Auchan to open hybrid drive-thru supermarket

Auchan is to open its hybrid drive-thru supermarket, Multifrais, in Villeparisis, Paris. The 14,300 sq ft store will be beside a motorway, close to a recently opened Auchan Drive, and will focus on fresh and gourmet food.

Four food corners will be dedicated to meat, alongside a wine cellar, but the usual cheese and seafood counters may not be included.

15 keys to understanding American supermarket, Target’s content marketing initiative “a bullseye view”

About three years ago, we tried to convince a North American media group to pitch a content marketing proposal to Target , one of the two largest supermarket chains in the US. The idea: a site for middle class women, the main target audience of the brand. A women’s magazine designed for Target’s customers.

A bullseye view , launched by Target in September 2011, is not quite this concept, but it is a spectacular content marketing initiative. In the same vein asCoca Cola’s Journey , it targets influencers, not home makers. The result is a website, a sort of digital magazine, supported by a dedicated twitter account and promoted on all of Target’s social media channels. The mascot of the brand, a bull terrier with a red target on the left eye, is the inspiration for the website’s name.

The initiative, according to Eric Hausman , manager of the communications group, was conceived as an additional step in Target’s social media strategy.“We wondered, now what?” He said during his presentation (video below and slideshow at bottom of the article) at the event SocialMedia.org , held on March 27th in San Francisco. He added, “We had the feeling that we had interesting stories to tell that are not necessarily known and/or covered by traditional media. We wanted to go further and connect with the media, bloggers and consumers. “

Target: A Bullseye View, presented by Joe Curry & Eric Hausman fromSocialMedia.org on Vimeo .

Here are 15 key points from Target’s content marketing initiative, “a bullseye view”:

1. “Work in progress”. Phase 1 of the digital magazine was launched in six weeks. Phase 2: six months later. The project is constantly evolving.

2. The target: bloggers, the media, influencers. However consumers are becoming more and more present.

3. The launch was purposefully timed during an important event: New York Fashion Week  in September 2011. Target was presenting its new collection in partnership with Missioni . Target, at several times throughout the year, designs collections at very affordable prices with renowned designers. Stark was one of them.

4. A twitter account accompanies the site.

5. Target’s partners/suppliers have been involved in the development of the initiative.

6. Editorial strategy covers:

- Target News (i.e. latest news, partnerships with designers, the underlying mechanisms of some of the brand’s initiatives etc)

- Reputation management and current issues (i.e. initiatives on sustainable development, philanthropic initiatives, prospective legislation affecting Target, and proposed retail in Washington).

- Brand affinity (i.e. buzz and conversation around what consumers love the most about Target).

- Stories and information about partners and the brand’s suppliers.

7. The editorial calendar is planned four weeks in advance, but important information can be published on the site in less than an hour.

8. A process has been established to enable employees to contribute content ideas to the site in any format: article, tweet, image, video, simple idea etc.

9. An important lesson from this initiative: the difficulty of producing quality content. The content is developed by an outside agency, by specialized and well known bloggers, and by some partners of Target.

10. The stories are linked on the brand’s different content marketing channels (Facebook account, Twitter, YouTube, LinkedIn etc), and on occasion, the director of marketing as well as communication tweet articles on their accounts.

11. The content is also published on the content marketing channels of the partners linked to any information.

12. Stories that have the most success are those offering multimedia content (videos, images, graphics).

13. Stories written and cross posted by specialized bloggers are also among the most popular.

14. The articles are often quite short.

15. The content is often promoted on the company’s intranet.

This trend of brands developing content websites is just the beginning. Content marketing is slowly but surely starting to play an important role in marketing strategies. Social media is just a part of this tactic and not enough on its own.Without content there is no engagement. Content, not just focused on the brand, but also practical and useful content for consumers. That is, in our humble opinion, is where Target’s strategy might be weak. What do you think?

It would be unfortunate if media companies don’t jump on board this trend.Examples of companies capitalizing on this marketing trend include Canadian media group TC Media , who we are helping with content marketing initiatives such as their project href=”http://productivite.lesaffaires.com/”>productivité 202020  for Les Affaires in partnership with IBM.

