이 글은 남한 동해안에 유입된 북한 생활쓰레기로부터 시작된다. 그동안 북한 쓰레기가 남한에 유입된다는 사실은 해양쓰레기 실태조사 관련 연구 에서 주로 이루어졌다. 환동해권 해양쓰레기 유입 등에 관한 연구에서도 주로 한국과 일본, 극동러시아 등의 유입 현황에 관한 연구는 있지만, 북 한은 논의의 대상에서 제외되었다. 본 연구는 기존의 해양학 관점이 아닌 북한학 관점에서 남한 해안에 유입된 북한 쓰레기 문제를 다루었다. 북한 생활쓰레기 중 상품포장지는 직접적으로 북한 상품 생산 현황과 브랜드 등을 알 수 있으며, 간접적으로는 북한 내 경제 상황과 상품 유통 지역망 등을 알 수 있기 때문이다. 동해안 지역에서 수거한 북한제품 포장지를 살 펴보면 대부분 생산공장은 평양으로 표기되었다. 이를 통해 평양에서 생산 한 제품이 동해안 지역으로 유통됨을 알 수 있다. 또한 동해안 지역은 북 한을 대표하는 대도시인 원산, 청진, 함흥, 라선 등이 있는데, 실제로 상품 포장지에는 이 지역 생산공장이 표기되는 사례도 있었다. 김정은 집권 이 후 매년 국가적 차원에서 국가디자인전시회를 개최할 만큼 산업미술을 강 조하는데, 특히 상품의 고유한 특징을 표현하는 상표도안을 강조한다. 본 연구에서는 동해안 주요 도시에서 생산한 제품을 중심으로 같은 품목이지 만 공장별로 어떻게 상표도안이 다른지 살펴봤다. 북한 쓰레기에 대한 북 한학적 시각과 해양학적 시각의 학제간 연구를 통해 남한에 유입되는 북 한 생활쓰레기에 대한 연구의 폭을 넓혀갈 필요가 있다.

To enumerate Staphylococcus aureus in food, Baird-Parker Agar (BPA) is usually used in the conventional method, However it requires time and space for the preparation and plating, and incubation. Thus, use of the 3MTM PetrifilmTM Staph Express Count Plate (STX Petrifilm) might be appropriate to solve these challenging problems. The purpose of this study was to compare the efficiency of STX Petrifilm with BPA for enumeration of S. aureus in various foods. A mixture of S. aureus strains ATCC29213, ATCC25923, and ATCC13565 was inoculated on marinated pork chop, beef (chuck tender), dried filefish, semi-dried squid, rice cake, and Japchae (stir-fried glass noodles) at 2, 3, 5, and 7 Log CFU/g. S. aureus cell counts were enumerated by spread-plating on STX Petrifilm and BPA after 0 and 24 hours at 4oC (marinated pork chop, beef, semi-dried squid, and stir-fried glass noodles) and 25oC (dried filefish and rice cake). Recovery of STX Petrifilm for S. aureus from various food samples was compared with BPA, and the results showed that there were no significant differences between two selective media in all cases. The results indicated that STX Petrifilm had enough efficiency to recover S. aureus from various foods as well as saving time and space.

