Journal of value creating in Business Management

Abstract Abstract The aim of this research is to analyze the model of factors affecting customer experience in the implementation of generation 4.0 retail. This research is applicable in terms of purpose, and descriptive-correlational in terms of method. The statistical population includes customers of the Etaka chain store, and the sample size was determined as 384 people using the Cochran formula, and the simple random sampling method was used. The data collection tool was a researcher-made questionnaire, whose validity was confirmed by experts and its reliability was confirmed through Cronbach's alpha and composite reliability. In order to test the hypotheses and fit the conceptual model, structural equation modeling was used with AMOS software. The fit indices including CFI, GFI, IFI, and RMSEA were within acceptable limits, indicating a proper fit of the model. The research findings showed that technological progress and value creation have a significant impact on customer experience. Human and organizational factors also play an effective role in implementing Retail 4.0. Customer experience, as a key variable, plays a prominent role in improving store performance and strengthening customer relationships. The results indicate that intelligent use of new technologies, empowering human resources, and creating appropriate organizational infrastructure are essential prerequisites for achieving positive customer experience and sustainability in modern retail environments. Introduction Along with the industrial revolution, the retail industry has also evolved significantly. First, in relation to Retail 1.0, large stores began to emerge along with mass production using steam power. Accordingly, consumers enjoyed low-cost products in Retail 2.0, and as a result, more shopping malls were opened. Meanwhile, in Retail 3.0, consumers enjoy online shopping globally through the Internet, and therefore, shopping behavior has changed; because now we can buy anything without leaving home. And this evidence shows that Retail 4.0 can make our lives easier and better (Ren et al., 2024). In general, Retail 4.0 technologies include artificial intelligence, Internet of Things, cloud computing, big data analytics and augmented reality (Vhatkar et al., 2024). Artificial intelligence can replace employees in some routine jobs, while home and office applications can be managed through mobile applications thanks to the Internet of Things. The recorded data is then stored and analyzed in the cloud using self-service kiosks (Bonfer et al., 2022). When the 4.0 generation was first introduced in the industry in 2010, it also brought the retail industry into the fourth revolution. On the other hand, Retail 4.0 seems to be a new concept for retailers around the world; when Industry 4.0 technologies such as artificial intelligence, Internet of Things, cloud computing, big data analytics, and augmented reality were implemented in the retail industry (Har et al., 2022). The level of adoption of Retail 4.0 is high in developed countries such as the United States, the United Kingdom, and Europe. However, in less developed countries, with low internet access coverage, the adoption of these technologies seems challenging for them. Consumers and businesses are unable to take advantage of the emerging e-commerce opportunities due to persistent bottlenecks and barriers such as costly broadband services, over-reliance on cash, shortage of skilled workers among the people, and government indifference. Therefore, the researcher intends to answer the fundamental question: how is the analysis of the model of factors affecting customer experience in the implementation of Retail 4.0? Theoretical foundations Technological advancement and customer experience Technological advancement is recognized as one of the most important drivers of transformation in the retail industry. New technologies, including online shopping systems, mobile applications, artificial intelligence, the Internet of Things, and big data analytics, enable fast, accurate, and personalized services for customers (Mirzaee Azandariani et al., 2022). In particular, customer familiarity with technology and its ease of use improve the customer experience in interacting with the organization and increase satisfaction and trust (Alexander et al., 2022). Organizational factors and customer experience Organizational factors include the organization's culture, processes, structure, and strategies that shape the organization's overall performance. In retail environments, organizations that have a customer-centric culture, design their processes to respond quickly and effectively to customer needs, and have a flexible and innovative structure, and can significantly improve the customer experience (ham et al., 2021). Effective organizational processes, such as customer relationship management systems and supply chain optimization, increase service quality and reduce customer waiting times. Intra-organizational technology infrastructures, such as integrated data mining systems, enable customer behavior analysis and forecasting of customer needs. Behera et al., (2024) studied “Changing Customer Engagement with Artificial Intelligence in E-Marketing: An E-Retail Perspective in the Era of Retail 4.0”. The research method is quantitative. Primary data was collected from 305 e-retail customers and analyzed using structural equations. The results showed that AI-based e-marketing can