This Working Paper is the english version of "Il distributore 4.0". It describes a new business model for the Distribution in HoReCa channel. It is the result of studies and speech during the Master in Trade Management in AfH consumption, at LUISS Business School.

1. 1
From the atom to the bit:
For a new HoReCa distribution.
F. Leondini, M. De Angelis.

2. 2
Abstract.
This abstract aims to propose a method of redefining and establishing the
factors determining the creation of value for HoReCa distribution in Italy. The
purpose of the study is threefold, namely:
- To explain what we mean by the value of an organisation;
- To re-establish the distributor at the centre of the HoReCa eco-system;
- To define new processing standards, which are interoperable with the
other participants in the eco-system.
The methodology employed was to analyse the three processes involved in the
distribution business, and more specifically the following:
- Logistical,
- Commercial,
- Financial,
To redefine these profiles in the light of both the available technologies and
the changes that have taken place in the overall target market.
If, indeed, the objective is to develop a new business model for distribution, it
is necessary to start with a precise analysis of the individual operational
elements that constitute the various processes which characterise the
organisations being studied, to then try to reconstitute them by identifying the
hidden synergies and proposing a clear vision which, without misrepresenting
the features of the target market, defines the basis on which to establish a new
way of looking at the market. In this study, therefore, we have broken down
the main processes that are typical of a distribution company, and then we
have grouped the determining factors together in the light of the causal
links we identified.

3. 3
1. The reasons for the proposal.
Why have we come to the conclusion that we need to redefine the HoReCa
distribution model? The answer, as always, is neither unambiguous nor
described in precise detail, but is based on a series of observations which,
starting from the dynamics of the target market, try to contextualise the
deep sense of change that is taking place.
An initial observation must be made about the insidious process of
gradually excluding the Distributor. In the last couple of years, in fact, the
HoReCa market has grown by almost 9%1 while beverage Distributors
have grown by 3%2. One of the explanations is to be found in the
proliferation of cds. “PdV in Catena” whose turnover is close to 2 billion
Euros, just think for example of brands such as “Old Wild West” or
“Piadineria” or “Acqua e Farina”. However, this estimate doesn’t include
the various initiatives of proprietary companies. For example, the
restaurants owned by IKEA achieve a turnover that is close to € 100
million (2016 data) and the “Bar Atlantic” venues within Esselunga
achieve 62 million Euros. Adding to these are the Meal&Food delivery
organisations such as, for example, Foodora and Just Eat, which operate
as digital platforms selling directly to the consumer from the point of
sale, cutting out the distributor, and achieving a total turnover of
around 300 million Euros in “equivalent meals”. This turnover does not
go to the Distributor because it is completely controlled by the industry
through national agreements.
A second consideration regards the tendency of HoReCa distribution to
widen the range of products in the food area in response to their overall
loss of market share. This is a choice which, at best, may serve as a tactical
emergency stop-gap measure that doesn’t produce any strategic benefit.
Indeed, the sector is highly polarised: on the one hand there are
mainstream distributors, which are enormous in size (consider, for
example, DAC’s 350 million turnover) or are merging (consider, for
example the RED experience between Feltrinelli and CIR) and, therefore,
competitively out of range. On the other hand, there is the niche and
speciality segment, such as IGP, DOP, DOC et al. In this segment4, the
distribution of sales by channel highlights a drop in the wholesalers’ share
of turnover by almost 12 percentage points in the last 10 years and,
therefore, this is a competitive arena that is very fragile and in recession.
This means that the “food” sector cannot provide a genuine strategic
response to the market challenges being faced by the distributor, but,
nevertheless, it is a possible way of achieving a modest expansion of the
size of the business.
The third topic being considered concerns the distribution of the wealth
produced by distribution companies.
1FIPE reports 2015, 2016 and 2017
2
IRI, documents from the 7th International Horeca Meeting, Rome, 2018
3
Assofranchising, Report, 2016
4
ISMEA report, 2017

