Case Studies | Luiss Business School - School of Management

Reimagining Mobility: ASPI’s Data-Driven Approach to Organizational Agility

Authors: Paolo Boccardelli, Chiara Bartoli, Lorenza Gerardi, Stefano Coiro Abstract: In recent years, Autostrade per l’Italia, one of Europe’s leading concessionaires in the construction and management of toll motorways, has undergone significant transformations. The global macro-trends of the “twin transition” – namely digitalization and sustainability – have gained momentum in reshaping the industrial landscape, while the reconfiguration of organizational and mobility market dynamics, accelerated by the long-term impacts of the COVID-19 pandemic, has imposed new challenges. This has been compounded by escalating geopolitical tensions and the volatility of the energy market. In this complex and rapidly changing context, Autostrade per l’Italia has embarked on a profound organizational transformation. Driven by a complete overhaul of its operational and strategic procedures, the company has placed people and data at the center of its model, seeking to respond to new external transformations with a new organizational structure that fosters business agility. In this case study, we retrace the history of Autostrade per l’Italia and the current market context, highlighting its key drivers of change. Finally, this analysis explores the core pillars of Autostrade’s organizational transformation by investigating its strategic shifts. Download Case Study Request Teaching Notes

Sigaro Toscano. Una porta di accesso al lifestyle italiano

Author: Lucio Attinà Abstract: Era un giorno di luglio 2018, uno di quei giorni luminosi della provincia Italiana in cui i colori valorizzano la bellezza della natura delle colline toscane e Stefano Mariotti - Amministratore Delegato di Manifatture Sigaro Toscano SpA (“MST”), il principale produttore italiano di sigari naturali e aromatizzati, si trovava a Lucca, presso lo stabilimento produttivo principale della sua azienda per il management meeting con la sua prima linea di collaboratori. Sul tavolo si trovavano i report del semestre appena concluso che confermavano quelle che erano state sino a quel momento le ambizioni, le intuizioni e le scelte dell’azienda. La strategia implementata dall’Azienda in passato era volta da un lato a massimizzare la crescita del marchio “TOSCANO®” in Italia e dall’altro a sviluppare l’attività di esportazione dello stesso con un approccio tattico-esplorativo. Quel giorno però aveva deciso di non concentrarsi sulla analisi della performance gestionale della settimana appena trascorsa ma piuttosto di ingaggiare i suoi più stretti collaboratori in quello che lui chiamava brainstorming creativo al fine di disegnare nuovi e più ambiziosi traguardi per l’azienda che sotto la sua guida aveva già consolidato e considerevolmente aumentato il fatturato negli ultimi anni. Dopo aver messo in sicurezza ed avere garantito all’azienda una posizione di leadership nel mercato principale, quello domestico, era già da un po’ di tempo che si interrogava su quale strada intraprendere, facendo leva sui propri punti di forza, per valutare di cambiare la propria strategia, focalizzandosi (i) sul consolidamento della propria posizione sul mercato italiano o (ii) sull’accelerazione della crescita estera attraverso una strategia più mirata e diversificata per Paese. Continuare a crescere era già nelle loro corde e quel giorno voleva raccogliere dal suo team di professionisti del settore quelle idee che potevano rappresentare l’ulteriore sfida da affrontare. Download Case Study Request Teaching Notes

Brainstorming Crescita Leadership Leadership Strategia

Sky. Embracing Design Thinking for a Customer -Centric Organisation

Author: Francesca Mastrogiacomi Abstract: Sky Italia, a leader in Italy’s media and entertainment sector, is facing the pressing challenge of adapting to evolving customer expectations in a dynamic, competitive market. To address this, the company has embraced Design Thinking as a solution, aiming to reinforce its customer-centric approach across all levels of operations. Design Thinking, a methodology centred on empathy, rapid iteration, and creative problemsolving, aligns closely with customer-centricity by ensuring that innovation efforts start with deep insights into customer needs. Through this approach, Sky Italia launched initiatives such as the newly born directorate Customer Solution Hub (CSH), focusing on delivering seamless, tailored content experiences and responsive customer service. By integrating Design Thinking, Sky Italia strengthens customer engagement and positions itself to anticipate and adapt to market changes. This case study explores the impact of Design Thinking on Sky Italia’s transformation toward a more agile, customer-focused organisation, ultimately illustrating how a structured yet flexible innovation framework can drive both customer satisfaction and competitive advantage in the entertainment industry. Download Case Study Richiedi Teaching Notes

