Rossetti, A Shoe Manufacturer In Italy, Refused To Outsource Production.

The story began in 1953, this year in the Milan province of the Arabic Pavilion.

Mr. chairman, how hard is it to convey to your customers the added value of your shoes and explain that your shoes are all made by hand?

Obviously, this value requirement is right.

In fact, FratelliRossetti's target customers are high level, internationalized, pursuit of "high quality" consumer groups, and they are hard to be influenced by the trend.

They focus on styles, leather quality, accessories, production, processing and comfort. They require shoes to express their grades and tastes.

These consumers are our loyal customers, they will not give up wearing Rossetti, they will be like our spokesmen, through word of mouth to ensure the continuous promotion of products.

One of your characteristics is that all the processing links are completed inside the base of the Baba accord.

Is quality assurance guaranteed by experienced skilled workers, or because of special quality inspectors for high quality inspection?

Of course, we monitor directly the various departments of the company.

In addition, our handcraftsmen have rich experience and high degree of professionalism.

The combination of the two makes the excellent quality of the final product.

I am glad to say that even the walls of our company know how to make shoes.

This is a great advantage to keep all production processes completed internally, and there is no dispersion in the whole process.

The knack is only known by insiders and never pmitted.

Let's look back at the past.

The company has a history of more than 50 years.

What changes have taken place in shoemaking industry in this half century?

At present, the post industrial stage is characterized by more and more use of outsourcing production, but the Rossetti brothers take the 100% family manufacturing, that is the opposite.

So how can we compete against the tide and remain competitive?

Despite the many changes that have taken place in the past fifty years, one thing remains the same: our consumers are loyal to high quality products, they trust our products and will buy them again.

Because of this, we have chosen to focus on high quality and concentrate on internal management and production.

These make our organization efficient and cost-effective.

The wind of economic crisis has blown the stock market around the world, without mentioning the recent slight improvement: is the depression of western economic consumption a danger?

Do you think that in order to absorb the occasional demand crisis in a more mature economy, it is possible to achieve the pfer of sales in emerging economies?

Of course, the new market has balanced the slow pace of those mature markets, and for us, they represent a platform for development.

Recently, we have agreed an agreement with Fairton on opening 17 sales outlets in China.

But we are confident that Europe will continue to serve as a reference point. In order to prove this, we will open a new store in London, which is at the center of today's crisis.

What strategy have you taken in managing the international market?

In the west, we adopt direct selling mode, while in the East we adopt distributors or franchisees.

Italy is co-ordinate, and all parts are managed separately.