Between 1998 and 2001 we reorganized the company to run two brands. In 2001, we recorded $10 million in turnover; in 2004 we reached $50 million. According to the GFK report, we are now ranked in the first three or five positions in different areas, especially food preparation, cooking, and beverage items, such as coffeemakers.
LOOK TO OUR NEIGHBORS
Over the last two years, we have discussed how we can establish our well-known brand outside of Turkey. We focused on neighboring countries and also Germany, because there are 3 million-4 million Turks drinking tea and coffee in these areas. This phenomenon also affects the other ethnic groups in these countries.
CONNECT TO ASIA
We would like to connect the know-how from Asia to Turkish lifestyle habits to create new products. This is the way we look at R&D and the future as well.
The business began as a ready-to-wear shop. The furniture part of the business has developed over the past 15 years, beginning with small decorative pieces, which quickly grew into selling all sorts of furniture. Now, 40% of the company is furniture.
The development of middle-class families accounts for the growth of the majority of retail in Turkey. Our population is huge—we will soon have the largest population in Europe and this is a consumer country. It’s also important to be innovative.
We are focusing first on neighboring countries, but we don’t want to limit ourselves. We opened a store in Dubai in May 2012, and we will have eight stores in the UAE in the next two to three years.
The company has grown strongly through the diversification of its product range, technological advancements, rapid capacity increases, corporate R&D function, and opening up to global markets.
HOW WE PARTICIPATE
We believe that public-supported R&D spending and incentive policies can create synergy as long as private enterprises have plans to innovate as part of the strategic agenda. In fact, Şişecam considers its R&D initiatives a significant basis of its claim to global participation.
Our major priorities in flat glass are based on energy efficiency with a focus on environmental sustainability. This generates potential in construction glass products. The Turkish glass industry has also developed products for the automotive and electrical house appliance sectors.
Good export potential based on technologies that occur in some sub-sectors carry great importance for the evaluation and diversification of the country’s exports. Turkey is a good manufacturing base for these kinds of products.
Due to its geographical location, Turkey can provide an advantage for emerging economies. Moreover, the supply chain is very strong. There are many of small companies producing parts; the base is very strong. As a result, it is an accelerating product area.
European countries are our main markets. Nearly 70% of our export sales are carried out in these countries. Nevertheless, everywhere is our target—the Middle East, CIS, Russia, Europe, and North Africa for white goods. As for brown goods, the US will be added to this list.
© The Business Year