Selim Tekay on planning a year ahead for Black Friday

Greetings everyone. I don't know which episode of our podcast this is, maybe 11 or 12 . So, welcome to the most current, latest episode. our guest this week is Selim Tekay. Greetings, Selim. How are you? Hi. It's good. We are struggling with the heat. How are you? Well, we're doing just fine too. I've already put on my straw hat. I'm kind of acting like Ayhan Sicimoğlu, but it's really very warm.

It just won't calm down. Barış, how are you? How's the weather there? Well, it's similarly extremely hot here too, but we're spending the whole day without getting up from under the air conditioner . Let's say we somehow manage to survive until evening. That's great! So, is there a topic for this week ? So, have we specified a particular topic ? We usually don't choose a topic at the beginning, or we change it immediately after deciding on a topic, maybe even within 5 minutes.

Yes, we can proceed exactly that way. It's up to us how we want it, but actually I think it would be good to get to know Selim first. Later today we're talking a bit more about the heat, but actually it's almost 4/15 . As you know, the fourth quarter is a critical month, especially for e-commerce and global spending, and planning for the year 2026 has already begun.

We wanted to discuss a bit more about how we can prepare for this period, how we can look at annual plans, and the more commercial aspects of the business, so let me say this and hand the floor over to Selim. Let's get to know you a little better. It is possible. Let me keep it very brief. Well, I've been involved in e-commerce and digital marketing for many years.

I've been involved in the Ad Net Network side, the agency side, and the company side. Here they all are: Bayman, Bilyoner, the ones that stand out. Well, I've had many different experiences thanks to this. So, in different sectors, different sizes, and different structures. And so, as of this June, I've decided to leave corporate life. Congratulations. From now on, I'd like to provide a bit more external support to companies .

Okay, let me quickly get into Q4, based on what you said. So Q4 has arrived. You know, in our system, there's this thing... The question of when preparations should begin is something we've been debating for many years. Well, the earlier you start preparing, the better . But the question of what preparations to make varies greatly from company to company . I agree completely. Okay, so I'll ask you something now.

I mentioned some very large companies, by the way. So we passed through that part quickly, but they're all here at Beyman Biloner. They are all leaders in their respective fields, working with very different structures and perhaps dealing with very different problems. So, have you seen any changes in this fourth quarter over the years? So, let 's say, what was it like 5-6 years ago ? How are you today?

So, what has changed in your eyes? Well, actually, it all came out during the time I was here, that thing called "Black Friday," the slogan. Well, I guess I'm lucky. Well, that's when the hype really starts to build. Because this last quarter's business, actually, the November festivals, the discount festivals period, wasn't as hyped in Türkiye as it was in America at that time. Ten years ago, eight years ago.

Then, they all came up with the idea of "let's claim ownership of this and promote it," which actually turned out to be a very good move from a commercial standpoint. So this isn't just about marketing. Marketing provides excellent support, but preparation is needed. So that stock, that operation, managing it all from here, the warehouse had been renovated at that time. With that new warehouse system, it was of course easier to get those products out .

So, that's why he made a great move, and that's how the legendary Friday deal was born. It went very well. And now, if we look at where it has evolved, it has turned into a period where, both in the world and in Türkiye, some companies are almost making in a single month what they would normally make in the previous 11 months . In fact, some companies, like the big luxury cosmetics companies we worked with at Bay, don't offer discounts outside of this period .

For example, they don't offer any discounts throughout the year . He only does it during this period. Many companies are preparing their operations for this period . Inventory management is now entirely focused on this period. Well, people are trying to get into those production capacities very early on . In fact, that's what we were doing recently . When one Black Friday ends, you start preparing for the next Black Friday by booking advertising deals and placing orders, including production orders, on the product side as well.

Because there's data in a really beautiful person. Which platform has attracted good, high-quality users, and a large number of users? On the one hand, you see which products have come to the forefront, and you need to get them as soon as possible because it's actually a war, there's competition going on. Whoever can acquire those stocks, that manufacturer's equipment, for example, their capacity, first, gets the advantage. For example, this thing was also coming out in the Bayman area .

For example, you want to have something produced in Türkiye. let it be a shirt . Actually, Beyman isn't your only competitor . Trendyol is now having shirts manufactured on-site . LC 2 also has shirts manufactured. And these companies have such great production potential that, suddenly, you find yourself competing with them . In fact, some Turkish companies provide support to many global firms because they produce such high-quality work .

