2. History of TANSAŞ Established in 1973, Konak, Izmir. The aim of TANSAŞ that providing cheep meat & coal to consumers. In 2002, TANSAŞ incorporated Macrocenter to increase service quality and productivity. In 2005, Koç Corporation and Migros acquired share of Tansaş. In conclusion, Tansaş has branched out in day by day.

3. POSITION OF TANSAŞ IN ITS INDUSTRY In 1986, the number of stores of TANSAŞ was 12. After that TANSAŞ set up more 18 stores. In 2007, total numbers of stores reached to 253. And also total fields of activities accessed 330,870 m2. Therefore, Tansaş has provided customers with quality service in the five regions of Turkey since 2007 such as Aegean Region, Central Anatolia Region, Mediterranean Region, Marmara Region, and Western Black Sea. Moreover, TANSAŞ was located in 26 various cities in today. Now, TANSAŞ has 265 stores ( 128 mini, 91 midi, 46 maxi). In addition, TANSAŞ has continued to set up new stores every passing days and also it targets to branch out on country-wide.

4. SİZE ( m2 )STORES ( n )SHARE OF SALES ( % ) < 2503618 251 - 5002419 501 - 750910 751 - 100056 1001 - 1250514 1251 - 150025 1501 - 175026 > 1750722 Tab le 1 : TANSAŞ stores by floor size, 1996

5. About sales volume of TANSAŞ increased to 327 trillion TL in the beginning of 2003. At the end of 2003, its sales volume reached 480 million USD. In addition, TANSAŞ targets to achieve its probability 5,5 million USD. TANSAŞ has 4.800 employees. 80% food product, 14% detergent, cosmetics, and paper, 6% non-food product. 6.5 % private label ( Tansaş ).

6. VISION TANSAŞ is more different than its’ competitors. Because TANSAŞ has: fresh products, economical brands, standard store formats, unique services and modes of communication.

7. MISSION TANSAŞ is in higher position than its competitors according to variety, economic, quality, and freshness.

8. VALUES TANSAŞ is a family which is resistant against to intense work pressure and focused on its customers.

9. SWOT ANALYSİS TANSAŞ is a company which has a strong financial structure and is institutional. Also it aims to consistently expand. Strengths: a strong financial structure, the strength of Doğuş Group, the facilities of raw material, experting and experience, providing a strong customer rights.

10. Opportunities: customers’ expenditure growth, desire of impulse buying because of customers’ lack of time, protect customers’ rights, potential growth in retailing sector. Weaknesses: low marketshare, adoption apparence of stores. Threats: Sabancı Group, entering foreign capital in market, decrease profit because of competitors, customers’ price sensitivity because of increasing substitute goods.

11. STRATEGIES TANSAŞ has different features of strategies against to its competitors: Differentation the concept of fresh product, private label, the concept of new store, the importance of customer right, good communication skill. Segmentation four types of store format ( mini, midi, maxi, and exclusive such as macrocenter ), target customer ( A – D1 Social-Economical-Status Groups), regional orientation (Aegean Region, Central Anatolia Region, Mediterranean Region, Marmara Region, and Western Black Sea).

12. Operational Productivity specialization, economies of scale, standardization, growth, multiplexing. TARGET MARKET Consumers who want to buy quality product and do not care about packaging are the age high average.

13. Location Strategy It is one of the most important decision for a firm. It is significant impact on fixed and variable costs. If the firm selects the wrong location, it may not have enough access to customers, workers, transportation, materials, etc.

14. Therefore, selecting right location affects the company’s profit and overall success. Since, customers pay attention to convenience to do shopping. On the other hand, searching optimal location should be determined according to company’s needs and goals in order to maximize profit also at the same time minimizing costs such as establishing warehouses. In conclusion, TANSAŞ applies these strategies about its own location.

