- Reflecting on the concept of “individuality” and “becoming the best version of oneself,” how did your journey to becoming the person you are today begin 25-30 years ago? What kind of family environment accompanied you along the way? Considering the significance of your decisions, how have these values that make “you” today influenced your perceptions of happiness, trust, and loyalty? How have they ultimately shaped your worldview?
Luckily, I have some people to look after the store 😊.
Looking back, I can confidently say that the person “I” am today is shaped by a strong sense of discipline, commitment, responsibility, and a genuine drive to always do the right thing. I grew up as the youngest of six in a family involved in both trade and farming in Şereflikoçhisar, Anatolia. Even though I was the youngest, I started helping with the family business at an early age, working at my father’s business during the summer breaks. My father, with his business experience, and my mother, as a true Anatolian woman with her wisdom in all aspects of life, instilled in me a sense of discipline and responsibility early on and became role models for me. My mother always advised me, “Son, study.” Thanks to them, discipline, honesty, and a sense of responsibility became core values for me, shaping not just my professional life but my personal life as well, right from the beginning.
As the youngest in the family, I would learn from the good examples set by my older siblings, while also trying to learn from their mistakes. Additionally, I always found joy in spending time with those older than me, embracing their life experiences.
As the years passed, my temperament led me to strive for excellence. No matter how difficult the circumstances, I always had a strong inner desire to do the right thing, and this drove me to work hard to achieve better outcomes. I have always had a drive to succeed despite the challenges, and there’s a certain satisfaction in achieving that. The values my family instilled in me taught me to approach everything with full commitment and honesty. These principles have naturally shaped my business approach and work ethic. That’s why I always strive to act in line with ethical principles and inspire those around me to follow suit. A saying my father often reminded me of always resonates in my ears: “Don’t chase roses with hesitation, for you’ll find the thorn you seek,
Avoid the treacherous bridge, let the waters carry you to the peak.”
Throughout my life, I’ve always found my first source of happiness in my family and later in the satisfaction and inner peace that comes from doing my job well. In my career, my commitment to doing things the right way, I believe, has earned the trust of my colleagues and managers.
- Do you find time during your day to take personalized “short breaks” to support your well-being and finding a balance between your work and personal life?
What truly contributes to my “well-being” throughout the day is simply “working.” Working is what makes me feel satisfied. The concept of “occupational wellness,” which refers to the well-being derived from being fully immersed in one’s work, seems to resonate with me perfectly.
Unfortunately, given the fast pace of my job, taking breaks during the day is not an option. The dynamic nature of retail and the constant flow of important decisions leave little room for pauses. Instead, I prefer to stay focused and work through the day, ticking off tasks one by one.
I arrive at work before anyone else and take a few moments in my office to enjoy some quiet time. This gives me a chance to organize my day and mentally gear up for what’s ahead. In the evenings, I tend to leave after everyone else, using that time to wrap up any unfinished work without distractions. My late father always used to say, “Arrive the earliest, leave the latest,” and I guess that’s how it turned out.
Although my work schedule doesn’t allow for many breaks, I do find solace when I walk through the door at home. The moment my wife and children greet me with a hug, all the weariness I’ve accumulated melts away. There’s something incredibly special about a “hug” – it’s a powerful exchange of love and energy. Despite the heavy responsibilities and time commitment of my job, the moments I share with my family, along with their constant support, always recharge me, allowing me to maintain the pace the next day. I should also mention my passion for Formula 1 on weekends, which I enjoy as a hobby, along with my connection to music.
- Handling a packed schedule and making top-priority decisions demands effective time management. What’s your approach to this? For instance, how do you plan out your week?
Managing a busy work schedule requires a disciplined approach to time and task prioritization. In the retail sector, it’s as important to make strategic decisions as it is to closely follow daily operations. That’s why I focus on staying organized, planning both on a weekly and monthly basis to keep everything on track.
At our company, we manage our work through councils and committees, with a strong emphasis on “a culture of collaboration.” This approach not only minimizes the risk of mistakes but also allows decisions to be supported by input from various perspectives. These meetings are vital for assessing current operations and ensuring the swift execution of our plans. By aligning senior management in this way, we ensure that we focus on what truly matters.
