Italy Trek 2025 Brochure by SFBI

Ciao!

About the trek

Each year during spring break, in a course intended to promote the understanding of family businesses, the Smith Family Business Initiative leads a weeklong student trek (NBA 5920) to Italy to explore the country’s many signiﬁcant family businesses, Italian history, and culture.

For those interested in learning about family businesses, Italy is an important destination. There are estimated to be around 784,000 family businesses in the country, comprising over 85% of the total business landscape and providing around 70% of employment. What distinguishes Italian family businesses is their remarkable longevity: among the world’s 100 oldest businesses, 15 are Italian. Notably, ﬁve of these – including Fonderie Pontiﬁcie Marinelli (founded in 1000), Barone Ricasoli (1141), Barovier & Toso (1295), Torrini (1369), and Marchesi Antinori (1385) – rank among the top ten oldest family businesses still in operation today.

Through our visits, we seek to peek behind the scenes at business operations and speak with family members to understand the values and beliefs underpinning the foundation of these companies. We hope this trek provides you with valuable insights into the resilience and traditions of Italian family businesses while oﬀering an unforgettable cultural experience. Enjoy the journey, embrace the learning, and most importantly—have fun!

PARTIPANTS

First

Selenia (Seli) Caraveo sc3294@cornell.edu 17738603989

Yeonjong Cha yc2792@cornell.edu 13855285727

Justin Chan Jc3723@cornell.edu 13479969999

Zhaoyin (Leo) Cheng zc496@cornell.edu 16465957168

Alex Devarajan ad673@cornell.edu 16313574628

Rohit Doad rd554@cornell.edu 12298541764

Kathryn Donoho kad258@cornell.edu 12093800840

Caroline Feldmeier crf22@cornell.edu 19178422176

Michael Fresco mgf59@cornell.edu 13054912698

Evan Gold emg276@cornell.edu 14048251678

Maximilian Heering Mth93@cornell.edu 12032730714

Olivia Johnson oj46@cornell.edu 16783866669

Sahiba Kahai sk999@cornell.edu 16077277914

Christopher Lasa cml357@cornell.edu 19255036203

Ruby Lin rkl68@cornell.edu 19494320351

You-Cheng (Benjamin) Lin yl3877@cornell.edu 16073793701

Alexander Mason amm598@cornell.edu 16178239543

Dev Mehta dm947@cornell.edu 17036738437

Andrew Miller amm644@cornell.edu 18183894818

Adrienne Nave amn235@cornell.edu 18656431490

Alvaro Nicolau an582@cornell.edu 16464088914

Ayodeji (Deji) Ogunyamoju ato9@cornell.edu 15855400185

Symeon Shaw-Wakeman ss4354@cornell.edu 16158814114

Haresh Siva ss4288@cornell.edu 17325434635

Georgia Spatorica gks45@cornell.edu 15854415838

Maria Surinach ms3844@cornell.edu 16464009377

Waranun Wachakorn ww554@cornell.edu 19299965732

Lauren Zehner Lmz24@cornell.edu 16319219311

Ping (Monica) Zhao pz267@cornell.edu 16072627913

Staff:

Daniel Van Der Vliet dgv9@cornell.edu 18022383972

Kathryn Kvasnica kdk77@cornell.edu 17245139534

SCHEDULE

SYLLABUS

NBA 5920-803: FAMILY BUSINESSES OF ITALY: Experiential Trek Spring 2025

Instructor: Daniel G. Van Der Vliet

Office: Statler 389b

Trek Dates: Saturday, March 29 – Saturday, April 4, 2025

Office hours by appointment: https://calendly.com/cornellfambiz

Email: dgv9@cornell.edu

Trek Coordinators: Susan Hu Kaitlyn Mann

Email: yh789@cornell.edu kp452@cornell.edu

2025 Spring Break

This course provides an opportunity to learn about family businesses, the predominant form of business worldwide, through theory and practice that goes far beyond a typical class experience. Students will delve into issues of local and global business environments, business trends, politics, culture, legacy, and family, to better understand the driving forces behind family enterprise in general, and specifically in Southern Europe, an area where family firms have traditionally been the backbone of the economy. Through site visits with family business owners, managers, and family members, as well as several advisors and scholars, students will have a chance to ask questions and compare notes on doing business, and being family, in another part of the world. Students will be exposed to the challenges family business owners face ranging from family dynamics to political constraints and industry issues.

In Italy, there are estimated to be around 784,000 family businesses – more than 85% of the total number of business [1] – constituting around 70% of employment. In terms of the impact of family businesses, Italian context is in line with that of the main European economies such as France (80%), Germany (90%), Spain (83%) and the UK (80%), whilst the factor that sets Italy apart from these countries is the lesser recourse of family businesses to external managers: 66% of Italian family businesses are fully managed by family members, while this applies to only 26% of French family businesses and just 10% in the UK.

Italian family businesses are also set apart by their longevity: of the world’s 100 oldest businesses, 15 are Italian and, of these, 5 – Fonderie Pontificie Marinelli (founded in 1000), Barone Ricasoli (1141), Barovier & Toso (1295), Torrini (1369) and Marchesi Antinori (1385) –are among the top ten oldest family businesses still active today.

Source: http://www.aidaf.it/en/aidaf-3/1650-2/

EXPECTATIONS / TREK GOALS

Most companies around the world are controlled by their founding families, including more than half of all public corporations in Europe, and more than two thirds of those in Asia. Even in the United States, where ownership dispersion is at its highest, founding families exercise a significant degree of control over more than half of all public corporations.

This course is designed for individuals joining their own family’s or someone else’s firm; or those who will do business with family and privately held firms, consult with them, invest in them, and work with them in private wealth management, mergers and acquisitions, banking, or consulting.

• Students will engage with family businesses and their leaders firsthand to explore the challenges and opportunities of business ownership and family governance.

• The course provides participants with exposure to the unique finance, governance, and management issues faced by family firms; and the ways in which they can be addressed.

• Students will explore numerous industries, as well as premium and luxury brands in competitive markets.

• Using Italy as our laboratory, students will explore why Italian family businesses seem to have unique staying power, as well as strong(er) family ties to the business through active management.

• Students will engage with business owners and Cornell alumni.

• Students are expected to remain with the trek and attend all formally planned activities throughout the entire week’s program.

LEARNING OUTCOMES

• Understand the characteristics that differentiate family firms from other firms.

• Be able to identify roadblocks related to the family, the market, and the institutional environment.

• Understand the challenges of family succession and what to do about them.

• Explore best governance practices.

• Understand conflicts between raising capital and keeping control in an environment where capital markets are not as developed as in the US.

READINGS

Required Readings on Family Businesses and Italian Family Firms (available via Canvas)

Analyzing Family Business Cases: Tools and Techniques, Sharma et. al. Case Research Journal 2013.

Family Business Successful Succession: An Overview of the Environment for Family Businesses in Italy – National Report, 2017. Brizi, M., Ercoli, D., & Trinari, C. Tiber Umbria Comett Education Programme.

Maintaining an entrepreneurial spirit across generations: Guido Corbetta, AIdAF-EY Chair in Strategic Management in Family Business, Bocconi University. EY Family Business Yearbook, 158-162.

Family succession and firm performance: Evidence from Italian family firms, 2008. Cucculelli, M., & Micucci, G. Journal of Corporate Finance 14, 17–31.

From Traditional to Blended Cultures: How Family Enterprises Manage Transitions Across Generations, Jaffe, D. and Grubman, J.

DELIVERABLES

Grading in this course is on a Satisfactory/Unsatisfactory (pass/fail) basis.

A passing grade in this class will require the following:

1. Participate in full in two pre-trip preparation sessions—Thursday, February 20, from 3:00 – 4:30 pm via Zoom. A second information meeting is scheduled for Tuesday, March 25, from 3:30 – 5:30 p.m., also via Zoom. Failure to participate in pre-trek preparation meetings and travel requirements may negate the student’s ability to participate in the trek and their spot will be forfeited without refund.

2. Signed SFBI Student Code of Conduct Agreement, completed by Friday, March 14 at 4:00 p.m.

3. Prepare a one-page summary handout focused on one of the companies, industries, institutions, or speakers to be visited (assigned by the coordinators); the handout is due on Friday, March 28, at 4:00 p.m. Upload to the course Canvas site. You will be asked to present the main points from your handout to the group on the day of the visit. Company background and description should include, to the extent possible:

a. Detailed firm’s history, the firm founders

b.Any significant milestones in the company’s development

c. Current ownership structure and management structure

d. Family structure and current family relations

e.Who are the customers/competitors?

f. What is the macro and business environment?

4. Participate in all formally planned trek activities while in Italy.

5. Post-visit, prepare, individually, a brief reflection of your experience in Italy, which should include, to the extent possible:

a. The context:

i. What did you learn about family businesses?

ii. What is unique about the family businesses in Italy?

b.The journey:

i. What did you see, hear, and learn?

ii. What surprised you?

c. What was the outcome for you?

i. What do you still want to know?

ii. What would have changed or enhanced the experience for you?

d. The reflection is due via Canvas on Friday, April 25, 2025 by 5:00 p.m.

All written deliverables shall be presented with a standard format in presentation (single-spaced, 12-point font), ideally less than 7 pages in length, and involving exhibits of tables, charts, figures or appendices (these are not included in the 7-page limit).

An effective reflection will:

• Have a proper header with your name, date and course title. I will return any reflections without the proper heading.

• Cite relevant articles, research or quotes from speakers.

• Have a clear opening paragraph, supporting evidence throughout, and a solid conclusion.

• Have effective paragraph structure and avoid run on sentences.

• Avoid emotions or subjective words, i.e. “perfect” “most successful of all time”, etc.

• Be properly formatted, correctly proofread and enjoyable to read.

GRADING

The weighting for the final grade is assessed by:

Active Participation throughout trek: 40%

• Pre-trek meetings

• Attending all visits

• Timeliness and attentiveness

Deliverables: 60%

• One-page business summary

• Post-trek reflection

As a strict rule, there is no extension in the deadline for delivering the necessary materials. You are expected to attend the trek for the entire duration. It is your responsibility to schedule the rest of your activities such that you are able to comply with the requirements of the class and behavioral standards of the trek.

GUIDELINES & CODE OF CONDUCT

It is the expectation of the Smith Family Business Initiative and the Johnson Administration that students who travel on behalf of the college conduct themselves in a manner that will continue to inspire public confidence and trust in our esteemed institution and those associated with it.

1. Participants’ conduct and behavior to, from, and during the trip and at all related events should reflect respect for the group, the college, university, and the individual. This includes private activities and social gatherings.

2. Trek company visits and related activities are integral components of an academic growth opportunity. Participants are expected to attend all business meetings, scheduled programs, social events, and tours as directed by the trek leader. If you are unable to attend, it is your responsibility to make the appropriate notifications.

3. Participants must be prompt and prepared for all sessions and meetings.

4. Participants are to report any accidents, injuries, illness, or significant incidents to their trek leader immediately.

5.Although alcoholic beverages are not prohibited during the trek we ask that you drink responsibly, obey the local laws and conduct yourselves in an appropriate manner.

THE INSTRUCTOR

Daniel G. Van Der Vliet is the John and Dyan Smith Executive Director of the Smith Family Business Initiative (SFBI) at Cornell University. He is a 2010 graduate of the Master of Education Interdisciplinary Studies program at the University of Vermont (UVM) and a 2000 graduate of the University of Vermont with a B.S. in Natural Resources.

As the founding director of the SFBI, Dann has guided the launch and growth of one of the leading educational centers for family business. He designed and developed the Leaders in Family Enterprise course, and also teaches executives and next generation leaders through the SFBI’s professional development programs. As Director of The Family Business Initiative at UVM from 2003 through 2014, Dann co-founded the first ever Global Family Enterprise Case Competition with 16 teams from nine countries.

ASSISTANT DIRECTOR, SFBI and TREK COORDINATOR

Susan Hu joined the Smith Family Business Initiative as Assistant Director in October, 2023. In her current role, Susan supports the many programs and activities aimed at expanding the initiative’s reach and impact, and also engages students as part of SFBI’s mission to provide education, networking opportunities, and knowledge.

Prior to joining SFBI, Susan served as the Communications Manager at the Parker Center for Investment Research at Johnson. There, she fostered opportunities to promote the center through articles and newsletters, ran events, designed marketing materials, and facilitated communications with students and alumni.

Susan obtained her bachelor’s degree from Wellesley College and holds a Master of Architecture degree from Tsinghua University in China. She has been with Cornell University since 2017.

ITALIA INNOVATION, CO-FOUNDER and HEAD OF RESEARCH

Marco Mari is a graduate in Juridical Science at Università Cattolica and a Master Candidate in International Relations at Harvard University. He is passionate about law and economics, international politics and manufacturing value chains. Carlotta is a graduate in Economics and Management at Università Bocconi, with studies at SciencesPo. She is passionate about arts, humanities and maths.Italia Innovation is an educational and research center devoted to the future of the Italian economy. They design experiential programs for international scholars and partner with world-leading universities interested in using Italy as a campus. They extensively research the global significance of Italian culture, high-end productions, and ethical and political issues. https://italiainnovation.com/

ARRIVAL & DEPARTURE

Arrival Instructions ROME

NH Collection Roma Giustiniano �� Address: Via Virgilio, 1 E/F/G, 00193 Roma RM Nearest Metro Stations: Lepanto (9 min by walk), Ottaviano (12 min by walk)

From Roma Fiumicino Airport to Roma Stazione Termini

● Take the Leonardo Express Train

● Buy a ticket (€14) from the Trenitalia machines, counters, or online

● The train runs every 15 minutes and takes about 32 minutes to Roma Termini

Alternative: Take a Regional Train (Cheaper Option)

● Look for trains to Roma Termini

● Tickets cost around €8, the journey takes 45-55 minutes with possible stops.

From Roma Termini to NH Collection Roma Giustiniano

● Take Metro Line A (Direction: Battistini)

● Ride 4 stops and get oﬀ at Lepanto.

● Exit the station and head towards Via Cola di Rienzo.

● Walk straight for about 700 meters (10 minutes).

The NH Collection Roma Giustiniano will be on your right.

NAPLES

Napoli

From NH Napoli Panorama to Stazione Napoli Centrale

● Walk to Municipio or to Università Metro Stop (5 minutes)

● Take Metro Line 1 (Direction: Garibaldi)

● Ride 1/2 stops and get oﬀ at Piazza Garibaldi (Napoli Centrale)

From Napoli Centrale to Capo di Chino Airport

● Take the Alibus Shuttle

● Buy a ticket (€5) at kiosks, onboard, or online

● The bus leaves from outside Napoli Centrale (Piazza Garibaldi) every 15-20 minutes.

● The journey takes about 15-20 minutes to the airport

Additional Information:

● Train tickets: Book your train tickets in advance at trenitalia.com

● Metro tickets: You can pay contactless when entering the metro or purchase your ticket at the station.

Panorama �� Address : Via Medina, 70, 80133 Napoli NA

Nearest Metro Stations: Municipio (4 min by walk), Toledo (4 min walk), Università (6 min by walk)

ABOUT ROME

ROME

HISTORY

"The character of ancient Rome is all in an inevitable misunderstanding […] There are no uncertainties or ambiguities if we say 'the history of Paris,' or of London, or of any other city in the world. But when we say 'the history of Rome,' we are not entirely sure which history we are referring to: whether it’s the city in the strict sense, or even that substantial part of the Earth's surface and population that for many centuries was under its dominion." (Andrea Giardina, Ancient Rome, 2000)

There are millions of writings on the history of Rome. But if you missed it or just want a lazy summary, here we go.

It is a history that, at its peak, spanned 5 million square kilometers, but it began on seven hills on the banks of the Tiber River, 30 kilometers from the sea, in the Lazio region of central Italy. Around the 8th century BCE, the proto-urban settlements that had emerged in the area were unified, or at least perceived as a single entity. The famous legend of the twins suckled by the she-wolf places Romulus as the founder and first King of what would become the Rome we all know. He was the first of the Seven Kings of Rome. (These kings, unlike the figure of Romulus, are all considered historical figures based on the writings of Roman historians, who, however, lived centuries later and are in turn based on sources that have not survived to us. We trust in the zeal of Mr. Titus Livius.)

