This document discusses small and medium enterprises (SMEs) and industrial districts in Italy. It provides definitions for micro, small, and medium enterprises based on employee count and revenue/balance thresholds. It notes that SMEs make up over 90% of Italian businesses and are a key factor in the country's economic success. Industrial districts are geographically concentrated networks of SMEs in the same sector that cooperate and specialize in different production phases. The document highlights flexibility, professional skills, competition, investment, and relationships with local banks and public bodies as factors in the success of Italy's industrial district model.
B2B Business Marketing - Rinaldi Case StudyChiara Cilardo
B2B case study: defining a business strategy based on the analysis of company results, actual market, competitors position in order to build an effective plan to increase its market share.
Team Members: Chiara Cilardo, Cristina Munoz Garcia, Azzurra Maria Barausse, Valeria Di Persio D'Agostino
According to CSC forecasts exports will be the most dynamic GDP component in 2017-2018, taking full advantage of the favourable global trade momentum. In 2018 exports will be 15,0% higher than pre-crisis levels and equal to 32,5% of GDP.
What structural factors sustained the Italian export performance?
The Challenges of the new EntrepreneurshipLuca Paolazzi
We are used to talking about companies, but behind them there are people: the entrepreneurs. Who are a very special part of the human capital of any economy.
Putting the emphasis on them has deep implications for policy-making, both by government and industrial associations such as BDI and Confindustria, and for the entrepreneurs themselves.
Presentazione risultati primo semestre 2016Italiaonline
IL CONSIGLIO DI AMMINISTRAZIONE DI ITALIAONLINE APPROVA LA RELAZIONE
FINANZIARIA SEMESTRALE AL 30 GIUGNO 2016
IL PRIMO SEMESTRE 2016 CHIUDE CON I PRINCIPALI INDICATORI FINANZIARI IN NETTO MIGLIORAMENTO: EBITDA +37,5%, FREE CASH FLOW +122,6 % E RITORNO ALL’UTILE
SI TRATTA DEL PRIMO RISULTATO NETTO POSITIVO DOPO LA FUSIONE PER INCORPORAZIONE CON SEAT PAGINE GIALLE CHE VENIVA DA DODICI SEMESTRI
IN ROSSO
***
RISULTATI DI GRUPPO
RICAVI pari a € 199,7 milioni
EBITDA pari a € 29,5 milioni
EBITDA margin pari al 14,8%
FCF pari a € 35,5 milioni
UTILE NETTO del periodo pari a € 3,8 milioni
POSIZIONE FINANZIARIA NETTA positiva per € 102 milioni
***
Assago, 4 agosto 2016
–
Il Consiglio di Amministrazione di Italiaonline S.p.A. (di seguito “Italiaonline”) ha approvato la Relazione Finanziaria Semestrale al 30 giugno 2016
.
Antonio Converti, Amministratore Delegato di Italiaonline, ha commentato:
“I risultati del primo semestre 2016 mostrano un deciso miglioramento dei principali indicatori finanziari, non solo rispetto al 30 giugno 2015, ma anche agli obiettivi del Piano Industriale 2016-2018 che prevede di conseguire la stabilizzazione dei ricavi entro il 2018, conil ritorno della marginalità operativaa livelli compresi tra il 25% e il 30%.Nel secondo semestre 2016 attueremo ancora importanti azioni di riduzione dei costi operativi ed il
lancio della nuova offerta, particolarmente innovativa, diprodotti digitali che consoliderà sempre più il ruolo di Italiaonline come principale attore del processo di trasformazione digitale delle PMI italiane.Inoltre, le disponibilità liquide e l’assenza di debito ci offrono già
oggi una solida base di investimento per indirizzare la crescita siaper linee
interne che esterne.”
B2B Business Marketing - Rinaldi Case StudyChiara Cilardo
B2B case study: defining a business strategy based on the analysis of company results, actual market, competitors position in order to build an effective plan to increase its market share.
Team Members: Chiara Cilardo, Cristina Munoz Garcia, Azzurra Maria Barausse, Valeria Di Persio D'Agostino
According to CSC forecasts exports will be the most dynamic GDP component in 2017-2018, taking full advantage of the favourable global trade momentum. In 2018 exports will be 15,0% higher than pre-crisis levels and equal to 32,5% of GDP.
