Zara is a fashion retailer owned by Inditex, one of the largest fashion groups in the world. Zara opened its first store in 1975 in Spain and has since expanded to over 2,000 stores globally. Inditex controls most of Zara's supply chain, with around 50% of products manufactured in Spain and Europe and the rest in Asia and Africa. Products are shipped to logistics centers in Spain and then distributed to stores within 24 hours in Europe and 40 hours elsewhere. Zara's unique approach is to produce trendy designs in small batches within a few weeks and refresh store inventory monthly, creating urgency for customers to purchase before items sell out.
Founder: Ferruccio Lamborghini
Founded: Sant'Agata, Italy
President: Stephan Winkelmann (2005 - Present)
Lamborghini's 831 employees produced 1,711 vehicles per year
HBR Case Study - Fashion retailer ZARA has achieved spectacular growth via a distinctive design-on-demand operating model. This case describes this model and outlines a number of challenges facing the company, with a particular emphasis on its international expansion. Includes color exhibits.
L'Analisi del Brand e delle strategie di comunicazione e pubblicitarie. A cura di
Roberta Anna Arpino
Francesca Maffi
Roberta Scarano
Ilaria Maria Barghini
Il seguente materiale è prodotto all'interno della didattica del Master in Comunicazione, Marketing Digitale, Pubblicità Interattiva
https://comunicazionedigitaleinterattiva.wordpress.com/
Automobili Lamborghini S.p.A. is an Italian brand and manufacturer of luxury sportscars and formally SUVs which is owned by the Volkswagen Group through its subsidiary brand division Audi.
Founder: Ferruccio Lamborghini
Founded: October 30, 1963
CEO: Stephan Winkelmann
Ferruccio Lamborghini was an Italian businessman who founded Automobili Lamborghini in 1963. He had been a successful tractor manufacturer but was dissatisfied with the engines used in his cars. After a dispute with Enzo Ferrari, Lamborghini decided to produce his own luxury sports cars. His company's first models were the 350 GTV and later the 400 GT, which gained international recognition for Lamborghini. Notable future models included the Miura and Countach, cementing Lamborghini's reputation in supercar manufacturing. However, the company faced financial troubles in the 1970s before being acquired by various owners that helped restore its success.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
Zara is a fashion retailer owned by Inditex, one of the largest fashion groups in the world. Zara opened its first store in 1975 in Spain and has since expanded to over 2,000 stores globally. Inditex controls most of Zara's supply chain, with around 50% of products manufactured in Spain and Europe and the rest in Asia and Africa. Products are shipped to logistics centers in Spain and then distributed to stores within 24 hours in Europe and 40 hours elsewhere. Zara's unique approach is to produce trendy designs in small batches within a few weeks and refresh store inventory monthly, creating urgency for customers to purchase before items sell out.
Founder: Ferruccio Lamborghini
Founded: Sant'Agata, Italy
President: Stephan Winkelmann (2005 - Present)
Lamborghini's 831 employees produced 1,711 vehicles per year
HBR Case Study - Fashion retailer ZARA has achieved spectacular growth via a distinctive design-on-demand operating model. This case describes this model and outlines a number of challenges facing the company, with a particular emphasis on its international expansion. Includes color exhibits.
L'Analisi del Brand e delle strategie di comunicazione e pubblicitarie. A cura di
Roberta Anna Arpino
Francesca Maffi
Roberta Scarano
Ilaria Maria Barghini
Il seguente materiale è prodotto all'interno della didattica del Master in Comunicazione, Marketing Digitale, Pubblicità Interattiva
https://comunicazionedigitaleinterattiva.wordpress.com/
Automobili Lamborghini S.p.A. is an Italian brand and manufacturer of luxury sportscars and formally SUVs which is owned by the Volkswagen Group through its subsidiary brand division Audi.
