The most valuable brands 2018


The most valuable brands in the world are Apple, Google and Amazon according to the usual Interbrand annual report.

The Cupertino colossal in 2018 reached a value of 214 billion dollars. Apple and Google have occupied the first two places for six consecutive years, according to Interbrand’s Best Global Brands report, while Facebook slipped to the ninth after being the fastest growing brand for five years. Meanwhile, the brands that reached the top 100 in 2017 but were expelled this year are among others Tesla, Thomson Reuters, Moët & Chandon and Smirnoff.

logo apple 300x103 The most valuable brands 2018 Romano Pisciotti
logo apple

I brand di maggior valore al mondo sono Apple, Google e Amazon secondo il consueto rapporto annuale di Interbrand.

Il colosso di Cupertino nel 2018 ha toccato un valore di 214 miliardi di dollari. Apple e Google hanno occupato i primi due posti per sei anni consecutivi, secondo il rapporto Best Global Brands di Interbrand, mentre Facebook è scivolato al nono dopo essere stato il marchio in più rapida crescita da cinque anni. Nel frattempo i marchi che hanno raggiunto i primi 100 nel 2017 ma sono stati espulsi quest’anno sono tra gli altri Tesla, Thomson Reuters, Moët & Chandon e Smirnoff.

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Motor Parts Industry – Nigeria


MPI (Motor Parts Industry) is official IVECO dealer in Nigeria and can supply any vehicle made by IVECOand ASTRA.

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MPI is the largest stockist of original IVECO spare parts in Nigeria and has a fully equipped workshop where all IVECO vehicles can be repaired.




DELFIN 251x300 DELFIN Romano Pisciotti


Forklift Enabled Industrial Vacuum

The B200M has a great solids capacity, which simplifies the suction of a wide range of materials while salvaging possible liquids.
Thanks to the linchpin, the vacuuming separator can be flipped over 45°-90° to discharge the vacuumed material directly where necessary.
The vacuuming separator can be transported by a forklift truck.
The discharge of the vacuumed material is considerably simplified, which allows easier handling of the vacuum. That’s why we recommend the B200M for reduced spaces.

Main Features

  • Ideal for collection of large quantities of material
  • 3 Single-phase By-pass motors
  • Complete, quick and safe discharge
  • Portable with Forklift truck



DELFIN Vacuum in Nigeria Romano Pisciotti

Over Fifty


Linkedin 300x208 Over Fifty Romano Pisciotti

“I would not hire people over 50” wrote someone in a comment. He said: “they don’t work hard enough, they take lots of sick days, they don’t know modern technology, they are stubborn and set in their ways. They should start their own business, and let young people get jobs.”

Amazingly it was written 3 days ago, not a century ago. That comment received 40 likes.

I was ask to respond to the comment.

Please let me know on how many points you agree.

1. Statistics show that the number of sick days taken does not depend on age. Google it.

2. The society that discards most experienced and knowledgeable workers is doomed. Knowledge and experience are terrible things to waste.

3. It is illegal in most countries to discriminate based on age. Unfortunately it is legal where this commentator is from. Aside from illegality judging people on age is just as bad as on their origin, ethnicity, gender, etc. It is immoral.

4. The ultimate answer is to have a combination of all the age groups, each of them complement each other.

5. Older workers tend to change jobs less often. They are loyal to those who hire them.

6. People who discriminate against age should not be let near the hiring process.


Romano Pisciotti: I am an “over fifty”, in fact, I am 65 years old … ready to challenge any young manager rampant

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Romano Pisciotti

Let go

“Some of us think holding on makes us strong; but sometimes it is letting go.”

Hermann Hesse

Many of us are challenged to let go of expectations within our our work lives. We might bemoan the collaborations that didn’t prove fertile or the client that got away. We are taught in no uncertain terms, to “stick with things” and to not “give up”. But, I’ve also seen this strategy backfire and cause a great deal of stress. As a coach, I’ve see this affect many types of contributors, from those new to the workforce — to seasoned CEOs and business owners. On some level, the unfulfilled expectations that we set for ourselves concerning goals and even people, can get in the way of a more fulfilling work life.

Inevitably, the elements that we value the most — can cause us the most trouble.
Big, audacious goals are often touted as a cornerstone of our work lives, on literally every social media channel you may encounter. (Some advice here, on how to set them wisely for your team.)

