Assertions in current academic research and practical discourse that promote agility reduce the importance or prominence given to organizational strategic planning. While firms today are required to become agile and thus quickly and timely respond to emerging market challenges, the strategic planning process is perceived as rigid, slow, and somehow obsolete and may contradict agility. These present practitioners with a dilemma regarding the relevance of planning in this era. This study examines the pertinence of strategy planning in this agile age and its effect on firms’ business performance. In addition, since the environment in which firms operate play a significant role in determining strategies, when maintaining strategic planning, organizations need to consider internal and external factors that may change the effect of planning on performance. Hence, the study also explores market scanning (an external condition) and fault tolerance climate (an internal condition) under which the relationship planning-performance varies. Based on a quantitative research, data from organizations, and insights from fit-as-moderation approach, a conceptual model and research hypotheses are designed and tested. Common and acceptable analysis methods were employed to test the hypotheses. Initial findings indicate that strategy planning should not be deemphasized in contemporary days since it is associated with better financial (e.g., sales growth) and nonfinancial (e.g., new customer acquirement) outcomes. Additionally, performance consequences of planning are dependent on firm external and internal conditions. While the positive planning-performance relationship is associated with higher levels of market sensing, it is negatively associated with higher levels of fault tolerance. The findings have well-timed theoretical and practical implications for the business and strategy literature. Managers considering the necessity of planning strategies should recognize its relevance and take into account contingencies examined in this research.

The following is not a conversation with a bank clerk. " Instead, let me introduce you to customized credit loans," "Do you want me to connect you to the screen of using COVID-19 support funds and checking balance?" These are the contents of consultations with AI chatbots at financial institutions. Chatbot, which used to be an additional tool for adding convenience to life, is now at the center of our lives.

Emerging markets are experiencing immense institutional transformations, which present substantial opportunities and challenges for entrepreneurial firms attempting to grow their businesses. The main challenges arise from the fact that emerging markets are less productive, and uncertainty and risk are high due to less transparency. Consequently, dissimilar to their counterparts in developed markets, entrepreneurial firms in developing economies are characterised by limited internationalisation knowledge and process, which are pivotal for developing export marketing strategy effectively.

The purpose of this study is to identify the impact of the performance-linked marketing of food companies on the satisfaction and willingness of the companies that purchase products. To achieve the purpose of this study, a survey was conducted on consumers who were using domestic coffee franchises. A total of 300 questionnaires were distributed, and only 291 were finally used for analysis, except for eight ones that were not sincere or valid. Performance-linked marketing consisted of promotional factors, support factors, production factors, and mouth-to-mouth factors, and the purchasing company’s satisfaction and willingness to purchase products consisted of a single factor. A linear regression analysis was performed using SPSS version 20.0 to verify the hypothesis. The research results show that (1) marketing linked to the performance by coffee shops has a significant impact on consumers’ willingness to purchase. (2) The marketing performance for coffee shops has a significant positive impact on the satisfaction of the purchasing company. (3) The consumer’s intention to purchase has a significant positive effect on the purchaser’s satisfaction. These findings confirm the importance of concert-linked marketing in the differentiated marketing by restaurant businesses.

Over the last several years, the growing accessibility of VR has shifted its application from military and aviation to education as it provides the capability to create immersive learning experiences (Buń et al., 2017). However, VR simulations have mostly been used in the educational curriculum of “hard sciences” or the STEM disciplines (for a review, see Merchant et al., 2014). Most notable educational applications of VR have been used in medicine and science (e.g., Arora et al., 2014; Lindgren et al., 2016). This study develops and tests a VR marketing simulation designed for a second-year marketing unit at an Australian university. Within their respective tutorials, 150 students will experience the simulations and tutorial presentation on a pre-assigned topic in their marketing curriculum. A within-subject experimental design will be adopted to examine the feasibility of the simulation, which is measured by : (1) immersion; (2) e-learning enjoyment; (3) learning self-efficacy; (4) learning attitude; (5) intention to use; (6) student engagement; and (7) knowledge-based learning performance.