Source: Revsquare (http://goo.gl/t89W3)

The Supermarket Experts

Meijer pioneered the grocery supercenter and continues to improve its construction practices 

At a Glance 

Location
Grand Rapids, MI

Founded
1934

Employees
More than 50,000

Specialty
Retail construction for grocery and general merchandise

Annual Sales
Estimated at $13.2 billion

When Mark Norton began working for Meijer more than three decades ago, the supermarket and retail giant was big, but it wasn’t as big as it is today. As of 2011, the business was ranked 13th on Forbes’s list of America’s Largest Private Companies, and it’s now spread out across five states, with 199 stores that run anywhere from 90,000 to 250,000 square feet in size. Norton himself grew with the company, joining in 1976 as an office utility worker while in college and moving up the ranks to his current role as director of construction. He and his department handle a high volume of work, and they’ve seen their share of changes over the years, but they continue to maintain the Meijer brand with confidence. “Although the construction industry has changed significantly over the years,” Norton says, “the core values here at Meijer have remained constant.”

Top 5 Keys to Managing a Construction Program of Meijer’s Size 

1. Staying open. “Our stores are open 24/7 and are pretty busy most of the time,” Norton says, “so any remodel work requires just the right balance to maintain safe conditions and minimize disruption to the business.”

2. Maintaining consistency. “Our customers expect stores in Chicago to be similar to stores in, say, Cincinnati, but we are committed to providing construction opportunities to contractors located around the project.”

3. Tracking trends. “We strive to be as current and on trend as possible, which often translates into late-breaking changes at the end of the project.”

4. Looking past size. “Although the type and scale of our projects may be different, it’s important to practice the same fundamentals. Replacing a deli case is just as important as the grand opening of a four-acre supercenter.

5. Recognizing all parties. “No matter how big the program gets, we can’t afford to lose the focus on the people that make it happen. This includes everyone from the planning and design folks to the construction workers to the unit employees—and especially the customers who make it all possible.”

Originally founded by Hendrik Meijer in Greenville, Michigan, the company is often credited with having pioneered the modern supercenter concept in 1962.In Norton’s current role with Meijer, he’s responsible for all new construction, remodeling, and capital improvements in retail stores, gas stations, distribution centers, and office facilities. In 2012, he oversaw the builds for two new stores, which these days include more than 40 departments that collectively stock around 120,000 unique items in apparel, electronics, hardware, and more—though, at its core, Meijer remains a supermarket.

The biggest change Norton has seen through the years is a marked advance in building technologies. “From design practices to more precise and rapid installation tools to real-time communication and documentation,” he says, “[technology] has dramatically increased the pace and quality of project development.”

He has also watched sustainability become a greater consideration, and Meijer now builds to LEED standards. Its retrofit of an older store in Muskegon, Michigan, is even on record as being the first LEED-certified supercenter remodel in America. Meijer’s first LEED-certified new building was a 207,000-square-foot store constructed in 2007 in Allen Park, Michigan. The store has low-VOC finishes and low-energy mechanical systems, and Norton’s team managed to divert more than 85 percent of debris from going to landfills during the construction process.

“During the project, we were pleasantly surprised that many of the sustainable things we were already doing within our design and construction programs were eligible for LEED points, so it wasn’t that much of a stretch to get certification,” Norton says. “From that point forward, all new stores have been built to LEED compliance, and we still certify at least one store a year to help keep current with LEED requirements.

In 2012, Meijer had six new locations under construction to open in 2013, and it will be expanding distribution facilities in Michigan and Wisconsin. Norton and his team will continue to improve old and new stores, and they will also begin work on a multiyear project to expand and upgrade the Meijer corporate campus in Walker, Michigan. “I’m told that many of the programs that we’ve developed since I’ve been here have been used as models for other companies, which is sort of flattering,” Norton says. “That’s never been a goal—more the result of trying to be the best construction organization that we could be within our retail company.” 

Source: http://goo.gl/20iz2

Experience is Everything

Study shows upscale elements may be key to quick-serve satisfaction.

Playing slow, soft music in the store could improve customer satisfaction.ThinkStock.com

Fancy table linens and candles aren’t typically found in most quick-service restaurants, but incorporating them could be the secret to a happier customer.

During a recent Cornell study, one group of customers ate in a standard dining room at a Hardee’s restaurant in Champaign, Illinois. A second group dined in a Hardee’s resembling a fine-dining restaurant with linen tablecloths, candles on the table, and soft jazz music playing.

Customers in both groups ordered the same amount of food from the menu, but patrons in the fine-dining section rated the food quality higher.

