Research conducted on both sides in 1982-83 revealed that, under the prevailing conditions in Türkiye at the time, only thick, semi-finished raw slabs were manufactured. In the US, marble was used and sought after in luxury construction, but 90% of the purchases were made from Italy. At the father's insistence, the son sent hand samples and conducted market research, and received the following responses: "The materials are nice, but they need to be produced according to Italian standards." It was in the form of.

In a situation where one would normally give up, the father did the exact opposite. "Then let's take the blocks to Italy, process them and send them back." His bold move began with the blocks shipped to Italy being subcontracted to Italian standards and exported to the United States. This Turkish material, used primarily for tombs at the time, began its journey to finding its rightful place.

Another important step was taken in the journey of processing Türkiye's marble in Türkiye, when the father had his first ST (marble block rubble sizing) machine manufactured in order to send half-cut slabs instead of blocks, in an area behind the gas station of which he was a dealer, due to the lack of organized industrial structures at the time.

With the contribution of this entrepreneurial spirit to the export winds blowing in Türkiye in those years, "Natural stone and marble" It is also underlined that it is an important resource and investments on the subject begin in the country.

In 1987, a step was taken with the import of an Italian-made Gregory-brand tile line, manufactured under limited conditions during a trial phase to reduce the difficulties involved in transforming semi-finished goods from Italy into tiles and shipping them to the United States, and to establish marble tile production in Türkiye. The discovery of the function of a used 12-ton forklift, which the father, who had been wrapped up and bought without telling anyone, found in the truck where the machine, eagerly awaited by 3 employees, had wrapped up and bought, became the main focus of attention, and was celebrated with dance music. Because, until then, all operations such as block loading, unloading, loading, and crating of semi-finished goods had been carried out entirely by hand by these 12 dedicated employees. Meanwhile, the father's "We turned stovepipes into cannons and fought" The first stage confirming the statement is over.

At the first National Marble Natural Stone Fair, held in the courtyard of the ITU Maçka Stone Building Campus at the end of 1987, Tureks A.Ş. exhibited its own marble tile products.

In 1988, with the commissioning of the Afyon Organized Industrial Zone, the foundation was laid for a facility with Türkiye's top 30.000 modern marble processing and tile production capacity on a 2 m² site, which was deemed suitable among the first applications. Immediately following construction, the cutting machines and the Pedrini-brand tile line, which had proven itself in those days, were commissioned by the end of the year.

Between 1989 and 1990, efforts were made to add and manufacture additional equipment to the facility, which was still operating in the Afyon Organized Industrial Zone. Exports to a company founded by a younger generation in the United States under the name Marble Systems continue to grow, with the company proudly marketing 100% domestically produced marble tiles, all produced in Türkiye.

Tureks' name was first heard in the international arena at the Marmomac fair, which included marble and natural stone theologies, held in Verona Sant'ambrogio in 1989.

In these years, two new mines were opened in the Sivrihisar and İnegöl regions, with the idea that we should produce our own raw materials. It remains one of our most important principles today. "market your own material and increase your added value" the foundation of his valuable discourse is laid.

This new company, whose entire sales were exported to the United States in 1990-1991, failed to complete its planned investments and achieve a return on investment, experienced its first crisis with the "Gulf Crisis" that broke out in August 1990. The sudden death of one of our founding and managing partners, Efkan Hamamcıoğlu, along with these developments had a negative impact on the company's management.

In the period between 1992 and 1994, the first test of survival for this new company began with the sudden decline in sales and unstable sales and production in America.

Your father that day "We shouldn't have a single market" This price paid fueled the emergence of this discourse, and efforts were undertaken to establish new markets in markets like Dubai. Even the youngest family members now began working for the company. Despite mobilizing all resources, the ongoing financial crisis, both in our country and for this young company, has limited its production capabilities and brought it to a standstill.

The years 1994-1996 were spent in the efforts of the youngest generation to escape the crisis without realizing it. "Desperation and crises create new opportunities" The foundation of our principle was laid as a result of these efforts at that time. The younger generation was interested in the cheapest raw materials available at the time, and the sale of these materials was limited to exterior materials, and our country had precious resources. Turkish travertine They found this by turning to a material called "travertine." However, processes such as the filling required for indoor use of travertine could not be mass-produced to export quality in our country at the time. Following research conducted in Italy, where the younger generation received some of their training, they commissioned the unfinished section of the facility in the organized industrial zone to properly process travertine.

In the years 1996-1998, the crisis was transformed into an advantage, the company became dynamic and paid its debts, another naturally occurring principle "work in a market-trending direction" With its principle and as a trendsetter in the sector, it has taken its first steps with the aim of increasing the usage areas of travertine and has reaped the fruits of its R&D studies. Travertine and natural stone aging, which was only possible in small scales at the time, "A natural stone aging method" It was reinforced with a patent application titled.

