Journal of value creating in Business Management

Abstract Abstract The purpose of the current research is to find a model to build an efficient customer club for the quantitative and qualitative development of increasing customers in the banking system. According to its purpose, the research method is a\applicable; and in terms of implementation method, it is mixed (qualitative-quantitative); and exploratory in terms of the research implementation strategy. The statistical population in the qualitative section includes 11 specialists and experts, managers, and vice-presidents of the bank, and experts in the field of management model and customer club, selected through purposeful sampling and snowball; and the statistical population in the quantitative section includes 385 people from all members of the Saderat Bank's customer club, selected using Cochran's formula as a sample and by simple random sampling. Data collection tools include semi-structured interviews and researcher-made questionnaires in the quantitative section. In the data analysis, using the theme analysis approach, MAXQDA10 software was used in the qualitative part, and SPSS and AMOS software were used in the quantitative part. The results in the qualitative part showed that 93 open codes, 52 sub-themes, and 6 main themes were identified from the interviews in the form of the dimensions of the efficient customer club building model; and the results of the quantitative part showed that the identified components have an explanatory and meaningful effect on the construction of the efficient customer club in the banking system in the direction of quantitative and qualitative development of customer increasing. Extended Abstract Introduction Customer is the most important asset and tool related to the profitability of an organization (Saprianto et al, 2021). Attention to the customer is so important that the success of an organization and structure is evaluated in customer satisfaction (Javad et al, 2021; Son et al, 2021). Customer satisfaction is an index directly related to the issue of customer loyalty, and loyalty is the most important issue in relation to profitability and business success based on the creation of perceived value for the audience (Patma et al, 2020; Jain et al, 2015). The issue of business and customers is a multifaceted structure related to many variables that involves different organizations in different dimensions (Pollak et al, 2022; Raza et al, 2022). In this context, different business organizations use specific strategies to increase income and business success in order to create maximum profit and financial and income capability (Federo & Carranza, 2016). Therefore, as it is clear in the current situation, identifying customer behavior and their interests and views is very important and necessary in commercial success and economic competition. The basic goal in this field is to apply a tool to change and identify the interests and tastes of the customer in order to gain power and make fundamental changes in this field (Solomon, 2013). A comprehensive review of the studies conducted in the field of building a banking customer club indicates that the identification of the dimensions of the comprehensive model is very effective in identifying the factors of building an efficient customer club for the quantitative and qualitative development of customer growth in the banking system; on the other hand, the novelty of the topic of building an efficient customer club, the generalization of the research done in this field, and the lack of a suitable model for building an efficient customer club prompted the researcher through acquiring sufficient knowledge in the above field and applying the knowledge and experiences of academic consultants and bank managers; to explore the dimensions of building an efficient customer club in order to identify the dimensions and indicators of a comprehensive model for building an efficient customer club, and to answer this key question for us, which is: how is the model of building an efficient customer club for the quantitative and qualitative development of increasing customers in the banking system? Literature The importance of the customer Customer and understanding its behavior are the most important assets of the organization in business success and related patterns, and companies in relation to people look for their most important program on this index and its achievement (Bryan et al, 2017); In other words, the sale of the product and the use of services and success in the competitive and economic market depend on attracting customers and maintaining the customer's trust in the desired product. Different business organizations use specific strategies to increase income and business success in order to create maximum profit and financial and income capability; therefore, as it is clear in the current situation, identifying customer behavior and their interests and views is very important and necessary in commercial success and economic competition (Federo & Carranza, 2016).   Customer satisfaction Customer satisfaction is an index directly related to the issue of customer loyalty, and loyalty is the most important issue in relation to profitability and business success based on the creation of perceived value for the audience (Patma et al, 2020; Jain et al, 2015). Customer club A customer club is a suitable infrastructure for increasing the interaction between the company and the customers. In this way, a close relationship is created by creating contact and feedback around the customers, and this relationship will exist throughout the whole period of customer communication. The types of customer clubs include two main models: 1- The easy to join open club, as the name suggests, it is open to everyone, because it has no cost and conditions. Here is the company that needs members. Most of the members use the facilities of the club. Companies can calculate the value of having an open club by considering the costs of brochures and information in order to be in contact with members (even if the customer is not a profitable customer). 