فصلنامه مطالعات مدیریت راهبردی

فصلنامه مطالعات مدیریت راهبردی

راهبرد بقاء کسب‌وکارهای کوچک دیجیتالی در شرایط نااطمینان

نوع مقاله : پژوهشی

نویسندگان
1 کارشناسی ارشد، دانشکده مدیریت و حسابداری، دانشگاه هرمزگان، بندرعباس، ایران
2 دانشیار، دانشکده مدیریت و حسابداری، دانشگاه هرمزگان، بندرعباس، ایران
چکیده
کسب‌وکارهای کوچک دیجیتال با نرخ بالایی ناکامی روبرو هستند، به گونه‌ای که بسیاری از آن‌ها در پنج سال اولیه، از گردونه رقابت خارج می‌شوند. با این وجود، برخی از آن­ها توانسته‌اند با اتخاذ راهبردهای مقتضی این چالش­ها را پشت سر گذاشته و بقاء یابند. این مطالعه درصدد شناسایی چالش‌هایی است که کسب‌وکارهای دیجیتالی کوچک در محیط نا‌اطمینان با آن روبرو هستند و راهکارهای آن‌ها جهت مقابله با این چالش‌ها و استمرار فعالیت خود خواهد بود. داده‌های پژوهش از طریق مصاحبه‌های نیمه ساختاریافته با هشت تن از مدیران و صاحبان کسب‌وکارهای کوچک دیجیتال در استان‌های تهران و اصفهان در طی بازه زمانی سال­ 1401 تا 1402 گردآوری شده است. تحلیل داده‌ها با بهره‌گیری از روش تحلیلی محتوای کیفی مورد تحلیل قرار گرفته‌اند. در پاسخ به سوال اول، سه چالش بقاء‌ که عمدتا ماهیت بیرونی دارند شناسایی شد که عبارتند از: سیاسی- قانونی، علمی- فنی، اقتصادی- محیطی. در پاسخ به سوال دوم نیز یافته‌ها نشان می‌دهد که کسب‌وکارهای کوچک دیجیتال متناسب با نوع چالشی که با آن‌ مواجه می‌شوند از چهار پاسخ/راهبرد جهت افزایش احتمال بقاء خود استفاده می‌کنند: راهبرد و بازاریابی، مالی، منابع انسانی و بهبود فرآیندها. اتخاذ این راهبردها با افزایش قابلیت‌های درونی بنگاه‌ها امکان بقاء بلندمدت آن‌ها را نیز فراهم می‌آورد.
کلیدواژه‌ها

موضوعات


عنوان مقاله English

Small digital business survival strategy in uncertainty conditions

نویسندگان English

Mohammad Neysani Habibabadi 1
Vahid Makizadeh 2
Hassan Biabani 2
1 MA student, Department of Management and Accounting, University of Hormozgan, Bandar Abbas, Iran
2 Assistant Professor, Department of Management and Accounting, University of Hormozgan, Bandar Abbas, Iran
چکیده English

