The Retail Revolution in Korea

The Retail Revolution in Korea

2002. 10. 23

Oh-Hoon Kwon, CIO of LOTTE Group

Today’s agenda

I. Trend in Korean Retail Industry

1. Growth by Sector

2. Trends

3. Enabler

II. Present condition of e-Business in Korean Retail Industry

III. Initiatives

1. CRM

2. Retail SCM

3. TO Be Model

4. B2B Strategy: eMarketPlace

IV. Strategy in retail Industry

LDCC-3-

Trend in Korean Retail Industry - Growth by Sector

Department Store(13.3%)

Discount Store(7.6%)

TV Home Shopping(1.8%)

Supermarket(4.2%)

CVS(1%)

Department Store(13.9%)

Discount Store(14.2%)

TV Home Shopping(3.4%)

Supermarket(4.2%)

CVS(1.8%)

1999 2002(E)

Discount Store and Home shopping showed Rapid growth rates in Korea, but supermarket

and Department Store keeps almost flat growth in Korean retail industry

* Source: National Statistics Office, Samsung Economic Resource Institute

Market Share by Retail Sector

27

.9%

37

.5%

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Trend in Korean Retail Industry - Growth by Sector

When three companies capture market, customers can make optimized choice, competition

showed proper level, and market efficiency increases. Also, market share is concentrated

these leading companies (The Rule of Three)

Market Concentration in Dept. Store Sector

Collective Market Share of Big 6 Discount stores

[unit: %]

0

20

40

60

80

1996 2002E

68

35

33%p

0

20

40

60

80

1996 2002E

75

30

45%p

[unit: %]

*Source: National Statistical Office, LG Economic Research Institute, A. T. Kearney Analysis

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Trend in Korean Retail Industry - Growth by Sector (D/S)

Discount stores have grown at about 30% annually and will overtake department stores in sales by 2003, but the growth rate is expected to decrease gradually

The Total Number of Discount Store In Korea

0

20

40

60

80

100

120

140

160

180

200

1997.12 1998.12 1999.12 2000.12 2001.7

Source: National Statistical Office, Samsung Economic Research Institut,

A. T. Kearney Analysis

Implications and influences

0

10

20

30

2000 2001 2002E 2003E 2005E

Discount StoreDept. Store

(Trillion Won)

Source: National Statistical Office,, Bank of Korea, A. T. Kearney Analysis

The Sales of discount store is expected to surpass that of department store between 2002 and 2003

Low-end pricing contributes to the stabilization of consumer prices.

Discount store lowered consumer prices by 1.79% from 1996 to 1999

Power will shift from manufacturers to discount store

Discount stores will number 270 – 280 by the end of 2002, reaching the optimal number and afterwards the growth will slow down gradually

LDCC-6-

Trend in Korean Retail Industry - Growth by Sector(T-commerce)

With a growing number of CATV viewers and TV shopping players, TV home shopping industry has grown fast and is expected to continue to grow

Key Drivers for Market Growth Historical Sales Growth

Increasing Number of Cable TV viewers;

0

500

1,000

1,500

2,000

2,500

1995 1996 1997 1998 1999 2000.6

New entry; Incumbents: LG Home Shopping , CJ39 New entrants: Hyundai Home Shopping, Woori Home

Shopping, Agricultural&Fishery TV

CAGR =69.7%

CAGR =69.7%

No. of CATV Subscriber(Thousand)

0

500

1,000

1,500

2,000

1997 1998 1999 2000 2001

(Billion Won)

Rapid growth of home shopping leads to Growth of courier service companies Emergence of an effective sales channel for mid

and small size companies Growing importance of customer relationship

management

CAGR =88.9%

CAGR =88.9%

Source: Hana Economic Research Institute, A. T. Kearney AnalysisSource: Korea Cable TV Association, A. T. Kearney Analysis

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Trend in Korean Retail Industry - Growth by Sector(T-Commerce)

1998 1999 2000 2001 2002(1H)0

100

200

300

400

500

600

700

Sales

Sales Profit

4.9 8 15.2 22.6 25

[unit: million $]

Growth of CJ39Shopping

* Source: CJ39Shopping

Conventional market still have accounted for about 62.5%(2002E ) in the Korean retail sector, while TV Home Shopping has occupied just 2.8%. Therefore, it has a lot of possibility to grow in Korean retail industry

CJ 39 Shopping is the frontier and leading TV home Player in Korea

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Trend in Korean Retail Industry - Growth by Sector(Internet Mall)

Internet shopping is expected to be the fastest growing sector in retail industry, and the competition is intensifying with new entrants from other industries

Sales History and Forecast

Source: Hana Economic Research Institute, A.T. Kearney Analysis

(Billion Won)

0

500

1,000

1,500

2,000

2,500

1999 2000 2001E 2002E 2003E

CAGR = 1

03.7

%

CAGR = 1

03.7

%

Among over 1700 players in 2000, only 10% of them sell more than 0.1 billion won per month.

