1,.,, ICT,.,..,.,,.,. 6.,. QuantumFundHoldings.

1,.,, ICT,.,..,.,,.,. 6.,. QuantumFundHoldings.

2,..,,. 2014 12

3 1 7 1 9 1. 9 2. 10 2 12 1. 12 2. 26 3 28 1. 28 2. 32 3. 35 4 37 1 37 1. 37 2. 50 3. 50 4. 50 2 51 1. 51

4 2. CD ATM 52 3. 52 4. Single Window 52 5 59 1. 59 2. 62 6 66 1. 66 2. 67 1 69 2 72 3 84 4 86 88

5 2 1 14 2 2, 15 2 3 18 2 4 19 2 5 22 2 6 2014 9 22 2 7 23 2 8 (ROA) 23 2 9 24 3 1 (2013 ) 31 3 2 33 3 3 18 33 3 4 33 3 5 1 34 4 1 40 4 2 6 45 4 3 49 4 4 54 4 5 Single Window 57 5 1 63 5 2 6 7 1 64 5 3 () 64 5 4 65

6 2 1 13 2 2 ATM 18 2 3 20 2 4 20 2 5 21 3 1 6 28 3 2 6 NIM 29 3 3 6 ROA 29 3 4 6 ROE 30 3 5 6 BIS 30 3 6 31 4 1 37 4 2 38 4 3 39 4 4 41 4 5 42 4 6 43 4 7 44 4 8 46 4 9 25 2014 47 5 1 59

7 1.,, IT,, 2., IT,, ICT,, 6

8,,,,,.,,,, CD ATM,, Single Window 3.,

1 9 1 1.,, 1) KB,,,,, NH 2014 44%(26 ) 2),, IT,,, IT 3) 1) (2013. 1. 16), 2013 10, 880, p.8. 2) (2014. 9. 11), 44%,. 3) (2014. 6. 16), IT,,.

10 IT, 4),,, 2... 2 3,, 4) (2014. 9. 17),?,.

1 11,, 4,,,,, CD ATM,, Single Window 5 6

12 2 1.. 1) 5),. 6),, 5) (2013. 7. 23),,, 3 30,, p.12. 6) (2013),, ISSUE & INSIGHT, 2013-09,, p.1.

2 13.,. 2), 7) () 2012 7 3% 2014 12 2% (ROA) 14. 1 9 (ROA) 0.36% 13 (0.21%), 10 ( 04 13 ) (0.65%) 2 1 : (http://ecos.bok.or.kr/). 7) (2013. 1. 16), 2013 10, 880, p.1.

14 (ROE) 14 (ROE) 5.20% 13 (2.69%) 03 (3.41%) 15, 2 1 13 () 14 (e) HRI LGERI 15 (e) (: %) HRI LGERI 3.0 3.5 3.6 3.7 3.5 3.9 3.6 3.9 3.7 :. 3) 2 2, 14 44%(26 ) IT,

2 15 2 2, () LCR NCR 1 ( 16 ),, IT, IB M&A, :,, SME, (, ( 07 14%) ), : NIM, :, III BIS,

16 ( + ) ( 14. 9 ) NCR ( 15. 4 ) ( 15 ) ( 15 ) ( 14 ) ( 300 ) ( ) (,, ) ( ) ( 14. 7) Active-X ( 14. 9) ( 14. 11): 2 3 (6 ) ( 15. 12) / M/S () 50% M/S M/S 30.6%, 16.8% () 83.4%( 54.6%) M/S 10% (NH ), M/S M/S,,,,, DB,,,

2 17 : / / ( 13. 12): / / 8) LTV () M/S 51.2%, 48.0% ( M/S: 0.8%) () 87.7% (: 12.0%, : 0.4% ) : 2015 ; KISDI. Biz / MMT.,, 1) 8) (2013. 12. 10),, 2013-49, p.70.

