The opportunity for change

In the post-crisis chaos, many are looking for the recipe to solve the difficulties ringed over the past two years, and the opportunity for change is emerging. Some are leaning toward throwing themselves headlong into new product research and development in order to generate that competitive advantage that will erase months of passion, while others are deciding to play it all on training to prepare resources for the soon-to-be-awaited revival. There are also those who, I must say, unfortunately wait at the window, motionless, to see what will happen.

There is no one-size-fits-all solution that works for everyone. Each entrepreneur launches his or her own sensibility to strengthen his or her company on those aspects that he or she deems most sensitive in order to get going again by riding the wave of new, albeit minimal, economic development.

Change as an opportunity

Despite this, one certain path that many businesses will have to take in the coming years is that of internationalization. Some companies will start off at an advantage as they are already sensitive to the issue and well established in foreign markets from a business perspective, others will have to struggle and find their own way in order to survive. All will have to consider internationalization as one of the cornerstones of their change.

The current context sees a significant percentage of firms focused on selling and distributing their products in the European market, while firms exporting beyond the EU borders is significantly reduced. If we then analyze the companies that have made direct investments abroad, particularly in high-growth markets, we find a particularly small number that are representative, in particular, of medium and large companies.

The competitive scenario of the next decade envisions a significant evolution of corporate positions, leading to a polycentric and dynamic business model, ready to embrace the challenges imposed by recent changes.

Without a strategy of business integration and a localization approach on promising economies, the risk for our companies is to suffer, and not lead, the positive evolution of the “global market.” To consolidate this strategy, it is necessary to ask questions and take an interest in what is happening beyond the internal borders (whether Italian or European) and to continue to invest, keeping in mind that beyond the Balkans there are realities that are developing at an enviable pace and are not stopping, realities that are curious and inclined to experiment with the Italian system.
These realities represent, in every way, the great opportunity for the revitalization of our businesses.

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