Institutional / Who are we?

Research conducted on both sides in 1982-83 revealed that, under the conditions of the time, Turkey only produced marble in the form of thick, semi-processed raw slabs. In America, however, the results indicated that marble was sought after and used in luxury construction, but 90% of the purchases came from Italy. When the son, following his father's insistence, conducted market research using hand samples, the responses he received were : "The materials are good, but they need to be produced according to Italian standards."

Instead of giving up as one might normally expect, the father made a bold move, saying, "Let's take the blocks to Italy, have them processed, and then send them back ." The blocks were then shipped to Italy, processed according to Italian standards, and exported to America. This material from Turkey, which was mostly used in tombs at the time, thus 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 export winds blowing in Turkey during those years, and thanks to this entrepreneurial spirit, it was emphasized that "Natural stone and marble" were also important resources, and investments in this field began in the country.

In 1987, the first step was taken to reduce the difficulties in transporting semi-finished products from Italy to America and to produce marble tiles in Turkey, by importing an Italian-made Gregory brand tile production line, manufactured under limited conditions during the trial phase. The moment the father, who had carefully wrapped and kept hidden a used 3-ton forklift from the truck, arrived, became the main focus of attention, overshadowing all the other machines, and was celebrated with festivities. Until that day, all block loading, unloading, loading, and semi-finished product packaging had been done entirely by hand by these 12 dedicated employees. At this point, the first stage confirming the father's saying , "We turned a stovepipe into a cannon and fought," was completed.

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.

During these years, with the idea that our father should produce our raw materials from our own quarries, two new quarries were opened in the Sivrihisar and İnegöl regions. This laid the foundation for the valuable principle, still one of our most important principles today: "Market your own materials and increase their added value."

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.

The father's statement that day , "We shouldn't have only one market," emerged as a result of this sacrifice, and efforts were made to create new markets in places like Dubai. Even the youngest generation of family members had started working in the company, and despite all resources being mobilized, the ongoing financial crisis, both in our country and in this young company, restricted and brought the company's production capabilities to a standstill.

The years 1994-1996 were spent, unknowingly, struggling to overcome the crisis by the youngest generation. The foundation of our principle , "Desperation and crises create new opportunities," was laid during this time as a result of these efforts. The younger generation found the cheapest raw material available at the time, and its sale and processing were limited to exterior cladding : travertine, a valuable resource in our country . However, the necessary filling and other processes for using travertine in interior spaces could not be mass-produced in our country at that time to export quality. As a result of research conducted in Italy, where they received part of their education, the younger generation put into operation the unfinished part of the facility in the organized industrial zone to properly process travertine.

Between 1996 and 1998, the crisis was turned into an advantage; the company became dynamic, paid off its debts, and naturally, with its principle of "working in a direction that determines market trends," it took its first steps as a trendsetter in the sector, reaping the rewards of its manufacturing and R&D efforts aimed at increasing the areas of use for travertine. At that time, the travertine and natural stone aging process, which was only possible on a small scale, was further solidified with a patent application titled "A Natural Stone Aging Method."

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.

In this environment, instead of focusing on reducing costs, which remains one of our most important production principles today, production success has been achieved through the principle of "Produce higher quality and more efficiently ." Sales, now energized by production, are seriously expanding their operations beyond America. During these years, R&D studies began on more decorative marble products such as ready-made marble profiles and marble mosaics.

Between 2001 and 2004, the tragic September 11, 2001 attacks, which unfortunately changed the world's perception of life and security, affected Tureks, a company whose main market was America. Container shipments to America were halted, as was the case worldwide. Due to the limited container shipments during this crisis, a groundbreaking marketing approach was initiated: allowing customers to order a variety of goods as needed. However, the existing digital infrastructure proved insufficient in 2003, and with the efforts of the younger generation responsible for marketing, a decision was made to create a more comprehensive and long-term digital structure. During these years, the SAP management system, which laid the initial foundations for digital integration, was adopted as a major investment in 2003-04. By the end of this period, the company, which produced a significant portion of its products in natural stone and marble as alternative decorative products, had developed a digital infrastructure sufficient for this diverse production and marketing.

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.

Despite expectations, the sudden 2008 crisis forced the company, which had been growing rapidly until then, to downsize and change its marketing strategy. It sought solutions based on its core sales principle of "directly delivering products to the end-user ." Thanks to the SAP system, which had been established five years prior and was now proficiently used by employees without professional support, the company began producing sample display panels in the US under the name Marble Systems. These panels clearly displayed and allowed for ordering of all product varieties. A key component in the US operation was identifying and persuading the right business partners nationwide, enabling rapid integration into their sales channels. This move resulted in a reduction in wholesale sales and marketing activities, shifting towards more profitable sales.

2011-2015 The highly dynamic market movements that began worldwide during this period necessitated a similar dynamism in the company's production and sales capabilities. In this period, where markets that rose in the first half of the year did not maintain the same performance in the second half, our principle of "Flexible production, goal-oriented marketing," requiring extensive work , was born. Production capacity utilization became available to increase the production of products in high demand with very sudden increases. During this long process, significant steps were taken, such as enabling all employees to work in all departments through extensive and active training. Beyond existing business, the marketing department focused on projects where products would be directly used, starting marketing activities even before the projects 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.