Since 2001 he leads one of the most established companies in the Italian agricultural machinery business. Massimo Bordi is the CEO of the Same Deutz-Fahr Group () and has been the driving force behind the restructuring and internationalising strategy that has transformed the company in the last few years. Same was founded in 1927 in Treviglio, in the province of Bergamo, thanks to Francesco Cassani's intuition. However, despite having reached an international status, being the majority stockowner of Deutz Ag (leading firm in the industrial diesel engine market listed on the Frankfurt stock exchange), Same's links to its regional roots and local know-how have been severed.
"We were born in an agricultural area, where the primary economic activity created certain needs and eventually allowed the agricultural mechanization industry to flourish. The industry blended itself with the traditional expertise and mechanical quality of Northern Italy. These are the roots of an entrepreneurial tradition that has remained to this day in regions such as Lombardy, Emilia-Romagna, Veneto and Piedmont. Our company was born out of a need and responded to a need. And in the following decades it evolved according to changing needs. At the outset, Same developed locally, like all Italian business did at the time. The second phase of our history projected us unto the European scene, with the acquisition of the Lamborghini Group, of Hürlimann, and Deutz Fahr, thus creating the Same Deutz Fahr Group".
Entering foreign markets did not result in greater volumes and revenues for Same. Is this the unavoidable path for companies wishing to export the Italian entrepreneurial tradition?
"Absolutely. However, as far as we are concerned, it would not have been enough had we not redefined our goals in an outward-looking, international context. In the past few years we realised that, out of our three product lines (namely engines, tractors and combine harvest machines), engines would become the key sector for the Group's development, provided we reach the critical mass necessary to ensure our profit margins and the adequate size for sustaining R&D in our products".
Should the decision to buy into Deutz Ag be interpreted as the next step of a 'virtuous" internationalisation process, which forces Italian businesses to "integrate" their activities with those of complementary industrial groups?
"Of course, but only if one keeps in mind that the reasoning behind the Deutz Ag operation was to integrate production lines at source, in order to spread investments over an output of 300,000 units a year, equal to the current output of Deutz Ag".
Once again we come to the buzzword "critical mass". As if the only way to compete in the global scene is to grow in terms of size and therefore in terms of volume. Assuming this, which markets offer the best opportunities for agricultural mechanization?
"We must look east, although at this point in time the biggest markets are the United States, Europe and India, where local manufacturers remain very strong.
In the long term, China holds great potential. However, Russia could be the market where demand could increase exponentially in the coming years, as it recovers from the collapse of the Soviet-style production system and the failed conversion of a once buoyant industry. While India is a mature market, Russia could offer very high growth rates. There is a potential interest from local consumers in buying "western" machinery produced locally. It might take still a few years before it happens.
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