On Mondays, I focus on the Human Resources and Investment committees within the Retail Group. Tuesdays are reserved for the Commercial committees of our group companies. Wednesdays are dedicated to tackling current issues and ongoing discussions. Thursday is particularly significant for us – it’s “Goya Day,” which I always spend out in the field. Finally, on Fridays, I make a Goya to our retail group companies, such as Bizim Toptan, Seç Market, and g2m, to review the week’s progress and plan for the upcoming one.
- After many years in the retail industry, you have taken on the role of CEO at ŞOK Marketler and expanded your responsibilities to include overseeing Bizim Toptan, Seç Market, and g2m as Head of the Retail Group. How do you approach this broader leadership role? With your past experience in both production and sales, how do you leverage those insights in your current responsibilities?
After completing my university education, I began my career at Koç Holding’s Maret A.Ş., before taking on a role in the establishment of Aytaç, the largest integrated meat processing plant in the Middle East and Türkiye, where I served as the Production Manager. In 1997, I shifted to the retail industry as the Commercial Director at Gima, one of Türkiye’s leading retail companies. Following Carrefour’s acquisition of Gima, a leader in the global retail sector, I continued as the Commercial Director within Carrefour. In 2010, I joined the Yıldız Holding family and took on a new role as the General Manager of Pasifik A.Ş., its sales company. Since 2015, I’ve been serving as the CEO of ŞOK Marketler, and just a few months ago, I took on the additional responsibility of heading Yıldız Holding’s Retail Group, overseeing all retail operations within the holding.
Yıldız Holding has two main business areas: snacks and retail. The establishment of the Retail Group Directorate is a significant indicator of how strategically Yıldız Holding approaches its retail business.
Each of our retail companies has specialized in its area within the sector and caters to different customer needs. Being responsible for the management of ŞOK, Bizim Toptan, Seç Market, and g2m requires approaching the retail ecosystem with both a “multifaceted” and “holistic” perspective. In my new role, my primary goal is to provide better service to our customers, while also creating a strong synergy between our retail companies and utilizing our resources more efficiently.
I believe my background in production, sales, and retail has given me a significant edge in this role. These experiences have helped me gain a deeper understanding of consumer needs and how to develop the right solutions for them. Ultimately, mastering the entire process—from production to consumption—has made me more equipped, especially when making decisions, and for that, I feel fortunate. More specifically, my production knowledge enhances my understanding of supply chain and product development, my sales experience allows me to better grasp the needs of our suppliers and strengthen our partnerships with them, and my retail experience helps me understand customer demands more effectively.
- How do you view the concept of GOYA, and how do you implement it?
I believe the GOYA concept, introduced to us by Mr. Murat, holds immense value in the retail sector. To me, GOYA is about immersing yourself in the core of the business, seeing firsthand how our decisions play out on the ground, and directly witnessing the processes in motion.
GOYA is not just about seeing how decisions made at the headquarters impact the field; it’s also essential for understanding the real experiences of our customers. It offers a critical opportunity to observe the needs of our employees and hear their perspectives. Making GOYA means, beyond data and analysis, truly connecting with the field. It’s invaluable for gaining insights into on-site operations and spotting areas for improvement. The retail sector is dynamic and people-centric, and with its scale, the multiplier effect is immense. As a result, the impact of the decisions we make is far-reaching. Therefore, GOYA serves as a kind of “mirror” for me, allowing for more accurate decisions.
Thursdays are dedicated to GOYA in my calendar, and I make sure not to schedule any other meetings on that day. Similarly, our employees spend Thursdays in the field, visiting our stores, warehouses, and suppliers to see firsthand the results of their decisions and operations. They continuously work on refining their processes based on these observations.
Having managers on-site and directly communicating with employees also serves as an important motivation source. The time I spend with them gives me a true sense of the “warmth of teamwork.”
I don’t view GOYA as just visiting field operations; it also involves engaging with our investors. After the quarterly results are released, regardless of whether they are positive or negative, I always make it a point to meet with our investors to update them on the company’s progress. Moreover, I meet with all investors, both local and international, who are interested in learning more about our company.
