The purpose of this study is to suggest the characteristics of online shopping malls and find a way to establish a differentiated marketing Strategy for online shopping malls in China. This study investigated the effect on the loyalty by applying the perceived shopping value (Hedonic Value, Utilitarian Value) of consumers in online shopping malls. In addition, In order to grasp the factors affecting consumer loyalty in online shopping malls, the characteristics of online shopping malls are multidimensional, consisting of product characteristics, recommended quality, benefit services, and community services. In order to obtain the purpose of the study, a questionnaire was surveyed for chinese online shopping experience and the research model was verified through empirical analysis method. Statistical analysis program was used together with SPSS 24.0 and AMOSS 24.0. Looking at the results of the analysis, firstly, the recommended quality and benefit service of online shopping malls are positive for the perceived hedonic value of consumers. The product characteristics and community service were found to have no effect on the hedonic shopping value. Secondly, the product characteristics, recommended quality, benefit service, and community service of online shopping malls on the utilitrian value perceived by consumers were positively affected. Thirdly, the perceived hedonic value has a positive effect on loyalty. Finally, it was confirmed that perceived utilitrian value affects loyalty. Based on the results of this study, a differentiated marketing strategy was established for existing chinese online shopping mall operators and potential new operators as well.

본 연구는 지각된 위험과 브랜드 충성도의 관계에 집단주의와 위험회피 성향 등 문화적 차이가 어떠한 영향을 미치는지를 살펴보았다. 실증분석을 위한 표본은 한국의 서울과 미국 주요 도시에 거주하는 대학생으로 선정하였 으며, 집단주의와 개인주의, 위험회피 성향과 위험감수 성향의 문화적 차이가 지각된 위험과 브랜드 충성도에 미 치는 조절효과를 살펴보았다. 실증 분석 결과 지각된 위험과 브랜드 충성도의 부의 관계는 문화적 차이와 상관없 이 일관성 있게 나타났다. 그러나, 이러한 지각된 위험과 브랜드 충성도 간의 부의 관계는 집단주의 성향이 높은 소비자일수록, 또한 위험감수 성향이 높은 소비자일수록 더욱 크게 나타났다. 이러한 분석 결과를 통해 한국소비 자와 미국소비자 간의 문화적 가치관의 차이 즉 집단주의와 개인주의 그리고 위험회피성향과 위험감수성향의 차 이가 지각된 위험과 브랜드 충성도의 관계에 영향을 미치는 것을 확인하였다.

본 연구는 어린이수영장의 서비스품질과 만족 및 고객충성도 관계를 알아보자 한다. 모집단은 총 300명을 표본대상으로 설문지를 배포하였으며, 회수된 설문지 중 불성실하게 응답했다고 판단된 3부의 설문지는 제외하여 총 297부의 설문지를 자료 분석에 사용하였다. 이 연구에서는 PASW 21.0을 활용하여 빈도분석, 신뢰도 분석, 탐색적 요인분석, 상관관계분석, 다중회귀분석, 단순회귀분석을 실시하였다. 이 연구에서는 모든 통계치의 유의수준을 .05로 설정하여 다음과 같은 결론을 도출 하였다. 첫째, 어린이수영장 서비스품질의 시설, 프로그램, 비용, 인적자원, 신뢰는 만족에 영향을 미치는 것으로 나타났다. 둘째, 어린 이수영장 서비스품질의 비용, 인적아원, 신뢰는 고객충성도에 영향을 미치는 것으로 나타났다. 셋째, 어린 이수영장 서비스품질에 대한 만족은 고객충성도에 영향을 미치는 것으로 나타났다.