Therefore, you need to start planning this very early. That's why I said it varies from company to company; for example, Black Friday preparations and Q4 preparations start a year in advance for some companies . In some companies, it starts a month earlier . So it's about what you're selling and what kind of strategy you have. Or, I could even go so far as to increase the level of competition and say this: I think you're competing directly with everyone who advertises on Black Friday or in Q4 .

Because the user has a budget in mind. Just as brands are preparing for that time, users are also preparing themselves in a way. Maybe if she was going to shop in September, she'll shop in August, but she won't. For example, he says, "I'll wait another month and a half or two months." I mean, some things are going to go on sale anyway. I'm not entirely sure if I'll be able to enter.

So, they already have a budget in mind, a plan for how they'll spend, and then you try to stay within that budget. You can go in there wearing a shirt, or you can go in with an electronic device. Because there's a decision-making process involved, and I think the user is already the most difficult part of it. Well, when they first came out, they were great, I really remember brands, even small brands, that made their revenue for two years in a single day, let alone 11 months.

Now there are so many campaigns, so many brands involved, that I think you sometimes get completely lost in the middle of it all. So, should I look there, or should I look over there? 150 of them have discounted. Now the user is wondering what they're going to do. That's why I think marketing becomes extra important, and as you said, inventory management also becomes extra important behind the scenes.

So, Berkay, you're definitely on the agency side, so how do you see things during this period? Why? Weren't you there? I've been there too, but mine was a whole different story, man. Since I was only involved in the business development side of things, I didn't have much work during those periods. Lately, though, the metrics are definitely almost the same, but it seems like the perspectives are changing a bit.

So, as Selim mentioned, instead of focusing on the background aspects of the business, here it's more about user segmentation. For example, after running a fast-selling campaign, it focuses on the campaign budget, how long the budget will last, how many new users have been acquired, whether the campaign actually benefited existing users, and so on. It's more about focusing on the user- centric data side of things. But the issue Selim was talking about is actually a bit more about the planning aspects of that supply chain, which are a much bigger and more laborious part of it.

So I think they just don't have any stock. Here are the shipping times, and perhaps even these factors can be incorporated into the campaign. For example, something like, "It'll be at your door in 30 minutes," or "It'll be at your door in an hour," and so on. Well, to be honest, I'm more curious about those aspects . How does this process progress there? How are these decisions made?

Oh yes, actually, you've reached a very good point. We know very well that e-commerce doesn't end, especially on the website . The experience begins site after site . So, that shipping time, for example, was a topic we discussed years ago. You've made a basket with five items. Should the products arrive together or separately? For example, this is still something that varies greatly from user to user. For example, when five different items arrive, the doorbell rings five times .

Well, they can arrive on different days. You might not be home, but what happens when you say you want it delivered in a single package ? This time, one product is being supplied in a single day. Maybe one in an hour, the other product in 5 days. This time you have to wait 5 days . Now, there's a fine line between giving users freedom and not giving them freedom .

Well, some websites tried this at one point. They were all here too, back in our time, for example. Then it was removed. Because this makes the operation much more difficult. Actually, it seems easy and good for the company to only send one shipment. Actually, on the one hand, you have a bad storage system. You have a product to package and ship from your warehouse. One option is to set the package aside and wait for it to fill up .

Actually, the trade-off between them is quite different. For example, the surgical part is more difficult. Well, like you said, marketing and differentiation, for example, as Barış mentioned, companies and campaigns are getting lost. Let me put this in terms of marketing, for example, during the preparation period. Having been in digital marketing for a long time, I know that if you don't prepare early, engage with companies, and establish a strong impression beforehand, the chances of randomly encountering them on a particular day are very low.

Because you need to be someone people think of. So everyone is offering discounts that day. Or are you walking on the road? The butcher has a discount, the ice cream vendor has a discount. Everyone's offering discounts. Even game companies are offering discounts. So, as you said, it's actually what we call a wallet sharer . But wallet share is n't limited to just e-commerce and retail, is it?

For example, PlayStation has its biggest sale on that day . On that day, many of the games offer huge discounts on in-app purchases. The distribution is so scattered that you really need to do something memorable there. For example, how would you prepare for Q4? Actually, there are phases involved in preparing for Q4 . And what is the first phase? Is my brand well- known enough? Is it a brand that comes to mind?

