Journal of value creating in Business Management

Abstract Purpose - This study examines the impact of supply chain capabilities and knowledge management capabilities on the business performance of chain stores with a mediating role of competitive advantage. This study provides the better understanding about key constructs such as supply chain capabilities and knowledge management capabilities that influence Mashhad chain stores business performance.

Design/methodology/approach - This research is applied in terms of purpose, descriptive in nature and method, and survey-causal. Causal research design is used to identify cause-and-effect relationship among the constructs. The authors derive measures of the model from existing literature and expert opinion. Questionnaire method is used to gathering data. The statistical population of the study were managers and employees of finance, marketing, research and development, distribution and information technology, as well as suppliers of different branches of first-level chain stores in Mashhad, Iran, including Shahrema, Refah, Ofogh Kourosh, Hypermi, Bama and Etka. The author develops a conceptual model for the business performance of chain stores. This study uses a quantitative approach to test the proposed hypotheses, using Structural Equation Modeling (SEM) and SPSS and AMOS software.

Findings - Results show that supply chain capabilities significantly influence competitive advantage and business performance, and knowledge management capabilities significantly influence competitive advantage and business performance. Also, competitive advantage mediating the impact of supply chain capabilities and knowledge management capabilities on the business performance.

Originality/value – Almost, no study has examined supply chain capabilities and knowledge management capabilities constructs related to competitive advantage and business performance of Mashhad chain stores. The findings of this study imply several practical directions for them.

Abstract Abstract The aim of this research is to design and explain a model of marketing processes with data-driven innovation capabilities in B2B companies. The research is of a mixed type (qualitative-quantitative). In the qualitative part, the main categories and components of the model were identified by using in-depth semi-structured interviews with 10 of experts in the field of marketing and data technology, using purposive sampling. In the quantitative part, the statistical population included managers, directors, and employees active in the marketing units of B2B companies located in Tehran. Considering the size of the statistical population of 530 people, based on the Morgan table, 219 people were selected as the sample size and were examined using the relative cluster sampling method. The findings were tested using a questionnaire and confirmatory factor analysis. The results showed that causal conditions such as data-driven culture and technological infrastructure have a significant effect on the formation of data-driven marketing processes. These processes also lead to outcomes such as increased marketing innovation, improved business performance, and improved customer satisfaction through data-driven strategies. The relationships between conditions, processes, strategies, and outcomes were statistically significant. As a result, the presented model can be used as a framework for developing innovative data-driven approaches in B2B companies. The findings emphasize that by strengthening a data-driven culture and using predictive analytics, companies will be able to make more effective marketing decisions and gain a more sustainable competitive advantage. Introduction In today's world, data-driven marketing is considered one of the key approaches to optimizing marketing processes in B2B companies. This approach is especially important in complex and dynamic competitive conditions, as it is able to improve strategic decision-making based on the analysis of customer data, market trends, and collected information (Rosário et al., 2023). Data-driven marketing allows companies to more accurately identify their customers’ needs and design their marketing strategies based on reliable information and predictive analytics (Akter, 2021; cao et al., 2021). In this regard, B2B companies, especially in complex industries requiring customized solutions, should improve their marketing processes using data-driven innovation (Ghayour baghbani et al., 2024). One of the biggest challenges in this area is implementing data-driven innovation models that not only make optimal use of existing data but also exploit new technologies such as artificial intelligence (AI) and machine learning (De Luca, 2020). Specifically, these models must provide a deep understanding of customers and accurate predictions of their future needs so that marketing processes can be designed effectively and optimally (Länsipuro, 2020). In order for B2B companies to benefit from this approach, they need comprehensive models that include processes such as data collection, data analysis, and strategy development (Mohaisen et al., 2024). These models should be designed in a way that not only helps optimize marketing processes but also improves customer experience and increases overall company efficiency (Johnson et al., 2019). In this regard, Big Data analysis and the use of advanced analytical tools allow companies to adjust their marketing strategies based on