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31 July 2015

The Project Manager

The project management field known an increasing interest in recent years depending on few essential elements: dynamic and global competitive environment; mobile, flexible and responsive organisations; organisational models based on autonomy and leadership; results oriented models; scarcity of resources and time. The capability to manage these elements is a key factor to assure the success of the organisation and the project is a relevant tool to the aim. At the same time, the uniqueness of a project requires a specific management approach with continuous planning, implementation and control. The search for project management models has led the development of methods, tools and techniques that actually are the framework of project management. Project Management is based on some general pillars: assuring consistency between project objectives and products keeping the commercial value of the project; monitoring the project implementation throughout the life-cycle; highlighting potential critical issues and rescheduling; properly defining roles and responsibilities. The Project Management field has deeply evolved over time, in particular with regard to the increasing attention paid to a pre-planning activity (before the start-up phase), where to find information and economic analysis. The focus is on the definition of all the objectives related to the project, which must be linked to feasibility, sustainability and customer satisfaction. Among the other elements that affect the Project Management trend, we can also recognise: the attention to stakeholders, who must be involved in the main decisions and activities, in order to assure the continuous compliance of the project with its requirements. In the fifth edition of PMBOK the related area was introduced; the attention to the "lessons learned" process, with the aim to gain practices which can be a benefit for current and future projects. In ISO 21500 there is an additional process called 'Collect lessons learned'; the attention to consistency between strategic objectives and project objectives, and to the organizational level of the project (several models and standards focused on this aspect - OPM3, PgMP, PfMP, etc.) Another relevant trend is the separation of Project Management from technical issues together to the awareness that sectors such as health, education, transport, leisure and advanced service benefit of effectiveness and competitiveness coming from Project Management. With this regard, the contribution of ISO 21500 was essential in order to overcome differences among international standard. Maria Elena Nenni Master in Project Management Scientific Coordinator

30 July 2015

No sustainability? No innovability. An MBA student’s reflection from the Expo Milano 2015

We were rewarded with a trip to the Expo Milano 2015. As we took in the buzz and energy of the 110 hectare large exposition site and walked to meet our Accenture Strategy hosts, I felt as if we had stepped into a sci-fi movie. The Expo is a magnificent experience; it was fascinating to see how hundreds of exhibiting countries and companies managed to find a common ground around the same topic: food. Every step I took at the Expo, Accenture’s clever play on words – sustainability to innovability – lingered in my mind. This phrase might seem as an oxymoron but it holds deep and true meaning: there is no innovation without sustainability. Businesses cannot keep afloat and succeed if they do not innovate and at the same time, sustain their success. We share the same planet and limited natural resources and now more than ever ‘sustainability’ plays a key role in ensuring that what we have today can be enjoyed by future generations. We all need to find a way to keep blossoming, developing and – well, let’s be honest, we all want it – being successful without harming the environment. Sustainability is not something that only environmental researchers and tree-huggers should be worried about; it is a cornerstone of any smart business. Environmental accounting should go hand in hand with reporting on a company’s financial results. Accenture Strategy, a global firm that puts strategy at the heart of its operations, invited me and my part-time MBA colleagues to visit their ultra-modern Expo lounge and see sustainability through their eyes. There we met Aldo Pozzoli who – after treating us to refreshments – talked about his unique task of helping Accenture deliver customized sustainability strategies to clients around the world. Some of the issues that Aldo mentioned, for example, depleting natural resources and the immense toll that their transformation into finished goods takes on our planet and environment, were not new to me but what touched me the most was his explanation of a circular economy. He explained that in a circular economy growth is decoupled from the use of limited resources through disruptive technology and business models based on longevity, renewability, reuse, repair, upgrade, refurbishment, capacity sharing and dematerialization. I was surprised of how logical this sounded and shocked that I hadn’t heard about it before. This approach is essential for any sustainability goal to succeed; it leads to companies gaining a ‘circular advantage’ – driving both resource efficiency and customer value. Accenture’s presentation and warm welcome to the Expo inspired me to wear sustainability and ‘innovability’ on my sleeve, both as I continue my studies at LUISS and as I decide what my next professional objective is going to be. Marta Millere LUISS BS part-time MBA

