دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Comparing the Mental Maps of Online and Offline Clothing Buyers Using Zaltman Metaphor Elicitation Technique مقایسۀ نقشۀ ذهنی خریداران آنلاین و آفلاین پوشاک با استفاده از تکنیک استعاره‌های استخراجی زالتمن 1 30 29204 10.22108/nmrj.2025.142345.3087 FA کبری بخشی زاده برج دانشیار گروه مدیریت بازرگانی، دانشکدۀ مدیریت و حسابداری، دانشگاه علامه‌طباطبائی ، تهران، ایران مهدی بشیرپور دانشجوی دکتری مدیریت بازرگانی، گرایش مدیریت بازاریابی، دانشکدۀ مدیریت و حسابداری دانشگاه علامه‌طباطبائی ، تهران، ایران پردیس برادریان کارشناس ارشد مدیریت بازرگانی، گرایش تجارت الکترونیک، دانشکدۀ مدیریت و حسابداری دانشگاه علامه‌ طباطبائی، تهران، ایران Journal Article 2024 08 19 This study explores the differences in how people buy clothes online versus in physical stores. It uses a method based on means-end theory to understand the values that drive these shopping behaviors. Data were collected from 19 students: 9 who regularly shop for clothes online and 10 who prefer traditional stores. The authors used the Zaltman Metaphor Elicitation Technique (ZMET) method and semi-structured interviews to understand why each group shops the way they do. The results of the study showed that, for offline shoppers, key themes included the ability to bargain, greater variety in the store, the option to try clothes on, the social aspect of shopping with others, and the ability to closely examine items. For online shoppers, themes included customer focus, concerns about fraud, the inability to try clothes on, and the convenience of quick online searches. In-depth interviews helped researchers understand the deeper values associated with each of these factors. Introduction The rapid development of information and communication technologies has led to significant changes in consumer behavior, with the growth of online shopping being a prominent example. This research investigates the reasons behind online and offline clothing purchasing behaviors using the Zaltman Metaphor Elicitation Technique (ZMET) and compares the findings for both online and offline shoppers. The study addresses a core question: What are the key differences and similarities in the mental maps of online and offline clothing shoppers regarding their purchasing experiences? This understanding is crucial for businesses seeking to effectively target both segments. Existing literature highlights the influence of various factors (cultural, social, psychological, and individual) on consumer behavior, emphasizing the need to delve into the subconscious drivers behind purchasing decisions, particularly in sectors like clothing, where emotional and symbolic aspects play a significant role. This research aims to address the gap in comprehensive studies comparing the deep mental structures of online and offline clothing shoppers. Materials and Methods This applied research employs a descriptive-survey approach. The study population consisted of students from the Faculty of Management at Allameh Tabataba'i University. Data were collected through ZMET interviews with 19 students, 9 of whom preferred online shopping for clothing, and 10 of whom preferred traditional in-store shopping. Semi-structured in-depth interviews were conducted to gain a deeper understanding of the values associated with various aspects of the shopping experience. Thematic analysis was used to analyze the interview transcripts, identifying key constructs influencing buyer behavior. The ZMET method, which involves the use of visual metaphors, was employed to explore the subconscious thoughts and feelings of participants related to their shopping experiences. The use of ZMET allows for a deeper understanding of the mental models that drive consumer behavior compared to traditional survey methods. Research Findings The findings are presented in two parts: demographic information of the interviewees and aggregated mental maps derived from individual interviews. The majority of participants were female management students at various levels (Bachelor's and Master's), with ages ranging from 20 to 25. Key constructs identified for offline shoppers included bargaining, variety, the ability to try on clothes, shopping with others, and close inspection of products. For online shoppers, key constructs included customer service, concerns about fraud, the inability to try on clothes, quick online searches, and convenience. Discussion of Results and Conclusions This research highlights the distinct mental maps of online and offline clothing shoppers. While both groups value satisfaction, they derive it from different aspects of the shopping experience. Offline shoppers prioritize tangible interactions (trying on clothes, social interaction, and close inspection), while online shoppers prioritize convenience, speed, and customer service. These findings suggest that online and offline channels are complementary rather than mutually exclusive. Retailers should focus on enhancing the strengths and mitigating the weaknesses of each channel. For online retailers, this includes addressing concerns about fit through virtual try-on technologies or flexible return policies. For offline retailers, enhancing customer service and creating a more engaging in-store experience are crucial. Future research could explore the influence of demographic variables, and specific clothing types, and conduct quantitative studies to enhance generalizability. The study’s limitations include the qualitative nature of the research, limited sample size, the focus on students in Tehran, and the predominantly female sample. Future research should address these limitations by employing larger, more diverse samples, and quantitative methods to validate the findings. امروزه توسعۀ فناوری باعث ایجاد رفتارهای جدیدی در مصرف‌کنندگان شده است که رشد خرید محصولات به‌صورت آنلاین تنها یکی این رفتارهاست. در پژوهش حاضر تلاش شده است چرایی رفتار خریداران آنلاین و آفلاین پوشاک با استفاده از تکنیک استعاره‌های استخراجی زالتمن بررسی و نتایج مربوط به بخش آنلاین و آفلاین مقایسه شود. پژوهش حاضر به‌لحاظ هدف از نوع تحقیقات کاربردی و به‌لحاظ جهت‍گیری توصیفی-پیمایشی است. جامعۀ مطالعه‌شده دانشجویان دانشکدۀ مدیریت دانشگاه علامه‌طباطبائی بوده است. داده‌های لازم برای اجرای این پژوهش با روش زیمت و انجام‌دادن مصاحبه‌های نیمه‌ساختاریافته از ۱۹ دانشجو جمع‍آوری شده است که ۹ نفر از آنان ضمن اعتماد بیشتر به فروشگاه مجازی، جست‌وجو پوشاک، کسب اطلاعات و خرید آن از این فروشگاه و 10 نفر دیگر به فروشگاه سنتی اعتماد بیشتری داشتند؛ به‌طوری که خرید پوشاک را از این نوع فروشگاه انجام می‌دادند. محققان در این مطالعه با انجام‌دادن مصاحبۀ عمیق نیمه‍ساختاریافته به درک عمیق‌تر و شناخت ارزش‍های حاصل از هر‌کدام از ویژگی‍های برشمرده رسیدند. درنهایت، با استفاده از تحلیل تم مصاحبه‍ها سازه‍هایی چون چانه‌زنی، تنوع، امکان پرو، خرید با دیگران و بررسی از نزدیک در خرید آفلاین و مشتری‌مداری، تقلب، عدم امکان پرو، جست‌وجوی کوتاه اینترنتی و ... در خرید آنلاین به‌عنوان عوامل مؤثر بر رفتاران خریداران شناسایی شد.

