Introduction
Survival is the ultimate goal of business. The survival of businesses is very important because the social and economic well-being of any nation depends on the survival of business. Business survival creates economic and employment opportunities, increases wealth generation potential and improves the chances of poverty reduction. In the reviewed studies, many variables such as (industry, macro and environmental factors, finance, company size and age, innovation, skill, knowledge and experience, quality, advertising cost, transportation, communication, research and development, adaptability, social media agility, dynamic capability, manpower, innovation) had an effect on survival and were studied. But the variables of ambidexterity marketing capability, agile strategies and environmental disturbance management did not work with each other in relation to business survival. The studies reviewed in relation to these variables have discussed more about performance and relationships with customers than the survival and sustainability of businesses. Therefore, this research aims to fill this gap by examining these variables as a catalyst for the survival and growth of businesses in the field of commerce and industry that have problems and challenges in the field of production. The current research seeks to provide a model that can explain the role of agile strategies, ambidexterity marketing capability and environmental disturbance management on the survival of businesses. Investigate the relationship between variables and as a result provide a framework through which businesses that face a chaotic environment can achieve continuity and development
Methodology
The current research has a qualitative nature and an exploratory approach, and in terms of its purpose, It was considered a type of applied research. The method used for sampling was snowball. The number of people participating in semi-structured interviews (13 people) is select in such a way that theoretical saturation is achieve regarding the subject under study. No new information was found from persons 11 to 13. The sample people for the interview are the senior and executive managers of Shiraz Chamber of Commerce member companies. The research data has been analyzed using thematic analysis method. The research data has been analyzed using thematic analysis method. In order to check the effectiveness and dependence of each of the factors identified in the previous step The mutual effects analysis matrix was formed and sent to the experts. In the following, the opinions of the experts are analyzed using the Mic-Mac software, and the scores of effectiveness and effectiveness of each of the factors are extracted, and the most effective factors are selected as key drivers.
Results and Discussion
This research addressed the gap that two-way marketing capability, agile strategy was investigated in various cases, but it was not seen especially in the survival of businesses In the current research, it was tried to identify and categorize the factors affecting the survival of businesses in the form of agile strategies, ambidexterity marketing capability, environmental disturbance management. Likewise, the dimensions of agile identification strategies and their role were investigated with regard to ambidexterity marketing capability and environmental disturbance management on business survival. A model has been designed that includes agile strategies (competitive intelligence, strategic foresight, operational flexibility and speed of innovation) and ambidexterity marketing capability (internal marketing capability and external marketing capability), environmental turbulence management (marketing turbulence, technological turbulence and intensity competition) has been observed in it. From a theoretical point of view, the current research tried to present a model to cover these cases and complement the studies.
Conclusion
Using the analysis of the findings in this research, competitive intelligence, strategic foresight, external marketing capability are independent variables and are considered key indicators for the survival of businesses. Variables of innovation speed, operational flexibility are among the linking factors that have both high influence and interdependence. Technology confusion, marketing confusion and intensity of competition is a dependent variable that has low influence but high dependence.  The variable of internal marketing capability has little dependence and influence. Marketing confusion is the most dependent variable and strategic foresight is the most influential variable. According to the literature review and study, it can be argued that strategic agility and ambidexterity marketing capability with cooperation and interaction enable the organization to simultaneously react to market changes and customer needs, identify new opportunities and at the same time Maintain and strengthen the current position, exploit innovative opportunities. The relationship between strategic agility and ambidexterity marketing capability creates a balance between establishment and innovation in the organization. Ambidexterity marketing capability can affect the management of environmental turbulence, including technology turbulence, marketing turbulence, and competition intensity. Considering the confusion of technology and confusion of marketing in the environment, external marketing capability enables the organization to obtain comprehensive information about the market changes and customer needs by analyzing the market, knowing customers and competitors. On the other hand, internal marketing capability describes the organization's ability to design and implement marketing strategies. Therefore, the agile strategy is able to influence ambidexterity marketing capability and frustration management, and thus strengthen the survival of businesses and have more survival with strong growth and competition in the market.