Before anything is signed, we establish whether this market is right for the brand at all. What the category looks like here, who controls the shelf, what you will be measured against, and at what price the brand can hold its position. Sometimes the honest answer is not yet, and we say so.
Market research and consumer analysis
Competitive landscape assessment
Pricing and positioning strategy
Channel and category feasibility
We negotiate the rights and structure the model around the brand: Tehrani International Trading as exclusive distributor holding the rights and inventory, or as your appointed agent building the channel while you ship direct. Either way, the agreement is written to protect the brand rather than simply move volume, with territory, term and standards agreed before a single unit ships.
Exclusive distribution rights negotiation
Partnership and licensing agreements
Territory, term and exclusivity structure
Distributor and agent agreements
This is where market entry is usually won or lost. Retail and wholesale networks, hospitality accounts, dealer programs, inventory and the supply chain behind it. A brand does not arrive in a market by appearing in it. It arrives when there are people here with a reason to sell it.
Retail and wholesale network development
Authorised dealer and retailer programs
Inventory and supply chain management
Launch planning and execution
The agreements that last are the ones somebody manages every day. Pricing discipline held across borders, regulatory and customs compliance, communication in the languages the market actually uses, and expansion planned only once the base is solid.
Pricing discipline and MSRP compliance
Customs, regulatory and labelling compliance
Multi-language market communications
Multi-market expansion planning
Someone on your side who can agree terms without a three month internal review. Market windows close, and the good retail slots go to whoever is ready first.
Landed cost, minimum order quantities, lead times, and the margin the brand genuinely needs to survive at retail here. Optimistic numbers cost everyone a year.
What the brand will and will not do. Pricing floors, channels you refuse, presentation standards. Tell us what to defend and we will defend it.
Distribution compounds. The first twelve months build the base. The return comes from the decade after it, which is why our agreements tend to run that long.
Twenty years of building brands in markets where they had never existed.
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