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The marketing department in small and medium enterprises (SMEs) is one of the most crucial units that interacts with the external environment and significantly influences their success during periods of economic recession. Accordingly, this study aims to examine the factors contributing to the marketing success of SMEs in Hamedan Province under recessionary conditions.

This study employs a mixed-methods approach. Initially, the research was conducted qualitatively through interviews. At this stage, the initial codes were derived from the interviews. In the next step, the core codes were reviewed, and their relationships were examined. ultimately revealing the overall structure of the findings and identifying key categories. Finally, in the quantitative phase, the identified categories were ranked using the Friedman test.

The identified categories were divided into two main groups: external and internal factors influencing success. A total of 38 initial codes were extracted from the interviews, leading to the identification of 14 categories. These categories were then ranked using the Friedman test. A comparison of mean ranks showed that cost management ranked first with an average of 8.52, while customer orientation ranked second with an average of 8.08. The remaining factors followed in subsequent ranks.

The results of this study highlight the importance of interaction between internal and external factors. On the one hand, managers of SMEs must improve their internal performance by leveraging effective marketing strategies. On the other hand, governments need to implement policies that make the business environment more stable and predictable for these enterprises.

The purpose of this research is to present a paradigmatic model of financial performance in the banking industry with a focus on supporting small and medium-sized enterprises (SMEs). The present study is applied in terms of its objective and qualitative in terms of its method. The target population consisted of experts familiar with the research topic, including university professors in the fields of banking and entrepreneurship, as well as senior managers from Bank Mellat. The sampling was done theoretically, and interviews were conducted with 12 experts until saturation was achieved. The research approach was grounded theory, which involved open, axial, and selective coding through interviews with the experts. Data were collected through expert interviews. To assess the validity of the research, the methods of review during coding and examination by another informed individual were used to ensure the accuracy of the coding. In this study, the test-retest reliability method was employed to determine the reliability coefficient. Based on the research findings, it was observed that the financial performance of the banking industry in supporting small and medium-sized enterprises comprised 142 open codes, 18 categorical codes, and 6 final axial codes, including six main components: causal conditions (financing), central phenomenon (financial support), intervening condition (financial policy), contextual condition (infrastructure), strategies (financial strategies), and outcomes (sustainable growth). The presented paradigmatic model indicates that effective banking support for SMEs can contribute to the growth and sustainability of these businesses.

With the shift in the development paradigm in the industry, new concepts such as competition, strategic partnership, etc. have been introduced into the literature of this field. The more diverse the stakeholders in the industry under study, the more the development of topics in that industry increases. One of the development strategies for the auto parts industry is to use the capacity of strategic partnerships in its small and medium-sized industries.

The present research, which has been conducted with a qualitative-quantitative approach, has identified and prioritized the criteria and components of strategic fit between potential partners in small and medium-sized industries in the Iranian auto parts industry. To this end, after conducting a systematic review of the literature in this field and obtaining exploratory interviews from experts and organizing them using the thematic analysis method, the components were extracted and ranked using the TOPSIS method.

The results show that with regard to the five criteria of deepening, the relationship,, creating a cost advantage, relationship, sustainability,, enhancing market development capacity, reducing external pressure and creating capacity for development and upgrading knowledge and technology, the components of partner complementarity, communication-relationship fit between partners, alignment in organizational strategy of partners, and10 other components are of greater importance. In the final part of the research, by examining each component, their importance in achieving each of the criteria is also discussed, which can be policy recommendations

The competitive conditions faced by small and medium-sized enterprises (SMEs) compel them to acquire more resources, respond quickly to market changes, innovate more, and develop agility capabilities. However, achieving agility requires implementing organizational processes with an open model, which is obtained through information sharing and collaboration with external partners. Therefore, the main objective of this research is to present an agility model with an open approach in selected SMEs in the Yazd industrial Estate, which for the first time examines agility with an open approach. In this study, the qualitative approach of database and Atlas software was used. The data collection and analysis process involved conducting open and in-depth interviews, and considering the research content and expert capabilities, saturation was achieved with 23 interviews. In the coding process and model dimension determination, 161 open codes, 21 axial codes, and 6 selective codes were identified. Companies implementing agility with an open approach achieve rapid response to changes, organizational flexibility, an innovative and agile work environment, and the creation of an open business model.