https://nmrj.ui.ac.ir/article_29204_f5db7322a673d8308747e1f1e2c1c9f2.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Clustering of the Stimuli Affecting Customers' Channel Choice Behavior in the Omni-Channel Retail Platform خوشه‌بندی محرک‌های مؤثر بر رفتار انتخاب کانال مشتریان در بستر خرده‌فروشی همه‌کاناله 31 64 29337 10.22108/nmrj.2025.143125.3111 FA زینب بزرگ پور دانشجوی دکتری، گروه مدیریت بازرگانی، دانشکدۀ علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران محمد باشکوه اجیرلو استاد، گروه مدیریت بازرگانی، دانشکدۀ علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران حسین رحیمی کلور دانشیار، گروه مدیریت بازرگانی، دانشکدۀ علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران قاسم زارعی استاد، گروه مدیریت بازرگانی، دانشکدۀ علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران Journal Article 2024 10 22 Over the past decade, extensive research has been conducted on the factors influencing customer channel selection behavior within the omnichannel retail context. A review of these studies reveals significant variability in findings and a diverse array of methodologies employed. Consequently, a comprehensive study featuring a systematic review is essential to synthesize and categorize the insights from prior research. In this regard, the present study sought to identify and cluster the drivers that affect customer channel selection behavior in the omnichannel retail environment. This research employed scientometric analysis, focusing on all studies indexed in the Scopus scientific repository from 1996 to October 2024, amounting to a total of 5,333 studies. After applying entry criteria that included only English-language articles published in reputable journals, citation data for 738 relevant studies were extracted from the Scopus repository and analyzed using bibliometric software packages in R and VOSviewer. The data analysis indicated that significant growth in publications had occurred since 2013 with the most cited article authored by Abhishek et al. (2016). The United States and China emerged as the leading contributors to this field of research. The clustering of studies had led to the identification of 3 primary clusters: Cluster 1 (red): Customer experience in omnichannel retailing; Cluster 2 (green): Customer channel migration in omnichannel retailing; and Cluster 3 (blue): Configuring the omnichannel distribution system to guide customers. The findings suggested that, to attract and retain customers, retailers had to optimize the omnichannel experience, creating a seamless shopping journey across multiple touchpoints, ultimately enhancing consumer satisfaction. Introduction Today, a diverse array of shopping channels—such as retail stores, home delivery, pick-up points, and digital/downloadable products—enhances consumer experience (Nagy et al., 2024). These channels operate in a coordinated manner to maximize customer value propositions and reach a broader audience (Silva et al., 2024). Omnichannel retail integrates processes and technologies across all channels, providing consistent, reliable, and cohesive services. Verhoef et al. (2015) define omnichannel retail as "the synergistic management of the numerous available channels and customer touchpoints, optimizing customer experience and performance across those channels". This definition clearly differentiates omnichannel retail from multichannel retail, which merely offers products or services across multiple channels without synergy, and cross-channel retail, which provides only partial integration between channels (Cai & Lo, 2020; Beck & Rygl, 2015). Extensive research in consumer behavior indicates that consumers frequently use multiple channels simultaneously. For instance, they may browse products online, place orders through mobile apps, and pick up items at physical stores. This approach not only creates a seamless shopping experience, but also underscores the necessity for consistent channel management from marketers (Mahadevan & Joshi, 2022). Customers utilizing omnichannel distribution services engage with various touchpoints, such as searching for offers, downloading discount coupons, posting reviews on e-stores, and reading reviews from other customers. They enjoy the flexibility to pick up purchases in-store or return products as needed. This dynamic interaction often termed "customer journey" fosters personalized and adaptive experiences through cross-channel engagement (Taheri et al., 2024; Mishra et al., 2021). The advent of new channels, including mobile phones, tablets, and social media, has transformed omnichannel retail and significantly altered customer behavior. Today’s consumers are multi-device and multi-screen users, who are more informed and aware of omnichannel brands (Verhoef et al., 2015). They expect a seamless, consistent, and personalized experience, regardless of the channel they choose, and navigate effortlessly between various platforms—whether brick-and-mortar stores, online shops, or mobile applications (De Keyser et al., 2020; Lemon & Verhoef, 2016). These modern shoppers leverage their devices to search for products, compare options, seek advice, and find cost-effective alternatives throughout their purchasing journey, optimizing the benefits of each channel (Shi et al., 2020; Rahman et al., 2022). A review of the omnichannel retail literature indicates a growing interest among researchers in exploring the factors that influence customer channel choice behavior. Since 2010, the number of studies in this area has surged significantly, enriching the body of knowledge in the field. However, organizing these studies and distilling a common language from them have become a critical objective after a decade of scholarly effort. A systematic review employing bibliometric methods can facilitate this goal and identify shared findings from the extensive body of past research. While studies, such as Lopes et al. (2022), Raza & Govindaluri (2019), Park & Lee (2017), Tanriverdi & Aydın (2024), and Kumar et al. (2024), have addressed topics like "Research Areas of Multi-Channel Marketing", "Omnichannel Retail in the Supply Chain", "Online Shopping Behavior in Omnichannel Retail", "Omnichannel Logistics", and "Shopping Trends in Omnichannel Retail", none have specifically examined the drivers influencing customer channel choice behavior within the omnichannel context. This research represented the first systematic and comprehensive study in this area, consolidating the scattered and often contradictory findings of previous studies. It grouped similar studies into homogeneous clusters to extract key scholarly themes. Additionally, by identifying research gaps, it highlighted emerging trends for future researchers. This approach could not only advance the existing literature, but also unveil new avenues for further investigation. The objective of this research was to cluster the drivers influencing customer channel choice behavior in the omnichannel retail context through a systematic bibliometric review, addressing the following research questions: What is the annual growth rate of studies on customer channel choice behavior in omnichannel retail? Who are the leading contributors (journals, top authors, and countries) in the field of customer channel choice behavior in omnichannel retail? What are the key research topics and future research directions in the domain of customer channel choice behavior in omnichannel retail? Materials & Methods This research employed a scientometric approach by utilizing quantitative methods to explore the knowledge structure of studies related to behavioral drivers in customer channel selection within omnichannel retailing. By applying bibliometric techniques, such as co-citation and bibliographic coupling, the study analyzed articles sourced from the Scopus database carefully selected through precise filtering to ensure relevance. The methodology included a comprehensive literature review, identification of research gaps, and recommendations for future research directions. The study narrowed an initial pool of 5,333 studies down to 738 relevant articles, employing VOSviewer and the Bibliometrix package in R for analysis. The aim was to unveil the intellectual structures and highlight potential areas for further scholarly investigation in this field. Research Findings This study aimed to identify the factors influencing customer channel selection in a multi-channel retail environment by conducting a systematic review of scholarly literature from the past two decades. Bibliographic data were collected from 738 reputable articles in the Scopus database. The findings revealed a significant increase in research activity in this area beginning in 2013, with 97% of the published articles appearing between 2013 and 2024. The research conducted by Abhishek et al. (2016) was identified as the most cited article, while the Journal of Retailing and Consumer Services emerged as the leading publication in this domain. Li, with 28 articles, was recognized as the most prolific author and the United States and China were identified as the top contributors to research in this field. Comprehensive bibliometric analyses, including co-citation and bibliographic coupling networks, were performed. Co-citation analysis explored the content and knowledge structure, whereas bibliographic coupling analysis identified research gaps and potential future directions. This study enhanced our understanding of customer channel selection behavior in a multi-channel environment and highlighted promising avenues for future research. Discussion of Results & Conclusion The research findings indicated that, to attract and retain customers, retailers must optimize the omnichannel shopping experience and provide seamless services. By analyzing consumer expectations and creating integrated shopping experiences across various touchpoints, retailers can significantly enhance customer satisfaction. Additionally, it is crucial for retailers to clearly define the technologies they invest in and facilitate the adoption of these new technologies by consumers as this adoption is essential for fostering purchase intentions (Melis et al., 2015; Terpoorten et al., 2024). Access to product information through mobile applications, websites, and social media is a fundamental requirement for consumers. In-store digital touchpoints can further support customers by providing easy access to online product ratings and reviews (Bashkooh & Mohammadkhani, 2023). Moreover, developing robust logistics, inventory management, and operational infrastructure is vital for supporting an effective omnichannel retail strategy (Ishfaq et al., 2016). The bibliometric coupling analysis also identified the drivers of customer channel selection at different stages of the customer journey. This insight equips retail managers with the knowledge needed to plan and utilize appropriate channels, ultimately increasing customer satisfaction and fostering retention. طی ده سال اخیر پژوهش‌های گسترده‌ای در‌حوزۀ محرک‌های رفتار انتخاب کانال مشتریان در بستر خرده‌فروشی همه‌کاناله انجام شده است. مرور این پژوهش‌ها نشان می‌دهد که پراکندگی نتایج و تنوع روش‌هایی که این پژوهش‌ها به کار گرفته‌اند، زیاد است؛ از این رو انجام‌دادن یک مطالعۀ جامع با مرور سیستماتیک برای خوشه‌بندی نتایج و تحلیل‌های مطالعات مرتبط گذشته ضروری است. در این راستا، محققان در پژوهش حاضر با هدف خوشه‌بندی محرک‌های مؤثر بر رفتار انتخاب کانال مشتریان در بستر خرده‌فروشی همه‌کاناله انجام گرفت. پژوهش حاضر از‌نوع مطالعات علم‌سنجی و جامعۀ آماری شامل تمامی مطالعات نمایه‌شده در مخزن علمی اسکوپوس طی سال‌های 1996 تا اکتبر 2024 به تعداد 5333 مطالعه است. پس از اعمال معیارهای ورود (مقاله‌های انگلیسی چاپ‌شده در مجله‌های معتبر) اطلاعات استنادی تعداد 738 مطالعۀ مرتبط و معتبر از مخزن علمی اسکوپوس استخراج و وارد نرم‌افزار بستۀ نرم‌افزاری بیبلیومتریک در R و نرم‌افزار Vosviewer شد. تجزیه‌وتحلیل اطلاعات نشان داد که رشد واقعی مقاله‌ها از سال 2013 اتفاق افتاده و پراستنادترین مقاله مربوط به Abhishek et al. (2016) بوده است و دو کشور آمریکا و چین در صدر تولیدکننده‌های مقاله‌های حوزۀ پژوهش هستند. خوشه‌بندی مطالعات به تعیین سه خوشۀ اصلی شامل خوشۀ 1 (خوشۀ قرمز): تجربۀ مشتری در خرده‌فروشی همه‌کاناله، خوشۀ 2 (خوشۀ سبز): مهاجرت کانال مشتری (Customer Channel Migration) در خرده‌فروشی همه‌کاناله و خوشۀ 3 (خوشۀ آبی): پیکربندی سیستم توزیع همه‌کاناله برای هدایت مشتریان انجامید. نتایج نشان داد که خرده‌فروشان برای جذب و ماندگاری مشتریان لازم است تجربه‌های آنها را در استفاده از خرده‌فروشی همه‌کاناله بهینه کنند تا تجربۀ خریدی یکپارچه را در چندین نقطۀ تماس ایجاد کنند و در‌نتیجه، سطح رضایت مصرف‌کننده را افزایش دهند.