2- Limited club: in this type of clubs, unlike open ones, members or customers have to pay a membership fee to become a member, and often fill out a long and complete form. In this way, few members will be really interested in membership (Vazife dost et al, 2010). Ahmadi et al, (2023) investigated the presentation of the customer loyalty measurement model based on the five senses, emphasizing the mediating role of perceived value in the insurance industry (a case study of life and investment insurance). The results showed that the five senses with the mediating role of perceived value have a positive and direct effect on customer loyalty, and the fit of the proposed model for the relationship of the variables has been confirmed. Sohaib (2022) investigated repurchase intentions in the banking industry. The results show that relationship quality positively and significantly affects repurchase intention. Switching cost has been determined as a moderator between relationship qualities and repurchase intention. The implication of this is that service industry professionals should not ignore the importance of relationship quality and switching costs, as they have a significant impact on repurchase intention. Research methodology According to its purpose, the research method is a\applicable; and in terms of implementation method, it is mixed (qualitative-quantitative); and exploratory in terms of the research implementation strategy. The statistical population in the qualitative section includes 11 professionals and experts, managers, and vice-presidents of the bank, and experts in the field of management model and customer club, selected through purposeful sampling and snowball; and the statistical population in the quantitative section includes 385 people from all members of the Saderat Bank's customer club, selected using Cochran's formula as a sample and by simple random sampling. Data collection tools include semi-structured interviews and researcher-made questionnaires in the quantitative section. Research findings In the data analysis, using the theme analysis approach, MAXQDA10 software was used in the qualitative part, and SPSS and AMOS software were used in the quantitative part. The results in the qualitative part showed that 93 open codes, 52 sub-themes, and 6 main themes were identified from the interviews in the form of the dimensions of the efficient customer club building model; and the results of the quantitative part showed that the identified components have an explanatory and meaningful effect on the construction of the efficient customer club in the banking system in the direction of quantitative and qualitative development of customer increasing. Conclusion The current research was conducted with the aim of modeling the construction of efficient customer clubs for the quantitative and qualitative development of customer growth in the banking system. The results of this research are aligned with the results of Bhatt et al., (2018), El Islahat (2021), Bhat et al., (2018), Federo & Carranza (2018), Carraro et al., (2020), Rizvani et al, (2017), Ahmadi et al., (2023), Sohaib (2022), Ho & Wong (2022), Thuy & Quang (2022), Mansouri et al, (2022), Mirzaee Azandariani & Arya (2022), Supriyanto et al., (2021), Rezvani et al., (2017), Yavasarang (2014). Sohaib (2022) showed that relationship quality positively and significantly affects repurchase intention. Switching cost has been determined as a moderator between relationship quality and repurchase intention. The implication of this is that service industry professionals should not ignore the importance of relationship quality and switching costs, as they have a significant impact on repurchase intention. It is suggested to develop a unique model to create an efficient customer club, including various benefits; and by clarifying the rules of benefiting from facilities and membership, along with accurate information and proper advertising, the field for the expansion of the club should be provided.

Abstract Abstract The purpose of this research is to design a model of predictive factors of entrepreneurial opportunities in international companies. The research method is applicable in terms of purpose, and qualitative in terms of its implementation. The statistical population of the research includes 17 managers and experts active in the field of entrepreneurship, and the sampling was done in a purposeful and snowball manner, and the interviews continued until reaching theoretical saturation. The data collection tool is a semi-structured interview. Data-based method was used to collect and analyze data. Data analysis and pattern design were done in three stages of open, central, and selective coding. For data analysis, MAXQDA 18 software was used for coding. In the open coding stage, 305 preliminary codes were identified out of the analysis of the interviews. In the second stage; core coding based on research findings, the concept of entrepreneurial opportunities was chosen as the core phenomenon. Causal conditions were placed in the form of seven categories: unexpected events, changes based on industry and market structure, shortage based on methods, contradictory situation, change based on values and knowledge, new knowledge, and demographic characteristics; and the four main categories were selected include organizational strategies, market related strategies, business strategies, and effective performance management. Intervening factors were identified in two strengthening and weakening categories. Capital, corporate factors, social learning, gathering and studying information, individual characteristics, and social factors were determined as the background factors of entrepreneurial opportunities. Finally, the consequences of predictors of entrepreneurial opportunities were determined in two categories: financial and tangible, and non-financial and intangible. Extended Abstract                                           Introduction According to entrepreneurship researchers, opportunity identification plays a very fundamental role in entrepreneurial activities. Entrepreneurship creates and recreates value for owners and beneficiaries, and opportunity is the heart of this process. Although opportunity recognition is considered the main characteristic of entrepreneurs and entrepreneurial activity does not occur without it, not all people are able to recognize opportunities; thus not all people can achieve entrepreneurial activities (Jaber et al, 2022). Several studies have been conducted regarding the factors affecting opportunity identification