16/11/2023 – Whether it's business, of a corporate group or a territory, to be able to compete effectively on the market and maintain an advantageous position with which to pursue growth, it is increasingly important to carry out a strategic analysis.
The analysis can touch aspects linked to the same characteristics of the corporate or territorial reality, but also aspects linked to the choices that are made. A beautiful demonstration comes from a now established brand, a territorial brand in this case, “Cortina d'Ampezzo”.
Well-known ski resort internationally, repeatedly protagonist of some of the most famous film productions in the world, trendy place and scenery of extraordinary beauty, certainly not at risk on a commercial level, but in reality a brand subject to competition like everyone else.
Cortina's fame is linked to tourism, but above all to winter sports, primary venue for countless ski championships, bobsleigh and other international sports disciplines. And to further enhance the image of the territory of choice for sports, with the strategic partnership with Milan, will be the next location for Olympic Games 2026.
Yet Cortina finds itself having to support a very important conceptual transition, because the prestigious mountain incoming market is increasingly moving in another direction, that of structural investments by large international hotel chains that here, to Curtain, precisely because of the Olympics they will see large flows of foreign customers, highly demanding in terms of well-being, design, catering and also sustainability.
Inevitably this involves a natural repositioning of the quality of the accommodation offering in the area, which requires a rethinking of the tourist attractiveness model (and secondly also residential) of Cortina, who looks carefully at the “St. model. Moritz” O “Crans Montana”, certainly more exclusive as a real image and not just a perceived one.
Hence the importance of strategic analyzes when observing the performance of a corporate brand over time, as in this case, territorial.
Our suggestion is therefore to always carefully and competently evaluate choices at company level (and not), reading from multiple perspectives what a market opportunity requires and at the same time entails, not just seeing what it simply offers.
The role of attentive management is a key role, because active strategies must be developed and implemented hand in hand with an in-depth evaluation of the company positioning, to follow – Obviously – the evaluation of internal organizational aspects and the business model.
For more detailed information: management@mito.org.uk
