L'efficacia della comunicazione: un'indagine esplorativa

The purpose of this study is to identify which models and tools companies use to mesure communication effectiveness. An empirical investigation was carried out vith exploratory purposes involving 30 companies which invest in communication activities at least one million euro

Strategie di marketing e ruolo del punto vendita per i prodotti italiani

Il valore del made in Italy si difende davanti agli occhi del cliente in tutti quei mercati internazionali nei quali il bello e ben fatto italiano \ue8 apprezzato. Gli strumenti principali per mantenere ed accrescere il valore del made in Italy sono: la marca, come segno capace di comunicare gli attributi distintivi dell\u2019offerta, ed il presidio diretto del punto vendita, nel quale avviene l\u2019incontro tra consumatore e prodotto. Il libro raccoglie diversi contributi frutto di un unico percorso di ricerca che ha interessato paesi come gli Stati Uniti, la Cina, la Francia e la Russia, nei quali le imprese del made in Italy sono chiamate a vincere la competizione davanti agli occhi del cliente

Il ruolo del punto vendita per la costruzione dell’immagine di marca

Il valore del made in Italy si difende davanti agli occhi del cliente in tutti quei mercati internazionali nei quali il bello e ben fatto italiano è apprezzato. Gli strumenti principali per mantenere ed accrescere il valore del made in Italy sono: la marca, come segno capace di comunicare gli attributi distintivi dell’offerta, ed il presidio diretto del punto vendita, nel quale avviene l’incontro tra consumatore e prodotto. Il libro raccoglie diversi contributi frutto di un unico percorso di ricerca che ha interessato paesi come gli Stati Uniti, la Cina, la Francia e la Russia, nei quali le imprese del made in Italy sono chiamate a vincere la competizione davanti agli occhi del cliente

Do distributors really know the product? Approaching emerging markets through exports

Exports represent an entry mode into international markets that is less risky than more direct strategies, therefore it particularly fits SMEs (small-medium enterprises) that generally have a few resources to invest. In the case of emerging markets because of the high psychic distance, SMEs tend to rely on their distributors for the business operations in the new market. However, although this type of intermediary allows the access to the foreign distribution channel that is particularly complex in countries such as China, it can limit the market control and in some cases, the product expansion. Based on a qualitative research consisting of interviews and secondary data, we present two original case studies of Italian firms operating in the Chinese market. It is shown that in emerging markets, since distributors do not really analyze and know consumer expectations and behaviors, they may represent a barrier in the knowledge accumulation of foreign products in the new market. Managerial implications are discussed on the extent to which SMEs are not able to replicate marketing strategies used in other countries, but they should define a clear strategy that involves their distributors in the process of knowledge accumulation and brand value creation in the foreign market

The hidden costs of going global: insights from firms' entry into foreign markets

Recent literature on strategic decision-making highlights the role of hidden costs, i.e. costs that firms are not able to predict ex-ante (Larsen et al., 2012). This paper analyses the hidden costs of going global, i.e. unanticipated costs that emerge in the implementation of market entry strategies. Foreign market entry requires firms to assess the potential attractiveness of different locations, select an appropriate entry mode, and organize their international value chain. When taking such decisions, firms can make evaluation mistakes. We propose that cultural distance is one factor that generates “blind spots” in a firm’s strategic analysis, thus affecting its ability to evaluate the actual challenges of entering foreign markets. Firms can offset distance-driven hidden costs by building international experience and relational capability