predict customer desires, provide personalized messages and offers, increase customer engagement with the brand, and enhance the digital shopping experience in Retail 4.0. Blut et al., (2024) studied “Retail Customers’ Ease of Use of Artificial Intelligence-Based Virtual Assistants: A Meta-Analysis”. The meta-analysis included 2766 correlations from 244 independent samples. Data analysis showed that price value, social support, and humanization are the main drivers, and the performance of assistants varies depending on their type (intelligent/stupid, voice/text-based, avatar/non-avatar), and negative emotions play a mediating role. Research Method This study is applicable in terms of purpose and descriptive-correlational in terms of method. The population of the present study includes customers of the Eteka chain store, the sample size was determined as 384 people based on the Cochran formula, and the sampling method was simple random sampling. The findings from the Cronbach’s alpha test are reported. To examine the validity, content validity was used and its validity was confirmed. Then, the reliability of the questionnaire was measured by distributing the questionnaire. In order to test the research hypotheses, structural equation modeling was used in the Amos statistical software platform. Research findings The research findings showed that technological advancement, value creation, human and organizational factors each have a positive and significant impact on customer experience and the implementation of Generation 4.0 retail. It was also found that customer experience plays an important role in increasing interaction and effective communication between the store and the customer. Finally, general and market-specific factors also significantly affect the acceptance and success of the implementation of Generation 4.0 retail. Conclusion and Discussion The present study showed that the success of the implementation of Generation 4.0 retail is the result of the interaction and combination of several key factors. Technological advancement and the use of digital tools improve the shopping experience of customers, while providing real value increases their satisfaction and loyalty. Employee competence and skills, service quality and effective customer interaction play an important role in the success of digital stores, and appropriate organizational management and efficient internal processes facilitate the implementation of digital transformation. In addition, adaptation to market conditions, customer behavior and the socio-economic environment is a determining factor in the acceptance and success of Generation 4.0 retail. Overall, positive customer experience, value creation and market alignment form the focal point of any successful strategy in Generation 4.0 stores. The present study showed that technological advancement directly improves customer experience. Easy access to new technologies and ease of use of digital tools increase customer satisfaction and convenience in shopping. This finding is consistent with the studies of Akbari et al. (2022) and Rousta et al. (2023). Value creation is also a critical factor affecting customer experience. When customers receive real value from products and services, their satisfaction increases and their willingness to repurchase and loyalty is formed. The findings are consistent with the research of Mirzaee Azandariani & Arya (2022) and Akbari et al. (2022), which shows that creating a positive customer experience is not possible without providing tangible value. Therefore, stores should focus on enhancing the value provided to customers at all stages of the purchase process. Organizational factors have an important impact on the adoption and implementation of Generation 4.0 retail. Organizational culture, internal processes, and technology infrastructure are among the factors that facilitate the success of implementation. This finding is consistent with the studies of Aldrighetti et al. (2023) and Hoyer et al. (2020), which show that success in digital transformation is not achieved by focusing only on technology, but also by effectively managing human resources and organizational processes. Human factors also have a significant impact on the implementation of 4.0 retail. Employee empowerment and technology-related skills improve service quality and customer engagement. These results are consistent with the research of Behera et al. (2024) and Roustaee Gholpaygani et al. (2023), which shows that employee training and empowerment are crucial for the success of digital stores. Customer experience, as a key phenomenon, has a direct impact on the success of 4.0 retail implementation. A positive customer experience increases satisfaction, loyalty, and repurchase motivation; and encourages customers to interact more with the store. These findings are consistent with the results of Blut et al. (2024) and Behera et al. (2024), and show that customer experience is the focal point of any successful strategy in 4.0 stores. Market-related and general factors are also influential. Attention to customer behavior, changing tastes, social acceptance, laws and regulations, and economic conditions can ensure the success of stores. The findings are consistent with the research of Vhatkar et al. (2024) and Rousta et al. (2023) and show that the successful implementation of generation 4.0 stores requires compatibility with environmental conditions and market needs.

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.