- Generating and implementing new ideas is crucial for success. While innovation, creativity, and staying current with trends are important, the real challenge lies in capturing and bringing these ideas to life. How do you create opportunities for this within your large team? What is the upper management’s role in this process? How do you approach this in the retail companies within our group?
To be honest, during the 14 years we have worked together, the most valuable vision and courage for innovation I’ve gained has come from Murat Ülker. His entrepreneurial spirit has always been a source of inspiration for me, and I have eagerly applied what I’ve learned from him in the areas I oversee. He has consistently supported me, opened doors, and stood by my side.
I strongly believe that innovation is a key driver of sustainable success, both in business and in the retail sector. At Yıldız Holding Retail Group, we are committed to continuous growth and innovation, striving to provide services and solutions that not only meet but also exceed our customers’ expectations. However, coming up with an idea is one thing, but turning it into reality requires significant effort and expertise.
At Yıldız Holding Retail Group, we strive to foster a participatory culture where employees feel empowered to share their ideas. One way we do this is through our “Share Your Idea” program, which allows every ŞOK Marketler employee to submit their suggestions directly to me and our functional managers via our intranet system. We evaluate these suggestions and reward their contributors with instant recognition once it is realized, thereby further reinforcing this culture. Maintaining transparent and open internal communication, and creating an environment where everyone can contribute, is essential for us. I place great importance on listening to the true experts of the business, particularly those who are hands-on, as well as our executives since their insights are often far more practical, realistic, and easier to implement. In other words, they help us accelerate the learning process. That’s why we involve employees at all levels who are directly engaged in the work in our committees and meetings. Additionally, we make sure to test these ideas before rolling them out fully, scaling up the ones that prove successful.
From a top management perspective, innovation should be a strategic priority. Encouraging an innovation culture, following agendas and trends, transforming strategic ideas into action, supporting risk-taking, making quick decisions, and turning those decisions into reality despite challenges—these are the core elements of an innovation-focused management approach, in my view. For top management to adopt this approach, they must first be willing to step out of their comfort zones in the businesses they manage and then prepare their teams to do the same.
In this context, I find it very beneficial to visit retail formats abroad frequently as part of my Goya program, see innovations firsthand, and adapt good practices to our operations. Our Şok 2.0 store is an innovation we developed following such visits.
- Do you believe there is a universal formula for effective leadership? Is leadership a style, or does it encompass various elements? To what degree do you consider yourself to be a follower? How much of your work can you delegate to others?
Leadership doesn’t fit into a single mold; it can vary depending on the situation, sector, culture, and even the personal characteristics of the leader. Every leader has a unique style, and all these styles can be successful in their own right. I believe that good leadership is not simply about consistently applying one style, but rather the ability to develop strategies suited to the situation and the current need. However, a good leader must possess several key qualities: the ability to listen to everyone involved—whether it’s employees, customers, suppliers, managers, or other stakeholders; the skill to make timely and well-informed decisions, no matter the situation; and the ability to communicate a vision that motivates the team and drives them to act.
Managing large organizations, particularly in the retail sector with a sizable workforce, requires nurturing a sense of teamwork and a culture of collaboration. Success isn’t possible for any leader without support. That’s why I always emphasize the importance of working together, making collective decisions, and executing them as a unified group. Additionally, I firmly believe that by enhancing employees’ skills, we can boost motivation, increase productivity, and help the company achieve its objectives more efficiently. From this standpoint, I see one of a leader’s key responsibilities as unlocking the full potential of employees, both individually and as a team.
Along with teamwork, delegation is an essential tool both for the leader to use their time effectively and for the development of employees, as it builds trust. From my perspective, managing a 50,000-strong organization without delegating tasks would be impossible. I believe leaders must delegate certain responsibilities to qualified individuals, allowing them to focus more on high-priority tasks and, at the same time, foster employee development. Nevertheless, as with many aspects of leadership, a balance needs to be struck in the matter of delegation. Therefore, I strive to maintain a balance between delegation and supervision.
- Crises are an inevitable part of business, particularly in retail. When faced with difficult decisions, like those that arise during a crisis, how do you approach the situation as a leader? Do the essential qualities of leadership shift in times of uncertainty or adversity?
