en
WELCOME TO A PLACE WHERE ALL NEW IDEAS ARE SIGNIFICANT
"The Other Way"
WHAT WE DO
WE ARE HERE TO INVEST IN BUSINESSES

Fakher Holding has been established with the aim of creating a business ecosystem in the specialized fields of post, logistics, e-commerce, manufacturing and trades. Our main goal is creation of new businesses in aforementioned fields and provide products and services in the context of those businesses. Beside creation of new job opportunities, Fakher holding task is creation of appropriate infrastructure, based on information Technology which will result to life welfare level upgrade. Our main strategy is to attract creative ideas, investors, advisers and experts. We endeavor to take solid step towards our mission to upgrade Iran’s economy and welfare.

ABOUT FAKHER
WE ARE A HOLDING AND INVESTMENT COMPANY

Fakher Holding has been established with the mission of formation and management of Fakher ecosystem and strategic management of her subsidiaries and affiliates. Fakher holding is determined to create new businesses and develop appropriate infrastructure, to form a comprehensive exchange of values among people, government and suppliers of goods and services.

HOLDING
INVESTMENT
Fakher Holding has been established with the mission of formation and management of Fakher ecosystem
We embrace new thoughts, concepts and ideas. Our value is to thrive, nourish and shape quality businesses and empower Fakher ecosystem.
WHO WE ARE

Fakher holding considers the organizational culture, as a sharable and transferable pattern. Special architecture of human resources, tailored to the goals of the Holding, directs realization of the new organizational concepts.

HR STRATEGY
• Attracting professional human resources
• Engagement
• Continuous staff training and development
• Knowledge management
• Focus on employee wellbeing
• Rewarding
• Employee relations
OUR CULTURE
Fakher Holding’s organizational culture is based on shared values such as creativity, entrepreneurship, coaching and social responsibility which influences the organization’s members’ manner and mindset.
+ 1
Projects under execution
+ 1
Number of attained businesses
+ 1k
Direct employment
+ 1k
Indirect employment
1
startups
FAKHER HOLDING AT A GLANCE

ANNUAL REVIEW

11% Trades and Manufacturing 36% E-Commerce 53% Logistic
2020-05-13

Voice commerce

Voice commerce is expected to be worth £3.5bn in just four short years,Feb 2018

In the UK, one in ten households already owns either an Amazon Echo or a Google Home device. How close are we to entrusting our shopping lists to our digital assistants?

One tenth of UK households own a smart speaker, and this figure is projected to rise to 48 per cent by 2022, paving the way for voice-activated devices such as Amazon Echo and Google Home to become the next retail disruption. In fact, voice shopping is expected to be worth around £3.5bn by then.

According to data from OC&C Strategy Consultants, Amazon’s Echo is leading the way in voice commerce, with eight per cent of households owning one of these devices, compared to just two per cent with a Google Home device.

Currently, voice purchases are made with speed and convenience in mind – around 70 per cent of purchases are for a specific product, often a repeat order.

When browsing for items, Amazon offers recommendations based on popularity, price, deliverability etc. and 85 per cent of the time the recommendation is accepted. It is therefore in a brand’s interest to strive to become Amazon’s choice product – yet this is more easily said than done, as four-five per cent of Amazon’s “choice” products change daily due to stock or delivery speed issues.

Another hurdle to overcome in the voice retail sector is trust – at present, only 33 per cent of consumers trust in the personalised product selection of smart speakers and only 44 per cent believe they offer the best value.

Read More:Voice commerce is expected to be worth £3.5bn in just four short years

2020-05-02

Connecting with customers

Connecting with customers in times of crisis, Fabricio Dore, Oliver Ehrlich, David Malfara, and Kelly Ungerman Open interactive popup ,April 2020

During the COVID-19 pandemic, companies that lead with empathy and genuinely address customer needs can strengthen relationships.

T

he COVID-19 global humanitarian and economic crisis has forced individuals and companies to rapidly change how they live and work. Many elements of business and life are being challenged; in some cases, the next normal may look very different as new ways of working are carried over into the future. Companies are doing their best to manage through this pandemic—from ensuring an effective crisis response,1 to managing supply-chain disruptions,2 to safeguarding the well-being of their employees by adjusting daily working practices.3

Customer experience takes on a new meaning against this backdrop. Executives are typically approaching customer experience by creating seamless, convenient and engaging customer journeys; however, the needs of customers at the moment have shifted dramatically towards more essential concerns. A recent McKinsey survey of US consumers found that 64 percent of respondents have felt depressed, anxious, or both over the past several weeks, and 39 percent stated that they would be unable to pay their bills after one month of unemployment.4

Leading organizations are reorienting their customer-experience efforts to meet their customers’ primary needs, such as safety, security, and everyday convenience. These actions will inevitably speak louder than words in a world where companies are increasingly advertising a message of “we are here for you.” By consciously providing empathy and care during this crisis, companies can build a foundation of goodwill and long-lasting emotional connections with the communities they serve.

