Introduction
In today’s dynamic economic, social and technological environment, organizations need targeted and adaptable marketing strategies to ensure survival and foster sustainable development (Derakhshani et al., 2020). This requirement is even more critical in the cultural and artistic industries, which serve as essential pillars of the cultural economy (Shadlouei, 2019; Ghanbari et al., 2022). Although these industries hold significant potential for job creation and cultural advancement, they continue to face persistent challenges such as inadequate infrastructure, underdeveloped marketing systems, and limited specialized training. These obstacles have constrained their growth and performance (Ghanbari et al., 2023). Designing comprehensive and localized marketing models offers a promising solution to address these limitations and strengthen the development of cultural industries. Globally, leading cultural institutions have achieved success by aligning their strategies with rapid market transformations and shifting consumer preferences. This necessity is particularly evident in Iran—especially in culturally rich cities like Mashhad—where, despite considerable potential, the absence of localized cultural marketing strategies has resulted in numerous missed opportunities (Ghanbari et al., 2023). Given the intangible and symbolic nature of artistic products, effective marketing in this sector requires approaches capable of not only promoting products but also communicating cultural values to audiences (Liu et al., 2021). Against this backdrop, the present paper aims to design a localized model of marketing strategy for cultural and artistic institutions in Mashhad, Iran. The results of the study will meaningfully contribute to the sustainable development of this sector.
 
Method
This study adopted a qualitative approach, employing both content analysis and thematic analysis. The first stage was concerned with a thorough analysis of the existing literature using keywords related to the marketing of cultural and artistic products. The retrieved studies were screened using a critical appraisal tool, and 75 high-quality articles were selected for in-depth analysis. From these sources, 408 initial codes were extracted, which were subsequently organized into 33 axial codes and consolidated into 7 main themes. In the second phase, empirical data were collected through semi-structured interviews with 12 experts from cultural and artistic institutions in Mashhad. Participants were selected using purposive sampling, and interviews continued until theoretical saturation was achieved. The interview data were analyzed through thematic analysis across three coding stages. This process yielded 144 basic themes, which were grouped into 32 organizing codes and ultimately synthesized into 7 overarching themes. To ensure the trustworthiness of the findings, several validation strategies were employed. Member checking and expert review were conducted to verify interpretations. Furthermore, inter-coder reliability was assessed using Cohen’s Kappa coefficient, resulting in a value of 0.78, indicating substantial agreement. By integrating theoretical and empirical insights, this mixed-method qualitative design provided a comprehensive understanding of marketing practices in cultural and artistic institutions and identified the key factors shaping this domain.
 
Findings
This study examined marketing strategies in the field of cultural and artistic products through a systematic process designed to purposefully collect credible domestic and international scientific articles published over the past decade. Sources included databases such as Springer, Science Direct, Emerald, Wiley, Irandoc, and Jahad Daneshgahi. Keywords such as marketing, marketing strategies, cultural products, and artistic products were used in the search. The selected articles were first evaluated using the Critical Appraisal Skills Programme (CASP) tool, and only those with a score above 31 were included in the final analysis. A qualitative content analysis was then conducted on 75 articles, yielding 408 initial codes, 33 axial codes, and ultimately 7 main categories. A portion of the coding process and detailed analysis is presented in the tables of the main article. In the second phase, 12 semi-structured interviews were conducted and analyzed thematically, resulting in the identification of 144 basic themes. These were subsequently grouped into 32 organizing themes and consolidated into 7 overarching themes. The analysis confirmed that theoretical saturation had been reached. The final conceptual model of the research comprised seven overarching themes: (1) environmental analysis, (2) targeting, (3) market segmentation, (4) positioning in the field of culture and art, (5) cultural and artistic products, (6) pricing, and (7) advertising. Together, these dimensions constitute the foundational elements of marketing strategies for cultural and artistic institutions in Mashhad.
 
Conclusion
In today’s rapidly changing environment, cultural and artistic institutions face numerous marketing challenges, including evolving consumer behavior, growing competition, and technological advancements. Beyond their cultural mission, these institutions play an important role in economic growth and employment. This study designed a context-specific marketing model for cultural institutions in Mashhad and proposed a comprehensive framework consisting of seven components:

Environmental analysis: competitor analysis, market analysis of cultural and artistic industries, consumer analysis, and technology analysis.
Market segmentation: based on geography, behavior, psychology, usage, and ethnicity.
Positioning: including industry positioning, customer experience–driven positioning, value proposition development, quality positioning, and price-based positioning.
Targeting: focusing on value, behavior, needs, and geographic location, with attention to both domestic and export markets.
Cultural and artistic products: encompassing product development, diversity, quality, features, and benefits.
Pricing: designed to be rational, competitive, and value-based.
Advertising: through online platforms, traditional media, and awareness-building campaigns.

Compared with traditional STP models and practical planning approaches, this model offers a more precise environmental analysis, richer segmentation, more nuanced targeting, and more specialized advertising strategies. Consequently, it is better suited to addressing the unique needs of cultural and artistic institutions in Mashhad. By identifying and structuring effective marketing strategies, this study not only provides a tailored framework for local institutions but also contributes to strengthening the broader cultural and artistic industries.