국내 커피전문점 시장 경쟁 변화에 대한 탐색적 연구: 선발집단의 경쟁 구조와 후발기업의 시장 진입

초록

Since Starbucks entered the Korean market in 1999, first-generation coffeehouses—both foreign franchises and domestic brands—have vied for customers by emphasizing upscale atmospheres and high-priced premium services. In the mid-2010s, however, second-generation entrants reshaped the competitive landscape through ultra-low pricing, enhanced accessibility, and technology-driven offerings, reinterpreting the standardized core resources of market leaders to fit evolving environmental conditions. Drawing on Peteraf and Bergen’s (2003) competitor-identification framework, this study classifies firms as direct rivals, vertical differentiators, weak competitors, or potential rivals to assess their relative competitive pressure. By integrating the resource-based view (RBV) with competitive dynamics (CD) into a unified CD-RBV lens, the analysis reveals a sequential shift: first-generation brands with proprietary resources move from vertical differentiators to direct rivals, while later second-generation brands progress from potential rivals to direct rivals. These findings indicate that, in a highly dynamic market, sustainable differentiation from new entrants requires the complementary deployment of short-term CD tactics and long-term RBV strategies.

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