Zika virus, mosquito-borne disease, caused by mosquitoes has been increased the importance. From March to September, twice a month from 7 different points (3 residential areas, 3 migratory bird sanctuary and 1 cattle shed) were collected using BG trap and BL trap. After identifying the mosquitoes collected, we confirmed the virus infection. Total 26,531 mosquitoes (6 genus 9 species) were collected, virus has been detected from the 3 species (Aedes vexans, Cuilex tritaeniorhynchus, and Amigeres subalbatus) of mosquitoes of them. It showed the highest peak in August, and then gradually decreased. The most common mosquito species was collected Aedes vexan (16,637) in the cattle shed.

Sustainability was first presented in 1972. It was how biological systems remain diverse and productive indefinitely. Long-lived and healthy wetlands and forests are examples of sustainable biological systems. Now, people do not only focus on economy but also focus on social, environment and culture. In this paper we try to find out how to build sustainability index based on customers’ perception of companies’ sustainable performance in fashion industry. The index was explored based on American Customer Satisfaction Index. Through testing the sustainability performance of fashion industry using sustainability index this study tries to find out how customers were affected by fashion companies sustainability performance and how to improve customer repurchase intention through sustainability performance.

The combination of sports and the IT industry has reached a variety of fields, especially in the area of broadcasting technology. Due to diverse preference of viewer and the rising number of channels, broadcasting companies provide differentiated contents to reach a dominant position. Therefore, each broadcasting company has their own strategy to produce contents through special technology skills to hold a top position amongst other companies. According to Eric Rothenbuhler's ‘media niche theory’, when there exists numerous media device with identical resources, the competition to survive between the devices become intense and soon draws a line between the superior and inferior devices which results in eliminating the less viewed media devices out of the race. To secure the uniqueness of the media broadcasting market like the ecosystem, the object is to verify the effectiveness of the convergence of sport broadcasting technology skills and IT technology. Therefore, the media devices and the newly developed technology for video production method were the independent variables. Additionally, the dependent variable was the media effect. Concretely, the media device technology variable set as 3DTV, video production method was set as the variable for FreePointView(FPV) and media effect was separated into arousal and presence level. Recent technology is developed three-dimensionally so that the viewers can feel as close to reality as possible and the most current

Sustainability is about how biological systems remain diverse and productive indefinitely. Long-lived and healthy wetlands and forests are examples of sustainable biological systems. People do not only focus on economy but also focus on social and environment. The Dow Jones Sustainability Index (DJSI) was created in 1999 which was based on economy, social and environment to evaluate and rank companies according to their corporate sustainability performance. In this paper we try to find out how to build sustainability index based consumers’ perception instead of company’s internal data and find what influence customers’ satisfaction upon sustainable fashion products in traditional fashion markets. The data was collected in Dongdaemun Market which is the biggest Korean traditional fashion market.