We are encouraged not only to set goals, but to live them with each and every breath we draw. I’m good with goals and we all need them. However, just like the battery that feeds our favorite tech device — goals have a “life span”. They reach a state, where they may no longer be viable or serve as a meaningful motivator. How this affects our state of mind is something we should pause and note.
People also cycle into our work lives and then leave us, in many cases for good reason. There are expectations attached, as well — and not all of these might be fulfilled. We (or they) might have changed somehow or the circumstances influenced that outcome. However, this can also cause us distress. In many cases our time with them may be drawing to a close and it is difficult to accept.
We may simply not be ready.

This all requires energy and “headspace”. Yet, our attention cannot be infinitely divided. Research has shown that our minds burns through 20% of our energy requirements — though it represents only 2% of body mass. Even at rest our brains remain quite active, and the quest for coveted energy is endless. Our minds are continually working. In a sense, wasting that precious energy, is squandering our own potential. Especially when it is in part, of our own making. Most of us have experienced an impasse where we must consider leaving something behind. We may feel that the rewards for a time investment will not be realized, or that we somehow we feel drained.
Sometimes we simply must move on — and let go.

How you would describe your own history in this regard? Do you find it easy to let go? Or are you challenged to do so? If you lean toward the stubborn and notably inflexible end of the continuum, the process can be arduous. Although tenacity can come in quite handy at times, problems emerge when we fail to revise an inflexible stance. However, all of this hanging on doesn’t always serve us well. It can bring a fog that clouds new opportunities and can fuel bitterness. Nevertheless, turning away and leaving these things behind can be challenging. (For some, this can even bring a certain sadness.)
Letting go of people and things that define yesterday, can be quite good thing. This process requires reflection and practice. On a very basic level, we must change our mindset about letting go.
Here are a few thoughts (IMHO) concerning what letting go is and isn’t:
•       Letting go isn’t a defeat.
•       It does not signal failure on your part.
•       It may mean you have committed your best effort — and the outcomes/rewards weren’t there.
•       It is closure.
•       It is about shifting your energies to fertile ground.
•       It is about becoming more agile.
•       It can foster resilience.
•       It can build a sense of adventure; restore a certain hope and confidence in the future.
•       It can mark the moment of a new beginning.

In many cases letting go, creates room for pursuits that are far more rewarding — and carve out a place for the goals and people that will help move us forward.

I would say that could soften the blow.

Dr. Marla Gottschalk



Romano Pisciotti: I LIKE

Knowledge of business

Six Business Requirements Startups Need To Consider in Nigeria.


A good knowledge of the business you are venturing into is needed before and during the business. This is a key prerequisite to any business undertaking. Most people venture into businesses they know little about and are in a hurry to succeed that they fail to make the necessary market/business research. Entrepreneurs must invest in knowledge so as not to fall prey to loopholes that could be avoided with good information.

Startups in Nigeria

Romano Pisciotti: recommended

Privatizzazioni // Privatization


Sergio Noto Profsore di Storia economica Privatizzazioni // Privatization Romano Pisciotti
Sergio Noto – Profsore di Storia economica




Se per privatizzazione intendiamo la cessione del controllo del capitale azionario di aziende pubbliche, dovrebbero essere stabiliti alcuni punti fermi, che purtroppo raramente non sono stati né rispettati né, in molti casi, nemmeno richiesti. Non serve dire genericamente che bisogna tutelare l’interesse pubblico.

Il primo principio da far rispettare è che chi compra deve avere i soldi. Come si dice, lo deve fare con «mezzi propri». Autofinanziamento, no debiti bancari, no aumenti di capitale strani, denaro contante proveniente dalle casse dell’acquirente. E le banche devono stare alla larga dal capitale azionario che viene rilevato, non sono soci ammissibili in un processo di privatizzazione. Insomma le privatizzazioni si pagano cash, non si fanno pagare ad altri. Le privatizzazioni sono una strada da percorrere importante, ma non indispensabile, e si fanno solo se l’economia del paese funziona, altrimenti risultano peggiori della proprietà pubblica. Lo Stato non può fare cassa impoverendo i consumatori e danneggiando l’economia del paese.