Profitability is the most serious issue plaguing all of the players, but some of big players are expected to reach BEP in 2002

Compound Annual Growth Rates of internet shopping until 2003 is 103.7%

LDCC-9-

Trend in Korean Retail Industry - Growth by Sector(Internet mall)

LOTTE.com’s Vision Today’s Lotte.com(www.lotte.com)

Internet business growth in 2001 is twice than 2000, and the size of e-commerce reached $17.4 billion. Moreover, internet users in Korea reached 20.2 million.To grow continuously, internet providers should be concentrated on solve security Problem.

• Founded January 2000• Opened Internet Duty free shop• Started to sell private brand • Launched the merchandise delivery system jointly with off-line stores• Started catalog business • Opened "Lotte B2B Mall for meat" • Reached 160 million in first half in

2002, which increased 358%

comparing to same period in 2001

http://www.lotte.com/

LDCC-10-

Trend in Korean Retail Industry - Growth by Sector(Entertainment)

A: Department Store B: Hotel

C: City Air Terminal D: Trade Tower

E: Hotel F: Exhibition Center

G: ASEM Convention Center

H: Business office center

Entertainment Shopping mall provides both traditional function and entertainment factor in a same area. A few years ago, In spite of popularity, it dulled to make profits, but it makes big progress currently.

Coex MallLotteWorld

Department Store Hotel

Theme Park Discount Store

Clinic Sports Center

Ice Link

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The Next Phase2000+

Domestic Retail sector environment and retail Strategy

RetailTrends

Implicationsfor Logistics

Currently, Many companies have practiced joint e-SCM strategy to raise operating efficiency on S/C in Korean Retail Sector through shared information between partners.

New Trend in Korean retail sector is Providing of “Tailing service”New Trend in Korean retail sector is Providing of “Tailing service”

Important to Mental distance toward Customer Improve quality Compared with Cost Expand home delivery and e-Retailing Provide Tailored Service

1950s 1960s 1970s 1980s 1990s

Distribution

Assortment

Price Choice Quality

Extend e-SCM to e-Retailing srtategy

DSD(Direct Store Delivery by

supplier)

Centrali-zed

N/W Reengineering

• important to physical distance to customer• Physically expand number of store and size• Emphasize on improvement of price & quality• Provide Seamless customer service

Current Big Five strategies in domestic Retail

• Strategic Alliance with partners

• Demand forecasting and Replenishment in S/C

• Optimized operation thru Optimized logistics

• Re-architecture of e-Business operation Process

• Product Category Management

CRMSCMCust.

Value

Balanced Supply

and Demand

Customer Segmentation

and customizing

Trend in Korean Retail Industry - Trends

LDCC-12-

Trend in Korean Retail Industry – Enabler(Internet)

Entering e-Commerce via Internet has fundamentally changed relationship between partners on supply chain, and it has recognized efficiency usage of eCommerce is the one of the best competency advantage in competition.

Internet is that, as built connectivity whole supply chain from customer’s customer to supplier's supplier, the connectivity make possible to support goods and service transaction, processes, and shared sales information.

SupplierSupplier

Third PartyThird PartyLogisticsLogisticsProviderProvider

RetailerRetailer

DistributorDistributor

CustomerCustomer

Informatio

n

Products

/

Materia

l

• Real time sales info. Analyze & Sales based on customer’s needs• Customization of goods & service

based on customer management such as spending pattern, population, and regional types

• Upgrade customer service by support both On-line and Off-line

simultaneously

Convergence

Speed• Prompt response to customer &

market, fasten planning• End-to-End Real Time Tracking

of money, goods, service, and info.

