Zorlu Holding And Vestel Electronics :: essays research papers

Zorlu Holding &The Vision Of The CompanyMehmet Zorlu, established their Groups first company in the early 1950s, he laid the fuzee rules for the Zorlu Groups subsequent growth integrity, industry and unconditional commitment to quality. Integrity is the Groups cornerstone value and they expect it to govern every aspect of their business. Hard work and perseverance are essential for the day-to-day success of their enterprises as they are for the undertaking) of a new venture. Quality is the key to customer loyalty, on which the long-term prosperity a f all ventures depends. With these ground rules, the Zorlu Group has sought to develop solid and profitable businesses that contribute to the welfare of the Group its customers, business partners and employees as well as the larger community. Until the early 1990s, they focused their investments in home textiles, an activity the Zorlu family has been involved with for several generations and in which they have a particular expertise. I n 1994, they saw the fortune to employ their strong capital and human resources in the consumer electronics sector, through the acquisition of the Vestel electronics Group. This was followed, in 1996 and 1997, by investments in the fast- growing energy and financial services sectors. betwixt 1990 and 1997, they tripled the number of their operations, increasing their total assets to in effect(p) under US$ 1 billion, excluding the assets of five of their six subsidiaries incorporated abroad. They invested in state-of the-art spinning, weaving and textile technology that has make them the worlds largest vertically-integrated polyester curtain producer and will propel them to the forefront of the international home textile industry in the years to come. They acquired the Vestel Group of consumer electronics companies, pushed its match sheet from an undeserved red into the black, and set it on course to become a leading contender in the international consumer electronics markets. Th ey established a bank, a leasing company and o factoring firm and they penetrated the power generation and electricity distribution sectors with the construction of two sows and a competitive bid for o state- owned, plant slated for privatization.The Zorlu Groups rapid growth since 1990 reflects the vast range of opportunities that have emerged from the unique juncture of Turkeys Customs Union with the EuropeanToday, their operations include 32 companies in Turkey, France, Germany, Holland and due south Africa in the textile, consumer electronics, finance, energy and tourism sectors. In 1997, their key operations achieved net sales of almost US$ 750 million and after tax profits of just under US$ 80 million.