{"id":1802,"date":"2026-03-11T03:34:51","date_gmt":"2026-03-11T00:34:51","guid":{"rendered":"https:\/\/tabildot.com.tr\/marketrisk\/?p=1802"},"modified":"2026-03-14T13:48:04","modified_gmt":"2026-03-14T10:48:04","slug":"bimas-faaliyet-raporu-analizi-202512-bim-birleik-maazalar-a","status":"publish","type":"post","link":"https:\/\/tabildot.com.tr\/marketrisk\/1802","title":{"rendered":"BIMAS Faaliyet Raporu Analizi 2025\/12 | Bim Birle\u015fik Ma\u011fazalar A.\u015e."},"content":{"rendered":"<p><iframe loading=\"lazy\" style=\"border-radius: 12px;\" src=\"https:\/\/open.spotify.com\/embed\/episode\/6jWPeImMneevAS3MfWUWan?utm_source=generator&amp;t=0\" width=\"100%\" height=\"352\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\" data-testid=\"embed-iframe\"><\/iframe><\/p>\n<h1>Perakende Devinden Beklenmedik Ad\u0131mlar: B\u0130M\u2019in 2025 Yol Haritas\u0131ndan \u015ea\u015f\u0131rt\u0131c\u0131 5 \u00c7\u0131kar\u0131m<\/h1>\n<h3>1. Giri\u015f: Bir Ba\u015far\u0131 Hikayesinin Perde Arkas\u0131<\/h3>\n<p>Her g\u00fcn \u00f6n\u00fcnden ge\u00e7ti\u011fimiz, mahallemizin bir par\u00e7as\u0131 haline gelen B\u0130M\u2019in sadece bir market zinciri de\u011fil; devasa bir veri, lojistik ve strateji makinesi oldu\u011funu hi\u00e7 d\u00fc\u015f\u00fcnd\u00fcn\u00fcz m\u00fc? 30 y\u0131l \u00f6nce 21 ma\u011faza ile ba\u015flayan ser\u00fcvenin, bug\u00fcn 14.473 ma\u011fazaya ve <b>721,1 milyar TL<\/b> ciroya ula\u015fan bir ekosisteme evrilmesi tesad\u00fcf de\u011fildir. <b>83 lojistik merkezi<\/b> ile T\u00fcrkiye\u2019nin en yayg\u0131n da\u011f\u0131t\u0131m a\u011flar\u0131ndan birini y\u00f6neten, <b>5 milyon mobil uygulama ziyaret\u00e7isine<\/b> sahip olan bu yap\u0131; yal\u0131nl\u0131\u011f\u0131 dijitalle\u015fme ve finansal derinlikle harmanlayan bir strateji okuluna d\u00f6n\u00fc\u015fm\u00fc\u015f durumda. 2025 y\u0131l\u0131 entegre faaliyet raporu, %6 reel b\u00fcy\u00fcme ve %6 FVA\u00d6K marj\u0131 ile perakendenin sadece sat\u0131\u015f de\u011fil, bir verimlilik m\u00fchendisli\u011fi oldu\u011funu kan\u0131tl\u0131yor.<\/p>\n<h3>2. G\u00fcne\u015fle B\u00fcy\u00fcmek: 2050 Net S\u0131f\u0131r ve Enerji Devrimi<\/h3>\n<p>B\u0130M, s\u00fcrd\u00fcr\u00fclebilirli\u011fi bir &#8220;kurumsal imaj&#8221; unsuru olarak de\u011fil, operasyonel bir risk y\u00f6netimi ve verimlilik kald\u0131rac\u0131 olarak konumland\u0131r\u0131yor. \u015eirket, 20.7 milyar TL\u2019lik toplam yat\u0131r\u0131m b\u00fct\u00e7esinin <b>4,5 milyar TL<\/b> gibi ciddi bir k\u0131sm\u0131n\u0131 do\u011frudan s\u00fcrd\u00fcr\u00fclebilirlik odakl\u0131 &#8220;CAPEX&#8221; yat\u0131r\u0131mlar\u0131na ay\u0131rarak enerji arz g\u00fcvenli\u011fini dekupaj ediyor.