|
|
 |
|
Viewing report
|
|
|
|
Executive Report on Strategies in Turkey
ICON Group International, June 2007, Pages: 393
How to Strategically Evaluate Turkey
Perhaps the most efficient way of evaluating Turkey is to consider key dimensions which themselves are composites of multiple factors. Composite portfolio approaches have long been used by strategic planners. The biggest challenge in this approach is to choose the appropriate factors that are the most relevant to international planning. The two measures of greatest relevance are “latent demand” and “market accessibility”. The figure below summarizes the key dimensions and recommendations of such an approach. Using these two composites, one can prioritize all countries of the world. Countries of high latent demand and high relative accessibility (e.g. easier entry for one firm compared to other firms) are given highest priority. The figure below shows two different scenarios. Accessibility is defined as a firm’s ease of entering or supplying from or to a market (the “supply side”), and latent demand is an indicator of the potential in serving from or to the market (the “demand side”).
Framework for Prioritizing Countries
Demand/Market Potential Driven Firm
Relative Accessibility
Accessibility/Supply Averse Firm
Relative Accessibility
In the top figure, the firm is driven by market potential, whereas the bottom figure represents a firm that is driven by costs or by an aversion to difficult markets. This report treats the reader as coming from a “generic firm” approaching the global market - neither a market-driven nor a cost-driven company. Planners must therefore augment this report with their own company-specific factors that might change the priorities.
Latent Demand and Accessibility in Turkey
This report provides an extremely detailed overview of factors driving latent demand and accessibility in Turkey. Latent demand is largely driven by economic fundamentals. But, latent demand only represents half of the picture. A country may at first sight appear to be attractive due to a high latent demand, but it is often less attractive when one considers at the macro level how easy it might be to serve that entire potential and/or general business risks.
Chapter 2 deals with macro-accessibility. While accessibility will always vary from one company to another for a given country, the following domains are typically considered when evaluating macro-accessibility in Turkey:
Openness to Trade in Turkey
Openness to Direct Investment in Turkey
Local Marketing and Entry Strategy Alternatives
Local Human Resources
Local Risks
Across these domains, a number of not-so-obvious factors can affect accessibility and risk. These are also covered in Chapter 2, which is presented from the perspective of an American firm, though it is equally applicable to most firms entering Turkey. This chapter has been authored by local offices of the U.S. Government. I have included a number of edits to clarify the provided information as it relates to the general strategic framework.
In Chapter 3, I summarize the economic potential for Turkey over the next five years for hundreds of industries, categories, and products. The goal of this chapter is to report my findings on the real economic potential, or latent demand, represented by Turkey when defined as an area of dominant influence. The data presented are the result of various spatial econometric and time-series forecasting models which, for each category presented, are applied to forecast and allocate latent demand across all countries of the world and major distribution centers or centers of dominant influence within each country. This is accomplished knowing that economic fundamentals (e.g. income) generally vary from one country to another within a given country over time. In this chapter, I report the allocation for each category for Turkey as an area of dominant influence in the Middle East and, potentially, the world.
The report concludes with trade indicators for Turkey. Often, the amount of trade flowing into and out of a country is a strong indicator of trading partners, trade openness, and related latent demand. Trade indicators are purely statistical in nature. Although international trade is not a direct measure of latent demand, it does provide an indicator of general market conditions with respect to trade flows and trade openness in Turkey.
As a whole, this report presents a strategic assessment of Turkey by considering an extremely broad set of factors affecting both latent demand and accessibility, as outlined in the following chapters.
MACRO-ACCESSIBILITY IN TURKEY
Economic Fundamentals and Dynamics
Turkey’s economy is a mix of modern industry and commerce along with traditional agriculture, which still accounts for nearly 40% of employment. It has a growing private sector, yet the state still plays a major role in basic industry, transport and communication. The most important industry-and largest exporter- is textiles and clothing.
