With over 75,000 cars sold in 2024, Intergea Group confirmed its position as the leading Italian player in the sector for the fourth year in a row. Not a surprise, if we consider the numbers that accompany this success: 400 million net worth, 39 car brands represented, 40 between subsidiaries and investee companies, 1,500 employees for 169 sale points and 362 service centres spread over eleven Italian regions. Figures that have allowed Intergea Nord Est, a subsidiary of the Group, to be awarded at the Credit Reputation Awards 2025, prestigious awards that consecrate the companies that have distinguished themselves in the previous year for punctuality and transparency in relations with credit institutions.
“Intergea Group was founded in Turin in 2003 on the initiative of Alberto Di Tanno, who was firmly convinced that the association of companies and the concrete link between them was the best choice to face the future of a sector in continuous evolution,” says Marco Pesce, CEO and CFO of Intergea Nord Est. “In 2020, the Intergea Nord Est Group came into being, to which four companies distributed between Lombardy, Veneto, Emilia-Romagna and Tuscany belong: Autoteam, Autoteam 9, Ferrari Motors and Car Village. With 26 sales outlets, 11 service centres and a team of over 400 employees, Intergea Nord Est has strengthened its position in local markets in recent years, renewing its commitment to implementing a careful and constant presidential strategy. In the two-year period 2023-2024, the four companies opened 12 new showrooms in 9 provinces that were previously unmanned, making investments of over 16,000 euros and increasing the team of collaborators by 180 people. The consequence of this growth plan was an increase in turnover of around 360 million and the sale of more than 18 thousand cars, 12 per cent more than in 2023 and 29 per cent more than in 2022”.
The organisational model proposed by Intergea Nord Est, with a distinctly federalist matrix, envisages the total management autonomy of the CEO of each investee company and, at the same time, a very strong coordination link at the Group level, with the exchange of operational data, best practices, and the sharing of services in the management and financial spheres. “Moreover, the Group’s global business and development plan is based on the sale of the cost of driving and not on the sale price of the car,” explains the CEO, “a strategic choice whose objectives are to reduce the life cycle of the car, increase the level of customer safety, ensure a certain expense for the user of the car, who is also its owner, and build customer loyalty through a service that focuses entirely on maximum customer satisfaction. The combination of the organisational and business model has allowed us to attract the attention and interest of high-level managers, including international ones, and the excellent results achieved by the Group are also the fruit of their excellent work to date”.
Daily attention to meeting deadlines, the use of dedicated software for financial management, monthly monitoring of CR Banca Italia data, and the implementation of domestic cash pooling: these are the ingredients of Intergea Nord Est’s success, and it is thanks to these policies that it was recognised with the award for banking punctuality and financial balance in March 2025. “The Intergea Group is preparing to face 2025 by holding firm to its vision: to turn difficulties into opportunities and to grow in order to be increasingly competitive,” says Pesce. “The target for 2025 is ambitious: to reach 2 billion in turnover and 110 million RAI, a goal that, if achieved, will be three years ahead of what is envisaged in the industrial plan. As part of the diversification and innovation strategies, ITALRENT Spa was established in January 2025, 90 per cent owned by Intergea, with a share capital of EUR 5 million. The company, which will be operational by the end of the year, will be an innovative player in the long-term rental of new and used vehicles, offering agile, flexible solutions with short delivery times. This will represent, for all subsidiaries, a concrete opportunity to expand the offer of mobility services to customers. Looking at the medium-long term, on the other hand, the Group will focus on three strategic guidelines: strengthening its capital solidity, increasing the quality of customer service, and expanding its corporate welfare plan, with a wide-ranging and customised benefits offer. The recognition of people’s value, in fact, remains a fundamental pillar of the Group’s growth path”.