28 July 2015

Barbara Del Neri, Southern Europe Corporate Marketing Director at Procter & Gamble, meets young graduates in LUISS BS

Barbara Del Neri, Southern Europe Corporate Marketing Director at Procter & Gamble meets young graduates in LUISS BS. New Appointment, on September 24th, 2015, with the Open Evening for the Specialised Master of LUISS Business School. At 5 pm, Barbara Del Neri will discuss the most relevant issues related to post-graduation. Barbara Del Neri will bring her managerial experience to young graduates and will give them ideas and suggestions about the importance of training, through her personal professional  and international career at the FMCG big corporation. The event will be moderated by Maria Cristina Origlia, Editorial Coordinator at L’ Impresa – 24 ORE Group and will be an open event. Young graduates will have the opportunity to ask questions. Afterwards, as usual, there are going to be set dedicated information areas where perspective students will have the chance to talk with Programmes Directors about  contents, curriculum, admissions policies and services. Procter & Gamble has one of the largest brands portfolio in the world including 24 that make  more than $ 1 bl per year. Among the main brands,Dash, Lenor, Pantene, Gillette, Oral B, Pampers and many others. The P&G products are used by almost 5 bl people in the world and every year the company invests about $ 2 billion in R&D even thorough  million consumers and shoppers worldwide. P&G operates in 70 countries worldwide and it is operating in Italy since 1956. More info

23 July 2015

From Sustainability To Innovability. My experience at EXPO 2015 with Accenture.

Recently, LUISS Business School and Accenture Strategy offered us, MBA part time programme students, the opportunity to visit the 2015 Expo in Milan and to take part in a seminar held by Accenture on the sustainability. It was an exceptional experience. The venue had a relevant role in making this experience unique. Moreover, my MBA classmates and I had the chance to spend quality time together, far from project works or exams preparation on a beautiful (and very hot) summer day, at the EXPO  and we really  appreciated. Finally yet importantly, we were guests within Accenture Strategy, a quite  remarkable landlord to be hosted by. Accenture Strategy kindly opened the doors of their prestigious lounge and took us through a very interesting journey on sustainability and innovation. Sustainability is often an abused word, but Accenture Strategy helped us understand and translate this sometimes-intangible concept into something very practical. They had rigorously showed how sustainability is strictly related to firms’ competitive advantage, and explained effectively  how sustainability is going to eventually be one of the strongest driver of innovation in business. The discussion was very engaging. Conducted by Accenture’s experts we had an overview on how major companies (for example Enel), as well as small firms, are redesigning their organizational structure in order to be more effective in managing the environmental impact of production and in order to meet investors’ requirements about risk mitigation. We were shown how new models of sharing among companies could provide expensive but strategic equipment to more firms of a business cluster, firms that individually could not afford them (for example 3D printers). Clearly not being able to access  such advance resources or accessing in delay may affect or even prevent the growth. We were guided through how top companies are transforming their processes with the aim of decoupling growth from resources usages. They explained how many different ways can make a business sustainable when switching from the old-fashioned linear growth model to the new concept of a circular economy models, where products are designed since the beginning to be sustainable (for instance choosing material on the basis of the potential reuse). Where industrial waste is turned into a resource, structures and equipment are refurbished and end-of-life products are disassembles and single components reused (e.g. Renault cars). As MBA students, we were not only given a deeply valuable tool to understand the fast changing world in front of us. We were also proved that sustainability is a key aspect to improve our business of today as well as something crucial we need to think about when preparing, training and developing ourselves to be future leaders of innovation. I think this is basically what inspired all of us. Pierluca Arietti LUISS BS part-time MBA