Introduction The trade-off between cost leadership strategy and differentiation strategy is of importance and presents a key challenge to exporters because it is intrinsically related to innovation (Gebauer, 2008; O’Cass et al., 2014). Nevertheless, resources are limited, and firms must make choices in their allocation and determine the extent to which they will emphasize one strategy over another (Danneels, 2007; Lant, Milliken, & Batra, 1992). Although the individual roles of product strategies or innovation capabilities on export performance have attracted considerable attention (e.g., Hortinha, Lages, & Lages, 2011; Lages, Silva, & Styles, 2009), few studies have assessed their integrating impact - that is, the difference in the strengths of the relationships between cost leadership or differentiation strategy and innovation. Drawing on resource based view, we examine how innovation capabilities related with the relationship between cost leadership and differentiation strategies and exporters’ performance. Thus, we consider the moderating role of two distinct capabilities - exploratory innovation and exploitative innovation - on the relationships between product strategies and export performance. Exploratory innovation includes activities aimed to enter new product-market domains, while exploitative innovation activities improve existing product-market domains (He & Wong, 2004). The objectives of this study are to explore (1) impacts of cost leadership strategy and differentiation strategy on export performance, (2) moderating effects of exploitative and exploratory innovation capability on the relationship between product strategy and export performance, and (3) these relationships in the context of a comparison of Korean and Japanese exporters. Most empirical research about product strategy and innovation capability has been conducted in Western-based context. This means that managers operating in non-Western business environments have only Western-based empirical evidence to help them develop strategies for managing levels of market orientation in their international businesses. However, non-Western business cultures may be different from those found in Western firms, and therefore generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading. Indeed, it is noted that there is a need for more studies into the transferability of Western research to the Asian business setting (Ambler, Styles, & Xiucun, 1999). Thus, in order to fill this imbalance, the purpose of this study is to attempt to investigate product strategy and innovation capability of Korean and Japanese firms in international markets. Conceptual background Porter (1980) argues that a firm can achieve a higher level of performance over a rival in one of two ways: either it can supply an identical product or service at a lower cost, or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation. A cost leadership strategy is designed to produce goods or services more cheaply than competitors by stressing efficient scale of operation. When a firm designs, produces, and sells a comparable product more efficiently than its competitors as well as its market scope is industry-wide, it means that the firm is carrying out the cost leadership strategy successfully (Campbell-Hunt, 2000). Thus, the primary thing for a firm seeking competitively valuable way by reducing cost is to concentrate on maintaining efficiency through all activities in order to effectively control every expense and find new sources of potential cost reduction (Dess & Davis, 1984). The differentiation strategy provides value to customers with the unique attributes or perceptions of uniqueness, and characteristics of a firm’s product other than cost. The firm pursuing differentiation seeks to be unique in its industry along some dimension that is valued by customers, which means investing in product R&D and marketing (Porter, 1980). Rather than cost reduction, a firm using the differentiation needs to concentrate on investing in and developing such things that are distinguishable and customers will perceive (Gebauer, 2008). Overall, the essential success factor of differentiation in terms of strategy implementation is to develop and maintain innovativeness, creativeness, and organizational learning within a firm (Dess & Davis, 1984; O’Cass et al., 2014; Porter, 1985). A firm’s ability to compete in the long term may lie in its ability to integrate product strategy and its existing capabilities, while at the same time developing fundamentally new ones (Lavie & Rosenkopf, 2006). Simultaneous investments in the exploitation of existing product innovation capabilities and the exploration of new ones may help create a competitive advantage (Soosay & Hyland, 2008). Organizational learning represents the development of knowledge that influences behavioral changes and leads to enhanced performance (Crossan, Lane, & White, 1999; Fiol & Lyles, 1985). Product innovation is a tool for organizational learning and, thus, a primary means of achieving its strategic renewal (Danneels, 2002; Dougherty, 1992; O’Cass et al., 2014). Exploration pertains more to new knowledge - such as the search for new products, ideas, markets, or relationships; experimentation; risk taking; and discovery - while exploitation pertains more to using the existing knowledge and refining what already exists; it includes adaptation, efficiency, and execution (March, 