📰 The Lost Marketing in Iran’s Tourism Industry: From Traditional Thinking to Professional Foresight
By Dr. Akbar Tohidi
One of the least-discussed issues in Iran’s tourism and hospitality industry is the absence of strategic marketing and forward-looking planning.
A major part of this sector is still managed by traditional business owners and unqualified managers who rely on outdated methods of operation and personal assumptions rather than research and strategy.
The essential question is: market share compared to whom?
Who are our real competitors on a global scale, and what does “planning for the future” even mean in this context?
Many businesses rely on superficial, short-term marketing—mainly through social media—believing that a few attractive posts or seasonal offers are enough to keep their market alive.
Some managers even say, “The future is already in my hands; the guest must adapt to me.”
Such an attitude reflects a static mindset that tries to survive rather than evolve. When most of the engineered market is monopolized by certain groups, and the rest is occupied by unlicensed operators, there seems to be no perceived need for scientific marketing.
This mindset often becomes internalized:
Many owners of hotels and tourism establishments genuinely believe that marketing is unnecessary. They justify it with phrases like “My business sells itself” or “There are enough customers during high season.”
This is precisely the destructive trap that holds the industry back.
In most establishments, there is no research and development team, and simply having a social media administrator is mistaken for “deep marketing.”
When there are no true competitors and no global benchmarking, there is little incentive to study the market or to compete on quality, innovation, or brand value.
The lack of structured research on different generations—such as Gen Z or older demographics—means we have little understanding of where the market is heading or how customers’ behaviors and expectations are changing.
Our planning must be based on accurate data and future-oriented thinking.
We must ask:
– What are the new expectations of travelers?
– How will their spending habits change?
– Where is the market heading?
– Which segments are most suitable for our capabilities, budgets, and customer base?
– And how can we process these insights to achieve sustainable goals?
Using the data we have on both the national market and our own businesses, we must develop clear strategies.
A proper business plan, aligned with branding, seasonality, and marketing goals, is the foundation of any professional operation.
We should also seek insights from true experts and specialists in the field—not from showmen or social media personalities—to set strategic directions for the future.
Every piece of content we publish, and every marketing action we take, must serve as part of a coherent map—designed to guide the audience’s perception and to inspire curiosity, excitement, and trust toward our brand.
Strong public relations, genuine communication with guests and staff, and the use of appropriate, purposeful media channels form the core of professional marketing.
Ultimately, consistency between marketing, branding, and business planning is essential.
All communication and advertising—whether through billboards, social media, or digital campaigns—must align with a unified concept and brand identity.
This harmony ensures that every touchpoint reinforces the same message and emotional experience.
Let us look at the hospitality industry with clearer eyes and a renewed vision.
If we embrace knowledge, creativity, and foresight, we can leave behind not just beautiful memories—but also enduring names and services that represent the true potential of Iranian hospitality.
Drtohidi