The monarchy in Rome lasted 243 years under seven kings. The city had no possessions beyond 15 miles. This was followed by the Republican era (509 - 27 BCE), when the plebeians obtained political and civil rights, and Rome turned its struggles for survival into struggles for conquest: from a small city-state, it became the capital of a vast state governing all of ancient Italy south of the Po Valley. Rome fought against the Gauls, the Carthaginians, and the Macedonians, and took control of the entire Mediterranean, which from then on became Mare Nostrum.

The profound changes born of a - painful and forced but also productive and sometimes sincere - integration of cultures were not managed wisely. The social fabric, traumatized by wars and slavery, deteriorated, once again concentrating wealth and rights in the hands of a few, who opportunistically spoke on behalf of the populares (the lower classes) and stoked political tensions, leading to civil wars and the collapse of the Republic

Guess what? A dictatorship is established. And several others follow. And for a moment, things don’t even go too badly. Rome becomes a huge empire, boom, the maximum expansion: the Imperial Era (27 a.C. - 476 d.C.). Politics are inevitably fragile: it’s the

time for the great Roman army, which made all of this possible, to claim its share of political power. New frontiers create new balances, new religions unite and divide, and the empire breaks apart. It will then be Odoacer, a general and patrician of Germanic origins, who deposes the last emperor and places himself at the service of the Eastern Roman Empire, marking the end of Rome's political centrality and the beginning of a new era of survival.

The key was to maintain spiritual centrality: Rome lost its role as the central hub of the Empire but retained the authority of the Popeby concession of the Frankish king Pepin the Short in 756 AD. A troubled relationship between Italy and France had begun.

From spiritual power also ﬂowed temporal power, and Rome became the capital of the Papal State. The ﬁgure of the pope became increasingly central, especially thanks to the Iconoclast Controversy, in which Rome positioned itself as the defender of religious images (an excellent marketing choice, by the way). The Schism with Constantinople occurred. New wars began, and the Pope took on the responsibility of defending Rome.

Pope Adrian I requested help from Charlemagne, King of the Franks. Charlemagne drove out the Byzantines and the Lombards, and in 800, he was crowned Emperor in Rome by another Pope (Leo III). The Holy Roman Empire was born. A move that, in hindsight, we might deﬁne as daring. Excommunications, the Pope’s relocation to France, all mixed with popular uprisings and plague epidemics.

By now, Rome and the Pope had become one entity, and during the Avignon Papacy, the city went into decline and abandonment. It would take several decades after the Pope's return to Rome (1377) to restore balance to the city. This would be made possible by a new pope, chosen in agreement with the French: Martin V (1420). In 1423, a Jubilee was declared to celebrate the city's rebirth. It was the Renaissance, and Rome returned to being an important center for the arts and commerce. Michelangelo, Bramante, Raphael, Fra Angelico, the Sistine Chapel. Everything seemed sparkling in the salons and churches until, for the ninth time, Rome was sacked in 1527. The sack, carried out by German mercenaries, largely Lutherans, lasted ten months. Rome emerged from it with half its population and exhausted. In 1545, in response to the criticisms of the Protestant Reformation, which criticized the power dynamics and questionable customs of the Roman church, the Catholic Church reformed itself. New architectures, new works: Brunelleschi, Bernini, Borromini, the colonnade and St. Peter’s Basilica. These were centuries of relative tranquility, during which the papacy sought to expand its presence through educational and charitable initiatives, founding schools, hospitals, and provisions for the poor.

And then, again, France. Neapoleon, ever heard of? Let’s move on quickly. The resentment towards him certainly gave birth to the patriotic spirit and the vision of a united Italy that characterized those centuries. The movement for the uniﬁcation of Italy would culminate in 1871, with Garibaldi's Expedition of the Thousand and the designation of Rome as the Capital of the Kingdom of Italy. From being a papal city, Rome became a royal city, and major modernization works began, far from the lines of the front during World War I. But it was only in the 20th century that Rome truly became a modern capital with the establishment of the ﬁrst municipal public service companies and the construction of new infrastructures.

But then, once again, people suddenly uniﬁed do not necessarily feel satisﬁed. And once again, the ground becomes fertile for the rise of strong powers. In 1922, Benito Mussolini's March on Rome led to him becoming the new head of government, replacing the King. He would be arrested, executed, and his body exposed to public desecration for several hours in April 1945.

After World War II, the world awoke, and in the 1950s, Rome became the symbol of La Dolce Vita. It was easy to forget, especially with a good ﬁlm. Fellini immortalized an imaginary of the city and Italy that made it a global reference, a legacy that endures to this day. Although being the capital of the country, Rome's industrial development has experienced a signiﬁcant decline over the 20th century However, it has remained a dominant cultural center rather than an industrial hub. The city has increasingly focused on revitalizing its economy through the promotion of new technologies and start-ups, although it still lags behind Milan in terms of technological competitiveness. Despite this shift, today, Rome is the political center of the country, the religious center for a large portion of believers worldwide, and the homeland of a culture that has both received and given much, and still does.

In 2024, 51.4 million people visited the city. Welcome to the 2025 crowd.

CULTURAL SITES

Colosseum – The iconic ancient Roman amphitheater, a symbol of Roman engineering and gladiatorial combat.

Vatican Museums – Home to some of the most important art collections in the world, including the Sistine Chapel.

St. Peter's Basilica – A Renaissance-era church and one of the largest and most important churches in the Christian world.

Pantheon – A well-preserved ancient Roman temple, now a church, known for its impressive dome.

Roman Forum – The ancient heart of political, social, and religious life in Rome.

Trevi Fountain – One of the most famous Baroque fountains, known for the tradition of throwing a coin for good luck.

Piazza Navona – A beautiful Baroque square, home to famous fountains and the Church of Sant'Agnese in Agone.

Castel Sant'Angelo – A fortress and former mausoleum, with stunning views of the city and the Vatican.

Galleria Borghese – A museum housing an incredible collection of Renaissance and Baroque art.

Piazza del Popolo – A large urban square with beautiful fountains and the twin churches of Santa Maria in Montesanto and Santa Maria dei Miracoli.

Villa D'Este and Villa Adriana – Two remarkable Renaissance villas in Tivoli, renowned for its gardens and fountains.

Capitoline Museums – One of the oldest public museums in the world, oﬀering a rich collection of Roman artifacts and art.

The Spanish Steps – A grand staircase linking the Piazza di Spagna to the Trinità dei Monti church, a popular gathering place and historic landmark.

Basilica di San Giovanni in Laterano – One of the four major papal basilicas, it is the oﬃcial ecclesiastical seat of the Pope and a signiﬁcant religious site.

Palatine Hill – One of the Seven Hills of Rome, oﬀering incredible views and the ruins of imperial palaces, central to the foundation myth of Rome.

TYPICAL FOOD

Cacio e Pepe – A simple and delicious pasta dish made with pecorino Romano cheese and black pepper.

Carbonara – A rich pasta dish made with eggs, guanciale (pork cheek), Pecorino Romano cheese, and black pepper.

Amatriciana – A pasta sauce made with guanciale, tomatoes, and Pecorino Romano cheese, often served with rigatoni.

Saltimbocca alla Romana – Veal or chicken cutlets topped with prosciutto and sage, cooked in white wine and butter.

Supplì – Fried rice balls ﬁlled with mozzarella cheese and sometimes ragù, a typical Roman street food snack.

Find local suggestions on:

- where to EAT (restaurants, pastry and ice-cream shops)

- where to SHOP (local products and historical shop)

Carcioﬁ alla Romana – Roman-style artichokes, braised with garlic, mint, and olive oil.

Carcioﬁ alla Giudia – Jewish-style artichokes, deep-fried until crispy and golden, a specialty of Rome’s Jewish ghetto.

Gnocchi alla Romana – Semolina gnocchi, baked with butter, Parmesan cheese, and a touch of nutmeg.

Abbacchio alla Romana – Roman-style lamb, typically slow-cooked with garlic, rosemary, and white wine, a classic Easter dish.

Maritozzo – A sweet, soft bun ﬁlled with whipped cream, traditionally eaten as a breakfast pastry in Rome.

ABOUT NAPLES

NAPLES

HISTORY

Naples, the capital of the Campania region, boasts a history that spans over 2,800 years, making it one of the oldest continuously inhabited cities in Europe. Founded by the Greeks around the 8th century BCE as Parthenope, it was later renamed Neapolis, meaning "New City." The city became a key cultural and economic hub during the Roman Empire, ﬂourishing as a center of art, philosophy, and commerce. After the fall of Rome, Naples came under the control of various powers, including the Byzantines, Normans, and later the Spanish, who ruled it for centuries. Under Spanish rule, Naples grew into one of Europe’s largest cities, known for its thriving port and vibrant cultural life. During the Renaissance and Baroque periods, the city was an important artistic center, with renowned painters like Caravaggio leaving their mark on its churches and galleries.

During the 18th and 19th centuries, Naples was ruled by the Bourbon dynasty, also known as the Borboni in Italy, which signiﬁcantly shaped the city’s history and development. The Bourbon Kingdom of Naples, established in 1734 by King Charles III, brought a period of relative stability and economic growth to the region. Under the Bourbon rule, Naples became the capital of a vast kingdom that included southern Italy and Sicily. Charles III and his successors, including Ferdinand I and Francis II, invested heavily in the city's infrastructure, commissioning major architectural projects, such as the construction of the Royal Palace of Naples and the development of the famous Royal Bourbon Trail.

The Bourbons also sought to modernize the kingdom, promoting agricultural reforms, expanding trade, and boosting industrial growth. However, their reign was marked by political and social tension, with uprisings and unrest, particularly as the industrial revolution began to widen the gap between the rich and the poor. Despite their efforts to modernize the kingdom, the Bourbon rulers were unable to prevent the growing discontent that culminated in the unification of Italy. In 1861, after the defeat of the Bourbon army by the forces of Giuseppe Garibaldi, Naples became part of the newly unified Kingdom of Italy, bringing an end to the Bourbon dynasty’s rule in southern Italy.

The Bourbon legacy still remains visible in Naples today, with many of the city's most iconic landmarks, such as the Royal Palace and the Certosa di San Martino, serving as reminders of the family’s lasting impact on the city’s culture, architecture, and history.

During the post-World War II period, Naples, like many southern Italian cities, struggled with poverty, unemployment, and social inequality, which provided fertile ground for criminal organizations. The Camorra's control over drug traﬃcking, extortion, and other

illegal activities had a pervasive impact on the city's economy and its reputation. Despite this, Naples has shown remarkable resilience, with many of its residents and local communities working tirelessly to resist the Camorra’s inﬂuence and reclaim their streets.

As the city entered the 21st century, Naples began to emerge as a cultural and artistic powerhouse once again. Today, it is an important hub for cinema, theatre, and music, drawing global attention for its contributions to the arts. The city's rich theatrical tradition, epitomized by the iconic Teatro di San Carlo, remains one of the oldest and most prestigious opera houses in Europe. Naples' contributions to film are also notable, with its local film industry thriving and films such as Gomorra bringing global recognition to the city's darker realities, while simultaneously showcasing its raw, authentic storytelling.

Naples has a long-standing tradition of musical excellence, having been a champion of Bel Canto, the refined style of operatic singing that influenced the world of classical music. Over the years, the city has developed its own unique musical genre, neomelodico, a style that blends traditional Neapolitan melodies with contemporary influences. This genre, deeply rooted in the everyday lives and emotional expression of its people, continues to be widely appreciated and enjoyed today. However, as Naples evolves, so too does its music scene—neomelodico is increasingly fusing with modern genres like hip-hop and rap. The city has become a hotbed for young talents, with local artists blending traditional Neapolitan influences with modern sounds to create a distinct musical identity. Naples' hip-hop culture has exploded in popularity, with its raw lyrics often addressing the realities of life in the city, touching on issues like social inequality, crime, and resilience. This fusion of traditional and modern cultural elements has led to the creation of a unique soundscape that resonates with both local and international audiences.

Naples' artistic identity extends to a vibrant street art scene and a thriving film industry, with films like Gomorrah gaining international recognition. Another distinctive characteristic is the city's profound love for soccer, especially the passionate adoration for Argentine footballer Diego Maradona, whose legacy with Napoli’s soccer team is iconic. Maradona’s influence transcended sport, becoming a symbol of pride and unity for the city. Today, Naples continues to be a cultural and artistic hub, blending its rich heritage with contemporary creativity and an evolving music and art scene, solidifying its place as one of Italy's most dynamic cities.

CULTURAL SITES

● The Royal Palace of Naples (Palazzo Reale) - A grand palace located in the heart of the city, once the residence of Spanish and later Bourbon monarchs.

● Teatro di San Carlo - One of the oldest and most prestigious opera houses in Europe, renowned for its architecture and performances.

● The National Archaeological Museum (Museo Archeologico Nazionale - Home to an extensive collection of Greco-Roman antiquities, including many artifacts from the nearby Pompeii and Herculaneum ruins.

● Castel dell'Ovo - A historic fortress overlooking the Gulf of Naples, oﬀering panoramic views of the city and sea.

● Certosa di San Martino - A former monastery turned museum, known for its stunning views over the city, intricate artwork, and historical collections.

● The Catacombs of San Gennaro - An underground complex of early Christian tombs, oﬀering insight into Naples' religious history.

● Spaccanapoli - A narrow, historic street that cuts through the heart of the old city, lined with churches, artisan shops, and eateries.

● Cappella Sansevero - A famous chapel featuring remarkable Baroque art, including the stunning *Veiled Christ* sculpture by Giuseppe Sanmartino.

● Museo di Capodimonte - An art museum housed in a former royal palace, showcasing a rich collection of Italian Renaissance and Baroque art, including works by Caravaggio and Titian.

● Piazza del Plebiscito - A grand, open square surrounded by historic buildings, including the Royal Palace and the Church of San Francesco di Paola.

● Palazzo Reale di Capodimonte - A former royal residence turned museum, featuring art collections, gardens, and panoramic views of Naples.

● Orto Botanico di Napoli - A beautiful botanical garden housing a diverse range of plant species, providing a tranquil escape and a center for botanical research.

● Castel Sant'Elmo - A historic hilltop fortress oﬀering stunning views of Naples, with exhibits on the city's history and art.

● Jago Museum - A contemporary art museum dedicated to the works of Italian sculptor Jago, known for his highly detailed, emotive sculptures that blend classical and modern styles.

TYPICAL FOOD (Beyond

Pizza)

- A slow-cooked onion and meat sauce, rich and aromatic, providing a comforting and savory

- A comforting dish that straddles the line between pasta and soup, featuring tender potatoes, pasta, and melted provola cheese for a hearty, ﬂavorful meal.

Gattò di Patate - This Neapolitan potato cake combines mashed potatoes, eggs, mozzarella, provola, salami, and cooked ham. With its tall, ﬂuﬀy texture and a golden crust of butter and breadcrumbs, it's a savory indulgence.

Zucchine alla Scapece - Sliced zucchini, fried and marinated in garlic, vinegar, and lemon, creating a simple yet incredibly ﬂavorful dish that’s absolutely divine.

Melanzane a Funghetto - Fried eggplant chunks seasoned with garlic, fresh tomato, and basil. This dish is a perfect example of Neapolitan comfort food, bursting with savory goodness.

Polpo alla Luciana - Octopus simmered in a saucepan with tomato sauce, capers, and olives—an unforgettable dish with a perfect balance of ﬂavors.

Soﬀritto Napoletano - A ﬂavorful, spicy sauce made with organ meats, tomatoes, and bay leaves, giving it a unique taste that embodies Neapolitan tradition.