Introduction
In the dynamic realm of digital business, small-scale digital ventures encounter significant obstacles, with a substantial number succumbing to competitive pressures within their initial years of operation. Despite this, a select group has demonstrated resilience, successfully navigating these hurdles through the implementation of strategic adaptations. The focal point of this research is to dissect the specific adversities that these small digital enterprises confront within the volatile Iranian market and to delineate the tactical approaches they have instituted to surmount these challenges and sustain their business activities. An in-depth examination of the survival tactics employed by these firms is pivotal for gaining insights into the methodologies these businesses utilize to weather periods of instability and secure their foothold in the fiercely contested arena of digital commerce. This study not only sheds light on the survival mechanisms but also serves as a beacon for emerging digital businesses in similar precarious environments, offering a blueprint for endurance and prosperity. The findings of this research could potentially contribute to the broader discourse on small business sustainability and strategic management in the face of uncertainty, particularly within the context of the burgeoning digital economy in Iran. The strategies unearthed through this investigation may provide a framework for other small digital businesses to emulate, thereby enhancing their prospects for longevity and success in an increasingly digitalized global market.
Methodology
This study explores the survival strategies of small digital businesses in Iran amidst conditions of uncertainty. Data were collected through semi-structured interviews with eight managers and owners of small digital businesses in Tehran and Isfahan provinces over the period of 2022 to 2023. The analysis was conducted using qualitative content analysis methods. This study, is practical in its outcomes and employs a case study approach. Purposeful sampling methods were utilized, and with the consent of the interviewees, interviews were recorded. The average duration of the interviews conducted was 65 minutes. This research provides insights into how small digital businesses can survaive and progress in uncertain conditions provide for  the uncertainties of the Iran.
Results and Discussion
The study focuses on the resilience of small digital businesses in Iran, which operate within a landscape marked by unpredictability. It pinpoints three predominant external challenges that these enterprises must navigate: the political-legal framework, which encompasses government policies and legal considerations; the scientific-technical aspect, which involves staying abreast of technological advancements and integrating them effectively; and the economic-environment of business factor, which includes economic stability and environment of business and digital small business policies. To counter these challenges and bolster their chances of enduring, these businesses typically adopt one of four strategic approaches. The first is enhancing marketing and strategic planning to better position themselves in the market. The second involves shoring up financial management to ensure fiscal health and resource allocation. The third strategy focuses on human resources, aiming to cultivate a skilled workforce and leadership. Lastly, process improvement is employed to streamline operations and increase efficiency. By implementing these strategies, these businesses not only improve their immediate survival prospects but also strengthen their foundational capabilities, which is crucial for sustained long-term growth and stability. This strategic adaptation is essential in fostering resilience against the volatile backdrop of Iran's digital marketplace. The integration of these strategies reflects a proactive stance in navigating the complexities of the digital economy, ensuring that these small businesses remain competitive and viable in the face of multifaceted external pressures.
  Conclusion
The study delves into the myriad obstacles that small-scale digital enterprises in Iran encounter, which influence their strategic approaches to persist in a volatile market. These hurdles encompass a spectrum of issues such as sluggish internet connectivity and censorship, unfair market practices, pervasive corruption, economic inflation, downturns leading to diminished revenues, and disjointed governance across state bodies. The businesses also grapple with intense fluctuations in the currency value and stringent legal and regulatory frameworks. The scientific and technological impediments are further intensified by a downward shift in educational quality within the nation. The economic strain is coupled with environmental pressures, psychological distress, and cultural dynamics that affect commercial operations. There's a noticeable absence of a culture fostering entrepreneurship and innovation, compounded by financial constraints faced by business owners, limited market opportunities for products and services, a general lack of awareness regarding digital services, and an infrastructure that is both inadequate and unreliable. In response, managers of these small digital firms in Iran are formulating strategies that are in sync with the distinct market dynamics and the varied needs of their clientele. These strategies are predicated on an in-depth comprehension of the business milieu, with an emphasis on cultivating robust customer relations and honing entrepreneurial competencies. The study underscores the criticality of financial access and the backing of innovative endeavors as pivotal factors in bolstering business longevity. In the grand scheme, the establishment of a nurturing ecosystem, composed of governmental entities, the private sector, and scholastic institutions, is deemed crucial for the advancement of small enterprises. The adoption of suitable technological tools and a commitment to continual tech updates are instrumental in enhancing operational efficiency and fostering innovation.
 
 
 

