기술창업의 산업구조, 기술특성 및 기술마케팅전략이 창업성과에 미치는 영향: 기술마케팅 전략 유형 조절변수

한상설 한국유통과학회 2016 유통과학연구 Vol.14 No.2

Purpose – This study aims to advance our knowledge about factors influencing technical startup performance through analysing technical startup process empirically. This study was conducted to focus on industry structure(industry growth rate, competitive intensity, and enter barriers), technology characteristics( technical excellence and wide range of technical application), and the performance in the technology-based start-ups. Specifically, analyzing moderating effect of technology-marketing strategy, this studied how moderating variables affect technical startup performance under industry structure. Research design, data, and methodology – The subject of this study was technology-based start-ups company that received technology transfer from public organization. The development of the paper model is based on the literature of the preceding research analysis in technology commercialization, performance of technology-based start-ups, and marketing strategy. This study has a construct that was defined in the previous studies, such that technology marketing strategy was defined into the two ways of being broad or narrow in strategic application. From November 3. 2015 to December 22, 220 questionnaires were distributed with targeting to start-up companies in technology-based. 188 responses were collected for empirical analysis except the missing and wrong value responses. This data were used for structural equation modeling and regression analysis. Results – The results of this study are as follows. First, as industry structure variables influencing on performance(technical,financial) of technology-based start-ups, industry growth rate, competitive intensity and enter barriers of variables were verified; high growth rate has more positive effect on performance than low growth rate, competitive low intensity has more positive effect on performance than competitive high intensity, low enter barriers have more positive effect on performance than high enter barriers. Second, as technology characteristics variables influences on the performance(technical, financial) of technology-based start-ups, technical excellence and wide range of technical application of variables were verified ; technical high-excellence has more positive effect on performance than technology low-excellence, wide range of technical application has more positive effect on performance than narrow range of technical application. We also find that technology marketing strategy(broad/narrow) in moderating factors on performance (technical, financial) is as follows. Analyzing the moderating effect depending on technology marketing strategy(broad/narrow), application of technology, and the types of technology strategy(broad/narrow) were revealed that broad marketing strategy had a more significant effect on performance of technology-based start-ups. With AMOS, the relevancy of the study model revealed higher for broad technology-marketing strategy than narrow technology marketing strategy, and the explanatory power revealed to be 6.4% higher in broad marketing strategy than narrow marketing strategy. Conclusions – This study confirmed that industry structure and technology characteristics are important factors influencing the performance of technology-based start-ups. Technology-marketing strategy affects the performance of technology-based start-ups between industry structure and technology characteristics. According to additional analysis, moderating variables and technology-marketing strategy are important factors influencing the performance of technology-based start-ups under industry structure and technology characteristics. Broad type of technology-marketing strategy has more attractive industry structure and excellent technology characteristics than narrow types of technology- marketing.

