How Walmart became an advertising powerhouse while remaining focused on the food, non-food and e-commerce business

It is a pity that no Italian company has had the size but above all the vision to approach the world as these giants have done. In Italy everyone thought: e-commerce must be sustainable on its own. It happened to Esselunga at home until it had no rivals, but Amazon and Walmart disprove this vision. E-commerce is sustained by other, more profitable revenues

Esselunga- Rewe: the Penny Market joint venture

“… We decide to enter into an agreement with the te-desco giant Rewe to create a chain of discount stores to be called Penny Market, controlled with 50 per cent equal shares. A decision by the board of directors is required to start the venture. I vote in favour of our father’s proposal, while his historic lawyer Alfonso Pellegatta is against it…’ Le Ossa dei Caprotti, page 169

Unfair Practices : The failure of regulation

Penalties for unfair practices in 2023-2024 amount to only 665,000 euros against estimated damages of at least 350 million annually. in essence on prices and unfair practices the ‘dolce far niente’ of Italian politics continues. Remember this when you see the next tractors in the square or when you hear about the sad affairs of groups like Auchan, Casino, Carrefour Italia and others

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

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