Italy

Iacomelli

Over the past three years, the landscape of the Italian superyacht construction industry has undergone a profound transformation, catalysed by the global Covid-19 pandemic in 2020. The pandemic not only fuelled demand for Italian superyachts, with many ultra-high net worth individuals (UHNWIs) seeking an escape, but also exposed vulnerabilities in the supply chain. In response, major Italian superyacht builders have embraced a strategy of vertical integration since 2022, acquiring suppliers to fortify their supply chains and ensure uninterrupted production capacity.As of 11 January 2024, the key companies leading the Italian superyacht sector in terms of unit output are <a data-gid="gid://syiq/Company/6046" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Azimut-Benetti Group (Company)">Azimut-Benetti Group</a>, <a data-gid="gid://syiq/Company/4876" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Ferretti Group (Company)">Ferretti Group</a>, <a data-gid="gid://syiq/Company/5565" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="The Italian Sea Group (Company)">The Italian Sea Group</a> and <a data-gid="gid://syiq/Company/374" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Sanlorenzo (Company)">Sanlorenzo</a>. According to <a href="https://sytiq.superyachttimes.com/" rel="noopener noreferrer" target="_blank" title="">SYT iQ</a>, out of the current 367 30-metre plus superyachts in-build, these four companies have a combined total of 243 superyachts in-build. This impressive figure represents around 66% of all yachts currently under construction in the Italian superyacht sector.<img src="https://photo-assets.superyachttimes.com/photo/298784/image/large-72edcf5b0f4ac812cda7ad817d6243a8.png" data-gid="gid://syiq/Photo/298784">Despite initial setbacks in 2020, the Italian superyacht sector exhibited a remarkable recovery, as evidenced by <a href="https://sytiq.superyachttimes.com/" rel="noopener noreferrer" target="_blank" title="">SYT iQ</a>'s data showing a significant increase in sales: 188 new yachts over 30-metres were sold in 2021, compared to just 67 in 2020. This surge in new build projects, particularly noted among leading shipyards, necessitated swift adaptations to the supply chain to meet the heightened demand attributed to the Covid-19 pandemic.<img src="https://photo-assets.superyachttimes.com/photo/298783/image/large-4c6dc274ecd7dfe671f3198fc2e02c3d.png" data-gid="gid://syiq/Photo/298783">Ferruccio Rossi, <a data-gid="gid://syiq/Company/374" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Sanlorenzo (Company)">Sanlorenzo&nbsp;</a>General Manager and President of Superyacht division, confirms the impact Covid-19 had on the supply chain pointing out that: “Covid highlighted the vulnerability of global supply chains and at the same time generated a number of challenges, including reduced production capacities, instability in international transportation and limited availability of certain materials. Addressing these challenges has become crucial to ensure business continuity and meet market demand. The acquisition of companies in the supply chain was a strategic move to mitigate the negative impacts of the pandemic”. <img src="https://syt-store-production.s3.eu-west-1.amazonaws.com/photo/298557/image/large-f2e80e39108e4bea63e6898484232afb.jpeg?X-Amz-Algorithm=AWS4-HMAC-SHA256&amp;X-Amz-Credential=AKIA52TLVJASOPFTPHWY%2F20240112%2Feu-west-1%2Fs3%2Faws4_request&amp;X-Amz-Date=20240112T161648Z&amp;X-Amz-Expires=900&amp;X-Amz-SignedHeaders=host&amp;X-Amz-Signature=dd0d56e57c0682f0f023fb332293a3058804150152edbf6fb014ecc25041ab7e" data-gid="gid://syiq/Photo/298557">When elucidating the strategic implications of <a data-gid="gid://syiq/Company/374" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Sanlorenzo (Company)">Sanlorenzo</a>'s acquisitions, Rossi emphasises that these moves strengthened operational resilience by increasing control over key segments of the supply chain. Additionally, Rossi notes that increased vertical integration provides flexibility to adapt quickly to global changes and reduces dependence on external suppliers.