공간디자인 마케팅 전략으로써 기술 활용에 관한 연구

김지현 한국공간디자인학회 2022 한국공간디자인학회논문집 Vol.17 No.1

(Background and Purpose) In commercial spaces, it has become important to provide technology-based enhanced experiences to consumers who have grown accustomed to using digital technology to fulfill their needs. Fully leveraging digital technology is an important strategy for gaining a competitive edge, and it requires a systematic approach. The purpose of this study was to present the characteristics of technology use as a spatial design marketing strategy. (Method) A review of the literature examined the current trends in spatial design marketing and technology utilization. Once the current flow of marketing in spatial design was analyzed, the representative technologies and characteristics used in space were reviewed. Subsequently, the direction of technology utilization as a spatial design marketing strategy was considered, and a technology utilization strategy was established for each value type. Finally, various domestic cases were analyzed for each value type, and the characteristics of the technology utilization strategies were presented. (Results) The findings of the study are as follows. First, a technology-based spatial differentiation strategy maximizes convenience in terms of access and use. This contributes to a positive spatial experience by delivering timely information, providing customized services, increasing time efficiency, and creating a pleasant environment. Second, a technology-based spatial communication strategy expands spatial experience in terms of communication and play. It enriches spatial experience by providing interactive high-engagement services, flexible space production, and out-of-the-ordinary event effects. Third, a technology-based corporate image branding strategy uses technology to support corporate social responsibility activities. Technology is used in the process of participating in social issues or the results thereof to form consensus with customers and contribute to a positive spatial experience. (Conclusions) Technology is not a factor that puts offline space into crisis, but a strategic means that can lead to consumer satisfaction depending on how it is used. In terms of the goal and method of using technology, it is important to set a human-centered, value-oriented direction, and it is possible to approach a spatial design marketing value system. The use of technology in commercial spaces can be characterized as a “spatial differentiation strategy” centered on practical and functional values, a “spatial communication strategy” centered on hedonic and emotional values, and a “corporate image strategy” centered on social and altruistic values. Such digital-based spatial experiences will provide new levels of retail service, and will be strengthened into an important strategy that can result in customer value creation. that the findings of this study can provide useful basic data for using technology while establishing a spatial design marketing strategy. (연구배경 및 목적) 상업공간에서는 디지털에 익숙한 소비자와 그들의 욕구에 의해 기술 기반의 확장된 경험 제공이 중요해졌다. 기술의 적절한 활용은 경쟁우위를 높일 수 있는 중요한 전략으로 체계적인 접근이 필요한 실정이다. 이에 본 연구는 공간디자인 마케팅 전략으로써 기술 활용의 특성을 제시하는 데에 목적이 있다. (연구방법) 선행연구 단계로 공간디자인 마케팅 흐름과 기술 활용의 현황을 살펴보았다. 공간디자인 영역에서의 마케팅적 흐름의 현시점을 파악하고 문헌연구를 통해 공간에서 이용되고 있는 대표 기술과 그 특성을 고찰하였다. 이후 공간디자인 마케팅 전략으로써 기술 활용에 대한 방향성을 고찰하고 가치 유형별로 기술 활용의 전략을 설정하였다. 마지막으로 가치 유형별로 다양한 국내 사례를 분석하여 기술 활용 전략의 특성을 제시하였다. (결과) 첫째, 기술 기반 공간 차별화 전략은 접근과 이용 측면에서 편리성을 극대화한다. 적시적소의 정보전달, 맞춤형 서비스의 제공, 시간단축의 효율성, 쾌적한 환경의 구현을 통해 긍정적 공간 경험에 기여한다. 둘째, 기술 기반 공간 커뮤니케이션 전략은 소통적, 유희적 측면에서 공간경험을 확장한다. 상호작용적 고관여 서비스의 제공, 유연적 공간 연출, 비일상적인 이벤트 효과로 공간경험을 더욱 풍부하게 만든다. 셋째, 기술 기반 기업 이미지 전략은 사회공헌적 활동의 지원으로 기술을 활용한다. 사회 문제 참여의 과정이나 결과에 기술이 활용되어 고객과의 공감대를 형성시켜 긍정적 공간 경험에 이바지한다. (결론) 기술은 오프라인 공간을 위기로 만드는 요소가 아니라 어떻게 활용하느냐에 따라 소비자의 만족을 이끌 수 있는 전략적 수단이 된다. 기술 이용의 목표와 방법적 측면에서 인간 중심의 가치 지향적인 방향 설정이 중요하며, 이에 공간디자인 마케팅 가치 체계로 접근할 수 있다. 상업공간에서의 기술 활용은 실용적·기능적 가치 중심의‘공간차별화 전략’, 쾌락적·정서적 가치 중심의‘공간 커뮤니케이션 전략’, 사회적·이타적 가치 중심의‘기업 이미지 전략’으로 그 특성을 나타낼 수 있었다. 이와 같은 기술 기반의 공간 경험은 새로운 차원의 서비스를 제공하며 고객가치 창출로 연결될 수 있는 중요한 전략으로 강화될 것이다. 앞으로 본 연구가 공간디자인 마케팅 전략 수립 시 기술을 활용하는 데 있어 유용한 기초자료로 활용되기를 기대한다.

