Reconciling the market and companies’ cultural heritage
Analysing the relationships that can grow from the compromise between engaging in commercial promotion and keeping up producers’ historical legacy
Reconciling good manufacturing traditions with the need to create marketing strategies that are innovative and competitive every single time. No mean feat, but one that must be achieved. It is a goal that also entails competition between the many stakeholders of production companies, and a level of business culture that is based on more than mere numbers. This is a condition that ultimately applies to all production sectors, although it is clearer in certain examples. These are the issues discussed by Marta Maria Montella and Patrizia Silvestrelli in their text “Heritage e relationship marketing per le imprese agroalimentari italiane” (“Heritage and relationship marketing for Italian agri-food companies”), which recently appeared in Micro & Macro Marketing.
The authors begin by stating from the offset that their article addresses two issues that are gaining increasing importance in business management literature, and with regard to which good business practice is flourishing. On the one hand, then, we are faced with the need to build and manage long-term relationships with key stakeholders through relationship-based marketing strategies; meanwhile, on the other, we must seek to promote and enhance the historical and cultural heritage of companies, in order to support processes that engage shareholders as well as the local territory.
Having outlined the theoretical framework within which to proceed, Montella and Silvestrelli focus their attention on the strategies employed by Italian companies operating in the agri-food sector, and for whom the improvement and enhancement of the historical and cultural heritage is possible, as the authors explain, “courtesy of a system of relationships between different organisations,” which, by means of a process of interaction and reciprocal functionality, generate an overall value, thus “improving not only the performance of local businesses, but also of the entire surrounding area.” To substantiate their analysis, the two researchers use the case study of a distributor specialising in the promotion and online distribution of typical local products from the Marche region.
While Montella and Silvestrelli have not written a foundational text for the analysis of the intersection between corporate culture, manufacturing heritage and innovative commercial relations, those who read their research can nonetheless take a step forwards in their knowledge of these complex relationships, which are never the same as one another, and which – for this precise reason – can only be comprehended by collating many different examples, the analysis of which is supported by a theoretical system that can explain the reality as it is without distorting it.
“Heritage e relationship marketing per le imprese agroalimentari italiane” (“Heritage and relationship marketing for Italian agri-food companies”)
Marta Maria Montella, Patrizia Silvestrelli
Micro & Macro Marketing, 1, April 2020
Analysing the relationships that can grow from the compromise between engaging in commercial promotion and keeping up producers’ historical legacy
Reconciling good manufacturing traditions with the need to create marketing strategies that are innovative and competitive every single time. No mean feat, but one that must be achieved. It is a goal that also entails competition between the many stakeholders of production companies, and a level of business culture that is based on more than mere numbers. This is a condition that ultimately applies to all production sectors, although it is clearer in certain examples. These are the issues discussed by Marta Maria Montella and Patrizia Silvestrelli in their text “Heritage e relationship marketing per le imprese agroalimentari italiane” (“Heritage and relationship marketing for Italian agri-food companies”), which recently appeared in Micro & Macro Marketing.
The authors begin by stating from the offset that their article addresses two issues that are gaining increasing importance in business management literature, and with regard to which good business practice is flourishing. On the one hand, then, we are faced with the need to build and manage long-term relationships with key stakeholders through relationship-based marketing strategies; meanwhile, on the other, we must seek to promote and enhance the historical and cultural heritage of companies, in order to support processes that engage shareholders as well as the local territory.
Having outlined the theoretical framework within which to proceed, Montella and Silvestrelli focus their attention on the strategies employed by Italian companies operating in the agri-food sector, and for whom the improvement and enhancement of the historical and cultural heritage is possible, as the authors explain, “courtesy of a system of relationships between different organisations,” which, by means of a process of interaction and reciprocal functionality, generate an overall value, thus “improving not only the performance of local businesses, but also of the entire surrounding area.” To substantiate their analysis, the two researchers use the case study of a distributor specialising in the promotion and online distribution of typical local products from the Marche region.
While Montella and Silvestrelli have not written a foundational text for the analysis of the intersection between corporate culture, manufacturing heritage and innovative commercial relations, those who read their research can nonetheless take a step forwards in their knowledge of these complex relationships, which are never the same as one another, and which – for this precise reason – can only be comprehended by collating many different examples, the analysis of which is supported by a theoretical system that can explain the reality as it is without distorting it.
“Heritage e relationship marketing per le imprese agroalimentari italiane” (“Heritage and relationship marketing for Italian agri-food companies”)
Marta Maria Montella, Patrizia Silvestrelli
Micro & Macro Marketing, 1, April 2020