스포츠 상품 시장에서 각 브랜드가 소비자에게 미치고자 하는 영향력은 여러 가지 형태로 시도 되었으며, 그 효과 또한 증명되어 가고 있다. 각 브랜드들이 자신들이 활용할 가치가 있다고 판단하여 수립한 다양한 마케팅 전략들이 증명되어가고 있는 것이다. 하지만 최근 나타난 새로운 소비 유형이라 할 수 있는 스포츠 상품 수집가를 활용한 마케팅 전략은 지금껏 그 영향력이 실증적으로 검증된 바가 없었다. 기존의 스포츠 상품 시장에서 나타난 수집 행위에 이해도가 매우 낮았기 때문이다. 어느 정도 한계에 봉착했다고 여겨지는 스포츠 상품 시장에 새로운 마케팅 전략이 필요하다고 판단한 도전적 사고에서 본 연구를 시작하였으며 스포츠 상품 수집가를 활용한 마케팅 전략을 수립함에 있어서 그 영향력이 형성되는 경로를 설정하고 증명하는데 그 목적을 두고 있다. 이 연구의 목적을 달성하기 위하여 가상의 스포츠 상품 수집가의 상품 설명에 대한 자극물을 접한 잠재 소비자 231명을 대상으로 SPSS 21.0과 AMOS 20.0을 이용하여 빈도분석, 신뢰도분석, 상관관계분석 및 확인적 요인분석과 구조방정식을 이용하였다. 이 연구에서 도출된 결과를 바탕으로 하여 스포츠 상품 시장에서 스포츠 상품 수집가들이 보유하고 있는 전문성을 바탕으로 하는 새로운 마케팅 전략의 경로를 발견하였다고 할 수 있으며, 이를 바탕으로 침체된 우리나라 스포츠 상품 시장에 새로운 성장 동력의 하나로 작용할 수 있기를 기대하는 바이다.

A paucity of research investigates the salient predictors of web-store quality. Through web-stores, loyalty can be enhanced by proffering a secure and easy to use shopping arena. The findings of this research provide a simplistic model to assist fashion strategists when targeting female consumers of cosmetic products thereby supplementing emerging online retailers to compete at par with multi-national enterprises.

목적 : 오늘날 우리나라 안경원은 대기업 및 중소기업의 수익성 악화로 인한 경제적 위기와 의료산업의 발달로 인해 저성장 사업으로 전락하고 있다. 안경원 생존을 위한 방안을 확인하기 위해 소비자들의 직접 경험의 중요한 요인 중 하나인 물리적 환경, 즉 안경원 서비스스케이프의 요인 중 안경원의 경영에 영향을 미치는 요인을 확인하고자 한다. 방법 : 이를 위해 선행연구들을 검토한 후 구조화된 연구모형과 가설들을 수립하고 광주지역의 안경원 방문고객들에게 설문조사를 실시하여 208부의 유효설문지를 획득하여 분석에 활용하였다. 분석은 SPSS 24.0과 AMOS 24.0 통계패키지를 활용하여 빈도분석, 기술통계분석을 실시하였으며, 내적 일관성을 확인하기 위해 Cronbach’s α와 타당성 검토를 위해 확인적 요인분석(CFA: Confirmatory Factor Analysis) 을 실시하였다. 또한 상관관계분석를 통해 변수들의 관계와 방향성을 확인한 후 단순회귀분석, 다중회귀분석 및 위계적 조절회귀분석을 실시하였다. 결과 : 분석 결과 안경원 서비스스케이프의 하위요인들은 각각 소비자들의 만족도를 높이는 중요한 요인일 뿐 아니라 소비자들의 충성도를 높이는 중요한 요인임을 알 수 있었다. 결론 : 본 연구의 시사점은 첫째, 그동안 호텔, 레스토랑 등 외식분야와 다양한 서비스업종에서 검토되어오던 서비스스케이프에 대해 안경원 차원에서 분석을 실시한 것을 들 수 있다. 둘째, 서비스스케이프의 각 하위요인들이 만족도와 충성도를 높이는 중요한 요인임을 확인한 것은 결국 안경원을 방문하는 고객들이 심미성, 편리성, 청결성, 적절한 공간배치 및 적합한 주변환경의 제공을 통해 긍정적인 경험을 얻게 하여야 하며 이를 통해 만족도와 충성도를 높일 수 있음을 시사한다.

With the greater importance of lifestyle shops and experience marketing, research is needed for the effective experience marketing of lifestyle shops by fashion product type. This study establishes effective and differentiated experience marketing strategies for fashion lifestyle shops by examining the effect of the experience marketing satisfaction with lifestyle shops on purchase intention and loyalty. This study categorizes lifestyle shops by fashion product types into a suit-oriented lifestyle shop, a casual/leisure/sportswear-oriented lifestyle shop and a home fashion lifestyle shop, Then a survey was conducted on participants who had visited lifestyle shop. As an analysis method, factor analysis, reliability analysis and regression analysis were conducted. In this study, we identified the experience marketing factors of fashion lifestyle shops. This study found that the satisfaction from experience marketing factors of fashion lifestyle shops by fashion product types affected purchase intention and loyalty differently. Considering the results of this study, it will be able to increase not only purchase intention and loyalty but also brand sustainability by establishing, applying, and executing a differentiated strategy considering the detailed factors of experience marketing for each fashion product type when planning and operating a fashion lifestyle shop. Through this study, effective marketing of fashion lifestyle shops by fashion product type will be implemented.

