International Competitiveness Level of Turkish Furniture Industry Espeacially in Bedroom Field

1. Research on the Competitiveness of the Turkish Furniture Industry and

Targeted Contribution of Current Research

 

      A very limited number of studies have been conducted that directly focus on researching the competitiveness of Turkey's furniture sector. Apart from academic studies on the Turkish furniture sector, there has not been much of a subject in the studies of political circles in the context of determining and developing strategic sectors. SPO, one of the most important institutions that should undertake the mission of determining and developing strategic sectors, has published a special specialization commission report on the furniture sector in 1996 and in 2006, for example, in the last ten years. However, some centers, such as IGEME, OAIB, etc. associations have reports on the Turkish furniture industry. These reports seem to be directly related to the subject and context of the present study. In these reports, the situation and development of the furniture export of the sector, the determination of its place in world trade and its competitiveness in international markets. 

There are also some other studies related to the sector. For example, in the study of , Turkishdiscussed the furniture sector and the EU furniture sector comparatively. investigated the inadequacy of the relationship between the furniture industry and educational institutions. 

The structure of the Turkish furniture sector, the structure of the sector, the national such as its contribution to the economy, performance, capacity utilization rates, product standards, production technologies.

It is seen that he made a comprehensive study by analyzing the furniture industry.

This study aims to investigate the competitiveness of the Turkish furniture industry from the specified aspects and to

It aims to help fill the research gap observed on the subject. Turkish

In this study, which aims to investigate the competitiveness of the furniture sector, the competitiveness of the sector

determining the power of the determined competitive power and what the dynamics behind the determined competitive power are revealed.

competitive advantage occupies their agenda beyond making a scientific contribution.

important issues that can be brought to the attention of those who are strategic decision makers in the sector and government.

intended to reach conclusions.

5. Competitiveness of the Turkish Furniture Industry with the Diamond Model Design: Despite the positive trend of the furniture sector in the country's exports, the total export is still

Among the reasons for its low share in the

It's because we haven't progressed. Large scale and experienced in Turkish furniture industry

problems in terms of making advanced use of design, including in companies

is happening. The companies that see the design activity as removing a model from the catalog have a large

international competitors, the majority of which pursue strategies based on new product design and development

However, in the globalizing world market, the most effective factor in the competitiveness of countries is modern design. Turkey furniture

In the study on the competitiveness of the Turkish furniture industry on the EU scale,

does not create an identity, quality and uniquely designed furniture in accordance with world standards

It has been concluded that these deficiencies are an important factor in international competitiveness.

has been emphasized. A special design unit in SME qualified businesses in the Turkish furniture industry

and they do not give importance to design as much as large-scale enterprises. This way of copying

and companies that produce to order have a significant competitive disadvantage in the international arena.

has. However, there has been a large number of companies actively participating in the sector since the 2000s in Turkey.

sized companies' use and management of the design also helps them to become a brand.

In the Turkish furniture sector, elements such as clustering, university-industry cooperation, logistics infrastructure are the diamonds.

stand out as the sub-variables of this factor. Strong and dynamic in a country's domestic market

Related and supporting industries have a positive impact on the global competitiveness of companies.

Clustering: The gathering of relevant and supporting organizations in a close geographical area,

In other words, if they form a cluster, there is a greater positive effect on international competitiveness.

It is one of the important points of the diamond model that it will cause an effect. interior of a country

strong and dynamic related and supporting industries in the global competitiveness of firms.

has a positive effect. In the furniture industry, the majority are end product and service manufacturers, specialized input,

parts, machinery and service providers, financial institutions, customers, auxiliary product manufacturers,

includes specialized infrastructure providers, training and technical support providers. commercial or

sectoral associations are also considered as members of clusters. trade in various provinces of Turkey

There are collective structures that bring together the unions and all the cluster members.

 Furniture manufacturing data are given according to clustering situation in Turkey. Turkish

According to this table, we see that the furniture industry is clustered in Ankara, Istanbul and Kayseri. This

These provinces are followed by Bursa and Eskişehir.

According to the data of the Central Anatolian Exporters' Association, furniture manufacturers are scattered with many

On the other hand, the furniture sector cluster is Istanbul, İnegöl, Ankara, Kayseri and İzmir. With these sets

There is a significant relationship between the level of exports. First and second in exports in the sector

Kayseri and Istanbul take the third place, respectively, and Bursa-İnegöl (Yeniçeri, 2005).

