Green crowdfunding – fundraising for green initiatives – has become a growing source of alternative finance for sustainable entrepreneurs. The current paper explores the business model of green crowdfunding from three perspectives, i.e. funders, founders and platform. We pay special attention to how green crowdfunding extends consumers‘ involvement in sustainable economy.

Successful business models have some shared attributes or features. The quality of the business model can be used to determine the feasibility and potential of the business model, which can help make decisions on how to invest and risk prevention. However, the business model is not static, but changes with external factors such as demand, competition, technology, macro policies, and internal factors such as business goals, strategies, and resources. Therefore, the requirements of the quality attributes of the business model at each stage are different. Dynamic evaluation of business model quality is essential for the development of any enterprises, but on the emerging issue, academic research has greatly lagged behind the needs of business practices. Fist in this paper, the generation and evolution of the business model is divided into four stages: blueprint design, practical modeling, application copying, and transformational change. Then, based on reviewing literature, seven key attributes of business model quality are identified, namely, uniqueness, complementary, novelty, certainty, scalability, win-win and matching degree. Thereafter, by using fuzzy-set qualitative comparative analysis (FsQCA), some configurations of key attributes of business model quality are identified, which are considered critical paths for the business success. Finally, the theory of dynamic evaluation of business model quality has been put forward and used to assess the sample business model.

The paper presents the longitude study of Internet technologies introduction into business model. Rapid spread of Internet technologies has a significant impact on the business models transformation. Today, information technology has become an integral part of communication with customers. In 2017 the penetration rate of the Internet in Russia reached 73%. Thus, almost 3/4 of the population is currently Internet users and be reached online. On the one hand, Internet communication speeds up and simplifies the processes; on the other hand, the key competitive advantage of direct selling business model is blurred. For ages business model was based on direct interpersonal contacts between the distributor and the customer. In this business model relationship creates more value than the product itself [Luk, Fullgrabe, Yi, 1996] and face-to-face meeting is the key descriptor [Sanan, 1997]. Direct selling is cultivated through relationships and provides customer-centric marketing opportunities [Harrison, Hair, 2017]. The question of this study is whether introduction of innovative Internet technologies into communication with customers is beneficial for traditional direct selling business model. Empirical research is based on comparative analysis of data from three survey waves (6380 respondents in 2011, 5638 respondents in 2014 and 6800 respondents in 2017). Effectiveness of Internet usage the for communicate with customers was analized in dynamics over the three waves of 2011, 2014, 2017. Using the one-way analysis of variance (ANOVA) method 15 (fifteen) hypotheses were checked. Nine (9) out of 15 (fifteen) hypotheses were confirmed. Research revealed that personalization determines the effectiveness of communication with customers via internet-based tools (e-mail, web site, social networks, professional social networks, video channels, blogs, microblogs, videoconferences and webinars, messaging applications and files). Nevertheless, face-to-face communication remains significant communication channel for success in direct-selling

