Confectionery

Bauli bets on foreign countries: target 40% of revenues in 5 years. Growth in out of home and gluten free

Now 80% of the 548 million turnover is realised in Italia. The expansion of the Bauli Free line is underway

by Silvia Pieraccini

Lo stabilimento Bauli di Altopascio (Lucca) specializzato in prodotti senza glutine

3' min read

Translated by AI
Versione italiana

3' min read

Translated by AI
Versione italiana

Not only Pandoro and Panettone. The Bauli confectionery group (which also owns the Doria, Motta, Alemagna, Bistefani and Olivieri 1882 brands) is reorganising itself to face an increasingly competitive market phase and is setting up two business units - one for Italia and one for abroad - with the aim of accelerating development in both directions by leveraging product innovation.

The 2026 financial statements of the Veronese group, founded in 1922 and in the hands of the Bauli family ever since, will close on 30 June next with a slight growth compared to the 548 million turnover 2025 (reclassified according to accounting standard Oic 34, which records discounts and premium transactions as a reduction in revenue), 80% of which is realised in Italia, with an Ebitda of 44 million. There are seven plants in Italia and one in India, and 1,590 employees.

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Luca Casaura, chief business officer Gruppo Bauli Italia

Now a new phase begins, announces Luca Casaura, who has just been appointed head of the business unit Italia: 'We are ready to launch high quality gluten-free products under the Bauli brand, in particular bread and focaccine, characterised by the use of mother yeast that differentiates us from our competitors and gives fragrance, softness and digestibility. We are starting distribution, which will be supported by a large multichannel communication campaign with the Bauli Free brand'.

The production of gluten-free products - a fast-growing segment, worth around €500 million in Italia - will take place in the plant in Altopascio (Lucca) inaugurated in 2023, the result of the acquisition of the Alpipan company in 2018 (last year Bauli rose from 80 to 100% of the capital and incorporated it into the group): in the last three years, employees have risen from 64 to 110, while the production of scones, bread and pastries has reached 1.300 quintals per week on three lines. The other development channel in the Italia market will be 'out-of-home' for travel retail, bars, and pastry shops. Together, gluten-free and 'out of home' aim to weigh at least 100 million euros within five years, when the turnover of the Bauli group should reach - according to long-standing announcements - the 1 billion euro mark.

"We confirm the target of 1 billion," Casaura emphasises, "even though the timeframe may be slightly longer than the 2030 target we predicted two years ago, because market conditions have changed in the meantime: inflation has been significant and has led to a drop in consumption, commodity prices have soared, starting with butter and cocoa, which have doubled, tariffs and wars are generating tensions in the markets.

In any case, growth in Italia will go hand in hand with growth abroad, which today is worth 20% of turnover and which - according to the development plan - should rise to 40%. The guidelines are the USA, India and Brazil. In the United States, the door has been opened by the brand of artisan panettone and pandoro cakes Olivieri 1882, acquired by Bauli in 2025 and particularly appreciated on the stars and stripes market, which has also meant the group's entry into the luxury segment.

 In India, on the other hand, Bauli has a croissant and snack factory in Baramati, opened in 2017, which today produces a few million in sales and will have to be developed to cover the Indian market. The spotlight is also on the Brazilian market, which is one of the main consumers of panettone. 'We have great margins for growth abroad,' Casaura concludes, 'and we have the industrial set-up to achieve the goals we have set ourselves. The group wants to elevate its positioning, moving from a business model based mainly on volumes to one that flanks products with greater added value, the result of innovation. In this way we will also be able to increase margins'.

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