January 2010
We turned the corner, is to say, with the beginning of this new decade. The fact that we leave behind in 2009 with a heavy financial crisis that has reshaped the global economic logic leads us to see the transition as a new starting line, like giving a shot to wipe out the past and be ready for new challenges. But is that really so?
If we exclude the knowledge now shared globally that "nothing will ever be" certainly is an understatement. We are aware however that the present international scenario rules of the game completely different from the past. The aim should therefore be to re-start but with the right clarity and objectivity, as to define, for the coming months and years (since a decade behind also means a new decade to deal with) a sound strategic planning.
This period is not a design element used by the consultants to dress better relationships with customers, but rather a good idea for the company today, and for the future that is going to face, must have a "navigator" suitable the path that will follow. The long-term vision is a necessary tool to compete with the New Actors of reference.
approach to international markets (international mean for non-EU countries as Europeans are now configured as a single market) implies a major change of entrepreneurial culture combined with extraordinary financial need. Addressing new markets is in fact coming out of the routine operation of the company, from its ordinary context, and involves a number of factors that inevitably will change the character.
Many companies, in the previous decade, they forget that without a definite plan (and here we talk of numbers) it becomes difficult to achieve tangible results. And, also because of the crisis, we saw beautiful experiences inevitably wrecked on rocks away, victims of an inability to conceive of the optimal path. It should also dispel the myth that only large businesses can and should do strategic planning. Even a small company has compito di tracciare una linea di azione coerente con la propria struttura, capacità e obiettivi.
Se quanto detto è condivisibile, è pur vero che l’approccio ai mercati esteri rimane una delle poche soluzioni (unitamente all’innovazione di prodotto e processo) che le nostre imprese possono sfruttare al fine di competere nel mercato globale.
Ma la somma dei fattori ci porta inevitabilmente alla considerazione di molti imprenditori, che affermano “la nostra impresa non ha le dimensioni e la struttura per investire in un percorso di internazionalizzaizone coerente con la complessità del mercato di riferimento”.
Allora, quale è la way out?
Siamo conviti che, complex markets as essential to the development of our businesses, markets such as India, China, Vietnam, Brazil, and others that even in times of crisis have ground sensational GDP, should be approached through aggregation and integration of our businesses. The efforts of some national institutions are already borne fruit (I think of ATI for the construction of temporary networks for purposes pioneer), but it is only a first step. Will and perseverance are essential elements by the companies themselves in the constant action of repression of individualism to the exasperation of a force to be made to pursue the common factor. Octagon, along with India Scouting, è pronta ad assistervi in questo.
Buon Lavoro!
Alessandro Fichera
We turned the corner, is to say, with the beginning of this new decade. The fact that we leave behind in 2009 with a heavy financial crisis that has reshaped the global economic logic leads us to see the transition as a new starting line, like giving a shot to wipe out the past and be ready for new challenges. But is that really so?
If we exclude the knowledge now shared globally that "nothing will ever be" certainly is an understatement. We are aware however that the present international scenario rules of the game completely different from the past. The aim should therefore be to re-start but with the right clarity and objectivity, as to define, for the coming months and years (since a decade behind also means a new decade to deal with) a sound strategic planning.
This period is not a design element used by the consultants to dress better relationships with customers, but rather a good idea for the company today, and for the future that is going to face, must have a "navigator" suitable the path that will follow. The long-term vision is a necessary tool to compete with the New Actors of reference.
approach to international markets (international mean for non-EU countries as Europeans are now configured as a single market) implies a major change of entrepreneurial culture combined with extraordinary financial need. Addressing new markets is in fact coming out of the routine operation of the company, from its ordinary context, and involves a number of factors that inevitably will change the character.
Many companies, in the previous decade, they forget that without a definite plan (and here we talk of numbers) it becomes difficult to achieve tangible results. And, also because of the crisis, we saw beautiful experiences inevitably wrecked on rocks away, victims of an inability to conceive of the optimal path. It should also dispel the myth that only large businesses can and should do strategic planning. Even a small company has compito di tracciare una linea di azione coerente con la propria struttura, capacità e obiettivi.
Se quanto detto è condivisibile, è pur vero che l’approccio ai mercati esteri rimane una delle poche soluzioni (unitamente all’innovazione di prodotto e processo) che le nostre imprese possono sfruttare al fine di competere nel mercato globale.
Ma la somma dei fattori ci porta inevitabilmente alla considerazione di molti imprenditori, che affermano “la nostra impresa non ha le dimensioni e la struttura per investire in un percorso di internazionalizzaizone coerente con la complessità del mercato di riferimento”.
Allora, quale è la way out?
Siamo conviti che, complex markets as essential to the development of our businesses, markets such as India, China, Vietnam, Brazil, and others that even in times of crisis have ground sensational GDP, should be approached through aggregation and integration of our businesses. The efforts of some national institutions are already borne fruit (I think of ATI for the construction of temporary networks for purposes pioneer), but it is only a first step. Will and perseverance are essential elements by the companies themselves in the constant action of repression of individualism to the exasperation of a force to be made to pursue the common factor. Octagon, along with India Scouting, è pronta ad assistervi in questo.
Buon Lavoro!
Alessandro Fichera