more accurate predictions and continuously improve them (Becha et al., 2021). On the other hand, the exploitation of data-driven innovations in B2B companies should be implemented considering the specific characteristics of this type of business and the more complex relationships they have with customers (Bagheri et al., 2024). These characteristics require companies to design their marketing processes based on accurate and reliable analyses of customer and market data to create a sustainable competitive advantage in addition to improving the customer experience (Alghamdi & Agag, 2024). Data-driven marketing models should also consider that data is regularly updated and that they have the ability to respond quickly to customer needs in conditions of rapid market changes (De Luca, 2020). Considering the above, the present study seeks to present a data-driven and innovative model for optimizing marketing processes in B2B companies; a model based on advanced technologies that both responds to the specific needs of this environment, is simple for companies to implement, and allows for continuous updating and adaptation to rapid market changes. Accordingly, and in accordance with the research objective, this study seeks to answer the main question: How can a comprehensive and implementable model be designed that, by relying on data and technological innovation, significantly increases the effectiveness of B2B marketing processes while reducing costs and remaining flexible to environmental changes?  Theoretical foundations In this study, data-driven marketing refers to the use of customer data collected from various sources (including online interactions, CRM systems, social media data, and market research) to formulate marketing strategies and implement advertising campaigns in B2B companies (Al-Khatib, 2025), and data-driven innovation refers to the use of data and their analysis to create new and improved products, services, and marketing processes in B2B companies (Mirzaei and Thompson, 2024). Paying attention to the capacities of data-driven innovation as one of the most important factors in improving marketing performance can directly affect the promotion of companies' competitive advantage (Mahmoudi, 2024). On the other hand, using data as one of the key resources in marketing decision-making processes can create new opportunities and reduce risks associated with undocumented decisions (Kardani Maliki nejad et al., 2024). In addition, this trend allows marketing strategies to be planned more carefully and allows businesses to gain significant competitive advantages in competition with other companies (Al-Khatib, 2025; lamminparras, 2022). Al-Khatib et al. (2025) examined “How do big data-based organizational capabilities shape innovation performance?”, empirically found that data-driven organizational capabilities have a positive and significant relationship with intellectual property and play a moderating role in internal and external supply chain integration. This relationship, in addition to the indirect effect of supply chain innovation capabilities, improves firms’ innovation performance. Torabi et al. (2024) examined “A Critical Review of Intelligent Marketing Strategies: Challenges Between Data-Driven Marketing and Human Experience in the Age of "Encompassing Technologies" used document analysis to find that using data alone without considering the psychological complexities of customers leads to superficial decision-making. Combining data and human insight increases the effectiveness of campaigns and customer satisfaction. Challenges include privacy protection and analyzing customer behavior. Research Methodology Research Methodology of this study is based on a mixed approach (qualitative-quantitative) and aims to design a model of marketing processes with data-driven innovation capabilities in B2B companies. In order to achieve this goal, the research was conducted in two consecutive and complementary stages. In the first stage, a qualitative and exploratory approach was used to identify the main dimensions and components of the model. Therefore, the grounded theory method was used. The statistical population in this section included academic experts and senior managers of B2B companies who had significant experience and knowledge in the field of data-driven marketing and organizational innovation. Purposive and snowball sampling was used to select individuals with the most knowledge and insight into the subject. After conducting semi-structured interviews with 10 of these experts, the data were analyzed through open, axial, and selective coding and key concepts were extracted. In the second stage, to verify and test the model obtained from the qualitative section, the research entered the quantitative phase. The statistical population in this section included managers, directors, and employees active in the marketing units of B2B companies located in Tehran. Considering the size of the statistical population (530 people), based on the Morgan table, 219 people were selected as the sample size and the relative cluster sampling method was used. The data collection tool in this stage was a researcher-made questionnaire designed based on the findings of the qualitative stage and was provided to the respondents after confirming the content and construct validity. Cronbach's alpha coefficient was used to measure the reliability of the questionnaire, and the structural equation modeling method in Smart PLS software was used to analyze the data.  