In this paper, I address the issue of the possible applicability of the ideas of Karl R. Popper’s social and political philosophy in the contemporary political life of postcolonial countries. Through reference to the reception of Popper’s philosophy in Central and Eastern Europe, I argue that Popper’s writings were effective in catalysing the political wholesale transformation by undermining Marxists’ pretensions to scientific status rather than through his anti-utopian and anti-revolutionary political recommendations. In the context of attempts to apply Popper’s ideas in postcolonial countries, especially Sub-Saharan Africa, I claim that the influence of Popper’s social thought on the politics of those countries may not be as effective as expected or desired.

Objective: Along with the evolution of Customers' Experience of the brand, the importance of the type of interaction between Customers and the brand increases, because just as Customers can use the potential of their brand knowledge and skill in creating brand value, if they are dissatisfied with it, They can destroy brand value. Therefore, it is necessary to know the type of interaction of Customers with the company during their Experience of the brand to identify the state of co-destruction of brand value. Therefore, this study aims to examine the concept of co-destruction of brand value in the interactive Process of Customer-brand Experience. Methodology: This study is applied in terms of its purpose and qualitative inductive in terms of research type. In this research, the Classical ground theory method has been used to collect data. Findings: The proposed framework of this research has been presented during three consecutive steps of Customer-brand Experience and by extracting 157 open codes, 34 concepts and 8 main categories, it has formed the main Process of co-destruction of brand value. Conclusion: The results show that the co-destruction of brand value is formed during an interactive Process and its occurrence requires the evolution of the negative Experience of the Customers about the brand. In other words, all interactions from the time of the wrong initial conflict between the Customer and the brand to the moment of their harmful cooperation in production and marketing, lead to the formation of the co-destruction Process of the brand value. Therefore, according to the presented framework, companies can monitor all stages of Customer-brand Experience and prevent this destructive phenomenon from happening in the company by identifying their weak points in interactions.