What structural factors sustained the Italian export performance?
The Challenges of the new EntrepreneurshipLuca Paolazzi
We are used to talking about companies, but behind them there are people: the entrepreneurs. Who are a very special part of the human capital of any economy.
Putting the emphasis on them has deep implications for policy-making, both by government and industrial associations such as BDI and Confindustria, and for the entrepreneurs themselves.
Presentazione risultati primo semestre 2016Italiaonline
IL CONSIGLIO DI AMMINISTRAZIONE DI ITALIAONLINE APPROVA LA RELAZIONE
FINANZIARIA SEMESTRALE AL 30 GIUGNO 2016
IL PRIMO SEMESTRE 2016 CHIUDE CON I PRINCIPALI INDICATORI FINANZIARI IN NETTO MIGLIORAMENTO: EBITDA +37,5%, FREE CASH FLOW +122,6 % E RITORNO ALL’UTILE
SI TRATTA DEL PRIMO RISULTATO NETTO POSITIVO DOPO LA FUSIONE PER INCORPORAZIONE CON SEAT PAGINE GIALLE CHE VENIVA DA DODICI SEMESTRI
IN ROSSO
***
RISULTATI DI GRUPPO
RICAVI pari a € 199,7 milioni
EBITDA pari a € 29,5 milioni
EBITDA margin pari al 14,8%
FCF pari a € 35,5 milioni
UTILE NETTO del periodo pari a € 3,8 milioni
POSIZIONE FINANZIARIA NETTA positiva per € 102 milioni
***
Assago, 4 agosto 2016
–
Il Consiglio di Amministrazione di Italiaonline S.p.A. (di seguito “Italiaonline”) ha approvato la Relazione Finanziaria Semestrale al 30 giugno 2016
.
Antonio Converti, Amministratore Delegato di Italiaonline, ha commentato:
“I risultati del primo semestre 2016 mostrano un deciso miglioramento dei principali indicatori finanziari, non solo rispetto al 30 giugno 2015, ma anche agli obiettivi del Piano Industriale 2016-2018 che prevede di conseguire la stabilizzazione dei ricavi entro il 2018, conil ritorno della marginalità operativaa livelli compresi tra il 25% e il 30%.Nel secondo semestre 2016 attueremo ancora importanti azioni di riduzione dei costi operativi ed il
lancio della nuova offerta, particolarmente innovativa, diprodotti digitali che consoliderà sempre più il ruolo di Italiaonline come principale attore del processo di trasformazione digitale delle PMI italiane.Inoltre, le disponibilità liquide e l’assenza di debito ci offrono già
oggi una solida base di investimento per indirizzare la crescita siaper linee
interne che esterne.”
Presentation made at the Workshop of the Commission for Economic Policy on International trade and globalisation – Implications for regional growth, employment and industrial renewal in Brussels, Belgium on 22 January 2018, by Alexander Lembcke, OECD Centre for Entrepreneurship, SMEs, Regions and Cities.
More information: http://www.oecd.org/cfe/regional-policy/
OECD productivity and jobs in a globalised worldJeanette Duboys
Presentation made at the Workshop of the Commission for Economic Policy on International trade and globalisation – Implications for regional growth, employment and industrial renewal in Brussels, Belgium on 22 January 2018, by Alexander Lembcke, OECD Centre for Entrepreneurship, SMEs, Regions and Cities.
HLEG thematic workshop on measuring economic, social and environmental resili...StatsCommunications
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The evolution of Italian industrial districts: challenges and perspectivesValentina De Marchi
Keynote lecture at the I Workshop d’Economia Valenciana (http://www.econval.org), 4th November 2016, University of Valencia,
- reporting hard facts on the key transformations affecting Italian clusters in the last decade;
- describing three evolutionary trajectories out of the traditional industrial district model, based on fresh evidence on the experience of the Belluno eyewear, Riviera del Brenta footwear and Montebelluna Sportsystem districs (ID);
- suggest the determinants of the most resilient ID trajectories within Global Value Chains (GVC)
In this presentation ADM sketches a general framework of the situation of retail trade market in Italy within the European context. After some references to the macroeconomic context and to the forecasts, the focus is moved to household consumption model, analyzing structural trends and the impact of the crisis. Afterwards, modern retail trade in Italy is analyzed in comparison with European countries and finally the latest trends and the new challenges are briefly illustrated.
http://www.istat.it/en/archive/168897
http://www.istat.it/it/archivio/168890
Italy is recovering after a deep and long
recession. Structural reforms, accommodative
monetary and fiscal conditions, and low
commodity prices have helped the economy to turn
the corner.
