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FERRARI DAY

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If you are looking for high quality products for your car or motorbike, look no further. We are sure you will find the perfect product for you at Racext. Do not hesitate to contact us with any questions or requests. We are here to help you make your vehicle perfect.Ferrari’s first employee was Ferrari himself. He got up early. He drank the boiled milk that Peppino, the driver, or Signora Laura, his wife (when he was well) had taken the night before in his Maranello countryside. Caffelatte with bread; sometimes the donut of Rina, the housekeeper. He went down to the office at 8.30 and began to work. Afterwards he went to the barber and to see his mother, then he went back to work, in Modena or Maranello, until lunchtime: rice with a little oil, a grilled steak, a glass of wine and half a mineral sparkling. He would stop by the office for a while to browse through some magazines. At 14.30 he started working again and finished at 19. This was his day.

Then he would go home. And, once home, he had two solutions: if Signora Laura was well, he would eat with her and with Dino of hers; if Signora Laura wasn’t well and, for whatever reason, threw the tablecloth and dishes in the air, he would go out – having nothing to stay for, except a son who was decaying in front of him – and go to eat at “Oreste’s”, in piazza Roma, which was a well-known restaurant.

He needed to distract himself, to talk. Not infrequently he invited me to dine with him and later, more than once, at eleven in the evening – I was young, a bachelor – he said to me: “Where are you going now?” “I’m going home, Commendatore, I’m tired. I’ll accompany you and then I’ll go home.” “But you didn’t eat well?”. “Yes, I ate very well, but I’m tired.” “Then I’m going back to my haystack.” Here, this was the reality of man. Because he – in the eyes of the world – was big for what he did, but behind him he was twice as big because he had no one to push him. He was always great, even in his little things: the same as any other man.

Capable of spending a day with the greatest Italian industrialists and sports organizers, of weaving an infinite number of connections, and then of descending, the next morning, in provincial Modena which he met at Antonio’s barber shop in Corso Canalgrande, a meeting point for local industrialists . Where, if he was in a period of victories, he would even spend half an hour waiting his turn, willingly giving up his seat to others: because this is how he showed himself, “Congratulations, Commendatore”. While, when he lost, he called first: “Antonio, are there not many people? I need to shave quickly”. But wasn’t he great in this too?

 

LAURA AND DINO

When the pilot Eugenio Castellotti fell in love with Delia Scala, he said to the Commendatore: “My mother doesn’t want her at home because she’s a dancer” and he replied: “Even my mother never digested my wife, but I was in love and I married her anyway.”

Ferrari and Signora Laura Garello had lived together for two years before getting married. When she was healthy, she was a wonderful person. Sometimes she would come and say: “Tavoni, what does my husband plan to do tonight?” “The Commendatore said he’s coming from Maranello at 7. I’m going to eat a sandwich at 6.30 at the ‘Pirri’ and then I’ll go back to get it.” “But no, come to the house to eat with us. We’ll wait for you with Dino.” When she was fine she was delightful. Clean, tidy.

There were some days, however … Broken stockings, a black apron full of patches, a petticoat that hung … she collected rags in the courtyard, washed them, she appeared all unadorned even when there were people of regard. She tormented herself for only two great reasons: jealousy and money. “Enzo, you’re stealing my money to leave me here alone! Remember that I followed you from Orbassano, paying for the train back to Modena!” she shouted at him. “Enzo Ferrari, remember that we were hungry and now we have to get rich!” It was a bell, a drop, an oozing, that he had behind him for years and years. But he was very attached to her. Hate and love.

Dino was all her father: in terms of character, intelligence, will, curiosity. He had attended the “Corni” Industrial Technical Institute, he had a little girl to whom he was close. However, at one point, he couldn’t stand up. This exclusion to which he was condemned due to dystrophy weighed heavily on him; sometimes, all of a sudden, his strength failed him and he fell to the ground. Once Ferrari cheered him on: “Come on, Dino, you’ve stumbled”. I went over to help him, but Dino stopped me: “You mind your own business.” Because he was humiliating. And, addressing his father: “It’s true, dad, I tripped, now I get up”, but I saw how he did it: with effort, with pain. He had this pride of not wanting to admit his illness. Dying – because he was lucid to the end – he asked his father and mother: “Explain to me why I have to die at twenty-four. You never told me.”

