Entering the Syrian Market: Research First or Learn by Doing?

When a company considers entering the Syrian market and offering its services, the questions begin: Where do we start? What are the right steps? Should we wait until we fully understand the market, or launch and learn from experience?

These questions become particularly relevant for technology, e-commerce and digital services. Success depends on payment methods and connectivity, regulatory requirements, local partners, and the ability to build a team and operate consistently.

Here are practical answers to the questions companies may face before deciding to enter.

Do I need to understand the entire market before starting?

Research alone will not give you a complete understanding of the market, while starting without research can create avoidable costs. A practical approach combines focused initial research with a limited pilot.

Start by understanding your target customer, the problem you want to solve, and how you will deliver the service and collect payment. Then test your idea on a small scale and use the results to improve it before expanding.

What should I learn about Syrian customers before offering my services?

A service that succeeds in another country will not necessarily work the same way in Syria. Ask who needs it, how they meet that need today, what they can afford, and what would help them trust a new company.

Speak with potential customers, examine available alternatives, and test a simple offer. The aim is to find out whether your service addresses a real need and how to adapt it to customers’ circumstances.

Are digital infrastructure and payment methods suitable for my project?

The answer depends on your service and target locations. Before launching an online store or digital service, test connectivity, payment methods, transfers, invoicing and customer support in practice.

Do not stop at checking that a process works once; test whether it works reliably over time. Prepare alternatives for a payment or communication channel becoming unavailable so you can continue serving customers.

Do changes to sanctions mean all transactions are now permitted?

No. Current U.S. guidance states that the Office of Foreign Assets Control (OFAC) no longer maintains comprehensive sanctions on Syria, while retaining sanctions on specific people and entities. The European Union has also lifted broad economic sanctions while retaining security-based restrictions and targeted sanctions. See OFAC guidance and the Council of the European Union.

Check your counterparties, beneficial owners, banks, the goods and services involved, and the rules that apply to your company’s home country and activities. Review these requirements before signing contracts or transferring funds.

What should I check if I need an office, warehouse or other property?

Start by checking the title, the other party’s authority to sell or lease, the property’s permitted use, and whether it is suitable for your intended activity.

Review the contract terms, required permits and approvals, and any fit-out work you may need. Requirements can vary by location, activity and project type, so obtain a local legal review before committing significant funds.

Do I need a local partner, and how should I choose one?

That depends on your activity and its requirements. A local partner may help you understand customers, reach suppliers and manage daily operations, but should be assessed as carefully as any other partner.

Check their experience, references and ability to deliver. Then document responsibilities, decision-making authority, funding, ownership of assets and intellectual property, and dispute-resolution arrangements. Trust matters, and a written agreement helps protect the relationship.

How do I prepare my team and keep operations running?

Identify the skills and roles essential to launching your service, then build a team that fits the workload at the initial stage. Local staff can help you understand customers, work with suppliers and navigate everyday market conditions.

Assign responsibilities clearly, define salaries, costs and training, and establish procedures for customer service and data protection. Prepare alternatives for connectivity outages or staff absences so operations do not depend on one person. If you need specialists from abroad, check work and residency requirements early.

How will I know when it is time to expand?

Define success criteria before the pilot. Is there real demand? Do customers return? Can you deliver the agreed quality on time? Does the price cover your costs?

Track customer-acquisition costs, delivery times, repeat purchases, complaints and supplier reliability. Expand when the results show that your operating model is sustainable and you have addressed the problems identified during the pilot.

What is the first step I can take now?

Choose one city, one customer segment and one clearly defined service to test. Then prepare a short plan answering five questions:

• Who is my target customer?
• What problem am I solving for them?
• How will I deliver the service and collect payment?
• Which legal and operational requirements must I complete?
• Which results will lead me to expand or adjust the idea?

This turns entering the Syrian market into a series of steps you can test and measure: learn enough to begin, and begin at a scale that allows you to keep learning.