Qualitaly_112

AUG. SEP. 2019 XII changed, understanding that only by pushing and improving a single product, the sandwich, we could have reaped the expected results. With a team of specialised professionals we developed two strategic lines of work: one linked to the stores owned and one dedicated entirely to franchising. The price, always high because of the ingredients, is given by the quality of the ingredients in unsuspicious times: why this idea? We started from the consideration that in many sandwich shops there was more bread than filling in the finished product. We wanted to make the content protagonist, the filling, and not the container, i.e. the bread. How do sandwich formulations come about? We still follow the concept that chefs have, that is, the maniacal attention to detail, the excellent ingredient. In the meantime, I keep up to date at trade fairs and events in Italy and abroad: in that case and on those occasions, I discover products from which I can truly create a world. Nothing comes at random. Pioneer of the gourmet sandwich, Panino Giusto was among the first to export a format abroad. We first came to Japan, and today we are happy with this courage. Several of our competitors have not had the same luck in the Land of the Rising Sun. Then we exported the format to much more ambitious contexts where, however, we had a very positive return. How did you even get to Sadler, who signed an ad hoc recipe? I contacted him when I decided to open a restaurant in Milan, in via Palestro - il Nobile - that could work both for lunch and dinner. I called Claudio Sadler, two Michelin stars, making him a clear proposal and from there we became partners. The recipe for Panino Giusto was born afterwards. Then came Gruppo Sapori Italiani. Diversification, the incubator of targeted brands. In 2010 I sold Panino Giusto to take care only of the Nobile restaurant. In 2013 they asked me to go back to Panino Giusto, but I found a company, Megam, which was badly managed and which also integrated the Cucina di Campagna brand. So I started to fix what was wrong. There were two lines in the strategic sector: one of focaccia shops and one of traditional restaurants. I added Tuscany (pan-fried pizza), Scrocchiarella (typical Roman pizza), which was born from the name of a precise type of flour from one of our suppliers. Talking about catering I involved a chef, Diego Gasparinetti, and integrated appliances such as Rational ovens. We have created a series of new menus based not only on the needs of customers but in line with the diversification of Gruppo Sapori Italiani. What are the characteristics of Gruppo Sapori Italiani? We have different catering lines in terms of points of sale. Let’s start with Cucina di Campagna, which brings to the table dishes linked to Italian tradition, made up of simple recipes and real flavours (even today everyone is still looking for the taste of the past, to feel close to their roots, to remember their grandmother’s cooking). Then there is Made in Italy, which is the result of the experience that GSI has gained over the years in the catering sector (the project involves the expansion of the format through the opening of several stores in shopping centres). Saporita - Forneria Artigianale is the freshly baked pizza. The Giropizza is another chain with quality products and a wide non-stop choice. In addition, we recently acquired Il Fresco, which is difficult to replicate as a formula, because it is a restaurant with unique experience and setting, a perfect place for relaxation and conviviality. In short, our flagship. The website of Gruppo Sapori Italiani reads: “The objective of Gruppo Sapori Italiani is to ensure that all points of sale maintain superior quality standards”. Can you go into the concept in more detail? For us, it is essential to pay attention to the purchase of ingredients and their management, and then there is creativity. For example, we go against the grain with what is usually offered in shopping centres: we turn to those who like to eat well. Quality pays off in the end, always. We need to move away from the price battle. We never make discounts, never have promotions. In Cremona, we are located between two large and well- known chains, but people choose us anyway. I have my own philosophy of life and work: I have always tried to give people really good quality things. I have always been convinced that food should have a good smell and a great taste. Attention to convenience and quality but also to the environment: what do you do for sustainability? All thoughts start from this office in Milan. We are gradually eliminating the use of plastic. My goal, moreover, is that the health of mankind can originate from the health of the animal. I am an animal rights activist. Intensive rearing is something I can no longer tolerate. What are the targets by the end of the year? We closed 2018 well, the 2019 data up to May confirms a positive trend. Do you have new start-ups in the pipeline? We are looking for new locations, especially in Milan. We started thinking about a meat-based format (they’re doing very well), but it’s still an embryonic idea... ______________________________ BOX THE BRIGADE DE CUISINE Every chef has his own brigade, but in the structures of modern catering there is a tendency to save money so it is never complete. Today there are mostly cooks who cover several roles. In reality, a complete brigade should be composed of a chef for the hors d’oeuvres, first courses, second courses and desserts. Its cost is variable: if the brigade works both morning and evening, it must necessarily have two shift managers for the first courses, two for the hors d’oeuvres and desserts and MAGAZINE