I N T E R N AT I O N A L M A N A G E M E N T

Mele Federico Manganiello Matteo Luca Mariavittoria

Milluzzo Alberto Tositti Giulia Marangon Caterina

Ca’ Foscari University of Venice

M U R A N O G L A S S I N D U S T R YA N A LY S I S O F A V E N I C E M A N U FA C T U R I N G D I S T R I C T

A L O N G T R A D I T I O N O F PA S S I O N

A B R I E F H I S T O R Y O F M U R A N O G L A S S

• 1224: glass-makers already a trade association

• 1291: Murano the only location of the furnaces

• ‘400: “The Golden Age” of Murano Glass Industry. New techniques of manufacturing.

• ‘800: Huge moment of crisis.

• Post II WW: raising of the most important firms.

• 80-90's: huge growth, sales based on tourism

• There were 256 firms, 2000 employees, more than 150 billions revenues, export was only 35%

“ T H E O L D E S T D I S T R I C T O F T H E W O R L D ” - G . S E G U S O

P I E R O N A S O N

" A I T E M P I D E I N O S T R I G E N I T O R I S I C O N S E G N AVA N O I P R O D O T T I A S E I M E S I , N O N C I S I M U O V E VA D A Q U I , I C L I E N T I A R R I VAVA N O E L I S I

FA C E VA A S P E T TA R E . L E A Z I E N D E C H E H A N N O C H I U S O S I S O N O T R A S F O R M AT E I N U N A P E R D I TA S E C C A D I O C C U PA Z I O N E , E D I I N T E R E L AV O R A Z I O N I . I L S O F F I AT O D A I L L U M I N A Z I O N E , A D E S E M P I O , N O N S I

T R O VA P I Ù , P E R P R O B L E M I D I C O S T I , D I C O N C O R R E N Z A "

N A S O N M O R E T T I S R L

" O U R PA R E N T S W E R E U S E D T O D E L I V E R P R O D U C T S U P T O 6 M O N T H S A F T E R T H E P U R C H A S E , W E D I D N ' T M O V E , C L I E N T S C A M E H E R E A N D

W E R E C O M F O R TA B L E T O WA I T. FA I L E D F I R M S B E C A M E A N E T L O S S I N E M P L O Y M E N T A N D O F S P E C I F I C A R T I S A N A L S K I L L S . I L L U M I N AT I O N

G L A S S D O E S N ' T E X I S T A N Y M O R E B E C A U S E O F C O S T S A N D C O N C U R R E N C Y "

from: “Il sole 24 ore”

I TA L I A N D I S T R I C T S D ATA

Growth of capitalization and decrease of debts, while lowering tensions in cash flow management shows the preference to solve problems internally instead of asking third parts financial hepls (banks). This approach has a negative effect, due to firms composition: low managerial control and skills led to this situation

EBITDA is positive while current liabilities are bigger than current assets

Also noticeable is the incoming difference between technological districts and traditional ones: huge need of INNOVATION

A C C O R D I N G T O I N T E S A S A N PA O L O 2 0 1 3 R E S E A R C H

M U R A N O D I S T R I C TF O C U S I N G O N

S O M E N U M B E R S …

• N° of firms in 2012: 502 (381 within 49 employees). • Var % firms between 2011 and 2012: -6,52% • Export 2012: 105 Mln Euro • Var % of Export between 2011 and 2012: +3,96% • Export 2013: 100 Mln Euro • Var % of Export between 2012 and 2013: - 4,1% • Legal battle for past national funding that UE is

considering as "State aid"

The Scenario is Changing

A B O U T W O R K E R S

During the last half century, the number of workers within the district has worryingly fallen down, and, with it, also a lot of firms go bankrupt.

This has led to a decrease of political power compared to bigger districts and thus to a weak regulation.