Secondly, what will I sell during that period? What will I highlight ? It's necessary to explain things to the user little by little beforehand. So, instead of going through the awareness and consideration phases at all, they just say, "Yes, November's here, let me offer a discount and attract this customer," – well, we experienced this ourselves in the past. We gave big budgets to the Lower Funnel, to Crit RB House.

None of them worked. Because everyone is trying to advertise that day anyway . There was a really chaotic situation that day . Here's the trend, the path, it's all here. You, brand X, are trying to compete with them. Amazon has entered the market, and so on. On the one hand, there are very large companies in the country . And when we look at it, well, you can't compete with them that day.

What do you need to do? Perhaps they could have come out earlier, while they were calmer, and said, "I'm from company X." Look, I'm doing this job. I'm doing a good job. You need to say that when you try to reach those people again a month in advance, whether through advertising or your own database, you need to say this. Yes, I have produced this product. I produced a high-quality product .

Look, people like this . Perhaps one of the advertising models that is frequently suggested for use nowadays is to use the comments on our website in advertisements, for example . People are buying my product and they like it. He likes my service. Here's how I improved my operations, bringing the delivery time up to 30 minutes . So when you said, "This is the kind of company I am," November came and they saw your discount.

He entered a website. You see eight discounts. Exactly. He prefers yours out of those eight discounts . Or, if you're competing with another company, you end up getting ahead . But as you said, competition is with everyone, with everything. So, that's a very, very broad field. Definitely. So, you're essentially creating a list beforehand, as a user. That's why, as you said, perhaps taking action while brands are quieter, several teams have been doing that, and this time it started with Black Friday.

Then it turned into the whole of November. Then, as we approached the planting season, some sagging started to occur. I don't know what the current situation is. So, by the end of September, there were brands that had officially started their campaigns or were trying to get people to take action . this thing started with the Black Friday craze, and by the way, I'll mention something else too.

So, what you said at the beginning, that we start preparing for the next Black Friday as soon as it's over, is a very important point, I think. Because... well, it's a very consumer-intensive process. So, as soon as it's over, there are also many crew members who say, "Oh, now let's take a break for a while." And being able to put in the same effort and motivation for the following year , being able to do the analysis, well, I think that requires a whole different level of skill.

So it requires energy and... well, stability. that's right. But if you don't cram the teams into the last month or the last 15 days and get them into that situation, then there's actually no problem. You've already purchased production capacities a year in advance, and now, six months before the event, you're asking, "Will these products arrive? When will they reach us?" When you plan all of this, for example, I think we were doing that job very well .

So, you're saying when it starts, around August ? Around August, we would gather everyone from the commercial team to marketing, CRM, and e-commerce, and say, "Look, Q4 is coming." I'm going to launch a campaign these days. Be prepared for this. Shops should be prepared too. Because you're also selling the store's products, and the store has promotions as well. Some are parallel, some are not. So, each team should know what to do.

For example, there we were sharing tasks. So, is a commercial going to be filmed? I need to film it early anyway. We need a studio, an agency, and creative ideas to come up. Or, for example, production, its supply, the use of the stores. For example, some stores get particularly busy on those days. In terms of human traffic. Can you collect items from that store without disturbing those people ?

Or are you going to close those stores and switch to e-commerce, for example? How will you compensate if you can't use that stock that day ? Or, for example, if speed is crucial, will you be bringing the product groups you want to release quickly into the warehouse in advance, at the beginning of that month? Are you going to get it ready to ship from the warehouse? That's why it's so important there.

So, when they start that coordination early, that last-minute rush, staying up all night in the office, things like that, I 'm honestly surprised when I see it now. Because in my later years, I never had to stay up all night in the office or chase after things like that. Because we had already planned everything a long time ago . Everything was going smoothly. Of course, you're in charge of the site.

You can also manage the site from home . Is anything going wrong, or not? You start touching at the points where you take action. But I don't think it's as chaotic as it used to be. I'm talking about specific companies, of course. There are still many companies that need to reach that level of maturity. No, absolutely not. Honestly, I know very few companies that operate with the kind of plan and program you're talking about.

So, unfortunately, it's still a rare occurrence. Well, from what I can see. And I have another question here. For example, one of the things that makes me think again is this. Within such a planning process, you actually need to also be doing budget planning for the following year and so on . For example, let's say you're saying right now, " For August, I'm starting preparations for the November period."