개방형 기술혁신 기반의 지배적 디자인 기술개발 및 확보 전략 : 현대중공업의 HSP(High Skewed Propeller) 설계 및 생산 시스템

안연식,김화영 한국데이터전략학회 2018 Journal of information technology applications & m Vol.25 No.1

This study presents a research model that demonstrates the dominant design technology strategy for developing and securing dominant design technology based on open innovation. For this purpose, this study developed a strategic model for the development and acquisition of design technology, production technology, and production system of propeller which satisfies the requirements of ship propulsion system required by ship owners and shipbuilders. By studying large propellers for ships, it is possible to embody a strategic model that can be used as a technology development strategy of dominant design that is effective in technology field of other industries. In this study, HSP (High Skewed Propeller) strategy of Hyundai Heavy Industries, which occupies the largest global market share (47.5%, 2007) for more than 30 years until now, is analyzed as a successful case to verify this strategic model. The development and acquisition strategy model of dominant design technology presented in this study consists of four stages : dominant design project strategy, dominant design engineering technology strategy, dominant design production technology strategy, and dominant design production system strategy. The strategic model summarizes the key activities at each stage. In addition, the steps and core activities of this strategic model were confirmed through the case study. As a technology development strategy of HSP products, Hyundai Heavy Industries utilized open innovation technology to cooperate with outside, that is, collaborative research and development with KAIST (Korea Advanced Institute of Science and Technology) research team, and succeeded in achieving technology development of dominant design of HSP products by linking it with HSP technology development and acquisition strategy.

SaaS 기업의 차별화 및 가격전략이 고객획득성과에 미치는 영향

채성욱(SeongWook Chae),박승범(Sungbum Park) 한국지능정보시스템학회 2014 지능정보연구 Vol.20 No.3

Firms today have sought management effectiveness and efficiency utilizing information technologies (IT). Numerous firms are outsourcing specific information systems functions to cope with their short of information resources or IT experts, or to reduce their capital cost. Recently, Software-as-a-Service (SaaS) as a new type of information system has become one of the powerful outsourcing alternatives. SaaS is software deployed as a hosted and accessed over the internet. It is regarded as the idea of on-demand, pay-per-use, and utility computing and is now being applied to support the core competencies of clients in areas ranging from the individual productivity area to the vertical industry and e-commerce area. In this study, therefore, we seek to quantify the value that SaaS has on business performance by examining the relationships among firm strategies, SaaS technology maturity, and business performance of SaaS providers. We begin by drawing from prior literature on SaaS, technology maturity and firm strategy. SaaS technology maturity is classified into three different phases such as application service providing (ASP), Web-native application, and Web-service application. Firm strategies are manipulated by the low-cost strategy and differentiation strategy. Finally, we considered customer acquisition as a business performance. In this sense, specific objectives of this study are as follows. First, we examine the relationships between customer acquisition performance and both low-cost strategy and differentiation strategy of SaaS providers. Secondly, we investigate the mediating and moderating effects of SaaS technology maturity on those relationships. For this purpose, study collects data from the SaaS providers, and their line of applications registered in the database in CNK (Commerce net Korea) in Korea using a questionnaire method by the professional research institution. The unit of analysis in this study is the SBUs (strategic business unit) in the software provider. A total of 199 SBUs is used for analyzing and testing our hypotheses. With regards to the measurement of firm strategy, we take three measurement items for differentiation strategy such as the application uniqueness (referring an application aims to differentiate within just one or a small number of target industry), supply channel diversification (regarding whether SaaS vendor had diversified supply chain) as well as the number of specialized expertise and take two items for low cost strategy like subscription fee and initial set-up fee. We employ a hierarchical regression analysis technique for testing moderation effects of SaaS technology maturity and follow the Baron and Kenny’s procedure for determining if firm strategies affect customer acquisition through technology maturity. Empirical results revealed that, firstly, when differentiation strategy is applied to attain business performance like customer acquisition, the effects of the strategy is moderated by the technology maturity level of SaaS providers. In other words, securing higher level of SaaS technology maturity is essential for higher business performance. For instance, given that firms implement application uniqueness or a distribution channel diversification as a differentiation strategy, they can acquire more customers when their level of SaaS technology maturity is higher rather than lower. Secondly, results indicate that pursuing differentiation strategy or low cost strategy effectively works for SaaS providers’ obtaining customer, which means that continuously differentiating their service from others or making their service fee (subscription fee or initial set-up fee) lower are helpful for their business success in terms of acquiring their customers. Lastly, results show that the level of SaaS technology maturity mediates the relationships between low cost strategy and customer acquisition. That is, based on our research design, customers usually perceive the real val

