{"id":4055,"date":"2026-04-10T18:16:12","date_gmt":"2026-04-10T14:46:12","guid":{"rendered":"http:\/\/dibabc.co\/diba-projects\/"},"modified":"2026-07-16T14:41:46","modified_gmt":"2026-07-16T11:11:46","slug":"diba-projects","status":"publish","type":"page","link":"http:\/\/dibabc.co\/en\/diba-projects\/","title":{"rendered":"Diba Projects"},"content":{"rendered":"\t\t
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Sahand Industrial-Production Group<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nLack of systematic marketing and sales management structure, traditional structure of response to market needs. High capacity of production team and desirable leadership capacity of partners, which should gain a worthy share of the sanitary valves and equipment market by developing a coherent brand presence in the market.\n\nSolution:<\/strong>\n\nWe started our work with brand research and recognition (potentials, trends, values \u200b\u200band advantages) under the title of recognition phase and by rearranging processes, programs and segmentations, we formulated and implemented the marketing and sales team strategies by modifying the brand presence process in the market. The marketing plan steps were implemented during the formulation and implementation, and the coherence of the product presence in the agencies and agencies was interpreted and implemented based on planned patterns under the title of executive instructions.\n\nSignificant changes:<\/strong>\n\nIncrease in the number of agencies in Tehran from 3 to 46 and representatives from 2 to 9. Increase in the presence of representatives and agencies from 6 provinces to 28 provinces in the country.\n\nDevelopment of brand awareness, expansion of share in the building sanitary valves market, development of the marketing and sales team in Iran and the Middle East, four times the only recipient of the statuette of respecting consumer rights in this industry.\n\nNumber of contracts with this group: 4 contracts from 2015 to 2023\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Pars Ilya Trade Development<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nThe company was active in two industries: construction and tourism, and specifically needed to integrate its economic and commercial activities, so that it could move from traditional approaches to a systematic and brand-like performance by designing a program, preserving the legacy of two decades of activity in this field and growing its values.\n\nThe company was designing, supplying, and equipping two large hotels with international standards under the Rotana and Fairmont brands in Tehran and Mashhad, and was also involved in the supply and construction of the Iran Grand Bazaar (Iran Mall) and Mashhad Mall projects.\n\nSolution:<\/strong>\n\nFor the first time, we were involved in a project of this scale, and as usual, we started by understanding the processes and systems. Reforming the organizational structure, integrating all processes and value creation under one concept led to the creation of the Dekoshivani brand. Dekoshivani received the first license to design, supply and equip hotels and accommodation facilities in Iran and carried out its activities with the scientific concept of place branding. Service design and a coherent marketing plan were developed, and the implementation infrastructure was formed. The fruit of this design and brand creation led to participation in the policy-making council of the Iranian Grand Bazaar brands and advising them in the early years of this market’s activity.\n\nAchievements and tangible changes:<\/strong>\n\nDeveloping plans and integrating the holding’s performance under a value-creating concept, positioning the holding brand as the most comprehensive service provider in this field, completing projects with strategic management approaches in the cost leadership sector, which led to optimization in processes and a 30% reduction in procurement and operating costs. Creating a dedicated supply chain model for the Dekoshivani brand with 4,000 leading national and international suppliers.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Ecru jeans<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Idea:<\/strong><\/p>

Using available resources and taking advantage of opportunities to supply raw materials in the production of denim clothing<\/p>

Challenge:<\/strong><\/p>

Creating a brand in the Tehran Grand Bazaar was like entering a child in the middle of an adult game. The literature and understanding of concepts in the market was different from what is in universities and organizations, and gaining a share of that sea was entirely based on creating a method for profitability in the most optimal time possible. From clothing design to receiving receivable documents, from creating an identity to creating a market, our first experience of participating in a brand and in a way, entrepreneurship.<\/p>

Solution:<\/strong><\/p>

Efforts to accurately understand the literature of value creation in that context, creating a value chain network in order to optimally supply raw materials and maximizing cost management to achieve the first competitive product with exchange value<\/p>

