Industrial Heritage Regeneration Through Place Branding: Strategic Perspectives from Yazd, Iran

Abstract

In the early 1990s, the decline of textile manufacturing due to various factors resulted in the abandonment of industrial sites previously utilized in Yazd. This study examines the regeneration of industrial heritage through place branding in a developing country, utilizing a case study approach. The objective is to design a framework for the development of a branding strategy aimed at the regeneration of industrial heritage sites in Yazd. By integrating both quantitative and qualitative methodologies, this study utilizes SWOT analysis through focus group discussions in conjunction with the Delphi method. Furthermore, in the strategy development process, the expert panel technique is employed to formulate Weihrich’s TOWS matrix. The findings indicate that the risk of textile heritage sites remaining unknown to tourists, as well as the potential for enhancing the identity of Yazd, received the highest mean scores. In contrast, the results indicate that the lowest mean scores were associated with the factors of multiple non-official brands in Yazd and the presence of basic tourist infrastructure. This study presents a comprehensive framework for the integration of place branding into industrial heritage regeneration initiatives, grounded in original empirical data, and offers valuable insights for policymakers, heritage managers, and urban planners.

1. Introduction

In recent decades, industrial heritage, particularly its architectural elements within the built environment, has emerged as a significant asset in urban regeneration. This phenomenon has the potential to revitalize entire urban areas and has been demonstrated to be an effective vehicle for socio-cultural and economic growth [1]. Former industrial sites, which were once symbols of economic productivity [2,3], have now been transformed into cultural and creative spaces, serving as key components in place branding strategies [4]. Some previous industrial cities have successfully leveraged their industrial heritage to cultivate a robust urban identity, effectively integrating this heritage into contemporary urban regeneration [5,6]. However, while the role of industrial heritage revitalization in urban regeneration has been extensively studied [7,8,9], its significance in place branding within the urban context remains underexplored. According to recent literature, place branding is increasingly recognized as a tool for urban regeneration [4,10,11,12]. Despite the extensive research concerning industrial heritage and urban regeneration, current scholarship has addressed conservation planning, adaptive reuse [1,13], and the role of cultural industries in post-industrial cities [14]. Concurrently, place branding theory has underscored the importance of cultural heritage in shaping urban identity and attractiveness [11,12]. Nevertheless, limited research has investigated how cities with industrial heritage can formulate effective branding strategies for the regeneration of that heritage through the engagement of expert perspectives, particularly in developing countries [15].

Yazd, Iran, recognized as a UNESCO World Heritage Site, exemplifies significant cultural heritage and unique architectural features. It presents a notable case in which the decline of textile manufacturing heritage has resulted in the abandonment of numerous industrial sites since the early 1990s. Although Yazd’s textile heritage holds historical significance, it has received limited attention in the realms of place branding and urban regeneration. This lack of focus raises concerns regarding preservation, adaptive reuse, and the integration of this heritage into the city’s identity [16,17,18]. Therefore, it is crucial to examine how Yazd has strategically positioned itself as an urban industrial heritage while addressing the sustainability of the economy and the development of tourism [19]. The primary objective of this research is to design a framework to develop a branding strategy for the regeneration of industrial heritage sites of Yazd by integrating expert perspectives from the fields of adaptive reuse, conservation, tourism, and urban planning. It uses Yazd as a case study for the identification of the key principles of place branding relevant to industrial heritage sites. An assessment of the strengths, weaknesses, opportunities, and threats (SWOT) of Yazd’s textile heritage for the branding of the city will be developed. This assessment aims to support the answer to the following research questions:

• In what ways can specialized knowledge in adaptive reuse, conservation, tourism, and urban planning enhance the formulation of branding strategies for these sites?
• What strategies can be proposed to incorporate Yazd’s industrial legacy into its current urban identity?

To address these questions, this study employs a multi-method qualitative research approach, integrating SWOT analysis, the Delphi method, and the TOWS matrix to develop branding strategies. The SWOT analysis will be prepared based on focus group discussions with experts specializing in adaptive reuse, conservation, tourism, and urban planning. Then, the Delphi method was adopted to prioritize and validate expert insights, ensuring a consensus-driven evaluation of opportunities and challenges in industrial heritage regeneration. Finally, the TOWS matrix was employed to prioritize branding strategies, providing a systematic framework for the regeneration of industrial heritage. This expert-driven methodology presents a comprehensive framework for the integration of place branding into industrial heritage regeneration initiatives and provides valuable insights for policymakers, heritage managers, and urban planners.

2. Literature Review

2.1. Industrial Heritage Regeneration as a Catalyst for Urban Identity and Attractiveness

Some countries underwent transitions from an industrial to a post-industrial economy in the latter half of the twentieth century, consequently rendering a significant number of previous industrial sites redundant [20]. Consequently, a new approach to urban management emerged, particularly in the realm of urban policy concerning urban regeneration projects [21]. The abandoned relics of industrial heritage serve not only as remnants of past industrial processes but also as significant evidence of the factors that have contributed to the distinctive identity of the landscapes and regions within industrial cities over an extended period [1,22,23,24]. Given that these industrial heritage sites have been integral to urban environments and have functioned as workspaces for decades, residents have cultivated a profound emotional attachment to these locations through their past and present interactions, as well as for the memories they still retain of the place [2]. This connection can be leveraged during the process of regeneration to enhance local identity [25,26,27]. Ifko and Martinović [28] assert that the preservation of industrial heritage sites fosters local and social identity. Professionals and local authorities regarded urban industrial heritage as instrumental in urban regeneration due to its potential to reinforce the distinct identity of the locality [29]. Consequently, the regeneration processes should take into account the functional utilization of local heritage’s potential to enhance local identity and foster social inclusion and well-being [22,30]. The concept of place is crucial for planning the protection and preservation of industrial heritage. It involves reviewing the tangible and intangible value and meaning of industrial heritage, enabling decisions on its treatment and contemporary planning interventions, thereby preserving its identity and spirit [31].

The preservation of industrial relics is not only scientifically significant but also particularly crucial for regions severely affected by the process of industrial restructuring [32]. The conversion of industrial heritage sites into new uses possesses the potential to enhance tourism attractions, facilitate recreational pursuits, and foster cultural events [8,25,33,34]. Tourism has proven to be an effective means of preserving not only the physical structures of industrial heritage buildings but also the intangible qualities associated with them [35,36]. Mo, Wang [37] emphasizes that the regeneration of industrial heritage benefits a broad spectrum of stakeholders to engage in regeneration initiatives and projects. Notably, attracting a greater pool of market talent and investments is essential in this context. Positioned in a densely populated area, an industrial heritage site can serve as a significant point of interest and a recognizable landmark, contingent upon its physical appearance and scale, provided that the regeneration efforts are executed effectively [24]. Trifa [38] posits that the reutilization of former industrial buildings and sites has facilitated the regeneration of degraded areas within urban environments and their peripheries, rendering these spaces more appealing to local communities, investors, and tourists. Moreover, many of these post-industrial sites have progressively been integrated into the broader urban fabric of city centers, resulting in an increased demand for their development and thereby enhancing their attractiveness [22]. The mode of industrial heritage regeneration encompasses a variety of approaches, including the transformation of industrial heritage into museums, tourism sites, parks, cultural and creative industry enclaves, residential apartments, and multifunctional uses [37,39].

