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Erschienen in:
2014 | OriginalPaper | Buchkapitel
7. Entrepreneurship Collaboration, New Business Models and Firm Creation: Enhancing Local Economical Network
verfasst von : Paolo Vercesi, Ion X. Monjas Kanpandegi, Riccardo Vecchiato, Renato Pugno
Erschienen in: Sustainable Social, Economic and Environmental Revitalization in Multan City
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Abstract
Collaboration is a reference point for both Milan and Multan business environments, as far as they want to achieve a stable growth and competitiveness. A credibly proactive collaboration model means that all local stakeholders have to share a vision of the real possibility to transfer experiences and to implement a growth path, made by innovative steps. Transferring experiences needs a partner who wants to share all the practices that can be adapted to another framework. On the other side, there should be the commitment to provide resources, to involve partners and to motivate people; innovation does not come in a blink of eye and is an inspiration that becomes a transpiration.
Business model is not the business itself but is a way to design and simulate the interaction between main parts of the business. When it comes to transfer our experience into a foreign environment, we must align which are the likenesses, which things are deeply different and which elements must remain unmodified with their specific and brilliant tonality.
The starting point of the reflection proposed in this chapter rests on the idea that Italy and Pakistan and Milan and Multan share a vision: the aim to be the referring centre of the area for old and new businesses, an economic system that needs to change and grow to survive a challenging worldwide arena and, at the same time, keep safe and continue to exploit the traditional ability and creativity of businessmen, entrepreneurs and artisans. How do entrepreneurs imagine their organizations and the corresponding business models, 5 or 10 years from now? Reasonably, Milan and the whole Lombardy region have passed through the necessity of repositioning the entrepreneurship system into an intensely competitive landscape and had to cope with the redesign of firm and institution collaborative model; should this effort fit Multan requests of improvement?
On field experiences, methodologies and technologies can force a resilient traditional economy to move further on this evolutionary pattern; whichever will be the destination point, local institutions should help and orient enterprises, the smaller they are, to undertake the necessary efforts to remain in a continuously changing market.