This study focuses on red snow crabs for fisheries cooperation in South Korea, North Korea, and Japan. South Korea, North Korea, and Japan have had experience in promoting red snow crab fisheries cooperation. However, this cooperation is now discontinued. South Korea, North Korea, and Japan are required to play a role in mediating South Korea in order to promote red snow crabs fisheries cooperation. South Korea has the capacity to carry out economic intervention in North Korea and Japan. This is even more so in the red snow crabs. On the other, South Korea, North Korea and Japan's red snow crabs fisheries cooperation can develop into Northeast Asian fisheries cooperation including Russia and China. This can be done through the major fisheries of the East Sea, the squid and the alaska pollocks. The role of the Korean peninsula is important in Northeast Asian fisheries cooperation.

본 연구는 국내 제약 산업을 대상으로 실패경험이 기업의 혁신활동에 미치는 영향을 연구개발, 지식탐색 측면에서 탐구하였다. 기존 연구들은 실패의 원인을 규명 하거나, 감소요건에 대한 고찰위주로 연구하였으나, 실패가 기업의 혁신활동에 미치는 영향을 분석한 연구는 드물다. 본 연구는 국내 제약 산업을 대상으로 10년간의 연구기간을 설정하여 실패가 혁신활동에 미치는 영향과 이러한 혁신활동이 급진적 혁신에 미치는 영향을 종단 분석하였다. 연구결과를 요약하자면 다음과 같다. 첫째, 기업의 실패경험은 탐험적 혁신활동을 촉진시키며, 이는 재무적 여유자본의 크기에 따라 차이를 보이는 것으로 나타났다. 둘째, 기업의 실패경험은 지식탐색 측면에서 유의하지 않은 것으로 나타났다. 셋째, 기업의 탐험적 혁신활동과 지식탐색범위의 상호작용은 급진적 혁신성과와 정(+)의 관계를 가지는 것으로 나타났다. 본 연구는 실패를 부정적 견해로 바라보던 기존의 연구와는 다르게 학습과 혁신에 긍정적인 영향을 검증하여 경험적 증거를 제시 하였다는 점에서 의미가 있으며, 이러한 연구결과를 기반으로 향후 연구의 발전방향을 제시하였다.

이 연구에서는 전국(수도권, 충청권, 호남권, 영남권, 강원권) 미용 산업 종사자 700명을 대상으로 요인별 직무스트레스 특성을 조사하였으며, 이의 결과는 다음과 같다. 미용 산업 종사자들의 전반적인 직무 스트레스는 업무한계가 가장 높게 나타났으며, 다음으로는 고객갈등, 상사갈등, 동료갈등, 물리적 환경, 기술부족 순이었다. 인구통계학적 특성에 따른 직무 스트레스는 근무지역에 따라서 기술부족, 상사갈등, 물리적 환경, 고객갈등, 업무한계 이었으며, 통계적으로 유의한 차이가 있었다. 근무 특성에 따른 직무 스트레스는 네일아트(M=3.05)가 가장 높게 나타났으며, 다음으로는 헤어(M=3.02), 기타(M=3.01), 피부(M=2.90), 메이크업(M=2.88) 순이었고, 이들은 통계적으로 유의성이 있는 것으로 나타났다(p<.001).

최근 들어 인터넷 기술 과 이동 통신을 보편적으로 응용하면서 신흥 사이버 문화는 사람들의 전통 생활, 생산 및 사유 방식에 대한 끊임없이 영향을 미치고 있다. 실제로 과학기술과 생활방식 간의 용합을 실 현 했 다. 또한, 인공지능(AI), 생체공학(BT), 가상현실(VR)등 정보기술을 발전하면서 사이버 문화의 발전과정을 추진하여, 중국 문화산업의 발전에 대한도 거대하게 촉진한 역할을 가지고 있다. 이와 동시에 사이버 문화산업의 핵심기술 미흡, 지원 법률제도 불건전, 하이테크 인재와 육성 정책 부족 등 문제를 있어서 사이버 문화산업을 활성화 발전한 장애요인이다. 그러므로 본 연구는 중국 사이버 문화의 의미, 산업 안전, 현황 등을 서술하여, 사이버 문화 발전관정의 장애요인들을 분석하고자 한다. 마지막으로 핵심 기술의 개발, 인재 육성, 법률재도의 개선, 공공 플랫폼 의 건설, 육성정책의 개신 등 중국 사이버 문화산업에 대한 지속전인 활 성화 발전할 수 있는 건의를 도출하고자 한다.

Nowadays, many innovative marketers can leverage the augmented reality (AR) technology to create special experiences, offer more interactive advertising, as well as provide new ways to online shopping, especially for mobile marketing. The beauty industry occupies a large proportion in the fashion market and has become its essential part. For the fashion and beauty industry, consumers are willing to have the same level of experience online as when they are shopping offline. Accordingly, many brands develop mobile applications with AR capabilities that provide mobile AR services offering special experience. This new approach to mobile shopping eliminates the risk of shopping when consumers choose products, while indirectly changing consumer purchase behavior and lifestyles. However, relevant evidence about the AR service provided by mobile applications in the fashion and beauty industry remains to be scarce. To fill this gap in the literature, the present study seeks to explore the impact of the mobile AR technology on the consumer perception of the beauty brands and the changes in consumer’s behavior. In terms of the methodology, a semi-structured interview approach is employed. The results of the present study demonstrate that the effect of using the mobile AR technology varies according to the differences in consumers’ cognition and attention to beauty products. The playfulness provided by the mobile AR technology is a key factor for consumers to better understand and experience the brand, and consumer ROI is an important factor for consumers to purchase using the mobile AR service. At the same time, the degree to which the AR technology is mature affects consumer experience of the product. Surprisingly, our results suggest that the use of the AR technology has a certain educational effect on consumers, especially on those who are not good at make-up or have a low level of understanding of beauty products.

