The Enghelab Atlas was an important step for The One to gain experience in sensitive and precise team negotiations.
Atlas of the Revolution is a commercial office complex with an area of 1620 square meters, on 10 floors and has 90 business units, which is located in the book exchange and is located in front of the main door of Tehran University.
The employer of this project, Iranian Atlas Company, in 2010, when the project was in the skeleton stage, assigned the marketing and sales agency of this project to The One Iranian Company. In addition to the unique architectural design of the project, one of its features was the design of efficient ramps between floors. In this way, there is no need to use stairs to move between two floors, and it became possible to move users between floors by moving on ramps with a very low slope.
The market research that was done in the book exchange market revealed the complexities of this trade and made the pricing issue difficult for us.
Our surveys showed that the prices of passages with high footrest are in the high category and other prices are very low. Pricing based on the average price is almost impossible in such buildings. Therefore, the pricing only depended on our forecast and foresight regarding the positioning of the project in the market.
For the first time in a sales project, The One used 6 pricing levels, which included 6 steps higher than the price announced by the employer as the expert price of justice. The sales team adopted different strategies in front of different groups of potential customers, competitors and market giants. It was clear to us that the sale of a single unit in this project can be very difficult, and the collective sale approach of selling several units together or selling all the units on the same floor at once is much more logical in this project.
During the time needed to prepare marketing and advertising tools, such as logo design, catalog, environmental advertising plan…. which are among the tools needed to sell real estate projects, The One company managers focused their efforts on the one-stop sale of the project. On the one hand, this approach presented us with two possible options in terms of sales, and on the other hand, if it was possible to sell all at once, according to financial analysis, project conditions and market observations, the project would be considered much more profitable for the esteemed employer.
In this regard, the marketing and sales team held one-on-one meetings with large institutions active in the field of books. In this way, in a very efficient period of time, with the help of the employer, he was able to sell the project at once and at a great price. This was the first experience of The One Iranians in B2B contracts. The most important achievement of The One Iranian from this project was understanding the sensitivity of B2B negotiations and completing the entire sales process within 4 months.
