Italian companies are exploring new partnerships, beefing up their supply chains by acquiring specialized manufacturers.
MILAN — At the same time, cash-rich funds are increasingly active, knocking at the door of entrepreneurs that would not have considered letting them in years ago. One way in is by proposing a common goal and a focus on the development of a specific project — the foundations of any acquisition, contends Mauro Grange, partner of the Made in Italy Fund, which is managed by Quadrivio and Pambianco and invests in wine, food, beauty, fashion and furniture.
“After 120% Lino, I was not aiming at building a group through industrial synergies, but rather through positioning, communication, marketing and commercial synergies under a central control that would provide a single vision to the companies without overturning them,” said Grange.An affable and eloquent executive and entrepreneur, Grange strongly believes in specialization.
The objective is to preserve the brand, working with the owners or the existing management. “I don’t go into the deal to give orders, that’s not my goal,” said Grange. “We want to help them by providing a vision and a support to make bold decisions they perhaps would not make on their own. Very often, the founders of a company need to see things from a different perspective and we offer an outside point of view.
He was proud of the “very strong U.S. structure and organization” and of the new two-story showroom in New York, which allows to present all of the group’s brands. “This is the kind of synergy that we believe in,” he said. “To have an international feedback is very important, and 120% Lino was very much influenced by the relations we built in the U.S., fine-tuning shapes and volumes to meet the American taste while staying faithful to the brand.
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