Introduction Japanese convenience-store (CVS) chain retailers have grown by establishing store networks. In fact, Seven-Eleven, Lawson and Family Mart continuingly have opened about 1000 new stores per year. The reason for the rapid growth of their store-networks is that a key aspect of a chain retailer’s marketing strategy is the number of stores its needs to reach its customers (Srinivasan et al. 2013). In particular, CVS chain retailers seek to open new stores and obtain spatial dominance in a particular geographical area, which is called “area-dominance strategy,” so they can save on logistical costs, increase consumer proximity and loyalty, and prevent rival from opening new stores in the area (Ogawa 2004, Tamura 2014, Nishida 2014). Thus, a retailer’s decision of how to expand store-network in a given regional market is important to improve its sales. However, little attention has been paid to this problem in Japanese academic research. This study attempts to explain the influence of entry of rivals on a focal retailer’s store-network in regional markets of Japanese CVS industry. Especially, the author focuses on the regional competition between a focal retailer who is the first entrant and rivals who are late entrants in the region. First, we review prior research, and then propose hypotheses about the influence of entry of rivals, the degree of dominance of a focal retailer, and entry of rivals in multiple regions, on the number of the focal retailer stores. This is followed by an empirical analysis with panel data. Last, we discuss some implications and direction for future research. Literature Review and Proposed Hypothesis Entry of rival stores Prior research suggests that the existence of rival chain stores in the same market decreases the store-revenue of the focal retailer (Erickson et al. 2013, Nishida 2014).When rival retailers open the large number of new stores in a regional market, the focal retailer may be taken away their business of existing stores and latent new stores, so the focal retailer will be forced to close existing stores and slow down the pace of opening new stores. Then, we propose following hypothesis: H1: In a regional market, the higher the number of net increase of rival stores is, the lower the net increase of focal retailer stores is. Dominance of the focal retailer According to prior research, CVS chain retailers benefit from area-dominance (opening own stores aggressively in a given region), because it enables retailers to reduce their distribution and promotion cost, increase consumer loyalty and their power against manufactures (Ogawa 2004, Tamura 2014, Nishida 2014). If the focal retailer has already established a high density store-network, and had strong relationships with its customers and manufactures in the regional market, they will be less likely to suffer from entry of rival chain stores, and they will be able to continue expanding their store-network. These arguments lead to: H2: In a regional market, the higher the degree of dominance of the focal retailer is, the smaller the negative effect of entry of rival stores is. Entry of rival stores in multi-market Though H1 and H2 do not consider multi-market competition among chain retailers, this macro-level competition may have a great impact on their competitive action in a given region (Chen 1996). When a rival entries to multiple regions simultaneously where the focal retailer has already operated, the focal retailer will delay its decision making and competitive responses, so the impact of entry of rival will be larger (Poter 1980, Ferrir 2001, Boyd and Bresser 2008). Therefore, we propose following hypotheses: H3a: The higher the number of regions which rival entry is, the bigger the negative effect of entry of rival chain stores is. H3b: The higher the number of net increase of rival stores across the regions is, the bigger the negative effect of entry of rival chain stores is. Methodology To test the proposed hypotheses (see FIGURE 1), we collected panel data from the Census of CVS Market, which includes the number of stores of Japanese CVS chain retailers in each prefecture. Due to the restriction of data availability, we treated prefectures as the unit of regional market, and focused on the cases that Lawson was the first entrant, and Seven-Eleven and Family-Mart ware the later entrants in prefectures. Accordingly, the sample was limited in space to 17 prefectures, and limited in time to the period from the year that Seven-Eleven or Family-Mart opened their stores for the first time to 2014. Results We tested the hypotheses using panel date analysis by fixed effects model. The estimated results are shown in FIGURE 2. Regarding our hypotheses H1, involving the negative effect of rival entry on the focal retailer’s store-network, is not supported. However, the interaction of “the dominance of the focal retailer” with “rival entry” and the interaction of “rival entry in multiple regions” with “rival entry” are significant, although their signs of coefficients differ depending on whether the rival is seven-eleven or family-mart. Thus, hypotheses H2 and H3b are supported in part. Implication and Future Research Our findings have several important implications. First, our empirical results suggest that the effect of rival entry on a focal retailer’s store-network depends on (1) rival’s position in CVS industry, (2) the focal retailer’s dominance, and (3) rival’s multiple entry. Second, when a rival has a superior position than the focal retailer, dominance advantage of the focal retailer increases the negative effect of rival entry, which is contrary to our expectation. This implies that enhancement of the density of own store-network will cause cannibalization, so each store of a focal retailer may be highly vulnerable to entry by a rival who has superior competitive position (i.e. Seven-Eleven). Finally, multiple entry by a rival in superior position reinforces the negative effect of their entry on expansion of the focal retailer’s store-network in the regional market. Though this study was a rare attempt to explain regional competition among Japanese CVS chain retailers empirically, it did not include the prefectures that Seven-Eleven and Family-Mart were the first entrants. This may limit generality of the empirical results, hence it is valuable to take this problem into consideration in future research.

