전통시장은 대형소매점 및 홈쇼핑 등의 새로운 업태가 등장하기 전인 1990년대 초반까지만 하더라도 서민생활과 지역경제를 책임지는 우리나라 소매유통의 중추적 역할을 담당하였으나, 유통시장 개방이후 새로운 업태의 출현과 급성장으로 인한 외부환경과 이러한 새로운 업태에 능동적으로 대처하지 못하고 오랜 기간 고수해온 전근대적인 경영방식으로 인한 경쟁력 저하의 내부요인에 의해 쇠퇴를 거듭하고 있다.
지금의 전통시장을 활성화 하기 위해서는 무엇보다 시대적인 흐름에 맞는 경영전략을 구사해야 한다는 것이다. 과거 필요에 의해서 시장을 찾는 구매...
전통시장은 대형소매점 및 홈쇼핑 등의 새로운 업태가 등장하기 전인 1990년대 초반까지만 하더라도 서민생활과 지역경제를 책임지는 우리나라 소매유통의 중추적 역할을 담당하였으나, 유통시장 개방이후 새로운 업태의 출현과 급성장으로 인한 외부환경과 이러한 새로운 업태에 능동적으로 대처하지 못하고 오랜 기간 고수해온 전근대적인 경영방식으로 인한 경쟁력 저하의 내부요인에 의해 쇠퇴를 거듭하고 있다.
지금의 전통시장을 활성화 하기 위해서는 무엇보다 시대적인 흐름에 맞는 경영전략을 구사해야 한다는 것이다. 과거 필요에 의해서 시장을 찾는 구매자들이 시장을 떠난 시대적인 상황을 재인식하고 현 시대에 맞는 경영전략을 새로이 재점검하여 새로운 방안을 모색하고 현재 추진되는 시설현대화에 따른 경영현대화에 많은 노력을 기울여야 할 것이다.
경영현대화를 추진하기 위하여는 서비스 체제를 과거와 다른 고객 중심의 서비스 패러다임으로 재정립하여 지방자치단체 등과 연계한 지역적인 잇점을 최대한 활용하여 판매자와 구매자가 상호 신뢰의 영업을 추진해야 할 것 이다.
시장을 재정립하고 활성화 시키는 방안으로 지역적인 문화관광을 전통시장에 접목시켜 시장을 홍보하고, 여러 문화행사를 유치하여 구매자를 끌 수 있는 독특한 풍물거리를 조성하고 주민이 참여하고, 보고, 즐길수 있는 특화된 시장거리등을 조성하여야 한다.
물품 판매 방식에서도 현재의 소비자는 물품 구매시 양보다는 제품의 질을 선호하는 차별화된 판매방식을 강구해야 할 것이다.
과거의 불분명한 판매방식에서 벗어나 소비자가 믿고 구매할 수 있도록 상인들 스스로 책임지는 먹거리를 제공하기 위한 원산지 표시 및 생산 이력제를 활용하여 소비자로 하여금 믿을 수 있는 판매, 영업 전략이 필요하다.
이제는 변화하는 전통시장만이 살아 나갈 수 있다. 전통시장 하면 경쟁력이 없다고 말하는 사람도 있으나 선진국에도 여전히 전통시장은 존재하고 있으며, 시대에 맞게 변화된 영업 방식으로 전통시장이 활성화 되고 있으며, 익산시에서도 지역경제 활성화를 추구하기 위하여 정이 넘치는 전통시장을 건설 하고자 시설 현대화, 상인교육, 선진지 견학 등을 실시하여 시민들이 다시 찾는 전통시장을 조성 중에 있다.
본 연구는 익산시에 존재하는 10개 전통시장의 활성화 방안을 모색하고자 시장 운영조직의 변혁과 상인의식 구조의 변화로 시대적 흐름에 맞추어 시설․환경 개선, 문화와 접목 시킬 수 있는 특색 있는 특화시장의 판매방식을 연구하고 그에 따른 활성화 방안을 제시 하였다.
전통시장은 대형소매점 및 홈쇼핑 등의 새로운 업태가 등장하기 전인 1990년대 초반까지만 하더라도 서민생활과 지역경제를 책임지는 우리나라 소매유통의 중추적 역할을 담당하였으나, 유통시장 개방이후 새로운 업태의 출현과 급성장으로 인한 외부환경과 이러한 새로운 업태에 능동적으로 대처하지 못하고 오랜 기간 고수해온 전근대적인 경영방식으로 인한 경쟁력 저하의 내부요인에 의해 쇠퇴를 거듭하고 있다.
