Casual dining

Old Wild West, Pizzikotto, Wiener Haus and Smashie: Cigierre turns 30 and invests 60 million

Restyling of existing and new restaurant formats planned. By 2025 turnover over 550 million euro, with 360 restaurants between direct management and franchising

by Maria Teresa Manuelli

24 November 2025

4' min read

Translated by AI

Versione italiana

4' min read

Translated by AI

Versione italiana

Cigierre, the Friuli-based company behind the Old Wild West, Pizzikotto, Wiener Haus and Smashie brands, is celebrating thirty years in business and looking to the future with a €60 million development plan. Founded in Udine in 1995 from an entrepreneurial intuition of Marco Di Giusto, the company has developed into a leading group in the casual dining sector with six distinctive brands and a widespread presence in Italy and abroad.

For the next three years, the group has announced investments for the opening of new restaurants and the restyling of some existing ones. "Of the 60 million, about 20 million could come from the restyling of some premises that have been open for many years, we do an average of 3-4 per year. The rest, the other 40 million, are new openings distributed across the various brands and new formats that we are going to introduce,' explains Stefania Criveller, Cigierre's corporate general manager.

Business and margins up

The group's figures testify to constant growth: in 2024 the company achieved a turnover of 545 million euro, with over 360 restaurants between direct management and franchising, 5 thousand employees and over 30 million customers served. By 2025, Cigierre expects to exceed EUR 550 million in turnover. "The distribution of turnover sees 70 per cent from directly operated premises and 30 per cent from franchising, where we have established relationships for many years. Old Wild West still takes the lion's share with 75 per cent of the turnover, but the other brands are increasing,' Criveller points out.

The company aims to consolidate existing formats and is studying new brands in the fast casual segment. The target remains the same as always: "Young people and families, with an average price range of 15 to 20 euro, that consumer segment that we already serve with the other brands, going on to diversify the offer with different types".

Geographical expansion remains focused on the Italian market. "We are present in France, but our focus in the coming years is Italy. It is a country that still offers a lot of possibilities for development and, given our mission to have an important leadership position, we want to seize all the opportunities that our land gives us,' stresses Criveller. The company is evaluating both the creation of new brands from its own know-how and possible agreements with foreign brands interested in the Italian market.

Despite cost pressures, the company recorded a increase in Ebitda not only in absolute value due to the openings, but also in percentage terms. "We were able to further optimise operations, despite the pressures of rising labour costs and rising raw material costs, with meat in particular experiencing strong increases," Criveller points out. "There is a return of consumers to eating in restaurants. It is true that there has been a drop in consumption, people are going out less, but when they do go out they want to have an experience. The important thing is to give the consumer the right experience, with the right value for money'.

Charter of Values and Sustainability

On the occasion of its 30th anniversary, Cigierre presented a new Charter of Values drawn up with the active contribution of the company's under-30 employees. Six values emerged:the strength of the group, the power of relationships, the valorisation of the individual, resourcefulness and innovation, conscious growth and quality.
"We must plan the next 30 years and go and listen to those who work with us, understand how they see the future both in the sense of consumption and in the sense of relationships within the company. It was important to listen to those who were there at the beginning together with our new colleagues, to speak their language and design the next steps together,' Criveller explains.

Sustainability is at the heart of the new strategic plan. "We believe that sustainability should be a driver of development and competitive advantage, it should not become an end in itself. It has to be in the DNA, so we try to do things that are feasible and become part of our behavioural DNA,' says the CEO. The company is strengthening collaboration with suppliers to reduce waste and the impact of packaging, has started a project with its logistics partner to recycle used oil from fryers and produce biofuel, and has installed intelligent switchboards to monitor and reduce energy consumption.

Human Resources and Innovation

On the human resources front, Cigierre has introduced new recruiting and corporate welfare policies. "It is not only salary that is one of the parameters that assesses the candidate, but also work-life balance. We have made changes to the organisation of shifts by guaranteeing free weekends even for restaurant managers and supervisors," explains Criveller. The company has developed an internal Cigierre Academy with digital training courses: "Quick digital pills that employees can follow while looking at their mobile phones, also intercultural and in different languages, because we have 101 different nationalities in the company".

Digital innovation is another pillar of the strategy. New loyalty apps have been introduced for Old Wild West and Pizzikotto, integrated with table payment and reservation systems. The company is also experimenting with artificial intelligence with an internal chat box that facilitates communication between restaurants and headquarters. "Thanks to artificial intelligence, every employee who has a problem can know who to interface with. The system feeds itself and learns, the communication flows become clearer and clearer,' Criveller concludes.

In 2024, the company obtained the Gender Equality Certification, promoting training courses on inclusion and valuing diversity. The results of the 'In People We Trust 2025' survey show a higher level of employee engagement than the national average and the catering sector.