https://nmrj.ui.ac.ir/article_29337_2aaf67291117d661d0bd237eeed24443.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Providing a Framework to Implement Gamification for Sales Effectiveness in the Education and Consulting Business Industry ارائۀ چارچوبی برای پیاده‌سازی بازی‌وارسازی جهت اثربخشی فروش در صنعت آموزش و مشاوره 65 92 29431 10.22108/nmrj.2025.142895.3103 FA محمد صفری استادیار گروه مدیریت بازرگانی، دانشکدۀ علوم اقتصادی و اداری، دانشگاه مازندران، بابلسر، مازندران، ایران محمد عربی دانشجوی دکتری، گروه مدیریت بازرگانی، دانشکدۀ علوم اقتصادی و اداری، دانشگاه مازندران، بابلسر، مازندران، ایران Journal Article 2024 09 25 In today's highly competitive landscape shaped by technological advancements, attracting and retaining customers have become a primary concern for businesses across various sectors, particularly in education and consulting. As organizations strive to deliver positive customer experiences and foster loyalty, innovative methods, such as gamification, have gained significant importance. Gamification involves integrating game elements into business processes to motivate customers to engage in desired behaviors. This research aimed to provide a comprehensive framework for implementing gamification to enhance sales effectiveness within the education and consulting sectors. The study was both practical and descriptive in nature. Participants were selected using snowball sampling and data were collected through in-depth interviews with 10 experts, including academics and industry managers. After gathering the data, thematic analysis was employed to interpret the interview findings. The resulting framework comprised 138 codes and 47 concepts organized into 8 categories: gamification components, interaction and user experience, motivational elements, education and development, culture and community, infrastructure and technical platform, evaluation and optimization, and advertising and marketing. This framework offers valuable insights for designing and implementing effective gamification systems to boost sales performance in the education and consulting industry. Introduction In the education and consulting sectors, gamification has emerged as a powerful tool for enhancing sales performance. By fostering competition and collaboration among sales consultants and motivating users, gamification has gained significant traction in recent years as a method to drive performance. Organizations are increasingly applying game design principles to their business operations, recognizing their potential to boost customer engagement and sales. Gamification leverages elements, such as point systems, badges, leaderboards, and challenges, to create an engaging environment that encourages individuals to participate actively. This approach not only captivates users, but also cultivates a sense of achievement and community among participants. As businesses strive to differentiate themselves in a crowded marketplace, gamification offers a compelling way to create unique customer experiences that can lead to increased loyalty and retention. However, the successful implementation of gamification requires a well-structured framework that addresses the diverse needs of individuals. Each participant may have different motivations and preferences; therefore, understanding these differences is crucial for designing effective gamification strategies. Moreover, to ensure long-term effectiveness, these gamification systems must be continuously updated and refined based on user feedback and performance metrics. In light of the critical role of sales in organizational success, the shift from traditional marketing strategies toward more interactive and engaging methods is essential. The growing body of evidence supporting the effectiveness of gamification in building customer loyalty further underscores its importance. As organizations recognize the need for innovative approaches to engage customers, this research aimed to present a comprehensive framework for implementing gamification in the education and consulting sectors to enhance sales outcomes. By providing a structured approach, this research only contributed to the existing literature on gamification, but also served as a practical guide for practitioners seeking to adopt these strategies. The framework developed in this study offered insights into the essential components of gamification, the necessary infrastructure, and the evaluation methods required to optimize its impact on sales performance. Ultimately, the goal was to empower organizations to harness the full potential of gamification as a transformative tool for driving business success. Materials & Methods This research focused on developing a framework for implementing gamification to enhance sales effectiveness in the education and consulting sectors. It was a fundamental-applied study that employed a non-experimental (descriptive) approach to data collection. A qualitative research method was utilized to address the research questions and construct the framework. Data were gathered through face-to-face interviews with experts from both the academic community and the professional sector in Tehran and Qom provinces. In-depth interviews served as the primary data collection tool and participants were selected using the snowball sampling technique. The sample consisted of 10 participants and the interviews were recorded for coding, analysis, and feedback purposes. Data collection continued until theoretical saturation was achieved, indicating that no new insights were emerging. Thematic analysis was employed to analyze the interview data. Research Findings The research findings presented a comprehensive framework for implementing gamification to enhance sales effectiveness in the education and consulting business industry. Through thematic analysis of in-depth interviews with 10 experts, the study identified 138 codes and 47 concepts organized into 8 main categories: Gamification Components: Elements that make up the gamification system Interaction and User Experience: Focus on how users engage with the gamified processes Motivational Elements: Factors that drive user participation and engagement Education and Development: Aspects related to learning and skill enhancement through gamification Culture and Community: The social dynamics and community aspects fostered by gamification Infrastructure and Technical Platform: The technological requirements and platforms necessary for implementation Evaluation and Optimization: Mechanisms to assess effectiveness and improve the system over time Advertising and Marketing: Strategies for promoting the gamification initiatives This framework serves as a valuable resource for organizations looking to implement gamification strategies effectively ultimately aimed at improving customer engagement and sales performance in the industry. Discussion of Results & Conclusion This research addressed the existing gap in comprehensive models for implementing gamification within the education and consulting sectors. Recognizing the absence of a well-established framework in this area, the study aimed to develop a robust model to enhance sales effectiveness through gamification. After initial coding, the researcher grouped similar codes into categories and subsequently organized these into specific conceptual levels. The final framework derived from this analysis comprised 138 codes and 47 concepts distributed across 8 categories: gamification components, interaction and user experience, motivational elements, education and development, culture and community, infrastructure and technical platform, evaluation and optimization, and advertising and marketing. This framework provides valuable insights for organizations looking to implement gamification strategies effectively ultimately aimed at improving sales performance in the education and consulting industry. امروزه با توجه به پیشرفت‌های فناورانه و افزایش رقابت، جذب مشتری و وفادارسازی آنان در صنایع مختلف از‌جمله صنعت آموزش و مشاورۀ کسب‌و‌کار (به‌عنوان یکی از صنایع آینده‌دار و پر‌رقابت) یکی از مهم‌ترین دغدغه‌های مدیران در کسب‌و‌کارهای مختلف است. کسب‌و‌کارها با راه‌های مختلف سعی در جذب و وفادارسازی مشتریان و ارائۀ یک تجربۀ خوب از خرید دارند. با توجه به فراگیری استفاده از اینترنت و گوشی‌های هوشمند روش‌های نوینی در این زمینه پیش روی کسب‌و‌کارها قرار گرفته است که از‌جملۀ آنها می‌توان به بازی‌وارسازی اشاره کرد. از بازی‌وارسازی به‌عنوان کاربرد راه‌حل‌های بازی‌های سرگرم‌کننده در فعالیت‌های تجاری نام برده می‌شود که مشتریان را برای انجام‌دادن وظایف خاص برانگیخته می‌کند. پژوهش حاضر با هدف ارائۀ چارچوبی برای پیاده‌سازی بازی‌وارسازی در راستای اثربخشی فروش در صنعت آموزش و مشاوره صورت پذیرفته است. این پژوهش از‌منظر هدف، کاربردی و از‌نظر ماهیت، توصیفی است. جامعۀ آماری در این پژوهش شامل خبرگان علمی و دانشگاهی در کنار متخصصان و مدیران فعّال در‌حوزۀ آموزش و مشاورۀ کسب‌و‌کار است. نمونه‌گیری استفاده‌شده در این پژوهش با استفاده از شیوۀ نمونه‌گیری گلوله‌برفی بوده است. مبنای اساسی جمع‌آوری اطلاعات برگزاری مصاحبه‌های عمیق با کارشناسان دانشگاهی و مدیران و متخصصان فروش در‌زمینۀ آموزش و مشاورۀ کسب‌و‌کار بوده است. در‌مجموع، 10 مصاحبه انجام و داده‌های مربوط پس از جمع‌آوری اطلاعات به مصاحبه‌های مکتوب با استفاده از روش تحلیل مضمون بررسی شد. یافته‌های پژوهش که پس از گذراندن مراحل سه‌گانۀ کدگذاری باز، محوری و انتخابی به دست آمد، چارچوب نهایی پژوهش را تشکیل و نشان‌ می‌دهد که این چارچوب با 138 کد و 47 مفهوم در هشت مقولۀ مؤلفه‌های بازی‌وارسازی، تعامل و تجربۀ کاربر، مؤلفه‌های انگیزشی، آموزش و توسعه، فرهنگ و اجتماع، زیرساخت‌ها و بستر فنی، ارزیابی و بهینه‌سازی و تبلیغات و بازاریابی شکل گرفت. درنهایت، چارچوب احصا‌شده قابلیت ارائۀ پیشنهادهای مهم و کارآمدی را در‌زمینۀ طراحی و پیاده‌سازی یک سیستم بازی‌وارسازی اثربخش در صنعت آموزش و مشاوره برای افزایش عملکرد دارد.