For most brands, August and September are also a time for budget planning for the following year. How did you balance this? Well, if you coordinate it properly, that's what time management is all about. So, for example, when we started this in August, well , it's actually a different period for fashion . For fashion, it's a time when, well, the fall season is also coming out. August and September.

That's why you should be making those preparations. But what's happening over there ? So, since you're starting a season, you already have a plan in advance for that season. So it's not really like that. It's not like you said, "Let's plan for the next series," and while you're preparing for Q4, you're also planning for the future. In those buildings, everything is already a bit more settled. So when you're already planning for Q4, you're simultaneously looking at the progress of the first three Qs, the data from the previous year's Q4, and planning for the next year isn't that difficult.

So what's changing? Well, difficult circumstances can arise, like today, for example . Sales can vary. Or, as we saw during the pandemic, e-commerce sales exceeded our expectations significantly. In stores, on the contrary, there were very sharp declines. Well, I'll plan for next year. We are emerging from the pandemic. How will I plan it? That's a different topic now, but predictability has started to increase significantly with the help of data .

For companies that keep their data accurate, these things you mentioned have become much easier. And time management, I mean, since I started this in August, we were doing the budgets for the following year in September and October, and it's parallel at Bilyoner as well. We were doing similar things there, around the same time. Well, during that period I have the time to focus on that budget, and those budget studies aren't as difficult as they used to be.

You know, I know the stock level, I know when it will run out. I already know when to trigger the campaigns based on that stock level . So what's happening? According to him, a plan emerges before me. I'm essentially putting things in their proper place there, both from a marketing perspective and an e-commerce perspective . For example, I already know how Valentine's Day, Mother's Day, Father's Day, Black Friday went last year, and how the Christmas season went .

Now I also know what I should highlight there. What am I doing? How can I get above this? For example, there's Amazon's own Prime Days. What happened? They all understood it here now. You just won't get anywhere in November . They all started doing their days the same way . This also applies to Bayman. This applies to billionaires as well. For example, what were we doing there?

Is there a period, according to the data, where not everyone is competing but I can still make money ? You find him and plan a special campaign for that day . For example, what's happening? You get a chance to get one step ahead of the competition with this, or actually, you find a sales opportunity that doesn't currently exist. Their window is either critical or not. So, for example, the reason these periods generate so much hype and are spread out over time is, as you said, that nobody wants to make money in just one day.

Actually, it's neither easy operationally, nor from an advertising perspective; we give most of the advertising to large companies. For these companies, either they have a predetermined amount of sales they can make in a day, or their stock is essentially inventory. And he says, "No matter how much money I make in a day as Google, I'm limited to just one day." He's already saying he needs to spread the word .

What have they been promoting constantly for years? Start early, combine it with things like back to school . So it actually lasted from September to December. They also combined it with New Year's . They even say, "It's been going on for the last 34 years, maybe you know." January is also very important. Then there's something called Q5. They have definitions. Because the user who came from there says that in the Q5 model they're talking about, they still want to buy things in January.

They're actually making that shopping season bigger and bigger. at some point, it becomes a cycle that goes on all year. And if you add it to the oven and make it Q5, Valentine's Day is in February. Actually, it's increasingly becoming something they're spreading out throughout the whole year. He says you should advertise all year round . Well, of course it's natural. You're already giving it, by the way, but what do you need to do there?

Perhaps you will be more active in some, and less active in others? Am I a Valentine's Day brand? Am I a Mother's Day brand? Am I a Black Friday brand? Or let's just not talk about brands' main platforms right now. For example, let's say I sell on Trendyol, Hepsiburada, Bayman, Teknos, and other different marketplaces . huh. In which period will I be active, and in which product groups will I be active?

For example, as Berkay very nicely said, which of these brings me new users? Which one is actually pushing my existing users to spend more? We used to look at advertisements that way around here, for example . So if you want to grow with new users, you need to take very good care of that . Many high-spirit campaigns bring back returning users. Because the algorithm already knows that it can make a sale.

He's going there. But if you're saying you're going to grow with new users, you need to look at something other than ROAS. We need an acquisition costman. You need to look at Expected LTV. So you need to look at other aspects. So, when you can talk about these things, it doesn't usually cause many problems. The important thing is having that data and being able to bring things to a level of maturity where we can discuss it.