to become the basis for increasing the identification of entrepreneurial opportunities. However, due to the importance of identifying opportunities in the entrepreneurial process, there is still a gap in studies in this field (Virasa et al, 2022). Identifying entrepreneurial opportunities is a relatively new issue that is known as an effective and sustainable solution for the economic and social development of countries, and attracts the attention of wider sections of society every day. The importance of identifying entrepreneurial opportunities is due to the fact that finding predictive factors are effective in identifying profitable opportunities that can be implemented in most parts of the world. Our country is also on the path of taking steps towards development and progress, and putting forward a comprehensive research on factors predicting entrepreneurial opportunities in Iran can help accelerate the process of progress. On the other hand, Iran is a country that has a long and fruitful history in the field of entrepreneurial activities, and attention to a new approach in this field leads to the actualization of the potential capabilities in this field (Abdi, 2015). Based on this, the current research is looking for an answer to this question: How is the design of the model of predictive factors of entrepreneurial opportunities in international companies? Theoretical Framework Entrepreneurship Entrepreneurship is a management attitude that gives meaning to concepts such as innovation, flexibility and accountability based on understanding environmental opportunities. Organizational entrepreneurship occurs when an organization relies on the growth and use of new opportunities of internal and external factors of its organization (Davali et al, 2022). Entrepreneurial opportunities An entrepreneurial opportunity includes a set of ideas, beliefs, and actions that make it possible for them to create future products and services in the absence of current markets. Identifying an entrepreneurial opportunity is the understanding of the possibility of creating a new business or specifically improving the existing situation of a business in such a way that leads to a new profitability potential. In other words, identifying an entrepreneurial opportunity is the ability to identify a good idea and turn that idea into a business concept that has value and economic returns (Scott & Scott, 2016). Panahi et al, (2024) investigated the impact of entrepreneurial intention on students' entrepreneurial behavior regarding the moderating role of fear of failure and economic literacy. The results of the research showed that the variables of independence, innovation, and risk-taking of students have a positive and significant effect on entrepreneurial intention. Also, entrepreneurial intention has a positive and significant effect on entrepreneurial behavior. The fear of failure variable has a negative adjustment of the relationship between intention and behavior, and the economic literacy variable has a positive adjustment on this relationship. The research findings show the important role of personality traits on entrepreneurial intention and the importance of moderators introduced to fill the gap between entrepreneurial intention and behavior. Fries & Jilnek (2023) investigated the psychology of entrepreneurship: action and process in a research. This study reviews entrepreneurial psychology research in the last decade; and focuses on two key themes in entrepreneurship research: action, and process. By combining action and process in a model of entrepreneurial psychology, the process model presents the theory of entrepreneurial action, which is used as a guiding framework for investigation. Theories of action are discussed, such as cause/effect, bricolage, theory of planned behavior, and action theory. In addition, they adopt a process perspective to discuss the antecedents of actions in terms of cognition, motivation, and emotions; and how they develop during the entrepreneurial process. The results of the research showed that the action theory process model is a useful starting point for explaining the psychological dynamics of entrepreneurship. Research methodology The research method is applicable in terms of purpose, and qualitative in terms of its implementation. The statistical population of the research includes 17 managers and experts active in the field of entrepreneurship, and the sampling was done in a purposeful and snowball manner, and the interviews continued until reaching theoretical saturation. The data collection tool is a semi-structured interview. Data-based method was used to collect and analyze data. Research findings Data analysis and pattern design were done in three stages of open, central, and selective coding. For data analysis, MAXQDA 18 software was used for coding. In the open coding stage, 305 preliminary codes were identified out of the analysis of the interviews. In the second stage; core coding based on research findings, the concept of entrepreneurial opportunities was chosen as the core phenomenon. Causal conditions were placed in the form of seven categories: unexpected events, changes based on industry and market structure, shortage based on methods, contradictory situation, change based on values and knowledge, new knowledge, and demographic characteristics; and the four main categories were selected include organizational strategies, market related strategies, business strategies, and effective performance management. Intervening factors were identified in two strengthening and weakening categories. Capital, corporate factors, social learning, gathering and studying information, individual characteristics, and social factors were determined as the background factors of entrepreneurial opportunities. Finally, the consequences of predictors of entrepreneurial opportunities were determined in two categories: financial and tangible, and non-financial and intangible. Conclusion The current research was conducted with the aim of designing a model of predictive factors of entrepreneurial opportunities in international companies. The results of this research are in agreement with the results of Panahi et al, (2024), Fries & Jilnek (2023), Abadeh et al, (2022), BurujAli (2022), Jaber et al, (2022), Doanh (2021), Bazkiaei et al, (2020), Hamzeh Ni Tehrani et