And many more…

Spaghetti alla Puveriello - Literally "spaghetti the poor way," this dish is a budget-friendly yet satisfying combination of spaghetti, cheese, and eggs—simple, humble, and delicious.

Trippa alla Napoletana - A traditional, hearty dish of tripe (cow stomach), slowly cooked with tomato sauce, garlic, onion, and herbs. It's a beloved comfort food, especially in the colder months, oﬀering a deep, rustic ﬂavor that embodies the essence of old Naples.

Coda alla Vaccinara - A slow-cooked oxtail stew, rich with tomato, celery, and spices. This traditional Roman dish has roots in Naples too, where it’s often served with a side of bread to soak up the delicious sauce.

Pastiera Napoletana - The queen of Neapolitan desserts, this traditional Easter treat features a shortcrust pastry base ﬁlled with ricotta, orange blossom water, boiled wheat, orange zest, and a blend of spices—sweet, aromatic, and deeply comforting.

Sfogliatelle - A delicate pastry, either in puﬀ or shortcrust form, ﬁlled with ricotta, semolina, eggs, sugar, and enriched with candied fruit, spices, and orange blossom water—a must-try Neapolitan sweet.

Babà - A light, spongy dough soaked in rum or liquor, this iconic Neapolitan dessert is known for its sweet, boozy ﬂavor and airy texture.

Naples is also renowned for its street food: from crispy, grab-and-go fried cones to stuﬀed rice supplì and the iconic 'a portafoglio' pizza, everything feels lighter and more delicious while strolling through the vibrant streets of the city!

Find local suggestions on:

- where to EAT (restaurants, pastry and ice-cream shops)

- where to SHOP (local products and historical shop)

Other Useful Informations: Stay Safe

While Naples is generally considered safer than other major Italian cities like Milan, it is still a bustling metropolis, and, like any large city, it’s important to exercise caution. Keep a close eye on your personal belongings, especially in crowded areas, on public transportation, or around major tourist spots where pickpocketing can occasionally occur. It's advised not to carry important documents, large amounts of cash, or valuable items with you when enjoying the nightlife or exploring the city at

However, Naples oﬀers some vibrant areas perfect for evening exploration. The Quartieri Spagnoli (Spanish Quarters) is a lively neighborhood known for its narrow streets, bustling atmosphere, and authentic Neapolitan nightlife. Here, you can experience traditional bars, pizzerias, and small local shops where the energy of the city really comes to life. Similarly, Spacca Napoli is a historic street that cuts through the heart of the city, lined with artisan shops, churches, and cafes. It’s a perfect place for a nighttime stroll, oﬀering a mix of old-world charm and modern vibrancy.

If you're planning to explore Naples’ nightlife or travel around the city, consider using reliable transport services or taxis rather than walking through unfamiliar areas late at night. Stick to well-lit, busy streets, and always trust your instincts.

Overall, Naples is a city of immense beauty and culture, and with a little care, you can fully enjoy all it has to oﬀer safely.

ABOUT POMPEII

COMPANY BRIEFINGS

NBA5920

Business Summary Paper

Rome Luxury Suites

neighborhood, located in the heart of Rome. The four properties are Margutta 19, Babuino 181, Mario de’ Fiori 37, and Margutta 54. The company was founded in 2012 by Alberto Moncada di Paternò, who is the great-great-grandson of the original builder, Marquis Francesco Patrizi. Moncada was formerly an advertising executive in New York but is now a passionate hotelier. After working at De Beers in London and traveling extensively, he developed a love for hotels. Moncada is known for transforming historical residences into luxury accommodations by incorporating contemporary art and design. The group includes several stylish boutique hotels, each offering a unique blend of historic charm and modern Italian flair. The main price point is high-end/luxury, but two of the hotels are more mid-range.

Significant Milestones in the Company’s Development

Rome Luxury Suites was established in 2012, marking the beginning of its journey in redefining Italian luxury hospitality. The company has expanded its portfolio to includefour luxury hotels, each offering distinctive experiences and services. Notable properties include Babuino 181, which opened in April, adding to the group's collection of boutique hotels. Rome Luxury Suites has developed partnerships to offer additional services such as tours and reservations for major tourist sites, enhancing the one-of-a-kind guest experience. The group has also expanded its offerings to includetwo Italian restaurants, EMME and Da Mariolino, as well as the Babuino Terrace, enriching the guest experience with authentic Italian dining.

Current Ownership Structure and Management Structure

Rome Luxury Suites is ownedand led by Alberto Moncada di Paternò. According to LinkedIn, Betty Curiel is currently listed as the Resident Manager, Debora Lima as the HR Manager, and Tolga A. as the Luxury (Digital Marketing) Consultant of Rome Luxury Suites. This team oversees the daily operations and strategic direction of the hotel conglomerate, ensuring the delivery of luxury hospitality services for all the properties.

Olivia Johnson (oj46) Maximilian Heering (mth93)

Customers/Competitors

Rome Luxury Suites primarily caters to high-end travelers seeking unique, luxurious experiences in Rome. These include international tourists and business travelers looking for boutique accommodations with a local feel. Competitors include other luxury boutique hotels in Rome, such as Hotel Hassler and Bulgari Hotel Rome. The market is also influenced by larger luxury hotel brands expanding into Rome.

Macro Environment

Rome has seen significant growth in tourism, with the city ranking second globally for attracting new luxury hotels in 2023. This growth is driven by international travel and major cultural events. Italy's stable economic environment and strategic investments in tourism have supported the hospitality sector's expansion. There is a trend towards luxury and boutique accommodations, with a focus on unique experiences and personalized services.

Business Environment

The luxury hotel market in Rome is highly competitive, with both local boutique hotels and international brands competing for high-end clientele. The city's tourism policies and investments in infrastructure support the growth of luxury hotels. The use of technology to enhance guest experiences and manage operations is becoming increasingly important in the hospitality sector.

Overall, Rome Luxury Suites operates ina vibrant and competitive market, leveraging its unique blend of history and modernity to attract discerning travelers desirous of a high-end, unique experience.

References

Facebook. (n.d.). *Owner Alberto Moncada and the team are thrilled to welcome you back to EMME Restaurant*. https://www.facebook.com/RomeLuxurySuites/posts/owner-alberto-moncada-and-theteam-are-thrilled-to-welcome-you-back-to-emme-rest/3416121481781035/

Hotelier International. (n.d.). *The best career advice*. https://hotelierinternational.com/the-best-careeradvice/

LinkedIn. (n.d.). *Rome Luxury Suites | LinkedIn*. https://www.linkedin.com/company/rome-

luxury-suites/

Instagram. (2025, March 14). *Da Mariolino is a great restaurant...* [Instagram post].

Facebook. (2025, January 30). *A Gourmet Breakfast Stay in one of the beautiful luxury suites...* [Facebook post].

Tripadvisor. (2024, November 14). *BABUINO 181 TERRACE, Rome - Restaurant Reviews &

Phone Number*.

OpenTable. (2024, October 6). *Babuino Terrace, Roma, Città metropolitana di Roma Capitale*.

TravelAge West. (n.d.). *Margutta 54 Rome Luxury Suites – Rome, Italy Hotels*.

Glitz. (2024, May 29). *Italy: Fendi's VIP veteran Gabriella Moncada di Paternò jumps ship*.

Forbes. (2022, January 16). *Discover one of Rome's most fabled streets and its cool insider stays*.

Katie Parla. (2010, September 12). *Hotel Review: Rome's Babuino 181*. https://katieparla.com

Rome Luxury Suites Group. (n.d.). *Official Website*. https://www.romeluxurysuites.com

Hotels.com. (n.d.). *Margutta 54 Luxury Suites, Rome: Hotel Reviews, Rooms & Prices*.

Michelin Guide. (n.d.). *Margutta 19 - Rome - Book a MICHELIN Guide Hotel*.

Travel Weekly. (n.d.). *Margutta 54 Rome Luxury Suites – Hotels – Travel Weekly*.

Yelp. (n.d.). *The Best 10 Restaurants near Via del Babuino 9, Rome*.

CNN Travel (via Globe Aware). (n.d.). *Italy missing American tourists this summer*.

https://www.globeaware.org

Business Travel News. (n.d.). *Margutta 54 Rome Luxury Suites – First Class Rome, Italy Hotels*.

EMME Restaurant. (n.d.). *Best local restaurant in Rome*. https://www.emmerestaurant.com/

Feudi di San Gregorio: Guardian of Irpinia’s Wine Legacy

Cultivating a New Community Ecosystem to Preserve a Millennial-Old Heritage.

Overview

"Acidity is the backbone of wine, its perspective. Irpinian grapes are naturally rich in it, and we have fully embraced it in our winemaking processes." - P. Sirch

Irpinia, a mythical land nestled in the heart of Campania, has been renowned for its exceptional viticultural potential since ancient times. Situated between 300 and 750 meters above sea level, this breathtaking region, with its rolling hills and winding rivers, is home to native grape varieties that are not only preserved but also celebrated and shared with the world. Feudi di San Gregorio, a relatively young wine producer, has quickly established itself on both the national and international stages through its distinctive approach to winemaking. Rather than chasing trends or predefned tastes, the winery's philosophy centers on fully expressing the authentic favors and character of its unique terroir and indigenous cultivars, creating wines that are true to the land they come from.

Company History

Pellegrino Capaldo, born in Atripalda in the province of Avellino, was a distinguished banker, economist, and university professor. Beyond his fnancial and academic accomplishments, he was also a visionary entrepreneur. In 1986, following the devastating earthquake in Irpinia, Capaldo set out to transform Southern Italy's winemaking industry with an international perspective. This vision led to the founding of Feudi di San Gregorio in Sorbo Serpico, marking the beginning of a new era for Campanian viticulture.

His innovative approach focused on promoting and refning native grape varieties such as Greco, Fiano, and Aglianico. By integrating research and technological advancements with traditional winemaking practices, Feudi di San Gregorio quickly became a benchmark for quality wines from Southern Italy.

In 2004, Feudi di San Gregorio inaugurated a new state-of-the-art winery, embodying its vision of blending tradition with contemporary innovation. This success inspired the Capaldo family to explore winemaking beyond Irpinia, leading to the creation of Tenute Capaldo, a network of wineries, each dedicated to producing outstanding wines while respecting their respective terroirs. This group includes:

- DUBL – A pioneering project in Campania producing sparkling wines using the Metodo Classico from native grape varieties.

- Campo alle Comete – A winery in the renowned Bolgheri region of Tuscany, blending tradition with modern elegance.

- Basilisco – An organic winery located on the volcanic slopes of Mount Vulture in Basilicata.

- Sirch – A winery in the stunning Colli Orientali del Friuli, known for its refned white wines.

All of these estates uphold the founding principles of Feudi di San Gregorio: innovation, sustainability, and respect for the land.

Beyond winemaking, the group also operates two restaurants: San Gregorio, located within the winery, offering an immersive gastronomic experience; and Marennà Assaggi, a sophisticated dining venue situated inside Naples’ Capodichino Airport, bringing Feudi di San Gregorio’s excellence to a broader audience.

Through Feudi di San Gregorio and Tenute Capaldo, the Capaldo family has successfully championed the revival and global recognition of Southern Italian wines while continuously expanding their infuence across Italy’s diverse winemaking landscapes.

In 2009, Pellegrino Capaldo's son, Antonio Capaldo, followed in his father’s entrepreneurial footsteps, leaving a successful career in investment banking and management consulting to take over the family’s Irpinian winery. His leadership has further strengthened Feudi di San Gregorio’s global presence and commitment to excellence.

Currently, Feudi di San Gregorio manages 300 hectares of vineyards spread across more than 800 plots. Each plot has been meticulously studied to enhance its unique characteristics, ensuring biodiversity and the production of exceptional crus. With an annual production of approximately 3.5 million bottles, the winery continues to elevate the reputation of Campanian wines on the global stage.

Today, the winery generates over €30 million in revenue, exports to more than 50 countries, and has attracted capital investments exceeding €80 million.

Ethics and Sustainability

Preserving the Land & Vine Heritage

Feudi di San Gregorio is deeply committed to the protection and regeneration of Irpinia’s viticultural heritage. Through collaborations with Marco Simonit and Pierpaolo Sirch, renowned "vine whisperers," the winery has worked to safeguard and study ancient vineyards, some dating back over 200 years. With over 15 years of research alongside Professor Attilio Scienza from the University of Milan, Feudi di San Gregorio has led genetic studies on historic vines, resulting in the revival of unique varietals such as Sirica and the production of exceptional wines like Serpico, sourced from centuries-old Aglianico vines.

The winery has also expanded its land holdings to protect these rare vineyards, notably the Serpico garden vineyard, where over two hundred pre-phylloxera vines continue to thrive. This commitment to heritage preservation ensures that Irpinia’s viticultural identity is honored while paving the way for future innovation.

Sustainable Agriculture & Environmental Responsibility

Located in the rugged yet fertile landscapes of Irpinia, Feudi di San Gregorio has embraced a holistic approach to sustainability. The winery’s vineyards, situated between 350 and 700 meters above sea level, are cultivated using permaculture principles and regenerative soil techniques. These methods allow for the coexistence of vineyards with diverse plant species (they also cultivate a diverse array of high-quality fruits and vegetables alongside its historic vineyards), fostering a balanced ecosystem. The winery applies soft pruning techniques developed by Simonit & Sirch to preserve the identity of its historic vines. This method, applied to both ancient and new plantings, ensures the long-term health and productivity of the vineyards while maintaining their genetic integrity.

The winegrowing protocol, developed in collaboration with leading research institutes, prioritizes biodiversity, precision agriculture, and resource effciency. The use of chemical herbicides has been completely eliminated, replaced with mechanical weeding and organic fertilizers derived from composted agricultural by-products. A network of ten cutting-edge agro-meteorological stations, utilizing predictive modeling, has been deployed to monitor and control vineyard diseases, reducing the need for phytosanitary treatments.

Water conservation is another critical focus. A biological water purifcation system ensures the safe treatment and reuse of wastewater, while energy effciency measures—including photovoltaic panels supplying 40% of the winery’s energy needs—help minimize environmental impact. Packaging is sourced from certifed sustainable suppliers, and ongoing initiatives aim to achieve climate neutrality.

Social & Cultural Commitment

Beyond environmental sustainability, Feudi di San Gregorio actively invests in cultural and social regeneration. As a Beneft Corporation (B Corp), the winery is committed to enhancing the beauty and vitality of Irpinia’s landscape and community. It fosters close relationships with local growers, encouraging sustainable practices through knowledge-sharing and support programs. Additionally, the winery promotes artistic collaborations, such as Pietro Ruffo’s work displayed at the estate, and contributes to cultural initiatives like the San Gennaro Foundation in Naples.

In alignment with the United Nations Sustainable Development Goals (SDGs), Feudi di San Gregorio joined the UN Global Compact in 2023, reinforcing its commitment to ethical business practices, labor rights, and environmental stewardship.

Research & Innovation for a Sustainable Future

Scientifc research plays a pivotal role in Feudi di San Gregorio’s sustainability efforts. The winery collaborates with institutions such as the University of Naples "Federico II" to develop sustainable cultivation models, particularly for the Greco grape variety. Through projects like "I Patriarchi" (2001-2010), extensive DNA studies of pre-phylloxera vines have led to their preservation and reproduction, ensuring the longevity of Irpinia’s unique viticultural heritage.

Another key initiative, the "Grease Project," launched in 2019, focuses on adapting viticultural practices to climate change while maintaining the distinct character of Greco wines. The winery also employs advanced data-driven tools like Agrigenius software, which processes meteorological data to predict vineyard health trends and optimize protective interventions.

Orto di San Gregorio: A Model for Regenerative Agriculture

Founded in 2019, the Orto di San Gregorio exemplifes Feudi di San Gregorio’s commitment to sustainability and circular economy principles. Located opposite the winery, this threehectare organic garden cultivates native vegetables from heirloom seeds collected from local farmers. These crops supply the San Gregorio Restaurant and form the basis of a gourmet product line, including broccoli and eggplant pâtés and tomato sauce, produced in collaboration with local businesses.