Supply and demand patterns have dynamically changed in recent years due to the increased global competition. Firms have selected quality and price as competition components and have accomplished corporate innovation in order to achieve competitive advantage. Innovation has been recognized as the way to enhance corporate competitiveness and to continuously grow in churning global competition (Homburg, Schwemmle, & Kuehnl, 2015; Moon, Miller, & Kim, 2013). Although innovation becomes a common means to improve a firm’s performance, it has the limitation of achieving a firm’s strategic goal as a long-term strategy. Thus, firms need to have more fine-grained strategies to survive in dynamically changing business environment, such as design innovation (Moon et al., 2015). For example, Apple has produced its products (e.g., iPhone, iPod and iPad) focusing on innovative product design to influence consumer purchase intention. Design can lead to a distinct competitive advantage (Bolch, 1995). Furthermore, product design can be used by firms to create amd enhance brand recognition, as well as to increase firms’ value (Mozota, 2002). Brand experience positively influences customer satisfaction and brand loyalty (Brakus, Schmitt, & Zarantonello, 2009). Thus, we assume that design experience and product innovation have a positive effect on consumers’ purchase behavior and customer value. However, while the importance of design innovation is recognized, it is not easy to apply the design innovation to marketing due to the lack of relevant research in the field. In fact, relevant research on the influence of innovative new product design and design experience on customer value is scarce. Therefore, the purpose of this study is to investigate how brand experiences and innovative product design affect customer value. Successful innovation is accomplished by identifying customer needs first and developing innovative products to satisfy their needs (Hauser et al., 2006). Design is seen as the core of innovation and the moment when a new object is conceived of, devised, and shaped in a prototype form (Landwehr, Wentzel, & Herrmann, 2013). Verganti (2008) studies the concept of "user-centered design," which describes how companies can use design to improve their relationships with users and develop a better understanding of user needs. In this research, design innovation has three dimensions: aesthetic attributes, feature attributes, and emotional attributes. First, aesthetic attributes focus on the product design itself. The aesthetic appearance of a product has a large bearing on its potential market share (Liu, 2003). Second, feature attributes focus on the product features and functional aspects that are required to satisfy customer needs. Feature attributes enable performance that can give results in the operating process (Crawford & Di Benedetto, 2007). Third, emotional attributes focus on consumers’ feeling when they purchase a new product to satisfy their needs. Emotional attributes are generated by consumers’ experience when they purchase a new product in the store. The more the product design satisfies customer's emotional needs, the more customers’ attention is attracted to the purchase of a product (Mokarian, 2007). A product satisfying the aesthetic, feature, and emotional attributes through design innovation provides a new experience to customers (Desmet & Hekkert, 2007). A consumer’s purchase decision making is affected by both direct and indirect experience of using the product and the function of product (Brakus, Schmitt, & Zarantonello, 2009). Therefore, a designer comes to design the product, taking an interest in the experience that the product gives besides its shape and function. Product experiences occur when a customer interacts with the product ̶ for example, when customers search for, examine, and evaluate products (Hoch, 2002). The product experience can be direct, i.e. when there is physical contact with the product (Hoch & Ha 1986) or indirect, i.e. when a product is presented virtually or in an advertisement (Hoch & Ha 1986; Kempf and Smith 1998). Brand experience can be split into four dimensions (sensory, affective, intellectual, and behavioral), which are differentially evoked by various brands (Brakus, Schmitt, & Zarantonello, 2009). According to previous studies, these four experience dimensions (sensory, affective, intellectual, and behavioral experience dimensions) have an effect on customer satisfaction and customer loyalty. Customer value can be defined as the trade-off between the benefits and sacrifices as a customer purchases a product or service from a supplier (Ulaga & Chacour, 2001). Ulaga and Chacour presented three dimensions of customer value: product-related components, service-related components, and promotion-related components. The researchers argued that customer value could be an important strategic marketing tool to clarify a firm's proposition to customers. Product-related components are intrinsic product characteristics. Product quality is a key factor of relationship value (Ulaga, 2003). Customer value consists of product value and service value. Customer value can be enhanced by quality, diversity, payment, and service quality and decreased by price, convenience, and risk (Jarvenpaa & Todd, 2003). Service-related components include all aspects of service associated with the product. Various service components play an important role in differentiating a supplier's offering (Narus & Anderson, 1996). Promotion-related components include all items used to promote the product to the customer. For all purchasing processes, it is necessary to assess the perceived customer value, such as service quality and promotional quality (Qualls & Rosa, 1995). In the present study, we conducted a research survey with 300 subjects and analyzed the data. In order to test the reliability of questionnaire, Cronbach's alpha was used. In order to test the validity, an exploratory factor analysis was conducted. Measurement was made for 3 variables, i.e. design innovation, design experience, and customer value. Three variables (aesthetical attributes, feature attributes, and emotional attributes) were used for design innovation. Three types of attributes were introduced for a mobile phone design innovation. Four dimensions (sensory, affective, intellectual, behavioral) were measured using a technical design experience and a humanistic design experience. Three variables (product-related customer value, service-related customer value, and promotion-related customer value) were employed for customer value. The results of the analyses demonstrate that design innovation has a positive effect on design experience, while design experience has a positive effect on customer value. Aesthetic attributes of design innovation have a positive effect on technical design experience and humanistic design experience. Feature attributes have a positive effect on the technical design experience and the humanistic design experience. Emotional attributes have an effect on the technical design experience and the humanistic design experience. The technical design experience has a positive effect on product-related customer value, service-related customer value, and promotion-related customer value. The humanistic design experience has a positive effect on product-related customer value, service-related customer value and promotion-related customer value. This study will make it possible to empirically examine how customer's experience in design innovation affects customer value. Our results will provide a theoretical foundation for examining a relationship between variables regarding how design innovation influences customer value through design experience. It is intended to give a direction as to the design innovation of firms by clarifying and presenting antecedent factors having an effect that design innovation produces on customer value. The results of the present study will inspire designers to design in consideration of design experience. Finally, our study will provide marketers with guidelines as to how design experience can influence customer satisfaction and loyalty.