al, (2022), Ghanizadeh et al, (2020), Zivodar (2019), Ahmadi et al, (2018), and Vaghely & Julien (2015). Hamzeh Ni Tehrani et al, (2022) in their research confirmed the factors of personality characteristics and environmental factors as strengthening factors in discovering entrepreneurial opportunities. Effective strategies on the discovery of entrepreneurial opportunities were also, by identifying sixty-five concepts, placed in the form of six sub-categories and four main categories of organizational strategies, market-related strategies, business strategies, and effective performance management. According to the results of the research, the following suggestions are presented: - continuous monitoring of changes and trends in society; these changes, which are influenced by social and economic factors and government policies, create new challenges and opportunities for companies that can make the best use of these opportunities with careful planning; - Creating an open communication channel in the company environment; If there is no open communication in the workplace, people's creativity will be damaged. To bring innovation to the workplace, employees must be informed that the door is always open for discussion

Abstract Abstract The purpose of this study is to analyze the topic of digital marketing environment. The research method is applied in terms of purpose, and in terms of data collection, it is a qualitative research based on foundational data theory. Data were collected through the study of documentary sources and semi-structured interviews with 19 managers and experts active in the field of digital marketing, through targeted sampling and snowball using MAXQDA18 software. In the open coding stage, 242 preliminary codes were identified from the analysis of the interviews. In the second step, axial coding was done using the structures of the axial coding model around the investigated phenomenon. Based on the findings of the research, the concept of digital marketing environment was chosen as the central phenomenon. Causal conditions were placed in the form of four categories of innovation, optimal management, structural factors, convenience, and six main categories including business strategies, educational strategies, innovative strategies, planning and monitoring were selected as strategies. Intervening factors were identified in two categories: strengthening and weakening. Cultural factors, infrastructural factors, education, leadership style, strategies were determined as the background factors of the digital marketing environment. Finally, the consequences of the factors affecting the digital marketing environment were determined at three micro, medium and macro levels. Extended Abstract Introduction Since the arrival of the Internet in the commercial field and the beginning of the web, there have been tremendous changes in businesses (Virat et al., 2018). Changes in digital technologies have reduced the information asymmetry between customers and businesses. The most important indicator of reducing information asymmetry can be observed in customer's behavior. It is obvious that customer's behavior is changing as a result of access to technology and various tools in mobile and online platforms, and this factor affects the acquisition of quality and price information, the search process and customer expectations; on the other hand, the emergence of digital platforms of entities created through innovation, which facilitates customer-to-customer interactions for thinking in the development of new services/products, has reduced the information asymmetry of businesses. Information asymmetry has caused the emergence of the problem of the ineffectiveness of the traditional theory for businesses active in the business world, especially at the global level. This characteristic has caused the theories and techniques used to analyze strategic components in traditional markets; including environmental analysis, competitor analysis, customer analysis, as well as the analysis of the organization's resources and capabilities, to lose their effectiveness; on one hand, organizations must always be one step ahead of their competitors (Shafa, 2021). Therefore, organizations always try to maintain their competitive advantage; but as mentioned, traditional approaches cannot compete in a market where all the rules governing it have been changed. E-marketing is a nascent knowledge that has been formed and expanded with the emergence and development of the Internet. As a result, developing a model for digital development and evolution in the content of examining the factors affecting the digital marketing environment seems necessary for companies (Namati et al., 2021). Digital marketing is a new, fast-growing field that provides managers with new ways to reach, inform, and engage customers in order to market and sell their products and services. This new marketing approach is very effective and is expected to be at the top of technological developments and the investment priority of senior marketing managers; on the other hand, factors affecting the digital marketing environment can be considered factors that influence the digital marketing environment, and effective steps can be taken towards the success of digital marketing strategies by using these factors (Karimi et al, 2022). Based on this, the current research is looking for an answer to the question: what is the pattern of factors affecting the digital marketing environment in global markets? Literature Digital marketing includes measures to advertise and introduce products and services using digital tools and facilities. This type of marketing is much broader than traditional marketing. Digital marketing is defined as the use of all internet facilities as well as digital technology in order to market the goods and services of companies (Schuler et al., 2014). In fact, this method means that digital marketing relies more on digital media such as mass media and social networks. Taking advantage of social networks, whether it is paid or free, helps digital marketing (Soule et al., 2019). In this type of marketing, the effort is to investigate and analyze the behavior of customers and users by using existing facilities and tools such as e-mail, mass media and the website to be able to obtain the highest level of efficiency and performance of