CSX Customer Centricity Design Thinking Empathy Innovation

Small Giants: Marketing Challenges Behind the Adoptions of Insect-Based Foods

Authors: Rumen Pozharliev, Matteo De Angelis Abstract: Founded in London by two young Italians, Francesco Majno and Edoardo Imparato, Small Giants has become one of the most important producers of insect-based food products at the international level. The firm has grown considerably following its introduction of mini crackers with 15% cricket flour, extra virgin olive oil and wheat flour. Small Giants’ success is evident from multiple angles: from its entrance into new markets (e.g., Italy and Poland), its increased penetration in UK supermarkets, and its recent raise of 800,000 euros from 491 investors. The firm’s huge potential stems from the fact that insect-based food products represent a valuable alternative protein source with clear environmental and ethical benefits compared to the conventional meat products. Indeed, livestock production significantly harms the environment through water pollution, greenhouse gas emissions and deforestation. In fact, one third of all the water used by the animal agriculture sector goes toward the production of beef. In order to keep the planet hospitable for future generations, it is essential that humans find other dietary solutions that can reduce carbon emissions – and Small Giants is banking on insects being part of that solution. The present case exposes how the firm achieved success by evolving its marketing strategy – from researching consumers’ mentality to drastically changing its brand name and positioning. All these changes were supported by a multi-method scientific analysis done by Luiss’ marketing scholars. Download Case Study Request Teaching Notes

CSR CSR Marketing Strategy Multi-Method Scientific Analysis

smart – Continuous conceptual innovation with “limited” product innovation. The strategic role of communication to reinforce brand equity

Authors: Marco Francesco Mazzù, Radek Jelinek.In cooperation with Mercedes-Benz Italia management and Antea Gambicorti. Abstract: Summer of 1973, Radek Jelinek, an eleven-year-old boy from Brno, then Czechoslovakia, stood still for a moment in the Colosseum arena. His imagination went way back to the ancient gladiators and their tough survival quests and to something that he had heard during his trip: “Start by doing what’s necessary; then do what’s possible; and suddenly you are doing the impossible”. Two weeks after he had left with his parents for a vacation in a place other than another communist country, he did not know that the impressions of this very first trip to the “free world” would change his life forever. End of 2018, right after his appointment as Mercedes-Benz Italia S.p.A. President and CEO, Radek Jelinek was just returning from his first business trip to Böblingen, Germany, headquarter of the smart GmbH. It was a sunny day, and he had just met up with Annette Winkler, the smart CEO worldwide, to discuss the importance of, and the next steps to take in, the Italian market for the smart brand. Their paths crossed several times during their Daimler careers, the previous time had been one year before in Guanajuato, Mexico, when Jelinek was running Mercedes-Benz Mexico as President and CEO. They were celebrating the launch of a “smart city” campaign in Guanajuato, laughing and remembering the floods of water when a tropical rain shower hit the show during the press conference held in the dungeons of this ancient city, with Annette speaking to the press barefoot, holding her Louboutin high heels up in the air. Back then, Jelinek was in his 30th anniversary year with Daimler, where he had started as an intern; he later completed his thesis at the three-pointed star enterprise in Kassel, Germany, and escaped with only a backpack the drowning communist enterprise, defeated by liberal capitalism. From this town in central Germany he moved to the Daimler HQ in Stuttgart and later gained experience in highly volatile Argentina, followed by his first position of responsibility as CEO in a near-civil war situation in Chavez’s Venezuela. The 2007 Daimler-Chrysler de-merger when he was CEO of Chrysler in Germany, including the ensuing financial knockout worldwide when the company was transferred to Cerberus and later to the newly founded FCA Group, enriched his curriculum. When he hit the Italian shores for the first time in 2011, looking for a new job, he was appointed CEO of the Mercedes-Benz Brand Center and Retail in Milan. Facing the Italian market for the first time, he tried to understand the potential of the smart brand and learn about its history in Italy, even though the Mercedes-Benz side of the business had far more resources and obtained far more results. He was now reflecting on how smart as a product became a fashion icon and a success over time. The result of creativity, courage to innovate and hard work from the smart team in the market, as well as keeping the Italian management focused on pushing for a rather low-margin niche vehicle over a long period of time while maintaining a continuous conceptual freshness by giving the impression of continuous innovation in a context of limited product innovation. Download Case Study Request Teaching Notes