In recent years, numerous studies have been conducted on knowledge management, sustainable supply chains, and eco-friendly innovation. However, none have explored the multidimensional relationships among these variables, particularly the role of eco-friendly innovation as a mechanism mediating the relationship between knowledge management strategies and sustainable supply chain performance. The present study aims to examine the impact of knowledge management strategies on sustainable supply chain performance, with the mediating role of eco-friendly innovation.  

To achieve this, a descriptive-survey research method was employed. A researcher-developed questionnaire, derived from existing literature, was used to collect data. The validity of the questionnaire was confirmed through various indices, including face and content validity, factor loading, convergent validity (AVE), Fornell and Larcker criteria, the coefficient of determination (R²), Q², and goodness-of-fit. Its reliability was established using Cronbach's alpha and composite reliability. The questionnaire was distributed among 200 employees of small and medium-sized enterprises (SMEs) in Semnan province using a judgmental and purposive sampling method. The analysis of the questionnaire data, performed using SPSS and Smart PLS software, revealed that the mediating role of eco-friendly innovation in the relationship between knowledge management strategies and sustainable supply chain performance is positive and significant (with an effect coefficient of 0.498).

Furthermore, based on the results of the study’s sub-hypotheses, it was found that knowledge management strategies have a positive and significant impact on sustainable supply chain performance (effect coefficient: 0.178), on eco-friendly innovation performance (effect coefficient: 0.301), and that eco-friendly innovation positively and significantly affects sustainable supply chain performance (effect coefficient: 0.590). Thus, all the study's hypotheses were confirmed.

Today, many SMEs face failure and lack of proper growth in the early years of their activity.Therefore, examining the internal characteristics of these companies as the most important factor affecting growth in today's turbulent and competitive environment is very important. In the meantime entrepreneurial orientation is one of the factors affecting their growth, and it shows the desire of the organization to maintain its competitive advantage and aggressive competition through risk-taking, Proactiveness and Innovativeness. By understanding these conditions, the aim of this research is to investigate the effect of environmental changes on the growth of travel agencies with the mediating role of entrepreneurial orientation. The statistical population of this study is 1300 managers of travel agencies in Tehran. According to Morgan's table, 297 people have been selected as a statistical sample. The research tool used is a questionnaire. Data analysis was done using structural equation modeling and Spss version 22 and Smart-PLS 3 software.The results of this research show that entrepreneurial orientation has an effect on the growth of travel agencies. And the managers who have an entrepreneurial orientation and are innovative to act in the competitive and tense environment of tourism businesses and take actions before competitors such as diversifying the product or reducing the price of services and assume a relatively high risk for such actions, enjoy better growth. In this study, the significance of the relationship between environmental changes and the entrepreneurial tendency of travel agencies was confirmed and it was shown that the changes in the business environment in terms of changes in the technologies used in the tourism industry, the increase in the aggressive activities of competitors, the competition over the price of the services provided, as well as the change in Travelers' needs and marketing techniques can influence their entrepreneurial orientation; And to force the managers of these businesses to use innovative strategies and to innovate in their services, to target a specific market, to act faster than competitors and to show more risk-taking in this way.

The aim of the present study is to identify the criteria affecting the financial performance of the banking industry in supporting small and medium enterprises (SMEs) with an emphasis on entrepreneurship. This research is applied in nature and qualitative in method. The statistical population comprised experts familiar with the research topic, including university professors in the fields of banking and entrepreneurship, as well as senior managers from Bank Mellat. The sampling was conducted theoretically, resulting in interviews with 12 experts until saturation was reached. The research approach was grounded theory, which involved interviews with experts and three types of coding: open, axial, and selective. Data collection was carried out through interviews with experts. To rank and categorize the factors, determine the types of variables, and examine the relationships between the model variables, as well as to assess the intensity of these relationships and identify the influence and dependency of the criteria, a combined ISM-DEMATEL method was employed. The results indicated that the main categories of the model include validation, infrastructure, financial policy, investment, risk, and transparency. Furthermore, based on the research findings, the first level includes risk management; the second level includes investment and financial transparency; the third level includes infrastructure; the fourth level includes validation; and the fifth level includes financial policies. The findings reveal that financial transparency, investment, and validation are connective factors, while infrastructure and risk are dependent factors, and financial policies are influential factors.

