soon returned to Italy, an Italian businessman and calls me after a long list of facts asked me how I move? At that point I am reminded of a historical transition, that I was very impressed for years. We talk about the campaign in Africa 1941-1943. Our army was based on large units with very low mobility (divisions which in turn formed armed) deeply rooted in the soil, in practice they were strongholds in the wilderness. The Germans before and after the British, on the other hand are structured particularly mobile brigades and lively, articulate themselves into battalions and companies are able to roam beyond the enemy lines with ease. In short, the "front line" became outdated idea, it is clear Under these conditions who led the war were the Germans and Italians, the British relegating to a secondary role, though very numerous, but with little means and resources. What lessons learned from this example?
certainly talk about events that took place 70 years ago when a sharp acceleration of reactions between different behaviors, it may look out of place. Nevertheless, identifying a cute animal, the behavior that our companies should take on the market, I would like all of the squirrels are able to move quickly, eating little and live long. Remember how the Viet Cong fed with a handful of rice a day in their burrows and hollow managed to win the richest Americans, who had at their disposal everything and its opposite? A lazy soldier from 4 meals a day, could not react to an opponent with half the weight and particularly agile.
How to translate this into trade policy?
To begin with not enough action on ignoring this other company, unless it is structured will not get to anything stable. It 's true that some entrepreneur comes off for years save on operating costs, but it's days are numbered. The operating cost is comparable to the physical form for an athlete. Save on the muscles of athletes, it means losing the competition.
It follows that serves a structure, without which any initiative is designed to be episodic. In practice, a great effort not fruitful. I met entrepreneurs who pass from father to son, but then a lot of work, holding, fail to collect the riches that were to mature. Sure they have owned the house, but not the comfort that comes from 30-40 or even 50 years of hard work. Such cases are attributable to inappropriate business structure in the face of actual work, but not fruit if not survival.
clarified this aspect that is too often taken for granted, we move to the operational management with a premise: there is an excellent trade policy, which is not accompanied by the quality of personnel, administrative and financial, marketing etc.
Considering the company in its "global", now look at his "speed" of reaction to the market, as measured?
There is no tool set for this aspect of business management, like the odometer of a car. Instead you need a marketing plan to be updated every 6 months. This method is the only, if accompanied by an accounting system of monthly review of objectives, allowing you to determine whether or not the company is responding to the demands of the market. Well, this system of operation of the company is still underdeveloped (only 7% in Italy) which explains the delays and inadequacies in the our businesses within the EU and globally. An aggressive policy able to retain the firm on the market that you can not come up all day, comes from a corporate culture unsettled day after day, the important thing is to start.
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