Unfortunately, crisis management has become part of our business in recent years. We’ve experienced the pandemic, an earthquake, and have been blamed for high inflation.
The retail sector is deeply intertwined with daily life and every kind of event. In other words, we have a “big fortress,” and to avoid being defeated, we need a well-organized team and a good game plan.
I’m not sure whether it’s good or bad, but the retail sector has provided me with numerous opportunities to develop my crisis management skills as a leader. A good leader must remain calm during crises and lead their team with confidence. In these situations, I aim to act quickly, decisively, and with clarity. My first step is to assess the situation, pinpoint the most critical and urgent issues, and then work with my team to develop solutions. In times of crisis, implementing a transparent and trustworthy communication strategy is key to building trust with both customers and employees. Customers value open and sincere communication from companies during a crisis, which also helps employees feel safe.
On the other hand, transforming crises into opportunities is crucial for companies in the retail sector to strengthen their resilience and gain a competitive edge. During crises, customer needs evolve quickly, and businesses that can adapt to these shifts are better positioned to enhance customer satisfaction and gain a competitive advantage. A clear example of this was the surge in online orders during the pandemic. In essence, crises often serve as an accelerator for innovation. Companies that create new products to meet emerging customer demands can set themselves apart in the marketplace.
During economic crises, enhancing operational efficiency becomes another key factor. By reducing unnecessary costs, optimizing inefficient processes, and identifying other areas for savings, companies build resilience against the pressures of the crisis. When handled with the right strategies, crises can transform into opportunities for long-term success. We have also navigated through numerous crises and emerged stronger, for which we are truly grateful.
- The world is undergoing rapid and radical changes, with the technological revolution posing significant challenges to companies. How do you think the retail sector will be affected by this?
The world is evolving quickly, and the technological revolution is reshaping all industries, retail included. This shift brings both challenges and new possibilities for retailers. The retail industry needs to keep pace with these new dynamics, as companies that lag risk losing their competitive edge in the long run.
The influence of technology on retail is most evident in customer behaviors. Today’s shoppers expect faster, more convenient, and personalized experiences. With the growth of e-commerce and mobile shopping, customers can shop without time or location constraints. While brick-and-mortar stores still hold significance, the rise of online channels pushes retailers to adopt omnichannel strategies. To thrive in the future, retailers must seamlessly blend digital and physical channels to support one another. Therefore, we’re placing strategic emphasis on e-commerce and consistently investing in this area.
The retail sector generates vast amounts of data, as millions of customers make purchases across thousands of stores, creating a significant data pool. Looking ahead, it’s evident that “data analytics” will play an increasingly central role in the industry. Given retail’s high multiplier effect, we can expect to see a surge in applications leveraging data analytics—and even artificial intelligence—to boost speed, enhance efficiency, and drive down costs soon.
The technological revolution is also bringing significant changes in the area of “automation.” Technologies like cashier-less stores, self-service checkouts, electronic price tags, and robotics are emerging in retail as alternatives to enhance operational efficiency.
- Can you share a message that highlights Yıldız Holding Retail Group’s vision and mission for both its customers and employees? Are there any new ideas or upcoming projects for Yıldız Holding Retail Group?
At Yıldız Holding Retail Group, our vision is to make our retail brands the top choice for customers, employees, and suppliers—in short, for all our stakeholders.
Our goal is to deliver high-quality products at fair prices, ensuring our customers receive a dependable shopping experience. People are always at the core of what we do, including our employees, who are as integral to this vision as our customers. We are committed to maximize our employees’ contributions to our companies.
In the period ahead, we plan to drive growth by expanding the number of recently released ŞOK 2.0 stores, enhancing the shopping experience for our customers. We are also developing new projects to further advance our e-commerce platforms, CepteŞOK and ŞOK Ekstra. Our goal at Bizim Toptan is to expand our reach with our “Toptan” stores in the cash&carry format and, for individual customers, with our newly developed “Bizim Gross” format. Additionally, through g2m, we are working toward leading the out-of-home consumption sector. In our Seç Market operations, we will enhance service quality for our dealers and expand our franchise network, thereby reinforcing our leadership in franchise food retail.
