User Relationships Management (URM) is a management approach to maintaining successful relationships with customers and users over time in order to keep the user profitable. The aim of this study is to design a profitability model for the end user from the perspective of technology entrepreneurs in the software industry of Iran with a mixed method. The statistical population includes all technology entrepreneurs those who work as analysts and programmers, system support, professional users, managers and marketers in the software industry. Using the Cochran's formula, 132 people were selected as statistical samples. To collect the data, a researcher-made questionnaire consisting of 51 items was used, the formal and content validity of which was confirmed by 30 experts and its reliability in a preliminary test with 30 subjects for all variables studied above 0. 7. It came to an acceptable level. To analyze the data, descriptive statistical methods with SPSS software and inferential statistics were used to model structural equations in Smart PLS software. The findings showed that sales promotion factors on social value, product social value on product emotional value, product performance value on product economic value, product economic value on user satisfaction factors, product emotional value on user satisfaction factors, user satisfaction factors on loyalty and loyalty The user affects the user's profitability. But the product social value does not affect the product economic value.

purpose of this study is design, entrepreneurship development model for small and medium organizations in technical and professional organizations using a three dimensional model (Breeding Characteristics, Stimulates Motivation and Entrepreneurship Skills and Knowledge Sample included 260 small and medium Size subsidiary companies of technical and professional Organization in Mazandaran Province. Required data gathered by using a questionnair with standard components and the reliability coefficient of 91%. Results based on Wilcoxon test using Spss software showed that technical and professional training in small and medium organizations entrepreneurship development have been effective. Factor analysis test presented the variables in the form of seven factors, and ultimately the structural equation modeling examine the model in the form of direct and indirect impact and the model confirmed in genrral. At the end of study, also presented detailed results and findings, conclusion of these cases are discussed and compared, and practical suggestions and recommendations related to follow-up continued similar research in the future, has been presented.

Small and Medium Enterprises (SMEs) face significant challenges in the global competitive market. An approach SMEs adopt to meet these challenges is implementing lean principles through the framework of lean implementation. Although some lean implementation frameworks have been introduced, previous research indicates that SMEs often need assistance applying this framework. This is caused by the need to adjust the lean implementation framework, which is considered limited by the resources owned by SMEs. Therefore, further research discusses adjusting the lean implementation framework and SME resources needed to improve operational performance. This study emphasizes the need for a lean implementation framework tailored to SMEs' scale and resources to reduce waste and improve operational efficiency. The lean implementation framework is developed by combining the lean implementation framework with the plan do check act (PDCA) approach and simulation to produce continuous improvements. The framework development stage evaluates the existing lean implementation framework based on previous research and SME resources. Furthermore, the framework that has been evaluated is grouped based on the plan, do, check, and action stages. This activity is carried out to ensure that lean implementation activities are a continuous improvement cycle. The final stage is adding simulation steps to the do and check stages to evaluate proposed improvements. The proposed framework was tested through a case study at Batik SME. The results showed the benefits and effectiveness of the proposed framework in the form of a 12.9-day reduction during work completion and an increase of 18.3% in the operator's utility.

Objective: Small and medium enterprises have several advantages over the large enterprises, including innovation, job opportunities, and more flexibility. However, these businesses may face financial, marketing, production, as well as research and development constraints due to their low resource size and structural features. These restrictions have led to very high bankruptcy rates, and therefore there are several plans to develop small and medium enterprises in many countries. In Iran, such enterprises have a significant share in the economy of the country so that they account for more than 95% of the enterprises in the country with 35% share of the total industrial employment. As a result, the development of small and medium enterprises has been emphasized in the laws and documents of the country such as the policies of the resilient economy as well as the national economic and social development programs. Therefore, given the role of small and medium enterprises in balanced economic development and also the limitations of these enterprises, the main purpose of this study is to provide a model for the expansion of the networks in the small and medium enterprises. Methodology: This qualitative research follows the interpretive paradigm and uses the inductive approach, and is regarded as a fundamental research in terms of research orientation. In this research, Strauss and Corbin’ s systematic method has been used to develop the theories. The required data were collected through interviews with academic experts, the managers and consultants of the small industries organization, as well as the review of meta-documents and related reports. The theoretical sampling method was used and continued until saturation is achieved. The research data were analyzed simultaneously with the collection process through the three stages of open, axial, and selective coding. Findings: According to the research findings, legal requirements, the importance of small and medium enterprises, and their limitations are among the main reasons and necessities of supporting small and medium enterprises. Comprehensive development of small and medium enterprises includes the development of entrepreneurship, market, human resources, technology, and network. Due to the high number and dispersion of small and medium enterprises, the development of such businesses requires the training of capable consultants and the participation of all the governmental institutions as well as private organizations. Moreover, because the development of small and medium enterprises requires a variety of specializations, it is necessary to form the development teams based on complementary specializations in order to cover a network of similar and adjacent enterprises. Conclusion: Supporting small and medium enterprises, individually, is neither possible nor effective in practice due to the large number and small scale of these enterprises. Hence, the development of a network of small and medium enterprises implies the idea that it is necessary to have a network of small and medium enterprises in order to increase the effectiveness of the development interventions. Successful implementation of small and medium enterprise network development plans requires three main categories of action: developing the context, planning, and implementation. Due to the large number and the scattered nature of the small and medium enterprises, the measures of one or two governmental organizations are not enough to develop these enterprises and the use of external consulting services and the participation of all the institutions are essential as well. Therefore, the underlying actions include identifying capable consultants, training and empowering consultants, and institutionalizing and involving all the relevant bodies and institutions. It is also essential to analyze the developmental needs of the small and medium enterprises in order to determine the number of consultants, the amount of credit, and the type of facilities which are required for the development of such enterprises. The first step in implementing this scenario is to form development teams consisting of different consultants with complementary specializations. Each development team should lead the developmental programs of a similar or adjacent network.

