Designing a Model for Creating Competitive Advantage in South Khorasan Province's Barberry Product with an Emphasis on Indigenous and Local Capacities

Introduction
South Khorasan Province, recognized as the origin of barberry, accounts for over 95% of global barberry production. This unique product represents a significant competitive advantage for both Iran and South Khorasan Province. Despite limited annual rainfall and scarce water resources, which restrict the cultivation of many strategic crops, the province is exceptionally well-suited for barberry farming. Emphasizing the qualitative and quantitative development of this product can significantly enhance the competitiveness of the agricultural industry and barberry production within the province. Furthermore, barberry plays a crucial role in preserving and developing indigenous and local resources, thereby amplifying its relative and competitive advantages. Consequently, this research seeks to identify the factors that influence the realization of barberry's competitive advantage, with a specific emphasis on leveraging local indigenous capacities in South Khorasan Province.
 
Methodology
This research adopts an applied purpose and a pragmatist philosophy, combining fundamental and applied orientations. It employs a mixed-methods approach, integrating both qualitative and quantitative methodologies. The qualitative phase of the research utilizes a grounded theory (grand theory) strategy, while the quantitative phase adopts a descriptive survey design. To gather theoretical foundations, we extensively consulted library sources and reputable domestic and international scientific databases. Given the qualitative nature of the initial research phase, semi-structured interviews were conducted. MAXQDA software was employed for text analysis of the interviews, and the systematic approach of Strauss and Corbin guided the model's design. The statistical population for the semi-structured interviews comprised scientific elites and opinion leaders in the fields of agriculture and business. Sampling in the qualitative phase was conducted using purposive and snowball methods, involving 25 experts for structured interview data collection. Following the extraction of the conceptual research model, the model validation process commenced with a quantitative approach. The statistical population for the quantitative phase included active participants in the barberry industry and trade, experts in the field, and farmers. A statistical sample of 390 individuals was selected using Cochran's formula. SmartPLS software was utilized for analyzing the data collected via questionnaires.
 
Findings
The research, through qualitative interviews, identified 418 initial codes refined into 100 categories and then 22 components, which were organized into five axial codes: causal factors (11 components), background factors (3 components), intervening factors (2 components), strategies (3 components), and consequences (3 components). This framework led to a model centered on "creating a competitive advantage for barberry, " detailing various sub-components such as utilizing indigenous capacities, diversification, market penetration, government and technological roles, and the resulting economic, cultural-social, and environmental outcomes. Quantitatively, the study confirmed significant positive relationships: contextual, causal, and intervening factors effectively influence strategies (path coefficients: 0.698, 0.197, 0.245), strategies significantly impact competitive advantage (0.760), and competitive advantage, in turn, strongly affects consequences (0.667).
 
Discussion and Conclusion
Based on these findings, to realize the competitive advantage of barberry, we recommend that farmers, industry stakeholders, and traders pay special attention to the aforementioned factors. Specific recommendations include: establishing specialized local markets for the sale of barberry and related products; offering effective training courses for farmers on barberry planting, growing, and harvesting methods; providing financial facilities and granting credit with appropriate conditions to barberry farmers and traders; conducting thorough market research to understand customer and competitor needs; improving marketing strategies and actively participating in industry events, exhibitions, and festivals to enhance the product's national and international awareness; and developing local barberry brands that convey the region's stories and culture, thereby introducing its cultural identity. Furthermore, we suggest: holding workshops and training courses for farmers and youth on traditions and cultures related to barberry; organizing an annual barberry festival featuring cultural, artistic, and educational programs to attract tourists; hosting competitions for the best barberry producers and offering prizes; designing an online platform for barberry sales, allowing local producers to sell directly to consumers; creating authentic barberry brands that guarantee product quality and originality; utilizing digital marketing and social networks to introduce barberry to global markets; and promoting sustainable farming methods, such as organic farming, using natural fertilizers, and reducing chemical pesticide use.