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.
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.
SİZE ( m2 )
STORES ( n )
SHARE OF SALES ( % )
< 250
36
18
251 - 500
24
19
501 - 750
9
10
751 - 1000
5
6
1001 - 1250
5
14
1251 - 1500
2
5
1501 - 1750
2
6
> 1750
7
22
Table 1 : TANSAŞ stores by floor size, 1996
• 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 ).
VISION
TANSAŞ is more different
than its’ competitors.
Because TANSAŞ has:
• fresh products,
• economical brands,
• standard store formats,
• unique services and
modes of communication.
MISSION
TANSAŞ is in higher
position than its
competitors according to
variety, economic, quality, and
freshness.
VALUES
TANSAŞ is a family which
is resistant against to
intense work pressure and
focused on its customers.
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.
• 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.
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).
• 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.
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.
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.
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, A101,.. 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.
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.
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.
COMPARISON WITH THE COMPETITORS WITH REGARD TO
STRATEGIES
ORGANİZATİONAL RETALİNG SHARE (%)
TOTAL TRADE SHARE (%)
STORE NUMBER
MIGROS
14,1
4,8
463
BIM
10,1
3,4
1075
CARREFOURSA
9,7
3,3
332
8
2,7
217
GIMA
5,3
1,8
81
KIPA
3
1
6
FİRMS
TANSAŞ
Table 2: Structure of Market before 2005
FİRMS
ORGANİZATİONAL RETALİNG SHARE (%)
TOTAL TRADE SHARE (%)
22,1
7,5
15
5,2
10,1
3,4
KILER / CANERLER
5
1,7
KIPA
3
1
MIGROS/ TANSAŞ
CARREFOURSA/ GIMA
BIM
Table 3: Structure of Market in 2005
FİRMS
CARREFOUR /
GIMA
MIGROS /
TANSAŞ
PRODUCT
MARKET
< 1000 m2 <
300 m2 <
GEOGRAPHICAL
MARKET
PROCUREMENT
MARKET
local
only one retailing
market
local
separately product
group
Table 4: The Definition of Markets
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.
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.
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.
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)
 Tansaş should focus on standardization because of economies
of scale, increasing productivity, decreasing stocks and reducing
costs.
THE END 
Advertisement 
THANK YOU FOR
LISTENING & WATCHING…
Neslihan SEZER 20070205062
Deniz ATAYİĞİT 20070205013