According to the data of Kayseri Chamber of Carpenters, Furniture Manufacturers and Upholsterers, operating in the sector

The number of companies reaches 3,500. According to TUIK data, the employment level of 11.5 persons per firm

With this, personnel are employed in the region with a rate well above the average of Turkey. Company

The high number of employees per person also shows that the city is in a large-scale, fabricated style.

It is a region where manufacturing companies are concentrated. Turkey's home and office furniture exports

Making 33.2% of it alone, Kayseri is the most important furniture production and export center of Turkey.

is in the state. Production in every branch of furniture today with technological developments and new investments

Kayseri has become an important furniture center of Turkey with its companies TOBB data and

The export figures of DTM also include the biggest ones in the city sector.

Although the furniture sector is scattered in various places in Istanbul, the two most important centers are İkitelli.

Masko with 778 stores in the Organized Industrial Zone and a small industrial site with 350 stores

It is Modoko. Istanbul furniture industry has an average employment level of 3.7 people per enterprise and 3.2.

It has an employment structure above the average of Turkey, which is a person/enterprise. great woodland

Bursa-İnegöl, which has fields and as a result, the wood industry has developed rapidly.

The region is also a region with high development dynamics. Bursa-İnegöl furniture sector by employment level

and comes after Ankara. However, in the distribution of exports made in the sector to our regions,

It is in the third place after Kayseri and Istanbul. This success of the region in exports shows that Bursaİnegöl is on the way to become an important international center in furniture. Izmir

region is in the 5th place after Kayseri according to the employment level in TUIK data.

Karabağlar and Kısıkköy are the places where the sector is concentrated, and the city owns ports, transportation

It is among the important breakthroughs in exports with its ease of use. 2.66 in terms of number of employees per firm

In the region, which has an employment level below the average of Turkey, mostly small companies

exists University-Industry Cooperation: Regarding the furniture and woodworking of universities operating in our country

departments are available enough and qualified personnel needed by the sector can be easily provided.

can be achieved. However, companies operating in the furniture and woodworking sector and universities

There is weak cooperation between Naturally, companies operating in the furniture industry

benefiting from the R&D studies offered by universities at a limited rate, raw material

Our country offers endless opportunities for product development, new investments and technology development.

(especially furniture production technologies) compared to its competitors in the world.

causes. The most clustered SMEs in the Turkish furniture industry

The region is Ankara Siteler region. According to a study conducted in this region: Worldwide in Ankara

While a design and engineering education is possible, survey respondents most famously

many clusters, especially when it comes to mid-level positions.

stated that the company could not fully meet the need for qualified personnel. Some education in Ankara

Even though cluster companies offer specialized training on furniture production related issues, cluster companies

they continue to complain about the shortage of qualified personnel

Logistics Infrastructure (Transport-Packaging):

Delivering the sold furniture to the buyer in a safe and complete manner

is necessary. Except for the companies that produce demounted package furniture, especially exporting manufacturers,

Since the products they produce are in different sizes and the number of products to be exported is small, good packaging is required.

cannot. The packaging they apply is usually limited to corrugated cardboard and air nylon. Turkish

In the furniture sector, as in other sectors, transportation creates a big problem.

Road transport, which is the most expensive mode of transport in the world, is used extensively in the sector.

Most of the damage to furniture is caused by transportation. Furniture

During the export, various problems arise at the customs, and the packaging deteriorates. With this

However, the vast majority of products in the wood products and forest products sector are large volumes.

and heavy products, it is among the most important factors that increase the cost of export for shipping companies.

took place State Factor

Factors such as unregistered competition and taxes-incentives in the Turkish furniture sector contribute to this factor of diamond.

stand out as sub-variables. The state is the supporting and guiding factor of the sector.

Ensuring all kinds of legislative changes necessary for the development of the sector, taxation, registration

an effect that increases the competitive power by preventing unfair competition and by means of incentives.

creates.

Informal Trade: In Turkey, around 65 thousand furniture manufacturing and

It is considered to be a point of sale. However, due to informality, the number

unknown. It is estimated that the rate of informality can be up to 50% - 60% (SPO, ÖİK,

2006). For this reason, guarantee certificate, invoice, etc. in the sector. inspections are not done enough, capacity

use, scale manufacturing inventories cannot be drawn. Unregistered trade, working in accordance with the rules

negatively affects the development and competition of companies.

Taxes and Incentives: European countries where high tax rates applied in the furniture industry

level, which is a significant disadvantage for competition with foreign markets. In Turkey

High SSK premiums are another factor that negatively affects competition. Therefore, SSK

premiums need to be rearranged taking into account international practices and country realities.

is heard . Turkish furniture manufacturers follow the cost leadership strategy.