Introduction Business model (BM) research currently represents rapidly developing area of knowledge that helps businesses in finding new sources of competitive advantage and growth drivers. Multiple studies demonstrate that BM studies are multidisciplinary by their nature as this helps better understanding complex processes happening in real life that are described by BM research (Zott, Amit, Massa, 2011; Tikkanen et al, 2005). This means that BM research is built on a basis of strategic management, marketing, sociology, psychology, logistics, institutional economics and other disciplines. Regardless the growing amount of publications in this area (more than 6 times growth for the last 15 years reaching 2100 publications per year according to Scopus) the amount of successful BM in practice remains low. BM studies are primarily linked to the notion of value that is jointly created for the final consumer by multiple participants of the value chain (suppliers, manufacturers, distribution channels). Within the interaction of BM participants the key role is played by their orientation towards the interests of the final consumer who makes the decision on whether to acknowledge or not the created value. As value chain generally consists of multiple commercial organizations, their major interest is in making profits as a result of joint value creation activities. Therefore the key role in BM analysis is played by marketing that helps searching and offering such values for the customer that enable satisfying his needs. Multiple research in marketing confirms that long term customer orientation, cooperation of value chain actors offer companies better development opportunities and lead to better financial results as well as help increasing value generated for the final consumer. However, the current level of marketing involvement into the BM research remains low. This, in turn, significantly limits the opportunities of creating successful and sustainable BM that bring profits to the commercial units of the value chain and satisfy the needs of the final consumer. To address the existing gap the current paper explores the links between BM research and marketing which are then used to develop a new approach to BM innovation. The approach is based on value chains and interfirm relationships. Literature review Regardless large and steadily growing amount of BM publications the questions related to building a unified theoretical basis for BM research are still under discussion (Teece, 2010; Zott, Amit, Massa, 2011; DaSilva, Trkman, 2014; Baden- Fuller, Mangematin, 2015). There is a lack of alignment between the researchers on a broad spectrum of questions (such as BM definition, BM components, the relation between BM and company strategy, BM boundaries, the impact of various BM types on company performance etc). At the same time some consolidation of researchers’ positions can be observed in relation to the domination of a value component within BM definition. The questions related to BM analysis that enable to evaluate the current state of a BM, understand its key components (Hamel, 2000; Johnson, Christensen, Kagermann, 2008; Teece, 2010) and find better opportunities for BM improvement (Osterwalder, Pigneur, 2010; Girotra, Netessine, 2014) are actively researched. Many authors come to a conclusion that a BM spans the boundaries of a single firm and includes a whole complex of interaction participants – suppliers, distribution channels, final consumers. This is because cooperation of various market participants enables to significantly increase jointly created value for the customer (Nenonen, Storbacka, 2010; Zott, Amit, Massa, 2011). This understanding of a BM also leads to the need of thorough analysis of mismatches and inconsistencies between value chain participants that regularly appear in the business (Gassmann, Frankenberger, Csik, 2013; Girotra, Netessine, 2014). Regardless the existing variety of BM studies, most of the papers draw the attention to the process of value creation for the final consumer, which is a zone of marketing interests, as marketing studies the directions of identifying and satisfying customer’s needs. Therefore it is hard to imagine building successful BM oriented on the final consumer and bringing stable income to the companies participating in the BM without organic inclusion of the customer into the value chain by using methods and tools from marketing. These questions are studied within multiple relationship marketing papers (Parvatyar, Sheth, 1995; Gumesson, 1999; Juttner, Christopher, Baker, 2007; Tretyak, 2013). However, nowadays the involvement of marketing researchers in BM studies is low (only 5% of BM studies are published in marketing journals (Coombes, Nicholson, 2013)) which is also confirmed by the current study. Despite the very broad spectrum of studied questions, the importance of value acknowledgement by the customer is neglected by BM researchers. At the same time in case the value is not acknowledged, the BM loses its commercial value for the other participants as it stops bringing them profits. Therefore there is a growing need to incorporating the final consumer into the value chain, understanding its interests. This is possible in case of using the results of marketing research which is demonstrated in the current study. Research design To explore the link between marketing and BM research we review the literature on relationship marketing that is specialized on the value creation process for the customer, inclusion of the customer into the value chain, cooperation and coordination of value chain participants (Parvatyar, Sheth, 1995; Gumesson, 1999; Juttner, Christopher, Baker, 2007; Tretyak, 2013). The similarities between BM research and marketing were examined from two sides. The first examination analyzes the publications statistics of BM papers. We particularly look at the amount of BM publications in marketing journals. The classification of journals by different categories is conducted according to Scientific Journal Rankings (SJR) list. For the purpose of this analysis we use Scopus publications database and all the available articles with “business model” in title published before 2018. The relative “typicality” of these papers and journals is evaluated using citation index (number of citations per article/journal divided by total number of citations). Along with this we analyze not only journals which publish BM articles, but also the journals referring to them. The second examination looks into the actual similar attributes of marketing and BM research. The BM literature is studied through the prism of seven schools of thought that are recently proposed by (Gassmann, Frankenberger, Sauer, 2016): Activity system school (Zott, Amit), Process school (Demil, Lecocq), Cognitive school (Baden