The advent of smart shopping environments including innovative information technology, advanced delivery systems, and extended smart phone use has rapidly changed the shopping methods and activities of the consumers. They have chosen smart shopping with greater frequency, which minimizes the use of time, money, effort and energy to buy the right products and to gain shopping experiences such as hedonic and utilitarian feelings (Atkins and Kim, 2012). The concept of smart shopping is based on value co-creation which can be explained as the value from the outcome of interaction between firms and consumers (Grönroos, 2011, Vargo and Lusch, 2004). In the value co-creation process, smart shoppers are willing to perform customer participation behaviors such as information seeking, information sharing, responsible behavior, and personal interaction, and to show customer citizenship behaviors such as feedback, advocacy, helping, and tolerance (Yi and Gong 2013). In smart shopping, a consumer involves in shopping experiences through product purchases and while engaged via the shopping environments such as an elaborate store design, educational events, recreation, and entertainment (Fiore and Kim, 2007). These shopping experiences, which contain both hedonic and utilitarian value (Holbrook and Hirschman, 1982), are better explained by consumer processes, responses on the shopping environment, situation, and consumer characteristics (Fiore and Kim, 2007). The attributes of shopping experience are symbolic, hedonic, and aesthetic (Holbrook and Hirschman, 1982) and utilitarian and hedonic (Kim, Lee and Park, 2014). Smart shoppers who are involved with value co-creation obtain hedonic benefits with emotional, funny, and enjoyable feelings and along with utilitarian benefits such as rational, functional, task-related experiences (Holbrook and Hirschman, 1982). The value co-creation and the shopping experience lead to greater customer equity such as value equity, brand equity, and relationship equity (Lemon, Rust, and Zeithamal 2001). Based on previous literature review, the authors constructed the following hypotheses. First, smart shopping will have positive effects on value co-creation, the shopping experience, and customer equity. Second, the smart shopping will have positive effects on both value co-creation and the shopping experience. Third, value cocreation will have positive effects on the shopping experience. Fourth, value cocreation and the shopping experience will have positive effects on customer equity. The authors collected the data based on questionnaires from mobile smart shoppers. The SPSS 20 and AMOS 20 statistical programs will be used for the data analysis. The analysis found the positive influence that smart shopping has on value co-creation and the shopping experience, and customer equity. This is the first study that shows these relationships from an empirical point-of-view. The findings of the study have useful managerial implications on the effects of value co-creation on both smart shoppers and firms. Value co-creation will provide smart shoppers with better product or service quality and enhance firms with more valuable customer equity. The greater shopping experience is the greater customer equity that will be developed. Value co-creation also will give firms a strong competitive advantage in terms of an organization’s learning, brand perception, reduced risk, improvement of customer relationships, and lowering cost for marketing, and research and development. The study has limitations. First, other potential variables of the value co-creation influencing new service development, customer loyalty, and customer satisfaction etc, could be considered. Second, the length of the relationship between smart shoppers and the service provider in value co-creation process should be considered. Third, the study needs to be generalized to cross sectional research beyond smart shopping area. Finally, to examine the effects of value co-creation and the shopping experience on customer equity, future research could investigate how value co-creation and the shopping experience affect the objective financial performance of a firm.

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.

