DAL 1961, OLTRE 50 ANNI DI ESPERIENZA GLOBALE NEL SETTORE CONSULENZIALE
NON PIÙ SOLI NELLE VOSTRE SCELTE STRATEGICHE
OPPORTUNITÀ
Fornire conoscenza, innovazione marketing, strategia e performance di prodotti unici
OPPORTUNITY
Providing Knowledge, Marketing Innovation, Strategy and unique Products’ Performances
возможность
Предоставления знаний, маркетинговые инновации, стратегии и уникальные продукты' представлений
机遇
기회
지식, 마케팅 혁신, 전략 및 독특한 제품의 공연 제공
About..... Mr. non-stick
ROBERTO GALENTINO è Presidente e socio primario della SGS – Saint George Solutions
Grazie alla sua lunga e singolare esperienza internazionale 25 anni fa ha trasferito la sua operatività in Svizzera.
Italiano, ma con un’educazione professionale di tipo anglosassone/americana, ha consolidato successi con un lungo elenco di aziende produttrici, sviluppandole e quotandole tutte a livello di Leader del loro settore. La differenziazione delle singole attività apportata con strategie di marketing e di prodotto una diversa dall’altra.
18 anni con Prestige Group – Londra (consorella di EKCO, USA) in Italia e quale membro del Consiglio di Amministrazione Europeo a Bruxelles.
25 anni di consulenza a Frabosk – azienda Leader del pentolame di acciaio inossidabile.
5 anni di consulenza alla Alluflon, ristrutturando completamente l’assortimento di prodotti e rivoluzionando il mercato dell’antiaderente, Leader in Italia ed Europa.
4 anni con Rondine – ora Bialetti.
5 anni per rilanciare l’organizzazione di vendita ed il mercato export di Carlo Giannini, Italia.
4 anni per Meyer HK / Prestige - UK
SIGG 3 anni Kuhn Rikon ricerca di mercato Wilkinsons Strategie e scelte di settore
Akzo Nobel coatings 3 anni
Treuhand Berlin ( Governo Tedesco) per rilancio Geithainer, Lipsia
A queste vanno inoltre aggiunte diverse aziende internazionali, ad es.
Wilkinson Sword (UK), Paton Calvert (UK/Sud Africa), Kuhn & Rikon (CH), Sigg (CH), IHA Chicago Fair (USA), Anchor Hocking Lancaster Ohio (USA), G&S Metal Cleveland Ohio (USA), Goss Inc. Ohio (USA), Prestige/Meyer (HK), Meliconi (ITA).
HAYSAM HOMSI
Vienna - esperto mercati Est EuropaPAUL KEMPSEY
ex ceo di PATON CALVERT UK, ora libero professionista, esperto Grande Distribuzione e Mail Orders
ANTONIO RAFFAELE
Business Development Director - Löwe - Esperto Export settore piccoli elettrodomestici sui mercati Est Europa-Middle East-Sud America.
MARIA GRAZIA SABATO
professionista ex socia attiva in UNIEURO, specialista prodotti casa.Filosofia Aziendale
Filosofia Aziendale Essendo un punto molto importante, se non determinante, al quale troppo spesso è difficile e complicato dare la massima attenzione SGS è particolarmente sensibile, sia per la propria attività che per quella dei clienti che ad essa si affidano. La filosofia aziendale è strettamente legata alle strategie di mercato, argomento spesso mancante nelle piccole aziende del settore casalingo. Qualità dei prodotti, tecnologia di produzione ed il relativo target del consumatore possono avere filosofie aziendali completamente diverse a partire dal centralino.
QUESTO IN QUANTO LA FILOSOFIA RAPPRESENTA LA DIFFERENZA BASILARE TRA LE AZIENDE.
PROGETTI SVILUPPATI
INVENTORE
Piatto ideale per la miglior dieta mediterranea ed equilibrata “EQUILIBRIUM” – marchio registrato con il no. 13499207 – 2015
Device sul parafiamma della padella per indicare il momento adatto per iniziare la frittura – brevetto no. GB99/01286 - 2000
CONSULENZA SPECIALIZZATA
Alle più importanti compagnie dell’antiaderente quali Alluflon, Rondine/Bialetti, Meyer.