https://nmrj.ui.ac.ir/article_29431_b5a5a42f4c10c9183ad528ade9e737e8.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Behavioral Antecedents and Inhibitors of Free Riding in Freemium Marketing: An Analysis of User Experiences and Implications پیشایندها و بازدارنده‌های رفتاری سواری رایگان در بازاریابی فریمیوم: تحلیل تجربه‌های کاربران و پیامدهای آن 93 118 29473 10.22108/nmrj.2025.143601.3125 FA داود فیض استاد گروه مدیریت، دانشکدۀ اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران محسن آرمان دانشجوی دکتری مدیریت بازرگانی، دانشکدۀ اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران آتنا بصیرت دانشجوی دکتری مدیریت بازرگانی، دانشکدۀ اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران Journal Article 2024 12 06 This study explored the antecedents, consequences, and deterrents of free-riding behavior within freemium marketing models, a common strategy in digital industries, such as software, gaming, and online services. Using a qualitative approach, the research employed thematic analysis to examine data collected through semi-structured interviews with 16 marketing experts and academics from Tehran, Shahid Beheshti, and Semnan universities. The primary objective was to identify the factors driving users' engagement with free versions of products or services, the impacts of this behavior on businesses and user experiences, and the barriers that hindered conversion to paid versions. The findings indicated that free-riding behavior was influenced by 5 main antecedents: initial user motivations, psychological and behavioral factors, accessibility and ease of use, product and brand characteristics, and social and economic influences. These were derived from 75 initial codes and consolidated into 5 overarching themes. The consequences of free-riding encompassing economic and marketing impacts, social and behavioral effects, and qualitative service outcomes were synthesized from 60 initial codes into 9 themes and 3 primary categories. To mitigate free-riding and promote upgrades to premium versions, 6 deterrent categories were identified: economic and financial, behavioral and psychological, social and cultural, technological and technical, motivational and personal preferences, and legal and policy barriers, stemming from 86 initial codes. This study offered actionable insights for freemium businesses to develop strategies that enhanced user conversion rates, improved user experiences, and ensured long-term business sustainability by effectively balancing free and paid offerings. Introduction The freemium business model has revolutionized digital marketing by enabling companies to offer basic services at no cost, thereby lowering entry barriers and attracting large user bases. This approach has transformed industries such as software development, online gaming, and digital content platforms. However, a critical challenge associated with freemium models is free-riding behavior, where users exploit free services without transitioning to paid versions, potentially undermining the financial sustainability of businesses (Chiu et al., 2011). Free-riding is influenced by a complex interplay of psychological, social, economic, and technological factors that shape user behavior. For instance, positive experiences with free services can increase the likelihood of upgrading to premium versions, as high user ratings and positive feedback correlate with higher premium sales (Xu et al., 2021). Conversely, robust free offerings can deter users from paying, creating a delicate balance that businesses must manage (Wagner & Hess, 2013). Social dynamics, such as community engagement and peer influence, also play a pivotal role in reducing free-riding by fostering a sense of collective responsibility (Hashim & Bockstedt, 2024). Psychological factors, including perceived value and entitlement to free services, further complicate user behavior, particularly in environments where access to free content is seamless (Gao, 2023). The consequences of free-riding extend beyond individual behavior, affecting business revenue, user engagement, and service quality, which may jeopardize long-term competitiveness if not addressed effectively (Kidwell et al., 2007). This study aims to provide a nuanced understanding of free-riding in freemium marketing by examining its antecedents, consequences, and deterrents, offering practical recommendations for businesses to enhance user conversion and sustain growth. Materials and Methods The research adopted an exploratory qualitative approach, utilizing thematic analysis to investigate free-riding behavior in freemium marketing models. Grounded in an interpretive philosophy and following an inductive methodology, the study targeted marketing and business management experts from Tehran, Shahid Beheshti, and Semnan universities. Participants were selected based on their academic expertise, practical experience, or published works related to the research topic, with a minimum of 4 years of managerial experience. A snowball sampling technique was employed, resulting in a sample of 16 participants, determined by theoretical saturation, where no new codes emerged after the 16th interview. Data were collected through semi-structured interviews designed to explore the antecedents, consequences, and deterrents of free-riding. Interview questions focused on users’ motivations for utilizing free services, factors that made free versions appealing, the adequacy of free features, barriers to upgrading to paid versions, and the impacts of prolonged free usage on businesses and user experiences. To ensure validity, triangulation was applied by gathering data from multiple sources, including university academics, managers from government organizations, and marketing specialists. A review of theoretical and empirical literature on freemium marketing complemented the findings. A quality control process was implemented, wherein summarized results were shared with select interviewees for feedback to ensure alignment with their intended perspectives, with discrepancies addressed to enhance accuracy. Reliability was ensured by clearly defining key terms and concepts, refining interview questions for clarity, and conducting pilot tests to guarantee consistent interpretation by participants. Data analysis followed Braun and Clarke’s (2006) six-phase thematic analysis framework: familiarizing with the data, generating initial codes, searching for themes, reviewing themes, defining and naming themes, and producing the final report. This structured approach ensured a systematic and reliable analysis of the qualitative data. Research Findings The analysis of the 16 semi-structured interviews provided comprehensive insights into free-riding behavior within freemium marketing. The sample comprised 62% male and 38% female participants, with 25% under 40 years, 50% aged 40–50 years, and 25% over 50 years. Educationally, 56% held doctoral degrees, and 44% had master’s degrees. Professional experience varied, with 19% having less than 10 years, 44% between 10 and 20 years, and 37% over 20 years. Antecedents of Free-Riding From 75 initial codes, 14 organizing themes were identified and consolidated into 5 overarching themes: Initial User Motivations: Users are drawn to free services due to their low cost and immediate accessibility, perceiving them as sufficient for their needs. The absence of financial risk and the ability to test services without commitment are significant drivers (Chugh, 2015). Psychological and Behavioral Factors: The sunk cost effect and perceived utility of free services deter upgrades, as users feel that free versions adequately meet their needs. Psychological comfort with free services further reduces the incentive to pay (Han, 2020; Zhu & Chang, 2014). Accessibility and Ease of Use: User-friendly interfaces and seamless access to free services decrease the motivation to upgrade. Simplicity in registration and usage enhances the appeal of free versions (Somasundaram & Pillai, 2024; Hussein & Hilmi, 2021). Product and Brand Characteristics: High-quality free services and strong brand reputation foster loyalty to free versions. A reputable brand enhances user trust and satisfaction with free offerings (Pangestika & Indriani, 2023; Sciulli, 2023). Social and Economic Influences: Peer influence and social proof enhance trust in free services, encouraging continued usage without upgrades. Positive feedback from other users reinforces the perceived value of free versions (Blanco & Blasco, 2007; Kala et al., 2024). Consequences of Free-Riding From 60 initial codes, 9 themes were grouped into 3 main categories: Economic and Marketing Impacts: Free services attract large user bases and generate valuable data for marketing strategies, but low conversion rates challenge revenue sustainability. The reliance on free users can reduce profitability (Rietveld, 2017; Kim et al., 2018). Social and Behavioral Effects: Free versions foster user communities and social interactions but may devalue premium offerings, weakening brand perception. High expectations for free services can complicate efforts to promote paid versions (Arora et al., 2017; Voci et al., 2024). Qualitative Service Outcomes: A high volume of free users strains infrastructure, leading to reduced service quality and user satisfaction. This can result in negative feedback and damage to brand reputation (Lee, 2013; Seifert et al., 2023). Deterrents of Free-Riding From 86 initial codes, 12 themes were distilled into 6 categories: Economic and Financial Barriers: Value-based pricing, discounts, and loyalty programs incentivize upgrades by aligning costs with perceived value. Limiting exclusive features to paid versions enhances upgrade motivation (Mantymaki et al., 2019; Redondo & Serrano, 2025). Behavioral and Psychological Barriers: Creating a sense of exclusivity or fear of missing out (FOMO) encourages users to adopt premium versions. Highlighting unique benefits of ignores can shift user perceptions (Huang & Wang, 2019). Social and Cultural Barriers: Leveraging positive feedback from premium users and fostering community engagement enhance the perceived value of paid versions. Social reinforcement can shift attitudes toward upgrades (Oliveira et al., 2016; Thapa et al., 2024). Technological and Technical Barriers: Limiting features such as