Made in Italy has a strong influence in the collective imagination and is often associated with the concept of lifestyle and of “belli e ben fatti” products that blend high quality, creativity, design craftsmanship and/or advanced technologies. To those who don't live in Italy, the phrase "Made in Italy" may simply be a slogan for something that is produced in the country. These few words, however, that are printed on the packaging or labels of the products consumer purchase have a much deeper meaning. They reflect on the country itself, which sometimes causes stereotypical opinions that generate positive associations, emotions and thoughts in consumers’ minds. Over the course of the years, this translated Made in Italy into one of the strongest brands worldwide, with a pervasive halo effect on multiple industries, such as fashion, food and design, and an inter-play with country and location branding. Made in Italy is also associated with an Italian way of competing and a specific management style and is recognized as a critical enabler for multiple small-medium sized companies in taking leadership positions in their respective categories. This course progressively introduces you to a set of theories, models, and methods to understand business strategies and operations of Made in Italy niche and global players, competing in industries where creativity, expertise, know-how, innovation and exclusiveness are the key factors for success. The program adopts a cross- sector approach, analyzing operating and innovation strategies pursued by leading Italian companies in industries including fashion, design, automotive, luxury yachting, hi-tech, food, and beverages. Special emphasis is placed on the actual development and implementation of these strategies. By the end of the course, students will be ready to think as a manager of "Made in Italy" and understand the deep impact of companies’ commitment to quality and innovation, as well as how to manage brands that will continue to be a mark of prestige and excellence around the world.

By the end of this course, students will be able to: Describe and summarize the fundamental business models of “Made in Italy” and explain why their structure might differ across various industries Explain how successful Italian companies adapt, implement and execute the latest marketing and innovation strategies Examine business cases and solve business issues applying the acquired knowledge and insights. Knowledge and understanding Students will be able to: Describe the core elements that characterize and differentiate Made in Italy Recognize the common critical issues that Companies face in their strategic and operational business Rapidly identify the specificities of the most relevant industries belonging to Made in Italy Applying knowledge and understanding Upon completing the study program, students will be able to: Interpret and apply theoretical principles connected to the management of Made in Italy in different areas (branding, innovation, etc.) Apply concepts learned to framing and resolution of real issues connected to Made in Italy Examine with the correct perspective the company dynamics within the development process of the essence of Made in Italy Making Judgements Upon completing the study program, students will be able to: Compare different approaches of the firms in the Made in Italy landscape Criticize the main elements that form the perception of Made in Italy and how this spill-over to individual brands and managerial practices Consider upon customers’ and stakeholders’ attitudes and behaviors toward Made in Italy sector Assess and interpret companies’ Made in Italy strategies and tactics in different sectors Communication Skills Upon completing the study program, students will be able to: Acquire and understand major terms and concepts to communicate ideas, proposals, analysis and critical reasoning in the field of Made in Italy Effectively communicate the result of data collection and content production in a clear, complete but concise way, using the most appropriate terminology Strengthen the skills necessary to produce comprehensive and effective reports and presentations Learning Skills Upon completing the study program, students will be able to: Use multiple lenses to understand the relevance of proper Made in Italy strategies and actions for companies’ innovation and growth, while keeping heritage and authenticity Use the acquired knowledge to access to prominent job positions within the sector and/or to access to further advanced learning programs such as PhD in Marketing or in Management.

Carcano, L., & Lojacono, G. (2019). Made in Italy Industries: Managerial issues and best practices. EGEA spa (textbook)  Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis.Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective. Taylor & Francis. Carcano, L., & Lojacono, G. (2019). Made in Italy Industries: Managerial issues and best practices. EGEA spaLinks to an external site. Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66.Download Belfanti, C. M. (2015). Renaissance and ‘Made in Italy’: marketing Italian fashion through history (1949–1952). Journal of Modern Italian Studies, 20(1), 53-66. https://www.vogue.co.uk/gallery/versace-history-supermodels-naomi-campbell-cindy-crawford-linda-evangalistaLinks to an external site. https://www.kantar.com/inspiration/brands/brandz-top-30-italian-brands-grow-14-total-valueLinks to an external site. https://brandirectory.com/rankings/nation-brands/Links to an external site. Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993Download Conceptualizing, Measuring, and Managing Customer-Based Brand equity (CCBE), Kevin Lane Keller, Journal of Marketing, Jan 1993 Rust, R. T., Lemon, K. N., & Zeithaml, V. A. (2004). Return on marketing: Using customer equity to focus marketing strategy. Journal of marketing, 68(1), 109-127. Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min)Download Glover, N., & Higgins, D. M. (Eds.). (2023). National Brands and Global Markets: An Historical Perspective Chapter 6 (pag 102-117). Taylor & Francis (20 min) Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min)Download Lampert, S. I., & Jaffe, E. D. (1998). A dynamic approach to country‐of‐origin effect. European Journal of Marketing, 32(1/2), 61-78. (25 min) Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min)Download Chattalas, M., Kramer, T., & Takada, H. (2008). The impact of national stereotypes on the country of origin effect: A conceptual framework. International Marketing Review. (32 min) Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min)Download Godey, B., Pederzoli, D., Aiello, G., Donvito, R., Chan, P., Oh, H.,... & Weitz, B. (2012): Brand and country-of- origin effect on consumers' decision to purchase luxury products. Journal of Business research, 65(10), 1461-1470. (32 min) Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min) Download Bose, T. K. (2016). Critical success factors of SME internationalization. Journal of small business strategy, 26(2), 87-109. (28 min) De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153 Download De Chiara, A., & Minguzzi, A. (2019). Success factors in SMEs' internationalization processes: An Italian investigation. Journal of small business management, 40(2), 144-153 Al‐Sulaiti, K. I., & Baker, M. J. (1998). Country of origin effects: a literature review. M

Asynchronous TA consultations Case Studies and discussion

The verification of student's learning takes place in integrated and complementary ways. The final grade will consist of: Continuous assessment (80%) up to 24 points: The continuous assessment includes a series of activities, some of them to be performed on a weekly basis. Among the assignments, you'll be asked to perform: • N. 12 weekly individual assignments (weekly quizzes, discussion forums, individual 1-page assignments, individual work for final exam) - 2 point per assignment, up to 24 points Final quiz (10%) - up to 3 points Written exam Multiple choices Final exam (10%) - up to 3 points In person Bonus points - Participation (5%) up to 1,5 points: Active participation to session with TA – up to 0,5 point Participation (evaluated with a peer evaluation) - up to 0,5 point Punctuality - up to 0,5 point if all the activities are all timely and correctly complete Cum laude will be assigned to students that demonstrate active participation and engagement throughout the whole semester (evaluated through active participation and synchronous interactions). Non-attending students Final Exam 100% In-person written exam - up to 30 points Multiple choices + Discussion paper Time: 120 min

Active attendance at the course; Quality of the proposed issue for the thesis.