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

The Caprotti family, innovation and tradition in an Italian factory: workers from San Vittore prison

When, in the early post-unification years, the Caprottis built their first large factory in the true sense of the term, eventually finding themselves with thousands of square metres of space, they were initially not quite clear what to put in it. They probably envisaged a kind of ‘centralised manufacturing’, and to this end they purchased various machines by turning to various manufacturers, including the Milanese prison of San Vittore whose director, Eugenio Cicognani, was personally passionate about and invented a newly developed regulator loom, built by the inmates.

Friends of Bernardo Caprotti and Giorgina Venosta: architect Vico Magistretti and publisher Rosellina Archinto

My father Bernardo wanted Vico Magistretti to design the Esselunga superstore in Pantigliate, which opened in 2001, where two years later the first of the 'Bar Atlantique' (now 'Bar Atlantic') opened, also designed by Magistretti, who renovated the food outlets that I had strongly desired since the first superstores. The great architect worked for my father, but he was also a close friend of my mother GiorginaOf mutual friends Rosellina Archinto, who animated Milan's cultural life for decades

The Caprotti family and architects: Ignazio Gardella and the first Esselunga Superstore

When Bernardo Caprotti, with remarkable foresight, decided to build larger supermarkets, his passion for architecture led him to seek the collaboration of great architects such as Ignazio Gardella, whose designs changed the concept of the supermarket from a simple container to a building with distinctive architecture, another element that allowed Esselunga to strengthen brand recognition and establish its shops as a central service to neighbourhoods, especially the most peripheral ones. Such large supermarkets, however, need to be filled, and at that point my American experience suggests how to do this through 'non-food', that is, 'everything that is not food': from products of all kinds (from stationery to laundry to crockery) to services (customer care, express checkouts, home shopping, e-commerce).

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.