Multisided platforms (e.g. eBay, Airbnb, Facebook, Apple’s iOS etc.) are marketplaces to facilitate direct interactions between two or more customer or participant groups and enable the value to customers on one side of a platform typically to increase with the number of participating customers on another side (Hagiu, 2014). Platform is a business model to have the more knowledge of its customers and become more networked (Weill & Woerner, 2015). Collaborative consumption platforms (CCPs) are marketplaces to facilitate sharing activities such as the form of renting, lending, trading, bartering and swapping of goods or services based on Möhlmann’s (2015) definition. The rise of information and communications technology (ICT) such as the internet or mobile apps enables an easy access on CCP, which facilitates peers to trade and decrease transaction costs (Möhlmann, 2015). Although CCPs can create better customer experience than traditional business model, there is asymmetric information among peers, which results in lemons. Boudreau and Hagiu (2008) suggested that platforms owners should reduce lemons problems by establishing technical standards and interfaces, rules and procedures, defining the division of tasks, providing support and documentation and sharing information as non-priced instruments. Some attempts have been made in order to demonstrate online service failure or lemons on the web (Holloway & Beatty, 2003). In the Holloway and Beatty’s study (2003), the typology of online service failures has been provided and demonstrated how online retailers could manage their online service failures effectively. The solution to reduce information problems is signaling of trust about quality such as price, adverting, and warranties (Boulding & Kirmani, 1993). Trust in CCPS is to trust in other peers within the platform to share (Möhlmann, 2015). If a CCP cannot control opportunistic behaviors of peers, the peers participating in the CCP can be harmed as well as the CCP will fail to encourage more peers to participate and thus the social value of the CCP may decrease. It is important to understand decision making process of peers in CCPs and consider the motivations to use CCPs and the contexts at the same time. Enjoyment and economic benefits have a direct impact on behavioral intention to participate in CC in the motivation model by Hamari and his colleagues (2015). We suggest the motivatio ns such as enjoyment or economic benefits can be fit by the specific signals of peers in CCPs. The consumers with different motivations to use CCPs can perceive signals for trust differen tly. The more people pursue hedonic value for CCP, the more they tend to make a decision de pending on heuristics rather than elaborate cognitive process. The more people pursue utilitar ian value for CCP, the more they tend to make a decision depending on elaborate cognitive pr ocessing. We conduct two experiments to examine the fit between motivations and signals of CCPs. The interaction effect between motivations to use CCPs and types of signals is investigated through ANOVA test. People to use CCPs for enjoyment have more usage intention when they are exposed by more reviews rather and CCP with low governance power. On the other hand, People to use CCPs for convenience have more usage intention when they are exposed by high review quality and CCP with strong governance power rather than low governance. Social marketers and public policy makers seek to spread CC for the sake of fostering sustainable consumption behavior and promoting public sharing events (Möhlmann, 2015). Sharing and collaborative consumption can be solutions against global warming, rising fuel and raw material prices, growing pollution, and other anticipatable trends (Belk, 2014). CCPs strive to make people participate to create value of their CCPs based external crosseffect by providing various signals for peers with different motivations. Thus public policy makers should foster CCPs rather than encourage people directly to participate. In addition, public policy makers should give CCPs self-regulation that can decide the types of governance and policies to reduce lemons market problems. Our research contributes to the literature on market failures in CCPs by highlighting the importance of the fit between the motivations to use CCPs and signals. Although people have motivation to participate in CC, they are not willing to participate in CCPs without trust of other peers or goods and services. Thus CCPs need to provide peers with proper signals.

The online game market has grown rapidly in worldwide. The world game market earned 111.7 billion US dollars and online game occupies 18.9% (21.1 billion US dollars) in the world game market in 2012. Online game companies have launched a variety of free online games to online game players such as League of Legends (LOL), World of Tank, and Hearthstone. These online games provide online game with free install with online game players. Online game companies, however, sell some of online game items to the game users. For example, LOL sells Skin that is the cloth which only provides fancy effect to online game hero through the online game shop. In case of ‘Hearthstone: Heroes of Warcraft’, game user can purchase game card deck by cash. This study was initiated to answer the following research question called “How these online game companies get profit?” because their online games are free to play. The research upon the question mentioned above leads to the second research question called “how online game users purchase the cash game items?”. To understand purchasing behavior and attitude of online game players about cash game item, this study conducts focus group interview of LOL game player to understand purchase behavior of game players for online games items. The results of focus group interview help us to understand the relationship between attitude toward online game items and consumption values. The purposes of this study are 1) to understand online game players’ purchasing behavior for LOL luxury Skin, 2) to find out relationships among online game experience, design innovative Skin, consumption values, and repurchase intention, and 3) to draw academic and practical implications based upon the result of analysis in this study.

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.

