본 연구는 특화된 문화관광지이자 주제관광의 대상이기도 한 한방식물원 탐방객의 인식 분석을 통해 한방식물원의 설계와 관리 방향을 제시하고자 한 것이다. 중국 하북성 안국시의 약박원(藥博園)을 사 례로 지각된 가치가 탐방객의 정서 및 편익에 미치는 영향을 밝히고자 AHP-엔트로피 가중치를 통해 한방식물원 탐방객의 지각된 가치 지표의 가중치를 계산하는 한편 요인분석을 통해 요인과 지표의 관 계를 탐색하였다. 본 연구에서는 경관평가 연구에서 일반적으로 적용하는 지표 가중치 분석방법을 탐 방객의 지각된 가치 척도 도구로 활용하였다. 그 결과, 자극 내부요인반응(S-O-R)이론의 관계를 바탕으 로 ‘탐방객의 지각된 가치’, ‘정서’, ‘지각된 편익’ 간의 관계를 설명하는 구조 방정식 모델에서는 다른 요인과는 달리 ‘관리 서비스 지각가치’는 탐방객의 지각된 편익에 유의한 정(+)의 영향을 미치지 않는 것으로 나타났다. 또한 AHP 계층분석법 및 엔트로피(Entropy) 가중치법을 통해 탐방객의 지각된 가치 지표에 관한 주·객관적 복합 가중치를 계산한 결과, ‘환경 지각 가치’의 가중치가 가장 높은데 반해 ‘관 리서비스 지각 가치’의 가중치는 가장 낮은 것으로 밝혀졌는데 이는 구조방정식의 상관관계 검정 결과 와 일치하는 것이다. 궁극적으로 한방식물원의 주변의 ‘환경’은 탐방객의 체험 향상에 가장 중요한 가 치임이 확인되었다.

Internet of Things (IoT) research is devoted to the idea that a wide array of devices, including appliances, vehicles, buildings, and cameras, can be interconnected to collect and share their abundant sensory information to use for intelligent purposes. IoT technologies are universally seen as transforming the manufacturing and services sectors. Service-Dominant (S-D) logic focuses on a dynamic, ongoing way to co-create value through resource integration and service exchange. Based on research data from business-to-business and business-to-government customers, as well as feedback from employees and managers of two different manufacturers, our study addresses four questions: (1) In the light of the IoT-does the second axiom of the S-D logic—value is co-created by multiple actors, always including the beneficiary—still hold true for B-to-B and Business-to-Government (B-to-G) customers? (2)With reference to the IoT—is there a difference in the acceptance of digital services between B-to-B and B-to-G groups? Does the age group of the customers have to be considered? (3) Are there digital customer services already perceived as being ―co-created‖ in the sense of the S-D logic? (4) Marketing management in the digital age—how to implement IoT projects in buyer-manufacturer relationships considering the abovementioned chances and challenges. Discussing a background of disruption management and S-D logic, we examine factors that influence IoT buyer–manufacturer project success in organizational networks, and compare the attitude of different customer groups towards these projects. Our findings show that in the IoT-driven digital projects even long term customers that trust in their manufacturers have very strong reservations with regards to data safety. We propose a modular concept of a relationship alignment model to enhance trust in manufacturer's credibility in the context of disruptive IoT projects. The evaluation of our empirical studies revealed serious reservations of managers and service employees towards an active integration of customers into digital product maintenance. If manufacturers are not willing to incorporate customers in digital platforms and networks and provide them with digital services they are interested in, this will hamper A-to-A co-creation of value in digital IoT projects.

