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.it italian trade INDUSTRIA La scuderia Ferrari vola Piaggio Di Patrizia Galantucci Un giro su una Ferrari rosso fiammante è il sogno di ogni bambino. Come possiamo biasimarli? Molti di noi hanno ancora questo sogno nel cassetto. Forse i bambini più ambiziosi sognano di viaggiare, pilotare o, ancor meglio possedere un jet privato. Oggi, gli ex bambini più fortunati che hanno avuto successo e fatto carriera possono finalmente unire questi due sogni in uno, grazie alla Piaggio Aero Industries. Luca Cordero di Montezemolo, Presidente e CEO della Ferrari Spa, nel maggio 2000 ha ricevuto in consegna un P 180 Avanti in divisa Ferrari, con il simbolo del cavallino rampante sulla coda; Piaggio Aero è orgogliosa di aver fabbricato l'aereo per l' azienda italiana di auto sportive. Piero Ferrari, figlio del fondatore della Ferrari, Enzo, è Presidente del Consiglio di Amministrazione di Piaggio Aero. Piaggio Aero è uno dei piu' antichi produttori di aerei al mondo. Azienda italiana rinomata e rispettata, la Piaggio ha i suoi stabilimenti a Genova-Sestri e Finale Ligure, dove 1400 dipendenti si occupano di progettazione, assemblaggio del prodotto finito, prove di volo e fabbricazione del velivolo. Le attivita' principali della ditta spaziano dalla produzione e manutenzione dei motori aerei fino ad equipaggiamenti per la protezione civile. L' accostamento tra il P 180 Avanti e la Ferrari per l'alta velocità e l'avanzata tecnologia risultò evidente quando lo scorso ottobre un aereo Piaggio Avanti ha volato per la Convention della NBAA (Associazione Nazionale dell' Aviazione) da Chicago a Orlando, stabilendo un nuovo .12 record mondiale di velocità per la classe C-1.E. La velocità sulla tratta di 854 miglia nautiche dall'aeroporto di Chicago Midway a quello di Orlando Executive, è stata di 426 miglia orarie. Il volo è durato due ore, 18 minuti e 12 secondi. Nel gennaio 2004, Piaggio America, Inc. - filiale di Piaggio Aero Industries - ha celebrato l'apertura della nuova sede centrale statunitense in concomitanza con il Ferrari Annual Event. Costituita nel luglio 2000 per commercializzare il P 180 Avanti negli Stati Uniti, Canada e Messico, la Piaggio America ha spostato i propri uffici americani da Greenville, nel South Carolina a West Palm Beach, in Florida, dove l'azienda affitta uno spazio dalla Jet Aviation. "Piaggio ha scelto questa località strategica per migliorare la propria visibilità, dato che la città ospita molti clienti e si trova in una posizione centrale tra l'Italia, gli USA e l'America Latina. Inoltre, West Palm Beach permette di avere un'attività continua per tutto l'anno, grazie alle perfette condizioni meteorologiche", dichiara Nicoletta Roselli, Responsabile Marketing e Servizio Clienti di Piaggio America. Oggi i P180 Avanti volano in tutto il mondo e, grazie alla domanda crescente a ritmi elevatissimi, l'azienda prevede un forte incremento produttivo annuale. Piaggio Aero con il suo "capolavoro italiano", il P180 Avanti, sta contribuendo all'espansione del "Made in Italy", portando ad associare all'Italia non solamente la cucina raffinata, l'alta moda e le auto di lusso, ma anche i jet privati. �
BUSINESS Jewelry All that glitters is not gold By Stefania Miselli In the past few years, the United States have seen an increasing number of Italian companies coming overseas with the purpose to open a branch of their European headquarters, with Miami that conquered a spot among the highest ranked destinations. The skyrocketing costs of raw materials together with a penalizing euro exchange rate do not contribute obviously to facilitate the European export in the US; nevertheless the economic crises of the European markets is such that entrepreneurs still find it convenient to try to create an American outlet for their businesses. The gold and jewelry markets are no exceptions to the rule. In recent years Miami has witnessed the entrance in its economic scenario of really popular companies. Chimento, Calgaro, Mio Oro and Pianegonda are just a few of the prestigious names that are setting the Miami jewelry scene. The situation is not different in the rest of the US, especially in the world capitals of fashion and showbiz like New York and Los Angeles. Still, new companies find themselves to face several problems, among which the most immediate is the choice of the product to introduce and the selection of the adequate "channel of distribution" (supply network). In Italy, as well as in Europe, there is a propensity towards gold jewels, with 18 karat yellow gold. Instead, the American consumer, who is passionate about jewelry still favors, a diamond and white gold or platinum products, mostly with a classic look. For trendy pieces the average consumer chooses silver, which limits the monetary investment. The less sophisticated buyer that still wants to purchase a gold jewel buys 14 karats gold pieces with no fashionable design. When we observe Italian companies that have an already established popularity we notice that, once they adapt their production to the market needs, they as well have to solve the other big dilemma: the supply network. The biggest brands that have a strong financial capacity, point toward the only possible choice in order to preserve their brands: the opening of an American branch with the purpose to directly commercialize their products and maintain full control over distribution, leaving all production aspects to the Italian parent company. By doing so they can "freely" choose if they want to sell their merchandise to high end jewelry stores that already feature the most prestigious brands, versus to high end chain stores such as Saks, Neiman Marcus and Baily Banks & Biddle just to name a few. Otherwise, if their supply capacity will allow it, they can even sell their products to both types of stores, according to the final consumer they would like to target. This choice involves a remarkable investment, not only on the marketing and advertising sides, but as well as for operating costs. This is the reason why many companies choose to entrust a local distributor. Even though this choice involves a lower economic investment in the beginning, on the medium and long term it does not necessarily ensures a lower percentage of risks. The first step is to find a respectable distributor to represent the line. Unfortunately, it is rare to find a distributor in the US that would be willing to exclusively sell one brand. Generally speaking, they avail themselves of their knowledge of the American market to be the agents for more than one company. In some cases they even commercialize products that are in direct competition with each other, with the result that none of the brands will receive the emphases that would deserve and consequently limiting the profits of the manufacturing company. Furthermore, if the distributor has no scruple, the product could be sold in non-selected or low end stores that do not promote brands at all. The damages for the image of the manufacturing company that would derive through this channel of distribution, could be of enormous proportion if not, in some cases, even devastating. A wrong distribution has the power to vanish years of hard work, as far as brand's positioning and sometimes companies have a difficulty to reestablish their share of the market. In order to avoid that the manufacturer would be left aside as a passive spectator of his own lost prestige, it becomes mandatory to enact a meticulous screening of the potential distributor's credentials, instead of entrusting any unheard-of interested to gain representation of the brand. The United States is certainly a country full of opportunities. However, if a company is willing to do whatever it takes to gain a share of the American market, it should consider that risky choices could turn out to be very damaging in the long run. Unfortunately we can really say that all that glitters is not gold. � .13 .it italian trade
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