Achievements:<\/strong><\/p>

15 years of continuous activity and presence in the wholesale market for denim pants and jackets and distribution throughout Iran and with a maximum production capacity and sales of 8,000 pieces per month using a factory-free production method.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Baruti Company<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Challenge:<\/strong><\/p>

A brand in the field of luxury building valves whose name was registered and had to be present in the luxury valves market, and the awareness of the final audience’s brand was formed and developed. On the other hand, reengineering the distribution lines was a basic need for this brand, which was a member of the family of a parent brand, and was one of the basic requirements.<\/p>

Solution:<\/strong><\/p>

Due to our complete understanding of the medium and macro environment of this industry, we started to create structures and map marketing and sales programs in a short time. The brand book and a set of requirements, dos and don’ts of the brand were put on the path of implementation, and product sales plans were implemented. Adding a sales contractor was one of the outputs of the strategy to enter the luxury goods market, which we achieved along the way, and finally, by granting agencies and agencies, the work was put on the path of development.<\/p>

Achievements:<\/strong><\/p>

Creating a well-established marketing and sales infrastructure, developing luxury brand concepts, corporate brand architecture in the brand development and activities phase, consulting organization members to maintain operational approaches and systems.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Celto plus<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nA brand in the field of kitchen equipment whose name had been registered but was at the beginning of its activity and a part of the parent company’s products was to enter the market this time in the economy and mid-market category under a sub-brand.\n\nMaintaining sales of products in the same category as the parent brand, developing brand awareness in the distribution system, engineering the marketing mix based on marketing research\n\nSolution:<\/strong>\n\nDue to sufficient knowledge of the medium and macro environment of this industry, the market research information modules had to be completed in a reasonable time. The coordinates of the new brand in proximity to the parent brand based on brand architecture knowledge had to be determined. Marketing and sales planning and recruitment and training of members and creating a structure for presenting a branded marketing mix and management consulting to members of the organization\n\nAchievements and tangible changes:<\/strong>\n\nExpanding the brand’s presence in 10 provinces and completing the production capacity allocated to this brand from the parent company’s production and supply lines in less than three months\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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TSF <\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nOur team has been with them since the beginning of this brand and has been providing consulting services and economic plans in various projects and at different stages of the brand’s life since 2018.\n\n-Market research project on the path of development with a feasibility approach:<\/strong>\n\nTavangaran Group needed research with macro-analytical approaches and economic-industrial and technological feasibility studies to develop its product portfolio and enter a new market in the chemical paint and resin industry. The project duration was 3 months and reports, documentation and consultations were provided. The achievement of this project was to clarify the path of budget allocation and capital provision, and postpone the project, as reports indicated that in the industry, the financial cost estimated at 500 billion tomans was incurred on one economic unit due to lack of project planning.\n\nYear of Project: 1402\n\n– Brand Touchpoint Management Project:<\/strong>\n\nThe Tavangaran Group, due to their targeted activities and powerful presence in this industry, has reached a position in the market that required more optimal interaction with their audience market in order to maximize the expressed value of their brand. This plan was implemented in order to engineer and redefine the methods of proximity of this business in their organization and the industry. The achievements of this implementation were the recognition of systems and executive methods within the organization and methods of creating brand value, optimization in managing performance costs and improving brand communication processes with internal and external audiences.