APR.MAG 2014
III
direction that we always route, even at
the expense of the volumes. I believe
that in recent years, the dining scene
has been extremely fragmented with
regard to the type of offer. Not always
with success. For those who make our
job -oriented approach to quality and
innovation of the product is the best
answer to protect customers. And our
companies.”
At page 8
An eye of
consideration for
customers
Customer proximity is a must
for Markal: even the heads of
departments devote time to the
relationship with the managers
of hotels and restaurants.
Markal was founded over 30 years ago,
on the initiative of a company owned
by a group of entrepreneurs in Prato,
led by the family Viscomi, whose presi-
dency was Annibale Viscomi. “In 2013
- Viscomi says the same - our revenue,
despite the crisis that has gripped all
economic activities in Italy, grew by 1,
5 % compared to 2012. The above has
allowed us, with great satisfaction, in-
crease by 5 the number of employees,
thus going against the grain most of
the companies in the sector. The hope
is that this trend is also confirmed for
2014, giving him an opportunity to con-
tinue our desire to grow and invest.”
Today Markal is spread over an area of
4,000 square meters, the host warehou-
se, cold storage and laboratory selection
of meats and fresh fish. The clientele is
distributed throughout Tuscany and in
particular in the areas of Florence, Prato
and Versilia. Overall, the range Markal
has about 7,000 items, almost entirely
related to food and beverage. “We cater
primarily to restaurants and hotels - Vi-
scomi continues - with a proposal that
goes from pasta to desserts, from fresh
to frozen, from wine to spirits. Our
jewels are on the one hand the fresh
meat and highly selected, the other
brand products “Quality.” An important
contribution to our success, however,
comes from the CIC, which selects with
large capacity quality products at an at-
tractive price, with fast delivery.”
One of the strengths of Markal is defini-
tely the relationship with the customer:
not only are the agents to visit the cu-
stomers, but periodically the same char-
ge of the various departments, which in
turn devote a day to visit clients, either
alone or accompanied by the agents.
“It is not - exact Viscomi - of meetings
aimed at selling, but the improvement
of the relationship with the clients
themselves. Through direct comparison
with them we can consolidate the re-
port and to retain them, correcting any
problems and improving the supply and
consequently the service.”
Even the logistics for the delivery of the
ordered goods plays a significant role.
“Every day we make 250 deliveries,
using 18 vans. 50% of the fleet is over
direct management.” It states Viscomi:
“We are constantly looking to improve
the service to customers, but sometimes
mistakes can happen in the preparation
of the order and then in order to avoid
a malfunction, resulting in harm to
customers, we are willing, at our own
expense, to send immediately what is
lacking by any means, including via
taxi.”
Logistics, a separate business
One of the strategic projects conducted
last have focused on the separation of
logistics from the commercial: a stand-
alone company was created, owned by
Markal 100%, which manages the fleet
and personnel transport. “This - Anni-
bale Viscomi precises - allows us to bet-
ter organize an activity that represents
a real cost to our society, since we do
not ask you anything our customers for
delivery of the products.”
