Comparing Sales Management in International Sports Brand Stores in Emirates and Iran

Introduction
In today's competitive markets, organizations use sales and marketing to identify, analyze, and meet customer needs, producing products that align with preferences. Popular sports brands can connect with customers by offering products through their own retail stores, which are the best place for face-to-face interaction and understanding customers.
Dubai is a global commercial center, attracting various businesses and tourists, making it a significant sales market. In contrast, Iran has faced international trade sanctions since 1978, limiting the presence of sports brands in the country. This study examines the difference in sales management in sports brand stores under conditions of international trade sanctions in Iran versus the free trade zone of Dubai. Comparing sales management in the capitals of these two countries can yield valuable insights into how these brands operate in different cultural, political, economic, and social conditions.
Methods
The research method was a sequential exploratory mixed method. The participants in the interview section included salespeople, store managers, and customers present in the stores. The interviews started with 30 people and continued until theoretical saturation was reached. In total, 153 managers, salespeople, and customers of sports stores in Dubai and Tehran were interviewed. The research population in the quantitative section consisted of customers present in the target sports stores. The Morgan-Krejcie table was used to determine the sample size. Accordingly, 384 people were selected as the sample size. However, due to the possibility of questionnaires being compromised, 800 questionnaires were distributed equally in the target stores, and ultimately, 615 usable questionnaires were collected. The sample members were selected using the Convenience Sampling.
Results
An examination of the characteristics of the sports stores of the Nike, Adidas, and Puma brands in Iran and the United Arab Emirates showed that the most important common elements and areas of focus in these stores are:
•Attractiveness of the store environment
•Easy access to products
•Attention to customer well-being
•Branding
•Sustainable development Public relations
Attention to easy access to product and store attractiveness, like a beautiful environment, lighting, and artistic elements, are important for attracting customers. Attention to customer well-being through amenities like furniture, restrooms, and air conditioning also impacts satisfaction and loyalty. Public relations and Branding are another key component, with store advertising and promotions playing a role in building brand image and awareness. Sustainable product development that aligns with environmental goals positively affects customer attraction, trust, and loyalty.
The results showed the core store characteristics were at a more desirable level in the UAE stores compared to the Iranian stores. This difference seems rooted in the political limitations, global sanctions, and economic problems within Iran. In Iran, Large stores also struggle with limited product access and high prices due to sanctions, as well as fewer salespeople due to economic conditions.
Additionally, while sports brand stores are typically run as franchises with consistent standards, the representative offices in Iran operate outside those franchise norms, with each store designing and managing based on local resources.
The research also found differences in the characteristics of salespeople, with UAE store staff exhibiting more desirable mental, physical, informational, and communication abilities compared to Iranian store staff. This aligns with the sports brands' hiring standards versus the more limited conditions in Iran
Conclusion
The study revealed significant differences in sales management between sports brand stores in the UAE and Iran, largely driven by the political, economic, and trade conditions in each country. It is necessary for capital owners to resort to methods for the supply of popular global sports brand products that do not affect the quality of their service delivery due to the limitations resulting from sanctions. In the next step, by resorting to the global mindset and local action approach, they should negotiate with the manufacturers of sports brands to determine special conditions for sales representatives in Iran that are commensurate with the situation in the country, and with these special conditions, they should benefit from the support of the brands. Additionally, it is necessary to align the management of sports product sales centers with global standards for store appearance, environment, and sales staff conditions.
Keywords: brand, Emirates, Iran, sales management, sports, store
JEL Classification:M31, Z20, L83, L11