Communication Hard work Icon Innovate

Social Circular Economy: the case of Alpha e-waste collection program

Author: Pietro De Giovanni Alpha Electronics makes and sells electronics all over the world. Considering the rigidity of its production systems, the company faces important operational challenges when aiming at becoming more sustainable. Hence, rather than modifying the core business, the company has set a partnership with an association of e-waste collectors and implemented the Alpha e-waste collection programs. Accordingly, Alpha Electronics has been able to initiate a social circular economy business according to which people having old electronics home can return them to the e-waste collectors’ locations and have an incentive for contributing to such an initiative. At the same time, the e-waste collectors activate a set of operations to resell, refurbish, or recycled the returned goods. This gives the option the create new and green jobs, reduce the amount of e-waste in the eco-system, and allow Alpha Electronics to increase the reputation of socially-oriented company. Download Case Study Request Teaching Notes

Circular Economy E-waste Socially-oriented Sustainability

Strategy, ownership and governance in family business groups: the Angelini case

Author: Alessandro Zattoni Abstract: The Angelini Group is a large privately-owned Italian group. At the end of 2017 the Angelini Group had about 6,000 employees, located in 20 countries, and a turnover of €1.67 billion with a gross operating margin of €234 million. Table 1 shows the main Angelini Group business units. The Group is diversified and operates in various sectors: pharma, personal care/consumer, machinery, beauty, wines and real estate. The pharmaceutical business accounts for 52% of turnover, personal care for 29%, machinery for 9%, beauty for 7%, wines for 2% and other activities (including real estate) for 1%. As he approaches the age of 70, Mr. Francesco Angelini – grandson of the founder and leader of the Group – reflects on the existing strategy, ownership and corporate governance structure. He intends to hand over the reins to the next generation after having designed a group and governance structure coherent with the size and the complexity of the Group. Download Case Study Request Teaching Notes

Angelini Governance Strategy Structure

Sustainable Value Chain Management in the Diamond Industry – The Case of Samarth Diamond

Authors: Maria Jell-Ojobor, Sriteja Reddy Wudaru Abstract: The diamond industry produces sophisticated luxury products through a global value chain with a wide variety of players, benefitting a demanding customer base but also causing several ethical issues in indigenous countries. From being formed in and mined from the deeper layers of our planet, the journey of a diamond is fascinating. It comprises many steps and involves different types of organizations. It is also a cyclical industry prone to global events such as financial crises or the ongoing pandemic. More than 90% of diamond manufacturers in the world are family-owned SMEs in India. Thus, when the global economy collapses, or the markets decline, they find their survival threatened. In this case, we focus on Samarth Diamond, one such family firm operating in the Indian diamond industry. With its headquarters located in India, the company today also has presence in various other countries through subsidiaries or stand-alone businesses. It can be considered one of the top 1% firms in the Indian industry along several criteria. But the company’s journey has not been easy. Our teaching case will introduce the various aspects of the diamond industry, including its value chain, and outline the major problems that exist in the industry regarding sustainability and ethics. Then we present the history of Samarth Diamond, how it had faced challenges during the 2007-2008 financial crisis and how it had emerged as a successful company when the majority of the industry was closing down. From doing contract-based “job work” for other companies to becoming its own manufacturing company, the growth of Samarth Diamond can be attributed to two main factors: its approach towards technology and its attitude towards employees. With hefty investments in technology and capitalizing on their goodwill and name in the market, Samarth Diamond had succeeded to make an effective transformation. From becoming the first to introduce the famous “single package system” in the small diamond category to becoming an organization with more than 4,500 employees, 3 factories, and 3 international offices, Samarth Diamond is an example of family firms surviving and succeeding with grit, skill, and passion as well as risky decisions to adopt new technologies. We will look at how Samarth Diamond implements its human resource policies, specifically from an ethics and sustainability perspective. The company prides itself on the commitment and loyalty of its employees and considers it a core factor that helped the company survive any crisis. As such, it is interesting to see how a family owned firm manages its people and achieves a level of sustainability that does not just meet CSR definitions but also translates into strategic competencies. Moreover, both technology adoption and employee management are intricately linked in the company’s everyday operations. Given that the majority of diamond manufacturing firms are family-owned Indian SMEs, both the adoption of technology and the move towards sustainability and ethics are quite slow. Samarth Diamond is an example of how sustainability can be integrated into the company to realize the triple-bottom line goals of profits, planet, and people. Download Case Study Request Teaching Notes

