43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performanceand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedcomprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.comprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance

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.

Global depression has brought the Korean economy into the period of low growth. The notion of lifetime employment has long crumbled, while economic recession is gradually taking away quality jobs. Furthermore, the average lifespan for the population has neared 100, while baby-boomer retirement is swinging into high gear. The simultaneous inrush of social and economic problems is threatening our wellbeing. However, there has been insufficient amount of research conducted on the factors that influence the satisfaction with lectures in lifelong education designed to address the problems. If we look at the earlier studies, most of them are on the satisfaction with lectures in regular courses. Our society demands that jobs be created for retirees including the baby boomers and that quality jobs be provided for those who want to go back to work after they have withdrawn from previous employment. In this light, the current study aims to bring light on the causal relation between the influential factors and variables involved in the satisfaction of lectures of non-degree programs with a view to solving those problems, and suggests the need to draw up marketing strategy that uses it. Specifically, the purpose and method of this study are as follows. First, to develop variables to be used in this study through in-depth interviews with field staff in the industry and training staff. Second, to identify predisposing factors that influence the satisfaction with the lectures of non-degree programs. Third, to identify the variables mediating predisposing factors and satisfaction with lectures. Fourth, to propose marketing strategy for non-degree programs using the results of the study. As identified through this study, the influencing factors for satisfaction with lectures are physical environment, composition of contents, and instructor ability and attitude, while mediating variables are interaction and immersion in lectures. If these factors are reflected in education, a higher level of satisfaction with lectures will be ensured for business starting youths, retirees, and those who want to have some other job after withdrawing from their previous ones. Educational institutions will be able to use it in ensuring stabler recruiting of trainees and establish a more efficient guidance and marketing strategy. Reflecting the results of the study in education will contribute to heightening educational sustainability, social sustainability, and economic sustainability.

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.

Customer equity can estimate customer lifetime value for the company (Rust et al, 2004). The firm can make proper marketing strategy with customer equity. Customer equity can both satisfy consumers and make a profit for the company (Lemon et al., 2001).So we built a model to connect service quality and customer equity to study how to prove the competitive power of traditional market. In this paper we used customer satisfaction and brand attitude as mediating variables since Store brands have become an important contributor to retail differentiation and basis for building store loyalty (Dodd and Lindley, 2003) and in retail market customer equity varies with customer satisfaction( Pappu and Quester 2006). Considering that Chinese economic growth rate was slowing down, traditional market is being a priority for Chinese Government to relieve severe export pressure and employment pressure. In this research we would like to study the relationships among service quality, customer satisfaction and brand attitude and how they influence customer equity in traditional markets. Through this study we also find out how to competitive power of traditional market through managing CLV and proving service quality

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.

This paper combines insights from researches in brand experience, brand trust and customer equity and social network service (SNS). In light of a growing interest in the use of social network service (SNS) marketing among smart phone brands, this study sets out to identify attributes of brand product and examines the relationships among those SNS attributes, brand experience in SNS, brand attachment, brand trust, value equity, relationship equity and brand equity through a structural equation model. SNS attributes are conceptualized as utilitarian (perceived ease of use, perceived usefulness) and hedonic (entertainment, aesthetics). Four constructs of electronics brands experience in SNS are sensory, intellectual, behavioral, relational experience. The study aims to have a positive investigation on what influence is given to customer equity by the brand trust and the brand attachment formed through brand experience in SNS environment.

The online game market has rapidly increased worldwide, especially in China. In 2012, the world game market equaled 111.7 billion. Many game companies compete by launching new online games in various genres. In 2010, Activision Blizzard reported that the World of Warcraft (WOW) is the world’s most popular online game. Chinese gamers constitute more than half of WOW’s 10 million users. Korea is the second largest gaming market. Thus many foreign game companies target Korea and China, in competition with domestic game companies. The purposes are 1) to understand the role of country of origin and /or brand image in game consumer behavior, 2) to find out the difference of game evaluation between game users in China and Korea, and 3) to draw strategic implication game marketers. Consumers expect products from advanced countries to provide superior performance, so they often look to country of origin in evaluating products. Recently, consumers have looked to brand image as another key element in product evaluation. In this research, we study whether gamers evaluate games on the basis of country of origin and/or brand image. In this paper, we add to the gaming research and suggest that the online game market has three dimensions. First, online games are products. Second, online games are service. Last, online games are entertainment. Data collection resulted in 355 usable responses from online game (LOL) users in Korea(166) and China(189). We conduct factor analysis and reliability analysis to check reliability and validity. Country of Origin is the key element for product evaluation of utilitarian goods but it doesn’t have significant effect on product evaluation of hedonic products which mainly provide sensual pleasure, fantasy, and fun to customers such as luxury goods or online game (Dhar & Wertenbroch, 2000).