Introduction This research was conducted in order to examine the influence of corporate innovation such as product innovation and profit model innovation towards sustainable competitive advantage and marketing performance. In B2B, the two biggest concerns of a manufacturing company are to provide products suitable for customer's business and to secure profitability of company business. Especially in an age when customer needs are diverse, companies need a lot of investment and effort to differentiate their products. Even though it is doubtful whether products that achieve such differentiation can achieve successful business results. Unless it is a monopoly, there are limitations in satisfying individualized and customized market trends and diverse customer needs with the technology and product competitiveness of companies alone. Therefore, corporate innovation requires a comprehensive approach in terms of product innovation and business model innovation. And product innovation and continuous profit model innovation for improving the company's profit is a very important factor. In order to achieve these two core values, the company conducts efficient operations internally to continuously develop products that meet customer needs and to conduct close customer relationship management to maintain a firm brand position in the market. Therefore, this study is designed to investigate how the innovation efforts of companies in B2B affect the sustainable competitive advantage development and market performance. Unlike previous researches on corporate innovation which included product innovation, this study included profit model innovation as corporate innovation to investigate the effects of profit model innovation on the actual marketing performance of firms. In addition, it is distinguished from the existing customer-oriented competitive advantage study (Porter, 1985) by studying the effects of sustainable competitive advantage on market performance by defining and applying sustainable competitive advantage variables from the perspective of internal marketing efforts. Theoretical Development Firms' needs and efforts for technological innovation and product innovation are very important for sustainable growth through securing economic benefits of firms (Hauser et al., 2006, Dave et al., 2013). In order to achieve competitive advantage (low cost, product differentiation), companies pursued technological innovation and product innovation through R & D investment. However, in terms of providing a total solution that satisfies the needs of various customers in the global competitive environment and improving the profitability of the company, it is difficult to explain the innovation area of the company only by technological innovation and product innovation. Therefore, in this study, it defines the corporate innovation including the business model innovation such as profit model from the perspective of the system operation to the innovation area of the company according to the claim that the business model mediates the firm and business performance (Markides, 2006; Baden -Fuller & Haefliger, 2013). And using sustainable competitive advantage in terms of product leadership, operational excellence, and customer intimacy, this study analyzes the effects of these firm innovations on the sustainable competitive advantage and business performance. Corporate innovation is broadly categorized into three categories: process innovation, product innovation, and operational management innovation (Lee et al., 2013). And the Oslo manual classifies them as product innovation, process innovation, marketing innovation, and organizational innovation (OECD, 2005). In the past, where product-centered markets and external competition were stable, changes in product technology made business models largely changeable, so corporate innovation could be described as technological innovation and product innovation. However, the development of advanced technologies such as information and communication technology (ICT) requires that the field of corporate innovation activities be analyzed from a new business model perspective. This is because existing product innovation, process innovation, marketing innovation, and organizational innovation are insufficient to explain the birth and change of new business types occurring in the same industry. In addition, we can find examples of business model innovation as a type of corporate innovation in existing studies (Christensen, 1997; Christensen and Raynor, 2003; Markides, 2006; Taylor et al., 2012). Therefore, this study reflects these changes and includes business model innovation such as profit model as a type of corporate innovation. In addition, Porter (1985)'s traditional competitive strategy (low cost, product differentiation) has limitations in evaluating the impact of corporate innovation and analyzing its relationship with business performance. In order to compensate for this, we introduce three main variables: product leadership, operational excellence, and customer intimacy, which can segment the value domain of sustainable competitive advantage and measure strategic performance capability, as a sustainable competitive advantage (Treacy and Wiersema, 1995). Research Design In previous researches, it has focused on technological innovation and product innovation to achieve the competitive advantage of product for better business performance in competitive market. However, these studies do not adequately suggest corporate innovation direction for corporate’s sustainable growth in complex and evolving business environment. Therefore, this study redefines the domain of corporate innovation and sustainable competitive advantage and then analyzes the effect of corporate innovation and sustainable competitive advantage on business performance. The hypothesis to be analyzed through the research model is as follows: H1. Product innovation has a positive impact on sustainable competitive advantage. H2. Profit model innovation in Business model has a positive impact on sustainable competitive advantage. H3. Sustainable competitive advantage has a positive impact on marketing performance. H4. Product innovation has a positive impact on marketing performance. H5. Profit model innovation in Business model has a positive impact on marketing performance. <Figure 1 research model> To analyze this hypothesis, it surveyed 300 machinery manufacturing companies producing intermediate goods in Korea through questionnaires with 5 point Likert scale. And the results were analyzed using SPSS (ver. 24.0) and AMOS (ver. 24.0). Result and Conclusion The findings show that profit model innovation of business model has a positive effect on the sustainable competitive advantage. However, product innovation has only a positive effect on product leadership of sustainable competitive advantage. And the sustainable competitive advantage has had a positive impact on market performance. Profit model innovation of business model also has an impact on market performance but product innovation has not a positive effect on market performance. It is meaningful that the company has confirmed the importance of the profit model innovation as well as the existing product innovation as the corporate innovation direction to pursue continuously. A practical implication of this study is that rapid technological advances, market changes, and globalization, as Bashir and Verma (2017) argue, should change profit model of a business model in order to maintain a sustainable competitive advantage in B2B of manufacturing industry. In order to maintain a sustainable competitive advantage, business model innovation with a clear profit model is highly needed as a new management strategy for the future. The theoretical implication of this study is that the existing studies on corporate innovation are focused on technology innovation, and the effect of product innovation on business performance is relatively small. In particular, empirical studies on the effect of business profit model innovation on marketing performance were not enough. Therefore, it can be said that the fact that product innovation and business profit model innovation have an influence on market performance expands empirical research.

