University of Isfahan New Marketing Research Journal 2228-7744 13 3 2023 11 22 Identifying Dimensions of Marketing Flexibility and Factors Affecting it in Life Insurance Identifying Dimensions of Marketing Flexibility and Factors Affecting it in Life Insurance 89 112 27856 10.22108/nmrj.2023.137351.2881 FA Mazin Almiyahi PhD Candidate in Business Administration, Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran Azarnoush Ansari Associate Professor, Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran Seyed Fathollah Amiri Aghdaie Associate Professor, Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran Journal Article 2023 04 15 The present study aims to identify the dimensions of marketing flexibility and the factors affecting it in life insurance. Library and mixed methods were used. This research uses a mixed approach to collect the data related to the research questions. In the qualitative phase, the statistical population of this research are the managers and experts of the National Insurance Company of Iraq. The sample size of the qualitative study is ten people, obtained by theoretical saturation. Data collection in the qualitative part was done by the interview method, and data analysis was done by the thematic analysis method. Then, the quantitative analysis to validate the obtained model includes exploratory and confirmatory analysis. The statistical population was customers of Iraq insurance and was considered quantitatively unlimited. The sample size was estimated to be 384 people. Sampling was done in a simple random way and then non-random sampling. Data collection was done using a questionnaire. The results identified factors affecting marketing flexibility, including environmental changes and marketing strategies, and its dimensions, including marketing mix, customer orientation, and organizational structure. The results of the quantitative phase indicated the impact of marketing strategy and environmental changes on marketing flexibility. Achieving an organization with flexible marketing capabilities that create a competitive advantage over competitors requires paying attention to the external environment and formulating marketing strategies created by changing organizational structures and processes to respond to the needs and interests of customers. Introduction Marketing flexibility refers to an organization's ability to enter and exit markets and position itself in existing and new markets. It is a controversial concept that encompasses several aspects (Sushil, 2001). Early insights in the marketing literature suggest that marketing flexibility is important in sales and interaction processes (Dewsnap et al., 2020). Marketing flexibility plays an important role in the success and survival of organizations in a rapidly changing business environment (Shalendra & Singh., 2015). Companies that do not adopt a certain level of flexibility in their marketing system do not perform as well as their competitors (Singh, 2010). The idea and actions of marketing flexibility focus on increasing customer value through engagement, interaction, and implementation (Shaban & Saleh, 2020). Studies on marketing flexibility are on the rise, and marketing researchers have recognized the value of the impact of this variable. However, there is a lack of studies considering the current research's comprehensiveness in this regard. For example, Americano et al. (2020) examined marketing flexibility in the insurance industry, but they did not have theoretical excellence. In this study, an attempt has been made to strengthen customer perception of the insurance industry by analyzing and reviewing some flexible marketing methods. This study helps to implement flexibility in organizations by explaining the dimensions of marketing flexibility and the factors affecting it. Methodology Following the theoretical foundations of the research, to collect the data for the qualitative phase, questions for the interview were identified with the help of professors, and then interviews were conducted with managers and experts of the Iraqi National Insurance Company. The statistical population of the qualitative research phase is the managers, experts, key decision-makers, and insurance sellers of the Iraqi National Insurance Company. The sampling method was also purposeful and judgmental for exploring components and extracting factors. These experts were selected due to their specialized knowledge and work experience in insurance. The qualitative phase used a thematic analysis approach to analyze the information obtained. After extracting themes and concepts, the research model was designed based on the opinions of the organization's members, experts, and the thematic analysis of their conversations. The quantitative phase used exploratory and confirmatory analyses with structural equation modeling to measure the model. The statistical population of the quantitative phase includes customers of the Iraqi National Insurance Company. Due to the large number, a simple random sampling was done by preparing a list of Iraqi National Insurance Company customers. Then, non-random sampling was done among them. Then, 420 questionnaires were distributed, of which 400 questionnaires were completed. Exploratory factor analysis (EFA) was then used to determine the dimensions and items of the scale and their relationship with each other. Then, confirmatory factor analysis (CFA) was performed to assess the model's fit and the scale's validity. Findings In this study, 8 group and department managers and two insurance sellers were selected as the final sample. The work experience of these individuals ranged from 13 to 42 years. Among