[Interview] Professor Kihoon Kim on His New Book 『Platform Business in the Age of AI』     “Even in the era of AI, the success principles of platform businesses remain valid, but the impact of AI on platform businesses is significant.”  Even as AI technology fundamentally reshapes the business paradigm, the essence of platform businesses remains unchanged. Professor Kihoon Kim’s new book, 『Platform Business in the Age of AI』, offers deep insights into the structure and evolution of platform business models and the transformative effects of AI. Through this book, Professor Kim seeks to present the core principles of platform strategy and a future-oriented perspective.    Q. What motivated you to write 『Platform Business in the Age of AI』?  A. The idea first came to me in 2012 when I participated in a seminar at Gyeongsang National University. Rather than presenting an academic paper, I had been invited to explain the concept of platform economy and strategy in a way that undergraduate students could easily understand. After spending an entire day traveling to and from Jinju, I thought to myself, “If I organize this material into a book, I could share this knowledge with a much wider audience.”  I began writing in earnest about three years ago. On a flight back from an academic conference in the U.S., I listened to an audiobook of Malcolm Gladwell’s MasterClass on writing. As I listened, I felt a strong conviction that the time had come for me to write a book. After years of contemplation, that moment marked the true beginning of this project.    Q. What are the core messages you aimed to convey through this book?  A. First and foremost, I emphasize that no matter how advanced AI becomes, the fundamental structure and survival principles of platform businesses remain valid. A platform essentially serves as an intermediary that connects Group A and Group B. The rules of survival and competition that arise from this structure remain largely unaffected by the advent of AI.  Another message I wanted to convey is that while many people associate platform businesses with innovation, I believe the term evolution is more appropriate. For example, American Express originally began as an express delivery company and, over the course of nearly 100 years, evolved into a credit card platform business. Many platform models grow not through sudden innovation, but through gradual, long-term evolution.  Finally, many startups and manufacturing-centered conglomerates still tend to think, “We have nothing to do with platform strategy.” I believe that mindset needs to change. Just as Apple evolved from a computer manufacturer into a platform company through the iPhone OS and App Store, manufacturers today can no longer regard themselves as unrelated to platform strategy. Korean companies—Samsung included—should actively explore opportunities to enter platform businesses by leveraging their existing customer bases.    Q. How do you see AI technology impacting platform businesses?  A. The most immediate impact of AI is the enhancement of matching technologies. Platforms like YouTube and Amazon, which actively leverage AI, analyze user behavior data to deliver more precise and personalized services. This, in turn, boosts user loyalty and further solidifies the dominance of leading platforms.  At the same time, AI is likely to accelerate user multi-homing, thereby increasing the survival chances of new platforms. For example, when searching for real estate listings, users in Korea often use four major apps: Zigbang, Hogangnono, Naver Real Estate, and Dabang. Even if these apps dominate the market, a new platform that leverages AI to offer a better user experience could still attract users—at least until the incumbent platforms catch up with similar AI features.  Another notable change is that generative AI could serve as a direct touchpoint between customers and platforms. For instance, if a user says, “I want to travel to Disneyland in LA,” current AI systems might simply create an itinerary. But in the near future, AI could evolve into a full-service assistant that even books flights. In such a scenario, AI becomes the intermediary between the customer and the travel platform, fundamentally transforming how platforms are used.    Q. How do you interpret the spread of generative AI and its effect on the platform market?  A. Generative AI has the potential to emerge as a new kind of player in the platform market. Take KakaoTalk, for instance—it built a large user base by offering free messaging, and later expanded into a full-fledged platform by adding features such as digital gifting and content sales. In a similar vein, generative AI tools like ChatGPT could leverage their massive user base to integrate with various platform services or even create entirely new ecosystems.  Ultimately, generative AI is both a technology with built-in platform capabilities and a potential launchpad for developing new platforms.    Q. What advice would you give to Korea University Business School students on how to approach this book?  A. If you're new to platform business, I recommend reading Chapters 1 through 6 to build a solid understanding of the basic concepts and structural foundations. These chapters are designed to help readers grasp the core principles in a step-by-step manner.  For students who already have some background knowledge or are interested in launching a platform-related startup, Chapters 7, 8, and 9 will be especially valuable. Chapter 7 presents a range of platform evolution cases, Chapter 8 explores how traditional companies have successfully transitioned into platform-based models, and Chapter 9 analyzes the impact of AI on platform ecosystems. These chapters offer practical insights that can help readers deepen their understanding and apply what they’ve learned to real-world situations.    