This research paper examines the role of adaptive capability and absorptive capability in the development of digital marketing capability that, in turn, influences the firm performance. The results reveal that both adaptive and absorptive capabilities have a positive influence on digital marketing capability that positively contributes to customer relationship, new product and financial performance of the firm. The adoption of new digital technologies such as smart products, the Internet of Things (IoT), Artificial Intelligence, and machine learning will change markets, competitive landscapes, business models and consumer behaviors, new thinking about marketing capabilities becoming critical to succeed in today complex environment (Day, 2011; Kannan & Li, 2017). To remain competitive and survive, organizations have to develop new marketing capabilities to harness the potential of these technologies in supporting marketing functions and processes (Trainor, Rapp, Beitelspacher & Schillewaert, 2011). Despite the rapid diffusion of digital technologies in business practice, only few previous researches was focused on theoretical and empirical aspects of marketing capabilities needed in digital-empowered environment. To fill this knowledge gap, we develop the digital marketing capability construct, and explore its antecedents and consequences on performance.

This paper utilized the dual coding theory (Yang, Hlee, Lee, & Koo, 2017) and theory of latent state–trait (LST) (Steyer, Schmitt and Eid, 1999) to the application of consumer impulse purchasing behaviors and further revealed that the number of reaching can thus be identified as a trigger for impulse buying on social media. Three inputs (number of color, text length, number of photo) and three outputs (number of likes; number of comments, and shares; and number of clicks on post) are used to develop this marketing message performance assessment model in the social medial based on the literature and expert opinions through data envelopment analysis (DEA). The disaggregate efficiencies are also assessed in order to improve the individual input resource performance in a total-factor framework. Resource-saving target ratios (RSTR) for 60 marketing message in a five-star hotel chain. The empirical findings indicate that the average total-factor text length efficiency (TFTLE) is worse than the total-factor photo efficiency (TFPE) in the Facebook platform in the five-star hotel chain. This result suggests that photo message is more attractive for viewer than the text message. Managerial discussion and the future studies are discussed.

