| Budget Amount *help |
¥6,240,000 (Direct Cost: ¥4,800,000、Indirect Cost: ¥1,440,000)
Fiscal Year 2015: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
Fiscal Year 2014: ¥2,080,000 (Direct Cost: ¥1,600,000、Indirect Cost: ¥480,000)
Fiscal Year 2013: ¥2,600,000 (Direct Cost: ¥2,000,000、Indirect Cost: ¥600,000)
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| Outline of Final Research Achievements |
This study identifies the keys of success for global platform businesses, based on the case study of NTT DoCoMo's global iMode service in the mobile internet business and the empirical study of the global platform strategy in the semiconductor manufacturing equipment business. Japanese companies technologically led these two businesses.
The case study of iMode reports the global expansion of platform business has a trap of the business model's gap that root in the difference between the domestic and foreign industrial structures. The global platform strategy needs to modify the business model to fit the global circumstance.
The empirical study of the semiconductor equipment business demonstrates the interaction effect of three strategic variables: betweenness centrality in the transaction network, strategic use of open standards and high rate of emerging market sales rates. The package of these three strategic behaviors makes significant positive effect for global platform business.
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