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Exploratory studies in understanding the impact of decisions on the sustainability of small and medium businesses during the corona disease crisis in line with the research objectives and based on the non-linear and dynamic conditions caused by the high speed of prevailing environmental changes compared to the development of a dynamic model of the decision making. These businesses, on the one hand, are fragile against crises due to their limited financial ability, and on the other hand, with high flexibility and quick decision-making power, they have the ability to adapt to the existing conditions. In order to create this model, it is necessary to identify the problem, and in order to answer the research questions therefor it is necessary to develop a theory based on the opinions of experts and available data. This theory is due to the special conditions and the lack of previous experience result of the Grounded Theory’s methodology, that it should indicate all the effective factors in the field of decision-making in these businesses in Iran and the causal relationships between them and affected by the existing background conditions and it is an environmental interferes. background factors and identifying the impact of environmental interferes on the decision-making process in SME under the conditions of the Corona crisis. This theory states that the decision-making process for the sustainability of the business should be based on strategies. These strategies include creating opportunities, applying a new attitude in the continuation of business life, changing in business processes, creating organization agility, and re-engineering the structure . Considering the mathematical ability of the dynamic method to analyze the results of the dynamic model as scenarios that are applied to the business in the form of decisions made and by controlling their feedback, its effects on the organization's pillars and resources can be shown as quantities. The measurement of these quantities and the way of changes and their impact enables the quantitative proof of the mentioned theory. By this method the managers will have the ability to evaluate and prospect their decision results in the conditions of the Corona crisis.

Introduction: Within marketing literature, a widely accepted notion indicates that strategies in marketing significantly differ between business-to-business (B2B) and business-to-consumer (B2C) models. This study thoroughly investigates brand loyalty, examining the nuanced differences in methodologies for building brand loyalty specifically within B2B frameworks, aiming to develop a model tailored for B2B enterprises. Methodology: The research utilizes a sequential exploratory mixed-methods approach. The initial qualitative phase involves systematic reviews and meta-synthesis to identify factors influencing brand loyalty. The subsequent quantitative phase employs techniques such as structural equation modeling (SEM) to analyze the impact of various factors on brand loyalty across different business models. Finally, interviews are conducted to gain insights into tailored strategies that enhance loyalty in B2B contexts. Data for the literature review will come from reputable domestic channels, including academic portals, alongside foreign databases like Scopus and Web of Science. The second phase will gather information from diverse companies in the insurance industry, utilizing convenience sampling for analysis. The third phase targets business experts in B2B settings, selected through purposive judgment sampling to ensure relevant insights are gained. Findings: The initial phase reveals ten critical factors that contribute to brand loyalty in B2B markets. These factors encompass customer satisfaction, perceived value, switching costs, trust, perceived quality, personalized interactions, perceived support, brand image, and commitment. Analysis indicates significant differences in factors influencing brand loyalty between B2B and B2C models. The study concludes with a collection of tailored strategies essential for fostering customer loyalty in B2B operations, including developing strategic frameworks and adopting stringent quality standards. Conclusion: This research expands the understanding of loyalty-building strategies across diverse business models, offering insights that enhance the existing body of knowledge. By proposing a specialized loyalty model for the insurance industry, the study equips practitioners with practical tools to improve operational efficiency and competitive advantage.