The Swiss Watch industry: Challenges and my future RoleLuca Orduña
IE Application: What do you believe are the greatest challenges facing the sector or industry you would like to specialize in at IE? What role do you hope to be able to play in this sector or industry in the medium term?
Presentation made at the Workshop of the Commission for Economic Policy on International trade and globalisation – Implications for regional growth, employment and industrial renewal in Brussels, Belgium on 22 January 2018, by Alexander Lembcke, OECD Centre for Entrepreneurship, SMEs, Regions and Cities.
More information: http://www.oecd.org/cfe/regional-policy/
OECD productivity and jobs in a globalised worldJeanette Duboys
Presentation made at the Workshop of the Commission for Economic Policy on International trade and globalisation – Implications for regional growth, employment and industrial renewal in Brussels, Belgium on 22 January 2018, by Alexander Lembcke, OECD Centre for Entrepreneurship, SMEs, Regions and Cities.
HLEG thematic workshop on measuring economic, social and environmental resili...StatsCommunications
HLEG thematic workshop on Measuring economic, social and environmental resilience, 25-26 November 2015, Rome, Italy, More information at: http://oe.cd/StrategicForum2015
The evolution of Italian industrial districts: challenges and perspectivesValentina De Marchi
Keynote lecture at the I Workshop d’Economia Valenciana (http://www.econval.org), 4th November 2016, University of Valencia,
- reporting hard facts on the key transformations affecting Italian clusters in the last decade;
- describing three evolutionary trajectories out of the traditional industrial district model, based on fresh evidence on the experience of the Belluno eyewear, Riviera del Brenta footwear and Montebelluna Sportsystem districs (ID);
- suggest the determinants of the most resilient ID trajectories within Global Value Chains (GVC)
In this presentation ADM sketches a general framework of the situation of retail trade market in Italy within the European context. After some references to the macroeconomic context and to the forecasts, the focus is moved to household consumption model, analyzing structural trends and the impact of the crisis. Afterwards, modern retail trade in Italy is analyzed in comparison with European countries and finally the latest trends and the new challenges are briefly illustrated.
http://www.istat.it/en/archive/168897
http://www.istat.it/it/archivio/168890
Italy is recovering after a deep and long
recession. Structural reforms, accommodative
monetary and fiscal conditions, and low
commodity prices have helped the economy to turn
the corner.
The Swiss Watch industry: Challenges and my future RoleLuca Orduña
IE Application: What do you believe are the greatest challenges facing the sector or industry you would like to specialize in at IE? What role do you hope to be able to play in this sector or industry in the medium term?