While market orientation is long evident to be a key contributor to firm performance (Narver & Slater, 1990; Jaworski & Kohli, 1993), firms now increasingly find that proactive market orientation (Narver, Slater & Maclachlan, 2004) may be more appropriate for the rapidly changing market. Not only can it contribute to new product development success, it is proposed that it can enhance the ability to market which is labeled marketing exploration (Kyriakopoulos & Moorman, 2004). In this study, we posited proactive market orientation together with the original market orientation named here responsive market orientation as essential to developing a firm’s marketing exploration capability. As marketing competences reside in the everyday routines and practice related to the marketing function, marketing exploration enables one to update the ability to perform various marketing tasks which is essential capability of the firm to get ahead of the competition. Entrepreneurial orientation is also introduced as a mediating factor between the above relationships with the argument that such posture is related to a firm’s propensity to innovate, take risk and be proactive (Lumpkin & Dess, 1996) which is related to a proactive market orientation. A survey was carried out in China and results show that proactive market orientation is positively related to marketing exploration while responsive market orientation has positive impact on marketing exploration only through entrepreneurial orientation. Marketing exploration in turn positively impact firm performance. Results of this study contribute theoretically in revitalizing the market orientation literature which has been research for almost three decades. While leading customers with a proactive market orientation is getting more salient in this rapidly changing market environment, the original market orientation cannot be ignored. Both orientations are essential to enhance firms’ ability to renew their marketing skills and routines. This is definitely more important than just coming up with new products/services as it enables firms to update its marketing knowledge and skills so is crucial to long term performance.

The advanced information technology leads to network age, making existing competitive advantages such as differentiation and cost leadership powerless in B2B context. The competitiveness of individual firm plays a significant role in enhancing the competitive advantage of a business network that a firm belongs to. The competitiveness of a business network depends on value co-creation, the interaction among firms in a network. Value co-creation has desirable and risky aspects. The increases in profits, brand reputation, and time and cost efficiency, client and supplier learning, etc. are positive aspects. But role conflicts, role ambiguity, and tension, etc. are negative outcomes. How can the industrial firm succeed in value co-creation with its partners in B2B context? The study focuses on the firm’s strategic marketing orientations as an antecedent of value co-creation. Strategic marketing orientations as the values and beliefs of the firm affect the collaboration with other firms during value co-creation. Previous literature assumes that a firm pursues one single strategic orientation. However, the study assumes that an industrial firm has entrepreneurial orientation, market orientation, long-term orientation, and relationship orientation. The study mostly focused on the relationships among those strategic marketing orientations. Based on these inter-relationships, the study proposed a set of value co-creation activity criteria such as information seeking, information sharing, personal interaction, responsible behavior, feedback, helping, advocacy, tolerance. Value co-creation has been evaluated by relationship performance such as trust and commitment. The study examined the relationships between strategic marketing orientations and value co-creation. Data was collected from 159 Korean manufacturers in B2B context and analyzed through structural equation modeling. The study provides evidence that entrepreneurial orientation affects market orientation positively and market orientation has positive effects on long-term orientation and relationship orientation, and long-term orientation and relationship orientation influence value co-creation directly. Value co-creation has a positive effect on relationship performance. The results of the study provide valuable implications to the mangers of industrial firms in B2B context. To succeed the value co-creation, the firm first has to look at the difference between strategic marketing orientations that the value co-creation partners pursue. In terms of selecting value co-creation partner, industrial firm with long-term orientation and relationship orientation will be more effective. Six activities of interactions during value co-creation play an important role in enhancing trust and commitment. The study contributes to the value co-creation literature by identifying strategic marketing orientations as independent variable influencing the value co-creation in B2B context. The study has several limitations that call for future research.

This preliminary qualitative research investigates how stylistic innovation affects sales performance of small arts and crafts firms in business-to-business and business-to-consumer markets in Taiwan. Specifically this research examines entrepreneurial cognitive complexity, which is the cognitive structure of an entrepreneur on his or her social world, and its interplay with stylistic innovation, particularly the changes of design in appearance or symbolic meaning of products, and strategic decisions of five Taiwanese small arts and crafts firms. Applying cognitive mapping to determine the cognitive contents, structures and also their relations of the entrepreneurs in making decision related to stylistic innovation, this research examines how owners of small Taiwanese arts and crafts firms specifically seek, interpret and internalize information and knowledge on style and design in the new product development and innovation processes. Research results show that the domain specific cognitive complexity of the entrepreneur influences the selection of relevant and appropriate dimensions in stylistic innovation. Entrepreneurs’ strategic decision to target at the business-to-consumer (customer-oriented or designer-driven) or business-to-business (mainly designer-driven) markets and also the buyer-seller relationship will affect the seeking, interpretation and internalization of information and knowledge in the process of stylistic innovation. Respondents targeting at business-to-business markets tend to have a higher level of cognitive complexity, compared with those targeting at business-to-consumer markets. Research results tend to suggest that the higher level of cognitive complexity, the greater the sales turnover. Future research should determine the relationship between cognitive complexity and marketing performance.