Fuller, Morgan), Technology-driven school (Chesbrough, Teece), Strategic choice school (Casadeus-Masanell, Ricart), Recombination school (Gassmann, Frankenberger, Csik), Duality school (Markides, Charitou). These seven schools provide a comprehensive outlook on major BM research tendencies that help in understanding of BM essence, structure, components, goals and objectives, BM performance evaluation, and the directions of future BM studies. Additionally to better understand BM key research trends we analyzed top 25 most cited publications according to Scopus and Ebsco publication databases (the publications with “business model” notion in title were selected). For the purpose of theoretical analysis we applied the methods of comparison, generalization, methods of grouping and classification. The basis of the current research is formed by value chains studying methods that are used in both BM and marketing studies. Results and conclusions The analysis of BM research demonstrated that BM spans the boundaries of a single firm and includes the whole complex of interaction participants that jointly create and deliver value to the final consumer - suppliers, manufacturers, distribution channels. Because of that multiple BM research papers focus on the analysis of the value chains and intercompany networks. Understanding of these specifics formed the basis of a new approach to BM innovation. It is demonstrated that the existing approaches to BM analysis and improvement don’t include the final consumer as a specific BM component, and don’t focus the attention on fulfilling his needs as well as building the mechanism of BM actors’ interaction in accordance with customer’s needs. At the same time the acknowledgement of the value by the customer defines the financial wellbeing of BM actors. Addressing these questions can significantly improve BM performance and can be done through building a link between BM research and marketing. The analysis demonstrated that only 6% of BM papers are published in marketing journals, and only 8% of studies that are citing BM research are published in marketing journals which confirms limited involvement of marketing scholars in BM research. The following similarities between BM and marketing studies were identified and explored: value chains and interfirm networks (examples of marketing studies: Tretyak, 2013; example of BM studies: Nenonen, Storbacka, 2010; Zott, Amit, Massa, 2011), cooperation and partnerships between value chain participants (examples of marketing studies: Parvatyar, Sheth, 1995; example of BM studies: Zott, Amit, 2008), coordination of value chain participants (examples of marketing studies: Juttner, Christopher, Baker, 2007; example of BM studies: Girotra, Netessine, 2014), customer orientation and customer involvement (examples of marketing studies: Gumesson, 1999; example of BM studies: Johnson, Christensen, Kagermann, 2008; Teece, 2010), long term orientation of relationship marketing and sustainable BM (examples of marketing studies: Parvatyar, Sheth, 1995; example of BM studies: Girotra, Netessine, 2014). To close the existing gap a three-level conceptual model (1st level – structure of the BM, 2nd level – mechanism of BM participants’ interactions, 3rd level – results of their interactions) and new approach to BM innovation are offered within the current study. The approach demonstrates a step-by-step sequence of actions within three previously highlighted levels and is targeted on increasing the jointly created value for the customer by the BM by eliminating mismatches and inconsistencies between BM participants. Comparing to other approaches, the new approach allows orienting BM participants towards the interests of the final consumer, acknowledges different abilities of BM actors to influence the value creation process and proposes analyzing the ways of coordination of other BM actors by the dominating actor in order to improve the results of the BM. The practical implementation of the approach demonstrated that it’s key provisions could be successfully applied within different market conditions and lead to improved BM performance (Klimanov, Tretyak, 2016; Lyashchuk, Sterligova, 2016). The following sequence of actions is proposed within the approach: 1st level - structure of the BM (a. Visualization of intercompany network with its key actors and description of their roles; b. Defining and highlighting the dominating actor (hypothesis); c. Analysis of BM variety, their classification), 2nd level - interaction mechanism (a. Defining the mechanism (concrete forms) and coordination directions that are applied by the dominating actor and other BM actors; b. Definition and analysis of mismatches and inconsistencies that appear between various BM actors, and also the ways to overcome them; c. Identifying the most critical inconsistencies, their ranking (where there is the biggest gap between the value created for the customer and the value captured by other BM actors)), 3rd level - results of BM actors’ interaction (a. Analysis of the indicators that characterize BM on various levels; b. Analysis of the impact of mismatches and inconsistencies between the BM actors on the flows’ characteristics: material, financial, customer flow). The new approach to BM innovation has multiple similarities with Activity system school that is based on the approach offered in (Zott, Amit, 2010), which views BM as a system of interdependent activities conducted by the focal firm and other value chain participants in order to create value for the customer and generate profits. The approach assumes that it is possible to analyze or develop a BM by considering the components, structure and control mechanism of the activity system. However, the approach offered in the current study is different from the Activity system perspective at the level at which the activity system is analyzed - these are components of a whole value creation system, rather than a single focal firm. Thus, the proposed approach develops the Activity system perspective by proposing the use of a marketing scheme that integrates certain aspects of BM analysis into an organic whole and offers a threelevel analysis of a BM. Considerable attention in the Activity system perspective focuses on the activities of BM participants and their interaction. The activity system design element related to transaction management also reflects one of the key elements of the new approach proposed in the current study - BM participants occupy different positions in the value chain and have different opportunities to influence the value creation process for the consumer. The highlighted similarities demonstrate that the new approach to BM innovation developed in the study is organically linked to the Activity system perspective proposed by Zott and Amit and elaborates on it.

