He is the founder and General Director of TEOMAN Corp., an international business consulting firm that helps companies conduct market research, identify the right markets for the right products, find strategic partners, structure investments, and navigate international trade law. TEOMAN Corp. provides comprehensive services to investors and companies across Europe, Central Asia, and the Middle East, supporting their entry and growth in new markets.

Interviewer:

Mr. İplikçioğlu, since 2001 a lot has changed in international business. How would you describe the evolution of the global business environment over the course of your career?

İplikçioğlu:

When I started in 2001, the international business environment was already dynamic, but it was still much more predictable than today. Since then, the world has become more interconnected and, at the same time, more fragile. We are dealing with geopolitical tensions, sanctions, supply chain disruptions, new security concerns, rapid digitalization, and a strong push for sustainability and compliance. For companies, this creates both risk and opportunity. Remaining purely local is no longer a safe option; it can actually be a strategic risk. Those who learn to think and act internationally—who understand different markets, regulations, and cultures—can create substantial competitive advantage. In this landscape, information, relationships, and reputation are as crucial as capital.

Interviewer:

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From that perspective, why is networking so central to success in international business? Is a strong product or service not enough?

İplikçioğlu:

A strong product or service is the minimum requirement; it is the entry ticket. International business, however, is built on trust, and trust is built between people. When entering a new market, the critical information is rarely found in official brochures. It is about understanding who the real decision-makers are, how negotiations are conducted, what the unwritten rules are. These insights come from relationships, not from search engines. Effective networking shortens sales cycles, opens doors that would otherwise stay closed, and reduces risk because partners and opportunities can be validated through trusted contacts. Many deals are, in reality, “closed” in the informal space of networks long before the formal contract is signed.

Interviewer:

You often highlight the importance of international trade platforms and business organizations. Why are these structures so strategic?

İplikçioğlu:

International trade platforms, chambers of commerce, industry clusters, and business councils are not just symbolic memberships; they are strategic platforms. Firstly, they provide credibility: being part of recognized structures signals that the company is serious, professional, and committed to the sector. Secondly, they provide access: they bring together decision-makers, policymakers, investors, and potential partners in one ecosystem. Thirdly, they offer information: members receive early

updates on regulations, tenders, funding opportunities, and market shifts. Finally, they provide a voice: instead of only reacting to decisions, companies can participate in working groups, task forces, and forums that help shape the business environment in which they operate.

Interviewer:

Many companies pay membership fees but fail to use these platforms effectively. In your experience, how should membership be approached?

İplikçioğlu:
Membership must be treated as a strategic investment, not as a yearly administrative expense. Being passive brings very little value. The approach should be:

• Presence: show up regularly at events, especially smaller working meetings where the real discussions take place.
• Contribution: speak at panels, share case studies, offer expertise for committees and working groups.
• Follow-up: after each event, connect with relevant participants, send a short message, and propose a concrete next step if there is synergy.
• Alignment with strategy: select platforms that truly match the company’s target markets and sectors, and define clear objectives, such as finding distribution partners in a specific region or identifying technology providers for future cooperation.
  When a company is visible, helpful, and consistent, the platform becomes a multiplier of its efforts.
  Interviewer:
  You are also very active in international forums and networking events. How can a business leader turn these events into real value, not just a collection of business cards?
  İplikçioğlu:
  An event should not be about being busy; it should be about being effective. The key is preparation and follow-up. Before an event, I always:

1. Define objectives – Am I looking for partners, clients, investors, or very specific information?
2. Study the participants – Identify a limited number of people who are truly strategic to meet.
3. Reach out in advance – A short message saying, “I see that we will both attend this forum; it would be valuable to exchange views on X,” already creates a bridge.

During the event, I focus on quality conversations, not on volume. I listen carefully, try to understand what the other person needs, and look for ways to create value for them. After the event, I follow up quickly with a short message and a clear proposal: a call, a meeting, or a specific introduction. This is how a contact transforms into a relationship, and a relationship into a project.

