In our in-depth interview with Fatih Saçlı, the conversation moved beyond exhibitions and exports into a more fundamental question: why has Türkiye, despite its production power, struggled to build global textile brands at scale?
For decades, the Turkish textile sector has thrived under the contract manufacturing model. Producing for European giants provided steady volume and operational momentum. However, this model also created dependency — and dependency limits strategic control.
Saçlı openly acknowledged that remaining predominantly in the fason (contract manufacturing) position is no longer sustainable. While it generates turnover, it does not generate brand equity. And without brand equity, long-term margin stability becomes fragile.
Europe’s Long-Term Vision vs Türkiye’s Production Focus
European textile players invested in branding decades ago. They institutionalized their companies, strengthened their design identities, and built consumer-facing brands with global positioning. Today, even in periods of economic downturn, these brands maintain pricing power.
By contrast, many Turkish manufacturers remain tied to production cycles dictated by international buyers. When demand slows in Europe, Turkish factories feel the impact immediately.
Saçlı pointed out that this structural imbalance is one of the key reasons why crises hit Türkiye’s textile sector harder than some European competitors.
From Volume to Value
There is, however, a path forward.
Saçlı highlighted his company’s gradual shift toward value-added production and retail presence. Investing in branding, developing direct sales channels, and reducing dependency on a limited number of global buyers are all steps toward greater resilience.
Branding is not simply about logos or marketing campaigns. It is about strategic independence. It allows manufacturers to move from price-takers to price-makers.
Sustainability as a Brand Identity
Recycling and sustainable production, areas where Turkish companies have made strong progress, could serve as foundational pillars for brand building. Instead of positioning sustainability merely as compliance, it can become a central narrative in global market positioning.
In our discussion, Saçlı made it clear: continuing purely as a production base in a world shifting toward value-driven branding is risky. The future belongs to those who control their identity.
The Real Choice Ahead
Türkiye’s textile industry now faces a strategic crossroads.
Continue as a high-quality contract manufacturer, exposed to external volatility — or invest systematically in branding, institutional strength, and diversified market presence.
As reflected in our interview with Fatih Saçlı, the industry’s survival over the next decade will depend less on production capacity and more on strategic transformation.
Branding is not a luxury. It is the exit strategy.
At Kohan Textile Journal, we believe this debate is not theoretical — it is deeply practical and urgent. We would greatly value your perspective on this issue. Do you believe branding is truly Türkiye’s only sustainable exit strategy, or can the fason model still evolve into a competitive long-term structure? Share your thoughts with our Editor-in-Chief, Behnam Ghasemi, or leave your insights in the comments section below. Your voice matters in shaping the future direction of our industry.