کلیدواژه‌ها English

Digital small business
Survival strategy
Uncertainty condition
Success strategies
Defeating strategies
[1] Araste, A., Frozand, M., & Gang Khanlou, GH. (2016). The role of e-commerce and internet marketing in the development of entrepreneurship and improving the business environment. The first national conference on improving the business environment of entrepreneurship and development in the context of resistance economy, January 2016. https://civilica.com/doc/512240/  [In persian]
[2] Adebisi, S, A., & Bakare, N. A. (2019). Survival Strategies and Sustainability of Small and Medium Enterprises in a Volatile Environment. Management Dynamics in the Knowledge Economy, ISSN 2392-8042, 7 (4), 553-569. http://dx.doi.org/10.25019/MDKE/7.4.07
[3] Aithal, P. S., & Acharya, R. K. (2016). Strategic Management Models & Indian Epics. International Journal of Management Sciences and Business Research, April-2016, ISSN 2226-8235, 5(4). 180-188 http://dx.doi.org/10.5281/zenodo.161093
 [4] Altig, D., Barrero, J, M., Bloom, N., Davis, S., Meyer, B., & Parker, N. (2022). Surveying business uncertainty”, Journal of Econometrics, ISSN 0304-4076, 231(1), 282-303, https://doi.org/10.1016/j.jeconom.2020.03.021 .
[5] Analytical report of the economic world. (2018). Why do startups fail? May 2018, Iran. https://donya-e-eqtesad.com/fa/tiny/news-3520562 [ In persian]
[6] Bai, Ch., Quaysona, M., & Sarkis, J. (2021). COVID-19 pandemic digitization lessons for sustainable development of micro-and-small enterprises. Sustainable production and consumpition, 27(2021), 1989-2001,. https://doi.org/10.1016/j.spc.2021.04.035
[7] Barari Jirandehi, A., Sajadi, M., & Davari, A. (2022). Designing resilience models of start-up businesses: a path towards the future of start-up businesses. journals of Iranian future studies, 1(2), ,155-179. https://doi.org/10.30479/jfs.2023.17059.1390 [In persian]
[8] Cisco. By team, (2021). Digital Readiness Index, Annunal Report, 2021, USA, Publish Cisco, https://www.cisco.com/c/m/en_us/about/corporate-social-responsibility/research-resources/digital-readiness-index.html#/
[9] Chitsazan, H., Davari, A., & Jalali., M. (2018). Assessing Factors Affecting Small and Medium Enterprises' Resilience Capacity (A study of Automotive Suppliers). Journal of Entrepreneurship Development,  11(3), 421-440. https://doi.org/10.22059/jed.2018.246822.652417. [In persian]
[10] CB Insights. (2016). Global Analysis of Venture Funding. Venture- plus-Q3-Report. Publish CB insight, https://assets.kpmg.com/content/dam/kpmg/xx/pdf/2016/10/venture-pulse-q3-2016-report.pdf
[11] Cucculelli, M., & Peruzzi, V. (2018). Post-crisis firm survival, business model changes,
and learning: evidence from the Italian manufacturing industry. small business econnomic, 54(2) 459–474.
https://doi.org/10.1007/s11187-018-0044-2
[12] Daradkeh, M., & Mansoor,W.(2023). The impact of network orientation and entrepreneurial orientation on startup innovation and performance in emerging economies: The moderating role of strategic flexibility,”Journal of Open Innovation: Technology, Market, and Complexity, ISSN 2199-8531, 9(1), https://doi.org/10.1016/j.joitmc.2023.02.001
[13] Exploding: By Howarth, J. (2022). Ehat percentage of startup Fail?
[14] Fallah Haghighi, N., Ramezanpour Nargesi, G., Mirtorabi, M. S., & Bijani, M. (2020). Strengths, Weaknesses, Opportunities and Threats of Launching Knowledge-based Companies by Faculty Members at Iranian Research Organization for Science and Technology (IROST). Journal of Technology Development Management, 8(1), 47-91. https://doi.org/10.22104/jtdm.2020.4035.2431 . [In persian]
[15] Fathun Nadyan, A., Selvia, E., & Fauzan, Sh. (2021). The Survival Strategies of Micro, Small and Medium Enterprises in The New Normal Era. Dinamika Ekonomi: Jurnal Ekonomi dan Pembangunan, 12(2), 142-149 . https://doi.org/10.29313/de.v12i2.7797
[16] Forbes: By Main, K. Bottorff, C. (2023). Small business stattistics of 2023. https://www.forbes.com/advisor/business/small-business-statistics/
