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2013 | OriginalPaper | Buchkapitel

4. Virtuous business models for international competitiveness

verfasst von : Riccardo Resciniti, Annalisa Tunisini

Erschienen in: Mid-sized Manufacturing Companies: The New Driver of Italian Competitiveness

Verlag: Springer Milan

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Abstract

The governance issues and trajecttories of growth
The vital network of inter-organizational relationships
The dynamic focus strategies
The new value chain of mid-sized Italian companies
Competing in international markets
The mid-sized company and the new global economic context

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Vorheriges Kapitel A quantitative analysis of the companies under examination

Nächstes Kapitel Implications for managerial and industrial policy

For a more detailed review of the panel’s competitive model, see (Varaldo et al. 2009).

The topic must naturally be understood in relative terms, without ignoring the close link between “product” and “core competence” represented by the “core products” concept (Prahalad, Hamel, 1990).

The literature on resources, competences and capabilities is endless: see (Wernerfelt, 1984, 1995; Barney, 1991, 2001; Grant, 1991; Peteraf, 1993; Hamel, Prahalad, 1994; Eisenhardt, Martin, 2001).

We will return to this in Chap. 5.

It is well-known that the sustainability of differentiation focus strategies is based on the differences between segments and on the ability to build a value chain that is very distinct from the competitors’ value chain. This allows you to be more efficient and effective than sector leaders that are simultaneously involved in several sectors. Nevertheless, there is the risk of depending on only one type of market and having high production costs, which doesn’t allow economies of scale per se.

Concerning the district model and its needed evolution, see (Varaldo 1988; 2006; 2007) and (Varaldo, Ferrucci 1993).

Indeed, the panel companies are on average less technologically intense: about two-thirds of the aggregated revenue is reached by low technology firms, while, if we take into account the total number of mid-sized firms surveyed by Mediobanca, they obtain about 40% of that reached by low technology firms.

Of the 23 companies, 3 reveal their research costs; 17 do research but do not reveal costs; 3 declare they do not do research, but this is doubtful because they have new product samples (which contain “new” items). Of the 12 benchmark companies, 2 reveal costs and 10 declare that they do research but do not reveal costs.

Moreover, in the perspective of “open innovation” the costs do not represent a clear-cut measure of innovation orientation, because “openness” seeks to reduce innovation costs, increase business potential and share the risks of new products and processes with all the actors. Nevertheless, investments in research and development are mentioned in the book when they are considerable and they are a proxy for the degree of structuring.

This includes headquarters in Beijing’s Technological Park, which is reviewed in the internationalization section.

Innovation orientation is enhanced through ongoing investments in “intangibles”, such as a dynamic research culture, non-stop training, the empowerment of human resources and social responsibility.

These heating and air-conditioning pumps have a single methane-powered system which obtains heat from natural sources such as water, air and soil. The basic principle is that when cold air is produced it generates a higher amount of heat, hence the idea to exploit the technology of refrigerators to build lowenergy heaters.

The company came with more than 2000 patents, which were carefully examined by Robur’s research teams. They included patents drawn from several studies by Albert Einstein on absorption technology, which were used to create GAHP.

These partner firms are from a production hub specialized in wood technology that Margaritelli helped set up.

That which prevails is trust in factors such as: a) the external economies that the firms have in their districts (lower resources, work and services costs), b) the natural ability of a district organization to evolve and choose efficient firm structures, c) the country of origin effect tied to a too optimistic view of the “Made in Italy” effect (Varaldo, Dalli, Resciniti 2006).

According to International Monetary Fund estimates, the U.S. market will grow by 2.5% in 2012, which will mean an increase of almost 2 thousand billion dollars in GDP and, in proportion, an increase in imports and purchases in the U.S. (Daveri 2011). The increase estimated for Russia in 2012 is almost double (+4.5%) but Russian incomes will only grow by 400 billion dollars, a fifth of the increase registered in the U.S.A.

In a broader perspective, successful mid-sized firms are quite good at managing local and global alliances, as mentioned in the preceding section.

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Titel: Virtuous business models for international competitiveness
verfasst von: Riccardo Resciniti
Annalisa Tunisini
Verlag: Springer Milan
Buch: Mid-sized Manufacturing Companies: The New Driver of Italian Competitiveness
Print ISBN: 978-88-470-2588-2

Electronic ISBN: 978-88-470-2589-9

Copyright-Jahr: 2013
DOI: https://doi.org/10.1007/978-88-470-2589-9_4

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