This study explores relationship between social responsibility in advertising and brand attitude in luxury products. This study investgates how psychological constructs of attitude towards advertising affect brand attitude and purchase intention of luxury brand consumer and how it can lead the sustainable development of luxury products. Consumers no longer purchase products only but depend on quality and price of product. With globalization and rapid growth, corporate social responsibility becomes important issue. And the advertising represents corporate image and management concept. More recently, and coinciding with some major corporate ethical disasters, many companies have been including sections on governance, ethical practice, and social responsibility (David S. Waller & Roman Lanis, 2009). According to David S. Waller & Roman Lanis (2009), Corporate social responsibility (CSR) disclosure has been the subject of substantial academic accounting research (Farook and Lanis 2005; Gray, Owen, and Maunders 1987). Advertising is one of the typical means that can represent a corporate image. As defined by Lutz (1985, p. 53), attitude toward advertising in general is “a learned predisposition to respond in a consistently favorable or unfavorable manner to advertising in general.” In his framework, Lutz viewed attitude toward advertising in general as being directly influenced by general perceptions of advertising (Srinivas Durvasula et al., 1993). Authors would like to study following issues in this research. (1) How perceived social responsibility influences Attitude toward advertising. (2) How fashion consumer behavior influences Attitude toward advertising. (3) How attitude toward advertising affects brand attitude and purchase intention. (4) How proximity plays a moderating role among perceived social responsibility, attitude toward advertising and brand attitude.

These days, thanks to lots of smart devices and advanced communication technologies, consumer’s recognition and relations have been changed. They, beyond relying on information and services which are produced by experts, produce information and knowledge by themselves via SNS or web that they want to know. As consumer’s recognition is changing like this, SNS is evolving into social platform. Therefore, this paper is intended to clarify overall relationship between network characteristics in social platform, knowledge sharing, social capital, social innovation and customer’s value. This paper has clarified influences between variables related to consumer’s behaviors in social platform and the results are summarized as following: First, network characteristics in social platform are found to positively affect knowledge sharing efforts of social platform. Second, knowledge sharing has been found to positively affect social capital and innovation in social platform. However, enjoyment in helping others i.e a sub variable is found to positively affect social capital and innovation through anticipated reciprocal relationships. Third, social capital and innovation in social platform have affected customer value in social platform positively. Consequently, this paper is intended to solve various problems found from overall societies and industries through social innovation and also to advance them. For these purposes, social platform is believed to prompt sharing idea and knowledge based on interactions between users and social relationship. These actions become social capitals resulting in social innovation. Moreover, these would create new businesses and marketing opportunities across various areas in the processes that innovative activities form customer values.

Researcher in the western world have studied corporate social responsibility (CSR), sustainable development, and marketing procedures for combining CSR and sustainability, but Asian awareness has been limited on both corporate and state levels. Asian researchers need to improve sustainable marketing theory because China, especially, urgently needs to confront the problem in sustainability management. The authors argue that Confucian principles, which are built on five constant virtues that have guided family and commercial life in China for more than 2,500 years, are relevant to theory regarding CSR and sustainability. To analyze sustainability in China in relation to Confucian principles, the authors develop and refine a questionnaire to be used in China, and use SPSS to analyze reliability and EFA. They use CFA and SEM to analyze sustainable marketing performance and customer equity and derive conclusions and implications.

Sustainable marketing, as recently noticed by academics and practitioners, refers to a form of marketing that makes a net positive contribution to society in terms of environmental, social, and economic developments. Firms’ interest in sustainability as part of business performance beyond mere financial goals has been increased. Various sources, including societal mandates incorporated into regulations, concern about loss of sales, and a potential decline in corporate reputation pressures companies into implementing proper sustainability management. The purpose of this study is to clarify measures of perceived sustainability from the marketing perspective, analyze the effects of perceived sustainability on customer equity, and develop the recent theoretical frameworks and implications that will enable sustainable marketing concepts to be globally competitive. The measures of perceived sustainability items enable researchers to examine relationships among perceptions of sustainability and other key customer equity variables, such as value equity, brand equity, and relationship equity. For this and other reasons, the MPS may have value to practitioners. By understanding perceived sustainability, they can develop economic, social, environmental and communication performances that effectively utilize sustainability. The measures of perceived sustainability offers researchers a tool for measuring perceived sustainability that is consistent with the literature on sustainability, while recognizing the reality that sustainability is a multidimensional construct. The rigor reflected in the multiple methods for generating scale items and the multiple stages in the scale development process results in a scale that should be useful to both researchers and practitioners.

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.

The purpose of this research is to analysis and to verify the influence between attitude toward navy brand and customer equity. To do that, we regard the navy serving in R.O.K. Navy as the customers. All Korean men over 18 years older are drafted into the army by the constitution of Republic of Korea. This means that Korean military forces are recruited by the power of the State. However, the military officers, petty officers and Navy(including the Marine corps)•Air forces volunteer for military service. Korean government uses two military entrance processes which are both forcible and volunteering. With the slogan “The Ocean Navy”, the R.O.K. Navy is trying to build powerful naval forces. It is essential to acquire the elite military forces that help the Korean Navy accomplish the goal and heighten the competitiveness. The enlisted military forces are expected to show their own ability inside the R.O.K. Navy. After they are discharged, they will have positive influences to the local communities as the supporters of the R.O.K. Navy. The R.O.K. Navy has made lots of efforts for its navies who are soon discharged to have pride and affection as post-Korean navies through many programs such as educations and events. Discharged navies are expected to play important roles to response national policies actively, to lead the development of local communities, and to stand in advance guard for navy PR activities. Although many researches confirmed and verified the customer equity, there was no research on the customer equity of nonprofit organizations, especially the military forces. This research defined the customer equity from the attitudes toward Korean navy brand perspective in detail. This study also identified the influential factors on brand attitude and some relationships among the variables of the customer equity. This research contributes to the development of effective marketing strategies for Korean Navy brand and customer equity that Korean navy policy officers build.