23 July 2015

Report of a Football Match. LUISS Business School Wins the 2015 MBA Football Cup

The MBA Cup is an international football tournament for Alumni of the European Business Schools, the initiative of some MBA LUISS students started in 2001; one of the player is the current team captain and professor of Real Estate at LUISS Business School, Alessandro Belli. In the beginning only the most important Italian Business Schools participated: LUISS, Bocconi, Politecnico di Milano, Bologna, CUOA Altavilla Vicentina,  however nowadays the championship is assuming a more international profile and maybe one day it could become the “Champions League” of the main European Business Schools. It did not take long before  Insead Fointanbleau, IESE Barcellona, Rotterdam SM, Athens, London University in participating in the tournament. This is a unique MBA event in its category in Europe, played in prestigious football stadiums such as Rome Flaminio’s Stadium and the Federal Centre of Coverciano, which is the location of the Italian National football team. The MBA Cup was thought as an important meeting for the MBA environment too, a great opportunity to create and strengthen network. Conferences about Team-building and sport-applied management have always been associated to this sport event, such as  the great MBA cup party in Florence during the tenth anniversary of the tournament. Moreover prestigious testimonials such as the “Golden Boy” Gianni Rivera, an Italian National team idol of the Seventies, and the International referee Pierluigi Collina have contributed in the past to set the event under the spotlight. The 2015 edition of the tournament took place in the month of June. Our LUISS BS couldn’t win the cup during the previous editions and this contributed as an additional encouragement for our athletes. The team started winning with a score of 1-0 against MIP and 2-0 against CUOA. The satisfaction arrived after winning against MIB,  which were defeated with a 4-0 score. The athletes had a positive feeling: Coach Belli’s players were ready, the team was solid and self-confident. The final match was on Sunday 21st  of June, Perugia Stadium is an classic stage of the great events, the opponent of “Bologna Business School” which has a well-trained team with a great attacking game style. The match is breath taking, with many opportunities from both sides, the LUISS BS team had to fight to maintain the score of 3-2 even though they were dominating the match, however Bologna tied last minute and set the score to  3-3. After thirty minutes of extra-time there was no winner, but in the toughest time the “LUISS Business School” spirit emerges, and they become extremely focused  and do not miss any penalty shot, despite BBS has already missed one. They arrived to the last penalty shot, the one that will determine the whole match; if the LUISS BS goalkeeper saves the last one the cup will return to Rome were everything has started. The Stadium is silent, everyone is focused on the field and the bleachers, the goalkeeper bended his legs, concentrated, he was aware of the enormous responsibility he had, however his teammate supported him. All of a sudden screaming fill the stadium, LUISS BS players run to celebrate their hero. It’s over! After many years the cup returns to Rome, LUISS BS is the new MBA champion! It’s an unbelievable celebration, all the players exult, the veterans and the young ones, everyone that has played and participated, they’ve never given-up. Even though some of the athletes were injured during the game, they never gave up and continued playing until the end. A great success, a beautiful experience which both winners and defeated will keep as a life memory. Special thanks to all players and to LUISS BS and Assomaster who have always supported with enthusiasm of the organization and the participation of the team. We will see you in 2016!

23 July 2015

Entrepreneurship and international mindset: Campari Group introduces itself to MBA students

"Big enough to win, small enough to act quickly and decisively": this is the mission of a company that has marked Italian history and that now wants to mark the global one; this is the self-awareness of a successful industry that humbly recognizes the importance to make always better and faster; this is the example of an entrepreneurial culture that Luca Garavoglia, Chairman of the Campari Group, showed to the MBA classroom in July 13th,2015. The presentation touched two very important topics for our students, entrepreneurship and internationality , defined as key factors for success. The first topic refers as “Everyone can become a CEO” approach, as mentioned by Mr. Garavoglia, or rather the aptitude to predict and make things happen, to be proactive, the ability to establish an objective and the determination to reach it, the ability to choose collaborators and to know how to appreciate people. The second topic refers to the way to make that approach into practice, which is being open-minded, both in new ideas and multiculturalism. Nowadays, it is impossible to think locally and individually if you want to "conquer" the economic world market. According to the Career Service, which tends to instill the value of being entrepreneurs of themselves, the meeting with Mr. Garavoglia was extremely interesting. The students were able to see the positive return that can create entrepreneurship and internationality. They had an example of an industrial reality born locally and that today is ranking among the major players in the global beverage sector; it began as a single-brand company that now boasts a portfolio of more than 50 brands and a presence in 190 countries with leading positions in Europe and America. These results are thanks to the approach and people. “People are the main factor for success” (Luca Garavoglia)