Research findings The research findings show that effective networking and building ongoing relationships in marketing between companies is a key factor for sustainable success, and that stakeholder identification, a culture of collaboration, and data analytics play a vital role. Also, data-driven innovation capabilities and big data analytics increase organizational efficiency by enhancing marketing agility and competitive advantage, and the convergence of data-driven with human experience makes marketing decision-making more comprehensive and intelligent. Data-driven strategic orientations and the development of organizational capabilities enhance innovation performance and sustainable value creation, and intelligent human resource management and big data provide the necessary infrastructure for the operationalization of innovations. Overall, the integration of networking, data-driven innovation, and a customer-centric approach provides an integrated and effective framework for improving marketing performance and achieving sustainable competitive advantage. Discussion and Conclusion The results of this study show that data-driven marketing and data-driven innovation capabilities, as a multidimensional phenomenon, are influenced by a set of causal, contextual, and intervention factors that ultimately lead to improved marketing performance and sustainable competitive advantage through scientific and creative strategies. In the causal dimension, the results indicate that the existence of technological infrastructure, data-driven culture, and top management support are key prerequisites for the formation of data-driven marketing. This result is consistent with the findings of Al-Khatib et al. (2025) who emphasized that organizational capabilities based on big data are the foundation for the development of intellectual property and innovation in manufacturing companies. In comparison with the research of Koivuniemi (2020), both emphasize the role of human resources and technology as the main resources in applying the data-driven approach. The main focus of the research is on data-driven marketing innovation, which shows how to transform data into actionable insights. The findings indicate that combining data and human creativity takes marketing from the level of mere numerical analysis to the level of intelligent decision-making. This finding is consistent with the study of Torabi et al. (2024), which emphasized that relying solely on quantitative data without considering human experience leads to superficial decisions. In the contextual dimension, the findings showed that organizational structure, learning culture, digital maturity, and management policies play an important role in the success of data-driven marketing. Organizations that have an open culture and flexible structure reach data maturity faster. This result is consistent with the research of Länsipuro (2020), who identified structural and cultural barriers as the most important challenges of data-driven marketing. It is also consistent with the findings of Aljumah et al. (2024). In the intervention conditions, barriers such as resistance to change, weak analytical skills, and lack of technology budget were identified. However, the results showed that targeted training, employee empowerment, and knowledge management can greatly reduce these barriers. This result is similar to the findings of Kardani Maliki Nejad et al. (2024) who emphasized the role of expert validation and training in the implementation of data-driven innovation. It is also in line with the research of Lamminparras (2022) who pointed out the need to develop dynamic capabilities in data-driven decision-making. The strategies identified in this study include data analysis for service personalization, designing value propositions, and creating targeted communications with customers. Implementing these strategies allows companies to use data not only to describe the past, but also to predict the future.

Abstract Abstract
The purpose of this research is to investigate the effect of active market proactiveness on business performance with the mediating role of product innovation and knowledge sharing among handicraft producers in Iraq. This research was carried out with an applicable purpose and a descriptive-survey method. The statistical population of this research included 300 managers of local businesses or handicrafts in Iraq, non-probability method was used for sampling, and 169 people were evaluated and measured based on Morgan's table. In this research, a questionnaire was used to collect data, and its face validity and content validity were confirmed by experts. To measure the validity of the questionnaire, confirmatory analysis of convergent and divergent validity was performed. Cronbach's alpha coefficient and composite reliability were used to measure reliability, which showed good reliability of the tool. In order to analyze the data, partial least squares method and PLS3 Smart statistical software were used, and the results showed that all the hypotheses were confirmed, and it was stated that active market proactiveness has an effect on business performance, and also the effect of active proactiveness with the mediating role of product innovation and knowledge sharing on performance was also confirmed. And the mediating role of market proactiveness and product innovation on business performance was also confirmed.