marketing from the audience. The first generation of marketing, which emphasized product-oriented and the second generation was customer-oriented, were upgraded to human-oriented in the third generation. In this generation, human was envisioned to be a mirror of marketing in the creation of products, services and corporate cultures that embrace human values. The most important developments from the 3rd generation of marketing to the 4th generation are: strengthening the trend of sharing economy, promoting of the current economy, increasing the role of interactions of versatile channels, strengthening content marketing, the high position of social communication management in the world of advanced technology; people have a desire for more physical contact, and are looking for things that are made for them. The role of marketers is to guide customers through their journey from the awareness stage to the final support stage. The alignment of technologies will eventually lead to the convergence between digital marketing and traditional marketing (Kartajaya et al, 2019). Another factor affecting the performance of companies is the market environment. The three components of the market environment; market turbulence, technology turbulence, and competition intensity, are of special importance for marketing activities (Hatziargrave et al., 2005). Competitive strategies are marketing planning patterns related to the market environment that support choices about how to invest in competing for target customers and achieving desired goals. Competition means that the groups fight with each other to achieve economic opportunities and each tries to outdo the others. Competitive intensity refers to a situation where competition is very intense due to the presence of (large) number of competitors in the market and lack of growth opportunities (Saura et al., 2017). Some of the most important differences between traditional and digital marketing are: moving from targeting segmentation to confirming the customer community, from positioning and differentiation to clarifying personality traits and brand codes, from the 4 P's of the marketing mix (product, price, place and promotion) to the 4 C's (joint creation, currency, social activity and conversation), from customer service processes to collaborative customer care. In the early stages of interaction between the company and customers, traditional marketing plays a major role in creating awareness and interest. With the improvement of interactions and the demand of customers for closer relations with the company, the importance of digital marketing increases. The most important role of digital marketing is to stimulate action (purchase attempt) and support. Since digital marketing is more responsive than traditional marketing, its focus is on achieving results, while traditional marketing focuses on initiating and engaging with customers (Kartajaya et al, 2019). On the other hand, while in traditional marketing, the conventional approach is defined by the segmentation and strategic targeting of brand positioning and differentiation, the combination of tactical marketing (product, price, place, promotion) and the sales approach; in digital marketing, communication marketing approach, clarifying personality traits and brand codes, mixing communication marketing (its joint creation, currency, social activity and conversation) and its commercialization are combined with collaborative customer care (Kartajaya et al, 2019).   Research methodology The research method is qualitative and basic, applicable in terms of its purpose. To collect and analyze the data, the data-based theory research strategy was used. The statistical population of the research includes 19 managers and experts in the field of digital marketing in global markets who were selected through targeted sampling. The data collection tool is a semi-structured interview. Research findings Open, axial and selective coding was used for data analysis, and MAXQDA18 software was used for coding interviews. The results indicated that the design of the digital marketing environment model in global markets includes 10 dimensions (structural factors, cultural factors, intervening factors, infrastructural factors, education, leadership style, strategies, educational strategies, innovative strategies, planning and monitoring) which were placed in the paradigm model of research in the form of causal factors, central category, background factors, intervening factors, strategies and consequences. Conclusion The current research was conducted with the aim of designing a digital marketing environment model in global markets. The results of this research are in agreement with the findings of researchers such as Buchanan et al, (2018), Saura et al, (2017) Ding et al, (2021), Hosseinzadeh et al, (2022), Buchanan et al, (2018), and Rahimi Kalor et al, (2021). In the context of comparing the results of the research with the achievements of domestic and foreign researches, it can be said that the focus of the research on identifying the factors affecting the digital marketing environment as the most key task of the marketing managers of the organizations has caused comprehensive attention to the digital marketing environment, which in addition to revealing hidden aspects of this importance, it is the reason for aggregating the scattered indicators of different researches in the form of a comprehensive and localized model. This is despite the fact that in none of the researches conducted in the field of digital marketing environment, the factors affecting the digital marketing environment have not been discussed separately, and a general look at the role of digital marketing in the marketing approach has led to a generalization in the field of numerous management activities and tasks. According to the findings, the following suggestions are provided. - By conducting a comparative study, the result of this study can be compared with successful and prominent companies in the world and successful examples in the field of marketing. - Using other validation methods of the dimensions and indicators of the model - To make a comparative comparison between the companies active in the field of digital marketing inside and outside the country and provide new ways to use the concept of digital marketing in the global market.