4. 4
On the one hand we are witnessing an ever-increasing polarisation of
income5, on the other hand the net worth of these companies continues to fall
both as a consequence of the above-mentioned dynamics and, equally
importantly, because of the reluctance of today’s entrepreneurs to review
processes, as they are completely taken up with negotiations about their
products.
5
Report on HoReCa Distribution, Italgrob, 2018

5. 5
2. The logistical process.
A discussion of logistics in the HoReCa segment means having to tackle a
complex topic. Indeed, it is not only a matter of analysing the process only
with regard to its technical and operational elements, but also to consider the
indirect implications of these such as, specifically, the involvement of local
government (regulations regarding access to restricted traffic areas, delivery
times, traffic management schemes), negative effects on the environment
(CO2 emissions, noise pollution) and the fragmentation of the market both
on the side of demand (just under 400,000 public establishments (point of
sale)6) and on the side of supply (around 4,500 wholesalers, of which 1,800
specialise in beverages)7.
For these reasons it is important, in the first instance, to outline the
characteristics, both direct and indirect, which provide the background
for the logistical processes in HoReCa.
One of the first things to consider regards HoReCa distribution costs which,
compared with what happens in modern retailing (GDO = retail purchasing
consortium), are about 4 times higher.8 The reasons for this imbalance can
be attributed to the fragmentation of deliveries and operators, to the
limited amount of warehousing space, to the problems associated with
reverse logistics (removal of empty packaging), to the locations of the PoS,
to the difficulties of gaining access to the storerooms, both from the point
of view of accessibility (parking) and handling the goods (physically
delivering the goods to the cellar).
From the point of view of CO2 emissions, and other pollutants, it should
be borne in mind that, assuming a distance of 10 km, the difference
between making a single journey without any stops, as opposed to
carrying out the same journey with 5 stops increases the amount of fuel
alone by 140%9. For the sake of completeness, we must add to this data
that the number of vehicles on the road in Italy, referring to commercial
vehicles only that are subdivided by Euro category, includes 21% of
vehicles belonging to Euro 0 category and 74% between Euro 0 and Euro
310, from the last available survey.
To conclude this brief summary of the issues connected to the delivery of
goods in HoReCa, it is important to focus on what can be done by the
operators, in conjunction with the Legislator, to develop a sustainable
logistics system. On this point it is possible to imagine the creation of a
working group between Italgrob and ANCI which studies the possibility of
developing11:
- Stopping places for hire, with fixed time windows and subject to
penalties;
- Online platforms for news relating to the temporary closures of roads and
routes due to accidents;
- Regulated access to preferential lanes for public transport vehicles;
6
FIPE Report, 2017
7
Report on HoReCa Distribution, Italgrob, 2018
8
Ponce-Cueto, Carrasco-Gallego, Distribution Models for logistics in HORECA Channel, Escuela Técnica Superior de
Ingenieros Industriales, Universidad Politecnica de Madrid, 2006.
9
Schoemaker, J, Allen, J, Huschenbeck, M, Monigl, J, Best Urban Freight Solution II, 2006
10
ANFIA Report, 2013
11
Pronello, C, Camusso, C, Rappazzo, V, Last mile freight distribution and transport operator’s needs: which targets
and challenges?, Interuniversity Department of Regional and Urban Studies and Planning, Politecnico di Torino, 2017

6. 6
- Access to restricted traffic areas only for vehicles belonging to a
certain Euro category and beyond.
Finally, from the point of view of measuring the effects, it is important to
remember that we can measure the amount of CO2 emitted by each vehicle
thanks to the “Ecologistico2” platform developed by GS112. And to expand on
the topic of transparency, we could consider giving the explanation of the
amount of CO2 emitted in order to carry out a delivery on the invoice so that
we let the customer know that convenience always has a cost to the
community13.
Once we have clarified the elements of the logistics process in this segment,
we can propose a re-interpretation of them by understanding contingent
operational requirements, improved efficiency of processes based on the
technology and on the concept of “cooperative logistics”, and a new
business distribution model. The model we offer described in Fig. 1,
considers the separation of the logistics process from the other business
functions while still keeping control of both the flow of products and, most
importantly, the level of customer satisfaction.
Outsourcing the logistics function is based on the rationale that not only does
this increase the efficiency of the process and the effectiveness of the resulting
commercial activities, but this also recognises that its value is intrinsic only in
highly specialised contexts.
Figure 1 The Logistics Process
12
GS1 Italy, Un anno di Tendenze, 2017
13
Malvestio, A, Presidente Freight Leader Council, in Un anno di tendenze, GS1, 2017