지금의 전통시장을 활성화 하기 위해서는 무엇보다 시대적인 흐름에 맞는 경영전략을 구사해야 한다는 것이다. 과거 필요에 의해서 시장을 찾는 구매자들이 시장을 떠난 시대적인 상황을 재인식하고 현 시대에 맞는 경영전략을 새로이 재점검하여 새로운 방안을 모색하고 현재 추진되는 시설현대화에 따른 경영현대화에 많은 노력을 기울여야 할 것이다.
경영현대화를 추진하기 위하여는 서비스 체제를 과거와 다른 고객 중심의 서비스 패러다임으로 재정립하여 지방자치단체 등과 연계한 지역적인 잇점을 최대한 활용하여 판매자와 구매자가 상호 신뢰의 영업을 추진해야 할 것 이다.
시장을 재정립하고 활성화 시키는 방안으로 지역적인 문화관광을 전통시장에 접목시켜 시장을 홍보하고, 여러 문화행사를 유치하여 구매자를 끌 수 있는 독특한 풍물거리를 조성하고 주민이 참여하고, 보고, 즐길수 있는 특화된 시장거리등을 조성하여야 한다.
물품 판매 방식에서도 현재의 소비자는 물품 구매시 양보다는 제품의 질을 선호하는 차별화된 판매방식을 강구해야 할 것이다.
과거의 불분명한 판매방식에서 벗어나 소비자가 믿고 구매할 수 있도록 상인들 스스로 책임지는 먹거리를 제공하기 위한 원산지 표시 및 생산 이력제를 활용하여 소비자로 하여금 믿을 수 있는 판매, 영업 전략이 필요하다.
이제는 변화하는 전통시장만이 살아 나갈 수 있다. 전통시장 하면 경쟁력이 없다고 말하는 사람도 있으나 선진국에도 여전히 전통시장은 존재하고 있으며, 시대에 맞게 변화된 영업 방식으로 전통시장이 활성화 되고 있으며, 익산시에서도 지역경제 활성화를 추구하기 위하여 정이 넘치는 전통시장을 건설 하고자 시설 현대화, 상인교육, 선진지 견학 등을 실시하여 시민들이 다시 찾는 전통시장을 조성 중에 있다.
본 연구는 익산시에 존재하는 10개 전통시장의 활성화 방안을 모색하고자 시장 운영조직의 변혁과 상인의식 구조의 변화로 시대적 흐름에 맞추어 시설․환경 개선, 문화와 접목 시킬 수 있는 특색 있는 특화시장의 판매방식을 연구하고 그에 따른 활성화 방안을 제시 하였다.
Up until the early nineties and the advent of home shopping, large retail stores, small convenience stores and other such new business models, traditional markets were the backbone of a retail distribution system that served Korea's general public and supported its regional economies. After the dist...
Up until the early nineties and the advent of home shopping, large retail stores, small convenience stores and other such new business models, traditional markets were the backbone of a retail distribution system that served Korea's general public and supported its regional economies. After the distribution market was opened up, the growth of new retail enterprises and the resulting change in the business environment led to the decline in competitiveness of those establishments which failed to carry out internal reforms and clung to their time-worn business methods.
Revitalization of the current state of traditional markets will require three steps, the first being to take measures to make the market a congregating place for large numbers of people. Much is required to make this happen. Facilities will have to be improved and a forum will have to be established for singing performances, traditional craft exhibitions, cooking classes, health-related seminars, and other events that attract crowds.
Parking lots will have to be opened, public restrooms constructed, and rest areas provided. All of these reforms will have to be implemented so that the market and its surroundings and the events that are held there embody the unique traits of the region. In summary, then, the first phase of the revival of traditional markets will be to set up a space that enables locales to browse, shop, enjoy themselves, and participate in events that demonstrate regional characteristics.
Operating and managing such revitalized traditional markets will demand the second step of introducing a new system of hardware, which will in turn have tobe integrated with software. Outdated markets will require the construction of rain protection facilities, restrooms, and parking lots. Support for these construction projects will have to come from national and regional governments and local organizations. These agencies, moreover, will have to provide shop owners with training in manners, product return and exchange procedures, credit card usage, and other such business know-how in order to ensure that facilities are put to optimal use. Such education will raise sales levels and promote a self-reliant, pro-active attitude on the part of sellers.