The garden also plays a key role in waste reduction, converting organic kitchen waste into compost and integrating sustainable farming techniques. Since 2023, employees have had access to fresh, high-quality produce from the garden, further strengthening the connection between the winery and its community.

Strategy

Archeological Winemaking:

at the Intersection of Heritage and Biogenetic Research

Wine is not merely a product—it is a testament to life on a territory. Every wine speaks of the hills from which it originates, telling stories of the people who have cultivated it for generations. FeudiStudi wines stem from an aspiration to share these stories through Pierpaolo Sirch’s uncompromising winemaking and aging choices, highlighting the richness of the most expressive vineyards. Each year, vineyards are selected from 700 plots based on the vintage, producing unique, limited-edition wines (approximately 2,000 bottles) that are not sold through traditional channels.

For this exclusive line, a bottle inspired by the frst Bordolesi of the 17th century was chosen, beginning with two iconic Fiano vineyards. Over time, the selection expanded to include select Greco and Aglianico vineyards, further enriching the project. Another distinctive element is Sirica, a variety that had disappeared before Feudi di San Gregorio rediscovered and vinifed it in its pure form.

The commitment to historical preservation extends beyond the vineyards. Feudi di San Gregorio leads the Pompeii Winemaking Project, an initiative ensuring the continued cultivation of ancient vines within the Archaeological Park of Pompeii. Nearly 6 hectares of vineyards are managed, using a selection of ancient vines that grew in these areas until the eruption of Vesuvius in 79 AD, like Piedirosso, Caprettone, Fiano, Coda di Volpe, and Greco di Tufo, employing modern techniques while respecting the historical winemaking traditions of the region. This groundbreaking project preserves viticultural heritage while contributing to archaeological research.

Feudi di San Gregorio not only implements sustainable practices but also communicates the richness of its terroir through experimental wines and scholarly publications. Since launching the FeudiStudi project in 2012, small-batch wines and a scientifc publication series on DOCG wines, curated by esteemed journalist Paolo De Cristofaro, have been produced.

In 2020, the frst two e-books on Irpinia and Taurasi were published on Amazon. By 2023, the last two volumes, dedicated to Greco di Tufo and Fiano di Avellino, were completed and translated into English. In 2024, these four e-books will be widely distributed, supported by a communication plan to promote the project both in Italy and internationally. Engagement extends beyond publications: in 2022, the Almanacco Sintetico was produced and distributed to wine enthusiasts worldwide, accompanied by major tasting events in Italy and London at Club 67 Pall Mall.

The Art of Winemaking

Feudi di San Gregorio’s unwavering commitment to integrity and excellence is refected in its strategic decision to collaborate with renowned artists, guided by the cornerstone belief that a bottle of wine and a work of art share the same creative process. This philosophy is embodied in the winery’s distinctive label designs, which set the brand apart from conventional wine aesthetics. Inspired by ancient mosaics, these labels create a visual language that is both unmistakably unique and deeply rooted in regional heritage, reinforcing the winery’s identity while making its bottles instantly recognizable.

This dedication to artistry has led to long-standing collaborations with some of the world’s most esteemed designers. In 2001, Massimo Vignelli redefned Feudi di San Gregorio’s visual identity, crafting labels that blend modern elegance with historical symbolism. His intricate use

of color palettes, mosaic patterns, and gold accents not only honors the winery’s origins but also establishes a contemporary and sophisticated brand presence. Vignelli’s infuence extends beyond labels to winery interiors, publications, and packaging, ensuring a cohesive and timeless aesthetic.

Another groundbreaking project came in 2016 with Fabio Novembre’s DUBL bottle design, inspired by Pope Gregory I. Novembre’s interpretation—featuring three bands reminiscent of the Papal tiara—infuses the bottle with deep historical meaning, reinforcing Feudi di San Gregorio’s connection to cultural heritage.

The winery’s commitment to the intersection of art and winemaking extends even further, as seen in its architectural collaborations with Hikaru Mori and Maurizio Zito, who designed a state-of-the-art winery that harmonizes with the surrounding landscape. Additionally, the renowned photographer Mimmo Jodice has captured the soul of Feudi di San Gregorio through a permanent installation, culminating in a limited-edition release of Serpico 2010, with proceeds benefting social initiatives in Naples’ Rione Sanità.

Ancient Roots, Shared Harvest: Cultivating Today for Empowering Tomorrow

Feudi di San Gregorio is committed to revitalizing Irpinia through wine tourism and cultural initiatives. Tailored itineraries introduce visitors to the region’s natural landscapes, historical sites (such as the Abbey of Goleto and Norman castles), and biodiversity. Tourism offerings include foraging experiences, excursions with local producers, and curated wine experiences.

At the heart of Feudi di San Gregorio’s commitment to social responsibility is a collaborative vision that actively engages key stakeholders within the local community. As a leading force in the Consorzio di Tutela Vini d’Irpinia, the company plays a pivotal role in initiatives that support and preserve the region’s winemaking heritage. It also collaborates closely with local administrations and associations, fostering projects that contribute to cultural, economic, and environmental sustainability.

In particular, Feudi di San Gregorio is deeply involved in supporting cultural and recreational initiatives in Sorbo Serpico, the town where its headquarters are based. The winery's dedication extends beyond viticulture, embracing the well-being of the local community through impactful health programs. One of its most signifcant commitments is the Carovana della Prevenzione, a national traveling initiative led by Komen Italia to promote women’s health. This program provides free breast cancer screenings for women in both the Feudi di San Gregorio Community and the Municipality of Sorbo Serpico, ensuring greater accessibility to essential healthcare services.

Recognizing the importance of preventative healthcare for all, Feudi di San Gregorio also promotes prostate cancer screening, offering free check-ups to all men over 50 within its community. This initiative reinforces the company’s belief that corporate responsibility extends beyond industry and into the lives of those who contribute to its success.

In March 2024, Feudi di San Gregorio’s dedication to preserving historical viticulture was internationally recognized with the Old Vine Hero Award, an esteemed accolade celebrating its role as one of the world’s most active companies in safeguarding ancient vineyards. This honor underscores the winery’s relentless pursuit of excellence—not only in winemaking but also in its cultural, social, and environmental impact.

Mindful Sourcing: Building a Responsible Supply Chain

Relationships with grape suppliers are fundamental to preserving Irpinia’s agricultural heritage. In 2023, the network expanded to 200 suppliers, many of whom cultivate small, generational vineyards. To ensure stability and prevent land abandonment, multi-year contracts were introduced, guaranteeing 100% purchase of harvests at pre-agreed prices. This initiative, launched in 2021 post-COVID, now extends to fve-year agreements.

Supporting grape suppliers goes beyond economic considerations; it’s also about providing education and training to help them navigate the growing challenges of vineyard management brought on by climate change. To address this, the company regularly organizes pruning courses that share valuable knowledge gained through hands-on experience and collaboration. This initiative not only focuses on technical skills but also fosters a sense of community, connecting suppliers to the broader network within the company.

The company has made signifcant strides in redesigning its packaging to reduce its environmental impact. Most boxes have been lightened, made exclusively from recycled or FSC-certifed cardboard, and nearly all varnishes have been eliminated. For the 750 ml Passion Oak bottles, a supplier has been chosen that uses approximately 90% recycled glass. As part of the rosé wine relaunch, the company rethought the bottle production process, eliminating the frosting step. Additionally, Feudi di San Gregorio encourages customers to reuse wooden crates and offers creative suggestions for repurposing them. Looking ahead, the company is committed to further reducing the environmental footprint of its materials over the next two years.

Market Overview and Future Challenges

The global wine industry is currently facing a confuence of challenges and opportunities that are reshaping its landscape.

Climate change is increasingly affecting the global wine industry, with small producers being particularly vulnerable to its impact. Shifting weather patterns, unpredictable frosts, and extended droughts have started to threaten traditional viticulture, especially in regions like Campania, where Feudi di San Gregorio operates. The winery has taken proactive steps to protect its growers through sustainable practices, such as water management programs and crop diversifcation, but these efforts may not be enough to shield them from more extreme environmental degradation. If severe climate changes persist, these small producers could face devastating losses, and the cost of adapting could outpace their ability to recover.

Alongside climate challenges, evolving consumer preferences are shaping the industry. The rise of no- and low-alcohol wines is gaining momentum as health-conscious trends lead consumers toward lighter, less caloric alternatives. This shift presents a potential opportunity, but for a winemaker like Feudi di San Gregorio, it could be a traumatic challenge. Meeting the demand for no- and low-alcohol wines might require signifcant adjustments to production processes, potentially compromising the quality and character of the wines—a trade-off that Feudi would fnd diffcult to accept. For a winery that prides itself on expressing the full richness of its terroir, reducing alcohol content could undermine the very essence of its product, a compromise that runs counter to their commitment to excellence.

However, just as the industry adapts to these changes, external factors like the new Trump tariffs on European wines are adding complexity to the market. The imposition of higher taxes on imports to the U.S. threatens to disrupt the international trade fow, forcing producers to rethink pricing strategies and explore new ways to maintain competitiveness in one of their largest export markets. At the same time, emerging markets in Asia and Africa offer exciting growth opportunities, with a rising middle class showing increased interest in wine. Tapping into these regions requires wineries to adjust their marketing strategies and product offerings to suit local tastes and preferences, but it also presents a promising future for those ready to embrace the challenge. In this dynamic environment, the wine industry must balance innovation, sustainability, and global market trends to ensure long-term success.

Pasta Rummo: There are no shortcut

How to produce high quality pasta in Italy while maintaining competitive prices and expanding internationally.

Overview

For over 175 years, Pasta Rummo has been a symbol of quality, resilience, and innovation in Italian pasta-making. Founded in 1846 in Benevento, the company has managed to thrive in a competitive industry while remaining true to its heritage. With the introduction of its patented Lenta Lavorazione® method, Rummo has set a new standard for pasta quality, ensuring a product that remains frm to the bite and rich in favor. Despite facing signifcant challenges, including a devastating food in 2015, Rummo has continuously adapted, leveraging both tradition and cutting-edge technology to maintain its leadership in the premium pasta segment.

Company History

Pasta Rummo's story began in 1846 when Antonio Rummo established a wheat milling and pasta production business in Benevento, using grains transported by his three horses, Bruto, Bello, and Baiardo. These horses, now iconic, are featured on every package of Rummo pasta, symbolizing the company's long-standing commitment to quality.

By 1935, Rummo had evolved into a joint-stock company and moved to Via dei Mulini, a historic location in Benevento. In 1991, the company ceased milling operations to focus entirely on pasta production, inaugurating a modern pasta factory in Contrada Ponte Valentino.

A turning point came in 2005 with the introduction of Lenta Lavorazione® ("Slow Processing"), a proprietary method that emphasizes slow, careful production techniques to enhance pasta texture and resilience.

In 2010, Legambiente—the largest environmental organization in Italy—recognized Rummo’s commitment to sustainability by awarding it the Premio all’Innovazione Amica dell’Ambiente for successfully reducing CO₂ emissions by 30%.

Happy days took a break in 2015, when a catastrophic food severely damaged the Rummo factory, disrupting operations. However, a massive outpouring of support from the Italian public, fueled by the viral hashtag #SaveRummo, helped the company recover and rebuild stronger than before.

Celebrating its 175th anniversary in 2021, Rummo received a commemorative stamp from the Italian Ministry of Economic Development, recognizing its contributions to Italian culinary heritage).

“From our starting point as a regional business, we have expanded throughout Italy to become one of the leading players in the premium segment. We have stepped up our exports a lot too, and now reach 62 countries worldwide, the most important of which are France (where we rank second in the sector nationally, and frst in terms of supermarkets in the Paris region), and Switzerland, where we rank second, after Garofalo. Rummo emerged as Italy’s favorite premium pasta brand in 2020.” - Claudia Nicora, Financial Controller at Rummo.

Rummo’s success is not confned to Italy; the brand has seen signifcant growth in international markets. By 2023, 40% of the company’s turnover came from exports, with the United States, France, and Switzerland emerging as top markets. In the U.S., Rummo became the fastestgrowing premium pasta brand of the year, further cementing its reputation for excellence beyond its home country.

With exports reaching over 60 countries and an annual production capacity of 75,000 tonnes, the company continues to expand its global footprint while preserving its commitment to quality.

In 2023, Rummo recorded an impressive €220 million turnover, refecting a 17% growth from the previous year. To sustain this momentum, the company announced a €51 million investment plan, aimed at enhancing production capacity and logistics effciency. This investment includes the construction of a new 10,000 square meter production facility, the addition of two new production lines, and the expansion and modernization of warehouse and logistics operations. Over €30 million of this investment was funded through support from the Italian Ministry of Enterprises and Made in Italy, with €18 million in subsidized loans and €12 million in non-repayable grants, underscoring the strategic importance of Rummo’s expansion in the national and global pasta industry.

The company is structured as a group consisting of Rummo S.p.A., Pasta Castiglioni S.r.l.—a wholly-owned subsidiary—and two foreign branches, one in France (Lion) and one in the United States (NY). According to fnancial controller Claudia Nicora, Rummo approaches its business as a unifed entity, analyzing and optimizing its global performance across different markets. This integrated perspective allows the company to manage its sales, production, and supply chain operations with heightened effciency, ensuring consistent quality and fnancial stability on an international scale.

Ethics and Sustainability

Product Quality

At the heart of Rummo's philosophy is its commitment to quality and sustainability, encapsulated in the Lenta Lavorazione® method. Unlike mass-production techniques that

prioritize speed and effciency, this approach emphasizes slow kneading, precise drying, and rigorous quality testing, ensuring a pasta that holds its shape and texture even after cooking.

Key principles of Lenta Lavorazione® include:

- Premium Ingredients: Rummo selects only the fnest high-protein durum wheat, ensuring a superior gluten structure.

- Gentle Kneading: The dough is slowly worked to develop optimal elasticity.

- Bronze Die Extrusion: Traditional bronze dies give the pasta a rough, porous texture, allowing sauces to cling perfectly.

- Controlled Drying: Each shape undergoes a customized drying process to preserve favor and consistency.

- Rigorous Quality Testing: Every batch is tested using a dynamometer, an instrument that measures pasta frmness, making Rummo the only Italian pasta certifed to remain al dente after cooking.

The company’s push for sustainability also includes a focus on responsibly sourced wheat. Since 2020, Rummo has partnered with Coldiretti to use exclusively 100% Italian wheat, ensuring a minimum protein content of 15% while eliminating pesticide use. This decision not only improves the nutritional value of the pasta but also strengthens local agricultural networks, reducing environmental impact by shortening the supply chain.

Energy sources and product after life

But Rummo’s dedication to sustainability extends beyond its pasta-making process. Over the years, the company has taken signifcant steps toward reducing its environmental footprint. A commitment to water conservation has led to improved production techniques that minimize waste, while energy effciency has been a major focus, with the company investing in renewable energy sources. In 2009, Rummo installed a trigeneration plant, supplying nearly 80% of its energy needs and reducing CO₂ emissions by more than 30%, achieving remarkable effciency gains with 44% electrical effciency and 37% thermal effciency, while preventing the consumption of over 1,430 tons of oil per year . Though this facility was severely impacted by the 2015 food, Rummo has continued its mission to transition toward fully renewable energy sources, with the ambitious goal of becoming the frst pasta manufacturer to operate with zero emissions.

Moreover, for more than a decade, Rummo has collaborated with specialized external companies for the responsible disposal of industrial waste. Organic waste, including fresh and

dry pasta scraps, is redirected to the livestock sector, ensuring that byproducts are repurposed sustainably. Meanwhile, packaging materials—such as plastics and secondary cardboard packaging—are carefully sorted and sent to recycling companies that adhere to high environmental standards. This systematic approach not only reduces waste but also reinforces Rummo’s commitment to a circular economy, ensuring that every aspect of production aligns with sustainable best practices.