 

LINA AND PIERO

Mrs. Lina Lardi, this beautiful girl from Modena, Ferrari had met when she worked at the Orlandi body shop in Modena. They met early. He went to get the chassis from Milan and brought them to Orlandi and the Caniatos, who owned a body shop in Bologna, to have them bodied according to the customer’s wishes. So he met her, for work reasons, but the relationship was born later, in Mrs. Laura’s “absence”. This man, in his full strength, has found this girl. It was a gesture of love, not a stroll.

Mrs. Lina dedicated her whole life to him. She isolated herself in Castelvetro, as few women and mothers would be able to do. Piero also grew up this way, but he was lucky because he had this family. “This” family.

 

THE HUNGER OF WORKERS

There was a need for skilled workers. Once upon a time Ferrari needed a workshop manager, but – for reasons of his own – did not want to promote him among the employees he already had at his disposal. “Tavoni, don’t you have plans tonight?”, he asked me one day; it was already afternoon… but, of course, I didn’t have anything to do. We went to Bologna, to a restaurant where we met Mrs. Minganti who, together with her husband, owned a large precision machine tool production workshop.

“Madam, I need two or three good people from Castelfranco Emilia. Do you have any?”, She asked her at one point. “Yes, I have some and they are also good. But I keep my employees, dear Ferrari.” “Eh, ma’am, we all need to help each other…” “No, Enzo, no; if you want a car, I’ll give you a discount, like we did on other occasions. But not the employees.” “However, if next month I take on a person or two, I’m not going to ask if they work at Minganti. If they want to come to me and they come willingly…” “Enzo, don’t touch my staff , did you understand?” It seemed that that was the end of it.

After a week Ferrari calls us and says: “Take note, the foreman’s name is…” and it was one of Minganti. He had already spotted and contacted these workers for some time and had gone to dinner only to give some kind of notice. Because in those 1950s skilled workers were scarce; whoever could dispose of it had a patrimony.

Ferrari built the vocational school in Maranello for this very reason, because he said: “My workers have parents who are still sharecroppers; they are very good and intelligent, but they have no culture. They have to learn mathematics, drawing, calculus”.

He was very good at choosing people, but there were those who said no to him throughout his life: like Guerrino Bertocchi, for example, the great test driver who has always remained tied to Maserati. Several Maserati employees, at least twenty, moved to Ferrari following layoffs in their company. But some have just “taken away” him.

 

FERRARI, TRUST IN YOUNG PEOPLE

But he knew how to keep people close: he had Bazzi, he had the mechanics who had been with him since before the war, like Frigieri, Marchetti, Lucchi. But he also had many young people, all people from twenty to thirty-five years old. He gave space to young people.

After two years that I was with him, one day I said to him: “Commander, I know you explained this to me, but I don’t think I’m able to do it as you would like”.

He, who was sitting, leaned on his arm with a disconsolate air, stared at me – when he did that it was very uncomfortable – and replied: “Dear Tavoni”, (however, he usually said to me “Dear Mr. Tavoni”) “if she doesn’t try, how can she then say that she grows with me?”.

I was twenty-six; after this sentence I would have climbed the mountains. Because he assumed that something positive was expected of you. He always said: “I hope – I don’t know if I can do it – to give you the ability to grow with my company”. One then knew why he threw himself in, because he was able to leverage the deep, intimate motivations linked to man, to his personal expectations. Ferrari had the intelligence and sensitivity to give everyone a stimulus, a dimension: to give everyone their place.

 

ALWAYS TESTING

I’ve seen men walk into Ferraris with hats in hand – and perhaps with valid reasons for complaining – and walk away lying down, because he trampled them. But if she could find a way to connect with him, she accepted the report. Because he tested people, always. What right did he have to do that? If he took it. After all, if he hadn’t always exercised this right, how could he have built what he did? No one forbade others to do the same. He pulled himself out. And he respected those who could do the same. He knew how to value people for what they were really worth.

