Friday, September 24, 2010

Milena Velba - Bouncing Off Walls




Commerce in large cities, discount, and sustainable local products at the conference "Big & Small"

Rome Cavalieri Hilton in Rome, 4-5 November 2010


"Big & Small, the forms of trade and the food industry", scheduled for 4 and 5 November 2010 Hilton Hotel in Rome , Is an unmissable event for professionals in small and large food distribution and for all who are interested in entering into a relationship with a sector with 200 billion € of turnover is one of the most important and strategic for our economy .

Big & Small is promoted by Methos in collaboration with Agra publishing three scheduled appointments to which it is expected the participation of about 300 people. The first on the afternoon of Thursday, November 4 on trade in large cities, coordinated by Maureen Loy of Methos, which, among others, have already confirmed their participation CEO Conad C De Berardinis Amill, the commissioner of Commerce of the City of Rome Davide Bordoni , the trade commissioner of the City of Florence Dario Nardella , Albino Russian of ANCC-Coop, Professors Daniele Tirelli and Paolo De Nardis .

The first day will conclude with an evening gala with all the speakers and the operators involved. Friday, November 5 are scheduled two workshops: one to a local market, farmer's market, and sustainable local products which will among the speakers Angelo Arrigoni of Carrefour, Domenico Brisigotti Coop and Paul Palomba of Altromercato, while Spain will the director of the Boqueria in Barcelona, \u200b\u200bthe retail market the most important in Europe, the second will be a repeat of the successful meetings held in past years from Agra for the analysis and prospects of discount channels.

This meeting aims to take stock of this format 18 years after arriving in Italy by means of an Joseph Walker Nielsen will present new data on the channel which will follow the actions of top managers to discount brands such as Carlo Ricci (Todis) and Podini Patrick (MD) or as Andrea Tesini For over 5 years as Head of Communications has promoted the teaching of Lidl in Italy through innovative advertising campaigns that have involved the mainstream media.

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TRADE AND INNOVATION: NEW CHALLENGES IN THE CITY 'OF TOMORROW
Intervention Mauro Loy to the second edition of Big & Small 5/11/2009

This year the second edition of Big & Small entitled "Trade and Innovation: new challenges for the city of tomorrow" wants to be an annual event to share new ideas and strategies needed to assert even more strongly, the role of Rome as the great European capital, including trade.
hope that this meeting will strengthen the commitment of all of us to join forces and not to disrupt, with the aim of developing new solutions, practical and sustainable for Rome.
Let me start by recalling some of the data already presented last year that outlined major scenarios:


  • The hypermarkets and shopping malls, addition to being burdened with costs very high, showing more and more their inadequacy to changes in consumer behavior. The decline in consumption, in fact, has invested in particular the large commercial facilities that offer rigid, with a strong component of non-food sector that registered the strongest decline in sales. Today, the format of the planned shopping center in opposed to the natural, the eyes of the customer is monotonous and repetitive. We will then talk again now in key marketing urban centers and their revaluation. Formulas such as Outlet instead intercepted changes in consumer behavior that does not compromise on quality with a competitive price. This is a formula that will in future decline for all sectors and not just for clothing as is currently the case in almost all cases.

  • A second element that we discussed last year is return to a new form of proximity, due not only the effects of the crisis and a real decline in purchasing power, but above all a change of attitude by the consumer. The proximity makes it possible to better control the budget and save time by avoiding lengthy and costly travel, discriminating more carefully evaluated these by the end customer that is oriented in a decisive manner the rate of spending and saving.

  • structures close to also have the ability to fulfill a social function aggregation as is clear from the argument of Big & Small, 2008, where he was already focused attention on this phenomenon in opposition to the gigantism of hypermarkets and shopping malls. It 'clear that the proximity be reinterpreted, all enterprises, or nearly so, in fact, are riding this trend looking for new models .

  • Finally, in general, we found a strong acceleration of changes in the behavior of consumer spending. The customer is constantly looking for new formulas that meet their needs. To be successful, you must anticipate the times.
Returning to the present, even if the crisis continues in the second quarter of 2009 recorded the first signs of economic recovery and confidence, but that does not have an impact on employment in the coming months and begin to affect the consumption and recovery in the spring of 2010. In August 2009, according to a survey conducted by ASTRA, including food, 77% of Italian consumers due to the crisis of states have reduced their consumption, but in this context is a total negative, the trend in consumption food showed a greater estate, recording a dynamic much better than that of overall spending. 86% of Italians said it had remained stable food quality. The most interesting result is the rejection a deterioration in quality of goods and services by the consumer in exchange for lower prices.
is clear, therefore, clear that the vast majority of the Italian population has aimed to reduce their standard of living as far as possible without sacrificing quality.
You must be consolidated into a 'lower cost economy' and it is a cyclical condition, imposed by the lower disposable household income, but a structural trend that is changing the consumption pattern. This confirms a clear polarization of the market-oriented or low segment or segment of luxury, which, although it decreased by sales, increases in value.
This trend is reflected in some specific kinds of behavior:

  • the boom brand products distributor who shares subtracted to branded products;

  • a growth in both format supermarkets, which the Superstore format, but the channel that registered the largest increases over the past two years is the discount;

  • a decline in sales of Hypermarkets affected mainly the fall in purchases of non-food sector (-9/10% over the previous year);

  • positive developments of the house Specialists (even considering their limited percentage of total market), but it certainly represents a format designed to capture a growing space;
In this situation increases the overall difficulty competition between the brands, which invest heavily in promotional activities, and continuing growth of retail at the expense of traditional shops.
This complaint a deep systemic crisis that requires decisive action to be implemented in a timely manner.
be identified for this new strategic solutions that enable the transformation of the opportunities arising from the change, because all companies seek new ways of selling.
In this complex situation arises the First Report and general marketing analysis of the market day in Rome.
The study focused on local markets within fixed taking into account their socio-economic function in relation to territory membership.
were then visited all, including the closed sites or uncertain, in order to explore the individual characteristics.
In analyzing the markets have been regarded as an independent distribution network and grouped into micro-business through a unique methodology based on local marketing.
items valued refer in particular to these features:

  • Road

  • urban structure

  • consumer behavior and target

  • number of residents and income indicators

  • estimated sales of individual banks

  • consumption of the product index for the basin

  • Commerce and service in the area - estimated turnover
The analysis then took into account the vertical competition that is been fully cataloged, combining direct knowledge of the outlets, statistics and detailed information on the market.
Markets are present in all areas of the city, many of which are beautifully and profitable location.
It 'clear that although very different in size and facilities are more concentrated in areas of the old town which leads to greater market penetration, often only due to the amount of redundant supply to the market consumption.
If we compare this with the cost of purchasing a modern look as some product categories homology between them and are much in abundance in relation to demand, such as fruit and vegetables.
shares are highly volatile from district to district due to quality and quantity of data to a general average of 18% - 20% of the total market. Compared to other sales channels as the average penetration is still interesting.
The previous data also shows that there is a unique position, which results in a lack of recognition in the eyes of consumers is that instead of its other distribution channels.
Analysis denotes that the residue markets are interesting, most of them in fact, mostly covered and stallage course, have plenty of room for recovery in sales quotas.
The mass distribution has an average profitability per square meter, especially when compared to the areas covered or uncovered market denotes a productivity per square meter. 30% higher than the same square footage involved in the markets.
Another fact we want to stress is represented by the opening hours.
The lack of uniformity in interpreting the service and the closing time at 14 for 87% of the market, clearly show that we are in the presence of a sales system not performing as it does not intercept the entirety of the audience of consumers.
In the new scenario, characterized by the evolution of demand for goods and services, local markets have to adapt to the changing needs of consumers in order to remedy to some extent in the commercial, service and organization which are at present.
E 'therefore necessary to find a new model that redefines clearly and equity placement scenario distribution.
The local market should be seen today in the broader context of sales and customer service, just so, defining its role in accordance with a specific function you use, you have equal competitive with other channels sales.
The renewal of the market, however, can only be driven by a logic of restructuring in key urban-localized (real estate), but development must be balanced and go mainly through the adaptation and completion of 'supply, services and communication of identity and renewed close to the needs consumers.
It 's always more important than the local market venues, through a modern marketing approach, the fundamental function of propose an alternative, not only in price, the offer of modern distribution. It has the potential.
destinations of existing markets should keep their vocation mainly food, complemented by a range of services, or be modified, according to the vocation of the neighborhood where the property is located.
All indicators help us to delineate the format on which to build future market I would like to illustrate points:

In Layout

  • Environment square: an open space, characterized not from kiosks, but that gives the consumer an immediate idea of \u200b\u200bthe vastness of the supply and revive the pleasure of choice, integrated with the neighborhood, in a place that favors, with service and food, the permanence of the customer.

  • Enlightenment and routes to new markets they have to hold, in fact, enhance plus the winners that are still present in the evocation of the consumer.

  • are now out of the size of the bench type, which often is approved to offer the bench beside him.