Since the mid-1980’s, Turkey’s economy has moved strongly away from the statist principles on which the Republic was founded, unleashing Turkey’s dynamic private sector as the engine of economic development. The country’s economic turnaround continues to rely on market forces, export-led development, integration with the world economy, and privatization.
Dynamic Markets
Energy
The Turkish Parliament passed Law No. 4628 on 20 February 2001, which enforces liberalization of the electricity market. This law allows the private sector to generate, distribute and sell electricity freely in the Turkish market under licenses to be issued by the Energy Market Regulatory Agency (EMRA). More information on this law and the new regulations is available at EMRA’s Web site at www.emra.org.tr. EMRA issues all licenses for power generation.
The Privatization Administration of Turkey (www.oib.gov.tr) plans to privatize the existing 33 regional electricity distribution grids in Turkey. These power plants have a total capacity of nearly 8,000 MW. Except for the gas-fired power plants in Bursa, Hamitabat and Ambarli II, the remaining plants are all coal-fired. In the future, the GOT may envisage the privatization of existing hydroelectric power plants.
Telecommunications
The Turk Telekom Company is the main fixed line telecommunications operator with a subscriber number approaching 20 million. The GOT is considering the sale of some of Turk Telekom’s shares as bonds, convertible to potential shares of Turk Telekom.
Transport
The Turkish Government has entered into a bilateral finance agreement with the Government of Japan for the construction of a tube tunnel in Istanbul under the Bosphorus to connect Europe with Asia.
Information Technology
There are approximately 4 million computers in Turkey, with schools requiring computer science studies at a young age. This equates to a growing demand for hardware and software products. E-commerce has taken root in its early stages and consumer confidence in the electronic media is growing. International telephone tariffs remain comparatively high, inhibiting growth in international telephonic communications.
The GOT is taking steps to improve the E-commerce environment having made recent changes in customs regulations easing the importation of small packages and shipments into Turkey, especially improving the business climate for B2C transactions. Additionally, commercial banks are offering Internet Point of Sale (POS) support, which makes payment by credit card simpler.
Textiles
The textile sector is Turkey’s largest manufacturing industry and its largest export sector. Turkey’s textile producers are generally modern and highly competitive.
Other Principal Industry Sectors
Other principal industry sectors are defense technology, tourism services, building products, automobile spare parts and service equipment, mining equipment and electronics. In the defense sector, despite delays or cancellations in new systems, the GOT is still procuring equipment and services to maintain one of the world’s largest air, sea and land forces.
Government Intervention Risks
Today, Turkey’s private sector dominates economic production and is the engine for growth. Despite the growing role of the private sector, the GOT continues to be a major actor in the economy due to bureaucratic “red tape” requirements, lack of transparency in regulations and standards, and weak enforcement of existing regulations. The GOT adopted a foreign direct investment law in early June 2003 that aims at decreasing the bureaucratic hurdle for investors.
Balance of Payments Issues
International Economic Relations
On January 1, 1996, the EU and Turkey entered into a customs union, based on a commitment made between the two parties in 1973. The agreement covers industrial products and processed agricultural goods, and includes transitional protection for a short list of sensitive items. Turkey has also adopted the EU’s Common External Tariff, resulting in lower duty rates for third countries, like the United States. Under the terms of the agreement, Turkey has harmonized most of its commercial laws and regulations with the EU, and is still adopting new laws to be in compliance with EU standards.
Turkey is a member of the World Trade Organization (WTO). It signed a free trade agreement with the European Free Trade Association (EFTA) in 1991, and has free trade agreements in place with Israel and most Central and Eastern European counties. In 1992 Turkey and ten other regional nations formed the Black Sea Economic Cooperation Organization, but this organization has had a limited impact on trade and business. Turkey is also a founding member of the ECO, the Economic Cooperation Organization, and in 1999 Turkey became a member of the Group of 20 (G-20) forum of finance ministers and central bank governors from “systematically important” countries from around the world.