A credit transaction as a way of buying and selling goods and services, in which the price is not paid in cash,contains several risks for the seller. The risks of non-payment and bankruptcy of the buyer are the most important ones that could endanger the liquidity cycle and even life of the seller. The weight of the risk depends on the amount of capital and deals of companies. So, SMEs may harm more. Credit insurance is a common way of credit risk management which does not commonly used by the SMEs, notwithstanding their fragility and requirement. In this article the ability and efficiency of credit insurance for management of credit risks of this enterprises is examined. The authors consider that credit insurance could be one of the best methods of management of the risk for SMEs.

This research is intended to identify the components of human resource development for the promotion of the performance of Small and Medium Enterprises (SMEs) at behavioral, structural and contextual dimensions. This is an applied research following a quantitative and qualitative data collection method. In the qualitative phase, reviewing the literature and the previous researches and discussing the subject with experts in the field of human resources and SMEs, the components of three dimensions of behavioral, structural, and contextual aspects were identified. The final components were identified by forming a panel of 25 experts in four phases based on Delphi method. In the quantitative phase, 375 of SME managers were selected based on the Morgan Table. Cluster sampling method was used to form the sample. The research model was designed with 74 indicators in 12 latent variables to achieve three independent variables. The outcomes of structural analysis illustrated that all three behavioral, structural and contextual aspects played significant roles in the development of human resources in SMEs. The priorities of the components were investigated by Freidman Testing. The results of the research indicated that the structural, behavioral and contextual components which affected the development of human resources led to increase in knowledge and skills, improvement of attitude and motivation, and consequently increase of financial and operational efficiency of SMEs.

Small and Medium Enterprises (SMEs) are nowadays considered as the beating heart of economy and the powerful arm of exports in different countries. That is why these enterprises are very important, and if they prosper and develop, there will be an increase in non-oil exports as well as in social welfare. The purpose of the present resarch is to study the organizational culture effective on small and medium enterprises, and to investigate the differences among the organizational culture indices within these enterprises. The statistical population includes all the managers of small and medium enterprises, from among whom the sample has been taken by using stratified random sampling. In order to collect data, a questionnaire was used, and its validity and reliability were confirmed by preliminary evaluation and the experts and professors' views. In the next stage, with the use of SPSS software, the mean score for each of the organizational culture indicators was calculated. The t test was used to evaluate the difference between the scores of organizational culture in small and medium enterprises. Ultimately, the relationship between the dimensions of organizational culture in small and medium enterprises was investigated.

Financial supports just include a part of SMEs essential needs which will be performed through Banking institutions, Development Financial Institutions (DFIs), Leasing and Factoring Companies, Venture Capital Companies (VCs) to support and assist these Enterprises. But development and formation new technical institutions in financial and advisory services lines from SMEs still seems to be necessary. SME Bank of Iran is one of these new and necessary institutes which can be effective as a "Development Financial Institution" to initiate SMEs businesses, and responding to their special necessity. This Bank as a financial institute and through related financial and advisory processes can help for financial supports and necessary supplement helps of SMEs. Advisory services in SME Bank of Iran, absolutely, must be presented in an integrated form for financial supports and venture creation.