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

Quick Take — Tesco will give away expired food to customers

This is a trial that will be carried out in selected Tesco Expresses. Source

This is very difficult to do in Italy: in Esselunga we had a 50% discount on fish and many employees hid the packets in the back of the supermarket in the morning and then took it to the till in the evening.

At Dominick‘s, in dairy products, for example, there was a discount when the yoghurt expired but there was a risk, in my opinion, of poisoning the customers.

Chicago 1987, before superstores

Charles Fitzmorris, Esselunga's IT service provider, convinces my father to let me go to America to gain experience. He puts me in touch with the family of one of his clients, Dominick Di Matteo, who has a chain of supermarkets in Chicago. During my two-year stay, during which I worked my way up through the ranks internally, starting as a general worker, I learned the basics, and then in Milan I was able to put to good use what would become the great change, the quantum leap that would make Esselunga's fortune.

Two mismatches in the Caprotti story: Januaria Piromallo, Marchioness of the Dukes etc., and Maria Cristina Busi Ferruzzi, ‘Princess of Coca-Cola

The story of Maria Busi Ferruzzi is reported in the book ‘Le Ossa dei Caprotti’ because it exemplifies how a supplier can become a servant. On Januaria Piromallo, Marchioness Capece Piscinelli di Montebello of the Dukes of Capracotta, on the other hand, I have drawn a pious veil