7. 7
The following is an analysis of the single parts of the process, in an attempt
to better clarify the concepts behind this model.
In Fig. 2 we highlight the first stage which concerns the commercial negotiations
between Industry and Distribution.
Figure 2 The Relationship between Industry and Distribution
The stages imply that:
a. The commercial relationship between Industry and Distribution
remains direct and personal;
b. The negotiating party can either be the individual distribution company or
the partner consortium;
c. Once the terms of supply have been determined, it is the distributor, or
the consortium who will give the supplier access to the logistics
platform.
In this way the negotiating skills and specific market knowledge of the
distributor are not lost and the distributor remains the final judge in the
process of qualification and involvement.
Fig. 3, which is at the heart of the process, explains the mechanism of
separating the logistical and commercial functions.

8. 8
Figure 3 The Relationship between Distribution, Logistics and PoS
More specifically, from a commercial point of view:
a. the distributor continues to receive orders directly from the PoS, maintaining
their relationship with the customer;
while, regarding the outbound logistical aspect:
a. the distributor sends the orders to the logistics company, through EDI
communication protocol with international standards) or through other
standard communication protocols in order to automate the flow of
information.
The logistics company:
a. Receives the orders and sends confirmation to the distribution company
through the same despatch protocols;
b. Delivers the goods to the PoS issuing a delivery note (or DdT)
addressed to the distribution company with the PoS as the “point of
delivery”. The document accompanying the goods does NOT include any
prices, to ensure each company’s commercial terms and conditions remain
confidential. This enables the logistics company to provide its services to
more distributors simultaneously;
c. The logistics company invoices the distribution company for the goods
delivered to the PoS, at cost price plus a small charge for tax reasons;
d. The distribution company in turn invoices the PoS for the goods, referring
to the document issued by the logistics company, on the agreed terms.

9. 9
This procedure enables the distributor to:
- Optimize the stages of the delivery (process savings);
- Limit, or in any case reduce, CO2 emissions equivalent to the volumes
transported (Sustainable logistics);
- Reduce the cost of stops for deliveries;
- Increase the level of service for all parties involved. This is because,
thanks to their particular expertise, it is possible to carry out a series of
operations which would be unthinkable unless you were a professional
operator (Fig. 4)14.
Figure 4 Services of specialized logistics
As far as the management of the inbound logistical processes is
concerned, Fig. 5 highlights the possibility of adopting modules of
collaborative logistics, in particular with reference to EDI (see above) and
VMI.
Figure 5 The Relationship between Distribution, Logistics and PoS
14
XPO Logistics, WeAreXPO, working paper, 2016

10. 10
Let us pause to explain the meaning of Vendor Management Inventory, which
is the supplier-managed inventory, whether the supplier is the industry (in the case
of distribution logistics) or logistics themselves (in the case of PoS restock). The
classic scheme of aVMI process is explained in Fig. 615:
Figure 6 Il VMI
In essence, it is about adopting mechanisms of inter-business transparency,
based on automated data communication flows, in order to achieve automated
procurement processes for repeated goods orders.
This modus operandi introduces large stock management economies (process
efficiency) and increases the efficacy of business proposals, by reducing the
interruptions to services associated with stock shortages that in modern retail are
responsible for lost sales equal to 4.3% of the total turnover16.
The adoption of the SLA both with the industry and with some PoSs, based
on Time and Fragmentation, becomes the mainstay of competitive advantage
which is difficult to replicate because it is based on a series of competences
specific to the companies belonging to the sector.
Reduced costs as a result of applying this system are shared by the various
parties involved in the process, resulting in premium price effects for participants
and highlighting the cost of logistics opportunism.
15
GS1 Switzerland, Best practice in implementing VMI, working paper, 2016
16
ECR Italy, Barometro OSA, February 2018

