• Asia Marketing Journal
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• v.14 no.3
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• pp.7-26
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• 2012

The success story of E-mart fascinated many academics and practitioners alike. Though E-mart began as a nameless discount store in Chang-dong, Seoul in 1993, it has transformed itself into a leading distribution company and one of the most powerful brands in Korea. Surprisingly, it achieved the great success against the two crises it met: the national economic crisis and the invasion of the global giant Walmart. The main objective of this case study is to formally examine how E-mart overcame the two crises. More specifically, this case study highlights the ways with which E-mart turned those difficulties into opportunities for growth. In our examination of the E-mart case, we could clearly see E-mart's competence and spirit that allowed it to turn crises into advantageous opportunities. E-mart attracted the customers who wanted value-oriented consumption by its positioning as the "Lowest price discount store", when consumer sentiment was frozen under the economic crisis. Furthermore, when a large-scale foreign discount store like Walmart entered the Korea market, E-mart built its core competencies as the 'Korean style discount store'. These ingenious positioning and efforts resulted in E-mart taking over their archrival, Walmart, and forced the global Goliath to exit the Korean market. The case of E-mart's effective crisis management teaches many important lessons and a few core lessons that apply to many companies. One such lesson is the importance of positioning which enabled E-mart to turn crises into opportunities. Granted, the strategy of positioning as the 'Korean style discount store', or 'Lowest price discount store' was possible due to overall support with cost reduction, development and management of their own system, an apprentice educate system, etc. based on an excellent selection of location of the store and efficient distribution systems. Still, the positioning strategy of E-mart was truly ground breaking in distancing itself from its competitors. The lessons from E-mart will help those companies currently in a stagnant situation or a crisis to turn their obstacles into great success.

• The Journal of Industrial Distribution & Business
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• v.8 no.1
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• pp.15-22
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• 2017

Purpose - Retail companies are turning from one type of retailer to multiple business categories through various reasons, such as taking advantage of existed types of retailers' channel distribution, information and know-how, and entering into new types of retailers. However, there is few research conducted about multiple type of retailers. Research design, data, and methodology - In this research, the references, data and new stores on E-mart will be collected. The dissertation, annual report, statistical data, land-book of E-mart will be also collected to confirm whether E-mart has made any acquisition towards another company. Results - There is a tendency to new stores expansion, store enlargement and prolonging the opening preparation of new stores, based on the core of new stores expansion of E-mart as a general supermarket type of retailers. Based on general supermarket type of retailers, E-mart begins to diversify its retail company's type of retailers. Conclusions - As a general supermarket which is the most important type of retailers, E-mart is expanding into SSM type of retailers to seek new power of growth while slowdown growth is shown in general supermarket type of retailers. The expansion into SSM type of retailers would be a wise option as a retail company, E-mart is able to keep growing in the future.

• Proceedings of the Korea Information Processing Society Conference
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• 2002.11c
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• pp.2129-2132
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• 2002

Today e-commerce enterprise business using the Web to conduct trade is inereasingly. But herb mart is still persisted that it has most trading by conventional way. In this paper we have suggested e-commerce system of herb mart using ebXML. It will be used to make an improved herb mart business process in global environment.

• Asia Marketing Journal
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• v.6 no.3
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• pp.143-156
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• 2004

This case intorduced E-mart's business philosophy and vision, analyzed E-mart's outline of marketing strategy, and discussed its performance and future task. E-mart took the role of market pioneer by developing discount store market in Korea. It's mission was to provide substantial benefits to the customers by selling quality products at the lowest price in the market. For this purpose, E-mart has conducted a slogan of 'everyday low price discount store-E-mart'. Objective of E-mart's brand strategy was to be No. 1 discount store in Korea or to be a representative brand in the discount store market. To achieve this objective, E-mart has conducted various efforts such as construction of national network, realization of the lowest price, formation of the most reliable discount store image, establishment of competitive edge and so on. E-mart settled a new model for discount store in Korea and took the lead in expanding market potential. With these efforts, E-mart has maintained secure position as a leading company in the discount store market.