SVILUPPO DESIGN E COLLEZIONI
FRABOSK – Italia: la più ampia collezione di pentole per i mercati internazionali
GUZZINI – creazione di tre linee di utensili da cucina di alto design in collaborazione con l’Arch. Marinelli
COORDINATORE EUROPEO
Prestige Group, London del più grande numero di espositori punto vendite per pentolame, stoviglie da forno, utensili da cucina, gadgets, pulisci-tappeto
Prestige Group London – incarico di portare la filiale italiana al primo posto in Europa alfine di aumentare i record di vendita e di profitto (100% in 3 anni) ed il profitto.
FIERE INTERNAZIONALI
IHA CHICAGO – 3 anni di consulenza per lo sviluppo della presenza europea sulla più importante fiera americana
MEMBRO DEL CONSIGLIO
Prestigioso Istituto Italo-Cinese, Milano
POSITANO – Prestigiosa residenza “I GIARDINI DEI SENSI” portata in 10 anni a risultati eccellenti su Booking.com e Trip Advisor
Services
AREA OPERATIVA
INTERMEDIAZIONE, FUSIONI & ACQUISIZIONI, TRAINING DI VENDITA, DISTRIBUTZIONE & SELEZIONE AGENTI
Questo è un punto fondamentale al quale le aziende non hanno tempo e capacità professionale da dedicare, malgrado sia un argomento vitale. È un incarico professionale che non può venir svolto in modo artigianale, in quanto il mercato diventa sempre più competitivo, sofisticato e rapido. Pena il rischio di venir considerati “fuori dal tempo” ossia “vecchia maniera”.
Quanto tempo è che non vi confrontate con un vero brain storming, aziendale, buttando sul tavolo le più grosse provocazioni?
Quanto tempo è che non rivedete le Vostre tecniche ed aree di vendita?
Avete il personaggio che riesca a motivare tutto il Team?
È fornita sulla base di strategia e filosofia dell’azienda con un’attitudine Innovativa se non viene richiesto specificatamente un “head hunting”.
La rete commerciale è strettamente legata alla distribuzione ed alle sue problematiche. Il venditore promette, il back office deve mantenere le promesse… Ma non solo la consegna della merce, bensì anche il follow-up.
Nuovi designs dei prodotti possono meglio specificare e definire i trends, le tendenze e le ambizioni aziendali. È molto importante indicare sia alla distribuzione che ai consumatori quali sono i targets e le ambizioni culturali dell’azienda. Sono sempre più i dettagli che fanno la differenza.
Nel rivedere I design dei prodotti se ne rinnova la loro Autenticità ed Originalità, specie quando un prodotto può vantare di essere “unico”, “esclusivo”, “originale”, “il primo”.
Abbiamo Operato Per:
Concetti di Prodotto
Quali facenti parte della strategia, l’azienda dovrebbe avere sempre a disposizione nuovi CONCETTI per lo sviluppo delle vendite e l’immagine di marketing, in quanto ciò, pone l’azienda in un’immagine di originalità e di attrazione, sempre e comunque necessaria per poter meglio giustificare un ruolo di partecipazione potenziale del cliente finale. A ciò SGS è particolarmente attenta a finalizzarli nonché focalizzarli assieme alla proprietà del cliente SGS.
Trade e consumatore finale riconoscono in originalità ed attrazione gli aspetti che differenziano le aziende. Una volta era la sola qualità, oggi la qualità dei materiali è data per scontata, conta l’appeal del prodotto.
Possono essere fornite sulla base di prodotti fabbricati specificatamente e di problematiche sui volumi di vendita. Le problematiche del vetro sono specifiche ed hanno diverse necessità e richieste di marketing, rispetto a utensili per la cucina, strumenti di cottura e pentolame, come la porcellana non ha gli stessi volumi di mercato della ceramica. Soluzioni locali, nei singoli paesi, potrebbero essere selezionate in linea con strategia e filosofia di mercato per singoli produttori ed incrociate con le tendenze europee o per applicazioni di fatto praticabili. Ad esempio, ciò includendo un logo originale dell’azienda che potrebbe essere importante nel paese d’origine, ma poco significativo in Europa.