- The retail market in our country is extremely competitive. How does this competition influence the quality and pricing of products and services? What advantages does it offer to consumers?
The retail sector in our country is undoubtedly very competitive. To gain an edge, retail companies prioritize improving product quality and enhancing the overall customer experience. Businesses are continually devising new strategies to provide better services and meet customer needs. This drives innovation, elevates quality standards, leads to the expansion of product offerings, introduces fresher and higher-quality products to the market, and fosters a more customer-centric service approach.
Another important impact of competition is on pricing. Retailers constantly reassess their pricing strategies to attract customers and build brand loyalty. This helps keep prices in check and plays a role in reducing inflation. With the sector’s investments, it significantly contributes to the national economy, employment, consumer welfare, production capacity, as well as agriculture and livestock. The sector ensures that products sourced from millions of Turkish farmers, industrialists, and small and medium-sized enterprises are hygienic, reliable, and, most importantly, offered at affordable prices to the public.
Furthermore, the retail sector plays a crucial role in combating inflation, formalizing the informal economy, and increasing employment. All transactions are invoiced and properly registered. Each new store opening contributes to boosting youth and female employment. Due to its corporate structure, the sector also encourages all stakeholders within its ecosystem to be officially registered, ensuring the entire system is fully auditable.
In short, the retail sector in our country is made up of many players, and its highly dynamic competition brings significant contributions to the economy. Therefore, it’s essential to open up this sector. In a liberal market economy, protectionism has no place; the market should be allowed to operate based on its dynamics. I believe that a liberal market economy is a fundamental driver for the sector’s development.
- How do you manage the relationship between e-commerce and physical stores? What strategies do you use to create synergy? How do you approach omnichannel retailing?
The surge in online orders especially during the pandemic has made balancing e-commerce and physical stores a critical factor in retail. In our e-commerce operations, we strive to provide customers with a multi-channel shopping experience by managing both digital and physical channels in a complementary manner.
To establish a balance between physical stores and e-commerce platforms, we adopt a robust customer-centric strategy across both channels. Physical stores offer customers the opportunity to see and experience products in person, make immediate purchases, and benefit from personalized customer service. Meanwhile, e-commerce provides greater flexibility, speed, and convenience, which is especially valuable for customers with busy lifestyles.
In our omnichannel business model, we aim to create synergies and develop comprehensive strategies by leveraging our physical stores, product inventory, distribution centers, infrastructure, and workforce. This enables customers to access the same products at the same prices, whether shopping online or in-store, providing them with a smooth, multi-channel shopping experience.
- Customer satisfaction is always a key focus in retail. Do you have any innovative practices aimed at this? With social media overflowing with both accurate and inaccurate feedback, how do you assess these comments?
In the retail sector, customer satisfaction is the key to success. At Yıldız Holding Retail Group, we continuously develop innovative practices to improve customer satisfaction, incorporating feedback into our operations.
To boost satisfaction, we regularly conduct independent inspections of our stores from the “customer’s perspective” and monitor the results. Additionally, our field managers consistently assess the stores they oversee using our tailor-made digital systems. On the e-commerce side, we focus on enhancing service through both technological infrastructure investments and operational process improvements.
We understand that to achieve our future goals, customer satisfaction is essential. To this end, we have developed the “4T” method at ŞOK:
- Trust and Kindness
- Tidiness and Organization
- Top Quality (Freshness)
- Total Availability
We apply this 4T method not only in our daily operations but also strive to instill it as a core part of our company culture.
Social media has become one of the quickest and most diverse platforms for receiving customer feedback. Constructive and well-intentioned feedback on these platforms is invaluable for us to refine our business operations. As the leader of the company, I assess this feedback and ensure that appropriate actions are taken. My team actively monitors these messages, identifies gaps in customer experience and dissatisfaction, and responds swiftly. Of course, we also come across incorrect or misleading feedback. In such instances, we engage directly and transparently with customers to clarify any misunderstandings.
