At the time The One Iranian Company became acquainted with the Shamseh project, this project named “Big Bazaar of Imam Khomeini Square” near the shrine of Hazrat Masoumeh in Qom city was under construction under the supervision of Qom city municipality.

This bazaar has 600 commercial units with Iranian-Islamic architectural design, and due to its special concept, it is considered one of the different projects of The One company.

The esteemed client of the project held a tender in Qom city in 2012 in order to start cooperation with marketing and sales consultants. Many companies from all over Iran announced their readiness due to the scale and importance of this project at the national level and their interest in cooperating with the project employer.

The employer’s method for measuring the performance of the mentioned companies was accompanied by examining the work history of each of them and evaluating their performance in past projects. During this evaluation, The One Iranian Company was able to win this tender in two sections of administrative evaluation and qualitative evaluation and started working as the exclusive marketing and sales consultant of Imam Khomeini Square Grand Bazaar project.

about Shamseh Project:

In order to increase the parking capacity of Hazrat Masoumeh’s shrine, the beautification organization around the shrine has constructed an underground parking lot in the space around the shrine called “Zaer Parking”. In this large “underground” project, the last two floors or in other words the two basement floors (above the parking floors) were dedicated to commercial use or a market for pilgrims and travelers.

Challenge 1: According to our observations, underground markets or malls in Iran have not been well received. This applies even in the Tehran market.

Challenge 2: The proximity of the Grand Bazaar project to other markets and shopping centers in Qom was the second challenge facing the project. This challenge increased the threat of non-prosperity of this space. In this regard, shop owners in other commercial projects had a very negative attitude towards the development of this project, which was based on their analysis of the decrease in the goodwill value of their properties in the event of the development of the Haram Bazaar project.

Callenge 3: The third challenge was related to the high volume of project debts to contractors and other people.

Despite the challenges and problems of the project, cooperation with Qom Municipality as a sales consultant for the Haram Grand Bazaar brought many attractions for The One Iranian Company:

The One’s motives for entering the Shamseh project:

The interest of the company managers to engineer the value of the project and turn it into a successful underground commercial project for the first time in Iran with the necessary standards for the vitality and prosperity of commercial shops was the first motivation of our team to announce cooperation in this project.

In those years, The one company’s prediction of the change in the development process of shopping centers towards management, exploitation and distancing from traditional development methods in these centers prompted our team to have less presence in commercial projects. And almost declare readiness to cooperate in a very small number of commercial projects.

However, the huge growth potential of the Qom market, including its very strategic location; It gave us an opportunity to try to change its management structure with measures such as the management of the transfer of business units in a goodwill manner.

Another attraction of the Imam Khomeini Grand Bazaar project was due to its potential to redefine the audience group and reposition it according to a new perspective.

The One wanted to define a market that is different from other “markets around the shrine” in the country, has a higher quality in terms of management and offers better quality goods, its target group is defined from higher economic deciles and an attractive place for pilgrims. The Shiite countries on the Persian Gulf coast to be in a balanced combination with other commercial centers of the city.

also, instead of competing with each of them, take the inactive part of the market and “cooperation” fills the place of competition.

The One’s actions in the Shamseh project:

In a period of two months and before starting work in the field of sales, the study team of the company put on its agenda to conduct market research and develop strategic plans for development and project value engineering, which can be the basis for subsequent marketing and sales activities. .

Among our important actions was a very effective marketing campaign and a successful advertising campaign for Hamshahri newspaper. Hamshahri newspaper was chosen as the best advertisement plan of Hamshahri newspaper that year. Considering the location of the project, changing its name was on the agenda, and The One’s team chose the market name “Shamseh” for this project.

We considered it our duty to find a solution to compensate for the project’s lack of prosperity and to stop selling and handing it over and its not very suitable identity in the market.

After two months of study work and implementation of advertising measures in line with the advancement of the marketing campaign, such as logo and visual identity design, billboard implementation, newspaper advertisement, design and construction of information office and implementation of psychological operations in the market, we were able to develop a “very unique pricing strategy, professional E and efficient” and sales strategies; To increase the desire and interest of the contacts in the project to such an extent that the result was the creation of queues of buyers and reservations of 270 shops in a short period of two weeks.

The working process was defined by the municipality in such a way that participation in the auction was considered mandatory. Even all those who had reserved their shop in advance had to participate in this auction to legalize their purchase. This was very damaging to the sales process according to our company’s standards.

In the meantime, the management board of the client’s group changed and the new team did not understand the previous stagnation of the project at the time of the start of cooperation with The One Iranian. Their idea was that the situation of that day with the number of 270 reserved units, whose slips were being bought and sold in the market at double the price, is a good opportunity to increase the price of the units and even exceed the price of the previous commitments to the bookers. This issue caused a challenge between The One Iranian company and the employer regarding sales strategies.

The employer announced the new increased prices in the new auctions. With this incident, about half of the previous applicants stopped buying the unit and the sales process continued considering the new audience group.

The One’s wishes in the Shamseh project regarding the creation of a shopping center with high standards and with professional operation management did not come true. Today, only some of our marketing and branding actions remain in this project.