18 SC 9 2 3 ( SC ) (: ) 13 6 14 9 5,370 5,101 269 203 134 69 SC 361 311 50 650 607 43 1,198 1,157 41 937 896 41 : (2014. 9. 2),, ATM 1 166 2 2 ATM : (2014. 9. 3), ATM,

2 19 ATM 40 50% ATM 14 1 1 14 9 30 8 ATM 3 5,189 3 4,467 722 2) () 12 14.2, 14 3 10 89% ROE 2.7% 10 9) 2 4 (:, %, %p) 12 13 14 1 9 p 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 38.0 9.7 9.6 9.4 9.2 34.9 8.8 8.7 8.6 8.8 26.2 8.5 8.8 8.9 4.5 2.2 1.0 1.0 0.3 4.2 1.2 0.5 1.5 0.9 3.2 0.5 1.6 1.1 42.6 11.9 10.6 10.5 9.5 39.0 10.0 9.2 10.1 9.6 29.4 9.1 10.3 10.0 : (2014. 11. 7), 14.3 (),, p.5 9) (2014. 12. 8), 2 9,.

20 62.6%( 09 12 ) 2 3 : 2010 2012 3 :,. 2 4 : (2014. 12. 15),,.

2 21 * 14 3 1.1 (1.5 ) 0.4 11 13 47.4% 10),, ATM 11) 2 5 : 1) 2011 2013 2) 4 (, KB,, ) :, FDIC; (2014. 5), 10) (2014. 5. 28.),,, 4 21,, p.5,. 11) (2014. 10. 28), 166,.

22 3) 14 9 34 160 ( 64, 45, 51) 12) 2 5 13(A) 14 6 14 9(B) (B A) (: ) 63 41 48 152 64 42 50 156 64 45 51 160 +1 +4 +3 +8 : (2014. 11. 24),,,, p.1. 2 6 2014 9 (: ) 5 8 14 15 4 1 1 6 2 8 64 4 9 11 8 3 1 5 4 45 3 3 6 3 3 1 3 2 9 18 51 12 20 31 26 10 2 1 10 4 22 22 160 : (2014. 11. 24),,,, p.11. (107) (22), (19), (12) 12) (2014. 11. 23),,,.

2 23 2 7 (: ) 11 12 13 (A) 14.9 (B) (B A) 85 94 103 107 +4 (/) (18/12) (17/12) (18/12) (17/12) ( 1/ ) ( / ) (13/ ) (15/2) (17/6) (17/8) ( /+2 ) 20 20 20 22 +2 (// ) (7/3/4) (7/3/4) (7/3/4) (7/3/5) ( / / +1 ) 20 19 19 19 () (15) (15) (15) (15) ( ) 7 9 10 12 +2 132 142 152 160 +8 : (2014. 11. 24),,,, p.2. 3.7 ( 0.9 ) 10.2% (ROA) 0.66%( 0.02%p ) ROA(0.40%) 2 8 (ROA) (: %) 11 12 13 14 1.19 0.96 0.64 0.66 0.66 0.47 0.21 0.40 : (2014. 11. 24),,,, p.3. 2014 6 () 1.0% 2014 2 3 2,

24 4 3 2 9 13 14 13 14 13 14 13 14 13 14 13 14 13 14 1 2 1 2 2 2 3 2 2 2 3 3 2 2 2 3 3 3 2 2 2 2 2 2 2 2 2 3 3 2 3 3 3 2 3 3 4 3 3 2 3 2 2 2 3 1 1 1 2 1 2 4 4 4 2 3 2 4 3 4 2 2 2 4 4 3 2 2 2 4 4 3 4 5 4 3 3 3 2 2 2 3 4 3 4 3 1 2 2 2 3 2 2 2 2 3 2 3 2 5 5 5 3 3 3 1 1 1 2 2 2 3 3 3 2 2 2 2 1 1 2 2 2 2 2 2 3 3 2 2 2 2 3 3 3 2 2 3 2 2 3 4 4 4 3 3 3 2 2 2 2 2 2 3 3 3 3 3 3 2 2 2 3 3 3 2 2 2 : (2014. 11. 24),,,, p.6. 13), 4) 1 ( ) 13) (2014. 11. 24),,,, p.7.