• Reduced time to market & product Life Cycle Time

• Reduced delivery Lead time

Connectivity Go-Global

• Possible Real Time connect one to one or one to many

• Reduce transaction/investment/operation cost

• Globalization within organization, between organization, and between companies via Internet

ManufacturerManufacturer

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Trend in Korean Retail Industry – Enabler(Collaboration)

Open Market Negotiations

Price-based discussionsAdversarial Relationships

Coordination

Information linkage (EDI)Longer-term contracts

Collaboration

Supply Chain Integration Joint PlanningTechnology Sharing

Customer Partnering

Collaboration is that

• Share information and IT technology

• Centralized decision making on Supply Chain dimension not sole company unit,

• Inter-dependence between companies in S/C,

• Make efforts maintenance and improve relationship between companies

• Regular Communication, prompt response, and increased number of communication

• Regular Communication between executives

Based on Changing in Mind-set and arousing strategic sympathy on Supply chain,

Supply Chain is not achieved by only emphasizing tech sided Version-up or depend by a few specialists. It needs new business mind based on collaboration and repositioning of organization and resources

With collaboration, we can access following issues in supply chain….. Discrepant product supply forecasting between retailer and

manufacturer Manufacturer do not recognize retail side’s sales strategies

and promotion planning, and so on in advance Retail side do not reflect manufacture side’s new product

development and related advertisement planning. Absence of joint analysis about market trend and consumer

information Absence of joint demand and supply management planning and

strategy on Supply Chain Absence of access toward Supply chain related to “Across

organization, Between organizations” manufacture side’s marketing, Sales, and Production

Planner Needs supply process that retail side’s category buyer,

person in charge of order, and sales forecast analyze team participant in and share information

Collaboration is that, it is important to get joint vision related with clear forecasting and

joint decision making based on trust and shared information between partners on Supply

Chain

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Trend in Korean Retail Industry - Enabler(Collaboration)

Collaboration initiatives between retailers and their suppliers have gradually evolved from data capture to supply chain management initiatives

Evolution of Supplier/Retailer Collaboration

1970 1980 1990 2000 2010

Product I.D. Standards

QR/VMI/CRP1

Efficient Consumer Response(ECR)

Public Exchanges

Private Exchanges

UPC EDI ERP XMLTechnology Enablers:

CPFR

Lev

el o

f C

oll

ab

ora

tio

n

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Different geographic regions have evolved at varying rates with respect to their trading partner collaboration practices

Supply Chain Initiative Adoption by Geography

Product I.D. Standards

QR/VMI/CRP

Efficient Consumer Response

(ECR)

Public Exchanges

Private Exchanges

CPFR

Asia Pacific

Europe and the United States

TimeRetailer initiatives in Asia Pacific tend to be about five years behind those in Europe and the United States.

Le

ve

l o

f C

oll

ab

ora

tio

n

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Three fundamental collaboration models have emerged, each with varying types of functionality and degrees of benefits

CPG Retailer

One-to-One

One-to-Many

CPG-to-Retailer Collaboration Models

Many-to-One

Many-to-Many(Retail-Driven)

Many-to-Many(CPG-Driven)

Pri

vate

E

xch

ang

eP

ub

lic

Exc

han

ge

1-to

-1

Un

de

rly

ing

Da

ta S

tan

da

rdiz

ati

on

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Maximum scale of 5points

Source: KRG, 2001. 10, eBusiness invest 100 higher rank companies

4.71

4.33

3.73

3.6

3.47

3.42

0 1 2 3 4 5

e-procurement

SCM

ERP

eMP

CRM

KMS

eBusiness Solution Use e-Procurement is the first in

rate of use. SCM, ERP are

next.

The reasons why e-

Procurement Solution is the

first are high-rated

procurement by internet as

well as easy to transform

procurement process to e-

Commerce.

Prospect of rapid growth in SCM, e-Procurement and eMP in the future.

Present condition of e-Business in Korean Retail Industry

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Maturity rate of eBusiness by industries

5.886.44

9.38

7.59 7.94

6.437.28

1.55

3.73

6.74 6.48

4.123.21

4.31

2.353.12

4.413.8

5

2.663.56

9.78

13.29

20.53

17.8717.06

12.33

15.14

0

5

10

15

20

25

Information Transaction Interaction ToTal

Government Manufacture Finance Retail&svc IT Construction Total Average

Source: Korea Computer Research/IT Newspaper, KRG, 2002Finance is leading the eBusiness in Korea. It recorded 20.53

The next are Retail&Svc(17.87), IT(17.06)

Manufacture, Construction and Government showed low score compared with other industries

Retail&Svc showed relatively high rate but still low. In addition e-Business is prospected the high growth in the near future.