Introduction According to the Federation of the Swiss Watchmaking Industry (FHS) in 2017, Switzerland occupies approximately 3% of the global market regarding the quantity of watches. As for value, Switzerland represents 54% of global sales that is 21 billion USD. About 95% of luxury watches with price starting from 1,000 USD are stamped "Swiss Made.” Thus, the Swiss watch industry has become an integral part of the luxury universe. However, it‟s not an easy task to get a place in this luxury market of reference. According to the estimation made by the Institute of Watch Marketing, there are approximately 200 active Swiss watch brands on the market today. In order to create an uncontested market space and stand out from the competition luxury watch brands are obliged to create a new way of dealing with concurrence. The majority of brands chose the positioning at the top of a watch pyramid. First of all, it is an economic issue: according to the recent Deloitte report (2017) on watchmaking industry, the most important increase is in the category of watches belonging to the “Haute Horlogerie” segment. While other categories have been steadily losing their shares in exports for years, the high-end category of watches is growing considerably. In the last two decades, luxury brand management has attracted much interest and discussions in academic and business circles. Among the business leaders and scientists, the debates were related to the challenges and paradoxes associated with luxury branding and management that emerged as a result of the evolution of the field (Okonkwo, 2007; Kapferer, 2008 Chevalier and Mazzalovo, 2008, Dubois B., Laurent G., et Czellar S, 2001). In order to create and maintain the position of a strong luxury brand, a number of key elements have been identified as crucial and divergent within the scientific literature (Sicard, 2008; Fionda and Moore, 2008, Merle, Chandon and Roux, 2008). Vigneron and Johnson (2004) proposes key luxury dimensions that managers should establish and monitor for creating a lasting luxury brand. Nevertheless, in our opinion there are no many researches explaining hyper luxury segment growth and the upward expansion of the Swiss luxury watchmaking to the hyper luxury. To our knowledge, there is no scientifically accepted definition of the hyper luxury segment. We attempt to define hyper luxury watch brands as “Haute Horlogerie” watch brands with a unique positioning based on the personal-oriented perceptions of customers, high experiential value and proprietary manufacturing know-how, offering mainly mechanical watches in a price range starting at roughly 60„000 USD and then passing to the price categories of 100‟000-500‟000-1‟000‟000 USD for a watch. In order to shed light on upward expansion to Hyper Luxury trend in Swiss luxury watchmaking we should formulate the following research question: What kind of resources to optimize and which processes to implement in order to create resource-based competitive advantage in a highly competitive market of Swiss luxury watchmaking? Methodology To gain a deeper understanding of the upward expansion to hyper luxury in Swiss watchmaking industry we proceed to qualitative research (semi-structured interviews with 20 CEO and Marketing managers) among watchmaking companies. We specifically focused on top managers involved in the product development and decision making and management processes. The key issues addressed were: definition of the key company‟s resources, information management, market sensing, innovative approaches in management, sources of value creation for customers and differentiation strategies, managerial vision and firm-specific practices and procedures. Qualitative research methods were selected for this study with the aim to generate data rich in details and embedded in context. This study will allow us to enlarge and enrich previous theoretical findings and illustrate it with practical evidences. Conceptual framework Last decades have seen an important economic shift from manufacturing to information and knowledge-driven services. This shift has been accompanied by an increase in the importance of intangible assets and capabilities. Thus the source of competitive advantage has changed from mostly manufacturing assets to market based intangible assets and capabilities (Ramaswami et al., 2009). The resource-based theory (RBT) provides an important framework in explanation and prediction of the firm‟s competitive advantage and superior performance based on market based insights (Barney and Arikan, 2001, Vorhies and Morgan, 2005). RBT considers a company as an idiosyncratic mix of resources and capabilities that are available for application by various departments in the company and are very difficult to imitate by competitors (Teece et al., 1997). Accordiang to Barney and Hesterly (2012), sustainable competitive advantage results only if resources are simultaneously valuable, rare, imperfectly imitable, and exploitable by the firm‟s organization (VRIO). This VRIO framework has acknowledged that resources need to be leveraged effectively by the organization, instead of simply possessed by the firm. Even if a resource is valuable, rare, and imperfectly imitable, a firm must be “organized to exploit the full competitive potential of its resources and capabilities. According to Newbert (2008), performance improvement is not directly a function of the value or rareness of a firm‟s resource-capability combinations but rather of the advantages it creates from their exploitation. Then, through insightful theoretical development researchers have expanded the RBT into the concept of dynamic capabilities. Specifically, dynamic capabilities are defined as the ability to build, integrate, and reconfigure internal and external intangible resources to address rapidly changing environments (Winter, 2003). Teece et al (1997) and Eisenhard and Martin states that sustained competitive advantage could be based on the firm‟s renewal and reconfiguration of its resources and capabilities through dynamic capabilities. The dynamic capabilities view changes from the resource-based view of the firm (Barney, 1991), by its attempts to the explanation of the conditions under which firms achieve competitive advantage based on their resources and capabilities (Molina et al., 2014). Furthermore, researchers have increased conceptual understanding of the role of marketing in enabling firms to create and sustain competitive advantage and superior performance (Ramaswami et al, 2009). In accordance with potential to improve business performance, some studies (Bruni and Verona, 2009), have introduced the term „Dynamic Marketing Capabilities‟ (DMCs hereafter). In fact, DMCs are specifically focused on releasing and integrating market knowledge that helps firms evolve. Developing DMCs could constitute the real basis for sustainable competitive advantage and superior performance in most competitive sectors (Molina et al, 2014). Fang and Zou (2009) define DMC as the responsiveness and efficiency of cross-functional business processes for creating and delivering customer value in response to market changes. It is this focus on customer value that distinguishes DMCs from dynamic capabilities in general. According to Bruni and Verona (2009) DMC are those capabilities aimed specifically at developing, releasing and integrating market knowledge that helps firm evolve. Main findings and analysis Analysis of semi-structured interviews with the CEO and marketing managers of the Swiss luxury watchmaking companies lead us to a number of findings concerning the role of DMC for the hyper luxury brand expansion. The exploratory study confirms many of the elements presented in the conceptual part of this article. Most of the Swiss high-end watchmaking companies are traditionally founded focusing on specific kind of watch and technological expertise in it. Often, these companies tend to develop and grow by mastering their technological competences. As it comes from our research nowadays rare are companies that uses dynamic DMC. Even if the majority of companies confirmed the importance of DMC, it is very difficult to implement it on practice due to the complexity of the numerous stages of industrial production, various operations and partners. Meanwhile, there are some companies that managed to integrate the concept of dynamic marketing capabilities and improve their performance. A deeper questioning into their management practices revealed that they are achieving these results because of the sophisticated and effective way of implementation marketing insights coming from partners and clients. These high performing companies generate growth because of their particular focus for constant improvement of their marketing activities. “The main idea is to question all the time our way of working and to elaborate more sophisticated marketing mix than most of our competitors. For us, sophistication of our watches has the same importance as sophistication of our marketing activities”. Our research pointed out that these few firms of Swiss luxury watchmaking industry, that successfully accomplish the search and gap-assessment stages concerning dynamic marketing capabilities have an advantage over rivals. The market-based identification of valuable resources and internal management of intangibles help managers recognize the need for improvement. In a case of such particular industry as Swiss watchmaking where any considerable changes are very costly and time consuming the companies that applies DMC through small steps and project-based development assure their presence and adaptability to the globalized changes of the economy. “Swiss luxury watchmaking industry strongly related to the overall economic and social changes in the world. So we need to be constantly aware and understand global trends, for example, emerging categories of customers and their expectations towards luxury products”. Thus, dynamic marketing capabilities are considered as very important value creation drivers. We identified marketing intelligence, customer relationships and professional networks as the most important elements for additional value creation. “It is clear that information is very important in order to stay “up to date” with the market. As most of decisions and processes depends on the feeling of the current situation on the market and clients, it’s very important to gather as much information as possible. There is no one source of information, but the multitude of different sources and various information as a puzzle helps to construct the right vision”. Organizational capabilities, information sharing and collaboration between various departments are directly related to new value creation. As it came from the qualitative analysis the main conditions are the “openness” of management vision and strategic flexibility of decision makers. Moreover, high-performing companies participated in our research confirmed that it is very important to adopt an entrepreneurial attitude and to implement “participative” way of collaboration. “On the initial stages of product development, all departments are invited to give their feedback on the product. We organize regularly a brainstorming in order to obtain various perspectives. Cross-functional teamwork brings more value”. Those companies who could create some sort of flexibility in organization of production find themselves mostly on the niche market of hyper-luxury with a very personalized, sometimes even “co-created” watches. In this approach, it is a client, his visions and his preferences that are incorporated into the watch through its design, configuration, functions and complications. This phenomenon also confirms the recent trends on the luxury market of ultimate personalization and unique experience creation that accompanying the product. “People who could acquire almost everything that they want are looking for new experiences. Millennials are willing to pay higher price for personalized high-end and luxury items. The watch became not only the symbol of the status of its owner, but the reflection and continuation of the personality of a client. In this case a unique watch for somebody unique is a great concept”. Managerial recommendations Our research revealed that the concept of the dynamic marketing capabilities as a part of intangible resources of the company could be very beneficial for swiss luxury watchmaking companies in the process of expansion to hyper luxury segment. Managerial contribution of this article lies in new approach illustration that could be used as a support for strategic decision-making in Swiss watch-making companies. The concept of dynamic marketing capabilities is a very complex phenomenon. As a first step for improvement it would be important to get more informed and deeply understand it. In order to create more value and better performance, it is important to deep “intuitive” way of decision making and to implement more explicitly insights coming from practice. Traditionally very segmented industry of Swiss luxury watches is on the road to changes due to radical social and economic changes around the world. Nowadays, company growth and performance requires connecting many elements across various sources of data. There are more opportunities and synergies in initial collaboration on the basic steps of the expansion to hyper luxury segment of watches then filling in the gaps that were not considered in the beginning. Feedbacks from customers and partners could be the most valuable data sources for sustainable changes and following up current trends on the market. Extensive data gathering and analysis, flexibility and learning has a direct impact to the performance. The more internal and external sources engaged into the flexible management and decision making process, the better performance and customer value it could bring. Nowadays, customer is placed in the center of the most of successful businesses. The level of understanding of the customer preferences and values turning to solid insights that could help for better and more efficient performance and decision making processes. Co-created value with customer‟s insights will help to achieve more recognition, exclusivity and appreciation from customers. Direct interactions with wealthy individuals are the main differentiators and value creation mechanisms of a hyper luxury segment of watches. There are numerous opportunities to engage customers in a dialogue instead of traditional for Swiss luxury watchmaking industry one-directional communication. Largely applied in other industries (luxury cars, yachts etc.) this approach is considered to be a niche in the luxury watchmaking. Thus, in our opinion even in the highly traditional industry as Swiss luxury watchmaking it is of great importance to understand and try to implement this dynamic approach and to adopt “Bottom up” management practices. From managerial point of view it is important to encourage curiosity, open-mindedness and cross-departmental communication of the employees. Our key managerial recommendation would be to state that in order to gain competitive advantage, information from the markets, partners and clients should be translated into actionable plans that, once applied, tend to yield concrete results. This transition from data to reconfiguration of processes represents the path that creates more value and competitive advantage in a highly competitive industry. More specifically, firms aimed to compete on the basis of the superior customer service and expansion to the “hyper luxury” sector are advised to invest into building new type of relationship and more dynamic organizational process based on the insights coming from various partners. Limitations and further research avenues The resource advantage theory was predominantly constructed on the theoretical level. In our opinion, such approach could be considered as the key drawback of scientific discourse. Recognition that science and practice produce distinct forms of knowledge has been longstanding. According to Van de Ven (2007), the gap between theory and practice may be a knowledge production problem. The aim of the current research is to suggest a vice versa point of view and to highlight empirical evidence coming from practice. The theoretical contribution of this article to the academic discussion lies in explaining the expansion to the Hyper Luxury Watchmaking Segment based on intangible assets management. We contribute to the development of RBT with its insights deriving from Swiss luxury watchmaking industry. These issues helps us to come up with managerial recommendations and thus to contribute to the advancement of the RBT. The main limitation of this research is in the nature of our research. The exploratory research helped us to identify the key elements in expansion to hyper luxury watch segment by Swiss luxury watchmaking companies. However, this does not allow us to understand the depth of this phenomenon. In order to confirm this results the more profound and focused analysis is needed. It could help to understand deeper micro-foundations of DMC. In addition to that, in our opinion a detailed case study of the firm with outstanding DMC‟s would be particularly valuable. Otherwise, to test quantitatively what are the links between various elements is also a promising avenue for this research.