15. Pricing Strategy Reducing price is not a strategy but it is a tactic. It means that if the company wants to use ‘ reducing price’ as a strategy, it should enter to the market with low prices such as BIM, A- 101,.. In contrast, using promotion, periodic reducing prices are used for a tactic. That’s why TANSAŞ uses reducing prices ( promotions ) as a tactic to decrease its stocks and increase profit. In addition, TANSAŞ presents private labels to customers with low prices. Private labels provide low costs for TANSAŞ without shelf payment and by a single packaging.

16. Communication Strategy Communication plays important role for between companies and customers. TANSAŞ communicates to its customers with advertisments ( tv, internet, billboards, posters, ect. ), promotions, junk mails, and campanies. In addition, customer services of TANSAŞ are great. For example; it facilitates to find goods for customers.

17. Store Atmospherics Strategy Store Atmospherics is another significant strategy for retailer. Inside and outside of stores should be attractive for consumers in order to do shopping easily. TANSAŞ focuses on store atmospherics strategy. For instance; it provides refreshing, warm, hygineical stores.

18. FİRMS ORGANİZATİONAL RETALİNG SHARE (%) TOTAL TRADE SHARE (%)STORE NUMBER MIGROS14,14,8463 BIM10,13,41075 CARREFOURSA9,73,3332 TANSAŞ82,7217 GIMA5,31,881 KIPA316 Table 2: Structure of Market before 2005 FİRMSORGANİZATİONAL RETALİNG SHARE (%)TOTAL TRADE SHARE (%) MIGROS/ TANSAŞ22,17,5 CARREFOURSA/ GIMA155,2 BIM10,13,4 KILER / CANERLER51,7 KIPA31 Table 3: Structure of Market in 2005 COMPARISON WITH THE COMPETITORS WITH REGARD TO STRATEGIES

19. FİRMS PRODUCT MARKET GEOGRAPHICAL MARKET PROCUREMENT MARKET CARREFOUR / GIMA< 1000 m2 <local only one retailing market MIGROS / TANSAŞ300 m2 <local separately product group Table 4: The Definition of Markets

20. According to Statistics,  In Migros and Tansaş, the average of customers’ ages is more than their competitors.  Social responsbility is more significant for Tansaş.  Food expenditure is much more in Şok.  Dia sells more private label products than others.  Consumers of CarrefourSA are interested in stock products.  Tesco Kipa is a retailer which is done the highest expenditure by customers.  The consumers mostly prefer to buy FMCG (fast moving consumer goods ) from BIM.  Tesco Kipa has the most loyal customers in the retailing market.

21. CarrefourSA/Gima  Being high concentration of geographical markets;  Ankara, Istanbul, Izmit, Bursa, Mersin. Migros/Tansaş  Being high concentration of geographical markets;  Çeşme, Edremit, Kuşadası, Nazilli, Marmaris.

22. Migros/Tansaş Tansaş is a leader in Aegean Region. Migros is following to leader in Aegean. Tesco Kipa works based on Izmir. Tansaş is a strong firm in Aegean Region. CarrefourSA and Gima are vital competitors of Migros/Tansaş throughout Turkey.

23. Our General Evaluation  Tansaş should take measures in time againts its competitors so that Tansaş gets competitive advantages. Therefore, it should spend much more time in order to recognize its competitors such as BIM, Kipa, DiaSA, Pehlivanoğlu, etc. In conclusion, Tansaş can follow competitors’ strategies. For instance, Tansaş should pay attention to private label products.  Tansaş should extend range of products so consumers can find what ever they want.  Tansaş should establish the shopping-mall ( like Kipa) and it should take part in these places.  Tansaş ought to set up Mini Tansaş in neighbourhood. (Kipa Express, BIM)

24.  Tansaş should focus on standardization because of economies of scale, increasing productivity, decreasing stocks and reducing costs. THE END

25. Advertisement

26. THANK YOU FOR LISTENING & WATCHING… Neslihan SEZER 20070205062 Deniz ATAYİĞİT 20070205013