Six situations where this fits. And the ones where it does not.
An outsourced Türkiye operation suits companies for whom this market matters commercially but does not yet justify fifteen people and an office lease. Below are the six shapes that come up most, written plainly enough that you can tell whether yours is one of them.
We do not have client case studies to show you. yobiT is a new brand, and publishing anonymised stories presented as evidence would be exactly the behaviour we criticise on the governance page.
What we can do instead is more useful: tell us your situation and we will tell you what the trade data says about it, which capabilities apply, and where the difficulties will be.
- 01
Manufacturers selling into Türkiye
Product arrives, clears customs, is stored and delivered — and someone has to hold the classification, the duty exposure and the delivery promise together. Usually the first thing that breaks is the assumption that the distributor's importer arrangement is also yours.
- 02
Traders moving goods through
Türkiye as a route rather than a destination. The customs status of the goods matters more than anything else in the arrangement, and getting it wrong ties up cash that was supposed to be working.
- 03
Sourcing companies buying from Türkiye
Supplier verification that involves somebody walking into the facility, quality follow-up, and shipment coordination. The failure mode is predictable: the company that made the samples is not the company running the line.
- 04
Companies holding stock for the region
Türkiye as a distribution point for the wider region. Bonded or free storage, stock visibility, fulfillment and returns — with the customs status decided on arithmetic rather than by default.
- 05
Regional operations run from here
A coordinated legal, financial and operational base, with reporting your group can consolidate and someone locally who can act. The friction is usually between Turkish statutory accounts and the group basis.
- 06
Defined-term projects
A tender, an installation, a contract with an end date. This is the case the arrangement suits best — because the ending is known, and a structure chosen without thinking about it will be the most expensive part.
A project with an end date
is the clearest case.
When the ending is known from the start, everything upstream can be decided properly. The structure is chosen knowing what unwinding it costs. The accounts are certified each year because the closing review will actually happen. The handover is a date rather than a surprise.
It is also the case where building your own entity is hardest to justify — because you will reach the liquidation, and that is months of work with personal exposure for whoever runs it.
Most providers sell hardest to the companies intending to stay. The companies who need this most are the ones who know they will leave.
When this is the wrong arrangement.
Three situations where you would be paying for something you do not need.
- 01
One function, done cheaply
Payroll only, bookkeeping only, clearance only. A specialist provider does it for less, and coordination you do not need is not worth buying.
- 02
A distributor arrangement that works
If your distributor serves the market, pays on time and is not competing with you, replacing them with your own operation can destroy margin. The reasons to change are usually commercial — lost visibility of the end customer, diverging priorities, or the margin itself.
- 03
An operation large enough to be its own organisation
Past a certain scale you should employ your own people and run it yourself. Where that line sits depends on your sector, but it exists — and a provider who never mentions it is not advising you.
Questions we are actually asked.
Beginning with the one about case studies, which we answer directly.
Do you have case studies with client names?
Not yet, and we are not going to invent them. yobiT is a new brand and publishing anonymised stories dressed as evidence would be exactly the behaviour we criticise elsewhere on this site.
What we can offer instead is specific: describe your situation and we will tell you what the trade data says, which capabilities apply and where the difficulties will be. That is more useful than a case study about someone else anyway.
What size of company does this suit?
Companies large enough that Türkiye matters commercially, and small enough that building a full local organisation would be disproportionate. In practice that is often a business with real volume here but no reason to employ fifteen people to handle it.
Very large operations eventually build their own organisation, and they should. Very small ones are better served by a distributor.
We only need help with one thing. Is that possible?
Yes, though it is worth being honest about value. If you need one function performed well and nothing coordinated, a specialist provider will do it for less than we will. Paying for coordination you do not need is bad value and we will say so.
Our project has a fixed end date. Does that change anything?
It changes almost everything, and for the better. A defined-term project is the situation this arrangement suits best — the structure is chosen knowing when it ends, the accounts are kept in a state that survives the closing review, and the ending is a planned event rather than a discovery.
It is also the case where building your own entity is hardest to justify, because you will reach the liquidation.
We already have a distributor. Why would we need you?
Possibly you would not. A distributor who serves the market well, pays on time and does not compete with you is a good arrangement, and replacing it with your own operation can destroy margin.
The reasons companies move away are usually that they have lost visibility of the end customer, that the distributor's priorities have diverged, or that they want the margin the distributor is taking. Those are commercial decisions, not operational ones — but they change what you need on the ground.
How it works
Seven stages, what we need from you, and how engagements are priced.
Opportunity Scan
Free. Tell us your product and we will tell you what the data says.
Why yobiT
How this differs from advisers and back-office providers — and when they are the better choice.