AGO.SET 2014
II
AT PAGE 3
Article 62, late
payments and value
of companies
by Italo Nebiolo, president of CIC
We are entering, while I’m writing
these lines, the height of the summer
season. It is a season of extraordinary
importance for our industry. To have
just an idea of what it means for the
tourism consumption outside the home,
only for the 7000 4 and 5 star hotels in
Italian, procurement Food and Beverage
worth 2.3 billion euro. The only
banquet table has more than 1.2 million
visitors.
There are extraordinary statistics
that reveal only the apex of the
whole pyramid of Italian restaurants,
which have their roots in a variety of
articulations offered by the thousand,
which are suffering still, despite the
differences. Witness the detection Cribis
B & B on late payments with respect to
the due date on the invoice. Well, next
to large retailers, the on-trade is the one
that recorded the worst performance. A
company pays only a week before the
deadline. Half delays accumulate within
the month and the others are over.
It is a difficult situation that goes back
along the supply chain and puts our
distribution companies in midstream.
On the one hand we must try to cope
with an objective difficulty of many
of our customers, secondly we want
to preserve relations with suppliers
that claim compliance with the time of
payment, in accordance with article 62.
Already, Article 62, in this situation,
denounces his biggest flaw, that of
being a measure that has stepped in
to read about a practice that, in most
cases, had commercial purposes. And
it shows right now, with the data that
we have mentioned. If more than
80% of company’s horeca does not
pay on time, obviously something is
not right in the obligation of the law.
Then the difficulty is strong, with food
consumption that are constantly swing
between small ascents, and descents, it
is under everybody’s eyes.
What should we do?
Certainly, the presence of a law
fixing the time of payment sees us in
a position to respect and not put in
default. However, we must be vigilant,
discerning between those of our
customers needs support in trouble
and who, instead, systematically
adopts a dilatory attitude that, in the
long run, does not allow us to create
value. In fact undermines the financial
management of our companies.
Ensuring the continuity of our business
and our customers, I have already said
elsewhere, it is our commitment. But we
can only do this if we are able to select
and categorize them. To retain those
with whom you can grow together and
to abandon those who incapacity or
“cunning” will not let us. It is a policy
that in these years of crisis has allowed
us to give continuity to our business.
And we must continue in this direction.
AT PAGE 10
News
Ichthyic’s
specialists, looking
to the future
In addition to market, the
Calabrian company works
directly and is preparing a
new range of ready-to-cook
recipes that combine the fish
with foods of the area
The company Cariglino was born in
Calabria, in the plain of Lametino in
1995 and is active in the marketing
of food products, especially seafood.
In 2000 he began to work in the
raw material, importing directly
from European Union countries and
considerably reducing costs.
The company is now preparing the
placing on the market of the “Nuovi
pronti da cuocere” (“New ready-
to-cook”) based on Mediterranean
products caught on the Calabrian coast
and the Mediterranean. Production is
carried out by combining the catch of
excellence national food (lard, olive oil
from Calabria and Tuscany, Calabria
bread .....) to get new recipes such as
swordfish rolls, swordfish stuffed with
lard and smoked cheese, fish rolls
and sausage spatula swordfish. “Our
company - explains Paolo Cariglino,
who is the owner and founder - aims
to improve its products, create new
and improve its processes. In short,
we aim to research and development.
This means that our company looks at
its present market, opportunity, and
in the future and to the past; to learn
from mistakes (and those of others)
and show up every day in front of
the market with ideas and proposals
in order to remain competitive and
improve its adaptability. What’s new in
our field is always a hot topic because
the competition is high and takes very
little to be misaligned. Do research and
development requires curiosity and
desire to spend, measuring forces and
believing in themselves and their own
resources. In Cariglino we are curious
to tradition and over time we have
acquired the habit of balancing the risks
and opportunities.”
Over the years the company has
distinguished itself in the market for
quality and technological adaptation,
competitiveness (new products on the
market; installation of a photovoltaic
system to 300kw), adaptation to current
regulations and ongoing staff training.
Considering the willingness of the
company to continuously updating
and marketing of primary products,
Cariglino counts among its clients
commercial companies, resorts and
accommodations, restaurants and
retailers, expanding its business in the
territory of Calabria and in some areas
of Italy.
A strategic location
Cariglino housed in a crucial point
in the center of Calabria, served by
highway, rail and airport and close to
the commercial port of Gioia Tauro. It
is spread over an area of 1600 square
meters, more than 3000 open area for
unloading and loading of materials, all
owned assets. It has 4 cold rooms, with
a capacity of 12,000 m3. It counts of
retail units on the Piana Lametina.
CARIGLINO SRL
Registered office: Gizzeria Lido resort
Pernicella (CZ)
Phone: 096/2679004
Employees: 13, including 2 officers
Mail:
Area served: Calabria
AT PAGE 12
Sardinia inside
The traditional food of the
island is the spearhead of the
Gruppo Alimentare Sardo
Sardinia is not a ground easier,
logistically speaking: it is devoid
of highways and roads are more
MAGAZINE
