Qualitaly_114

DEC. JAN. 2020 V Who are your main customers? We operate mainly in our natural and historical catchment area, the provinces of Trento and Bolzano, supplying hotels and restaurants. But we also take care of high mountain lodges that we supply thanks to cable cars, snowmobiles and helicopters. How is the range structured? Our selection ranges from meat to cold cuts, from cheese to eggs, from fruit and vegetables to fish, from frozen foods to wine, from alcoholic and non-alcoholic beverages to everything that makes up the “dry” department. In addition to this, there is a wide range of products for cleaning, serving, storing and consuming food and drink. We also invest in environmental care, as evidenced by the assortment of forks, knives, glasses, plates, napkins, trays made of environmentally friendly and compostable material. How is Morelli Food Service organized? The company structure, the warehouse and the headquarters... We have a high-tech logistics centre with an area of 10,000 square metres in Novaledo: here we have 3,600 square metres of covered space and 5,600 cubic metres of refrigerated space with cells for the storage of fresh and frozen products. And here there is also an exhibition area dedicated to cash & carry, where the entire catalogue range is available. It is possible the premises may grow. In August 2018 we purchased a plot of land of 10,000 square meters, adjacent to the current headquarters, where it is possible to create additional covered structures of 5,000 square meters, reserved for fresh produce. On the organizational front, the company currently employs about 30 people, covering the various necessary tasks. How is the sales and delivery service organized? The sale is entrusted to single agents, who every day collect and interpret the needs of our customers, becoming the ambassadors of new trends in the sector. As far as delivery is concerned, we rely on modern and efficient order management, 95% of which is carried out within 24 hours of the order. This objective has also been achieved thanks to a fleet of vehicles technologically equipped for double temperature transport, driven by drivers who are an integral part of our staff. Finally, what benefit can you draw from the association to the Cooperativa Italiana Catering? Cic, of which we are founding members, has allowed us to grow and consolidate in the market, especially with regard to complex categories such as fresh and frozen food. Over the course of three decades, a group of entrepreneurs from all over Italy has formed around the cooperative, who have been able to create synergies by purchasing quality products at excellent prices. And they have been able to share their experiences and skills. An important asset that has borne fruit: today the Qualitaly brand is present not only in Italy, but also in the USA, Austria, Croatia and Slovenia. And numerous requests have already been received from operators active in other European countries. AT PAGE 12 THE BOTTOM LINE Generational changeover, opportunities for innovation The world has changed, and companies are facing the challenges of digitalization and sustainability. In this, the new generations can help, provided they are supported in the transition, which must first be planned By Anna Muzio In Italy, two companies out of three are family-owned and for them, within a more or less imminent time frame, there is a need - or opportunity - for a generational change. A theme as old as the world but which must be tackled cyclically and often poses important problems. Also because today the world is changing rapidly, the need to renew oneself is urgent and often radical and major issues such as digitization and sustainability cannot be addressed using schemes that have worked in the past. But the “old guard” is often reluctant to make way for young people. According to a study by Bocconi (which takes into account family businesses with a turnover of more than 20 million euros), at the end of 2018 30% of family businesses were run by a person over 70 years of age. And the rate of generational turnover is 2% per year: at this rate, it would take 50 years to complete a turnover at the top of all companies. Is it because of this that only 13% of family businesses reach the third generation? PLANNING INSTEAD OF IGNORING “The theme of the transition must be planned and it is better to do it in positive times for the company, instead of waiting for a tragic event to happen or for the company to get into difficulties, which only increases the complexity - explains Professor Fabio Quarato, Managing Director of the AIDAF-EY Chair of Strategy of Family Businesses in memory of Alberto Falck, Bocconi University - We know that on average during the transition a drop in performance of the company exists, but it can be countered in two ways: using an open board of directors or a phase of “mentoring” or coaching for a couple of years by a person who works alongside the two generations.” But what characteristics does this