Getir invented ultrafast grocery delivery in Turkey in 2015, years before anyone else. Then COVID turned quick commerce into a global phenomenon and Tiger Global handed Getir $1.8 billion to conquer the world. They expanded to 9 countries. They acquired Gorillas. They hit an $11.8 billion valuation. Then interest rates rose, VCs stopped funding losses, and it turned out that delivering a bag of chips in 10 minutes for $2 is not a viable business model in most of the world. Getir retreated to Turkey, laid off thousands, and became the poster child for the quick commerce bubble. The lesson: being first does not matter if the math never works.
Founded
2015
HQ
Istanbul, Turkey
Total Raised
$1.8 billion
Founder
Nazim Salur
Status
Collapsed (exited all markets except Turkey, massive layoffs)
Website
getir.comTHE ORIGIN STORY
Nazim Salur founded Getir (Turkish for "bring") in Istanbul in 2015 — years before the COVID-fueled quick commerce boom. The concept was simple: what if you could get your groceries delivered in 10 minutes?
In Turkey, where traffic is terrible and most people live in apartments, the model worked. COVID lockdowns in 2020-2021 supercharged demand globally.
Getir raised $1.8 billion, acquired rival Gorillas for an undisclosed amount, and expanded to 9 countries. Peak valuation: $11.8 billion.
WHAT THEY ACTUALLY DO
Getir pioneered ultrafast grocery delivery — promising delivery in 10-15 minutes from hyperlocal dark stores. Revenue came from delivery fees and product margins.
The model: stock dark stores with 1,500+ SKUs in residential neighborhoods, hire riders, and deliver groceries faster than anyone thought possible. At its peak, Getir operated in Turkey, the UK, Germany, France, Spain, Italy, Portugal, the Netherlands, and the US.
THE PRODUCTS
Getir (ultrafast grocery delivery), GetirWater, GetirFood, GetirMore (electronics and home goods)
HOW THEY GREW
The strategy was to achieve density in each market, reach profitability through scale, and then expand. Getir also acquired Gorillas to consolidate the European quick commerce market.
But consolidation did not fix the unit economics — it just combined two unprofitable companies into one larger unprofitable company.
THE HARD PART
Profitability in a low-margin business. Getir was spending more to deliver each order than it earned from each order.
Rider costs, dark store rent, and spoilage ate through margins. When interest rates rose and VC funding dried up, the growth-at-all-costs model became unsustainable.
Getir retreated from every international market, laying off thousands.
MONEY TRAIL
Series B
2021 · Led by
$128M raised
Series D
2022 · Led by
$768.0B raised
Acquisition
2022 · Led by
$0 raised
Collapse
2024 · Led by
$0 raised
WHO BACKED THEM
Tiger Global, Sequoia Capital, Silver Lake, Mubadala, Abu Dhabi Growth Fund
POST-MORTEM
Money Burned
$1.8 billion+
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