1991). Exploration and exploitation compete for the same resources and efforts in the firm. With a focus on exploring potentially valuable future opportunities, the firm decreases activities linked to improving existing competences (Levinthal & March, 1993; March, 1991). In contrast, with a focus on exploiting existing products and processes, the firm reduces development of new opportunities. However, firms must develop both exploratory and exploitative capabilities because returns from exploration are uncertain, often negative, and attained over the long run, while exploitation generates more positive, proximate, and predictable returns (Levinthal & March, 1993; March, 1991; Özsomer & Gençtürk, 2003). Researchers haveshown that both types of learning are essential to enhancing firm performance (Leonard-Barton, 1992; March, 1991). In this study, we use exploration and exploitation to describe two innovation-related capabilities that are critical elements on the relationship between product strategies and export performance. Hypotheses A firm that successfully pursues a cost leadership strategy emphasizes “aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on” (Porter, 1980: 35). In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. The associated positional advantage is a cost advantage pertaining to the firms’ value offering and is based on the product’s price–perceived value proposition in the export market. On the other hand, a firm that pursues a differentiation strategy may attempt to create a unique image in the minds of customers that its products are superior to those of its competitors (Miller, 1988). Moreover, a firm may pursue a differentiation strategy by creating a perception in the minds of customers that its products possess characteristics that are unique from those of its competitors in terms of differences in design, physical attributes/features, and durability (Gebauer, 2008). Differentiation strategy aims to generate more outwardly focused product innovations that offer customers product differences that shape a distinctive value offering that is more responsive to their needs (Hughes, Martin, Morgan, & Robson, 2010; O’Cass et al., 2014). The associated positional advantage is a product or market differentiation advantage pertaining to the superior brand, quality, design, and product features that differentiate the firms’ value proposition from its competitors in the export market. Firms that position their products in a manner that co-aligns with their “home country competitive advantages” will, on average, tend to perform better than those that do not. The impact of home-country advantages is lessening over time as firms develop firm-specific global core competencies to replace home-country advantages. The corporate climate in Japanese firms is characterized by worker participation and long term employment. These factors not only tend to increase costs, but also may have a positive effect on product quality through better employee motivation and more knowledgeable workers. Japanese firms have the highest labor and taxation costs and a demand base that is more quality than price sensitive. This creates a home-country environment that favors higher quality. Therefore, Japanese firms most easily achieved a strategic fit with their home country business environment by pursuing a differentiation strategy. On the other hand, Korean firms tend to focus innovation on small, incremental improvements in process and product development, exploiting experience effects. Over time, this focus results in higher quality for Korean products and lower costs, thus creating the potential for Korean firms to use a cost leadership strategy. Moreover, Korea’s capital markets (which offer inexpensive capital below short-term market rates), a demand base that is price sensitive, and the Korean corporate culture’s emphasis on low prices all contribute to an environment favoring lower cost and lower price strategy. Hypothesis 1: Cost leadership strategy pursued by Korean firms is positively associated with export performance, compared to Japanese firms. Hypothesis 2: Differentiation strategy pursued by Japanese firms is positively associated with export performance, compared to Korean firms. From the generation of new ideas through to the launch of a new product, exploration and exploitation play a vital role in product innovation (Rothaermel & Deeds, 2004). Organizations can decide to use existing organizational competences to realize short-term results, or create new competences that may foster the development of innovations in the longer term (Atuahene-Gima, 2005). Both types of capabilities are considered to be dynamic in nature (Winter, 2003), given that their purpose is to transform existing resources into new functional competences that provide a better match for the firm's environment (Voss, Sirdeshmukh, & Voss, 2008). Although both exploitative and exploratory capabilities related to cost leadership and differentiation strategies, because of those different roles of capabilities in innovation process, the effects of those innovation capabilities on the relationship between product strategy and export performance might be different. In case of cost leadership strategy, firms focus on using and developing existing capabilities, promoting improvements in existing components and building on existing technological elements (Benner & Tushman, 2003; Rust