Cost-increasing factors have a significant negative impact on competitive strategies.

SMEs, constituting 99.89% of enterprises in Turkey, ensure the stability of the economy and social systems.

element and fundamental dynamic. However, the majority of the furniture industry in Turkey

SMEs that constitute a more functional economy for the economy in case of adequate financial support

will be able to structure. Table 5. shows the numerical value of the incentives received in the Turkish furniture sector.

Furniture analysis is given by the Undersecretariat of Treasury between 1997-2004.

A total of 160 incentive certificates related to the industry were given.

There has been a decrease in incentives received from the government for investment since 1999. The economic

Due to the uncertainty environment created after the crises, companies do not want to make large investments.

they avoid. Despite efforts to complement ongoing investments, some businesses

They delay or postpone their investments due to their problems. To SMEs in Turkey

Increasing the amount of loans with new financial institutions providing resources will make significant contributions to the sector.

can be found

Conclusion

Depending on the performance in international markets, for the Turkish furniture sector in the period of 2001-2004

The calculated index values ​​are below 1 and above 1 in the 2005-2006 period. below 1

index values ​​between 2001-2004 Turkish furniture industry has a disadvantage in international competition

shows that. However, index values ​​above 1 for the 2005-2006 period.

is taking place. This means that the Turkish furniture industry has a competitive advantage in international markets.

It means position. Although it has competitive power between 2001-2004

Although it is not in question, when it is considered as a trend, the Turkish furniture industry

It can be said that it has shown an increasing competitiveness since 2001. another expression

In the current situation, the competition of the Turkish furniture sector calculated in this study

not high in the international arena according to the power and comparative advantage indices

demonstrated its competitiveness. More competitive each year than the previous year.

gaining strength as an industry. The importance of this is the fact that global competition is increasing day by day.

taken into account, the competitive position of the Turkish furniture industry over time.

will be more appreciated. In this respect, the shining star of the furniture industry

seen as one of the sectors.

Looking at the reasons behind this success within the framework of Porter's diamond model,

increasing demand and increasing sophistication of demand, qualified workforce and opening up of companies

be said to have strategies. This situation is more important for the companies in the sector to export.

It has been realized thanks to their giving and using high technology. However, the competitiveness of the industry

instead of production-oriented and cost control, in order to develop and make permanent its power.

It is necessary to focus on more advanced competitive elements such as R&D, design and marketing.

The Turkish furniture industry has been around since the first period when furniture industry entered the country as an industry.

It is undeniable that he has made great strides. However, these developments are due to the constant experience in the furniture industry.

did not solve the problems. The fact that Turkey is in the EU accession process has positively affected the sector and

Every year, importance has been attached to growth and capacity building efforts. So better quality and cheaper

products have been produced. With each passing year, thanks to this acceleration achieved by large enterprises,

competitiveness has increased. The competition of the Turkish furniture industry in the world markets

In order not to lose its power, it gives importance to technological development and R&D and increases productivity.

must provide.

In recent years, the European Union market has an important share in the export of Turkish furniture industry products.

Considering the fact that the EU market is still the world's largest and highest-income consumption region.

This is important when taken. In general, the structural change experienced since 2000

Traditional sectors such as labor-intensive textiles, both in production and exports, increased their share in the process.

While losing, there is a relative increase in the furniture sector, which has a similar nature. However

In general, the Turkish furniture industry is an SME-dominated sector. Regarding the number of businesses

Even the estimates differ greatly. Most of the purchased furniture

The fact that there is under-the-counter production shows that the industry still has not been modernized to a large extent.

analysis

Competitiveness is often defined in terms of effects rather than causes. Porter in 1990.

With the model he developed in his book titled "Competitive Advantage of Nations" published by him, some nations' "why"

tried to answer the question that it is more competitive in certain sectors than others. This

In this context, with the use of the diamond model, the overall competitive position of a particular sector

causes can be determined. The diamond model consists of four factors that determine national competitiveness in an industry.

It requires examining the basic elements in relation to each other. These are national factor endowment,

demand conditions, associated and supporting industries, and business strategies. State, that is, public administration,

In addition to the four main variables, the main variable is often taken into account in the diamond model.

is taken. Now, with the diamond model approach, the competitive power of the Turkish furniture industry is positively

Or let's examine the main dynamics that negatively affect them one by one:

5.1. Factor Conditions

In the furniture sector, qualified workforce, financing, raw material factors are the sub-factor conditions of the diamond.

stand out as variables.

