ANNO XL - Editoriale di Foto Shoe Srl

InterviewPer quanto riguarda lacapacità di assorbimentodelle nostre calzature,penso che le opportunitàci siano già adesso e, inun periodo a breve,anche per il prodotto difascia media”.Torniamo alla realtà chevede Ercoli al timone dapiù di 30 anni: Eurosuole,un’azienda diventata leadernel suo comparto.Qual è il segreto?“Non ci sono segreti nelnostro cammino – concludegermano Ercoli –Abbiamo dovuto affrontarei problemi come tutti.Quello che abbiamo cercatodi fare è di essereorganizzati il più possibilepassando attraverso continuiinvestimenti ed innovazioni.Abbiamo procedutoanche ad una ristrutturazionedel prodottodiversificando la clientela.Tutto questo ha portatoad importanti e tangibilirisultati, per adesso in terminidi visibilità e posizionamentosul mercato,nell’immediato futuro ciauspichiamo in terminireddittuali”.The Marche region: avaried, rich anddynamic entrepreneurialworld that hashad to contend with newmarket situations andaccept the challenges.The Marche region’s productionindustry hassome outstanding entrepreneurswho are used tofacing up to reality anddealing with it on a dailybasis, thus gaining preciousexperience.One of these is undoubtedlyGermano Ercoli,owner of Eurosuole andChairman of the MacerataManufacturing Association.According to Mr. Ercoli,“Although not at the topof a hypothetical chart ofthe most productiveprovinces, Macerata is atypical example of whatthe Marche region represents,not only in Italy butin the rest of the world.This is because, in a complexphase of extensiveglobalisation, at a timewhen markets are affectedby instabilities, like, forexample the value of theEuro against the dollarand the steep rice in theprice of petrol, with devastatingrepercussions onthe economy, we have notregistered heavy losses ora backlash.In fact, on a regionallevel, there has been ageneral increase inexports, above that of themore industrialisedregions.”Why is this?In Mr. Ercoli’s opinion,“The reason lies in theindustrial make-up of ourarea, which consists ofsmall and medium companiesthat managed toreact forcefully and intelligently,adapting to thenew situations of themarket with the flexibilitythat has always distinguishedthem. We saw adynamic and strenuousresponse that acted as abarrier against this tidalwave. Some companiessuffered the backlash butthis was due to internalcompany situations thatwere already very precarious.”The Marche region’sstructure held fast.Where did it find all theresources?“We have managed tohold out until now, but ithas not been easy and atpresent things are no better.We are faced withmany problems, includingthat of a governmentstructure that has doneeverything except govern.Throughout the years, the“Italian system” hastaught us that, unfortunately,there is total indifferenceand apathytowards entrepreneurialproblems. Help camefrom further south, froma regional industry thatnot only characterises theMarche region but alsomost of the country,where it is easier to keepabreast of things withinan operative chain. Certainlyour area is one ofthe most eloquent examples:in fact I don’t knowof any other area that isas important for sole production,where specialisationhas reached enviablelevels.”There must be somethingelse that has helped theindustry withstand thenew obstacles created bythe market.“Certainly,” said Mr.Ercoli, “there are factorsthat have helped our companies.First of all, thededication and resourcefulnessthat characterisesour entrepreneurs, followedby the innate abilityto get skilled workersinvolved in industrialprojects. The relationshipbetween owners andskilled workers is unique:we have grown together,paced the same companypath and the entrepreneursfrom the Marcheregion are extremelygrateful to workers andmanagers who have giventheir all for their companies.”The Italian sector andthat of the Marche regiondid not escape the rule ofrelocation. What do youthink of this phenomenon?“That it is a phenomenon,”continues Mr.Ercoli, “arising from thenecessity to survive in anincreasingly difficultmarket. It is a phenomenonthat, in many cases,has had positive aspectswith the strengthening ofentrepreneurs’ own companiesback home.”In light of these new situations,how do you see thefuture of the footwearmanufacturing industry?“The situation is not oneof the rosiest,” confirmsEurosuole’s owner, “I amvery worried about thefuture and a few questionsspring to mind.Who will still be makingshoes in Italy? What willhappen after this generationhas gone? Unfortunately,the reality is thatthere is a chronic lack ofpersonnel on every level,and without the right,skilled labour it is difficultto envisage a positivefuture. This is a hugeproblem in which theinstitutions are takingabsolutely no interest, norare they actively doinganything about it. Weneed suitable schools tointroduce young people toour firms and give theman opportunity to get toknow the various productiverealities. We areready to welcome theyoung and help them tounderstand that work ina factory is dignified andimportant but we feel thatour alarm signals will notbe heard by anyone.”Still on the theme of theglobal market, how doyou see the China phenomenon?“The China problem cannotsway from a politicalsituation characterised bythousands of unknownfactors of which it is difficultto foresee developments.As far as our industry isconcerned, my feeling isthat this industrial attackon a “poor” product likethe shoe is destined tocease. Unlike the Italians,the Chinese are notfootwear manufacturersby vocation, they arefinancial experts whothought footwear was bigbusiness and they willcontinue along this pathas long as it is profitableto them. I believe theywill soon turn to moresophisticated and strategicsectors.As far as the ability toabsorb our footwear isconcerned, I think thatthe opportunities arealready there and that itwill not be long before themid bracket also gets ahold.”Let’s get back to the firmthat sees Mr. Ercoli at thehelm for over 30 years:Eurosuole, a business thathas become a leader in itsfield. What is the secret?“There are no secrets,”concludes Mr. Ercoli. “Wehave had to face problemslike everyone else. Whatwe have tried to do is tobe as organised as possible,with continuousinvestments and innovation.We have also reorganisedthe product inorder to diversify ourclientele. All of this hasled to important and tangibleresults, for now interms of giving us a higherprofile and placing onthe market; but in theimmediate future we hopein terms of income. ”FOTOSHOE15 7