There are amount of researches study about corporate competition sustainability, find the way to survive in the competition. But sustainable development has been launched for many years. Sustainable marketing aims to balance among economic, environmental, and social goals. Marketing methods of one company should be innovated with fast development. Marketing practitioners and researchers should follow the idea to sustainable marketing base on the hot issue of sustainable issue. Because sustainable marketing can increase firms’ profit and improve the environment such as nature environment and society. Customer equity is the sum of customer lifetime value, comes from value creation based on profits, costs, cash flow, customers, and customer relationships. Customer equity has been defined as value of future profits that might be acquired from customers, excluding corporate costs (Berger & Nasr, 1998), as profits created when companies allocate resources appropriately to acquire and retain customers (Blattberg & Deighton, 1996), and as the sum of all customers’ discounted lifetime value (Lemon et al., 2001). In this research studied the relationship between sustainable marketing and customer equity. Customer equity has been the key for companies’ sustainable competitive advantage. The company can make proper marketing strategy with customer equity which can both satisfy consumers and make a profit for the company (Lemon et al., 2001). Also test customer attitude to sustainable marketing in different culture. Based on the results this study gave both academy and practice implications.

With the development of industry, environmental deterioration has become a global problem. Not only national policies on environmental issues should be strengthen but also environmental consciousness of corporate and consumers should be changed. In particular, corporate should strive to develop and improve green products for sustainable development. Green advertising is one of an efficient marketing tools to sell the green product. The important role of green advertising is to awaken necessity of green product and to imprint green brand image consumer`s mind. Green advertising influencing consumer attitude plays a useful role of green purchase behavior. This study explores dynamic relationships among personal uses of green advertising, attitude toward product, and purchase behavior for green products. The purpose of research is how personal uses of green advertising effects on attitude toward green products and green purchase behavior. Consumers are exposed to a large number of advertisings so that it is important to investigate how much they trust green advertising and what aspect of green advertising affects green purchase behavior. This study tries to contribute useful insights to practitioners who need a more effective communication strategy of green advertising.

A fashion social platform is a system that leverages the power of social connectivity to enable individuals to interact, accumulate information and create social values in fashion marketing. Fashion social platform participants, through their collective intelligence, give social platforms essential competence to solve economic and social issues, gather social capital, and create customer value. This study highlights the critical value of fashion social platforms and explains the relationships between knowledge sharing, social capital, and sustainable customer value. They examine (1) the effects of social network properties on knowledge sharing in fashion social platforms, (2) the effects of knowledge sharing on social capital, and (3) the effects of social capital on customer value in fashion social platforms. In the context of social platforms, this study clarifies the concept of customer value, the role of knowledge sharing, and the relationships between social capital and customer value. The study constructs a theoretical model regarding fashion social platforms and sustainable customer value that offers possible implications for fashion marketing practitioners.