Societies and organizations seek to gain sustainable competitive advantage. In this regard, knowledge management is an important factor in innovative activities to maximize the desired performance of the organization . A major part of these resources is their human resources . SMEs must respond to this challenge because conventional marketing strategies are no longer suitable in an age where consumers are more sophisticated than before .In recent years, environmental disturbances have caused knowledge management to emerge as a value creation factor for the customer and a key capacity for management. Therefore, if companies want to gain an advantage, they must have enough information about creating knowledge, sharing knowledge, and applying knowledge in the organization . The present age is the age of competition for survival, and organizations must continuously adapt themselves to new needs of customers. The development of new services is also essential for survival in this turbulent environment. For this purpose, it is necessary to pay attention to the opinions of customers and use the received feedback in the service development processes. For this purpose, in this research, the impact of customer knowledge management on the performance of the organization has been investigated from the perspective of customers and managers. Customers are one of the most important stakeholders in any company. There is no doubt that proper communication and cooperation with them can help increase customer satisfaction and success. Many companies are trying to align their processes and products in order to create stronger customer relationships. It considers customer knowledge as a combination of experience, value, information and expert insight captured during exchanges between the organization and the customer. This knowledge is created in a two-way flow that creates value for both parties (the organization and the customer) and is considered the main source in improving the value of the customer.

In this research, apart from measuring customer knowledge management and organizational performance at one level, measuring the relationship between social media and organizational performance at a multi-level structural position has been investigated. The current research is applied in terms of purpose and descriptive-survey research in terms of method. The statistical population of the research includes 169 IT supervisors and managers and 217 customers. Data analysis was done by structural equation modeling with partial least squares method and SmartPLS software. Based on results, technological, human and organizational factors have a positive effect on increasing organizational performance. The research innovation in the implementation of this analysis is multi-level. Multilevel data have been analyzed with the help of Hierarchical Linear Analysis software.

After processing the data by statistical tools and software, the following results were obtained, which can represent the results of the research hypotheses test:First hypothesis: human factors have a positive effect on customer knowledge management in order to increase software quality. According to the obtained results, it was observed that human factors have a positive effect on customer knowledge management in order to increase product quality, and the first hypothesis is confirmed in the company model. According to the measurement criteria in the research, for the development of software quality in the company, it is necessary to expand and use the ability to share and apply customer experiences. The skills and ability of employees to apply customer knowledge should be improved. Organizational factors have also a positive effect on customer knowledge management in order to increase product quality. It can be concluded that in order to develop software quality, it is necessary to meet customers to discuss their needs during the software development process. In the course of software development activities, customers' participation should be used. It is necessary to encourage the attraction and management of customer knowledge in the company environment. Organizational factors do not have a significant effect on customer knowledge management in order to increase product quality, and the second hypothesis is rejected in the customer model. In today's changing and competitive business market product quality is considered as the primary factor of success. If an organization can provide a quality product, it can definitely provide a set of excellent operations and services to the customer. Therefore, product quality will be the factor of customer loyalty. In this regard, software quality is a vital indicator that Managers and IT specialists should have a consensus about its development

The output of HLM 7 software showed the multilevel relationships of the research variables. Social media at the extra-organizational level has a positive effect on the regression coefficient, the relationship between customer knowledge management and performance . In other words, the greater the investment on social media at the second (extra-organizational) level, the more intense its effect is at the lower level and organizational performance can be increased.

Today, the use of social media in small and medium businesses has become a competitive requirement. Some researchers consider entrepreneurship as a social and multi-stage process. This is why businesses try to use social media in the best possible way during these stages with the aim of survival or business development. Entrepreneurial entry is one of the most important stages of the entrepreneurial process that businesses can successfully complete by taking advantage of the benefits of social media. The current research seeks to formulate the theoretical framework of the function of social media in the entrepreneurial entry of small and medium businesses. This research is applied in terms of purpose and from the point of view of documental-meta-composite research. This research is based on 1608 articles of Scopus scientific database during the years 2016 to 2023. After the initial screening, we found 47 articles and finally 15 central articles for extracting findings. In the Meta synthesis method, four main structures were identified and organized along with 11 concepts. The results of this research can serve as a road map for entrepreneurs and business activists during the entrepreneurial process and especially the initial stages of starting a business. On the other hand, the proposed framework can be a theoretical basis for future research in the development of social media applications in the entrepreneurial process.

