We have turned the page, one might say, with the beginning of this new decade. The fact of leaving 2009 behind with a very heavy financial crisis that redesigned the global economic logic pushes us to see the transition as a new starting line, as having given a clean slate to the past and be ready for new challenges. But will it really be like this?
If we exclude the now globally shared awareness that "nothing will ever be the same" there is certainly still very little. However, we are aware that the international scenario has completely different rules of the game than in the past. The objective must therefore be to start over again but with the right lucidity and objectivity, such as to define sound strategic planning for the coming months and years (given that a decade behind us also means a new decade to face).
This term is not a stylistic element used by consultants to best season customer relations, but rather a good rule for the company which today, and for the future it is preparing to face, must have a "navigator" suitable for the path which he intends to follow. The long-term vision is a necessary tool to be able to compete with the new reference players.
The approach to international markets (by international we mean the non-EU ones, as European countries are now to be configured as a domestic market) presupposes an important evolution of the entrepreneurial culture combined with a need for extraordinary finance. Tackling new markets is in fact an operation that emerges from the company's routine, from its ordinary context, and presupposes a series of elements that will inevitably change its physiognomy.
Many companies, in the previous decade, forgot that without a well-defined plan (and here we are talking about numbers) it becomes difficult to obtain tangible results. And, also thanks to the crisis, we have seen beautiful experiences inevitably shipwreck on distant rocks, victims of a lack of ability to conceive the optimal path. The myth that only large companies can and must carry out strategic planning must also be dispelled. Even a small company has the task of outlining a line of action consistent with its structure, capabilities and objectives.
If what has been said can be shared, it is also true that the approach to foreign markets remains one of the few solutions (together with product and process innovation) that our companies can exploit in order to compete in the global market.
But the sum of the factors inevitably leads us to the consideration of many entrepreneurs, who state "our company does not have the dimensions and the structure to invest in an internationalization process consistent with the complexity of the reference market".
We are convinced that markets as complex as they are fundamental for the development of our businesses, markets such as India, China, Vietnam, Brazil, and others that have generated sensational GDPs even in times of crisis, should be approached thanks to mergers and integrations of our businesses. The effort of some of the national institutions is already bearing fruit (I am thinking of the ATI for the construction of temporary networks with pioneering purposes), but it is only a first step. Will and perseverance are essential elements, on the part of the companies themselves, in the constant action of repression of individualism towards the exasperation of a force to be put in common to pursue the goal. Octagona, together with Scouting India, is ready to assist you in this.
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