<\/p>\n<p>Bu vizyonun en kritik ad\u0131m\u0131, bilimsel temelli hedeflerini <b>SBTi (Science Based Targets initiative)<\/b> onay s\u00fcrecine ta\u015f\u0131mas\u0131d\u0131r. 96 MW kurulu g\u00fcce ula\u015fan G\u00fcne\u015f Enerjisi Santralleri (GES) ile T\u00fcrkiye operasyonlar\u0131ndaki enerjinin %20\u2019sini yenilenebilir kaynaklardan sa\u011flayan B\u0130M, y\u0131ll\u0131k 62 bin tonun \u00fczerinde karbon emisyonunun \u00f6n\u00fcne ge\u00e7iyor.<\/p>\n<p>&#8220;2050 Net S\u0131f\u0131r taahh\u00fcd\u00fcm\u00fcz\u00fc yaln\u0131zca \u00e7evresel bir hedef olarak de\u011fil; i\u015f s\u00fcre\u00e7lerimizin ve kurum k\u00fclt\u00fcr\u00fcm\u00fcz\u00fcn stratejik bir par\u00e7as\u0131 olarak g\u00f6r\u00fcyoruz.&#8221;<\/p>\n<h3>3. Bir Marketten Daha Fazlas\u0131: B\u0130M Kat\u0131l\u0131m Bankas\u0131 ve Finansal Geni\u015fleme<\/h3>\n<p>2025 yol haritas\u0131n\u0131n en stratejik hamlesi, &#8220;kat\u0131l\u0131m bankas\u0131&#8221; kurma karar\u0131d\u0131r. Bu ad\u0131m, B\u0130M\u2019in y\u0131llard\u0131r uygulad\u0131\u011f\u0131 <b>&#8220;yabanc\u0131 para kullanmama&#8221;<\/b> ve <b>&#8220;g\u00fc\u00e7l\u00fc \u00f6zsermaye ile finansman&#8221;<\/b> felsefesinin finans d\u00fcnyas\u0131ndaki do\u011fal bir izd\u00fc\u015f\u00fcm\u00fcd\u00fcr.<\/p>\n<p>Perakende ekosistemini islami fonlama prensipleriyle (faizsiz finans) tamamlamay\u0131 hedefleyen bu giri\u015fim, sadece bir finansal \u00e7e\u015fitlendirme de\u011fil; tedarik\u00e7i ve m\u00fc\u015fteri sadakatini art\u0131racak bir &#8220;kapsay\u0131c\u0131 finans&#8221; modelidir. B\u0130M, d\u00f6viz kuru ve faiz riskine kar\u015f\u0131 geli\u015ftirdi\u011fi ba\u011f\u0131\u015f\u0131kl\u0131\u011f\u0131, kendi bankas\u0131 \u00fczerinden t\u00fcm de\u011fer zincirine yaymay\u0131 ama\u00e7layarak ezber bozuyor.<\/p>\n<h3>4. Tarladan Rafa H\u0131z Rekoru: Afyon Meyve-Sebze Platformu<\/h3>\n<p>Lojistik zekay\u0131 teknolojiyle birle\u015ftiren B\u0130M, Afyon\u2019da kurdu\u011fu <b>30.000 m\u00b2<\/b>\u2019lik Meyve-Sebze Platformu ile operasyonel \u00e7eviklikte yeni bir safhaya ge\u00e7ti. Bu yat\u0131r\u0131m\u0131n analitik \u00e7\u0131kt\u0131s\u0131, sadece h\u0131z de\u011fil, ayn\u0131 zamanda net bir israf y\u00f6netimidir.<\/p>\n<ul>\n<li><b>Tazelik Standard\u0131:<\/b> \u00dcr\u00fcnlerin rafa ula\u015fma s\u00fcresi <b>3 g\u00fcnden 2 g\u00fcne<\/b> inerek bir tam g\u00fcnl\u00fck avantaj sa\u011fland\u0131.