Changes in marketing environment have made it feasible for functions and roles of marketing subjects who participated in marketing routes to be changed. However, there has not been a study to prove it or to deal with newly required functions. Hereupon, this study has specifically investigated and analyzed marketing functions and performance on marketing associates for seafood in Busan in order to identify how marketing functions influenced on marketing performance. Marketing function might differently influence on the performance depending on the difference of business type. Results of verifying the hypothesis are as follows. As for variables that influenced on wholesaler groups, marketing, product development+investment, information-sharing, and trade functions turned out to be influential. Among wholesaler groups, marketing, sorting, collection, market frontier+product development, integral distribution, information-sharing, and finance functions turned out to be influential. In addition to these basic results, another difference industries, restrictive range of activities, the differences in handling goods, such as by correspondence of the results to changes in the distribution environment, from the results of the present study it is possible to guess.

The main purpose of the research is to examine how to evaluate good governance, capacity-building, marketing communication strategy, performance measures based on the empirical results. Related literature is reviewed for building the indicator of the research construct. The paper examines the global platform for interface marketing and management for the city context. Governance dimensions include antitrust, liability, consumer protection and intellections. Capability consists of transportation, manufacturing and communication facilities. Performance measures include economic performance and welfare indicators. The research employs the mail survey and interview research methods to collect data from 172 government officers. Good governance, capacity-building strategy, marketing communication strategy, performance measures were reviewed and provided an adequate model for improving policy performance. A city owns good governance and capacity-building, this can attract more business investment for maintaining unique characteristics and competitive advantages. A set of city marketing activities could be an effective policy instrument to achieve the goal of sustainability development and better performance for communicating city citizens. The research also applies the case study and questionnaire survey for examining the research issues empirically. Tainan and Kaohsiung City in Taiwan were selected for research subject for building the measurement indicators. The study tests the predictions of relationships by using mail survey data from chain store and franchise firms and employ structural equation modeling (SEM) and fuzzy set qualitative comparative analysis (fsQCA) to analyze the research questions. Results show that governance, capacity-building, citizen communication strategies are key factors in reinforcing cities performance. This research suggests the authority governance and capacity-building systems regularly. Meanwhile, the main issue is how to implement good governance, capacity-building, citizen communication strategy toward sustainability development and performance. This research suggests policy assessment, policy recommendation, policy alternatives and city marketing implications in the future. The study ends with a discussion of theoretical and managerial implications.

A conceptual paper is developed in regards to the influences of institutional research, word-of-mouth (via internal students and faculties), quality signaling (to external prospect students and stakeholders as potential customers), and customer relationship management, on student recruitment performance as a special form of customer decision. Grounded on the marketing communication perspective, we propose that the student recruitment performance is largely affected by word-of-mouth, quality signaling, and customer relationship management as strategic marketing communications, which are facilitated by institutional research. Institutional research is interpreted as a strategic marketing tool that can help identify, communicate, and visualize the strengths of a university. The conceptual model contributes to the search for marketing mechanisms through which institutional research can generate impact to external stakeholders. Formal propositions and their implications for future, larger-scaled surveys were discussed. From a non-profit organization’s marketing perspective, higher education institutions (HEIs) promote itself by actively communicating the strengths, features, unique positions, and so forth, to its internal and external “customers,” including existing and prospect students and parents, the surrounding community, and governmental units (Kotler, 1982; Licata & Frankwick, 1996). For example, the decision making of that a prospect student in determining if s/he is attending a college can be treated as a cognitive psychological process involving the interaction between a college’s quality signaling and a customer’s evaluation of that signaled quality. Put differently, the “customer decisions” of whether accepting services sold from an university can depend on the result of university-stakeholders communications. With the extant progress in educational theory and practices by adopting a marketing perspective, there are significant unresolved issues in research and practices that warrant more systematic investigation. Knowing the importance of marketing communication, for example, what is the foundation for universities to communicate with internal and external stakeholders? Through what mechanisms and occasions can universities communicate with and signal to stakeholders? To respond to such gaps in the literature, WE propose that institutional research of a university (Knight et al., 1997; Jedamus & Peterson, 1980) plays a role of strategic communication in facilitating internal and external stakeholder communication, engagement, and cognition building. Overall, the propositions include the following. Proposition 1. Institutional research outcomes (i.e., created knowledge) generates significant impacts on students recruitment performance Proposition 2. The impacts of institutional research on student recruitment performance is mediated by strategic marketing mechanisms, including quality signaling, word-of-mouth, and customer relationship management Proposition 3. Quality signaling, word-of-mouth, and customer relationship management intervene interactively on the effects of institutional research on student recruitment