[17] Forbes: By Morgan, B. (2019). Companies that failed at digital transformation and what we can learn from them. Leadership.
[18] Forbes: By Patel, N. (2015). 90% of stratup fail: Heres what you need to know about the 10%. Enterepreneurs.
[19] Fusch, P, I., & Ness, L, R. (2019). Are we there yet? Data saturation in qualitative research. The Qualitative Report, 20(9), 1408–1416
[20] Fuertes-Callén, Y., Cuellar-Fernández, B.,  & Serrano-Cinca, C. (2020). Predicting startup survival using first years financial statements, Journal of Small Business Management,  60(6),  1314-1353. https://doi.org/10.1080/00472778.2020.1750302
[21] Ghanbari, M., Heidarinejad, Gh., & Parandin., K. (2016). Performance management, challenges and complexity theory. Government Accounting, 3(1), 49-58. https://dorl.net/dor/20.1001.1.24234613.1395.3.1.4.3 . [In persian]
[22] Gbadegeshin., S. Al Natsheh., A. Ghafel., K. Mohammed., O. Koskela., A. Rimpiläinen., A. Tikkanen., J. & Kuoppala, A. (2022).“Overcoming the Valley of Death: A New Model for High Technology Startups”,Sustainable Futures, 4(2022), ISSN 2666-1888, https://doi.org/10.1016/j.sftr.2022.100077
[23] Gelared, P., & Partoafkanan, M. (2020). The role of government in financing and developing investment in small and medium-sized businesses. INVESTMENT KNOWLEDGE,  9(3), 277-288. SID. https://sid.ir/paper/387777/en [In persian]
[24] Hess, T., Matt, C. Benlian, A., & Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2), 123-129.
[25] Ismail Albalushi, Kh., & Muzamil Naqshbandi, M. )2022(. Factors Affecting Success and Survival of Small and Medium Enterprises in the Middle East. Journal  Knowledge, 2(3),  525-538. https://doi.org/10.3390/knowledge2030031
[26] Joseph Etim. J,. Adabu, M, U.  & Ogar, C, A. (2017). Influence of entrepreneurial orientation as survival strategy for small and medium enterprises: the nigeria experience. International Journal of Economics, Commerce and Management United Kingdom,  5(8), 502-518,. https://ijecm.co.uk/wp-content/uploads/2017/08/5827.pdf
[27] Khalili Shavariny, S., Nazemi, J., Alborzi, M., & Salimian, H. (2011). A Model for Aligning Operation Strategy and Business Strategy in The Iranian Industrial Organizations. Journal of Strategic Management Studies, 2(6), 141-163. https://dorl.net/dor/20.1001.1.22286853.1390.2.6.7.3  [In persian]
[28] Konya-Baumbach, B., Schuhmacher, M., Kuester, S.,  & Kuharev., V. (2019). Making a first impression as a start-up: Strategies to overcome low initial trust perceptions in digital innovation adoption. International Journal of Research in Marketing.  36(6), 385-399. https://doi.org/10.1016/j.ijresmar.2019.01.008  
[29] Koshki Jahroumi. A., (2021). Identifying the Competencies of Human Resource Managers to Succeed in the Corona Crisis with a Digital Business Approach. RESOURCE MANAGEMENT IN POLICE,  9(1), 207-238. https://sid.ir/paper/952714/en [In persian]
[30] Kumara Naradda Gamage, S., Ekanayake. E., Abeyrathne. G., Prasanna. R., Jayasundara. J., & Rajapakshe., P. (2020). A Review of Global Challenges and Survival Strategies of Small and Medium Enterprises (SMEs). Economies , 8(4), 1-24.  https://doi.org/10.3390/economies8040079
[31] Karadag. H. (2015). Financial Management Challenges In Small and Medium-Sized Enterprises: A Strategic Management Approach. EMERGING MARKETS Journal. ISSN 2158-8708, 5(1), (online). http://dx.doi.org/10.5195/emaj.2015.67
[32] Kuckertz, A., Brändle, L., Gaudig, A., Hinderer, S., Reyes, C. A. M., Prochotta, A., ... & Berger, E. S. (2020). Startups in times of crisis–A rapid response to the COVID-19 pandemic. Journal of Business Venturing Insights, 13, e00169. https://doi.org/10.1016/j.jbvi.2020.e00169
[33] Jayasekara, B. E. A., Fernando, P. N. D., & Ranjani, R. P. C. (2020). A systematic literature review on business failure of small and medium enterprises (SME). Journal of Management, 15(1), 1-13. https://doi.org/10.4038/jm.v15i1.7592