Latecomer firms' combination of strategies in a specialized suppliers sector: A comparative case study of the Korean plastic injection molding machine industry

Kwak, Kiho,Kim, Wonjoon,Kim, Karpsoo Elsevier 2018 TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE Vol.133 No.-

<P><B>Abstract</B></P> <P>How do latecomer firms combine strategies to successfully grow in a specialized suppliers sector? We examine how latecomer firms combine technology and market development strategies to grow in the sector. Through an in-depth comparative case study, we found that, depending on the modularity of the technology that latecomer firms select, firms show distinctive combinations of technology and market development strategies that led to the successful growth in the sector. More specifically, the combinations spring from the selection of product architecture, followed by product development procedure, and knowledge acquisition that constitute technology development strategy and customer base management as a key activity of market development strategy. Based on the results, we introduce an analytical framework to explain two optimal combinations of technology and market development strategies corresponding to the selection of product architecture. This article provides new empirical evidence and an analytical framework for explaining an importance of optimal combinations of strategies in a latecomer firm's success.</P> <P><B>Highlights</B></P> <P> <UL> <LI> We explain how latecomer firms combine strategies for successful growth. </LI> <LI> Latecomer firms' strategy is a combination of technology and market development strategies. </LI> <LI> Latecomer firms' combinations of strategies for growth differ by technology selection. </LI> <LI> Technology selection is to choose design technology for product architecture. </LI> <LI> We implement the comparative case study of a specialized suppliers sector. </LI> </UL> </P>

기술사업화 수단으로서의 기술마케팅: 개념·전략·과정의 정립 및 시사점

성태경 한국지식재산연구원 2012 지식재산연구 Vol.7 No.3

Recently moving from closed innovation strategy to open innovation strategy, technology-based enterprises have focused on the implementation of technology marketing. In this situation, this paper establishes the concept, strategy, and process of technology marketing. Contrast to the concept of hi-tech marketing, we define technology marketing in terms of technology transaction itself. We consider technology marketing as a tool of commercialization, and show the differences between traditional marketing and technology marketing. We define technology marketing as the process to implement the optimized decision-making about the required technologies, technology purchase, and technology sale. In addition, we describe the basic elements of organization, process, and A/S(after service) of technology marketing. Lastly, some policy implications for companies, universities,public research institutions, and government are presented. 최근 개방형 혁신전략이 기업의 생존전략으로 부각되면서 기술마케팅(technology marketing)의 역할이 중요해지고 있다. 이 점에 착안하여 본 논문은 기술마케팅의 개념을 비롯하여, 기술마케팅 전략 및 과정에 대한 이론을 정립하였다. 먼저 신기술이 체화된 신제품을 대상으로 하는 기존의 하이테크마케팅개념과 달리 기술마케팅을 기술 자체를 거래대상으로 보는 관점에서 정의하였다. 아울러 기술마케팅이 기술사업화(technology commercialization)의 효과적인 도구가 될 수 있음을 강조하였으며, 기술마케팅과 전통적 마케팅의 차이점을분명히 하였다. 기술마케팅 전략은 기업의 기술적 잠재력을 실현하는 여러 가지수단들 중의 하나로서, 필요기술, 기술구매, 기술판매 등에 대한 의사결정을 최적화하고, 이러한 의사결정들이 실행되도록 하는 과정으로 정의하였다. 이러한 기술마케팅 전략을 전개하기 위해서 필요한 기술마케팅 조직, 절차, 그리고 사후관리에 대한 기본적인 사항들을 제시하였다. 마지막으로 기업, 대학, 과학기술계 출연(연), 정부 등에 대한 시사점을 언급하였다.