Q. What was the most difficult or memorable part of writing this book?  A. The most difficult part was staying committed and seeing the manuscript through to the end. At times, I questioned whether people would actually find the book engaging. During those moments, my family’s support was a tremendous source of motivation. More importantly, I was able to keep going because I believed the book could offer unique value to readers.  While many books on platform business are rich in information, they often fall short in providing actionable insights or practical guidance. I wanted to make complex concepts easier to grasp—not through one-sided explanations, but by presenting real-world examples that readers could relate to and empathize with. In particular, I tried to convey the core of platform business through stories that reflect the actual experiences of companies and users, so that readers could understand the subject more naturally and intuitively.    Q. Do you have any upcoming research or writing plans?  A. I plan to continue my research on the platform economy while also exploring, from an academic perspective, how AI is reshaping business. These days, it’s clear that many people are deeply interested in the impact of AI—just take a look at the variety of books lining the shelves at bookstores. From technical guides on how to use AI to general interest books on its societal implications, AI is a topic of widespread fascination. My next goal is to delve into how AI is influencing both the business world and our daily lives, and to capture those insights in a future book.  I also run a YouTube channel called Kihoon Kim’s Business Insight, where I explain topics such as platforms, technology, and business strategy in a simple and engaging way. For stories that didn’t make it into the book or insights on the latest trends, I hope to reach more people through this channel. If you’re interested in platforms, AI, or business strategy, I encourage you to check it out.   ▶ [Click here to visit Kihoon Kim’s Business Insight YouTube channel] 

[Interview] A Simulation Strategy to Reduce Judicial Delays in India – Professor Jeunghyun Kim Publishes SK Tier 1 Paper      Q1. Congratulations on publishing a paper in an SK Tier 1 journal. How do you feel about this achievement?  I am truly honored and grateful to have my paper published in an SK Tier 1 journal. There were numerous challenges and iterations throughout the research process, but it is deeply rewarding to see these efforts culminate in publication in a prestigious international journal. What feels especially meaningful is that the findings were finalized at the right time and shared through such a respected platform. I hope to continue conducting research that offers genuine academic value.    Q2. Could you briefly introduce the main focus and background of your paper?  This study focuses on addressing the severe judicial delays experienced by the Supreme Court of India by proposing an operations strategy. Known globally for its chronic case backlogs, the Indian Supreme Court presented an opportunity to analyze a complex real-world issue from a service operations perspective. I collected actual case data from the Court’s official website and developed a simulation model that incorporates various operational scenarios.  Importantly, the model reflects the Court’s real-world operational structure, including both regular and holiday work schedules. Rather than suggesting a simple increase in personnel, the research demonstrates how improvements in operational methods alone can significantly reduce trial delays.    Q3. What motivated you to pursue this research?  This research didn’t originate from a particular social mission. I’ve always found fulfillment in solving complex problems—and if that process happens to benefit society, all the better. This project followed that same spirit.  Judicial delays in the Supreme Court of India extend far beyond legal concerns; they represent systemic inefficiencies that affect the broader society. In India’s labor-intensive economy, a delayed ruling can halt or disrupt economic activity. Some individuals are unable to start jobs due to unresolved legal issues, and contractual disputes may take anywhere from 300 days to three, or even ten years to resolve. Recognizing these structural inefficiencies, I set out to analyze the problem quantitatively and explore actionable improvements.    Q4. What potential impact do you think this research could have on society or industry?  This study highlights how optimizing the operational aspects of judicial systems can bring broad societal and economic benefits. Legal delays lead to postponed decision-making and stalled activity at every level—individuals, businesses, and governments alike.  Our simulation results show that, with the adoption of appropriate operational strategies, average trial delay times can be reduced by as much as one-third. Although the exact economic impact has not been quantified, a reduction of that magnitude would likely produce meaningful improvements across society. I believe enhancing judicial efficiency is a critical task that advances both fairness and productivity.    Q5. Could you share your future research plans or areas of interest?  Many business research projects are inspired by real-world developments. For example, the emergence of Uber spurred numerous studies on matching algorithms and pricing strategies. My approach differs slightly: rather than beginning with a specific application, I ask which kinds of problems can be addressed using a given analytical method.  