“When you elevate the environmental experience, you certainly increase satisfaction,” says Dennis Lombardi, executive vice president of foodservice strategies at WD Partners. He says results stem from the halo effect: When one attribute of an experience is improved, it increases satisfaction in other areas.

Going so far as to incorporate linen tablecloths isn’t practical or even desired in most quick-service restaurants, but simple changes can increase satisfaction, says Brian Wansink, co-author of the study.

“One of the easiest changes you can make is to play slow and quiet music, such as jazz standards,” he says. He also suggests adding indirect lighting in the dining room .

“Operators should be looking at anything and everything that might enhance the frequency of visits and purchases,” Lombardi says.

Source: http://goo.gl/MJGF8

EU: Supply of organic products greater than demand

For the past decade, consumption of organic products in central and northern Europe has grown substantially, motivating producers to convert their crops and acquire organic certifications. However, "in recent years the supply of organics has increased so much that it is now greater than demand; as a consequence, average prices are going down," explains Fernando Martín, Manager of Procam S.C.A.

Based in Motril, in the Spanish province of Granada, Procam S.C.A. is a cooperative devoted to the handling and commercialisation of agricultural and sub-tropical products. It was founded in 1983, when several producers in the area with large avocado and custard apple plantations formed the association.

Over the years they started incorporating popular products, such as tomatoes, cucumbers or beans, and seven campaigns ago they started growing organic tomatoes and cucumbers in greenhouses. For the past three years, all kinds of different products have been incorporated to the organic range (round, cherry, pear cherry and vine tomatoes, California and Italian peppers, courgette, etc.).

"Our most demanded organic product is definitely Dutch cucumbers," he affirms.

From the month of April this year, Procam will start selling organic avocados, and "next year the campaign will begin with large production volumes," says Fernando Martín.

Approximately 30% of Procam's revenue comes from organic products, 100% of which are exported, as organic consumption in Spain is almost non-existent. Its main export market is Germany, with 60% of the production, a market which, according to Fernando Martín, is growing. Other relevant markets are France, the Netherlands and Denmark, and to a lesser extent, the UK, Sweden and Switzerland.

Due to climatological reasons, Fernando explains that during the Autumn-Winter season the production of organic products is exclusively Spanish, and in Spring-Summer its export markets also compete.

These organic products are distributed under the PROCAM BIO brand, although many supermarkets are labelling them with their own brands.

Procam took part once again in Berlin's Fruit Logistica, exhibiting its line of organic products with particular stress on the introduction of avocados. "This fair is always positive for us, although the fall in the number of visitors was noticeable."

Consumi: al "bio" non si rinuncia, ma si compra nei discount

Gli italiani non rinunciano al biologico ma, complice la crisi, ora lo vanno a comprare nei discount. Cosi', se anche nel 2012 non frena l'ascesa incredibile del segmento "bio" (+7,3 per cento), a dispetto del calo dei consumi alimentari convenzionali (-3 per cento), cambia radicalmente la modalita' d'acquisto, che si orienta sul "low-cost". E' quanto rileva un'analisi della Cia-Confederazione italiana agricoltori sulla base dell'ultimo report Ismea.
  E' chiaro, ormai, il definitivo passaggio del biologico da "moda" ad "abitudine di spesa" -sottolinea la Cia- ma le minori disponibilita' economiche degli italiani e la riduzione drastica del potere d'acquisto spingono comunque le famiglie a comprare negli esercizi commerciali piu' economici: e infatti nel 2012 esplode la spesa "bio" nei discount, con un incremento record del 25,5 per cento, mentre i supermercati restano indietro a quota +5,5 per cento.

 Nel dettaglio -ricorda la Cia- a trainare gli acquisti "bio" nell'anno contribuiscono soprattutto biscotti, dolciumi e snack (+22,9 per cento) e bevande analcoliche (+16,5 per cento). Molto bene anche le voci pasta, riso e sostituti del pane (+8,9 per cento), frutta e ortaggi (+7,8 per cento) e i lattiero-caseari (+4,5 per cento), mentre le uova (che restano comunque il prodotto biologico piu' consumato in assoluto con un peso del 13 per cento circa sul totale del "bio" confezionato) subiscono un calo dell'1,9 per cento. Sale anche il consumo di carne biologica, che tocca quota +4,8 per cento.
  Resta invece fortemente sbilanciato il consumo dei prodotti biologici nelle varie zone d'Italia: cresce al Centro (+15 per cento) e si stabilizza nel Nord (+5,7 per cento) dove il segmento ha la sua "roccaforte", con un'incidenza sugli acquisti totali che supera il 70 per cento). Invece continua a non attecchire al Sud, dove la spesa "bio" crolla addirittura giu' del 7,1 per cento.

