ارائه الگوی توسعه کسب‌وکارها با رسانه‌های اجتماعی

Extended Abstract
 
Introduction
Small businesses act as primary engines for job creation, economic growth, and local development. These businesses often have high flexibility and can adapt to rapid changes and different market conditions. There are various definitions of small businesses, and different criteria can be considered for them. These criteria include the number of employees, the amount of employed assets, the sales-to-capital ratio, the number of female employees, the number of employees and asset value, cash flow and asset value, and the number of employees, sales volume, and asset value. Each country can adopt its specific criteria for determining the size and characteristics of small businesses. In Iran, industries with less than 9 employees are recognized as small industries. The development of small businesses in the country is considered an optimal and necessary path to achieve sustainable development and the goals of the twenty-year vision document. These enterprises not only play important roles in job creation, innovation, market penetration, and prevention of monopolies but also offer benefits to the government, such as income regulation, employment generation, strengthening sustainable economic growth, economic diversification, and reducing dependence on specific sectors.
Research Methodology
This research is applied in terms of its objective, qualitative based on its execution method, and data-driven. The qualitative population consisted of all managers of industrial companies in Kermanshah city (active in the food industry and construction industries) who also used social networks such as Instagram for their business activities in the year 2023. The sampling method used was purposive sampling, specifically snowball sampling, where 11 individuals were selected as the sample. Data collection was done through interviews conducted in the field, and library research was also utilized as a method. Data analysis was performed using the statistical software MAXQDA 20.
Findings
Initially, interviews were conducted and then evaluated. After reviewing the conducted interviews, they were transcribed in a Word document. Subsequently, the initial codes were extracted from the text of each interview based on the logic governing the grounded theory. In this regard, a total of 198 initial codes were extracted from 13 interviews conducted with managers of industrial companies in Kermanshah city. It is worth mentioning that, due to data saturation, interviews from the ninth onwards were conducted in a friendly environment, and the extracted codes were confirmed through dialogues with the interviewees. Following the discussion on the paradigm model, in the subsequent phase of the research, after extracting concepts in the initial "coding" stage and forming major categories in the secondary "coding" stage, the codes, concepts, and main categories of the research were categorized into 6 major categories.
Conclusion
In this research, six propositions selected for the coding process based on the paradigm model. According to the codes derived from the paradigm model, there are six frequently recurring codes that shape the propositions adapted from the paradigm model. Therefore, it can be stated that customer attraction strategies and market resource management are important prerequisites for any business. By synchronizing them, the marketing performance of businesses can be improved, making them more competitive. The development of marketing infrastructure and the development of marketing substructures are crucial conditions for any business. Developing marketing substructures means predicting, designing, and implementing factors and conditions that enable businesses to effectively engage with customers and enhance their marketing strategies to attract and retain customers. These developments include marketing infrastructure, adaptability, purposefulness, and technological development. Focusing on human resource capabilities in businesses is highly important and can be considered as a strategic requirement for marketing interaction. Human resource capabilities include human resource participation, human resource selection, appropriate human resource allocation, and human resource planning. These capabilities can directly impact marketing strategies and improve businesses in attracting and retaining customers. Understanding government policies, legislation, and media coverage holds significant importance and can be considered as intervention conditions. Government policies consist of decisions and laws that are approved for governing a country, and understanding them can assist in better understanding the decision-making process and priorities of the government. Management, cultural, and human factors hold significant importance in an organization and can be considered as background factors. Management factors such as having a marketing strategy, effective management, flexible management, hiring suitable individuals, having an appropriate incentive system, and personnel training and development are highly important and can be regarded as background factors. By utilizing engaging and compelling content, interactive techniques such as competitions and contests, and creating superior customer experiences through social media, businesses can differentiate themselves from competitors and have more effective marketing. Additionally, innovation in marketing strategies can lead to the creation of new and improved methods for attracting and retaining customers, increasing sales, and improving business performance. However, it is important for businesses to apply appropriate strategies in using social media and continuously improve and adapt this strategy according to the needs and characteristics of their customers.