Presentations

When the value lies not in the product but in the business vision

by Roberto Ziliani*

 (AdobeStock)

2' min read

Translated by AI
Versione italiana

2' min read

Translated by AI
Versione italiana

In an economic climate characterised by ever-faster change, market volatility and increasing global competition, the issue of business competitiveness is once again at the heart of the economic debate. But what factors today enable a company to create long-term value? The answer lies far beyond the product itself.

For decades, competition has focused primarily on what companies produce and how they do so. Today, however, product, process and efficiency are necessary but no longer sufficient conditions. In increasingly saturated and globalised markets, what generates a lasting competitive advantage is a company’s ability to clearly define its raison d’être and translate it into a coherent strategy.

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A product can be compared, a process can be replicated, a price can be negotiated. A genuine vision, however, is much harder to imitate. It is precisely the ‘why’ behind the business – its core identity – that guides decisions on innovation, development, distribution and market relations.

This development is closely linked to the changes in consumer behaviour over the last twenty years. People no longer buy merely functional products. They seek experiences, emotions, environments and meaning. Economic value is gradually shifting from the object itself to the ability to forge relationships and build a recognisable identity. Those who have been able to interpret this transition have consolidated their position; those who have remained anchored exclusively to the logic of cost and volume have seen their competitive margins gradually erode.

In this context, even the very concept of innovation takes on a different meaning. Innovation does not necessarily mean multiplying products or chasing every market trend. Rather, it means knowing how to evolve whilst remaining true to one’s identity. It is a form of strategic innovation that requires continuous investment, a long-term vision and the ability to interpret changes without compromising the company’s distinctive values.

The growing importance of intangible assets confirms this trend. Reputation, brand strength, corporate culture, capacity for innovation and the credibility of leadership are factors increasingly taken into account by investors, partners and stakeholders. These are not abstract concepts, but factors that have a tangible impact on the ability to attract resources, build trust and navigate the various phases of the economic cycle with greater resilience.

The competitiveness of Italian businesses, particularly in highly creative and manufacturing sectors, depends less and less on the ability to compete on cost and increasingly on the ability to transform innovation, corporate identity and culture into economic value. In an economy where differentiation becomes the main barrier to imitation, vision represents a strategic asset on a par with productive investment.

This is why companies that succeed in creating long-term value are not necessarily those that produce the most, but those that have managed to establish a clear and consistent direction. For whilst a product can be copied and a process replicated, an authentic vision remains one of the most difficult assets to imitate.

(*) CEO and Founder of Slamp, President of the Fashion, Design and Furniture Division of Unindustria Lazio, and recipient of the 2024 Compasso d’Oro Lifetime Achievement Award, who spoke at LUISS Guido Carli in Rome.

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