Recent headlines predict that artificial intelligence, machine learning, predictive analytics and other aspects of cognitive computing will be the next fundamental drivers of economic growth (Brynjolfsson & McAfee, 2017). We have evidenced several success stories in the recent years, such as those of Google and Facebook, wherein novel business opportunities have evolved based on data-driven business innovations. Our directional poll among companies, however, reveals that at present, only few companies have the keys to successfully harness these possibilities. Even fever companies seem to be successful in running profitable business based on data-driven business innovations. Company’s capability to create data-driven business relates to company’s overall capability to innovate. Therefore, this research builds a conceptual model of barriers to data-driven business innovations and proposes that a deeper understanding of innovation barriers can assist companies in becoming closer to the possibilities that data-driven business innovations can enable. As Hadjimanolis (2003) suggests, the first step in overcoming innovation barriers is to understand such barriers. Consequently, we identify technology-related, organizational, environmental and people-related i.e. attitudinal barriers and examine how these relate to company’s capability to create data-driven business innovations. Specifically, technology-related barriers may originate from the company’s existing practices and predominant technological standards. Organizational barriers reflect the company’s inability to integrate new patterns of behavior into the established routines and practices (Sheth & Ram, 1987). Environmental barriers refer to various types of hampering factors that are external to a company. Environmental barriers are caused by the company’s external environment and thus company has relatively limited possibilities to influence and overcome such factors. Attitudinal barriers are people-related perceptual barriers that can be studied at the individual level, and if necessary, separately for managers and employees (Hadjimanolis, 2003). Future research will pursue to build an empirical model to examine how these different barriers are related to company’s capability to create business based on data-driven innovations.