Founder: Ferruccio Lamborghini
Founded: October 30, 1963
CEO: Stephan Winkelmann
Ferruccio Lamborghini was an Italian businessman who founded Automobili Lamborghini in 1963. He had been a successful tractor manufacturer but was dissatisfied with the engines used in his cars. After a dispute with Enzo Ferrari, Lamborghini decided to produce his own luxury sports cars. His company's first models were the 350 GTV and later the 400 GT, which gained international recognition for Lamborghini. Notable future models included the Miura and Countach, cementing Lamborghini's reputation in supercar manufacturing. However, the company faced financial troubles in the 1970s before being acquired by various owners that helped restore its success.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
The document discusses the situation facing Chateau de Vallois, a famous wine estate in Bordeaux, France. Claire de Val Hubert proposes introducing a lower-priced branded wine targeted at younger customers, in order to capture the next generation of wine drinkers. However, this could dilute the brand equity of the estate's prestigious GrandVin wines. It is debated whether the estate should preserve its luxury status or extend its brand through the new product line.
Ford Motors produces a range of vehicles in India including SUVs, hatchbacks, and sedans. The Endeavour is a popular SUV known for its imposing presence, while the Figo was Ford's first hatchback in India. The Fiesta Classic sedan offers a great driving experience to make up for its ordinary design. Ford also produces the premium Fiesta mid-size sedan. While Ford has strong engineering capabilities, its market share in India has been declining. It faces threats from other major automakers entering India and stricter government regulations. However, opportunities exist in growing markets like India and China, as well as developing new technologies like hybrids and alternative fuel vehicles.
Lamborghini is an Italian luxury sports car manufacturer owned by Volkswagen. It was founded in 1963 by Ferruccio Lamborghini and is known for high performance and distinctive designs. Lamborghini's branding emphasizes qualities like speed, aggression, and exclusivity to target customers seeking to stand out. In the 1980s and 1990s, Lamborghini faced financial struggles but was revived through an aggressive "The Truth Hurts" campaign and acquisition by Volkswagen. Today Lamborghini maintains a strong brand image of prestige through high quality, personalized service, and an exclusive club-like feel for owners.
This document provides information about Inditex, the largest fashion group in the world. It owns several popular fashion chains including Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, and Zara Home. Inditex has over 3,800 stores globally and follows a unique vertically integrated business model that allows it to rapidly design, produce, and distribute fashion to stores. The group prioritizes flexibility and an ability to quickly adapt to fashion trends and customer demands.
Inditex Group is one of the world's largest fashion retailers operating eight store formats including Zara, Pull & Bear, and Massimo Dutti. It has over 4,780 stores in 77 countries. Zara pioneered a rapid fashion model, opening its first store in 1975 in A Coruña, Spain. By 2004, Inditex had expanded to over 2,000 stores across 56 countries. The company has over 92,000 employees worldwide focused on teamwork and sustainability.
This document provides information about Zara, the largest clothing company owned by the Spanish fashion group Inditex. It discusses Zara's business model, strategies, and supply chain management approach. Zara aims to continuously innovate and provide new, affordable designs made from quality materials to satisfy customer desires. Through its fast fashion model, Zara is able to design, produce, and distribute new collections to stores within weeks, allowing it to stay on top of the latest trends. Zara has over 1,900 stores globally and is a leader in the fast fashion industry due to its ability to quickly replicate designs at low prices.
Christian Dior SE is a European luxury goods company headquartered in Paris, France. Founded in 1946 by Christian Dior, the company designs and sells ready-to-wear clothing, leather goods, shoes, perfumes, cosmetics, and home furnishings. Dior holds a 42% stake in LVMH, the world's largest luxury group, and generates over $24 billion in annual revenue. Known for its iconic New Look silhouette introduced by Dior in 1947, the company operates brands like Dior, Dior Homme, and Baby Dior and sells products through a global network of over 200 retail stores.
