Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit it...
Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.
Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.
특정 기업이 적절한 모방전략을 수립한다는 것은 창조적 변형(creative adaptation)을 하는 것을 의미한다. 창조적 변형은 소위 ‘혁신적인 모방’으로, 모방자인 후발기업이 선발기업의 제품이나 서비스의 품질을 업그레이드시키거나 새로운 경쟁영역에 적용하는 것이다(Schnaars, 1994). 우선 모방을 할 때 신기술을 이용하게 되면, 선발기업보다 차별화 정도가 더 높은 제품을 개발하여 더 높은 가격으로 제품을 판매할 수 있다.
유도전략의 행동원칙에는 무엇이 있는가?
이 기본 원칙은 ‘힘에는 힘으로 대항하지 않는다’는 것으로, 다음 세 단계로 이루어져 있다. 첫 번째인 움직임(movement) 단계에서는 경쟁자의 공격을 방지하고 약점을 공략할 수 있도록 준비하는데, 이때 가장 자신 있고 승률이 높은 기술을 쓸 수 있도록 포지션을 취하면 된다. 두 번째 균형(balance) 단계는 본격적인 공격을 위해 안정된 자세를 확보하고 상대의 자세를 불안정하게 만드는 단계로, 상대의 움직임을 불리한 쪽으로 유도하여 불안정한 포지션으로 가게 한다. 세 번째 지렛대(leverage) 단계는 앞의 두 단계를 통해 얻은 자신의 이점과, 경쟁자가 가진 약점을 바탕으로 본격적인 공격에 나서는 단계이다(Brandenburger & Nalebuff, 1996).
선발기업의 불리점에는 무엇이 있는가?
그러나 선발기업이라고 해서 유리점만 가지는 것은 아니며, 불리점 또한 존재한다. 선발기업의 불리점으로는 선발기업의 투자에 대한 후발기업의 무임승차 효과(free-rider effect), 시간이 지남에 따라 일어나는 기술적인 불확실성이나 시장의 불확실성의 해소, 기술적 혹은 기타 요인으로 인해 시장에서 불연속성이 발생하여 새로운 시장으로의 진입이 가능해지는 것, 그리고 기존기업의 관성(incumbent inertia)으로 인해 선발기업들이 환경 변화에 대해 원활한 대응을 할 수 없는 것 등을 들 수 있다(Lieberman & Montgomery, 1998). 즉, 후발기업도 태생적으로 불리한 점만 있는 것은 아니기 때문에, 시장에서 적절한 경쟁적 위치를 차지하고 계속 성장할 수 있는 가능성이 충분하다.
참고문헌 (26)
Journal of Marketing Research Carpenter, G. S. 26 3 285 10.2307/3172901
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