More people travel oversea as the economic size of Korea is getting larger and more new jobs are requested to be created by the society. To respond to these trend and request, Incheon International Airport Corporation (IIAC) is about to expand its processing capability with a new terminal; 54 million passengers to 72 million. IIAC is also introducing new strategies such as open innovation (OI) and creating shared value (CSV). With these changes, IIAC faces new challenges of restructuring its business and organization with new ideas. Most organizations including IIAC are becoming more dependent on external resources to keep their competitive advantages under the turbulence of global business environmental changes. Therefore, they focus on the OI paradigm which is reported as a convincing strategy to improve competitiveness in terms of budget and time-to-market. OI is to quickly react to the rapidly changing business environment and is adopted to support startup incubation. In the previous research with IIAC, three major tasks were defined; utilizing the IIAC brand power for external vendors, building a technology road-map, and introducing a collaboration support system. This paper deals with the collaboration system as proposed in the previous research. We focused on the collaboration process for startup incubation. Cases were studied; the K-startup model by the government, a university model to explore youth startups, and a R&D institute model to study professional startups. Based on the case studies, we defined an IIAC model and proposed issues to take care of. The model is distinguished from the other studied models since IIAC is a prospective customer of new technology.

For the asset management of a water pipe network, it would be necessary to understand the extent of the maintenance cost required for the water pipe network for the future. This study would develop a method to draw the optimum cost required for the maintenance of the water pipe network in waterworks facilities to maintain the aim revenue water ratio and to achieve the target revenue water ratio, considering the water service providers’ waterworks condition and revenue water ratio comprehensively. This study conducted a survey with 96 water service providers as of the early 2015 and developed models to estimate the optimum maintenance cost of the water pipe network, considering the characteristics of the water service providers. Since the correlation coefficient of all the developed models was higher than 0.95, it turned out that it had significant reliability, which was statistically significant. As a result of applying the developed models to the actual water service providers, it was drawn that increasing revenue water ratio to more than a certain level can reduce the maintenance cost of the water pipe network by a great deal. In other words, it is judged that it would be the most efficient to secure the reliability of waterworks management by increasing the short-term revenue water ratio to more than a certain level and gradually increase the revenue water ratio from the long-term perspective. It is expected that the proposed methodology proposed in this study and the results of the study will be used as a basic research for planning the maintenance of water pipe network or establishing a plan for waterworks facilities asset management.

사회적 경제란 ‘민주적 의사결정구조를 갖추고, 자본에 따른 수익배분을 제한하는 원칙에 따라 운영되 는 조직들의 활동’을 의미한다. 공정무역(Fair Trade), 지역화폐(LETS), 생활협동조합, 사회적기업, 마을기업 등의 활동들이 사회적경제 활동에 속한다. 사회적경제는 고용문제의 대안적 형태의 일자리를 창출하고 우애의 원칙에 기초한 지역사회 네트워크 구축을 통한 사회적 지지망을 보다 공고하게 만들뿐 아니라 이런 사회적 네트워크 확장을 통해 다른 서비 스의 소비를 촉진하는 기능도 한다는 점에서 중요한 의미를 가진다고 할 수 있다. - 국제사회적경제포럼, http://www.gsef2013.org/ - 사회적경제라는 용어에는 ‘사회적’과 ‘경제’의 두 단어가 함께 사용되며, ‘사회적’이라는 용어는 단순히 특정분야를 뜻하는 것이 아닌 우리주변의 환경이 유기적으로 연결, 결합되어 있다는 의미를 포함하며, ‘경제’라는 용어 또한 다양한 환경과 변수에 의하여 유기적인 결과물을 내는 형태라 할 수 있다. 결국 사회적경제라는 용어의 의미는 어떠한 특정한 분야가 아닌 다양한 주체들이 얽혀 있으며, 특정한 법칙에 의해 일관성 있게 구축되는 것이 아닌 매우 다양한 요인에 집합들에 의해 결과를 예측할 수 없는, 살아있는 생명체로서 접근을 해야 한다고 생각한다. 하지만, 많은 사회복지학회, 포럼, 논문 등을 보면, 다양한 영역을 연결하고 매개하는 중개자로써의 역 할보다는 과거의 연구된 자료를 통해(그것도, 심리학, 철학, 행정학, 경영학 등 많은 분야의) 답습하는 정도의 학문으로써 연구되어지고, 사회적문제에 대한 대안을 현재의 상황보다는 과거의 연구된 근거에 의해 해결하려 한다는 점에서 결정론적인 입장을 취하고 있으며, 현실성이 부족하다는 견해이다. 우리가 살아가는 현재에서는 과거의 사회, 경제의 형태를 찾아볼 수는 있지만, 그것만으로는 충족할 수 없는 매우 많은 정보와 여러 요인에 의해 변화해가는 다양성이 보편화되어 있는 시기이다. 사회적경제란 특별한 프로그램이 되어있거나 특정한 프로세스로 정의되는 형태가 아니며, 과거의 연구 결과 등은 사례로써의 가치를 두고, 현실에서 충분한 시행과 착오를 경험하고, 개선을 통해서 완성되어야 한다. 이 발표문에서는 사회적경제의 사례들의 다양한 비즈니스모델을 컨셉을 살펴보고, 비즈니스의 아이템이나 컨텐츠를 중심적으로 연구하는 것이 아닌 성공과 실패의 사례를 통해서, 사회적경제를 위한 비즈니 스 모델의 방향과 개선점을 찾아보는 것에 의의를 두어야 할 것이다.

