They achieved nearly 700 tons of water savings

With their innovative products developed through a recycling approach, they have achieved nearly 700 tons of water savings. Their perspective on business differs markedly in other respects as well. E-Commerce and Marketing Manager Onur Açık shared the details.

The selection of materials you use in production and your awareness in process management are unconventional. Could you tell us about this? 
Although shoe manufacturing processes vary depending on materials, the amount of water consumed reaches levels that would astound people. Thinking about how to prevent such waste, we decided to turn toward recycling and upcycling approaches and planned accordingly. Through this, our recycled canvas series saved 667 tons of water. On the upcycling side, we also took sail fabric into our agenda. By incorporating sail fabric—which needs to be replaced at certain intervals—into our production process, we foresaw that we could prevent the aforementioned excessive water consumption.

After planning the supply process, we began production with the incoming materials. The strength of the sails, their resistance to wear and creasing, their resistance to UV rays—these are the most important factors in our choice of this fabric. Additionally, since these polyester fibers have low absorption properties, when the sail fabric gets wet, it dries more easily. These properties are equally valid in the shoes we produce. We demonstrate similar approaches in sourcing other components. 

What are your marketing-sales dynamics and the advantages that come with being a start-up? 
In the shoe sector, innovation is generally addressed from a design perspective. Our focus is on functionality. Although we have more than a quarter century of experience in the sector, Hopfrög Kids is a start-up venture. I would say we are pursuing our dreams. The starting point was the problems we experienced with our own children.

Shoe use for children, especially between ages 2-6, can be somewhat problematic. Since their motor skills are still developing, they can have difficulty putting on and taking off shoes. With the aim of eliminating these issues and presenting models that are easy to use, ergonomic, and prioritize foot health, we set out on this path. We wanted to try something new. We knew that marketing a product unfamiliar to both the sector and consumers would not be easy. 

We needed to explain our product very well to our surroundings. Through our website and social media, we try to convey this narrative. We also participate in sector trade fairs both domestically and internationally. Since they provide the opportunity for direct contact with the right profiles, I can say that trade fairs contribute significantly to our brand. We conduct most of our sales through the internet. Besides our own operations, we have a network of retailers with online stores.

Companies selling children's shoes and seeking innovation find us on their own. We work with them as well. Some of our models are in development phase. Research and development will continue throughout our lifetime, but after we finalize our initial portfolio, moving to the mass production phase means raising the bar for us. We would very much like you to share in the excitement of that moment. 

What are the effects of this production approach on marketing and sales?
I mentioned that we work with an R&D focus. The sector generally repeats itself at certain intervals. This situation causes a kind of complacency among sector players over time. However, you can overcome this situation with functional and innovative production approaches. Where mass production is in question, it is very difficult to change the working order.

You asked earlier about the advantages of being a start-up, and other aspects were left hanging while I was explaining, but now that the time has come, let me say this; the way to realize change goes through here, through the start-up model. Because within this model you have more opportunities to learn and develop. Perhaps the responsibilities you undertake are considerable, but with the maneuverability and flexibility you possess, you can turn them into advantages. 

The know-how created as a result of this dedication naturally creates an aura. In short, we work with an approach of identifying problems, finding solutions to them, materializing those solutions, and making them available for people's use. Recognition comes naturally. 

How is your approach regarding trade fairs, B2B and other events? 
We make every effort to participate in organizations through which we can penetrate the sector. In line with the new production mentality we have put forward, we will gradually increase model diversity. As I mentioned before, we first want to focus on our business and smoothly handle the first few priority phases of the product development process. After that, we will surprise you with innovations in marketing and sales. 

Where are your sales channels generally located? 
Internet platforms are very valuable for us. I believe that the audience focusing on specific topics there is more informed. For this reason, we wanted to build the infrastructure primarily in the internet environment. While conducting our sales operations through our own e-commerce network directly to consumers, we also open our portfolio to other entrepreneurs who sell in this medium. Our initial goal is to properly explain and position our product. We also run seasonal campaigns during this period, but in the future we will also prepare campaigns with more special and surprising content according to our own planning. 

What do you think about e-commerce potential and strategies in general? 
Everyone is on the internet now. From the world's largest brands to the neighborhood grocery store. This situation also brings a certain chaos and clutter with it. That is where strategy, content and algorithm come into play. If you correctly identify your target audience and prepare your content according to the strategies you have worked with before, and if you can adapt to the algorithm's spontaneous deviations to the maximum extent, internet commerce can take you to unexpected places. 

What do you say about the current state, potential, future of the children's shoe sector and the impact your product development mentality will create in the sector? 
The maneuverability we have thanks to the start-up model creates a foundation for the emergence of completely new and technology/internet-based models. The sector operates with sales concerns. This also creates a foundation for the formation of habits. After some time, you enter a vicious cycle. At least in terms of innovation. By doing things outside this cycle, we want other players to also turn to different perspectives and increase the overall quality of the sector. 

However, the reality is that the Turkish shoe sector is among the world's best. Our production practices are at a high level, and we have very valuable master craftspeople. Still, for us, breaking the mold is inevitable. 

Could we learn about the internal breakdown of your social responsibility understanding, which you address with a sustainable approach in the production-marketing-sales network? 
We do not operate solely with sales concerns. This does not mean that sales are not important to us. Of course, they are very important. I mean we are not driven solely by this motivation. Whatever could be beneficial to humanity, we try to integrate these into our production, marketing, sales and service processes. The satisfaction of children, families, sellers, distributors, our suppliers, our employees, their families, journalists, in short, everyone we touch is our true motivation. This is how social responsibility consciousness develops in us.