ID:
DM18
Tipo Insegnamento:
Opzionale
Durata (ore):
48
CFU:
6
SSD:
ECONOMIA E GESTIONE DELLE IMPRESE
Url:
STRATEGIC MANAGEMENT/BASE Anno: 2
Anno:
2024
Dati Generali
Periodo di attività
Secondo Semestre (03/02/2025 - 10/05/2025)
Syllabus
Obiettivi Formativi
Made in Italy has a strong influence in the collective imagination and is often associated with the concept of lifestyle and of “belli e ben fatti” products that blend high quality, creativity, design craftsmanship and/or advanced technologies. To those who don't live in Italy, the phrase "Made in Italy" may simply be a slogan for something that is produced in the country. These few words, however, that are printed on the packaging or labels of the products consumer purchase have a much deeper meaning. They reflect on the country itself, which sometimes causes stereotypical opinions that generate positive associations, emotions and thoughts in consumers’ minds. Over the course of the years, this translated Made in Italy into one of the strongest brands worldwide, with a pervasive halo effect on multiple industries, such as fashion, food and design, and an inter-play with country and location branding. Made in Italy is also associated with an Italian way of competing and a specific management style and is recognized as a critical enabler for multiple small-medium sized companies in taking leadership positions in their respective categories.
This course progressively introduces you to a set of theories, models, and methods to understand business strategies and operations of Made in Italy niche and global players, competing in industries where creativity, expertise, know-how, innovation and exclusiveness are the key factors for success. The program adopts a cross- sector approach, analyzing operating and innovation strategies pursued by leading Italian companies in industries including fashion, design, automotive, luxury yachting, hi-tech, food, and beverages. Special emphasis is placed on the actual development and implementation of these strategies.
By the end of the course, students will be ready to think as a manager of "Made in Italy" and understand the deep impact of companies’ commitment to quality and innovation, as well as how to manage brands that will continue to be a mark of prestige and excellence around the world.
This course progressively introduces you to a set of theories, models, and methods to understand business strategies and operations of Made in Italy niche and global players, competing in industries where creativity, expertise, know-how, innovation and exclusiveness are the key factors for success. The program adopts a cross- sector approach, analyzing operating and innovation strategies pursued by leading Italian companies in industries including fashion, design, automotive, luxury yachting, hi-tech, food, and beverages. Special emphasis is placed on the actual development and implementation of these strategies.
By the end of the course, students will be ready to think as a manager of "Made in Italy" and understand the deep impact of companies’ commitment to quality and innovation, as well as how to manage brands that will continue to be a mark of prestige and excellence around the world.
Metodi didattici
Asynchronous
TA consultations
Case Studies and discussion
TA consultations
Case Studies and discussion
Verifica Apprendimento
The verification of student's learning takes place in integrated and complementary ways. The final grade will consist of:
Continuous assessment (80%) up to 24 points:
The continuous assessment includes a series of activities, some of them to be performed on a weekly basis. Among the assignments, you'll be asked to perform:
• N. 12 weekly individual assignments (weekly quizzes, discussion forums, individual 1-page assignments, individual work for final exam) - 2 point per assignment, up to 24 points
Final quiz (10%) - up to 3 points
Written exam
Multiple choices
Final exam (10%) - up to 3 points
In person
Bonus points - Participation (5%) up to 1,5 points:
Active participation to session with TA – up to 0,5 point
Participation (evaluated with a peer evaluation) - up to 0,5 point
Punctuality - up to 0,5 point if all the activities are all timely and correctly complete
Cum laude will be assigned to students that demonstrate active participation and engagement throughout the whole semester (evaluated through active participation and synchronous interactions).
Non-attending students
Final Exam 100%
In-person written exam - up to 30 points
Multiple choices + Discussion paper
Time: 120 min
Continuous assessment (80%) up to 24 points:
The continuous assessment includes a series of activities, some of them to be performed on a weekly basis. Among the assignments, you'll be asked to perform:
• N. 12 weekly individual assignments (weekly quizzes, discussion forums, individual 1-page assignments, individual work for final exam) - 2 point per assignment, up to 24 points
Final quiz (10%) - up to 3 points
Written exam
Multiple choices
Final exam (10%) - up to 3 points
In person
Bonus points - Participation (5%) up to 1,5 points:
Active participation to session with TA – up to 0,5 point
Participation (evaluated with a peer evaluation) - up to 0,5 point
Punctuality - up to 0,5 point if all the activities are all timely and correctly complete
Cum laude will be assigned to students that demonstrate active participation and engagement throughout the whole semester (evaluated through active participation and synchronous interactions).
Non-attending students
Final Exam 100%
In-person written exam - up to 30 points
Multiple choices + Discussion paper
Time: 120 min
Testi
Carcano, L., & Lojacono, G. (2019). Made in Italy Industries: Managerial issues and best practices. EGEA spa (textbook)
Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis.Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis.
Carcano, L., & Lojacono, G. (2019). Made in Italy Industries: Managerial issues and best practices. EGEA spaLinks to an external site.
Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66.Download Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66.
https://www.vogue.co.uk/gallery/versace-history-supermodels-naomi-campbell-cindy-crawford-linda-evangalistaLinks to an external site.
https://www.kantar.com/inspiration/brands/brandz-top-30-italian-brands-grow-14-total-valueLinks to an external site.
https://brandirectory.com/rankings/nation-brands/Links to an external site.
Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993Download Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993
Rust, R. T., Lemon, K. N., & Zeithaml, V. A. (2004). Return on marketing: Using customer equity to focus marketing strategy. Journal of marketing, 68(1), 109-127.
Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min)Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min)
Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min)Download Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min)
Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min)Download Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min)
Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min)Download Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min)
Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min) Download Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min)
De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153 Download De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153
Al‐Sulaiti, K. I., & Baker, M. J. (1998). Country of origin effects: a literature review. M
Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis.Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis.
Carcano, L., & Lojacono, G. (2019). Made in Italy Industries: Managerial issues and best practices. EGEA spaLinks to an external site.
Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66.Download Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66.
https://www.vogue.co.uk/gallery/versace-history-supermodels-naomi-campbell-cindy-crawford-linda-evangalistaLinks to an external site.
https://www.kantar.com/inspiration/brands/brandz-top-30-italian-brands-grow-14-total-valueLinks to an external site.
https://brandirectory.com/rankings/nation-brands/Links to an external site.
Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993Download Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993
Rust, R. T., Lemon, K. N., & Zeithaml, V. A. (2004). Return on marketing: Using customer equity to focus marketing strategy. Journal of marketing, 68(1), 109-127.
Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min)Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min)
Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min)Download Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min)
Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min)Download Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min)
Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min)Download Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min)
Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min) Download Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min)
De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153 Download De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153
Al‐Sulaiti, K. I., & Baker, M. J. (1998). Country of origin effects: a literature review. M
Risultati di Apprendimento Attesi
By the end of this course, students will be able to:
Describe and summarize the fundamental business models of “Made in Italy” and explain why their structure might differ across various industries
Explain how successful Italian companies adapt, implement and execute the latest marketing and innovation strategies
Examine business cases and solve business issues applying the acquired knowledge and insights.
Knowledge and understanding
Students will be able to:
Describe the core elements that characterize and differentiate Made in Italy
Recognize the common critical issues that Companies face in their strategic and operational business
Rapidly identify the specificities of the most relevant industries belonging to Made in Italy
Applying knowledge and understanding
Upon completing the study program, students will be able to:
Interpret and apply theoretical principles connected to the management of Made in Italy in different areas (branding, innovation, etc.)
Apply concepts learned to framing and resolution of real issues connected to Made in Italy
Examine with the correct perspective the company dynamics within the development process of the essence of Made in Italy
Making Judgements
Upon completing the study program, students will be able to:
Compare different approaches of the firms in the Made in Italy landscape
Criticize the main elements that form the perception of Made in Italy and how this spill-over to individual brands and managerial practices
Consider upon customers’ and stakeholders’ attitudes and behaviors toward Made in Italy sector
Assess and interpret companies’ Made in Italy strategies and tactics in different sectors
Communication Skills
Upon completing the study program, students will be able to:
Acquire and understand major terms and concepts to communicate ideas, proposals, analysis and critical reasoning in the field of Made in Italy
Effectively communicate the result of data collection and content production in a clear, complete but concise way, using the most appropriate terminology
Strengthen the skills necessary to produce comprehensive and effective reports and presentations
Learning Skills
Upon completing the study program, students will be able to:
Use multiple lenses to understand the relevance of proper Made in Italy strategies and actions for companies’ innovation and growth, while keeping heritage and authenticity
Use the acquired knowledge to access to prominent job positions within the sector and/or to access to further advanced learning programs such as PhD in Marketing or in Management.
Describe and summarize the fundamental business models of “Made in Italy” and explain why their structure might differ across various industries
Explain how successful Italian companies adapt, implement and execute the latest marketing and innovation strategies
Examine business cases and solve business issues applying the acquired knowledge and insights.
Knowledge and understanding
Students will be able to:
Describe the core elements that characterize and differentiate Made in Italy
Recognize the common critical issues that Companies face in their strategic and operational business
Rapidly identify the specificities of the most relevant industries belonging to Made in Italy
Applying knowledge and understanding
Upon completing the study program, students will be able to:
Interpret and apply theoretical principles connected to the management of Made in Italy in different areas (branding, innovation, etc.)
Apply concepts learned to framing and resolution of real issues connected to Made in Italy
Examine with the correct perspective the company dynamics within the development process of the essence of Made in Italy
Making Judgements
Upon completing the study program, students will be able to:
Compare different approaches of the firms in the Made in Italy landscape
Criticize the main elements that form the perception of Made in Italy and how this spill-over to individual brands and managerial practices
Consider upon customers’ and stakeholders’ attitudes and behaviors toward Made in Italy sector
Assess and interpret companies’ Made in Italy strategies and tactics in different sectors
Communication Skills
Upon completing the study program, students will be able to:
Acquire and understand major terms and concepts to communicate ideas, proposals, analysis and critical reasoning in the field of Made in Italy
Effectively communicate the result of data collection and content production in a clear, complete but concise way, using the most appropriate terminology
Strengthen the skills necessary to produce comprehensive and effective reports and presentations
Learning Skills
Upon completing the study program, students will be able to:
Use multiple lenses to understand the relevance of proper Made in Italy strategies and actions for companies’ innovation and growth, while keeping heritage and authenticity
Use the acquired knowledge to access to prominent job positions within the sector and/or to access to further advanced learning programs such as PhD in Marketing or in Management.
Criteri Necessari per l'Assegnazione del Lavoro Finale
Active attendance at the course;
Quality of the proposed issue for the thesis.
Quality of the proposed issue for the thesis.
Corsi
Corsi
STRATEGIC MANAGEMENT
Laurea Magistrale
2 anni
No Results Found
Persone
Persone
Altro personale docente
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