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3. The commercial process.
The review of the HoReCa distribution business model must also consider a
different definition of the role of distributor within the HoReCa eco-system.
As a result, it is necessary to remodel not only the multilateral relationships
within the sector but also the determining factors of competitive advantage
which, we must remember, must be proprietary and form an objective entry
barrier. In this way, we can configure a path which leads to the
establishment of the asset represented by the so-called “commercial
goodwill” which, in this case, is defined as “the distributor’s brand”.
The commercial process is explained in Fig. 7:
Figure 7 The Commercial Process
In this case too, as in the previous one regarding logistics, we shall
continue to separate the single stages, and to comment on the main
characteristics.
In Fig. 8 we explain the new function that the distributor will perform in
the relevant eco-system.

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Figure 8 The distributor: a new information HUB
In this particular case, the distributor becomes an information HUB with
the task of maintaining the consum-author’s needs aligned with marketing
functions and the industry's R&D. The loss of contact with the Consumer by the
PoS has created a methodological void in the analysis of the market17. This has
resulted in a series of misunderstandings which have led to the adoption of
inadequate analytical tools with extremely misleading outcomes18.
The process is divided into two distinct stages:
a. Collection of structured information (cash data) as well as non-
structured information (attendance data lake, gender & Age, posts on
Trip Advisor and opinions of consumers present in the PoS;
b. Development of a DB accessible and available to the parties involved in
order to fine tune the analysis of consumer processes.
Seeing the distributor as a participant in the eco-system’s
communication processes enables us to go a stage further in the definition
of the business model (Fig. 9):
17
De Angelis, M, Leondini, F, From a metaphysic of the consumer to an anthropology of consumption: A novel
methodological approach to the study of food and beverage consumption, working paper, 2017
18
Leondini, F, De Angeli, M, Chiacchiere da Bar. Fenomenologia del Consumo fuori Casa: Una ricerca fuzzy tra
induzione e deduzione, working paper, 2016

13. 13
Figure 9 The management of “same side” externalities and the politics of trade marketing
The management of information, combined with a basic knowledge of the
target market, enables the distributor to guide the “same side” positive
externalities of PoS exclusivity and Consumer experience. As a result, by making
proprietary and structured information available, the industry is also able to
better address its trade marketing policies and finds it more efficient to channel
them through the distribution HUB rather than not make use of it. A first practical
consequence, for example, can be insourcing the management of all the PoP
material.
The use of a B2B digital platform for the management of routine aspects of
the relationship with the customer makes the entire process even more
efficient and produces measurable results and, therefore, opens the way to
significant improvements in negotiations and relationships. To go from
negotiating over the price of goods to negotiating over the value of data
means to reconfigure the income drivers and to change the ways of engaging
in relationships, by shifting the focus from quantitative dynamics to the
causal links of consumption. Particularly when it comes to PoS, the shift is
from an indiscriminate push strategy to a more considered management of
business proposals geared to the needs of consum-authors, which also
generates value for the PoSs (Fig. 10).

