Earticle

초록

한국어

본 연구는 플랫폼전략에 대한 현황과 의의, 이익과 불이익, 적용사례에 따른 명제들을 도출하여 이론적 근거와 학문적 발전의 기초를 마련하고자 실시되었다. 플랫폼이 융합적 기술혁신시스템으로 발전됨으로써 시장규모가 증대되고, 분업이 확대되어 새로운 산업조직과 양면성시장(Two-side market)이 출현하게 된다. 또한 플랫폼은 핵심부품 공유범위 대상과 시점을 기준으로 4가지 유형의 플랫폼전략을 나타났으며, 전략적 유형별 이익과 불이익은 다르게 나타났다. 첫째, 사내 플랫폼전략에서 핵심부품 공유가 증가되면 개발공수가 낮아지게 되고, 개발비용도 낮아지는 반면 시장성과는 높아지게 된다. 반면 핵심부품 공유가 증가되면 차별화가 어렵게 되고, 개발공수가 높아져 시장성과는 낮아진다. 둘째, 사외 플랫폼전략의 공간적 범위에서 판매주체는 규모의 경제, 개발공수·개발비용 절감, 매출증대 효과를 가지는 반면 거래비용 증대에 따른 Hold-Up문제와 이중한계성의 매출감소가 나타났다. 기업경영 생태계에서 플랫폼전략은 디지털 통합현상으로 다양한 산업분야 에서 적용되었다. 인텔과 MS는 가치사슬의 핵심이 된 플랫폼에 의한 시장선점효과를 활용하고, 애플과 구글은 OS의 우수성을 근간으로 소비자가 직접 체험할 수 있는 어플리케이션 활성화에 초점을 두며, 페이스북은 오픈 플랫폼을 근간으로 새로운 응용 프로그램을 개발할 수 있는 지원시스템을 구축하였다. 반면 파나소닉은 제품차별화 추구, 개별용 LSI의 내․외부 판매병행이 특징이다. 이상의 사례를 통해 플랫폼전략의 확산 등을 비롯한 5가지 명제가 나타났다. 본 연구를 통해 세계경영을 추구하고 있는 우리나라 기업경영 생태계에서 플랫폼전략의 효과적 수행은 새로운 성장 동력이 될 것임을 확인하였다. 이에 본 연구가 향후 플랫폼전략의 학문적 연구발전에 작은 밑거름이 되길 기대한다.

영어

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.

목차

국문요약
 I. 서론
  1.1 연구의 배경 및 목적
  1.2 연구의 방법
 II. 이론적 배경
  2.1 플랫폼의 정의
  2.2 기술혁신시스템: 「에코시스템」
  2.3 시장기능 제고 플랫폼
  2.4 양면성시장의 플랫폼
 III. 플랫폼전략에 대한 선행연구
  3.1 플랫폼전략의 의의와 분류
  3.2 사내 플랫폼전략: 이익과 불이익
  3.3 사외 플랫폼전략: 이익과 불이익
 IV. 플랫폼전략의 적용사례
  4.1 인텔(Intel)의 플랫폼
  4.2 마이크로소프트(MS, Microsoft Corporation)의 플랫폼
  4.3 애플(Apple Inc.)의 플랫폼
  4.4 구글(Google)의 플랫폼
  4.5 페이스북(Facebook)의 플랫폼
  4.6 파나소닉의 플랫폼
  4.7 적용사례에 의한 명제도출
 V. 결론 및 정책적 시사점
 참고문헌
 Abstract

저자

• 임동우 [ Dong-woo Lim | 부산외국어대학교 국제통상지역원 부교수 ]

참고문헌