Qualified Workforce: Since the Turkish furniture industry stands out as a labor-intensive business line, the need for workforce

and its quality is seen as a critical input. In our country, which has a young and crowded population, the sector

personnel needs can be met easily. On the other hand, qualified personnel needed by the sector

needs are met by various institutions in the country. Indeed, every year many people

graduates from the relevant departments of these institutions and work directly in the sector. With this

However, employees in mostly family-owned companies consist of family members. This style

The employment of qualified labor in established companies is very low. Finding the required workforce easily

and the scarcity of qualified personnel employment is reflected positively on production costs.

On the other hand, family members take part in both production and management to reduce production costs.

When considered together with their contribution to the reduction and savings from informality,

Low labor force is the most important basis of the international competitiveness of the Turkish furniture industry.

be said to have costs. However, such as domestic employment, informality, which leads to cost advantages,

factors may also have a limiting effect on international competitiveness in the long run.

should not be forgotten. Because these are not the result of managerial competencies.

Financing: In terms of financing, the main problem of the sector is furniture in Turkey.

Since a large part of the sector consists of SMEs (35 thousand manufacturers in the sector)

only 100 carry out large-scale fabrication production,

capital insufficiency and high cost of credit.

Businesses generally finance their activities from their own resources. Businesses usually

they use their capital and tie their capital to the owner of the business. Therefore, it is constantly

There is a shortage of working capital. In other words, the competition of Turkish furniture exporters

their inability to adequately benefit from national and international financing opportunities that weaken their power.

However, keeping the maturities long in loans and interest rates are at the level of European Union countries.

It is important for the sector to adapt to the production-sales cycle. Moreover

partnership with international financial institutions, development and investment banks for the financing of foreign trade

work can be done Raw Material: Competitiveness of the Turkish furniture sector companies in the international arena

Insufficient raw material resources play an important role in the inability to obtain power. Although Turkey has a suitable supply of basic materials such as wood, chipboard, veneer, hardware and other inputs,

It is not possible to obtain good quality domestic inputs in sufficient quantities and at competitive prices.

Another obstacle to the development of the furniture industry is the low availability of locally produced European products.

are intermediate goods, such as metal accessories with a quality copy. That's why companies are faced with very few options.

they are exposed, and they have to use only imported inputs. 100% local in Turkey

The furniture industry, which works with materials, recently supplies 75 percent of its raw material needs from the foreign market. The fact that the raw material is procured from the foreign market and the fluctuations in the exchange rates observed until recently also affect the costs in the furniture sector.

has raised. This situation turns the advantage of price competition in the furniture sector against our country.

Claim Conditions

As Porter argues, the primary source of competition for firms in an industry under study is domestic demand.

Consumers with excessive demand allow firms to focus on needs and preferences on a consumer basis.

cause a warning. This assumption is an important issue for the Turkish furniture industry.

offers an explanation. Size of Demand: The size and nature of domestic demand The growth of the Turkish furniture industry, its opening to international markets, and a performance above the world average in recent years.

is one of the reasons behind it. Turkey is a developing country with a fast growing population and therefore the domestic market for the furniture industry has a high and growing demand.

has. Furniture purchases in Turkey generally arise from necessities such as housing, new marriages, old furniture becoming unusable in parallel with the increasing population. However, the factors affecting the purchase of furniture in general are as follows. Changes in housing policy and understanding, increase in schooling rate, acceleration of urbanization, fashion and

adaptation to style changes, development of office and service sector

Furniture demand is largely parallel to new housing constructions and income growth.

The demand for office furniture is largely dependent on the establishment and construction of workplaces, the use of office automation systems and naturally the increase in employment. The young population in Turkey is rapidly

It is the motor power that grows the construction sector, which in turn the furniture sector. As a result of the increase in new house sales with the revival of the construction sector, the furniture industry has been in the last four quarters.

It grew by 20 percent annually and reached a volume of 3 billion 500 million dollars. The domestic market addressed by the furniture industry has a high and developing demand.

has. On the other hand, the need for more flexible and functional use of spaces that have shrunk as a result of conceptual changes in the housing sector keeps the demand for furniture constantly alive.

Nature of Demand: In addition to the size of the demand for furniture products and its increase over time, a

It is observed that there is a fundamental change in the nature of demand. This is the demand for furniture.

it is becoming a tool to keep up with fashion rather than a need. the nature of the request

This change is in parallel with the economic development level of the country. This transformation

The most important factors behind it are rapid urbanization on a national basis, increasing per capita income and

as the effects of globalization.

