نشریه مدیریت بازاریابی هوشمند
سال چهارم شماره 3 (پیاپی 21، امرداد و شهریور 1402)

The topic of impulse buying is a unique aspect of consumer lifestyles in different societies. Therefore, consumer understanding and awareness of this issue is effective in improving customer willingness to purchase, especially in today's competitive and complex market. Despite numerous domestic research studies on impulse buying, less attention has been paid to the sensory cues influencing consumer behavior. Based on this, this research aims to investigate sensory cues on consumer behavior in impulse buying of street food. This research is descriptive-survey in nature and based on its objective, it is applied. The statistical population of this study includes customers over 18 years old, street food vendors, and mobile food trucks. The conceptual model of the research has been developed using the literature on the subject. Using convenience sampling, a total of 384 questionnaires were collected with an acceptable reliability based on Cronbach's alpha. Data analysis was performed using structural equation modeling through SPSS and Amos software. The results showed that sensory cues have a positive impact on impulse buying inclination, stimulation, and hedonic enjoyment, while they have a negative impact on perceived risk. After presenting the results, it is recommended to sellers and stakeholders of such street businesses to use sensory marketing to stimulate individuals' emotions and encourage them to engage in impulse buying.

Competitive advantage means that the business or product has more advantages for the customer than competitors. In today's competitive world among companies, consumers are interested in what companies offer them and how, as well as after-sales service and overall customer relations. Therefore, the present study examined the issue of the impact of communication with customers on competitive advantage among construction companies in Qeshm. For this purpose, a descriptive-analytical method was used. Based on the results obtained from the research, it can be stated that all four variables have a significant effect on the competitive advantage among construction companies in Qeshm (P<0.05). Also, it was shown that the four independent variables related to customer relationship do not have the same importance in the field of competitive advantage. In the meantime, the variable of customer satisfaction and loyalty with a score of 2.81, handling complaints with a score of 2.54, offering after-sales services with a score of 2.45, and finally mutual relationship with a score of 2.39 are the most effective elements of communication with customers in order to improve competitive advantage in They are among the construction companies of Qeshm.

Regional agreements or regional organizations play an important role in strengthening political, economic and security cooperation between countries and regions. These agreements can help develop political, economic, security, cultural cooperation and manage disputes between countries and help maintain peace and establish stability in the region. The Shanghai Cooperation Organization is an international political, economic and security organization that was established in 2001 and It was created with the aim of strengthening the cooperation of member countries. And it has economic capacities as the largest producers and consumers of energy in the world, containing about half of the world's population and having a large consumer market, natural resources such as oil and steel, etc. Since the establishment of economic relations between countries usually depends on various conditions and factors, and various indicators are effective in establishing this economic relationship. In this research, while examining the history and economic capacities of the Shanghai Organization by examining the international reports of World Investment, Global Trade, CORRUPTION PERCEPTIONS INDEX, and Doing Business, we examined the indicators of trade balance, export performance, export fluctuations, perception of corruption, ease of doing business, and foreign investment. examined and while comparing the status of the member countries of the Shanghai Organization in these indicators, we have also pointed out some actions of the countries that have led to the improvement of their situation.

Due to the dynamic and competitive nature of the insurance industry, the continuation of competitive strategies based on the knowledge of the environment, environmental opportunities and threats and understanding the organization's strengths and weaknesses is very important, because without these analyses, the insurer's efforts will not be effective and the organization will not reach its final goal. Due to the challenges and problems and gaps in the application of systematic methods, environmental analysis, organization analysis and strategy continuation by adding environmental and internal factors of the organization in the country's insurance industry, the present research, relying on the opinion of 10 experts of this industry from among the managers and representatives and experts of the insurance industry, first identified the internal and external factors effective in the strategic planning process and then by analyzing them, proposed the best possible strategies. The primary data collection method was questionnaire and interview and the method of seeking opinions from the representatives of "Sahand Mahni Tabriz" and library studies were done in parallel. Internal factors (strengths and weaknesses) and external factors (threats and opportunities) have all been extracted and analyzed by the MAXQDA2020 software in the form of 40 factors by the internal and external factor matrix, which is the result of interviews with the mentioned experts, and as a result of this operation, 4 main categories have been obtained with the titles of strengths, weaknesses, opportunities and threats, and 40 codes for the above categories have been obtained, which are described in the following. And the obtained strategies have been analyzed to determine the attractiveness in the QSPM quantitative planning matrix, so that the priorities of the relevant organization can be graded.