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
1. Dott.LucianoConsolati
Federazione dei Distretti Italiani
Via Torino 151/C
30172 Mestre – Venezia
Tel: 041 2517511
Email: federazionedistretti@siav.net
FEDERAZIONE DEI DISTRETTI ITALIANI
Dott. Luciano Consolati
Comitato Tecnico
Nice, 15/10/2010Nice, 15/10/2010
2. Dott.LucianoConsolati
The Agenda
• S.M.E. The model of Italian Manufacture
• The framework from the official statistics;
• Under the official statistics data;
• One of the key factors of success of the italian
model of SME:
The Industrial Districts;
3. Dott.LucianoConsolati
The definition of SME
• Micro enterprises as those with less than 10 employees;
• Small enterprises as those which are independent (less
than 25% of capital owned by enterprises with other
dimensional parameters) with less than 50 employees, a
yearly sales revenue not above 7 million Euro or a total
yearly balance not above 5 million Euro;
• Medium size enterprises as those which are
independent, with between 51 and 250 employees and a
yearly sales revenue not above 40 million Euro or a total
yearly balance not above 27 million Euro;
• Large enterprises as all those with more than 251
employees and with a yearly sales revenue exceeding
40 million Euro
4. Dott.LucianoConsolati
SMEs’ contribution to Europe…
32,8%
67,2%
SMEs
(87,9mio)
Large
enterprises
(42,9mio)
42,4%
57,6%
SMEs (13,5
trln EUR)
Large
enterprises
(9,9 trln
EUR)
0,2%
99,8%
SMEs
(20,4mio)
Large
enterprises
(43 ths)
1,1%
6,9%
92,1%
Micro
(18,8mio)
Small
(1,4mio)
Medium
(0,2mio)
25,0%
30,8%
44,2%
Micro
(38,9mio)
Small
(27,1mio)
Medium
(22,0mio)
33,9%
32,7%
33,4%
Micro (4,4
trln EUR)
Small (4,5
trln EUR)
Medium (4,6
trln EUR)
Number of
enterprises
Contribution to
employment
Contribution to
value added
SMEs vs
large
enter-
prises
Micro vs
small vs
medium
enter-
prises
2002-2007: 84% of new jobs through SMEs
5. Dott.LucianoConsolati
The SME Italy vs. Europe
B DK D EL E F IRL I L NL A P FIN S UK NO
Enterprises
Micro 92.10 79.70 81.40 93.00 92.10 94.90 91.30 83.20 93.00 90.20 93.30 85.50
Piccole 6.70 16.40 15.50 6.20 6.70 4.50 7.30 14.20 5.90 8.10 5.60 12.20
Medie 1.00 3.20 2.60 .070 1.10 0.50 1.10 2.20 1.00 1.50 0.90 1.90
Grande 0.20 0.70 0.50 0.10 0.20 0.10 0.30 0.40 0.10 0.20 0.20 0.40
Employment
Micro 30.00 13.90 19.10 40.60 24.50 47.80 22.30 22.40 43.40 22.50 28.00 21.70 25.50
Piccole 21.40 23.80 22.50 24.40 21.20 21.90 24.30 24.20 21.30 18.40 19.00 18.10 24.40
Medie 15.30 23.50 19.50 14.80 16.60 12.50 14.90 20.40 17.30 17.60 16.10 15.30 18.90
Grande 33.30 38.80 39.. 20.30 37.70 17.80 38.50 33.00 18.00 41.50 36.90 44.90 31.10
Turnover
Micro 24.30 11.80 10.10 27.80 20.40 30.50 16.50 32.50 15.30 19.60 16.20
Piccole 22.90 18.50 16.90 24.90 20.40 23.70 21.60 22.50 15.40 19.20 16.70
Medie 19.30 22.70 20.50 19.40 17.60 17.50 24.60 21.60 18.30 18.80 17.40
Grande 33.40 47.00 52.50 27.90 41.60 28.30 37.20 23.40 51.00 42.50 49.80
Value Added
Micro 19.00 13.10 8.50 30.00 19.50 32.50 16.70 30.60 17.50 20.10 20.90
Piccole 20.90 20.70 16.40 23.90 19.10 23.40 21.70 20.00 15.60 17.70 20.00
Medie 18.70 22.70 20.60 18.60 16.90 16.60 21.90 20.70 16.20 17.80 18.30
Grande 41.40 43.50 54.50 27.40 44.50 27.40 39.70 28.60 50.70 44.40 40.80
6. Dott.LucianoConsolati
The central role of the manufacturing industry
Value Added in the Business
Services in % del GDP
Value added manufacturing
industry in % del GDP
0% 5% 10% 15% 20%
Giappone
Spagna
Italia
Stati Uniti
Germania
Francia
Regno
Unito
1980
1990
2002
0% 10% 20% 30% 40%
Stati Uniti
Regno Unito
Giappone
Spagna
Francia
Italia
Germania
1980
1990
2002
7. Dott.LucianoConsolati
The Specialisation…
(value added 2002, composizione %)
The Weight…
(employment for size of turnover 2002, composizione %)
... The Specialisation on low technology and
… the weight of SME
0
10
20
30
40
50
60
70
Italia Spagna Regno
Unito
Francia Germania
Bassa tecnologia Medio-bassa tecnologia
0
10
20
30
40
50
60
70
80
90
Italia Spagna Francia Regno
Unito
Germania
1_9 10_19 20_49 50_249
8. Dott.LucianoConsolati
96
98
100
102
104
106
108
2001 2002 2003 2004 2005 2006
Italia
Francia
Germania
90
95
100
105
110
115
120
125
130
2001 2002 2003 2004 2005 2006
Italia
Germania
Francia
Labour cost / u.p
(2001.T1=100)
Output /employ (produttività)
(2001.T1=100)
Higher costs….., low productivity
9. Dott.LucianoConsolati
The higher energy costs
Media of total energy costs 2006
(numeri indici: Italia=100)
Fonte: elaborazioni CSC su dati Eurostat
40 50 60 70 80 90 100
Italia
Germania
Irlanda
Danimarca
Belgio
Paesi Bassi
UE-15
Austria
Regno Unito
Spagna
Portogallo
Francia
Finlandia
Svezia
11. Dott.LucianoConsolati
Italy is specialised in production and export of traditional
manufacturing (different from Germany)
Traditional Sectors
(Quota del valore aggiunto e dell'occupazione sul manifatturiero 2004)
0
5
10
15
20
25
Germania UE Italia Spagna Francia UK
Value Added Employment
Fonte: Eurostat
12. Dott.LucianoConsolati
Static specialization however does not mean that
Italy has not reacted ….