Seven actions to demonstrate empathy for customers

Over the past few months, companies have had to quickly adjust to COVID-19. The first step for many organizations was to stabilize operations and safeguard their own employees. From this position, companies can then find genuine, creative ways to show empathy and emotionally connect with their customers. Many have already begun to take seven actions related to individual safety, security and stability, convenience and ease of use, and emotional bonds and trust (exhibit).

 

Read More:Connecting with customers in times of crisis

 

GET IN TOUCH

LETS START A JOURNEY

Main Office: Unit 4, 4Th Floor, Fakher Building , No.12, West Taban st., Nelson Mandela Boulevard, Tehran-Iran
Tel: +98 (21) 8867 8225 – Fax:
Email: info@fakher.ir
WELCOME TO A PLACE WHERE ALL NEW IDEAS ARE SIGNIFICANT
"The Other Way"
SCROLL DOWN TO CONTINUE
WHAT WE DO
WE ARE HERE TO INVEST IN BUSINESSES

Fakher Holding has been established with the aim of creating a business ecosystem in the specialized fields of post, logistics, e-commerce, manufacturing and trades. Our main goal is creation of new businesses in aforementioned fields and provide products and services in the context of those businesses. Beside creation of new job opportunities, Fakher holding task is creation of appropriate infrastructure, based on information Technology which will result to life welfare level upgrade. Our main strategy is to attract creative ideas, investors, advisers and experts. We endeavor to take solid step towards our mission to upgrade Iran’s economy and welfare.

ABOUT FAKHER
WE ARE A HOLDING AND INVESTMENT COMPANY

Fakher Holding has been established with the mission of formation and management of Fakher ecosystem and strategic management of her subsidiaries and affiliates. Fakher holding is determined to create new businesses and develop appropriate infrastructure, to form a comprehensive exchange of values among people, government and suppliers of goods and services.

HOLDING
INVESTMENT
Fakher Holding has been established with the mission of formation and management of Fakher ecosystem
We embrace new thoughts, concepts and ideas. Our value is to thrive, nourish and shape quality businesses and empower Fakher ecosystem.
WHO WE ARE

Fakher holding considers the organizational culture, as a sharable and transferable pattern. Special architecture of human resources, tailored to the goals of the Holding, directs realization of the new organizational concepts.

HR STRATEGY
• Attracting professional human resources
• Engagement
• Continuous staff training and development
• Knowledge management
• Focus on employee wellbeing
• Rewarding
• Employee relations
OUR CULTURE
Fakher Holding’s organizational culture is based on shared values such as creativity, entrepreneurship, coaching and social responsibility which influences the organization’s members’ manner and mindset.
+ 1
Projects under execution
+ 1
Number of attained businesses
+ 1k
Direct employment
+ 1k
Indirect employment
1
startups
11% Trades and Manufacturing 36% E-Commerce 53% Logistic
FAKHER HOLDING AT A GLANCE

ANNUAL REVIEW

2020-05-13

Voice commerce

Voice commerce is expected to be worth £3.5bn in just four short years,Feb 2018

In the UK, one in ten households already owns either an Amazon Echo or a Google Home device. How close are we to entrusting our shopping lists to our digital assistants?

One tenth of UK households own a smart speaker, and this figure is projected to rise to 48 per cent by 2022, paving the way for voice-activated devices such as Amazon Echo and Google Home to become the next retail disruption. In fact, voice shopping is expected to be worth around £3.5bn by then.

According to data from OC&C Strategy Consultants, Amazon’s Echo is leading the way in voice commerce, with eight per cent of households owning one of these devices, compared to just two per cent with a Google Home device.

Currently, voice purchases are made with speed and convenience in mind – around 70 per cent of purchases are for a specific product, often a repeat order.

When browsing for items, Amazon offers recommendations based on popularity, price, deliverability etc. and 85 per cent of the time the recommendation is accepted. It is therefore in a brand’s interest to strive to become Amazon’s choice product – yet this is more easily said than done, as four-five per cent of Amazon’s “choice” products change daily due to stock or delivery speed issues.