\n\nYear of Project: 1403\n\n– Comprehensive Adaptive Identity-Based Brand Management Project:<\/strong>\n\nChallenge:<\/strong>\n\nThe growth and development of the company in a short period of time had caused an imbalance in the overall structure of the value creation process.\n\nIdea:<\/strong>\n\nBrand management as a knowledge and performance tool could be effective, but its implementation is a big task.\n\nIn the development of this powerful brand, the Tavangaran Industrial and Manufacturing Group decided to advance business management based on identity-based brand management paradigms in order to be more present in the position it holds in the industry and to respond more effectively to the needs of domestic and foreign audiences, as well as to move towards realizing maximum perceptual benefits of the audience.\n\nThis action begins with a brand research phase in the market and marketing research departments, reengineering systems and processes, rebranding planning, developing marketing and brand management plans, and finally, by presenting a comprehensive plan along with monitoring and evaluation guidelines, we will complete the work by training and consulting the management team in this comprehensive action. The estimated time is from Khordad 1404 to the end of 1404, which we are currently in the process of reengineering and integrating.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Bonyan Tejarat<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nThe most important issue we initially faced was the architectural structure of the parent brand. Bonyan Tejarat had entered the market with several sub-brands, but the identity of the parent brand was lost and customers did not know which one to remain loyal to; the parent brand? Or one of the sub-brands? This confusion not only undermined trust, but also eroded the brand\u2019s energy and put structured competitors ahead.\n\nOur solution:<\/strong>\n\nFirst, we redesigned the brand\u2019s architectural structure; each sub-brand found a specific role.\n\nThen, we redefined the identity of the parent brand, an identity that would connect and guide all sub-brands.\n\nWe developed a market penetration and development strategy so that Bonyan Tejarat could not only be recognized, but also find a special place in the minds of customers.\n\nTactile changes:<\/strong>\n\nBonyan Tejarat became a united family; Each sub-brand member has a clear position and role, and everyone speaks a common language.\n\nCustomers were better able to make decisions; they knew without a doubt which brand to look at and which sub-brand would be the most trustworthy, resulting in increased trust.\n\nCompetitors who were ahead in the past have now come out on top in the competition; the brand has gained new energy, its vitality has returned, and its market share has increased significantly.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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TelC<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nThe core of Telc\u2019s formation are expert engineers whose key value is continuous and transformative product innovation, and perhaps this focus on development and less attention to brand communication had become their Achilles heel. On the main market stage, their reputation was preserved, but on the digital stage they had become almost invisible. Fresh and new generation customers were looking for more energetic brands. Every day there was a risk that Telc, with all its experience and authenticity, would slowly give up its market share to competitors who felt that they would never be able to compete with Telc in terms of infrastructure power, but in reality were gaining more share with brand awareness.\n\nOur solution:<\/strong>\n\nWe meticulously analyzed customer behavior to discover unmet needs.\n\nGaps that competitors had ignored were identified.\n\nA brand repositioning strategy was designed and implemented with awareness campaigns.\n\nAn integrated marketing communications (IMC) program was created to redefine the brand so that TelC\u2019s voice could be heard again in the digital world.\n\nNotable changes:<\/strong>\n\nTelC transformed from a traditional name to an innovative and energetic brand.\n\nIt was re-discovered in the digital space and regained its place among a younger audience.\n\nThe trust of corporate customers was rebuilt; not only in terms of retaining old customers, but also in attracting new ones.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Romatone<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Challenge:<\/strong><\/p>

