Italian exports are growing, but “a coherent and structured narrative” is needed
After the disasters caused by Covid-19, made in Italy has returned to make its voice heard with force. In 2021, exports grew by 18.2% on the previous year and, even more significantly, by 7.5% on 2019. Two thirds of the total are represented by manufacturing companies, with the fashion and food & beverage sectors being the real flagships.
By adding the automotive sector, another traditional Italian excellence, the strategic consultancy company Lundquist made the 2021 edition of its report .trust, analyzing 34 companies of these industries (half listed and half not) and their way of communicating, in light of the new challenges brought about by the international scenario, which ranges from the energy crisis to “great resignation”.
The fundamental indication that comes from the advisors of prestigious brands such as UEFA, Generali and Intesa Sanpaolo it is the need for a real paradigm shift: “The brand is no longer enough: to deserve the trust of the stakeholders, you need a narrative that enhances the distinctive characteristics of the company”, reads the report. In the post-pandemic, consumers are no longer satisfied with facade initiatives, but want concrete facts and data, like institutional stakeholders. An element worthy of reflection is the presence in the area which, far from being only declared, must instead be embodied in concrete initiatives, which also involve the leadership. Entrepreneurs and managers are required to “express themselves, on the one hand as top figures who are part of managerial governance and, on the other, as the embodiment of a shared vision or, even better, of a purpose that guides every action of the company”.
Mission, vision and purpose they are increasingly widespread anglicisms in the language of companies, but it is not obvious that they translate into operational consequences. Certainly corporate sites mention them more often (compared to the .trust 2020) and in the food & beverage sector in particular, half of the brands explicitly mention it. However, observe Lundquist“most of the statements are relegated to the role of claim, without showing any precise connection with the messages used in the communication”.
It is not a mere stylistic finesse, but a content datum that affects the perception of stakeholders: “The suspicion is that they are conceived as statements more of a facade than of substance, with words that only partially reflect the true essence of the company ”. And be accused of washing – that it is preceded by green, pink or any other word – is the most harmful one can get from communication, in the era of brand activism. “The ability to be credible and coherent will be crucial in understanding how companies are not only present-proof, but, above all, future-proof”, observe the authors of the report, Simona Ortelli And Frances Bellizzi.
With respect to the purpose, it is indicative that only a world-class brand such as Ferrero made reference to it on its corporate website. On this “we have not noticed a step forward”. However, an evolution is underway. In 2020, less than half of the Made in Italy brands examined had obtained a sufficient score to access the final evaluations and only one (Granarolo) had qualified among the Best Performers.
In this edition, Lundquist highlights the six key themes that represent the punctuation of the new corporate storytelling: role in society, strategy in tackling macrotrends (from climate change to supply-chain difficulties), innovation and digital transformation, sustainability commitments and results, diversity & inclusion and top management and leadership, emphasizing their importance both towards external and internal to the company, to give life to a communication that is both more sincere and human.
The theme diversity & inclusion is deeply felt and the report cites cases of both listed (Ferrari, Prada, Moncler and EssilorLuxottica) and non-listed (Barilla and Gucci) companies which are pushing hard in this direction. However, “D&I is not yet a business lever: the next step will be to connect it to the business strategy, defining concrete objectives”.
Equally relevant is the question of climate change, emerged only sporadically in 2020, with various initiatives aimed at increasing the environmental sustainability of its activities. Lundquist quotes Lavazza, Granarolo, Campari, EssilorLuxottica, Moncler, Prada, Sanlorenzo, Ferrari and Stellantis, which, in very heterogeneous ways, are showing attention to the issue through concrete interventions. The leaders of Prada have taken a position precisely on climate change, Miuccia Prada and Patrizio Bertelli, who “with authority, competence and charisma”, represent a best practice of that new protagonism to which the captains of industry are called. This is not an isolated case: among the companies examined, almost one in three CEOs has their own page on Wikipedia. The ability of top roles to get involved is a fundamental element in giving life to what Lundquist defines as “a coherent corporate narrative, which deals with times and critical issues in a structured way”.
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