اسفندیار دشمن زیاری

Purpose: The purpose of this study is to evaluate the impact of marketing strategies on entrepreneurial risks and determine their ranking. It is possible to rank marketing strategies to make the best decision to deal with the risks facing businesses. Methodology: Based on preliminary studies conducted on SMEs in Iran, a four-part questionnaire with a five-point Likert scale was provided to entrepreneurs and managers of SMEs in Tehran. Data related to 20 questionnaires were analyzed using SPSS software. Cronbach's alpha method was used to determine the reliability of the questionnaire. Finding: The results reveal that financial strategies, customer, relationships and online marketing do not have the same effect on entrepreneurial risks and we can rank them. Also, in examining the impact of business strategies on risks, the results showed that planning strategy has the greatest impact on reducing credit, operational and liquidity risks whilst relationship strategy has the greatest impact on reducing market risk. Online marketing strategy has the least observed effect on reducing credit risk and operational risk, and direct marketing strategy and financial strategy have the lowest effect on reducing liquidity and market risks. Conclusion: The effect of business strategies on reducing entrepreneurial risks is confirmed and we can rank strategies based on their impact on the risks facing businesses. Entrepreneurial risks can be reduced by using marketing strategies, and in conditions of uncertainty, the use of knowledge and expertise of marketing consultants can lead to improved decisions of entrepreneurs, resulting in sustainability and growth of businesses.

Purpose: Strategic decision-making plays an important role in organizational functions and its effectiveness. As a result, the aim of this study was to identifying and analyzing the dimensions and components of strategic decision-making for the managers of education regions. Methodology: This study in terms of purpose was applied and in terms of implementation method was mixed (qualitative and quantitative). The research population were experts in the field of educational management and human resources management and managers of educational regions of Tehran city in 2021 year, which according to the principle of theoretical saturation number of 14 people of them were selected as a sample with using the purposeful sampling method. The research tool was a semi-structured interview that lasted 75 to 120 minutes, and their validity was confirmed by the triangulation method and their reliability was obtained by the agreement coefficient method between two coders 0.88. The data were analyzed by methods of thematic analysis and DIMTEL technique. Findings: The findings of the qualitative part showed that strategic decision-making for managers of education regions has 98 indicators, 23 components and 10 dimensions were include moral intelligence, individual skills, knowledge of organizational processes, cultural and value skills, knowledge of financial resources, power of change and transformation, knowledge and technology management, human resource management, intelligent planning and training. Also, the findings of the quantitative part showed that the dimensions of human resource management, intelligent planning, cultural and value skills, knowledge of financial resources, knowledge and technology management and training had more effective and the dimensions of knowledge of organizational processes, moral intelligence, individual skills and power of change and transformation had more influence. Conclusion: The findings of this study have practical implications for specialists and planners of educational systems, especially in the education system, and they based on the results of the present study, can take an effective step towards strategic decision-making.