them, 10% of the respondents had a doctorate, and 30% had a master's degree. The average age of the interviewees was 44 years. In this study, three main dimensions were considered for flexibility based on interviews and adaptation to theoretical foundations. These three dimensions, namely marketing mix, customer orientation, and organizational structure are the main dimensions of marketing flexibility in the life insurance industry. The quantitative phase tests the study's hypotheses to measure the relationships between environmental changes, marketing strategy, and marketing flexibility. Measurement model fit, structural model fit, and overall model fit are performed to measure these relationships in PLS. This study used the most commonly used criteria for structural model fit. The results of this criterion show that according to Chin’s (1998) review, the structural model fit was generally ‘average’ and at a relatively good level. In addition, to investigate the model's predictive power, a criterion called Q2 (Stone-Geisser criterion) was analyzed. The significance coefficients of the hypotheses that are greater than 1.96 indicate the significance of all measures and relationships between the structures at the 95% confidence level. The GOF, RSMR, and NFI indicators measured the overall model fit. The GOF index is equal to 0.507, which indicates a strong fit of the model. Conclusions Flexible marketing systems are essential for sustainable growth in today's turbulent and dynamic environment (Singh & Shalendra, 2012). The unequivocal need for flexibility in marketing can help organizations sustain growth as a key growth strategy (Singh & Shalendra, 2014). Therefore, achieving a flexible organization that leads to a competitive advantage over competitors requires providing benefits to the customer that must first and foremost achieve customer satisfaction. The results of this study are consistent and relevant with the results of the research that confirmed the impact of the marketing mix on marketing flexibility, which was conducted by Shaban and Saleh (2020), Shalendra and Singh (2015), Shalendra et al. (2017), and Shalendra (2017). Confirmation of the impact of customer orientation on flexibility is also in line with research conducted by Helgeto and Krest (2001), Shalendra et al. (2017), and Shalendra (2017). Finally, organizational structure has been introduced as one of the dimensions of flexibility mentioned in the research of Shalendra et al. (2017) and Shalendra (2017). In confirming the impact of organizational structure and relationships, Amerikwa et al. (2020) are among the few researchers who have mentioned this issue. This study shows the central role of the dimensions of flexibility and the factors affecting it. Competitive advantage is achieved when an organization can strengthen its flexibility and provide different responses in different situations. According to the results of the current study, the most essential basis for strengthening this is the actions of the Iraqi National Insurance Company in terms of the factors affecting and dimensions of marketing flexibility. . The present study aims to identify the dimensions of marketing flexibility and the factors affecting it in life insurance. Library and mixed methods were used. This research uses a mixed approach to collect the data related to the research questions. In the qualitative phase, the statistical population of this research are the managers and experts of the National Insurance Company of Iraq. The sample size of the qualitative study is ten people, obtained by theoretical saturation. Data collection in the qualitative part was done by the interview method, and data analysis was done by the thematic analysis method. Then, the quantitative analysis to validate the obtained model includes exploratory and confirmatory analysis. The statistical population was customers of Iraq insurance and was considered quantitatively unlimited. The sample size was estimated to be 384 people. Sampling was done in a simple random way and then non-random sampling. Data collection was done using a questionnaire. The results identified factors affecting marketing flexibility, including environmental changes and marketing strategies, and its dimensions, including marketing mix, customer orientation, and organizational structure. The results of the quantitative phase indicated the impact of marketing strategy and environmental changes on marketing flexibility. Achieving an organization with flexible marketing capabilities that create a competitive advantage over competitors requires paying attention to the external environment and formulating marketing strategies created by changing organizational structures and processes to respond to the needs and interests of customers. Introduction Marketing flexibility refers to an organization's ability to enter and exit markets and position itself in existing and new markets. It is a controversial concept that encompasses several aspects (Sushil, 2001). Early insights in the marketing literature suggest that marketing flexibility is important in sales and interaction processes (Dewsnap et al., 2020). Marketing flexibility plays an important role in the success and survival of organizations in a rapidly changing business environment (Shalendra & Singh., 2015). Companies that do not adopt a certain level of flexibility in their marketing system do not perform as well as their competitors (Singh, 2010). The idea and actions of marketing flexibility focus on increasing customer value through engagement, interaction, and implementation (Shaban & Saleh, 2020). Studies on marketing flexibility are on the