CSR Ethics Sustainability Technology

Takeda Italia: una nuova leadership inclusiva per una crescita globale del Gruppo giapponese

Authors: Maria Isabella Leone, Ginevra Assia Antonelli. Abstract: A partire dal sogno del trentaduenne Chobei Takeda I di aprire un’impresa per la vendita di erbe medicinali della tradizione giapponese e cinese, realizzato nel lontano 12 giugno 1781, Takeda Pharmaceutical Company Limited ha affrontato negli anni grandi sfide e cambiamenti, fino a diventare oggi una delle prime dieci case farmaceutiche al mondo, e la prima in Giappone. La crescita dell’Azienda è sempre stata un obiettivo particolarmente a cuore della proprietà e del management di Takeda, realizzato progressivamente anche tramite partnerships e acquisizioni strategiche. Da un lato, attraverso l’espansione del portafoglio prodotti per rispondere alle esigenze di un numero sempre maggiore di pazienti; dall’altro, attraverso l’espansione geografica, realizzata con l’intento di raggiungere i propri pazienti ovunque si trovino. Nel 2014, Christophe Weber diventa il primo CEO non-giapponese alla guida dell’Azienda nipponica. Sebbene questa scelta sia espressione dell’irreversibile processo di globalizzazione dell’organizzazione, la decisione genera perplessità e malcontento, tanto da portare 110 ex dirigenti, compresi alcuni membri della famiglia Takeda, a firmare una petizione volta a convincere gli azionisti a rifiutare la nomina dello stesso Weber. Nonostante queste manifestazioni contrarie, il nuovo CEO riesce a rimanere saldo nella sua posizione, secondo la volontà del suo predecessore, Yasuchika Hasegawa, che fu il primo CEO che non vantava legami diretti con la famiglia Takeda e sancisce una nuova impronta globale per il Gruppo. In questo nuovo contesto, quali sono state le scelte di Takeda Italia per distinguere il proprio stile di leadership, in linea con il nuovo assetto strategico e organizzativo del Gruppo, incentrato sui principi di diversità e inclusività a 360°? Download Case Study Request Teaching Notes

Globalizzazione Leadership Obiettivo Strategia

The Good, The Bad, and The Grey: Qualitative Management Research and Ethical Data Collection From Social Media Communities

Author: Lakshmi Balachandran Nair Abstract: This case study examines data collection and related ethical considerations in the context of social media communities.We are living in a digitalized world. The different domains of social life are increasingly getting reorganized around digital communication and social media infrastructures (Brennen & Kreiss, 2016). Especially since the commencement of COVID-19 pandemic, the use of social media and other online platforms has increased exponentially across the world (Wheeler, 2020). Social media can be defined as online spaces in which social interactions amongst people are enabled (Leppänen et al., 2013). People using social media connect and communicate with others daily through collaborative generation, exchange, and continuous modification of content (Kaplan and Haenlein, 2010; McKenna et al., 2017). At this point, it is important to note that these social media platforms are ‘social’ in different ways (Baym, 2011). To give an example, Facebook users mostly connect with people in their friend circles. This online platform affords multimodal data in the form of texts, photos, and videos shared by users for the perusal of other users who are familiar and friendly with them (Mikhaeil and Baskerville, 2019). Reddit, on the other hand, is a social news aggregation and discussion website. Reddit data is mostly textual. Although ascertaining strict boundaries between different types of social media platforms is difficult due to their fuzzy nature, in general Facebook is a site in which people connect with personal acquaintances (by adding them as “Facebook friends”) and like-minded individuals (by joining Facebook groups of shared interests). Prior research has classified such social media platforms into five types – blogs (e.g.: My Plastic Free Life), social networking sites (e.g.: Facebook), collaborative projects (e.g.: Wikipedia), content communities (e.g.: YouTube), and virtual worlds (e.g.: Second Life).These classifications, however, are not completely exclusive. Some social media platforms might fit into more than one classification. For example, Yahoo! Answers is a social networking site as well as a collaborative project (Agichtein et al., 2018; Nair, 2020). The omnipresence of these social media platforms in our everyday life has created several new opportunities for qualitative management and organizational researchers (Blank, 2017). The large quantity of easily searchable, low-cost digital data available online offers unique opportunities to researchers who explore the activities and interactions of people (Hewson, 2013). Download Case Study Request Teaching Notes