Introduction With the opening of the 4th revolution era, platform business started to come into the spotlight. It was in the early 2000s that academics started full-scale research on platform based on the two-sided market theory but in fact the two-sided market is a business model that has existed around us since before. Examples include credit card industry, real estate brokering, and auctions. These industries are creating value through the interaction of two markets of different needs through a company that provides a specific platform (Rochet and Tirole, 2003, 2006). Recently, with the widespread use of services and products based on high technology, platform business is pouring into our lives at an amazing speed. With a single ID, you can shop, pay for, and receive shipping from a variety of online stores, without having to go through a lot of memberships. You do not have to search every single hotel for the best price, best location. You can even find a room in the house and see the reviews of customers who have stayed there. Compared to traditional pipeline business, one of the key differentiating features of the platform business is a two-sided network effect where consumers and consumers, producers and producers, and consumers and producers interact with each other. This two-sided network effect, with a positive feedback loop, has become a major driver of platform company growth. In the two-sided market, the platform‟s value to any given user largely depends on the size of the users on the other side of the platform due to the indirect network effect (Evans, 2003; Parker & Van Alstyne, 2005). Therefore, increasing the size of one side market, including the issue of „chicken or egg‟, is an indispensable task for the platform managers to maximize platform performance. But more important than increasing the size of one side of the market is transforming the new customers to loyal customers and creating positive feedback loops. This study explores the process of online payment platform users signing up, forming user loyalty, and spreading the loyalty to the sellers and platform providers. More specifically, this study examines (1) what causes the consumers to join the online payment platform at the beginning (2) what are the drivers that lead new members to the active, loyal users (3) whether the loyalty to the payment platform has a positive effect on the attitude toward the sellers (the other side market) and the platform company (platform provider). Theoretical Background and Hypotheses Two- Sided Markets and the Platform The definition of the two-sided market is varied by scholars. Chakravoti and Roson (2006) defines the two-sided market as a market where two different groups of users interact through the platform and the value created at this time is influenced by the indirect externalities of the network. Here, the platform is a physical, virtual, or institutional environment that allows different groups of users to facilitate transactions or interactions. According to Evans (2003), three necessary conditions for two sided platform markets are: (1) there are two distinct groups of customers; (2) there are externalities associated with customer A and B becoming connected or coordinated in some fashion; (3) an intermediary can facilitate that coordination efficiently than bi-lateral relationships between the members of the group. For example, we can think of a credit card company. There is a group of card holders and merchants and the demands of these two groups are very different. There is also a network effect between the two groups. Customers will not use credit cards with fewer merchants. The greater the number of merchants, the greater the benefits the customers have. Likewise, the more cardholders there are, the more profitable the merchants can generate. The intermediary role of the two groups of users to interact is a credit card company. Perceived value and Loyalty to the Online Payment Platform The loyalty to the online payment system can be expressed as the level of participation and commitment the member has over other similar payment systems. O‟Brien and Jones (1995) argue the value perception as an important prerequisite factor in developing brand loyalty; that is, only after the customer has perceived the online payment system as valuable, then would the customer become loyal to the system. The expectations that the perceived value can affect the loyalty to the online payment platform may be explained in terms of “Social Exchange Theory” (Thibaut and Kelly 1959). Within this framework, the customer will remain in the platform only when he or she perceives the value, which is defined as a trade-off between costs and benefits (Woodruff and Gardial 1996) is sufficient. Overall, perceived value of the online payment platform would affect customer loyalty. More specifically, it is expected that non-economic values such as simplicity in account setting, convenience in use will have a more meaningful effect than the economic value including sign-up grant at the stage of attracting new customers. But in the process of new customers becoming active and loyal users, the economic value including mileage points, discount coupons and free trial coupons will play a more important role in addition to this convenience. For example, benefit of being able to use the accumulated mileage or discount coupon on any online store within the platform will make consumers to stay on this payment platform and become loyal customers. Based on such argument, we put forward the following hypothesis. H1: Non economic value has a positive effect on online payment platform loyalty H2: Economic value has a positive effect on online payment platform loyalty. Loyalty Transfer According to Eisenmann et al. (2006), the platforms exhibit two types of network effects: A same-side effect, in which increasing the number of users on one side of the network makes it either more or less valuable to users on the same side; and a cross-side effect, in which increasing number of users on one side makes it either more or less valuable to the users on the other side. In case of online payment platform, it is expected that there will be a positive cross-side network effect. As the number of consumers using a specific online payment platform increases, the number of partner shops participating in the platform will increase, allowing consumers to shop in more diverse online stores. Once customers experienced the value of a specific online payment system, they would insist on paying by this method when shopping online (Parker, Alstein and Choudary, 2016), that is, becoming a loyal customer. Oliver (1999) defines customer loyalty as a deeply held commitment to re-buy or re-patronize a preferred product or service consistently in the future, thereby causing repetitive same brand purchasing. The loyal customers will be among the many online stores selling the same products/services at a same price, shopping at stores that show their favorite online payment system logo, and encouraging friends and family to use the payment system. The frequent transactions will affect consumer‟s attitude towards a certain brand or store and diffuse their loyalty. The customers that are loyal to the payment platform will not only actively try to earn points but also be willing to go and shop at the stores participating in the platform. Some customers may prefer a store among many even though they have not used it before because it belongs to the platform. The loyalty to the platform also can be transferred to the loyalty on the platform provider. Customers will have a favorable attitude when the platform providers do other business (for example, online banking, debit card business, etc.). Given the above, we put forward the following 3 hypotheses. H3: Platform loyalty has a positive effect on the loyalty toward the sellers, the other side market. H4: Positive attitude toward the sellers within the platform has a positive effect on attitude toward the platform company H5: Platform loyalty has a positive effect on the attitude toward the platform company. Conceptual Framework Data Analysis and Results The data used in this study were obtained from a survey of 562 online payment platform users. Data analysis shows that non-economic values such as simplicity, convenience, and platform reliability have a more significant impact on platform loyalty than economic values such as sign-up bonus. However, it was found that economic factors such as mileage points, and discount coupons are more influential factors in the process of converting new members to active users. In addition, loyalty to the payment system has a positive effect on attitudes towards sellers where one can use the means of payment. Also, it can be seen that the customer loyalty to the platform and the favorable attitude toward the sellers make a favorable attitude toward the platform company providing and managing the two-sided market. Conclusion and Discussion This study may contribute to a better understanding of platform business in three particular ways. First, understanding the loyalty diffusion mechanisms within the platform can support platform companies to develop effective strategies to attract new consumers to the platform and to transform them into active users. Second, even though the study uses the data collected from individual consumer level, the findings may provide some inspiration for B2B relationships. For example, as the number of loyal buyers and sellers sharing the platform increases, the value of the platform increases and the platform company can use it as a powerful bargaining power when it comes to third business. Third, the study may help us to understand the role of Platform in two-sided market and how the customer loyalty becomes diffused. Although this study explored the loyalty formation and diffusion using the sample of the major payment systems in Korea, it may be premature to generalize the findings at this stage. It is important to note that there may be negative network effects. They need to be evaluated further through careful research.