et al., 2002). Similarly, exploitative innovation is aimed at improving existing product-market domains. The cost leadership strategy creates value through existing competences or competences that have been slightly modified (Voss et al., 2008). It promotes a routine-based and repetitive approach to organizational changes (Rust et al., 2002). Because exploitative innovation builds on existing knowledge and extends existing products and services for existing customers (Soosay & Hyland, 2008), exploitative capabilities helps firms pursuing cost leadership strategy to reap the benefits of improvement they make to their products and to continue making incremental improvements (Brucks, Zeithaml, & Naylor, 2000), which are designed to allow the firm to continue its superior performance (Griffin, 1997). Compared to cost leadership strategy, differentiation strategy is characterized by radical change, risk and experimentation and that allows for the creation of new methods, relationships, and products. Because exploration focuses mainly on trying to create variety, to adapt and hence exploit ever-decreasing windows of opportunity (Soosay & Hyland, 2008), this capability is more beneficial to the kind of product innovativeness to the firm (Augusto & Coelho, 2009). When exporters pursue differentiation strategy for acquiring new knowledge and developing new products and services, exploratory capability helps to engage new insight into the design of new features and benefits of a given product, that product is guaranteed to contain new ideas (Cho & Pucik, 2005; Yalcinkaya et al., 2007). In contrast with exploitation aimed at improving existing product-market domains, explorative innovation requires fundamental changes in the way an organization operates and represents a clear departure from existing practices (Menguc & Auh, 2006). Hypothesis 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Results This study conducted survey data from Korean and Japanese exporters, regarding to product strategy, innovation capability, and export performance. 223 usable questionnaires were obtained in Korea, and 124 usable questionnaires were obtained in Japan. With regard to number of years of international experience, international experience averaged 15 (S.D. = 23.54) for Korean samples and 37.95 (S.D. = 21.90) for Japanese samples. In addition, export intensity by total sales over exporting sales averaged 15 (S.D. = 23.54) for Korean samples and 36.91 (S.D. = 26.15) for Japanese samples. Using survey data from Korean and Japanese exporters, the findings indicate that cost leadership strategy enhance export performance for Korean firms. On the other hand, for Japanese firms, differentiation strategy is more related on export performance positively. Moreover, exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, while exploratory innovation capability enhances the link between differentiation strategy and export performance for both Korean and Japanese firms. Discussion Focusing on product strategy through the application of the RBV has provided theoretical insights as well as empirical evidence as to which capabilities are required to achieve these critical product strategy outcomes. The support from this study provides further evidence of the usefulness of applying the RBV to the export setting and should encourage researchers to examine the other aspects of export strategy. Based on organizational learning perspective, in addition, this study found that exploratory and exploitative innovation capability are essential to the firm because they act as vehicles for renewing product strategy to achieve superior export performance. By considering product strategy with exploration and exploitation simultaneously, we present a new perspective of the roles of these product strategies in the development of firms’ innovation capabilities. Our results indicate that cost leadership and differentiation strategy are pivotal in ensuring a proper balance between exploratory and exploitative innovations. Furthermore, this study found that different effects of product strategies on export performance in line with home country competitive advantages. Understanding the nature of marketing strategies employed by Korean and Japanese firms as well as its different effects may provide a useful reference point for exporters from other emerging countries in Asia. One of the main implications for managers is that both exploratory and exploitative product competences should consider in parallel when developing product strategy. The findings underscore the need for managers to invest in cost leadership and differentiation strategy to ensure the development of exploration and exploitation. Therefore, resource allocation decisions should, consider the firm's needs for innovation capabilities and, on the other hand, be guided by the firm’s product strategy. Exporters operate in highly complex environments, characterized by high levels of technological and market uncertainties and highly diverse and dispersed customers (Kleinschmidt et al., 2007; Mohr & Sarin, 2009). Therefore, in addition to the product strategy toward the development of innovations using state-of-the-art technologies, managers of these firms need a similarly strong focus on understanding both current and potential exporting markets. By acknowledging the need for product strategy, managers can ensure the balanced innovation capabilities.