<\/li>\n<li><b>G\u0131da \u0130sraf\u0131yla M\u00fccadele:<\/b> Bu h\u0131z sayesinde bozulma riskleri minimize edildi. Raporda yer alan <b>&#8220;g\u0131da at\u0131klar\u0131n\u0131n ciroya oran\u0131n\u0131n %0,55&#8221;<\/b> gibi sekt\u00f6r ortalamas\u0131n\u0131n \u00e7ok alt\u0131nda seyretmesi, lojistik platformun ba\u015far\u0131s\u0131n\u0131n en somut finansal kan\u0131t\u0131d\u0131r.<\/li>\n<\/ul>\n<h3>5. 100 Bin Ki\u015filik Dev Bir Aile ve &#8220;Mutlu \u0130\u015fyeri&#8221; K\u00fclt\u00fcr\u00fc<\/h3>\n<p>B\u0130M\u2019in ba\u015far\u0131s\u0131 sadece metrekare ve ciro ile de\u011fil, sosyal sermaye ile \u00f6l\u00e7\u00fcl\u00fcyor. 101.663 \u00e7al\u0131\u015fana ula\u015fan dev yap\u0131, \u00e7al\u0131\u015fan geli\u015fimini stratejik bir b\u00fcy\u00fcme parametresi olarak ele al\u0131yor. 2025 y\u0131l\u0131nda e\u011fitim saatlerinin %42 art\u0131\u015fla <b>938.386 saate<\/b> \u00e7\u0131kar\u0131lmas\u0131, &#8220;Happy Place to Work&#8221; \u00f6d\u00fcllerinin tesad\u00fcf olmad\u0131\u011f\u0131n\u0131 g\u00f6steriyor.<\/p>\n<p>\u015eirketin toplumsal kalk\u0131nma odakl\u0131 istihdam stratejisi, iki kritik veriyle \u00f6ne \u00e7\u0131k\u0131yor:<\/p>\n<ul>\n<li><b>Kad\u0131n \u0130stihdam\u0131:<\/b> Toplam istihdam\u0131n %51\u2019i kad\u0131nlardan olu\u015furken, <b>yeni i\u015fe al\u0131mlarda kad\u0131n oran\u0131 %57<\/b> seviyesine y\u00fckselmi\u015f durumda.<\/li>\n<li><b>Gen\u00e7 \u0130stihdam:<\/b> Yeni i\u015fe al\u0131mlar\u0131n <b>%81<\/b>\u2019inin 30 ya\u015f alt\u0131 gen\u00e7lerden olu\u015fmas\u0131, B\u0130M\u2019i T\u00fcrkiye\u2019nin en b\u00fcy\u00fck gen\u00e7 istihdam merkezlerinden biri yap\u0131yor.<\/li>\n<\/ul>\n<h3>6. Enflasyonun Panzehiri: %55\u2019e Ula\u015fan \u00d6z Marka G\u00fcc\u00fc<\/h3>\n<p>B\u0130M\u2019in &#8220;Her g\u00fcn d\u00fc\u015f\u00fck fiyat&#8221; politikas\u0131 bir pazarlama takti\u011fi de\u011fil, \u00fcretimden rafa t\u00fcm maliyetleri kontrol eden entegre bir i\u015f felsefesidir. Halka arz\u0131n ger\u00e7ekle\u015fti\u011fi 2005 y\u0131l\u0131nda %46 olan &#8220;\u00f6z markal\u0131&#8221; (Private Label) \u00fcr\u00fcnlerin ciro i\u00e7indeki pay\u0131, 2025 itibar\u0131yla <b>%55<\/b>\u2019e ula\u015farak tarihsel bir zirve g\u00f6rd\u00fc.<\/p>\n<p>B\u0130M, yakla\u015f\u0131k 1.000 \u00fcr\u00fcnl\u00fck s\u0131n\u0131rl\u0131 portf\u00f6y\u00fc ve y\u00fcksek al\u0131m g\u00fcc\u00fcyle bu markalar\u0131n de\u011fer zincirini tamamen kontrol ederek, enflasyonist d\u00f6nemlerde t\u00fcketici i\u00e7in bir &#8220;fiyat reg\u00fclat\u00f6r\u00fc&#8221; g\u00f6revi g\u00f6r\u00fcyor. Bu stratejik derinli\u011fin bir par\u00e7as\u0131 olarak F\u0130LE markas\u0131n\u0131n <b>&#8220;k\u0131smi b\u00f6l\u00fcnme&#8221; (demerger)<\/b> s\u00fcreciyle ayr\u0131 bir t\u00fczel ki\u015filik alt\u0131nda yap\u0131land\u0131r\u0131lmas\u0131, \u015firketin ni\u015f pazarlarda da ba\u011f\u0131ms\u0131z ve odaklanm\u0131\u015f b\u00fcy\u00fcme niyetini tescilliyor.