최근 전 세계적으로 오픈소스 소프트웨어에 대한 관심이 증가함에 따라 다양한 분야에 오픈소스 소프트웨어가 도입되고 있으며 그 활용도 증가하고 있는 추세이다. 이러한 현상은 공간정보 분야에도 유사하여, 전 세계적으로 오픈소스 공간정보 소프트웨어에 대한 관심이 증가하고 있고, 국내에서도 최근 들어 관심이 급증하고 있는 실정이다. 그러나 국내 공간정보산업 사업체 중에서 오픈소스 소프트웨어 관련 기업의 수는 매우 적을 뿐만 아니라 오픈소스를 통한 비즈니스 모델의 발달도 미약한 수준이다. 본 연구에서는 오픈소스 소프트웨어 비즈니스 모델 선행연구 분석을 통해 오픈소스 공간정보 소프트웨어와 관련하여 어떠한 비즈니스 모델이 가능한지를 살펴보고, 국내 오픈소스 공간정보 소프트웨어 관련 기업의 오픈소스 활용현황과 비즈니스를 분석한 후 기업의 유형별로 어떠한 오픈소스 소프트웨어 비즈니스 모델이 가능한 지를 전략적으로 제시함으로써 오픈소스 공간정보 소프트웨어 관련 기업의 활성화를 도모하고, 나아가 국내 오픈소스 공간정보 소프트웨어 생태계를 활성화하는 기반을 마련하고자 한다.

PURPOSES : The purpose of this study was to develop safety performance functions (SPFs) that use zero-inflated negative binomial regression models for urban intersections in central business districts (CBDs), and to compare the statistical significance of developed models against that of regular negative binomial regression models. METHODS : To develop and analyze the SPFs of intersections in CBDs, data acquisition was conducted for dependent and independent variables in areas of study. We analyzed the SPFs using zero-inflated negative binomial regression model as well as regular negative binomial regression model. We then compared the results by analyzing the statistical significance of the models. RESULTS : SPFs were estimated for all accidents and injury accidents at intersections in CBDs in terms of variables such as AADT, Number of Lanes at Major Roads, Median Barriers, Right Turn with an Exclusive Turn Lane, Turning Guideline, and Front Signal. We also estimated the log-likelihood at convergence and the likelihood ratio of SPFs for comparing the zero-inflated model with the regular model. In he SPFs, estimated log-likelihood at convergence and the likelihood ratio of the zero-inflated model were at -836.736, 0.193 and -836.415, 0.195. Also estimated the log-likelihood at convergence and likelihood ratio of the regular model were at -843.547, 0.187 and -842.631, 0.189, respectively. These figures demonstrate that zero-inflated negative binomial regression models can better explain traffic accidents at intersections in CBDs. CONCLUSIONS : SPFs that use a zero-inflated negative binomial regression model demonstrate better statistical significance compared with those that use a regular negative binomial regression model.

With the rapid development of science and technology, big data has been applied in many fields and has brought commercial revolution[1]. The scientific community generally regards big data as "massive data + complex types of data". Commercial applications are more concerned about big data as an analytical (prediction) method and focus on the potential commercialization of analysis results. All walks of life will produce large amounts of data every day. The transition of data-scale brings huge commercial value, which will certainly bring the innovation of business model[2]. Particularly in the internet and other emerging industries, because they get data more convenient and fast. Like Amason, Facebook, Google etc, they use analysis of big data to innovate their business model for maximizing their profits[3], actually business model refers to "an enterprise’s profitable operation mode plus ways to make money"[4]. So the effectiveness of business model innovation of big data on emerging industries has been remarkable. But the impact of big data on traditional industries is still in the exploratory stage. Traditional industry mainly refers to the labor intensive, manufacturing oriented industries, including the traditional commerce and service industry[5]. Learning from the experience of big data on business model innovation of emerging industries, traditional industries can use big data to subvert the business model and accelerate the transformation and upgrading.