• Within Italian sectors important changes:
• Offshoring of low value added phases of
production
• Quality upgrading, especially on traditional
sectors and on UE markets
13. Dott.LucianoConsolati
Indici di delocalizzazione internazionale
tassi di crescita 1995-2003
0 2 4 6 8 10 12 14 16
A bbigliamento
C o ke e petro lio
M achine per ufficio ed elabo rato ri
A ltri mezzi di traspo rto
C uo io e calzature
P ro do tti chimici
M etalli e lo ro leghe
P ro do tti tessili
A limentari e bevande
T OT A LE
Strumenti medici e di precisio ne
M acchine ed apparecchi elettrici
M eccanica
Delocalizzazione in senso stretto
Delocalizzazione
clothing
Delocalization of italian firms by sectors
19. Dott.LucianoConsolati
ITALIAN DISTRICTS: THE NUMBERS
Source: Istat
• 156 districts: 12.5 millions of citizens
• 215.000 manufacturing enterprises
• 2 million people employed
• 46% of Italian exports
• Il 27% of Italian PIL
20. Dott.LucianoConsolati
%
MANUFACTURING ENTERPRISES 40
PEOPLE EMPLOYED (of all productive sectors) 25
PEOPLE EMPLOYED (manufacturing sector) 39,3
TOTAL EXPORTS 46,1
EXPORTS AND DIFFERENT SECTORS
−Textiles and clothing 67,0
−Leather and footwear 66,9
−Glass and ceramics (non metal mineral) 60,4
−Wood and wood products (furnishings not included) 55,8
−Mechanics 51,6
−Metals and metal products 51,0
Source:Istat(2005)
THAT IS TO SAY:
22. Dott.LucianoConsolati
SOME CHARACTERISTICS OF A
DISTRICT
• High concentration of SME in a specific area;
• High specialization in a productive sector;
• Cooperation among enterprises;
• Integration of enterprises with the local place of
reference, its tradition and its culture
• A DISTRICT IS A SPONTANEOUS
AGGREGATION OF ENTERPRISES
23. Dott.LucianoConsolati
-
DistrictDistrict IndividuationIndividuation
LocalLocal production systemproduction system indicatorsindicators
High production specialisation
Quite important production which covers a remarkable quota of
the specialisation sector production
Multiplicity of minor enterprises and lack of leader enterprises
Common professionality of workforce
High turnover rates among workers
High turnover of enterprises
Wide social articulation together with continuous social mobility
processes
Complex production inter-independence system among local
enterprises
25. Dott.LucianoConsolati
A wider classification
• Areas of production specialisation
concentration of companies within the
same industry in a local area
• Local production systems
concentration of companies within the
same industry in a local system, with
intensive intercompany cooperation
and exchanges
• System-areas
local concentration of small production
units from different industries relateb by
intensive relationships and exchanges
27. Dott.LucianoConsolati
TheThe mostmost
importantimportant characteristiccharacteristic
The first product of the District
is its people and its
enterpreneurship, its will to set
up its own business.
