How Can Non-Chaebol Companies Thrive in the Chaebol Economy?

서지정보

· 발행기관 : 한국마케팅과학회
· 수록지 정보 : Journal of Global Scholars of Marketing Science(마케팅과학연구) / 19권 / 3호 / 28 ~ 36페이지
· 저자명 : 김남국, Sanjit Sengupta, 김동재

초록

While existing literature has focused extensively on the strengths and weaknesses of the Chaebol and their ownership and governance, there have been few studies of Korean non-Chaebol firms. However, Lee, Lee and Pennings (2001) did not specifically investigate the competitive strategies that non‐Chaebol firms use to survive against the Chaebol in the domestic Korean market. The motivation of this paper is to document, through four exploratory case studies, the successful competitive strategies of non-Chaebol Korean companies against the Chaebol and then offer some propositions that may be useful to other entrepreneurial firms as well as public policy makers.
Competition and cooperation as conceptualized by product similarity and cooperative inter‐firm relationship respectively, are major dimensions of firm‐level marketing strategy. From these two dimensions, we develop the following 2 × 2 matrix, with 4 types of competitive strategies for non-Chaebol companies against the Chaebol (Fig. 1.). The non-Chaebol firm in Cell 1 has a “me‐too” product for the low‐end market while conceding the high‐end market to a Chaebol. In Cell 2, the non-Chaebol firm partners with a Chaebol company, either as a supplier or complementor. In Cell 3, the non-Chaebol firm engages in direct competition with a Chaebol. In Cell 4, the non-Chaebol firm targets an unserved part of the market with an innovative product or service. The four selected cases such as E‐Rae Electronics Industry Company (Co‐exister), Intops (Supplier), Pantech (Competitor) and Humax (Niche Player) are analyzed to provide each strategy with richer insights.
Following propositions are generated based upon our conceptual framework:
Proposition 1: Non-Chaebol firms that have a cooperative relationship with a Chaebol will perform better than firms that do not.
Proposition 1a: Co‐existers will perform better than Competitors.
Proposition 1b: Partners (suppliers or complementors) will perform better than Niche players.
Proposition 2: Firms that have no product similarity with a Chaebol will perform better than firms that have product similarity.
Proposition 2a: Partners (suppliers or complementors) will perform better than Co‐existers.
Proposition 2b: Niche players will perform better than Competitors.
Proposition 3: Niche players should perform better than Co‐existers.
Proposition 4: Performance can be rank‐ordered in descending order as Partners, Niche Players, Co‐existers, Competitors.
A team of experts was constituted to categorize each of these 216 non-Chaebol companies into one of the 4 cells in our typology. Simple Analysis of Variance (ANOVA) in SPSS statistical software was used to test our propositions. Overall findings are that it is better to have a cooperative relationship with a Chaebol and to offer products or services differentiated from a Chaebol. It is clear that the only profitable strategy, on average, to compete against the Chaebol is to be a partner (supplier or complementor). Competing head on with a Chaebol company is a costly strategy not likely to pay off for a non-Chaebol firm. Strategies to avoid head on competition with the Chaebol by serving niche markets with differentiated products or by serving the low‐end of the market ignored by the Chaebol are better survival strategies.
This paper illustrates that there are ways in which small and medium Korean non-Chaebol firms can thrive in a Chaebol environment, though not without risks. Using different combinations of competition and cooperation firms may choose particular positions along the product similarity and cooperative relationship dimensions to develop their competitive strategies ―co‐exister, competitor, partner, niche player. Based on our exploratory case‐study analysis, partner seems to be the best strategy for non-Chaebol firms while competitor appears to be the most risky one. Niche players and co‐existers have intermediate performance, though the former do better than the latter.
It is often the case with managers of small and medium size companies that they tend to view market leaders, typically the Chaebol, with rather simplistic assumptions of either competition or collaboration. Consequently, many non-Chaebol firms turn out to be either passive collaborators or overwhelmed competitors of the Chaebol. In fact, competition and collaboration are not mutually exclusive, and can be pursued at the same time. As suggested in this paper, non-Chaebol firms can actively choose to compete and collaborate, depending on their environment, internal resources and capabilities.

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