Introduction This research was conducted in order to examine the influence of corporate innovation such as product innovation and profit model innovation towards sustainable competitive advantage and marketing performance. In B2B, the two biggest concerns of a manufacturing company are to provide products suitable for customer's business and to secure profitability of company business. Especially in an age when customer needs are diverse, companies need a lot of investment and effort to differentiate their products. Even though it is doubtful whether products that achieve such differentiation can achieve successful business results. Unless it is a monopoly, there are limitations in satisfying individualized and customized market trends and diverse customer needs with the technology and product competitiveness of companies alone. Therefore, corporate innovation requires a comprehensive approach in terms of product innovation and business model innovation. And product innovation and continuous profit model innovation for improving the company's profit is a very important factor. In order to achieve these two core values, the company conducts efficient operations internally to continuously develop products that meet customer needs and to conduct close customer relationship management to maintain a firm brand position in the market. Therefore, this study is designed to investigate how the innovation efforts of companies in B2B affect the sustainable competitive advantage development and market performance. Unlike previous researches on corporate innovation which included product innovation, this study included profit model innovation as corporate innovation to investigate the effects of profit model innovation on the actual marketing performance of firms. In addition, it is distinguished from the existing customer-oriented competitive advantage study (Porter, 1985) by studying the effects of sustainable competitive advantage on market performance by defining and applying sustainable competitive advantage variables from the perspective of internal marketing efforts. Theoretical Development Firms' needs and efforts for technological innovation and product innovation are very important for sustainable growth through securing economic benefits of firms (Hauser et al., 2006, Dave et al., 2013). In order to achieve competitive advantage (low cost, product differentiation), companies pursued technological innovation and product innovation through R & D investment. However, in terms of providing a total solution that satisfies the needs of various customers in the global competitive environment and improving the profitability of the company, it is difficult to explain the innovation area of the company only by technological innovation and product innovation. Therefore, in this study, it defines the corporate innovation including the business model innovation such as profit model from the perspective of the system operation to the innovation area of the company according to the claim that the business model mediates the firm and business performance (Markides, 2006; Baden -Fuller & Haefliger, 2013). And using sustainable competitive advantage in terms of product leadership, operational excellence, and customer intimacy, this study analyzes the effects of these firm innovations on the sustainable competitive advantage and business performance. Corporate innovation is broadly categorized into three categories: process innovation, product innovation, and operational management innovation (Lee et al., 2013). And the Oslo manual classifies them as product innovation, process innovation, marketing innovation, and organizational innovation (OECD, 2005). In the past, where product-centered markets and external competition were stable, changes in product technology made business models largely changeable, so corporate innovation could be described as technological innovation and product innovation. However, the development of advanced technologies such as information and communication technology (ICT) requires that the field of corporate innovation activities be analyzed from a new business model perspective. This is because existing product innovation, process innovation, marketing innovation, and organizational innovation are insufficient to explain the birth and change of new business types occurring in the same industry. In addition, we can find examples of business model innovation as a type of corporate innovation in existing studies (Christensen, 1997; Christensen and Raynor, 2003; Markides, 2006; Taylor et al., 2012). Therefore, this study reflects these changes and includes business model innovation such as profit model as a type of corporate innovation. In addition, Porter (1985)'s traditional competitive strategy (low cost, product differentiation) has limitations in evaluating the impact of corporate innovation and analyzing its relationship with business performance. In order to compensate for this, we introduce three main variables: product leadership, operational excellence, and customer intimacy, which can segment the value domain of sustainable competitive advantage and measure strategic performance capability, as a sustainable competitive advantage (Treacy and Wiersema, 1995). Research Design In previous researches, it has focused on technological innovation and product innovation to achieve the competitive advantage of product for better business performance in competitive market. However, these studies do not adequately suggest corporate innovation direction for corporate’s sustainable growth in complex and evolving business environment. Therefore, this study redefines the domain of corporate innovation and sustainable competitive advantage and then analyzes the effect of corporate innovation and sustainable competitive advantage on business performance. The hypothesis to be analyzed through the research model is as follows: H1. Product innovation has a positive impact on sustainable competitive advantage. H2. Profit model innovation in Business model has a positive impact on sustainable competitive advantage. H3. Sustainable competitive advantage has a positive impact on marketing performance. H4. Product innovation has a positive impact on marketing performance. H5. Profit model innovation in Business model has a positive impact on marketing performance. <Figure 1 research model> To analyze this hypothesis, it surveyed 300 machinery manufacturing companies producing intermediate goods in Korea through questionnaires with 5 point Likert scale. And the results were analyzed using SPSS (ver. 24.0) and AMOS (ver. 24.0). Result and Conclusion The findings show that profit model innovation of business model has a positive effect on the sustainable competitive advantage. However, product innovation has only a positive effect on product leadership of sustainable competitive advantage. And the sustainable competitive advantage has had a positive impact on market performance. Profit model innovation of business model also has an impact on market performance but product innovation has not a positive effect on market performance. It is meaningful that the company has confirmed the importance of the profit model innovation as well as the existing product innovation as the corporate innovation direction to pursue continuously. A practical implication of this study is that rapid technological advances, market changes, and globalization, as Bashir and Verma (2017) argue, should change profit model of a business model in order to maintain a sustainable competitive advantage in B2B of manufacturing industry. In order to maintain a sustainable competitive advantage, business model innovation with a clear profit model is highly needed as a new management strategy for the future. The theoretical implication of this study is that the existing studies on corporate innovation are focused on technology innovation, and the effect of product innovation on business performance is relatively small. In particular, empirical studies on the effect of business profit model innovation on marketing performance were not enough. Therefore, it can be said that the fact that product innovation and business profit model innovation have an influence on market performance expands empirical research.