The increasing demand trend and quality observed in the domestic market positively affects the global competitiveness of the company.

affects. A study conducted by TÜSİAD and Sabancı University in 2006

It is seen as a successful and shining star among the products exported to furniture.

 The new life created by globalization contributes to the increase in foreign demand.

arguably caused by their style.

Firm Strategy and Competitive Structure

Turkish furniture industry, firm sizes, firm strategies, R&D and innovation of firms,

Elements such as design, branding studies stand out as sub-variables of this factor of diamond.

comes out.

Firm Sizes: Opening the Turkish furniture industry to international markets and competition

branded instead of unbranded traditional styles that pass from workshop to fabrication

developed by a small number of companies that produce products and switch from production and sales oriented to market oriented.

It can be said that it is realized thanks to new competitive strategies. Only 35 thousand manufacturers in the sector

100 of them are large-scale fabricated production. These 100 companies represent the 3.5 billion dollar market.

It holds 1.4 billion dollars. holding 25 percent of the market

Istikbal and Bellona share the first two places in the furniture sector. Butterfly furniture, these two companies

Medium-sized enterprises mostly oriented towards the domestic market

It trades and / or manufactures as a traditional

works in the market. Medium-sized enterprises rely partly on labor and partly on technology in their production.

benefits, but as a result of this production style, there are problems in opening up to international competition.

they live. The production quality of medium and small-sized enterprises that are not open to foreign competition

It results in Turkey's inability to reach sufficient results in its foreign expansion.

Even in the current situation, furniture production is mostly carried out in small enterprises. In Turkey

Although the furniture sector is divided into two as fabrication and workshop type, workshop type is lathe.

It is a sector where small-scale enterprises such as carpentry shops, which consist of workbenches, are concentrated.

Handcrafts are prominent, traditional family companies are dominant and they are usually made to order.

One of the functions of small-sized enterprises producing

and to meet the semi-finished product needs on contract basis. However, especially in the last 15-20 years

In addition to small-scale enterprises, the number of medium and large-scale enterprises has started to increase. Research service of Central Anatolian Exporters' Associations

According to the Furniture Industry Evaluation Report prepared by the Turkish Woodworking Federation,

There are 55 thousand small and medium-sized enterprises with registered employees. Registered with the Chambers of Industry and Commerce

When the members are included, the number reaches 65 thousand. Mostly at workshop level in the sector

capacity utilization rate remains at the level of 40 percent. Whereas the EU

countries, this rate is around 90 percent. Manufacturing in the industry

Although the number of firms is very limited, the number of firms in the medium and large enterprise category

increasing. In addition, the share of foreign capital in the sector is quite low.

furniture manufacturing industry average capacity utilization rates as of 2001-2006

statistical information is included.

. Furniture Manufacturing Industry Average Capacity Utilization Rates

 Capacity utilization of companies in the Turkish furniture sector according to company size

rates are included. Furniture demand is largely parallel to new housing constructions and income growth.

is following a course. Therefore, the demand for furniture, which is a consumer good with high demand elasticity,

and capacity utilization rates follow a fluctuating course in parallel with economic fluctuations.

 Capacity utilization rates vary according to enterprises, but in small scales.

40%, 55% in medium scales, 80% in large scales.

1. Introduction

Furniture as a design element is an important part of design theory and history.

is part of it. It has played a role in history, both as part of the architectural context and independently.

The aim of this study is to highlight the modern furniture designed and produced in Turkey and

reveal ways to contribute to filling the gap on this subject in the literature.

is to put.

According to Boyla, furniture, which is historically of western origin, is traditionally Turkish.

contradicts the spatial structure. The use of furniture in Turkey has historically been

In the ninth century, within the scope of Ottoman westernization attempts, Dolmabahçe and

It begins with its use in Beylerbeyi Palaces. nineteenth century

towards the end, it was used in most of the residences around the palace in Istanbul.

seems to have started [1].

In Tanyeli, within the scope of historiography on the early republican period,

Emphasis on starting to equip the living space with moving furniture of Western origin.

draws attention [2]. Due to the phenomenon of demonstrability of the interior of the house

Firm Strategies: When a generalization is made, it is seen that Turkish furniture manufacturers are in international markets.

the strategy they follow is the "cost leadership" strategy, which they implement on the basis of cost savings. But here

It is worth pointing out an important distinction. Cost leadership refers to a managerial competence and

This means benefiting from efficiency and economies of scale based on cost savings.