Patent management activities are considered to play a key role for technology-based firms under the recent knowledge-based economies. This is because intellectual property, including patents, can act as a system for continuous profit generation by protecting firms’ products, processes and services. In Korea, healthcare industry is now regarded as one of the promising next generation industries. Despite the promise of healthcare industry, Korean healthcare product manufacturers are faced with turbulent business changes, such as market opening. Even though there are various industrial studies on the effect of patent management activities on firm outcome, previous studies have hardly paid attention to Korean healthcare product manufacturing firms. For this reason, this study identifies the effect of patent management activities, such as patenting activeness, technical excellence and cooperation degree, on firm outcomes, including financial profitability and firm growth, with respect to the Korean healthcare product manufacturers. In this study, we located 86 Korean healthcare manufacturing firms from KORCHAMBIZ and DART, and then collected the data of their patenting activities and outcomes between 2001 and 2013. By applying factor analysis and regression analysis, our empirical study found that firms’ patenting activeness has the significant positive relationship on firms’ financial profitability, and firms’ patenting activeness and technical excellence have the significant positive relationship on firms’ financial growth. Our study is an initial attempt to identify the effect of patent management activities on firm outcome within Korean healthcare product manufacturing industry, and thus its results can be used as the basis to formulate national policies for Korean healthcare product industry.

This study was to examine the service and the product evaluation factors of Korean internet fashion shopping malls and to suggest marketing implications for Korean internet fashion shopping malls wanting to expand into the Chinese market. This study conducted a questionnaire survey for college female students in Qingdao, China, who have shopped at Korean internet shopping malls, and 310 surveys were used in the final analysis, frequency analysis, factorial analysis, and regression analysis. The results of the study were as follows. First, Most of the respondents answered that they found the Korean internet fashion shopping malls through the internet, and the most purchased item was outer clothing. Second, the system stability and web site structure excellence factors had a positive influence on the service satisfaction for the shopping mall 'S', while the system satisfaction, service efficiency, interactivity and web site structure excellence factors had positive influences on service satisfaction for the shopping mall 'P', and the system satisfaction, service efficiency, interactivity factors had positive influences on service satisfaction for the shopping mall 'N'. Third, examining the correlation between product satisfaction for the shopping mall 'S', 'P', and 'N' with fashion product evaluation factors showed that, design factors and quality excellence factors of the three shopping malls had positive influences on product satisfaction. The results of this research provide useful information in forming an efficient operating system and improving marketing strategies for internet fashion shopping malls planning to enter or having already entered the Chinese market.

한우 송아지의 생후 환경스트레스에 대한 면역반응성 및 신바이오틱제제의 급여효과를 구명하기 위해서 출생 후부터 각 처리구별로 5두씩 배치하여 총10두(2처리×5두)를 대상으로 대조구(신바이오틱제제미투여)와 처리구(신바이오틱제제 투여구)로 배치하여 총 65일간(포유기간) 시험하였다. 송아지 체중은 대조구(21.4±2.51 kg - 57.0±12.83 kg)에 비해 신바이오틱제제 급여 처리구(22.0±2.12 kg - 53.2±4.32 kg) 개체간의 체중의 편차를 줄이는 역할을 하는 것으로 나타났다. Nitric oxide는 신바이오틱제제 처리구(12.52 μM/L-39.72 μM/L)가 대조구(19.68 μM/L-64.80uM/L)보다는 낮았으며, 코티졸 농도는 한우 송아지 신바이오틱제제 처리구에서 7일령, 45일령, 그리고 65일령에서 유의적으로 감소하였고(P<0.05), 혈중 Glutathione는 65일령에서 유의적으로 증가하였다(P<0.05). SOD의 농도는 신바이오틱제제 처리구의 28일령과 65일령에서 유의적으로 감소하였고(P<0.05), H2O2의 농도는 신바이오틱제제 처리구 45일령과 65일령에서 유의적으로 감소하였다(P<0.05). Interlukin-1β 농도는 대조구에서 28일령(43.26±4.40 pg/mL)과 처리구 21일령(24.68±3.20 pg/mL)에 가장 높았으며, 14일령, 28일령, 65일령의 신바이오틱제제 처리구에서는 유의적으로 낮았다. IL-2 농도는 대조구 28일령 (218±16.94 pg/mL)과 신바이오틱제제 처리구 7일령(174.60±11.60 pg/m)에서 각각 가장 높았고, 21일령 이후 처리구에서 유의적으로 감소하였다. IL-6 농도 또한 대조구 28일령(403.20±48.19 pg/mL)과, 신바이오틱제제 처리구 65일령( 238.20±15.63 pg/mL)에서 가장 높았으며, 21일령 이후 신바이오틱제제 처리구에서 유의적으로 낮았다. PGE2 농도는 대조구 45일령(3660±463.25 pg/mL)과 신바이오틱제제 처리구 45일령(1070±141.92 pg/mL)에서 각각 가장 높았으며, 14일령 이후 신바이오틱 제제 처리구에서 유의적으로 낮았다. 앞의 결과를 종합해보면, 신바이오틱제제의 경구투여로 생체내의 싸이토카인의 체내 균형조절 및 면역 염증반응을 억제하는 데 관여하는 것으로 보인다. 그리고 신바이오틱제제의 급여로 분만 직후 한우 송아지의 체내의 변화가 체외의 변화로 이어져 가축의 성장촉진 및 열악한 주변환경 극복 등에 보다 더 확실한 효과를 기대하기 위해서는 신바이오틱제제의 급여기간을 늘릴 필요가 있을 것으로 사료된다.