Introduction This study examines acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation on students in dept. of advertising public relations. And this paper tries to analyze how university students feel and perceive acceptance effect of concept of successful advertising public-relations campaign strategy in 4th industry innovation and how the types are classified. Examining opinions of concept of successful advertising public-relations campaign strategy in 4th industry innovation on university students is an important direction for research at the level of multiple discussion in which we can look at it from the center of social and cultural issues, and meaningful for the development of the related researches in the future. This paper purposes to examine the characteristics and the subsequent implication of acceptance type of acceptance effect about concept of successful advertising public-relations campaign strategy in 4th industry innovation on university students' self-consciousness and to suggest subsequent use value. Theoretical Development This study is to examine the types of university students who perceive acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation. In addition, until now, the interests and researches of the related societies are most actively in progress however there is hardly analysis on the acceptance types of acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation on university students' self-consciousness found. So this study tries to discover a type of acceptance in which university students themselves define and structuralize acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation through Q-methodology approach. Research Design In this study, Q-methodology will be applied to the sorting of statement cards to determine students’ reception type derived from the effect of a behaviors. As a source for statement cards, a Q-concourse was developed based on newspaper articles, specifically Korean articles on acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation related political items, advertisements, and interviews; from this data a Q-statement was written and a P-sample selected. Following this, sorting was done to determine the Q-sort, which was then analyzed using a PC QUANL program(for Dos). The Q-sample for this research is composed from the statements of acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation, in order to document their subjective opinions and values. At first, 34 Q-population (concourse) was selected based on the media related literature review described above, and interviews targeting the general public. As the next step representative statements were chosen randomly and reduced in number to a final 16 statement samples for the purposes of this study. These statements include all opinion values and were written to have positive, neutral, and negative balance. Since Q-methodology deals with intraindividual differences rather than inter-individual differences, it is not influenced by the number of the P-sample. In addition, since the methodology of a Q-study does not infer the characteristics of the population sample from the sample, selecting of the P-sample is likewise not governed probabilistic sampling methods. Finally, in this research, 34 people were selected as the P-sample. Result and Conclusion In order to see the subjectivity types of the university students' participation in acceptance effect of successful advertising public-relations campaign strategy in 4th industry innovation, Q-factor analysis was conducted and three factors were found. As the result of the using QUANL program, 12 students were in type 1, 12 students were in type 2, and 10 students were in type 3. Here, the number of students are meaningless and these three types explains about 40(0.4011)% of total variance. Since the people whose factor weight is higher than 1.0 is 6, 4, and 2 for each group, we can say that type 1 is the biggest factor. In addition, the representative Eigen values are 5.4079, 4.6256, 3.6039 each. The study used Q methodologies in order to observe the subjective propensity of the university students about successful advertising public-relations campaign strategy in 4th industry innovation. At 3 types of analyzed results, it’s not unfamiliar concepts compared to the past, the most of respondents shown the various opinions as a matter of the expanding and understanding successful advertising public-relations campaign strategy in 4th industry innovation of university students.

This study investigates an under-developed research area, sports partnership management, to deepen the understanding of the strategic implications derived from a sports club’s partnerships. A relationship perspective to the portfolio framework is employed by considering the complexity of a partnership as the managerial input variable, and the value impact of the partnership as the output variable. It adopts a longitudinal single case study design, allowing aspects of both exploration and explanation through evidence from multiple sources within the organization. The data collection entails a three-phase empirical research process, collecting data from different sources within a professional sports club. Based on a dataset containing two waves of contract data collected in Phase 2 coupled with interviews in Phase 1 and discussions in Phase 3, this research provides three meaningful applications of a partnership portfolio framework. Theoretically, this research provides insights into enhancing the rigor of the operationalization of a portfolio analysis by paying particular attention to the validity of the portfolio framework and its measurement issues. Practically, the study offers a framework for analyzing its partnership portfolio that provides insights into the current status of the portfolio and ways to build, sustain and/or improve the management of their partnerships.

This study proposed an alternative model specification to increase accuracy of conceptualization of the definition of customer engagement and provided theoretical justification for the model in specific social media contexts. The proposed model is a formative construct based on theoretical contexts and observational data. The construct comprises six formative first-order dimensions, namely “influencing behaviors,” “participation in activities,” “customer knowledge sharing,” “feedbacks,” “helping other customers,” and “customer-to-customer interaction.” The study findings offer a basis for identifying indicators of distinct dimensions in the proposed construct. Three models with different conceptualization specifications were estimated and subsequently compared using survey data.

In the research of global marketing so far, research on the "arterial industry" that manufactures products and supplies them to the market is mainstream, and empirical studies of downstream automobile distribution service companies and automobile recycling companies are inadequate. Research on global marketing by automobile recycling companies is increasingly required due to the growing global environmental problems and the demand for providing inexpensive high quality mobility. In this research, we will clarify the trajectory of internationalization of small and medium-sized enterprises in automobile recycling by using case of KaihoSangyo Co. exporting used parts to 85 countries including Africa. This company is a global advanced company of automobile recycling with headquarters in Kanazawa. He received a variety of outside awards including SDGs business awards. KaohoSangyo's automobile recycling overseas development project is an effort to combine commercial success and sustainable development. The company has established a system to export second-hand used parts of used cars in Japan to developing countries, to visualize quality, to buy and sell. In addition, we are building a system that is beneficial and necessary for emerging countries, such as nurturing overseas buyers' talent, constructing second-hand parts procurement systems in Japan, building overseas second-hand car auction systems. As a result, shortage of mobility in developing countries has been resolved through realization of low price, realizing the reuse of used parts in Japan in emerging and developing countries.

