese ecommerce company in 2004 and started its shopping mall service, but failed in fact due to a lack of local companies such as Alibaba. Amazon's share in China is less than 1%. Second, in Japan's B2C e-commerce market, it has continued its propaganda since its entry in 2000, beating out Lakuten greatly and continuing to number one. Based on Japan's high reading rate, the continuous expansion policy has been successful since the book market was preoccupied. It is analyzed that the success factors include free shipping, market place for sale of used products, point system for conversion of gift certificates, and offline payment method (ease of convenience, ATM) as well. Third, the factors that will affect the Korean market do not seem to be great. Overall, there are two sources of Amazon's B2C e-commerce competitiveness. Shipping and one-click service. In terms of shipping, the Korean market is already over bleeding. Coupang is in the doghouse for the day's delivery. Also, it is questionable whether Amazon's delivery of drones under test will be effective in the Korean marketFourth, what sets Amazon apart from domestic companies. It is a direct purchase channel that purchases products from overseas sellers, which is difficult to purchase in Korea, and a reverse purchase service that sells domestic products overseas. Even if Amazon sells overseas products directly in Korea, the reduction in delivery time will be the biggest attraction since it cannot be competitive in price compared to other direct and overseas purchasing agencies, but investment costs will still be as high as other e-commerce companies. In other words, entry into the already over-competitive domestic e-commerce market is too risky for Amazon.