- It is common for CEOs to have backgrounds in engineering or finance. What do you think drives this trend? Do you believe there’s a specific age at which someone is suited to become a CEO? What are your views on age differences in the workplace? How should we prepare younger generations for the upcoming changes? Are there specific considerations older generations should keep in mind when working with younger colleagues? What should both age groups focus on in the medium to long term? What are the most important areas or skills they should invest in for themselves? How is your company preparing its employees for the future?
Engineering and finance disciplines, I believe, are often preferred by CEOs because they equip individuals with both analytical thinking and strategic decision-making abilities. However, I don’t think there is a set career path to becoming a CEO. What truly matters is having a strategic mindset and strong leadership qualities, such as the ability to drive initiatives and deliver results. In my opinion, experience holds far more value than age when it comes to ascending to the role of CEO.
Rather than drawing a clear line between young and experienced employees, I believe both groups have valuable insights to share, and I see this collaboration in action. Younger employees excel in using technology and adapting to new innovations, while older employees bring a wealth of experience in business dynamics and long-term strategic thinking. At our retail companies, we prioritize fostering a culture where both generations can work together. We provide growth opportunities for younger employees while encouraging seasoned staff to mentor and set an example for them.
The key areas both groups should focus on for future preparation are digital competencies. Older employees can gain valuable insights from younger employees in digital skills. It’s not just about using technology but also about understanding how to integrate it into business processes and leverage it for innovative solutions. We provide training and development programs to ensure our employees are equipped with these essential skills.
- What benefits do you derive from the Board of Directors? Are there any changes you would make to the Board? How should the performance of the Board of Directors be assessed?
The Board of Directors plays a vital role in setting the company’s strategic direction and ensuring its effective implementation. In my view, the Board’s main responsibility is to guide to ensure the company achieves both its short-term operational goals and long-term strategic objectives.
I am honored that the structure of ŞOK Marketler’s Board of Directors is functioning efficiently and is even considered a model in this area. We have a well-established corporate governance framework among publicly traded companies. ŞOK Marketler operates independently from Yıldız Holding under this board structure, with its relationship with other Yıldız Holding companies adhering to the “arm’s length” principle. ŞOK manages its cash, treasury, and investments. Furthermore, I would like to emphasize that ŞOK Marketler has no connections to Yıldız Holding’s syndication structure.
The ŞOK Marketler Board of Directors is composed of 8 esteemed members, 3 of whom are independent. The committees, including Audit, Risk Early Detection, and Corporate Governance, function exceptionally well under the leadership of our independent board members.
The Board is instrumental in making critical decisions that shape the future of the company. Additionally, I place great value on the guidance and direction provided by our Board in steering the company’s operations.
I would also like to take a moment to acknowledge Mr. Cengiz Solakoğlu, with whom I have had the privilege of working for many years as the Chairman of the Board of Directors at ŞOK Marketler. During our time together, our company has navigated several pivotal moments, and on each occasion, Mr. Solakoğlu’s profound business acumen, experience, and leadership have been instrumental in guiding us. I have gained invaluable insights from Mr. Solakoğlu and all the other members of our Board.
One of the Board’s key responsibilities is to create value for its shareholders. To do this, I believe it is beneficial for the Board to regularly assess its performance through predefined KPIs, such as financial performance, risk management, stakeholder satisfaction, audit and compliance, corporate governance, and strategy. This allows the Board to generate value for shareholders.
- Türkiye has recently been subjected to high inflation. Efforts are now being made to address this. What are your expectations? How will the market outlook change? How did the transition occur in previous high inflationary periods in Türkiye (e.g., in the 1990s)? What is your advice? What measures are taken in the companies where you serve on the Board of Directors?
Inflationary periods pose considerable challenges across all sectors, including retail. The effects of inflation vary for companies, whether it’s rising or falling. During periods of increasing inflation, there’s often an expectation of price hikes, which can drive up consumer demand and purchasing activity. Conversely, when inflation begins to decrease, the opposite trend tends to occur.
Given Türkiye’s history with similar economic conditions, it’s fair to say that our company leaders have gained valuable experience and resilience in managing inflation’s effects. During the prolonged period of high inflation of the 1990s, retail companies mainly saw financial gains rather than operational profits. However, when inflation began to decrease, companies that hadn’t managed to generate operational profits faced significant challenges. As price increases slowed, many companies struggled to adjust.