The hotel industry vs. online travel agencies: forever foe? The rise of Online Travel Agency (OTA) conglomerates such as Expedia and Priceline has forced the hotel industry to find ways of working with, or avoiding, an increasingly powerful channel for room distribution, and an increasingly relevant set of brands for consumers (Zhang, Denizci Guillet, & Kucukusta, 2015; Lee, Denizci Guillet, & Law, 2013). Although strategizing how to work with different electronic distribution channels has been studied, very few of them have addressed hoteliers‘ perceptions of OTAs, and how OTAs are affecting the industry. In this exploratory research, we sought to investigate the state of current and possible future relationships between OTAs and the hotel industry, from the perspective of diverse hoteliers in the U.S. Using a grounded theory method (Charmaz, 2014; Corbin, Strauss, & Strauss, 2014) that advises to maximize variety to increase the chances of finding new distinctions through a method of ‗constant comparison‘ between data sources, we interviewed eight highly accomplished hotel industry professionals in the U.S., mostly executives, across a variety of roles. Two of our informants were owners/operators of a large hotel management group (Interviewees 1 and 2), one was a former C-level executive at a major hotel brand (Interviewee 3), one was a senior executive at a midlevel regional hotel brand (Interviewee 4), one was the owner/operator to two family-run independent hotels (Interviewee 5), one was the owner of an independent, luxury hotel online services provider (Interviewee 6), one was the manager of a mid-level major brand hotel (Interviewee 7), and one was the owner of a hotel real estate investment company (Interviewee 8). The interviews were semi-structured on: the influence of OTAs on their business, and the hotel industry in general and current strategies for working with, or competing against, OTAs. The interviewees were guaranteed full anonymity, and the resulting 60-75 minute conversations were fully transcribed. Based on the grounded theory design, we followed gradual phases of data analysis: a preliminary open coding phase where concepts are associated with a line-by-line reading of transcripts; a focused coding phase where a limited number of concepts are chosen for further analysis; and an ‗axial‘ coding phase where concepts are systematically related to each other. During the open coding phase, this study‘s authors individually did initial code generation. They then came together to select the primary themes that emerged during focused coding, and worked together to relate the chosen themes to each other, and to key contextual variables such as industry role, hotel size, and hotel category. The impact of OTAs The first consistent perception of OTAs from every corner of the hotel industry is that they ―are not going away‖ (Interviewees 1, 2, 3, 4, 5, 7, 8). The interviewees noted that OTAs first came into the picture post 9-11 when the market was down. Back then, hoteliers ―signed up for OTAs without thinking about any future impacts‖ (Interviewee 5), and ―did not anticipate how disruptive they were going to be, because the original OTA model was to sell distressed or unusable inventory‖ (Interviewee 1). The negative perceptions of OTAs were widespread, with the use of terms such as ―necessary evils‖, ―evil empires‖, and ―Frankenstein‖ (Interviewees 4 and 5). The hotel industry ―sold its soul‖ to OTAs (Interviewee 1), we [hoteliers] are idiots‖ (Interviewee 8) and ―we hate them all.‖ (Interviewee 5). The interviewees expressed that OTAs have had an unexpectedly significant and negative impact on the hotel industry and their business, ―dramatically changing the landscape of hotel business‖ (Interviewee 8). With a marketing budget far larger than that of many hotels, OTAs have successfully convinced consumers to book on their websites for speed, convenience, choice, and loyalty points, and made them believe – incorrectly, according to the interviewees – that they can get the cheapest rates there. The negative view of OTAs has led to a predominantly zero-sum view of the hotel- OTA relationship. OTAs have consolidated to develop a large network of suppliers, and they have been taking more direct business away from hotels, according to the interviewees. As such, the main impact of OTAs on the interviewees‘ hotel bookings was increasing costs due to commission fees to the OTAs, which ―drive up the customer acquisition cost, [which is why] profit hasn‘t gone up in proportion to the revenue increase‖ over the years (Interviewee 6). All but one interviewee mentioned the term ―rate parity,‖ whereby hotels and OTAs have to offer the same room rates on their respective websites. Nonetheless, one interviewee expressed discontent about OTAs‘ practices of rate parity, because hoteliers have ―no clue what they‘re selling [my inventory] for, especially when hotels are packaged with other travel products‖ (Interviewee 5). To minimize this negative financial impact, hotels try to increase direct bookings as much as possible from their members by offering extra features such as mobile check-in, or better rates available only to them. This ‗closed group‘ offering is also practiced by OTAs through which their loyalty program members can also be offered more favorable pricing or terms. The interviewees mentioned that the impact of OTAs is larger for independent than for chain hotels because independent hotels have no ―big distribution channel, and it‘s a way for [them] to be visible‖ (Interviewee 8). However, OTAs are more expensive for independent than for chain hotels, as the latter can leverage their large size to negotiate better terms with OTAs. The OTA commission rates at the interviewees‘ hotels ranged between 6% and 28%, with the highest rate being for independent hotels. Four interviewees pointed out that hotel location and service/price level influence the degree to which OTAs are utilized. That is, OTAs‘ booking volume is higher at resorts, and at hotels at or near airports with a high guest turnover. OTAs‘ booking volume is also higher for hotels with limited service (economy or budget hotels) than those with higher levels of service/price (luxury or upper scale hotels). The former, as compared to the latter, are akin to ―soap on a shelf‖ (Interviewee 8) because they are not distinctive in the consumer‘s mind, and consumers who choose to stay at the former are typically price-elastic. Although the majority of bookings at major chain hotels are still generated by direct bookings, what concerns the hoteliers most is that the percentage of bookings by OTAs has been ―growing at a double-digit rate for many years‖ (Interviewee 3). This makes the interviewees feel that ―OTAs take customers away‖ from their hotels (Interviewee 8). Strategic response of the hotel industry Although all the interviewees acknowledged and worried about the negative financial impact of OTAs, the only consistent strategy for coping with OTAs was to divert bookings to more cost-effective channels such as direct booking, or ―limit visibility over premium dates as much as possible‖ (Interviewee 8). They responded that they use or have to use most or all major OTAs (e.g., Expedia, Priceline), simply because these are prevalent and most familiar to consumers today. The response to the perceived OTA threat varied, depending on the respondent‘s role in the hotel industry. The REIT investor (Interviewee 8) and the major brand executive (Interviewee 3) displayed the purest zero-sum view of the relationship. The REIT investor believed the best response is to strengthen the bargaining position of hotels and win back lost revenue, expressing that hotels are ―letting other people take all this money…we‘re stupid.‖ From the major brand perspective, the best response was consolidation (getting bigger) to have better leverage in complex OTA negotiations, and to have more capital for marketing campaigns and technology development. For the more ―independent‖ respondents there was more scope to react by working with OTAs at some level. The single hotel manager and the independent hotel owner both used the metaphor of ―playing the game‖ to survive in the new era: ―You‘d better play ball with them if you want a presence online‖ (Interviewee 5). For an independent hotel, ―Expedia is my franchise website‖ (Interviewee 7) because OTAs are ―doing things that I could never do as an independent‖ (Interviewee 5). In particular, they emphasized the necessity to understand and master the digital marketing landscape of social media, review sites, search engine optimization, daily deal sites, and a good online presence on their own websites, expressing ―You gotta fish where the fish are‖ (Interviewee 4). Independent and small hotels do suffer from higher OTA commissions, but can also work in their favor in terms of preferred placement in hotel searches and referrals from OTAs. The technology service company‘s, (Interviewee 6) key strategic response was to gain control over customer data, because customer email addresses are particularly important for ―retargeting and email marketing to get guests back for zero costs‖ but is difficult to obtain when receiving bookings from OTAs. Some interviewees were able to see other potential strategic responses that were promising, but not yet pursued widely. One example was ‗bundling‘ products and services along with hotel rooms in new ways (Interviewees 1, 2, 4, 5, 6), similar to Airbnb‘s recent pivoting of offerings. Recognizing that part of the success of OTAs comes from customer convenience, some interviewees thought that innovations such as eliminating check-in (Interviewee 4) would help hotels cope with the new pressures. The regional hotel chain executive and the hotel management company owners perceived that changes to the physical product offered by hotels were needed to compete with Internet providers, especially Airbnb, saying that hotels need to ―rethink the long hallway‖ and the ―300 square-foot rooms‖ (Interviewee 4). This same executive saw significant barriers to innovation in the hotel industry. ―We [hotel industry] are definitely trying…but we are capital heavy, labor heavy, slow to innovate‖ (Interviewee 4). Discussion Our exploratory findings suggest that hoteliers, across a variety of hotel industry roles, had an almost uniformly profoundly negative, zero-sum view of the OTA relationship. While not dismissing the very real concerns and profitability pressures of the hotel industry, we are concerned that these perceptions may lead hotel industry players to not pursue or develop the relationship between them and OTAs in more mutually beneficial ways. The strategy of choice right now is to simply compete directly with OTAs, which is not a strategy that has necessarily worked for other traditional industries when digital intermediaries have entered their space, especially highly fragmented ones with many service providers such as the media and retail industries (Grossman, 2016). This view of the relationship does explain the relative lack of innovation about how to maximize the benefits of this relationship for both sides. In contrast to the zero-sum view, we would point to an alternative theory such as coopetition (Brandenburger & Nalebuff, 2011). The theory of co-opetition points to two simultaneous processes: the cooperation required to ‗create the pie‘, or create value for all parties; and the competition to ‗divide up the pie‘ or capture the value created. Success in co-opetition comes from ‗changing the game‘ by developing new partnerships with four related parties: customers, suppliers, competitors, and complementors that offer ancillary services. In our data, we saw some tentative recognition of co-opetition possibilities in each of these four categories. For new customer relationships, we saw some desire by hoteliers to improve customer convenience and value, beyond simply increasing loyalty rewards. Some hoteliers recognized that OTAs have succeeded in part because of the consumer convenience and value proposition is a superior one. For new supplier relationships, there is limited recognition that new kinds of hotel products might be needed, supplied by non-traditional sources as in the Airbnb case, or by construction partners when building new hotels. Hotels have traditionally worked with complementors by bundling rooms with various travel services such as gaming or meals, but OTAs and Airbnb now offer similar services, making it difficult for hoteliers to differentiate themselves. Thus, there is an opportunity for hoteliers to creatively rethink their relationship with complementors, which none of our respondents mentioned. Despite the negative perceptions, our respondents reported some possibilities for new relationships with their OTA competitors, by using digital marketing techniques to their own advantage. To take an example, instead of having a booking war against OTAs, Red Lion Hotels strategically decided it would partner with Expedia in 2016. When customers see Red Lion hotel rates on Expedia sites, they see both a loyalty member rate, which is lower, and a non-member rate. Even if they are not part of Red Lion‘s loyalty program, customers can still book the loyalty rate and are then automatically enrolled as Red Lion members – thus enjoying member benefits while at the same time also earning points with Expedia. To complete the enrollment, the customer‘s email address is then sent to Red Lion ―which is a big deal because the online travel agencies don‘t normally share such information with partners‖ (Schaal, 2016b, p. 1). Looking across all four categories of new co-opetition relationships, however, we see little evidence of coordinated, systematic strategies for pursuing them in the hotel industry. For the hotel industry to respond to the rise of today‘s OTAs, and the other technology companies that might enter the industry in the future, we suggest that hotels will need to transcend their negative, zero-sum views of the OTA relationship and actively experiment with new co-opetition relationships. In addition, the hotel industry should also continue to improve the effectiveness of its traditional responses to OTAs, including their loyalty programs and brand loyalty initiatives. Several interviewees acknowledged that consumer behavior is changing and consumers today are not as brand loyal at they used to be. Research results echo the same phenomenon. For example, Wollan, Davis, De Angelis, and Quiring (2017) found that 71% of 25,426 respondents in 33 countries said ‗loyalty programs do not engender loyalty‘; 77% ‗retract their loyalty more quickly than they did three years ago‘; and 61% said they ‗switched one brand to another in the last year.‘ Decreasing brand loyalty is also apparent for hotels. MBLM (2017) found that consumers have the least ‗brand intimacy‘ (emotional bond with a brand) with hotel brands compared to those of other industries such as automotive and retail. Similarly, Oracle Hospitality (2017) found that 58.7% of survey participants (8,000 in Australia, Brazil, Mexico, France, Germany, Japan, U.K. and U.S.) stated that they do not belong to any hotel program. The Global Traveler Study (2014) also found the diminishing meaning of ‗loyalty to one hotel,‘ as 66% of their 4,618 respondents in the U.S., U.K., Germany and China are members of 1-4 hotel loyalty programs, while 15% are members of 5 or more programs. Despite the decreasing numbers and the questioned value of such programs, hoteliers are still trying to make consumers loyal to their own brand by enticing them to join their loyalty program. This effort is to increase direct bookings and compete with OTAs by offering ‗member-only‘ incentives such as member discounts, or additional perks such as free late check-outs, free meals, or free upgrades. However, these incentives may exacerbate the already increasing costs for hoteliers, particularly if they are attracting consumers who are price sensitive and would not book directly unless they get something back. While the interviewees mentioned their efforts to increase direct bookings through loyalty programs, none referred to the cost of those programs. Given the changing consumer behavior toward becoming less loyal to brands, it stands to reason for hoteliers to re-consider their loyalty programs. Conclusion Hoteliers are fighting intermediation and trying to push direct bookings. This is nothing new for them since they have been doing it with traditional travel agencies for years. Yet, bookings with traditional agencies remain strong, and OTA bookings continue to grow. It seems that it might be time for hoteliers to quit fighting intermediation, and embrace the ―good‖ that it can bring by adopting a co-opetition mindset, while also creatively thinking about brand loyalty programs and what they might bring to that mindset – if anything. In the zero-sum perception of OTAs, however, we found little space for innovative thinking about how to create new offerings through new partnerships, or loyalty programs. While existing OTAs, and emerging OTAs such as Airbnb, are personalizing services for customers, offering new services that are bundled with rooms, and new products with a new population of room suppliers, the hotel industry‘s response is to simply copy what the OTAs are doing and apply it to their own online bookings. We urge the hotel industry to move beyond this response, and be equally creative in finding new co-opetition opportunities that speak to the traditional strengths of the hospitality industry and its experienced professionals.