Introduction
Handicrafts are products that originate from the skill and creativity of centuries-old traditions. The artisans involved in making these works of art have unique talents and taste that have been passed down to them from their ancestors for centuries. In this regard, Iraq is considered as the second country with oil reserves and the use of these oil resources has transformed the country's economy into a unipolar structure. However, developing countries should gradually reduce the policy of exporting raw materials and move towards the export of value-added products. Therefore, business operators in Iraq are required to improve their performance and adapt to the changing needs of the market. These conditions and challenges force organizations to create innovative ideas and changes in their thinking paradigm and working methods (Mejri et al, 2018).
Thus, this study seeks to improve the performance of businesses producing local products (handicrafts) in Iraq and requires a market-oriented approach in order to encourage knowledge sharing and product innovation. The main purpose of this research is to investigate the effect of market activity on the performance of businesses, emphasizing the mediating role of product innovation and knowledge sharing during the pandemic in businesses producing local products and handicrafts in Iraq. By conducting such research, the business performance of domestic products can be improved, which requires a market orientation to encourage knowledge exchange and product innovation, so that local products (handicrafts) in Iraq can better maintain their shelf life. Therefore, the main question of this research is: does market activism have an effect on business performance in this field in Iraq? Also, is the relationship between business performance and the mediation of product innovation and knowledge sharing observable during the pandemic?
Theoretical framework
Product innovation encompasses changes in production processes, supply, packaging, and... It is one of the biggest challenges that companies and organizations face today, as there may not be a product on the market that solves the problem, or there may be other products on the market that behave differently. On the other hand, new or improved services, new product production, or response to foreign consumer or market needs are referred to as product innovation (Arabshahi & Abbaszadeh, 2023). Performance is a general term for some or all of the actions or activities of an organization over a period of time, along with reference to a number of standards such as past or projected costs and is a basis for efficiency that is also defined as the success of personnel, teams, or organizational units in achieving predetermined strategic goals with expected behavior (Yaskun, 2021). Market orientation is defined as an organizational culture that includes a set of shared beliefs and values about customers among organizational members and defines the customer as the main factor in business planning (Broujali, 2022). Knowledge sharing is an ongoing process of transferring organizational experiences and knowledge to business processes through communication channels between individuals, groups, and organizations. This knowledge sharing occurs when individuals actively share their professional knowledge or experience with others to teach them new ideas or thoughts (Yeboah, 2023).
Santos et al., (2023) conducted a study entitled "The Use of Management Controls and Product Innovation in Startups: The Intervention of Knowledge Sharing and Technological Turbulence". The study showed that informal controls and non-financial metrics are used for product innovation, while budget information and cost information are not directly related to product innovation. As technological turbulence increases, budget information becomes more directly related to the innovation process. Informal controls are directly related to knowledge sharing.
Arabshahi et al., (2022) conducted a study entitled "The Impact of Top Management Knowledge Value on Knowledge Sharing Practices, Open Innovation, and Organizational Performance", and the results of their findings showed that top management knowledge value has a positive effect on knowledge sharing practices, open innovation, and organizational performance.
Methodology
The current research is descriptive and applicable in terms of nature, and correlational and survey in terms of nature and type. The statistical population of this research is 300 managers of domestic businesses or handicrafts in Iraq. In the sampling method, since there was no access to the information of managers of local businesses or handicrafts in Iraq, a non-probability method was used for sampling; and 169 people were evaluated and measured based on Morgan's table. Collecting data was carried out by both library and field method. In the field part of the research, to collect data from the studied sample; Cantaleano et al, (2018) questionnaire to measure the variable of market activism, Azeem et al, (2021) questionnaire for knowledge sharing, Zaefarian et al, (2017) questionnaire for product innovation, and Wahyuni et al, (2019) for business performance were used.
