Designing a strategic branding model in the Iranian saffron industry

Introduction: The present research has been done with the aim of designing a strategic branding model in the saffron industry. Company branding requires a comprehensive approach to brand management, so that all the members and aspects of an organization can act in harmony or in line with the brand (Herstein and Zvilling, 2011). Therefore, designing a strategic model of saffron branding is something that designers and brand makers should pay attention to. This should be done according to marketing studies and customer attraction in a way that the brand is associated with the product. Being aware of the importance and the economic position of the brand and the brand names of the country's exported products such as saffron and pistachio helps traders create top brands so as to be present and survive in the global market. This ultimately stabilizes the world economy.
Methodology: The research was conducted as a basic one using exploratory data and the Grand theory. The data collection tool was a semi-structured in-depth interview. The statistical population included the university professors familiar with the subject of branding as well as the managers of companies exporting saffron. A theoretical method was used for sampling. The collected data were analyzed through open, axial and selective coding, and the final pattern was extracted. The final model consisted of a set of central categories, causal conditions, necessary contexts, intervening variables, strategies and branding consequences for the saffron industry.
Results and Discussion: Each of the conditions and factors that make up the model have variables and categories. Paying attention to them will achieve the ultimate goal of strategic saffron branding. In general, due to the high economic value of saffron, high global demand and uniqueness of Iranian saffron, optimal production methods, enough storage capacity, targeted advertising, competitiveness, promotion of competitive advantages, research and development, policy-making, proper government support, identification of brand stakeholders, monopolizing the saffron market, increasing productivity, increasing the value of the saffron brand and attracting investors are the necessary tasks to do.
According to the results, the most important consequences of implementing a strategic branding plan in the saffron industry include economic growth, monopolization of the saffron market, increasing productivity, increasing the value of the saffron brand and attracting investors. In this regard, by designing a suitable branding model for saffron, more profit may be expected. Also, it will be possible to expand funding sources and create sustainable employment, increase the income level of farmers and help to distribute income fairly. The strategic branding of Iranian saffron can increase the added value and quality of the product, which enhances the ability of the product to remain in the minds of customers. That is, the image and association of the saffron brand develops and can have a positive effect on customers' desire to consume. All of these factors can ultimately provide more investment and opportunity for investors. It can be said that the very high volume of saffron production in the country has enabled the producers to produce innovative, creative and new products.
Saffron branding allows saffron producers to facilitate their access to the market, diversify their products and enjoy government legal protection. Moreover, the high demand for this product and the uniqueness of Iranian saffron from the experts' point of view have doubled the importance of presenting a brand in this field. In this regard, the correct knowledge of stakeholders and the presentation of targeted advertising have led to increased product competitiveness.  Creating a brand can ultimately lead to economic growth in the country and introduce the Iranian saffron brand as a reputable saffron brand in the world. To achieve this goal and implement this strategy, it is important to make strategical plans that can be implemented in time and place.
Conclusion: With proper and correct branding and by promoting the identity and personality of the Iranian saffron brand, we can expect to achieve economic growth rate and GDP, monopolize the saffron market, increase productivity, increase the value of the Iranian saffron brand and attract more investors. The necessary strategies for implementing a strategic branding plan in the saffron industry include proper government policy-making, promotion of competitive advantages, research and development, identification of brand stakeholders, promotion of competitiveness and targeted advertising. According to the results, government policy-making means that the government does not formulate cumbersome laws but organizes exporters properly and creates packaging units to provide active and qualified people with appropriate loans. It also creates proper infrastructure and adequate financial support to greatly prevent the bulk export of expensive products.