This work develops an analysis on the kitchen appliances' industry and on the Marrone company in particular.

1. Baldin
Marta
Camussa
Giulia
Casetti-
Brach
Giovanni
Mehilli
Lunida
Srouji
Nora
Vanzetto
Marta
Brownies Group
MARRONE
COMPANY ANALYSIS
AND FUTURE PERSPECTIVES IN
INTERNATIONAL MARKETS

2.  Industry Overview
 Marrone, Company profile (Annual Turnover, Personnel,
Export) and Internalization Strategy
 The Product and the Production Process
 Customization (by Area and by Consumer) and
Communication Strategy
 Marrone’s Opportunities (by Area and by Consumer) and
New Communication Strategy
 Cloud as a new way to approach the consumer market
Main Topics

3. World wide exports (above) and imports (on the
right) of the Machinery, not specified for the
industrial preparation or manufacture of food or
drink classification (Hs 4).
Industry overview

4. Machinery, not specified for the industrial preparation or manufacture of
food or drink – 0,36% - 1,8B $ as of 2013.
Source:
UN
ComtradeLabs,
The Atlas of
economic
complexity.

5. Source:
Electrolux annual report 2014
market information.
On the left reports of
developed markets, below
growth predictions of
developing markets.

6. Competitors:
• Molteni (cooking
blocks)
• Unox (commercial
hovens)
• Irinox (refrigeration
systems)
Suppliers:
Strategically selected to integrate
know-hows coming from different
culinary cultures (USA charcoal
grills and Hong Kong robata
grills).
Buyers:
1. Luxury hotels (60-80 new
5 stars opened each year
worldwide)
2. Fine dining
3. ‘’Foodists’’
The first two categories
gives Marrone ca. 25
projects completed per year.

7. 10.9
7.4
7.7
5.8
5 5
1.7
0
2
4
6
8
10
12
2014 2013 2012 2011 2010 2009 2008
Millionsofeuros
years
REVENUE PATH FROM 2008 TO
2014
Revenues in million of euros
• Annual Turnover
Marrone is an
entrepreneurial
managerial company
that in the 2014 made
almost € 11 million in
revenues with a net
income of €1,1
million.
Company Profile

8. • Personnel
20
08
20
09
20
10
20
11
20
12
201
3
20
14
N. of
Employe
es
37 40 42 43 46 47 54
The company employs both blue-collar and white-collar workers,
specifically, the firsts are those who are in charge of manufacturing
the kitchens, while the seconds work in marketing, designing,
logistics and sales.
On the one hand, blue-collars work at the ground floor of the
company, on the other, all the administrative part of the business is
located at the first floor, in a big open space, without separated
offices, in order to foster communication and support between the
employees.

9. • Marrone’s kitchens are
exported in Europe (Austria,
Switzerland, France,
Germany, and Benelux), in
the Middle East, in Asia, in
China and in Australia.
• For each region, a native-
speaker sales agent is
provided.
• Two representative offices,
one located in Germany, and
the other located in Malaysia
that have only commercial
purpose.
• Export

10. • No offshoring/FDIs
• Study of the geographic area
• Dispersed agents
• Progressive trust built with
hotel’s advisors
• Community in fine dining
• OAS in Asia
• No e-commerce
Internationalization strategy

11. • RELIABILITY
• PERFORMANCE
• PRICE
The Product

12. R&D
Branding
Design
Manufacturing
Distribution
MarketingAfter Sale
Services
Competitive Advantage – Value Chain

13. Design
• A design-thinking approach.
• Marrone has combined its R&D intelligence with the knowledge it develops in
collaboration with top final customers.
• Ability to look forward has been its source of success.

14. Technology and Innovation
• Innovation and technology are at the heart of Marrone products.
• Research of top quality materials and a continuous obsession towards the
realization of the “kitchen of the future”.
• Huge attention towards details and high-techs in the product.
• Art director and R&D expert assistance.
“The way you present things is fundamental
because it has to communicate the fact that
you are different from the others”
Armando Pujatti

15. • High-quality manufacturing combining the artisanal know-how with
advanced high-tech component in mechanic (for example it relies on CAM,
CAD and PLM).
• Marrone tries to be a completely paper-less company.
• Traceability processes that are well developed: “global-artisan” concept.
• Focus on technology: collaboration with the University of Trieste.

16. R&D
Branding
Design
Manufacturing
Distribution
Marketing
After Sale
Services

17. Production process
• The production process is 100% made in Italy.
• Steel sheet is first of all cut through a laser technology and
then bent.
• Processes of manual welding and artisanal skills.
• The finished product is controlled, tested and finally packed.
• The logistic part of the process is fundamental.

18. …some pictures of our trip to Marrone headquarter.

19. R&D
Branding
Design
Manufacturing
Distribution
Marketing
After Sale
Services
Value Chain

20. R&D: new materials and technologies discovery
Branding: the Marrone brand as a specific
international high quality brand
Manufacturing: entirely Made in Italy final
products
Distribution: precision and coordination
Requirements
After Sale Services: traceability allows fast and
efficient services to the final customers

21. R&D Branding
Design
Manufacturing
Distribution
Marketing
After Sale
Services
Value Chain

22. Customisation
✓ By Area
✓ By Customer

23. Robata, Satay and Yakitori
By Area

24. By Customer

25. R&D Branding
Design
Manufacturing
Distribution
Marketing
After Sale
Services
Value Chain

26. Communication Strategy
✓ Avoidance of common channels and
events
✓ Avoidance of traditional, localised
marketing
✓ Committment to cultural events

28. Art Enhances Nature

29. Company’s Opportunities
By Area  The USA market
 Difficulties to enter because of regulations and the
certification process is really long and costly.
 Differences in the American way of eating and
‘kitchen market’.
 How to solve the problem? Look for intermediaries.
 The spread of the ‘maker movement’.

30. A SUGGESTION…
In order to maintain its exclusivity as a brand, Marrone
needs to do thing differently and possibly, do
something new.
 Design-Apart by Diego Paccagnella: the idea
consists in using some apartments to promote
customized italian design, in innovative ways (deeply
investing in R&D and technologies such as the 3D
printer).

31. By Consumer Customized kitchens for vegans and
vegetarians (just for the private sector).

32. New Communication Strategy
• Social media.
• Move of the
communication and
advertising platform
from Milan to a more
interntional city (like
London or Tokio) in
order to strengthen
Marrone’s international
presence.

33. Cloud as a new way to
approach the worldwide
consumer market
WORK IN
PROGRESS

34. • School of
Management del
Politecnico di
Milano  the
industry 4.0 grows
thanks to Cloud
Computing , IoT
and Big Data.
• Italy 2nd among EU
members on using
Cloud services.
Industry 4.0, Cloud, Italy

35. • Web-based external hard drive
• Data backup source for disaster recovery
• Send supersize files to clients and colleagues
• File and information sharing platform
• Mobile working
Opportunities

36.  Step 1. Give chef’s
enough space for
imagination – let them
dream their kitchen.
 Step 2. Use “happy”
customers to promote
your business.
Cloud Pioneers

37. Why Dropbox Business?
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• Disposition 24/7, anytime, anywhere in 19
languages.
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be productive — everything from Word and Excel to
Photoshop and Acrobat. Plus support for Windows,
Android, iOS, Mac, and Linux mean no one’s left
out in the could.
• Store sync and share files securely, so is reliable.
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• 300,000 apps to extend Dropbox.
Which Cloud Solution to choose?

38. Dropbox Paper

39. Thank You for the attention!!!