S W O T A N A LY S I S O F T H E D I S T R I C T

Strong Long-Lasting Tradition Huge Manufacturing Ability

Niche Market (Luxury Products) High Quality Products

Lack Of Cooperation Strong Internal Concurrency

High Costs Of Production Closed Minded

Innovation (3D Printing) Customization Of Products

From B2C To B2B (On Contract) Creation Of A Sharing Mentality

Counterfeiting From China Dislocament On The Mainland

Focus Only On Tourism Lack Of Protection

O P P O R T U N I T I E S T H R E A T S

W E A K N E S S E SS T R E N G H T S

M A N A G E M E N T V S T R A D I T I O N

• Globalization - Rise of foreign competition (North Europe, Slovenia, Czech Rep.)

• Incumbents not able to communicate the story and values of their products

• Lack of presence on the web (no digitalization)

• Low level of organizational strategy and business structure

• Moving the production from Murano to the mainland could be a possible solution (cutting costs of about 30%) but with the threat to loose the Murano’s millenary identity;

P R O M O V E T R OT R Y I N G T O S O LV E T H E P R O B L E M

• Consortium for the promotion of artistic glass of Murano founded in 1985 by a group of craftsmen producing artistic glasswork

• Two major representative groups inside: the ‘Confartigianato Venezia’ and ‘Confindustria Venezia’

• It currently represents roughly 50 artisan and industrial enterprises on the island of Murano

• The goal of this organization is to safeguard, defend and promote Murano’s one thousand years old art

P R O M O V E T R O I N I T I AT I V E S

“ E U R O P E A N G L A S S E X P E R I E N C E ”

• An international celebration of contemporary glass art and its makers in partnership with Finland, Poland, Spain, Sweden, and the UK

• The objective is to support glass art both as European common heritage and as a platform for innovation by visual artists and designers.

• In 2001 the Region of Veneto entrusted to Promovetro the promotion of the trademark Vetro Artistico® Murano (designed by Diego Lazzarini), introduced and governed by Veneto Region Law no. 70 of the 23rd December 1994.

I S P R O M O V E T R O A U S E F U L R E A L I T Y ?

“ A B AT E Z A N E T T I ” F O U N D AT I O N

A T R A I N I N G R E S E A R C H C E N T E R B O R N F R O M M U R A N O ’ S T R A D I T I O N B U T O P E N T O T H E W O R L D .

S C U O L A D E L V E T R O

TA G L I A P I E T R A

C H A N G I N G T H E A P P R O A C H

S E G U S O

S A LV I AT I

L I N O TA G L I A P I E T R AA N I N T E R N A T I O N A L E X P E R I E N C E

E X P O S E D A T: S M I T H S O N I A N , C H R Y S L E R M U S E U M O F A R T, PA L M S P R I N G S A R T

A N A R T I S A N A G A I N S T T H E T I D E …

• Born in murano in 1934

• apprentice of the famous Archimede

Seguso at only 11

• becoming maestro at 21

• revolutionized glass blower technique

• at the end of the 70's travelled to USA

• since ’90 ACT WITHOUT ANY

CONTRACTUAL BINDS

• 1996 open “school of the glass” in

Seattle

• shares traditional venetian techniques

with american glassblowers

“ G L A S S I S A W O N D E R F U L M A T E R I A L .

W H Y ? B E C A U S E T H E G L A S S I S A L I V E . E V E N

W H E N I T I S C O O L , I T I S S T I L L M O V I N G . I T I S

C O N N E C T E D W I T H F I R E , I T I S C O N N E C T E D W I T H

W A T E R , I T I S S O N A T U R A L .

G L A S S I S M Y L I F E . ”

L I N O TA G L I A P I E T R A

A N A R T I S A N A G A I N S T T H E T I D E …

• From Murano to Washington • Renaissance in the Glass Art • Open minded with the international

word • Travels to the USA to promote his

knowledge through courses and lessons • Founded a Museum-Laboratory in

Murano • A recognizable style and superior

technique all over the world • To grow a new generation of

glassmakers: open challenging atelier capable to give experience and stimulus

• Desire to have a big contemporary museum

T H E PA S S I O N O F A FA M I LY

S E G U S O

M U R A N O G L A S S S E G U S O F R O M 1 9 3 7

• Founded in 1937 • Long family tradition of Glass

Makers based in Murano • 3 brands: Seguso Viro, Seguso

Interiors, Seguso Vetri d’Arte. • Owners of: Cenedese Murano and

Gino Cenedese • 2007: Seguso Vetri d’Arte again on

the hands of the family • 2012, a new concept: Seguso

Experience • 2013, n° of employees: 29 • Not only B2C but also B2B

B E Y O N D M U R A N O• Also the B2B market represent an

important % of his income. • Luxury product with high level of quality • Seguso works a lot with foreign

committees (mainly artists and architects)