What sets the current period apart from the past is the rapid rise in inflation, followed by a similarly swift decline. Companies are struggling to keep up with these sudden changes.
In these times, it is essential to take decisive actions in cost control, operational efficiency, and cash management. As our Chairman, Mr. Cengiz Solakoğlu has emphasized, these are “not profit years,” but rather “survival years.”
At Yıldız Holding Retail Group, we are concentrating on optimizing costs, boosting efficiency, and strengthening our cash position to mitigate the effects of this period.
- What are your dreams for ŞOK Marketler?
Since joining ŞOK Marketler, I’ve witnessed remarkable growth in a short period, driven by the vision of Yıldız Holding, its support, the entrepreneurial mindset it has instilled in us, and the decisions made by our Board of Directors. When I first started at ŞOK Marketler in 2015, we operated around 3,000 stores. Our first step was to design a new store concept aimed at enhancing the shopping experience. Over the next two years, we transformed all our stores to this new concept. Simultaneously, we grew organically, opening around three stores daily, amounting to approximately 1,000 stores annually. As a result, we became Türkiye’s fastest-growing retailer year after year. By 2018, we went public with one of Türkiye’s largest IPOs in Türkiye. Post-IPO, we became a debt-free, profitable company with strong equity and cash generation. During this period, we also integrated UCZ stores into our network and converted them into our “ŞOK Mini” store format. Immediately after, we initiated vertical integration investments with our “Fair Agriculture from Farm to Table” project. In various agricultural product categories like fruits, vegetables, and dry foods, we began sourcing directly from the source, cutting out intermediaries. We deepened our product expertise, adopted a contract farming model, and started packaging these products under our brands at our facilities, ensuring both quality and a secure supply chain. In 2020, we encountered the pandemic. However, thanks to our strong supply chain infrastructure and the dedication of our employees, we managed to serve our customers without interruption. Soon after the pandemic began, we quickly adapted by launching our home delivery service, CepteŞOK. During this time, we stayed committed to our vision of industry leadership in innovation. We also introduced cargo-based product delivery through ŞOK Ekstra in a marketplace format and expanded our e-commerce offerings with İsteGelsin.
We implemented digital services projects, allowing our customers to transfer money, pay bills, or benefit from affordable ŞOKnet internet services at our stores. Earlier this year, we introduced a new store concept, ŞOK 2.0, which we envision as a pioneering store concept for modern retail in Türkiye. With innovations like fresh produce and the LezzCafe section—offering ready meals, hot beverages, and bakery items—we are refining this format to shape the store of the future.
Today, ŞOK Marketler operates close to 11,000 stores and employs nearly 50,000 people, making it one of Türkiye’s largest employers. Financially, we are a profitable, debt-free, and cash-generating company, standing as one of Türkiye’s leading retailers. We have a solid governance structure, with an independent management team that makes autonomous decisions and manages its cash flow. As a matter of fact, Yıldız Holding companies operate with independence and self-sufficiency, benefiting from the synergy that comes from being part of the Holding.
However, there is still much we aim to accomplish. My dream for ŞOK Marketler is for it to become one of the top choices among customers.
To reach this goal, we intend to further expand our ŞOK 2.0 store format. By opening these stores in larger spaces than our current locations, we can convert our current locations into more spacious and profitable ŞOK 2.0 outlets. In this way, like the experienced international discount retailers, we aim to progressively convert our current stores into larger, more open, and more profitable ŞOK 2.0 locations, which will enable us to expand our overall sales area.
In short, when I first stepped into this role, my primary dream was to establish ŞOK as one of Türkiye’s top companies, and I believe we’ve reached that milestone. I also aimed to turn the company around from a loss-making business to a profitable one, and we have accomplished this as well. We not only cleared our debts but became a cash-generating organization, positioning ŞOK as a robust company with billions of TL in reserves.
Looking ahead, my next goal is to create even greater value for our customers, employees, stakeholders, and shareholders, ensuring their satisfaction. Simply put, if we make them happy, we will be happy.
This interview was originally published on October 2, 2024.
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