2.2. Industrial Heritage as a Bridge Between Place Branding and Heritage Branding

Brands and branding have emerged as critical elements of both our economy and society, experiencing significant growth in importance over the years [40]. Place branding signifies an advance of concepts previously categorized by researchers as “place or city marketing,” “place selling,” and “place promotion” [41,42,43]. Anholt [44] posited that branding represents a potential new paradigm for the governance of places in the future. Frías-Jamilena, Sabiote-Ortiz [45] mentioned place brand is a crucial resource for maintaining a competitive advantage. In this context, Lucarelli [46] further articulated that place branding constitutes a form of governance in which brands affiliated with countries, regions, and cities serve as vital instruments for projecting national and international images. By imbuing a place with symbolic significance, a brand enhances its value in relation to the psychological and social needs of current and prospective users, including residents, visitors, and entrepreneurs [47,48]. The effective implementation of place branding is less contingent on the possession of economic resources and more reliant on the availability of negotiable value that enables the establishment of brand value [49,50,51]. Recent place branding initiatives have adopted a bottom-up dynamic process that facilitates multiple interactions among a diverse array of stakeholders [52,53]. Kavaratzis and Kalandides argue that place branding is not merely a top-down communication process; rather, it is an interactive and continuous negotiation among various stakeholders who collaboratively shape and reinterpret a city’s identity through shared meanings and practices [49]. In this context, the participation of bottom-up stakeholders is essential to facilitate effective destination development and branding [54,55]. These approaches have revolutionized conventional branding methodologies, highlighting the significance of inclusivity and democratic processes [56,57]. Participatory governance models emphasize the importance of stakeholder involvement in both decision-making processes and implementation, thus fostering a collective vision for the brand [58,59]. In other words, place branding has been utilized as a stakeholder-driven strategy aimed at establishing a distinctive identity and narrative for a specific location, thus enhancing its recognition and fostering a competitive advantage [60]. This branding process is a dialogue between all stakeholders [61].

Thus, place brand credibility is influenced by enduring cultural involvement [62]. Industrial heritage reflects the unique cultural and physical identity of a destination, which destination marketing officials strategically manage as brands [63,64]. Many of the industrial and postindustrial cities have adopted place branding as a strategy for economic and symbolic reinvention following the decline of heritage industries [46,65,66]. Hospers [67] argues that the repurposing of industrial heritage for other economic activities, such as tourism, is essential. On the other hand, the dynamics of post-industrial economic competition are increasingly predicated on the capacity to cultivate appealing images and symbols, rather than being primarily influenced by natural resources, geographical location, or historical reputation [68]. In other words, establishing a brand and engaging in the branding process is straightforward in many respects; however, it often presents significant challenges. Branding, through the development of image, identity, personality, and slogan creation, seeks to generate compelling and memorable meanings while shaping cultural artifacts and language [69,70]. For example, Price and Rhodes Ii [71] illustrate that industrial heritage in South Wales conveys a sense of nostalgia for the region’s industrial past while simultaneously promoting coal mining as a potential strategy for economic (re)development. Such strategies not only foster awareness among residents regarding the historical context of a region [72,73], but also serve to provide symbolic representations that facilitate the promotion of the area to external audiences [74,75]. This is exemplified by the transformation of former industrial sites into venues for postmodern consumption [67,76,77].

Hakala, Lätti [78] and Urde, Greyser [79] categorize heritage-based branding into various components, such as track record, longevity, core values, history, symbols, graphics, nostalgia, packaging, and advertising, which ultimately contribute to an enhancement of brand equity. Conversely, Banerjee [80] and Hakala, Lätti [78] elucidate the four foundational pillars of heritage-based branding: history, image, expectancy, and equity. The pillar of history encapsulates the brand’s extensive past, while image pertains to its communication strategies and positioning within the market. Expectancy encompasses both the tangible and intangible benefits associated with the brand, and equity is characterized by its homogeneous and heterogeneous competencies. Distinguishing branding as an augmentation level of a marketing plan, heritage branding is regarded as a defensive strategy within the competitive marketplace [81,82]. It fosters loyalty by cultivating a direct emotional connection, a phenomenon culturally referred to as “Brand Identification”, primarily in the viewpoints of stakeholders and tourists [83,84]. Based on that, heritage branding aims to enhance the primary heritage values of a site from a socio-economic perspective by establishing a long-term image rooted in cultural identity [85,86,87,88].

3. Materials and Methods

This research employed a multi-method approach, encompassing a three-phase process to design a framework to develop a branding strategy for the regeneration of industrial heritage sites in the city of Yazd, Iran (

Table 1. List of textile factories in Yazd with an area exceeding one hectare.

Factory No	Name of Factory	Establishment Year	Year of Closure	Current Condition	Revitalization Completion Date	Area (Hectare)
1	Eghbal	1931	1978	Reused (Yazd Science and Technology Park)	2006	3.65
2	Saadat Nasadjan	1934	2000s	Under revitalisation for hotel	2026	10
3	Dorakhshan and Herati	1935	1980s	Reused (Innovation Factory)	2022	4.1
4	Seyed Moahammad Agha	1948	2000s	Abandoned	Not applicable	8.47
5	Dastbafan	1948	1980s	Abandoned and school	1990s	1.16
6	Yazdbaf	1956	Not applicable	Active (in its original function)	Not applicable	14
7	Jonub	1959	2003	Reused as seasonal exhibitions and museum	2017	5.37
8	Afshar	1963	2010s	Abandoned	Not applicable	12.1

). In the initial phase, a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis was employed to identify the internal and external factors that influence branding strategy in Yazd, mobilizing an eight-expert focus group discussion as the primary method of data collection. In the second phase, the identified internal and external factors were assessed and weighted by 42 experts utilizing the Delphi method. In the final phase, strategies were formulated based on the strength-opportunity (SO), strength-threat (ST), weakness-opportunity (WO), and weakness-threat (WT) frameworks, utilizing the expert panel method.