• Strong International presence (America, Asia and Arabia). Seguso USA

• Special Project Seguso: a division for customized products. Pierpaolo Seguso.

• Study of the project, making of champions, photographic documentation in the realization phase, render production as a simulation of the ambient

P R O J E C T F O R “ F O U R S E A S O N S R E S O R T ” I N D U B A I

F I N A N C I A L T R E N D S

C C N

-500000

-375000

-250000

-125000

0

2011 2012 2013

P R O F I T S & L O S S E S

-400000

-300000

-200000

-100000

0

100000

200000

300000

2011 2012 2013

R O E

-80

-40

0

40

80

2011 2012 2013

R O S

-12

-6

0

6

12

2011 2012 2013

• L O S S E S : - 3 8 1 1 0 8 • R O E : - 7 0 , 6 8 • R O S : - 1 1 , 0 2 • C C N : - 2 5 3 8 3 6

S E G U S O E X P E R I E N C E

W H Y T H I S I N I T I A T I V E ?

• Tell the story of the Italian “saper fare”

• “Bello & Ben Fatto” linked to a subjective idea of craft work.

• Creation of cultural and social relationships through the visual experience

• Quality means instill in the customer the willing to become an ambassador of the product

• A chance for the entrepreneur to understand mistakes and new market opportunities

• From the “culture of secret" to a “culture of the story-telling”

S A LV I AT IA N E W W AY O F T H I N K I N G T H E G L A S S

• Founded in 1859 • 11 employees • Faced a crisis from 2007 to

2012 due to huge debts • From 2011 owned by Umana

Forma S.r.l. • Works with several

important designers • An innovative way of

thinking the business

S O M E I N F O R M AT I O N S

F I N A N C I A L S I T U AT I O N I N 2 0 1 4• L O S S E S : - 7 7 1 1

R O E

-80-60-40-20

020

2012 2013 2014

C C N

-300000

-150000

0

150000

2012 2013 2014

R O I

-3

-2,25

-1,5

-0,75

0

0,75

1,5

2012 2013 2014

P R O F I T S & L O S S E S

-12000

-9000-6000-3000

03000

2012 2013 2014

• R O E : - 7 9 , 2 3 • R O I : - 1 , 6 7 • C C N : 3 4 5 6 1

W H E N T H E T R A D I T I O N O F G L A S S M E E T S T H E I N N O VAT I O N O F 3 D P R I N T I N G

• Two famous designers: Lanzavecchia & Wai

• An innovative way to promote and produce murano glass.

• An internationalization process: The New Italian Design

• Rhizaria around the world in the last few months. (Corea, Beijing, Istanbul, San Francisco, Santiago del Cile, Madrid, etc.)

S A LV I AT I F O R . E X N O V O

B R E A K I N G T H E M O U L D

W H E N T H E T R A D I T I O N O F G L A S S M E E T S T H E I N N O VAT I O N O F 3 D P R I N T I N G

• A project started in 2011 by Dario Stellon

• A new way of thinking the relationship between design and glass crafting

• VENICE >> FUTURE • Salviati & ReggianiCeramica • The definition of a new or many

alternatives ways of sustainable production

• Union of tradition and innovation

O U R F I N A L C O N S I D E R AT I O N S

To grow and expand internationally:

• open minded and sharing of Venetian manufacturing knowledge (Tagliapietra);

• transmission of the product’s value (Seguso);

• innovative ways: 3D Printing (Salviati);

• more promotion of the Glass Culture trough the web (video, blog, etc.).

T H E P R E S E N TAT I O N I S O V E R

THANK YOU FOR YOUR ATTENTION