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By Luigi Consiglio Rana: a Passion for Quality by Luigi Consiglio Pastificio Rana is the winner of the Eccellenze d’Impresa Award in 2018. A prestigious award promoted by Gea-Consulenti di direzione, Harvard Business Review Italia and ArcaFondi SGR. CASE HISTORY LUIGI CONSIGLIO President at GEA Management Consultants Rana: a Passion for Quality “THIS SON OF MINE’S CRAZY!”, said Giovanni Rana’s mother when the last of her children told her about his plan to start ma- nufacturing homemade tortellini. The family’s bakery didn’t have room for another baker, and this boy thought that, in a booming economy, more and more members of the Italian families would start working. They would have a growing need for practical pro- ducts, which had to be almost1 as good as those they were used to making at home. Soon after, Giovanni and his wife began the first mass production of fresh filled pasta. This was in 1962. Since then, the Rana pasta factory has maintained a steady growth rate of 13.4% per year, constantly, until they reached a billion euro as NOVEMBER 2018 HARVARD BUSINESS REVIEW ITALIA 3 CASECASE HISTORYHISTORY FIGURE 1 Figura 1 Rana’s Growth from 1984 to 2020 La crescita di Rana dal 1984 al 2020 (Tasso % medio annuo composto)Average compound annual growth percentage rate development, and the optimization of operations to make their of- 1.000 fer ever wider, unbeatable, and unique. And so in the beginning it was the modified atmosphere packaging that made the tortellini a 900 fresh product available for 45 days and therefore always available 800 in the fridge for any unexpected occasion. And in seamless suc- cession came the stuffed gnocchi, the rough pasta that pulls in the 700 sauce, the fresh sauces, the ready meals, the product lines dedi- 600 cated to catering, and finally a chain of casual dining restaurants. 500 All consistent with the initial objective of providing practical but CAGR: 13,4% excellent meal solutions in terms of quality of raw materials and 400 final performance in the dish. “A Rana product must always amaze 300 and make you fall in love. If it doesn’t surprise, it’s not Rana,” 200 meaning it is not worthy of the brand and it does not make any economic sense for the company to take up in its production lines 100 and attention. - 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Philosophy, Culture, Values In addition to the dream of helping families eat well, over time the company added strong objectives that have shaped a culture that is deep-seated throughout the company. “Giving a job opportunity Figura 2 forecasted income in the medium-term plan of 2020 (figure 1). to as many people as possible” is certainly the most powerful and Giovanni had sown a plant made of many ingredients, that would aggregating motivation of all. It justifies many choices that might Internazionalizzazione galoppante reach far. He would teach the world how to eat an Italian specialty, seem complex but become simple when you look at them in the (Fatturato in %, per area geografica)and over the years they added many others, up to the strategic syn- perspective of work, dignity, and employment. Profit comes later. thesis that is found in the name of their US division: Rana Meal And, paradoxically, it actually gets multiplied by the commitment Solutions. In 1985 Giovanni was joined by his son Gian Luca. A of those who work at the company and by their sharing of this Internazionalizzazionenew propeller, with just -as% much fatturato imagination per and Areaenergy, who be- value: “My efforts give me job security, and they give it to you as Geograficagan to feed the funnel of development with ideas, products, and well.” technology. Since then, the company first expanded across Europe Secondly, everyone is aware that only entrepreneurship pays off at (figure2006 2), conquering country after country2017 (figure 3), and then Rana. The organization follows the principle of multiple start-ups: devoted itself to its greatest dream: the conquest of America (fi- each project is a company that must find financial and human -re gure 4). Five manufacturing plants in Europe plus Buitoni’s large sources, produce its own business plan and adhere to it, imple- USA Italia Resto 30% 38% EuropaMoretta factory, which has just been added (bringing in a dowry ment it and tackle any problem that may ever slow it down. The 33% the brand’sItalia licenses for fresh pasta, fresh sauces, and fresh ready sharing of the EBITDA generated in the third year represents, in Europa + 67% Altri meals for all markets in Europe, the Middle32% East, and Africa); and substantial as well as symbolic terms, the gratitude for the results two manufacturing plants in Chicago that will close 2018 with reached