speed, storage, or functionality in free versions pushes users toward premium options. Technical constraints highlight the benefits of paid services (Gerogiannis et al., 2020; Martínez et al., 2024). Motivational and Personal Preference Barriers: Personalized offers and exclusive content make premium versions more appealing. Tailored experiences increase user willingness to pay (Kramer et al., 2007; Zhao et al., 2017). Legal and Policy Barriers: Implementing time-limited free access or requiring payments for specific features curbs free-riding. Clear policies and legal frameworks ensure fair usage (Günzel-Jensen & Holm, 2016). Discussion of Results & Conclusion The findings underscore the multifaceted nature of free-riding in freemium marketing, driven by user motivations, psychological tendencies, accessibility, brand strength, and social influences. These antecedents highlight the appeal of free services, which, while effective in attracting users, pose challenges for conversion to paid versions. The consequences reveal a dual-edged impact: free services expand user bases and provide valuable data, but they risk revenue shortfalls, diminish the perceived value of premium offerings, and strain infrastructure, leading to reduced service quality. The identified deterrents offer practical strategies, including enhancing premium feature exclusivity, implementing targeted pricing, fostering community engagement, and introducing technical limitations on free versions. This study contributes to the literature by providing a nuanced understanding of free-riding dynamics, supported by qualitative insights from marketing experts. The results align with prior research emphasizing the role of perceived value (Wagner & Hess, 2013), social dynamics (Shi et al., 2015), and technical constraints (Gerogiannis et al., 2020) in shaping user behavior. However, the qualitative nature of the study and reliance on interviews suggest opportunities for future research, such as longitudinal studies or mixed-method approaches to capture evolving user behaviors and market trends. Practical Recommendations Enhance Premium Features: Develop exclusive, high-value premium features to incentivize upgrades, such as unique content or advanced functionalities. Targeted Pricing Strategies: Offer time-limited discounts or flexible subscription packages to reduce upgrade hesitancy and appeal to cost-conscious users. Strengthen Social Engagement: Build premium user communities to leverage social proof and encourage conversions through peer influence. Limit Free Features: Introduce technical constraints on free versions, such as reduced speed or storage, to highlight the benefits of premium offerings. Limitations The interpretive approach may be subject to researcher bias, though efforts were made to minimize this through rigorous methodology. Data collection relied solely on interviews, and access to companies with prominent free-riding behaviors was limited. The study’s temporal scope may not fully capture dynamic changes in user behavior or market trends. Future research could incorporate quantitative methods, longitudinal designs, or broader industry contexts to address these limitations. Conclusion Managing free-riding behavior is critical for optimizing freemium business models. By addressing the identified antecedents, consequences, and deterrents, businesses can balance attracting free users with converting them into paying customers. This study provides a robust framework for understanding free-riding dynamics and offers actionable strategies to enhance user conversion, improve experiences, and ensure sustainable growth in competitive digital markets. در پژوهش حاضر پیشایندها، پیامدها و بازدارنده‌های رفتار سواری رایگان در مدل‌های بازاریابی فریمیوم بررسی می‌شود. محققان در این مطالعه از روش تحلیل مضمون استفاده و داده‌ها را با مصاحبه‌های نیمه‌ساختار‌یافته با 16 نفر از استادان و پژوهشگران حوزۀ بازاریابی جمع‌آوری کردند. هدف از این پژوهش شناسایی عوامل مؤثر در رفتار کاربران در استفاده از نسخه‌های رایگان خدمات و محصولات و تأثیر‌های این رفتار بر کسب‌وکارها و تجربۀ کاربران است. پیشایندهای رفتار سواری رایگان شامل انگیزه‌های اولیۀ کاربران، عوامل روان‌شناختی و رفتاری، دسترس‌پذیری و راحتی استفاده، ویژگی‌های محصول و برند و تأثیر‌های اجتماعی و اقتصادی است که از تحلیل 75 کد اولیه به دست آمده‌ و در‌نهایت به پنج کد اصلی تبدیل شده است. پیامدهای استفاده از نسخۀ رایگان نیز شامل پیامدهای اقتصادی و بازاریابی، پیامدهای اجتماعی و رفتاری و پیامدهای کیفی خدمات می‌شود که این پیامدها از ترکیب 60 کد اولیه و 9 کد مضمون استخراج شده است. برای محدود‌کردن رفتار سواری رایگان و تشویق کاربران به ارتقای نسخۀ پولی، بازدارنده‌ها به شش کد اصلی تقسیم می‌شود که شامل موانع اقتصادی و مالی، موانع رفتاری و روان‌شناختی، موانع اجتماعی و فرهنگی، موانع تکنولوژیکی و فنی، موانع انگیزشی و ترجیحات شخصی و موانع قانونی و سیاستی است و از 86 کد اولیه به دست آمده است. نتایج این پژوهش می‌تواند به کسب‌وکارهای فریمیوم کمک کند تا با درک دقیق از پیشایندها، پیامدها و بازدارنده‌ها استراتژی‌های مؤثری را برای تبدیل کاربران رایگان به نسخه‌های پولی طراحی کنند و به این ترتیب، تجربۀ کاربران و عملکرد کسب‌و‌کارها را بهبود بخشند.

https://nmrj.ui.ac.ir/article_29473_307ba7fde95380f236c2b38f135b2773.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Managing Touchpoints in Tourism: Typology of Tourist Touchpoints in the Pre-Travel Stage (Case of Iran's Inbound Tourists) مدیریت نقاط تماس در گردشگری: گونه‌شناسی نقاط تماس گردشگران در مرحلۀ پیش از سفر (مورد مطالعه: گردشگران ورودی ایران) 119 148 29472 10.22108/nmrj.2025.142086.3075 FA مصطفی اسماعیلی مهیاری دکتری مدیریت بازرگانی گرایش بازاریابی، دانشکدۀ مدیریت و حسابداری، دانشکدگان فارابی دانشگاه تهران، قم، ایران محمد غفاری دانشیار گروه مدیریت بازرگانی و کارآفرینی، دانشکدۀ مدیریت و حسابداری، دانشکدگان فارابی دانشگاه تهران، قم، ایران حمیدرضا ایرانی دانشیار گروه مدیریت بازرگانی و کارآفرینی، دانشکدۀ مدیریت و حسابداری، دانشکدگان فارابی دانشگاه تهران، قم، ایران الهام ابراهیمی دانشیار گروه مدیریت، پژوهشگاه علوم انسانی و مطالعات فرهنگی، تهران، ایران 0000-0002-2276-4453 Journal Article 2024 07 09 Effectively designing and managing tourist experiences requires a comprehensive understanding of touchpoints throughout the customer journey. In the pre-travel stage, these touchpoints play a critical role in shaping tourists' destination choices, making them particularly important from a marketing and advertising perspective. This study aimed to identify the various types of touchpoints present during the pre-travel stage and provide a diagnostic analysis of these interactions. To achieve this, in-depth interviews were conducted with inbound tourists to the country and the resulting data were analyzed using thematic analysis. A total of 45 sub-themes were identified and subsequently categorized into 7 main themes. The findings revealed that touchpoints experienced by inbound tourists could be classified based on 2 key criteria: control and nature. Touchpoints directly controlled by the destination brand and its partners were limited, demonstrating a weak online and offline presence. In contrast, social touchpoints significantly influenced the decision-making processes of potential tourists considering travel to Iran. Both mass media warnings about travel to Iran and social media recommendations from experienced travelers had a considerable impact on travel decisions. Furthermore, regarding the nature of touchpoints, there was a notable demand for physical and human interactions, with direct engagement with Iranian individuals serving as a positive catalyst for encouraging tourism. These findings provide valuable insights for researchers and destination managers in designing optimized customer journeys and creating memorable tourist experiences. Introduction In today's world, customers seek more than mere functionality from products and services; they desire emotional and memorable experiences. This is especially true in the tourism industry, where the essence of the offering is the "experience" itself. Designing these experiences is complex, particularly when considering the myriad tourist touchpoints during the pre-travel phase. Touchpoints encompass all interactions between customers and service providers throughout the customer journey, including the pre-purchase, purchase, and post-purchase stages. The pre-travel phase is critical in shaping tourists' perceptions and decisions as it is during this time that they first learn about a destination and begin gathering information. These interactions—through media, advertisements, and digital content—can significantly influence tourist intentions. Effectively managing touchpoints is essential for creating a positive tourist experience; however, the unpredictable nature of many touchpoints complicates this process. Various frameworks classify touchpoints by stage, nature (digital, human, physical), and control. In countries like Iran, rich in historical and cultural assets, managing pre-travel touchpoints becomes particularly crucial. This study aimed to develop a typology of pre-travel touchpoints, focusing on the interactions of foreign tourists, who had visited Iran. It sought to highlight the strengths, weaknesses, and gaps in tourism marketing efforts. Materials & Methods This study employed in-depth interviews as a qualitative research method to gather data, allowing researchers to capture the voices of tourists directly. Participants were selected through purposive and snowball sampling to ensure a diverse range of perspectives. Initially, individuals with sufficient English language skills were invited to participate and the interviews were conducted via online platforms. These interviews took place in 2022 in English and were subsequently translated into Persian. Each interview typically lasted between 45 to 60 min, during which participants shared their experiences from the pre-travel stage. A total of 19 interviews were conducted, comprising 10 men and 9 women. Data analysis followed Braun and Clarke's 6-phase approach: familiarizing with the data, generating initial codes, searching for themes, reviewing themes, defining and naming themes, and producing the final report. The aim of this process was to extract and analyze the main and sub-themes related to the tourists' experiences with the findings contextualized within the existing literature. Research Findings After reviewing the interviews, codes were extracted and