The document outlines Zara's fast fashion business model and supply chain operations, which focuses on rapid design, production, and distribution of new fashion items to stores within weeks in order to stay on top of constantly changing trends, allowing Zara to maintain its competitive advantage over rivals with shorter inventory turnovers and product lifecycles. Zara's centralized operations and extensive use of data and technology allows it to quickly respond to demand changes through flexible procurement, production planning, and high-velocity logistics. This responsive supply chain model has supported Zara's global expansion to over 1700 stores in 78 countries while continually renewing its inventory with around 11,
Toyota is a leading automobile brand in Pakistan as a joint venture between HOH and Toyota Motor Corporation. It has over 50 dealerships across Pakistan and aims to delight customers with a wide range of products and solutions. While Toyota has strong brand value, loyal customer base, and efficient after-sales services, it faces threats from increasing competition and dependency on imported parts. However, its financial leverage, production system, and large distribution network provide opportunities to expand hybrid vehicles and reduce import dependency.
This Slide has been made to analyse how and why Ferrari was able to become one of the most exclusive brand recognized in the whole world. Through a deep analysis of
factors will be shown how internal decisions of the company are reflected on the external environment. In particular, through the internal analysis will be given emphasis to the values of the company, which include high attention to environment and human needs. It will continue analysing the strategy decisions and the supply chain of the company, finishing with a consideration on the combination of emergent and prescriptive approach.
In the second part will be discussed the external factors of the firm using more specific tools, as SWOT and PESTEL analysis.
The conclusion will touch on the new challenges of the company and the strategy for the future.
Ferrari uses various promotional strategies to strengthen its luxury brand, including merchandising, maintaining a strong global brand presence, and co-branding with other companies. It promotes exclusivity through an official magazine reserved for Ferrari owners and clubs for owners. Ferrari has both online and physical stores selling merchandise. A major promotional effort is Ferrari World, the world's first Ferrari theme park in Abu Dhabi featuring rides, attractions, retail stores, and dining themed around Ferrari.
The document analyzes Ford's financial performance and recommends not investing in Ford stock due to projected negative equity value and low cash flow. It discusses Ford's competitive landscape, brand positioning, and product plans which include investing in hybrid and electric vehicles. Strategic recommendations are made to improve productivity and change production facilities to focus more on small cars.
El documento resume información sobre el hundimiento del RMS Titanic en 1912, incluyendo que solo 705 de los 2,227 pasajeros sobrevivieron, las causas del hundimiento (una vía de agua causada por una colisión con un iceberg), y detalles sobre personas clave como el capitán Edward Smith y el vigía Frederick Fleet.
Strategic management is the highest level of managerial activity, in general performed by the chief executive officer (CEO) and executive team of a company, used to specify objectives of the organization by developing policies and plans to achieve these objectives and reach the company’s goals. Also it’s a process of distributing resources of the company so as to pursue the plans.
Strategic management supply overall direction to the entire enterprise. An organization’s strategy should be suitable for its resources, situations, and objectives. The process takes in consideration to join the companies’ strategic advantages to the business environment the organization faces. The important objective of an overall strategy is to make the organization into a position to do its mission effectively and efficiently. A best corporate strategy must include an organization’s goals, policies, and tactics into a cohesive whole.
MRF Ltd. started as a small toy balloon manufacturing unit in 1949 and began manufacturing tires in 1961. It is now a major tire manufacturer in India with multiple plant locations. MRF produces tires, conveyor belts, pretreads, and industrial paints and coatings. It has key OEM customers like Maruti, Tata Motors, and Honda. MRF faces competition from other major Indian tire manufacturers like CEAT and Apollo. It has established a large distribution network across India to market its industrial and automotive products.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Toyota is the second largest automotive manufacturer in the world, headquartered in Toyota City, Aichi, Japan. It employs around 200,000 people across 56 manufacturing plants globally and produces over 5.5 million vehicles per year, generating annual sales of $12 billion. Founded in 1937 by Sakichi Toyoda, Toyota launched its first car in 1947 and has since expanded globally, achieving production of over 10 million cumulative units by 1972.
Zara is a Spanish clothing retailer known for its rapid response to fashion trends. It produces around 450 million items per year through a vertically integrated supply chain that allows new designs to reach stores in as little as 2 weeks. Zara's unique approach prioritizes responsiveness over cost reduction through short production cycles, 2,000 stores worldwide, and a centralized distribution center in Spain. This enables Zara to replenish stores more frequently and have 11,000 new designs annually, driving its competitive advantage in fast fashion.