20 July 2015

Let’s learn by experiences – Career Service & Company Presentation

“Tell me and I forget; Teach me and I remember; Involve me and I learn” (Benjamin Franklin) No more illustrious name could better express the aim that the Career Service pursues organizing seminars and company presentations periodically. It is not only to transfer knowledge and facilitate the creation of network but it is to live a 360° learning experience, sharing professionals’ stories and real business situations, learning through examples of real life. This is what happened in the MBA class last July 1st , 2015. Luisa Todini, Chairwoman of Poste Italiane and Member of the European Parliament, took part in the Corporate Governance lesson. The room was full and there was a full audience involvement. Dr. Todini began by introducing herself, her career path which led her to manage a big group like Poste Italiane. She was an example of a determined and competent woman, but, above all, she is a professional still enthusiastic with her job. A beautiful demonstration for our students about how the passion for your own job and for the opportunity to contribute something important can lead a person, man or woman, to pursue a company retaining its authenticity. The meeting then continued by addressing issues closely related to the lesson of Corporate Governance. Here, Dr. Todini compared the academic knowledge of Corporate Governance with Poste Italiane business model.

16 July 2015

The 'PMI Talent Triangle' and the New Criteria to Maintain the PMI Credentials

The professional growth of key figures such as project managers, portfolio managers, programme managers and project risk managers, is deeply changing and implies the need for the integration between leadership and soft skills. Since stakeholders have to be the main interpreters of objectives related to business benefits of organisational strategic plans; their role is fundamental. In order to face the deep evolution of these professional figures, the Project Management Institute has decided to keep a new model called ‘PMI Talent Triangle’, aimed to strengthen three key skills: Technical Project Management, Leadership, Strategic and Business Management[1]. At the same time, the PMI has decided to review the entire process to keep the credentials through new criteria of PDU which will start running from next December 2015. LUISS Business School, is very keen towards innovation, research and management issues, therefore it offers a wide range of programmes and workshops aims at acquiring  or mantaining the international standards of Project management according to the new guidelines of PMI. [1] http://www.pmi.org/certification/ccr-updates.aspx

16 July 2015

Call for applications for five research grants in Economics - Management Studies

The LUISS Business School and the Department of Business and Management have announced five calls for applications for public competitions for the awarding of five research grants in Economics – Management Studies. The research grants will be awarded as part of the 5 research projects. More info

16 July 2015

How companies know the LUISS BS MBA students

On June 26, 2015 at 12:30 am, LUISS Business School opened its doors to employers. 15 multinational companies from different business sectors (pharma, consulting, consumer goods, energy, fashion, aviation, telecommunications, tobacco) attended the event " MBA Inside 2015". A light lunch initial kicked off an afternoon full of opportunities for our students. Not a job fair but a real opportunity for recruiting employers to know the profiles of our students through 30 minutes interviews, performed directly on campus. At 2pm we began the "marathon" of interviews that ended around 7pm. Some figures at a glance: 15 companies involved, 16 desks set up for interviews, 24 interviewers present, 42 students involved for a total of 136 interviews in a single afternoon. A major achievement if you consider the final goal that Career Service wants to reach by an experience like this. With the constant aim of developing individual potential and exercising their individual talent, the MBA inside is seen as a useful tool for the students to put in practice all the suggestions collected during the year: know what you want, understand how to achieve it, get the right tools, put as much as passion and commitment to obtain it. Through several interviews, students are trained to talk about themselves and their expectations, they ‘breathe’ the atmosphere of different corporate functions and build a personal network. Last but not least, they learn to manage their emotions without losing spontaneity and in many cases get interesting job offers. "For the things we have to learn before we can do them, we learn by doing them. (Aristotele)”