categorized, leading to the identification of sub-themes that illuminated the touchpoints experienced by tourists. A total of 45 sub-themes were classified into 7 main themes: destination brand-controlled touchpoints, partner-controlled touchpoints, customer-controlled touchpoints, external/socially controlled touchpoints, human touchpoints, digital touchpoints, and physical touchpoints. This study categorized the touchpoints for incoming tourists to Iran based on control, nature, and stage, highlighting both prominent and overlooked interactions in the pre-trip phase. In the control category, destination brand-controlled touchpoints included official tourism websites, embassies, and staff behavior. Partner-controlled touchpoints encompassed information from online travel agencies, social media content, and customer reviews. Customer-controlled touchpoints involved activities, such as searching on Google, contacting travel agencies, reviewing social media, consulting with travelers or friends, watching YouTube videos, reading guidebooks, and checking news or media coverage. External/socially controlled touchpoints included negative media reports, family warnings, travel advisories, and negative perception of Iran, alongside positive content from travel influencers, educational videos on YouTube, and tourist reviews. Human touchpoints involved interactions with Iranians, embassy staff, and travel agency employees. Digital touchpoints comprised social media, emails, review sites, YouTube, and websites like Wikipedia. Lastly, physical touchpoints included Iranian restaurants, educational materials abroad, travel guidebooks, and embassy environments. Discussion of Results & Conclusion The findings indicated that destination brand-controlled touchpoints were limited with many potential promotional materials—such as billboards, films, and social media ads—not recalled by participants. Therefore, it is essential to capitalize on these opportunities to attract foreign tourists. Additionally, touchpoints provided by both government and private organizations can play a crucial role in informing tourists about safety and legal matters. Successful platforms in other countries have effectively addressed tourists' questions, enhancing their travel experiences. Online Travel Agencies (OTAs) have demonstrated that direct communication with tourists enhances awareness, facilitates interaction, and enables personalized services. The embassies and consulates of Iran also play a vital role by offering brochures and educational materials to inform potential visitors. Participating in international events, such as exhibitions and festivals, provides opportunities for direct interaction, helping to showcase Iran’s culture and attractions. Social media platforms serve as critical pre-travel touchpoints, allowing tourists to consult others and gather information. They also enable tourism companies to communicate directly with customers, aiding in decision-making. Experiences shared by past tourists on platforms like Instagram and Facebook can significantly influence prospective travelers. Finally, a major challenge beyond the brand's control is the negative image perpetuated by media coverage and travel warnings, which often portray Iran as unsafe. Overcoming these negative perceptions through targeted marketing and diplomatic efforts could help attract more tourists. طراحی و مدیریت دقیق تجربۀ گردشگران نیازمند شناخت نقاط تماس در هر مرحله از سفر مشتری است. در مرحلۀ پیش از سفر نقاط تماس نقش تعیین کننده‌ای در انتخاب مقصد گردشگران دارند؛ بنابراین از‌منظر بازاریابی و تبلیغات اهمیت بسیار زیادی دارند. بر این اساس، محققان در پژوهش حاضر در تلاش هستند تا گونه‌های نقاط تماس در مرحلۀ پیش از سفر را شناسایی و گزارشی آسیب‌شناسانه در این زمینه ارائه دهند. برای دستیابی به این هدف از گردشگران ورودی به کشور مصاحبۀ عمیق انجام و با استفاده از روش تحلیل مضمون تجزیه‌و‌تحلیل شد. درادامه، 45 تم فرعی شناسایی‌شده در قالب 7 تم اصلی دسته‌بندی شد. یافته‌های پژوهش نشان داد که گونه‌های نقاط تماس گردشگران ورودی به کشور بر‌اساس دو معیار کنترل و ماهیت قابل دسته‌بندی هستند. نقاط تماس تحت کنترل برند مقصد و تحت کنترل شرکا بسیار محدود و حضور آنلاین و آفلاین آنها ضعیف بوده است؛ اما نقاط تماس اجتماعی نقش پررنگی در تصمیم‌گیری گردشگران بالقوه برای سفر به ایران داشتند. رسانه‌های جمعی که دربارۀ سفر به ایران هشدار می‌دهند و رسانه‌های اجتماعی و گردشگران با تجربه‌ای که ایران را به دیگران توصیه می‌کنند، اثرگذاری چشمگیری در تصمیم سفر داشتند. به‌علاوه، از‌منظر ماهیت، نیاز اساسی به نقاط تماس فیزیکی و انسانی وجود دارد؛ بنابراین تعامل مستقیم با ایرانیان می‌تواند محرکی مثبت برای تشویق گردشگران بالقوۀ خارجی برای سفر به ایران باشد. یافته‌های پژوهش می‌تواند بینش‌های ارزشمندی به پژوهشگران و مدیران مقصدها در طراحی سفر مشتری و خلق تجربۀ ماندگار به گردشگران ارائه دهد.

https://nmrj.ui.ac.ir/article_29472_e4ed70adace6bf00ee150c63d76cb985.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 A Mixed-Methods Study on the Impact of Augmented Reality (AR) on Brand Equity and Smart Decision-Making in Retail Industries مطالعه ترکیبی تأثیر فناوری واقعیت افزوده بر ارزش برند و هوشمندی در تصمیم‌گیری در صنایع خرده فروشی 149 182 29528 10.22108/nmrj.2025.144073.3143 FA حسین رحیمی دانشیار گروه مدیریت بازرگانی، دانشکدۀ علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران میر قادر حسینی دانشجوی دکتری، گروه مدیریت بازرگانی، دانشکده علوم اجتماعی، دانشگاه محقق اردبیلی، اردبیل، ایران Journal Article 2025 01 17 This research investigated the impact of Augmented Reality (AR) on brand equity and informed decision-making among consumers using a mixed-methods approach. In the qualitative phase, data were gathered through semi-structured interviews with 13 participants and thematic analysis was employed to interpret the findings. In the quantitative phase, a questionnaire based on the qualitative results was distributed to 384 university students familiar with AR technology. The qualitative findings identified 3 primary categories: psychological, technological, and marketing factors. Psychological factors included interactive pre-purchase experiences, trust, and emotional connections. Technological factors involved realistic product simulations and integration of advanced technologies. Marketing factors emphasized simplifying the purchasing process, personalizing customer experiences, and mitigating purchase risks. In the quantitative phase, Structural Equation Modeling (SEM) was utilized to assess the impact of the mentioned factors on brand equity and informed decision-making. The results indicated that psychological, technological, and marketing elements associated with AR significantly enhanced informed decision-making and customer support for brands. Evaluations of both measurement and structural models confirmed the substantial influence of AR on the research variables. The findings suggested that brand managers had to leverage AR to enrich customer experiences, foster stronger emotional connections, and enhance brand equity. Providing interactive experiences and transparent information could streamline customer decision-making and increase loyalty. Additionally, investing in AR technologies and analyzing interaction data had to be integral to the digital strategies of brands. Introduction The rise of immersive digital technologies has reshaped consumer engagement, transforming how brands connect with users. Among these innovations, Augmented Reality (AR) stands out as a crucial tool that overlays virtual elements onto real-world environments, offering consumers richer and more interactive experiences. This dual-layer engagement allows brands to connect with consumers on emotional, cognitive, and functional levels. With projected market growth exceeding $90 billion by 2029, AR has proven particularly effective in sectors, such as fashion and cosmetics, where sensory interaction is vital. While previous studies have examined the role of AR in marketing, limited research has focused on its integrative function in shaping brand value and facilitating informed decision-making. Additionally, there is a lack of understanding regarding AR reception in culturally nuanced markets like the Middle East, where digital literacy and user expectations differ significantly. This study aimed to fill these gaps by presenting a comprehensive conceptual framework that combined the psychological, technological, and marketing dimensions of AR. By integrating consumer psychology and branding strategies with immersive technology, the research sought to uncover how AR could significantly influence brand perception and enhance informed customer decision-making. The findings were anticipated to provide managers and digital marketers with practical strategies for implementing AR in experience-driven environments. Research Background AR integrates virtual content into real-world environments, fundamentally transforming how consumers experience and evaluate products. By providing multisensory engagement through visual simulations, personalization, and real-time interactions, AR can enhance brand value and mitigate the perceived risks associated with online purchasing. Research indicates that AR positively impacts brand image, consumer trust, and purchase intent by enriching both functional and hedonic values. However, most previous studies have examined these dimensions in isolation, neglecting the synergistic interaction between psychological responses—such as trust and emotional connection—technological usability—like responsiveness and realism—and marketing strategies, including personalization and digital storytelling. Consumer decision-making influenced by cultural context, social norms, and individual traits benefits from the ability of AR to facilitate product understanding and reduce ambiguity. Despite its transformative potential, the long-term psychological effects and cross-industry applications of AR remain underexplored, especially in emerging economies. Additionally, while AR fosters immersive and emotionally engaging experiences, an over-reliance on its technological appeal may lead to diminished interpersonal interactions and increased dependence on mediated environments. This study introduced new constructs—such as "cognitive guidance AR", "smart decision-making ecosystem", and "synergistic AR experience"—to address these gaps and provide a multidimensional perspective. These contributions aimed to enhance our understanding