Introduction With the advent of new technology and progress of globalization, the adoption of offshore outsourcing policies, especially in the service sector, becomes a common practice. The motivation to outsource globally arises from a pursuit for agility to cope with changing environment (Gilley & Rasheed, 2000; Mukherjee, Gaur, & Datta, 2013), cost reduction (Ang & Straub, 1998), and eventually competitive advantage (Kang, Wu, Hong, & Park, 2012; Kremic, Tukel, & Rom, 2006). However, recent service research represents outsourcing as a double-edged sword, with both damaging and beneficial consequences (Rasheed & Gilley, 2005), and one of the major concerns of offshore service outsourcing is that customer-based brand equity of the service provider maybe affected negatively. At the moment, few international marketing or business studies empirically test the negative implications of offshore outsourcing on customer loyalty and brand equity. The comparisons between front-end and back-end service outsourcing as well as between BRIC and non-BRIC nations are also missing in the literature. Service providers need strategic information about the possible risks of outsourcing specific types of services to specific countries (Pappu, Quester, & Cooksey, 2005). Therefore, based on the literature of brand equity and country-of- origin (COO) theory, we constructed an integrated framework to explain the outcomes of offshore outsourcing from a service and brand marketing point of view. Theoretical Development COO literature indicates that consumers transfer negative perceptions of a country to perceptions of products (Pappu, Quester, & Cooksey, 2006). This principle should apply to perceptions of outsourced back-end services—an increasingly common tactic by service firms (Blumberg, 1998)—such that outsourcing to an Asian economy has negative effects on brand associations and quality. The better the perception of the country that performs outsourced services, the better perception of brand equity, including both associations, quality perception, and ultimately brand loyalty. Because the front-end service employees have more direct interaction with customers, this influence will be stronger as compared to back-end service outsourcing. Meanwhile, we predicted that consumers should perceive India (and other BRIC economies) more favorably, because of their rapid economic development. Research Design To test the hypotheses, this study probed into New Zealand consumers’ perceptions of outsourcing services in the banking industry to India and the Philippines. We adapted the SERVQUAL scale to measure the perception of outsourcing. Subjects’ COO perception and customer-based brand equity were also collected in the online questionnaire. The survey procedure produced 288 completed and usable questionnaires: 132 with India as the country of origin and 156 for the Philippines. Result and Conclusion An initial analysis confirmed the validity of the research tool. The results from multigroup structural equation modelling showed that outsourcing services, in light of country-of-origin effects, has a long-term negative impact, especially for front-end services, on both brand equity and brand loyalty. Consumers appeared more concerned with the quality of customer service and general administration than information systems and technology. Meanwhile, although subjects’ outsourcing and COO perceptions are negative for both India and the Philippines, the results indicated no significant difference between the two nations regarding the levels of impact of such perceptions on brand equity. Based on the findings from the study, we recommend that organizations should consider outsourcing back-end functions before moving to front-end services, because the back-end services have less impact on brand equity. Managers should also have great discretion about where to send back-end services, because consumers’ COO perceptions do not relate significantly to brand equity for outsourced information systems or technology.