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Figure 10 “Cross side” externalities
At this stage the distributor is tasked with managing “cross side”
externalities to enable:
- The industry to attract the consumer’s attention;
- The PoS to differentiate its own experiential offer.
For information only, and in order to be provocative, it is worth
remembering that when there is a primary market for something (the
distributor’s DB) a secondary related market is automatically born (futures on
consumption) which in this case could be represented by “Horecoupon”
created in order to promote events and brands, whose financial report is
certified by the digital protocols of the process. It is a question of going from
the “product information sheet” to the “experience information sheet”.
It is worth mentioning the artificial intelligence protocols that may
enable us to internalize competences inherent to the sales force, providing it
with a support of a derivative type, so as to limit the damage caused by the
unconventional management of competitive behaviour, which is typical of the
sector. IBM is moving in this direction, through Watson (Fig.11)19, whose costs
of implementation and management are scalable and can also facilitate data-
mining functions.
19
Gigante, F, Watson API: come costruire una soluzione cognitive, working paper, IBM, 2018

15. 15
Figure 11 The virtual seller: proprietary company professionalism

16. 16
4. The financial process
For the purposes of this document, financial management refers only to
receivables from customers. It is a topic which over time has seen a
pragmatic shift from “service” to “problem”. In real terms the original
definition is correct because it enables FMCG wholesalers to achieve
unrivalled primary margins. The difficulties in process management,
combined with the possibility of generating value through the appropriate use
of financial tools, has encouraged research into new operational solutions for
this process, summarized in Fig. 12.
Figure 12 The Financial Process
In this case the process has been broken down into three distinct
phases. The first one is shown in Fig. 13 and includes a series of
stages:
a. The development of an SPV (Special Purpose Vehicle, in essence a
NewCo holding company);
b. The creation of a relationship with Cerved which serves to assign a
creditworthiness, reviewed monthly, to the individual PoSs of the
distributor;
c. The transfer of pro-soluto receivables from the distributor to the SPV
on a weekly basis;
d. The SPV pays the distributor the equivalent of the receivables
acquired minus:
a. The creditworthiness assigned to the PoS by Cerved through the
PayLine DB;
b. The duration of the credit (the terms of payment).

17. 17
Figure 13 Transfer of receivables
In this context we mustn't underestimate the reinstatement of internal
efficiency which the distribution company obtains as a result of the elimination of
the credit manager role with all the associated operating functions.
The second phase (Fig. 14), explores the ways in which the SPV finances
the purchase of credits.
Figure 14 Securitization of receivables

18. 18
According to this model the SPV issues obligations, which differ depending
on the creditworthiness and duration of the underlying credit, placing them in
private equity funds. The inclusion of private equity funds is new to this sector but
enables it to expand the strategic horizons of distributors. Considering HoReCa
growth rates, the fragmentation of demand and supply, and lack of regulation, the
funds can find a real development opportunity in this sector.
The third stage in this process is helpful in addressing investments (Fig. 15).
Figure 15 The financing of new forms of PoS
The profit margin that the PoS gains after covering its operating costs helps
co-finance, together with other venture capitalists, new types of HoReCa services.
In this way the distributor, participating in the initiatives, is covered against the
potential risks of exclusion. In this model, therefore, it doesn't matter which form
HoReCa will take in future because any organisational inconsistencies are pre-
emptively controlled through financial participation in emerging organisations. It is
the extension of these distant strategic horizons which enables distribution to make
its own position within the HoReCa eco-system even more pervasive.
The circular nature of the model implies that, starting from the distributor,
you return to the distributor (Fig. 16), this is in order to maintain a solid
foundation, particularly in the area of revenue generation, in the absence of
which would increase the riskiness of the proposal.

19. 19
Figure 16 The new revenues for the distributor
Opening new investment opportunities to venture capitalists significantly
increases business opportunities for the distributor. In detail, potential revenues can
be of three different types:
- Direct: with the emergence and supply of new HoReCa customers in
the supply chain or franchising;
- Indirect: as a result of being co-financiers in innovative start-ups in the
sector (B2B Portal: Direttoo, Bluecart; Growzer; M&F Delivery: Just Eat,
Deliveroo…);
- Transversal: Thanks to the expansion of an informative DB on
consumer processes.