Yes, absolutely, I think time is also one of the things that worries me the most, for example, when looking at past data, I mentioned the pandemic example earlier. And then, suddenly, the data changes. For example, regarding the upcoming period, what we've seen, especially when talking to brands, is not perhaps about inventory or anything like that, but rather about digital tools that will be used on the marketing side.

The brand can't be guessed. Because, for example, perhaps something like chat GBT didn't exist in their life before . Now all departments want to buy Chat GBT. Where does this fit into the budget? He doesn't know what will happen this year. What will happen next year, for example? So, will new tools be released? How will these be positioned? That's why predicting and planning them is really quite difficult.

Even with data available, I think sometimes you need to leave a certain margin of error . So, in the event of a potential new business venture, the products or perhaps the advertising budget need to be planned accordingly. That's why it makes me think, too. So how do companies plan for it, how do they approach it? Especially in larger structures, as I said, for example, when we talk to brands like Hardal, we always see that they experience this kind of dilemma.

They have new products and tools they want to buy . But sometimes they can't figure out how to incorporate it into budget planning . So, for example, how is the planning for the year 2026 being done there? Let me say something very brief about him . That's actually a good point. For example, let's say we came up with a lot of ideas and met with companies throughout the year.

So, we bring the things we want to use in some way to the table during the budget period. And when we bring it to the table, this is what actually happens. Let's say we included it in the initial budget. Of course, you can end up with a pretty big number at the bottom . And then the revised budgets begin to be prepared. These can go on for up to 100 versions.

Even during such uncertain periods, a new budget is prepared every day. And then they start dating. Because there are also tools you can't stand behind. For example, there is no EU testing budget, like this kind of thing. It's basically like the EU isn't conducting tests . Now, if you were to implement GPT chat for the entire team, you can't predict the level of productivity it will create beforehand.

Because you haven't tested it before. You know it yourself, but individually, you don't know if other people will use it. For example, you're buying something for the whole company. For example, you buy a Udemi account or chat GPT. You look at it at the end of the year and see that they used it efficiently by 10%, but not by 90%. Now, because these things have happened, especially when you sit down with CFOs, they approach things in a very different way.

Is this really necessary ? What will this bring us? Now, you're asking yourself this question right from the start, but as you said, you want to leave a bit of room for experimentation . Because it's actually very difficult to get a different result by repeating the same things. You need to add something different. For example, the food might be delicious, but you get bored of eating the same thing.

That's why you change the sauces, you change the cooking method. So, I really agree with that. You know, you'll add a tool, or at some point you'll add an outside perspective, maybe even some consulting. You'll bring in companies like yours and you'll see this. It turns out this could be done differently. This is how we do this better, but what you're saying happens. We will provide Chat GPT to all employees.

Is this an HR budget, an IT budget, a marketing budget, or what kind of budget is this? where am I going to put this budget? You don't know. Let's say I overlook that. So, you've already made the budget. You ca n't be sure whether this will add value or not. Very, very difficult things. Therefore, from the perspective of the top-level managers, there needs to be a gap, as you said.

A 5% share. So there's something new, something new. Something new is coming. We should actually leave saying that we need to experience these things too. So, this is done well in this regard. For example, when making IT plans, software... well, you've probably encountered this before . For example, you can do planning using software. He says the job will take 8 weeks. After 8 weeks, you might find that only about 70% of the work is done.

And he says, "But one person had permission, another had something else, and this one had this kind of thing." There was such and such a delay. They left no buffer whatsoever. What have they learned now? They learned to let go of the buffer. So they are planning that. For example, let's say a man watches a clock; planning for a specific month, like August, in Türkiye, such as July or August, used to be very difficult in IT.

Because everyone is taking their leave in turns. Normally, if your manpower is, say, x, you're doing half the work with that amount of money. If you don't plan ahead and leave that buffer, then there's a problem. The same applies to the budget. So, it's necessary to be able to leave those small buffers. Of course, trust is also important, trusting the person making the decision, and considering the pros and cons of their past decisions.

On the other hand, looking at it from another perspective, it might be necessary to integrate CFOs into the process a bit more. Or, understandably, they don't want to give that approval without knowing the details. For example, this was also present in Google's Think with Google. So how do we involve CFOs? about the issue and how to bring them to the table. Back when I was at Baym, Google even invited our CFO to a meeting to see how CFOs view this kind of work.