This research investigated the relationship among Korean Wave Cultural Contents consumption of Korean food, Korean products, and Learning of the Korean language. The survey targeted non-Koreans who were either interested in or experienced Korean Wave Cultural Contents. Exactly 61.3% of subjects had traveled to Korea. The most common method of experiencing the Korean Wave was via the Internet (57.7%), followed by TV (21.1%) and Mobile (7.7%). The most popular Korean Wave Contents were K-pop (35.2%) and TV Dramas (31.0%). Movies were preferred in the Americas (3.63±0.83) and Asia (3.63±1.09), whereas K-pop was preferred in Asia (3.68±1.12) and games preferred in Europe (2.50±1.56). Regarding Korean food, most participants had tasted Kimchi (81.7%), followed by Bulgogi (74.6%), Bibimbap (66.9%), and Galbi (66.2%). According to the country-by-country survey, in the case of Galbi (p<0.05), Bibimbap (p<0.05), and Bulgogi (p<0.05), Asians had more experiences with Korean food compared to those from other regions. Meanwhile, in the case of satisfaction of Korean food, Bulgogi (4.22±1.05) was ranked highest, whereas Kimchi (3.85±1.15) was ranked lowest. According to the region-by-region survey, those from Oceania and other regions preferred Kimchi (4.25±0.71) and Bulgogi (4.50±4.50) while the Americas preferred Galbi (4.82±0.39) and Bibimbap (4.54±0.81). Bulgogi (2.76±0.06) was highly ranked as a representative Korean Food while Kimchi (2.44±0.71) was ranked the lowest. This research explained that among Korean Wave Cultural Contents, movies and music positively influenced on the ‘Image of Korea’, movies and K-pop effected ‘Purchasing intention of Korean products’, and TV Dramas, movies, and K-pop effected ‘Purchasing intention of Korean Food’.

The pattern cases for Korean traditional socks are named “beoseonbongip” which means a pouch to keep patterns for making “beoseon”. “Beoseon” is Korean traditional socks. This study is to identify characteristics of the pattern cases and to develop cultural products based on the unique characteristics of the pattern cases. One hundred fifty one photos of “beosonbongip” were collected and quantitatively and qualitatively analyzed. Seventy percent of them were made between Joseon Dynasty and 1960s. As a result, most of the collected pattern cases are rectangular and square shapes, red color, and silk fabrics, and sizes of them are from 9cm to 15cm. A few pattern cases with different sizes and colors were also observed. Most pattern cases were made by fixing two among four triangle pieces which made by folding four tips of a rectangular or square cloth and then puting a not or a loop on the remaining triangle pieces in order to open and close the pattern cases. In a small number of the pattern cases, three of the four pieces were fixed and a button, a bead, a broach, or two nots or two loops were put on the other piece for opening and closing. Products such as apparels, bags, pouches, frames, and key holders were made using “beoseonbongip” form and construction method. This shows that “beoseonbongip” is a useful motive for creative product development.

