We manage our processes with sustainable management in total accordance with the ‘ISO 10002 Customer Satisfaction Management System

Customer Centric magazine; Our Strategic Management and Planning Director Yücel ÇEBİ talked about DORCE’s customer satisfaction measurement parameters, digital transformation processes and demand-oriented production approach.


Dorce is a company that manufactures accordingly with designs suitable for customer demands in Turkey. It stands out with its “customer” oriented strategy, special measurements and design power in the prefabricated sector. Yücel Çebi, Strategic Management and Planning Director of the company, explains the details of his strategies by stating “Reason to buy from us is more important than what we sell.”


We are a company that makes exclusive design and production in accordance with customer demands, unlike standardized production. In this context; We are an organization that has built the technical and administrative structure accordingly, focusing on the customer, rather than only seeing ourselves as customer-oriented.

Our aim is to establish a healthy, productive, profitable and long-term fiduciary relationship between the customer and DORCE. The reason to buy from us is more important than what we sell to the customer.

I can present our three most important indicators as follows:

It is very important for us to provide the right product to the customer. We aim to ensure that the requested product meets all the requirements and to deliver it in a complete and high quality manner.

We aim to serve the customer at the right time and cost.

We aim to use our time advantage with our high capacity and technical infrastructure. In addition, we are taking firm steps forward for the purpose of providing affordable services with an scale economy approach and stable supply chain management.

Customer satisfaction is very important to us. We aim to satisfy before and after sales in a way that exceeds the expectations of the customer.


When you provide the right product at the right time and cost to the customer; obtained customer satisfaction appears as a mathematical proof of these two indicators.

The values we add to the customer, end user, society and nature “throughout and at the end of the project” is one of our most important “satisfaction” definitions. The result of commercial activities is not only “profitability”; At the same time, we believe that there should be ‘created values’ before the relevant parties and society.

One of our other points of view is that the customer’s satisfaction is not only a result on the “customer side”. The vision and developments conveyed by a satisfied customer are reflected on our own internal customers (ie our valued employees) and our suppliers at the same frequency. In order for this chain to act correctly, the customer must first be satisfied and this satisfaction must be sustainable. In this way, the satisfaction and development of all parties will act together.

I would like to explain our methods as follows:

We have used the traditional survey method for a long time to measure satisfaction. However, we decided that we didn’t find this method effective and the results were unrealistic. Afterwards, we designed an internal evaluation / analysis system where we will get more objective results. Here, our aim is to determine and score the customer’s satisfaction applying deductive approach for the results of our own activities.

I would like to draw attention to a few important measurement parameters:

The value we create for the customer,

Delivery of the project on time,

Compliance with the weekly project progress plan,

Timely resolution of inconveniences throughout the project,

The rate of implementation of the decisions taken in the weekly / monthly meetings with the customer,

Fast response performance to official letters from the customer and

Compliance at the proposal stage.


Our measurement parameters consist of 30 titles like mentioned above. “Did we achieve absolute customer satisfaction?” We are looking for the answer with a list of questions consisting of these titles answered with concrete numerical data by the Engineering Project Management Department and the Proposal Department, varying weighted average scores and multiplier coefficient according to their content. According to the results, we start the improvement processes internally and share them with the customer. We now know that the results reflect the truth much better, and by determining the focal point, we can take punctual positions and make improvements with due haste.

At this point, we positively differentiate within our sector within the scope of our own objective assessment and subsequent improvement activities. At the same time, we carry out our corporate activities for customer segmentation and customer loyalty as part of the style of this method. With the synergy created by these approaches, we systematically manage processes with a sustainable management style in accordance with ISO 10002 Customer Satisfaction Management System. In addition to all the numerical data we measure, we can show the most important cause-effect relationship corresponds to our commercial relations with dozens of international companies that we have been working with for more than 20 years.


First of all, I can say that it is a simple question that does not have a short answer. However, I can summarize our strategy as follows:

Nowadays, we need to act with the awareness that digital transformation must be pumped into all capillaries of companies. Those who postpone, will disappear. We, as DORCE, manage the entire process from zero point of customer relations to after-sales with the investments, which have been made for the transformations in our organizational structure and technical infrastructure, and the digital tools we have put into operation. With our software team in our Digital Operations department, we are constantly improving the processes (effectiveness of CRM for corporate memory and sustainable management) and trying to reach the right customer at the right time through our Digital Marketing Department. We provide interaction with the target market and the end user by professionally managing all social media tools.


1- Within the scope of sustainability and added value strategy, we are initiating “Carbon Footprint” studies in our company in accordance with European Green Deal.

2- We established the BIM (Building Information Modeling) system within the scope of Digital Transformation and “adding value to the customer” strategy. With this system, we aim to create digital twins of all projects and a data network related to the project, and to integrate the visually supported data created in this way into the processes of all relevant departments.

3- With the strategy of customer and product portfolio differentiation, we initiate the new market and target audience-oriented “Marketing” and “Proposal” processes.

Dorçe Prefabrik Strategic Management and Planning Director
Yücel ÇEBİ

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