곤충병원성 곰팡이 Zoophthora radicans (Entomophthorales: Entomophthoraceae)가 혹명나방, 배추좀나방, 복숭아혹진딧물과 진딧물 인 미분류 1종을 감염시키는 것을 발견하였다. 이들은 전라북도 진안, 김제, 익산에서 수집되었고, 6월과 9월에 관찰이 가능하였다. 이 균에 감염 된 혹명나방은 진안에서 수집되었고, 감염율이 46%에 달하였다. 감염된 곤충 충체로부터 균을 분리하여 Sabouraud dextrose agar with yeast extract (SDAY)를 이용하여 인공배양을 시도하였다. 그 결과, 20~28°C가 인공배양을 위한 최적온도로 판단되며, SDAY보다 SDAY supplemented with egg yolk and milk (SDAY-EM)에서 발육이 보다 양호하였다. 이 곰팡이는 자연적으로 발생함을 포장에서 확인할 수 있었다.

The Korean energy demand-supply policy has changed from supply-concentrated management to demand-concentrated management with low consumption and high efficiency. Given these policy changes, this study focuses on investigating the marketing strategies of public policies that are necessary to execute policy effectively and to achieve the intended effect. More specifically, this study reviews details pertaining to the four elements of energy demand management policy: the development and commercialization of core technologies for energy efficiency, energy saving business growth, innovations in energy demand management, and reasonable energy price policies. We furthermore analyze the effects of introducing an energy-efficiency certification system to both companies and consumers via an energy policy implementation. We find solutions to achieve the goals of the energy demand management policy via effective marketing of the energy-efficiency certification system. This investigation contributes to developing marketing strategies to achieve certain public policy effects. We additionally focus on how the characteristics of an energy-efficiency certification system—such as public benefits, brand trust and customer value—affect customer perception and the effect of policy implementation. According to our findings, trust in the energy-efficiency certification system and the four elements of energy policy influence firms and consumers’ realization and are effective at accomplishing the goals of the energy-efficiency policy. Energyefficiency certification help firms to invest in energy-efficient facilities; such certification also motivates reasonable energy consumption levels and the option to select highly energy-efficient products. By employing a certification system actively as a means of governmental policy and providing accurate energy-efficiency information to firms and consumers, it is possible for firms to produce highly energyefficient products and for consumers to choose efficient products. In this way, governments, firms, and consumers are able to accomplish the goals of the policy.

This study aims to examine the effects of services marketing mix elements on customer equity through the customer experience in order to determine an optimal marketing mix strategy in the service industry. This paper utilizes confirmatory factor analysis and structural equation modeling (SEM) to analyze and confirm the proposed conceptual model. This study finds that the process, people, and physical evidence of the “7Ps” of the service marketing mix impart a positive and significant effect on the customer experience in the post-office setting. This result would help practitioners to create a service marketing strategy to differentiate their service from competitors in order to retain existing customers and attract new ones. It was also found that the customer experience is positively linked to customer equity. From the customer equity perspective, this study provides theoretical support that the customer experience, as one of the service operations management measurements, can be employed to measure service performance, which is also closely related to customer equity.