기술활용으로서의 기술금융의 법적 전략

손경한(Sohn Kyung Han),이홍기(Lee Hong Kee) 충북대학교 법학연구소 2015 과학기술과 법 Vol.6 No.2

A Technology Finance is one of the effective way to utilize technology as financial assets. The purpose of technology utilization is to maintain and realize the value of technology. Traditionally, technologies are utilized for business establishments, technology license or technology transfer, which are the types of utilization that realizea usufruct or an exchangeable value. Technology finance can stimulate both values in simultaneously. Therefore, whom may want to utilize technology should consider technology finance with strategic concerns. With the importance of technology, technology finance also has a peculiar features of legal issues. For this reasons, legal strategy for technology finance as utilization may contemplated. Generally, legal strategy for technology finance should include the aspects of what to finance and how to finance. Most of the technologies are protected by intellectual property rights, so the legal application of intellectual property laws should be included. Commercial laws and many other acts which concerned with capital markets are as well. Meanwhile, specific considerations needs to be deliberated. During technology finance, technology holder should raise the investments, choose the way of securitization and consider the disclosure of financial intervention. In conclusion, the importance of legal strategy for technology finance has been raised, and must reflect the overall factors of technology utilization. This thesis focused on to reveal those factors and to lay out it. By doing so, technology can manifest its values as assets and the whole system of innovation will work well.

