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◢ Following the approach of most Iranian state owned enterprises, Iran Air has not engaged outside counsel for its negotiations with Airbus and Boeing.
◢ Hesitation to work with international law firms may be impacting the speed and effectiveness of negotiations.
◢ Iran's start-up ecosystem is dominated by the two VCs that have been successful securing foreign investment.
◢ With little competition, these VCs and their start-ups are beginning to form competitive "blocs," limiting opportunities for collaboration and innovation.
Coffee consumption in Iran is on the rise, but as shown in the global success of Starbucks, selling coffee is about more than just beverages. Cafés demonstrate how Iranian consumers seek places of authenticity, creativity, and community—cultural offerings that underpin commercial success.
◢ Women suffered disproportionately in Iran's economic downturn. Since 2005, the actual number of women in the workplace has fallen by nearly 1 million.
◢ But the dearth in opportunities has spawned an entrepreneurial streak among many Iranian women.
Iran's businesses have a responsibility to protect the environment alongside the government and civil society. Companies should be motivated by both profit and an ethos of corporate social responsibility to adopt more sustainable practices.
◢ Iran's Ministry of Energy has devised Energy Conversion Agreements (ECAs) to encourage investment in power generation
◢ Investment is needed to upgrade an energy grid currently prone to 25% energy loss at peak times
◢ Entrepreneurial change starts with the individual, but is buoyed by favorable trends
◢ Megatrends in demographics, economics, communications technology and capital are driving growth in Iran's tech sector
◢ Think tanks played a crucial role in both sides of the debate surrounding the Iran Deal.
◢ The success of the Iran Deal continues to depend on the influence of think tanks, particularly in Washington D.C.
◢ Iran is expected to welcome 20 million tourists per year by 2025, but the country currently boasts just 650 hotels.
◢ International brands are moving into the country and strong market potential means that investors can find favorable incentives and financing packages to support development.
◢ Brexit is disrupting the key coordinating bodies responsible for implementation of the Iran Deal.
◢ Trade and investment in Iran will not be a priority for key European companies during Brexit volatility.
◢ Limitations on the activities of advisors and consultants keeps banks and businesses wary of engaging Iran.
◢ American regulators should offer a sanctions general license to help knowledge transfer take place.
◢ Iran suffers from a negative reputation worldwide, which does not match the domestic reality.
◢ Companies must master skills of marketing and communications to offer new perspecitves on the country and what it can offer.
◢ "Business diplomacy" has become a key skillset for multinational corporations operating in markets around the world.
◢ In Iran, the worlds of politics and business often collide making these skills part of the formula for succesful management.
◢ The Iran economic opportunity has been the source of great excitement, and the market is being touted as some kind of “dream land.”
◢ But expectations are beginning to outpace reality and a more sober assessment ofthe reforms necessary to make Iran a winning market is needed.
There is the potential of détente between Iran and the world and conciliatory dialogues are now slowly appearing in major media which had long vilified the country. Iran may provide a more welcoming and more comfortable urban space than many other Middle Eastern cities, some of which are well-trod destinations for Western expats.
◢ Iran is a "game-changer" market, but demographics, macroeconomics, geography, and politics introduce risks that may make companies hesitate.
◢ The role of risk managers is to protect value, but they can and should also create value for their companies through a more proactive style of opportunity risk management.
◢ There is a vibrant but largely overlooked community of social entrepreneurs in Iran doing innovative work for the social good.
◢ A recent survey of 100 social entrepreneurs completed with the support of George Mason University concluded that while the sector is growing, more support and funding is needed.
Over the last decade, the global market for contemporary Iranian art has witnessed an extraordinary surge in activity and sales. It is not simply international sales that characterize Iran’s art market. Domestic auctions have seen record prices in recent years and the secondary art market in Iran continues to grow and develop in the face of significant challenges.
◢ Post-sanctions trade and investment reporting has focused on three major countries: Germany, France, and Italy.
◢ But other European countries bring opportunities that should not be overlooked. A push to Iran by Poland's Economic Minister Janusz Piechociński reminds us that the story of Iran-Europe economic ties importantly extends to smaller economies as well.