<\/p>\n<h3>7. Sonu\u00e7: Yar\u0131n\u0131 D\u00fc\u015f\u00fcnerek B\u00fcy\u00fcmek<\/h3>\n<p>B\u0130M, 30. y\u0131l\u0131nda sadece bir g\u0131da perakendecisi olman\u0131n \u00f6tesine ge\u00e7erek; enerji \u00fcreten, finansal \u00e7\u00f6z\u00fcmler geli\u015ftiren ve teknolojiyle israf\u0131 y\u00f6neten b\u00fct\u00fcnsel bir organizmaya d\u00f6n\u00fc\u015ft\u00fc. <b>20,7 milyar TL<\/b>\u2019lik toplam yat\u0131r\u0131m ve <b>18,6 milyar TL<\/b>\u2019lik net k\u00e2r performans\u0131, s\u00fcrd\u00fcr\u00fclebilirli\u011fin k\u00e2rl\u0131l\u0131kla nas\u0131l el ele y\u00fcr\u00fcyebilece\u011finin en iyi \u00f6rne\u011fidir.<\/p>\n<p>&#8220;\u0130nsana yap\u0131lan yat\u0131r\u0131m\u0131n, kal\u0131c\u0131 ba\u015far\u0131n\u0131n temel unsurlar\u0131ndan biri oldu\u011funa inan\u0131yoruz.&#8221;<\/p>\n<p>Gelece\u011fin perakende d\u00fcnyas\u0131nda sadece &#8220;ucuz&#8221; olmak yeterli mi, yoksa &#8220;sorumlu&#8221;, &#8220;teknolojik&#8221; ve &#8220;s\u00fcrd\u00fcr\u00fclebilir&#8221; olmak m\u0131 as\u0131l fark\u0131 yaratacak? B\u0130M\u2019in 2025 stratejisi, bu sorunun cevab\u0131n\u0131n &#8220;operasyonel m\u00fckemmeliyet&#8221; ile &#8220;toplumsal fayda&#8221;n\u0131n kesi\u015fim k\u00fcmesinde sakl\u0131 oldu\u011funu g\u00f6steriyor.<\/p>\n<p>&nbsp;<\/p>\n<h1>B\u0130M Birle\u015fik Ma\u011fazalar A.\u015e. 2025 Y\u0131l\u0131 Entegre Stratejik G\u00f6r\u00fcn\u00fcm Brifingi<\/h1>\n<h2>Y\u00f6netici \u00d6zeti<\/h2>\n<p>B\u0130M Birle\u015fik Ma\u011fazalar A.\u015e. (B\u0130M), kurulu\u015funun 30. y\u0131l\u0131nda &#8220;s\u00fcrd\u00fcr\u00fclebilir b\u00fcy\u00fcme&#8221; ve &#8220;istikrarl\u0131 g\u00fcven&#8221; prensipleriyle perakende sekt\u00f6r\u00fcndeki liderli\u011fini peki\u015ftirmi\u015ftir. 2025 y\u0131l\u0131 itibar\u0131yla \u015firket, 721,1 milyar TL net sat\u0131\u015f geliri ve 43,5 milyar TL FVA\u00d6K (Faiz, Vergi, Amortisman \u00d6ncesi K\u00e2r) ile g\u00fc\u00e7l\u00fc bir finansal performans sergilemi\u015ftir. \u015eirketin stratejik oda\u011f\u0131, operasyonel verimlilikten elde edilen tasarruflar\u0131n &#8220;Her G\u00fcn D\u00fc\u015f\u00fck Fiyat&#8221; modeliyle m\u00fc\u015fterilere yans\u0131t\u0131lmas\u0131na dayanmaktad\u0131r.