However, there is a cost leadership behind the success of Turkish furniture companies in international markets.

exporter of input costs rather than a "competitive advantage" based on

a “comparative advantage” due to its relative cheapness compared to the countries where

It can be said that it originates from But this international advantage only entered

It would not be correct to attribute it to the relative cheapness of the factors. Because entrepreneurial, managerial and

There is no doubt that an important added value is created with competencies such as marketing. In recent years

despite the appreciation of the Turkish lira, which led to its competitive advantage above the world average.

These competencies are behind the reasons. From this point of view, Turkish furniture

between the competitive advantage of the industry in international markets and the "cost leadership" strategy they follow.

It could be argued that there is a relationship. In recent years, giving more importance to sales activities, scaling up

saving money, gaining productivity and quality increases with technological innovations, international

efforts to expand into markets, etc. ways and cost-based strategies "comparative

It is observed that they shift towards “competitive advantage” instead of “superiorities”. This is also available

“cost leadership” strategy of Turkish furniture manufacturers in the current situation and in the medium term

It means they are watching/will be watching. Cost leadership is the biggest for the Turkish furniture industry.

It provides a significant advantage in the European Union, which is the market. According to European Union standards

relatively cheap based on cheaper labor and inputs. As can be seen from this, the cost

 

It is not productivity management that creates leadership, but relative cheapness of input, cheapness of labor and informality.

such as non-managerial competencies. It should also be noted that adding cost leadership

It has to be a strategy with low value and therefore low profit margins. Turkish furniture

Since the competitiveness of the sector is not based on managerial competencies, labor and input

China, India, etc., which may be in a relatively advantageous position in terms of costs. competitive pressure of countries.

becomes very clear. In big markets such as Europe, where Turkish furniture manufacturers are currently exporting,

“differentiation strategies” that carry out the lion's share of the market on elements such as quality, brand and innovation.

are European businesses. Differentiation strategies must be based on competent managerial resources and skills.

Branding: In this context, in international markets, every country is as strong as the brands it owns.

Considering the fact that the sector is as competitive as its design capability, the Turkish furniture sector

The most important factor that reduces competitiveness is that the branding process is still very new and the design

It can be explained by the very weak ability. Quality product image of the Turkish furniture industry in foreign markets

appears to be unknown. In terms of competitiveness, this is the largest in the foreign market.

is one of the disadvantages. The place of branded furniture in the total sales volume has been in the recent past.

was estimated to be less than 10%. Recently, armchairs are covered with fabric such as sofas.

It is thought that this rate is increasing rapidly with the increase in branded names in seating groups. four years

Unbranded products, which held 70 percent of the market before, are barely out of the market today.

can get a share below 60 percent . This is the last

With the increase of branded names in fabric-covered seating groups such as armchairs and sofas,

This means that branded products have a share of up to 40 percent.

In the face of increasing marketing problems of the products produced and intense competition, companies,

new product development, searching for new market segments, finding new distribution strategies, promotion etc.

increased the importance of their work. As a result of this, business understanding of business managers (product

over time, this understanding turned into sales (sales management) and eventually marketing.

reached the understanding (marketing management). Considering the furniture industry as a whole,

The majority of enterprises in the sector are small and medium-sized enterprises. These businesses

It does not follow a marketing-oriented strategy, and still maintains a product-focused strategy.

However, the companies that are exporting cannot fulfill the requirements of the marketing-oriented strategy.

It can be said that they are working

R&D: Furniture producing enterprises are R&D oriented and pioneer in innovations.

they seem distant. The image of poor quality products in the foreign market can only be revealed through R&D studies.

can be eliminated with new and high-quality products. Export development study center house and

According to the office furniture export market research, the Turkish furniture industry's market

diversification of the products and increasing their market share in existing markets.

trying to exist with their brands will be the most important factor that will increase their competitive power.

are available. Turkish furniture manufacturers create international brands and be a pioneer in innovations

Although it is not yet known that they are in the advanced stages of marketing such as

It is also seen that they have taken a long distance in marketing to export to countries.

It is observed that the product variety has increased in the furniture industry, especially in the last ten years. This diversity

Its main driving force is the efforts of companies to increase their market share and the changing expectations of consumers.

Few of the furniture manufacturers invest in education, research and development, and innovation.

is doing. Limited amount of R&D assistance from companies operating in the furniture sector.

benefit from the benefits of our country in the fields of product development, new investments and technology development.

causes it to lag behind its competitors