Small and medium-sized enterprises (SMEs) are considered the main drivers of economic development, and financial and technical support for them can have significant impacts on overall economic flows. Banks, as the primary arm for financing and credit provision to businesses, play an indispensable role in this regard. Thus, the primary objective of this study is twofold: first, to propose a model for national banks’ support aimed at fostering entrepreneurial behavior in SMEs, and second, to examine the significance and prioritization of key factors influencing banks' supportive role in developing entrepreneurial behavior in SMEs. To achieve this, the study utilized expert opinions from a panel of seven specialists in economics and banking from West Azerbaijan province for the qualitative section, and 464 managers from banks (specifically Sepah Bank) and SMEs in the province for the quantitative section. Data collection tools included semi-structured interviews for the qualitative phase and a researcher-made questionnaire for the quantitative phase. For data analysis and identifying influencing factors regarding banks' support for the development of entrepreneurial behavior in SMEs, thematic analysis and MAXQDA software were employed. Additionally, quantitative data analysis was conducted using structural equation modeling and AMOS software. The qualitative findings revealed that a total of 82 primary themes, organized into 14 organizing themes, can be identified in the context of banks' role in supporting the development of entrepreneurial behavior in SMEs. In the quantitative section, the significance and prioritization of causal, intervening, and contextual factors were examined. The results also demonstrated how the entrepreneurial behaviors of SMEs can either advance or stagnate based on banks' behaviors.

This research aims to explain a model for evaluating factors affecting supply chain strategies in small and medium dairy companies in Khorasan province. The current research is a qualitative-quantitative study using the thematic analysis method to explain the mentioned model. The data collection method in the qualitative phase was a semi-structured interview. The study population of the qualitative research included the employees and elites of small and medium-sized production companies active in the dairy industry located in North, Razavi, and South Khorasan provinces, who had theoretical and practical knowledge in the field of the subject under study and sufficient knowledge and mastery over the phenomenon under investigation. The studied sample also consisted of people with at least 10 years of work experience and a complete understanding of the practical concepts of the supply chain. The participants were selected through the purposive sampling method. Since data saturation determines the sample size in the qualitative section, more samples were interviewed until the data was sufficient. Then, quantitative analysis was done to validate the obtained model, including exploratory and confirmatory analysis. A small part of the statistical population, including all dairy industry workers, was considered, and a list of all managers and activists of this industry was prepared. Sampling was done in a simple random way among the names. Data collection was carried out using a researcher-made questionnaire. Quantitative data analysis was also done using structural equation modeling. Based on the results obtained, seven effective factors in the supply chain strategy were identified: task factors, environmental green factors, economic factors, resilience, and its dimensions, including marketing mix, customer orientation, and organizational structure were identified. The results of the quantitative part, with the confirmation of the qualitative findings, indicate the significant impact of all factors on the supply chain strategy. The results show that the extracted factors of the supply chain were less observed in other studies and are appropriate for the Iranian landscape. The innovation of this research can be examined from many other aspects. For example, the resilience raised in connection with Iranian society is different from that in other countries. The style of dealing with this issue differs in Iran and other countries.

The current research was conducted with the aim of designing a model for using cloud computing in Small and medium-sized enterprise. This study is a developmental in terms of its purpose and it is a qualitative research in terms of the nature of data collection and analysis, and was conducted using the grounded theory method. The statistical population consists of experts and entrepreneurs in the field of handicrafts and university professors of Kermanshah city, among which 14 people were selected as sample members by snowball sampling. semi-structured interviews was used for data collection. The results show that improving competitive advantages and improving operational processes explain why cloud computing should be used in these Enterprise. The findings also indicate that cultural-management facilitators, infrastructural facilitators and facilitators related to cloud computing are among the factors that can act as contextual factors. In addition, two categories of intervening factors (promoting and inhibiting factors) can affect the use of these technologies in these enterprises. The strategies of using cloud computing are also identified at two enterprises and environmental levels, and the consequences of using these technologies are also identified in four categories of operational, managerial-executive, entrepreneurial and competitive consequences.