20. 20
5. The 4.0 distributor: a new business model.
Restructuring the key distribution processes, as described above, from an
operational point of view, represents the proposition of a new business
model for the HoReCa distributor.
To conclude, the new way of considering an HoReCa distribution company means:
- To remove logistical
o Restrictions, while keeping control over the flow of goods;
o Financial restrictions, while keeping control over customer relationships;
- To expand income sources by
o Co-financing new types of HoReCa services;
o The expansion and maximisation of proprietary information assets;
o Improving the efficiency of the supply chain in all its aspects.
The distributor, at this stage, becomes a pure commercial intermediary
who buys and sells contracts, data, and futures on consumption, paid for by
the goods, based on a dynamic, lean and efficient structure with its
proprietary competences.
6. The 4.0 distributor: An assessment of the relationship with the customer.
The various processes described in this study have direct consequences on
PoSs. Adopting, or not, the stages described above, provides an objective
rating, which is certified by third parties, and quantitatively defined
according to the existing relationship between distributor and PoS. This is
an important statement because succeeding in defining an evaluation proxy
of the relationship between the parties in business relations, like the
HoReCa, means finding an objective formula in order to assign a value to
the commercial goodwill.
The evaluation parameters of the relationship between distributor and PoS
which have been identified refer to all the processes described above, and
are:
- Logistical process:
o Signing of contract on the service levels based on Time and
Fragmentation;
o Adoption of the VMI programme;
- Commercial Process:
o Inserting cash data;
o Use of Distributor's B2B digital platforms
o Loyalty rate;
- Financial Process:
o Creditworthiness assigned by Cerved;
o Use of (PSP) ePayment platforms.
Adhering to the phases of the different processes determines the rating of
the PoS, which doesn't represent a fixed value in time, but is subject to a
monthly review linked to the performances achieved. It is about obtaining a
real stock quotation of the PoS which represents not only the intrinsic
value of the PoS, but also the basis for establishing the commercial goodwill
of the distributor.

21. 21
7. The 4.0 distributor: the commercial goodwill.
As evidenced in other studies20, the commercial goodwill of a HoReCa
distribution company presents the problem of how to establish an accurate
definition of this value but, above all, doesn’t take account of the difficulty of
establishing a defined proprietary asset21. These two obstacles create the
prerequisites for an uncertainty of values, overcome only by managing the
contingent negotiating asymmetries which in fact block the market of
business transactions and makes any attempt at analysis questionable.
In the designated model both these obstacles are overcome because the value
of the commercial goodwill of a distribution company is based on objective
parameters, which are quantified and certified by third parties.
More specifically, the commercial goodwill of a distribution company is the
result:
- Of the measured average of the stock value of each individual PoS;
- Of the availability of proprietary technology to support the business
functions (AI);
- Of the adoption of communication processes with the industry on EC.
The more of these processes that are adopted, the higher the value of the
underlying intangible assets.
This is an important conclusion not only in terms of how it impacts on
direct negotiation within the market, but also because it enables us to
devise a method for calculating the internal commercial goodwill, which is
very similar to that relating to “brands and patents”. In other words, the
moment in which the equivalent value of the goodwill is objectively
certifiable and quantitatively measurable, it is possible, at least from a
methodological point of view, to include the item among the intangible
assets. In so doing, we effectively recognise not only the asset value of the
company’s activity but, more importantly, we attribute to the goodwill the
value of “the distributor's brand” similar in kind to industrial brands, with all
the consequences in asset and value terms that this conclusion implies. Having
established a way of converting wealth (economic results) into value (assets)
means starting to free distribution from the role of “poor relation” of the
HoReCa eco-system, recognising its uniquely informative value as a HUB.
8. The 4.0 distributor: finance as a platform for generating value. The
reorganisation of the financial process, as well as a different way of managing
customer receivables and associated functions, enables us to introduce
specialised financial companies into HoReCa. The benefits of involving venture
capitalists have already been mentioned above; however, the presence of
private equity funds is different. The direct action of private equity funds in
HoReCa, as well as acting as a stimulant in the
20
Rapporto sulla distribuzione HoReCa, Italgrob, 2018
21
Leondini, F, De Angelis, M, L’evoluzione dei modelli imprenditoriali nel settore della distribuzione di bevande sul
segmento HORECA, working paper, 2016