  • long time, up to 12 hours a day and beyond, to adapt to changing needs and to live the market during the entire day, especially in some central tourist locations and / or Commercial gravitating motion.

  • Some markets today in improper or review of site conditions that have good placement, supply and market, should be adjusted and moveable columns disappearing; this to promote the station, the urban decor and the cold chain.

In product categories

  • The excellence of food products and local products in general should find their place in the market stalls with large endorsements niche and this should be done, as mentioned above, through a system where the operators can plan and manage product flows along the supply chain with specific agreements.

  • The restaurant business is very much in line with the evolution of the consumer today has increased the frequency of eating out.

  • should be fostered specialization in relation to the urban context, some examples are the Testaccio market for the shoes, the Esquilino''for the''ethnic.

  • Associate operators, at least for merchandise departments, reducing internal competition and increases the program / organization for retailers.

In Services

  • Parking

  • Baby parking, asylum

  • Leisure and personal care

In Logistics

Another fundamental aspect is where the logistics supply chain must support common agreements can achieve economies of scale that allow for the reduction of costs incurred in the construction of the price.
In addition we also need planning and common services.
All stakeholders must play an active role and shared in the definition of these projects.
Traders must be not only the dealers but entrepreneurs with a common denominator, the development of its sales activities.
To actually make the trade the first promoters of change is important in the process of renewal that come right from the start of the project, including equity investments.
Participation and operators' attention to the topics covered today the witness that there is a way forward, with the development and practical answers to business issues especially when operating in a mature market like this analysis.
last three are the themes that I consider to complete the picture of the new development scenarios, namely:

  • The centrality

  • Areas urban redevelopment

  • poles of attraction


  1. About the new central take for example a project such as the centrality of the retort that the settlement should have a capacity of 150,000 square meters of ON and is proposed as a promoter of regeneration of the area to support mobility and environment and settlement systems . Inside it is desirable to the implementation of a business park with neighborhood characteristics and sustainability, then a park attraction that will not only generate but to serve the district by increasing the livability and reducing travel for residents. The new commercial structures to be included should be well calibrated, by type and size, residential specification of the new district in which they arise.

  2. areas of urban regeneration: in Rome are many locales that currently pay into a state of decay and neglect, and / or still need to be reworked from their original destination, and "stitched up " with the urban fabric. These 'non-places' to return 'places', they must rediscover their role for the community. They are a great opportunity to revitalize a neighborhood, with a view to acceptance and livability for the citizens and pleasant stay for the traveler. The restoration work of these places must be designed so the construction of structures to improve, supplement and enhance the features of sites such as the baths of Rome or the Palace of antiques.

  3. Poles of attraction rather should not, of course, play a local service, but consumers need to attract flows beyond the boundaries of belonging. The poles of attraction, however, should not be construed as a commercial center that, as we said before, showing more and more their inadequacy in the changed scenario, but rather an evolution of their generation. They must be large centers of aggregation 'theme' designed in order to offer the customer, for completeness supply and service, everything about a range of needs, from leisure time at home, from body care to collectibles and antiques, without fear of contradiction, where competitors will compete in the same niche and in general, price and in quality, in ideas and in the assortment, offering consumers the widest range of solutions and services expected or encouraged. With so much attention to the location, the viability of the whole, the aggregate trade of the site. In addition to the specific need, pleasure, sociability, shared interests, passions and emotions are now essential elements to be pursued. For these reasons, the Polo will be the Theme major new players of our time, a place in which to combine social and living conditions declined in the different specializations of the field and in accordance with the needs of individuals.
At the conclusion of my speech that the system could become a Roman market place to forge a new format that combines professionalism, sustainability and added value to the area.

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AFTER THE SUPERMARKET,
OPPORTUNITIES 'FOR NEW DEVELOPMENT
Speech by Maureen Loy
the first round table Big & Small, 23/10/2008


It's over a 'period lasted more than 30 years , which began in 1972 with the first Carrefour in Carugate , stage which covered the island with supermarkets and shopping malls.
The news has changed the commercial and urban fabric, because the 'idea imported too often has not been reconciled by the due attention to the specific Italian.
reflection today, the focus is on the future of this formula, and a certain way of doing business, not to replace but to complement ideas, paths, new format closer to the Italian customer. Surely the contingency scenarios outlining different from those of the seventies and later.
I consumption are stationary, with worrying recessions in many industries, the 'inflation industry growth is over.
In Rome in the 80s, in a socio-economic situation totally different from today's, have been hypothesized the shopping centers "metropolitan," which were only opened in recent years changed scenario is completely different , think only the different demographic structure of the country and city, or delay construction of related infrastructure. with
The city sees initiatives with strong conceptual approval that led to the creation of photocopy centers, not places, we can say without distinctiveness. The size of these centers scare the client, the trivialization of 'offering him away and turns to other facilities for its purchases.
The bureaucracy has killed the development and deluded that there were changes, but change is the only certainty in our business: •
Change the customer : its ability to pay and its sensitivity
change cities: for example, new districts and suffocating traffic
Changing costs: energy in the first place, that has affected so heavy Income of the industry and distributors.
The market is not growing and, conversely, increase the horizontal and vertical competition, and very often those abnormal , however that "fish" in the same portfolio !
Everything is more complicated, everything is in ever shorter restricted.