Omotenashi is the Japanese term for a conception of service hospitality rooted in the Japanese tea ceremony. This research explores the ways in which contemporary hospitality executives have drawn on the historical tradition of omotenashi in the tea ceremony, as well as older Japanese cultural and spiritual traditions underlying omotenashi, to re-envision encounters between service employees and customers. In high context cultures like Japan, information is widely shared, which reduces the amount of information that must be shared verbally. The nature of Japan‟s high-context culture is manifested in two important principles of the philosophy of the tea ceremony. One important principle is mutual understanding, which arise from the process of “consideration,” which involves “putting oneself in the position of others to anticipate their desires” (Surak, 2012, p. 51). A second important principle involves ritualized social interactions. As Kondo explained (1985), “… the Japanese tea ceremony is a highly ritualized version of the host/guest interaction, and a heightened expression of the emphasis on etiquette in Japanese culture in general.” He continues: “The theory is that mere good intentions are insufficient; one must know the proper form in order to express one‟s feelings of hospitality effectively (Kondo 1985, p. 288). The importance of ritualized behavior also emerges in the kata of Kendo and other Japanese martial arts, where the term kata refers to a sequence of stylized movements that are designed to cultivate “speed of movement, dynamic execution, and realistic character” (Kiyota, 2002, p. 24). Similarly, Zen discussions of secular work emphasize the value of ritualized behavior. According to Musimi (1990, p. 821), “Deeply ingrained in the minds of the Japanese people is the belief that „work‟ makes for moral culture, and man‟s character is formed through the process of working.” Arai (2006, p. 110) observed that domestic work also can be viewed as “ritualized [Zen] activity done in accord with wisdom and compassion.” We argue that current attempts to implement the spirit of omotenashi in employee training have emphasized the spiritual, attitudinal, and behavioral dimensions of omotenashi. The meaning of these dimensions reflect the ways in which executives understand and interpret the high-context nature of Japanese culture and Zen Buddhism on the Tea Ceremony and Japanese martial arts such as Kendo.

University-industry R&D collaboration is a key driver of participating firms’ technological capability. However, there is still debate on the determinants of a firm’s innovation performance, especially in relation to the characteristics of collaboration and organizational slack. We lay the foundation for our theoretical framework by establishing testable hypotheses on how the characteristics of university-industry collaboration and organizational slack affect participating firms’ innovation performance. Based on a panel data of 2914 firm-year cases for the top 200 U.S. R&D firms, estimates obtained from quantitative techniques produce consistent results and support our predictions. Collaboration breadth, network centrality, unabsorbed slack, collaboration experience and collaboration proactiveness are associated with innovation performance. Moreover, a firm’s higher absorbed slack exerts a negative influence on innovation performance. The managerial implications and future research directions are discussed.

