Case Studies

2.1 Market Diversification

Fri, 11 Mar 2016 08:07:48 GMT

The LPG sector in Turkey faced serious market shrinkage in 2001 due to economic crisis and natural gas becoming widespread in the country. İpragaz PLC Managing Director Selim Şiper (1999-2017) explains how they dealt with this problem and how they engaged in successful market diversification as a counter activity.

In the Q&A, the specifics of being a player in the market and alternative market entry strategies are explained with the help of Ansoff and BCG matrixes, discussing the subject with the İpragaz example.

2.2 Dealing with Competition

Tue, 26 Jun 2018 20:40:55 GMT

Dalin was launched in Turkey in 1983 as a “baby shampoo with no more tears” positioning. Sibel Caglar, Dalin Marketing Director is explaining with the help of market data, how Dalin as a local brand is competing with international brands over the years and dominating the baby hair care category with a 48% market share in 2017.
In the Q&A section, market conditions, definition of competition and adaptability to the changing market place conditions are discussed.

3.1 The Fast Fish Beats the Big Fish

Fri, 11 Mar 2016 08:36:01 GMT

Arzum was quick to notice the changes in global trends in the late 1990s and started collaborating with various manufacturers and designers around the world, gaining an important competitive advantage.

Murat Kolbaşı explains how they put the "value chain" into practice for Arzum, with real life examples and experience.

In the last 10 minutes of the Q&A session, Porter’s famous "value chain" concept is addressed through the Arzum example.

3.2 Digital Transformation with Artificial Intelligence

Fri, 17 Apr 2020 13:20:23 GMT

Tekin Gulsen talks about how they, as tyre market leader in Turkey, have integrated AI into their work processes in 2018 as part of company’s digital transformation; with various examples of RPA (Robotic Process Automation), chatbot and OCR used. In the case we learn how a company can sustain its competitive advantage with the help of AI.

In the Q&A, why market leaders need to integrate RPA into their company strategies and how they can stay competitive by integrating AI are covered.

3.3 Revisiting Net Working Capital Management

Thu, 29 Oct 2020 22:37:08 GMT

Like any living organism, companies also go through tough times. 2016 was such a year for Brisa, when its total liabilities equalled it gross profits. Could it be solved by revisiting the net working capital management? Brisa CFO Resat Oruc explains how they regained the competitive edge by speeding up the working capital turnover to 8.9x in June 2020, with the improvements made in DSO, DIO and DPO figures.

In the Q&A, working capital is covered, including liquidity ratios and an exercise calculating Brisa’a cash conversion cycle for the last five years.

4.1 CRM in Branding

Mon, 28 May 2018 11:21:54 GMT

The importance of customer satisfaction is even more pronounced in the fuel sector, where branding is much more difficult; therefore making CRM a crucial factor in all branding their efforts.

Opet VP (2004-2018) Timucin Guler, is explaining how CRM evolved at Opet since 2004, with the market results obtained.

In the Q&A section, the definition of CRM, lessons learned from Opet CRM campaigns, their communications and analytics are covered.

5.1 Target Audience and Positioning

Fri, 11 Mar 2016 08:40:54 GMT

Mehmet Nane explains how they were faced with stagnant sales and profitability in 2013 and how they started off by determining a new target audience and new positioning to overcome the problem, yielding CarrefourSA successful market results in 2015.

In the Q&A session, the importance of market segmentation is explained using the CarrefourSA example for increasing sales and profitability. Differentiated and intensified market selection strategies are clarified through real examples.

6.1 Creating a New Brand

Tue, 12 Jul 2016 07:11:43 GMT

Deputy Managing Director Ahmet Kınay explains how they questioned their entire work processes after Ford Trucks heavy duty trucks’ market share dropped from 26% in 2005 to 15% in 2010. As a result of series market research studies conducted, they decided to delist Ford Cargo brand and created Ford Trucks as a new brand.

In the Q&A section, basic principles of new brand creation are iterated by using the Ford Trucks case study.

7.2 Standardisation and Product Quality

Fri, 11 Mar 2016 08:52:49 GMT

McDonald's Managing Director Oğuz Uçanlar, tells us how they sustain standardisation and quality in every product they produce. Since marketing's first P stands for "Product", product standardisation and sustainable quality becomes the first step in branding. In the Q&A section, core product, augmented product characteristics, as well as product-service differentiation are discussed over the McD example.

10.1 Communication at Times of Crisis

Fri, 11 Mar 2016 08:57:55 GMT

Mey Diageo was faced with unlicensed production in March 2005, resulting in a number casualties. Although it was not the fault of the company, since the problem had a direct link to human life, Mey decided to collect back its 1 billion bottles, instead of ignoring it.

Galip Yorgancıoğlu, CEO (2004-2017) explains the nightmare they experienced in 2005 and what they did in terms of communication during the crisis and after it has subdued.

In the Q&A session, what to do and not to do is discussed when faced with a crisis via the Mey example.

10.2 Evolving Brand Messages

Mon, 07 Jan 2019 11:07:01 GMT

Axe was lauched in Turkey in 1986 with a brand promise of “female attraction”. However it was switched to “unstereotyping manhood” after 2016, to reflect on changing consumer expectations. This evolution is explained by Unilever Deodorants Category Brand Manager Şeyda Morran, with results obtained.

In the Q&A section, global campaigns, their advantages and disadvanages are explained, together with Z generation characteristics and how they have reflected on current campaigns.

11.1 Social Responsibility Campaigns and Branding

Tue, 15 Aug 2017 12:12:15 GMT

Branding of a commodity such as petrol has never been easy. Opet PLC Founding Board Member Nurten Öztürk talks about how she initiated the “Clean Toilet” campaign in 2000, continuing with other campaigns to gain a leverage and differentiating themselves against competition.

In the Q & A section, conditions that social responsibility campaigns/sponsorships should have for a positive effect on branding are discussed.

12.1 Empowering Sales Force with Digital Technologies

Wed, 22 Jul 2020 19:45:12 GMT

Brisa focuses on maximising its sales until 2016; leading to increases in stocks; making dealers complain, with sliding figures. Yakup Demir explains why they built a digital base in 2018 called “Genba Room” & how they empowered their sales force by identifying problems, improving processes & making Brisa brand stronger through data analytics.

In Q&A, increased productivity of sales force via digital technologies is discussed.