Perché le aziende venete devono puntare ai mercati asiatici

The purpose of this contribution is to understand what implies for Italian companies, focusing on the Venetian ones, to become international, also considering the less obvious implications, since today competitiveness increasingly depends on the ability to pursue an international vocation. In summary, the choice of internationalization creates a field on which to test and experiment new business models, a major engine of renewal for a system of enterprises. The Chapter analyses the evident reasons, which are generally known, and especially those are not evident, affecting market strategies and opportunities, concerning four strategic afterthoughts: a) perceiving differently the market and its behavior; b) reformulating brand strategies; c) reconstructing the dimensions of customer value; d) taking a strategic innovation engine. The chapter then analyses the need to organize the company for the renewed internationalization, where a first aspect concerns the human resources management, a second aspect refers to the institutional and regulatory framework, a third one the labour market. The results and evidences of the research indicate how often the entry mode in a new market is done through a replication of the business model, which subsequently, due to the specificity of context and market, may require adaptation leading to a learning process that can generate an renewal effect (mirroring back) on the original business model adopted in the domestic markets, producing strategic innovation.