Interviewer:

For professionals or entrepreneurs who are just beginning to build an international network, what practical first steps would you recommend?

İplikçioğlu:

A simple, realistic roadmap could be:

1. Clarify positioning
   It must be possible to explain in a few sentences who the company is, what it offers, and what kind of partners or clients it is seeking. Without clarity, networking becomes unfocused.
2. Professionalize the digital presence
   Professional online profiles, the company website, and basic presentation materials should clearly reflect international ambitions and key strengths. Often, a digital footprint is the first and sometimes only “first impression.”
3. Select a few relevant platforms
   It is better to be truly active in a few well-chosen international business platforms and chambers than to join many and remain invisible.
4. Show up consistently
   Participation in events—both physical and online—builds familiarity. People start to recognize the name and face; trust grows over time.
5. Give before asking
   Share information, make introductions, support others when possible. A reputation as someone who creates value attracts opportunities naturally.

Interviewer:

In this context, how do you see the role of professional online networking platforms?

İplikçioğlu:
Professional online platforms are now essential extensions of offline networking. They allow business leaders to position themselves as thought leaders by sharing analytical insights, commenting on sector developments, or publishing short articles. They also make it possible to reach decision- makers across borders without waiting for a physical conference. The most effective strategy is to integrate both dimensions: meet people at events, connect with them via professional online channels, remain visible through consistent content, and then deepen the relationship with targeted calls and meetings.

Interviewer:

How can companies use networking, platforms, and forums to promote their activities without appearing overly commercial?

İplikçioğlu:
The key is value-driven visibility. Instead of focusing on self-promotion, the company focuses on solving real problems in public. This can be done by:

• Speaking on panels about concrete cases and lessons learned.
• Publishing short insights, market notes, or mini-reports via platform or network channels.
• Participating actively in working groups and contributing practical perspectives.
• Co-organizing webinars or roundtables on topics which matter to the target audience.
  In this way, the company is not “selling” in an aggressive way; it is demonstrating expertise and reliability. Potential partners and clients recognize their own challenges in these discussions and approach the company themselves. This leads to more sustainable and higher-quality business relationships.

Interviewer:

Small and medium-sized enterprises often feel that serious international networking is beyond their budget. What is your view on this?

İplikçioğlu:

SMEs definitely can—and should—engage in international networking. A huge budget is not required; what is needed is focus and discipline. An SME can start with a limited number of highly relevant platforms, carefully selected events, and some targeted business trips. Many forums also provide affordable or online participation. The main investment is the time and attention devoted to building and maintaining relationships. If the SME has clear priorities and treats each networking opportunity strategically, the return on this investment can be very significant.

Interviewer:

Could you share an example from your own experience where networking or platform work directly created a major opportunity?

İplikçioğlu:

In my career, many important projects have started with what appeared to be a simple conversation at a conference or within a working group. For example, on one occasion, I shared a panel with a potential partner at an international forum. We continued the discussion after the event, exchanged market intelligence, and realized that our networks and client portfolios were highly complementary. This led to a joint initiative which opened a new market for both sides. Situations like this are very typical: the real value of networking often appears months or even years later, but it begins with being present, listening, and staying in contact.

Interviewer:

As a final message, what would you say to business leaders who want to strengthen their international position?

İplikçioğlu:
The main message is: do not attempt to go global alone. The world is too complex and changes too quickly. Build the international journey on three pillars:

1. Strategic clarity – Define which markets, sectors, and partnerships are truly relevant and realistic.
2. Strong networks – Be actively involved in international platforms, forums, and business communities that match these priorities.
3. Consistent visibility – Demonstrate expertise, participate in discussions, and build a reputation as a reliable long-term partner.

When these three elements come together, a company does not just chase opportunities; it is in a position to choose the right opportunities—and to build durable, mutually beneficial international relationships.

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