Four or five years ago… The boutique stone trend had yet to take the industry by storm. Back then, when most people dismissed certain stones as “not worth the effort,” one visionary was already working on them. Some even considered these stones “useless,” yet he saw potential where others didn’t. Years have passed, and today, that so-called “madman” has proven to be a foresighted pioneer. In Bangalore, I sat down with Ahmet Şahin, Chairman of Şahinler Marble, to discuss the past, present, and future of the industry.
“EASY ACCESS MEANS LESS VALUE”
I asked Şahin to look back and explain why he chose to invest in boutique stones when no one else would even consider them. He smiled and began his response: “Let’s get one thing straight—marble is a luxury material by nature. The period you’re referring to was a time when certain quarries were producing massive quantities, flooding the market with their stones. On top of that, porcelain and quartz manufacturers were copying these designs, making them even more commonplace. This process was stripping a luxury material of its exclusivity and turning it into something ordinary. “Now, think about it. Someone building a private residence or a high-end hotel doesn’t want a material that’s used everywhere. They want something unique—something that sets them apart, and they are willing to pay the price for that exclusivity. Boutique stones evolved because even blocks from the same quarry were different, offering unique patterns. Then, when architects applied their creativity and innovative surface treatments were introduced, these stones took on an entirely new character. The logic is simple: The easier something is to obtain, the less valuable it becomes. The harder it is to acquire, the higher its worth.”
“WE PRODUCE AT THE HIGHEST COSTS, BUT SELL AT THE LOWEST PRICES!”
Bringing the conversation to the present, I asked Ahmet Şahin: “What is the biggest issue in the industry today?” Without hesitation, he responded: “Production costs.” He elaborated: “The controlled exchange rate of the dollar is a serious problem. Under normal circumstances, the dollar should be in the 45-50 lira range. Let’s admit it—we are a country that operates with low profit margins. We have a habit of relying on high sales volume rather than high profitability. There’s this mindset of ‘this stone’s trend will be over in 4-5 years anyway, so let’s just make whatever we can in the meantime!’ But beyond global and local market conditions, we need to question ourselves, our sales strategies, and our marketing approach. When we compare global stone prices, our own prices, and our production costs, a stark reality emerges: We produce at the highest costs but sell at the lowest prices. That’s simply unsustainable. Take Italy, for example. They have companies producing high-quality materials using machines from the 1980s and 1990s. Meanwhile, in Turkey, a machine’s lifespan is 5 to 10 years at most. We constantly reinvest in machinery, spend huge amounts on infrastructure, and employ a large workforce because we have to produce high volumes just to stay afloat. As a result, labor costs skyrocket!”
“WE LACK THE COURAGE TO STOP PRODUCTION”
I interrupted and asked, “So, what should be done?” Şahin emphasized that controlling production is essential: “Since the post-pandemic demand surge, production capacities in Turkey have nearly tripled. Yes, sales figures may be increasing, but revenue per square meter is decreasing! We need to focus on selling more profitably, not just selling more. For example, companies currently producing 10,000 to 20,000 tons should reduce production to 5,000 tons and increase prices. Less production means higher value. Producing more doesn’t necessarily mean earning more! But this is where economic resilience comes into play. In Turkey, when a quarry is opened and a stone becomes popular, dozens of companies rush in to exploit the trend. Overproduction leads to oversupply, prices drop, and everyone loses. Selling cheap does not mean selling more. The problem is, we don’t have the mindset to stop production when our stockpiles grow. We lack the courage to pause, fearing that the business won’t survive if we stop. But I believe every stone has value—the key is knowing how to sell it. If you achieve that, you will lead the market in both pricing and power.”
“INVESTING IN A STONE IS LIKE RAISING A CHILD”
I asked Şahin how he chooses which stones to invest in. He laughed and said: “Investing in a stone is like bringing a child into the world. First, you teach it to walk, then to run. It requires patience and financial strength. To establish a stone in the market, you need to work with the right people. When we invest in a stone, we create a three-year plan:
- Year 1: We spend money on the stone.
- Year 2: We keep it in the market.
- Year 3: We turn it into a trend.
If a stone hasn’t gained traction by the third year, it’s simply not viable. Of course, we’ve had both successes and failures. Sometimes the problem comes from quarry owners or pricing strategies beyond our control. For us, it doesn’t matter who owns the quarry—as long as the owner stands behind the product, we are willing to invest. However, we primarily focus on selections with limited production volumes rather than mass-market stones.”
THE NEW FAVORITE: FUSION BLUE
Finally, I asked which stones he expects to dominate in 2025. His eyes lit up as he pointed to a particular stone: ”Fusion Blue and Fusion Berry are two stones we have been investing in for the past three years. Fusion Blue, with its distinct blue hue, stands out. Another stone we’re highly confident in is Hierapolis Gold Selection. And lastly, Magma Gold is another stone we have high expectations for in the coming year.”