Export and its improvement for small and medium enterprises is an important and central issue as a tool to achieve the desired economic growth and sustainable development. One of the success levers of these industries is entrepreneurial export, in this regard, due to the importance of human resources, it is vital to formulate a career path that fits this issue, and the absence of it, these organizations suffer a significant decrease in exports. In this regard, this research was carried out with the aim of developing a model for improving the export of entrepreneurs in small and medium industries in Iran with the approach of developing a career path in Iran. This research was carried out using a mixed method (qualitative-quantitative) that extracted 21 components of the desired model in the qualitative part and using content analysis, interviews with 21 experts, and determining the relationship between indicators to achieve the model in the quantitative part. It was done by relying on the Interpretive Structural Modeling (ISM) method. The qualitative and quantitative data analysis of the research resulted in an eight-level model, the most effective component of this model being the eighth level of job prospects, and the most effective components were the ability to sell an idea or product and a strong understanding of the conditions of the exporting entrepreneur's organization.

Recently, small and medium-sized enterprises have expanded their activities internationally. However, the process of internationalization is not simple, and due to the increasing competition of international markets, and on the one hand, the lack of resources, knowledge and experience of these companies in international markets, success in these markets is considered a big challenge for them. In this regard, the present research was conducted with the aim of investigating the impact of global mindset on the network and acquisition of international knowledge with the mediating role of international entrepreneurship in small and medium-sized companies. This research is a survey descriptive research in terms of data collection method, and practical in terms of purpose. The statistical population of the research included all companies active in the field of food industry in industrial towns in Tehran, who have experience in international markets. The required sample size was determined using Cochran's formula, 190 companies. The samples were selected by simple random method. The data collection tool was a standard questionnaire whose validity was confirmed by face validity, convergent and divergent validity. Based on the findings the global mindset has a direct and significant effect on international knowledge acquisition, international network and international entrepreneurship orientation. Also, the influence of international entrepreneurship orientation on knowledge acquisition and international network was confirmed. Finally the global mindset has an indirect and significant effect on the international knowledge acquisition and international network through international entrepreneurship orientation.

In today's era, it is necessary to use and optimally manage organizational resources, especially human capital, as the most important organizational capital, and organizations should have a strategic approach to aligning human resource management and environmental management. On the other hand, in case of successful implementation of green human resources management, employer branding can be created in the organization and its benefits can be used. Therefore, the main goal of the research is to investigate the impact of green human resources management on employer branding with the mediating role of environmental and social sustainability of SMEs in Tehran province. This study is an "applied research" in terms of its purpose, and in terms of its nature and method, it is a "descriptive-survey research" and because the researchers seek to explain the effect between the research variables, this research of The type is "correlation studies". The statistical population was the employees of the laundry companies located in Abbas Abad Industrial Town of Tehran (460 people), of which (210) were selected by simple random method based on Cochran's formula. From the questionnaire of Sabz Dumont et al. (2017), corporate environmental sustainability by Sivert et al. (2015), corporate social sustainability by Mani et al. (2018) and finally the employer brand Sivertzen et al. Data were used. The results of structural equation modeling with Smart PLS software showed that green human resource management directly and indirectly through the mediators of environmental and social sustainability of companies have an impact on employer branding.

One of the new approaches to development is the development model of industrial clusters, which has an effective role in product innovation and competitiveness, and the changing needs and demands of customers, the rapid evolution of technology, increasing competition in the market, and increasing economic prosperity have caused companies in various industries to innovate and provide new products with increasing speed, efficiency and quality. Therefore, the current research was conducted with the aim of identifying and prioritizing factors affecting the development of industrial clusters with a sustainable development approach in Sistan and Baluchistan province. The research method is applied according to the purpose, and mixed (qualitative-quantitative) with an exploratory approach, according to the type of data; In this way, by using the meta-combination method in the field of industrial cluster development, research indicators were identified, the identified factors and components were weighed with the opinion of experts and based on the Fuzzy Hierarchy Analysis Process (FAHP) model, the factors were analyzed and combined, and Finally, prioritization was done. The statistical community in the qualitative part of the research included 17 experts and managers expert in production, who were selected non-probably and judgmentally, and the required information was collected from them using the Delphi method. In the following, in line with the validation of the research model, a research questionnaire was designed distributed among 116 sample members including managers, experts, and agencies active in the industry, and university faculty members in Sistan and Baluchistan province, who were randomly selected by stratified method. In order to analyze the data, the Fuzzy Hierarchy Analysis Model (FAHP) was used, and finally, the findings of the research showed that the most was the development of industrial clusters with a knowledge-based approach. The criterion of strategies and the two criteria of resources and superstructures are prioritized as the next important components.

