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Bosca.it


"Di Bosca in Bosca"

The Bosca Family and the Wine of Canelli

Purveyor to the émigrés

From a National Company to an International Company

From Industrialist to Farmer

Using the Past to invent the Future

The United States

Italy

Israel

The Rest of the World

The Acquisition of the Cora Company

The response to new Challenges from the Market

Research and Innovation

Harbingers of a revolutionary new Idea

The Gates of the Baltic

The Marriage of Wine and Grain

Five Star Asti

Noblesse oblige

THE GATES OF THE BALTIC

Gintaras Skorupskas is a young Lithuanian physician in Kaunas, who had specialized in heart surgery at the University of Moscow. In 1991, the Russian army was forced out of Lithuania by popular unrest, and the country became independent. Skorupskas decided to quit medicine and try his luck in trade. He spoke Russian and English quite well, and knew that Lithuania's geographic location makes it a natural crossroads for trade between Russia and the western world. He had noticed Bosca's success in Russia and as soon as he had a chance, he went to Canelli and obtained an exclusive distribution agreement for the Baltic region. Here, the product was perhaps even more successful than it had been elsewhere. But Skorupskas was well aware of the danger that—after the initial period of regulatory anarchy caused by the transition from Communism to a free market—products such as alcoholic beverages might be subjected to heavy import barriers.
Luigiterzo Bosca had spoken to him of his project for the creation of joint ventures with ambitious partners who were willing to run risks and who wanted to create their own companies.

The plant in Kaunas, LithuaniaIn 1997 at Kaunas, the Boslita ir Ko was founded, for the production of “Bosca” in Lithuania. The plant, built at record speed, went into operation at the beginning of 1998 despite the delays of the local bureaucracy. As of this writing, over 400,000 bottles are produced in Kaunas every month and “Bosca” has quickly become the market leader. Moreover, an idea that at first seemed like nothing more than a theory—independence and innovative products as conditions for the success of family-run and -owned companies—had proven its soundness in the field.
In little more than a year, young entrepreneurs from various nations of eastern Europe flocked to Kaunas, attracted by the hope of imitating this success story back home. In markets such as Moldavia, Bosnia, Kazakhstan, and many republics of the Russian Federation, spumante offers substantial opportunities for growth and development: a luxury good that is accessible to one and all, for just few rubles, it offers a chance to participate in a new prosperity long dreamed of, thus far in vain (at least for most people).

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