The first product of the DistrictThe first product of the District
is its people and itsis its people and its
enterpreneurshipenterpreneurship, its will to set, its will to set
up its own business.up its own business.
28. Dott.LucianoConsolati
The model of industrial districts
Four groups of key factors for local networks
• locational and spatial
• social and cultural
• economic and organisational
• institutional
29. Dott.LucianoConsolati
Locational and spatial factors
• geographical proximity and sectoral specialisation
• small urban dimensions
reduction of transportation and transaction
costs
circulation of information and knowledge
lower labour and land costs, social cohesion
30. Dott.LucianoConsolati
Social and cultural factors
• central role of the family and job sharing among the
family members heritated from the rural society;
• common social background and values;
• high social mobility and entrepreneurship attitude
trust as a the key issue in business relationships
31. Dott.LucianoConsolati
Economic and organisational factors
• Possibility of extreme specialisation
• Balance between cooperation and competition
• Specialisation of the workforce as “public good” (repository of
common knowledge)
joint scale and scope economies
collective learning (learning by localizing, learning by
specializing, learning by interacting
partnershipping (stability, long-termism, know-how exchange)
32. Dott.LucianoConsolati
Economic and organisational factors 11
System of factories with an integrated vertical production
cycle and greater division of work among single concern
which minimises costs and promotes new businesses
External economies of scale: each concern operates as a
supplier and user of different goods
Constant technical innovation
Phases and components high specialization
High competitiveness among enterprises about a specific
product
33. Dott.LucianoConsolati
Cooperation between enterprises and public bodies about
external economies
Weak entry barriers are increasing because of burocracy
problems
Exit barriers: the artisan can do just one specific task and
cannot change his business
Professional and skilled workforce who learn locally
Learning by interacting in the area of the most
important machinery products
Economic and organisational factors 2
34. Dott.LucianoConsolati
Surplus outsourcingMarket expansion
Production with real
unitary decreasing
costs Outdoor purchase of
products at lower prices
Space contiguity
between enterprises
and existence of
consolidated
relationships
Reduced transaction
cost and higher
intrinsic reliability
““SubSub--divisiondivision”” determiningdetermining factorsfactors
Outsourcing of
diseconomies and
unbalancing factors
Unbalance of
production processes
35. Dott.LucianoConsolati
Highly skilled workers (“Learn-by-Doing”)
Saving and optimization of time
Development of specialized machines in the production
for sub-contractors and intended to improve the
production processes
HIGHER PRODUCTIVITYHIGHER PRODUCTIVITY
Elastic managing of production timetable (work
timetable)
AdvantagesAdvantages comingcoming fromfrom ““subsub--divisiondivision””
36. Dott.LucianoConsolati
Institutional and policy factors
• Marginal role in establishing competitive local
systems, but key role in supporting their growth and
innovation
• Interventions mainly at local or regional level
(both public and private actors)
regional agencies, business service centres,
entrepreneurs’ and artisan associations, consortia of
firms
37. Dott.LucianoConsolati
Articulation ofArticulation of
industrial districtsindustrial districts
Raw materials
Machinery
Semi-finished
SUPPLIERS
Trust
Job market
SOCIAL CAPITAL
Attitude
Value
Accessibility
Transports
Water purifying
Building land
INFRASTRUCTURE
CAPITAL
Banks
Designers
Transports
Agents
PRIVATE SERVICEPRIVATE SERVICE
TYPICAL ACTIVITIES
Sub contractors
CUSTOMERS
Markets
Schools
Trade associations
SOCIAL SERVICESSOCIAL SERVICES
Services centres
Consortiums
Research
Marketing
ProductionSub contractors
Sub contractors
40. Dott.LucianoConsolati
Limits of industrial districts
• Excessive localism and closure to the external world
“Death by asphyxia”
• Difficulty to face radical changes and innovation
outside the existing technological framework
• Lack of guidance and strategies for growth and
renovation
• Competition by low labour cost countries
41. Dott.LucianoConsolati
Challenges and responses
• Re-configurations of supply chains on a global basis
• Increasing cost competition from NICs
• Need for strategic flexibility and proactiveness beyond
more short-term responsiveness
• Development of Innovation capabilities to differentiate
• Managerial capabilities to stay competitive within global
supply chains
42. Dott.LucianoConsolati
Customer
CustomerCustomer
SS SS SS
SS SS SS
SS
SS
SS
SS
SS
SS
Supplier
Leader CoLeader Co..
