Purpose: This study aims to identify and analyze the barriers to export development at the Mehran border, one of Iran’s most strategic non-oil trade gateways to Iraq. Given the border’s critical geographic and economic position, a precise understanding of the internal and external challenges faced by exporters is essential for designing effective policies to enhance export performance and unlock the region’s full trade potential.
Design/Methodology/Approach: The research adopts a qualitative, applied methodology. Data were collected through semi-structured interviews with 25 key stakeholders, including export company managers, traders, customs officials, and other economic actors active in the Mehran border region. Participants were selected using purposive sampling until theoretical saturation was achieved. Qualitative content analysis was employed, utilizing open, axial, and selective coding techniques. To ensure validity and reliability, expert reviews and thematic consistency checks across participant responses were conducted.
Findings: The findings reveal that export barriers at the Mehran border fall into two main categories: internal and external.
Internal barriers include:
Informational barriers: Lack of access to reliable market intelligence about Iraq, weak data analysis capabilities, absence of advanced information systems, and high costs of market research.
Operational barriers: Financial constraints, inefficient supply chain management, non-compliance with international standards, shortage of skilled human resources, and outdated technology.
Marketing barriers: Weak international marketing strategies, inability to build relationships with foreign customers, inappropriate pricing, and underutilization of digital marketing tools.
External barriers comprise:
Procedural barriers: Complex customs documentation, delays in cargo clearance, high administrative costs, and a lack of transparency in procedures.
Governmental barriers: Insufficient financial support, unstable trade policies, foreign exchange restrictions, and a lack of export incentives.
Institutional barriers: Poor logistics infrastructure, administrative corruption, ineffective support institutions, and poor coordination between public and private sectors.
Market-related barriers: Tariff and non-tariff barriers, exchange rate volatility, political instability in Iraq, cultural and linguistic differences, and intense competition from international brands.
Discussion and Conclusion: The study’s findings align closely with both national and international literature on export barriers, yet they offer a nuanced, context-specific understanding of challenges unique to the Mehran border. Internal barriers primarily stem from firms’ limited resources and organizational capabilities, while external barriers are rooted in institutional structures, government policies, and the dynamics of the Iraqi market. By providing a comprehensive framework of export constraints, this research offers actionable recommendations for policymakers and business leaders: establishing a specialized Iraq market intelligence database, streamlining customs procedures through a single-window system, upgrading logistics infrastructure, and engaging in bilateral negotiations to reduce trade barriers. Ultimately, the study underscores that sustainable export growth at the Mehran border requires coordinated efforts among government agencies, private enterprises, and international partners.