The 7th International Auto Show in Tehran took place amid the presence of used cars and the deep gap between luxury showcases and people's purchasing power, posing a serious challenge to the identity of automotive events in the country.
The glittering halls of this exhibition initially conjured an image of dynamism and progress. A multitude of eager visitors walked among the booths to closely observe the latest products introduced to the country's market. However, despite the visual appeal of luxury and flagship models, a fundamental question occupied the minds of experts: what exactly does an event of this scale portray about the future of engineering and the supply chain?
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Challenges of Offering Used Products
An overview of the booth structures indicates that some of the displayed models were second-hand imports that have made their way to the Iranian market after several years of useful life in foreign markets. Allocating space at a national event for used products transforms the standard definition of industrial gatherings. The fundamental philosophy of such gatherings worldwide is to introduce innovations, new platforms, concept cars, and to announce companies' plans for the next five to ten years.
Offering second-hand products is not inherently a wrong action, and in all developed markets, a significant portion of transactions pertains to used cars. However, the distinction between the free market and an industrial event becomes clear at this point. The audience enters specialized halls to understand the technical standing of companies and their future outlook, rather than merely observing products that have entered based on temporary commercial opportunities.
The Gap Between Market Reality and Purchasing Power
The dazzling showcases and multi-billion Toman cars present in the booths are light-years away from the harsh reality of the average consumer's purchasing power. The vast majority of applicants are in search of quality, affordable economic models; a segment of the market that has long been monopolized by outdated productions and has not experienced significant technical upgrades. Creating such a gap transforms the exhibition from a platform for guiding the market into merely a place for viewing unattainable products.
The widespread reflection of a teenager's blunt question at the exhibition regarding the justification for the continued operation of automakers is a clear sign of the trust gap between the new generation and this sector. The answer to this accumulated dissatisfaction is not the closure of the production chain. An industry with hundreds of thousands of job opportunities in parts manufacturing, steel, petrochemicals, and electronics is considered the backbone of engineering employment. The main solution will be a fundamental transformation in governance models and product development methods.
The experience of recent managerial changes at Iran Khodro and the emphasis of shareholders on goals such as achieving the Toyota model goes beyond a mere advertising slogan when measured against precise industrial metrics. Toyota has established its current position not through titles but by relying on lean management, uncompromising quality control, and attention to customer feedback. Any assessment of structural changes should be accompanied by clear metrics such as reducing emissions, enhancing safety, and gaining access to export markets.
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