The hotel industry has been reaching their existing and prospecting customers via emails throughout a customer’s journey, from pre-arrival information/promotions to post-stay emails for the reviews (Huang, 2016). In different from other email marketing campaigns containing pure promotional materials for acquiring customers, post-stay e-mails can be used to send personalized messages and build an emotional connection with customers by thanking and rewarding their stays. As an increasing number of customers open and read emails via mobile devices on the move (Jordan, 2015), effectively designed post-stay emails with persuasive messages can be a powerful communicating method keeping customers in the lines of dialog with the brands. However, there is lack of studies on how the post-stay email marketing campaign works to retain customers. This study aimed to identify post-stay email features that affect customers’ intention to revisit the same hotel brand depending on their levels of involvement in choosing hotels for leisure purpose. Grounded on the Elaboration Likelihood Model (ELM) (Petty & Cacioppo, 1986), this study identified what causes “motivation” to process a post-stay email and which email features can be more effectively positioned to persuade consumers with different elaboration levels. This study developed hypotheses regarding the effects of email features on attitude and intention to revisit the hotel brands. A total of 189 responses was determined to be usable in this study. Using Path Analysis, this study tested multivariate regression model with direct effect of email features on attitude and indirect effects of email features on intention to revisit the hotel brand. In addition, this study tested a moderating effect of leisure involvement on the hypothesized paths. The results showed that consumers with a low level of leisure involvement tended to be influenced by financial and interactivity features on their attitude towards the hotel brand while personalization features yielded favorable attitude towards the hotel brand for consumers with a high level of leisure involvement. Attitude towards the hotel brand was a significant predictor of behavioral intention to revisit the hotel brand that sends post-stay emails in this study. Industry professionals and researchers can utilize this study to better design their e-mails as customer retention strategies. The email features analyzed in this study can be strategically included in the post-stay e-mail according to their target market. The initiative can assist in reinforcing or persuading their guests to revisit the hotel brand and build stronger customer relationships.

This study investigates the relationship between B&B customers’ perceived service quality, satisfaction and repurchase intention. Based on literature review, the customers and managers of selected B&Bs in some Chinese provinces were interviewed for additional sub-dimension possibility for the SERVPERF model and a service recovery sub-dimension was thus added. A questionnaire consisting of 40 questions were designed, using a fivepoint Likert-type scale ranging from “1” reflecting "strongly disagree" to “5” "strongly agree". This study collected data via an online survey platform “WJX” from experienced Chinese B&B customers’ who had staying in a B&B at least once in a B&B in China one year prior to data collection. A pilot test was conducted and some of the question items were slightly amended for easier understanding. In March 2017, the main survey was conducted and 356 questionnaires were received. This study contributes to the body of knowledge in two folds. It not only unveils customers’ perceived service quality in a rapidly developing B&B industry in China but also offers B&B owners/managers insights on how to better engage their customers in enhancing their satisfaction and ultimately repurchase intention. Some conclusions can be drawn from this study. First, the B&Bs in China should pay attention to improving customers’ perceived service quality by optimizing their marketing network and channels to facilitate better internal exchange among B&B owners/managers. Second, it is advisable to strengthen the training of service providers in instilling the importance of service recovery and to actively communicate with the in-house guests to enhance customer satisfaction. Third, the B&Bs should offer quality service to not only improve customer satisfaction as a whole but also enhance customers’ willingness to return. Lastly, the B&Bs should bring local characteristics of "people" into play, relying on local products and service resources, deepening the cultural connotation of the B&B.

The service failure phenomenon is a long-recognized problem in hospitality industry’s marketing, and has consequently attracted significant research attention (Chan, Wan, & Sin, 2007). Once service failures occur, customers usually assess the causes of the problem. Researchers have thus studied the impact of service failures on customer failure attribution and their behavioral outcomes toward the service provider. Usually, studies examine consumer psychological processes when only one service firm is involved. However, it is unclear whether customer failure assessments are the same when they have to assess more than one service at the same time. According to a review article by Cohen, Prayag, and Moital (2014), consumer behavior has been extensively examined in the field of tourism in many aspects (e.g., decision making, motivations, satisfaction, and loyalty); however, research assessing failure attribution within tourist satisfaction literature is still rare. Moreover, in service marketing studies, it is somewhat surprising that existing service research has overlooked the fact that customers may confront failure situations where there are two or more service providers involved (Weber & Sparks, 2010). Hence, this study makes two key contributions. First, it addresses scholars’ calls for more research assessing failure attribution within a tourist satisfaction context. Second, it contributes to our understanding of consumer behavior in tourism industry by studying customer perceptions of service failures within service networks, where at least two firms are involved in the incident. This study uses in-depth interviews for data collection. And interview results indicate that relational and network characteristics have a significant influence on how customers attribute service failures to different service providers.

Customer engagement has become a prominent issue in hospitality and tourism industry. However, customer engagement, is not easily defined or uniformly measured because a number of diverse factors must be considered. While meeting planners are important customers to CVBs, their engagement with CVBs has rarely been studied. Therefore, the purpose of this study was to develop and test a model of meeting planners’ engagement in CVBs empirically. Survey data were collected from a variety of meeting planners, which resulted in 305 usable responses for data analysis. Two step analyses (measurement model and structural model) were implemented. In addition, the moderating effect of reputation and familiarity were examined among the paths of the constructs. The results showed that the hypotheses were supported while familiarity has less salient impact than reputation on customer engagement in the event industry.