일본의 지적재산전략과 기술보호 정책

김민배 ( Min-bae Kim ) 한국지식재산연구원 2010 지식재산연구 Vol.5 No.3

최근 세계적인 금융경제 위기가 일어나면서, 일본에서는 그동안 지적재산입국을 향한 정책과 전략들이 물거품이 되는 것이 아닌가 하는 우려가 있었다. 금융위기 등에 의해 세계 전체의 경제 활동이 급격히 추락하고, 경제도 그 영향을 받아 기업 실적이 악화되었기 때문이다. 그 결과 앞으로의 지적재산 활동의 대폭적인 축소가 우려되는 사태가 오는 것이 아닌가 하는 의문도 갖고 있다. 그러나 일본에서는 이러한 격동기야말로 자신들의 강점인 지적재산을 살려, 글로벌 시장 획득과 내수 확대를 위한 방안을 추구해야 할 때로 보고 있다. 이러한 인식하에 지적재산에 의한 경쟁력강화전문조사위원회 및 콘텐츠·일본브랜드 전문조사위원회는 지적재산 정책의 실시 상황과 그 성과에 대해 평가를 하는 동시에, 제3기(2009년도~2013년도)의 ‘지적재산전략의 기본방침의 올바른 방향에 대해’각각 검토를 하고 있다. 그동안 일본은 지적재산전략본부를 중심으로, 지적재산입국을 위한 구체적인 정책들을 수립·집행하고 있다. 즉 일본은 2003년 3월 제1기(2003년도~2005년도)와 제2기(2006년도~2008년도)에 걸쳐 민관이 함께 지적재산 입국 실현을 위해 노력을 해왔다. 본 논문은 2002년도에 ‘지적재산 입국’을 내건 일본 정부가 지적재산기본법에 의거 설립한 지적재산전략본부의 제3기 지적재산추진계획을 중점적으로 검토하는데 목적이 있다. 사실 일본은 진정한 의미의‘지적재산 입국’이 무엇인가를 고민하고, 실현하기위하여 끊임없이 노력하고 있다. 지적재산의 창조·보호·활용은 물론 그 지원을 위해 법·제도·정책을 탄력적으로 조화시키면서, 전략을 수립·집행하고 있는 것이다. 일본이 지적재산전략을 국내는 물론 세계적 흐름에 맞추어, 수정·보완하고 있는 점은 우리가 관심 있게 지켜봐야 할 대목이다. 그리고 일본이 지적재산 전략의 성과를 달성하기 위해 일본사회의 기업이나 국민들 전체가 참여하는 관점에서 정책을 수립·집행하고 있는 점도 향후 우리의 전략에 도움이 될 것으로 생각한다. 일본이 최근 특허와 노하우, 영화, 게임, 소프트웨어 등 콘텐츠 등의 지적재산을 국부의 원천으로 내걸고, 지적재산의 창조·보호·활용에 나서는 것도, 바로 이것을 최대한 활용하여 지적재산 입국 목표를 현실화하려는 데 있다. 경제와 부의 원천이 바로 지적재산에 있고, 이를 통해 경제가 지속적인 성장을 계속하도록 해야 한다는 일관된 목표도 마찬가지다. 일본이 지적재산기본법을 바탕으로 지난7년간 쌓아 올린 지적재산전략은 향후 우리가 제정하고자 하는 지식재산법의 운용과 정책을 구체화 하는데 큰 도움이 될 것이다. This paper studies the intellectual property strategy and the technology protection policy of Japan. Particularly, This paper focus on the intellectual property strategy report of third period of Japan. The Intellectual Property Strategy Headquarters of Japan will promote five principles below in a comprehensive and unified manner based on the “Basic Policy of Intellectual Property Strategy for the Third Period” with the aim of strengthening global intellectual property competitiveness. The “Intellectual Property Strategic Program 2009” shall put into shape the priority measures listed in the “Basic Policy of Intellectual Property Strategy for the Third Period.” Intellectual property strategy of Japan is as follows : First, strengthening the intellectual property strategy to promote innovation. 2nd, strengthening global intellectual property strategy. 3rd, promoting the growth strategy of soft power industries. 4th, securing the stability and predictability of intellectual property rights. And fifth, establishing an intellectual property system that corresponds to needs of users. Japan will strengthen the intellectual property strategy to promote innovation in order to obtain many important intellectual properties and effectively use them to create economic value. Japan will strengthen its intellectual property strategy from a global perspective, in order to facilitate innovative creations and business expansions on an international scale. Japan will designate the industries related to content creation, food, fashion, and other soft power-creating industries as a type of strategic industry. In order to reduce business risks, Japan will strengthen measures to ensure the stability and predictability of intellectual property rights. In order to reduce the costs related to the use of intellectual property systems and enhance the quality of services, Japan will make further efforts to establish intellectual property systems with emphasis on user convenience. Based on intellectual property strategy of Japan, this paper studies on the key matters. Chapter 1 explains the intellectual property awareness in Japan and the purpose of this paper. Chapter 2 discusses background of intellectual property strategy and the environment of Japan. Chapter 3 discusses the strategic direction of the policy of intellectual property strategy for the third period of Japan. Chapter 4 were reviewed for technology protection and policy of Japan. and chapter 5 is the conclusion of the paper.