This presentation deals with how a company (MRF Tyres) should devise B2B strategies for its customer (TAFE Tractors) by analyzing Strategic Analysis and Market Environment,External environment analysis,Internal environmental analysis,Strategic Fit for TAFE.
The document discusses the situation facing Chateau de Vallois, a famous wine estate in Bordeaux, France. Claire de Val Hubert proposes introducing a lower-priced branded wine targeted at younger customers, in order to capture the next generation of wine drinkers. However, this could dilute the brand equity of the estate's prestigious GrandVin wines. It is debated whether the estate should preserve its luxury status or extend its brand through the new product line.
Ford Motors produces a range of vehicles in India including SUVs, hatchbacks, and sedans. The Endeavour is a popular SUV known for its imposing presence, while the Figo was Ford's first hatchback in India. The Fiesta Classic sedan offers a great driving experience to make up for its ordinary design. Ford also produces the premium Fiesta mid-size sedan. While Ford has strong engineering capabilities, its market share in India has been declining. It faces threats from other major automakers entering India and stricter government regulations. However, opportunities exist in growing markets like India and China, as well as developing new technologies like hybrids and alternative fuel vehicles.
Lamborghini is an Italian luxury sports car manufacturer owned by Volkswagen. It was founded in 1963 by Ferruccio Lamborghini and is known for high performance and distinctive designs. Lamborghini's branding emphasizes qualities like speed, aggression, and exclusivity to target customers seeking to stand out. In the 1980s and 1990s, Lamborghini faced financial struggles but was revived through an aggressive "The Truth Hurts" campaign and acquisition by Volkswagen. Today Lamborghini maintains a strong brand image of prestige through high quality, personalized service, and an exclusive club-like feel for owners.
This document provides information about Inditex, the largest fashion group in the world. It owns several popular fashion chains including Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, and Zara Home. Inditex has over 3,800 stores globally and follows a unique vertically integrated business model that allows it to rapidly design, produce, and distribute fashion to stores. The group prioritizes flexibility and an ability to quickly adapt to fashion trends and customer demands.
Inditex Group is one of the world's largest fashion retailers operating eight store formats including Zara, Pull & Bear, and Massimo Dutti. It has over 4,780 stores in 77 countries. Zara pioneered a rapid fashion model, opening its first store in 1975 in A Coruña, Spain. By 2004, Inditex had expanded to over 2,000 stores across 56 countries. The company has over 92,000 employees worldwide focused on teamwork and sustainability.
This document provides information about Zara, the largest clothing company owned by the Spanish fashion group Inditex. It discusses Zara's business model, strategies, and supply chain management approach. Zara aims to continuously innovate and provide new, affordable designs made from quality materials to satisfy customer desires. Through its fast fashion model, Zara is able to design, produce, and distribute new collections to stores within weeks, allowing it to stay on top of the latest trends. Zara has over 1,900 stores globally and is a leader in the fast fashion industry due to its ability to quickly replicate designs at low prices.
Christian Dior SE is a European luxury goods company headquartered in Paris, France. Founded in 1946 by Christian Dior, the company designs and sells ready-to-wear clothing, leather goods, shoes, perfumes, cosmetics, and home furnishings. Dior holds a 42% stake in LVMH, the world's largest luxury group, and generates over $24 billion in annual revenue. Known for its iconic New Look silhouette introduced by Dior in 1947, the company operates brands like Dior, Dior Homme, and Baby Dior and sells products through a global network of over 200 retail stores.