The power tools market was full of established names. Romaton was a newcomer born from a simple and fundamental need; a brand that offered reliable quality, structured and supportive services, and fair pricing (value for money), because in many markets, adhering to professional standards throughout the value chain is still a desirable competitive advantage. But despite these strengths, the brand\u2019s voice was not heard. No matter how good the product is, if it is not seen, it will not find a place in the consumer\u2019s mind.<\/p>

Our solution:<\/strong><\/p>

We created a distinctive identity for Romaton; a voice that would not be confused with others. (Instead of the usual brand reliance on tools as heroes, our heroes were workers.)<\/p>

We designed a market penetration strategy and its development path.<\/p>

Awareness campaigns were launched and the health of the brand was continuously monitored.<\/p>

Tactile changes:<\/strong><\/p>

Romaton acquired a voice that no longer got lost in the hustle and bustle of the market.<\/p>

It was able to find a clear place in the minds of customers.<\/p>

Its market share grew in a short time, transforming from a silent newcomer to a heard player.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Ajour Home<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nAjou Home Showroom was a beautiful interior design showroom; but being good is not always enough! Furniture and interior design showrooms always need unique reasons to visit to encourage customers to experience it.\n\nOur Solution:<\/strong>\n\nDue to space constraints, Ajou could not be the ideal representative for all customer segments, so we focused on a few specific subcategories of modern minimalist products (such as modern Japanese, biophilic elements, multifunctional spaces, sustainable design). We also reduced the focus from home and office structures to just the home space, and with the help of innovation in smart homes, the brand offered different possibilities.\n\nSignificant changes:<\/strong>\n\nThe brand focused on a segment of the market that, with the exit of Turkish and European brands, and prices that were no longer preferable for this segment but were still looking for special and quality products, created a desirable competitive advantage with the leverage of complete customization that was not feasible for general and large market brands.\n\nThen a different brand name and identity were created and the space was transformed from a mere showroom into a place to personalize the home interior design experience.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Varta<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nThe auto parts market was noisy; the old names had made their mark with loud voices. Varta was a newcomer whose voice was not heard in this noise. Customers trusted established brands and there was little room left for a newcomer to enter.\n\nOur Solution:<\/strong>\n\nFirst, a brand audit was conducted throughout Iran and in all branches. Then, we realized that the brand values \u200b\u200band distinctive performance characteristics of the brand were not well understood by mechanics, bankers, and distributors. They only knew that Varta parts had very few returns and that the renewal period for Varta consumable parts was noticeably longer than other brands. Therefore, over the next year, specialized brand introduction events were held in all provinces, specialized forums were formed around repairs, product development was created by understanding the specific characteristics of each region, and in this process, co-creation was carried out by fully involving customers.\n\nPerceptible changes:<\/strong>\n\nThe voice of Varta was finally heard; a previously unknown brand was now seen.\n\nThe trust of repairers and customers was won; the very point that is the key to success in this industry.\n\nVarta gained a significant share of the market and transformed from a silent newcomer into a reliable brand.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Markiz Center<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tChallenge:<\/strong>\n\nMarquis Center is a local but very well-built shopping mall for the residents of Saadat Abad area, but despite all the attention to quality details by the management team, repeat visits to this local mall were limited, so they asked us to increase brand awareness in the area and make a significant change in visitor traffic.\n\nOur Solution:<\/strong>\n\nIn the first stage, the reasons for non-repeat purchases and analysis of customer purchasing behavior were monitored. Then, in-depth interviews were conducted with each tenant and other stakeholders to understand the main reasons for the problem.\n\nAnd here, like many malls in Tehran, the main problem was the lack of proper arrangement of the tenant mix, because in malls there are different business models, the basis of which is determined by the choice of concept, and then the arrangement is based on the customer’s desires and values.\n\nSo a new identity was redefined and repositioned, a new tenant mix was implemented, and the idea of \u200b\u200bcollaborating with influential local artists in a shared space was floated to maximize repeat visits.\n\nNoticeable Changes:<\/strong>\n\nThe Marquis was seen and heard again.\n\nNew customers were attracted and old customers returned.\n\nTenant sales increased and the center became an attractive shopping destination.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Raybin \u2013 ERP Solutions<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Challenge:<\/strong><\/p>

The ERP market was highly competitive and full of powerful brands. Raybin was like a newcomer who was not taken seriously; and its voice was lost in the noise of competitors.<\/p>

Our Solution:<\/strong><\/p>

For the brand, we positioned the strategy of focusing on a specific market where we had brand leverage and experience, and then instead of environmental campaigns that they intended to implement, which naturally the brand could not afford to repeat and as a result had little effectiveness, we arranged the approach of strategic alliances with decisive business partners in the industry in a way that made the marketing act fruitful in reality and with the lowest implementation cost.<\/p>

Tactile Changes:<\/strong><\/p>

Potential customers in our specific target market became the main consumers of the brand with a high absorption rate<\/p>

Raybin transformed from an unknown newcomer to a reputable and well-known brand in the ERP field of its niche industry, and then advanced to its neighboring markets.<\/p>

By creating the startup Studio Raybin, we attracted and invested in innovative startups in this industry, which resulted in the ability to personalize products and add-on modules in the industry.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Sahand Industrial-Production Group Challenge: Lack of systematic marketing and sales management structure, traditional structure of response to market needs. High capacity of production team and desirable leadership capacity of partners, which should …<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-4055","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/pages\/4055","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/comments?post=4055"}],"version-history":[{"count":21,"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/pages\/4055\/revisions"}],"predecessor-version":[{"id":4270,"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/pages\/4055\/revisions\/4270"}],"wp:attachment":[{"href":"http:\/\/dibabc.co\/en\/wp-json\/wp\/v2\/media?parent=4055"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}