Discussion and Results
The data were analyzed using structural equation modeling and SmartPLS statistical software, and the mediating variables in this study were also measured using the Sobel test. The results of the research hypothesis showed that the market proactiveness index has a positive effect on business performance with a coefficient of 2.919 at a 95% confidence level in small handicraft manufacturing companies in Iraq. The results of the second hypothesis showed that the market proactiveness index has a positive effect on knowledge sharing with a coefficient of 19.966 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The results of the third hypothesis showed that the market proactiveness index has a positive effect on product innovation with a coefficient of 13.215 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The fourth hypothesis is that knowledge sharing has a positive effect on business performance with a coefficient of 3.043 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The fifth hypothesis showed that product innovation has a positive effect on business performance with a coefficient of 3.917 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The sixth hypothesis showed that knowledge sharing has the relationship between market proactiveness and performance. Therefore, the indirect effect of market activism on business performance is significant and its coefficient is equal to 0.149 × 0.723 = 0.107. As a result, the Sobel test is used for the significance of the effect of the mediating variable, and the value of z = 3.008 was obtained, which is more than 1.96. Therefore, knowledge sharing mediates the relationship between market proactiveness on the performance of small handicraft manufacturing companies in Iraq. The seventh hypothesis of product innovation is the relationship between market activism on performance. The indirect effect of market proactiveness on business performance is significant and its coefficient is equal to 0.254 = 0.676 × 0.376. Also, the Seville test is used for the significance of the effect of the mediating variable. Here, the value of z = 3.755 was obtained, which is more than 1.96. As a result, product innovation mediates the relationship between market proactiveness on the performance of small handicraft manufacturing companies in Iraq.
Conclusion
The present study was conducted with the aim of investigating the effect of active market proactiveness on business performance with the mediating role of product innovation and knowledge sharing among handicraft producers in Iraq. This finding is in line with the findings of researchers such as Wurjaningrum & Hartami (2020), Christa & Kristinae (2021), Yaskun (2021), Santos et al, (2023), Aiti Mehr et al, (2021), Singh et al, (2021) and Febrianti & Herbert (2022). In today's dynamic business world, the survival and success of small businesses, especially in the field of crafts, requires an active and dynamic approach to the market, knowledge and innovation. To compete in turbulent markets, business operators must have the expertise and ability to create unique and different domestic products to attract customers' interest. Market-oriented knowledge development contributes to resource efficiency and encourages product innovation, which leads to improved business performance. Creating an interactive atmosphere to identify the needs of loyal customers, understand market trends and respond to the hidden needs of customers can also increase the company's sales. The ability to innovate in business-related products and create diverse organizational capabilities allows for improved business performance of new products. As time passes and needs change, old products become obsolete and cannot meet current needs. Elements of innovation enable products to best match the needs of today's consumers. In this regard, knowledge sharing can also increase organizational opportunities and capabilities and help create superior competitive products. This approach leads to improving the efficiency of resources and maintaining the competitive advantage of the business.

Abstract Extended Abstract
Abstract
The purpose of this study is to investigate the effect of relation-based marketing capabilities through the mediator variable of e-marketing on the business performance of online sales sites. The present research is applicable in terms of purpose and descriptive-correlative in terms of nature and method of data collection; and is specifically based on structural equation modeling. The statistical population in the present study includes customers of online goods sales sites in Iran such as Digi Kala, Tehran Kala, etc., and according to Morgan's table, 380 people were selected as the sample, among whom the electronic questionnaire was distributed. Sampling method of this research is available. The collection tool in the present study is three questionnaires, which include the business performance questionnaire of Myrles, Randall and Lai (2011), Asikhia (2009), the electronic marketing questionnaire of Tsiotsu and Villachoplo (2011), the questionnaire of relation-based marketing capabilities of Azadegan Foumani (2013). Findings of the research related to the first sub-hypothesis showed that relation-based marketing has a coefficient of 0.982; in other words as much as 98.2% is related to the business performance of electronic sales sites. Also, the research findings related to the second sub-hypothesis showed that relation-based marketing has a coefficient of 0.91; in other words, 91% is related to e-marketing. Findings of the research related to the third sub-hypothesis showed that e-marketing has a coefficient of 0.479; in other words as much as 47.9% is related to business performance. Also, the findings of the main hypothesis showed that the relation-based marketing index has a coefficient of 0.457, in other words as much as 45.7% is related to the business performance of online sales sites with emphasis on the mediating role of e-marketing.