15 July 2015

Accenture and LUISS BS Part-time MBA experience the EXPO 2015 from a sustainability perspective

Thanks to the PT MBA partner Accenture, we are glad to offer to the Part Time MBA students an exclusive and exciting opportunity to explore and experience the EXPO 2015 in Milan, welcomed in the prestigious Accenture Strategy Lounge. MBA students will be hosted by Accenture managers and guided through the Sustainability itinerary that will expose the tourers to the most innovative technologies in a wide range of topics such as smart city, connected homes, digital agricultures and more. This will be an incredible opportunity to redesign a career from a sustainability perspective. Thanks to a “digital safari” and through Accenture digital companies clients, they will also have the possibility to meet employers, managers and C-level professionals.

06 July 2015

What are the competences required in the HR field? The HR Managers’ answers

More than 15 companies have participated at the Corporate Advisory Board of the Master in Human Resources and Organisation, which took place on Friday 19th of June at LUISS Business School. In this context, the HR Managers met the LUISS BS Master representatives in order to discuss about what are the competences and the features which are required the most with the purpose of working in the environment of Human Resources in order to help LUISS Business School to design a programme that meets the companies’ needs. The Master will provide valued skills that will support the students’ employability.   Emiliano Cappuccitti, HR Director Birra Peroni, has highlighted the importance of “cross culture”, that is the attention in managing the cultural differences and specific working methods: “Negotiations are often complicated by cultural gaps which arise from different behavioural schemes, rooted in the business practices. Therefore, companies need to assume specific knowledge in relation to different cultural backgrounds of partners: the awareness of the cultural distance could come out as an important competitive advantage for the company, which wants to avoid waste of time and misunderstandings”. Cristina Morena, HR Talent Manager & HR Business Partner Adriatic Zone Sud, has stressed the importance of assuming the HR methods use for the development of Business Intelligence systems: “In order to answer market needs, and to get the opportunity to play a strategic and central role in the organisation, HRM should find a way to make business models more goal-oriented in order to drive innovation and support efficiently business activities. Strategic choices of companies are progressively more subject to data and HR analysis, and consequently the HRM should have tools to analyse and evaluate data in order to provide information to top managers in an automatic and customised way”. Paola Giampaolo, Advisor Academy Formazione Manageriale e sviluppo della leadership Corporate University, asserted how organisations need leaders with listening ability, and empathy and engagement skills which people management activities require: “To be successful in communication and in negotiation in every setting, without compromising interpersonal relations, it urges to assimilate and develop appropriate active and emphatic listening abilities by a constant practice and through adequate techniques”. Alessandro Bernardini GSE HR Director, stresses on the different performance of people who work with commitment and who merely do the job: “Many HR Directors and HR managers are valid touchstones who concretely meet new company needs, bringing innovation, efficiency, productive and useful actions”. Michele Tripaldi President AIDP Gruppo Lazio and Vice President National AIDP, spoke in praise of the importance of no-profit. “80% of the labour demand in our Country comes from SMEs which very often do not own HR department. Technology could play a key role in order to help the SMEs by giving them another voice. It is one of the biggest challenges for Human Resources”. Mauro Boreggio, Chief Human Resources Officer Cementir Holding Spa, has noticed that hiring  people in the strategic variable field has two implications: the first is to have a clear understanding of how to operate on Human Resource management which is an essential requirement in order to reach the company’s strategic goals the second one is the necessity to find indicators to measure and evaluate the variables related to people. “A strategic management of Human Resources must set procedures to renew values and competences with the aim to optimise business performance. It is important to place side by side project management experts in order to implement the company processes and focus on collaboration and leadership”.  Luciano Sale, Wind Telecommunications HR Director, and Tiziana Mennuti, RDS HR Director, have illustrated as in Italy and in the rest of Europe the importance to be prepared for the Digital Transformation which today represents one of the growth drivers for the most of the SMEs. According to them, Social Network, smartphone, e-commerce and digital marketing have revolutionised the way of communicating and selling. Running the digital transformation in a multinational framework, which has managed for many years an activity of communication and sale in a traditional way, make the HR team face the challenges in creating an organisational structure able to answer peculiar digital dynamics needs and in shaping digital professional to understand and fully exploit the “digital tools” offered by social networks. “Nowadays we need to reflect on the deep transformations generated by digital technology in company organisational framework and in different business models”. Special thanks for their participation to: Paolo Baggioni, DHR, Money Gram International Alessandro Bernardini, HR Director, GSE S.p.A Mauro Boreggio, Chief Human Resources Officer, Cementir Holding Spa Emiliano Cappuccitti, HR Director, Birra Peroni Ornella Chinotti, Managing Director, CEB Paola Giampaolo, PResponsible Academy “Formazione manageriale e sviluppo della leadership”, Corporate University PosteItaliane Tiziana Mennuti, HR Director, RDS Cristiana Morena, HR Talent Manager COFELY Gdf Suez & HR Business Partner Area Adriatica Sud Olga Ragucci, Sales & Marketing IH, Unilever HR BP Paolo Rozera, Executive Director, Unicef Luciano Sale, HR Director Wind Telecomunicazioni Michele Tripaldi, President AIDP Gruppo Lazio, and Vice President AIDP