&nbsp;In offering his perspective on this latest development in the Italian superyacht sector and its implications, Vincenzo Poerio, President of <a data-gid="gid://syiq/Company/1661" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Tankoa Yachts S.p.A. (Company)">Tankoa</a> Yachts, identifies two primary reasons. “First, <a data-gid="gid://syiq/Company/374" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Sanlorenzo (Company)">Sanlorenzo</a>, <a data-gid="gid://syiq/Company/4876" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Ferretti Group (Company)">Ferretti&nbsp;</a>and <a data-gid="gid://syiq/Company/5565" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="The Italian Sea Group (Company)">The Italian Sea Group</a> are listed on the stock exchange, and publicly traded companies are under constant shareholder pressure to grow and to increase their overall size and revenue. Moreover, acquiring some of their suppliers has had a double advantage: first and foremost these firms have been able to push the firms that they acquired into producing mainly, or even exclusively for them. An effect of these acquisitions is that these firms have increased their production output. The second reason is that it was not easy to find suppliers during the pandemic, and large shipyards have chosen to buy them to guarantee a workforce in key activities and also prevent the suppliers from working for their competitors”. <img src="https://photo-assets.superyachttimes.com/photo/226017/image/large-b7a066e3157a0684982841a6f5d205e2.jpg" data-gid="gid://syiq/Photo/226017">Marco Arnaboldi CEO of <a data-gid="gid://syiq/Company/6700" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Centouno Navi (Company)">CENTOUNONAVI</a> posits a similar view point stating that: “I perceive it as a strategic necessity for companies to manage their suppliers actively, at times aiming to limit competitors rather than solely enhancing their own strength. In the current landscape, challenges persist in supply chains, including issues with sourcing building materials. Companies listed on the stock market engaging in acquisitions often experience an increase in their stock value, demonstrating the market's positive response to their strategic moves”.As for <a data-gid="gid://syiq/Company/6046" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Azimut-Benetti Group (Company)">Azimut-Benetti Group</a> which remains the only private company of the top four firms, they have adopted a distinct strategy in their relationship with their suppliers. They have continued to work without acquiring their suppliers and continue to collaborate with their main suppliers. Being large firms, they provide large volumes of work to their suppliers, and this helps forge favourable long term agreements. According to Poerio, this option as ideal for private firms that don't pursue vertical growth through acquiring suppliers to demonstrate larger sales. <img src="https://photo-assets.superyachttimes.com/photo/113484/image/large-8103458f97b31a7c19645284bbcfbb8a.jpg" data-gid="gid://syiq/Photo/113484">Moreover, Poerio underscores the significance of cultivating robust and meaningful relationships between shipyards and suppliers. This emphasis is crucial not only to secure ongoing work for the suppliers, but also to ensure a continuous and seamless collaboration. “This is also important because a strong partnership means using the same skilled workforce and therefore improves the quality of the products. I am firmly convinced that the shipyard that acquires suppliers creates a challenging dynamic in the relationship. In fact, in order to produce good quality products, suppliers need to achieve maximum efficiency and quality of their products. If the owner becomes the main client, the supplier can be easily forced to do what the parent company requests. It can potentially become a conflictual and skewed relationship. When the supplier is owned by the client, it often results in an unnatural relationship. It is important to encourage suppliers to develop their own autonomy &nbsp;and ability to deal with the commercial side of the business".