The beginning of the cooperation of The One Iranian company with the sustainable structure of the century has been associated with the Irfan project. The performance of The One’s team and the resulting sales results were considered as a brilliant record among the competitors and colleagues of the sustainable structure, but many considered this success to be related to the characteristics of the project itself and its conditions.

Therefore, in order to prove their capabilities in the face of great challenges, The One managers invited Sazeh Taybard Company to do marketing and sales consulting for one of the most stagnant projects of this company as “an excellent opportunity for growth and development and learning more.” He accepted in 2011.

The story of the formation of the fruit and vegetable market in Yazd and the challenges facing this project:

Yazd, like many other cities, had a fruit and vegetable market at its busiest point for several years, which was about 50 years old, and the main owner of which was Yazd Municipality. The operators of this market were active as municipal tenants in this center and this market was very important even on a national scale.

The owners of this center (mayor and Qaran Sustainable Structure) decided to relocate a few years before The One entered this project due to problems such as non-payment of rent by shopkeepers and problems created in the city such as traffic.

The solution considered by the owners was to choose land on the outskirts of the city, build vegetable stalls and force the tenants to move to this new center. The most important challenge and problem of this solution can be considered as the lack of consultation with the shopkeepers in the construction of the new center, collecting their points of view in its design, and the lack of attracting the participation of the fruit and vegetable industry in the relocation. It can be said that their approach to this planning was very bureaucratic and managerial, and business sensitivities were not taken into account.

According to their experiences, the The One team knew very well that in the construction and development of a business center, especially a specialized center, the first principle of success is to attract the participation of the stakeholders of that market and to establish a close relationship with the whole group or with a number of members. He has authority and power in the market. No successful market in powerful guilds such as gold, carpets and vegetables can be developed alone, without collective wisdom and without understanding the needs of the audience. Therefore, this issue became the main key to solving the problem itself: Attract participation.

Despite this basic problem, i.e. lack of audience acceptance of the project; The One considered himself obliged to work in this project. Our research showed that one of the reasons for shopkeepers’ reluctance to move was the amount of rent paid, which increased several times after moving to a new market.

On the other hand, the transfer model in the new market was determined as a sale. It means that the guild owners were either forced to buy a stall in the new market or they had to rent it from a private owner and not from the municipality. This issue was not justifiable for them in any way and they showed their dissatisfaction through sit-ins and gatherings in front of government offices or officials’ houses. On the other hand, the sensitivity of this issue was very high due to the closeness of the 1992 elections, and any disturbance and collective dissatisfaction could be considered significant from a political point of view.

This was the first experience of The One Iranians, that the managers and strategists of the organization were stationed in the project for 22 days round the clock and planned and determined the development strategies in close communication with the audience. It can be called as one of the most difficult and at the same time the most attractive running experiences.

About Yazd fruit and vegetable market:

This project is designed in a land area of ​​50 hectares and infrastructure of about 175,000 square meters with facilities such as wholesale fruit and vegetable stalls, cold store, scale, dry market, guest house, mosque, bank, retail stalls, etc. has been

Description of The One actions:

Due to the social and political challenges caused by the problem of reluctance to move the owners of the restaurant and bar, TheOne Iranian took the first step of his actions to talk with the responsible and influential authorities in this matter, so that by presenting the description of his future actions, he can support this attract the bunch.

In the next step of marketing actions, the introduction of the project was done individually, and the The One sales team held several meetings with several people in individual meetings in order to be able to introduce the goals and vision of the project away from any orientation.

Although the opening of the new market had many opponents, in order to express their opposition to this project, they started to build and develop a new market in the nearby city called Shahdieh Bazaar; However, we managed to sell more than half of the commercial units in this market before any public notification. In this way, the influential forces in the old market gradually became more willing to be present in the new market. The new market is currently active and continues its process, and the main goal of the sale, i.e. return of investors’ capital, was successfully realized.

It seems necessary to mention this point that we believe that the fruit and vegetable market of Yazd could have been developed with better quality and by providing more services.

In the fruit and vegetable market project of Yazd, The One was more of a “command headquarters” than a sales management role. In this project, we took advantage of “strategic planning” in the literal sense of the word, and our brilliant performance was evident in the individual negotiations.

Each of these negotiations with the elders of the market took place after hours of studying the socio-economic structure of the market and getting to know the said person. Also, this project can be considered as the most difficult project in terms of using psychological operation techniques.

The people of Yazd are known for their hard work and rationality in business. Our experience showed that no promotional activities and psychological operations will be responsive in this society, especially among trade union activists. Also, the political-social dimension of this project also involved The One’s team in a very deep sociological activity, which ultimately made all these cases of work experience in the fruit and vegetable market of Yazd unforgettable.