Due to its proximity, as well as linguistic and ethnic ties, Turkey has continued to develop links to many of the Central Asian and Caucasus states. The GOT encourages the establishment of joint ventures between Turkish and foreign firms to further tap the potential of the emerging markets of these regions.
Infrastructure Development
Airports
Major international gateway cities are Istanbul (Ataturk International Airport), Izmir (Adnan Menderes Airport), and Ankara (Esenboga Airport). However, airports open to international air traffic also include, but are not limited to, Nevsehir, Adana, Trabzon, Isparta (Suleyman Demirel Airport), Antalya, Dalaman, and Milas-Bodrum. Ataturk International Airport is the main gateway to the country for international flights and the central point of connection to the country’s extensive domestic network. Ataturk Airport’s modern international passenger terminal, built under a build-operate-transfer (BOT) arrangement, began operations in January 2000. With a capacity of 14 million passengers per annum and an area of 186,000 sq. meters, the new terminal is three times larger than its predecessor and is one of the largest in Europe. With 18 boarding bridges and another 12 gates, the terminal can handle 30 simultaneous gate arrivals and departures.
Throughout Turkey, there are 33 airports, 22 of which are open to international traffic. The Sabiha Gokcen International Airport (named for Turkey’s first woman aviator and the adopted daughter of Ataturk) on Istanbul’s Asian side became operational in January 2001. In its first year of operation, the Sabiha Gokcen International Airport had fewer than 100,000 passengers use the facility, despite a terminal capacity of 3.5 million passengers. The airport, which is the first privately managed airport in Turkey, services primarily cargo and charter operations. The airport, with a potential capacity of 10 million passengers, is well positioned to vector arriving and departing traffic from Istanbul’s Ataturk International, thereby potentially alleviating the increasing congestion in the Istanbul Ataturk Airport’s terminal control area (TCA). Turkish Airlines (THY) and several private firms operate extensively on domestic lines. Major international airlines serving Turkey include Delta, Air France, Austrian Airways, Alitalia, British Airways, KLM, Lufthansa, Olympic Airways, Singapore Airlines, and Swiss. American Airlines, having announced a marketing agreement with THY in 1999, continues to offer flights from Istanbul to its hubs at JFK and Chicago through a code-share arrangement with THY. American further services THY passengers with onward direct flights to a number of domestic U.S. destinations. United serves Istanbul and Ankara under a code-share agreement with Star Alliance partner Lufthansa.
The United Sates and the GOT signed an “open skies” aviation agreement in May 2000, with the Council of Ministers approving the agreement on July 18, 2001.
Ports
Shipping plays a major role in the Turkish economy and a number of large ports dot the country’s 8,300-kilometer coastline. Along Turkey’s 1,100-kilometer Black Sea coast lie the ports of Hopa, Rize, Trabzon, Giresun, Samsun, Sinop, Zonguldak, Bartin, and Karadeniz Ereglisi, which handle mainly exports of steel products, tea and hazelnuts and import cargo of coal, iron ore, raw minerals, fertilizers and bulk construction materials.
The area along the Marmara Sea is one of Turkey’s industrial powerhouses and home to about one quarter of the country’s population. It encompasses both the Bosphorus and the Dardanelles Straits, the only passage between the Mediterranean and the Black Sea. This is one of the busiest maritime routes in the world with an annual average of 12,000 transit passages.
The main Marmara ports, Bandirma, Mudanya, Canakkale and Gemlik are dwarfed by the ports of Istanbul. The oldest port in Istanbul is Haydarpasa, which is owned by the Directorate General of Turkish Railways (TCDD) and specializes in container operations. Salipazari is reserved for cruise ships. Construction on Zeytinburnu has been completed, and the port is in operation.
The region around the Gulf of Izmit is the country’s industrial heartland and its ports play an important economic role. There are seven public ports and berths, as well as 17 private berths, handling a combined annual average of 30 million tons of cargo. Cargo is mostly in the form of raw industrial inputs, semi-finished materials, chemicals, steel, and petroleum.