2 25 HSBC(2007), (2001), (2013) 13 967 14 4 5,538 14 12 26 5),,, 14), ATM, 15) * (58.7%) > (15.6%) >, (6.7%) > (5.0%) > (2.2%) 16) 14) (2014. 7. 8),,,. 15) (2012. 7. 30), (),, p.13. 16), (2013. 11. 19),, CEO

26 Bankinter Video Call Service 2007 10 UFJ ACM(Automated Consulting & contract Machine) 05 * 17) ASB Wells Fargo ING Direct 2. ATM, (2013-42),, pp.20 23. 17) (2014. 7. 7),, 14-52, KB, p.4.

2 27,

28 3 1.. 6 1) 13 6 7.4%, 6.2% 6 6 : 8.1% : 6.2% 3 1 6 :,, KISDI. 2) (NIM) 6 NIM 6 6 6 : 2.17 6 : 1.23

3 29 3 2 6 NIM :,, KISDI. (ROA) 6 ROA 6 6 6 ROA: 0.44 6 ROA: 0.23 3 3 6 ROA :,, KISDI. (ROE) 6 ROE 6 6 6 ROE: 6.66

30 6 ROE: 3.90 3 4 6 ROE :,, KISDI. 3) (BIS) 6 BIS 6 6 6 BIS: 14.0 6 BIS: 11.9 3 5 6 BIS :,, KISDI.

3 31. 1) 6 3 1 (2013 ) (:, %) 6 610 1,927 1,584 1,505 1,422 1,067 784 1381.5 NIM 1.23 2.46 2.16 2.13 2.08 1.80 2.40 2.17 :,, KISDI 2), 6 6,, 3 6

32 1,.. 2,. 2., ( ),,. 1) ( )

3 33, 3 2 3 3 18 * 18 ( ) ( ). 1., 2., 3., 4., 5., 6.. ( ) ( ) 3 4 * 13 ( ) * 21 ( )

34 ( ),., 3 5 1 * 1 () (),.,,,,,. 3 1/4.

3 35 50 49.8%. 12 (52.7%), (64.2%), // (51.5%) 18) ( 70%) 50%, 12 298 480 60% 19), /,, 3.,, 18) NICE (2012), (2012. 12),,, p.181. 19) (2013. 12),,, pp.32 33.

36,,,

4 37 4 1,,, 1.., 11 4 1 (: ) : (2008 2014), 00

38 08 4.9 11 8.5, 11 14.1%, 09 13 13.4% 7%p 11.4% 10.0% 1.4%p 4 2 :, ( + ) : ; (2014. 05. 28),, p.4.,, 12

4 39 12 9,834, 7,506 11 733, 12 682 4 3 (: ) :, 2013.

40 4 1 :,,,,, : (,,,,, )(,, ) : : (),, (), : *, ** * (), () **, : :,,,,,, :,(),,,,,,, :, 2013. 7,704, 5,773, 4,413 8,835 9,205,

4 41 4 4 1) (: ) : 2010 2012 :, 2013. 4 5 47%, 36.8%, 9.4%, 5.5%, 1.5%

42 4 5 1) (: %) : 2010 2012, :, 2013,. () 3 1,,,, 13 1,700

4 43 11 733, 12 682, 13 759, 4 6 (: ) :, 2013,. : ( )

44 4 7 4 7 1) (: %) : 2010 2012, :, 2013,. ( ) 1,318., 751

4 45,,. 1) (+) 14 1 (+),,, 20) 4 2 6 2013 1 2014 1 150,227 158,981 5.8% 143,836 143,735 0.1% 234,910 230,615 1.8% 239,657 229,931 4.1% 320,163 297,049 7.2% 122,228 107,230 12.3% : (2014. 6. 6), 6,, CEO., 12 2,475, 12 (682 ) 3.6 2) 876 20) (2014. 6. 6), 6,, CEO

46 14 1 219, 14 3),, (cannibalization) 12 70%, 30% 15 40%, 60%, 2016 30%, 70%, 4 8 (: ) : (2013. 10. 17),,.