스마트폰 산업에서의 기술혁신관리 프로세스 사례 연구

박세영(Sehyoung Park),김병근(Byung-Keun Kim) 한국기술혁신학회 2018 기술혁신학회지 Vol.21 No.1

일반적으로 기술혁신전략이 먼저 수립되고 이를 바탕으로 기술혁신활동이 수행된다. 기존 기술혁신 관리 프로세스 연구에서는 기술혁신활동이 순차적 혹은 비선형적으로 존재하거나 선형성을 나타내지만, 특정 기술혁신활동이 특정 시점에 나타나고 없어질 수 있다고 주장한다. 본 연구는 휴대폰 시장이 피처폰 중심에서 스마트폰 중심으로 재편된 최근 10년간 상황에서 스마트폰 산업을 대상으로 기술혁신활동의 실행패턴이 어떻게 진행되는지 분석하고, 이러한 실행패턴과 기술혁신전략이 어떠한 맥락에서 동작하는지 규명한다. 실증분석결과, 기술혁신활동은 기술혁신전략에 따라 시작 시점이 다르고, 다층적 기술혁신활동의 형태로 나타난다는 것을 확인했다. 기술혁신활동은 일정한 패턴이 존재하지만, 외부환경 변화로 기술혁신전략의 변화가 생겼을 경우에는 기술혁신활동의 단계에 대한 중요도가 달라져 앞선 기술혁신활동이 생략된다는 것을 확인했다. 혁신자 전략을 추구하는 기업이 빠른 외부환경 변화에 적응하지 못하고 미흡한 기술혁신활동을 했을 경우 기술혁신전략의 변경을 요구받게 되고 이것은 기업의 생존에 막대한 영향을 끼친다는 것을 확인했다. In general, a technology and innovation strategy has been established first. Then, the technology and innovation activities are conducted accordingly. The literature on the technology management process points out that the technology and innovation activities exist in some sequences, nonlinear or linear pattern. However, it is also argued that a certain technology and innovation activity can be occurred or disappeared at certain timing. In this paper, it has been analyzed and clarified how the technology and innovation activities are performed and working together with the technology and innovation strategies in certain context especially when the handset market moves from feature phone to smartphone during a last decade. Empirical results show that the starting point of the technology and innovation activity changes according to the technology and innovation strategies. And, technology innovation activities exhibit multi-layer architecture types. It is confirmed that technology and innovation activities follow a specific pattern. However, if there are some changes in the technology and innovation strategy due to the external environment change, some technology and innovation activities can be skipped because the priority of the technology and innovation activities would be changed. If the firm which has the strategy type of ‘innovators’ fails to adapt to the fast changing external environment and has the inadequate technology and innovation activities, it is required to change the technology and innovation strategy. It will have a huge impact on the firm’s survival.