The ports on the Aegean Sea Coast include Izmir (operated by TCDD-Turkish Railways), Gulluk, Kikili, Nemrut, Aliaga, Marmaris, Cesme and Gocek (operated by TDI-Turkish Maritime Enterprises). The port of Kusadasi is the main Aegean port for the cruise industry.
Turkey’s main Mediterranean ports are Iskenderun, Yumurtalik, Mersin and Antalya. About 75 percent of the country’s steel exports transit through Iskenderun. The largest Mediterranean port is Mersin, which acts as the export hub for southeast Anatolia’s products and is one of the main ports in the eastern Mediterranean. The Yumurtalik port (through Ceyhan) serves the Iraqi oil pipeline. Antalya has a large modern cold storage facility (10,000 tons) and handles both domestic and international cargo traffic.
Railways
Of Turkey’s approximately 10,508 kilometers of railways, 8,824 kilometers are electrified. Diesel locomotives power most trains in the Turkish rail system. The aging system badly needs renovation.
Highways
Turkey’s road network is extensive; there are 1,726 kilometers of motorways, some of which are operated as toll roads. Additionally, there are 311,345 kilometers of state highways and 29,540 kilometers of provincial roads.
Turkey’s third city, Izmir, is a major land transportation hub, however highway construction is still necessary to connect Izmir with Adana, Ceyhan, Mersin and Iskenderun.
Courier Services
Major international courier firms operating in Turkey include DHL, Federal Express, TNT, UPS, and Airborne Express International.
Political Risks
Economic Relationship with the United States
Turkey has been a vital U.S. ally since the beginning of the Cold War. The U.S.-Turkish security cooperation through NATO, the war on terrorism, and several peacekeeping operations - including Afghanistan. The United States is the primary supplier of Turkish military equipment and Turkey maintains the second-largest army in NATO.
Turkey’s policies and actions are largely a positive force across a range of difficult regional issues, including:
Afghanistan, where Turkey led the ISAF force in Kabul.
Iraq, where Turkey was our partner in Operation Northern Watch and where we are now engaged in building a lasting democratic regime.
The Caucasus, where Turkey shares our commitment to a peaceful, prosperous, and Euro-Atlantic community-oriented region.
The Balkans, where Turkish F-16s flew side-by-side with U.S. aircraft in NATO operation Allied Force over Kosovo and where Turkish forces are engaged with us in keeping the peace.
The Middle East, where Turkey has endorsed the President’s Middle East Roadmap and continues to support the Arab-Israeli peace process. Turkey is committed to expanding its ties with Israel, Jordan, and Egypt.
Political Risks
Turkey was formally recognized as a candidate to join the European Union at the Helsinki summit in December 1999. The EU-Turkish accession partnership agreement, finalized in November 2000, established a “road map” of human rights, democratization, and other reforms required for Turkey to formally accede to the EU. This process will have profound implications for the expansion of human rights in Turkey, enhancing its role as a model of secular democracy in the region.
Beginning in the early 1970’s, and with a break only between the September 1980 coup and 1983 restoration of civilian rule, domestic terrorism has afflicted Turkish society. Between 1984 and 1999, the Kurdistan Workers’ Party (PKK) employed terrorism in an unsuccessful effort to establish an independent state in southeastern Turkey. Following the arrest of PKK leader Abdullah Ocalan in February 1999 and his conviction in June 1999, the PKK almost completely ceased to use terrorism as a political tool, although it did not comprehensively reject terrorism. Ocalan remains jailed for life after Turkey removed the death penalty from its criminal law in accordance with EU policy. The United States recognizes the PKK’s successor organization, Kurdistan Freedom and Democracy Congress (KADEK), as an international terrorist organization. Other terror groups remain active. The Chief of Police of Diyarbakir was assassinated in January 2001, apparently by Turkish Hizbullah, a fundamentalist Islamic terror organization.
The Political System
The Turkish political system, as defined by the 1982 Constitution, is a secular, parliamentary democracy with executive, legislative and judicial branches.