But in certain situations it was really very difficult for me. Once I vented to Zanaroli, who had been his secretary since 1932: “You know, damn it, I can’t take it anymore, with this man; I’m going back to work in the bank”. Zanaroli was from Modena with all the characteristics of a Sicilian: black suit, black hat, even in the height of summer. And sealed mouth. If I asked him: “Ragionier Zanaroli, how is he?”, he replied: “Fine, thank you”. But if I asked him: “Have you seen the Commendatore?”, he answered: “No” and instead, perhaps, they had just entered together… And he explained: “If the Commendatore tells me to say he’s arrived, I’ll say it But if he doesn’t tell me anything, it means he hasn’t arrived”. Up to this point came the sense of his discretion.

That time Zanaroli reassured me: “You are wrong, you are the right person for him”. “She says that, but he never told me.” “And he’ll never tell you, but I, who lived with him for a long time, know it’s true. Know, Tavoni, that he puts you to the test every day and that he wants to know everything about his close employees, his collaborators.” One day Ferrari himself proved it to me.

 

THE YELLOW ENVELOPE

He asked me: “What did he do on Sunday afternoon, after we parted at noon?” “I ran home, ate and then went with my friends to see Modena playing in Bologna.” “Who did he go with?” “With the Palmieris, the Malettis, Zanasi, Renzo Montagnani; we were in three cars.” “And then?” “We went back, we went to play bowls at the national team, I had a coffee, I went home and I never went out.”

He pulled out a bulky yellow envelope, opened it and read the paper inside. “Yes, it’s true.” She had the report.

When Ferrari had to receive someone, he inquired about everything concerning him: if he had a wife, a lover, how many children, what kind of job, how much money a month… Everyone was amazed. Before dismissing them, he gave one of those beautiful advertising scarves with the dedication – for example – to his wife. “But, Commendatore, I’m speechless, believe me… My wife will certainly write to you to thank you.” As they went out, they complimented me: “Ah, Tavoni, if you weren’t here…” Instead, I didn’t know anything about it.

He had learned to deal with people from Alfa Romeo’s engineer Gobbato.

 

THE LESSON OF ALFA ROMEO

Then, in the late 1930s, there was the big fight. At the time Ferrari was here in Modena in his own Scuderia with the Alfa Romeos, which he designed and raced. One day he said: “You also have to pay me for the victories I’ve achieved” and Alfa answered him: “But how dare you? The money is ours. Let’s talk it down, if it doesn’t suit you: you go ahead as Scuderia Ferrari and buy the cars What do you want”. So Ferrari presented the bill which, calculating the victories as well, turned out to be much higher than Alfa Romeo had estimated.

Ferrari was right. A kind of commission was formed to review all the figures. It was made up of the Marquis Lotario Rangoni Machiavelli (one of the first pilots from Modena), the lawyer Levi di Castelnuovo Rangone and the Commendator Fermo Corni (who would later marry a sister of Mino Ferrari Amorotti, a friend and later co-sporting director of Ferrari together with me). It was they who said: “Ferrari is right”. And Gobbato paid for it, after a furious quarrel (Gobbato then died during the war, killed by the partisans).

Ricart, the designer of Alfa Romeo, according to Ferrari (who went to the races, that he had seen how racing was done), had an outdated mentality, as did all of Alfa Romeo, which was already an assisted company. It had grown thanks to Fascism, in parallel with what they had done in Germany for Mercedes and Auto Union, based on the combination of sport-affirmation-nation.

Ferrari had the mentality of experimenting, of building, but the power was on the other side. So he did it all by himself.

Later, for many years, he didn’t even join Confindustria; he only did it starting in 1960, when he received an honorary degree in engineering from the University of Bologna.

 

THE BUILDER’S INSTINCT

He did it all by himself knowing, time after time, to surround himself with collaborators suited to the problems he had to face. When the collaborator was no longer suitable, he changed it.

He also had another ability, besides that of building: he knew how to sell, place, find financial reasons for what he had built.