Considering that the performance of organizational entrepreneurship in small and medium-sized businesses faces different environmental conditions, then it is not possible to use the same performance evaluation approach. The main issue in this research is; What variables are effective in evaluating organizational entrepreneurship performance in small and medium businesses and how can this performance be evaluated by designing a fuzzy expert model. This research is modeling in terms of practical purpose and method. In this research, the primary variables effective in evaluating organizational entrepreneurship performance were selected and the final variables were selected with the help of a group of industry experts using the fuzzy Delphi method and in two rounds. Mamdani fuzzy expert system and triangular membership functions were selected for input and output variables for modeling. The final input variables include the development of new products, job creation, new market creation, income level, market share, and the output variable of the model includes the levels of organizational entrepreneurship performance. After extracting the decision variables, using the fuzzy expert system, the five-level model was designed and validated.

The main objective of this research is to analyze how KM processes influence innovation in SMEs. The study seeks to bridge the gap in the literature by focusing on SMEs, especially in developing economies, where KM practices are not as widely adopted as in larger corporations. Despite the recognized potential of KM to enhance innovation (Imran et al., 2019), there is limited empirical research on its role in SMEs, particularly in resource-constrained environments (Valdez-Juárez et al., 2016). This research aims to fill that gap by assessing the effectiveness of knowledge acquisition, dissemination, and responsiveness in driving innovation..

A quantitative research design was employed to examine the relationships between KM processes and innovation. Data were collected from 307 SMEs through structured questionnaires, which measured KM practices and innovation using a five-point Likert scale. The survey data were analyzed using structural equation modeling (SEM) to test the proposed relationships and hypotheses. This method allows for a comprehensive examination of the complex relationships between KM processes and innovation (Obeidat et al., 2016). Reliability and validity were ensured through the use of Cronbach’s alpha for internal consistency and confirmatory factor analysis for construct validity (Rahman et al., 2009).

The findings of the study reveal that all three KM processes—knowledge acquisition, dissemination, and responsiveness—positively impact innovation in SMEs. Knowledge acquisition was found to have the strongest influence, as SMEs that actively acquire knowledge from both internal and external sources are better positioned to innovate (Gui & Lee, 2024). Knowledge dissemination, or the sharing of information across the organization, also plays a crucial role in ensuring that employees can access the knowledge needed for innovation (Shehzad et al., 2021). Finally, responsiveness to new knowledge allows firms to integrate and apply insights effectively, fostering continuous innovation (Zack et al., 2009). These results suggest that SMEs can overcome their resource limitations by adopting robust KM practices, which can enhance their ability to innovate and compete in dynamic markets. The study supports the findings of previous research that KM processes are integral to organizational innovation (Obeidat et al., 2016; Imran et al., 2019). However, it adds new insights by demonstrating that even in resource-constrained environments, SMEs can leverage KM to drive innovation. Future research should explore additional KM dimensions and investigate how these processes influence different types of innovation in SMEs

In recent years, the financial management landscape has endured substantial changes, particularly in the field of Small and Midsize Business (SMB). This advancement is mostly attributed to the growth and spread of financial technology (FinTech) and the global push towards financial inclusion. The achievement and sustainability of small and midsize businesses depend on the financial behavior of their managers. In line with small and midsize businesses, financial inclusion can act as this driver and potentially change management behaviors, particularly in areas such as financing and investment decisions. FinTech speeds up financial inclusion by offering easier access to financial services for small and midsize businesses. Preceding studies have distinctly examined the effects of FinTech or financial inclusion on financial behaviors. Alternatively, small and midsize businesses play an important role in Iran's economy and account for a significant share of employment and GDP. The financial behavior of the managers of these businesses is very important in their success and sustainability. On the other hand, financial inclusion and financial technology can influence managers' financial behavior. Nevertheless, few studies in Iran have examined the effect of financial inclusion and financial technology on the financial behavior of small and midsize business managers. Consequently, conducting such research seems necessary.

Social media has recently emerged as a prominent tool in the field of marketing management. While it offers significant potential for small and medium-sized enterprises (SMEs) to incorporate into their marketing strategies, many of these businesses have not fully utilized the diverse capabilities of social media. Therefore, the primary objective of this study is to identify and develop a framework addressing the challenges faced by Iranian SMEs in leveraging social media as an effective instrument for product marketing.