3.1. Phase 1

The SWOT analysis was utilized to identify the internal and external factors associated with industrial heritage in Yazd that may influence place branding strategy. The SWOT analysis is the most commonly employed method for evaluating strategic scenarios [89]. The acronym SWOT represents the concepts of strengths, weaknesses, opportunities, and threats [90]. Inner agents represent strengths and weaknesses, while external agents encompass opportunities and threats. A comprehensive list of SWOT factors was generated through an in-person/online focus group discussion involving eight experts. These experts were selected based on three criteria, specifically:

(1)

Possess a minimum of five years of academic and/or professional experience in the domains of cultural heritage and industrial heritage.

(2)

Have knowledge of place branding.

(3)

Have resided in and/or traveled to Yazd for the past decade.

These criteria were allocated to all three phases for the selection of experts, with different individuals involved in each phase. The participant selection strategy employed across all three phases was grounded in purposive sampling, thereby ensuring the inclusion of individuals with specific characteristics, knowledge, or experiences pertinent to the objectives of the study. In this phase, the discussion session was recorded with prior consent and transcribed verbatim. Subsequently, the transcriptions were compiled and systematically sorted to identify the most frequently occurring factors while excluding any extraneous or infrequently mentioned elements. Finally, the SWOT analysis resulted in a compilation of 13 strengths, 10 weaknesses, 12 opportunities, and 10 threats. SWOT analysis offers a comprehensive overview of the current state of an issue; however, it does not provide a quantitative metric for the comparative evaluation of the four attributes [91].

3.2. Phase 2

To ascertain the quantitative values of SWOT attributes, the Delphi method is frequently employed as a methodological tool [92]. The Delphi method is an effective approach for achieving consensus in areas characterized by significant disagreement or limited knowledge [93]. Furthermore, the Delphi method is well-suited for geographically distributed expert groups [94]. In this phase, the Delphi method was employed to facilitate the formulation of strategies. It is frequently employed in policymaking and other significant matters where various expert respondents articulate their perspectives prior to the establishment of a consensus [93]. The expert evaluations were quantified using a Likert scale ranging from 1 to 9, where a score of 1 indicated the least importance and a score of 9 represented the highest importance [95]. In the context of this paper, the Real-Time Delphi method was employed to quantify the SWOT analysis. The Real-Time Delphi represents an innovative adaptation of the traditional Delphi method, aimed at enhancing the speed and efficiency of consensus-building among experts within a specific domain [96,97]. The Real-Time Delphi method enables participants to offer feedback and adjust their opinions in real time, whereas the classical Delphi method is characterized by sequential rounds of questionnaires [98]. A total of 70 online questionnaires were disseminated in October and November 2024, resulting in a favorable response rate, with 42 completed questionnaires returned. None of the experts who contributed to the development of the SWOT analysis participated in this stage. The significance of ethical considerations in research involving human participants is paramount. Participants were informed about the purpose of the study, their right to withdraw at any time, and the voluntary nature of their participation, as well as the necessity of conflict-of-interest disclosures.

Table 2. Profile of respondents.

Profile	Frequency	Percent	Profile	Frequency	Percent
Gender			Age
Female	19	45.24%	20–28	9	21.43%
Male	23	54.76%	29–36	22	52.38%
			37–45	6	14.29%
			Above 46	5	11.90%
Educational level			Job
PhD	10	23.81%	Academic member	11	26.19%
Master	27	64.29%	Architect	11	26.19%
Bachelor	5	11.90%	Urban planner	1	2.38%
Fields of study			Conservation architect	6	14.29%
Architecture	15	35.71%	Hoteliers and tourism agencies	8	19.05%
Conservation & restoration	11	26.19%	Tour guide	1	2.38%
Urban planning	11	26.19%	Consulting company	3	7.14%
Tourism and marketing	5	11.90%	Government’s employee	1	2.38%

Note: N = 42

presents a summary of the participants’ demographic and professional characteristics.

3.3. Phase 3

A series of qualitative interviews with selected specialists, invited to evaluate and analyze the group’s findings, is conducted as part of the expert panel technique [99]. In addition, an expert panel establishes normative standards and principles for effectiveness and efficiency, referred to as best strategies, which serve as guidelines, norms, reference points, or benchmarks to enhance performance [100]. An online expert panel was conducted to collect information regarding the branding strategies that are significant to consider in Yazd, recognized as an industrial heritage city. The panel comprised the target population of academics and professionals, consisting of 12 participants (none of the above). Each session lasted approximately 2 h and was conducted over a duration of 8 weeks, with a one-week interval between sessions. Furthermore, the participants conducted a preliminary review of relevant results from phases 1 and 2 to gain insights into the SWOT factors that could inform the development of branding strategies. Finally, the strategies can inform and refine Weihrich’s TOWS matrix [101]. Chapman and Cowdell [102] posited that the acronym TOWS is more suitable for public sector branding, given that the public sector is considerably affected by environmental constraints. Thus, to assess the strengths and weaknesses of industrial heritage sites internally, it is essential to first consider the external environment. Therefore, it is preferable to employ the TOWS analysis instead of the SWOT analysis [103].

3.4. Case Study

The province of Yazd (Figure 1) is located in close proximity to the Silk and Spice Roads, in the central region of Iran. It serves as a testament to the ingenuity demonstrated in the use of limited resources for survival in desert environments. The cultural heritage of Yazd has withstood the test of time, exhibiting a remarkable degree of preservation throughout the years. During the 41st session of the UNESCO World Heritage Committee, held from 2 July to 12 July 2017, in Kraków, Poland, the historic city of Yazd (Figure 2) was officially designated as a World Heritage Site, encompassing an area of 195 hectares. This city has previously gained recognition for its Dolat Abad Garden and Zarch Qanat, both of which were inscribed in 2011 and 2016, respectively [104]. Additionally, the industrial heritage of textiles in the central Plateau of Iran has been included on the Tentative List of UNESCO World Heritage Sites since 2017. This inventory comprises four sites, two of which are situated in Yazd [104].

Industrialization commenced in the textile industry at the onset of the 20th century, primarily due to the importation of industrial machinery from Europe and the United States. Through the establishment of large-scale factories, Yazd emerged as a significant center for textile production in Iran. For more than five decades, it has played a crucial role in the economic landscape of the city [105]. Since textiles have a long-standing history in Yazd, this industry is intrinsically linked not only to the local economy but also to the cultural identity of the city. Consequently, the transition from a traditional textile industry to a modern textile sector has significantly influenced the economic and social life of nearly all residents of Yazd. Various social groups have engaged in this transformation process, each contributing based on their interpretations of the associated advantages, disadvantages, interests, and values [106]. These factories were constructed as architectural marvels, characterized by their unique designs and structures representative of their era. Regrettably, this sector of the economy has experienced a prolonged decline over several decades, primarily attributed to factors such as an influx of textile imports and a lack of competitiveness. Consequently, the closure of the majority of textile factories has occurred [14]. In Iran, although there are textile factories that showcase remarkable architectural beauty and excellence, these spaces often end up being neglected or demolished rather than preserved or restored. Regrettably, only a limited number of former industrial buildings have undergone refurbishment and conversion. Fortunately, the city of Yazd stands as one of the few exceptions in Iran, where the textile factories have been successfully preserved (Figure 3).