In response to growing consumer demand for eco-friendly packaging, Rummo introduced fully recyclable paper packaging in 2021, replacing traditional plastic. This initiative refects the company’s broader commitment to reducing waste and promoting environmental responsibility, reinforcing its position as a forward-thinking leader in the pasta industry

Through a holistic approach that integrates sustainable wheat sourcing, energy effciency, and innovative packaging solutions, Rummo continues to set new standards in responsible pasta production. By investing in long-term ecological solutions, the company is ensuring that its legacy of quality and craftsmanship is not only preserved but also aligned with the needs of an evolving world.

Products

Rummo offers a diverse range of pasta products, combining tradition with innovation to meet a variety of dietary needs and culinary preferences.

The Classic Line includes traditional pasta shapes like Spaghetti No. 3 and Penne Rigate No. 66, crafted using the patented Lenta Lavorazione® method, which ensures superior texture and resilience during cooking.

Recognizing the growing demand for dietary alternatives, Rummo introduced the Gluten-Free Line in 2015, using a carefully developed blend of non-GMO white and yellow corn and brown rice, processed through the Steam Processing Method to achieve a texture remarkably similar to traditional pasta.

The Whole Wheat & Organic Lines, launched in 2020, use 100% Italian grain whole wheat, catering to health-conscious consumers who seek higher fber content without sacrifcing favor and consistency.

Expanding beyond traditional semolina pasta, Rummo also offers the Legume Pasta Line, made from chickpeas, lentils, and peas, providing a protein-rich, gluten-free alternative.

Another specialty is Rummo’s Egg Pasta Line, made with fresh eggs and premium durum wheat semolina, delivering an authentic taste reminiscent of homemade Italian pasta.

In response to evolving consumer preferences, Rummo introduced its Gnocchi Line, made exclusively from 100% fresh Italian potatoes, avoiding the use of dehydrated potatoes—a pioneering choice in the industry. Launched post-pandemic, this category has seen a 30% increase in demand, proving its popularity among consumers seeking high-quality, fresh ingredients.

The Artisanal Line focuses on premium, slow-dried pasta cuts, created with the highest quality semolina to provide a unique, rich texture and favor experience.

For professional kitchens, the Professional Line is specifcally designed to maintain structure even in demanding culinary environments, such as double cooking and sautéing, making it a preferred choice for chefs and the food service industry.

Completing its offerings, Rummo also produces a Sauce and Pesto Line, featuring high-quality Italian tomato sauces and pestos, crafted with the same dedication to excellence as its pasta.

Strategy

Pasta Rummo’s longevity in a highly competitive market stems from its ability to scale production without compromising quality. Unlike many artisanal pasta brands that remain niche or industrial giants that sacrifce quality for volume, Rummo has successfully combined premium quality with large-scale production.

The key to Rummo’s affordability while maintaining its superior quality lies in its highly effcient supply chain management. Leveraging cutting-edge planning and forecasting tools, such as Board's Intelligent Planning Platform, Rummo has optimized every step of its production and distribution process. By integrating sales forecasting, cost allocation, and inventory management, the company ensures that raw materials are used effciently, waste is minimized, and production runs smoothly without unnecessary surpluses. This allows Rummo to keep costs down while maintaining the integrity of its Lenta Lavorazione® method.

Innovation plays a crucial role in Rummo’s success. The company operates its own Research & Development center and an internal training school, constantly seeking new ways to improve effciency while reducing its environmental impact. One of Rummo’s latest initiatives is the funding of research on more effcient water usage in wheat cultivation, aiming to reduce waste and improve sustainability in agriculture. Looking ahead, the company has laid out an ambitious investment plan focused on logistics and photovoltaic energy, with the ultimate goal of transitioning to 100% renewable energy sources and achieving zero environmental impact.

Through data-driven decision-making, Rummo has built a system where every element of its operation—from wheat sourcing to fnal packaging—is strategically managed to maximize effciency. This not only reduces operational costs but also ensures that customers receive high-

quality pasta at a competitive price point. Rummo’s supply chain excellence extends beyond production, as its logistics and distribution strategies enable the company to reach global markets without excessive transportation costs or quality degradation.

By maintaining this rare balance between affordability and premium quality, Rummo has solidifed its reputation as a brand that brings the excellence of artisanal pasta to everyday tables worldwide, proving that large-scale production doesn’t have to mean lower standards.

Market Overview and Future Challenges

As Rummo continues to grow, it faces both exciting opportunities and signifcant challenges. The global appreciation for high-quality pasta provides a unique chance for expansion into new markets, strengthening the brand's international presence while maintaining its signature craftsmanship. At the same time, consumer demand for sustainable products aligns with Rummo’s ongoing commitment to reducing its environmental footprint, presenting an opportunity to set new industry standards in eco-conscious pasta production.

However, navigating this path is not without diffculties. Fluctuating raw material costs and rising production expenses remain key concerns, requiring constant adjustments in procurement and pricing strategies. Logistics, too, presents an ongoing challenge, particularly as Rummo seeks to expand its distribution while ensuring that its pasta reaches consumers at peak freshness. The delicate balance between scaling production and maintaining artisanal quality also demands careful oversight, as the company refuses to compromise on the methods that have defned its reputation.

Adding to these challenges, external economic and political factors could signifcantly impact Rummo’s global strategy. The new tariffs threatened by U.S. President Donald Trump could jeopardize 11% of all Italian agri-food exports (€69 billion), with a devastating economic impact on Made in Italy excellence, including pasta. Previously, higher U.S. customs duties primarily affected cheese, cured meats, and certain alcoholic beverages. However, this time, wine, extra virgin olive oil, and pasta are also at risk, and these tariffs could remain in place for the duration of Trump's potential presidency.

Following wine, baked goods and pasta products—including pasta itself—rank among the most exported items (€805 million, or 12% of the total), along with olive oil (€670 million, or 10%). As a key player in the premium pasta market, Rummo must closely monitor these developments and adjust its strategies accordingly to mitigate potential risks.

Furthermore, competition in the pasta industry is fercer than ever, with both premium brands and budget manufacturers vying for consumer attention. While Rummo has successfully 7

positioned itself as a high-quality yet accessible option, staying ahead requires continuous innovation, marketing efforts, and consumer engagement.

E. Marinella: A Family Business Deﬁning

Neapolitan Elegance for Over a Century

Introduction

The historic E. Marinella boutique on Naples’ Riviera di Chiaia remains a modest 20-squaremeter shop – a charming salon of refnement that has changed little since its opening in 1914. Inside this tiny space, generations of the Marinella family have welcomed heads of state, royalty, and style connoisseurs with equal warmth, offering Neapolitan espresso and sfogliatelle pastries at dawn before a single tie is sold. This unassuming storefront, bathed in morning light and sea breeze, has become a symbol of timeless artisanal tradition. From its very frst days, founder Eugenio Marinella envisioned “a little corner of England in Naples,” importing fne English fabrics, perfumes, and accessories to introduce Neapolitan gentlemen to Savile Row elegance. Over the next 110 years, E. Marinella’s challenge would be to preserve this heritage of bespoke craftsmanship and intimate customer service as the business passed through four generations – all while navigating modernization and asserting its place in a global luxury market dominated by corporate giants.

Founding a Corner of England in Naples (1914)

Eugenio Marinella opened his haberdashery in Naples on June 26, 1914, just two days before the end of the Belle Époque. He was 34 years old and already a seasoned expert in men’s tailoring, determined to “change the style and way of dressing of a man of importance”. The boutique, a mere 20-square-meter space on the city’s seafront, was conceived as an exclusive Anglophile haven. As contemporary journalist Matilde Serao noted, Neapolitan dandies could fnd “articles inglesi esclusivamente modellati per la casa” – exclusively English items tailored for the shop – including Aquascutum raincoats, Floris and Penhaligon’s fragrances, Brigg umbrellas, J.&W. Dawson shoes, and of course, neckties and shirts. Every detail of the store evoked British style; even the interior fttings were imported from England. Eugenio’s aim was not simply to sell goods, but to cultivate an atmosphere of gentlemanly elegance. The shop functioned as a social salon where relationships with clientele were paramount – a place of “availability, courtesy and respect” rather than hard sell retail. This philosophy quickly earned E. Marinella a loyal following among the Italian elite. In the shop’s early decades, Naples’ high society strolled the Riviera di Chiaia and stopped in to order perfect, starched bespoke shirts and ties, which became essential for black-tie events. Despite two World Wars and economic tumult, the little boutique survived as a beacon of refned taste. Eugenio’s focus on quality and personalized service made his name synonymous with sartorial excellence. By mid-century, an E. Marinella cravat had become a quiet status symbol for Italy’s aristocracy and infuential fgures. In fact, after World War II, Italy’s frst president, the Neapolitan Enrico De Nicola, began the tradition of presenting visiting dignitaries with boxes of Marinella ties – each set containing fve handmade cravats in varied patterns. This custom of statesmen gifting Marinella ties continued for decades, later embraced by presidents like Francesco Cossiga and even Prime Minister Silvio Berlusconi. Such gestures effectively turned Italy’s leaders into

informal brand ambassadors, spreading Marinella’s reputation far beyond Naples. By the 1960s, the distinctive handmade ties had graced the necks of John F. Kennedy and other occupants of the White House, as well as members of the French Élysée – global testimony to the little shop’s outsized infuence.

Generational Succession and Continuity

Eugenio Marinella ensured that his family would carry on his legacy. In his later years, Don Eugenio insisted that his young grandson, Maurizio, spend time each day in the shop to “breathe its air.”

From the age of eight, Maurizio’s after-school routine was not playtime but shadowing his elders behind the counter. In this way he absorbed a dual inheritance: from his grandfather, he learned the old-world art of building personal relationships with clients, and from his father, Luigi, he learned how to steward the business through modern challenges like Italy’s post-war economic boom. Luigi Marinella (Eugenio’s son) had succeeded the founder in the mid-20th century and maintained the house’s uncompromising standards through the changing times. He continued to source the fnest fabrics directly from England – fying to London to select silks for ties and shirtings – and he kept E. Marinella’s operations deliberately small and exclusive. For 85 of the company’s frst 110 years, the entire business was just that single Naples shop run by the family. Luigi, like his father, resisted any temptation to industrialize or franchise the brand. This restraint, while limiting growth, preserved Marinella’s aura of exclusivity. As the family later put it, they “never wanted to transform the name into a great trademark,” preferring to keep the image of a “small shop that today, as in 1914, offers quality products in a discreet and convivial yet informal atmosphere.”

The continuity of this ethos across generations was a point of pride: a Marinella client in the 1970s would receive the same personal touch and handcrafted quality that his grandfather did in the 1920s. By the late 1970s, leadership had fully passed to Maurizio Marinella, Eugenio’s grandson, marking the third generation. Maurizio inherited not only the shop keys but also a treasure trove of goodwill and tradition – as well as the challenge of keeping the business relevant in an era of globalization and fast fashion. He often recalls asking his father Luigi why, while his friends played soccer, he had to work in the shop; Luigi replied that it was “more important for me to breathe that atmosphere made of fabrics and crafts”. Imbued with this sense of duty, Maurizio became the indefatigable ambassador of the Marinella brand, determined to expand its reach without diluting its soul. He understood that growth would have to come through exceptional service and networking rather than advertising or mass production. In the early years of his tenure, the business had slipped into gentility and relative stagnation – it was beloved, but largely local. So Maurizio hit the road with suitcases of ties, staging private trunk shows across northern Italy’s palazzi and elite clubs (an effort enabled by

his aristocratic contacts). He personally delivered ties to VIP clients beyond Naples; in one anecdote, he returned home with his car stuffed full of gourmet pasta and sauces given by a grateful customer – the scion of the Barilla family – as an apology for having ordered “only” 70 ties. These colorful episodes underscored Maurizio’s fair for relationship-driven sales. Through the 1980s, he steadily grew Marinella’s clientele in Italy and abroad by treating customers as part of an extended family. “Our customers come not only to buy a tie, but to talk about social and political events or just to spend time with us,” Maurizio explained of his daily 6:30 a.m. openings. “We love that they feel at home in our store… The customer is a friend.”

This almost club-like bond engendered ferce loyalty. Even as the name “Marinella” quietly spread through diplomatic circles and boardrooms worldwide, the experience at 287 Riviera di Chiaia remained as intimate as ever. Critically, Maurizio balanced expansion with restraint. “Growth can kill,” he would warn his son in later years. He was determined that any growth must be consistent with Marinella’s identity. Indeed, for decades Maurizio refused to open additional boutiques, not wanting to jeopardize the mystique of the original. An illustrative moment came in the 1980s when a young New York real estate developer – Donald Trump –invited the Marinellas to open a store in Trump Tower. Trump offered a prime location on the skyscraper’s top foor, envisioning a Manhattan outpost of the Neapolitan shop. After careful consideration, Maurizio and his father Luigi turned him down. They famously asked themselves how they could possibly bring their Neapolitan seamstresses “up there” to New York, fearing that recreating their handcrafted production abroad would be impossible. As Alessandro Marinella (Maurizio’s son) later recounted, Luigi concluded that “we must show the world that great things can be done not only starting from Naples, but especially by staying in Naples”. That decision encapsulated the family’s philosophy: their strength lay in their roots. The genius loci – the spirit of place – of Naples was integral to the ties’ charm, from the local silk workshop infused with sea air to the lively banter in the store each morning. Rather than hitch their fortunes to the glitter of Fifth Avenue, the Marinellas doubled down on home.

The Little Shop with a Global Reputation

By the turn of the 21st century, E. Marinella had achieved a near-mythical status in menswear circles while still being run out of a single, snug boutique. The Naples shop itself became a destination for dignitaries, celebrities, and tourists seeking an authentic slice of Italian heritage. Its green awning and marble doorway belie the sartorial treasures and history within. Framed letters of gratitude adorn the cream-colored walls – one from Hillary Clinton thanks Maurizio for a tie gifted to President Bill Clinton, and another from a U.S. Ambassador notes a Marinella tie worn by President George H.W. Bush. Photographs and press clippings chronicle visits from the likes of Prince Albert of Monaco, Luca di Montezemolo, Luchino Visconti, and even Hollywood fgures. (Legend has it that actor Totò and director Vittorio De

Sica were regular patrons in the mid-20th century.) Every Neapolitan knows that if you arrive at Marinella at dawn, you might bump into local aristocracy or an international statesman sipping coffee as they select silk neckties. Over time, the shop’s clientele transcended generations and geographies. All 12 post-war Italian presidents have worn Marinella ties, and many helped popularize the brand by gifting them: Giorgio Napolitano continued the practice begun by De Nicola, and even non-Neapolitan leaders like Silvio Berlusconi adopted Marinella ties as an emblem of Italian diplomacy. Across the Atlantic, U.S. presidents from Kennedy to Obama have owned Marinella ties – President Obama, unable to visit in person, famously emailed his measurements to Naples. British royalty too have patronized the house: in 2017, Camilla, Duchess of Cornwall (now Queen Camilla) visited the Naples shop and chose an archival 1948-pattern tie for her husband Prince Charles, which he has been spotted wearing on multiple occasions. These organic endorsements gave Marinella an allure that no marketing campaign could manufacture. The brand became known as “the tie of Presidents,” and owning a Marinella was a quiet hallmark of power and taste. And yet, throughout this rise, the family strove to keep the business grounded. The Riviera di Chiaia boutique remained the heart and soul of E. Marinella. “If the small shop in Naples is, today as yesterday, a meeting place of elegant people from all over the world, it is thanks to three Marinella generations that never wanted to turn the name into a big brand,” one company chronicle declares. Indeed, visiting the shop in the 2010s one would still often be greeted by Maurizio Marinella himself, impeccably dressed and unfailingly gracious. He might pull from behind the counter a dusty leather ledger to show a curious tourist the handwritten order of the Duke of Windsor, or cheerfully offer a waiting customer a second espresso and a chat about local politics. This human touch – the sense that every visitor is a valued friend – created an experience no department store or luxury chain could replicate. Lines would form out the door during the Christmas season, as Neapolitans and international devotees alike queued for hours to buy gifts. Ever the consummate host, Maurizio made sure those waiting were comfortable: during the holiday rush, he serves customers in line coffee and sfogliatelle as they wait, continuing a tradition of hospitality that underscores the brand’s identity. While the boutique’s ambience stayed steeped in nostalgia, behind the scenes the Marinellas gradually took steps to share their products with a wider audience – but on their own terms. After 2000, with demand growing worldwide, the family cautiously expanded beyond Naples for the frst time in the company’s history. They chose to open only a handful of boutiques in select cities, often partnering with like-minded retailers. By 2015, E. Marinella had established small boutiques in Milan, Rome, Turin, London, and Tokyo, all under family supervision. The London shop in the venerable Burlington Arcade, for example, allowed English gentlemen to buy Marinella ties locally – and even there, the staff noted, the valets of the British royal household would occasionally stop in to pick up ties on behalf of Prince Charles. In Tokyo, the brand found a natural affnity with Japanese customers who appreciated fne craftsmanship and classic style; Japan quickly became Marinella’s second-largest market after Italy. Rather than pursue aggressive

franchising, the company also placed its products through a few prestigious department stores: Bergdorf Goodman in New York, Le Bon Marché in Paris, and Santa Eulalia in Barcelona, among others. In this way, Marinella ties and accessories reached global capitals while maintaining an aura of exclusivity – they were available only in the most rarifed retail settings, often in limited numbers. Crucially, all ties were still made in Naples, hand-cut and sewn each morning by a team of local seamstresses in the workshop a block from the original store. Even as E. Marinella extended its physical footprint overseas, the production remained proudly Neapolitan. This careful calibration of scale – growing just enough to serve international clients, but not so much as to outstrip the capacity of artisanal production – exemplifed the family’s balancing act.