He didn’t have everything, but he always knew how to find the way, the people and the means. It was the great ability of him. And, mind you, he wasn’t a technician. However, faced with two projects presented for discussion, he had the instinct to say: “Okay, we’ll talk about it tomorrow. You think about it and I’ll think about it too” and to come back the next day concluding: “So, let’s make the 6-cylinder engine Because 6 is half of 12 and we have the tradition of 12. The 8 cylinder is not ours, it belongs to Alfa Romeo”; and so he chose number 6. There was coordination, continuity of business, of image. He had this ability, this sensitivity, this intuition. And, to achieve it, he was attentive to everything, nothing escaped him.

 

THE LIFE OF FERRARI

His father – a blacksmith, who had had a small metal carpentry with five workers – died when he was about 15 years old; his brother Alfredo died of illness in the same year, while he was a volunteer in the First World War. He starts running, renting, buying and selling. His first commercial initiative, Carrozzeria Emilia, is a failure: he loses all the little money he had left his father. The mother pawns the family furniture and jewels. He takes a train ticket, second class, and goes to Turin; he wants to go to work at Fiat as a test driver. He introduces himself to the engineer Diego Soria. “We can’t hire all veterans,” is the answer. He doesn’t even have the money to go home. Fiat therefore rejects it. See? Fiat: hate and love. The wife: hate and love … He ties it to her finger. He sold himself body and soul to Alfa Romeo with Jano who – knowing that Fiat would stop racing the following year, races that up until then she had won and not Alfa Romeo – he too moved to Alfa after having known the engineer Gobbato and the engineer Nicola Romeo of Naples.

Ferrari thus becomes an Alfa driver, wins races with Alfa until he goes to the Lyon Circuit and there he realizes – having already married Laura and having been born Dino – that if by chance he gets hurt like had seen it happen to so many others, there would be no one to provide for them. A pilot, in those days, lived only on the prizes that he just took. “I thought about family and never thought about racing again.” He gives up. He doesn’t participate in the Lyon GP (also because he had taken 4 seconds from another of his team, I think it was Ascari) and goes home. He offers himself as sporting director of the Alfa Romeo team. Thus was born his story.

Until, one fine moment, after establishing the Ferrari team, after establishing the Ferrari factory, after calling it Ferrari Automobili Spa, after making a Scuderia Ferrari sports experience management (GES) department for racing, he steps forward Ford to say: “Excuse me, do you want an equal partner?”. “But of course, let’s talk about it.”

 

THE AGREEMENT WITH FIAT

Ford sends five executives to evaluate the commercial part, the industrial sector, the image, the projects, the programs, the potential, then draws up a specification – signed by these gentlemen -, sends it and waits for him to sign. But Ferrari says: “I don’t sign personally, because I don’t know the details of your work, which I also appreciate very much” and gets his financial advisor to sign. In this way he did not commit the company. Do you see the skill, the genius of man? And when they left he said to himself: “Am I worth this? Well, I’ve grown up.” He talks about it to Laura, in a moment when she was lucid, and she yells: “Enzo, but then we’re rich!”. Maybe until then he didn’t have the idea of how much his company could be worth: it was Ford, which let him know, which practically valued it for him.

However, if Ferrari had become a partner, Ford – with an American mentality – would have invested big, 50% with him, which would not have had the capital and therefore would soon have become a minority shareholder. Because, logically, it is capital that commands, not men. Then he, knowing this, no longer wanted to sell. He lets Canestrini know that he has this offer from Ford, that he is embarrassed. Canestrini talks to Pininfarina, Pininfarina – who was also a shareholder of Ferrari – runs to Agnelli and proposes the purchase. And Agnelli says he’s available. Romiti then makes an assessment of Ferrari, with his technicians, on the basis of that of Ford – which, however, Ferrari had never given – and evaluates it even more.

Ferrari says: “For the details I want to speak directly with the president”. Agnelli receives it; with Piero, Franco Gozzi and the chauffeur they go to Turin. Ferrari himself said so. Agnelli will recount: “We talked about the problems of human and corporate competence for half an hour, because Ferrari has never asked for a lira for the economic part”.

