Angelo Mastrolia, Executive Chairman of NewPrinces Group, is at the heart of a landmark acquisition of Carrefour Italia that promises to reshape the Italian retail and industrial landscape. In this exclusive interview with Food Group, Mastrolia outlines his vision for an integrated supply chain model, plans for growth, and the strategic shifts set to redefine mass-market retail.
Distributor or manufacturer — how do you define NewPrinces?
“We don’t see a clear boundary between the two anymore. We’re positioning ourselves as a fully integrated supply chain company, blurring the traditional lines between manufacturing and distribution. This new model is designed specifically for the Italian market.”
Your model draws inspiration from foreign successes like Migros. How do you plan to evolve private labels beyond price competition?
“Migros is a critical reference point. Whereas private labels were once just about being the cheapest option, our approach focuses on delivering superior quality, innovation, and positioning. This shift is well underway in the UK, with retailers like Sainsbury’s and Morrisons elevating private labels to compete directly with national brands on quality and innovation. Italy is ripe for this transformation.”
NewPrinces is already a major private label producer. How will you balance your own manufacturing with partnerships?
“We will leverage our vast production capabilities, among the largest in Europe, but collaboration remains key. Our goal is to move away from the outdated ‘industry versus retail’ negotiation paradigm. Instead of price haggling, we aim to present value-creating projects that benefit all partners.”
When will consumers see the first impacts of this acquisition in stores?
“We expect regulatory approvals shortly. It’s a routine EU notification, not an antitrust issue. Once cleared, we anticipate swift implementation, potentially as soon as the end of September.”
How will the food industry and retail need to adapt to your new commercial approach?
“We’re committed to transparency and fairness. We will never engage in price dumping within our product range. Transfer prices will be uniform across distributors, and promotional opportunities will be equally available. This approach aims to boost volumes and competitiveness.”
There are rumors about Carrefour being ‘unbundled.’ Can you address these?
“That’s categorically untrue. We have ambitious plans to grow the network, starting with regions where we’re already established — Lombardy, Piedmont, Liguria, Emilia-Romagna, Tuscany, and Lazio — expanding direct stores and franchising.”
Do you plan to expand beyond these regions or forge new partnerships?
“Yes, expansion will be considered both independently and through partnerships. We’re open to collaborating with local entrepreneurs.”
What is your vision for hypermarkets, often a challenge for retailers?
“We see hypermarkets evolving into hybrid retail-Horeca hubs. Where we lack Cash & Carry facilities, hypermarkets will serve Horeca operators with tailored product ranges, smaller minimum orders, and dedicated discounts. Our home delivery infrastructure supports this shift.”
Will you adjust commercial strategies based on local markets?
“Definitely. Previous management failed to account for regional differences. We intend to customize our offerings according to local needs, working closely with franchisees. Successful rebounds of previously abandoned Carrefour stores under local ownership demonstrate the importance of this approach.”
How will your management structure differ from Carrefour’s?
“Our organization will be lean and horizontal, with few key leaders and swift decision-making. Unlike Carrefour’s vertical hierarchy, I will directly oversee key areas like purchasing and finance, enhancing efficiency and accountability.”
How will you approach negotiations with brand manufacturers amid rising costs and tariffs?
“We expect the best prices in exchange for visibility and promotional support. We’ll allow more flexibility with smaller producers and streamline assortment management, especially in Carrefour Express stores, to deliver clarity and consistency to consumers.”
As a manufacturer, how will you work with other major retailers?
“We will offer a single best price for all clients, maintaining competitive positioning. Our current Italian turnover is around €400 million, with potential to add nearly €700 million through our distribution network. We’ll also leverage stores to boost product visibility and advertising.”
What about logistics and packaging services?
“We’re exploring significant investments in packaging, a key consumption area for us, and remain interested in complementary sectors within consumer goods.”
Will this acquisition prompt consolidation in the retail sector?
“We’re proponents of consolidation and will support those seeking growth. Unlike acquisitions from individual entrepreneurs, we’ve mainly grown through streamlined multinational deals, enabling faster market response.”
L’articolo NewPrinces Unveils a New Vision for Retail and Industry proviene da Italianfood.net.