• Journal of National Security and Military Science
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• s.5
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• pp.241-280
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• 2007

This study examines the relationship of the industry-specific factors that effect innovation of manufacturing technology and the market share within the defense industry. Since the establishment of the basic defense industry framework in 1973, there were numerous interactions of the industry-specific factors of the defense industry structure with the technological innovation and market organization of the defense industry. During last three decades, the domestic defense industry has achieved the considerable level but the framework of the basic system has not developed much in areas of the military science and the defense manufacturing technology. Industry-specific factors were formed in the process and appeared in a variety of behavioral characteristics as subsystems. Currently, there IS a growing trend where the management of defense industry is gradually deteriorating due to limitation of the domestic industry-specific factor (e.g. defense technologies, amount of demand, etc.). If there is a prominent imbalance of the industry-specific factors. it can trigger the potential problem of conflict, lack of cooperation and control, slowing the growth of the manufacturing technology thereby diminishing the market and deteriorating the defense supply/demand relationship. In a research conducted by Joe S. Bain, Bain analyzed the relationship of the traditional industrial organization where industry-specific factor(S) not only impacts the conductor(C). And, conductor(C) influences the shaping of the performance(P) of relationship of the traditional industrial organization. Consequently, the researcher has identified the demand monopoly, barriers to entry, and market competition with comparison of defense industry issues. These defense issues were three industry-specific factors identified, which are 1) The demand monopoly and The entry barriers to new market competition, 2) the industrial technical factor to a production technical competitiveness and a market sharing competitiveness, 3) the probability factor to revolution for military affairs(RMA) and a R&D production. According to baseline with these factors, the following research model is established from the special companies group(Group A), the systematization companies group(Group B), and the general companies group(Group 0. The hypothesis is that if there are more industry-specific factors, then there will be more relationships of defense industry relation statutes. This research is an empirical study on the relationship that the industry specific factors effects the innovation of manufacturing technology and the shaping of the market in the defense industry. Moreover, the existing models to evaluate the industry specific factors of the defense industry IS much to be desired with the controlled statistical analysis of the result. It is vital to study on current situation with suggesting alternative strategy to the efficient strategy. The descriptive analysis approach analysis is conducted with SPSSWIN to conduct reliability test, factor analysis, correlation analysis, cross-tabulation analysis, one-way ANOVA, and multiple regression analysis. However, there were some limitations of the survey such as the rigidity of concept about the technical factors and various market management factors. The wishes is that the decision-maker could be utilized these defence industrial factors to formulate efficient defence policy and strategy in the future.

• Management & Information Systems Review
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• v.30 no.4
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• pp.293-314
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• 2011

The current study investigated the position of future strategy analyzed from the perspective of design management in relation to 10 strategic industries implemented through 3 steps based on promising growth and advancement of Busan industries and evidence provided from a study on the development program of design industry in Busan. It elucidated the role of design industry as a key role from the perspective of design management in an age of creative revolution of futures values. It analyzed the associations between composition of future strategy and design industry in 10 strategic industries of Busan, and explained the relationships with the strategic industries. The perspective of design management involves that design as a ground of values is an industry of the future values, which performs a key strategic function and role, and a theoretical investigation examined the relationships between main functions of design management and business management. Chapter 3 organized items proposed in the design development program in Busan and examined goals and systems which become basic formation of establishment of design strategy in Busan and conditions for design industry in the associations with strategic industry. Chapter 4 described priorities of practicability by step through analyzing and grouping top 30 projects in Busan industry including meanings as key strategy, position relations, and policy priorities by analyzing elements of design management of strategic industry and describing and analyzing the concept of promoting Busan design. The theme of the present study is to change perception of design management as a key value and a condition to decide creativity industry into future industry and to evaluate vision of Busan design industry and meanings proposed as proceeding strategy. The early 21st century is an age when agrarian society has changed into industrial society is dominated by knowledge economy of the information revolution and one should prepare for the growth phase of creative innovation based on creative revolution of the 4th wave of creative society by design management which has become a center in 2000s on the whole. With the advent of creative paradigm and based on the function and role of the current creative economy age new innovation DNA of design management will be created. Design process has changed through information and knowledge-oriented trends of digital through convergence between industries from industrial design to convergence of industries, and it is expected that integrated design of value creation using information and technology will play a key role in Busan design industry development and top 10 strategic industries.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.1-15
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• 2024

This study aims to elucidate the characteristics of big tech platform companies' sports content business in an environment of rapid digital transformation. Specifically, this study examines the market structure of big tech platform companies with a focus on Amazon, revealing the role of sports content within this structure through an analysis of Amazon's sports marketing business and provides an outlook on the sports content business of big tech platform companies. Based on two-sided market platform business models, big tech platform companies incorporate sports content as a strategy to enhance the value of their platforms. Therefore, sports content is used as a tool to enhance the value of their platforms and to consolidate their monopoly position by maximizing profits by increasing the synergy of platform ecosystems such as infrastructure. Amazon acquires popular live sports broadcasting rights on a continental or national basis and supplies them to its platforms, which not only increases the number of new customers and purchasing effects, but also provides IT solution services to sports organizations and teams while planning and supplying various promotional contents, thus creates synergy across Amazon's platforms including its advertising business. Amazon also expands its business opportunities and increases its overall value by supplying live sports contents to Amazon Prime Video and Amazon Prime, providing technical services to various stakeholders through Amazon Web Services, and offering Amazon Marketing Cloud services for analyzing and predicting advertisers' advertising and marketing performance. This gives rise to a new paradigm in the sports marketing business in the digital era, stemming from the difference in market structure between big tech companies based on two-sided market platforms and legacy global companies based on one-sided markets. The core of this new model is a business through the development of various contents based on live sports streaming rights, and sports content marketing will become a major field of sports marketing along with traditional broadcasting rights and sponsorship. Big tech platform global companies such as Amazon, Apple, and Google have the potential to become new global sports marketing companies, and the current sports marketing and advertising companies, as well as teams and leagues, are facing both crises and opportunities.