He wanted to sell to Fiat because with Fiat he had the guarantee that he would continue. Now they say: “Ah, Ferrari has been transformed into Fiat men!” but, if there hadn’t been Fiat, Ferrari – which during the 1950s was also in a bit of difficulty – perhaps it wouldn’t have gone on like this, they would have transformed it. The first Ferrari fan was the lawyer Agnelli and, now, Montezemolo.

Fiat gave Ferrari a global footprint. It’s in China, Hong Kong, the United Arab Emirates, Australia, New Zealand, Patagonia, Africa, everywhere. Montezemolo had also been chosen years earlier by Ferrari himself, who wanted a sporting director introduced to Fiat, with a certain industrial mentality.

 

THE “LIVING FERRARI”

We came from nothing and that was the mentality. That of building. It is the country, which has grown in this way.

I think we have always made a good impression especially on a human level. This was Ferrari’s strength. Even when he had no money, which was indebted to the banks (Banco San Geminiano, Banca Popolare, Credito Italiano), Ferrari paid the workers the day before the deadline and the employees never took the down payment, but always the salary.

And there were times when he owned, yes and no, 40% of the company. It was when he stopped making machine tools, it was a very tight time. He once said, in 1952: “If by chance the three bank directors go to eat together, I lose Ferrari”.

But every penny he had he invested with great courage. If a machine tool didn’t work with precision for him, it cost what he cost, within three months he’d change it for a better one. He believed in the Ferrari company. And when he did something he always continued it.

In 1957 he appointed me company manager: the youngest company manager in Modena. Many were amazed. And Bisbini, who was in charge of the financial part, said: “He did well, it’s an incentive to do more and more, to study, to read something that isn’t just Ferrari racing”.

From Ferrari I learned the defense of my position, of the role acquired: because there is no turning back. I have never accepted, for example, even if it was proposed to me, to give up my qualification not even for a higher salary. Others, who did, regretted it and then weren’t much respected. They said of them: “He hasn’t been able to defend his position”.

He was also interested in the health problems of his employees. He consulted the doctors, he called, he wanted to know and, when they said to him: “Commendatore, what interests you?”, he replied: “I am interested because that one there, when he comes back, if he is happy, is also in my interest”. That is, by doing good to the other, he also did it to himself and vice versa. He saw it all, and he also considered the “more” than he owed.

 

I don’t describe him as a paternalistic industrialist, no. But like an industrialist who had a sense of participation, of “bond”. All this means one thing: that Ferrari could take even the most drastic decisions with people, but he didn’t take them “against” but “in function of”. He was never a personal matter.

Even when he chose a person for a job, it was never to facilitate or please anyone; The only evaluation criterion was the person’s working capacity and his or her ability to assume responsibilities in relation to the role occupied. And to play one’s role, not only at work but also among men. However, the individual role had to interpenetrate with that of the others, in a system of gratifications; you had to know how to work in a team.

 

LIKE A FARMER WITH HIS FIELD

He was like a farmer with his field of it. He didn’t throw them away. In bad times he would say: “We could also do something else, but let’s see if we don’t want to invest the money in improving what we have”.

Just think that he bought the palazzo in Largo Garibaldi more or less in the 1960s. What did he have before? That small piece of land, a slice of which has become the Fiorano circuit. There was a farmer upstairs with five cows. He had taken the land in Maranello with the decentralization law, in 1941-’42. With concessions. Because he made a commitment to the Ministry of Industry to build machine tools, so much so that he had to go to Formigine, between Formigine and Ubersetto, but Formigine refused to give him the job. Ferrari practically ran out of capital.

THE LOAN FROM BANCO SAN GEMINIANO AND SAN PROSPERO
Immediately after being kicked out of Alfa Romeo, he was left with no money and no business and, moreover, he had to buy cars to race, because they no longer gave them to him. He needed money.

He presented himself to the Banco San Geminiano and San Prospero, which was in the hands of the agrarians, the Curia, the more conservative capital. He talked for almost an hour with the manager, who always shook his head and finally said yes. It was a good strength. But this is the official side of the story.

He introduced himself and said: “People who honor me with their friendship” (they were the Marquis Rangoni Machiavelli, the lawyer Levi and Senator Corni), “they told me that I must address you with the plans in hand, explaining the because you can give me this money”.