The executive branch includes a President, who serves as chief of state, the Prime Minister, who heads the government, and the Council of Ministers (or Cabinet). The President, who plays a non-partisan role, has broad powers of appointment and supervision, and is chosen by the Parliament for a term of seven years and cannot be re-elected.
The legislative branch of the government is the Turkish Grand National Assembly, which consists of 550 deputies elected in national elections at least every five years. The Prime Minister administers the government; and the Prime Minister and Cabinet are responsible to the Parliament.
Elections are by proportional representation. To participate in the distribution of seats, a party must obtain at least ten percent of the votes cast at the national level.
The judicial system consists of a constitutional court, a series of state courts that consider terrorist crimes, a council of state, and a high council of judges and prosecutors.
Marketing Strategies
Distribution Channel Options
Marketing of most foreign products in Turkey is through foreign suppliers’ representatives or distributors. Depending on the location of consumers/end-users, most distributors have a dealer network throughout the country or in areas where the product is most used. Commission representatives/agents, on the other hand, periodically visit their customers together with their foreign principals to maintain strong personal contact, a very important marketing tool in Turkey.
Agents and Distributors
Unless a U.S. firm’s interests are large enough to warrant opening an office in the country, the most effective means of selling in Turkey is through a reliable and qualified local representative. Personal contact is extremely important in Turkish business in both private and public sectors. When dealing with government tenders, an agent is an absolute necessity in view of complicated bureaucratic procedures and the language barrier.
An American firm should carefully investigate the reputation and possible conflicting interests of any prospective representative or agent before signing contractual agreements. Agency agreements under Turkish law are private contracts between two parties and their stipulations vary according to mutual consent. There are no fixed commission rates. It is recommended that sole manufacturer representatives/distributors be appointed, either for a particular sales territory, by product or for a particular market niche. In cases where a large volume of government business is expected, it is essential either to appoint an Ankara firm or an Istanbul firm with a branch office in the capital.
Commercial Service Turkey, through its offices in Ankara, Istanbul and Izmir, provides a Gold Key Service, arranging custom-tailored appointment programs for visiting American business people. The Commerce Department’s International Partner Search, as well as the Matchmaker, Trade Mission, and Catalog Show programs are other options for U.S. companies looking for assistance in entering the Turkish market. The Foreign Agricultural Service also provides information and assistance to firms interested in marketing agricultural commodities in Turkey. For more information on the Commercial Service in Turkey, please visit our Web site at www.csturkey.com.
Franchising Activities
Since 1986, franchising has grown in the Turkish market. The Turkish National Franchising Association, Ulusal Franchising Dernegi (UFRAD), a member of the International Franchising Association (IFA), is traditionally the first point of contact and is an excellent meeting point for prospective franchisers and franchisees. Foreign franchises in Turkey are concentrated in fast foods and apparel, but other areas are increasingly represented as well.
In terms of a legal framework, franchising is considered in the same category as foreign investment. The GOT agency responsible for reviewing foreign franchise transactions is the Foreign Investment General Directorate (FIGD) of the Undersecretariat of the Treasury (UT). Foreign franchise proposals are generally favorably received by FIGD in view of their potential for generating employment opportunities.
Franchises are governed under Foreign Capital Incentive Law 6224, promulgated in 1984, and Decree No. 86/10353 dated February 1, 1986, with its communiqué No. I. These regulations stipulate that an applicant provide the FIGD with:
A copy of the master franchise agreement
Documents confirming the existence of the physical facilities for the franchise operation;
A feasibility report
Information on the foreign entity making the application (sales volume, assets, etc.); and
Documentation of the product or service’s patent (if it is patented)
After the approval of the master franchise agreement by the FIGD, royalty revenue can be transferred abroad subject to a ten percent tax.
The Block Exemption Decree (relief from the Free Competition Law) No. 1998/7 dated December 1998 is based on the European Community’s Law No. 4087/88. If a franchise agreement meets the requirements of this decree, it is exempt from the Free Competition Law, which is often in conflict with certain aspects of the franchising concept. Until this decree, each franchisee was obliged to obtain an individual exemption status by applying to the Competition Committee.