Casual mobile games (CMG) is one of the three types of game genres with the highest market share in turnover. This type of games can be distinguished from hardcore games in that their play sessions are usually shorter, the rules are simpler and required commitments are less (Engl & Nacke, 2013). Some of the most popular games with these features are, for example, Angry Birds, Candy Crush Saga, and Hearthstone. The retention rate of players is one of the subjects that sparks most interest to the industry since many players abandon the games only a few hours after downloading them. Companies are very interested in knowing what factors influence a player's decision to continue playing and recommending a game to other players, because it is the loyal players who could potentially pay for upgrades, make in-app purchases or attract indirect revenue through advertising (Hsu & Lin, 2016). Although previous research has extensively studied the antecedents of the continuance intention to use online games on PC and video game consoles, few works have tried to understand the factors that drive loyalty in mobile games (MG) (Hamari, Keronen, & Alha, 2015; Shaikh & Karjaluoto, 2015). MG differ from those developed for PCs and game consoles not only because of hardware limitations but also due to software limitations (Kuittinen, Jultima, Niemelä, & Paavilainen, 2007). The technical characteristics of a game influence perceived value (Choe & Schumacher, 2015) and, consequently, loyalty (Chang, 2013, Su, Chiang, Lee, & Chang, 2016). This study examines the antecedents of loyalty towards CMG from the perspectives of perceived value (i.e. hedonic and utilitarian values) (Babin, Darden, & Griffin, 1994; Chang, 2013; Chang et al., 2014; Davis, Lang, & Gautam, 2013). In addition, it explores the moderating effect of intensity of playing, because intensity can mitigate the impact of satisfaction on loyalty (Lu & Wang, 2008). Based on the literature review a research model was proposed and evaluated using survey data of 372 respondents with structural equation modelling (SEM) approach. The results reveal that hedonic value (i.e. perceived enjoyment and perceived attractiveness) and, to a lesser extent, utilitarian value (i.e. effort expectancy and perceived usefulness) are crucial to the player’s loyalty towards a mobile game. Intensity of playing weakens the relationship between perceived usefulness, perceived enjoyment and loyalty intention. Based on the findings, this research has important theoretical and practical implications in understanding the motivations of players to remain loyal to a mobile game and how these motivations vary depending on the intensity of playing.