In 1996, the company participated in the 3rd International Marble, Natural Stone and Technology Fair, held in Izmir and Izfaş, and proudly introduced its new products with an illuminating and insightful vision for the sector.

With the advantages of new products and filling processes that enable the use of Travertine in interior spaces, which began with patenting in 1998-2000, marketing activities in the United States were focused and representation began at the international Coverings fairs held in Orlando in partnership with Marble Systems Tureks Turunç Madencilik.

This environment is still one of our most important production principles today, instead of trying to reduce costs. "Produce better quality and efficiency" The principle of production has led to success. Sales now continues its activities abroad, drawing on the energy it derives from production. During these years, R&D efforts for more decorative marble products, such as marble pre-made profiles and marble mosaics, have begun.

The tragic attacks of September 2001, 2004, which unfortunately led to a new understanding of life and security worldwide between 11 and 2001, affected Tureks, a company whose primary market was the United States, and, like the rest of the world, container shipments to the United States were halted. Due to the need stemming from limited container shipments during this crisis, a groundbreaking marketing approach was launched at the time, such as offering customers the ability to order a variety of goods. However, since the existing digital discipline proved inadequate in 2003, the decision was made to create a more comprehensive and long-term digital structure, with the support of the younger generation responsible for marketing. During these years, the initial foundations for the merger were laid digitally. SAP The management system was adopted as the main investment item in 2003-04. By the end of this period, the company had become a company with a digital infrastructure capable of producing and marketing a wide range of alternative decorative products, a significant portion of which was made from natural stone and marble.

The sudden recovery following the global crisis, which followed two years after the events of September 2004, 2007-11, resulted in a boom in housing sales in the United States. Sales increased during this period, continuing until the final quarter of 2. Armed with the necessary infrastructure, the company seized this historic opportunity and achieved the highest sales figures in its history in 2008. This success was crowned by our company's inclusion among Türkiye's top 2008 companies in 2004-2005-2006.

Although it was expected at any time in 2008-2010, the company, which had grown rapidly until then, suddenly decided to downsize and change its marketing strategy due to the effect of the 2008 crisis, which was one of its main sales principles. "product reaches the end user directly" Based on this principle, the company began searching for a solution. Thanks to the SAP system, which was established five years ago and is now professionally usable by its employees without any support, the company began producing sample display panels in the US under the name Marble Systems, allowing for a clear display of all product types and easy order placement. By identifying and convincing the right business partners across the country, its most important segment in the US, it was able to quickly integrate into their sales channels. This move and its resulting impact resulted in a reduction in wholesale and marketing activities and a shift toward more profitable sales.

2011-2015 The highly dynamic market movements that began around the world during this period required the company to demonstrate the same dynamism in its production and sales capabilities. This period required a long period of work, as the markets that rose in the first half of the year did not show the same performance in the second half. "Flexible production, target-oriented marketing" Our principle was born. With very sudden increases in production capacity, it became available to increase production of products in high demand. During this long process, crucial steps were taken, such as extensive, active training, ensuring that all employees were qualified to work in all departments. In addition to existing work, the marketing department focused on projects that would directly utilize products across the country, initiating marketing activities before the project even began.

This period saw the launch of the project market, the foundations of which had been laid for production and sales between 2016 and 2018, and the launch of major projects. Because large projects originated primarily in the Middle East, the focus was placed on this region. For a major project in Kuwait, all exterior cladding components were numbered, ready for installation, and shipped according to the installation order, completing the project very quickly. The smooth completion of the project was celebrated by all employees, who truly recognized the rewards of their efforts.

During this globally disruptive and groundbreaking period, the company emerged with increased flexibility. Thanks to swift and effective measures taken on key issues such as rapid cost reductions, a shift to more profitable products within its product range, and a focus on employee productivity, the company maintained its profitability despite declining revenue and emerged from this period one step closer to achieving a corporate structure, leveraging unprecedented experience.

In these days after the 2021-2022 Covid-19, the company that was added and institutionalized by the previous period, has been established 36 years ago, with the aim of being able to stand independently on its own feet, with the American company Marble Systems, whose partners are also members of the Turunç family. "We should become a single company" The merger was completed with the decision to commence operations. The necessary infrastructure was established initially, and the necessary official procedures were initiated within the year, and the merger was finalized. The application for listing on the Stock Exchange was made, a crucial step in achieving the corporate structure that the founders and partners had prioritized since the early days.

Our Company offered to the public, on November 2-3, 2023, shares with a nominal value of TL 180.000.000, including shares with a nominal value of TL 228.600.000, which was increased due to the increase in its issued capital from TL 48.600.000 to TL 10.376.404, and TL 58.976.404 held by existing shareholders, at a price of TL 10,97. Our Company's shares have been traded on the Borsa Istanbul Yıldız Pazar (Istanbul Stock Exchange) under the ticker symbol MARBL since November 8, 2023.