Multimodal Data Organization Quality Social Media

The directors of RSI SpA

Authors: Alessandro Zattoni, Enzo De Angelis Abstract: The case presents the key characteristics of the company, its board of directors and the agenda for the incoming board meeting. The focus of the case is the discussion of the sale of the real estate assets of the firm and, if there is time, the new compensation system for the COO. Board members should discuss the proposals from various perspectives and backgrounds and approve (with a majority or unanimous consensus), do not approve, or delay the decision to the next meeting. Download Case Study Request Teaching Notes

Agenda Assets Board Meeting Compensation

The Platformization of Banking: The Case of Flowe

Authors: Cristina Alaimo, Jannis Kallinikos, Francesco Sannino Abstract: Over the last few decades, digitalization has revolutionized most walks of living, including the ways we shop and pay. The diffusion of mobile devices along with the increasing sophistication of digital technologies and the advent of platforms as widespread organizational arrangements of the digital era have established the conditions for the disruption of entire industries. In what follows, we report a case that shows the digital transformation which the financial service industry is undergoing. Flowe is an Italian innovative startup owned by Banco Mediolanum Spa. Founded in 2020, Flowe counts more than 670k users and 50 partners, a substantial record achieved in a short time frame and amidst a global pandemic. Flowe is an open banking platform and a for-profit company which operations are closely associated with the pursuit of social and sustainable goals. The company can provide for payment services and issue loans in compliance with applicable laws and regulations. However, the company does much more than that. It brings the philosophy of openness, innovation, and sustainability to the banking sector and complements traditional banking operations with a mix of new service offerings, educational aims, gamified experiences, and traditional service provision. Download Case Study Request Teaching Notes

Digitalization Financial Industry Innovation Sustainability

The role of strategic fundraising in marketing plan of non-profit companies. The case of Susan G. Komen Italy

Authors: Marco Francesco Mazzù, in cooperation with Riccardo Masetti and Ludovica Serafini Abstract: When Professor Riccardo Masetti pronounced the above-mentioned quote, Susan G. Komen Italia was among the most authoritative NGOs in Italy. After 20 years of strong growth both in B2B and in B2C market, in 2020 Professor Masetti and his team had to confront with a never-experienced situation: due to Coronavirus outbreak, the spearhead of Komen Italia’s events, the “Race for the Cure”, was in danger. This matter triggered Komen Italia’s President and members, requiring everybody’s full dedication: how to keep the attention high on a topic this severe and on fundraising in a moment in which it is not possible nor allowed to hold the core initiative impacting on the association’s revenues? The Covid-19 outbreak is profoundly reshaping organizations, forcing them to adapt to a new normality and impacting heavily also on NPOs like Komen Italia that need to keep on operating to support communities. This has forced NPOs supporting patients and convalescents to either suspend their activities or to find new solutions. On top of this, the economic aftermath of the pandemic is impacting fundraisings, threatening sustainability. The opportunity that comes from this situation is to experiment new ways to serve stakeholders that can help NPOs not only to survive as an entity but also to generate long term benefits. Professor Masetti and his team had to deep dive into the “in distance” transformation of the event and channelling the most awareness cross-country to the association’s mission and vision but, importantly, great emotional connection, also thanks to the resonance of the many ambassadors and influencers involved in it. How to maintain the emotional bonding with the community? And how to ensure sustainability of a NGO that relies mostly on donation for its broad range of activities? Download Case Study Request Teaching Notes