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

To invigorate and develop marketing strategies in public performance, this thesis reviewed the literatures such as papers, academic materials and internet information on marketing in public performance. We performed surveys for specialists and non-specialists of public performance from on-line or off-line for questionnaire which is classified as demographic characteristics, tendency for seeing public performance and for knowledge of NFC and LBS, and analyzed the questionnaires for knowing the effects of NFC and LBS marketing in public performance. This thesis revealed generally a higher level of satisfaction with NFC than LBS, especially for specialists as compared with non-specilists. The reason of a lower level of satisfaction with LBS than NFC is that LBS technique has privacy problem about personal information by exposing the user location information. The reason of a lower level of satisfaction with NFC to non-specialists is that there are insufficiency of promotion for NFC technique and contents utilizing NFC. A total average score for a level of satisfaction of NFC and LBS service was revealed high as more than 3.50 out of 5.00. Through this thesis we suggest the public performance marketing strategies.

지난 20년 동안 국제화와 기업성과 간의 관계연구는 국제경영과 기업전략분야에서 많이 이루어져왔다. 하지만 대부분의 선행연구들은 선진국의 제조업에 종사하는 다국적기업들을 대상으로 이루어졌으며, 국제화와 기업성과 간의 관계를 규명하는데 집중이 되어 왔다. 본 연구에서는 서비스 산업을 주목하여 서비스 기업의 국제화와 기업성과 간의 관계를 규명하고 더 나아가 서비스 기업의 내부역량이 국제화가 낮은 단계에서 국제화 수준과 성과와 의 부(-)의 관계를 어떻게 조절하는지에 대해 살펴보았다. 300개의 서비스 기업을 대상으로 2000년부터 2012년까지의 해외매출비중을 이용하여 기업의 국제화와 기업성과 간의 관계를 분석한 결과, 서비스 기업에서의 국제화와 기업성과 간의 관계는 ‘U’자 형태임을 확인되었다. 그리고 본 연구는 서비스 기업의 내부역량의 중요성을 살펴보기 위하여 기술개발역량과 마케팅역량 그리고 기업집단의 네트워크의 조절효과를 확인한 결과, 기술개발역량이 높은 기업 또는 기업집단 내 기업에서 국제화가 성과에 미치는 부정적인 영향이 감소하는 것으로 나타났다. 이는 기업의 역량이 높을수록 국제화로 인해 발생하는 어려움을 극복하고 기업성과를 증가하는데 효과적일 수 있음을 시사한다. 본 연구는 선진국 내 서비스 기업들의 국제화와 기업성과 간 관계를 연구한 이론과 결과들을 토대로 국내 서비스 기업을 대상으로 한 실증분석을 통해 유사한 결과를 확인함으로써 이론의 타당성을 한 번 더 확인하였다는데 의미가 있다. 더 나아가 기업의 기술개발역량과 기업집단 네트워크의 조절효과를 살펴봄으로써 서비스 기업의 내부역량이 국제화와 기업성과 간에 미치는 영향에 대해 이론적, 실무적 시사점을 제공할 수 있을 것으로 기대된다.