Introduction
With the proliferation of e-businesses, consumers have become increasingly inclined to shop online, so that, due to the influence of the Internet on business, and the formation of the foundation of the digital economy, to achieve the goals of modern marketing in e-commerce, e-marketing has drawn attention and is a key factor in the competitiveness of international markets (Taj Zadeh Namin & Martaei Ghare Bagh, 2010). On the other hand, with the increasing expansion of the field of e-commerce, the speed and quality of customer service has also increased and has caused companies to have more control over quality components to ensure the accuracy of delivery of goods and its timeliness so that they can meet the growing needs of customers and satisfy them. The use of e-business in business activities requires attention to endogenous and exogenous factors influencing it (Amini & Ali Nezhad, 2019).
Given the importance of the two concepts of the capabilities of relation-based marketing and e-marketing in the field of domestic and foreign competition, companies have to acquire and strengthen marketing capabilities to improve their business performance, survival and growth in domestic and international markets and gain competitive position, and apply e-marketing as new technological activities (Taleghani & Mehdi Zadeh, 2016). E-marketing is, in fact, the use of the internet and other interactive technologies to create a relationship and mediation between the company and customers. This innovative activity develops new ways of interacting with customers and provides new service delivery systems, and leads to reducing costs, growth and profitability of companies and entering new markets, improving market share and creating a positive mindset about products, services and company's brand, and high business performance; and can improve service productivity, service quality and profitability (Tsiotsou & Vlachopoulou, 2011). Therefore, it can be argued that, given the importance of the two concepts of relation-based marketing and e-marketing capabilities in the field of domestic and foreign competition, companies have to acquire and trengthen the marketing capabilities to improve their business performance, survive, grow in domestic and international markets, and gain competitive position, and use e-marketing as a new technological activity. Therefore, in the present study, an attempt has been made to investigate the effect of relation-based marketing capabilities on the business performance of internet sales sites in Iran, and also by considering the electronic marketing moderator variable. relation-based marketing has been able to create shared values, as an important dimension in building the relationship between buyer and seller in online sales sites. This research tries to measure the commercial performance of these sites by using the e-marketing moderator variable. According to the above, the main issue of the research is whether the relation-based marketing capabilities through the e-marketing intermediate variable has an effect on the business performance of Internet sales sites or not.
Theoretical literature
With the expansion of the Internet and customers turning to this phenomenon in order to meet their needs, companies have the opportunity to attract the customers through new Internet services and increase sales of goods. On the other hand, the intensification of competition between companies providing services through the virtual world has caused companies to seek to retain their existing customers rather than attract new customers. This has led to arise of concepts such as relation-based marketing and e-marketing and business practice in companies. Nowadays, due to the increasing development of information technology and increasing competition in global markets, the users of textual marketing methods stay away from the global market (Varmaghani et al, 2017) and the use of effective and modern tourism marketing tools such as e-marketing is essential for a country or a region. With the advent of e-commerce, organizations are changing their business (Montazari et al, 2014). E-marketing is defined as the use of the Internet and related technologies, along with other marketing communication tools, to achieve marketing goals (Ghareh et al., 2018). Zare Dare & Taghavi, (2020) examined relation-based marketing. They concluded that organizations are required to go beyond the basic needs of customers, meet customer expectations, and focus on satisfying the customer's need to build loyalty and trust, through long-term, two-way and profitable communication (communication quality). Rezaei et al (2020) examined the alignment of e-marketing with the overall strategy of commercial organizations. This study seeks to answer the question of how to align e-marketing programs used in online commercial organizations with the organization's enterprise level strategies to increase the success of the organization. The research result showed that the alignment of e-marketing and macro strategies of the organization is necessary, and a model for the purpose was provided.
