Laura Gavinelli

Different approaches to the pursuit of internationalization by Italian SMEs

Purpose – The aim of this paper is to analyse why Italian small and medium enterprises (SMEs) pursue internationalization (current and future entry modes, motivations, advantages and difficulties) and how they go about it, with reference to four key areas: innovation and technology, networking, environmental approach and human resource (HR) competences. Design/methodology/approach – A questionnaire was distributed to 792 enterprises with a response rate of 24.37 per cent. Data were collected using the computer assisted web interviewing (CAWI) method and processed with Rasch analysis, Principal Components Analysis and Cluster analysis methods. Findings – The paper presents the results of a quantitative research on SMEs located in the Province of Monza and Brianza – one of the most productive territories in Italy. Four different clusters emerged with specific approaches. Briefly, this paper points out that: innovation is mostly linked to the product and is incremental; HR and their competences are crucial for facing complex markets; the green issue is not dominant (it is considered only for saving energy and reducing cost production); and networking is not a key issue (except informal relations, contractual agreements and strategic alliances). Research limitations/implications – The research could be extended: through a longitudinal survey on the same sample; by covering different territories on the same topics. The cluster analysis identifies potential guidelines for entrepreneurial behaviour in respect to key factors for exiting from the economic and financial crisis: innovation and technology, formal and informal networks, the “green” approach, HR training. Originality/value – This paper presents a new interdisciplinary approach that may work beyond country boundaries, providing a new basis to the debate on the internationalization of SMEs.

Pre-event marketing and territorial governance: the case of Monza and Brianza province

Purpose The purpose of this paper is to examine whether and how a mega event can be an opportunity for a territory to be developed as a marketing product. The topic is analysed in the pre-event phase, from the point of view of marketing mix and governance. Design/methodology/approach A qualitative method was adopted with a case study on Monza and Brianza province (northern Italy) which is strongly involved in EXPO2015 initiatives. The triangulation among multiple sources such as documents, interviews and observation, allow for deeper data collection. Findings A mega event can enhance development and repositioning also of minor territories. There are, however, two main conditions for benefiting from such an opportunity: to plan the marketing mix, taking into account people and partnerships, and to ensure a vision on territory through coordination with a legacy perspective. Research limitations/implications This study is not representative or generalizable. However, it gives insights into the mechanism of coordination and collaboration between different stakeholders and on how to plan the Monza and Brianza marketing mixes. Practical implications The research has implications for governance mechanisms and for marketing politics both for public and private decision-makers, especially in the pre-mega event phase, but also with some inputs into legacy phase. Originality/value The research is original for three reasons: the context concerns Monza and Brianza province, and so can help understand how mega events can help a minor territory reposition itself; the research looks at the managerial implications of place marketing in this pre-event phase; and in Italy, provinces are being reorganized or abolished: this case study looks at a province and its future.

What communication for the mining industry? Some critical considerations in the Italian context

The aim of this article is to analyze the approach to corporate communication in Italian mining industry, where product differentiation arises largely from the aspects of the relationship between manufacturer and customer and where the strong environmental impact of mining activities makes communication with the diverse stakeholders crucial. The paper presents the results of a CAWI questionnaire distributed to 658 enterprises, with a redemption rate of 12.2%. Data were processed with univariate and multivariate statistical techniques (PCA). The results show that the approach of mining enterprises to communication is still traditional and that although a specific area of communication is well established (product communication), there is still much to be done on corporate communication as well as on audiences that are not only business customers (citizens, institutions, administrators, associations).

Boosting Italian SMEs’ Development: First Considerations

The survey of firms in the province of Monza and Brianza allowed us to highlight the competitive factors and the strategic guidelines of the SMEs located in one of the “economic engines” of Italy. The aim of Chap. 5 is to discuss the sources of competitiveness of SMEs in times of crisis and their business strategies to gain and defend their competitive edge.

The Competitiveness of Italian Small- and Medium-Sized Enterprises (SMEs)

In Italy and many other countries, small and medium-sized enterprises (SMEs) account for the greatest part of national industrial production. They contribute significantly to the economic growth and competitiveness of the countries in which they operate (Antoldi et al. 2011).

Firms’ Strategies and Competitiveness: An Overview

Competitive advantage is the result of a strategy that leads the firm to occupy and maintain a favorable position in the market in which it operates and that is superior to that of competitors (Caroli 2009).

The Sources of Competitive Advantage

A successful strategy is one that exploits relative strengths. Taking into account customers (the demand) and competitors (the offering), the enterprise can proceed with a self-analysis to determine its strengths and weaknesses as well as its critical success factors (internal factors) and adopt the right strategy to transform such factors into a sustainable competitive advantage.

Strategic choices in recessionary period: an exploration on italian smes

From the 2012 survey of the Osservatorio Impresa Monza e Brianza we shed some light on the behavior and strategic choices of micro, small and medium sized enterprises to cope with the global financial and economic crisis. The analysis was conducted with the aim of discovering which strategies are more likely to be implemented in the short-term using the Rasch model for multinomial ordinal response categories. Moreover, we present a segmentation based on the enterprises’ reactivity towards the crisis with respect to the effectiveness of crisis measures and the main characteristics of the enterprises.

Smart life: dalla tecnologia al mercato. La prospettiva dei consumatori e delle imprese

Il termine smart e entrato recentemente a far parte del vocabolario comune in relazione principalmente all’impatto che la rivoluzione tecnologica sta avendo sulla vita quotidiana e sulle dinamiche di mercato. La ricerca qui presentata intende offrire un primo momento di riflessione su quale sia l’interpretazione che domanda e offerta, ovvero consumatori e imprese, stanno dando di smart e, piu nello specifico di smart life, e su quale sia il rapporto tra smart, tecnologia e reale orientamento al mercato. La ricerca, di tipo esplorativo-qualitativo, individua alcune aree emergenti di significato legate alla smart life e opportunita di sviluppo per le imprese ad esse connesse.

New Challenges for the Internationalization of Firms. Italian Companies in China: Business Models and Market Policies

The emergence of markets such as China opens new opportunities in the internationalization process. For companies, especially for small and medium sized enterprises, the international context is a challenge to be faced by mobilizing and sharing the resources and knowledge of other players. This is subject to establishing strategic relations, in both the internal and foreign markets, which affect the entire corporate supply chain.