Introduction Recent years have witnessed a rapid growth in sharing service businesses. In B2C sharing-service businesses such as Zipcar, customers share goods and services provided by a service firm with other customers and perform the roles played by service employees in traditional service businesses. Consequently, how well one customer carries out expected tasks influences the quality of service provided to other customers. Extant studies have emphasized the importance of a governance system to prevent such a social dilemma as the personal interest of an individual being pursued at the sacrifice of the interest of the community. However, few studies have empirically examined the effect of different design of a governance system. To fill this gap in the research, this study examines the framing effect of customer messages on customer intention to cooperate by complying with the request by the firm. Theoretical development For customers to be willing to cooperate with a firm, they have to be first motivated to do so. The framing effect of on customer motivation has been well demonstrated (Ganzach & Karsahi, 1995) in diverse service contexts such as healthcare (Christensen, Heckerling, Mackesy, Bernstein, & Elstein, 1991), education (Fryer Jr, Levitt, List, & Sadoff, 2012), and consumer behaviors (Ganzach & Karsahi, 1995; White, MacDonnell, & Dahl, 2011) In the context of service consumption, motivation is defined as the inner driver that triggers an individual to cooperate with the service providers (Tsai, Wu, & Huang, 2017). Whether messages were framed as a gain versus a loss exerted a significant impact on consumer motivation. In the consumer behavior contexts, consumer reactions to frames were mixed (Ganzach & Karsahi, 1995). In this study, we will examine the framing effect in the context of sharing service consumption. H1: In the B2C sharing service context, the framing of customer message (gain vs. loss) will affect customer motivation to comply with the request of the service firm. Customers tend to behave different depending on the value they pursue through consumption (Hwang & Griffiths, 2017). Even in the same consumption context, values of customer pursuit can vary widely. Hence, we intend to examine the moderating effect of customer value perception of sharing service on the effect of message framing on motivation. Studies showed that customers pursuing utilitarian values consider monetary savings and convenience as important, while customers pursuing symbolic value consider status and self-esteem as important and those pursing hedonic values consider entertainment and exploration as important (Rintamäki, Kanto, Kuusela, & Spence, 2006). The framing effect was shown to differ by the emphasized value of the product in the context of advertisement. A gain frame was more effective than a loss frame when the ad highlighting the hedonic attributes of a product while a loss frame was more effective when the ad stressing the utilitarian attributes of the product (Lin, 2007). Taken together, we conjecture that customers pursing different values will react differently to the same frame of messages and the level of motivation triggered by the same message frame will also differ. H2: Customer value perception of sharing service will moderate the framing effect of customer messages (gain vs. loss) on motivation. Specifically, customers pursuing utilitarian values will react more strongly to the messages framed as a loss (H2a), while customers pursuing hedonic or symbolic values will react more strongly to messages framed as a gain (H2b). The effect of motivation on customer behaviors and behavioral intentions have been well demonstrated (Ganzach & Karsahi, 1995). In the service context, customer cooperation behaviors induced by motivation significantly influence the efficiency of service operations (Mills & Morris, 1986). We propose that the motivation enhanced by customer messaged influence customer willingness to cooperate. H3: In the B2C sharing service context, motivation affects customer willingness to cooperate. Methodology Data will be collected from American consumers who have used a car sharing service at least once in the past one year through an online scenario-based survey using a 2 (message frames: gain vs. loss) x 3 (values of sharing service: utilitarian vs. hedonic vs. symbolic) between-subject experimental design. Hypotheses will be tested by an analysis of variance and a regression analysis. Implication The findings of this study will help P2P service firms better design customer messages in inducing customer cooperation and how to customize the design by customers’ value perceptions of sharing service.

43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performanceand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedcomprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.comprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance

Deciding what value to offer to customers is a key managerial task in differentiating a service in the market and in satisfying customer needs better than competitors. This task is more critical for B2B services because customer satisfaction results from both the customer’s actual experience with the service and the ongoing interactions a customer has with the service provider. Previous research supports this view by showing that a service’s performance and relational value offerings are paramount in driving customer satisfaction; however, the distinct effect of each of these value offerings on customer satisfaction has not been fully explained. Using a multi-informant design and data from 173 B2B service firms, our study provides a deeper understanding of how the outcomes of performance and relational value vary at different levels of customer participation and supplier collaboration in a B2B service project. This deeper understanding helps managers to identify precisely the conditions under which a specific configuration of performance and relational value offerings is more or less influential with respect to customer satisfaction.