Business model of direct selling is the dynamic and complex multi-level structure. Interpersonal face-to-face communication is the key value creation aspect of direct selling business model. Nowadays more and more sellers employ virtual communication channels instead of face-to-face, thus hindering a traditional relational element. The study explores whether usage of Internet technologies for communication with customers brings benefits or extinguish the direct selling industry. The research is based on the quantitative analysis of all-country paper based survey from 5694 respondents. The statistical analysis of total sample revealed that usage of Internet in general does not give advantages for distributors. However, usage of person-to-person internet communication tool, such as e-mail, allows achieving better performance as measured by earnings per hour worked. Surprising is the fact that the most successful young distributors (at the age under 35 years) do not use internet for communication with customers at all. For distributors over 35 years old neither internet nor e-mail usages have got impact on performance. In rural areas users of internet communication tools show lower performance results. In big cities usage of e-mail provides significantly higher performance, but general usage of internet does not. Consequently, the effects from usage of internet technologies for communication with customers are achieved in case of person-to-person communication. Moreover the most productive sellers give priority to the live communication.

본 논문의 목적은 성경적, 역사적, 신학적, 그리고 선교학적 관점 에서 비즈니스 선교(BAM)을 고찰하고 현대 BAM 운동의 특성들을 다루는 데 있다. 또한 본 논문은 한국교회의 BAM 사례들을 분석하고 적용 사항들을 파악함으로써 새로운 선교 모델 창출에 필요한 토대를 마련하고자 한다. BAM은 위조된 비즈니스가 아니라 실제적인 비즈니스를 추구하고 하나님 나라를 위한 이윤을 창출하고 경제발전을 추구한다. 그럼에도 불구하고 BAM의 기본적 목적은 단순히 사람들에게 직업을 제공하고 수입을 얻게 만드는 것이 아니다. 선교후원금에 덜 의존하는 평신도 전문인 선교사들이 안수 받은 목회자 선교사들과 동역하기 때문에, BAM은 통전적이고 지상대위임령을 이루기 위한 자급 모델이다. 더욱 이 평신도 전문인 선교사들은 현지의 긴박한 필요를 직접적으로 채우는 상이한 경험과 기술들을 구비하고 있다. 그들의 선교 협력은 복음전도,교회개척, 그리고 신학교육과 같은 선교사역을 보완하는 중요한 선교사 역이다. 이에 본 연구는 한국 지역교회와 한국해외 기업모델을 중심으로 성공 가능한 모델들을 분석 적용하였다. 온누리 교회의 BAM 모델에서 는 기독교의 선한 이미지를 부각하는 차원을 넘어 국가별 비즈니스 업종과 사역 유형을 지역 환경과 한국선교의 특징을 접목할 수 있는 것을 최우선순위에 두고 진행되었다. 한국 해외기업의 BAM모델에서 는 말레이시아의 다리카페는 K-POP 등의 대학생 중심의 학원선교, 베트남의 유진 크레베스는 사회공헌을 통한 지역사회 발전과 선교를, 이포넷은 동남아 저개발 국가의 인터넷 보급을 통해 인터넷 선교의 패러다임을 제시함으로써 BAMer들에게 좋은 아이디어와 사업 아이템 들을 소개하고 적용 가능성을 제시하였다.

Over the years, luxury has built-up a reputation as recession proof industry. Even though the industry growth has slowed down in the mid 2000s, luxury firms have managed to cope with economic contingencies and shortening traditional demand by widening their clientele base to prestige mass consumption ― the “masstige clientele”. Doing so, luxury firms have been pursuing a dual strategy by wooing aspirational consumers as well as their traditional elite customers, thus managing the challenge of handling both a differentiation strategy based on scarcity and uniqueness, and increased volumes of sales. This has been a trend in mature markets such as Europe, the United States and Japan, but was significantly fostered by expanding into emerging markets. Sector specialists thus expect China to remain a major structural growth area in the medium term, where the number of both high-end clients as well as new aspirational consumers will substantially increase and influence firms strategy.