News: Un pizzico di cultura Etica
2) Mediaset: acquisizione Standa + partecipazione Supermercati Brianzoli
3) Franchising (programma Italia)
Dear Friends and Colleagues:
Once again, we are living through a momentous shift in history. The Chinese Communist Party has just re-established the ancient imperial system of command and control as the official Chinese model of state and society.
This was done at the just concluded party conference which elevated Xi Jinping to a position of great personal power.
The autocratic and authoritarian imperial system was instituted in 221 BC by the ruler of the state of Qin after he had conquered all the other states inhabited by Chinese speaking peoples. It has survived the vicissitudes of the centuries, from mass revolts to invasions.
Mao Zedong tried to pull up its heritage by the roots from the souls of the Chinese people with his cultural revolution, but now seemingly in failure. Even he used a top down approach to undo a cultural legacy of following one's superiors.
The thinker who proposed this system of command and control is unknown in the West and even to most Chinese. He was Mo Zi, who lived after Confucius and who rejected Confucius's optimism that people could be good of themselves.
Mo Zi proposed
that everyone follow the instructions of an emperor who, in turn, would be guided by the Will of Heaven.
As the people looked up to the Emperor, the Emperor would look up to Heaven. The architectural embodiment of Mo Zi's conceit is visited every day by tourists in Beijing as they walk around the white marble, round Altar of Heaven, open to the skies and once used by Chinese emperors alone.
Mo Zi's recommendation was for a theocracy under "the" One Man who told everyone how to follow the orders of Heaven, day and night, in rain or in sunshine.
Implicit in Mo Zi's scheme is that you and I, too, should look to the unique Son of Heaven (Tian Zi) for how to live our lives, as well.
Ironically, under the imperial system, the name of Confucius and especially his association with the psycho-social submission demanded by filial piety was attached to a social philosophy derived mostly from Mo Zi.
Since China is now so powerful in our world and will henceforth shape human destiny more than ever before, I thought it important to acquaint you with Mo Zi's thought.
Therefore, I attach a short comment of mine from 2006 on Mo Zi and excerpts from his seminal essay on "Identification with the Superior."
I hope you will find these papers influential in your consideration of China's current situation and its prospects.
Sincerely yours,
Stephen B. Young
Global Executive Director
Caux Round Table for Moral Capitalism
President Emeritus, Menlo College
It happens. It happens more than it should. The boss made a mistake and all hell is breaking loose. Maybe the mistake was based on a decision made too hastily. Maybe it was made on insufficient data. Maybe it was made on an impulse in the heat of a moment. No matter the logic behind it. The mistake was made and the ramifications are rippling through the organization in a bad way. But the boss is intransigent and will neither own up to the mistake or make any change. Now what?
When the boss is wrong the best case scenario is when he or she recognizes the error of the decision and corrects it. An apology might be the right thing to do but for some leaders, that is not a part of the vocabulary. Just the act of making a correction could be enough to broadcast, “I made a mistake, let’s move on”, and the organization will move on. But sometimes none of that happens and the mistake lives with you every day.
The list of wrongs that can hurt the organization is long. Could be a star performer that was terminated for no good reason. Could be sticking with a product that everyone knows is a dog. Could be promoting a jerk. Could be imposing a policy that everyone hates. Could be implementing a strategy that everyone knows is doomed to failure. Could be singling out a group for poor performance when it was due to external circumstances. Could be something the boss did that everyone knows is antithetical to what the organization stands for. Could be just stupidity or lack of awareness.
The story of the “Emperor with No Clothes” is not the same situation. At least the Emperor was oblivious to how he looked and seemed to be willing to change once the truth was told. The worst-case scenario that can occur is when the wrong minded boss knows that a mistake has been made, everyone in the organization knows it’s a mistake but no corrections are made.
The organization may not have any options but individuals do have alternatives to consider. Here are just a few:
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REVOLT! Best not to revolt by yourself. If the mistake is killing the organization, even slowly, it’s best to gather smart people to explain the situation to the boss in the hopes the wrong decision will be righted. No guarantees that things will change but there is strength in numbers.
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Present alternatives. Sometimes mistakes can be corrected most quickly if there are clear alternatives. If presented in a clear way as a better path forward, any good leader will take the alternate idea forward.
