Around 1971, when I was the head of the Chamber of commerce, a drought had reduced livestock numbers, leading to a scarcity of meat. The government set a daily slaughter quota of thirty sheep and ten cows, insufficient to meet demand, prompting butchers to slaughter illegally. One day, intending to visit Tehran with my family, I decided to inspect the slaughterhouse first. Upon my arrival, butchers fled, fearing their illicit activities had been discovered, which alarmed my family. After calming the situation, I called a meeting with representatives from various organizations to address the issue. We decided to standardize meat prices based on different parts of the animal, rather than selling mixed meat at a flat rate. This new pricing model was publicly announced, allowing butchers to slaughter openly.
However, due to the ongoing livestock shortage, I advised butchers to import sheep from Turkey via city of Razieyeh, which they did, adhering to the set prices. This arrangement sparked controversy in Tehran, where newspapers reported that meat sold for twenty-two tomans per kilo in Karaj was priced at eight tomans in the capital. The uproar reached the Ministry of the Interior, prompting an investigation. Summoned by the newly appointed governor, who was initially unaware of my identity and the details behind our pricing strategy, I explained the situation, emphasizing that economics cannot be managed by force but requires understanding and reason. I informed him of Tehran’s meat subsidy, of which he was unaware, and suggested that if Karaj received a proportionate subsidy, we could match Tehran’s prices. The governor, convinced by my explanation, allowed us to continue our approach. This incident highlights the complexities of managing local economies and the importance of informed decision-making in governance.