Yatas Group fills 3 senior roles from within, can internal promotion strengthen marketing?

Gündoğdu will lead the marketing departments of four brands: Yataş Bedding, Enza Home, Divanev and Puffy. The e-commerce and marketing support units also report to her. She joined the group in 2008 as advertising and public relations manager, then held manager and director roles in corporate communications. Since September 2021 she has been Marketing Director of Yataş Bedding.

Tepe takes over the domestic sales organisations of all four brands, the company-owned stores and the project sales channels. He has worked at manager and director levels in the group since 2011.

Yakut is the link in the team that brings outside retail experience. He started his career at YKM, a Turkish department store chain, then worked in category management at Boyner Group, Çetinkaya Mağazacılık and Walgreens Boots Alliance Türkiye. Since 2017 he has been a product manager and product group manager inside the group. He has around 20 years of experience in the sector.

It is likely to, because the goal becomes shared. When a customer tries a mattress in the store and buys it online, two units with separate targets will see that sale as a “loss” on one side. Under one leader, the question shifts from “which channel sold it?” to “why did the customer buy?”

Cannibalisation between brands becomes easier to see. If two brands from the same group plan to send campaigns to the same customer in the same week, a single leader can spot the clash on the calendar.

A manager who comes from inside already knows the suppliers, the store teams and the story behind the stock that sits on the shelf. The first months go into making decisions, not learning the basics. The team knows them, so settling in is quicker.

The risk lives in the reflex of “we have always done it this way.” The company’s blind spots can easily become the new manager’s blind spots too. As Yakut’s case shows, adding someone who has worked at other retailers to the same team is one way to balance that risk.

An outside hire comes first when you need a skill that simply does not exist in the company. If nobody inside has grown into marketplace management or data analytics, promoting someone into that seat puts pressure on the whole team. Here the decision is made by looking at the missing skill, not at the person.

The group’s company-owned stores and sales teams gain continuity, led by a manager who has known the sales organisation for years. Partners in project sales, where the group supplies products directly to large-scale projects, also keep an uninterrupted point of contact.

Independent stores selling furniture, mattresses and home textiles may face a competitor whose campaign calendar is better coordinated. For mid-sized retailers where different people still run marketing and e-commerce, budget decisions can stay slower.

Media planning agencies, creative agencies and e-commerce platform providers are affected indirectly. When decisions sit in one place, the brief comes from one place too. That changes how suppliers pitch: the conversation is about results at group level, not brand by brand.

One leader can shift search and social ad budgets between brands according to need. If one brand’s product is piling up in stock, its ads can be dialled down and the money moved to another brand. With separate teams, the same decision can take weeks.

With products like mattresses and furniture, customers usually research online and then test in the store. That makes store location listings, reviews and “store near me” searches part of e-commerce. When marketing and e-commerce share a desk, that link in the chain does not break.

Draw three boxes: who plans campaigns, who owns website and marketplace sales, and who store sales report to. If two boxes report to different people and their targets clash, the real problem may sit on that line. When you say “the till is quiet,” look there first.

Look for the person who knows the product and the customer best, not the one with the biggest title. Then write down where that person falls short and close the gap with training or outside support. We do this work alongside businesses through our digital marketing services, setting up marketing and e-commerce as one structure.

A similar move is happening elsewhere in home and living retail: Evidea has named İrem Aydın marketing director, with CRM and digital marketing among her responsibilities. On the e-commerce platform side, ideasoft has hired Hakan Küçük as Growth Director, and there we look at how a growth role differs from marketing. Official filings by listed companies can be followed through the KAP company list (KAP is Türkiye’s public disclosure platform). We could not verify whether the Yataş appointments were filed with KAP.

If the team is small, usually yes. When one person sees both the campaign and online sales, budget and stock decisions are made faster. What matters is that this person can also see the sales figures.

Write down the missing skill by name, then fill it with training, mentoring or outside consulting. Product and customer knowledge is already inside; technical skills can come from outside.

We could not verify this. The news comes from Perakende Türkiye; you can check KAP yourself to see whether an official filing exists.