The document outlines Zara's fast fashion business model and supply chain operations, which focuses on rapid design, production, and distribution of new fashion items to stores within weeks in order to stay on top of constantly changing trends, allowing Zara to maintain its competitive advantage over rivals with shorter inventory turnovers and product lifecycles. Zara's centralized operations and extensive use of data and technology allows it to quickly respond to demand changes through flexible procurement, production planning, and high-velocity logistics. This responsive supply chain model has supported Zara's global expansion to over 1700 stores in 78 countries while continually renewing its inventory with around 11,
Toyota is a leading automobile brand in Pakistan as a joint venture between HOH and Toyota Motor Corporation. It has over 50 dealerships across Pakistan and aims to delight customers with a wide range of products and solutions. While Toyota has strong brand value, loyal customer base, and efficient after-sales services, it faces threats from increasing competition and dependency on imported parts. However, its financial leverage, production system, and large distribution network provide opportunities to expand hybrid vehicles and reduce import dependency.
This Slide has been made to analyse how and why Ferrari was able to become one of the most exclusive brand recognized in the whole world. Through a deep analysis of
factors will be shown how internal decisions of the company are reflected on the external environment. In particular, through the internal analysis will be given emphasis to the values of the company, which include high attention to environment and human needs. It will continue analysing the strategy decisions and the supply chain of the company, finishing with a consideration on the combination of emergent and prescriptive approach.
In the second part will be discussed the external factors of the firm using more specific tools, as SWOT and PESTEL analysis.
The conclusion will touch on the new challenges of the company and the strategy for the future.
Ferrari uses various promotional strategies to strengthen its luxury brand, including merchandising, maintaining a strong global brand presence, and co-branding with other companies. It promotes exclusivity through an official magazine reserved for Ferrari owners and clubs for owners. Ferrari has both online and physical stores selling merchandise. A major promotional effort is Ferrari World, the world's first Ferrari theme park in Abu Dhabi featuring rides, attractions, retail stores, and dining themed around Ferrari.
The document analyzes Ford's financial performance and recommends not investing in Ford stock due to projected negative equity value and low cash flow. It discusses Ford's competitive landscape, brand positioning, and product plans which include investing in hybrid and electric vehicles. Strategic recommendations are made to improve productivity and change production facilities to focus more on small cars.
El documento resume información sobre el hundimiento del RMS Titanic en 1912, incluyendo que solo 705 de los 2,227 pasajeros sobrevivieron, las causas del hundimiento (una vía de agua causada por una colisión con un iceberg), y detalles sobre personas clave como el capitán Edward Smith y el vigía Frederick Fleet.
Strategic management is the highest level of managerial activity, in general performed by the chief executive officer (CEO) and executive team of a company, used to specify objectives of the organization by developing policies and plans to achieve these objectives and reach the company’s goals. Also it’s a process of distributing resources of the company so as to pursue the plans.
Strategic management supply overall direction to the entire enterprise. An organization’s strategy should be suitable for its resources, situations, and objectives. The process takes in consideration to join the companies’ strategic advantages to the business environment the organization faces. The important objective of an overall strategy is to make the organization into a position to do its mission effectively and efficiently. A best corporate strategy must include an organization’s goals, policies, and tactics into a cohesive whole.
MRF Ltd. started as a small toy balloon manufacturing unit in 1949 and began manufacturing tires in 1961. It is now a major tire manufacturer in India with multiple plant locations. MRF produces tires, conveyor belts, pretreads, and industrial paints and coatings. It has key OEM customers like Maruti, Tata Motors, and Honda. MRF faces competition from other major Indian tire manufacturers like CEAT and Apollo. It has established a large distribution network across India to market its industrial and automotive products.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Toyota is the second largest automotive manufacturer in the world, headquartered in Toyota City, Aichi, Japan. It employs around 200,000 people across 56 manufacturing plants globally and produces over 5.5 million vehicles per year, generating annual sales of $12 billion. Founded in 1937 by Sakichi Toyoda, Toyota launched its first car in 1947 and has since expanded globally, achieving production of over 10 million cumulative units by 1972.
Zara is a Spanish clothing retailer known for its rapid response to fashion trends. It produces around 450 million items per year through a vertically integrated supply chain that allows new designs to reach stores in as little as 2 weeks. Zara's unique approach prioritizes responsiveness over cost reduction through short production cycles, 2,000 stores worldwide, and a centralized distribution center in Spain. This enables Zara to replenish stores more frequently and have 11,000 new designs annually, driving its competitive advantage in fast fashion.