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Demonstrate. Your personal displeasure can be shown in a myriad of ways. The downside to any overt signs of telling the boss that a bad decision was made, of course, is getting fired. Sometimes that outcome could be worth it and you will be on the record as showing your lack of support.
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Resign. Best to have something else lined up before executing on this strategy. Don’t assume that anything will change as a result of your action.
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Live with it. The only solace in hanging around is a belief in the karma that all bad people will eventually suffer. Research does exist that proves this to be true but how patient can you be?
Too bad those leaders still exist that make mistakes and are unwilling to admit mistakes or correct them. In my experience, employees who are doing the real work almost always know when a decision is the right one. If leaders would listen, mistakes wouldn’t be made as often as seems to be the case in the world today. A little listening and course correction is sometimes all that it takes.
Richard is the author of the new book The Thing About Work: Showing Up and Other Important Matters [A Worker’s Manual]. You can follow his writing on Twitter, Facebook, or at his website at richardmoran.com.
Richard is a noted San Francisco based business leader, workplace pundit, bestselling author and venture capitalist.
My boss made a mistake on a project we were working on and instead of owning his mistake, he said it was my fault. I sat through that meeting feeling shocked and disappointed. Although this happened a couple of years ago. I remember the details quite well.
When we left the meeting he told me, "You are a good sport.” I knew I needed to start planning my exit strategy. I loved my job but I couldn’t trust my boss. He would throw you under the bus in a heartbeat to make himself look good. In spite of how good a job is, once you don’t have a manager that has your back, you will be miserable in that job.
" A bad manager can take a good staff and destroy it, causing the best employees to flee and the remainder to lose all motivation."
People don't leave bad jobs, They leave bad bosses. A boss creates fear and makes work drudgery. Most of the time an employee has an issue with a company, it is something relating to their boss.You spend half of your life at work, and your immediate supervisor determines the atmosphere. Life is too short to spend 40+ hours a week in constant stress and misery.
A recent study says that 56% of employees would turn down a 10% raise to stay with a great boss. The corporate world is full of managers and lacks leaders. Leaders build people up. Managers pull people down. Leaders are those comfortable and secure in who they are whilst managers are competing with their subordinates.
Studies show having a bad boss raises a worker's chance of having a heart attack by as much as 60 per cent.
Working for a bad boss was actually more of a risk factor for heart disease than smoking, lack of exercise, or being overweight, the researchers calculated. What was it about a bad manager that increased the risk of heart disease? The stress and anxiety caused by unfeasible targets, lack of support, unfair practices and threats of punishment. If your manager doesn't like you, you are on shaky ground. You will always have to keep making sure you dot your i's and cross your t's because they can easily set you up to fail or succeed. High levels of stress is directly linked stress with atherosclerosis, the disease of the arteries that in turn causes heart disease. Never underestimate the impact of working in a toxic environment. It will permeate into every area of your life. Try to move to a different job in the same company, or another company with more competent management. On the other hand, if you do have a good boss, really appreciate them. Good bosses are capable of taking an organization and people to new heights.
Global climate
When considering last 10 years slowdown of retail in Europe there it is no comparison with US situation.
Sears, Bonton stores, BeBe stores, Destination Maternity, all of them lost globally in US 9.000 point of sales in 2017 . Forecast for 2018 planned to close 12.000. This out of Cushman & Wakefield US.
Such closure will provoke for sure a serious commercial crisis for Malls and Shopping centers as Walgreen, Gap, Gymboree will close somehow 3.600 places.
Collaboration Is Key To Bridging Grocery’s Digital Divide
More than half of today’s grocery sales are influenced by digital, and collaboration between manufacturers and retailers is essential to winning today’s digitally connected consumer. Despite this need to work together, almost 9 out of 10 retailers don’t have much confidence that the consumer packaged goods manufacturers they work with have the digital capacities necessary to make the most of the digital opportunity, according to research from Deloitte. This SmartFocus offers key insights on how to rebuild retailer confidence by: • Understanding the changing relationship consumers have with retailers • Capitalizing on consumers’ digital connections • Collaborating with retailers to win digitally connected customers
Contact
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