So this is actually an investment. So you're buying CRM bricks, you're buying marketing bricks, you're making a media investment in marketing. These are all investments, and ultimately, the CFO acts as the regulatory body for that company. Of course, the person closest to the CEO inside, who oversees that operation, is the CFO. That needs to be fixed as well. Definitely. So, as you said, the CFO thing there is really good, by the way.

Google's action was excellent. Berkay, I think we could do something like that in the future too. What are you saying? Honestly, I think these are issues we should be involved in. Another thing comes to my mind. These actions taken within the same company also constitute a decision-making process for the consumer. So, for example, just like a CFO makes decisions like, "Do I need this?" Ultimately, consumers plan their own budgets and create their own reports, considering things like "will this be useful for me?"

And so on. Will he actually buy something he doesn't need, or is it because... well, artificial intelligence is being used, or something else is being used? So, it has also become a little easier for consumers to access different brands, different campaigns, and different mechanisms . So, I think it's more important how that data is positioned and that the people within the company are on the same page throughout that data journey, rather than just focusing on campaigns or strategies.

I also always thought that they just come up with a campaign whenever they feel like it, like a Friday 11 campaign, a Sunday campaign, Mother's Day, Father's Day, etc. There are n't many days left anyway. There are already 360 days in the epitope. So, it's kind of like consumers, just like companies, are now asking chat rooms for their decision-making input. He asks, "Where's the most suitable... let's say, headphones?"

So, suddenly he's going back and looking at different websites again. It does n't necessarily have to come from a campaign. "Oh, I saw this brand on a billboard," he says. I heard it on the radio, he says. It's like, "Uh huh." As the number of channels increases, or as enterprise companies evolve their strategies, so do consumers . Well, purchasing awareness is increasing, and so on. I think doing things that focus a bit more on the emotional aspects is more memorable.

Well, at some point. So, in short, data is the most valuable resource, in my opinion, for both recipes. Absolutely, I think so too . Definitely. Be my guest You want to continue. No, no, please come in. The emotional side of things, actually, is a side that shouldn't be missed. Well, because you're selling it to people anyway. We specifically say yes. Most of the sectors we're in are what we call B2C sectors, where you're selling to people.

Since you're selling it to people, you shouldn't miss the emotional aspect. For example, if you look back at the commercials that have stayed in your mind for years, most of them are emotional commercials. For example, commercials for October 29th, commercials for November 10th, or commercials that touch a particular emotion or trigger a feeling in you, are more memorable. Actually, this is where I said you should make your brand memorable from the start.

Or you just can't do that. So, I 've set up dynamic product advertising, and I'm going to make sales. That's not how it works. So, they need to know the brand. So what does this brand represent? The younger generation, in particular, places great importance on this . So, is it environmentally friendly, innovative , and does it prioritize sustainability ? That's their perception. Or, new consumer behavior has become a little more selective in our country due to the economic crisis .

So, should I really buy this product? So, I have a bread toaster at home, do I really need a sandwich maker? I already have a deep fryer. Should I also buy an air fryer ? There are so many products like that now, that's what innovation is all about . We keep receiving new products. Should you buy that product or not? For example, you buy a phone, and just 8 months later, information about the launch of a new phone starts to come out.

Are you going to upgrade your phone or not? So, the user there is really bombarded with so much information, and then you have an influencer announce, "This new phone is five times faster than the previous one ." So you're staying there, right? So I should switch to that phone then. That feeling of wanting to receive something, it really... it affects people, it triggers them today. We even talked about it.

So, of course, Bilyoner, for example, was a different sector that I was involved in. The feeling of winning there, for example, is the same in that... Well, the feeling of winning in games of chance is very different. So, in something like this, like a slot machine or a game, it won't constantly make you lose. Small wins provide a certain kind of happiness, a hormonal boost that makes you want to stay at the table and spend the money .

Sometimes, for example, while playing a game, you might notice you've made small in-app purchases. Because you want to stay at that table. You want to stay in that game. It touches your emotions. This is also the case. So I'm going to buy something from an e-commerce site. Sometimes, for example, that was the good side of BMAN . In a sense, the customer would prefer to receive one BMAN package at home rather than many packages .

So, even just being seen by friends, family, and neighbors sometimes made a difference, that feeling. That's why it's still important. We need to connect with people. Yes. Even packaging can make a big difference. Well , as we're nearing the end, let me ask you both one last thing. So, in your opinion, what is the most important issue that marketers should pay attention to and focus on in the upcoming period ?