Another hurdle to overcome in the voice retail sector is trust – at present, only 33 per cent of consumers trust in the personalised product selection of smart speakers and only 44 per cent believe they offer the best value.

Read More:Voice commerce is expected to be worth £3.5bn in just four short years

2020-05-02

Connecting with customers

Connecting with customers in times of crisis, Fabricio Dore, Oliver Ehrlich, David Malfara, and Kelly Ungerman Open interactive popup ,April 2020

During the COVID-19 pandemic, companies that lead with empathy and genuinely address customer needs can strengthen relationships.

T

he COVID-19 global humanitarian and economic crisis has forced individuals and companies to rapidly change how they live and work. Many elements of business and life are being challenged; in some cases, the next normal may look very different as new ways of working are carried over into the future. Companies are doing their best to manage through this pandemic—from ensuring an effective crisis response,1 to managing supply-chain disruptions,2 to safeguarding the well-being of their employees by adjusting daily working practices.3

Customer experience takes on a new meaning against this backdrop. Executives are typically approaching customer experience by creating seamless, convenient and engaging customer journeys; however, the needs of customers at the moment have shifted dramatically towards more essential concerns. A recent McKinsey survey of US consumers found that 64 percent of respondents have felt depressed, anxious, or both over the past several weeks, and 39 percent stated that they would be unable to pay their bills after one month of unemployment.4

Leading organizations are reorienting their customer-experience efforts to meet their customers’ primary needs, such as safety, security, and everyday convenience. These actions will inevitably speak louder than words in a world where companies are increasingly advertising a message of “we are here for you.” By consciously providing empathy and care during this crisis, companies can build a foundation of goodwill and long-lasting emotional connections with the communities they serve.

Seven actions to demonstrate empathy for customers

Over the past few months, companies have had to quickly adjust to COVID-19. The first step for many organizations was to stabilize operations and safeguard their own employees. From this position, companies can then find genuine, creative ways to show empathy and emotionally connect with their customers. Many have already begun to take seven actions related to individual safety, security and stability, convenience and ease of use, and emotional bonds and trust (exhibit).

 

Read More:Connecting with customers in times of crisis

 

Connecting with customers

During the COVID-19 pandemic, companies that lead with empathy and genuinely address customer needs can strengthen relationships.

T

he COVID-19 global humanitarian and economic crisis has forced individuals and companies to rapidly change how they live and work. Many elements of business and life are being challenged; in some cases, the next normal may look very different as new ways of working are carried over into the future. Companies are doing their best to manage through this pandemic—from ensuring an effective crisis response,1 to managing supply-chain disruptions,2 to safeguarding the well-being of their employees by adjusting daily working practices.3

Customer experience takes on a new meaning against this backdrop. Executives are typically approaching customer experience by creating seamless, convenient and engaging customer journeys; however, the needs of customers at the moment have shifted dramatically towards more essential concerns. A recent McKinsey survey of US consumers found that 64 percent of respondents have felt depressed, anxious, or both over the past several weeks, and 39 percent stated that they would be unable to pay their bills after one month of unemployment.4

Leading organizations are reorienting their customer-experience efforts to meet their customers’ primary needs, such as safety, security, and everyday convenience. These actions will inevitably speak louder than words in a world where companies are increasingly advertising a message of “we are here for you.” By consciously providing empathy and care during this crisis, companies can build a foundation of goodwill and long-lasting emotional connections with the communities they serve.

Seven actions to demonstrate empathy for customers

Over the past few months, companies have had to quickly adjust to COVID-19. The first step for many organizations was to stabilize operations and safeguard their own employees. From this position, companies can then find genuine, creative ways to show empathy and emotionally connect with their customers. Many have already begun to take seven actions related to individual safety, security and stability, convenience and ease of use, and emotional bonds and trust (exhibit).

 

Read More:Connecting with customers in times of crisis

 

BACK
GET IN TOUCH

LETS START A JOURNEY

Main Office: Unit 4, 4Th Floor, Fakher Building , No.12, West Taban st., Nelson Mandela Boulevard, Tehran-Iran
Tel: +98 (21) 8867 8225
Email: info@fakher.ir
2019 © Fakher Holding. All Rights Reserved.
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WHAT WE DO

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ABOUT FAKHER

03
WHO WE ARE

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ANNUAL REVIEW

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