Source: Agi.it (http://goo.gl/mOZth)

Gruppo Salvafamiglie: le strategie di eco-consumo “dal basso” dell’Emilia Romagna

All’inizio fu il fotovoltaico. Ma dopo “quattro anni, 900 fra iscritti e interessati inEmilia Romagna e fuori regione, con circa 600 famiglie che hanno realizzato il loro impianto fotovoltaico” racconta il coordinatore Rodrigo Vacchi, il GASER, oggi“Gruppo salvafamiglie”, promuove varie iniziative per uno stile di vita sano e sostenibile.

Nata dall’associazione modenese Fazz Club, l’associazione crea gruppi d’acquisto su alimenti biologici o autoprodotti, mobilità elettrica ed interventi di efficientamento energetico degli edifici. “Un’iniziativa interamente costruita “dal basso”, da cittadini che si riuniscono per far fronte a crisi e aumenti” spiega Gabriele Bassanetti, di Gruppo Salvafamiglie Emilia-Romagna, “un modo innovativo di aggregarsi per far fronte a necessità vere,usando la rete con fini positivi e non solo di contestazione” (velata critica al grillismo destruens?).

L’associazione, che gode del patrocinio della Regione Emilia-Romagna, dell’ANCIregionale e del Wwf, agisce raccogliendo adesioni per bandi di volta in volta relativi a un ambito d’interesse. Il meccanismo è analogo a quello dei gruppi d’acquisto solidale: forti della massa critica di una commessa collettiva, gli associati riescono a spuntare offerte migliori dei prezzi di mercato praticati normalmente dalle aziende, ma soprattutto godono di un percorso assistito sia dal punto di vista burocratico sia per quanto riguarda la scelta delle ditte cui affidare i lavori.

I primi passi del Gruppo, nel 2009, sono all’insegna dell’entusiasmo e della partecipazione, ricorda Vacchi, che spiega: “Iniziative di pubblica utilità come la nostra nascono da esigenze e carenze rilevate dagli stessi soci e cittadini”. L’iniziativa si fa conoscere attraverso incontri, passaparola, assemblee online, appoggio di altre realtà associative. Ma i problemi non mancano: “Informazioni insufficienti o discordanti, leggi e regolamenti difficili e complessi, mercato di offerte selvaggio e senza tutele, necessità di qualità, garanzie, tutele economiche”, queste ultime ottenute anche con garanzie fidejussorie.

Attualmente è aperto il bando del Gruppo Salvacasa, il cui primo termine scadrà il 14 marzo, per cittadini intenzionati a ristrutturare la propria abitazione secondo criteri di efficienza energetica. l progetto si articola in due fasi: nella prima ci si riunisce per acquistare la diagnosi energetica della casa da tecnici selezionati; in base a queste diagnosi il passaggio ulteriore è costituito dai bandi per i diversi interventi possibili, come sostituzione della caldaia, nuovi infissi, migliore coibentazione (scadenza 22 marzo). Per aderire è previsto un contributo di 30 euro per i privati e 60 euro per i condomini. Il gruppo infatti si autosostiene. “Le istituzioni ci hanno fornito patrocini, collaborazione all’informazione, ospitalità per le pubbliche assemblee informative – specifica Vacchi – ma nessun finanziamento”.

I 400 impianti fotovoltaici installati da GASER hanno tuttavia goduto degli incentivi statali (attraverso il Conto Energia) e anche di un ulteriore sconto per l’acquisto collettivo. Il GASER ha emesso sei bandi in 4 anni, contribuendo a fare dell’Emilia Romagna la quarta regione italiana per produzione di energia da fotovoltaico. “Grazie anche ai Gruppi di Acquisto — si legge in una nota della Regione - già il 2010 in Emilia Romagna, secondo dati ENEL, ha fatto segnare il record di nuovi allacci fotovoltaici: 6.650 nuove connessioni e 225,3 MW di potenza in più da fonte solare“.