<\/p>\n<p>\u015eirket, \u00e7evresel sorumluluk vizyonu kapsam\u0131nda <b>2050 Net S\u0131f\u0131r Emisyon<\/b> hedefini ilan etmi\u015f ve Bilim Temelli Hedefler Giri\u015fimi\u2019ne (SBTi) emisyon azalt\u0131m taahh\u00fcd\u00fcnde bulunmu\u015ftur. 2025 y\u0131l\u0131nda ger\u00e7ekle\u015ftirilen 20,7 milyar TL&#8217;lik toplam yat\u0131r\u0131m\u0131n 4,5 milyar TL&#8217;si do\u011frudan s\u00fcrd\u00fcr\u00fclebilirlik projelerine ayr\u0131lm\u0131\u015ft\u0131r. Operasyonel a\u011f, T\u00fcrkiye, Fas ve M\u0131s\u0131r&#8217;da toplam 14.473 ma\u011fazaya ula\u015f\u0131rken, \u00e7al\u0131\u015fan say\u0131s\u0131 100 bin e\u015fi\u011fini a\u015fm\u0131\u015ft\u0131r.<\/p>\n<h2>Stratejik \u0130\u015f Modeli ve Hizmet Felsefesi<\/h2>\n<p>B\u0130M&#8217;in ba\u015far\u0131s\u0131n\u0131n temelinde, T\u00fcrkiye&#8217;deki ilk temsilcisi oldu\u011fu &#8220;Y\u00fcksek \u0130ndirim&#8221; (Hard-Discount) modeli yer almaktad\u0131r. Bu modelin temel bile\u015fenleri \u015funlard\u0131r:<\/p>\n<ul>\n<li><b>Maliyet Y\u00f6netimi:<\/b> Ana caddeler yerine ara sokaklarda ma\u011faza a\u00e7\u0131lmas\u0131, sade dekorasyon, minimum raf sistemi ve kolilerle te\u015fhir y\u00f6ntemleriyle operasyonel maliyetler en d\u00fc\u015f\u00fck seviyede tutulmaktad\u0131r.<\/li>\n<li><b>S\u0131n\u0131rl\u0131 \u00dcr\u00fcn Portf\u00f6y\u00fc:<\/b> Yakla\u015f\u0131k 1.000 \u00fcr\u00fcnle s\u0131n\u0131rl\u0131 portf\u00f6y, tedarik\u00e7ilerden y\u00fcksek hacimli ve d\u00fc\u015f\u00fck fiyatl\u0131 al\u0131m yap\u0131lmas\u0131na olanak tan\u0131maktad\u0131r.<\/li>\n<li><b>Kendi Markal\u0131 \u00dcr\u00fcnler (Private Label):<\/b> Y\u00fcksek kaliteli ve uygun fiyatl\u0131 \u00f6zg\u00fcn markalar, B\u0130M&#8217;in net sat\u0131\u015flar\u0131n\u0131n %55&#8217;ini olu\u015fturmaktad\u0131r. F\u0130LE modelinde ise bu oran %32 seviyesindedir.<\/li>\n<li><b>Her G\u00fcn D\u00fc\u015f\u00fck Fiyat (EDLP):<\/b> Ge\u00e7ici promosyonlar yerine, maliyet tasarruflar\u0131n\u0131n s\u00fcrekli olarak fiyatlara yans\u0131t\u0131lmas\u0131 ilkesi benimsenmi\u015ftir.<\/li>\n<li><b>Lojistik ve Tedarik:<\/b> \u00dcr\u00fcn da\u011f\u0131t\u0131m\u0131, 83 lojistik merkezi ve \u015firketin kendi lojistik a\u011f\u0131 \u00fczerinden verimlilik odakl\u0131 y\u00f6netilmektedir.<\/li>\n<\/ul>\n<h2>2025 Y\u0131l\u0131 Finansal ve Operasyonel Performans<\/h2>\n<p>\u015eirket, y\u00fcksek enflasyon ortam\u0131nda reel b\u00fcy\u00fcmesini s\u00fcrd\u00fcrm\u00fc\u015ft\u00fcr.