LDCC-19-

Investment plan in 2002 Retail&Svc)

75.9%

62.1%

41.4%37.9% 37.9%

34.5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Security CRM KMS SCM DW Mobile

Source: e-newspaper, KRG, 2002

Security is the first(75.9%)and next are

CRM(62.1%), KMS(41.4%), SCM(37.9%)

Retail&Svc is expected to drive the dem

and of SCM compared with other indust

ries.

Some of big retailors have implemented

1st phase and is expected to invest cont

inuously this year. According to the res

earch 10s among 29 companies are doin

g SCM Project.

The reasons why eBusiness is accelerat

ed are invasion of Multinational Distribu

tion companies and reduction of revenu

e caused as tough competition.

SCM is leading solution in Distribution&Svc after 2002Retail&SvcRetail&Svc


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Index SCM eMP SHOPPINGMALL eCRM

operating 5.3% 8.0% 16.0% 10.5%

Plan 50.7% 28% 21.6% 64.5%

No plan 42.7% 61.3% 58.7% 23.7%

stop/withhold 1.3% 2.7% 2.7% 1.3%

Source: KRG 2001.8, 170 enduser survey, Revenue: over US$100M

E-shopping mall being constructed actively, but eCRM expected to lead the market s

oon.

SCM is going to be introduced irrelatively industries, and eProcurement Infra is expa

nded in distribution and CPG industries.

SCM and CRM leading the e-business market soon


LDCC-21-

Initiatives - CRM

Reinforce Customer Royalty by CRMReinforce Customer Royalty by CRM

Easy to apply and introduce CRM as the tendency of approaching to customer in Retail industry Need different CRM strategy according to types of businessShare customer and Sales information with suppliers to deliver goods at right time through CRM

Easy to apply and introduce CRM as the tendency of approaching to customer in Retail industry Need different CRM strategy according to types of businessShare customer and Sales information with suppliers to deliver goods at right time through CRM

Integrated DBM’s Closed Loop Process

Service

Sales Opportunity

Customer maintenance

Marketing

Sales

Customer DB

Customer Acquisition

Customer Management

Customer Retention

Customer Viewpoint Functional point

Collect Customer info.

Strategy

Work

IT

Prompt response to fasten changed IT

Reduced implementation & maintenance Costs

Customer info. Analysis tool

Integrated Customer related work

such as Marketing, Sales, Service, etc Understand Consumer’s needs Efficient Service Management Management of redundant data

Shared enterprise info.

Established Consumer-centric Process

Consumer Segmentation

Customer Maintenance and acquisition

Market

Organizer

Market

Organizer

Integrated DBM Plan

LDCC-22-

Korean Retail players built Web-EDI preferentially and currently they are driving to built mainly CMI/VMI, CAO based on improvement of logistics

Korean Retail SCM CaseKorean Retail SCM Case

Initiatives - Retail SCM

LotteMart, LG Household & Health Care

Yuhan-Kimberly,

Chelijedang, P&G

CarrefourKorea

Ogguki, Cheiljedang, P&G

Yuhan-Kimberly,

Unilever,

Cheiljedang,

Hyundae Dept.

LGmart, DongsuFood, Cheiljedang,

LotteMart, Yuhan-Kimberly

LGmart

Yuhan-Kimberly, P&G,

Unilever,

EDIEDI

CMI/

VMI

CMI/

VMI

CPFR

CPFR

CMI/

CAO

CMI/

CAO

CMICMICMCM

VMIVMI

LGmart

Pulmuone, Aseen

FineKorea

SCMSCM

LDCC-23-

Partnership with Supplier

• CPFR – Collaborative Planning, Forecasting &

Replenishment

• Reduce Lead time and inventory thru VMI

• Co-managed product

planning/development/display/assortment/sales

Visibility of Supply Chain

• Based on partnership with supplier, Real Time

handling of inventory and purchasing planning

through visibility of supply chain

Shared consumer’s trends with whole

supply chain

• Provide Customized service through reflected

customer’s needs instantly

• Cut a price with reducing Lead Time and

inventory

We should equip Responsive and Consumer-Driven System to raise operational efficiency on S/C with working together between retail and manufacture

We should make simplify and optimize Products/information/money flow to raise efficiency from