• Journal of Distribution Science
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• v.12 no.7
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• pp.45-51
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• 2014

Purpose - This study aims to explore the success of Lotte Mart in the global market, as well as examining the factors related to its entry methods. Research design, data, and methodology - This study analyzed the differences between Lotte Mart and E-mart in terms of their market entry methods, based on references and secondary data. This study is based on qualitative research that analyzes actual cases. Based on the results, this study analyzed and discussed actual cases based on references and secondary data, including newspaper interviews on Lotte Mart. Results - Lotte Mart succeeded in adapting to local markets it did this by ensuring the use of both mergers and acquisitions (M&As) and greenfield methods. In contrast, E-mart utilized only greenfield methods. Conclusions - The findings of this study may not be generalized to all industries, as only Lotte Mart was examined using the case analysis method. Therefore, the successful market entry modes of various companies should be explored in terms of FDI.

• Journal of Digital Convergence
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• v.18 no.10
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• pp.381-387
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• 2020

In order to study the similarities and differences of user experience of contactless retail services between Chinese and Korean users, this study focuses on E-mart 24 Self Convenience Store Gimpo DC Branch, Conducted in-depth interviews with Chinese and Korean users who have experience. The interviews are based on the 7 principles of Peter Morville's Honeycomb Model. As a result, the satisfaction of Chinese users is higher than that of Korean users. Human touch, and the desire for a faster society made Korean users more resistant to E-mart 24 Self Convenience Store. Chinese users raised concerns about the inconvenience of the system with little consideration for foreign users. It is expected that this study will help E-mart 24 Self Convenience Store to satisfy users from more cultural backgrounds.

• Journal of the Architectural Institute of Korea Planning & Design
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• v.36 no.1
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• pp.37-48
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• 2020

Logistics centers, distribution centers, or warehouse facilities increasingly dominate urban and suburban landscapes, their enormous but blank, repetitive facades completely overshadowing adjacent buildings. Mostly ignored by architects, this new building type symbolically represents the arrival of post-anthropocene, or post-urbicene era of architecture, in which an increasing portion of our built environment will not be intended for human occupancy, but rather for use by machines and artificial intelligence. As a new wave of logistics centers are becoming more automated, and more supersized, it is important to deepen architects' understanding of the organizational logic and programming factors that inform the overall design decisions for these facilities. With a particular focus on three case studies--Coupang, E-Mart, and Amazon Fulfillment Centers, this research examines the current trends in automation and expansion of logistics centers, and offers an analysis and forecast for future facilities in South Korea.

• The monthly packaging world
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• s.176
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• pp.61-69
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• 2007

• Journal of the Korea Furniture Society
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• v.19 no.1
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• pp.33-43
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• 2008

This study intended to explore trends of furniture sold in general merchandise stores such as Lotte mart, E-mart, GSmart, Home ever, and Home plus, which are run by conglomerates in Korea. Through internet, related books and papers, interviews with the mart-related people, styles, items, prices, manufacturers, and materials of furniture well sold in the marts were researched and analyzed qualitatively. As the result of the analysis, the furniture expressed the scale to be able to put in the cart of the marts, knock-down and folding structure to be easy to disassemble, pack, and move, low prices below one hundred thousand won, the light materials like plastic, aluminum and the more MDF than hard wood. Each item was made of PB reflecting lower prices of 10 to 20 percentage for the consumer.

• Korean Business Review
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• v.14
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• pp.95-128
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• 2001

The entry of large discount stores such as LG-mart, E-mart into small cities such as Choonchun or Wonju have had a profound impact on the business of small-sized retailers. The impact of the entry by large discount store is too big compared to that of the entry by department store. Now, it becomes the matter of survival for small-sized retailers. Regulation and protection are not the best solutions to solve these problems. It cannot solve the fundamental problems. Consumer buy products based on their needs not retailers' problems. Without satisfying consumers' various needs and wants, retailers can not survive. Therefore, it is extremely important to understand retail competition from the perspective of consumers and investigate overall retail competition not competition between two different types of retailers. In this study, we analyze the relationship between products and purchasing places, the competitive relationship among retailers. As a result, we get big picture of retail market and discuss the revitalization of conventional retailers. In addition, we propose new solutions to conventional retailers' problems from the perspective of consumers.