Could you provide
information about our new operation in Antalya? How do you assess our duty-free
operation at Antalya Airport, Turkey's second busiest hub in terms of
international traffic, and the market potential in the region? As a new
operation, what is the significance of ATÜ's presence here and what are your
initial goals?
Our Antalya operation is
spread across three terminal buildings, including the new terminal that came
into operation after the expansion, known as “Extension.” In 2025, we will be
serving with 20 store locations and a total of 10,000 square meters of commercial
space, along with five warehouse areas exceeding a total of 3,000 square
meters. With our new stores that we plan to open in 2026, we forsee to open a commercial
area of over 12 thousand square meters and a warehouse area approaching 9
thousand square meters with the locations to be added. I would like to convey
the size of our operation to you by sharing the striking detail; "Our Terminal 2 Extension Main store is
the largest ‘walkthrough‘ store in Turkey, reaching 4500 square meters with the
passenger walking line passing through its center." We plan to serve
33 million passengers annually with our number of employees, which we plan to reach approximately 1600 people in 2026.
Our most important goal
is, of course, to achieve our financial targets. While accomplishing all this,
successfully integrating ATÜ's 25-year culture into the Mediterranean region,
becoming one of the most preferred employers in the region, and ensuring operational
sustainability are also among our strategic priorities. The foundation of
success lies in happy employees working in a peaceful operational environment
and the satisfied customers they create. This is precisely what the ATÜ culture
is all about.
As a new operation, how
did you establish and execute your collaboration processes with local and
international stakeholders? How do these collaborations contribute to the
success of your operations?
We already have extremely
strong teams at our Istanbul headquarters that manage collaborations and
support operational processes. With their contribution, we have built a solid
structure. In the Antalya region, we have further strengthened our team with new
transfers that add to this strength. In short, we have transferred our
long-standing collaborations with local and international partners to the
Antalya platform. The only thing that has changed is that we now have a much
larger and more effective structure.
Could you talk about
customer shopping habits in our Antalya Airport operation? What are the most
preferred products by product-category? Do you observe any noticeable
differences in the first preferences of passengers of different nationalities
(Russian, German, British, other Europeans, etc.) arriving in Antalya?
Antalya Airport stands out
as a tourist destination preferred mainly by passengers of German, Russian, and
British nationality. This demographic structure has been one of our most
important reference points in determining our commercial strategies. Of course,
we shape our product and service range while also taking into account travelers
from other nationalities. In terms of nationality-based interests, tobacco and
perfume categories stand out, and our niche perfume brands are very popular
among travelers. At the same time, we continue to diversify our investments to
offer different products and categories, thereby enriching the experience.
What are your initial impressions regarding customer experience and sales performance at the new stores in Antalya? How has the store concept and the services offered impacted passengers?
Our Antalya Airport T2 Extension store attracts passengers with its spacious area and impressive architecture. Thanks to the walkthrough concept, over 90,000 passengers pass through our store daily during peak season. This high level of interaction is the clearest indication that we have created an enjoyable space that increases the motivation to shop. Indeed, the increase in per capita spending rates is confirmed by analyses that support our approach. The large size and newness of the T2 Terminal can initially cause first-time passengers to worry about finding their way around. However, once all operational processes are completed by the end of the season and things settle down a bit, I believe that habits will be formed and the positive effects will be felt more clearly.
With our Old Bazaar store concept, we bring both regional and Turkey-specific local products to travelers, continuously expanding our product range. In the fashion accessories segment, we bring global brands to travelers through our Luxury Square and monobrand stores. These stores also attract the attention of the business and social circles living in Antalya, creating a loyal customer base. I believe that with our new stores opening in 2026, the impact of our luxury brands in particular will increase even further.
What operational challenges did you encounter when setting up and running a new operation? How did you approach these challenges, and what valuable experiences did this process provide you and your team?