These buildings, due to their expansive dimensions, advantageous urban locations, and adaptability stemming from their modular structure, demonstrate significant potential for repurposing, particularly in relation to cultural and tourism-related initiatives. As illustrated in Figure 2, the distribution of textile heritage sites represents a significant concern that must be considered in the context of urban governance. These factories exceed one hectare in size.

Table 1 presents the eight textile factories in Yazd that exceed one hectare in area. Among these facilities, only one has been actively engaged in textile manufacturing since 1956. The Eghbal factory represents the inaugural revitalization project aimed at preserving a structure previously slated for demolition to facilitate the construction of a shopping mall. Following government approval in 2003, the Eghbal factory (Figure 3) was transferred to the Science and Technology Park of Yazd province for the establishment of a technology center. Recognizing the necessity to preserve this significant textile manufacturing heritage site, the first factory in Yazd, efforts were made to restore and revitalize the facility while maintaining its original structure and traditional identity. The objective was to transform this complex into a center for science and technology. Accordingly, in collaboration with qualified consultants, the site design was executed, and restoration activities commenced in early 2004, concluding in 2006.

4. Results

In the SWOT analysis, the variables are categorized into four distinct groups: strengths, opportunities, weaknesses, and threats (

Table 3. SWOT matrix for place branding in relation to industrial heritage regeneration.

Strengths	Weaknesses
(S1) Yazd has multiple World Heritage Sites within the city. (S2) Efficient geographical position of Yazd. (S3) Recognition of Yazd as the active hub of industry in the country. (S4) Having already revitalized cases at industrial heritage sites. (S5) Having two sites of industrial heritage (old factories) registered in the tentative list of Iran in World Heritage Sites at UNESCO. (S6) Having sufficient area at industrial heritage sites suitable for multi-purpose activities. (S7) Having industrial heritage sites located within the buffer zone for the World Heritage Site. (S8) Easy access to tourist attractions in the city from industrial heritage sites. (S9) Rich experiences in the field of tourism within the city. (S10) Having basic tourist infrastructure. (S11) Having a unique style and being in harmony with the historic fabric of Yazd. (S12) Dispersion of industrial heritage sites throughout the historic city of Yazd. (S13) Yazd is an outstanding city in the field of industrial heritage in Iran.	(W1) Lack of tour guides in the field of industrial heritage. (W2) Absence of an industrial heritage tourism committee in Yazd. (W3) Absence of private investors. (W4) Multiple non-official brands in Yazd (e.g., desert, sweets, mourning ceremonies, etc.). (W5) Absence of a responsible body for branding industrial heritage. (W6) Shortage of documentation of industrial heritage sites. (W7) Having multiple owners in some cases. (W8) There is a lack of industrial heritage museums within the city. (W9) Shortage of proper maintenance at industrial heritage sites. (W10) Loss of machinery related to industrial heritage.
Opportunities	Threats
(O1) Capability of allocation of functions on a regional scale. (O2) Making an opportunity for the international communities to interact and recognize the industrial heritage of Yazd. (O3) Allocating various functions to sites considering their dispersion within the city. (O4) Noticing the fruitful history of Yazd as the active hub of industry in the country. (O5) The opportunity to include these sites in the tourism map of the city. (O6) Incorporating the industrial heritage sites into the conservation management plan for the World Heritage Site of the Historic City of Yazd. (O7) Decreasing the pressure of mass tourism on other attractions in the city. (O8) Benefiting from the cultural tourists in the city for the purpose of visiting the industrial heritage sites. (O9) The opportunity to arrange short visits to the sites. (O10) Capability of the industrial heritage sites to enjoy multi-functionality. (O11) The opportunity for the local communities to acquaint themselves with the industrial heritage of Yazd. (O12) Bringing an added identity to Yazd.	(T1) Danger of losing the intangible heritage values of the industrial heritage for future generations. (T2) Lack of cooperation and proper planning to conserve the industrial heritage. (T3) Shortage of proper decision-making, decision-taking, and execution. (T4) Industrial heritage sites are in danger of remaining unknown to the tourists of Yazd. (T5) Ignoring the abandoned industrial heritage sites for future decades. (T6) Loss of the added value of the industrial heritage sites. (T7) Lack of proper education in the field of industrial heritage. (T8) Possibility of losing collective memories and having a historical gap. (T9) Bankruptcy of the old factories due to over-importation. (T10) Demolition of industrial heritage buildings.

). It is crucial to note that scores assigned to the strength and opportunity factors can be interpreted as positive, while the scores assigned to the weakness and threat factors are seen as negative.

4.1. Strengths

Regarding the hierarchization through the Delphi analysis, “S5-Tentative list of Iran for World Heritage”, “S11-Harmony with the historic fabric”, “S1-World Heritage Sites in Yazd”, and “S6-Sufficient area for multi-purpose activities” factors have been considered the highest strength factors, with scores of 7.52, 7.47, 7.21, and 7.11 mean points, respectively (

Table 4. Priority mean point of Delphi-SWOT analysis in strengths.

Strength Factor	Mean Point (Max-9)
Tentative list of Iran for World Heritage (S5)	7.52
Harmony with the historic fabric (S11)	7.47
World Heritage Sites in Yazd (S1)	7.21
Sufficient area for multi-purpose activities (S6)	7.11
Dispersion of industrial heritage sites (S12)	6.92
Located within the buffer zone for the World Heritage (S7)	6.85
Revitalized industrial heritage sites (S4)	6.73
Outstanding city of industrial heritage (S13)	6.64
Active hub of industry in Iran (S3)	6.64
Geographical position of Yazd (S2)	6.47
Accessibility to tourist attractions (S8)	6.40
Rich background in tourism (S9)	6.02
Tourist infrastructures (S10)	5.33