I can answer first. I won't say artificial intelligence. And I think this is something everyone should pay close attention to. I actually saw it on LinkedIn the other day. Well, it's exactly like they've put my feelings into words at this point, but I've really forgotten who said it. He was talking about needing to get his hands a little dirty . I actually think the same thing .

So, you've shown a high level of adaptability, similar to what was discussed in the previous topic, for digital marketers or anyone in a digital marketing department . So, five years ago we were using much lower-spec devices, and now we're not only using them well, but we're also proficient at it. We are discussing what more we can do with them. The difference between the chat preferences from a year ago and where we are today is incredible.

I remember it very well. I looked at it like, "Ah, he responded to this," and it really seemed like he was working on it, and it hasn't even been a year yet, and his current approach is incredible. Since that's the case with everything, I think everyone, regardless of department, needs to get their hands dirty a bit more on the digital marketing side as well . If it's data, then it's Data 101, if it's analysis, then it's Analysis 101, or as Selim mentioned earlier, regarding supply chain management, inventory tracking, and its relational aspects with campaigns...

So I believe we need to get our hands dirty a little bit with every subject. So that's not my job. Someone else is looking after her. This is just my job. I feel like the concept of " eee" will become dulled at some point . So, Selim, what do you think? Okay, let me add something to the point where he left off. Well, we need to be able to look at the whole picture.

For example, I always said that to the people I worked with. Now, achieving performance marketing goals isn't very effective if the company isn't achieving its overall goals . So, in the end, you got Orova right, but the company had 20% fewer sales. So you can't really change anything in the company. Looking down on it, I can actually say, "Well, like you said, I used to sell that product very well, but now it's out of stock ."

That's why I can't sell it. Either go to that department and ask, " Why isn't this product available? Did something happen?" Will the product arrive? Perhaps you even need to adjust your campaign planning and budget allocation accordingly. You have to say, " I'll run this campaign when that product becomes available ." Well, just looking at your own calendar or your department's outputs and acting accordingly doesn't really lead to a good outcome.

On the other hand, you're the one spending money on digital marketing . And you need to act in parallel with other internal units. For example, if you already have a valuable user that your CRM is engaging with and keeping active, instead of spending money on them again, perhaps you should focus on segmentation and targeting a different user group. So that's why, as I said, being able to take a broader perspective and work together is very critical.

And another one is being able to adapt to uncertainty . Actually, you mentioned adaptation again. So there is a lot of uncertainty . Well, our country is already very used to this. Well, we live in a country of crises. Every day brings a new uncertainty. Here we have exchange rate uncertainty one day, interest rate uncertainty the next, and political uncertainties. So, back then, we used to make three plans.

Like a feasibility study, you know, the current scenario, the good scenario, the bad scenario. Then he realized he was dealing with scenarios that went into 100 versions. It should be a little more different, actually. So yes, I have these three versions. It seems like it goes from worst to best, but along the way, you constantly need to be aware of which one you're closest to right now, how you 're going, and act accordingly, you know, just like you're going with your own judgment.

Okay, we had planned 11:11. Let's go. You had planned for 11/11, but let's say your stock level isn't where it should be right now. It would actually be better if you didn't do the 11/11 move . Or maybe I'm not operationally ready . My adaptation or sales have dropped a bit. We need to say, "Let's not wait until 11:11, let's try something earlier." Well, we need to adapt to them.

And also, something we haven't talked about much here, but you need to be careful in those triangles: the marketplace, my own website, the store . So that place is heading towards a critical point. So it's very important to be careful not to become dependent on just one place or one basket there. You've made a very good point. Well said! I completely agree. My only minor addition would be speed.

So, very large structures have now been formed. Ah, but as Berkay mentioned, things are changing faster than ever before in the world. Any company that fails to adapt will face huge losses. In the medium to long term, I'd say. And in the future, we will all see these things firsthand. Honestly, Selim, well said! That was a very nice, insightful thing. That's the episode. Well, I have my own notes too.

Something like, "Look, research this again," and so on . Thank you again for joining us and for taking the time. Well, I had a lot of fun. Thank you too. It flowed very pleasantly Super. So, let's thank everyone who listened . And we'll see each other again in the future Take good care of yourselves. Thanks a lot. Good luck. Goodbye . Goodbye. Bye bye