by the team. Rana has never punished a failure, and this is a300 million dollar revenue after just six years from kick-off. And, another powerful incentive to moving forward without fear. as they say in the Rana family: “This only the beginning, the best The heart of the company is innovation. Rana innovates beyond is yet to come!” any financial consideration. They never think about breaking even on a project. While enjoying the positive results of the previous Range and strategic development one, there are already three or four projects on the launching pad The company’s strategy has always been consistent and has had that are pressing to leave: it looks like an airport runway. Even the objective of simplifying the preparation of food while increa- physically, Gian Luca’s work is mainly focused on product deve- sing quality, taste, and ease of use. They foster research, product lopment. And it includes product-concepts, recipes, research into 4 HARVARD BUSINESS REVIEW ITALIA NOVEMBER 2018 CASE HISTORY Rana: unaRana: passione a Passion per for la Qualityqualità FIGURE 2 Rampant Globalization Percentage Revenue by geographical area the best ingredients and how to prepare them, packaging, opera- tions that are constantly being revised and improved, and finally Rest of Europe product and process technology that is never enough to serve the 2006 33% enormous amount of ideas set in motion from the four corners of Italy 67% the company. Technology Technology has always been one of Rana’s main success factors. Crowding out the market and their competitors thanks to their te- ams of engineers and gastronomists who serve the needs of con- sumers is the “Blue Ocean” attitude set by Gian Luca, who takes personal care of each stage of the complex projects. Technological 2017 USA Italy 30% 38% development does not answer to financial profit but to the need to continuously innovate so as to have an amazing offer for every Resto d’Europa + altri 32% purchase made by the consumers. According to the company cul- ture, the only real competitor of Rana is Rana, always overcoming Figura 3 itself in terms of quality and the ever-renewed ability to treat high Leader di mercato quality ingredients in a respectful and gentle way. In short, so- (Quote di mercato in alcuni Paesi) mething which is heard over and over again is that the technology of the past, the established and safe one, is a comfort zone and an Rana has subsidiaries of its own in the main European countries (UK, excuse not to question oneself (which is key in top companies). France, Spain, Germany). It exports to 54 countries around the world Il gruppo Rana è leader di mercatothrough in third-party tutti i principali facilities. paesi europei The concept of “innovation above all” is well exemplified by the case of their entry into the American market: having understood that Americans needed to discover the category, Rana changed its FIGURE 3 packaging from plastic to paper. It was a technological revolution Quota di for wet and pasteurized products. The development of a lamina- Paese Posizione mercatoMarketa Leader ted paper that could withstand production processes was an issue valore that would require a lot of time in research and testing. Doing so (Market shares in some countries) while entering a new market showed a stubbornness and ability to deal with the unknown that make this company unique in the food Italia LEADER 36,3%The Rana Group is market leader in all the main European countries service landscape. The paper bag proved to be one of the most successful factors in the conquest of the US market. Francia LEADER 35,6%Country Ranking Market share in terms of value Innovation Italia LEADER 36,3% Innovation is at the heart of the company. Gian Luca’s office is at Spagna LEADER 41,1% the center of the innovation department, amidst researchers and Francia LEADER 35,6% the global marketing department (separate from the country-based Spagna LEADER 41,1% UK LEADER 9,8% marketing divisions) who live in symbiosis. This physical location Regno Unito LEADER 9,8% is not by chance. In every sense, organizational and managerial, Germania LEADER 21,6% innovation is the driving force in the company. Germa LEADER 21,6% By innovation we mean “continuously subjecting each product to nia a test of excellence”: from the raw materials to the way they are processed, to continuously improving process technologies, to the SOURCE: IRI DataFonte :Fresh IRI Data Filled Fresh Pasta Filled Pasta Market Market Year Year Ending Ending Dec Dic 20172017 study of incremental use functions, to packaging and, for some Figura 4 Alla conquista degli Stati Uniti NOVEMBER 2018 HARVARD BUSINESS REVIEW ITALIA 5 (crescita del fatturato dal 2013 al
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