Strategy

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Strategy

Our key corporate strategies are based on the following goals:

BE SIZABLE – BE CLOSE – BE CREATIVE

 

BE SIZABLE:

For Doğuş Otomotiv to achieve systematic, efficient and profitable expansion across the value chain in Turkey and to ensure career development of human resource.

BE CLOSE:

To acquire insights into the expectations of our stakeholders and particularly our customers and elevate our relations with them to levels of perfection beyond expectations as rapidly as possible; to establish effective systems to achieve operational excellence, monitoring and analyzing financial and operational position closely.

BE CREATIVE:

To create distinction and competitive edge through constant innovations based on a participative approach to product development, customer service and business concept; to develop actions and methods that will render the Company a “leaner, faster, affordable” business with participation and teamwork in process improvement.

Since its inception, Doğuş Otomotiv, in line with its strategic plans, has focused on reinforcing its position in the industry, forming and expanding its Authorized Dealer and Aftersales Service network and improving awareness and reputation of the international brands it represents in the domestic market. Following the Company’s initial public offering in 2004 as an importer and distributor of all the brands it embodies, the Company has evolved its strategy by focusing on the development and performance of its other core and automotive-related ancillary businesses with a local and global perspective.

We aim at being the first organization to implement applications that we develop using innovation and technology, and to create synergy with our employees and other stakeholders based on the Company’s sustainable and consistent growth strategy. Therefore, we see it as our priority to work on new projects to continuously increase the quality of our core and automotive-related ancillary businesses. Furthermore, based on the knowledge and experience we have accumulated for more than 30 years, we intend to build on the success we attained by capturing opportunities and move forward.

Knowing that the long-term success of Doğuş Otomotiv can only be sustained through the ultimate satisfaction of our stakeholders, we have built our strategy on four pillars:

One Step Beyond Customer Satisfaction: Turning Customers into Fans!

With uncompromising customer satisfaction-oriented dynamic and attentive service approach, our strategy is to make our customers feel valued and offer high quality and creative service by attending to all of their demands and needs.

 

Achieving Operational Excellence through Increased Efficiency!

As the representative of 13 international brands and 14 associated product groups, Doğuş Otomotiv aims to continue its operations as Türkiye’s leading automotive importer and distributor, providing service and spare parts with over 680 service points, while maintaining optimal profitability.

Maintaining Leadership in the Automotive Market!

Fan Employees are Essential for Creating Fan Customers!

The Company provides a shared culture for nearly two thousand valuable employees, engages in innovative and sustainable human resources practices and carries out projects that improve employee experience and loyalty.

    • Value and Care Center (DIM) that supports our brands at every stage of the customer lifecycle became operational in November 2014.
    • In the upcoming period, we will work on being constantly connected with and accessible for our customers through “Connectivity” to generate quick and creative solutions in every instance of communication.
    • Our web-based and mobile device compatible software “Turkuaz”, already used by Doğuş Otomotiv and all Authorized Dealers/Aftersales Services, adds value to the automotive processes by including manufacturers and suppliers as well and with constant software updates, it serves our digitalization targets significantly.
    • To support our business volume and the more effective use of new technologies in our services, we continuously strengthen our personnel infrastructure through ongoing training. Efforts to enhance employees’ digital competencies are also included in this scope.
    • Investment opportunities for new lines of business will be continually pursued and the Company’s development plans will be reviewed.
    • Lean Management practices and processes form the foundation of our business practices.
    • In addition to data analytics and robotic process automation, we are implementing IoT technologies to improve efficiency.
    • The Company aims at maintaining its market strength in the automotive industry and optimal operational profitability.
    • The Company’s objective is to ensure that the international brands it represents perform successfully in Turkey and to leverage these brands’ value and competitive advantages to achieve sustainable growth with “creative service beyond expectations” vision and “customer-satisfaction oriented work” principle.
    • The Company continues to focus entirely on domestic operations, guided by a lean approach.
    • Extracting value from data and adopting data-driven corporate strategies are among the Company’s strategic objectives.
    • The Company’s employer brand “Bir’iz” (Together) gives the message of “we act together and make our mark”, which is spread across the Company through in-house brand ambassadors.
    • “GO - Development School”, built on the basis of gamification-motivation for training, offers a digital platform where the focus is on employee experience, allowing employees to have fun as they develop, win rewards, and perform mutual trainer-employee assessments. In this manner, employees are able to monitor their personal and professional development and training processes and improve their social engagement within the Company.
    • Usage of the gamification-based Mobile Orientation Software designed and the introduction of applicant recruitment examination and personality inventory processes via the online framework to enable new employees to get to know the organization better and to ensure quicker adaptation.
    • Talent management in our Company includes a system based on potential and succession plans. Talents demonstrating potential according to specific criteria are selected to participate in a series of training and development programs. Coaching and mentoring programs are also offered by the Company within the scope of Talent Management.
    • With the biannual Employee Commitment and Satisfaction Survey conducted Companywide, the employees’ commitment to the Company is scored based on the principle of confidentiality and development areas are identified. According to the results, action plans to improve employee commitment are created and the activities to be carried out during the year are also included in executive-level targets.
    • In Human Resources, we have prioritized digitalization to increase employee benefits, digitalizing many operational processes. A dedicated HR career website has also been launched.
    • The “Digital Competence Development (GO-DGTL Academy)” project continues to support the Company’s digital transformation strategy and contribute to the development of employees’ individual “digital competencies”.
    • With the DRIVE (Doğuş Otomotiv’s Route is toward People and Education) team, the objective is to support the development of Doğuş Otomotiv authorized dealers with Doğuş Otomotiv’s corporate structure and values and to integrate Human Resources processes to achieve sustainable success in customer satisfaction with business results.