Amigo & Intercost

Today we are, we say, one of the leading companies in distribution and I am proud to be here. If we look at what characterizes us or what we are pursuing as a core strategy purchasing, warehousing, warehousing, sales, transport, control, things that as I said from the beginning, we could not do without Transart. I'm very convinced of that, I think I'm the most difficult person from that point of view because I've been looking or I'm always looking to be faster. In a world of speed, I think it's the only thing that makes the difference. I have been with Amigo Intercost since 2010. I came from a multinational and, having learned to do calculations and analysis and looking for solutions, I came here and I did everything in Excel, in the formats that I knew until I found out that there was an operational cost center in our Transart operating system, which I think is vital from my point of view in any company in general. This cost center first and foremost convinced me that I had chosen the right company because it basically gives me information constantly until you get to accounting, until you go back to balance sheets and so on. Fortunately the cost center constantly shows us the reality. That's where I see things to improve. That's where we constantly saw the opportunity whether, where, how much we could invest therefore, that's how we easily, easily decided that this is the time to or the moment we were invited the opportunity to grow, basically to move forward. It's a fantastic control, which I think is useful and it's at the touch of a button for whoever is using from my point of view, Transart. One of the biggest advantages in Transart is the legislation. I think, so we say, if at Ro-Transport I think we were all sweating, no way, it was crazy there, it will never happen, at RO-Factura it happened, I think today with the sugar tax or what is coming ReturRO, we don't see them as fears anymore actually, I mean how to apply, how to send an invoice to customers where there is a specific line dedicated to each product and so on. As you can see we have a very high volume of activity, over 6000 documents/invoices, it's very complex work. You've seen a lot of suppliers. A normal ERP system doesn't allow you to draw in front of a customer what type of customer they are. In FMCG it's complicated, each supplier defines the type of customer differently. One says it's supermarket, one says mini market, one says it's small store, big store, for some it's value, it's Golden there are incredibly many specific things if we talk about our customers, our partners. With the help of Hermes, we were actually able to go to the customer with a well-defined offer, with what was requested. We were able to gather customers, who were Gold customers, to give the Pepsi Quadrant promotion to them, and to Heineken to tell them about their customers, who are Gold customers, to do their promotion and their activity, so it made this part of the market very easy for us, effectively and all in a controlled way. What I was saying, budgeting is easy draw the line at the end of budgets it's very complicated to see whether you've spent enough or not. The risk at this level of activity that any part of our structure will get it wrong is fantastically high and then an SFA basically allowed us to control the budget, to release information when we needed to. Yes, we can supplement, but let's see why. We have information, notifications that actually allow us to react, meaning not to leave the market or the sales structure in the dark. I believe, I say once again, that all the challenges ahead are easier to meet, as they say, with a partner close by. So I say that is the key to success and thank you once again.