of the holistic impact of AR on brand value creation and decision quality. Materials & Methods This study employed a mixed-methods design to thoroughly analyze how AR influenced brand value and informed customer decision-making. In the qualitative phase, semi-structured interviews were conducted with 13 experts in AR, digital commerce, and Artificial Intelligence (AI). Thematic analysis facilitated by Atlas.ti software identified 3 core themes: psychological, technological, and marketing factors that shaped AR effects. This phase ensured construct validity by integrating diverse perspectives. For the quantitative phase, a questionnaire was crafted based on the thematic findings and distributed to 361 university students familiar with AR. Data analysis was performed using Structural Equation Modeling (SEM) with SmartPLS 3.0. Reliability and validity were established through Cronbach’s alpha (>0.7) and Average Variance Extracted (AVE>0.5). Path analysis was utilized to assess the impact of the three AR dimensions on brand value and decision-making. Additionally, model fit indicators, such as SRMR and R² values, were examined to validate the model structure. This dual-phase approach facilitated a comprehensive understanding by merging rich qualitative insights with empirical validation. It enabled researchers to explore complex interrelations and develop a robust conceptual model, addressing gaps in the existing AR literature and providing actionable strategies for digital branding. Research Findings The qualitative findings revealed that psychological factors (trust, emotional connection, perceived control), technological features (realistic simulation, interactive interfaces), and marketing strategies (customization, gamification, risk reduction) significantly shaped AR impact on brand value and decision-making. In the quantitative phase, SEM confirmed strong positive effects: psychological factors influenced decision-making (β=0.262, p<0.000) and brand value (β=0.347, p<0.000); technological factors affected decision-making (β=0.245, p<0.000) and brand value (β=0.118, p=0.049); marketing factors showed significant effects on both decision-making (β=0.310, p<0.000) and brand value (β=0.269, p<0.000). Interestingly, the direct impact of brand value on smart decision-making was not statistically significant (β=0.040, p=0.455), suggesting a potential mediating effect or cultural variance in value perception. Model fit was acceptable (SRMR=0.076) and R² values demonstrated strong explanatory power (R²=0.574 for decision-making, R²=0.442 for brand value). These results underscored the role of AR as both a cognitive guide and emotional anchor in enhancing purchase decisions. Additionally, cultural sensitivity emerged as a significant moderator, with localized content and visual identity enhancing user engagement. The findings highlighted the importance of context-aware AR strategies to maximize impact in culturally diverse markets. Discussion of Results & Conclusion This study highlighted the transformative role of Augmented Reality (AR) in shaping brand value and enabling smarter customer decisions. By integrating psychological, technological, and marketing factors, AR created emotionally resonant and cognitively enriching user experiences. It enhanced pre-purchase confidence, fostered brand trust, and facilitated personalized consumer journeys. Although brand value alone did not directly influence decision-making, the interplay of AR core dimensions proved crucial in guiding consumer choices. Managers were encouraged to adopt user-centric AR strategies that emphasized personalization, transparency, and emotional storytelling. Future applications should focus on investments in culturally adaptive AR designs and AI-powered recommendations. The mixed-methods approach of the study enhanced its theoretical and practical contributions by providing validated models and introducing new constructs, such as “cognitive guidance AR” and “synergistic AR experience”. However, limitations included a geographically narrow sample and a restricted cross-industry scope. Future research should investigate the long-term impact of AR on consumer loyalty across diverse cultural contexts and its integration with other emerging technologies. Overall, AR is not just a digital enhancement; it is a strategic asset for creating memorable, meaningful, and intelligent interactions between brands and consumers. پژوهش حاضر تأثیر واقعیت افزوده را بر ارزش برند و تصمیم‌گیری هوشمند مشتریان با رویکردی ترکیبی بررسی کرده است. در بخش کیفی تحقیق، داده‌ها ازطریق مصاحبه‌های نیمه‌ساختاریافته با ۱۳ نفر گردآوری شده و با استفاده از روش تحلیل مضمون تجزیه‌وتحلیل شده‌اند. در این مرحله، سه مقولۀ اصلی شامل عوامل روان‌شناختی، فناورانه و بازاریابی شناسایی شد. تجربه‌های تعاملی پیش از خرید، اعتماد و ارتباطات احساسی در گروه عوامل روان‌شناختی، شبیه‌سازی واقع‌گرایانه و پاسخ‌گویی فناوری در گروه عوامل فناورانه و شخصی‌سازی، کاهش ریسک و تسهیل فرایند خرید در بُعد بازاریابی به‌عنوان عوامل کلیدی مؤثر بر ارزش برند و تصمیم‌گیری هوشمند شناخته شدند. در بخش کمّی، بر پایۀ مفاهیم استخراج‌شده، پرسش‌نامه‌ای طراحی و بین ۳۶۱ دانشجوی آشنا با فناوری واقعیت افزوده توزیع شد. نتایج حاصل از مدل‌سازی معادلات ساختاری نشان داد که عوامل روان‌شناختی، فناورانه و بازاریابی تأثیر مثبت و معناداری بر تصمیم‌گیری آگاهانۀ مشتریان و تقویت حمایت از برند دارند. همچنین ارزیابی مدل اندازه‌گیری و مدل ساختاری، تأییدکنندۀ نقش مؤثر واقعیت افزوده در ارتقای متغیرهای پژوهش بود. براساس یافته‌ها به مدیران برندها توصیه می‌شود تا از فناوری واقعیت افزوده برای ارتقای تجربۀ تعاملی مشتری، تقویت اعتماد و پیوند عاطفی و افزایش ارزش ذهنی برند بهره بگیرند. ارائۀ اطلاعات شفاف و فرصت‌های آزمایش مجازی می‌تواند فرایند تصمیم‌گیری مشتریان را تسهیل کند و موجب افزایش وفاداری شود. همچنین تحلیل رفتار مصرف‌کننده در بستر واقعیت افزوده باید به‌عنوان بخشی از سیاست‌گذاری دیجیتال برندها در نظر گرفته شود.

https://nmrj.ui.ac.ir/article_29528_9fb2209db502062b23bbfd9ab5a3d30c.pdf

دانشگاه اصفهان تحقیقات بازاریابی نوین 2228-7744 14 4 2025 02 19 Proposing a Value Co-Creation Model with a Reverse B2B Marketing Approach in Knowledge-Based Cooperative Companies in Isfahan Province ارائه الگوی هم‌آفرینی ارزش با رویکرد بازاریابی معکوس بنگاه به بنگاه در شرکت‌های تعاونی دانش‌بنیان استان اصفهان 183 216 29552 10.22108/nmrj.2025.143688.3128 FA مهدی امامی دانشجوی دکتری گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران علی صنایعی استاد گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران علی کاظمی دانشیار گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران Journal Article 2024 12 15 Value co-creation through a reverse marketing approach is increasingly recognized as a strategic competitive advantage as it reconfigures traditional demand flows by positioning buyer firms as active participants in the co-creation process alongside their suppliers. This approach is especially significant in knowledge-based cooperative enterprises, fostering innovative collaborations and contributing to sustainable supply chain development. The aim of this study was to develop a model for value co-creation based on a reverse B2B marketing approach within knowledge-based cooperatives in Isfahan Province. This applied research utilized a mixed-method (qualitative and quantitative) approach. In the qualitative phase, data were collected through semi-structured interviews with 13 supply chain experts and analyzed using MAXQDA 2020 software. The qualitative findings identified 5 main themes, 22 sub-themes, and 182 initial codes, which shaped the foundational framework of the conceptual model. In the quantitative phase, a questionnaire based on these themes was distributed to 30 experts. The data were analyzed using SPSS 22 software and Kendall’s W test. The quantitative results revealed Kendall’s W coefficients across the three Delphi rounds as 0.545, 0.766, and 0.803, respectively. This upward trend indicated increasing consensus among experts, greater convergence of viewpoints, and enhanced validity of the proposed model. The final findings highlighted that factors, such as supplier satisfaction, resource mobilization, relationship management, and innovation contributions, were pivotal in achieving value co-creation within the framework of reverse marketing. The novelty of this research lay in its conceptual integration of reverse marketing with value co-creation in the context of knowledge-based cooperatives—an integrated model that had not previously been developed in the domestic literature. Introduction The emergence of global crises in industrial supply chains has compelled many businesses to struggle in fulfilling their obligations, underscoring the critical importance of resource accessibility for the survival and success of companies. As marketing approaches evolve towards a service-dominant logic, the concept of value co-creation has gained prominence, highlighting the effective collaboration of stakeholders in their unique roles. In today’s competitive environment, a comprehensive understanding of supplier relationship management is essential. This includes fostering supplier satisfaction and mobilizing resources, particularly for knowledge-based firms that depend on supplier-driven innovation. Consequently, value co-creation with suppliers has become increasingly vital. While substantial research on value co-creation in business relationships has been conducted in Iran, the role of reverse marketing in this process—especially within interactions between knowledge-based companies and their suppliers—has not been thoroughly examined. Therefore, this study aimed to propose a model for value co-creation through a reverse marketing approach within knowledge-based cooperative companies in Isfahan Province. It would identify the key factors influencing value co-creation in this context and address the existing research gaps. Materials & Methods This research was a developmental study that established a logical connection between the research framework and the target population. The statistical population consisted of managers and experts working in active knowledge-based companies in Isfahan. In the qualitative phase, data were collected through semi-structured interviews with 13 participants, continuing until theoretical saturation was reached. The sample was selected using purposive and snowball sampling techniques. Data analysis followed a thematic approach, involving