플랫폼전략의 이익과 불이익 및 적용사례에 관한 연구

Abstract

The purposes of this study are to analyze the status and significance, gains and losses of platform strategy and provide the theoretical basis and academic development through the drawing implications on case studies. Platform has been increased the size of market, the expanding a division of labor, the emergence of a new industrial organization and the two-side market because of the development of fusion technology innovation system. Platform also showed four different types of platform strategy based on shared core components and the range of the target point and the gains and losses of these four different types of platform strategies were respectively. First, as the aspect of in-house platform strategy, if the sharing of a key component is increasing, the number of joint-development will be decreasing, lowing the cost of development and improving the market performances. Also, when the sharing of a key component is increasing, the product differentiation is very hard, the number of joint-development is raised and the market performances is lowed. Secondly, as the outside platform strategy in the spatial extent, sold subject takes an economies of scale, reduce the number of joint-development and the costs and the effect of increasing the sales profits, while dual limitation of transaction costs due to the increase of Hold-Up Problems and show a decrease in sales. Corporate management in the ecosystem, the phenomenon of digital integrated platform strategy has been applied in various industries. Intel and MS platform at the core of the value chain in the market by taking advantage of the first-mover advantage, Apple and Google focuses on enabling the application, which can be experienced directly by consumers as the basis for the superiority of the OS, the Facebook open platform support system as the basis to develop new applications that can be built. Panasonic is pursuing a product differentiation of the individual for LSI and internal·external sales in parallel. As seen in the cases, their platform strategies were to take advantage of economies of scale to reduce the cost of platform’s development. In addition, it also showed the effect of increased sales as well as to achieve sustainable revenue by maintaining loyal customers. Nevertheless, the limitations were raised because the losses of these 6 companies can not be evaluated in detail in this study. On the other hand, the five propositions can be evaluated the theoretical support because the business management aspects of technological change in the ecosystem appeared to be. However, the limitations identified because these five propositions could not be verified in detail. Thus, future research is the need to conduct a detailed verification in accordance with the hypothesis raised. Common theme appeared in 6 different cases determines the following that eventually benefit from the fierce competition platform strategy is the responsibility of the user. Excellent services and more integrated platforms are derived from the fierce competition. Global firms to ecosystem are seeking to establish meaningful and effective platform strategy that is possible. In this study, it is identified that an effective platform strategy will be a new growth engine in the Korean ecosystem, pursued global management. Nevertheless the lack of academic research for Korean firm’s cases and the lower practical usefulness of the platform strategy still remain a challenge. Therefore, the implications can be summarized as follows. First, it was predicted that the success of a platform to build influences corporate performance because of the spread of the IT platform competition. Weak corporate platform is die out from the competition or is more likely to be dependent on a leaded platform. Therefore, differentiation secures platform for the development and will need to be prepared for competition. Second, it evolves as a platform to build a competitive advantage based on the existing business, you will need to create new business opportunities. In other words, there is a need to find and nurture existing business activities, manufacturing, sales, service, and re-check the area of ​​the platform painter. Inclined to minimize development costs and securing it through a variety of products that a lot of effort will need. Third, that will last as a suitable platform for the situation in the external environment and corporate strategy. If SMEs which lack the capacity to develop proprietary platforms by herself, there is a need to actively pursue the internal capabilities that can be integrated into one common platform business. In order to cope with that, the need for government and industry jointly a common platform, and SME development projects have been proposed. Detailed verifications, gains and losses of relationship and five propositions, are derived from this study unlike previous studies, but some limitations are also raised. Therefore, the need for future research to validate them. Nonetheless, this study is expected to be a small foundation for future research of platform strategy.