Proposing a Crisis Management Model for Sales in Iran’s Banking Industry (Case Study: Private Commercial Banks)

Document Type : Research Paper

Authors

1 PhD. Candidate, Department of Crisis Management, Shahid Ashrafi Isfahani University, Isfahan, Iran.

2 Assistant Prof., Department of Management, University of Isfahan, Isfahan, Iran.

3 Associate Prof., Department of Marketing Management and Business Development, Faculty of Business Management, College of Management, University of Tehran, Iran.

10.22059/jibm.2024.364494.4646

Abstract

Objective
Macroeconomic shocks place significant pressure on banking systems and are among the most common causes of financial crises. Such crises may arise from a combination of national economic and political conditions, as well as social dynamics and internal structural weaknesses within the banking system. The costs of such financial crises and their significant impact on real production in many crisis-affected countries require defining and classifying the types of banking crises and finding effective triggers in every banking crisis. Finally, providing banking crisis management solutions is essential. This study sought to address the following research questions: What constitutes a sales crisis in Iran’s banking system? And how can this crisis be effectively managed within Iran’s banking industry—particularly in private commercial banks—through the identification of key factors contributing to the sales crisis?
 
Methodology
This study employed a mixed-methods research design. To identify the factors influencing the banking sales crisis, purposive sampling was used to select individuals from the banking community who possess extensive knowledge and expertise in the subject area. Semi-structured interviews were conducted with 15 professionals from the banking sector, including branch managers, marketing managers, research and development managers, public relations managers, and corporate banking managers from private commercial banks. The adequacy of the qualitative sample size was ensured through theoretical sampling, continuing until data saturation was achieved. The identified factors were then synthesized into a final model using Structural-Interpretive Modeling (ISM).
 
Findings
The drivers affecting the bank sales crisis were extracted in the form of nine main themes, 20 sub-themes, and 57 concepts. The findings revealed that weak human capital, insufficient organizational development, and unfavorable political and economic conditions are the most influential factors contributing to the banking sales crisis. A four-level model was developed, identifying international restrictions, new tax regulations, the economic crisis, and domestic economic challenges as key influencing factors in the banking sales crisis in the country.
 
Conclusion
Managing the sales crisis involves three stages. In the pre-crisis stage, preventive cooperation from the government in the economic sector is essential. During the crisis, effective control can be achieved through positive government intervention, support from the central bank, management of alternative financial markets, updating business models, and technological upgrades. In the post-crisis phase, implementing effective measures in collaboration with the sales crisis management team is critical to preventing weaknesses in banking products and services, mitigating social concerns, restoring public trust, addressing unmet customer needs, and strengthening customer retention within the banking industry.

Keywords

Main Subjects

References

 
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Journal of Business Management
Volume 17, Issue 3
2025
Pages 152-176

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