Although many studies were conducted to understand the relationship between Export Marketing Strategies (EMS) and Export Marketing Performance (EMP) (Cavusgil & Zou 1994; Zou & Stan 1998) the majority involved medium-large size companies and took place on developed countries (Cunha, Rocha & Moraes, 2012). The role of managers on influencing marketing strategies (considering marketing mix decision about adaption or standardization) was not comprehensively analyzed. In order to fulfill some gaps Cunha (2012) developed a research to understand the empirical link on Micro and Small Enterprises (MSE) from emerging countries, but the role of entrepreneurs was not completely understood. In order to clarify this link, the reference model used was redesigned to explore Entrepreneurial Marketing (EM) and its influence on EMS and EMP. The relevance of MSE on emerging markets, especially in Brazil, is frequently explored considering number of existing companies and job generation in local market (according to SEBRAE & DIEESE (2013) MSE represent 99% of all Brazilian companies – 6.3 million firms, 52% of formal jobs and 40% of total wage paid in previous year). Together they represented 25% of GDP. Concerning internationalization and export activities, nineteen thousand companies generated US255 billion at foreign markets. More than 61% of them were MSE, but its sales participated with only 1% of this total (SEBRAE 2012). The EM construct has its foundations on studies developed by Hills and Hultman (2011) who tried to bring a consensus to definition, based on the mainstream concerns regarding this subject. They highlighted two complementary competences: planning (Filion 2000; Dornelas 2008; Nassif, Andreassi & Simões 2011); and intuition (Mitchell, Friga & Mitchell 2005; La Pira 2011; Nassif, Andreassi & Simões 2011). Both affect EMS and EMP differently. Our research was conduct with 173 MSE in order to examine the influence of entrepreneurial marketing on export marketing strategies and also the influence of EM and EMS on export performance. The results indicate that both entrepreneurs’ competences have a significant impact (Hair et al. 2009) on export marketing performance as anticipated in our hypothesis. Firstly, planning competence has a direct and positive effect on EMP because of a strategic variable related to perceived success of its international venture, and also because of an economic indicator related to exportation growing rate; it can be explained by the fact that a well and careful planning, allied to an high entrepreneurs’ commitment level may result on more success. The evidences are explained by strong training and support to intermediaries (distribution channel), that will help them better understanding and commercializing products - and through product strategy and packaging adaptation to the new market. Secondly, we also identified an unexpected effect caused by intuition – despite significance the influence was negative. Considering that we measured variables and perception in a three-year period, decisions based on intuition tend to be less result-oriented and carefully taken and results evaluation doesn’t have strong comparison bases. We observed an important effect of EM on export marketing strategy. (1) Product adaptation is strong and positively influenced by manager’s international competence (Douglas & Craig 1989; Cavusgil, Zou & Naidu1993). The entrepreneurs understand market rules, try to enhance competitiveness, respect local barriers and adapt offers diminishing risks. Investments reflect need or concern of matching market needs - i.e. label translation to local language. (2) Communication adaptation is positively influenced by entrepreneurs’ competence (high on planning and low on intuition), despite limited budget. (3) Price competitiveness is strong and positively influenced by entrepreneur planner. This expected effect corroborated the study of Cunha (2012), which identified the importance of adaptation of this marketing mix element to MSE, and also the relationship with pricing strategy as followers internationally (Solberg, Stöttinger & Yaprak 2006; Cunha & Moraes, 2011). (4) Considering distribution there is no influence of planner on support to intermediary. On the other hand, it is strong and negatively affected by intuitive entrepreneurs (our findings lead us to a conclusion that a lack of planning might jeopardize process of distribution adaptation). Our literature review showed that relationship and support to intermediaries is a key-success factor (Rosson & Ford 1982; Christensen, Rocha & Gertner 1987; Solberg, Stöttinger & Yaprak 2006). The negative result drove us to the importance of a well established relationship among exporters and intermediaries, as identified on the impact of export marketing performance by support to intermediaries –we expected to identify it on our research, but it seems that, if a company wants to succeed abroad it is mandatory to carefully manage this marketing element - one reason for our conclusions is supported by the Theory of Networks (Johanson & Vahlne 1990; Andersson, Forsgren & Holm 2002). All in all, our assumptions about the existent influence of entrepreneurial marketing on export marketing strategy and export marketing performance was supported in our study developed with MSE from emerging markets. We also observed the positive effect of EMS on EMP that fulfills our research objectives.