[34] Lestari, Y. B., & Yusra, K. (2024). Prospects and challenges in establishing entrepreneurship in post COVID-19 language and culture-related tourist attractions. Journal of Infrastructure, Policy and Development, 8(9), 5001. https://doi.org/10.24294/jipd.v8i9.5001
[35] Li, L., & Su. F., Zhang, W., & Mao, J, Y. (2018). Digital transformation by SME entrepreneurs: A capability perspective. Information Systems Journal, 28(6), 1129-1157.  https://doi.org/10.1111/isj.12153
[36] Maarit Taiminen, H., & Karjaluoto, H. (2015). The usage of digital marketing channels in SMEs. Journal of Small Business and Enterprise Development, ISSN: 1462-6004, 22(4), 633-651. .http://dx.doi.org/10.1108/JSBED-05-2013-0073
[37] Mihas, P. (2023). Qualitative research method: approaches to qualitative data analysis. International Encyclopedia Of Eduaction (Fourth Edition), 2023, 302-313. https://doi.org/10.1016/B978-0-12-818630-5.11029-2
[38] Molotkova. N,. Khazanova., D., & Ivanova, E. (2019). Small Business in Digital Economy. journal SHS Web Conf, 62(5),  62-80. .https://doi.org/10.1051/shsconf/20196204003
[39] Mohammadi Shahahroodi, H., Rahimnia, F., Malekzadeh, G., & Khorakian, A. (2020). Survival Resistance,Opportunism, and the Growth of Organizations in Challenging Situations: Presentation a Strategic Concept of Resilient Organizations Types. Journal of Executive Management,  12(23),  289-313. https://doi.org/10.22080/jem.2020.18754.3194 [In persian]
[40] Mohammadi, M., & Mohabi, S. (2021). Formulating the resilience strategy of small and medium businesses in the Corona crisis (case study: small and medium industries located in the industrial towns of Shiraz). Industrial Engineering and Production Management Studies,  7(2), 61-78. http://noo.rs/CTQYN [In persian]
[41] Moradi, S., naderi, N., & Delangizan, S. (2020). Analyzing Fintech Startups Development Process in Iran:. Journal of Entrepreneurship Development, 13(1), 121-140. https://doi.org/10.22059/jed.2020.296930.653250 [In persian]
[42] Olubusola Sholeye, O. (2021). Survival Strategies of Microenterprises in Nigeria. College of Management and Technology, Walden University, Walden Dissertations and Doctoral Studies Collection
[43] Omoregie Aghimien, D., Aghimien, E., Fadiyimu, A., & Adegbembo, T. (2018). Survival strategies of built environment organisations in a challenging economy. Engineering. Constraction Architectural Management,  25(5), 861-876 . https://doi.org/10.1108/ECAM-06-2017-0106
[44] Peter, M, K.,  Kraft, C., & Lindeque, J. (2019). Strategic action fields of digital transformation An exploration of the strategic action fields of Swiss SMEs and large enterprises. Journal of Strategy and Management, 13(1), 160-180. https://doi.org/10.1108/JSMA-05-2019-0070
[45] Priyadarshini, A., Gao, Y., & O’Gorman, C. (2021). Firm specific determinants of open innovation in European SMEs. JOURNAL OF SMALL BUSINESS & ENTREPRENEURSHIP, ISSN 0827-6331, 36(1), 1-28,. https://doi.org/10.1080/08276331.2021.1907698
[46] Rahshit, D., & Paul, A. (2020). Impact of COVID-19 on Sectors of Indian Economy and Business Survival Strategies, International Journal of Engineering and Management Research, 10(3), 51-55 https://dx.doi.org/10.2139/ssrn.3620727
[47] Rahmanseresht, H., Dehdashti Shahrokh, Z., Khashei, V., & Doustmohammadian, S. (2020). Towards a model for startups' resilience in ICT industry (Case study approach). Journal of Improvement Management,   14(2),  1-32. https://doi.org/10.22034/jmi.2020.113393 [In persian]
[48] RahmanSeresht, H., Dehdashti Shahrikh, Z., khashei, V., & Doustmohammadian, S. (2020). Towards a resilience model for ICT startups (Mix method). Journal of Entrepreneurship Development, 12(4),  621-640. https://doi.org/10.22059/jed.2020.295909.653236  [In persian]
[49] Rashidi, M., & Ghaitrani, F. (2019). Business models and dynamic capabilities. New research approaches in management and accounting quarterly, fourth year, 4(34),  3-91. [In persian]
