E&M
2023/1
Contents
Editorial
Dossier. China: So Close Yet So Far
The Internationalization of the Chinese Currency
The Magic Circle of Xi Jinping
The US Strategy to Contain Beijing
Risks and Opportunities for Italian Businesses
The New Silk Road. One, None and a Hundred Thousand
Multicultural Leadership as a Lever for Success
Doing Business in China: The Case of Brembo
Focus. Small and Medium Enterprises: Challenges for the Future
SMEs and Continuity of Success in the New Scenarios of Competition
A Complex Three Years that Bring Problems and Opportunities
Facing the New Normal: Skills, Resources, and Leadership
The Four Strategies to Promote Sustainable Practices
Diversity Management: An Extensive Terrain Still to Be Explored
Mergers & Acquisitions
Management and the Board: A Crucial Relationship in M&A Operations
Internationalization
Administration & Control
Organization & People Management
Smart Work, the South, and Internal Areas for Local Development
Strategy and Entrepreneurship
From Recycling to Redesign: The Challenge of the Circular Economy
The Export Manager: A Strategic Profession for Growth
UNI standard 11823:2021 defines and regulates the duties of the Export Manager (EM). This is a crucial professional figure for companies that wish to internationalize and strengthen their presence in foreign markets. Operating within the sales function, the EM is a figure that combines hard and soft skills, from digital to language, to communication and cultural mediation. The EM must first of all conduct two types of assessments: first of all, they must verify that the company’s business model is consistent with the internationalization project; second, once the target markets have been chosen, they must assess the competitive context in which the company will operate. Upon having drawn up a strategy for entering the market, the EM must then redesign the business model to adapt it to that strategic plan, also defining the commercial and communications aspects. The EM is then responsible for evaluating and managing the risks linked to exports and internationalization in the relevant market. The sum of all of these activities is represented by the Export Business Plan, that is periodically updated and monitored not only by the EM, but also by other corporate functions. Once approved, it must be implemented operationally, usually in the activities of a foreign office. At this point, the preparation operations can be considered completed, and the sales activities in the foreign markets can begin and follow the regular pre-sales, sales, shipping, and after-sales phases.