Benefits In Distance Missione & Vision NPOs

The St. Vincent Art Museum: Finding a way to face COVID-19

Authors: Luca Giustiniano, Sara Lombardi Abstract: May 2020: Taking her traditional seat at the board’s table in the glass-casted room, Ann Hailstrom, Director of the St. Vincent Art Museum, looked extremely worried. On the table, thick books on Leonardo anticipated the plan for the next exhibition. Since her appointment as the Director, she had worked hard to make the St. Vincent Art Museum an excellent and faultless expression of high quality. Nonetheless, the totally unpredictable spread of COVID-19 had called off the entire year’s program. The severe uncertainty that the museum was facing was putting its survival at huge risk. While sitting, Ann knew that the board members expected her to come up with valuable ideas for prompt adoption to face the crisis that the pandemic was creating for the museum. Many questions were crowding her mind: “How can we be resilient in the face of the consequences of the virus? How can we keep on developing our activities yet preserve the high level of quality of our intellectual offer? What can we learn from these challenges to remain competitive? How can we incorporate the lessons learned into our strategy to compete better in the future with other cultural institutions in Europe? As soon as COVID-19 is over, how can we increase the attractiveness of the St. Vincent Art Museum to the international markets?” While reflecting, she also wanted to show the board how much effort she had put into looking at this tremendous moment as an opportunity to renovate the museum and some of its procedures and its ways of dealing with customers as well as its work activities. Waiting for all the members to join the meeting, from the other side of the room, the Grand Palace seemed to observe her with austerity. Download Case Study Richiedi Teaching Notes

Challenges Effort Procedures Renovate

Transitioning to Circular economy: How do business models evolve? Comparing companies in the food industry

Authors: Maria Carmela Annosi, Federica Brunetta, Daniel Daniel Abstract: FAO has estimated that approximately one-third of global food production is wasted each year across the food supply chain, equivalent to approximately 1.3 billion tons of food, worth 1 trillion dollars. In addition to economic losses, food waste contributes to increasing global greenhouse gas emissions and unsustainable use of water, land, and energy. To respond to the societal need to reduce food waste along the supply chain, circular business models have emerged to replace the linear “take-make-dispose” models. As a result, many initiatives have been established to use resources and to prevent waste via optimizing residual streams. The case presents evidence from the food industry. This seems an ideal setting, given the great need to minimize food waste and loss both for societal and economic reasons. The megatrends impacting the food industry are described, along with a presentation of the characteristics of the food supply chain and CE approaches in agri-food. This will serve as a basis to better understanding challenges and opportunities provided by the external environment leading to potential strategic decisions faced by industry managers. Then, six short cases with stories of companies in the food industry that have implemented Circular Business Models are presented. The short cases serve as a basis for reflecting on the main problem faced by managers willing to move towards such models: How can one plan for the best transition to the Circular Economy and, given the importance of working together, how can one set up a successful collaboration? Download Case Study Request Teaching Notes

Circular Business Models Food Industry Supply Chain

«Value and values»: purpose, reputation e scelte di brand nella fusione WINDTRE

Authors: Matteo Giuliano Caroli, Marco Francesco Mazzù Abstract: La nascita del brand unico WINDTRE rappresenta il punto finale di un importante processo di integrazione che ha coinvolto il business, la cultura e le infrastrutture della nostra azienda. WINDTRE, a distanza di soli due anni dal lancio sul mercato, è ora un marchio forte, riconoscibile, che ha centrato un duplice obiettivo: far sentire ‘a casa’ i clienti di Tre e di Wind raccontando, al contempo, una realtà nuova, quella dell’operatore mobile numero uno del Paese. Un risultato dovuto al rafforzamento dell’infrastruttura tecnologica e alla capacità di creare innovazione nel complesso mercato delle telecomunicazioni. La nuova rete mobile, integrata e potenziata grazie a significativi investimenti – sei miliardi in cinque anni – è oggi ai vertici della qualità per copertura e performance. Il network e le soluzioni integrate fisso-mobile consentono alle famiglie l’accesso ai servizi ormai fondamentali per la quotidianità, dallo smart working all’e-learning. Le nostre proposte supportano poi le imprese, non solo nell’ambito di connettività convergenti ed innovative sempre più performanti, ma anche nella sfida della trasformazione digitale e le abilitano all’utilizzo di soluzioni in campi come la Cybersecurity, l’Internet of Things o il Cloud computing. WINDTRE è stata capace, inoltre, di cogliere le opportunità offerte dai cosiddetti ‘settori adiacenti’ alle stesse telecomunicazioni. WINDTRE LUCE&GAS è, infatti, un esempio per poter operare nel mercato dell’energia, con l’obiettivo di proporsi come unico riferimento per la gestione congiunta delle utenze di casa. Download Case Study Request Teaching Notes

Digital Transformation Innovazione Mercato Tecnologia