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factors of competitiveness in the internationalization

Una impresa che si limiti ad esportare in maniera saltuaria ed attendendo che le richieste le arrivino attraverso intermediari può in effetti considerare il mercato estero come un mercato interno alla stregua di quello EU, or even as a client in addition, of course, equipping and logistical and customs to third markets.

A company instead plans to pursue a policy of international expansion has to move elsewhere.
After verifying that there are opportunities to sell in one or more foreign markets, the company must ask if it has the human, financial and techniques to achieve its goals, given the internationalization of the support tools provided by the MAP and the Simest SpA
company that actually wants to play a long-term strategy in foreign markets must first give it a priority in total goals.
This means that in 'activities must be involved in all aspects of the company from production staff, from administration to research and development, and not just marketing. In fact, to act effectively and effectively in foreign markets, it is necessary in the formulation of marketing strategies to be fully involved in its management.
The decision to initiate a policy of penetration in foreign markets always entails a quantum leap in business strategy.

To fulfill a policy of penetration in foreign markets, the company management must be concerned to spread to all levels of the organization some basics.

1. The first principle is that international markets have to be able to deliver what is demanded by the market, and therefore knowledge of the market is a matter of primary importance. This principle is of course already been deployed in market-oriented businesses and companies who have experience in foreign markets, especially since consumers must also guarantee the durability, the deferred payment, technical assistance, spare parts.

2. The second principle that the company management must first possess and then spread among all its employees is to be aggressive. Working abroad means to cope with fierce competition and prepared, then you can not afford to be indecisive and slow. Therefore, the organizational structure should be aggressive, be aggressive but most people working abroad on behalf of the company, knowing that once the proposed rule should not be removed, because the charge is accepted once the face of the principal.

3. The third principle is not in a hurry. It is the most difficult principle to follow, since in general the management of an enterprise needs to achieve the objectives in a short time. This is not possible in international marketing: to conquer a foreign market takes time and so you need persistence, patience and continuity. Sometimes you have to accept small trial orders before we can say that it has acquired a single client on a foreign market and above all be taken into account that exports often take place in committee and on deposit account, also to do with price (eg in the case of fresh food), connected in the case of capital goods and durables, sales of the user that the proceeds may also pay the amount due.
To sell abroad should also try to operate with professionalism and integrity and abide by their commitments under all circumstances.

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The Balanced Scorecard: a strategic tool to monitor and manage the business in SMEs

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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We talk about the election

The political parties at election time, they try to apply the tools available to businesses to achieve their goals. Generally they do, such as businesses, relying on an obsolete instrument: the MBO, Management By Objective, management by objectives. There arises then the goal of achieving a certain outcome of the election (the percentage of voters in favor) as they do business for profit (the percentage of net sales) then going to elections took place to check if the desired result has been obtained . The companies control the outcome at year end, indeed, I am aware with certainty in March or April the following year. For both organizations (political parties and businesses) it is too late, and it is almost impossible to understand why the desired result has been obtained, and anyway there's nothing to be done for the parties will need to wait several years for next election, to repeat the same mistakes (applying MBO), for companies to cut costs (reducing staff, cutting research, development, promotion and training) and then cut their legs for the future.

would be desirable for the parties, such as business, the final application-art tools such as MBP (Management by Process) or even rather, the Balanced Scorecard. The MBP would control the process to be implemented to achieve the correct potendoli (process and goal) before the election date (or the end of the fiscal year, for companies).

The application then the Balanced Scorecard, for parties, can be illustrated as follows (excerpt from an article in Chaos Management N ° 17 of 2004, the Archives).

Hold fist in the strategy means looking forward
Nobody walks looking back, and if anyone ever did, with everyone looking for hidden camera, thinking it was a joke. Yet, the vast majority of the management bodies still decide only on the basis of what has already happened.
What seems absurd and unnatural in the most simple everyday situations for some reason has long been accepted as a sacred rule in times of maximum liability. Only in the '70s science has noticed the situation and started to produce tools that enable it to decide, looking forward, not just peering nervously into the rearview mirror. Just then the system was born BSC (Balanced Scorecard). The BSC

revises data in four general directions
1. Finance
2. Market
3. internal processes
4. Personal
course, this classification gives rise to indicators altamente specializzati, dipendentemente dal tipo di attività dell'organizzazione.

Sistema BSC e campagne elettorali


In caso di utilizzo del sistema BSC fin dalle primissime fasi della campagna, quanto detto significa utilizzare prospettive (punti di vista) adeguati per ottenere indicatori altamente specializzati quali :

1. Prospettiva Budget : Obiettivo è tenere sotto controllo i preventivi d'investimento per la campagna elettorale.Somma dei vari budget regionali.Si può ipotizzare un allarme al superamento del 10% del target.I target sono fissati per ciascun seggio in ciascuna regione.
2. Prospettiva Sondaggi Elettorali : Risultati dei elettorali.Si surveys can be expected to conduct the surveys each week for a seat.
3. Final Results Perspective: Perspective as to come into operation when the final results will be available. Will be updated continuously through a database link with which the information will come from polling via SMS.
4. Perspective Propaganda Activities: We will monitor all activities of the campaign (rallies, meetings, posters, videos and radio spots, etc.). This suggests a plan of the total amount of activity per seat, per week. E 'can also be divided by type of monitoring activities and seat for a week.
5. Activists Perspective: To monitor the competence, knowledge, motivation and productivity of the personnel involved in election campaign activities. You may assume a pyramidal structure: a central coordinator until a coordinator for the bench. The measure is an overall index (10 denotes the maximum efficiency and effectiveness).

The system must be used to monitor periodically (every week) under the various perspectives. This will allow you to see where the holes are and to take appropriate Decicions. If you, yourself for example, it turns out that in the second week of the election campaign polls do not give us what we had expected, you just go see if we are on our program of activities, and / or if our activists are working well, and you can get to the bottom (in the drill) and go to check and correct the situation appropriately in the particular seat .... ...

The indicators are able to specify the situation up to the level of the single seat. precise boundaries can be specified with a value above or below which is not permissible to go, and an automatic alarm system that informs the Board of Management of all the deviations from the termination of the strategic plan, including also the non-submission date information on time. They are also able to assess the level of active participation in the process of preparing and carrying out the strategy by individual elements of the organization.