This paper describes how customer asset management can influence the profit and loss and the balance-sheet drivers of shareholder value. The authors argue that economic profit should be used as a measure of shareholder value creation because the former acknowledges both operating and financial expenses and allows analysis of individual customer relationships. The developed framework suggests that the drivers of shareholder value can be divided into four main categories: revenue, cost, asset utilization, and risk. The paper identifies 13 distinct roles for customer asset management that influence the four shareholder value drivers. The empirical research consists of three longitudinal B2B case studies describing customer asset management aimed at improving shareholder value creation. The findings of the empirical research suggest that B2B firms are able to acknowledge all suggested four shareholder value drivers. Findings also suggest that firms should differentiate their customer management concepts in order to move customer asset management beyond traditional acquisition–retention optimization.

Purpose - The focus of this study is to investigate the structural influences such as brand value, relationship value, market orientation, long-term orientation, and performance. The effects of brand value and relationship value on the differences on transaction performance in b2b was investigated. Research design, data, and methodology - The subject of this study was a liquor and beverage distribution company that deals in b2b. The research hypothesis is based on literature of the preceding research analysis of brand value, relationship value, market orientation and long-term orientation. This study has constructs that was defined operationally by referencing previous studies. Operational questionnaire was used to investigate the target key staff who work in the liquor and beverage distribution company. 178 survey data were used for empirical analysis to prove the hypothesis. This study used structural equation techniques(AMOS) to prove the research hypothesis. Results – The main results of this empirical study were as follows. First, supplier’s brand awareness has a positive effect on market orientation, but did not affect long-term orientation. Brand awareness of suppliers indicates that they are not directly related to long-term orientation. Second, supplier’s brand image has a positive effect on market orientation and long-term orientation in b2b transaction. So, the brand image and reputation of the supplier suggest that it is important for the b2b transaction to have a market orientation tendency or a long-term orientation. Third, supplier’s relationship value has a positive effect on long-term orientation, but does not affect market orientation. Relationship value indicates that they are not directly related to market orientations of the buyer. Fourth, Market orientation has a positive effect on long-term orientation and marketing performance and long-term orientation has a positive effect on marketing performance in b2b. Additionally, the buyers market and long term orientation are important factors in marketing performance in b2b. ’ Conclusions – Based on empirical results, this study confirmed that brand image rather than brand awareness positively influenced long-term orientation as well as market orientation in b2b. Relationship value can be found in transactions, which is important for long-term orientation. Especially, these findings are suggestive in the consumer goods distribution market.

녹차 품질평가의 한 요인이 되는 색도 평가 시 기존 평가 방법인 육안평가 혹은 색차 분석에 의존하고 있는 현행 분석방법을 신속, 간편하며 재현성이 높고, 녹차 품질관련 기타 성분과 동시분석이 가능한 녹차 색차 분석용 NIRS 검량식을 작성한 결과를 요약하면 다음과 같다. 1. 공시된 녹차 시료를 대상으로 색차계를 이용하여 색도 값(L, a, b)을 조사한 결과 검량식 작성용 시료는 L값이 평균 53.37(48.52~57.72 ), a값이 평균 -7.55(-10.02~-4.63 ), b 값이 평균 18.07(14.00~22.02 )을 나타내었고, 작성 검량식의 평가용으로 이용된 예견치 분석용 시료와 거의 동일한 범위를 나타내었다. 2. 녹차의 색차 분석용 NIRS 검량식을 검토한 결과 색차 중 명도에 해당하는 L 값은 원시 스펙트럼에 2차 미분(2nd derivative, 8 nm gap, 6 points smoothing, 1 point second smoothing)을 수행한 조건에서 R2 = 0.936으로 가장 우수한 양상을 나타내었고, 적색에 해당되는 색차 a값과 황색에 해당하는 b값은 1차 미분(1st derivative, 4 nm gap, 4 points smoothing, 1 point second smoothing)조건에서 R2 가 각각 0.991 및 0.958로 가장 우수한 결과를 나타내었다. 3. 최적의 녹차 색차 분석용으로 작성된 각각의 NIRS 검량식을 미지시료에 적용하여 정확성을 평가한 결과 색도값 L, a 및 b의 결정계수는 각각 0.905, 0.986 및 0.931로 매우 높은 상관을 보였으며, 이들 검량식은 향후 NIRS를 이용한 녹차 관련 연구 및 녹차 산업현장에서 품질관리를 위한 효율적 분석방법으로 활용이 가능할 것으로 판단된다.