This brings us to the third step in re-energizing traditional markets: active and practical backing by the government and other organizations. Currently, traditional markets are being provided with considerable assistance both in their operations and with facilities renovation. However, in the face of heavy competition from super stores and super markets, local organizations need to supply traditional markets with, for example, coupons and gift certificates and improvements in the space customers occupy. Small-scale sellers, furthermore, will require the estamplshment of credit guarantee funds, the utilization of dtomant accounts as capital,lshment oinvolvement of business promotion councils. This type of multi-faceted assistance, along with operation supportlike PR campaigns and seller education, is what will asble regional economies to survive. If sellers would makeurgent demands for this level of help, they could acquire the means to differentiate themselves from the superstores and to develop unique sales strategies that put them on the road to self-reliance.
Lastly, for traditional markets (especially municipal markets) the surrounding environments of which are made up principally of small-scale sellers, and for which the assistance of the government or local organizations (budget, education, inspections) alone is not enough to bring about revitalization, a bold change in the role of the non-profit and business sectors will be necessary.
In this study, we analyzed ten traditional markets in Iksan which have been the recipients of much government, local, and self-generated support, in order to ascertain what degree of return on investment had been achieved. We examined the extent to which national and local government goals had been realized. Furthermore, we looked at how successful the markets were in creating a tourism model reflective of actual regional culture; to what degree competitiveness and merchant consciousness had improved; how much the business sector had gotten involved; and other such yardsticks. In light of our findings, we present a plan that could be administered by the government which would revitalize traditional markets and strengthen the regional economy while simultaneously promoting self-subsistence.
Up until the early nineties and the advent of home shopping, large retail stores, small convenience stores and other such new business models, traditional markets were the backbone of a retail distribution system that served Korea's general public and supported its regional economies. After the distribution market was opened up, the growth of new retail enterprises and the resulting change in the business environment led to the decline in competitiveness of those establishments which failed to carry out internal reforms and clung to their time-worn business methods.
Revitalization of the current state of traditional markets will require three steps, the first being to take measures to make the market a congregating place for large numbers of people. Much is required to make this happen. Facilities will have to be improved and a forum will have to be established for singing performances, traditional craft exhibitions, cooking classes, health-related seminars, and other events that attract crowds.
Parking lots will have to be opened, public restrooms constructed, and rest areas provided. All of these reforms will have to be implemented so that the market and its surroundings and the events that are held there embody the unique traits of the region. In summary, then, the first phase of the revival of traditional markets will be to set up a space that enables locales to browse, shop, enjoy themselves, and participate in events that demonstrate regional characteristics.
Operating and managing such revitalized traditional markets will demand the second step of introducing a new system of hardware, which will in turn have tobe integrated with software. Outdated markets will require the construction of rain protection facilities, restrooms, and parking lots. Support for these construction projects will have to come from national and regional governments and local organizations. These agencies, moreover, will have to provide shop owners with training in manners, product return and exchange procedures, credit card usage, and other such business know-how in order to ensure that facilities are put to optimal use. Such education will raise sales levels and promote a self-reliant, pro-active attitude on the part of sellers.
This brings us to the third step in re-energizing traditional markets: active and practical backing by the government and other organizations. Currently, traditional markets are being provided with considerable assistance both in their operations and with facilities renovation. However, in the face of heavy competition from super stores and super markets, local organizations need to supply traditional markets with, for example, coupons and gift certificates and improvements in the space customers occupy. Small-scale sellers, furthermore, will require the estamplshment of credit guarantee funds, the utilization of dtomant accounts as capital,lshment oinvolvement of business promotion councils. This type of multi-faceted assistance, along with operation supportlike PR campaigns and seller education, is what will asble regional economies to survive. If sellers would makeurgent demands for this level of help, they could acquire the means to differentiate themselves from the superstores and to develop unique sales strategies that put them on the road to self-reliance.
Lastly, for traditional markets (especially municipal markets) the surrounding environments of which are made up principally of small-scale sellers, and for which the assistance of the government or local organizations (budget, education, inspections) alone is not enough to bring about revitalization, a bold change in the role of the non-profit and business sectors will be necessary.
In this study, we analyzed ten traditional markets in Iksan which have been the recipients of much government, local, and self-generated support, in order to ascertain what degree of return on investment had been achieved. We examined the extent to which national and local government goals had been realized. Furthermore, we looked at how successful the markets were in creating a tourism model reflective of actual regional culture; to what degree competitiveness and merchant consciousness had improved; how much the business sector had gotten involved; and other such yardsticks. In light of our findings, we present a plan that could be administered by the government which would revitalize traditional markets and strengthen the regional economy while simultaneously promoting self-subsistence.
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