Manufacture-Process-Logistics, distribution to consumers on supply chain. Then finally, expanded

sales to maximize customer satisfactory

Initiatives - To Be Model

Retail Consumer

Minimized

inefficiency in

Supply Chain

Raised Customer Satisfaction

Raised Operation efficiency

Raised Customer Royalty

Expanded sales Opportunity

•Strategic alliance•Demand Forecasting•Optimized Logistics•e-Business•Category management

Maximized Profit

thru Customer

Satisfaction

LDCC-24-

Strategic AllianceStrategic Alliance

Demand Forecasting on S/CDemand Forecasting on S/C

Optimized LogisticsOptimized Logistics

e-Businesse-Business

Product Category ManagementProduct Category Management

• As joint investment related with partner’s internal and external non-value added activities to reduce cost and raise efficiency, provide benefits to customers as well as the partner

• Raise flexible supply responsibility and effective management of materials as operating supply forecasting and planning activities according to end-user’s situation

• Through implementation of advanced e-Business, seek to operation efficiencies such as reduced cost, minimized error rates, increased transaction cycle time, and so on

• Through strategic alliance, effective equipment, and usage of IT technologies, manage product distribution network rationally

• Through product assortment in retail channel and balancing between costs, manage and maintain product category efficiently to increase consumer value

Big Five Strategies in Retail SCMBig Five Strategies in Retail SCM

SCM is total strategy to cover retail and logistics that to satisfy consumer and remove inefficiency during the operation through sharing information with partners on supply chain


LDCC-25-

• ABC

Based on operating activities Cost distribution and Management, Support effective decision making

• Initiative bundling

joint technology investment and distribution

• Value based incentive

distribute profits fairly between partners.

• Standard of Product Code

Common language in Distribution activities

• Official Product information

Used Consistent Product info.

• Shared Demand information

Raised planning and response capability both manufacturer and retailer thru shared consumers’ buying info.

• Market-level Forecasting

• Support optimized process

Built logistics management process

• Exchange and manage product info. - EDI

• Direct Store Delivery

Fast-moving goods

Co- Consolidation

Slow-moving goods

• Joint delivery

• Coordinated transport

make delivery route to deliver many tasks at once

• Cross-Docking

• Balanced variety

improve product assortment with collaboration

• Product deletion

Product In/Out

• New Product management

• Centralized conversion

Based on optimized logistics field, support to concentrated on competency advantages in process and manufacture field

Strategic AllianceDemand

Forecasting in S/C Optimized Logistics e-Business Category Management

Details of Big Five Strategies in Retail SCMDetails of Big Five Strategies in Retail SCM

Based on progressive collaboration between partners, reduced inefficiency sectors like external factors and maximized operating efficiencies


LDCC-26-

- Organization and culture - BSC- Technologies- Logistics network

SCM Strategy

SCM Components

SCM Infrastructure

- Strategic Alliance- Demand Forecasting in Supply Chain- Optimized Logistics- e-Business- Product Category management

- ABC (Activity Based Costing)- Bar-code- Direct Store Delivery-Consolidation)- Cross Docking- Web- EDI- Replenishment- category management

As most companies built SCM components and infrastructure, Strengthen internal competency advantages and drive SCM strategies through partnership on Supply chain

SCM Components and Infrastructure SCM Components and Infrastructure


LDCC-27-

Initiatives - Logistics Network Since 1999, it has increased 30% annually, and it reached $1.2 billion sized market in 2001. Currently, Korean prime CVS players carry out solitary or joint logistics service thru its store(Lotte.com’s merchandise delivery system jointly with 7-Eleven

Enterprise’s Integrated Logistic Network

Lotte Confectionery

Lotte Chilsung, etc

Lotte Elec.LotteCanon, etc

Lotte ShoppingLotte Mart, etc

LotteriaTGI Friday

CustomerSupplier

CPG

Headquarter

Retails

Service

RestaurantEng

OMS TMS WMS

Logistics Control Center

ERP or Legacy Interface

7-ElevenLotteHotelLotte World

LDCC-28-

Initiatives - B2B Strategy: e-Marketplace

While B2B e-market place in Korean retail industry is in embryo, the government and private sectors are cooperating to build B2B infrastructure dubbed “KoreaRetailXchange”

Worldwide B2B E-marketplace KoreaRetailXchange

Participants; Ministry of Commerce, Industry, & Energy,LG Mart, Lotte Magnet, Samsung

