While VICs lead luxury spending at Beymen, the company particularly values its aspirational and accessible luxury shoppers, despite the smaller ticket sizes. Beymen’s VIC clienteling has been enhanced by Mayhoola’s investment and its savoir-faire gleaned from brand-specific experience. (Mayhoola owns 100% of Balmain, Beymen and Pal Zileri, and 70% of Valentino.)
Well before the acquisition, however, Beymen had established itself on intergenerational client relations. “This used to be a much smaller business, where you knew the clients by name. We are still keeping that,” says Çapçı, noting Türkiye’s culturally recognized heritage in hospitality. “We know the families. We go into their homes. If they like something, [we] just send it. They keep what they like. They send the rest [back]. They pay later.” Some clients have shopped with Beymen for multiple decades, adds Çapçı.
Beymen estimates its target consumer at 35-plus, however the company focuses on communicating and selling to Gen Z, perceiving this cohort as an investment for the future. The company also sees Gen Z as the opinion leaders who influence older generations. Rachid emphasizes that the Turkish population is young and dynamic, sitting on the intersection of the Middle East, Europe, Central Asia and the Mediterranean. “You can feel it,” he says, taking a sip of Turkish tea. “I think that that has a strong impact on the character of the consumption here. People are open to new ideas, they are open to diversity.”
On a granular level, Rachid adds, the Turkish consumer comes to stores with a strong understanding of workmanship and quality. The proximity to traditional craft and textile design makes the Beymen consumer discerning. “They’re not only going after flashy, big names,” he explains. “They have a very strong appreciation and knowledge. Don’t forget that one of the biggest attractions in Istanbul is the Grand Bazaar.”
Looking ahead, Rachid wants to prioritize the service each consumer receives over international and national store expansion, focusing on interactions and experience. “I think this is really the competitive advantage of Beymen,” he says.