In On-line game,the generation and flow of game money is the most important thing that is how to take user experience, being consumed contents in game. To spend game money has a strong relationship with the game contents, systems and level design. This paper have tried to diagram between game flow and needs point of user for giving guidances developing games through a working-level analyzing. It also can allow us to see a point of game flow with business model for game developer or researcher. I hope that this study helps further studies and researches for a variety of genres and can be served as a foundation regarding the issue

최근 치열해지는 시장경쟁과 함께 가속화⋅다양화되는 기술혁신의 환경 변화 로 인해 기업들은 기존의 제품혁신이나 한정된 서비스의 제공만으로는 고객들의 요구와 기 대를 충족시킬 수 없게 되었으며, 비즈니스모델(BM) 혁신을 통해 그 해법을 찾고자 하고 있 다. 본 연구에서는 BM혁신과 관련된 이론적 논의를 검토하여 연구개발서비스업 내 BM혁신 의 필요성과 성공 요건에 관한 명제들을 도출하고, 자동차 R&D서비스업에서 선도적 글로벌 기업인 AVL과 ETAS의 BM혁신에 대한 사례를 연구함으로써 명제들을 검증하고 시사점을 도출하고자 하였다. 특히, BM이 혁신을 통한 가치 창출의 과정에서 중요한 역할을 하는 점을 감안하여, 본 연구는 연구개발서비스업 분야에서 기술적 역량을 갖춘 기업이 BM혁신을 통해 어떻게 성과를 도출할 수 있는가에 대해 살펴보았다. 본 연구의 결과에 따르면, 사례기 업들은 고객을 위한 가치 제안과 기업의 이윤 창출을 극대화하기 위해 제품(기술)-서비스 융 합에 기반한 BM을 수립하고 자사에 적합한 보완적 자산을 차별적으로 활용함으로써 BM혁 신을 효과적으로 수행하였다. 본 연구는 국내 기술혁신경영분야에서 BM혁신에 대한 논의를 활성화하며, 국내 연구개발서비스업과 연구개발전문기업들이 향후에 혁신적 BM에 기반해 효과적으로 발전하기 위한 시사점을 제공하는데 기여하고자 한다.

Currently, Game Rating Board is regulating online web board games for the purpose of eradicating the speculation of the games through prohibition on direct charge system of the game and now is trying to even ban the indirect charge method. However not only the direct charge system but also the indirect charge system is a legal business model under the Promotion Act on Game Industry. There are 3 reasons: First, the web board game is essentially different from gambling. In order for the activity in question to be considered as gambling, it should meet all of the three requirements which are consideration, chance and prize. However, the game doesn't give prizes so that excludes it from gambling. Second, the deliberation about the prohibition on direct charge system of the game deviates from the limits of delegated legislation. Since the web board games do not fall under the purview of the concept of gambling, the deliberation is a subordinate to the Promotion Act on Game Industry, the deliberation itself may be in violation of the delegation range if the web board games are judged as operating illegally. Lastly, the prohibitions on the business model of the web board games transcend the constitutional limits of the regulations of games involving gambling and in the long run fringe constitutional rights. The essential cause of the problem surrounding online games is attributed to exchanging real money into game money outside the system of the game, not in the online web board game itself. Hence, impetuous regulation on indirect charge system of the web board games will substantially shrink the national online game industry, making other competitors from other nations enjoy the benefits.

In this study, we develop a method for analyzing business process based on the event-driven process chain (EPC) model. The method consists of five stages such as identifying abnormal events, finding causes for the abnormal events and problems caused by the abnormal events, making cause-and-effect chains, drawing root-cause map, and defining improvement areas. We illustrate how to apply the method with some examples for the domestic registered mail delivery process.

In this study, we develop a methodology for business process improvement (BPI) based on the event-driven process chain (EPC) model. The methodology consists of six stages for BPI such as identifying abnormal events, finding causes for the abnormal events and problems caused by the abnormal events, making cause and effect chains, drawing root-cause map, scoping business processes for improvement, and defining process improvement projects. We illustrate how to apply the methodology with some examples for the domestic registered mail delivery process.

More and more medium and small enterprises do business across the world according to generalization of online shopping mall such as eBay and Amazon. But high export and import transportation cost make weak the price competitive power of medium and small enterprises products. Then this paper deals with the development of new business model which can reduce the transportation cost for global logistics through efficiently overcoming the constraints as length, size, and weight of product. We explain this model with application for company which export the automobile parts. We can expect the transportation cost reduction by 50%.