22. 22
financial process, enables us to build completely new scenarios as a way of
grouping things together in the sector. In essence, with private equity funds
it is possible to:
- Plan a genuine business exit based on previously defined objective
parameters;
- Create a SPAC with the aim of developing the first distribution centre in
Italy, both private and independent.
The following is a description of how a SPAC works:
Figure 17
Figure 18

23. 23
The scenarios are not too fanciful, particularly if rooted in the reality of
the Italian distribution network, which is fragmented, proprietorial and
scattered.
Thus, the model, in its full configuration, requires:
- The standardisation of the competences required for managing a
business,
- The establishment of the scale required,
- The certification of the processes on the part of third-party entities,
- The possession of technological Business development platforms,
The model makes it possible to benefit from the advantages of innovation, without
losing control of the company.

24. 24
9. Conclusions
How can we conclude such a drastic reassessment of the HoReCa distribution
business model? But, above all, how do we ensure that distributors reap the
benefits that this new business approach can provide?
An initial important consideration is the new central role that the distributor
plays within the new eco-system. It is about focusing on the transition from
their current function of logistical aggregator of brands, to that of a digital
platform for the analysis and management of market information. The
transition “from atom to bit” is the transition from logistics to digitalization,
from a competitive advantage based on geographical difficulties to one based
on knowledge, and which is therefore essential. A second observation concerns
the change in commercial perspective, which thanks to the information
platform developed by the distributor, involves all the participants. It is about
going from a “push” strategy, where those who are present everywhere win, to
a method based on consumer analysis, where those who are in the right place
when it matters win. As well as the considerable number of process efficiencies
in the entire supply chain22, it is important to highlight the conceptual and
practical transition, from the “product information sheet” to the “experience
information sheet”, from a logic governed by prospective abstractions, to one
based on the empirical study of consumer phenomena. Putting the consumer,
not an idealised version, back at the centre of the analysis, means to reset the
methods of analysing and studying the HoReCa market, starting from a
distribution platform.
A third observation concerns the possibility of establishing the commercial
goodwill of the distributor, and treating it from an accounting point of view
like a genuine brand. It is an important innovative proposal because it
introduces, for the first time, a series of objective criteria for measuring
size which, up to now, depended only on an innate ability to manage
negotiating asymmetries.
A fourth, and final, clarification concerns the involvement of specialised
financial companies in a sector, which, until now, has been excluded. In this
case too, the capacity to innovate is significant, because it makes it possible
to expand the horizons of traditional business towards types of offers only
available to us in this day and age. It is about moving from a passive to a
proactive market position, in order to become the drivers of process
changes.
In conclusion it is useful to sum up the advantages that the new model
brings:
- Removal of regional restrictions:
o No longer needing to own the logistics process, the scope for
business is potentially without limits;
- De-specialising and standardising management competencies:
22
Politecnico di Milano, L’eSpply chain collaboration in Italia, Osservatori.net, 2017

25. 25
o Having separated the financial and logistical services, the
management of the distribution company requires competences
that are more easily available in the normal employment market
than currently;
- Removal of size constraints:
o The outsourcing of financial and logistical services enables
companies working in this Segment to become profitable once
again and creates a sustainable Market for small businesses as well.
This is a key aspect because it introduces the model into an Italian
context which has always been incapable of significant
amalgamations23;
- Creation of a potential Market for the acquisition and sale of companies:
o To share, within a separation, transparent processes creates the
prerequisites for the development of a market for buying and
selling companies, based on objective and professional criteria.
At this point, it is about understanding if the Distributor is willing to
change their world, by re-evaluating their function, or rather to reply, after
visiting theumpteenth organic farming enterprise: “I would prefer not to.”24
23
Censis, L’inarrestabile proliferazione dei soggetti nel sistema italiano, Censis, 2018
24
Melville, H, Bartleby lo scrivano, Feltrinelli, 2015