The adoption of cooperative strategies has long been regarded by scholars as an important element contributing to the success of Italian enterprises belonging to the fashion system . This is particularly true with enterprises that form part of local economic systems which constitute what can be viewed as industrial districts [Nolan and Condotta 1997, 275]. The cooperative dimension may involve integration of marketing activities over a number of enterprises, as occurs for example in the organisation of trade fairs and the management of geographically characterized brands. It also implies strong involvement by the stakeholders, who exert a non negligible role in the industry’s policy and in the local innovation system. Furthermore, the cooperative dimension may have substantial consequences for the development and maintenance of manufacturing capacity in the various local areas, and it may also affect the comparative performances of various local systems and their position within the national framework [Becattini and Dei Ottati 2006, 1139]. Marketing cooperation among the players of a local system composed of small and medium-sized businesses is currently facing a challenge from the type of competition that characterizes the present-day international scene, which is increasingly evolving towards buyer-driven and geographically diversified networks. Such a situation stands in contrast to the more traditional systems of marketing and coping with competition. It is this recent developmental path in the fashion industry that lies at the origin of the “global shift” of manufacturing activities towards emerging countries, and it also underlies the enhanced role of retailers as well as that of the traditional suppliers of “low wage” countries [Jones 2002, 146]. In this paper we present a case study concerning Tuscan leatherware manufacturers that have joined together to created the Centopercento Italiano consortium. The entrepreneurs working in these manufacturing businesses are seeking to boost integration of some important corporate processes, as a means of responding to the threats arising from market changes. According to our findings, the most favoured form of integration rests on a clearly cooperative inspiration. This is prompting enterprises to introduce a new player, entrusted with the task of formulating a coordinated set of proposals aimed at creating links with the final market and also with the intermediate market. But interestingly, the new approach consists of the combined use of a traditional business cooperation tool, namely that of the consortium, with marketing policies such as branding and retailing that are typical of branded manufacturers [Gereffi 1999, 55]. In the case study presented here, marketing policies were observed to be oriented towards the final purchasers while remaining consistent with the aim of preserving cooperation with the big international buyers. It is in this framework that the concept of integrated marketing assumes noteworthy significance, and the role of the player analyzed in our case study becomes meaningful.

Integrated marketing for local systems of fashion firms. The case of the Centopercento Italiano consortium / S.Guercini. - ELETTRONICO. - (2007), pp. 1-20. (Intervento presentato al convegno 10 EUNIP International Conference tenutosi a Prato - Italy nel September 12th-14th).

Integrated marketing for local systems of fashion firms. The case of the Centopercento Italiano consortium

GUERCINI, SIMONE
2007

Abstract

The adoption of cooperative strategies has long been regarded by scholars as an important element contributing to the success of Italian enterprises belonging to the fashion system . This is particularly true with enterprises that form part of local economic systems which constitute what can be viewed as industrial districts [Nolan and Condotta 1997, 275]. The cooperative dimension may involve integration of marketing activities over a number of enterprises, as occurs for example in the organisation of trade fairs and the management of geographically characterized brands. It also implies strong involvement by the stakeholders, who exert a non negligible role in the industry’s policy and in the local innovation system. Furthermore, the cooperative dimension may have substantial consequences for the development and maintenance of manufacturing capacity in the various local areas, and it may also affect the comparative performances of various local systems and their position within the national framework [Becattini and Dei Ottati 2006, 1139]. Marketing cooperation among the players of a local system composed of small and medium-sized businesses is currently facing a challenge from the type of competition that characterizes the present-day international scene, which is increasingly evolving towards buyer-driven and geographically diversified networks. Such a situation stands in contrast to the more traditional systems of marketing and coping with competition. It is this recent developmental path in the fashion industry that lies at the origin of the “global shift” of manufacturing activities towards emerging countries, and it also underlies the enhanced role of retailers as well as that of the traditional suppliers of “low wage” countries [Jones 2002, 146]. In this paper we present a case study concerning Tuscan leatherware manufacturers that have joined together to created the Centopercento Italiano consortium. The entrepreneurs working in these manufacturing businesses are seeking to boost integration of some important corporate processes, as a means of responding to the threats arising from market changes. According to our findings, the most favoured form of integration rests on a clearly cooperative inspiration. This is prompting enterprises to introduce a new player, entrusted with the task of formulating a coordinated set of proposals aimed at creating links with the final market and also with the intermediate market. But interestingly, the new approach consists of the combined use of a traditional business cooperation tool, namely that of the consortium, with marketing policies such as branding and retailing that are typical of branded manufacturers [Gereffi 1999, 55]. In the case study presented here, marketing policies were observed to be oriented towards the final purchasers while remaining consistent with the aim of preserving cooperation with the big international buyers. It is in this framework that the concept of integrated marketing assumes noteworthy significance, and the role of the player analyzed in our case study becomes meaningful.
2007
10th EUNIP International Conference 2007
10 EUNIP International Conference
Prato - Italy
September 12th-14th
S.Guercini
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Utilizza questo identificatore per citare o creare un link a questa risorsa: https://hdl.handle.net/2158/330343
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