This presentation deals with how a company (MRF Tyres) should devise B2B strategies for its customer (TAFE Tractors) by analyzing Strategic Analysis and Market Environment,External environment analysis,Internal environmental analysis,Strategic Fit for TAFE.
2. Il Calzolaio dei Sogni
Un esempio di jugaad innovator
di Gregorio Gabellieri
3. 1898 Nasce a Bonito (Avellino) undicesimo di quattordici figli.
I genitori erano entrambi contadini.
1907 Crea la sua prima scarpa per la Prima Comunione della
sorella.
1914 Si trasferisce negli Stati Uniti e diventa ‘’Il Calzolaio delle
dive’’.
1927 Rientra in Italia e si trasferisce a Firenze.
4. Gli innovatori Jugaad vengono spesso
considerati come dei folli perché la loro
capacità di “sentire” con la pancia, non solo
di ragionare con la testa, li porta a creare
qualcosa, la cui importanza al momento della
creazione, sfugge ai più.
“Oggi ne ho più di ventimila [di modelli] in
archivio e oltre 350 brevetti; alcuni sono stati
utilizzati, altro lo saranno quando il mondo
ne comprenderà la bellezza”.
Agiscono quindi secondo quattro modalità:
- pensano l’impensabile
- non pianificano, improvvisano
- per raggiungere l’obiettivo sperimentano varie strade
- agiscono con velocità e agilità
5. Come tutti gli innovatori Jugaad Salvatore Ferragamo si è trovato a far
fronte a varie tipologie di scarsità.
A seguito di eventi come la Grande Depressione nel ‘29, la bancarotta
nel ‘33 e la Seconda Guerra Mondiale nel ’39, Ferragamo ha dovuto
sviluppare il suo approccio resiliente per sopperire a carenze/assenze
di:
- Capitale
- Risorse naturali
- Talenti qualificati
6. Principio I
Cogliere l’opportunità nelle avversità
1929 Crea il “cambrione”, (che
brevetterà nel ‘33) una placca metallica in
grado di sostenere l’arco del piede
utilizzando l’acciaio proveniente dalla
Germania.
E’ il frutto degli insegnamenti raccolti
durante le lezioni serali di anatomia presso
la University of South California e di corsi
per corrispondenza di ingegneria chimica a
Scranton (Pensylvania) e matematica a
Berkeley.
7.
8. 1936Impossibilità di reperimento dell’acciaio che viene
impiegato per la Guerra in Etiopia.
1938Viene superato il problema della scarsità di materiale e
del blocco dei commerci legato all’autarchia fascista
(raggiunta da Mussolini nel ’34) con l’invenzione della
zeppa fatta di sughero sardo.
9. “Era quasi l’ora di pranzo, a malincuore misi da
parte il materiale [cuoio] e stavo per alzarmi e
andare a mangiare quando un pensiero
improvviso mi balenò in mente. Perché non
riempire tutto lo spazio dal tallone all’avampiede?
L’idea mi emozionò, avevo ben chiaro davanti
agli occhi il nuovo modello di tacco. Cominciai a
fare delle prove con pezzi di sughero sardo,
pressando, incollando, aggiustando e rifinendo
finchè l’intero spazio tra la suola e il tacco fu
riempito”.
Da ‘’Il Calzolaio dei sogni’’
Autobiografia di Salvatore Ferragamo
1957
10. Principio II
Fare di più con meno
“I materiali di prima scelta dai quali dipendeva la qualità del mio
lavoro scomparvero dal mercato costringendomi a improvvisare.
Da questa improvvisazione nacquero due delle mie idee più
fortunate, ispirate rispettivamente a una scatola di cioccolatini
e a un pezzo di sughero”.
11. 1930 E’ a partire da questi anni che inizia ad utilizzare
materiali considerati poveri come la rafia, il sughero, il
cellophane, la tela, la pelle di pesce e molti altri.
12. Principio III
Pensare e agire in modo flessibile
Perché Ferragamo ha saputo superare le
crisi? Ha saputo leggere i bisogni dei
clienti.