<img src="https://photo-assets.superyachttimes.com/photo/295946/image/large-5fbd2c3349d9f4d1ab09904a50efd24d.jpg" data-gid="gid://syiq/Photo/295946">In an article featured in <a href="https://www.superyachttimes.com/yacht-news/chris-bizzio-ceo-of-iacomelli" rel="noopener noreferrer" target="_blank" title="">Issue 3 of How To Build It</a>, Chris Bizzio, CEO of <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a>, puts forward a similar viewpoint on the potential long-term impact these series of acquisitions can have on the supplier-shipyard relationship. Bizzio, who took over the steel manufacturer in 2020, stands strong in the decision to remain independent, asserting that: “We strive to develop unique solutions that best answer our customers’ needs. I see that shipyards are taking over key suppliers, but after a while these suppliers stop innovating because they are absorbed by the 'system'. We are free to explore different aspects of our business and to find out-of-the-box solutions. Some may think the share of the pie is getting smaller, but when you’re able to find bespoke solutions for your customers, you have a new market open to you”.As for the ramifications on shipyards in Italy with a comparatively lower output, Poerio elucidates that shipyards are compelled to “collaborate with various suppliers or, even better, bring some aspects of the supply chain ‘in house’. Consequently, they face challenges such as higher energy bills, increased demands on space and facilities, the need for additional capital to invest in machinery, and expanded spatial requirements. Alternatively, another strategy also involves fostering improved relationships with firms operating in different sectors and persuading them to venture into the nautical sector”.<img src="https://photo-assets.superyachttimes.com/photo/298552/image/large-7852cafec36587fb5fa33772c6d2e93d.jpeg" data-gid="gid://syiq/Photo/298552">The question of whether the main shipyards will persist in acquiring suppliers remains uncertain, given that superyacht shipyards operate with a finite clientele and must consider sustainable growth. What is clear, however, is that these major shipyards have already achieved significant consolidation and are poised to maintain dominance in the superyacht output. It will be intriguing to observe how other shipyards in the Italian superyacht sector will respond to these acquisitions. <img src="https://photo-assets.superyachttimes.com/photo/265932/image/large-01b08e3d1324671c97486224c5953a4d.jpg" data-gid="gid://syiq/Photo/265932">List of recent acquisitions in the Italian Superyacht Sector in the past two years:&nbsp;<a data-gid="gid://syiq/Company/374" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Sanlorenzo (Company)">Sanlorenzo:</a>• 48% Stake in Metal Carpentry Firm <a data-gid="gid://syiq/Company/5083" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="MEC-Carpensalda (Company)">Mec-Carpensalda</a> (11/04/22).• 66% Stake in Duerre Furnishings Company: Initial stake acquisition of 33% on 29/04/22; Expanded acquisition of another 33% on 02/05/23, showcasing a progressive investment in the furnishings sector.• 49% Stake in Seaenergy (28/03/23), a company specialising in electronics and electrical systems for the yachting sector.• 100% Stake/Ownership of Arbatax.<a data-gid="gid://syiq/Company/5565" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="The Italian Sea Group (Company)">The Italian Sea Group</a>:• Acquisition of Furniture Company <a data-gid="gid://syiq/Company/7113" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Celi S.r.l (Company)">Celi</a> (18/04/23).<a data-gid="gid://syiq/Company/4876" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Ferretti Group (Company)">Ferretti Group</a>:• Acquisition of Masello, a company experienced in wooden furniture for yachts). •&nbsp;<a data-gid="gid://syiq/Company/7073" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Fratelli Canalicchio (Company)">Fratelli Canalicchio</a> (29/09/22), a company specialised in static exteriors and automatic kinetic systems for yachts.

