In Türkiye, distribution doesn't work the way the international playbooks describe. The OTA mix is split three ways: international leisure goes through Booking.com (with Expedia and Agoda picking up the rest), domestic leisure goes through Cari (the Tatilbudur / Etstur / Jolly Tur ecosystem), and the resort tur operatörü flow runs through TUI, Anex Tour, and Coral Travel as a separate distribution layer altogether.
Booking.com in Türkiye
Still dominant for international inbound — Germans booking Antalya, British booking Istanbul, Russians booking Bodrum. Conversion rates and commission structures are similar to other European markets (15-18% standard, lower for Preferred Partners). The TR-language Booking.com surface has weaker conversion than the EN/DE/RU surfaces, but for outbound Turkish travel it still wins against domestic OTAs.
Cari for the domestic guest
Cari is a payment-flow architecture used by the Turkish domestic OTAs — the guest books, the OTA takes payment, the hotel issues an invoice to the OTA, the OTA settles weekly or monthly. This is structurally different from the Booking.com model (where the guest typically pays the hotel directly). The implication: cash flow timing matters, and your accounting team needs to be wired for Cari reconciliation if domestic OTA volume is material.
Tatilbudur, Etstur, Jolly Tur, Setur, ETS Tur — these names matter for a Turkish-market revenue strategy in a way they would not for a Spanish or Italian property. A revenue manager who treats Türkiye as "Europe but with one extra OTA category" misses 15-30% of the domestic conversion opportunity.
The tur operatörü reality
For Antalya, Bodrum, and the resort coast, tur operatörü volume — TUI, Anex, Coral — can be 40-60% of total roomnights. These are committed allocations, not dynamic distribution. The contract is signed in October-November for the following summer; pricing is locked; the hotel's leverage is in the allocation negotiation, not in real-time inventory management. Distribution strategy for these properties is half operations, half negotiation — different muscle than a city hotel managing 22 OTAs.