Balancing Heritage and Modernization: The Fourth Generation

In recent years, Alessandro Marinella, Maurizio’s son and the fourth generation, has taken on the mantle as general manager of the company. By 2019, Maurizio began sharing leadership duties with Alessandro, who represents a new era with new ideas. Educated in business (with degrees from Naples and international business schools), Alessandro grew up immersed in the family trade yet initially dreamed of striking out as a chef or psychologist. Ultimately, the pull of heritage was strong: “I saw my father come home tired but always happy, and that struck me,” he recalls of realizing his passion for the business. Still in his twenties when he joined in 2017, Alessandro quickly recognized that sustaining a 100-year-old brand in the 21st century would require evolution. “With a brand that has so many years of history, it’s diffcult to innovate,” he said. “When I entered the company, I began studying our processes and saw we were very strong in retail. I worked to ensure that Marinella was not just a chain of shops, but a true brand.”

In other words, he sought to amplify the Marinella identity beyond the four walls of the boutiques, using new channels and appealing to new audiences while honoring the frm’s roots. One of Alessandro’s frst major projects was modernizing Marinella’s digital presence. In 2020, prompted in part by the COVID-19 pandemic that temporarily shuttered physical stores, E. Marinella launched its frst comprehensive e-commerce platform. For a company that had long relied on face-to-face service, this was a revolutionary shift. Alessandro assembled a young digital team and revamped operations to handle online orders – a move that proved invaluable when global travel halted. The payoff was immediate: within two years, online sales grew to roughly 20–30% of the company’s revenue. Marinella suddenly found itself shipping ties, pocket squares, and handbags to customers in places as far afeld as Malaysia and Mexico, where previously one had to fy to Italy or Japan to purchase the brand. Perhaps most encouragingly, the customer base skewed younger – the average client age fell from over 50 to under 45 as a new generation discovered Marinella through social media and the web Alessandro, an avid user of Instagram with tens of thousands of followers, often posts videos

demonstrating how to tie knots or sharing vignettes of Neapolitan artisans at work, merging storytelling with marketing. This savvy outreach has helped dispel any notion that Marinella is a stuffy, “your grandfather’s” brand. As he notes, today fewer men are obligated to wear ties, but those who do so choose them as an expression of personal style – and they value authenticity. “Precisely because the tie is no longer mandatory, those who wear one do it more consciously… and that’s an advantage for us,” Alessandro explains. In fact, despite global casualization, Marinella’s tie sales have not declined; they’ve grown. By broadening the product range and channels, the frm increased overall revenue by 50% since 2019 while ties now represent a slightly smaller portion (about 60%) of the total, down from 80% – a sign of healthy diversifcation. Under Alessandro’s infuence, the product portfolio has expanded beyond the classic tie-and-shirt offerings, always “in the sign of tradition.” The Marinella name now graces leather goods like briefcases and wallets lined with signature silk, ready-to-wear items such as unstructured Neapolitan jackets, cuffinks, fragrances, and even women’s accessories. Notably, the company introduced a women’s silk scarf line – the frst Marinella product specifcally for women – featuring prints of Naples’ landscapes and symbols, a nod to local heritage. From there, they branched into ladies’ handbags and other accessories, aiming to capture a share of the luxury market beyond menswear. These moves keep the brand relevant to contemporary luxury consumers who often look for a complete lifestyle offering. Yet the core remains ties and silk, which Alessandro calls “our DNA”. Every Marinella accessory still carries some element of the house’s identity – whether it’s a handbag in the same hue as a classic tie pattern, or a dress fabric made of the same fne silk used for pocket squares. Crucially, the Marinellas have coupled innovation with an unwavering commitment to craftsmanship. They are determined to show that modernization does not mean mass production. “For us, sartorial artisanal work is everything,” Alessandro says; in his view, many big luxury brands have co-opted the term “handmade” for marketing, while true luxury makers must be protected. In this spirit, the family took a bold strategic step: they acquired a stake in their long-time silk supplier in England. For decades, Marinella’s distinctive silk – with its rich colors and intricate foulard patterns – has been printed by Adamley Textiles in Macclesfeld, the historic silk-making district in the UK. As industry conglomerates began buying up suppliers, the Marinellas purchased 30% of Adamley to secure their supply of quality silk and to support the continuation of traditional screen-printing methods. This vertical integration ensures that Marinella ties will continue to be made with the exacting quality they require. In the tie workshops back in Naples, the processes remain labor-intensive and proudly old-fashioned: bolts of English silk are hand-cut, sewn, and folded (in 3-, 5-, 7-, or even 9-fold constructions) by experienced craftswomen, producing around 150 ties per day, each inspected to perfection. The company even maintains an archive of vintage patterns dating back generations – some customers, like Prince Charles, have chosen designs from the year of their birth. Such touches reinforce the dialogue between past and present that defnes Marinella. Another area where Alessandro has married innovation with tradition is

sustainability. Recognizing that luxury consumers increasingly value ethical and sustainable products, he sought out collaborations that align with Marinella’s ethos. In 2020, E. Marinella partnered with a young Sicilian company, Orange Fiber, to create a capsule collection of ties and pocket squares made from an innovative fabric derived from citrus waste. The concept was novel – silk-like cellulose fber spun from the by-products of Italy’s orange juice industry –but ftting for a brand from the “Land of Oranges.” The limited-run orange fber accessories were such a hit that Italy’s Ministry of the Environment purchased the entire initial stock as offcial gifts for the G20 summit. The next year, Marinella launched a line of sustainable eyewear with an Italian startup, featuring frames made of natural materials. These initiatives have earned praise and kept Marinella in the conversation about contemporary luxury, proving that a century-old house can be forward-thinking. At the same time, the company has quietly been eliminating plastics from its packaging and using only natural dyes for its silks, reinforcing a narrative of quality and responsibility. Such moves appeal to younger customers and show that innovation can rhyme with tradition – a necessary mantra for a family business intent on thriving in the future.

Competing on Identity in the Era of Luxury Conglomerates

E. Marinella’s journey is remarkable not just for its longevity, but for its independence in a luxury landscape now dominated by conglomerates like LVMH, Kering, and Richemont. While giants swallow up heritage brands and drive them toward global ubiquity and scale, Marinella has charted the opposite course: staying small, family-owned, and anchored to a specifc place and ethos. This strategy comes with both challenges and advantages. On one hand, Marinella lacks the vast marketing budgets and distribution networks of the big players; on the other, it enjoys agility and authenticity that big brands often seek but struggle to maintain. The Marinella family has been keenly aware of this dynamic. “We have to demonstrate that you can do great things from Naples, by staying in Naples,” Luigi Marinella asserted in declining the Trump Tower expansion. That conviction – that their Neapolitan heritage is itself a competitive advantage – has guided the company’s decisions. By focusing on what makes them unique (handcrafted excellence, personal relationships, a storied boutique, and the mystique of Naples), Marinella differentiates itself from luxury labels that might rely more on logo-driven trendiness or aggressive retail expansion. To remain relevant on the global stage without losing their identity, the Marinellas have deployed a set of deliberate strategies. First, they position the brand as an exclusive, almost cult artisanal house. Production is limited, distribution is selective, and the family actively cultivates word-of-mouth prestige rather than mass advertising. A Hollywood costume designer or a heads-of-state stylist might whisper that “if you want the perfect tie, you go to Naples, to Marinella,” and that is worth more than any billboard. Indeed, maintaining relationships with infuential clients has been a cornerstone: the Marinellas often know their repeat customers’ preferences by heart and might surprise them with a rare pattern pulled from the archives, fostering loyalty and

ambassadorship. Second, the company has embraced storytelling as a marketing tool. Whether it’s the framed letters on the boutique wall, a MoMA exhibit featuring Marinella ties as iconic pieces of 20th-century fashion, or Alessandro sharing anecdotes on social media, the narrative of a family guarding an artisanal tradition against the odds resonates deeply. This narrative sets Marinella apart in a market saturated with luxury brands, many of which share common corporate parents and sometimes a homogeneity of approach. Third, Marinella has pursued incremental, sustainable growth. When the fourth generation pushed for expansion, it was done methodically: opening one new boutique at a time in a thoughtfully chosen locale, and reinvesting earnings into improvements (like e-commerce infrastructure and the silk mill partnership) rather than overstretching. “We must grow, but carefully,” was the implicit guideline – a lesson Maurizio instilled with his cautionary proverb about growth and mortality. This patience has paid off. As of 2025, the company reports annual revenues in the tens of millions of euros – modest next to billion-euro luxury houses, but solid for a single-family frm – and is debt-free and privately held. Plans are underway to fnally enter the U.S. market with a standalone store in New York, as well as possible boutiques in Paris and Madrid, but always with the caveat that the Naples workshop can only produce so much. The Marinellas intend to expand the right way or not at all. “In 110 years of history the company was for 85 years only the Naples shop,” Alessandro notes, “so we know how to be patient.”

Lastly, the brand leverages Italy’s national pride and the “Made in Italy” cachet. Marinella ties are frequently cited as exemplars of Italian craftsmanship, akin to how Ferrari is for cars or Parmigiano-Reggiano is for cheese. Italian institutions have celebrated the company – for instance, in 2023 the Italian Parliament (Montecitorio) hosted an exhibition honoring Marinella’s “over a century of business history,” recognizing its cultural signifcance. This kind of prestige helps Marinella punch above its weight globally. In a world where many storied fashion names have been subsumed into conglomerates (sometimes losing a bit of their original character in the process), E. Marinella stands out as a family business that has retained full control over its brand, its quality, and its narrative. Consumers and observers increasingly appreciate this authenticity. The Marinellas themselves frame it not as stubbornness, but as stewardship: they feel a responsibility to their forebear Eugenio and to Naples to keep the fame alive.

Conclusion

As E. Marinella moves further into its second century, it faces the classic dilemma of a successful family business: how to continue growing and evolving without betraying the very qualities that made it successful in the frst place. The case of Marinella illustrates that generational succession in a family frm can be a source of renewal rather than decline. Each generation – from Eugenio’s pioneering vision in 1914, to Luigi’s steady fdelity mid-century, to Maurizio’s personable expansion late in the 20th century, to Alessandro’s innovations today –

has added a new chapter while upholding the core values of craftsmanship, courtesy, and quality. The company has managed to preserve its artisanal heritage and exclusivity even as it cautiously explores international growth. The iconic Naples boutique remains a living museum of the brand’s history, yet the business is no relic; it is adapting to the times, whether through e-commerce, new product lines, or sustainability initiatives. In a luxury market dominated by conglomerates, Marinella proves that there is still room – and indeed, a vital role – for independent family-owned houses that prioritize heritage over hype. The Marinella story, rich in anecdote and authenticity, reads almost like a novel: a small Neapolitan shop that survived world wars, charmed kings and presidents, and transmitted an unbroken tradition from a grandfather to his great-grandson. Now, with the fourth generation at the helm and new horizons in sight, E. Marinella must carefully script its next act, ensuring that the little corner of England in Naples Eugenio Marinella created over a century ago continues to fourish as a global byword for timeless elegance.

Franco Pepe and Pepe in Grani: Bringing the World to Caiazzo

Introduction

In the tiny hilltop town of Caiazzo (population ~5,000 in southern Italy), an unlikely culinary revolution was born. In 2012, Franco Pepe, a third-generation baker’s son from Caiazzo, opened a pizzeria in an 18th-century palazzo on a cobbled backstreet. Few could have predicted that this venture, Pepe in Grani, would become a pilgrimage site for pizza lovers worldwide. Yet within years, food enthusiasts from across the globe were winding their way through Caiazzo’s medieval alleys to taste what Pulitzer Prize-winning critic Jonathan Gold heralded as “probably the best pizza in the world”. By blending deep local roots with a bold global vision, Franco Pepe reinvented the traditional Neapolitan pizza experience – and in doing so, put his humble hometown on the international gastronomic map.

Background: A Family Tradition in a Small Town

Franco Pepe’s story is grounded in family and tradition. Born in 1963 in Caiazzo, he grew up in a family of bakers and pizzaioli stretching back three generations. His grandfather opened a village bakery in 1931, and his parents ran the local Osteria Pizzeria Pepe, where Franco and his brothers learned the art of pizza-making from their father, Stefano. As a young man, however, Franco initially took a different path – he became a schoolteacher. Still, he never strayed far from the pizza oven. He spent evenings and weekends honing his craft, absorbing the tactile knowledge of dough and observing every nuance of his father’s technique. This dual life as teacher and pizzaiolo continued until the mid-1990s, when family tragedy and opportunity converged. In 1996, Stefano Pepe passed away, leaving the family business to his sons. Franco felt compelled to help preserve his father’s legacy. Alongside his two brothers, he stepped in to run the old pizzeria in Caiazzo’s main piazza. The Pepe brothers carried forward the traditional recipes and rustic hospitality that the local community cherished. For several years, Franco dutifully worked in the family restaurant, stoking the wood-fred oven and kneading dough by hand as his father had taught him. Yet, even as he upheld tradition, Franco nurtured a vision of pizza that went beyond the ordinary – one that took the humble village fare to new heights of quality and creativity. This vision would soon test the bonds of family and push Franco onto an uncharted entrepreneurial path.

A Late-Career Leap: Franco as a 'Silver Entrepreneur'

By the late 2000s, Franco Pepe was in his mid-forties and increasingly restless. He had ideas to elevate pizza-making – from experimenting with dough hydration to sourcing novel local toppings – but within the family business, change met resistance. His brothers, frmly rooted in their father’s ways, were wary of altering the menu or operations that had worked for decades. Tension brewed over the direction of the pizzeria, as Franco’s ambitions clashed with a more conservative approach. In what would be a life-altering decision, Franco chose to break away

from the safe haven of the family establishment in order to pursue his own concept. It was a risky move at an age when many professionals settle into stability. In 2012, at 49 years old, Franco Pepe invested all his accumulated knowledge, reputation, and savings into opening Pepe in Grani, just a short walk from his family’s eatery in Caiazzo. This bold step made him a quintessential “silver entrepreneur” – a founder launching an enterprise in the later stage of his career. Franco’s departure was not without cost. His brothers viewed the opening of Pepe in Grani as a betrayal, triggering a painful rift: the siblings scarcely spoke for nine years following his split from the family business. The pressures of starting a new venture at middle age also strained Franco’s personal life; the demanding hours and relentless pursuit of excellence took a toll on his marriage and time with his children. Yet, Franco pressed on, driven by a conviction that he could redefne what a pizzeria could be. In interviews, he later refected that he was “headstrong” in following his own path and passion. His leap of faith exemplifed the adage that entrepreneurship is not just for the young – in fact, research shows the average age of founders behind high-performing startups is around mid-40s. Franco Pepe’s late-blooming venture would soon validate the potential of seasoned entrepreneurs, as Pepe in Grani rapidly ascended to international acclaim.