4 47. 1) (2013) 21) 68 12 (4,551 ) SC (1.5%). 1), 26., 4 9 25 2014 (:, %) 2,900 55.0 2,800 63.5 2,800 43.1 3,400 32.2 3,200 30.4 21) (2013. 12),,, p.53.

48 3,600 28.6 3,800 23.0 4,400 23.9 3,600 20.4 3,300 21.2 5,400 17.2 4,300 22.1 3,200 27.4 4,300 32.8 4,200 29.4 5,100 23.3 4,000 27.1 2,800 30.3 4,100 42.4 3,400 31.8 4,200 25.3 3,900 63.0 5,700 64.3 4,900 44.5 4,000 30.4 / 98,000 33.6 : (2014. 4. 7),,.. 1) 06 4 1, SGI

4 49 4 3 10 500 10 50 800 50 100 1,500 100 1,000 3,000 1,000 0.1% :. 1),

50 2..,, 3..,,, 22),,, 4.., 22) (2014. 7. 9),,.

4 51, 2, CD ATM,, Single Window 1.. ( ) KB,,, 14 200 ( 15, 49, KB 55, 56, SC 24 ) ( ),,,

52 2. CD ATM. CD ATM CD ATM 09 3 2,902 14 3 2 6,110 6,792 (20.6%) 3.., 159, 105, 67, SC 200, 199, 127 (33.3%) 23) 4. Single Window 24)., 23) (2014. 9. 2),, 24) (Single Window).

4 53 25) 26), (Single Sign On, SSO) 27) 1:1,, 25) (2006), Single Window, e- 7 5, e-, pp.3 4. 26) (2006),, p.4. 27) (2006),, p.4.

54 4 4 (, ),, ( ),,, Counter Service banking, payment,, IT : 2 :.. Single Window,,, ( ),, 28) 28) (2012),, p.118,.

4 55,, /. Single Window 29)., (cross-sell) (One-stop). Single Window () 29) (2012),, p.118,.

56,,, UPS ( 3 4 ), 2,, 30)., 30) 4.

4 57 Single Window, 6 Single Window 31) 1 32),, 4 5 Single Window / / ( ) 2 / / / / / 31) 2. 32) 2.

58 33), : / (1 ) / /, ( ) /, / /, 33) (2012),,, p.119.

5 59 5,,, 5 1 1.. 1)

60 2), 3), 4). 1) 1.2% 1.3%, ( 0.8% 0.9%) 2),, 12

5 61 3) 34) 4), 5) 6) RP RP,. 1), 34) KB (2011),, 2011-05, p.8.

62 4,069 35) 2),, 1,468 36) 2., 1 1 ( ) 96 37) 35) (2013. 12),,, p.49. 36) (2013. 12),, p.52. 37) (2014),,,,, pp.82 87.

5 63 5 1 4 5 6 7 423 24 5 221 1 197 5 453 30 210 11 4 119 134 77 2 219 9 141 7 2 81 7 32 5 134 7 151 5 3 52 1 15 27 3 106 45 95 5 52 3 30 2 95 0 78 5 55 2 5 35 3 105 27 56 2 2 31 1 5 19 60 4 11 11 549 25 15 210 8 78 120 29 485 64 194 5 14 120 1 34 31 13 218 24 153 5 7 80 12 43 19 8 174 21 209 5 13 91 16 88 33 6 252 43 241 6 10 106 100 33 10 265 24 321 3 19 151 116 21 3 313 8 344 5 20 141 7 133 38 7 351 7 320 8 16 145 2 121 53 8 353 33 43 3 32 1 1 14 1 52 9 3,539 121 133 1,687 52 758 779 105 3,635 96 : (2014),,,.