Why are Italian shipyards acquiring supply chain companies?

Major Italian superyacht builders have embraced a strategy of vertical integration since 2022.

In 2020, the family-run engineering firm <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a> changed hands for the first time in its 60-year history when American businessman Chris Bizzio took over the helm. Based in Pistoia, Tuscany, <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a> is a key supplier of steel carpentry and engineering to the yachting industry. We caught up with Chris to find out how he has navigated taking over a well-respected Italian firm, tripled the company’s turnover and reinvigorated production workflow.&nbsp;What motivated you to take over&nbsp;<a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a>&nbsp;in 2020 in your first experience of the superyacht sector?I worked for over 25 years in both the consulting and fashion business, but always as a director or CEO. Other than having been on a yacht, I knew very little about the superyacht sector. At around 50 years old I told myself I should try the entrepreneurial side of working as both my grandparents were entrepreneurs and my father had his own business. A lawyer friend of mine told me that <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a> was looking to sell. <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a> had a generational issue as the children already had their own career paths and none of them wanted to work in the company, so it was destined to be shut down. Fortunately, I was able to step in. I found a company rich in craftsmanship, know-how, and much goodwill in the industry. I was able to use my experience acquired in areas such as supply chain and business development. Since I joined the company our sales have grown three-fold. <img src="https://photo-assets.superyachttimes.com/photo/295945/image/large-2c6001f6c4ae804b12aa122692b22fe1.jpg" data-gid="gid://syiq/Photo/295945">How have you navigated the changing landscape in the sector, particularly with Italian shipyards buying up key suppliers?Our strategy is to focus more towards handmade custom products. The expertise we have in matching metal carpentry with electronics or hydraulics and giving the customer a turnkey solution is almost unmatched in the industry. We strive to develop unique solutions that best answer our customers’ needs. I see that shipyards are taking over key suppliers, but after a while these suppliers stop innovating because they are absorbed by the “system”. We are free to explore different aspects of our business and to find out-of-the-box solutions. Some may think the share of the pie is getting smaller, but when you’re able to find bespoke solutions for your customers, you have a new market open to you.&nbsp;How have you adapted to the cultural and business differences as an American owner taking over an Italian company?Well, let’s say it’s like “rigour meets creativity”. Obviously, my background brings to the table rigour, processes, budgets, P&amp;L, cost controls etc. but then I must match this with Italian design, creativity, craftsmanship, unstoppable searching for solutions, and the ability to develop different paths to the same result. As an American I view things as the glass being “half full”, while some Italians often take the “glass half empty” perspective. I try to navigate between these two assessments. It’s not always easy and certainly challenging. To change a company culture like that of <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a>, which has been around for over 60 years, is not something you do overnight, in fact my approach is to demonstrate with facts that sometimes there are better ways of doing things. Italians are not afraid to express their emotions, even at work. And meetings can sometimes appear to turn into heated debates. It’s important to consider this as constructive conflict that will help everyone work more effectively and build stronger relationships of trust.<img src="https://photo-assets.superyachttimes.com/photo/295944/image/large-275eaad79fbf191b1124a30c290ac7b2.jpg" data-gid="gid://syiq/Photo/295944">Are there any specific strategies you want to implement to ensure the company's survival and growth?I think for us the path is to give the customer custom turnkey solutions. Our products are made by hand unlike our competitors, most of whom use machines. This way of working adds to production times, but the result is a higher quality and higher functioning products. Today’s shipyards are pushing the development and innovation to their suppliers, and we need to meet that challenge. In <a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomelli</a> since I took over, we have invested over €900,000 in innovation, but we also have to offer shipyards new or pioneering products that can involve a mix of materials to solve, for instance, an issue of weight. My plan is to grow – in sales, in efficiency and in the goodwill our customers have towards us.&nbsp;Are there any steps you have taken to strengthen and secure the supply chain for&nbsp;<a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomeli</a>'s operations?One area we are working on is to give our suppliers access to immediate payments, so by working with us we can address immediately the issue of giving the supplier the necessary working capital to fulfill our orders. &nbsp;In essence we work as a bank for our suppliers. &nbsp;Another area is visibility. We try to give our suppliers visibility in the mid-term, the so-called “demand forecasting”, so that they see and understand what is ahead for them in the future. The third area is lifetime value. If you are a supplier and work with us, over time your lifetime value will grow as our relationship continues as we like to build on our relationships over a long period. &nbsp;<img src="https://photo-assets.superyachttimes.com/photo/295946/image/large-5fbd2c3349d9f4d1ab09904a50efd24d.jpg" data-gid="gid://syiq/Photo/295946">Are there any plans to diversify&nbsp;<a data-gid="gid://syiq/Company/7419" href="#managed-by-system" rel="noopener noreferrer" target="_blank" title="Iacomelli (Company)">Iacomeli</a>'s client base or expand into new markets?&nbsp;I would love to grow internationally, especially in northern Europe, but unfortunately Italian companies don’t have a great reputation in an international field. Sure, there are some great Italian companies, and our design and creativity are outstanding, but if you dig a little deeper, issues such as reliability, deliveries, willingness to serve the customer, language, all come into play, so I get a lot of push-back from international customers as they are reluctant to partner with us. It's difficult to change this mindset but I won’t give up trying. &nbsp;Regarding our expansion strategy I would love to branch out in the superyacht sector. Today we develop doors, pantograph doors, sliding doors, mooring doors, tender garage doors, stern platform doors, etc. I need to see where I can diversify, but always within our sphere of legitimacy.&nbsp;This article was originally published in Issue 3 of How To Build It, you can&nbsp;<a href="https://www.superyachttimes.com/magazine/how-to-build-it-issue-3" target="_blank">download the magazine for free here</a>.

Chris Bizzio on taking over Iacomelli

We caught up with Chris Bizzio to find out how he has navigated taking over the well-respected Italian firm, Iacomelli. 