rise, and marketing researchers have recognized the value of the impact of this variable. However, there is a lack of studies considering the current research's comprehensiveness in this regard. For example, Americano et al. (2020) examined marketing flexibility in the insurance industry, but they did not have theoretical excellence. In this study, an attempt has been made to strengthen customer perception of the insurance industry by analyzing and reviewing some flexible marketing methods. This study helps to implement flexibility in organizations by explaining the dimensions of marketing flexibility and the factors affecting it. Methodology Following the theoretical foundations of the research, to collect the data for the qualitative phase, questions for the interview were identified with the help of professors, and then interviews were conducted with managers and experts of the Iraqi National Insurance Company. The statistical population of the qualitative research phase is the managers, experts, key decision-makers, and insurance sellers of the Iraqi National Insurance Company. The sampling method was also purposeful and judgmental for exploring components and extracting factors. These experts were selected due to their specialized knowledge and work experience in insurance. The qualitative phase used a thematic analysis approach to analyze the information obtained. After extracting themes and concepts, the research model was designed based on the opinions of the organization's members, experts, and the thematic analysis of their conversations. The quantitative phase used exploratory and confirmatory analyses with structural equation modeling to measure the model. The statistical population of the quantitative phase includes customers of the Iraqi National Insurance Company. Due to the large number, a simple random sampling was done by preparing a list of Iraqi National Insurance Company customers. Then, non-random sampling was done among them. Then, 420 questionnaires were distributed, of which 400 questionnaires were completed. Exploratory factor analysis (EFA) was then used to determine the dimensions and items of the scale and their relationship with each other. Then, confirmatory factor analysis (CFA) was performed to assess the model's fit and the scale's validity. Findings In this study, 8 group and department managers and two insurance sellers were selected as the final sample. The work experience of these individuals ranged from 13 to 42 years. Among them, 10% of the respondents had a doctorate, and 30% had a master's degree. The average age of the interviewees was 44 years. In this study, three main dimensions were considered for flexibility based on interviews and adaptation to theoretical foundations. These three dimensions, namely marketing mix, customer orientation, and organizational structure are the main dimensions of marketing flexibility in the life insurance industry. The quantitative phase tests the study's hypotheses to measure the relationships between environmental changes, marketing strategy, and marketing flexibility. Measurement model fit, structural model fit, and overall model fit are performed to measure these relationships in PLS. This study used the most commonly used criteria for structural model fit. The results of this criterion show that according to Chin’s (1998) review, the structural model fit was generally ‘average’ and at a relatively good level. In addition, to investigate the model's predictive power, a criterion called Q2 (Stone-Geisser criterion) was analyzed. The significance coefficients of the hypotheses that are greater than 1.96 indicate the significance of all measures and relationships between the structures at the 95% confidence level. The GOF, RSMR, and NFI indicators measured the overall model fit. The GOF index is equal to 0.507, which indicates a strong fit of the model. Conclusions Flexible marketing systems are essential for sustainable growth in today's turbulent and dynamic environment (Singh & Shalendra, 2012). The unequivocal need for flexibility in marketing can help organizations sustain growth as a key growth strategy (Singh & Shalendra, 2014). Therefore, achieving a flexible organization that leads to a competitive advantage over competitors requires providing benefits to the customer that must first and foremost achieve customer satisfaction. The results of this study are consistent and relevant with the results of the research that confirmed the impact of the marketing mix on marketing flexibility, which was conducted by Shaban and Saleh (2020), Shalendra and Singh (2015), Shalendra et al. (2017), and Shalendra (2017). Confirmation of the impact of customer orientation on flexibility is also in line with research conducted by Helgeto and Krest (2001), Shalendra et al. (2017), and Shalendra (2017). Finally, organizational structure has been introduced as one of the dimensions of flexibility mentioned in the research of Shalendra et al. (2017) and Shalendra (2017). In confirming the impact of organizational structure and relationships, Amerikwa et al. (2020) are among the few researchers who have mentioned this issue. This study shows the central role of the dimensions of flexibility and the factors affecting it. Competitive advantage is achieved when an organization can strengthen its flexibility and provide different responses in different situations. According to the results of the current study, the most essential basis for strengthening this is the actions of the Iraqi National Insurance Company in terms of the factors affecting and dimensions of marketing flexibility. .

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