Per chi aderisce al Gruppo Salvafamiglie, comunque, “non ci sono vincoli, nè obblighi di acquisto, fini di lucro o scopi pubblicitari per aziende. I bandi stessi sono costruiti soprattutto a tutela dei cittadini” promettono dall’associazione, che mette a disposizione, attraverso le sue web conferences, la possibilità di interagire da casa con il relatore, ottenendo i chiarimenti necessari.

Source: GreenNews (http://goo.gl/Y4ZZH)

Carrefour Market teste le drive-piéton

Carrefour Market s'intéresse au drive-piéton. Selon une information relayée par la CFDT Carrefour Market, l'enseigne mène un premier test en région parisienne et va en démarrer un second, au supermarché de Tournon (Ardèche), à partir du mois de mars.

Le néologisme "drive-piéton" désigne un service grâce auquel le client commande sur Internet, puis vient retirer ses achats à l'accueil du magasin. Il n'y a ni emplacement dédié ni remise des courses directement dans le coffre de la voiture.

C'est une solution a minima qui permet de déployer le drive dans des zones à faible potentiel, en limitant les investissements : pas d'entrepôt, pas de zone d'accueil avec auvent et bornes, etc.

Le drive-piéton est particulièrement adapté aux magasins urbains. Mais nombre de supermarchés ruraux l'ont également adopté (notamment chez Système U) pour répondre rapidement à cette nouvelle demande de service de la part des clients.

Les trafics de poissons existent : l’exemple du PANGA illustre ses dérives et ses dangers

Les fraudes sur les poissons et les crevettes, qu’il s’agisse de leurs provenances ou de la transformation miraculeuse des produits d’élevage en « étiquettes ou écriteau pêché à… » ou des substitutions de variété ou de tromperie sur le congelé, sont de plus en plus nombreuses car beaucoup de produits de la mer sont entrées dans le cycle de la mondialisation avec des appellations fantaisistes. Ils sont donc de plus en plus difficiles à suivre à la trace dans les arcanes des spéculations qui les font voyager à travers le monde. Surtout quand ils se dissimulent, en quantité inférieure à celle de la sauce, dans des plats préparés et congelés que les inspecteurs des fraudes sont en train d’examiner avec soin depuis quelques semaines avec l’ensemble de la filière poisson. Tout au long d’une chaine alimentaire qui a dépensé des fortunes pour convaincre les consommateurs que le poisson ne devait plus 

avoir d’arêtes, les spéculations et manipulations s’exercent aux dépends des pêcheurs artisanaux, qu’ils soient Français ou Africains. Les profits du poisson se bâtissent sur d’énormes bateaux usines qui peuvent être aussi bien japonais, français ou battant pavillon panaméen.

Dans cette saga de l’arnaque, les circuits de distribution européens ou étatsuniens, ont inventé un poisson qui illustre toutes les dérives. Il s’agit du panga, un poisson d’eau douce de la famille des poissons-chats vivant dans le delta du Mékong. À l’origine un poisson grossissant très vite et élevé dans des « cages » artisanales situées sous des maisons des agriculteurs-pêcheurs installés sur les bords du delta du grand fleuve qui le vendait sur les marchés locaux, rarement plus loin avant le début du siècle. Flairant la bonne affaire industrielle du poisson se sont intéressés au Panga. Lesquels fournissent des filets sans grand goût mais sans arêtes (comme la plupart des poissons de la famille des silures) qu’une campagne de promotion habile a imposées dans les supermarchés, les cantines scolaires et les restaurants d’entreprise. D’aucun intérêt gustatif sans grands renforts de sauces, ce poisson offre l’avantage d’un prix défiant toute concurrence. Car les industriels de la pisciculture de ce panga ont mis en place des élevages intensifs, réduisant encore plus les coûts grâce à des salaires très bas, pratiqués par des entrepreneurs vietnamiens bénéficiant de capitaux étrangers.