본 연구는 산림기반형 한방치유 관광상품에 대한 수요자 욕구와 선호를 파악하여 향후 보다 표적화되고 차별화된 산림치유 관련 정책 수립과 한방치유 관련 프로그램의 개발을 위한 기초자료 제공을 목적으로 실시되었다. 서울에 거주하는 30대 이상 성인남녀 400명을 조사대상으로 성과 연령별, 거주지역별로 비례할당 표본추출법을 사용, 인터넷조사(CAWI)를 실시하여 총 317부가 최종 분석에 이용되었다. 산림기반형 한방치유 관광상품에 대한 이미지는 '산림욕, 숲속 걷기, 나무'가 다수(61.5%)를 차지했고, 선호 의견과 이용 의향은 각각 72.9%와 67.5%로 긍정적인 경향이 높았다. 단지 조성에 적합한 지역으로는 수도권이 53.6%, 강원도가 38.8%로 나타났다. 이용목적은 '스트레스 해소와 재충전', '산림휴양활동', '건강 유지 및 체력 증진'의 순이었다. 선호 치유요법은 '트래킹, 산책 등 걷기요법'이 가장 많았으며 '피트니스, 기체조 등 운동요법'이 그 뒤를 이었다. 상품선택 시 주요 고려 요인은 '이용 비용의 적정성', '음식과 이용 식자재의 적절성', '의료진 및 직원들의 친절성' 등으로 나타났으나 이용편의성과 의료서비스의 질, 관광활동 관련 요인 등 전 요인에 걸쳐 높은 점수를 기록하여 상품에 대한 수요자의 높은 기대수준을 보여주고 있다. 또한 인구통계학적 세분시장 별로 이용관련 요인들에 대한 선호에 차이점을 보이고 있어 관련 상품의 기획과 운영 시 차별화 되고 세분화된 수요자 욕구를 반영하는 것이 필요할 것으로 보인다. 그러나 본 연구는 상이한 수요자 선호를 파악함에 있어 인구통계학적 세분 시장만을 규명함으로써 가장 기초적인 단계에 머무른 한계점을 지니고 있어 후속연구에서는 다차원적이고 복합적인 수요자 욕구에 대한 보다 정교화된 규명이 요망된다.

본 실험은 농산부산물인 감껍질, 맥강, 발효미강 및 활성탄을 혼합하여 만든 첨가 사료가 거세 한우의 질병, 성장 및 도체특성에 미치는 영향을 규명하고자 시험한 결과, 송아지 설사는 무처리구(Control)가 가장 발병율이 높았던 반면 첨가량이 가장 높은 T3구(5% 첨가구)가 가장 낮은 발병율을 보였다. 호흡기 질병 발병율은 3% 첨가구(T2)에 가장 낮게 나타났으며, 호흡기와 설사 동시 발생율은 Control구가 가장 높게 나타났다. 일당 증체량은 T

제품 적응화 전략은 수출시장에서 제품을 현지 적응화하는 측면에서 대단히 중요하다. 이것이 성공하기 위해서는 현지에 맞도록 수정된 제품이 그에 따른 보다 높은 비용을 상쇄하고 수익을 확보할 수 있도록 고객에게 충분히 가치를 부여해야만 한다. 본 연구에서는 제품적응화 과정의 분석틀을 개발하여 이를 한미양국의 수출기업 임직원들에게 설문을 통하여 조사하였다. 본고에서는 양국 기업의 두 표본 집단에 대하여 제품적응화와 수출시장성과 사이의 실증적인 연결고리가 일관성이 있는지를 분석하였다.

