Founded in Florence, Italy, Officina Profumo Farmaceutica di Santa Maria Novella (hereinafter referred to as Santa Maria Novella) has been providing "works of art" for approximately 400 years. We spoke with the company's chairman, Eugenio Alfanderi, who has inherited a long history and tradition and brilliantly realized an unchanging philosophy of modernization, about the "true" appeal of Santa Maria Novella and its products.

The joy of passing on a product loved by the family to the future.

Florence, Italy, the birthplace of the Renaissance, still retains its medieval streetscape and the lingering scent of the Medici family's glory. In the heart of this city, in 1221, Santa Maria Novella was founded. Its products, often described as "works of art," captivated not only the Medici family but also royalty and nobility from all over the world. Even today, it continues to enchant celebrities, cultural figures, and prominent figures around the globe. Its parent organization is a Dominican monastery founded in 1216, which upheld poverty, scholarship, and "salvation" as its important doctrines. From the beginning, it had a care room on its grounds and cultivated herbs, giving it a profound background.


"My family's roots are in Savoy, France, but we moved to Italy about 300 years ago and have lived in Florence ever since. Our relationship with Santa Maria Novella goes back at least to my great-grandparents' time. We've always loved using their products, and I remember there was always pomegranate soap in our bathroom. For our family, Santa Maria Novella products are absolutely essential. Of course, for me personally, they are such an important part of my life that I take them for granted. To be able to become a producer and manager of such beloved products is the greatest happiness I could ask for."

Eugenio Alfanderi, who says this, has long been a loyal customer of Santa Maria Novella products and first supported the business as a mechanical engineer at the end of the 1980s. He was instrumental in modernizing the outdated production equipment that had been in use until then. Since 1991, he has officially become president and co-owner, participating in management, dramatically improving research and development and production technology as an engineer, and opening many independent stores around the world as a manager. He is a rare leader who has strived to achieve extremely difficult reforms, evolving the brand in a modern way while inheriting the original philosophy of its founding.


"I also serve as the chairman of the 'Italian Heritage Union (UISI)' group. We want to preserve true tradition and wonderful old things. I always feel that our Japanese customers deeply understand the value and appeal of the Santa Maria Novella brand."

How did Mr. Alfandel, who was merely one of Santa Maria Novella's customers, become involved in its management?

"I originally inherited my family's textile factory, which had been in business for over 100 years. But one Sunday, 33 years ago, I happened to be talking to the owner of Santa Maria Novella, who lived across the street from my house, and he told me that his company's tablet manufacturing machine was malfunctioning and he wanted me, a mechanical engineer, to repair it. That was the first time I had ever set foot inside the Santa Maria Novella factory. The machine at the time was manufactured in the 1820s and was so inefficient that it could only produce a mere 58 tablets per minute. On top of that, almost all of the machines were in terrible condition. When I asked why, he said that he was planning to sell the company and therefore couldn't afford to invest in new equipment or proper maintenance. So, I decided to take on the task of repairing the machines. I would be in a lot of trouble if Santa Maria Novella were to disappear (laughs)."


Apparently, the asking price the owner was offering for the Santa Maria Novella collection was something Mr. Alfandelli found hard to believe.

"From that point on, I decided to help rebuild the company. I maintained the machinery, improved the production environment, renovated the flagship store in Florence, and eventually managed to get the business back on track to the point where we could open shops in Bologna and Paris. Then, in 1991, I officially became involved in the management as a co-owner."