1,720,974 research outputs found
MOLESKINE ON THE ROAD
No full textHow can a company start selling paper notebooks in the era of laptops, smartphones and tablet PCs, and maintain a double-digit, annual revenue growth rate for more than 10 years? The success of the Moleskine brand, which was created by two Italian entrepreneurs, was the result of carefully designed and implemented product, communication and international distribution strategies. The case begins with a description of the factors behind a successful new entrant into the apparently mature market of stationery products, including the background and experience of two entrepreneurs and their management team, and the naissance of the business idea supported by a profound understanding of the sociological shifts in modern society. As initial positive responses from the market are not always sufficient to ensure long-term success, the two entrepreneurs paid careful attention to the implementation of a slim organizational structure focused on activities that were core to the success of the brand and outsourced the rest. The second part of the case describes a change in the firm's ownership and a new growth phase. A private equity fund acquired the majority of the firm's shares and brought in new managers tasked with maintaining the double-digit growth by reinforcing international distribution activities and by introducing new products under the Moleskine brand. While the central topics of this case study are the firm's business model innovation and its growth strategy, the case also helps to illustrate: (a) the genesis of the differentiation strategies, (b) the importance of the top-management team's competences, and of the firm's core assets in the start-up phase and the subsequent growth phases, (c) the decision-making process regarding foreign market selection, and (d) the growth and brand extension dilemma, in which firms must attempt to balance growth with the desire to maintain the perception of a product's exclusivity
The Italian 'Entrepreneurial Formula': a systemic approach to strategy
No full textThe Entrepreneurial Formula, a systemic theoretical model, was presented in late 1980s by Vittorio Coda, one of the most prominent Italian management scholars, gaining an instant recognition among Italian researchers and practitioners. The model, strongly rooted in the Italian macroeconomic and business context, describes the value-creation flow and combines the competitive and stakeholder perspectives, offering a systemic view on the organisations' management. The paper also illustrates the Entrepreneurial Formula's applicability to different business contexts by the discussion of cases of a niche family-run publishing house, of the Italian hotel industry and of non-profit social enterprises. In the conclusion the paper deals with the necessity of the systemic approach to management and with the possible future theoretical and practical enhancement of the Entrepreneurial Formula
Strategy execution at Mediolanum bank
No full textThe launch of the first digital product is a challenge for any organisation as the interests of financial, marketing, sales, IT, HR and operations departments are not always aligned. Mediolanum Bank, one of the leading retail asset management financial institutions in Italy, aims to boost its growth during the recession years by offering a new financial product - a high return deposit account. A team of bank managers has to solve multiple issues regarding the new strategy implementation. The class participants working in small groups should develop a master plan for the new strategy deployment. The role play exercise, based on the case, aims to explore the main challenges of the strategy implementation in a complex organization. It also represents an excellent base to test in practice the various facets of the team dynamics and decision-makin
Buone prassi di gestione delle HR per le multinazionali italiane in Russia
No full textTerza puntata dedicata alla Russia della rubrica che volge lo sguardo in area BRIC (Brasile, Russia, India, Cina), i paesi emergenti unanimemente riconosciuti strategici per lo scenario dell’economia globale del Terzo Millennio.
Il paese detiene il reddito medio pro capite più elevato tra i paesi BRIC ma ha dovuto fronteggiare la grave flessione dei compensi in coincidenza con la crisi economica mondiale.
Il successo di tre multinazionali italiane è stato giocato proprio sulla scelta di contenere i costi non legati direttamente ai salari, facendo leva sulla continuità e sulla stabilità in un’ottica di gestione delle risorse umane lungimirante e a lungo termine.