<\/p>\n<h3>Temel Finansal G\u00f6stergeler (2025)<\/h3>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>G\u00f6sterge<\/td>\n<td>De\u011fer (Milyon TL \/ %)<\/td>\n<td>2024&#8217;e G\u00f6re De\u011fi\u015fim<\/td>\n<\/tr>\n<tr>\n<td><b>Net Sat\u0131\u015flar<\/b><\/td>\n<td>721.063<\/td>\n<td>+%6 (Reel)<\/td>\n<\/tr>\n<tr>\n<td><b>FVA\u00d6K<\/b><\/td>\n<td>43.485<\/td>\n<td>+%47<\/td>\n<\/tr>\n<tr>\n<td><b>FVA\u00d6K Marj\u0131<\/b><\/td>\n<td>%6,0<\/td>\n<td>+170 Puan<\/td>\n<\/tr>\n<tr>\n<td><b>Net K\u00e2r (Ana Ortakl\u0131k)<\/b><\/td>\n<td>18.632<\/td>\n<td>-%23<\/td>\n<\/tr>\n<tr>\n<td><b>Toplam Yat\u0131r\u0131m<\/b><\/td>\n<td>20.743<\/td>\n<td>&#8211;<\/td>\n<\/tr>\n<tr>\n<td><b>Kendi Markal\u0131 \u00dcr\u00fcn Pay\u0131<\/b><\/td>\n<td>%55<\/td>\n<td>&#8211;<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3>Operasyonel \u00d6l\u00e7ek ve Pazar G\u00fcc\u00fc<\/h3>\n<ul>\n<li><b>Ma\u011faza Say\u0131s\u0131:<\/b> Toplam 14.473 ma\u011faza (B\u0130M T\u00fcrkiye: 12.751, F\u0130LE: 344, Fas: 933, M\u0131s\u0131r: 445).<\/li>\n<li><b>M\u00fc\u015fteri Eri\u015fimi:<\/b> G\u00fcnl\u00fck 6,5 milyon konsolide ziyaret\u00e7i ve 31 NPS (Net Tavsiye Skoru) ile y\u00fcksek m\u00fc\u015fteri sadakati.<\/li>\n<li><b>Pazar Pay\u0131:<\/b> F\u0130LE dahil h\u0131zl\u0131 t\u00fcketim \u00fcr\u00fcnlerinde T\u00fcrkiye ciro pazar pay\u0131 %18,1&#8217;dir.<\/li>\n<li><b>\u0130stihdam:<\/b> 101.663 toplam \u00e7al\u0131\u015fan ile T\u00fcrkiye&#8217;nin en fazla istihdam yaratan \u015firketlerinden biri konumundad\u0131r.<\/li>\n<\/ul>\n<h2>S\u00fcrd\u00fcr\u00fclebilirlik ve \u00c7evre Y\u00f6netimi<\/h2>\n<p>B\u0130M, s\u00fcrd\u00fcr\u00fclebilirli\u011fi i\u015f modelinin ayr\u0131lmaz bir par\u00e7as\u0131 haline getirerek stratejik yat\u0131r\u0131mlar\u0131n\u0131 bu alana y\u00f6nlendirmi\u015ftir.<\/p>\n<ul>\n<li><b>Net S\u0131f\u0131r Yolculu\u011fu:<\/b> 2050 Net S\u0131f\u0131r hedefi do\u011frultusunda emisyon yo\u011funlu\u011fu 2019&#8217;a g\u00f6re %25 oran\u0131nda azalt\u0131lm\u0131\u015ft\u0131r.<\/li>\n<li><b>Yenilenebilir Enerji (GES):<\/b> 2025 y\u0131l\u0131 itibar\u0131yla toplam GES say\u0131s\u0131 26\u2019ya, kurulu g\u00fc\u00e7 ise 96 MW\u2019a ula\u015fm\u0131\u015ft\u0131r. Bu yat\u0131r\u0131mlarla y\u0131ll\u0131k 62 bin ton CO2 emisyonu engellenmi\u015f ve enerji ihtiyac\u0131n\u0131n %20&#8217;si yenilenebilir kaynaklardan sa\u011flanm\u0131\u015ft\u0131r.<\/li>\n<li><b>Kaynak Verimlili\u011fi:<\/b> Ambalajlarda ka\u011f\u0131t ve plastik kullan\u0131m\u0131n\u0131 azaltma \u00e7al\u0131\u015fmalar\u0131yla 842 ton plastik ve 864 ton ka\u011f\u0131t tasarrufu sa\u011flanm\u0131\u015f, 56,1 milyon TL ekonomik de\u011fer yarat\u0131lm\u0131\u015ft\u0131r.<\/li>\n<li><b>G\u0131da \u0130sraf\u0131:<\/b> Afyon\u2019da kurulan 30 bin m\u00b2\u2019lik Meyve-Sebze Platformu ile \u00fcr\u00fcnlerin tarladan rafa ula\u015fma s\u00fcresi 3 g\u00fcnden 2 g\u00fcne indirilerek tazelik art\u0131r\u0131lm\u0131\u015f ve g\u0131da at\u0131k oran\u0131 cironun %0,55&#8217;ine d\u00fc\u015f\u00fcr\u00fclm\u00fc\u015ft\u00fcr.