Introduction This paper investigates the implementation possibilities of the Industry 4.0 systems within the production of fashion luxury goods by collecting the opinion of the managers and the perception of the potential customers. The results indicate that technologies 4.0 can be implemented within luxury fashion production without affecting the quality of the finished product. However customers are negatively prevented against them. Therefore, giving the present situation of the fashion industry, now more demanding than ever, it would be appropriate to implement such systems without disclosing it to customers. Theoretical development With this research we aim to demonstrate that in the world of luxury fashion production there is room, if not the need, to implement the technologies of the Industry 4.0 without affecting the quality of the final product. We believe it is crucial that the luxury environment starts to seriously consider the Industry 4.0 as the former, in recent years, has become ever more challenging. Since luxury has become more accessible to masses, customers are no longer content just by getting the product, they often want it before the general public has it or fully customized to distinguish themselves. This implies a reduction of production times together with multiple rearrangements of the entire production process. Which is why we need to start thinking about Luxury and Industry 4.0. The concept of Industry 4.0 started developing with the exponential involvement of technological means during production processes of any kind. The term describes the model of the “smart” factory of the future where computer-driven systems “monitor physical processes, create a virtual copy of the physical world and make decentralized decisions” based on self-organization mechanisms (Smith, 2016). The goal of the industry 4.0 is to reach a deeper interconnection and cooperation between the available resources and the final customer; it’s a multiple layer engagement composed by complex machines, people, products, information within the production sight and all along the value chain (Tolio, 2016). The implementation of such systems allows achieving better levels of efficiency and contributes to increase the competitive advantage; it is a revolution that involves a company at all levels from the production centers to human resources. Although luxury fashion is a quite peculiar industry, all its processes are still very much cyclical and could benefit from the help of such implementations. The main technologies that are often quoted as being at the core of the Industry 4.0 are IoT (Internet of Things), big data, additive manufacturing, 3D printing, augmented reality and new generation robots. All this may seem too futuristic for an industry such as luxury that has always been associated with craftsmanship. When defining luxury in fact, one of the qualities attributed to this kind of products is the “strong connection with the past proven by the tradition handed down over time” (Dubois, 2001); a description that can be taken quite literally as the heritage of the brand is built upon the traditions passed on by the different artisans who crafted the product. But if we fraction the production process and analyze it in depth, we will see that it is cyclical, and that some of its parts may benefit from such technologies that would make it leaner without affecting the quality of the end product. An example of this can be seen in the laser cutting machines for leather. A robot can cut the elements required to compose a bag in a few minutes, while it would take up to half an hour to do it by hand. Even if mechanically cut though, the bag will still need to be assembled by a highly skilled artisan to become the exceptional quality product that customers expect to see in stores. Many are afraid that technological implementations will lead to the disappearance of the artisanal component failing to understand that the Industry 4.0 is not about complete automation but rather about human-machine interaction. Talking about production we will refer to the process in its integrity, from the sketches to the products in the stores. Research design The research was conducted using semi-structured interviews to questiont professionals who work in different stages of luxury fashion production for different companies. All the interviewees were chosen among the industry biggest players: LVMH, Kering, Richemont, Hermès, Chanel and others. To establish the sample of interviewees we divided the production process into four main phases and then identified at least one professional to question for each one of them. The subdivision we applied was the following: ⦁ Phase 1 - Creation & Design ⦁ Phase 2 - Production & Merchandising ⦁ Phase 3 - Retail & Marketing ⦁ Phase 4 - Supply Chain & Distribution Each interviewee was asked a set of specific questions related to the complexities of their job and the problems encountered while doing it (Appendix 1). Among the sample there were two professionals that did not belong to the production process but that we deemed necessary to involve to have a more complete outcome. One is a Professor of Fashion design at the Politecnico of Milan, the other is a Strategic Planning Analyst who works for Lectra, one of the biggest companies producing technologies for fashion. In order to investigate the perception of the customers we distributed a multiple choice survey to a heterogeneous sample of 200 people. Among the questions asked one was strictly related to the use of technology while the others regarded arguments, related to its utilization, that emerged while interviewing the professionals. Despite not being directly on the use of technology, we deemed the other queries important to evaluate if the problems emerged from the interviews were relevant also from a customer point of view. The questions submitted via survey were the followings: 1) On a scale of 1 to 4, (1= low interest, 4=high interest) how interested are you in luxury goods? 2) How much worth is being able to buy a luxury good before it is on sale in stores? (1= not worth, 4= very worth) 3) Would you think of higher quality a bag completely handcrafted rather than the very same bag produced also by using industrial processes? 4) Would you attribute a higher value to a luxury product conceived to be respectful for the environment? The survey ended up highlighting that customers have a negative bias towards the exploitation of such systems within the production of luxury goods. In fact they attribute a higher value to completely handcrafted products, without considering the possibility that the latters may have more defects. The methodology used was successful in helping us understanding the opinion of the management along with the perceptions of the customers. Moreover, through the interviews we were able to highlight practical daily problems encountered by people directly involved in the production process. Results and conclusion We used the problems that arose as bases to begin thinking what could be concretely implemented, in which phase and with what goal. We started by focusing our attention on five points that currently challenge production and could be exploited as opportunities for the implementation of specific technology. Nevertheless, we also highlighted three main limits that might prevent the application of said technology. The opportunities of implementation were the following: Production times - Representing one of the biggest problems in the industry, we believe that technology could come to the rescue especially in the first two stages of the process. For example, the use of 3D printing to produce some prototypes or certain components that could be useful for reducing time and costs. Another example is Modaris 3D, a new generation software that allows you to digitize the pattern allowing you to see it in 3D. Exploiting this software would allow to predict the potential problems of the prototype before even crafting it and would help save a lot of time and resources. Not to mention that digitized patterns can be archived and easily reused later. Moreover, the exploitation of the new generation robots to pre-cut certain components would once again allow a shorter production time and reduce costs. Couterfeiting - Another implementation opportunity is represented by counterfeiting. Now that online commerce is booming, the fake industry is at its peak and people find it difficult to distinguish between what is real and what is not. IoT technologies could help immensely with this problem. One of the interviewees working in the distribution phase told us that today when the products are shipped, in order to track them down and recognize them from counterfeits, companies install into their pockets RFID chips, small chips similar to those of credit cards. Their limitation though is that they can be traced or recognized only if scanned. The use of IoT technologies on this type of device (for example, providing the same type of support with a GPS) would allow them to be interactive and serve their purpose even better when the products are shipped all over the world. Sustainability - In recent years the problem of sustainability has become increasingly relevant, to the point that some luxury empires have been built on it, as in the case of Stella McCartney. To pay more attention to the environmental cause, fashion houses could start by wasting less resources. One way to do this could be to use software to optimize pattern placements on fabrics or on leather. Human supervision would still be required, as some pieces need to be cut from specific parts of the leather but it would certainly help in making some useful proposals. Internal communication – Internal communication is a problem at all levels of the production process. It can be an issue especially when it comes to communicating the intentions of the design team to the production and controlling the stock level in real time. In the first case, to solve the problem, we could consider the implementation of a software like PLM (Product Life Management). This type of program helps to follow the transformation from sketches to prototypes to products, providing detailed information on everything that is present on the garment, specifying consumption and costs of materials. With regard to the inventory control problem, we could again use the help of the IoT. Inventory control is a problem both in terms of raw materials (for all those houses that produce prototypes internally) and finished products. In the first case a potential solution could be to label the raw materials with magnetic labels that would allow to see immediately when the components leave the stock. In the second case, as previously mentioned, supplying the finished products with IoT chips would help to locate them and know how many are in stock. Demand forecast – Another major help that industry 4.0 could bring to fashion production is the exploitation of big data to forecast the demand. Nowadays in fact, the constant and hardly predictable changes in fashion heavily affect a demand that already has few reference standards. When it comes to forecast, several factors have an impact on it: trends, social medias, consumption habits etc. The most unpredictable of these factors is probably represented by the social media as clients may cause a peek in demand after seeing a celebrity or an influencer wearing a specific product. Giving all this, it's evident how the more variables we are able to consider when doing forecasts, the better the chances of predicting a scenario close to reality and Big Data would allow to do so. As previously mentioned we also highlighted some limits that could prevent implementation: Costs - The more significant limit when talking about this kind of technology is related to costs. It is important to consider both the ones needed to purchase the technology as well as the ones to train the employees in order to make the implementation possible. As we all know technology is extremely expensive, and in a certain way a form of luxury itself, often being just for few. The size of the brand would modulate of course the amount of the investment in it. Client perception & adverse attitude – The survey pointed out that clients are negatively biased towards technology and, if informed that the product has been realized with the help of technological means, may attribute to it a lower value. What it's necessary to keep in mind though, is that, when taking a survey, you are in front of a screen and not in front of the products. I believe in fact that if a "blind" test was conducted presenting two products of which one completely handcrafted and the other realized by artisans who exploited technological means as well, no one would be able to tell the difference. Training of employees - Another big challenge in the implementation of such systems is the training of the employees. Implementing these technologies for some employees may mean learning again how to do their job with the help of a computer. Being an environment where youngsters are outscored due to the lack of experience, this may represent a problem. In conclusion our research proved that there is indeed room to implement the 4.0 systems as the issues emerged can be partially, if not completely, solved by introducing these technologies making the process leaner and more efficient. Nevertheless, giving the fact that customers are negatively biased towards their use, it would be appropriate avoiding to disclose the information with them.

Social media have altered the communication landscape and significantly impacted brand communications in the luxury fashion industry. Research suggests that with the rise of social media, brand communication has been democratised, and the power has shifted from those in marketing to the individuals and communities that create and consume content, redistributing it across a variety of channels (Kozinets, Valck, Wojnicki, & Wilner, 2010; Kumar & Sundaram, 2012). Yet the implications of social media are still largely unknown among practitioners and managers. Moreover, there is a lack of effective frameworks for developing, analysing and comparing social-media strategies (Effing & Spil, 2016). Scholars have just started giving their attention to the subject of ‘social-media strategy’ as such, highlighting a gap in our knowledge, which this study seeks to address. The aim of this research is to understand the role of social media as a strategic brand-communications tool in the luxury fashion industry. Firstly, the main theoretical contribution is the development of a conceptual framework that enables an understanding, explanation and description of the process of building a social-media strategy. There has been a call for this type of research from a managerial perspective, across multiple platforms and objectives, and this work provides much-needed insights. Secondly, the findings provide valuable managerial insights. The conceptual framework emerging from this research is a managerial tool that can be used to tackle the process of building a social-media strategy and to identify its key elements. In particular, the framework can be deployed to guide and evaluate the process of creating a social-media strategy. With the help of the framework, managers can harness their resources successfully and identify the factors that need to be considered. Moreover, the framework aims to guide managerial action towards a sustainable social-media approach that helps to build competitive advantage for global luxury fashion brands in the longer term.