). “S5-Tentative list of Iran for World Heritage” and “S1-World Heritage Sites in Yazd” are significant factors, as Yazd, designated as a UNESCO World Heritage Site, is attractive to both investors and tourists. Moreover, “S11-Harmony with the historic fabric” and “S6-Sufficient area for multi-purpose activities” represent another significant factor, as the distinctive characteristics of industrial heritage sites possess the potential to enhance public accessibility through a variety of multi-purpose activities. Regarding “S12-Dispersion of industrial heritage sites” and “S7-Located within the buffer zone for the World Heritage”, the distribution of industrial heritage sites, particularly within the buffer zone, influences investors’ willingness to engage in revitalization initiatives. This trend may contribute to a reduction in the stringent regulations typically associated with UNESCO World Heritage Sites. Undoubtedly, Yazd is one (S13-Outstanding city of industrial heritage) of the leading cities in the realm of industrial heritage in Iran. In this context, several revitalized industrial heritage sites (S4-Revitalized industrial heritage sites) are recognized as flagship cases in the central region of Iran. Moreover, another critical factor is competitive positioning (S3-Active hub of industry in Iran), as it is essential to surpass rival cities in attracting a diverse array of investors and tourists. In Yazd, the diverse range of industrial factories establishes the city as a prominent center of industry in Iran. Consequently, industrial heritage sites facilitate the attraction of stakeholders to invest in this sector. “S8-Accessibility to tourist attractions” and “S2-Geographical position of Yazd” are recognized as additional factors influencing identity representation. The strategic location of Yazd in Iran offers convenient accessibility and facilitates easy access to both industrial heritage sites and tourist attractions within a short distance of the city. Finally, “S9-Rich background in tourism” and “S10-Tourist infrastructures” have recorded the lowest strength factors, with scores of 6.02 and 5.33, respectively. Basic tourist infrastructure is not only essential for enriching experiences, but it also contributes to brand integration and competitive positioning.

4.2. Weaknesses

The highest recorded weakness factors in the Delphi analysis are “W1-Lack of tour guides”, “W5-Absence of a responsible body for branding”, “W2-Absence of a tourism committee”, and “W8-Lack of industrial heritage museums”, exhibiting scores of 7.11, 7.07, 6.95, and 6.95, respectively (

Table 5. Priority mean point of Delphi-SWOT analysis in weaknesses.

Weakness Factor	Mean Point (Max-9)
Lack of tour guides (W1)	7.11
Absence of a responsible body for branding (W5)	7.07
Absence of a tourism committee (W2)	6.95
Lack of industrial heritage museums (W8)	6.95
Multiple owners (W7)	6.76
Shortage of proper maintenance (W9)	6.40
Absence of private investors (W3)	6.14
Shortage of documentation (W6)	5.92
Loss of machinery (W10)	5.83
Non-official brands in Yazd (W4)	5.30

). Industrial heritage tour guides play a significant role in enhancing the competitive positioning of cities (W1-Lack of tour guides). For several years in Yazd, significant emphasis has been placed on enhancing training programs for cultural and eco-tour guides. However, notable gaps remain, particularly in the domain of industrial heritage, including both the tangible and intangible values associated with textile manufacturing heritage sites. In other words, tourists encounter various challenges in identifying knowledgeable tour guides. Furthermore, the absence of a responsible authority for branding industrial heritage (W5-Absence of a responsible body for branding) contributes to a lack of awareness regarding this heritage. The existence of this body necessitates the assignment of responsibilities to various agencies and the coordination among them. Furthermore, one of the most significant obstacles to branding industrial heritage in Yazd is the absence of an industrial heritage tourism committee (W2-Absence of a tourism committee). In Yazd, the absence of industrial heritage museums within the city (W8-Lack of industrial heritage museums) presents a challenge for both tourists and the younger generation in experiencing the historical conditions of operational textile factories. Undoubtedly, the insufficient maintenance of industrial heritage sites (W9-Shortage of proper maintenance) is a contributing factor to the presence of multiple owners at textile factories (W7-Multiple owners), necessitating collaborative efforts to address the various forms of degradation. Due to the absence of private investors (W3-Absence of private investors) in the textile heritage sites of Yazd, these locations have been neglected, resulting in a decline in urban vitality in their surrounding areas. An additional factor is the documentation of industrial heritage sites (W6-Shortage of documentation), which represents the identity of textile heritage factories and enhances the quality of perception and positive brand associations. Machinery should be preserved not only for documentary purposes but also for museums, such as the Living Textile Museum (W10-Loss of machinery). In Yazd, the closure of old textile factories and their subsequent relocation outside the city have created challenges in maintaining the antiquated machinery. Consequently, some of these machines have been sold for profit by their owners. Regarding the least influential factor of “W4-Non-official brands in Yazd”, various brands in Yazd significantly affect the unique value of the Yazd brand. This influence will provide comprehensive information to assist city managers in making informed decisions regarding the implementation of development and promotional strategies from a tourism perspective. However, multiple non-official brands in Yazd have not been regarded as significant drawbacks by experts, owing to their low scores.

4.3. Opportunities

The two most significant factors identified in the Delphi analysis are “O12-Added identity to Yazd” and “O2-Opportunity for international communities”, with mean scores of 7.61 and 7.59, respectively (

Table 6. Priority mean point of Delphi-SWOT analysis in opportunities.

Opportunity Factor	Mean Point (Max-9)
Added identity to Yazd (O12)	7.61
Opportunity for international communities (O2)	7.59
Opportunity to include the sites in the tourism map of Yazd (O5)	7.45
Capability to enjoy multi-functionality (O10)	7.42
Locals to acquaint with the industrial heritage (O11)	7.35
Allocating various functions to sites due to dispersion (O3)	7.28
Allocation of functions on a regional scale (O1)	7.28
Integrating Industrial Heritage into Yazd’s World Heritage Management Plan (O6)	7.07
Noticing the history of Yazd as the active hub of industry in Iran (O4)	7.07
Benefiting from the cultural tourists (O8)	6.83
Opportunity to arrange short visits (O9)	6.42
Decreasing mass tourism in other attractions (O7)	5.59

