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

Giuseppe Caprotti at OSA360, in front of 2000 entrepreneurs, in Milan on 8 November 2024

At OSA 360, the biggest event for entrepreneurs in Milan, I had the pleasure of telling an audience of more than 2,000 entrepreneurs, producers and retailers about the origins of Esselunga and all the innovations I introduced in the company up to 2004, inspired by the themes of my book ‘Le Ossa dei Caprotti’. It was exciting to share this vision, which continues to evolve through the initiatives of the Guido Venosta Foundation

Negotiations: Coca-Cola and Barilla

I made peace with Barilla after more than ten years of quarrelling. In the end in 1999 we gained, and a lot. An exceptional turnaround (plus 458 per cent in two years), in a very short time . Coca-Cola, in the late 1990s, came to Esselunga with absolutely unacceptable commercial conditions. In the end, the Antitrust Authority agreed and the American company was condemned to pay a fine of 15 million euros