Un esempio pilota per le medie imprese che vogliano investire in Russia
The role of international trade intermediaries in a global context: the case of small household appliances
No full textThe sustainability of a business model within the existing resource-based view of the firm and the international business literature is often analysed versus direct competitors and new entrants arriving from complementary or unrelated industries. This exploratory research analyses the international trade intermediaries’ business model sustainability versus threats arising from possible vertical integration of their suppliers and clients as the conducted empirical study revealed lasting in time overlaps in value chain activities of foreign producers, international trade intermediaries and local distributors -- so called “grey areas”. The “external” time compression diseconomies, asset mass efficiencies, interconnectedness and erosion along with casual ambiguity protected the analysed company from direct competitors and from vertical integration threats, whereas the firm continued to operate with good performance results in the “grey area” of the industry value net
Rosinter restaurants: growing by doing
No full textRosinter Restaurants case study examines in depth the entrepreneurial project that started from one restaurant in 1990 in Moscow and grew to an international network of more than 300 restaurants by 2009 that operated in Russia, CIS countries, but also in Prague, Vienna and Bratislava. The company managed not only to survive the two economic crises (1998 and 2009), but also to become the market leader in Russian casual family dining with circa 15% of the market share. The exponential growth of Rosinter Restaurants was not achieved by 'luck' or 'being in the right place', but rather by a careful exploitation of synergies with the first business by the company founder, by the attention paid to the selection of the entry modes to the new regional and international markets, and putting together a dedicated management team and - last but not the least - by learning for the company's own mistakes. The company management, perfectly aware about the potential difficulties of internationalization in the food industry, was particularly attentive about the choice of new foreign markets for the company's expansion. Internationalization did not only bring extra revenues, but, with the internal costs benchmarking, also made the company’s management consider the efficiency of domestic operations
Uscire dalla crisi reinventando il business
No full textL'articolo illustra il dibattito circa la ricerca per l'uscita dalla crisi nel rapporto tra imprese clienti e consulenti di direzion
Attrarre e competere: la prospettiva delle imprese e del mercato
No full textUn manuale in grado di accompagnare nelle sfide quotidiane coloro che (amministratori e consulenti) sono chiamati a progettare e gestire iniziative integrate sul territorio per lo sviluppo locale, quali: attrazione di investimenti, internazionalizzazione delle imprese, ricerca e innovazione tecnologica, pianificazione strategica e progettazione integrata
Uscire dalla crisi reinventando il business. Il contributo della consulenza
No full textIn questo forum si esamina il rapporto tra le imprese della consulenza, chiamate ad assistere i propri clienti individuando percorsi virtuosi per uscire dalla crisi in grado di generare nuovo valore, e le aziende clienti che chiedono nuove modalità di assitenza e sono alla ricerca di un vero rinnovo del proprio modello di busines
Foreign market selection by russian MNEs: beyond a binary approach?
No full textPurpose – The purpose of this paper is to address the internationalization of Russian multinationals by critically challenging existing assumptions about “springboard” foreign market selection by emerging market firms.
Design/methodology/approach – The authors studied foreign market selection decisions for 497 international merger and acquisition (M&A) and joint venture (JV) deals completed by Russian multinational enterprises (MNEs) between 1997 and 2009. The statistical model tests the impact of the geographic, political and economic distances of the host country from Russia on Russian MNEs' foreign market selection decisions.
Findings – Contrary to existing assumptions, the host country's geographic closeness to Russia, and its being an ex-USSR republic or a tax haven, positively affected the country's probability of attracting an M&A or JV deal by a Russian MNE, while the similar level of economic development did not significantly influence the MNEs' foreign market selection decisions. The patterns of significance among the explanatory variables vary for Russian MNEs operating in the natural resources industries.
Research limitations/implications – Further studies may extend the observation period, enlarge the database with Greenfield and export deals by Russian MNEs, and add cross-country cultural distances to the explanatory variables.
Practical implications – Russian managers should consider the “distances” that might influence firms' foreign investment decisions. This paper also allows host country governments willing to formulate policies aimed at the attraction of Russian outward foreign direct investments to obtain a better understanding of Russian MNEs' international strategies.
Originality/value – One of the few quantitative studies on the topic, this research suggests that Russian MNEs choose their own means of foreign market selection, combining gradual and leapfrog approaches to internationalizatio
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