[50] Rezvani, H. R., & Saham-khadam, M. (2012). Business strategy correspondence with Environmental Uncertainty. Journal of Business Administration Researches,  4(7), 88-104. [In persian]
[51] Rohini U., Nikam, Y, L., & Samrat, R. (2023). "A Study of Need and Challenges of Human Resource Management in Start -up Companies". Mathematical Statistician and Engineering Applications, 72(1), 314 –329. https://doi.org/10.17762/msea.v72i1.1868
[52]Rezvanitabar, M., & Eslami, S. (2020). Identification of the Challenges of Technology Development of Network Contexts in University of Tehran Incubators. ROSHD-E-FANAVARI, 16(64), 14-25. SID. https://sid.ir/paper/385833/en [In Persian]
[53] Sarrashte, S. (2015). The effect of uncertainty on the mixed strategy of export marketing (evidence from the dry fruit export of East Azerbaijan province). Ministry of Science, Research and Technology, University of Tabriz, Faculty of Management and Economics [In persian]
[54] Shiri, Gh., TOOTIAN ESFAHANI, S., & SOHRABI., Sh. (2021). The Effect of Environmental Uncertainty on Entrepreneurial Orientation with the Mediating Role of Innovation Speed. Journal of iranian social development studies (JISDS), 13(2),  199-214. SID. https://sid.ir/paper/951572/en . [In persian]
[55] Startup Blink. (2022). Middle East. https://www.startupblink.com/startups/middle-east 
[56] Sabbir Rahman, M,. AbdelMuniem AbdelFattah, F., Bag, S. & Osman Gani, M. (2022). Survival strategies of SMEs amidst the COVID-19 pandemic: application of SEM and fsQCA. Journal of business and Industral Marketing, 37(10), 1990-2009, https://doi.org/10.1108/JBIM-12-2020-0564.
[57] Samadi, A, H.,  & Zali, M, R. (2018). Entrepreneurship Ecosystem in the Middle East and North Africa (MENA). Contributions to Management Science, ISSN 1431-1941.  https://doi.org/10.1007/978-3-319-75913-5
[58] Stojanovikj, M. (2022). “Government size, inflation targeting and business cycle volatility”, Economic Analysis and Policy, ISSN 0313-5926 ,74(2022), 1-12. https://doi.org/10.1016/j.eap.2022.01.009
[59] Tari, G., & Porhelm, H. (2020). Structural Model of Factors Affecting Survival and Growth of Startups in Iran. Journal of Executive Management, 12(23), 315-341. https://doi.org/10.22080/jem.2020.17998.3096. [In persian]
[60] Techrars By jafari, H. (2017). Only 0.6% of Iranian startup targeting the international market. Featured Articles.
[61] Virtual Business Union report. (2019). Licenses and permits to start businesses in 2019. https://ecunion.ir/298/news [In persian]
[62] Williams, Ch., Schallmo, D., Lang, K., & Boardman, L. (2021). Digital Maturity Models for Small and Medium-sized Enterprises: A Systematic Literature Review. journal The ISPIM Innovation Conference – Celebrating Innovation: 500, Years Since daVinci, Florence, Italy on 16-19 June 2019.
[63] Winarsih. Lndriastuti, M., & Fuad, K. (2020). Impact of Covid-19 on Digital Transformation and Sustainability in Small and Medium Enterprises (SMEs): A Conceptual Framework. Conference on Complex, Intelligent, and Software Intensive Systems,  1194(2020) , 471–476.  https://doi.org/10.1007/978-3-030-50454-0_48
[64] Yucel, S. (2018). Modeling Digital Business Strategy. International Conference on Computational Science and Computational Intelligence, 02 January 2020, 209-214, https://doi.org/10.1109/CSCI46756.2018.00047
[65] Yin, R, K. (2018). Case Study Research: Design and Methods. (6th Ed.). Sage Publications.
[66] Zoomit Nik-Bakht, B. (2018). Iran's Startup Space Analysis Report (Computer Trade Union Organization of the Country). Iran's Technology and Business. https://www.zoomit.ir/tech-iran/343777-analytical-report-startup-ecosystem-iran/ [In persian]
[67] Zighan, S., & Ruel, S. (2023). SMEs’ resilience from continuous improvement lenses. Journal of Entrepreneurship in Emerging Economies, 15(2), 233-253. https://doi.org/10.1108/JEEE-06-2021-0235
 
 
دوره 16، شماره 63
پاییز 1404
صفحه 157-177

  • تاریخ دریافت 16 تیر 1403
  • تاریخ بازنگری 31 شهریور 1403
  • تاریخ پذیرش 08 دی 1403