Pepe in Grani: A Temple of Pizza in Caiazzo

When Pepe in Grani (literally “Pepper in Grains”, evoking both his surname and the grains of four) opened its doors, it was clear this was not a typical pizzeria. Franco had carefully crafted an experience that combined rustic charm with gourmet sensibilities. He chose an historic stone palazzo in Caiazzo’s old quarter as the location, imbuing the restaurant with a sense of place and history. Inside, he designed a multi-room layout to elevate the dining journey: two kitchens (one dedicated solely to his beloved dough), four intimate dining rooms, and even a tiny bed-and-breakfast with a couple of suites upstairs for guests who traveled far. “I wanted to create a home for my concept,” Franco explains – a space where pizza could be savored with the same reverence as haute cuisine. The restaurant’s contemporary decor intertwined with the building’s ancient arches, symbolizing Franco’s blend of innovation and tradition. Service at Pepe in Grani was elevated to match fne-dining standards. Franco introduced tasting menus of multiple small pizzas, complete with appetizer and dessert courses, alongside an extensive local wine list. Guests might begin with a fute of Franciacorta sparkling wine and a bite-sized fried dough “cone” flled with aged cheese fondue and local olives – a playful take on street food served as amuse-bouche. In the main dining rooms, uniformed waitstaff presented each pizza course with explanations of the ingredients’ provenance, much as sommeliers and chefs do in Michelin-starred restaurants. Yet for all its polish, the experience remained warm and unpretentious. Franco himself often emerged from the open kitchen, four on his hands, to greet diners and sometimes even to personally serve a slice, embodying the hospitable spirit of a family trattoria. The centerpiece of the restaurant is, of course, the pizza oven – a domed wood-burning hearth that Franco custom-built. Pepe in Grani’s oven is fred each afternoon

with local oak and beech wood until its tiled dome glows with intense heat. A team of pizzaioli under Franco’s guidance hand-stretch each disk of dough to order. Franco insisted on impasto fatto a mano – dough mixed and kneaded by hand – eschewing any mechanical mixers to maintain an artisanal touch. This labor-intensive process, carried out in the second kitchen that is visible to guests, allows the dough-makers to adjust the four blend, water, and fermentation time daily in response to the weather and four properties. “The dough is alive; it breathes. You must listen to it,” Franco would say, echoing lessons from his father. The result is a crust unique to Pepe in Grani: lightly charred and crisp on the outside, airy and soft inside, with a digestibility that surprises patrons who expect heaviness from pizza. From the outset, Pepe in Grani attracted attention for being “more than just a pizzeria.” Italian food media described it as a “sacred temple of pizza” tucked in an unlikely village. Locals were proud but perplexed by the infux of outsiders. In a town not previously known as a dining destination, suddenly rental rooms flled up and international license plates became a common sight. Before long, word-of-mouth and enthusiastic reviews had propelled Pepe in Grani onto prestigious lists and guides. It earned the coveted “Tre Spicchi” (Three Cloves) award from Gambero Rosso –Italy’s top honor for pizzerias – for ten years running. It became the frst pizzeria ever listed in the 50 Best Restaurants Discovery category. And remarkably, in 2017, 2018, and 2019, Pepe in Grani was ranked the #1 pizzeria in the world by the international guide 50 Top Pizza. The once-quiet Caiazzo now found itself on the food-world map, thanks to the vision and daring of its native son.

Reinventing Neapolitan Pizza: Tradition Meets Innovation

At the heart of Franco Pepe’s success is his reinvention of the Neapolitan pizza – taking a world-famous traditional dish and elevating it with both subtle and radical innovations. Franco’s approach was to respect the soul of classic pizza Napoletana (the simplicity, the wood-fre baking, the soft cornicione crust) while pushing boundaries on ingredients, technique, and presentation. “I focused on the ideas surrounding the product, rather than just the product itself,” he told a reporter, underscoring that his pizzas would carry stories and concepts on the plate. One of Franco’s earliest breakthroughs was with the fundamentals of the dough. Traditional Neapolitan pizza dough is just four ingredients (four, water, yeast, salt) and is usually mixed to a specifc recipe. Franco, however, treated dough-making as a daily craft of precision and intuition. He developed a custom blend of three fours for optimal favor and gluten structure, and he famously varies the hydration and proofng time each day based on the kitchen’s temperature and humidity. By stepping away from rigid recipes, he ensured that every batch of dough yielded crusts that are light, pliable, and digestible – a canvas that could carry elaborate toppings without becoming soggy or overly flling. This mastery of the base allowed Franco to experiment freely on the surface of the pizza. In terms of toppings and recipes, Franco Pepe’s creations straddle the line between heritage and invention. Take his signature pie, the “Margherita Sbagliata” or “Mistaken Margherita.” On the surface it looks

like a classic Margherita in reverse – the pizza is baked without tomato sauce, only seasoned with buffalo mozzarella, and then fnished with a raw tomato coulis and a basil reduction drizzled artfully on top. The result is visually striking (a white pizza splashed with red and green streaks) and delivers the familiar harmony of tomato, cheese, and basil in a brighter, more aromatic way. “He realized the topping ingredients in this classic shouldn’t all be cooked at the same time,” one food writer noted, explaining how Franco’s method preserves the tomato’s fresh tang and the basil’s vivid color. This ability to deconstruct and reimagine a staple dish exemplifes Franco’s inventive mindset. Another example is the “Calzone Scarpetta Riccia,” a folded pizza stuffed with scarola riccia (curly endive) sautéed with olives and anchovies – a flling directly borrowed from one of Franco’s father’s old recipes. Franco updated the technique by not venting steam from the calzone during baking, effectively turning it into a mini-oven that steams the greens inside. The calzone is served uncut, puffed with hot air; only at the table is it pierced, releasing an aromatic cloud of bitter greens and garlic. This dish bridges past and present: a humble family recipe reborn as a sensorial dining experience. Franco’s menu is flled with such creations that honor local Campanian traditions while giving them a contemporary twist. He has topped pizzas with heirloom varieties of local produce that were long forgotten or underutilized. For instance, the “Crisommola” pizza (named after the old dialect word for apricot) features an ancient Vesuvian apricot variety that had nearly vanished from markets. Franco partnered with local farmers and even a Slow Food foundation to revive this golden apricot, crafting it into a silky jam that he smears on a fried pizza base with dollops of sweet buffalo ricotta, crushed hazelnuts, and dried black olive powder. The result is an unexpected dessert pizza that plays with favors of fruit, dairy, and brine – a combination that stunned critics and earned an award for innovation. Indeed, the Michelin guide in 2018 declared Franco’s pizzas the best in the world, highlighting the Crisommola and Margherita Sbagliata as examples of “virtuosity” in pizza-making. Crucially, Franco’s innovations are not gimmicks; they are grounded in a philosophy of highlighting what his region of Campania has to offer. “My region has everything, beginning with the pomodoro riccio (ribbed tomato) whose seeds have been handed down since the 19th century,” he explains, noting that many of his star ingredients aren’t expensive luxuries, but simply local varietals used in clever ways. By working with agronomist experts like Dr. Vincenzo Coppola, Franco identifed the best growers of local olives, onions, fgs, and grains, and incorporated their products into his menu. Each pizza at Pepe in Grani thus became a showcase for Campania’s biodiversity – from the hills of Alto Casertano (home to rare olives) to the volcanic soil near Vesuvius (nurturing exceptional fruits). This terroir-driven approach gave Franco’s pizzas a unique identity and storytelling power that set them apart from any competition. For all his creativity, Franco also paid attention to health and balance, breaking another stereotype that pizza is purely indulgent junk food. In collaboration with a nutritional research foundation, he developed a “Mediterranean Pizza” project featuring recipes designed to meet principles of the Mediterranean diet and healthy eating. These pies incorporate whole grain

fours, seasonal vegetables, and moderate portions of dairy, aiming to present pizza as a nutritionally balanced dish without sacrifcing favor. It’s another facet of how Pepe in Grani challenged conventions and broadened the appeal of Neapolitan pizza to even the healthconscious crowd. Through thoughtful innovation, Franco Pepe turned the act of eating pizza into something experiential and enlightening. Diners at Pepe in Grani not only savor delicious food, but also connect with the cultural heritage of Caiazzo – tasting old recipes, learning about local crops, and appreciating the skill involved in something as “simple” as dough and tomatoes. In Franco’s hands, pizza became “a social and cultural phenomenon, a way of redeeming the entire area and, to all intents and purposes, a fne dining affair of international standing”. This transformation of pizza from a common fast food to a vehicle of high gastronomy is at the core of Franco Pepe’s entrepreneurial strategy.

Local Roots, Global Vision: Bringing the World to Caiazzo

From day one, Franco Pepe was determined to stay in Caiazzo. Unlike many successful restaurateurs who expand to big cities or open franchises, Franco kept Pepe in Grani as a single-location operation in his hometown, ensuring that the economic benefts and prestige fowed back to his community. He often says his “heart remains in Caiazzo” even as opportunities called elsewhere. This deep local embeddedness proved to be a masterstroke. By focusing on authenticity and quality at the source, Franco turned the remoteness of Caiazzo into a strength. Visitors would have to come to him, and in making that journey, they often fell in love not just with the pizza, but with the town itself. The effect on Caiazzo has been extraordinary. Pepe in Grani put this quiet comune on the culinary map so frmly that food tourists now thread its narrow vicoli year-round. Each month, an estimated 14,000 diners from 13 different nationalities pass through Pepe in Grani’s doors – staggering numbers that outnumber the town’s population several times over. The local economy has blossomed from this infux. Nearby B&Bs, cafes, and shops have opened or expanded to serve the international visitors. Farmers who grow Caiazzo’s specialty products, like the riccio tomatoes and Caiazzane olives, have found new markets and recognition, in part due to Franco championing their produce. In 2022, Franco even launched “Pizza Hub,” a digital guide and network to encourage his guests to explore the wider Alto Casertano region, visiting the very farms and artisans who supply Pepe in Grani. In this way, he leveraged his global fame to drive a broader rural development initiative. As one profle noted, by sourcing almost every ingredient locally and insisting visitors experience them in situ, Franco has “turned this rural area into a destination for diners worldwide”. He quite literally brought the world to Caiazzo. None of this local focus meant Franco lacked a global vision. In fact, he skillfully built an international brand around his work without diluting its local essence. Rather than open replicas of Pepe in Grani abroad, he pursued collaborations and pop-ups that exported a bit of Caiazzo’s magic to the world. For example, Franco partnered with the luxury hotel L’Albereta in northern Italy to create a gourmet pizzeria called La Filiale, bringing some of his signature recipes to Lombardy.

He also lent his expertise to “Kytaly,” a high-end pizza venue in Geneva (and later Hong Kong), where he periodically advised on menu and quality control. These collaborations, as Franco describes, allowed global diners to get a taste of his pizza in major cities, often enticing them to then make the pilgrimage to Caiazzo for the full experience. “Many decide to come see me here, maybe after trying my pizza in Geneva or Hong Kong,” he notes, highlighting that those satellite projects served as ambassadors for Pepe in Grani, not replacements. Franco also embraced global recognition in the media. In 2022, he was featured in Netfix’s acclaimed series Chef’s Table: Pizza, exposing millions of viewers to his story and the idyllic vistas of Caiazzo’s countryside. The episode movingly shows Franco reuniting with his brothers, healing the old wounds caused by his departure – a narrative of family reconciliation that resonated worldwide. After the episode aired, tourism in Caiazzo surged even higher, with fans of the show traveling to meet the humble Italian pizzaiolo who spoke about dough and community with equal passion. Franco has cooked at food festivals from Los Angeles to London, often bringing along young members of his team (many of whom are local hires he trained) to give them international exposure. Wherever he goes, he carries a bit of Caiazzo with him –sometimes literally bringing ingredients like his special four blend or local olive oil so that the pizza served abroad remains authentic. Despite these global forays, Franco deliberately limited the scale of his enterprise to maintain quality. Pepe in Grani still only makes a fnite number of dough balls each day (about 400), and once they’re sold, that’s it – no mass production, no compromise. Franco has turned down numerous offers to franchise or to commercialize his dough recipe on an industrial scale. His strategy contrasts with many entrepreneurs who aggressively expand; instead, Franco’s approach is closer to that of a craftsman-entrepreneur, guarding the integrity of his product above all. This strategy has earned him immense respect. In 2019, the President of Italy awarded Franco Pepe the title of Cavaliere al Merito della Repubblica (Knight of Merit of the Italian Republic) for his contribution to Italian culture and artisanal excellence. Such honors underscore that Franco’s work isn’t only about making great pizza; it’s about revitalizing a culture and community through entrepreneurial leadership. By bringing international acclaim to a small town, Franco Pepe demonstrated a compelling model of “glocal” strategy: think globally, act locally. He proved that you don’t have to relocate to New York or Rome to be a world-class restaurateur; you can draw the world to your doorstep if what you offer is unique and authentic enough. In doing so, he has inspired countless other artisans and family business owners, showing that with vision and courage, one can achieve global impact while staying true to one’s roots.

Reﬂections and Lessons for Future Entrepreneurs

Franco Pepe’s journey—from a schoolteacher in a family pizzeria to an award-winning restaurateur who transformed his hometown’s fate—offers rich insights for business scholars, especially those interested in family businesses and entrepreneurship. His case illustrates how 7

strategy, identity, and culture intertwine in entrepreneurial success. Some key takeaways and discussion points include:

• The Power of Vision and Persistence: Franco’s story underscores the importance of having a clear personal vision and the courage to pursue it. He recognized an opportunity to redefne pizza and stuck to his conviction despite resistance. His late-career leap shows that entrepreneurial drive can strike at any age, and that perseverance and self-belief are as critical as timing or youth in building a venture.

• Innovation Rooted in Tradition: A central lesson is how innovation can be grounded in heritage. Franco did not discard tradition – he built upon it. By leveraging his family’s recipes, local ingredients, and artisanal techniques, he created products that were both novel and authentic. This balance of old and new gave Pepe in Grani a competitive edge that competitors could not easily replicate. For family businesses, it’s a template for revitalization: respect the legacy, but don’t be afraid to reinvent the offering for modern audiences.

• Local Embeddedness as Competitive Advantage: In an era of globalization, Franco turned hyper-local focus into a strength. Sourcing nearly all ingredients from his immediate area and investing in the local community yielded a distinctive brand story and supply chain control. Customers sensed the genuineness of the experience – that they were tasting something of place and context – which created loyalty and buzz. This case challenges the assumption that a business must be in a major market to achieve global reach; it demonstrates that being the big fsh in a small pond can attract the larger world to you.

• Family Business Dynamics and Leadership: Franco’s break from the family enterprise highlights common family business dilemmas: succession, sibling confict, and the clash between preserving tradition vs. pursuing growth. His experience invites discussion on managing change within a family frm. Could there have been a way to innovate from within, or was splitting off the only viable path? Franco eventually reconciled with his brothers, but not before years of estrangement – showing the personal costs that can accompany business decisions.