She came back the next: close and convenient.
The small supermarket, or discount, the house where the price is always higher than the hyper, you do your daily shopping without transport costs, wasted time, unnecessary storage. and income, the consumer, puts us all: the price of the product is just one of many factors that determine convenience.
The crisis has generated "simulated" anti-crisis behavior and reactions from the customer who has found in some formulas or channel responses to the new way to make purchases.
The discount is one of these: it is convenient, close, convenient and fast, in its various forms, is also a response to a change in the distribution scenario: in less meters and with less cost satisfies the customer.
The Retail park can be a 'no answer to the crisis of retail shopping center because, while pursuing similar aims, leaving more freedom of access to customers, with installation costs sustainable for distributors.
Beware not to get confused: Not all discount are equal, not all have the same path approach, including physical, to the customer.
As speak Swedish is not automatically the answer to questions of convenience and quality of the customer: you have great skills to decline in our market formula.
for this formula as the Superstore maintain excellent performance even in this situation of crisis in consumption.
So the key is listening to customers and give correct answers and consistent.
In this situation the economic structure of distribution companies has evolved to create a new balance of income, affected by:
• Increased competition , for the same market
• Greater promotional pressure, with the "sacrifices" of increasingly heavy margin, of which, however, the customer is tired and not "bait" anymore!
Main problems in relationships with industry, which no longer wants to solve the problems of GDO with advances of premiums and discounts which now benefit from the grandchildren of the interested buyer! The price war between (industry) and retail price (retail) is always open.
All actors in the distribution are looking for, we hope, in search of new answers Gross Margin lost :
brand products, which are growing market share and have a national average of around 13%, but Some chains are already over 20%.
purchases in the sector, steps to decrease.
online auctions, to reduce costs .
discounts custom, and tied to real co-marketing activities.
The market needs new format closely related to our urban typology and social imported models have shown their limitations: they arrived already old, embedded in social and urban contexts other than the original ones, and , not least in a legal system - authorization - like the Italian one that has expanded enormously in the time of creation.
must give answers - simple- to customer needs:
revisiting, revitalizing, forms of commerce known as "traditional."
analyze and control the supply chain, the short one!
• Building a new culture of commerce.
Beware of new "temptations" exotic: the Farmer's Market in the U.S. behind endless production systems, we produce in areas with highly fragmented individualism and often insurmountable. The average size of U.S. farms is at least 10 times that of the Italian ones!
The customer is leaving the hyper and has transformed the CC in place to walk, not buy: cd tourism trade is the answer to a customer disappointed and who runs away from any temptation to purchase to seek, perhaps just a place to stay fresh in a sultry summer afternoon.
I Shopping Centers metropolitan Romans are sleeping giants pending an economic revival and consumption.
Pending work on what we need today is for mission, close to the customer, affordable, genuine .

The proposal then goes three ways:

Near
; In new neighborhoods, the market must bring life, safety, new impetus to the social, do not create structures that lead to detached single neighborhood traffic and pollution.
• Do not destroy the commercial fabric, but work to enhance and harmonize all the system components from Department to the local market.
• The downtown market without becoming a museum, the empty dormitory suburbs and dangerous.
Before the meeting places were simple and immediate (squares, speakers, etc..) Joins us today where in the mall?

Markets
Rome has 136 markets, at least 30% enjoys a convenient location and can be put back into play.
• The city has structures to be enhanced, as the CAR for example, to provide procurement and logistics. Short chain and typical products and local authorities are ready to enter the field, if well orchestrated.
can no longer deal with the market only in terms of real estate, but the theme of the renewal of the market should develop in harmony both in a commercial planning.
• We need to address regulatory changes immediately to protect a key area for trade and the consumer, to give the market the role it deserves.

