Small and medium-sized Italian companies all have a problem of size. The assumption of "small is beautiful", until a few years ago considered an asset of the business system of our country, is now considered a "critical" when compared with the current trends on a global scale, we can say that a myth has collapsed, at least in part.
There is much talk of competitiveness, in fact, it is the strategy one of the main levers of competitiveness, the strategy is a tool with which to test new organizational models can facilitate change. The competitive pressure is not always perceived by small business as a critical survival factor for it, until today, has carved out a niche with his placement of a daily management aimed, above all, survival.
The strategy of an SME almost never has a breath of medium or long term: it is often geared to the everyday and the managerial approach, so to speak, is reactive.
E 'SMEs need to be introduced in an entrepreneurial style-oriented strategy and the introduction of new organizational models in line with the new orientamenti1 of business culture to start a testing phase that would overcome the current problems of a competitive nature .
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