Going forward, I plan to continue exploring the practical relevance of my methodological tools. My work is method-driven rather than problem-driven—but if the method proves effective in solving real-world challenges, I consider that a meaningful academic contribution.    Q6. Do you have any advice for junior researchers or students?  Above all, I encourage you to broaden your perspective. The world is full of compelling, high-impact problems—but without a wide field of view, you may never discover them. Staying attuned to what’s happening beyond your immediate environment is essential.  Also, don’t avoid difficult challenges. Each problem requires its own suitable set of tools—its own methodology. If you stick only to what you’re comfortable with, you may miss opportunities to solve important issues. I recommend that students step outside the business school and engage with courses in mathematics, industrial engineering, economics, and beyond.  You don’t need to master every subject. Sometimes just knowing that a certain method exists can completely change the way you understand a problem and dramatically expand the scope of your research. I firmly believe that a broad intellectual curiosity and a balanced learning approach are the foundation of impactful research.    Summary of Professor Jeunghyun Kim’s Paper  “Service Operations for Justice-on-Time: A Data-Driven Queueing Approach”  A lack of resources in judicial systems can lead to trial delays, hinder economic growth, and ultimately erode access to justice. This study examines the Supreme Court of India through the lens of service operations and proposes realistic strategies for improvement.  The Indian Supreme Court operates under a structure where the same judge repeatedly reviews a single case—a system that can be modeled as a case management queue. Based on actual case data, the research team developed a simulation model that realistically represents the two-phase judicial process: pre-admission and post-admission. The model reflects actual conditions, including shared judicial capacity across phases and non-working days such as holidays.  The study found that inefficiencies arise from misalignment between case scheduling and judicial capacity, as well as from rigid calendaring systems. However, by introducing more flexible scheduling, average trial delays could potentially be reduced by up to 65%.  This research offers a data-driven and operationally feasible alternative for enhancing judicial system performance and delivering more timely and equitable legal services. 

Understanding Startup Investment Contracts from the Other Side – Entrepreneurship Academy Lecture by Attorney Joongil Cho      The Entrepreneurship Academy lecture hosted by the Korea University Business School Startup ㄴStation was held on Tuesday, May 13, in the KOLON Lecture Room (Room B307) of Hyundai Motor Hall. The lecture, titled “Startup Investment Contracts – Understanding from the Other Side,” was delivered by Joongil Cho, a partner attorney at SHIN & KIM LLC and an expert in corporate law and transaction structure design. He also serves as a member of the Venture and Startup Legal Support Special Committee of the Korean Bar Association.    The lecture was based on real-life advisory cases, focusing on the key aspects of investment contract structures that entrepreneurs must understand and how to approach contracts from an investor’s perspective. “Why is the investor asking for this clause? You must be able to ask yourself that question.” said Cho, emphasizing throughout his talk that understanding ‘the investor’s logic’ is the foundation of any negotiation.      He cited common clauses frequently found in investment contracts—such as △non-compete agreements, △stock option restrictions, △limitations on the issuance of new shares, and △mandatory dividend provisions—emphasizing that “understanding the structure and underlying logic of the contract is more important than the specific wording.”  Cho also pointed out that “When founders are overly focused on securing investment, they tend to overlook important details,” and stressed the importance of thorough due diligence prior to signing. He advised entrepreneurs to examine whether △trade secrets are sufficiently protected, △the terms violate any existing agreements, △the founder is being exposed to excessive personal liability, and △the investor’s commitment to the deal is genuine.    Drawing on his extensive advisory experience—from M&A cases involving major Korean platform companies such as Kakao, Netmarble, and NAVER to early-stage startups like SEMIFIVE and B GARAGE—Cho outlined common pitfalls that founding teams often overlook in investment contracts. He concluded the lecture by emphasizing, “It’s critical to clearly and convincingly communicate to investors what you want—and why you need it.”      A student currently preparing to launch a startup shared their thoughts, saying, “It was a valuable opportunity to revisit the contract process from the investor’s perspective, rather than solely from the standpoint of a startup.” The student added, “It gave me a clearer sense of which elements need to be negotiated in real investment discussions.”  The Entrepreneurship Academy is a special lecture series planned and operated by the Startup Institute of Korea University Business School. It aims to provide aspiring and early-stage entrepreneurs with practical insights by inviting seasoned founders and industry experts with hands-on experience.  Korea University Business School will continue to support the growth of student entrepreneurs and enhance its connection with the startup ecosystem through a variety of ongoing programs. 