06 July 2015

WE ARE ALL CHANGE MAKERS. Ericsson has hosted the leading actors who drive the Digital Transformation.

Paolo Boccardelli, Dean LUISS Business School, has showed the outcome of the survey “The Italians and the Networked Society On 19th and 20th June 2015, Ericsson, world leader in the rapidly changing environment of communications technology, has hosted the 16th edition of its annual event We are All Change Makers, one of the most distinguished events in Italy in which representatives of telecommunication companies and Institution, as well as researches and young talents, debate about the Digital Transformation. The event focused on how the ICT transformation has changed the citizens’ life, the company’s choices and the society as a whole. The companies’ representatives, opinion leaders and members of digital start-ups have highlighted that the innovation can (and must) support the Country’s social, cultural and economic development; they have also showed that each one can be part of this change. Paolo Boccardelli, Dean LUISS Business School, has showed the outcome of the survey “The Italians and the Network Society”, developed by LUISS Business School and Ericsson with the aim to understand the perceptions of Italians about the impact of Networked Society in specific sectors of social life in order to foster improvements in the economy, social life and environment. (VIDEO). “The extraordinary renovation of our society, known as Digital Transformation, is based on the possibility to completely digitalise the consumers’ experience, together with the companies and inside the companies. The consumers expect to live experiences, both of goods and of services, and to have customised services, even from a digital point of view” has affirmed Paolo Boccardelli. “The survey we have developed with the LUISS Business School shows how Italians firmly believe in the digital transformation” has claimed Clara Pelaez, Head of Strategy, Marketing and Communication Region Mediterranean Ericsson, “our task is to meet the citizens’ needs and drive the change through a synergic collaboration that can support the innovation and improve the national economic system”. Transformation is already underway. It is driven by mobility, broadband, and cloud system, and will lead the Society to become a Networked Society, where all things that can benefit from an internet connection will be linked, providing advantages to society, companies, environment and making people able to realise anyone’s potential and to create a sustainable future[1]. Jeremy Rifkin, economist and President of the Foundation on Economic Trends, during his speech “A smart green digital Europe” has stressed that the internet technology and renewable energy are merging to create a powerful "Third Industrial Revolution”. “We have been talking for a long time about the coming Networked Society, a moment where the connectivity would change anyone’s life. Now that mobility, broadband, and cloud system are rapidly spreading all over the world, we are in front of a deeply transformation era” have explained Nunzio Mirtillo, CEO Ericsson Italy and President of Region Mediterranean Ericsson. “The ICT is significantly contributing to this evolutionary process in which we can all play a leading role. The change generated by this transformation is, ineed, in everyone’s hands and for this reason, we firmly believe that it is essential to collaborate with professionals, companies, institutions and young innovators in order to guide the society development and accelerate the digitalisation process in our Country”[2]”. The event on Storify. [1] Ericsson press release, 20 June 2015, tr. LUISS BS. [2] Ericsson press release, 20 June 2015, tr. LUISS BS.