This research adopts a mixed-methods approach, combining in-depth interviews with key informants (KIs) and interpretive structural modeling. The study begins by identifying obstacles from previous research and those uncovered through semi-structured interviews with KIs. These obstacles are then thoroughly reviewed and finalized. Finally, the structural interpretive modeling method is employed to elucidate the patterns and models of obstacles in utilizing social media as an effective marketing tool for small and medium-sized enterprises (SMEs). This approach visualizes the connections and interactions within a system, providing insights into the interdependencies of the elements (obstacles). It aids scholars in understanding how various factors influence one another, facilitating in-depth analyses and informed decision-making. Widely applicable across disciplines, this method fosters critical thinking and systems-oriented approaches among researchers.

The primary challenges in utilizing and promoting marketing tools on social media platforms include legal restrictions, platform and device filtering mechanisms, and a lack of government support. Companies often struggle to navigate complex regulatory environments and censorship on these platforms, hindering their ability to fully leverage the marketing benefits these channels offer. In the absence of robust support from governmental bodies, businesses face significant obstacles in effectively utilizing social media for promotional purposes. To address these barriers, organizations must adopt a systematic and strategic approach. First and foremost, it is crucial for companies to provide comprehensive training and development programs to enhance employees' technical skills and knowledge of social media platforms. This will empower them to navigate the intricate regulatory landscapes and understand the limitations imposed by various censorship mechanisms. Additionally, clear guidelines and policies should be established to mitigate security risks and protect user privacy. By doing so, companies can ensure that their marketing efforts comply with legal restrictions while still reaching and engaging their target audience. Senior management also plays a pivotal role in overcoming these challenges. It is essential for them to actively support and invest in initiatives that leverage the advantages of social media. By allocating resources and promoting the adoption of innovative marketing strategies, senior leaders demonstrate their commitment to achieving business goals and staying ahead of the competition. Fostering a culture of innovation and adaptability within the organization is also instrumental in mitigating the challenges associated with social media marketing. Companies need to encourage their employees to think outside the box and constantly adapt their approaches to meet the ever-evolving demands of the industry. This proactive mindset will not only help businesses stay on top of emerging trends and technologies but also allow them to seize new opportunities and gain a competitive edge.Furthermore, collaboration and knowledge-sharing among industry peers can be immensely beneficial in overcoming these barriers. By establishing partnerships and participating in industry forums or conferences, companies can learn from each other's experiences and collectively work towards innovative solutions to the challenges of utilizing marketing tools on social media platforms. This collaborative approach not only fosters continuous learning and improvement but also helps businesses build a robust network of support and guidance. In summary, the primary challenges of implementing and disseminating marketing tools on social media platforms can be addressed through a combination of comprehensive training programs, clear guidelines and policies, senior management support, and the cultivation of a culture of innovation and adaptability, along with collaboration with industry peers. By adopting a systematic and strategic approach, organizations can effectively navigate the legal and regulatory landscapes, overcome censorship mechanisms, and fully leverage the marketing benefits offered by social media platforms. Reason: Improved vocabulary, clarity, and technical accuracy while maintaining the original meaning.

Discussion and Coclusion: 

Small and medium enterprises (SMEs) play a vital role in driving economic and social growth in societies due to their innovative nature and rapid expansion. Given this importance, it is imperative to establish a robust infrastructure that supports their development, including the implementation of effective advertising and marketing strategies through email and social media platforms. As competition in the small business market intensifies, the pressure from competitors significantly increases, escalating the competitive dynamics within the industry. In light of this, diversifying marketing channels and capitalizing on the hidden opportunities within the industry becomes a crucial strategy for maintaining a competitive edge. By exploring and leveraging these opportunities, SMEs can effectively navigate the competitive landscape, attract a wider customer base, and ultimately achieve long-term success in their respective industries. Therefore, it is essential for SMEs to adapt their marketing strategies to embrace the diverse range of marketing channels available, ensuring they are not solely reliant on a single approach for reaching their target audience. This approach will allow SMEs to tap into the untapped potentials of various platforms, such as social media and email marketing, which have proven to be effective tools for engaging with customers and driving business growth. Hence, by leveraging these marketing channels, SMEs can effectively enhance their brand visibility, attract new customers, and ultimately contribute to the overall economic and social development of societies.