The global diffusions of free trade agreements have encouraged an increasing number of companies to participate in foreign markets. However, export firms fall behind big data-based customers in international export markets. The gap between the needs of export markets and the capabilities of export companies is broadening. Marketing capabilities are export firms’ ability to understand what target customers want and develop tactical marketing actions and allocate available resources, and achieve export performance (Day 1994; Vorhies and Morgan, 2003). Export firms have to enhance marketing capabilities to narrow the gap (Day, 2011). This study investigates marketing capabilities, export marketing strategies, and their relationships with export performance of the export companies in an industrial complex in South Korea. This study tries to find how marketing variables impact the performance of export firms through the relationships among them. Marketing literature examined that the suitability between marketing capabilities and export marketing strategy is important because of its impact on export performance. Export marketing literature reviewed that export firms’ characteristics such as international experience, firm size, firm age, and export intensity, firm level of market orientation are considered positively related to export performance. Especially for inexperienced and small and medium-sized firms, which have limited marketing resources to achieve successful export performance, the right choice of export marketing, export marketing strategy, and export performance is indispensable. The purpose of this paper is to investigate the moderating effects of export firms’ characteristics on the interactive linkages within marketing capability, export marketing strategy, and export performance. Our first focus in this study is the relationships between marketing capabilities and export strategies and both export marketing strategy and export performance. We discuss their relationships with each other and with export firms’ performance. We develop testable hypotheses as shown in Fig.1. The final samples we used are 104 manufactured export firms in S. Korea. Next, as a result of testing, based on the relationships of having positive effects, we identify the moderating effects of export firms’ characteristics. Our research model proposes that marketing capabilities affect export marketing strategies and ‘specialized marketing capabilities’. These affect the overall export performance. We therefore hypothesize that H1: Marketing organizational capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H2: Marketing human resource capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H3: Marketing financial capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H4: Marketing infrastructure is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H5: Export marketing strategy is positively related to (a) specialized export marketing capability and (b) export performance. H6: Specialized export marketing capability is positively related to export performance. The results of our PLS-SEM analyses are as follows. Our results support H1b, linking marketing organizational capability and specialized export marketing capability. Marketing infrastructure was found to be positively related to both export marketing strategy and specialized export marketing capability, supporting H4a and H4b, respectively. We also observed that export marketing strategy a positive link with specialized export marketing capability and export performance, supporting H5a and H5b, respectively. However, no support is found for H2, H3, and H6. Moderating Effects of Export firms’ Characteristic Factors We tested how export firms’ characteristics moderate the relationships described in our research model (Hypotheses1-6) We used the moderate factors such as export product (final product vs. parts), customer (domestic vs. overseas, company (manufacturer vs. vendor), employment size (less than 100 person, 100 to300, more than 300), sales(less than $46 million, $46 million to $182 million, more than $182 million), export intensity (less than 50% vs. more than 50%) The moderating effects of export firms’ characteristics on the relationships within our research model are discussed (see Figure 1). Four of 30 moderating hypotheses for export firms’ characteristics were supported. The more number of employees and Greater sales volume strengthened the relationships between marketing infrastructures and export marketing strategies. Higher foreign customer strengthened the relationships between marketing infrastructure and specialized export marketing capability. Greater final products strengthened the relationships between export marketing strategies and export performance. However, the relationships between marketing organizational capability and specialized export marketing capability and between export marketing strategy and specialized export marketing capability were not significantly changed with export firms’ characteristic factors. There are no moderating effects on the types of firm and the types of export intensity. The results of this research suggest that the export companies should consider the choice of export marketing strategies the most important factor to achieve high export performance. This study indicates that policy makers for export companies in S. Korea should develop export assistant programs based on export firms’ characteristic factors such as the number of employee, sales volume, the type of customer, and the type of export product. Following limitations of this research should be noted. First, in addition to the manufacturing industry, more researches should be done in other industries. The findings of this study will ensure more validation. Second, to assess the export performance of export firms, this study uses the subjective opinion of respondent about the degree of export performance because of the difficulties of obtaining financial data. The objective financial data should be used to ensure more objectiveness for this research. Third, this study relies on survey data related to the export companies within an industrial complex area in S. Korea. It should be extended to other regions.

