MasterTürk highlights the value of franchise support in property consultancy

Gökhan Taş, chairman of MasterTürk, has said that those considering entering the property consultancy business should not choose a franchise solely on the basis of its initial cost. In an interview with Para magazine, updated on 19 October 2026, Taş stressed the importance of considering the brand, training, technology, legal support and marketing infrastructure together.

Looking beyond the initial fee to the support available

For prospective franchisees, a key theme in Taş’s remarks was how to choose between opening an independent office and joining a branded network. His answer was: “You need to look not at the cost of a franchise, but at the value it provides.” This shifts the assessment from the initial payment alone to the full range of services available to the entrepreneur.

The support Taş listed includes an established brand, training, technology, legal support, marketing infrastructure and an international business network. In his view, these elements offer an ecosystem that could take an independent entrepreneur years to build alone. His comments suggest that a franchise relationship should be seen as more than simply the right to use a brand name.

Acknowledging that the initial investment may appear higher, Taş argued that the cost of growing under the right brand is often lower than the cost of mistakes made when operating alone. This is not a guarantee that every franchise investment will produce the same outcome; rather, it is his assessment of brand selection and the value of support.

No franchise joining fee or payback period for a particular office was disclosed. Taş’s cost comparison should therefore be read not as a quantified investment calculation, but as a framework he recommends for comparing franchising with independent operation.

The difference between buying property and running a consultancy

The interview also focused on the distinction between investing in property and running a property consultancy. Taş said: “Buying property can preserve wealth, but property consultancy, when done properly, can create wealth.” He presented consultancy as an entrepreneurial activity distinct from acquiring property.

According to Taş, the professionals who stand out in the coming years will not simply be those who buy property, but those who can interpret data, use technology and spot opportunities early. This assessment also connects with his views on franchise support: technology and training feature both as professional capabilities and as resources offered by a branded network.

The emphasis here is that owning property and managing a consultancy business are not the same thing. In Taş’s view, consultancy is an activity in which data interpretation and the use of technology matter. Franchising is one option for entrepreneurs who want to pursue it with corporate support.

The interview’s reference to wealth creation should therefore not be taken as a promise of specific earnings. Taş himself qualified the statement with “when done properly”. His comments focus less on forecasting returns than on how a consultancy is run and the tools that support it.

How three international brands came under one roof

MasterTürk’s multi-brand structure provides the background to Taş’s assessment of the franchise model. The group’s first major step in establishing its Turkish operations came in 2013, when it acquired the master franchise rights for Coldwell Banker in Turkey and Cyprus under Gökhan Taş’s leadership.

The master franchise rights for ERA Real Estate in Turkey and Cyprus were added in 2018, creating a structure that managed several international property brands under one roof. Century 21’s operations in Turkey and Cyprus subsequently became part of the group as well.

Taş said he had brought his global brands and domestic ventures together under the MasterTürk brand by 2022. This history provides context for his emphasis in the latest interview on international business networks and corporate infrastructure.

These historical developments do not, however, constitute an announcement of a new acquisition or franchise opening. The current remarks focus on how to assess franchise support when entering property consultancy, rather than on the group’s past expansion. The dates when the brands joined the group provide the corporate background to that view.

What prospective franchisees should compare

Taş’s comments offer a framework for prospective franchisees to ask not only about the initial fee, but also about the support it gives them access to. Training, technology, legal support, marketing and business networks stand out as areas to examine individually.

To make these comparisons more concrete, candidates may find it useful to clarify during discussions what the training covers, which technology tools are available and under what conditions support is provided. Beyond establishing that the listed services exist, these questions help candidates assess how well the offering matches their own needs.

Practical takeaway: When comparing an independent office with a franchise, consider not only the joining fee but also the scope of the support offered and how it is reflected in the contract.