Franchising Contacts
National Franchising Association
(Ulusal Franchising Dernegi-UFRAD)
Ergenekon Caddesi
Pangalti Is Merkezi 89/15
80240 Pangalti
Istanbul, Turkey
Tel: [90] (212) 296-6628
Fax: [90] (212) 224-5130
Contact: Mr. Mahir Saranga, President
Internet: http://www.ufrad.org.tr
UFRAD annually organizes a franchising fair, which attracts significant interest. The fair will be held September 12-15, 2002 at the CNR International Fair Center in Istanbul.
Undersecretariat of Treasury
Directorate General of Foreign Investment
Eskisehir Yolu, Inonu Bulvari
Emek Mevkii, Ankara, Turkey
Tel: [90] (312) 212-8800 (switchboard), [90] (312) 212-8414 or 212-8915
Fax: [90] (312) 212-8916
E-mail: GDFI@pm.treasury.gov.tr
Internet: http://www.treasury.gov.tr
The International Franchising Association in Washington, D.C. (1350 New York Avenue, NW, Washington, D.C. 20005-4709, tel. (202) 628-8000; fax: (202) 628-0812), has been active in Turkey, organizing visits to Turkey by potential U.S. franchisers and, in cooperation with UFRAD, putting them in contact with potential local franchisees.
Most large U.S. accounting/auditing/consulting firms, many U.S. banks, and several U.S. law firms also have offices in Turkey to assist American firms interested in the Turkish market.
Direct Marketing Options
Unless a U.S. firm has established an office in Turkey, direct marketing from the United States without an agent or representative is not recommended. In fact, it is virtually impossible to surmount complicated bureaucratic requirements, language obstacles, and purchasing transactions without a competent local representative/agent. Especially for those firms with sales potential large enough to warrant it, a local affiliate is the best possible way of selling to this market without an agent, representative or distributor.
Joint Ventures and Licensing Options
Although 100 percent foreign ownership is permitted (except in the media), most U.S. investment in Turkey is in the form of joint venture or licensing operations. Most Turkish companies prefer to establish joint ventures with U.S. suppliers to overcome shipping costs and European competition. Especially in view of customs duties applied to U.S. products vis-à-vis zero customs charges for European-origin goods (Turkey joined the European Customs Union in 1996), many U.S. firms have chosen local production as a way to profitably penetrate the Turkish market. Law No. 6224 and Decree No. 86/10353 govern joint ventures/licensing, as well as direct foreign investment in the country. The Undersecretariat of the Treasury, General Directorate of Foreign Investment governs investment regulations. Especially in large urban centers, a highly sophisticated infrastructure exists (legal support, financial and consulting services) which may be required by potential foreign investors or joint venture partners. Major U.S. accounting/auditing firms, law firms and banks also have established branches in Turkey.
Creating a Sales Office
Foreign investment and the establishment of offices in Turkey are governed by Foreign Investment Law number 6224 (dated January 18, 1954--published in the Official Gazette on January 24, 1954)—“The Law Concerning the Encouragement of Foreign Capital,” and the “Foreign Capital Framework Decree” number 92/2789 (dated March 4, 1992--published in the Official Gazette on March 20, 1992). Under these regulations, foreigners may invest in Turkey, engage in commercial activities, participate in partnerships, purchase shares, open branch offices, and establish liaison offices. The General Directorate of Foreign Investment (GDFI) of the Undersecretariat of the Treasury is responsible for implementing foreign investment regulations.
A foreign company is free to choose between a corporation (Anonim Sirket--A.S., or “Societe Anonyme” type corporation), private limited company (limited liability company), or branch office as the form for its operations in Turkey. The ‘A.S.’ form is more suitable for larger enterprises, since corporations can attract a large number of shareholders. The limited liability company form is more appropriate for the establishment of sales and distribution entities.