Rapid and continuous changes in the business environment make rebranding a strategic tool in brand management aimed at fostering a more favorable consumer attitude and establishing a new identity and image for the brand. This study investigated the effect of rebranding and Customer Experience management on Customer loyalty with service quality as a mediating variable. This research was applied and employed a quantitative approach. Methodologically, it was descriptive survey research and temporally cross-sectional. The statistical population comprised all Customers of Saman Bank in Tehran, who had Experienced brand identity rebranding in recent years. Data were collected from 384 Customers using a field questionnaire.The hypotheses were tested using Partial Least Squares (PLS) and Smart PLS software. The results indicated that both rebranding and Customer Experience management significantly and directly impacted service quality and Customer loyalty. Additionally, service quality significantly influenced Customer loyalty at Saman Bank. The mediation of service quality in the relationship between rebranding, Customer Experience management, and Customer loyalty was also confirmed. Creating a distinctive brand identity, building core values, differentiating from competitors, and enhancing communication and Customer Experience are crucial for a brand survival in a competitive landscape and in shaping Customer perceptions during the rebranding Process. IntroductionRebranding is a strategic approach whereby companies alter their identity, logos, and slogans to convey a new image that resonates more effectively with their target audience. This Process often reflects changes in the market environment, consumer preferences, or a company’s strategic direction. In parallel, Customer Experience management involves continuously monitoring and adapting Customer interactions to evoke positive emotional responses and foster loyalty. The interplay between these two elements is crucial for the long-term success of any brand. Service quality stands as a cornerstone in shaping Customers' perceptions of a product and plays a significant role in influencing their loyalty. A positive Customer Experience not only enhances satisfaction, but also encourages repeat purchases as companies can manage the factors that shape these interactions. In competitive markets where choices abound, creating a unique Customer Experience is essential for differentiation.This study investigated the impact of rebranding and Customer Experience management on Customer loyalty within service organizations, specifically focusing on Saman Bank, which had recently underwent a rebranding effort. While extensive literature exists on rebranding, there are few studies that explore its impact on Customer loyalty through the lens of service quality. Understanding these dynamics is vital for service-oriented organizations aiming to cultivate lasting Customer loyalty. Materials & MethodsIn this study, the researchers employed a non-probability sampling method to collect data from Customers across various branches of Saman Bank in Tehran, resulting in a total of 384 participants. This quantitative approach was designed to yield statistically valid insights into the relationships between the studied variables. Data analysis began with an examination of its distribution followed by an assessment of the validity and reliability of the questions of the research variables. The analysis utilized the Partial Least Squares (PLS) method, which involved a three-stage evaluation of the structural model's fit: first, assessing the measurement models for reliability and validity; second, fitting the structural model by determining the coefficients; and third, testing the hypotheses using standardized coefficients and their significance.Structural Equation Modeling (SEM) with the PLS approach encompassed both the structural component, which identified relationships among latent variables, and the measurement component, which connected these variables to their indicators. This method offered several advantages, including estimation of multiple relationships, measurement of latent variables, evaluation of measurement errors, investigation of collinearity, and testing of complex relationships. Consequently, Smart PLS software was utilized for these analyses. Research FindingsThe study demonstrated that service quality mediated the relationship between brand rebranding, Customer Experience management, and Customer loyalty. It confirmed both direct and indirect effects of these factors. Specifically, brand rebranding had a positive impact on both service quality and Customer loyalty, while Customer Experience management also influenced these areas. For Saman Bank, integrating brand rebranding with Customer Experience management was essential for achieving high levels of Customer loyalty. The findings suggested that bank managers had to develop marketing and communication strategies that leveraged various tools—such as social media and online advertising—to enhance brand performance and adapt strategies based on Customer feedback. Additionally, the results indicated that enhancing service quality could significantly strengthen Customer loyalty, highlighting the importance of continuous improvement in service delivery. This could involve training staff, refining operational Processes, and soliciting Customer feedback to create a more responsive and Customer-centric environment. Discussion of Results & ConclusionThe results highlighted the strategic approach of Saman Bank in the banking sector, emphasizing the effective development of a new brand. To enhance effectiveness, the bank had invested substantial resources in research and development, implemented advanced information systems, and modernized its financial operations. Prioritizing Customer feedback and improving employee competencies were essential for building trust in Customer service. In light of these findings, managers were encouraged to establish formal brand recovery policies that enhanced brand recognition by adding value through design and service quality. This differentiation strategy was crucial for setting Saman Bank apart from its competitors. Targeted research, including SWOT analysis and studies on Customer behavior, had to inform marketing strategies aimed at brand promotion and Customer retention. A Customer loyalty program that rewarded frequent interactions could stimulate repeat visits, while treating Customers with respect would bolster the reputation and overall image of the bank. Furthermore, fostering a culture of continuous improvement, where employees were encouraged to innovate and provide input on Customer service practices, could lead to enhanced service quality. The study also underscored the role of digital transformation in enhancing Customer Experience. As banking increasingly shifted online, maintaining high service quality across digital platforms was vital. This included ensuring that online services were user-friendly, secure, and responsive to Customer needs. In conclusion, the interplay between rebranding, Customers Experience management, and service quality was pivotal for enhancing Customer loyalty. The recent rebranding initiative of Saman Bank coupled with a strong focus on Customer Experience positioned it favorably in the competitive banking landscape. Future research should explore longitudinal studies to assess the long-term impacts of rebranding and Customer Experience on loyalty, as well as the specific elements of service quality that resonate most with Customers. By focusing on these areas, Saman Bank can not only retain its existing Customer base, but also attract new clients, thereby solidifying its position as a leader in the banking sector. As the market continues to evolve, ongoing adaptation and innovation will be key to sustaining competitive advantage and ensuring Customer loyalty.

The scope of technologies such as the Internet of Things has caused a large amount of data to be produced by humans and machines. In addition, the development of virtual space and Internet users also provides a platform so that the needs and opinions of Customers and users of products and services can be easily recorded and exploited. This data is an opportunity to design products, services and systems in a data-oriented manner. The product design and development period behind the closed doors of the companies' research and development unit has ended. Companies must survive in the current turbulent era, take advantage of the knowledge available in the surrounding world, move towards open innovation, and create shared value. The Customers and final consumers are the most important part of the value chain of any business, and one of the most important sources of information among them is their preferences and reviews. These resources are generally uploaded and stored on the Internet, online shopping and selling sites, social media, and other similar databases. Accordingly, it will be vital to use the reviews and Experiences of Customers in the Process of developing new products. Considering the importance of this issue, this research has used bibliometric and systematic literature review.