4차 산업혁명이 급속도로 진행되면서 산업구조가 고도화됨에 따라 국가 경제성장의 주체로 기술형 스타트업의 역할이 부각되고 있다. 이미 주요선진국에서는 국가발전전략의 큰 축을 스타트업 육성으로 전환하고 있으며 우리나라 역시 경제 성장 원동력이 대기업 위주에서 스타트업 중심으로 개편되고 있다. 본 연구는 기술형 스타트업들을 대상으로 조직지향성 요인들(기업가적 지향성, 시장지향성, 브랜드지향성)이 B2B마케팅역량(혁신역량, 브랜드역량)과 경쟁우위 그리고 기업성과에 미치는 영향을 규명하였으며, 조직지향성 요인들과 B2B마케팅역량 간의 관계에서 정부 지원사업의 조절효과, 경쟁우위와 기업성과 간의 관계에서 스타트업 성장단계의 조절효과에 대해 분석하였다. 총 319개의 B2B 기술형 스타트업을 대상으로 설문한 결과, 기업가적 지향성과 혁신역량, 시장지향성과 브랜드 역량 사이에서 정부지원사업의 조절효과를 제외한 모든 가설이 지지된 것으로 나타났다. 본 연구의 결과는 기술창업 스타트업이 갖추어야 할 마케팅역량에는 어떤 것들이 있는지, 이러한 B2B마케팅역량을 증가 시키기 위해서는 어떤 조직지향성 요소들이 필요한지, 정부지원사업은 조직지향성 요인들이 B2B마케팅역량에 어떠한 조절적 영향을 미치는지, 스타트업 성장단계는 경쟁우위와 기업성과 간의 관계에 어떠한 조절적 영향을 미치는지 우리에게 알려줌으로써 기술형 스타트업 연구와 스타트업 지원정책에 시사하는 바가 크다고 볼 수 있다.
Purpose: As the 4th industrial revolution accelerates, the industrial structure keeps advancing, and reliance on the ICT field is gradually increasing. Consequently, the role of startups, which are technology start-up companies, is being highlighted as the primary agents of national economic growth. Startups are a notable interest in the global economy because they can create innovations more efficiently than mature companies in new industries with unstable business structures. Major developed countries have already shifted their national development strategies to emphasize startup development and support the creation of new jobs through startups at the national level. Similarly, in Korea, the significance of startups is gradually emerging, and the existing driving force for economic growth is shifting from large corporations to startups. To this end, the government is assisting startups through a variety of policies.
Manufacturing accounts for 8.9% of the industries operated by Korean startups, the highest share excluding small business-related industries such as food, wholesale, and retail. The majority of these manufacturing industries produce industrial goods that are sold through B2B channels. They rely more on sales from trading companies than large corporations, and business-to-business transactions are the primary focus. More so, in the B2B industry, the majority of cases involve a large number of small startups transacting with a small number of large companies. Previously, only the importance of price, quality, and delivery were emphasized. However, as market complexity increases due to intensification, etc., it is becoming increasingly difficult to gain a competitive advantage solely through past prices, quality, and delivery dates, leading to the gradual emphasis on the importance of B2B marketing.
The effect of organizational orientation factors of startups on B2B marketing capability, competitive advantage, and corporate performance was confirmed in this study to determine the importance of B2B marketing. The role of the startup growth stage in moderating the relationship between competitive advantage and corporate performance was examined.
Results: First, in terms of the effect of startup organizational orientation factors (entrepreneurial orientation, market orientation, brand orientation) on B2B marketing capability (innovation capability, brand capability), entrepreneurial orientation of startups is positively affects innovation capability, market orientation positively affects innovation capability and brand capability, while brand orientation positively affects brand capability, respectively. Through the empirical analysis, it was confirmed that the organizational orientation factors of startups all had a significant positive effect on B2B marketing capabilities.
Second, in terms of the effect of startup B2B marketing capabilities (innovation capabilities, brand capabilities) on their competitive advantage, a startup’s innovation capability had a positive (+) effect on its competitive advantage, and a startup's brand capability has a positive (+) effect on its competitive advantage. Through the empirical analysis, it was confirmed that all B2B marketing capabilities had a significant effect on competitive advantage. Third, with respect to the effect of startup's competitive advantage on corporate performance, it was found that the startup's competitive advantage has a positive (+) effect on corporate performance. The empirical analysis confirmed that the competitive advantage of startups has a significant positive effect on corporate performance. Fourth, it was hypothesized that the government support project would play a moderating role in the relationship between organizational orientation factors (entrepreneurial orientation, market orientation, brand orientation) and B2B marketing capabilities (innovation capability, brand capability) of startups. Via the empirical analysis, it was confirmed that the more startups benefited from government support projects, the more positive (+) the relationship between market orientation and innovation capability, as well as between brand orientation and brand capability respectively becomes. Each hypothesis, however, was not supported because the greater the number of startups that benefited from government support projects, the greater the positive effect on the relationship between entrepreneurial orientation and innovation capability, market orientation and brand capability. Fifth, the startup growth stage was proposed to play a moderating role in the relationship between a startup's competitive advantage and corporate performance. Accordingly, the empirical analysis confirmed that the earlier a startup's growth stage, the greater the positive (+) effect of competitive advantage on corporate performance.
Conclusions: The implications of this study are as follows: First, in terms of academic implications, the scope of research has been broadened from the academic area of marketing, which had previously been very limited in the center of B2C marketing, to the area of B2B marketing targeting startups. Second, three components of startup organizational orientation were presented and identified through empirical research: entrepreneurial orientation, market orientation, and brand orientation. Specifically, according to these three organizational orientation factors, it was confirmed that B2B marketing capabilities have a positive effect on startups. Third, it was confirmed that there is a difference in marketing capabilities between the B2B and B2C industries due to different transactional characteristics. Fourth, the current research revealed that B2B marketing capability is an important source of long-term competitive advantage. Fifth, this empirical research was used to divide startup performance into two categories: sales performance and customer performance.
In terms of practical implications, startups must have some organizational orientation in order to strengthen their B2B marketing capabilities, because entrepreneurial orientation, market orientation, and brand orientation have a positive effect on innovation capability and brand capability. Second, it is suggested that startup executives or marketing managers should have strong brand and innovation capabilities. Third, it is confirmed that a change in the evaluation method for selecting companies for government-supported projects is required in the future, as B2B marketing capabilities differ depending on organizational orientation factors. Fourth, it is established through this study that the startup growth stage influences the relationship between competitive advantage and corporate performance. This implies that it is necessary to establish a higher level of competitive advantage strategy in the later stage than in the early stage in order to strengthen the company's competitiveness.
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