64, (,, ),,, 6 7 1 (2 ) 1 2,600 5 2 6 7 1 (: ) 1 6 7 2 44,000,000 88,000,000 38,000,000 126,000,000 : (2012),., Single Window Single Window 5 3 () 3, 4 : 3, 30

5 65 5 4 1 1 1 / / 1 1 1 1 1 1 1 ( ) 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 MS-RW 1 1 1 1 8 8 13 * PC 2 * / : (2012),.

66 6 1.., IT,,, ICT.,, 6,

6 67,,,..,,,, CD ATM,, Single Window 2..

68,. 38) 39),, ICT. ICT., 40) ICT 38) (2014. 4. 30), (ICT),, 4 17,, p.5. 39) (2014. 9. 3),,,, 4 35,, p.4. 40) (2014. 7. 30),,, 4 30,, p.6.

69 1 1 ( 13 ) (: ) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 CAGR 295 308 325 348 359 377 381 453 419 487 609 597 610 6.2% 1,129 1,190 1,242 1,207 1,195 1,190 1,196 1,310 1,433 1,774 1,867 1,891 1,927 4.6% 506 586 640 615 716 827 906 1,125 1,257 1,416 1,486 1,514 1,584 10.0% 2 605 689 691 679 694 726 777 921 1,160 1,266 1,410 1,473 1,505 7.9% 591 655 715 776 823 952 1,000 1,132 1,085 1,214 1,345 1,377 1,422 7.6% 3 447 493 539 530 555 682 678 772 777 868 995 1,018 1,067 7.5% 275 296 320 349 344 302 283 326 403 454 517 598 1,495 9.1% : 1) (CD, RP, ), KB,,,,, IBK 6, 1,2 ( ) 2) (CD, RP, ) 3) (, ) : annual report,,,, KISDI. 2 NIM (: %) 2008 2009 2010 2011 2012 2013 0.06 2.57 2.46 0.45 1.79 0.02 1.23 6 2.99 2.41 2.77 2.50 2.18 1.91 2.46 2.24 1.88 2.22 2.46 2.35 1.82 2.16 2.29 1.90 2.30 2.38 2.13 1.76 2.13 1.97 1.80 2.10 2.23 2.26 2.12 2.08 2.06 1.68 1.97 1.89 1.70 1.52 1.80 2.52 2.44 2.77 2.58 2.15 1.93 2.40 6 2.35 2.02 2.36 2.34 2.13 1.84 2.17 : 1) NIM, 2013 6 : annual report,,,, KISDI.

70 3 ROA (: %) 2008 2009 2010 2011 2012 2013 0.06 0.08 0.53 0.21 0.29 0.21 0.23 6 0.62 0.24 0.00 0.69 0.47 0.30 0.39 0.11 0.42 0.50 0.59 0.49 0.22 0.39 0.74 0.35 0.79 0.70 0.73 0.59 0.65 0.19 0.22 0.31 0.31 0.19 0.04 0.21 0.34 0.19 0.70 0.60 0.28 0.38 0.42 0.58 0.47 0.79 0.78 0.54 0.36 0.59 6 0.43 0.31 0.51 0.61 0.45 0.32 0.44 : annual report,,,, KISDI. 4 ROE (: %) 2008 2009 2010 2011 2012 2013 1.32 1.60 8.61 3.55 4.96 3.36 3.90 6 9.11 3.42 0.06 9.76 7.02 4.21 5.60 1.90 7.32 7.98 7.93 6.89 2.93 5.83 12.69 5.89 11.45 8.56 9.02 7.28 9.15 3.22 3.64 4.12 4.20 3.11 0.57 3.14 5.94 3.03 10.47 9.38 4.41 5.94 6.53 10.91 8.11 12.92 11.94 8.56 5.76 9.70 6 7.30 5.24 7.83 8.63 6.50 4.45 2.17 : annual report,,,, KISDI.