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Il secondo punto riguarda gli interessi prevalenti. Che devono essere quelli dei consumatori o quelli degli utenti, nel caso di aziende di servizi. Un processo di privatizzazione deve comportare in primo luogo un miglioramento, qualitativo e quantitativo dei beni prodotti, un vantaggio per i consumatori, altrimenti è meglio stare tutti a casa propria e lasciare le cose come stanno. Terzo e ultimo, gli acquirenti devono garantire una stabilità della compagine azionaria, almeno fino a quando sono stati in grado di dimostrare che l’azienda privatizzata è in grado di reggersi sulle sue gambe a livelli pari o superiori alla precedente situazione a prevalente capitale pubblico.

Aziende un po’ tutte borderline, a un passo dal baratro, ma cruciali per il nostro paese. Anche per queste dovrebbe valere l’aureo principio che «è il gatto a tirare la coda e non la coda il gatto». Cioè, se certi obiettivi prioritari sono raggiungibili, le privatizzazioni si possono fare, altrimenti meglio lasciar stare. Abbiamo già dato con svendite del patrimonio industriale pubblico, che si sono rivelate un danno permanente e una perdita per tutti.

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Centaur II: the Italian 8 × 8 armored car

Centauro II: l’autoblindo italiano 8×8
All’inizio degli anni ’90 quello italiano è stato il primo esercito al mondo a poter disporre di un veicolo blindato su ruote in grado di affrontare i carri armati cingolati. Stiamo parlando dell’autoblindo Centauro, che è stato pensato per avere una maggiore mobilità nei teatri operativi urbani (cioé su strada o su tracciati preparati) ma poter operare anche come cacciacarri,grazie al suo armamento.

L’evoluzione di quel veicolo – acquistato anche dagli eserciti di Spagna, Giordania e Oman – è il Centauro II, che mantiene le caratteristiche vincenti del primo progetto, adattandole alle nuove sfide operative di questi anni e dei decenni a venire. Prodotto dal Consorzio Iveco Oto Melara (divisione di Leonardo, ex Finmeccanica).

Centaur II: the Italian 8 × 8 armored car

At the beginning of the 1990s, the Italian army was the first army in the world to have an armored vehicle on wheels capable of dealing with crawler tanks. We are talking about the Centauro armored car, which was designed to have greater mobility in urban operating theaters (ie on roads or prepared tracks) but can also operate as a tank destroyer, thanks to its armament.

The evolution of that vehicle – also purchased by the armies of Spain, Jordan and Oman – is the Centaur II, which maintains the winning characteristics of the first project, adapting them to the new operational challenges of these years and decades to come. Produced by the Iveco Oto Melara Consortium (division of Leonardo, formerly Finmeccanica).

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Romano Pisciotti: Produced by the Iveco Oto Melara Consortium

Apple fa la storia: vale oltre mille miliardi di dollari

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How Apple has grow

Doveva succedere ed è puntualmente successo. Apple, anche se solo per una manciata di minuti, alle 11.48 ora locale è diventata la prima società quotata made in Usa a superare la capitalizzazione di mille miliardi di dollari.

….Solo per qualche minuto: valore di borsa, valore che il mercato da e toglie…viviamo in un mondo di eroi di carta!

Romano Pisciotti

“Member get member”

Brand awareness is important … and how important it is…!?
In effect, it generates word of mouth.

According to a survey promoted by Annalect – says Andrea Biondi on Sole 24 Ore – the weight of referral marketing is very high: 35% for travel and holidays, 30% for technology and 26% for cars. It is no coincidence that companies like Uber have bet on word of mouth.-

 “Member get member”

Passaparola 300x154 Member get member Romano Pisciotti
The question is: how to activate “word of mouth” in times when Millennials are increasingly resistant to traditional advertising?
Social media and, more generally, the web network are the winning ways practiced today.


La consapevolezza del marchio è importante… e quanto è importante…!? 
In effetti, genera il passaparola.

Secondo un sondaggio promosso da Annalect – afferma Andrea Biondi sul Sole 24 Ore – il peso del referral marketing è molto alto: il 35% per i viaggi e le vacanze, il 30% per la tecnologia e il 26% per le auto. Non è un caso che aziende come Uber abbiano scommesso sul passaparola.-
“Member get member”


Marketing Member get member Romano Pisciotti

La domanda è: come attivare il “passaparola” in tempi in cui i Millennials sono sempre più resistenti alla pubblicità tradizionale?
I social media e, più in generale, la rete web sono i modi vincenti praticati oggi.