Research On The Global Competitiveness Of Korean Cultural Industries

Along with the changing times, the increasingly obvious trend of convergence shown between economies and cultures is economic and cultural integration. A modern economy contains a huge cultural content, the cultural market has been increasingly globalized, and formed huge international trade flows, cultural industries have become progressively significant to the economic development of a country. In many countries, as the development of cultural industries is a strategy to develop their economies.The cultural industries refer the culture itself as a resource in the economic development. The characteristics of cultural industries are following as: First, the cultural commodity means to contain a country'emotions, values, social concepts such as meeting peoples' cultural needs. Second, the cultural industry provides network effect for the industries. Third, the cultural industries copy a highly in the production process, the need for reproduction technologies in a large-scale; Fourth, the cultural industries possess relatively greater window effecting than any other industries. Cultural industries can be divided into the following types: government-led cultural industries; community-driven model of the cultural industries; eclectic cultural industries.In the scale of the world's cultural product markets, the U.S. rank at the first in the world, share accounting for 40% in global market, while South Korea is taking up for only 2.4%. Considering the competitiveness of Korean cultural industries, there are some factors serving as constraints. Comparing South Korea and the developed countries, there is a disadvantage in supportive environment. The use of all the sources of the cultural contents, and ensuring the ease use of infrastructure for the cultural contents (cinemas, museums, libraries) of Korea compared with major developed countries, it seems that South Korea's population covered by the average number of facilities, the gap falls into two-fold. The industrial contents production and content of their sharing proportion of production is very low.While the proportion of movie and game content produced by the domestic enterprises is very low, the amount of the audience watching the film content is higher than any other countries, compared with the United States, France, Britain and other evaluation objects. Korean game contents share negligible in the world, but there are advantages of online gaming. The competitiveness to create all of the cultural contents in supportive environment lags behind. Based on the business aspect, in South Korea, there are still not accurately reflecting creative content, slow making progress, imperfect personnel structure, and many other issues.This paper, by CJ entertainment group in South Korea, analyzes the Korea cultural industries in both quantitative and qualitative aspects. Comparing the enterprises and global enterprises provides further understanding of the competitiveness gap with the world's major media companies. This gap is mainly reflected in the following areas: net profit to net sales ratio; related to status and the number of employees; the proportion of overseas sales and overseas import and export conditions; global management talent.To improve the competitiveness of South Korean cultural industries, this paper presents the following strategic programs: first actively paying attention to the training specialized personnel and technological development to foster the cultural industry. Simultaneously, the expansion of investment and improvement of the flow of the environment, and expansion of overseas exports and strengthen the laws and regulations systems are also needed. In the industrial point of view, their own characteristics should be based on in order to differentiate the industries, at the same time, actively progress their own industrial development in line with the needs of development strategies. In the business perspective, companies should enthusiastically develop international operating strategies, implement cross-border mergers and acquisitions, and supports are required to develop it as key enterprises.