It all started with working on a laptop in a cafeteria. Then we planned our offices. We started as one person, then became ten... then a hundred, and today we are a massive operation with 1,100 employees. We went through difficult times, but we continued with determination. We planned and stuck to the plan. All our departments devoted all their energy to Antalya. There were sleepless nights. First, we opened 4,000 square meters of commercial space in just three days. People said it was “impossible” and “can't be done,” but we did it. We achieved the impossible. Everyone who was involved in the process at that time knows exactly what I mean. Looking back, it's very clear that beneath the weight of the details lies a success story. During that process, no one complained about working too hard. Phrases like “I'm not leaving until my work is done!” and “You go rest, I'll stay here” were said by everyone at the time, from warehouse workers to managers. When we opened, even our foreign partners said that classic slogan about us: “Crazy Turks!” As I write this, it's as if I'm reliving that process. I want to thank everyone who was with us during those difficult days once again. At the point we've reached today, the foundation that has been laid here is so solid... I can't imagine a greater experience or achievement than this.
How do you plan to leverage technology (digitalization, new payment systems, personalized shopping experiences, etc.) to improve your operational processes in Antalya and enhance the customer experience, or what initial steps have been taken in this regard?
At our CIP Lounge stores, we have implemented a special program aimed at increasing customer satisfaction. Passengers who come to the lounge and wish to shop in the main store are accompanied by a dedicated assistant. This service, which provides one-on-one support throughout the shopping experience, not only increases shopping potential but also maximizes customer satisfaction.
In line with our digitalization vision, we are implementing many projects in our Antalya operation. There are 16 self-checkout counters in our stores; our passengers can make their payments quickly and easily themselves thanks to these counters. This system both improves the customer experience and contributes to our digital transformation process as a demonstration of our innovative approach.
Another important project is measuring in-store commercial performance with AI-powered cameras. Our IT team is in the final stages of this process. Once the project is implemented, we will be able to analyze passenger shopping behavior more effectively and evaluate in-store traffic by time and area.
Another innovation planned for a demo application in the coming months is our robot project. Our AI-powered, human-like robots will be placed in our stores and offer passengers a unique shopping experience. These robots will play an active role in many areas, from promotional presentations to customer information, increasing interaction and combining technology with customer experience.
Could you tell us about the setup process of your Antalya operations team and your current team structure? As a new team, what strategies are you implementing to ensure cohesion and motivation?
Obviously, we utilized ATÜ's own internal resources during the setup process. We formed the basis with transfers from other regions. At this point, it was critically important for us to move forward with teams that embodied the ATÜ culture. Then, our Human Resources and Culture department practically set up camp in Antalya. Imagine planning the human resources for an operation involving over 1,000 people from scratch. Not hundreds, but thousands of people were interviewed. Time was limited, and the need was clear. Fortunately, through careful consideration, the right team members were found, and a very solid foundation was laid. After that, it found its own rhythm, like a spinning wheel. I sincerely thank everyone who contributed to this process.
The difference in the Antalya operation stems from this very foundation. Every detail I mentioned above demonstrates the strong foundation upon which our employees' internal motivation and the operation itself are built.
As operation management, the issues we prioritize most are transparency and accessibility. Everyone can make mistakes. What matters is having a manager who will put a hand on your shoulder and share the knowledge needed to prevent that mistake from happening again. We strive to create an atmosphere of sincere communication. We train field managers who connect with their teams, involve them, encourage them, and most importantly, are fair. Of course, when a mistake turns into an error, we do not hesitate to take the necessary disciplinary action.
What professional and personal experiences has leading a brand-new operation in an international tourism hub like Antalya given you? What does this new beginning mean to you?
If you are leading an operation at this level, it is essential that the relationships you establish with all stakeholders at the airport and in the region—including official authorities—are strong and resilient. I have always placed special importance on this issue in the operations I have led in the past. On the other hand, if you have a strong management team in the field—and I feel very fortunate in this regard—you can create space to focus on the big picture and make strategic decisions more consistently and with conviction.
This is my 25th year at ATÜ. I have long-standing, solid relationships with many of my colleagues, managers, and other regional operations leaders at the Istanbul Head Office. They are all just a phone call away. I know that in times of need, someone is always ready to do their utmost to support me and my operations. This trust gives me strength. For some, “a new beginning” may be meaningful. However, for my colleagues who have been part of the ATÜ family since the Atatürk Airport process, like me, this is not a new beginning. We at ATÜ have simply returned. We will continue from where we left off, with the same faith and the same passion. All together.
