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illycaffè, the family-owned Italian company located in Trieste, produces and sells a unique single blend of premium-quality coffee (i.e., the illy coffee) worldwide. Its blend is sold in more than 140 countries in all continents. In 2015, at the consolidated level, the operating revenue (turnover) was 448,305,897 Euros (+12.98 percent compared to 2014), sales were 437.1 million Euros (+11.85 percent on 2014), net income reached around 3.7 percent of turnover (16,570,614 Euros: +38 percent in comparison with 2014), and employees were 1,177 (+8.58 percent compared to 2014). Exports accounted for more than 60 percent of total sales (Amadeus Database, 2016; illycaffè, 2016a, pp. 6-7 and p. 102; illycaffè, 2016b; Scarci, 2016a, 2016b).
Thus, thanks to a real “obsession” for quality, from coffee beans to coffee cups (Illy, 2015a), illycaffè has advanced a winning and innovative business model, which has contributed to radically change the entire coffee sector (Fontevecchia, 2013; Illy, 2015a, p. 91 and p. 203).
illycaffè, the family-owned Italian company located in Trieste, produces and sells a unique single blend of premium-quality coffee (i.e., the illy coffee) worldwide. Its blend is sold in more than 140 countries in all continents. In 2015, at the consolidated level, the operating revenue (turnover) was 448,305,897 Euros (+12.98 percent compared to 2014), sales were 437.1 million Euros (+11.85 percent on 2014), net income reached around 3.7 percent of turnover (16,570,614 Euros: +38 percent in comparison with 2014), and employees were 1,177 (+8.58 percent compared to 2014). Exports accounted for more than 60 percent of total sales (Amadeus Database, 2016; illycaffè, 2016a, pp. 6-7 and p. 102; illycaffè, 2016b; Scarci, 2016a, 2016b).
Thus, thanks to a real “obsession” for quality, from coffee beans to coffee cups (Illy, 2015a), illycaffè has advanced a winning and innovative business model, which has contributed to radically change the entire coffee sector (Fontevecchia, 2013; Illy, 2015a, p. 91 and p. 203).
“At Unilever, I emphasised our brands were owned by our consumers, citizens in a community. Only as a constructive and engaged participant in communities, do we earn the respect of citizens and support of consumers. Thus, responsibility and sustainability is embedded in our DNA. This book gets to the heart of that approach.” (Niall Fitzgerald, KBE, former CEO of Unilever, former Chairman of Nelson Mandela Legacy Trust, and of Investment Climate Facility for Africa)
“Increasingly, the most reputable organizations give great importance to the social value they generate. This book relates specific examples of their “Progressive Business Models”, and will undoubtedly be a source of inspiration for managers, and business school professors and students who are committed to building a more open, sustainable and inclusive world.” (Eugenia Bieto, Director General, ESADE Business School, Barcelona and Chairman, CEMS – Global Alliance for Management Education)
"Beyond a very realistic diagnosis of the dramatic dysfunctions of the dominant corporate paradigm, O'Higgins and Zsolnai tell us, convincingly, how a diversity of companies and corporate leaders around the world offer alternative models to create sustainable and pro-social organizations. Success is clearly explained, hence much learning. So much needed!" (Henri-Claude de Bettignies, Professor, Emeritus, INSEAD)
“At last a practical case-based book with pedagogical application presenting a workable alternative to what the authors argue is the failure of business ethics and CSR. 11 companies, big and small, demonstrate how models of progressive business work. The authors martial the challenges and show how even a multinational can succeed differently.” (Mike Thompson, Chairman of GoodBrand London, UK and Visiting Professor of Management Practice, China-Europe International Business School (CEIBS) Shanghai, China)
“This timely and innovative volume ambitiously addresses the heart of the failure of pro-social and sustainability efforts in business. It takes an important step forward in transforming the management of organizations for meaningful change that will benefit present and future generations. It is a must-read for academics and practitioners alike.” (David M. Wasieleski, Professor of Management and Business Ethics, Duquesne University, Pittsburg and Affiliate Research Professor in Ethics and Innovative Management, ICN Business School, Nancy, France)
“We all need business to be a force for good. Without being dewy-eyed this book catalogues successful companies created or transformed to serve human purposes. Creating them is one thing. Sustaining them is another. Read this fascinating handbook for examples of the imagination, single-mindedness, stewardship and entrepreneurial drive required.” (Mark Goyder, Founder, Tomorrow’s Company)
“This well researched book on progressive business models demonstrates that forward looking companies don’t view a comprehensive CSR agenda as a business cost but as a key enabler for long term sustainability and success. As Chairman of Business in the Community Ireland, I welcome this academic endorsement of our aims.” (Ronan Murphy, Chairman, Business in the Community Ireland)
coffee, illy, local farmers, quality, sustainability
https://www.palgrave.com/gp/book/9783319588032
2 Contributo in Volume::2.1 Contributo in volume (Capitolo o Saggio)
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11379/502403
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Il report seguente simula gli indicatori relativi alla propria produzione scientifica in relazione alle soglie ASN 2023-2025 del proprio SC/SSD. Si ricorda che il superamento dei valori soglia (almeno 2 su 3) è requisito necessario ma non sufficiente al conseguimento dell'abilitazione. La simulazione si basa sui dati IRIS e sugli indicatori bibliometrici alla data indicata e non tiene conto di eventuali periodi di congedo obbligatorio, che in sede di domanda ASN danno diritto a incrementi percentuali dei valori. La simulazione può differire dall'esito di un’eventuale domanda ASN sia per errori di catalogazione e/o dati mancanti in IRIS, sia per la variabilità dei dati bibliometrici nel tempo. Si consideri che Anvur calcola i valori degli indicatori all'ultima data utile per la presentazione delle domande.
La presente simulazione è stata realizzata sulla base delle specifiche raccolte sul tavolo ER del Focus Group IRIS coordinato dall’Università di Modena e Reggio Emilia e delle regole riportate nel DM 589/2018 e allegata Tabella A. Cineca, l’Università di Modena e Reggio Emilia e il Focus Group IRIS non si assumono alcuna responsabilità in merito all’uso che il diretto interessato o terzi faranno della simulazione. Si specifica inoltre che la simulazione contiene calcoli effettuati con dati e algoritmi di pubblico dominio e deve quindi essere considerata come un mero ausilio al calcolo svolgibile manualmente o con strumenti equivalenti.