This research is to design a model of influencing factors on managing the successful experience of generation Z customers in electronic banking (case study: Tejarat Bank). research method according to the purpose, applied; In terms of data type, it is quantitative and according to the time of data collection, it is cross-sectional and according to the method of data collection or the nature and method of descriptive-survey research. A researcher-made questionnaire was also used to collect data. In this study, in order to analyze the data obtained from the questionnaire, it is suitable for the statistical needs of SPSS.V24 and pls.V3 Smart software, and the statistical sample was generation z customers of Tejarat Bank. They were continuously using the electronic banking services of this bank and it was done with a multi-stage random sampling method of 300 people. The result of the research showed that the environmental characteristics, including the customer's perception of the service system, individual factors, and software facilities affect the customer experience. A better understanding of needs, level of technology familiarity and capability, and personalization of services can improve customer experience and help them become more compatible with banking systems and services. Considering all these things, managing the successful experience of Generation Z customers in electronic banking requires combining all these factors. By improving the conditions and characteristics of customers, providing suitable influential platforms, providing improved soft facilities, managing intervening factors appropriately and paying attention to environmental features, it is possible to achieve a successful experience of generation Z customers in electronic banking and achieve success in this field. Found

At the same time with the advancement of technology in today's societies, where we are witnessing more and more alienation of people and their lack of mutual understanding towards each other, loyalty is one of the concepts that need to be felt in work environments in order to align the goals of employees, management and organization more than ever. Loyalty is a key factor to connect staff with organization by influencing the retention of them and increasing their work efficiency and preventing the organization from imposing costs due to employee resignation or underwork. Meanwhile, the all-round role and high responsibility of the manager in improving the performance of employees and advancing the organization's goals is very important, therefore, organizations are more successful whose managers try their best by applying principles to make employees loyal. In this article, an attempt is made to explain the role of management in the context of some intangible factors that have a significant impact on the process of employee loyalty and the actions that the manager is required to take in order to improve the efficiency and effectiveness of the organization through the use of loyal people and their training. The manager's duties in this field start from the selection and continue along the way and examining factors such as training and mental and emotional support of employees and establishing trust and justice in the organization's atmosphere and how a manager can maximize employee loyalty by using them will be considered.

The aim of this study was to investigate the effect of competitive intelligence on organizational performance with emphasis on the role of social-strategic intelligence in export-oriented companies in Tehran in 1399. The statistical population of this study is all employees of export-oriented companies in Tehran. Sampling method is available by sampling and 150 members of the community were selected as sample members. Goldstone Questionnaire (2009), Hershey and Goldsmith Questionnaire (2001), and Grocker (2010) Socio-Strategic Intelligence Questionnaire were used to measure competitive intelligence. IBM AMOS 24 software was used for data analysis. The results were presented after fitting the model. The results showed that competitive intelligence directly affects organizational performance. The results also showed that competitive intelligence through organizational socio-strategic intelligence affect organizational performance.

This research was aimed at investigating the impact of platform architecture flexibility on competitive performance, with mediation of purchasing capability, channel management and online services, and adjustment of supplier, distributor and customer interaction (studied: DJ Product). This research is purposeful, practical and in nature, descriptive-follow-up. Research data is collected through the five -choice Likert questions in the research questionnaire. In the present study, the questionnaire has been used as a linear and multiple regression as a linear and multiple regression in order to integrate the data from the questionnaire, tailored to the statistical requirement of the statistical software of SPSS and the PLS structural equation software. The statistical population of this research is 800 staff of DJ Kala Internet staff. The sampling method used in this study is of a simple random type. Based on Cochran formula at 95% reliability, 261 people are selected as statistical samples. The results showed that the flexibility of the platform architecture through the mediating role of online shopping capability had a significant impact on competitive performance (0.169). The flexibility of the platform architecture through the mediatory role of online channel management has a significant impact on competitive performance (0.083). The flexibility of the platform architecture has a significant impact on competitive performance (0.289) through the mediating role of service capability (0.289). The interaction of the supplier adjusts the effect of platform architecture on online shopping capability (0.352). The distributor interaction adjusts the effect of platform architecture flexibility on online channel management capability (0.307). Customer interaction adjusts the impact of platform architecture on online service capability (0.109).