Purpose: In this study we aim to identify factors affecting successful inter-firm collaboration. We tried to find out whether government subsidies to small-business owners should be made to experienced and competent cooperatives or to cooperatives with potential even if inexperienced. Research design, data and methodology: Using analytic hierarchy process (AHP), we examine if evaluation criteria for the Small Business Collaboration Grant (SBCG) reflect the potential of successful collaboration of applicant cooperatives. Results: We found that experts tend to think that applicant cooperatives without any experience as a recipient for the SBSG need to be evaluated by their growth potential and their preparation of the application rather than by their business performance or achievement history. The weight of the evaluation must be different between the growth potential and the achievements already achieved. By means of an expert survey, we confirmed that Rookies should weigh evaluation indicators that can reflect their growth potential, and experienced groups should give weight to evaluation indicators that can reflect their achievements. Conclusions: For SBCG applicants with experiences, experts tend to weigh more on SBCG business performances and feasible sharing systems. The screening procedure for the first applicant cooperatives need to focus more on "partner selection" stage, whereas elements related to "realization" apply to experienced applicant cooperatives.

Purpose: Based on the resource-based view and the competitive advantage theory, the study views marketing capabilities (product, pricing, delivery/inventory, and promotional support) as sources of competitive advantage (differentiation advantage and low-cost advantage) and examines their impacts on competitive advantage, which in turn, will influence non-business and business performance. Research design, data and methodology: Data were collected from 149 representatives of franchising companies in South Korea and analyzed with SmartPLS 3.3.7. Results: First, promotional support and product have a significant impact on differentiation advantage. Second, pricing and promotional support have a significant impact on low-cost advantage. Third, differentiation advantage has an influence on non-financial and financial business performance. Fourth, low-cost advantage has an impact on non-financial performance but has no significant direct impact on financial performance. Fifth, non-financial performance is related to financial performance. Finally, the result of IPMA shows that importance and performance values of exogeneous variables are different depending on firm size. Conclusions: The findings suggest that franchisors should focus on different marketing capabilities depending on their strategic focus and objectives. Finally, the findings based on an IPMA suggest that small companies perceive low-cost advantage as important, while their counterparts do not. Several theoretical and managerial implications are offered.

Purpose: With the rapid changes in the technical development and the trend of consumption trend, the convenience store industry is facing an unprecedented competitive situation in the consumption environment where the boundary between online and offline is broken due to the stagnation of offline distribution channels and the spread of online shopping. The biggest innovation strategy of the major convenience store brands in recent years are introducing the O2O (Online to Offline) platform and presenting new products and services beyond the boundaries of online and offline to transform themselves into Omni Channel stores. The study is designed to analyze the effect of innovativeness of convenience store as a stimulus in O2O platform which customers perceive on store loyalty, the final response to external stimuli, through customer engagement with convenience store brands. Specifically, the innovativeness of convenience stores was divided into types of core activities in corporate marketing and focused on innovations in services, products(proposals), promotions and experiences. Research design, data, and methodology: Various hypotheses have been developed to achieve this research purpose. The data were collected from 1,128 questionnaires the age between 15 and 60 who had experience using retail store apps and delivery apps and were analyzed using SPSS 22.0 and SmartPLS 3.3.7 program. Measurement model analysis was carried out to assess convergent and discriminant validity. Also, common method bias was tested using the values of VIF (variance inflation factor). The hypotheses were tested using structural equation modeling with SmartPLS 3.3.7 program. Results: First, service innovation has a positive effect on cognitive engagement. Second, product, promotion and experience innovation have a positive effect on cognitive and affective engagement. Third, cognitive influences affective engagement. Finally, both cognitive and affective engagement affect store loyalty, but affective engagement has a stronger effect on store loyalty than cognitive engagement. Conclusions: All four types of innovation and cognitive engagement have a positive effect on emotional engagement, which has a stronger effect on store loyalty than cognitive engagement. Thus, while innovation can build loyalty through emotional engagement, innovation strategies must be designed and pursued with caution in terms of impact through cognitive engagement may not achieve the planned goals.

Purpose: Recently, it is common to see cases where an amount similar to the cost of a meal is spent on dessert, or an amount greater than the cost of a meal is spent on dessert. The generation MZ is showing a tendency of 'value consumption' by consuming values and beliefs in consideration of the recent impact on society and the environment. Therefore, this study aims to analyze the effect of dessert cafe quality and eco-friendly behavior on customer trust and loyalty targeting the generation MZ who have visited desert cafés. This study examined the mediating role of customer trust in the relationships between desert café quality, eco-friendly behavior and customer loyalty, and also the moderating effect of and eco-friendly behavior on customer trust and customer loyalty. Research design, data, and methodology: To achieve purposes of this study, 229 data were collected from respondents who visited desert café and analyzed using measurement model (reliability test and correlation analysis), Fornell-Larcker Criterion and Heterotrait-Monotrait Ratio (HTMT) assessment, and structural equation model (PLS-SEM) with SPSS 22.0 and SmartPLS 3.3.7. Results: The research results are as follows. First, desert cafes' quality positively influenced customer trust but did not customer loyalty. Second, desert cafes' eco-friendly behavior positively influenced customer trust and customer loyalty. Fourth, the interaction term of dessert cafe quality and eco-friendly behavior did not influence customer trust and customer loyalty. Conclusions: This study emphasized the necessity of service quality and eco-friendly behavior of dessert cafes by examining the relationship between the quality of dessert cafes and eco-friendly behaviors, customer trust and loyalty. It also found the importance of the role of trust in securing loyal customers. In order to secure and retain loyal customers, the owners of dessert cafes should make effortsto improve the quality of the cafes' products and services so that customers can feel a sense of trust, and actively publicize that they are practicing eco-friendly management. As a result of this study, it is intended to provide practical implications for the management of dessert cafes by understand ing the effects of product and service quality and eco-friendly behaviors of companies to bakery industry workers and start-ups.