multiple stages: an in-depth review of interview transcripts, coding, theme identification, and final refinement. The extracted themes and their interrelationships were illustrated in a network diagram, with MAXQDA software facilitating the qualitative data analysis. To ensure the validity of the qualitative findings, three validation methods were implemented: member checking, data triangulation, and peer review. First, the selected participants reviewed the analyzed data to confirm its accuracy and coherence. Second, the interview data were cross-referenced with previous studies and organizational documents to ensure consistency. Finally, two independent experts, who were not involved in the study, assessed the coding process and interpretations, enhancing the study’s credibility and trustworthiness. For qualitative reliability, Cohen’s Kappa coefficient was employed to measure inter-coder agreement, yielding a value of 0.82, thus indicating strong reliability. In the quantitative phase, data were collected from 30 supply chain experts and practitioners using purposive sampling. A structured questionnaire was developed based on the qualitative findings and statistical analysis was conducted using SPSS software. To assess the reliability of the questionnaire, Cronbach’s alpha was calculated, with all items exceeding 0.7, hence confirming a high level of internal consistency. Additionally, Kendall’s coefficient of concordance was used to measure the degree of agreement among experts, ensuring the validity and robustness of the proposed model. The integration of qualitative and quantitative methodologies strengthened the credibility and generalizability of the findings, providing a comprehensive and empirically validated model for value co-creation within the reverse marketing framework. Research Findings The qualitative analysis of in-depth interviews revealed critical factors and dimensions of value co-creation through a reverse marketing approach. The results indicated that value co-creation among firms within knowledge-based cooperative companies in Isfahan Province was characterized by 5 key components: "co-problem solving", "co-analysis", "co-commitment", "co-innovation", and "co-sharing". The variable of supplier satisfaction consisted of 4 components: "buyer profitability", "buyer growth opportunity", "buyer relational behavior", and "buyer reliability". The variable of supplier resource mobilization included 4 elements: "preferred customer status", "supplier learning", "buyer innovation adaptability", "buyer innovation potential", and "buyer market access". Additionally, the variable of supplier relationship management was represented by 4 components: "capturing supplier innovation", "joint selling with suppliers", "ongoing supplier communication", and "strategic supplier management". Lastly, the variable of supplier innovation contribution encompassed 4 aspects: "supplier expertise", "supplier cooperative attitude", "research and supplier development", and "supplier development programs". A quantitative analysis was conducted to ensure the rigor and empirical validation of the proposed model. Using Kendall’s coefficient of concordance, the level of agreement among 30 supply chain experts and practitioners was evaluated. The results demonstrated a progressive increase in consensus across 3 rounds, confirming the reliability and coherence of the identified constructs. The statistical findings highlighted the significance of 4 critical factors influencing value co-creation: supplier satisfaction, supplier resource mobilization, supplier relationship management, and supplier innovation contribution. Among these, the highest level of agreement was observed in the dimensions related to supplier satisfaction and supplier innovation contribution, underscoring their pivotal roles within the reverse marketing framework. The integration of qualitative insights with quantitative validation enhanced the credibility of the proposed conceptual model, emphasizing the importance of collaborative supplier-buyer relationships in fostering innovation, strategic alignment, and competitive advantage. Discussion of Results & Conclusion This study underscored the essential roles of supplier satisfaction, resource mobilization, relationship management, and supplier innovation contribution in advancing value co-creation within knowledge-based cooperative companies in Isfahan. Supplier satisfaction was identified as a multifaceted construct influenced by factors, such as profitability opportunities, growth potential, relational behavior, and reliability of buyer commitments. Together, these elements enhanced buyer-supplier dynamics, fostering collaboration and mutual trust. Suppliers were more likely to prioritize buyers, who actively supported their growth through knowledge sharing, market access, and innovation adoption. This finding highlighted the importance of aligning corporate strategies with supplier expectations to strengthen the value chain. Supplier resource mobilization emerged as a critical dimension characterized by factors, such as preferred customer status, supplier learning, adaptability to innovation, buyer innovation potential, and market accessibility. These factors drove suppliers to allocate resources to buyers, who demonstrated a commitment to long-term collaboration and mutual growth. For instance, buyers, who engaged suppliers in shared learning initiatives and provided actionable feedback, were more likely to gain a competitive advantage. Moreover, buyer adaptability to innovation enhanced supplier motivation to invest in innovative projects, reinforcing the collaborative nature of their relationship. Effective Supplier Relationship Management (SRM) further amplified the potential for value co-creation. The key SRM components identified in this study included attracting supplier innovation, implementing shared sales strategies, maintaining continuous communication, and strategic supplier management. Collectively, these elements enabled the seamless integration of supplier contributions into the buyer’s value proposition. Regular and transparent communication facilitated the exchange of innovative ideas, mitigated conflicts, and cultivated a culture of trust and collaboration. Aligning suppliers with organizational objectives enhanced product quality, operational efficiency, and competitive positioning. The study highlighted the critical role of supplier innovation in value creation driven by factors, such as expertise, collaborative attitudes, commitment to research and development (R&D), and tailored development programs. Suppliers, who invested in R&D and adopted a proactive, collaborative approach, significantly enhanced the buyers’ innovation capabilities. These suppliers brought unique insights and specialized knowledge, facilitating both incremental and transformative innovations throughout the supply chain. Value co-creation as conceptualized in this research was founded on collaborative problem-solving, shared analysis, mutual commitment, joint innovation, and reciprocal knowledge sharing. These dimensions emphasized the importance of active engagement and resource alignment between buyers and suppliers. By jointly addressing challenges and fostering a mutual dedication to innovation, partnerships could evolve beyond mere transactional interactions, resulting in long-term value creation. The findings suggested that knowledge-based cooperative companies should adopt a reverse marketing approach as a strategic enabler for value co-creation. By nurturing stable and collaborative relationships with suppliers, these companies can unlock the latent potential of their supply networks. Creating transparent platforms for knowledge sharing and fostering a culture of trust and reciprocity are essential for enhancing innovation and managing risks. Additionally, the cooperative structure of these companies provides unique opportunities to maximize synergies through collective decision-making and shared objectives. Given the technology-driven orientation of knowledge-based companies, it is crucial to prioritize the integration of advanced research collaborations with suppliers. Encouraging joint R&D initiatives and continually improving supplier relationships will enhance the resilience and adaptability of the supply chain in response to evolving market dynamics. These strategies not only strengthen the competitive edge of these companies, but also contribute to broader industrial and economic growth. By adopting this comprehensive framework for value co-creation, knowledge-based cooperative companies can achieve sustainable development, foster innovation, and set a benchmark for other organizations operating in similar contexts. هم‌آفرینی ارزش با رویکرد بازاریابی معکوس یک استراتژی رقابتی مهم محسوب می‌شود، به‌طوری‌که با تغییر جریان سنتی تقاضا، شرکت‌های خریدار ازطریق یافتن بهترین منابع با تأمین‌کنندگان خود به‌عنوان عاملان اصلی در فرایند هم‌آفرینی ارزش، نقش خود را ایفا می‌کنند. اهمیت این موضوع به‌ویژه در شرکت‌های تعاونی دانش‌بنیان می‌تواند زمینه‌ساز تعاملات نوآورانه و توسعۀ پایدار در زنجیرۀ تأمین شود. هدف این پژوهش، ارائۀ الگویی برای هم‌‌آفرینی ارزش با رویکرد بازاریابی معکوس در شرکت‌های تعاونی دانش‌بنیان استان اصفهان است. پژوهش حاضر از نوع کاربردی و با رویکرد آمیخته (کیفی–کمّی) انجام شده است. در بخش کیفی، داده‌‌ها ازطریق مصاحبۀ نیمه‌ساختاریافته با ۱۳ متخصص زنجیرۀ تأمین گردآوری و با نرم‌افزار MAXQDA 2020 تحلیل شد. یافته‌های بخش کیفی به شناسایی ۵ مضمون اصلی، ۲۲ مضمون فرعی و ۱۸۲ کد پایه منجر شد که چارچوب اولیۀ مدل مفهومی پژوهش را شکل دادند. در بخش کمّی، پرسش‌نامه‌ای مبتنی‌بر این مضامین بین ۳۰ نفر از خبرگان توزیع شد و داده‌ها با استفاده از نرم‌‌افزار SPSS 22و آزمون کندال تحلیل شد. یافته‌های بخش کمّی نشان داد که ضرایب کندال در سه دور به ترتیب 0.545، 0.766 و 0.803 بوده‌اند. روند افزایشی این ضرایب بیانگر اجماع فزاینده میان خبرگان، انسجام دیدگاه‌ها و اعتبار بالای مدل پیشنهادی است. نتایج نهایی پژوهش نشان داد که عواملی نظیر رضایت تأمین‌کننده، بسیج منابع، مدیریت ارتباط و سهم نوآوری تأمین‌کننده در تحقق هم‌آفرینی ارزش در چارچوب بازاریابی معکوس نقش کلیدی دارند. وجه تمایز این پژوهش در تلفیق مفهومی بازاریابی معکوس با هم‌آفرینی ارزش در بستر شرکت‌های تعاونی دانش‌بنیان است که این الگو پیش‌تر به‌‌صورت یکپارچه در ادبیات داخلی توسعه نیافته است.

https://nmrj.ui.ac.ir/article_29552_5e31bd886cc2407c6c3421638c4e962c.pdf