03 July 2015

The first Forum of Digital Healthcare from 10 to 12 September 2015

On 10/12 September 2015, LUISS Business School will host s@lute, the first Forum of Digital Healthcare designed with the aim to foster dialogue on the crucial issue of Health from a digital point of view. A high-profile event, divided in thematic sessions, panel discussions and workshops, offering a new approach on the future of the healthcare. A pragmatic approach, in line with the Ministry of Health and with the objectives of the Digital Agenda, which will involve many stakeholders such as: media, institutions and government agencies, academics and other experts, hospitals and clinics, companies, associations and citizens. More info

02 July 2015

The Success of the Made-in-Italy described by Enrico Bracalente, Sole Administrator of B.A.G. S.p.A., the group that holds the brand NeroGiardini

Values, passion and product quality are the key factors of NeroGiardini strategy. During the LUISS BS Executive MBA, Enrico Bracalente,  a successful entrepreneur that launched the brand NeroGiardini, talked about his personal and professional history and explained the success of his brand: NeroGiardini. With a turnover that reaches more than 204 million Euro and with over 3,5 million pairs of shoes produced per year, NeroGiardini is today one of the excellence of the made-in-Italy. Enrico Bracalente does not forget his roots and the small firm where he has started from: “In the beginning, we have started an artisan business in the underground of a church, there were no other places available to run our business”. The firm grew fast and the idea to be independent from suppliers and to create a shoes collection made of original and high-quality products become a reality. The turning point was in the ’90s, when the globalisation offered the chance to offshoring abroad in countries with competitive production costs. “At the end of the ‘90s, when all the world praised the offshoring, I firmly said that I wanted to undertake the opposite path”, says Bracalente. The entrepreneur, proud and satisfied of his choice, explains that the reason that guided this decision was the attention to the human capital. “We have chosen to not relocate, because the experience, the quality and the profitably of our employers was incomparable. The real force and the richness lie in people who work and collaborate with us”. As the NeroGiardini strategy showed, it is possible to be competitive producing in the Italian country and, above all, it is possible to make the made-in-Italy production a distinctive brand which guarantees quality and reliability: “We buy raw material exclusively from Italian suppliers. We succeeded in communicating our vision and NeroGiardini is today immediately identified as a made-in-Italy brand. The attention to the consumers and to their needs both in the price and in the quality of the products, in addition to the Italian production and the high qualified employees, are at the base of the company success. “To satisfy our average consumer needs, we produce affordable and quality products”. Last but not least, the communication. At the end of the ‘90s, Bracalente paid more and more attention to marketing and communication activities. After many years the entrepreneur explains how this was the winning choice that has contributed to the brand awareness. “Nowadays, in Italy the real crisis is represented by the “brand lack. Adapting your business to ever-changing needs investing in communication has been a forward-looking decision. I believe that communication activities represent a great investment and not a cost for companies”. With regard to the near future challenges, Bracelente strategy is clear: “The crisis must not be suffered, the crisis must be faced. Now, we are willing to internationalise the company, a goal that after becoming leader in Italy’s market is now achievable. To make this step in the opposite way would have meant starting to build a house from the roof instead of the ground”.

30 June 2015

The next selection day on July 9

The next selection day of LUISS Business School MBA and Master Programmes has been scheduled on July 9th, 2015. The admission test can be held on-campus at 10 am, or off-campus (via Skype) at 2 pm. For any further information about the selection process and the documents required, please write to recruitmentluissbs@luiss.it or call (+39) 06 85 22 5046.

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