Company Formation
Application for the establishment of a new company, opening a branch office, or initiating participation in an existing company is made to the GDFI in writing. The investment law requires that each partner invest a minimum of USD 50,000. This may be in cash or in kind. After permission is granted, the foreign investor can form a company, open a branch office or begin participation in an existing company.
Liaison Offices
Application to establish a liaison office is also made to the GDFI in writing. A liaison office cannot engage in any activity in Turkey that generates revenue. The expenditures of a liaison office must be met entirely from foreign currency brought in from abroad.
Commercial Service Turkey suggests that an attorney be retained to obtain additional details and handle the application process and entity formation. Use of an accountant for tax planning is also recommended. Listings of American and Turkish lawyers and accountants resident in major Turkish cities are available from the Commercial Service in Turkey.
Selling Strategies
Once an American firm appoints a manufacturers’ representative or agent, the agent or distributor expects--and should receive--the principal’s full support with regard to literature, technical information and advertisement materials. Possible government buyers and potential private-sector importers should receive catalogs and other literature clearly indicating the name and address of the local representatives/distributors. A common and very effective support practice by European principals is to invite the representative/agent to the principal’s country every year for an annual sales meeting. Both agents and, if possible, their principals, should periodically visit existing and potential customers since the importance of personal contact in Turkey cannot be overemphasized.
Especially in larger Turkish cities, international trade promotional events, such as fairs, exhibitions and seminars, are common methods of sales promotion. These fairs are also opportunities for U.S. companies to assess (and meet) existing competition, since all major foreign and local suppliers participate in such events. The catalogs of the events serve as ‘trade lists’ on specific product categories. Currently, there are about seventy international fair and exhibit organizers in Turkey.
Advertising and Trade Promotion
Chambers of Commerce and Industry, various associations, and specific sectoral publications serve as potential channels for advertisement. Television commercials or ads in major newspapers are also highly effective. In Turkey, there are 16 national TV channels.
Major newspapers include:
Cumhuriyet
Hurriyet
Milliyet
Sabah
All of the above newspapers have their headquarters in Istanbul with branch offices in Ankara.
The country’s foremost commercial/economic daily newspaper is Dunya.
Major weekly periodicals are:
Anka Haber (economy)
Barometre (economy)
Briefing (weekly inside perspective on Turkish political, economic and business affairs)
Detay (economy-also publishes tenders on equipment procurement and infrastructure projects)
Eba Newsletter (economy/English daily)
Eba Report (a weekly special survey of Turkish business, industry and business contacts)
Tebanews (weekly magazine--in English--on tenders, investment projects and the economy)
There are many periodicals issued monthly. The most important publications in this category are:
Bilgisayar (computer and related equipment)
Bilisim (computer and related equipment)
BT/Haber (weekly/computer and related equipment)
Dunya Insaat (construction machinery)
Finans Dunyasi (finance and economy)
Turkey (economy)
Yazilim Donanim (software)
Pricing Issues
Price has traditionally been the most important consideration in government tenders. Private sector buyers emphasize quality, but price remains a significant issue. In both public and private sales, creative financing which reduces up front cash outlays can mitigate this. While imports from European Union and EFTA countries are exempt from duties, American
Customers who bought this item also bought
Turkey Insurance Report 2009
Turkey Metals Report Q4 2009
Turkey: Country Profile
The 2009-2014 World Outlook for Ground Turkey, Turkey Cutlets, and Other Turkey Parts
Turkey Tourism Industry Forecast to 2012
Turkey Agribusiness Report Q2 2009
Turkey Pharmaceuticals and Healthcare Report Q3 2008
Turkey Food and Drink Report Q1 2009
Turkey Banking Sector Forecast to 2012
The 2009-2014 Outlook for Ground Turkey, Turkey Cutlets, and Other Turkey Parts in Greater China
The 2009-2014 Outlook for Ground Turkey, Turkey Cutlets, and Other Turkey Parts in Japan
Turkey Insurance Report Q1 2008
|
|
|
|
