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La Piazzetta Del Pesce - Case Study (Italy)


I love Ostrica is not only an online shop specialized in the sale of oysters and other high quality fish products, but also, and above all, a project of cultural promotion, a hotbed of tasting events born from the visionary intuition of Luca Nicoli. The story of I love Ostrica is the story of Luca Nicoli. Like all entrepreneurs, Luca has had a dream in his drawer since he was very young and took his first steps among the fish stalls in the large-scale retail trade: to promote the culture of oysters and the rarest and most precious products of the sea through unique and unforgettable events.

In 2007 Luca Nicoli founded La Piazzetta del Pesce, a fish e-commerce that sells only fish of extraordinary quality and freshness to restaurateurs and individuals. His square was soon populated by customers attracted by his passion and experience and Luca involved them with his "luxury fish events", in which the oysters and the most exclusive catch became the protagonists of public and private events: tastings, banquets, weddings, catering at home, corporate events. I love Ostrica is born. While La Piazzetta del Pesce is the official name of the company, I love Ostrica is the brand used for commerce, therefore all products and webpages related are under the brand I love Ostrica

The Oyster Academy is like a short master's degree, a cultural evening in which to dive into the great blue to discover farming methods, quality, diversity, combinations and curiosities related to the extraordinary world of the oyster. I love Ostrica is also this, a 360° project to enhance and disseminate the oysters and all the most delicious and rare jewels of the sea.


The company’s manager, Luca Nicoli showed great interest in AISAB’s business intervention process, nonetheless, the small dimension of the company allowed him to dedicate only 3 days to face to face meetings with our coach, Veronica Tanelli (24/01/2019, 28/01/2019 and 15/02/2019). The three meetings have been attended by him and by another staff member, Riccardo Orlando. An additional face to face meeting was held before starting the process and was used to review and sign the Company Agreement.

The time frame for the business intervention was very short (on month in total) but it was sufficient to put in place an innovation strategy and see its first outcomes, considering that the coach agreed with the company manager to keep the process lean and to focus on very small innovation products/processes in this phase.

It was not possible to involve other staff members due to their daily responsibilities in the company, but the 2 participants committed to transferring their new knowledge and tools for innovation to the rest of the staff during their next staff meetings.

The 1st meeting has been occasion to deliver 3 out of 6 workshops foreseen by Output 3, while the 2nd and 3rd meetings were used to plan and review the innovation strategy selected by the staff of La Piazzetta del Pesce. Impact assessment took place online after a Skype conference with the coach, on February 28th 2019.

The Awareness Raising phase was covered already in the preparatory meeting between the coach and the company manager. The coach presented the AISAB project and the Business Intervention process and presented the webforms to be completed by the company before, during and after the whole process. An agenda for the implementation of face to face and skype/phone meetings was set up with the company’s manager and a general conversation on innovation took place, based on which the coach and company manager selected 3 workshops to be delivered during meeting 1. Already from the first informal meeting, it appeared clear that the company intended to focus on innovations in the marketing field, with a particular attention to web marketing tools. In fact, La Piazzetta del Pesce is an e-commerce but has still space for improvement in the field of webmarketing, therefore the 3 selected workshops were:

  • WS1 Introduction to innovation
  • WS4 Developing the business model
  • WS6 Promotion of products and services.

The self-diagnostic test was done online with phone assistance from the coach.

The first meeting was aimed at carrying out the 3 selected workshops. The outcome was quite good. Workshops 1 (Introduction to innovation) and 6 (Promoting new products and services) had a more didactic approach, aimed at transferring knowledge. They were useful to the company but they could have been simply delivered as study material, without the intervention of a coach, while Workshop n. 4 (Developing the Business Model) was much appreciated for its practical approach.
Meeting 2 was used to go through the whole innovation cycle with the two participants, it was aimed at outlining an innovation strategy that the staff members could go through with more time in the period between meetings 2 and 3. A brainstorming session led to the decision to focus on the problems and opportunities connected to the promotion of the company’s services. The Business model canvas was used with the coach to develop a strategy for the introduction of new means for promoting La Piazzetta del Pesce and its services/products.

At Meeting 3 the company manager presented the progress made to the coach, a long discussion on criticalities and difficulties encountered when putting the Innovation process in practice took place. At first the participants thought that it could be possible to get to the same results (in this case the decision to use a new webmarketing tool and its implementation) also through an informal and not structured process, but after the three meetings they realized that this might be true in case of very small innovation practices but that giving a structure and methodology to innovation is vital in case of bigger interventions. Nonetheless, also in the case of a small innovation such as the one introduced with this coaching intervention, the use of a structured (even if lean) methodology enables the company to assess the real impact (positive, neutral or negative) of the innovation.


I love Ostrica is an innovative company, offering a new service through the creation of a direct connection between the fisherman and the consumer. The main tool used is the web: in fact, common feature for all its activities is the digital component.

Based on this aspect, I love Ostrica has decided to become even more innovative by focusing on an online promotion for its services. This innovation project consists in creating videos to be published online with a marketing aim. Therefore, it is directly connected to commercialization of products and processes.

The videos can provide a visual description of the company, with a presentation of the activities, the people involved and the context, as well as the work steps. With a direct representation of the service, clients will be more encouraged to buy its products, feeling more familiar with the whole reality. In the videos the employees will talk about their experience in the company and will show their involvement in the products’ preparation.

I love Ostrica has already worked on the preparation of some materials. The first videos realized are focused on the products, with explanations about their qualities and characteristics and indications on how to best enjoy them (i.e. how to open an oyster, recipes...). Starting from this and from an analysis of this material, it was agreed that the next step is to focus on the backstage and on the people who work to guarantee an excellent service.

Based on customers’ experience and feedbacks, in fact, it appears that their interest is focused both on the products and on the process which stands behind.

The Innovation service will be part of a process aimed at getting a more innovative business model, with an innovation oriented research. Thanks to a constantly increasing selling process, the company will have more financial resources to allocate for innovation and IT tools, to be used for videos creation. A good impact of the innovative service will be proved by faster and more profitable results for the company.

A positive impact of the innovation process also consisted of a more interactive organizational structure – each department can provide a specific point of view and know-how which can be useful for the whole organisation – and a market-oriented vision, with a specific attention to competitors and/or potential partners. Following the first example, new innovation processes will take place and new specific competences will be developed.



All videos produced after the innovation process have been uploaded on a dedicated YouTube Channel that will be maintained and updated on a regular basis.