식자재 유통업은 식자재뿐만 아니라 단체급식과 외식 등 푸드서비스 산업에서 사용하는 상품·서비스 일체를 공급하는 산업이다. 최근 국내 경제활동 인구구조, 사회적 인식, 정부 정책 등의 변화로 푸드서비스 시장의 규모가 크게 성장하고 있고, 이로 인해 푸드서비스 업체의 원가 중 높은 비중을 차지하고 있는 식자재 유통업의 시장 규모 또한 성장하고 있다. 하지만 국내 식자재 유통업은 ...
식자재 유통업은 식자재뿐만 아니라 단체급식과 외식 등 푸드서비스 산업에서 사용하는 상품·서비스 일체를 공급하는 산업이다. 최근 국내 경제활동 인구구조, 사회적 인식, 정부 정책 등의 변화로 푸드서비스 시장의 규모가 크게 성장하고 있고, 이로 인해 푸드서비스 업체의 원가 중 높은 비중을 차지하고 있는 식자재 유통업의 시장 규모 또한 성장하고 있다. 하지만 국내 식자재 유통업은 비즈니스 모델 미비와 영세성으로 성장에 어려움을 겪고 있다. 따라서 본 연구는 비즈니스 모델 분석을 통해 미국의 시스코(Sysco), 독일의 메트로(Metro), 일본의 토호(Toho), 국내 식자재 유통 선도기업인 푸드머스의 기업 사례를 분석하여 국내 식자재 유통업체들의 경쟁력 제고에 도움을 줄 수 있는 시사점을 도출하였다.
식자재 유통업은 식자재뿐만 아니라 단체급식과 외식 등 푸드서비스 산업에서 사용하는 상품·서비스 일체를 공급하는 산업이다. 최근 국내 경제활동 인구구조, 사회적 인식, 정부 정책 등의 변화로 푸드서비스 시장의 규모가 크게 성장하고 있고, 이로 인해 푸드서비스 업체의 원가 중 높은 비중을 차지하고 있는 식자재 유통업의 시장 규모 또한 성장하고 있다. 하지만 국내 식자재 유통업은 비즈니스 모델 미비와 영세성으로 성장에 어려움을 겪고 있다. 따라서 본 연구는 비즈니스 모델 분석을 통해 미국의 시스코(Sysco), 독일의 메트로(Metro), 일본의 토호(Toho), 국내 식자재 유통 선도기업인 푸드머스의 기업 사례를 분석하여 국내 식자재 유통업체들의 경쟁력 제고에 도움을 줄 수 있는 시사점을 도출하였다.
The food material distribution industry refers to that supplying not only food materials, but also all kinds of product services in the food service industry, for example, group meal or dining out service. We have witnessed a significant growth in size of the food service market due to the recent ch...
The food material distribution industry refers to that supplying not only food materials, but also all kinds of product services in the food service industry, for example, group meal or dining out service. We have witnessed a significant growth in size of the food service market due to the recent changes in population structure of domestic economic activity, social recognition, government policies, etc., which also causes the increase in the size of the food material distribution market. The domestic food material distribution industry, however, is experiencing some difficulties growing big due to a lack of business model and its small scale. Here, we have looked into the business models to analyze the company cases, including Cisco in U.S., Metro in Germany, Toho in Japan and Foodmerce, one of the domestic leaders, and determined some suggestions as below in order to improve the competitive edges of domestic food material distributors. First, for target market, the leading companies have continued creatively to re-define the customer types and are operating their business model differently depending on the types. Second, for value proposition, they have timely provided various products demanded by customers, along with total solutions in terms of service. Lastly, for core competence, they have utilized M&A to build the economy of scale, or constantly accumulated necessary capabilities for active globalization. In addition, they have been proved to build the training system and its infrastructure to enhance the personnel competence required to provide the customers with core values. In the aspect of value network, they have achieved the stable supply and demand through cooperation with local providers, and developed their PB products from which the customers can enjoy differentiated values. The business model for Foodmerce is an online form of physical food wholesalers, and can be found from the companies with innovations that lower the transaction cost of both sellers and buyers through the ASP system. Foodmerce, we believe, will have to develop its own supplementary technologies or use the network of business participants to evolve its business model.
The food material distribution industry refers to that supplying not only food materials, but also all kinds of product services in the food service industry, for example, group meal or dining out service. We have witnessed a significant growth in size of the food service market due to the recent changes in population structure of domestic economic activity, social recognition, government policies, etc., which also causes the increase in the size of the food material distribution market. The domestic food material distribution industry, however, is experiencing some difficulties growing big due to a lack of business model and its small scale. Here, we have looked into the business models to analyze the company cases, including Cisco in U.S., Metro in Germany, Toho in Japan and Foodmerce, one of the domestic leaders, and determined some suggestions as below in order to improve the competitive edges of domestic food material distributors. First, for target market, the leading companies have continued creatively to re-define the customer types and are operating their business model differently depending on the types. Second, for value proposition, they have timely provided various products demanded by customers, along with total solutions in terms of service. Lastly, for core competence, they have utilized M&A to build the economy of scale, or constantly accumulated necessary capabilities for active globalization. In addition, they have been proved to build the training system and its infrastructure to enhance the personnel competence required to provide the customers with core values. In the aspect of value network, they have achieved the stable supply and demand through cooperation with local providers, and developed their PB products from which the customers can enjoy differentiated values. The business model for Foodmerce is an online form of physical food wholesalers, and can be found from the companies with innovations that lower the transaction cost of both sellers and buyers through the ASP system. Foodmerce, we believe, will have to develop its own supplementary technologies or use the network of business participants to evolve its business model.
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