71 5 BIS (: %) 2008 2009 2010 2011 2012 2013 12.69 12.82 13.77* 10.76 9.78 11.8 11.6 6 13.18 14.04 13.44 13.55 14.4 15.3 14.0 11.68 14.39 14.65 13.78 14.70 15.3 14.1 13.44 15.13 15.94 15.26 15.83 16.1 15.3 11.12 15.62 16.04 15.67 14.43 14.8 14.6 13.51 14.98 14.04 13.44 13.90 14.0 14.0 11.54 11.91 12.54 11.70 12.37 12.2 12.0 6 12.4 14.3 14.4 13.9 14.3 14.6 : annual report,,,, KISDI.

72 2. (, ),, 3 24,000 234, 4,000 (,, ) 1

73 (),

74 2 3 ( )

75 1 4 CTM(, ) 5 CTM(Counter terminal machine)

76 나. 스위스 (도심지역 우체국) 2011년 10월 경 우체국 레이아웃을 변경, Integrated Post Office를 발표함 41) 스위스포스트(금융서비스 동시 제공)> < 우체국 내부 전경> < 우체국 중 1,873개는 직영으로, 411개는 파트너에 의해 운영됨 도심 지역에서는 더 넓은 범위의 서비스를 제공하기 위해 통합 우체국 레이 아웃을 도입, 한 지붕 아래에서 우편 및 금융서비스를 함께 제공함 (카운터구성) 일반고객 전용 카운터, 비즈니스 고객 카운터, 별도의 PostFinance 카운터, PostFinance 상품 전용 특별 터치 스크린 기본적으로 우편, 금융(inpayment 및 outpayment 등) 서비스를 하나의 카운 터에서 취급하며, 대신 별도의 PostFinance 카운터에서는 상품 판매, 개인 재무 상담과 같은 보다 전문적인 서비스를 제공함 이러한 변화는 통상우편의 감소, 금융(결제) 및 소포 관련 수요 증가라는 고객 행동 변화를 반영한 것 41) Post&Parcel(2011. 10. 17), Swiss Post unveils prototype integrated post office.

별첨 <PostFinance 전용 창구(전문상담)> <PostFinance 77 전용 터치스크린> 창구(우편, 금융 서비스 제공)> < (시골지역 우체국) postal agencies로 변모하였으며, 쇼핑센터과 같은 기존 시 설에 통합함 Flexibility를 강조, 개방적인 레이아웃으로 고객접점을 변경하고 직원이 모 든 서비스를 제공 우편(서신, 소포) 전송, 일부 금융서비스(payment)를 제공하는 것으로 큰 공간이 필요하지 않다는 장점 보유 금융 보안을 위해 지능형 지불 단말기(SecureCube)와 통합지폐인식기를 42) 42) Swiss Post Annual Report 2013 참고.

78 ( ) 6 SecureCube., Post Office Limited(POL, ) 6 (:, %) 00 05 10 11 12 13 598 541 373 373 373 373 () 3.3 3.7 3.1 3.2 3.2 3.2 17,795 14,068 11,532 11,447 11,445 11,407 () 96.7 96.3 96.9 96.8 96.8 96.8 18,393 14,609 11,905 11,820 11,818 11,780 * Agency type 10,342 (87.8%), Outreach type 1,065 (9.0%)

79 7 Type Crown Office (Agency type) (Outreach type) Post Office Limited 09:00 17:30, 09:00 12:30 (subpostmaster) 09:00 17:00, 09:00 12:00/ 13:00 (franchise) : 09:00 12:30 : 09:00 12:00 : 09:00 12:30 O O O O O O O O O : 2013 3 : Royal Mail(2014), The Post Office Network Report 2013 7 ( ) Agency Type 5 Franchise, MSPO(Modified Sub Post Office), SPSO(Sales Payment Sub Office), Main(Main Style post office branch), Local(Local style post office branch) 5

80 8 Agency Type 43) 1) Franchise:, 5 2) MSPO:, 3) SPSO: MPOS 4) Main:, ( ) 5) Local:, (,,, ) : 1) MSPO: Modified Sub Post Office 2) SPSO: Sales Payment Sub Office 3) Main: Main style post office branch 4) Local: Local style post office branch Outreach type 4 2 (the Urban Network Reinvention Programme in 2003 2005, the Network Change Programme in 2007 2009, 2,500 5,000 ) (Outreach),,,,, MoneyGram 9 Outreach type 1) Home service: 2) Partner service: 3) Mobile service: 4) Hosted service:, 43) (2010),, vol. 81, 2010,, pp.89 90.