• Building an Entrepreneurial Identity in Mid-Life: As a “silver entrepreneur,” Franco Pepe exemplifes that it’s never too late to rewrite one’s career story. His age and experience turned out to be assets: he had a wealth of knowledge, community respect, and a clear sense of purpose when he started Pepe in Grani. Students can refect on how older entrepreneurs may leverage deeper industry insights and networks. Franco’s success also challenges age biases in entrepreneurship – reminding us that innovation is not solely the province of the young and that seasoned professionals can disrupt industries in profound ways.

• Entrepreneurship as Social Enterprise: Finally, Franco’s case blurs the line between business success and social impact. By elevating local producers and drawing tourism to a small town, his venture created a positive feedback loop for the community. This highlights a form of stakeholder-focused strategy, where success is measured not only in profts but in community wellbeing and cultural preservation.

In conclusion, Franco Pepe and Pepe in Grani offer an inspiring narrative of entrepreneurship that fuses passion with purpose. It prompts future business leaders to ask: How can we innovate in our felds while staying true to who we are and where we come from? How can a family legacy be the foundation for reinvention rather than an obstacle? And how might bringing “the world to Caiazzo” apply as a metaphor in our own industries – fnding that special something in our immediate environment that, if nurtured and shared creatively, can resonate far beyond our borders? Franco Pepe’s journey challenges us to rethink assumptions about growth, location, and age in entrepreneurship, ultimately teaching that with authenticity and daring strategy, even a single pizzeria in a tiny village can achieve global acclaim.

Tenuta Vannulo: A Buﬀalo’s Autarky

How a Closed-Loop, Limited Production Farm Became a World-

Overview

Nestled in the heart of Paestum, Italy, Tenuta Vannulo is more than just a dairy farm—it is a beacon of innovation, tradition, and sustainability. With a legacy spanning over a century, Vannulo has redefned what it means to be a modern agricultural enterprise. By embracing a closed-loop system, the farm has built a self-suffcient ecosystem where every aspect of production, from buffalo welfare to mozzarella crafting, is meticulously curated. This commitment to excellence has elevated Tenuta Vannulo into an internationally renowned model of sustainable agriculture, attracting thousands of visitors each year and earning the respect of critics, food lovers, and scholars alike.

Company History

The roots of Tenuta Vannulo trace back to 1907, when Antonio Palmieri and Maria Di Benedetto, undeterred by the infertile and unwelcoming land of Paestum, decided to establish a buffalo farm. At a time when agriculture in the region was considered a futile endeavor, the couple saw potential where others saw desolation.

Through perseverance and a deep understanding of the land, their work bore fruit. Their son, Nicola Palmieri, carried the torch forward, further refning breeding techniques. However, it was in 1970 that their grandson, also named Antonio Palmieri, stepped in as a young, visionary entrepreneur. He was only 20 years old but had already envisioned an entirely new approach to dairy farming. Over the years, his travels and relentless curiosity led him to rethink traditional methods, questioning how quality, sustainability, and economic viability could coexist.

The pivotal moment arrived in 1988 when Antonio made a radical decision: to only sell its products on-site. It was a bold move in an industry dominated by large-scale production and distribution. Yet, it proved to be a masterstroke, securing the farm's reputation for premium quality while fostering a deeper connection between producers and consumers.

In the years that followed, Vannulo evolved into a multifaceted agricultural hub:

● 1996: Achieved ICEA organic certifcation - one of the frst in Italy - and launched the Museum of Farming Culture, reinforcing its commitment to sustainability and education

● 2000: Introduced buffalo yogurt, followed by a dedicated yogurt shop with its own coffee roastery

● 2007: Opened a leather workshop, utilizing buffalo hides in a zero-waste approach

● 2008: Automated milking of the animals

● 2015: Expanded into artisanal chocolate production and opened a farm-to-table restaurant.

● 2021: Antonio Palmieri was awarded the prestigious Cavaliere del Lavoro title for his contributions to Italian agriculture

● 2023: Launched a bakery, reinforcing the estate’s commitment to traditional craftsmanship and organic produce

Today Tenuta Vannulo covers one hundred and ffty hectares of land dedicated to organic arable crops and is self-suffcient in fodder production for the six hundred buffalo – three hundred of which are milk buffalo.

Ethics

Animals Well-being

“Antonio discovered that his buffalos are calmer when listening to classical music, being massaged with Swedish-made mechanical brushes, and milked when they feel the need.” - G. Cundari

Sustainability is the very heartbeat of Tenuta Vannulo, shaping every decision and practice within the estate. Unlike conventional dairy farms, where mass production often takes precedence over the well-being of the animals, Vannulo embraces a philosophy deeply rooted in respect for nature. Antonio Senior viewed the buffaloes as valuable assets deserving of respect, a belief upheld by his nephew: they sleep on mattresses, stay clean, and are kept free from fies using Japanese biological traps. Here, the buffaloes are not merely livestock but the essence of the farm’s identity, grazing freely across vast pastures, their welfare carefully safeguarded through a combination of tradition and innovation. The estate’s commitment extends beyond its animals, integrating sustainable farming techniques that preserve the delicate balance of the land while ensuring the highest quality products.

The dedication to buffalo welfare is paramount, ensuring that the estate’s 600 buffaloes live in a stress-free environment tailored to their needs. Instead of being subjected to a rigid milking schedule, the buffaloes are milked at their own pace using voluntary milking systems, a practice that not only enhances the quality of dairy products but also prioritizes the animals’ well-being. This approach aligns with the farm’s commitment to holistic farming, where the land and livestock exist in a harmonious cycle. The estate cultivates its own organic fodder, eliminating reliance on external suppliers and reinforcing its self-sustaining ecosystem.

A Natural Balance

Zero waste is a guiding principle at Tenuta Vannulo, particularly in its dairy production. Every day, the estate's mozzarella and ricotta are handcrafted in strictly limited quantities, dictated solely by the natural milk yield of the buffalo herd. There is no excess production, no stockpiling, and no extended shelf-life products—everything is made fresh and sold the same day, ensuring unparalleled quality and authenticity. Only “when the supply of raw material permits, the dairy also makes salted ricotta, smoked provola, butter, scamorza and fresh cheese” .

This hyper-localized approach not only preserves the integrity of the product but also minimizes food waste. Customers who wish to purchase Vannulo’s mozzarella must visit the estate, reinforcing the philosophy that true excellence is worth seeking out. By embracing this approach, Vannulo has maintained a sustainable and transparent relationship between its livestock, its products, and its consumers.

Local Impact

“I believe it is everyone’s duty, when they have the means, to contribute to the community and to the preservation of shared heritage. We must value and take care of our cultural treasures. With the right long-term investments, we can ensure their preservation. Culture will always repay every effort, bringing new tourists, new development, and new resources here to Paestum.”

Beyond its agricultural and artisanal ventures, Tenuta Vannulo plays an active role in cultural and community engagement. The estate is not just a farm but a guardian of tradition and knowledge, investing in local heritage projects and supporting educational initiatives. It has also played a role in the restoration of Paestum’s archaeological treasures, underscoring its philosophy that true sustainability extends beyond the environment to include cultural and social responsibility.

Additionally, the farm serves as a powerful economic driver for the region, attracting over 32,000 visitors annually. This infux of tourists bolsters the local economy, benefting nearby businesses and reinforcing the deep connection between Vannulo and its surrounding community. Rooted in its land, the estate remains committed to expanding its agricultural footprint, with plans to introduce organic olive oil production in the near future, further enhancing its self-suffciency and commitment to high-quality, local produce.

At Vannulo, sustainability is not just a practice but a way of life. Every decision, from how the buffaloes are raised to how products are made, refects a profound ethical commitment to quality, nature, and community. The farm is a living example of how tradition and modernity

can coexist, offering a blueprint for future generations seeking to cultivate both the land and a sustainable way of life.

Strategy

“After all, Palmieri has simply proven that Adam Smith, the great 19th-century Scottish economist, was right: the invisible hand of the market that drives effciency works, but in Cilento, as elsewhere, it needs plenty of brainpower to guide it.” (Federico Fubini)

Quality: Limited Production and Direct Sales Model

The success of Tenuta Vannulo is a result of its steadfast commitment to quality, authenticity, and a well-crafted strategy that sets it apart from conventional dairy farms. Unlike mass-market producers, Vannulo has deliberately chosen to limit production, ensuring that each product meets the highest artisanal standards. The farm produces only around 300 kilograms of mozzarella daily, a fraction of what large dairies manufacture. This self-imposed limitation is not a constraint but a conscious choice to preserve quality over quantity.

One of the greatest challenges in this endeavor has been logistics. Even a short journey from Capaccio to Salerno can be time-consuming due to narrow, congested roads, making widespread distribution impractical for a producer devoted to absolute freshness. However, rather than viewing this as a hindrance, Palmieri turned it into a strategic advantage. By establishing the farm itself as the point of sale and experience, he eliminated the need for complex distribution networks and the relative costs . Instead, Tenuta Vannulo became a destination in its own right, where visitors not only purchase mozzarella but also immerse themselves in the entire farm-to-table process.

By selling exclusively on-site, the estate bypasses the logistical challenges and quality degradation that come with large-scale distribution, maintaining complete control over the customer experience.

Diversifcation and Customer Attraction

Diversifcation has played a crucial role in Vannulo’s strategy, but not in the conventional sense of aggressive expansion. Initially, the farm focused on expanding its range of buffalo-derived products, ensuring that each addition was a natural extension of its core offerings. Over time, the estate introduced complementary products that pair well with mozzarella, such as bread and olive oil. Each new initiative has been thoughtfully integrated into the farm’s ecosystem, reinforcing its commitment to sustainability and artisanal excellence. This deliberate and organic growth model has allowed Vannulo to preserve its authenticity while providing visitors with an increasingly immersive and enriching experience.

This deep authenticity makes Tanuta Vannulo more than a farm: it is a destination, attracting thousands of visitors annually, many of whom come from abroad to witness sustainable agriculture in action and taste a hyper-local, hyper-quality, hyper-iconic Italian product.

Technology and Tradition in Harmony

At the heart of Vannulo's success lies a seamless integration of technology and tradition, proving that innovation and sustainability can coexist. The estate demonstrates that a wise and balanced use of technology can enhance rather than compromise traditional practices. Certain aspects of production, such as automatic milking systems equipped with laboratory analysis to monitor milk quality, beneft from technological advancements, ensuring hygiene, effciency, and buffalo well-being . At the same time, Vannulo has deliberately preserved artisanal methods where they matter most—mozzarella production remains entirely handcrafted, maintaining the authenticity and integrity of its renowned cheese. Similarly, the farm adheres to a biological approach to land management, cultivating organic fodder to sustain its herd. This strategic fusion of innovation and tradition exemplifes how agriculture can evolve without losing its soul, setting a benchmark for sustainable dairy farming.

The estate’s approach has garnered attention from scholars, journalists, and industry experts alike. Publications such as The Financial Times and The Washington Post have lauded Vannulo as a “legendary farm,” citing its commitment to quality and sustainability as a benchmark for the industry. As food markets become increasingly industrialized, Tenuta Vannulo’s philosophy remains a testament to the power of a well-defned strategy—one that prioritizes ethics, quality, and a deep respect for the land and its resources.

Market Overview and Future Challenges

Despite its global acclaim, Tenuta Vannulo faces challenges that require strategic foresight. The farm's commitment to artisanal production and sustainability presents both opportunities and obstacles in an evolving marketplace.

One of the primary challenges is navigating geopolitical and economic pressures. Rising production costs, fuctuations in consumer demand, and infationary trends impact the cost of raw materials and labor. As global markets shift and supply chain disruptions continue to affect industries worldwide, Vannulo must constantly adapt its operational strategies while preserving its commitment to quality and exclusivity.

Environmental considerations also play a signifcant role in shaping the farm’s future. Managing soil fertility and maintaining the sustainability of buffalo grazing require continuous investment in ecological balance. Climate change, unpredictable weather patterns, and 6

biodiversity loss could pose risks to agricultural productivity, making it essential for Vannulo to remain proactive in soil conservation and regenerative farming techniques.

A delicate balancing act exists between growth and exclusivity. While demand for Vannulo’s products continues to rise, scaling operations without compromising the farm’s artisanal methods remains a key concern. Unlike mass-market dairy producers, Vannulo refuses to mechanize mozzarella production or expand distribution beyond its direct-to-consumer model. This exclusivity is a major selling point, yet it also limits production capacity, making the challenge of meeting demand without industrializing an ongoing strategic dilemma.

Although Vannulo is widely recognized among international food connoisseurs, increasing its visibility within Italy remains an area of opportunity. The brand’s association with excellence is strong abroad, but domestic recognition outside of southern Italy could be further developed. Educating Italian consumers about the superior quality of artisanal buffalo mozzarella compared to mass-produced alternatives is a marketing challenge that requires a nuanced approach.

Another frontier of expansion is diversifying product offerings while maintaining the farm’s core philosophy. The upcoming introduction of organic olive oil production is a step toward further integrating regional agricultural traditions into the Vannulo experience. This move aligns with the estate’s commitment to self-suffciency and sustainability, reinforcing its reputation as a leader in ethical farming. As consumer interest in organic and locally sourced products grows, expanding into complementary product lines may provide new avenues for growth while keeping production methods in harmony with the land.

Lastly, the farm's reliance on tourism as a revenue stream introduces another variable to consider. While the infux of visitors benefts the local economy, external factors such as global travel restrictions, economic downturns, or shifts in tourism trends could affect proftability. Developing additional revenue streams that are not as dependent on physical visits may be a consideration for long-term resilience.

Appendix: Raw Milk Explained

Raw milk must be stored at refrigerated temperatures, adhering to strict hygiene standards due to its short shelf life. As an ideal medium for microorganism growth, even carefully collected and handled raw milk cannot remain "pure" for long.

Traditionally, mozzarella was made exclusively with unpasteurized raw milk. Starting in the 1950s, pasteurization became more common, offering enhanced food safety but inevitably dulling the favor. Today, each dairy producer can decide whether to use raw or pasteurized

The Case for Raw Milk in Mozzarella Production

milk, sparking ongoing debate over the role of raw milk in preserving the distinctive and unique taste of artisanal cheeses.

The Debate on Raw Milk

The discussion around raw milk is both heated and relevant. Michele Jay-Russell, a microbiologist at the University of California, Davis, launched the website Real Raw Milk Facts to debunk what she describes as "a sophisticated disinformation campaign about the supposed benefts of consuming raw milk."

To clarify misconceptions, it is important to note that milk, when freshly extracted from an animal, is nearly sterile. However, during the milking process, it can become contaminated with various agents, including pathogens and fecal bacteria.

Raw Milk and Cheese Complexity

The richness and complexity of good raw milk—though counterintuitive to some—are best appreciated in aged cheeses rather than fresh ones. For example, mountain cheeses produced during summer pastures and consumed the following winter are renowned for their favor.

However, mozzarella introduces a key variable: acidity. To achieve proper stretching (flatura) during production, the cheese curd must reach a specifc level of acidity, a requirement for all stretched-curd cheeses.

Industrial vs. Artisanal Mozzarella

In industrial mozzarella production, acidity is achieved by adding citric acid to the curd. In contrast, artisanal production relies on natural fermentation. After being cut and drained of whey, the curd is left to ferment naturally for several hours (from 4-5 to up to 12, depending on ambient temperature). During this time, the curd is spread out on large stainless-steel tables until it reaches the correct acidity for stretching.

Natural fermentation is only feasible with raw milk and starter whey and signifcantly extends production time and requires skilled labor. This extra time allows lactic acid bacteria to work slowly, imparting complex favors industrial mozzarella can never replicate. Additionally, the microorganisms transform much of the milk’s lactose into lactic acid, making artisanal mozzarella easier to digest for those who are mildly lactose intolerant.

Craftsmanship in Artisanal Mozzarella

Artisanal mozzarella is not defned solely by the use of raw milk. It is distinguished by its avoidance of citric acid and reliance on the cheesemaker’s expertise in managing the delicate

natural fermentation process. This approach not only ensures superior favor and digestibility but also demands a level of craftsmanship that sets artisanal mozzarella apart from its industrial counterparts.