KUBS Carves Its Name on the Global Stage: 1st Runner-Up at 2025 UW GBCC      Students from Korea University Business School (KUBS) demonstrated their outstanding problem-solving and presentation skills on the global stage by securing 1st Runner-Up in the Long Case division at the 2025 Global Business Case Competition (UW GBCC), held at the University of Washington in April.  The UW GBCC is a prestigious international business case competition where top business students from around the world are challenged to develop strategic solutions to real-world business problems within a limited time frame. The competition is renowned for testing analytical thinking, strategic creativity, and communication skills under pressure.  Representing KUBS were four students: Junhee Park (Class of ’22), Seoyeon Ko (’22), Oscar Javier Castillo Vazquez (’22), and Seokjun Oh (’21). The team was mentored by Professor Tony Garrett, a specialist in marketing.      The competition consisted of two parts—a 5-hour Short Case and a 24-hour Long Case. Junhee Park participated individually in the Short Case, clinching first place in a multinational team. For the Long Case, the full KUBS team tackled the challenge of devising a revitalization strategy for Starbucks China. Their proposal included:  Implementing a low-cost operational model,  Introducing regionally tailored store formats, and  Forming strategic partnerships for digital transformation.  Their solution was praised by the judging panel for its strategic insight and feasibility.  To celebrate the achievement, Dean Eonsoo Kim of KUBS hosted the team on May 13 at the Dean’s Office. Dean Kim congratulated the students for their effort and emphasized the significance of institutional support in creating such learning opportunities.      “This achievement is not only a reflection of the students' talent but also the result of the learning environment and opportunities KUBS has consistently nurtured. We will continue to support our students to challenge themselves and grow globally,” said Dean Kim.    Professor Tony Garrett commented:  “The students delivered a compelling and well-analyzed presentation within the limited time. It was an impressive demonstration of critical thinking and teamwork that resonates on the global stage.”    [Reflections from the Team]  Junhee Park (Team Leader)  “This experience allowed me to grow by transforming business challenges into practical strategies. Leading the team and working on both the storyline and strategic direction was incredibly rewarding. Winning the 5-hour Short Case with an international team was also an unforgettable moment. Although we missed the grand prize, being invited to present again in front of Starbucks executives at their headquarters was a huge honor. I'm truly grateful to KUBS and Professor Garrett.”   Seoyeon Ko  “Applying what I learned in class to real-world problems was a fulfilling and enjoyable experience. Competing with students from various countries was a great stimulus. I focused on validating our strategy through deep analysis, which broadened my industry understanding. I'm deeply thankful to the International Affairs Office and our mentor for making this possible.”    Oscar Javier Castillo Vazquez  “I’m thrilled that our five weeks of intense preparation with teammates and our professor paid off. Being invited to present to 150 Starbucks executives was an especially meaningful moment. This wasn’t just a competition—it was a learning journey in business strategy and marketing that helped shape my career direction.”    Seokjun Oh  “My passion for business strategy began with KUBS Challenge in my freshman year and has grown through several competitions. This one stood out—we prepared like it was the real world, often working through the night. The intense preparation and discussions will stay with me long after graduation. I’m truly thankful to the KUBS International Affairs Office and my teammates. Go KUBS!” 