Introduction Why should we study marketing management processes in social network platforms? Today’s rapidly growing creative companies must adopt social network platforms. Indeed, the “twenty-first century’s wealth comes from platforms” Thus “those who possess platforms dominate the wealth of the future” (Hirano & Hagiu, 2010). After the Lehman Brothers-initiated financial crisis, companies began developing platform strategies as a cutting-edge management method for assuring consistent and stable growth. Platform strategies call for gathering relevant groups of people together in a network that then creates new business. (Hirano & Hagiu, 2010) In this study, we study a social network platform to show how marketing management processes can be applied to social network platforms. Literature Review Social Network Platforms In recent years, social network platform sites such as Facebook, Twitter, and KakaoTalk have evolved to bring people together online. Social network services (SNS) are rapidly infiltrating daily lives and facilitating communications among people by means of computers (Correa et al., 2010; Powell, 2009). Users reside at the center of social platforms where they can socialize and express a wide range of behaviors. As a force for change, social platforms are influencing marketing strategies as well. Advertising has been traditionally one-way communication from company to customers through public media and portal sites. Recently, the paradigm has changed (Yeo, 2014): companies establish relationship with customers through social platforms that allow them to talk with customers directly, exchange opinions, and share ideas. As a result, large-scale corporations, mid-sized/small companies, and one-owner companies have turned their attention to social platforms (Jhun, 2013). Moreover, the revolutionary wave has affected such diverse areas as politics, economics, society, culture, and environmental causes. Researchers have responded to social platform developments with studies that deal with concept, construction, policy, development, spatial information, social platforms, and governmental roles (Choi et al., 2012), and that deal with social platform’s social influences and future directions (Lee & Jung, 2011). Researchers have studied functions and utilization of social platform using web services and policies to support collaborative research (Pignotti & Edwards, 2012), sharing shopping information (Der Ho et al., 2010), customer engagement (Cheung, Lee, & Jin, 2011), and senior social platforms (Farkas, 2010). Social platforms emerged so recently that academic studies have failed to keep up with the urgent need to study the phenomena realistically (Yeo, 2013). Method In this study, we analyze phase 1 secretary platform by Cybermoon Co., Ltd., which has four main functions: Product name: On-Secretary PlatformCore Services ● Phase 1. Assistant Service ● Phase 2. Vision Maker Service ● Phase 3. Collaboration and Sharing Service ● Phase 4. Social Sales Service ● Phase 5 Assistant Call Center Service Objective On-Secretary Platform aims to yield optimized productivity by offering secretary functions to experts working for one person-companies, small-scale companies, or small traders. - Next generation SNS-based social secretary management service uses Twitter and Facebook. - Online and offline secretary management service grows with users and assists them with every aspect of their lives. - Service dispatches 90,000 online secretaries and 10,000 offline secretaries to assist clients. Target Market - General customers: individuals who want to establish businesses. - Businesspersons: presidents of one-person or small companies, and the self-employed - Experts: consultants, coaching specialists, lawyers, and professors - Public organizations such as job-search organizations, business creation support organizations, infrastructure-expansion organizations, education centers for the unemployed, social education centers, education for retired people, and lifelong learning centers. Customer Value Proposition - Survey and analysis on the services needed by single entrepreneurs. - Survey and analysis of services needed by potential entrepreneurs. - Survey and analysis of services needed by experts. - Survey and analysis of services needed by public organizations. Assets and competition - 20-years of developing IT business services and operational systems - Patents for core techniques and experts with development abilities Functional strategies and programs - Secretary function: selection of AI (artificial intelligence)-type character and growth by consistent learning - Chatting function: task reporting via letters, voices, and holograms - Program: cloud-based social platform service - Service method: online service and offline call-center service. Marketing Mix(Richard & Colin, 1992) Figure 1. Managing Marketing Strategies and the Marketing Mix SWOT Analysis Figure 2. SWOT Analysis Contribution of this research ● Academic contributions This study could contribute to understanding diverse applications and developing theory regarding platforms to help to consolidate theoretical fundamentals regarding marketing management processes for using platforms. Finding various marketing methods and studying their relationship would contribute to future platform-based management strategy. ● Practical contribution This study could help companies, governments, society, and individuals efficiently utilize marketing management processes when using platforms for continuous growth and progress.

The aim of this study was to develop PCR primer sets for the rapid classification of lactic acid bacteria (LAB). Published gene sequences for LAB carbohydrate metabolic enzymes were collected from the NCBI GenBank, and 45 primer sets were designed using the gene sequences. Twelve species of LAB were used as reference strains: Lactobacillus brevis, Lactobacillus farciminis, Lactobacillus fermentum, Lactobacillus hilgardii, Lactobacillus plantarum, Weissella cibaria, Weissella confusa, Weissella kimchii, Leuconostoc citreum, Leuconostoc lactis, Pediococcus acidilactici, and Pediococcus pentosaceus. PCR amplification and gel electrophoresis were performed to verify the specificities of the designed primers. The results showed that the primer set No. 1 of 5'-aacaacaaaatcaccgcaca-3' & 5'- gtcgtcaatgttgtcgatgc-3' for phosphofructokinase amplified PCR products from 5 species of heterofermenter with different molecular weight depending on the genus. Primer set No. 8 of 5'-gcgtcgccgtctcg-3' & 5'- gcctgcggcttttcg-3' produced specific PCR products from three heterofermentative lactobacilli such as L. brevis, L. fermentum, and L. hilgardii. Primer set No. 18 of 5'-gtgacggtgctgtaggttca- 3' & 5'-gcagtcgcttacgccatatt-3' was specifically reacted to homofermentative species including L. farciminis, P. acidilactici, and P. pentosaceus. Hence, the primer sets which were developed in this study could be used as a tool for the classification and differentiation of homo- and hetero fermentative species in lactic acid fermented foods, like as kimchi.