). Strengthening an additional identity (O12-Added identity to Yazd) is one of the essential actions that city managers and authorities in Yazd should undertake. Today, as a consequence of efforts to cultivate an industrial heritage identity in Yazd, urban governance may seek to enhance opportunities for international communities to acknowledge the industrial heritage of the region (O2-Opportunity for international communities). Furthermore, the inclusion of industrial heritage sites (O5-Opportunity to include the sites in the tourism map of Yazd) in the tourism map of Yazd is likely to stimulate increased interest among tourists in visiting these locations. Moreover, another critical factor is the capacity of industrial heritage sites for multiple uses (O10-Capability to enjoy multi-functionality), as it is essential to ensure that a diverse range of individuals has the opportunity to engage with these structures. There are numerous procedures that should be considered to familiarize local communities with the industrial heritage of Yazd (O11-Locals to acquaint with the industrial heritage), including the allocation of distinct functions for specific sites based on their distribution throughout the city (O3-Allocating various functions to sites due to dispersion). There is also the capacity to allocate functions at a regional level (O1-Allocation of functions on a regional scale), which presents opportunities for international funding and attracts a more diverse array of stakeholders compared to competing cities. In accordance with “O6-Integrating Industrial Heritage into Yazd’s World Heritage Management Plan”, the Historic City of Yazd, designated as a UNESCO World Heritage Site, submits an annual conservation management plan. The evaluation of the protection status of a World Heritage Site represents a critical component of the heritage monitoring process. Beyond concentrating on the safeguarding of both tangible and intangible values, it is imperative to prioritize the communication of the site’s outstanding universal value and cultural significance. Since the establishment of factories in Iran, Yazd has been identified as a significant center of industrial activity in the country (O4-Noticing the history of Yazd as the active hub of industry in Iran). Presently, a majority of the workforce in Yazd is employed in the industrial sector, thus rendering this city one of the most industrialized locations in Iran. There is an increasing interest in capitalizing on the presence of cultural tourists in Yazd to explore the industrial heritage sites (O8-Benefiting from the cultural tourists). Furthermore, individuals who frequently visit the historic city of Yazd may have the opportunity to organize short excursions to the industrial heritage sites (O9-Opportunity to arrange short visits), as several of these sites are situated in proximity to the city’s most frequented attractions in the central area. The final prioritization factor concerning opportunities is “O7-Decreasing mass tourism in other attractions”, which advocates for the promotion of industrial heritage sites that are appealing to tourists and contribute to the broader field of heritage tourism. It is imperative to mitigate the risks of overtourism and to prevent harm to delicate monuments within the city, as overtourism can adversely impact the quality of life for local residents.

4.4. Threats

The experts involved in the Delphi analysis consider “T4-Danger of remaining unknown to the tourists” and “T2-Lack of cooperation and proper planning” to be the most significant factors in relation to threats, with mean values of 7.71 and 7.50, respectively (

Table 7. Priority mean point of Delphi-SWOT analysis in threats.

Threat Factor	Mean Point (Max-9)
Danger of remaining unknown to the tourists (T4)	7.71
Lack of cooperation and proper planning (T2)	7.50
Loss of collective memories and experiencing a historical gap (T8)	7.30
Lack of proper education (T7)	7.30
Ignoring the abandoned industrial heritage sites (T5)	7.11
Losing the intangible heritage values (T1)	7.02
Shortage of proper decision and execution (T3)	7
Bankruptcy of the old factories (T9)	6.54
Demolition of buildings (T10)	6.52
Loss of the added value (T6)	6.42

). “T4-Danger of remaining unknown to the tourists” is the most significant, with a priority factor estimation of 7.71. Challenges such as the insufficient introduction of industrial heritage buildings to the public, particularly tourists, and their continued obscurity represent notable threats to this form of heritage in Yazd. In the context of industrial heritage conservation, the lack of cooperation and insufficient planning (T2-Lack of cooperation and proper planning) are impeding the development of brand components. Moreover, surveys indicate that society, particularly individuals residing in proximity to these sites, may experience a loss of collective memory, leading to a historical gap (T8-Loss of collective memories and experiencing a historical gap). The educational challenges (T7-Lack of proper education) in the domain of industrial heritage arise from a deficiency of adequately experienced trainers and insufficient investment in this sector. Furthermore, this could result in the neglect of abandoned industrial heritage sites for future decades (T5-Ignoring the abandoned industrial heritage sites), particularly among the younger generation, which requires greater attention from local authorities. In Yazd, the emphasis on the physical aspects of industrial heritage has resulted in a limited investigation into its intangible values. Consequently, future generations may find it challenging to develop a comprehensive understanding of this heritage context (T1-Losing the intangible heritage values). The decision-making process (T3-Shortage of proper decision and execution), from inception to conclusion, is a critical component in formulating effective strategies to address various issues related to industrial heritage branding. In this context, the lack of effective decision-making, implementation, and execution in Yazd may pose a significant challenge for local authorities in developing an inclusive strategy for textile heritage branding. Conversely, “T9-Bankruptcy of the old factories”, “T10-Demolition of buildings”, and “T6-Loss of the added value” are regarded as the three least significant threats, exhibiting priority factors of 6.54, 6.52, and 6.42, respectively. Accordingly, over-importation is one of the contentious factors that can lead to the bankruptcy of many textile factories, particularly private enterprises, in Yazd (T9-Bankruptcy of the old factories). Moreover, certain industrial heritage buildings may be subject to demolition (T10-Demolition of buildings), and their respective plots of land could subsequently be sold by the owners. Finally, added value is a critical factor in urban regeneration projects, particularly those involving formerly abandoned industrial sites. In the case of Yazd, this issue may be addressed through reduction strategies (T6-Loss of the added value).

4.5. TOWS Strategy Matrix

The TOWS matrix has optimized positive factors while mitigating negative factors. Maxi-Maxi (S-O), Mini-Maxi (W-O), Maxi-Mini (S-T), and Mini-Mini (W-T) were the four distinct quadrants in which the strategies were arranged (

Table 8. TOWS matrix for place branding in relation to industrial heritage regeneration.