81 Bank of Ireland, 2014 7 / 8 Counter Service banking, payment

82 9., (la banque postale),, /

83 IT, (, ) 1 La Poste de Marthon 44) : : 14:00 17:00( ) : 9:00 12:00, 14:00 17:00 : 9:00 12:15 *, 44) http://www.web-opportunites.com/la-poste-de-marthon-en-charente-16.html

84 3 2012 KISDI 45) 4 3 8 3 5 5 2 5 2 4 5 2 3 1 3 6 1 3 1 3 6 1 3 1 3 6 1 1 7 1 1 0 1(2 ) 1 1 2 1 2 1 1 UPS ( ), / / ( 1 3 ) PM 4:30 (CD PM 5:00) 15:00 16:30 / / PM 6:00 15:00 18:00 16:30 17:30 18:00 18:00 18:30 19:00 () ( ) ( ) (, ) 45) (2012),,, p.118.

85 () () ( ) 10 30 ( ) ( ) 1 5 ( ), (, ) ( ) / 8/9, (, )

86 4 : : : 15 1 3, 17 1 1, 18 5. :./ 2000 (//) / ( ) : ( )

87 10 15 ( ). 3. 1 ( ) 17 ( ). 1. ( DMZ ) 18 (IP ) ( IP ). 5. 21 ( ) ( ).,,. 2 8.

88 (2014. 9. 3),,,, 4 35,. (2014. 7. 7),, 14-52, KB. (2013. 11. 19),, CEO (2013-42),. (2014. 5. 28),,, 2014 21,. (2013. 7. 23),,, 3 30,. (2013. 12. 10),, 2013-49. (2008 2014), 00. (2014. 3. 31), 2013. (2014. 3. 31), 2013. (2014. 11. 7), 14.3 (),. (2014. 11. 24),,,. (2012. 7. 30), (),. (2014. 4. 30), (ICT),, 4 17,.. (2010),, vol. 81,

89 2010,. (2003),,. (2013. 12),,. (2012. 12),,. (2013. 1. 16), 2013 10, 880. (2013),, ISSUE & INSIGHT, 2013-09,. (2006), Single Window, e- 7 5, e. (2014),,,,. (2012),,. (2014. 6. 16),, IT,,. (2014. 7. 30),,, 4 30,. (2014. 10. 20), 2015,. (2014. 10. 15), (2014 10 ). (2014. 10. 6), 2015,. KB (2011),, 2011-05. LG (2014. 9. 23), 2015. (2014. 11. 23),,,. (2014. 11. 12), IT+, ETNEWS. (2014. 12. 8), 2 9,

90. (2014. 10. 28), 166,. (2014. 4. 7),,. (2014. 9. 11), 44%,. (2014. 9. 3), ATM,. (2014. 9. 2),,. (2014. 7. 8),,,. (2014. 7. 9),,. (2013. 10. 17),,. (2014. 6. 6), 6,, CEO. (2014. 12. 15),,. (2014. 6. 16), IT,,. (2014. 9. 17),?,. http://dart.fss.or.kr/ http://ecos.bok.or.kr/ ] Post&Parcel(2011. 10. 17). Swiss Post unveils prototype integrated post office. Royal Mail(2014). The Post Office Network Report 2013. Swiss Post Annual Report 2013. http://www.web-opportunites.com/la-poste-de-marthon-en-charente-16.html

2014 12 2014 12 18 TEL: 043-531-4114 ISBN 979-11-7000-061-7 93320 FAX: 043-535-4695 6