For Giuseppe Cinefra, it is precisely smart working that is one of the solutions for relaunching, with “the use of new work tools made available to retailers to give them increased support in their daily activities: in the mid-term, this will allow us to improve our efficiency in various ways,” whereas for Sila Ronchiato the concept of proximity seems to be successful: “We have tried to support our customers even more, especially those located in the areas most affected by the virus, with customised purchasing solutions. We have given private individuals the option of booking their fuel supply at the pre-seasonal price by fixing home delivery after the end of lockdown.
Furthermore, we have included the option of subscribing to a financing arrangement for purchases. For some months, with a view to corporate diversification, we have been investing in our showroom by adding the marketing of thermal appliances such as stoves, fireplaces and biomass boilers. With this innovative feature, we have complemented all aspects of home heating, using renewable biomass and offering customers an all-round service.”
A greater commitment to sustainability. Daniele Rigamonti talks about it: “We have raised the bar again towards the production of high-quality products with sustainable processes.
We are certainly moving towards a greater focus on distribution logistics in order to try and approach increasingly urgent market demands for the dematerialisation of products in stores, by developing online sales platforms.”
Matteo Pippa of Schmid Italia points out: “Research and improvement are a path that cannot be stopped by a two-month shutdown. We have only slowed down some new products, but biomass is our dayto- day livelihood and we cannot stop.”
Gino Scagnoli, sales director of Laminox, presents concrete examples of eight innovative projects being fully developed, three of which will be available on the market as of September, whereas the others will be available on the market from
“The company has full confidence in market recovery and the relaunching of the Italian economic system, investing in new and important
Gianni Ragusa, CEO of La Nordica-Extraflame uses an image to convey an idea of what happened: “On March 9, it was as if a huge blackout had arrived. From that moment onwards, we have restructured our company, making it safe against possible infections, and we have reorganised production to compensate for the very long shutdown that lasted eight weeks.
But not only that. We also had to change – like everyone else – the way we interact with each other by transforming our physical meetings into digital meetings: so, we reorganised our Academy into a Digital-Academy, providing refresher courses (in 5 languages), which, in some cases, involved sessions with more than 200 participants.
Lastly, the feeling that the general situation is still too calm is expressed by Horst Mayr of Froeling Italia: As for office work, we are still working a great deal in Home Office mode, a sign that the company and the market are still moving forward very slowly…”