SWOT		Internal Strength		Internal Weakness
		1	S5	W1
		2	S11	W5
		3	S1	W2
		4	S6	W8
		5	S12	W7
		6	S7	W9
		7	S4	W3
		8	S13	W6
		9	S3	W10
		10	S2	W4
External Opportunity		Maxi-Maxi (S-O) Strategy		Mini-Maxi (W-O) Strategy
1	O12	Trying to introduce the city of Yazd in the context of industrial heritage, relying on the potential of UNESCO World Heritage.		Training of special tourist guides to introduce the identity of the industrial heritage of Yazd.
2	O2	Encouraging researchers, officials, and NGOs active in the field of Yazd’s historic fabric architecture for activity and interaction in the context of industrial heritage at international levels.		Establishing a responsible body with an international level of activity for branding the industrial heritage of Yazd.
3	O5	Placement of industrial heritage sites in tourism maps of Yazd city for UNESCO.		Instituting an industrial heritage tourism committee with the aim of redefining the tourism map of Yazd.
4	O10	Planning for the revitalization of industrial heritage sites with an adaptive reuse and multi-function approach.		The allocation of a part of the factories to the industrial heritage museum is due to the high multi-functional potential of industrial heritage sites.
5	O11	Involvement of the local community in the process of introduction, conservation, and promotion of industrial heritage sites in Yazd.		Benefiting from the equity investment system involves the local community and small owners.
6	O3	Allocation of various uses according to the location of the site due to the lack of restrictive laws governing the property of a World Heritage Site.		Planning to allocate appropriate functions according to the needs of the neighborhood in line with conservation.
7	O1	Taking advantage of existing experiences in changing the use of industrial heritage spaces in line with the allocation of uses on a provincial scale.		Attracting national investors for provincial-scale uses.
8	O6	The conservation management plan of Yazd city should include the characteristics of the industrial heritage of an Iranian city.		Forming a documentation committee to include the status of factories in the conservation management plan of Yazd.
9	O4	Promotion of Yazd as a representative of the industry in Iran, according to its historical background and current activities.		The planning for making maximum use of the active industrial sector of Yazd to recreate the past memories of industrial machinery.
10	O8	Planning for the tourists of Yazd and neighboring cities to visit Yazd’s industrial heritage sites.		Planning in line with priorities for different cultural tourists to visit industrial heritage sites.
External Threats		Maxi-Mini (S-T) Strategy		Mini-Mini (W-T) Strategy
1	T4	The planning for the inscription of two tentative Yazd factories on the list of UNESCO World Heritage Sites in order to introduce them to tourists.		Holding familiarization courses with industrial heritage in the presence of cultural heritage guides.
2	T2	Using the existing potential in the management and organizational areas of Yazd’s historic fabric towards proper planning to preserve the unique style of textile heritage factories.		Introducing qualified people from related organizations to form the branding committee.
3	T8	Benefiting from the potential of numerous Yazd world heritage sites to plan and organize tangible and intangible textile heritage memories.		Membership of people who worked at textile factories in the industrial heritage tourism committee.
4	T7	Creating innovative functions related to the development of industrial heritage knowledge in factories.		Founding a living textile museum with the aim of educating enthusiasts and young people.
5	T5	Assessing feasibility for the multiple needs of each region in line with the required function allocation.		Proposing long-term uses for each factory and presenting them to the owners for cooperation.
6	T1	Including the protection of the intangible textile heritage in the conservation management plan for the conservation of the historic city of Yazd.		Holding continuous courses in the field of textile heritage in textile factories.
7	T3	Using the experience of changing the use of textile factories in order to improve decision-making and implementation for new projects.		Requesting private investors to hold decision-making meetings and to implement new uses.
8	T9	Considering the historical evolution of Yazd’s industrial heritage, identify the potential of closed factories.		Obtaining taxes from natural and juridical persons who are active in the business of textile import for the costs of documenting closed textile heritage factories.
9	T10	Benefiting from unused sites for short-term uses, such as events related to Yazd’s industry sector.		Repairing and restoring parts of the machines in the factory spaces for educational and exhibition use.
10	T6	Considering the convenient location of Yazd, in line with the allocation of uses to increase added value.		Introducing Yazd as a textile heritage brand to increase the added value of textile heritage factories and attract investors.

). The Maxi-Maxi (S-O) strategy optimizes opportunities and favorable strength variables; the Mini-Maxi (W-O) strategy mitigates unfavorable weakness variables while maximizing compelling opportunity variables; the Maxi-Mini (S-T) strategy enhances desirable strength variables and minimizes undesirable threat variables; and the Mini-Mini (W-T) strategy seeks to reduce both unfavorable variables, namely weaknesses and threats, in the context of future branding strategies for industrial heritage in Yazd.

5. Discussion and Conclusions

This study aimed to develop a framework for formulating a branding strategy for the regeneration of industrial heritage sites in Yazd. Our results confirm that, although industrial heritage sites were originally utilized for the purposes of the workplace and manufacturing, they can now fulfill the contemporary needs of urban environments by functioning as heritage attractions and investment opportunities. Moreover, the residents who have been integral to the workspaces for decades may cultivate a profound emotional attachment to these factories, which retain the identity of the place. This corroborates the prevailing perspective that industrial cities can utilize their industrial heritage to foster urban identity by integrating this heritage into contemporary urban regeneration efforts [5,6]. In particular, the added value of these sites, which is emblematic of regeneration, can significantly impact the place branding strategy. Our findings thus reinforce prior research [46,65,66] that positions place branding as a strategy for economic and symbolic regeneration in the aftermath of the decline of heritage industries. In this study, the conditions of textile manufacturing sites were assessed through a SWOT analysis, which was developed based on a focus group discussion involving eight experts. The SWOT analysis identifies 13 strengths, 10 weaknesses, 12 opportunities, and 10 threats. To enhance the effectiveness of decision-making and strategy formulation, the Delphi method was employed. As a result of the Delphi analysis, (T4-Danger of remaining unknown to the tourists) was identified as the most significant threat factor, exhibiting a priority factor of 7.71; therefore, it should be regarded with the utmost priority. This aligns with prior research suggesting that heritage branding employs historical urban elements to emphasize a destination’s distinctive characteristics and to construct its identity in the perceptions of stakeholders and tourists [84]. This approach enables visitors to engage with the promoted brand values and to experience the authenticity of the particular locale. The values with the lowest priority were assigned to “W4-Non-official brands in Yazd”, “S10-Tourist infrastructures”, and “O7-Decreasing mass tourism in other attractions”, which exhibited mean points of 5.30, 5.33, and 5.59, respectively. In this paper, variables with lesser weights were excluded from the TOWS matrix; consequently, experts utilizing the panel technique were able to focus more effectively on the significant variables necessary for the formulation of future strategies.

Accordingly, the four categories of strategies in line with place branding through industrial heritage in Yazd were proposed based on Weihrich’s TOWS matrix, such as (S-O) strategy, (W-O) strategy, (S-T) strategy, and (W-T) strategy. With respect to the (S-O) strategy, it is imperative to recognize the potential of UNESCO World Heritage designation for the textile manufacturing heritage in Iran, particularly for two sites located in Yazd. This is consistent with previous research indicating that a place with symbolic significance may elevate the psychological and social demands placed on residents, visitors, and entrepreneurs [47,48]. Another strategy in the (S-O) category is the interaction among all stakeholders, including researchers, officials, and NGOs, which may operate at international levels. These interactions align with recent place branding initiatives that facilitate multiple interactions among a diverse array of stakeholders, leading to a bottom-up dynamic process [52,53]. In the context of tourism, it is essential to emphasize industrial heritage sites on the tourist map of the historic city of Yazd to facilitate their recognition by UNESCO. Additionally, comprehensive plans for the visitation of these industrial heritage sites should be developed in order to attract tourists from Yazd and neighboring cities. This strategy has demonstrated that tourism can effectively preserve not only the physical structures of industrial heritage buildings but also their intangible heritage [35,36]. The Yazd municipality can leverage the expertise of the local community, researchers, and NGOs in the processes of introducing, conserving, and promoting industrial heritage sites at an international level to develop a robust heritage branding strategy. This branding strategy elucidates the participatory governance models that underscore the significance of stakeholder engagement in both decision-making processes and their implementation [58,59]. These findings align with the work of Ferreira and Dionísio [42], which suggests that globally recognized brands are often associated with tangible items, thereby underscoring the strong attachment that customers develop towards these brands. Additionally, a comprehensive plan should be developed to effectively revitalize textile heritage buildings, particularly through an adaptive reuse and multifunctional approach. This could be facilitated through the incorporation of existing experiences in the transformation of industrial heritage spaces, aligning their utilization with the designated allocations at the provincial level. Two additional strategies are related to the historical background and current activities of Yazd, which underscore the critical role of its industry in Iran. Therefore, the conservation management plan for Yazd should delineate the characteristics of the urban industrial heritage in Iran.

