<!--:it-->Consumer e retail<!--:--><!--:en-->Consumer Industries and Retail<!--:-->

Da consulente, Renato Ridella ha diretto oltre 90 progetti per più di 40 clienti nelle Consumer Industries e nel Retail, con focus particolare su:

  • Retail – alimentare (iper e super) e non alimentare (department stores, grandi superfici specializzate): la progettualità include merger & acquisition; business due diligence; post merger integration; business model redesign; ridefinizione del formato; disegno organizzativo; category management; acquisti; supply chain; store operations;
  • Foodservice – concession catering, contract catering, QSR, coffee shops e gastronomia di lusso: la progettualità include business due diligence; post merger integration; disegno organizzativo; category management; analisi di mercato e nuovi business; benchmarking; supply chain; acquisti diretti e acquisti tecnici;
  • Brand marketer – alimentare, cura casa e persona, salute e bellezza, abbigliamento: l’esperienza progettuale include merger & acquisition, post merger integration, piani di turnaround, business planning, corporate strategy, disegno organizzativo, trade spend; salesforce excellence; acquisti diretti, supply chain; overhead cost reduction.

Dal 2002 al 2011 Renato Ridella ha guidato la Practice Consumer Industries & Retail di A.T. Kearney nell’Europa Mediterranea.

Pubblicazioni

“Sarà un lungo percorso accidentato. Si preannuncia la tappa alpina a W?”, Mark-up, Dicembre 2009
Più che per la sua lentezza, la ripresa preoccupa per la sua incertezza. I valori in campo.

“Manufacturing trends in the cosmetics industry”, Passion – Intercos Group, 2006
Most Cosmetic, Fragrance and Toiletries players are consolidating their manufacturing base and have typically migrated to a combination of intra-regional consolidation and Third Party Manufacturing (TPM) for low value/weight product categories, and inter-regional supply and TPM for high value/weight products.

“Retailer, due mosse per giocare la partita a scacchi globale”, Strategie di Business n° 11, 2005
Innovare: business model, formati, gestione dei brand, operation. E crescere nel mercato interno fino a diventare campioni nazionali. Solo così i retailer italiani possono vivere e creare Valore nell’era del consolidamento globale.

Convegni

“Grande distribuzione e concorrenza tra canali”, Milano, 20 Giugno 2001 – Istituto di Ricerca Internazionale
Relatore – “Evoluzione del mercato e concorrenza tra canali specialisti e generalisti”
Presentazione

Renato Ridella has led over 80 projects for more than 40 clients in the Consumer Industries and Retail space, with focus on:

  • Retail – food (hypers and supers) and non food (department stores, specialty retail): projects include merger & acquisition; business due diligence; post merger integration; business model redesign; format redesign; organizational design; category management; procurement; supply chain; store operations;
  • Foodservice – concession catering, contract catering, QSR, coffee shops: projects include business due diligence; post merger integration; organizational design; category management; market analysis and new ventures; benchmarking; supply chain; technical spend optimization; strategic sourcing;
  • Brand marketers – food, home and personal care, health and beauty, apparel: project experience includes merger & acquisition, post merger integration, turnaround plans, business planning, corporate strategy, organizational design, trade spend; salesforce excellence; strategic sourcing, supply chain; overhead cost reduction.

Renato Ridella has led the Consumer Industries & Retail Practice of A.T. Kearney in Mediterranean Europe from 2002 to 2011. Publications “It will be a long bumpy road. Should we expect a W-shaped Alpin stage?”, Mark-up, December 2009 Concerns about recovery are about its uncertainty rather than its slowness. What’s at stake. “Manufacturing trends in the cosmetics industry”, Passion – Intercos Group, 2006 Most Cosmetic, Fragrance and Toiletries players are consolidating their manufacturing base and have typically migrated to a combination of intra-regional consolidation and Third Party Manufacturing (TPM) for low value/weight product categories, and inter-regional supply and TPM for high value/weight products. “Retailer, two moves to play the global chess match”, Strategie di Business n° 11, 2005 Innovate: business model, formats, brand management, operations. And grow in the domestic market and become national champions. This is the only way Italian retailers can survive and create Value in the global consolidation era. Conferences “Grande distribuzione e concorrenza tra canali”, Milano, 20 June 2001 – Istituto di Ricerca Internazionale Speaker – “Market evolution and competition between specialty and general merchandise retailers” Presentation