a much more intercontinental image than when I first joined it. Recently a competitor colleague told me, ‘Every corner of the world I visit I find a dealer that works with the Ali Group.’ I consider that a compliment, of course,” he laughs.
Solutions, not products In his previous role, Romano was determined to preserve the company's unique essence while adapting its offerings for different markets – a challenging feat to accomplish. “When your factory is based in Italy, you know your domestic market very well. But people overseas don't have that local knowledge of you. So, in the export business, I strongly believe that stability is a very important asset. It's important to offer a stable, consistent image in terms of the area managers who are visiting distributors and dealers,” he says. “Secondly, we are not selling products.
We sell solutions. Tis is about systems – a complete kitchen – not just individual units. It’s a different way to do business with our customers. I think those are the two basic principles that have helped me a lot during my time with the business.” For Romano, this involves analyzing each
market's evolution and, crucially, listening closely to customers and understanding their needs. “You must be open-minded too,” he adds. Connecting the dots and finding
synergies between the Ali Group brands that will ultimately help its customers is something Romano relishes. “Today, this very special Group has more than 110 brands. We have 74 manufacturing sites, which are located from the U.S. to New Zealand, and therefore it is a big melting pot under the same Group umbrella. But, diversity can be power because it gives us the possibility to grow. Tis is why we are so special.”
Left: serving a massive variety of global clients, Michele Romano describes Ali Group as "a big melting pot under the same group umbrella"
selling products. We sell solutions. This is about systems – a complete kitchen – not just individual units
Michele Romano Another aspect that makes the Group
unique is its ability to diversify the product line output of its factories globally, meaning it can offer a complete product portfolio geographically. “No other foodservice group can offer the same variety of equipment geographically that our group can. I consider this a very important asset,” he says. For Romano, the “really big” defining factor
of an Ali Group brand is the "entrepreneurial spirit" that is consistently present in every company within the Group and evident in how each brand is managed. “It is the highest level of independence affecting the activity of every company,” he says.
New challenges require a fresh approach Ensuring each brand within the Group taps into local expertise while confidently operating in international markets is imperative for Romano. “To do this well, again I feel good communication is the most important thing. For us to measure market capacity or look towards potential markets, we ensure we are always in touch with neighborhood, local experts and companies that understand those markets," he says. “So, we must be very lean and agile and
always open to market needs – that helps us to be more effective when it comes to getting distributed across the export markets.” Tere are, of course, a plethora of obstacles
that brands are currently facing globally that could stifle growth. In a post-Covid era, many challenges exist, but they are entirely surmountable with the right approach, says Romano. “Te biggest challenge to this industry is
concerning labor – the availability of people working in kitchens. Tat challenge is forcing manufacturers to produce machines
Aliworld 9
We are not
that are much easier to operate and much easier to clean.” Another significant challenge is to reduce
the foodservice sector’s impact on the planet. “Tis is most important,” says Romano. “Te environment is changing, so we must
produce appliances that are water- and energy-saving and more sustainable.” Producing machines that help customers
to receive their food quicker and more efficiently is another ongoing challenge for the industry, which must also contend with how it approaches the advent of new distribution channels in an evolving world. “Te market is not what it used to be 20
years ago,” says Romano. “But I like to face those challenges. Where there is a problem, there must also be a solution. And most of the time that solution will also help us to improve the way we manufacture,” he adds. “In trying to manufacture appliances
that need less water and energy we have all seen how important induction has become, because it consumes far less energy than a traditional electric or gas hob. We also must consider that we need to manufacture products constructed with more recyclable raw materials and components.” Romano believes a major part of his role is
to ensure that Ali Group and its brands can seamlessly adapt to these new challenges. Te key to making that happen? Once again, effective communication. “It’s the most important thing we have,” he
says. “For our factories, or a capillary technical network, or our sales network all over the world, and our customers, we need to share information effectively.” Communication is power. When that’s
supported by by innovative, powerful solutions, a well-connected team, and the ability to evolve with changing markets and seize growth opportunities, the customer always benefits.
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