Retail Park
• The shopping center management and unsustainable cost of hiring, the retail park offers a viable alternative, very pleasing to the customer.
• It is essential to properly frame them in terms of urban infrastructure to have suffered correct for the customer and the logistics .
The infrastructure should be completed before the opening and not thereafter, it is important not to repeat the mistakes that we have seen in the past.

The local markets: a value to be recovered:
• They must remain in the traditional and genuine relationship with the customer
Specialists and close to local industry and typical
integrated logistics system and the local fuel
• No more unnecessary personality but with aggregates of all or part only in activities such as purchases or sales, united in the Company ( sas) and / or consortia to develop the site immediately implement the regulatory changes needed to implement change.
• In the new markets more space to leisure, catering and handicrafts
We launched some food for thought for a new and harmonious must be harmonious development of trade.
hope that politics can share the 'goal of giving support and guidance to trade useful to the city, attractive to consumers and stimulating for tourists .
This will turn into big advantage for all entrepreneurs

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THE PHENOMENON DISCOUNT
History and evolution paths of the Discount in Italy

Mauro Loy's book offers us an interesting overview of the origin, dissemination and consolidation of discount since the early post-war reconstruction in Germany, passing through the first experiences in our country at the beginning 90s, up to date.
We have the opportunity to retrace the evolution of a formula - while remaining true to its''philosophy''of the base made of limited selection, all attention focused on cost, low prices, standardization of procedures work - has been able to adapt and offer new variations on the basis of Bid different market environments and changes in consumption and lifestyles.
We are given a description of an''original''business philosophy - that of Aldi - which has a consistency of management milestones: the structural features of the stores, limited assortment, the presence of executive staff reduced and concentrated on acquisitions and sales, the sobriety of the corporate style, the obsessive attention to costs, the waiver of excess''technology''to the definition of a business model that requires that there is'' no lies''in the job, but''the obsessive repetition of paths, actions, and planned activities designed to ensure the lowest cost of operations ".
The consideration of Mauro Loy is the first successful formula derives precisely from having been able to perfectly combine the its corporate philosophy to economic contingency of postwar Germany. It 'illuminating in this respect (although it should be dropped in that historical context) a statement attributed to the mother of the founders of ALDI, "when people go wrong, for us it's good!" . But at the same time, the success of the following decades comes from the ability to evolve the''formula''ALDI and accompany growth of the economy and German society, loyal to the original spirit.
interesting is the part of the work devoted to the arrival of the discount formula in Italy with the opening in 1992 in Verona, the first store LIDL.
From the initial moments of skepticism about the formula was arrived within a few years, the proliferation of discount brands of different groups, many of whom have ended quickly with out of business because, driven by an excess of improvisation, proved unable to take charge of the management model in a consistent manner and to ensure proper value for money.
In recent years the market has done justice to the villains and imitators, arrived today, we can not fail to recognize the success of the formula.
The discount has been able to find even in Italy via a''national''closer and closer to our customs and traditions while at the same time, consumers have become more aware, sensitive to market proposals and capable of use in an integrated channels for the different expenditure needs.
The most recent data on the progress of various distribution channels confirm that in our country the number of discount stores and sales are growing steadily, with a widespread distribution throughout the country.
This is the channel in recent years has seen the greatest growth, with a parallel increase in customers.
No doubt we are faced with an enrichment of the distribution: Loy's book helps us understand the reasons for this success.

Monday, September 20, 2010

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Hotel Naples Italy Hotel Napoli 4-star center

Hotel Naples . Nestled in the heart of the city, was born in one of the most central streets Naples, C.so Umberto I, opposite the University Federico II and the historic street Mezzocannone.
An elegant building that combines original Art Deco style, with all the comforts of today requires an international clientele.

http://www.hotelnaples.it/

Monday, September 13, 2010

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Wecan

Wecan Group Srl the head of which are Giancarlo D'Auria is formed by a team of professionals with a professional background developed at leading multinational companies sector.


" Wecan Srl professional services developed on the basis of the needs of each client" with this idea Giancarlo D'Auria manages a group formed by top industry professionals.
Wecan Srl digital printing solutions managed by Managing Director Giancarlo D'Auria

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Ltd Managing Director Giancarlo D'Auria

Giancarlo D'Auria years working in marketing and design for the sale of IT products and services. The experience gained in multinational companies, has allowed him to consolidate his experiences up to now fill the role of Managing Director and Owner of Wecan Ltd.



His working experience especially in the field of public admin area, have allowed Giancarlo D'Auria to develop professional solutions and high level in the field of digital printing. Since 2009 Giancarlo D'Auria is Owner of Wecan Srl, and the team of professionals, supports and directs the purchasing behavior of businesses large and small, for printing.