<\/li>\n<\/ul>\n<h2>\u0130nsan Kayna\u011f\u0131 ve Kurumsal Geli\u015fim<\/h2>\n<p>&#8220;En K\u0131ymetli Sermaye: \u0130nsan&#8221; anlay\u0131\u015f\u0131yla hareket eden B\u0130M, \u00e7al\u0131\u015fan deneyiminde \u00f6nemli ba\u015far\u0131lara imza atm\u0131\u015ft\u0131r:<\/p>\n<ul>\n<li><b>E\u011fitim Yat\u0131r\u0131mlar\u0131:<\/b> 2025 y\u0131l\u0131nda toplam e\u011fitim s\u00fcresi %42 art\u0131\u015fla 1 milyon saatin \u00fczerine \u00e7\u0131kar\u0131lm\u0131\u015ft\u0131r. Kad\u0131n \u00e7al\u0131\u015fan oran\u0131 %51, y\u00f6netim kadrosunda ise %37 seviyesindedir.<\/li>\n<li><b>\u00d6d\u00fcller:<\/b> &#8220;Happy Place to Work&#8221; kapsam\u0131nda T\u00fcrkiye\u2019nin En Mutlu \u0130\u015fyerleri ve Ola\u011fan\u00fcst\u00fc \u00c7al\u0131\u015fan Deneyimi \u00f6d\u00fclleri kazan\u0131lm\u0131\u015ft\u0131r.<\/li>\n<li><b>Gelecek Nesil \u0130stihdam\u0131:<\/b> T\u00fcrkiye genelinde 30 ya\u015f alt\u0131 i\u015fe al\u0131m oran\u0131 %81 gibi y\u00fcksek bir seviyede ger\u00e7ekle\u015fmi\u015ftir.<\/li>\n<\/ul>\n<h2>Stratejik Yeni Giri\u015fimler ve Gelecek Beklentileri<\/h2>\n<ul>\n<li><b>Kat\u0131l\u0131m Bankas\u0131:<\/b> M\u00fc\u015fterilere ve tedarik\u00e7ilere finansal de\u011fer katmak, ekosistemi tamamlamak ve finansal kapsay\u0131c\u0131l\u0131\u011f\u0131 desteklemek amac\u0131yla bir kat\u0131l\u0131m bankas\u0131 (\u0130slami fonlama) kurma karar\u0131 al\u0131nm\u0131\u015ft\u0131r.<\/li>\n<li><b>F\u0130LE K\u0131smi B\u00f6l\u00fcnmesi:<\/b> F\u0130LE&#8217;nin operasyonel dinamiklerini ve b\u00fcy\u00fcme potansiyelini daha odakl\u0131 y\u00f6netmek amac\u0131yla F\u0130LE Market Ma\u011fazac\u0131l\u0131k A.\u015e. b\u00fcnyesinde ba\u011f\u0131ms\u0131z bir yap\u0131ya ge\u00e7irilmesine karar verilmi\u015ftir.<\/li>\n<li><b>Yat\u0131r\u0131m Planlar\u0131:<\/b> 2026 y\u0131l\u0131nda GES yat\u0131r\u0131mlar\u0131 i\u00e7in 3,2 milyar TL ek kaynak planlanm\u0131\u015ft\u0131r.<\/li>\n<\/ul>\n<h2>\u00d6nemli Al\u0131nt\u0131lar ve Mesajlar<\/h2>\n<p>&#8220;K\u0131sa vadeli kazan\u0131mlar yerine s\u00fcrd\u00fcr\u00fclebilir b\u00fcy\u00fcmeyi, ge\u00e7ici \u00e7\u00f6z\u00fcmler yerine kal\u0131c\u0131 g\u00fcveni tercih ettik. 2050 Net S\u0131f\u0131r Emisyon hedefimizi yaln\u0131zca \u00e7evresel bir hedef olarak de\u011fil; i\u015f s\u00fcre\u00e7lerimizin ve kurum k\u00fclt\u00fcr\u00fcm\u00fcz\u00fcn stratejik bir par\u00e7as\u0131 olarak g\u00f6r\u00fcyoruz.