The Korea Energy Master Plan was first developed in 2008 to achieve sustainable economic development and energy security while considering environmental impact. The plan is to be updated every five years to consider environmental changes and changes in energy market supply and demand. In response to climate change, the 2008 master plan identified the need to reduce greenhouse gas emissions as the primary global issue for energy policy. The plan calls for maximum use of nuclear power and renewable energy and dramatic curb of energy demand. Its energy policies primarily focus on ways Korea can provide an affordable and stable supply of power while supporting economic growth and industrialization (Ministry of Trade, Industry and Energy [MOTIE], 2014). The policy has brought significant growth to the renewable and nuclear power generation industries. However, cheap electricity has increased electricity consumption and destabilized the supply-demand power balance. The construction of more power plants to meet growing electricity demands has also had negative impacts such as increased greenhouse gas emissions, an overloaded electricity transmission network, and opposition from local residents near power lines and power plants. In accordance, the second energy policy in 2014 focuses on (MOTIE, 2014): 1. Transitioning to demand management 2. Building a distributed generation system 3. Balancing between environmental and safety concerns 4. Enhancing energy security and energy supply stability 5. Establishing a stable supply system for each energy source 6. Shaping energy policy to reflect public opinion Regarding market trends and consumer/industry demands, the Korean economy is relatively high in energy use per GDP unit. Korea’s many energy-intensive industries and cheap electricity have caused the industrial sector to sharply increase its demand for cooling and heating. The Fukushima nuclear power plant accident in Japan heightened public fears about nuclear power generation. From 2010 to 2035, as developing countries grow in economics and population, global energy demand is expected to increase by 48.3% and greenhouse gas emissions by 40.2%. As the cost of oil rises and unconventional energy sources such as shale gas and tight oil are developed, negotiations on a new post-2020 global climate framework will change the energy market landscape. Regarding energy demand management, the plan focuses on revising electricity rates to ease overconsumption and to reflect environmental and social costs such as refurbishment of nuclear facilities and the transmission network, different pricing for different types of voltage use, progressive rate relief, and expansion of critical-peak pricing. It applies information and communications technology (ICT) demand management by deploying smart grid incentives for energy storage system installation, revising standards for building design, and invigorating the demand management market. To balance electricity consumption ratios, the plan advocates increasing renewable gas, coal, and oil consumption. To establish a stable supply system for each energy source, the plan suggests diversifying oil import routes to respond aggressively to global market changes such as the emergence of shale gas. It recommends supplying more than 15% of power from distributed sources such as integrated energy systems, renewable energy, and in-house generators, and constructing power plants in areas that have sufficient electricity transmission capacity. It also suggests accelerating the use of eco-friendly and renewable energy sources such as solar, wind, geothermal, fuel cells, and energy storage systems to reduce CO2 emissions. In environmental protection and improved safety for power plant operation, the plan advises using greenhouse gas reduction technologies such as ultra-supercritical and carbon capture and storage for thermal power plants as soon as they are available. It prioritizes nuclear plant safety by expanding investment, improving management of aged plants, and fostering planned and preventive inspections. It also recommends responding proactively to energy-related conflicts by improving transparency in electricity transmission network and spent nuclear fuel management policies. The plan gives several insights into the future of energy marketing. First, as electric charges increase, customers will have more interest in energy issues such as electricity consumption and CO2 emissions when they purchase product. They will want manufacturers to divulge the energy efficiency of products. As technology develops, products will add additional functions that will increase future product costs. Eventually products that consume less energy will be more competitive as customers consider total ownership costs. The new market trends will create and expand the need for energy management systems utilizing ICT, renewable energy, and safety in nuclear power plants.

As mass production reaches the technical limits of industrial technology, suppliers are finding it more difficult to differentiate their products for quality and cost. Many companies in the manufacturing industry are trying diverse approaches to differentiate their products and compete with their rivals. Some companies are moving beyond hard product development to focus on soft product development such as customer solutions in the aftermarket. Some companies are enlarging their businesses to new areas such as financial services. They are also driving their employees to be more innovative in product design to lower costs and provide better quality to increase brand benefits. Companies that are less innovative in product development strive to establish closer communications with their business partners. To increase sustainable competitive advantages in the difficult business environment, they must simultaneously reinforce brand benefits and the quality of relationships. In this research, I try to verify the relationship between brand benefits and customer value and between relationship quality and customer value by introducing customer value as a new construct. The results show that better quality, committed delivery, economical cost, and new features motivate buyers to purchase products. relationship quality influences customer satisfaction as transaction value followed by relationship value. Thus the better relationship quality motivates buyer to purchase supplier’s product with psychological satisfaction or pleasure. In conclusion, for existing customer, marketer needs to develop marketing strategy which supports the reinforcement of relationship quality between buyer and supplier. This study also provides implication for academic researchers. Until now there was no research to introduce customer value when it explains the relationship between relationship quality and customer satisfaction. This customer value introduction will help for researchers to analyze the relationship between consumer and marketing activity.