THE CHOICE OF THE MEANT INTERNATIONALIZATION AND ITS NEW ONE
The INTERNATIONALIZATION Of the MARKETS: THE THREAT
The competitiveness of the District, like demonstrated from numerous real cases, today seems to
depend strongly on its ability to internationalize itself. FROM MARKET CAPTIVE TO THAT WORLD-WIDE ONE If the relative advantages are wanted to be achieved you to it differentiates them national and to the
international division of the cognitive job it is necessary that the district enterprises of subfornitura, that they operate to
mount, begin to watch to markets more extensive than those guaranteed from their local committenti, and that the committenti,
that they operate to goes them, widen the horizon of the exports for articulating the international presence in pregnante
way.
In fact, from the first Years the Ninety international markets
are living a continuous expansion and superimposition, provoking one the strongest competition between all the enterprises,
to prescind from their geographic localization.
In past, the Italian enterprises, and in particular the enterprises placed
in, have had meant happened to you in the penetration of the foreign markets.
The increase of the exports of in the light or
traditional fields, to prescind from the conjunctural crisis puts into effect them, testifies with the competitive vital of
the enterprises and their ability to move on the international markets.
However, today, internationalization and exports
are not more synonymous.
The way with which the enterprise it maintains in the generation of the competitive advantages
you international does not coincide alone with the export.
On one side to export not enough more: the enterprise must
be engaged to the foreign country in more complex shapes of the simple commercialization of the finished product.
From
the other side, to export can be not meaningful or essential in order not to acquire an international status, world class, in
the transnational competition in all those cases in which the exports they are not enough to intercept the competitive advantages
you that they are generated in the various world-wide areas.
Enterprises that export little can that is have international
a competitive standard, while enterprises that export a lot can not have it.
In their traditional meaning they were
shaped like local chain of supply, sluices to external contributions in are made to mount, and strongly internationalized in is
made finishes them, of sale and attendance to the customers. Up to now, they have been the finished products to go, through the
endowed enterprises of nets trades them international, on the external markets.
The relative workings to mount and competences
instead are sedimentate locally, feeding the competitiveness of the producers to go them.
It was dealt, in poor words
of a model export oriented: a model that today risks to find itself in the eye of the cyclone, if it is not adapted to the
new shapes of transnational production of the value.
In other words, it is necessary that OF, in how much it arranges action collectives, act same they like actors of
the international economy in formation.
On that it depends, in great part, the possibility of the models of happening Italian
to survive to the new rules of the international competition.
Just of forehead to the case of the district enterprise, the
new way to see the internationalization clears that the speech goes lead to two levels: on one side its internationalization
is necessary to see total dynamics of the District (as it arranges, through the various rings of the chain of the value that
compose it); from the other it is necessary to see the position of the single enterprises.
Traditionally the district
enterprises act on a market captive (the district home market) and leave little specialistic enterprises the commercialization
of the product and the decisions of marketing (design and planning of the product, segmentations of the market, wraps of
price-quality).
The District as total chain can therefore be internationalized from the point of view of the export and
can pour the value generated from the expansion of the final market on the subfornitori and inner suppliers.
But the degree of internationalization of the enterprises that operate on the inner market captive rather is limited and that
constitutes one of the reasons of bottom of the weakness of the chain.
Of forehead to the competitive pressures, even if
he is good - in some cases - the summer of the final market, elements strongly evolution invest make to mount of the chain
and the captive markets that have up to now assured the sistemica cohesion of the District.
The position of the
district enterprise, regarding the arrange-District, is particularly important in the moment in which it changes the
inner division of the job in the District because some enterprises open to the external relations and international market,
avoid the previous relationships of inner complementarità.
The previous organization risks therefore to being
unpage, under the pressure of various evolutionary factors, between which the accelerated internationalization more
than some "rings" of the district chain.
The unsolved issue of that peculiar type of division of labor comes in this
way to the comb on local bases that has been come true in Italy in the District, in competition with the great ford man
enterprise but also, for some aspects to imitation of the prevailing models of fordista production (vertical integration of
the activities).
In the Districts, the vertical integration is not owner, but driven in net of division of labor is come
true through one, on the local market, promoted and regulated from mechanisms of cohesion and social exchange instead that
from mechanisms autoritati to you.
The District therefore has achieved the greater part of the obtainable advantages from
the vertical integration (in native place) of the activities, is pure with some disadvantage which had to the difficulty to
program the chain of the local supply, with to the advantages of the flexibility, the variety, the variety of put
entrepreneurial intelligences to the job.
But it has conserved also the disadvantages of the integrated model,
than it more searches possible the extended market for the finished products, while "internalizza" (in native place)
makes and the services to mount.
This is made and services that they are born from the local question cannot however be
to along confine to you in this role captive regarding the requirements of the local committenti and become instead,
to a sure point, rings "weak people" of the chain, as the strategies of the committenti to go head them at other localizations
and, probably, other sources of supply (own branchs (office) that car-produce members and blot of it to the foreign country
or new suppliers, often "raise to you" in the localize countries.
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