Tesco,Shinsegae E-mart, Hanwha Store, Hyundai Department Store

Start of operation (Planned); Second half of 2002

Value proposition; Construction of an e-marketplace of Korean

nationality Enhancing competitiveness of participants by

enhancing their purchasing power and efficient supply chain management

Functionality; Operate as a non profit organization to secure

neutrality Maintain openness to secure “critical mass” Improve efficiency for participants through process

standardization and offering of diverse services

Retail Market

Xchange

Global Net Xchange

Worldwide Retail

Exchange

Starting Date

2000. 6 2000. 2 2000. 3

Leading Company

Wal-mart Carrefour, Sears

K mart, Albertsons, Tesco

Participants

8 founders& 9 members

17 founders & 41 members

Remark Procurement automation

CPFR Inventory

25% reduction

Cycle time 50% reduction

Standardized procurement

CPFR Auction

SCM service

Standardized procurement

*Source: A.T. Kearney Analysis

LDCC-29-

Initiatives - B2B Strategy: e-Marketplace

LCN(Lotte Commerce Net) is “Private Community Network” that maximize connectivity between subsidiaries or subsidiaries and its partner as converting offline centric business to online –centric business provide us maximum efficiency and boost profit.

LCN (Private eMarketplace)

LCN (Private eMarketplace)

Web-EDIWeb-EDI

Electric IncomeElectric Income

CACA

CPFRCPFR

ASPASP

LotteMartLotteMart

Lotte Dept.Lotte Dept.

LotteLemonLotteLemon

K - 7K - 7

SupplierSupplierRetailerRetailer

......

Collaborated Companies

.

.

L-ProNetL-ProNet

E-Tax BillE-Tax Bill

KoreaRetailXchange Global-eMPKorea-eMP

LDCC-30-

Strategy in Retail Industry

Provide consolidated e-Biz environment

• Provide single integrated cyber space both Lotte Group subsidiaries and its partners• Create Win-Win Strategy to share and use information

Increase businessefficiency

Accomplish to built national infra

in retail industry

• Only one standardized infrastructure and connectivity Synergy effect• Effective business process increase profits, reduce inventory level, etc

• Execute Korea’s Ministry supervised business for effective EC in field of retail industry• Seek to way to connect to external e-MP

LCNCenter

manufacturerRetail Logistics

Partners

Alliance

Support retail Contents

. Authorize retail service

. Settle service fee

Lotte Group Branch company

. Shinsegae

. Samsung TescoEDI

Share Product Info

Share Product info

Global Sourcing

EAN Korea

LDCC-31-


XML/EDI(VAN)XML/EDI(VAN)

CMSCMS

P

D

S

CPFR

C

M

VPN

Network Back Born, Security, Contact Center Network Back Born, Security, Contact Center

Lotte GDC Center

LCNPortalSite

E-T

ax

B

ill

e

I

C

R

M

K

M

S

Co

llab

ora

tive

IT

Biz

E-

Co

ntra

ct

Inte

rne

t Fa

x

Se

rvic

e

Mo

bile

AS

P

Se

rvic

e

Infra

stru

ctu

reP

rod

uc

t

E-

Pro

cu

rem

en

t

Product Positioning and Create Synergy w Existing Biz. - Additional Product : *PDS, *CPFR, *CM, e-Tax Bill/Contract, Mobile - Infrastructure Product : XML/EDI, *CMS - Collaborative IT Biz. : XML/EDI Service Collaborative company IT Supporting Biz. - Integration of LDCC’s service I LCN Portal

Promote profit extension strategy through XML/EDI - Existing and new consumer retention based on LCN - Emphasis differentiation strategy comparing to competitor

Improve eTransformation Business - To be a leading company in SCM - Promote e-Transformation biz. to Lotte Group’s partners

LDCC-32-

LCNCenter

Retail Providers

EAN Korea

KoreaRetailXchange

Establish Global Standard of Infrastructure - Create new business through co-work between LCN service and its related organizations - Establish Global trade infra through expand standardization through co-work with EAN Korea

Provide convenience to connect with integrate between LDCC’s retail-centric Hub Center and other’ retailers’ - Organize separate retail community - Co-operate with other retailers though system connection

Accomplish LDCC as a Core HUB Center for electronic commerce in Retail industry


The Retail Revolution in Korea

Thank You!

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LDCC

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The Retail Revolution in Korea

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