L’opération, les trafics d’armes en moins, ressemble étrangement à la promotion et à la vente de la perche du Nil. Mais en pire. Dans les élevages industriels qui ont pris le dessus dans ce trafic, la concentration du panga atteint 250 000 individus par étang. Ils sont nourris avec une farine provenant du Pérou et fabriquée avec des cadavres de poissons abandonnés par les pêcheurs de la côte. Pour accélérer le rythme de production, et de naissance, les femelles panga sont traitées avec des hormones prélevées (après concentration) dans des urines de femmes enceintes ! Urines collectées et achetées dans la région de production mais progressivement remplacée par des produits de synthèse. Les eaux des étangs sont évidemment traitées (comme trop de saumons…) avec des désinfectants et des antibiotiques dont nul organisme ne contrôle les qualités et les quantités. Une partie s’accumule dans la chair des poissons tandis que les vidanges périodiques des piscicultures polluent le fleuve et les nappes phréatiques. Ensuite, après congélation dans des usines proches appartenant aux sociétés d’élevage, les filets sont expédiés par avion à destination de l’Europe et des Etats Unis. Actuellement, le Vietnam exporte chaque année plus d’un million de tonnes de ce « mets de choix » dont une dizaine de milliers en France pour être vendu en faux frais. Le reste se retrouve sous des appellations diverses dans les plats cuisinés des grandes marques.
Encore envie de manger du panga ?

Source: Politis.fr (http://goo.gl/ABK5l)

Il futuro sostenibile del biologico

Risultati positivi per Ccpb e Consorzio Il Biologico al Biofach di Norimberga. Siglato accordo con Federbio per la piattaforma online del settore

Il biologico ha un futuro sostenibile. Con questa conferma Ccpb eConsorzio Il Biologico chiudono l'edizione 2013 di BioFach – Vivaness, la grande fiera mondiale sul biologico.
Quattro giorni di manifestazione con oltre 40mila visitatori e 2.400 espositori, tra cui lo stand collettivo Ccpb di 800 metri quadri, con 27 aziende associate divise tra le aree food e cosmesi e all’interno un ristorante di prodotti biologici italiani.

Due i segnali positivi, uno italiano e uno estero. Proprio alla fiera di Norimberga Ismea (Istituto di servizi per il mercato agricolo alimentare), ha annunciato un 7,3% di crescita per i consumi bio italiani, che segue il più 9% messo a segno nel 2011.
Secondo i dati Ifoam (International federation of organic agricolture movements), per la prima volta il fatturato mondiale del biologico ha superato quota 60 miliardi di dollari, con 1,8 milioni di produttori in 162 paesi per 37 milioni di ettari coltivati.

“Sono numeri” dice Fabrizio Piva, amministratore delegato Ccpb, “che mostrano ancora come il biologico sia una strada per lo sviluppo economico, e che il mangiare bene e sano, il rispetto per l'ambiente sono sempre più nelle preferenze e nei valori in Italia e in tutto il mondo”.
“Se la domanda mondiale di biologico sale”, continua Piva “anche l'offerta deve tenere il passo in efficienza e modernità. Su questa linea si muove l'accordo firmato da Federbio con la software house austriaca Intact per la costituzione di un sistema informatico di tracciabilità”.

La piattaforma per il bio

Nei prossimi mesi sarà inaugurata una piattaforma online di tutta la filiera di produzione bio, dalla coltivazione alla commercializzazione. Un sistema che arrivera a controllare quindi tutta la superficie produttiva, si comincerà con cereali e mangimi, e dove la trasparenza garantisce gli operatori e soprattutto i consumatori, tenendo lontane truffe e alterazioni su quantità e provenienza delle merci.
All'accordo, sottoscritto al Biofach, hanno già aderito le aziende più importanti e saranno coinvolti tutti gli enti di certificazione di Federbio, in primis Ccpb.

Un'altra nota su Biofach arriva dal ristorante Bio.it allestito, come ormai tradizione, durante la fiera insieme a BioItalia: 4000 coperti serviti, con la serata di gala da 250 invitati, sono “il miglior messaggio”, ricorda Lino Nori presidente del Consorzio il Biologico, che “i prodotti biologici italiani sono un'eccellenza riconosciuta e apprezzata, soprattutto da un pubblico internazionale così specializzato come quello del BioFach. La qualità che aiuta le nostre aziende associate che in questi giorni hanno incontrato buyers, istituzioni e media da tutto il mondo, ?????????partecipato a incontri, forum e seminari”.

Diario live da Biofach in collaborazione con Agronotizie

Il racconto di quanto è avvenuto a BioFach/Vivaness con interviste, foto, video e aggiornamenti sul diario live nel sito web e i profili dei social network Facebook, Twitter, YouTube e Instagram.

Source: Agronotizie (http://goo.gl/Hfl7L)