&#8221; \u2014 <b>Mahmud Muhammed Topba\u015f, Y\u00f6netim Kurulu Ba\u015fkan\u0131<\/b><\/p>\n<p>&#8220;B\u0130M i\u00e7in m\u00fc\u015fterilerinin menfaati, k\u0131sa vadeli y\u00fcksek k\u00e2rdan daha \u00f6nemlidir. M\u00fc\u015fterilerimiz ambalaja ve markaya de\u011fil, \u00fcr\u00fcn\u00fcn kendisine para \u00f6derler.&#8221; \u2014 <b>Hizmet Felsefesi \u0130lkeleri<\/b><\/p>\n<button class=\"simplefavorite-button\" data-postid=\"1802\" data-siteid=\"1\" data-groupid=\"1\" data-favoritecount=\"0\" style=\"\">Favorile <i class=<\/button>","protected":false},"excerpt":{"rendered":"<p>B\u0130M 2025 Y\u0131l\u0131nda Rekor Yat\u0131r\u0131m ve \u0130stikrarl\u0131 B\u00fcy\u00fcme ile Liderli\u011fini Per\u00e7inledi<br \/>\n\u00d6zet Metin: B\u0130M, 2025 y\u0131l\u0131nda 721 milyar TL\u2019yi a\u015fan net sat\u0131\u015f geliri ve %6 reel b\u00fcy\u00fcme oran\u0131yla T\u00fcrkiye perakende sekt\u00f6r\u00fcndeki \u00f6nc\u00fc konumunu korumaya devam ediyor<br \/>\n. Toplam 14.473 ma\u011fazaya ula\u015fan yayg\u0131n hizmet a\u011f\u0131 ve 100 bini a\u015fan \u00e7al\u0131\u015fan ordusuyla \u00fclke ekonomisine de\u011fer katan \u015firket, sadece finansal de\u011fil, s\u00fcrd\u00fcr\u00fclebilirlik alan\u0131nda da dev ad\u0131mlar att\u0131<br \/>\n. 20,7 milyar TL\u2019lik toplam yat\u0131r\u0131m\u0131n bir par\u00e7as\u0131 olarak g\u00fcne\u015f enerjisi ve \u00e7evre dostu projelere 4,5 milyar TL ay\u0131ran B\u0130M, &#8220;her g\u00fcn d\u00fc\u015f\u00fck fiyat&#8221; felsefesiyle milyonlarca t\u00fcketicinin ilk tercihi olmay\u0131 s\u00fcrd\u00fcr\u00fcyor<br \/>\n. 2025 y\u0131l\u0131 entegre faaliyet raporundan en \u00e7arp\u0131c\u0131 veriler ve gelecek vizyonu yaz\u0131m\u0131zda.<\/p>\n","protected":false},"author":11,"featured_media":1297,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[251],"tags":[26],"class_list":["post-1802","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-faaliyetraporuanalizi","tag-bimas"],"_links":{"self":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1802","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/users\/11"}],"replies":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/comments?post=1802"}],"version-history":[{"count":3,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1802\/revisions"}],"predecessor-version":[{"id":1914,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1802\/revisions\/1914"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/media\/1297"}],"wp:attachment":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/media?parent=1802"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/categories?post=1802"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/tags?post=1802"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}