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The “Italia brand”: reinforcing the country’s identity and competitiveness

    • Palermo
    • 24 October 2008

          International public opinion has a well-defined image for every country. These impressions, often stereotypes, are influenced by centuries of history, the territory’s formation, the way its citizens behave, and even by chance. They tend to give preference to secondary aspects that have simply had a stronger impact on the collective imagination.
          Italy has always evoked intense emotions, with its first-rate artistic heritage and a culture that – even today – remains the focus of world-wide interest. The fame of single cities such as Florence, Rome and Venice is separate, and even greater than the country itself. For international public opinion, local brands from these cities are more effective, and attractive, than the Italy brand. No other place on earth, excepting perhaps Paris and New York, can boast the same.

          Italy’s name has far too many nuances abroad. This can be confusing for a foreigner with neither the time nor skills to analyze such complexities. A clear, favorable judgment on the country would contribute to an increase in foreign investments and make it easier for Italian citizens to make economic, financial and intellectual alliances. For this reason, the national authorities need to adopt a more professional approach in managing Italy’s “multiproduct”: they need to send out a well-defined, unified message. Otherwise, Italy runs the risk of being seen simply as a lovely, decorative, but useless country.

          Quality products are needed, of course, but even that is not enough for international success. Right now, it is clear that the lack of sufficient professionalism is diminishing national excellence. Italy’s excellent products are being denied a basic characteristic: the possibility to produce them on a large scale, which also leads to their absence in foreign chain stores. The new travelers are seeking products with a strong identity that are “characteristic” – unique and closely bound to their place of origin. These concepts, understood theoretically but not applied routinely, must guide brand promotion – first nationally and then, gradually, on local levels.

          What is needed is a policy managed by a recognizable, authoritative “direction” that can plan strategies, set goals, and organize resources. One that knows how to impose rules for all. Turin’s experience during the winter Olympics is exemplary: the area enjoyed a 17.5% increase in visitors, whereas the city had previously been known abroad only for its heavy industry.  The public sector needs to be managed differently – with more effective communications between various agencies (above all, ENIT and ICE) – allowing the private sector to participate, with real tax breaks.

          The culture, art and scenery that are Italy’s legacy – and that are in our safekeeping – must generate resources to keep the country from becoming a sort of rich family that lives off its income, that squanders its fortune instead of developing it. Venice, unfortunately, appears to be living through this very experience: the number of tourists has fallen 23%, almost one out of four, in just a year.

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