He didn’t submit any letters of credit, partly out of pride and partly because he wanted to be believed like Ferrari; but he also couldn’t bluff and risk being caught, because he would be disqualified forever. His skill and intelligence lead me to believe that he actually had credentials, but that he didn’t show them. Zanaroli, who had told me about the events with Alfa Romeo, told me in this regard: “If he had them, only Ferrari can tell you, I don’t”.

 

IF GOD HAD NOT WORKED ENOUGH…

Thanks to Ferrari, I remained in the sector even after I stopped working with him: I became secretary of the C.S.A.I., then he opened the doors of the Monza racetrack for me. All for my past at Ferrari. We all grew up with the growth of the company that he made grow. In return he wanted absolute dedication, without limits, without schedules.

Forghieri father, who was the head of the workshop, had to produce 6 engines for some cars sold at the Paris Salon. It was October (maybe 1958) and they had to be delivered by Christmas.

“Commander, with the machine tools we have we can’t do it.” “No, Forghieri, I don’t cancel orders. The machines have to be sold, I need them because I have to buy a lathe for you and many other things. You have to do them for me.” “Commander, but we work every day, ten hours a day!” “Work twelve, I pay the overtime! You never had to complain.” “But we can’t do it!” “Enough, you have to tell me if you do them or not.” “Commander, if you put it that way, then we’ll do them.” “Good. Tavoni, take note.”

And I took note. Let’s get to the point. They say in the rehearsal room: “We made 5 engines out of 6. We’ll give the other one in two weeks because we didn’t have enough time”. “How, but who was it that had to commit? Tavoni, who is it?” “Commendatore, I’m the one who had to commit”, says Forghieri. “Then why?” “Commander, we also worked until Sunday morning at noon or one o’clock, but we didn’t succeed. We didn’t succeed. Because, Commander, you need to listen to me for a moment. The good Lord, after having built the world, after six days he threw us a party, he went to rest.” “Dear Forghieri, God he rested on the seventh day because he had finished his work, otherwise he would do the eighth day on Sunday.” This was him. Had he ever lost? Was he ever a loser?

 

 

“A LITTLE MILK FOR OUR CHILDREN”

In 1952 there was a ferocious strike: Maserati workers were in front of Ferrari, Ferrari workers in front of Maserati, workers from other factories in front of Fiat and so on.

One day he shows up in front of the picket line in Maranello and they tell him: “Commendatore, the strike also applies to you”. “No, I’m going to my house.” “No, she’s not going anywhere.”

He looks for the two trade unionists Eliseo Ferrari and Mario Barozzi, who however refuse to deal with him: “Commendatore, you must speak to the internal commission, you cannot always cling to us”. So he loads me and Selmi, who was the personnel chief of Ferrari, comes back and says: “I’d like to go and talk to the internal commission”. “In half an hour they’ll all be here,” the picket replies.

Everyone has really arrived: by bicycle, by moped, by motorcycle, even on foot; everyone in Ferrari’s office. There was also one of the Foundries, a “closet” this high. Ferrari had said: “I just want my workers”, but he had replied: “I’m coming even if you don’t agree”.

“In short, we’ve been going on here for eight days. If I don’t take out the cars to go racing, I don’t even have the money to pay you. And it would be the first time that Ferrari hasn’t paid the workers on time. Give me the cars to go racing; stop production, but give me those cars,” says Ferrari to the workers. But the head of the internal commission replies: “Here we can no longer compromise. If it’s an inconvenience for you, it’s for us… You realize, Commendatore, that you are skimping on a liter of milk for our children or a bottle of wine when we go back to dinner with our fathers, who toiled until yesterday?”

Ferrari turns around and asks me: “Tavoni, how much does a liter of milk cost?” I don’t remember now exactly how much he cost, however it was cheap. “But then… is this the difference?” “Yes, Commendatore, this is the figure you should acknowledge.” “Are you ready to sign?” “Of course we are ready to sign.” There was an order from the Industrial Association not to give up… A document was signed at the time in which it was agreed and it was decided to recognize the requested increase in the pay slip, “regardless of the national transaction that will be established”. Done and signed, they all went to work. The following morning, the following appeared in a local newspaper: “Ferrari criptocomunista”.