Methodology
The present research is applicable in terms of purpose; and a descriptive correlative type in terms of nature and method of data collection, and specifically based on structural equation modeling. The statistical population in the present study includes customers of online sales sites in Iran, such as Digi Kala, etc. Based on the fact that students are also a large part of the buyers of goods on Internet sites, a group of students; associate, bachelor, master and doctorate of the Islamic Azad University of Tehran, approximately at least 40 thousand people, is considered. Based on the statistical population of 40,000 students, users of online sales sites, and according to Morgan's table, the electronic questionnaire were distributed among 380 people as a sample. The questionnaires of Mirles et al (2011) and Asikhia (2009) were used to collect data on business performance variable, and the questionnaires of Tsiotsou & Vlachopoulou (2011) and Asikhia (2009) for electronic marketing variable, and the research questionnaire of Azadegan Fomani (2013) for the variable of relation-based marketing capabilities.
Discussion and Results
In order to test the research hypothesis, structural equation modeling method was used with the help of SPSS software, inferential statistics was used to test the hypotheses. Then, amos software was used to test the hypotheses or conceptual model of the research, and the results of the main hypothesis showed that e-marketing mediates the relation-based marketing capabilities and business performance of online sales sites. The relation-based marketing index has a coefficient of 0.457; in other words as much as 45.7% is related to the business performance of online sales sites with emphasis on the mediating role of e-marketing. This means that the effect of the modifier variable on the relationship between marketing capabilities and performance is positive and significant, and relation-based marketing has the coefficient of 0.982, in other words, as much as 98.2% is related to the business performance of electronic sales sites. At the confidence level of 0.95 and considering the t-value which is equal to 8.678, it can be said that there is a significant relationship between relation-based marketing and business performance of e-sales sites, and relation-based marketing with a coefficient of 0.91 and in other words as much as 91% has a relationship with e-marketing. At the confidence level of 0.95 and considering the t-value which is equal to 12.472, it can be said that there is a significant relationship between relation-based marketing and electronic marketing of e-sales sites.
Conclusion
The aim of this study was to investigate the effect of relation-based marketing and e-marketing capabilities on the business performance of online sales sites. The results of this study are consistent with the results of Harandi et al (2017); in this study, the innovative effect of relation-based marketing strategies (financial, social and structural links) on customer relationship performance (duration, depth and breadth of communication) through communication satisfaction and communication commitment in using modern e-banking services has been investigated. It is also consistent with the results of Moein et al (2017). They discussed the relationship between relation-based marketing and improving customer satisfaction in Mellat Banks in Shiraz. The results showed that there is a significant relationship between relation-based marketing and customer satisfaction, which is also consistent with the results of Herandi et al (2017). In this study, the innovative effect of relation-based marketing strategies (financial, social and structural links) on customer relationship performance (duration, depth and breadth of communication) through communication satisfaction and communication commitment in using modern e-banking services has been investigated. According to the present research, it is suggested to the managers of the company to try to present their products with better advantages than the competitors through market tour and presence in the field of competition and exhibitions and getting acquainted with the latest market changes and discovering the strategies and tactics of competitors, and use advertising and promotions and capabilities of the company. Also, to attract more international customers for export, equip their databases to provide information and online support, provide online product catalogs to customers, provide or send newsletters, magazines and e-mails to customers, and by providing online ordering and purchasing opportunity, improve their performance