According to the (W-O) strategy, three approaches can be implemented within the realm of tourism. These include the development of specialized tourist guides trained to showcase Yazd’s industrial heritage, the establishment of an industrial heritage tourism committee aimed at redefining Yazd’s tourism landscape, and the prioritization of cultural tourists who visit industrial heritage sites. Thus, competition among cities to establish their credentials as the optimal choice for potential visitors is crucial, supported by prior research on the provision of a competitive advantage to surpass rival cities [74]. Two strategies should be implemented for investment, including an equity investment system that benefits the local community and small proprietors, as well as the attraction of national investors for provincial-scale initiatives. Additionally, it is imperative to implement measures that allocate a portion of factories to the industrial heritage museum, given their multifunctional potential in Yazd. Furthermore, it is essential to ensure that appropriate functions are designated to meet the needs of the surrounding neighborhoods while preserving the region’s heritage. Most importantly, the establishment of a responsible entity with an internationally recognized level of activity is crucial for the effective branding of Yazd’s industrial heritage. This strategy could facilitate the development of innovative approaches that have transformed traditional branding methodologies, underscoring the importance of inclusivity and democratic processes [56,57]. These findings further illustrate an administrative strategy that enhances the reputation of an attraction and strategically shapes the perceptions of the target audience. This manipulation is grounded in the objectives, values, communication practices, and cultural contexts of the stakeholders involved in the site and its design [43,70,82]. This strategy represents a dialogue among all stakeholders associated with places and place brands, manifesting across various dimensions [49,61]. Two additional strategies are associated with the documentation of both tangible and intangible aspects of industrial heritage for the purposes of conservation and the preservation of memories related to industrial machinery that is significantly connected to the active industrial sector in Yazd.

In accordance with the S-T strategy, five strategies can be developed to enhance the process of repurposing textile heritage factories for new uses. One should develop knowledge of industrial heritage within factories by establishing innovative functions, assessing feasibility according to regional needs, and utilizing current experiences to enhance decision-making and implementation processes for new projects. Unused sites could also be utilized for short-term events related to Yazd’s industrial sector. Furthermore, three strategies can be developed based on UNESCO World Heritage Sites. Efforts should be undertaken to secure the inscription of two Yazd factories on the UNESCO World Heritage list to highlight their textile heritage to tourists. Other strategies may encompass the incorporation of intangible textile heritage within the conservation management plan for the historic city of Yazd, as well as the utilization of the numerous Yazd World Heritage Sites to facilitate the planning and organization of both tangible and intangible textile heritage narratives. These results affirm previous research indicating that a successful approach to the regeneration of industrial heritage involves not only the physical configuration of such sites but also the intangible attributes associated with them [2,35,36]. Regarding the preservation of the unique style of textile heritage factories, the well-structured management and organization of the historic city of Yazd could be adopted. These strategies underscore the enduring cultural significance of place brand credibility [62]. Accordingly, the unique cultural and physical aspects of industrial heritage reflect the identity of a destination, which destination marketing officials strategically manage as brands [63,64].

Finally, in relation to the (W-T) strategy, the majority of initiatives are allocating resources toward education in order to address the deficiencies in local knowledge regarding textile heritage. In this context, potential strategies may encompass the implementation of industrial heritage courses in conjunction with cultural heritage guides, the inclusion of former textile workers in the industrial heritage tourism committee, and the establishment of a living textile museum aimed at educating both enthusiasts and young individuals. Furthermore, it should involve the implementation of ongoing courses focused on textile heritage, as well as the repair and restoration of machinery for educational and exhibition purposes. Additionally, another strategy could establish a foundation for the introduction of qualified individuals from relevant organizations to form a branding committee. This is attributable to the potential of Yazd, as a brand representing textile heritage, to enhance the added value of textile heritage factories and attract investors. The collaboration between owners and investors constitutes a cornerstone strategy for long-term utilization, which should be facilitated through regular decision-making meetings. This strategy aligns with the assertions of Kavaratzis and Kalandides, who maintain that place branding represents a continuous process that integrates diverse groups and spatial relationships associated with the location [49].

This empirical study makes significant theoretical contributions by advancing our understanding of industrial heritage regeneration through the lens of place branding. Highlighting the role of industrial heritage value, stakeholder involvement, and the spatial dynamics of industrial heritage sites, this study underscores the significance of industrial heritage as a nexus between place branding and heritage branding. In the realm of place branding literature, participatory branding, bottom-up processes, and heritage-based value creation introduce novel concepts for the regeneration of industrial heritage. The outcomes of this study offer significant practical implications for urban planners, policymakers, and destination managers by emphasizing the necessity of branding strategies and practices focused on the regeneration of industrial heritage sites. They underscore the importance of training tour guides in the field of industrial heritage, as they serve as ambassadors of this type of heritage in Yazd and, more broadly, in Iran. Furthermore, it is essential that all stakeholders are actively involved in the branding process of industrial heritage, which facilitates a bottom-up approach to decision-making, decision-taking, and execution. Concerning potential methodological biases or challenges, the Real-Time Delphi method is subject to selection bias related to the criteria used in the selection of experts, as well as response biases such as desirability bias and groupthink. This study has limitations that must be acknowledged. It is specifically confined to the textile heritage sites of Yazd, which restricts the capacity to generalize findings to other cities within Iran and beyond. Future research could concentrate on diverse industrial heritage sites in various cities in Iran or in developing countries. This study centered on the perspectives of experts and professionals, rather than those of tourists. Consequently, future research should aim to evaluate visitors’ perceptions concerning the branding of industrial heritage in developing countries. Additionally, future studies should examine the potential of the Delphi-SWOT method across a broader range of industrial heritage sites, particularly those characterized by greater ambiguity in branding strategies and potential. This analysis should incorporate the strategies explored in this study.