SSSS SSSS SSSS
SSSS SSSS SSSS
SSSS
SSSS
SSSS
SSSS
SSSS
SSSS
PSPS
PSPSPSPS
PSPS
Primary Supplier
(Comaker)
Secondary Supplier Leader
INNOVATIVEINNOVATIVE
GLOBAL SUPPLIERGLOBAL SUPPLIER
NETWORKNETWORK
Relationship models
43. Dott.LucianoConsolati
THE DISTRICTS’LIFE CYCLE
source: Federazione dei Distretti Italiani
Currently the Italian districts have entered a phase of maturity and, as is the case in
such instances, it is necessary to adopt revitalisation strategies in order to avoid crisis
and sustain development
DEGREEOFINTERACTION
TIME
Formation Development Maturity Revitalisation
Districts
Revitalisation / Development
Crisis
44. Dott.LucianoConsolati
• Some districts are undergoing strong development (the
dynamic districts: provided with efficient governance, they put
forward strategies that guarantee development as well as a
constant increase in income and exports)
• Others are in acute crisis (vulnerable districts: lacking in
governance, poorly integrated in their area, marked by
competition between enterprises)
THE DISTRICTS’ SUCCESS - OR CRISIS - DEPENDS ON THE
STRATEGIES ADOPTED
45. Dott.LucianoConsolati
THE NEW CLASSIFICATION OF ITALIAN
DISTRICTS
source: Federazione dei Distretti Italiani
• Dynamic districts
• Mature districts
• Vulnerable districts
• Virtual districts
Efficient governance, strategies that guarantee
development and constant increase in income and
export quotas, intense cooperation among enterprises
presenting strong interdependence in their production
cycles;
lacking in governance, poorly integrated in their area,
marked by competition between enterprises. They do
not develop
cooperation strategies, the businesses operate
separately, and district membership, in times of
negative short-term fluctuations, represents a factor of
risk rather than an opportunity;
only exist on paper, “imposed” by regional decrees; these
actually only represent industrial areas.
strongly rooted in their area of origin and in their local
community, but do not have an efficient governance,
while the cooperation between businesses is
spontaneous rather than planned. The district
aggregation gives way to positive performances, but the
advantages are not evenly distributed, favouring only a
few enterprises;
46. Dott.LucianoConsolati
FEDERAZIONE DEI DISTRETTI
ITALIANI
PRINCIPAL AIMS
• To promote links and the exchange of information and experiences: to
develop the network
• To promote relations with the decision-making centres of industrial policy
(national and EU levels)
• To promote international relations with other districts and organizations
• To promote the “know-how” and communicate the situation of Italian
economy
48. Dott.LucianoConsolati
Made in Italy: the 4”A”
Associated districts
12
11
10
7
0
2
4
6
8
10
12
Abbigliamento/Moda Automazione/Meccanica Arredo/Casa Agro-alimentare
49. Dott.LucianoConsolati
WHAT ABOUT THE FUTURE?
encouraging technology transfer and process innovation;
supporting internalization and exports among the districts’
enterprises;
promoting innovative finance instruments;
developing cooperation among district enterprises to create
networks of enterprises.
THE ITALIAN DISTRICTS ARE THE DRIVING FORCE OF
OUR MADE IN ITALY PRODUCTS
50. Dott.LucianoConsolati
Critical success factors in
cluster development
0 10 20 30 40 50 60 70 80
Networking partnership
Innovative Technology
Human capital
Access to finance
Presence of large firms
Enterprise entrepreneurialism
Physical infrastructure
Specialist services
Access to markets
Access to business support
services
Competition
Access to information
Communications
Leadership
Virtual aspects/ICT
External economic impacts
SuccessCriteria
52. Dott.LucianoConsolati
SOME WORKS IN PROGRESS
• Italian District Observatory
• Observatory on Mechanic clusters
• Observatory on textile clusters
• District rating
• Research in operative application of Innovative finance tools
• Agro-foodstaff online: product promotion and internalisation
• Promotion and technological innovation projects
• Pilot scheme for renewable energy
• “Tracciabilità” project