CJ ENM 드라마사업의 경쟁우위 전략 분석: 자원준거관점(RBV, resource-based view)을 중심으로

초록

This study analyzes the competitive advantage strategy of the CJ ENM drama business based on A-list writers as an internal resource. Also, the performance of the company and the implications were examined. CJ ENM established a subsidiary, Studio Dragon in 2016, and acquired the production companies including A-list writers. From the process, CJ ENM was able to acquire proven capabilities in the industry which were the core resources of drama business. Through CJ ENM"s decision-making and strategy implementation with the ‘RBV, resource-based view’, CJ ENM wanted to maximize its planning and development capabilities by possessing resources that are rare and competitors could not imitate. Initiating this strategy, CJ ENM pursued to secure the conditions for sustainable competitive advantages in the market over the decade. According to the VRIO model analysis proposed by Jay B. Barney, A-list drama writers who have been acquired by CJ ENM were found to be ‘strengths and unique capabilities’ that can play key roles in creating a continuous competitive advantage. The dramas written by the writers in Studio Dragon were found to have a positive impact on corporate performance by recording superior sales compared to other dramas. However, this study has limitations in that it does not reveal what the specific characteristics of the writer"s capabilities are as the resources, and does not consider various factors may affect the performance of drama other than the writers. Based on this research, we need to conduct full-scale studies that define the characteristics of the writer as a core resource of the drama production company, and analyze the effects of writer resources and other competency such as producing system on the performance of the company. This study analyzes the competitive advantage strategy of the CJ ENM drama business based on A-list writers as an internal resource. Also, the performance of the company and the implications were examined. CJ ENM established a subsidiary, Studio Dragon in 2016, and acquired the production companies including A-list writers. From the process, CJ ENM was able to acquire proven capabilities in the industry which were the core resources of drama business. Through CJ ENM"s decision-making and strategy implementation with the ‘RBV, resource-based view’, CJ ENM wanted to maximize its planning and development capabilities by possessing resources that are rare and competitors could not imitate. Initiating this strategy, CJ ENM pursued to secure the conditions for sustainable competitive advantages in the market over the decade. According to the VRIO model analysis proposed by Jay B. Barney, A-list drama writers who have been acquired by CJ ENM were found to be ‘strengths and unique capabilities’ that can play key roles in creating a continuous competitive advantage. The dramas written by the writers in Studio Dragon were found to have a positive impact on corporate performance by recording superior sales compared to other dramas. However, this study has limitations in that it does not reveal what the specific characteristics of the writer"s capabilities are as the resources, and does not consider various factors may affect the performance of drama other than the writers. Based on this research, we need to conduct full-scale studies that define the characteristics of the writer as a core resource of the drama production company, and analyze the effects of writer resources and other competency such as producing system on the performance of the company.

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