캐논 창업자들의 앙트러프러너십과 캐논의 제품개발전략에 관한 사적고찰

임외석(We suck LIM) 한국경영사학회 2009 經營史學 Vol.51 No.-

이 연구의 주제는 일본 카메라 메이커로서 잘 알려진 캐논이 비교적 짧은 역사에도 불구하고 세계적인 Excellent Company로 성장한 원동력이 ‘캐논 특유의 제품개발 기술전략’과 이를 바탕으로 한 ‘경쟁력 있는 제품의 개발’에 있다는 전제하에서 출발하여, 이러한 제품개발 기술전략의 특성을 캐논 창업자들의 앙트러프러너십과 창업이념 및 경영철학으로부터 그 근거를 찾고자 하는데 있다. 위와 같은 연구주제를 선정한 배경은 일본경제신문사와 닛케이리서치가 개발한 PRISM 조사에서 캐논이 일본의 300대 기업 가운데 2004년~2005년에 1위, 2006년~2007년에는 2위를 차지하였다는 평가결과와 함께, 인터브랜드사가 전 세계 모든 업종을 대상으로 매년 발표하는 기업의 브랜드 가치에서 2008년 현재 36위(단, 동일 업종에서는 최상위)에 랭크된 평가결과를 통해, 캐논이 유럽 및 일본의 선발 카메라 메이커들에 비해 상대적으로 짧은 역사에도 불구하고 세계적인 Excellent Company로 급성장하게 되었다는 사실에서부터였다. 본 연구의 방법은 캐논의 웹사이트와 관련 단행본, 그 밖의 각종 자료들을 근거로 문헌적 분석을 하였다. 아울러 분석도구로서는 본문의 <그림 1>과 같이 먼저 분석틀을 설계한 뒤, 창업자의 앙트러프러너십과 제품개발전략에 관련된 선행연구를 바탕으로 기업가정신과 기업가활동, 창업이념과 경영철학, 기업의 성장과 제품개발 기술전략 등과 같은 핵심용어를 본 연구의 틀에 맞게 제한적으로 정의하였다. 설계한 분석틀과 개념정의를 바탕으로 한 분석과정에서는, 우선 캐논의 창업전후를 주 대상으로 한 주요약사 및 기본지표를 정리한 뒤, 캐논 창업자인 요시다 고로(吉田五郎), 우치다 사부로(内田三朗), 미타라이 타케시(御手洗毅)에 대한 약력을 소개하였다. 그 다음으로 캐논이 추진해왔던 성장전략의 기본 틀을 탐색하기로 하였는데, 그 결과 캐논은 독자적 원천기술을 기반으로 한 ‘기술적 신제품’ 개발을 지향하는 제품개발전략을 추진하여 제품의 경쟁력을 강화시키면서, 이를 토대로 캐논의 성장 및 발전을 추구하고 있다는 것을 알 수 있었다. 그리고 이러한 캐논의 제품개발전략은 원천기술의 심화, 독창기술의 중시, 독자개발의 강화라는 제품개발 기술전략을 기반으로 하고 있다는 것을 알 수 있었다. 이어서 캐논의 창업과정에서 3명의 창업자들이 어떠한 역할을 수행하였는지 검토하였다. 그 결과 요시다 고로는 기술자 출신으로서 창업과정에 기술력을 제공하면서 창업을 주도한 기업가이자 실질적 창업자에 해당되었다. 우치다 사부로는 관리자 출신으로서 창업과정에서 창업조직을 관리하는 관리능력을 제공하면서 연구소를 관리했던 창업 관리자이자 협력적 창업자에 해당되었다. 미타라이 타케시는 의사출신으로서 창업과정에 자본력을 제공하면서 창업이후의 기반을 조성한 기반조성자이자 법률적 창업자에 해당되었다. 그 다음은 캐논 창업자들의 앙트러프러너십과 창업이념, 경영철학을 도출한 뒤, 캐논의 제품개발 기술전략과의 연관성에 대하여 분석하였다. 그 결과, 창업자들에게 공통적으로 나타난 앙트러프러너십은 개척정신, 도전정신, 모험정신, 독창성이었으며, 그중에서 요시다 고로의 창업이념인 기술우선은 나머지 창업자들의 공감을 거치면서 동시에 그들의 앙트러프러너십을 원동력으로 하여, 전술하였던 3가지 제품개발 기술전략의 특성을 형성하는데 기반이 되고 근거가 되었다는 것을 알 수 있었다. What is the main factor for Canon to grow into an excellent global company? This case study started to find answer to the questions focusing on the technology strategy for competitive product development of various growth factors, and on the assumption that the technology strategy may be seriously affected by the entrepreneurship, the founding ideas, and the management philosophy of the three Canon’s founders, Goro Yoshida a technician, Saburo Uchida a manager, and Takeshi Mitarai a Doctor. This study consists of two stages, the first of which aimed to identify characteristics of the product development strategy and the technology strategy at Canon Inc. The second stage of this study found the entrepreneurship, the founding ideas, and the management philosophy of the three founders and analyses relationship between them and the their strategies. As a result, it is found that Canon’s new product development strategy is the development of technical-oriented product not that of market-oriented product, and the technology strategy for new product development has three characteristics, the deepening of source technology, attaching importance to original technology, and the reinforcement of self development. The general characteristics of entrepreneurship, such as challenge spirit, the frontier spirit, adventure spirit, and creativity, are revealed in the three founders. Goro Yoshida established the Precision Optical Instruments Laboratory to be the first to develop a 35㎜ rangefinder camera in Japan. His founding ideas emphasize technology because he said, “I hope to develop a home-manufactured camera on level with Leica and Contax”. Takeshi Mitarai participated in the Laboratory’s establishment as a capitalist. His management ideology is a health-first policy, familism, and the merit system because he was an ex-doctor. The three founders’ entrepreneurship, founding ideas, management philosophy, management ideology became an enterprising spirit (frontierism), with an emphasis on technology (technology-first policy), and human dignity (humanism) as the constituent unit of Canon’s philosophy, ‘kyosei(means to live together)’. The emphasis on technology of Yoshida’ founding ideas was imprinted in Canon’s DNA with his entrepreneurship through Saburo Uchida and Takeshi Mitarai. It became the basis of technology strategy for product development at Canon Inc.