La carenza di risorse non corrisponde a
carenza di desideri, di sogni, è leva per lo
sviluppo di nuove idee.
Funzionalità ed estetica possono
convivere; si possono realizzare creazioni
sfarzose e belle anche con materiali
“poveri”.
13. "Non possiamo pretendere che le cose cambino, se continuiamo a fare
le stesse cose”.
Si apre così il famoso discorso di Albert Einstein del 1931, contenuto
nel libro “Il Mondo come lo vedo io” in riferimento alla crisi.
La flessibilità è ciò che ci porta a cambiare strada se quella che
abbiamo percorso sino a quel momento si rivela adesso impraticabile.
14. Principio IV
Mantenere la semplicità
Spesso è l’intuizione più banale che
produce i risultati migliori.
Innovatori Jugaad come Salvatore
Ferravamo si focalizzano più sulle
necessità che sui desideri, “leggono” i
bisogni della gente.
L’azienda Ferragamo utilizza ancora oggi i
principi indicati dal suo fondatore per
garantire il massimo comfort.
Nella loro genialità e semplicità,
invenzioni come il cambrione, la zeppa in
sughero e l’utilizzo dei materiali più
disparati si sono rivelati eterni.
15. Principio V
Includere il margine
Quando nessun calzolaio di Firenze
credeva nel progetto di realizzare una
produzione seriale di scarpe senza venir
meno dell’artigianalità e quindi della
qualità, ecco allora che “radunai
intorno a me un gruppo di trenta
giovani volenterosi”. Sapevo bene che
dei ragazzi inesperti non avrebbero mai
potuto produrre una serie di scarpe
uguali, così insegnai o ognuno come
completare alla perfezione una sola
parte del lavoro”.
A giovani ragazzi viene insegnato il
lavoro e diventano così artigiani
specializzati.
16. 1933 E’ costretto a dichiarare
bancarotta.
Tutti gli consigliano di rientrare in
America perché a Firenze non potrà più
avere successo. Decide invece di
rimanere a Firenze e ripartendo da sette
dipendenti che gli erano rimasti, in pochi
mesi riesce ad aprire un negozio ancora
più grande con il doppio di lavoratori alle
sue dipendenze.
Anche oggi l’azienda è in prima linea
nell’inclusione di giovani da inserire
nella sezione produttiva attraverso corsi
di avviamento professionale.
17. Principio VI
Segui il tuo cuore
“La felicità è quando ciò che pensi, ciò che dici e ciò che fai sono in
armonia”.
Mohandas Gandhi
Sono qualità come la passione, l’empatia, l’intuizione, la costanza che
permettono di arrivare lontani e di raggiungere i propri sogni.
“Sentivo nascermi dentro un’emozione, la stessa che provo ogni volta
che mi si presenta una sfida ”.
“Ho avuto la fortuna – o la sfortuna, dipende dai punti di vista – di
essere un uomo perennemente insoddisfatto, sempre alla ricerca di
qualcosa, e dotato di un’inusuale capacità di lavorare sodo” .
19. 1920 Insieme a due dei fratelli ha un brutto incidente
automobilistico durante il quale uno di loro
muore.
Ferragamo rimane gravemente ferito e rischia di
perdere la gamba; i medici riescono a salvargliela.
Il recupero è però lento e doloroso; prevede che la
gamba, rimasta più corta di alcuni centimetri,
venga tenuta in trazione più a lungo possibile.
Il metodo usato era molto doloroso e permetteva di
raggiungere solo modesti risultati.
20. “Ho pensato che anche se una
cosa non esiste ancora, non è
detto che non sia comunque
possibile inventarla: ogni
scoperta aspetta solo la mente
dell'uomo.
L'apparecchio Ferragamo venne
poi prodotto e
commercializzato da una ditta
di articoli ortopedici di Chicago
ed è tuttora in uso. Mi sento
orgoglioso quando penso che è
stato di aiuto a migliaia di
persone in tutto il mondo, in
particolare ai soldati della
Seconda Guerra Mondiale”.