About the GS- Carrefour operation and the Benetton – Delvecchio consortium

“Someone still has to explain to me why, in a retail market that needed concentration [and expertise], the government allowed a group that didn’t even have a delicatessen, to buy GS (which belonged to Sme =IRI= Italian State!) and then resell it quietly to a foreign group (Carrefour) after a few years” Mario Gasbarrino. This also applies to the New Princes operation

Auchan and Casino: Creditors are worried

“Auchan and Casino are under pressure from creditors. In a context of falling consumer spending, credit institutions believe that the financial structure of the two leading French retailers needs to be strengthened. According to reports, French banks would like the Mulliez family to inject capital into Auchan’. So should Casino’s main shareholder, Daniel Kretinsky

How to measure – well – sales in distribution: with a constant network

Sales in distribution are measured by gross revenues, including new openings and restructurings. But there is another, healthier and clearer method to understand whether a company is really doing well or not, regardless of network development: constant network sales, which exclude new openings and major restructuring in the year measured

Prices and unfair practices: the ‘dolce far niente’ of Italian politics

Farmers, even in Italy, are taking to the streets. They do not feel represented by associations that do not protect their income because, in so many years, no one has tried to solve the problems of food, ‘from the field to the table’. So many words and no deeds. And the situation is aggravated by new taxes

Esselunga Sottocasa, small shops, big opportunities: why invest in the proximity format

Proximity shops are perfectly suited to the Italian urban structure: in smaller towns they are the only truly sustainable solution, while in large cities, such as the centre of Milan, the smaller format is often the only logistically and economically viable option

Esselunga’s operating result

One of the many stories that have circulated about me is that I would have brought Esselunga poor financial results for 2003 and that this would have led to my removal. Nothing could be more untrue. If you look at the numbers, you can see that the 2003 Ros, compared to that of the early 1990s, was decidedly better, thanks in part to careful management of contracts with suppliers (see the example of Barilla) and to the negotiations carried out in the ESD Centre