“A Business Major Embraces Art” — The Startup Journey of Open Gallery CEO Park Eui-gyu      A special lecture, part of the Entrepreneurship Academy, was held on Tuesday, April 29 in Room B307 (Kolon Lecture Hall) of the Hyundai Motor Hall. The event was hosted by the Startup Research Institute at Korea University Business School. The lecture, titled "Starting a Business in Arts & Culture: Pioneering a Non-Existent Market," was delivered by Park Eui-gyu, CEO of the art rental platform Open Gallery. He offered a candid and insightful account of the challenges and realities of launching a business in the cultural and arts sector, as well as his entrepreneurial journey in building a startup from the ground up.  A graduate of Korea University Business School, CEO Park founded Open Gallery with the vision of making art more accessible in everyday life. He shared candid insights into the process of turning an initial idea into a functioning service, the trials and errors encountered in the market, the strategies he used for growth, and how he continues to pursue his mission of “democratizing art.”      The lecture began with an introduction to Open Gallery. The company offers a service that allows users to rent and install artworks by popular Korean artists at affordable prices. It also provides personalized recommendations from professional curators, along with a QR code service that gives users detailed information about each piece. “By bringing art into everyday spaces, we act as a bridge between the public and artists,” Park said. “Our mission is to help talented artists gain the exposure they deserve.” Currently, more than 2,500 artists have registered approximately 67,000 artworks on the platform.      Park also shared how he drew on his background in strategy consulting to identify inefficiencies in the arts sector and develop an innovative model to solve them.  “There were virtually no international cases to benchmark,” he recalled. “So I conducted interviews with over a hundred people to understand consumer needs in detail, one by one.” His method of uncovering the intersection between art and business offered valuable insights to the audience.  He also shared practical advice for students preparing to launch their own ventures. “Starting a business is a highly unconventional path,” he said. “Once you make the decision, you must treat it as your top priority for the next ten years.”  Park emphasized the unique appeal of entrepreneurship, calling it “the most effective way to solve real-world problems.”  He also spoke about the mindset and leadership qualities essential for entrepreneurship.  “You need the resilience to endure failure and the ability to turn setbacks into assets,” he said, emphasizing the importance of self-reflection and feedback. “Leadership is about earning people's trust,” he continued. “You have to find balance in your business by harmonizing with people from diverse backgrounds.”       The lecture concluded with a Q&A session, during which Park offered heartfelt encouragement to aspiring student entrepreneurs. “Entrepreneurship is ultimately an expression of individuality,” he remarked. “Above all, it’s important to meet people from various walks of life and broaden your engagement with the world.” By addressing the real concerns of student entrepreneurs, he offered both a realistic view of the startup ecosystem and warm encouragement—adding depth and energy to the event’s conclusion.  This lecture was part of the Entrepreneurship Academy series organized by the Startup Station. The program invites seasoned entrepreneurs and industry experts to deliver practical insights and support for aspiring and early-stage founders. Korea University Business School will continue to support student entrepreneurs by offering a range of lecture series and practice-oriented programs designed to foster their growth and encourage new challenges. 

Korea University E-MBA Successfully Concludes a Warm and Joyful ‘Year-End Celebration’      The Korea University Business School (KUBS), Graduate School of Business Administration (Dean: Eonsoo Kim) hosted the Executive MBA (E-MBA) 22nd cohort “Year-End Night” event on Saturday, December 7, 2024. The celebration was led by the lively emceeing of 22nd cohort students, featuring recreational games and a compliment relay that filled the room with laughter and heartfelt moments. Attendees reminisced about the past year as they watched a video compilation of their shared memories.      The lucky draw event, made possible through generous contributions, offered an array of exciting prizes. Each time a winning number was announced, cheers erupted, creating a warm and festive atmosphere. The event continued with special performances prepared by 22nd cohort, including dance and band performances that received enthusiastic applause. With glowing glasses, cheering sticks, and party props adding to the excitement, participants came together to fully enjoy the evening.      The Executive MBA 21st cohort “Year-End Night” took place on Saturday, December 14, 2024. Attendees were welcomed with a buffet-style meal, fine wine, and a selection of beverages. The first part of the event commenced with an opening speech, followed by an engaging introduction by the emcee. Participants reflected on their past year of dedication and achievements while watching a video capturing the treasured memories of the 21st cohort. Distinguished guests and faculty members were introduced, with special recognition given to academic directors, who took the opportunity to encourage and support the students. A lucky draw event and a magic show titled "Between Magic and the Magician" added excitement to the evening. During the break, a special photo exhibition featuring works by artist Kyung-Seok Yoon was displayed, offering attendees a moment of artistic appreciation.      The second part of the event, themed "Adieu! E-MBA," showcased the highlight of the evening: a spirited cheer performance, met with enthusiastic applause. The 21st cohort executive committee then gave a farewell speech and led a toast, after which students shared their personal reflections on the theme “What E-MBA Means to Me?” through video messages. A special guest singer then took the stage, reigniting the celebratory spirit. The evening concluded with a group photo session, capturing the meaningful bonds among classmates.      In the final moments of the event, participants expressed gratitude and reaffirmed their commitment to fostering deeper connections and continued personal and professional growth. The evening served as a heartfelt reminder of the enduring friendships and collaborative spirit cultivated through the program.      Meanwhile, the MBA Alumni Association Year-End Night was held on Thursday, December 5, 2024, at The Plaza Hotel Grand Ballroom. The event provided an opportunity for MBA alumni to strengthen their bonds, reflect on their accomplishments over the past year, and celebrate their collective efforts.