이 논문은 한국산업경영시스템학회 연구윤리위원회 심의(2024.7.3.)결과, 중복게재가 확인되어 게재가 철회된 논문임. This study is to identify the maintenance service quality of eco-friendly cars, which are rapidly increasing recently. Research is conducted by synthesizing research from the perspectives of internal employees and external customers by using the service profit chain model. Specifically, it is to study the overall structural relationship between internal customer satisfaction, physical quality, interaction quality, outcome quality, external customer satisfaction and long-term orientation. For the study, 202 questionnaires were collected from internal employees and 204 questionnaires from external customers. The results of testing the research hypotheses targeting the internal employee group are as follows. As a result of testing hypothesis 1, internal customer satisfaction has a significant positive (+) effect on physical quality and interaction quality. As a result of testing hypothesis 2, the service quality of eco-friendly car maintenance has a significant positive (+) effect on each other. As a result of testing hypothesis 3, physical quality and outcome quality have a significant positive (+) effect on external customer satisfaction. The results of testing the research hypotheses targeting an external customer group are as follows. As a result of testing hypothesis 2, in the relationship between eco-friendly car maintenance service quality, physical quality has a significant positive (+) effect on interaction quality, and interaction quality has a significant positive (+) effect on outcome quality. As a result of testing hypothesis 3, interaction quality and outcome quality have a significant positive (+) effect on external customer satisfaction. As a result of testing Hypothesis 4, external customer satisfaction has a significant positive (+) effect only on intention to reuse. Finally, as a result of examining the difference in perception between the internal employee group and the external customer group in eco-friendly car maintenance service quality and external customer satisfaction, it was verified that there was a significant difference only in outcome quality and external customer satisfaction.

This study is aimed to analyze the economic feasibility of yellowtail culture using the copper alloy net cage in Gyeongsangbuk-do. First of all, in order to evaluate the copper alloy net cage on yellowtail culture, I review the trend on the yellowtail culture industry and research the concept of copper alloy net cage. The copper-alloy net cage is now recognized as an advantages of its system stability, recycling, antibiosis and food safety. The results were summarized as follows: first, there was significant meaning of the profit model of yellowtail culture by the price difference. Second, I analyzed in the economic feasibility of yellowtail culture using the copper alloy net cage, internal rate of return (IRR) was 51.58%, a benefit-cost ratio was shown to be 2.27 and net present value (NPV) was 1,087,337 thousand won, which indicates the economic feasibility of yellowtail culture using the copper alloy net cage is profitable. Finally, in order to improve the economic valuation, it is necessary to focus more on the developing of technology and cost reduction strategy on the copper alloy net cage.

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.

U-City의 본격적인 운영 단계에 접어들게 됨에 따라 구축된 자산을 활용한 다양한 수익모델 구축의 필요성이 대두되고 있다. 본 연구에서는 공공성을 목적으로 구축된 U-City 인프라를 기반 으로 수익을 유발시킬 수 있는 비즈니스 모델을 설계할 수 있는 프레임웍을 제시하고 있다. 본 프레임웍은 U-City 수익모델의 도출을 위한 단계적 프로세스, 관점 중심적 사업 아이템 도출 방법, 판매 방식, 운영 조직구조 등을 중심으로 구성된다. 이와 같은 U-City 수익 모델 프레임웍은 유연한 서비스 모델 정의를 통한 수익창출로 장기적인 U-City 운영비 조달 방안을 제시할 뿐만 아 니라 도시수출의 경쟁력을 확보하는데 기여할 것으로 기대된다.

Presently, there are some means of voyage estimations such as Hire base, Charter base, and Anticpated income and expenditure statement of voyage. The former two are the means of estimation for profit of a ship's voyage per a deadweight tonnage adn a month, and it is well used in the case of chartered ships. But it is somewhat meaningless for the shpowner who runs his ships for himself. The latter means for estimation is mainly used in western shipping, and do not set forth simpler way of comparing profit with another voyage or with another ship's employing in other route. And this paper has yielded an index of ship's voyage profit evaluation by building a model of ship's voyage evaluation formula, and the index may be used in evaluation of the new investigation of shipping as well as setting out a shiop in a voyage. The model has yielded a break even curve which may be used for deciding the amount of demurrage and the period of ship's port time for a specific voyage contraction.