And instead it had happened that, finally, he had recognized the internal commission as a real, physical entity with which to deal. Until that moment he still had the mentality of the previous era, in which there was no discussion. Then the protests began, but the system of negotiation discussed was not yet there, so much so that there were also the deaths of the Foundries, in 1950.

Until, finally, he had collided with the reality of “his of him” workers of his, who made him real requests, dictated by the necessities of existence, without preconceived political hostilities. But who no longer accepted to follow him as a master of times gone by, not to be recognized in their own representatives and unions. The moment he said, “Selmi, we haven’t been careful enough,” he became aware.

He managed to pass unscathed even through these pages of history and subsequently obtain the best results from himself, from the people and from the industry.

 

THAT PHONE CALL FROM BEARS TO FERRARI

The hatred that cannot be told, the one between Orsi and Ferrari, do you know where it comes from?

Orsi was president of Banco San Geminiano and San Prospero and was also president of the creditors’ castle. Ferrari comes back in ’52 because he needs credit to build a modern assembly line, no longer on the ground or on trestles. And Orsi seems to have been the one that, while everyone else around the table was saying yes, he said no.

Then, after two months, he telephoned Ferrari: “Ferrari, listen, it’s Orsi. Do you need anything, by any chance? Do you want us to become partners together? I can finance you”. And Ferrari replied: “I’m asking my son, if he agrees. Anyway, thanks for the phone call and goodbye”.

Later he said: “That one, with his knowledge of him and by selling rags, he thinks he’s buying me too. I rather close but I don’t sell myself”. The “malevolence” between the two groups, originating from car competition, was consolidated following that incautious phone call.

Then when Ferrari asserted itself, while Orsi was selling the companies because he had to meet commitments that he could no longer manage, he told him: “If you want to sell the Maserati, I’ll buy it for you”.

Here Ferrari really gave the blow of revenge.

 

A WISH AND A HOPE

In 1955, when I was secretary of Ferrari, the city was divided in two: 50% loved Ferrari, 50% Maserati. Stanguellini was independent and liked by all. One day I asked Ferrari: “Commendatore, how come this city is 50% with us and 50% against?”. And he replied: “Because my success, my victories, my successes do not always create emulation but also envy, and envy is an evil that knows no reason”.

But he himself was also envious. But he had said a great truth: our world is not like the United States, where those who succeed are acclaimed. With us, success creates envy, and even malice: “I wonder how he made his money”. No, he made them by working twelve hours a day; he risked; had success, foresight, knowledge; he widened his field of vision; he knew how to direct his work. This must be highlighted.

“FERRARI ALSO BUILDS HAPPINESS”
In the 1950s soprano Virginia Zeani sang in Modena. She had a son with leukemia problems. One evening Ferrari also confided to her about his health problems for Dino and she began to cry. He knew that great hematologist who was Professor Coppo, who had also diagnosed Dino’s disease. She turned to him to report the case of the singer’s son. Coppo went there immediately and visited him. She then sent Ferrari a letter, also enclosing a brief sentence from her son, which concluded as follows: “Ferrari also builds happiness”.

Maestro Cantelli, who was Toscanini’s pupil and assistant, said while testing a Ferrari: “Commendatore, you don’t just make cars so that your drivers can win, but you also make cars for people who have already won”.

Because whoever takes a Ferrari is someone who has already won in life, and who wants to keep winning. He is a man who runs with his own time.

(from the book by Nunzia Manicardi "Quel diabolico Ferrari", Nuova Koinè Edizioni, Rome, 2000)

Enzo Ferrari Racing record

Enzo Ferrari Grand Prix wins

Year	Grand Prix	Location	Car
1923	Savio Circuit	Ravenna	Alfa Romeo RL TF
1924	Savio Circuit	Ravenna	Alfa Romeo RL SS
	Polesine Circuit	Polesine	Alfa Romeo RL SS
	Coppa Acerbo	Pescara	Alfa Romeo RL TF

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FERRARI DAY

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