The cholesterol-lowering effect of a fermented milk was studied for long-term period (56 weeks) in 206 Korean adults (106 normal cholesterol group and 100 hypercholestrol group). 300 ml of the fermented milk was taken daily to all subjects for 10 weeks. 24 subjects drinking the fermented milk for 56 weeks and 42 subjects no-drinking for 40 weeks and then redrinking from 50 th week for 6 weeks were followed up. Paired t-test, Duncan's multiple range test, and GLM repeated measure were used for statistical analysis. The level of total blood cholesterol and LDL after drinking the fermented milk for 10 weeks were decreased significantly in both group and affected by total cholesterol level at baseline, BMI, smoking, and drinking. There is no significant change in triglyceride, HDL, and LDL/HDL ratio by drinking the fermented milk. The fermented milk intake for long-term period (56 weeks) did not show any more effect after 10 week on the level of TC, TG, HDL, LDL.

현재 한류는 다양한 분야와 새로운 성장산업으로 변화를 맞이하고 있다. 따라서 본 연구의 목적은 새로운 문화콘텐츠가 필요한 시대에 대응하여 잠재적가치가 높은 K-Beauty사업과 한류의 상징인 K-Pop을 활용하여 심층 한류팬을 위한 제품을 개발이다. 본 연구의 방법 및 내용으로는 첫째, 문헌조사를 통해 한류 콘텐츠 현황과 K-Beauty사업 중 향기제품시장의 발 전가능성을 분석하고 심층 한류팬을 위한 제품에 대해 조사를 하였다. 둘째, 문헌 조사를 통해 디자인 기획에서는 디자인 방향 및 목적, 디자인 개발 내용을 설정하였다. 마지막으로 3D 시뮬레이션, 전문가 평가를 통해 최종 디자인을 개발하였다. 본 연구의 내용과 결론은 다음과 같다. 첫째, 한류 콘텐츠에 대한 관심과 소비가 증가하고 있으므로 이를 더욱 강화할 수 있는 지속적인 콘텐츠가 필요하였다. 둘째, 급성장중인 K-Beauty사업과 K-Pop시장을 융합하여 새로운 경쟁력 있는 브랜 드를 구축하기 위해 한류스타의 심층 한류팬을 위한 제품 디자인의 방향 및 목표를 제시하였다. 셋째, 한류스타와 팬이 교감할 수 있는 응원봉 제품개발을 통해 새로운 문화적 경험을 체험할 수 있고 한류 문화의 다양성을 제공하고자 하였다. 본 연구는 콘텐츠간의 융합을 통하여 새로운 산업의 경쟁력을 높이고 한류문화의 다양성을 경험 할 수 있는 제품개발의 사례가 될 수 있으리라 본다.

Background : Two major forest medicinal resources, Korean angelica (Angelica gigas Nakai) and Cnidii rhizoma (Cnidium officnale Makino) were used as medicinal herbs for long times and in these day consumed as cosmetic materials. For keep pace with a mass demand and supply, pesticides were should be sprayed for control of pests and plant diseases. However, the social concerns on well-balanced life, pesticides safety, and continuous and stable production of clean non-timber products were increased with the times. Therefore, environmental-friendly cultivation was increased before decade. This study performed for selection of effective control agents to hyphal growth of leaf spot and anthracnose in two medicinal resources. Methods and Results : The antifungal effects of eugneol, pine needle E.O, and 7 natural product extracts (Sophora root, green tea, neem, eucalyptus, grapefruit seed, derris, and 36% rosin) were evaluated against two plant pathogens (Phoma sp., and Colletotrichum gloeosporioides). After re-loading of each 20 ㎕ natural product extracts to the PDA plate which loaded two spore dilution (106 spores/㎖) 100 ㎕, the hyphal growth control effects to pathogens were confirmed. Among 9 control agents, eugenol and pine needle E.O were the most effective, and then Sophora root, green tea, and neem. However, 4 agents (eucalyptus, 36% rosin, grapefruit seed, and derris) were not effective. Conclusion : It confirmed that possibility as a control agents of eugenol and pine needle E.O to leaf spot (Phoma sp.) of Korean angelica and anthracnose (Colletotrichum gloeosporioides) of Cnidii rhizoma, respectively. We will be developed as commercial products safe in the forest lands