My work sits between commercial strategy and the operating reality behind it: sales channels, strategic customers, technical teams, factories, pricing and margin.
Let’s discuss international markets and commercial developmentBetween 2019 and 2023, as Country Manager of an industrial coatings joint venture, I led a change connecting market segmentation, technical development, brand positioning and distribution. The transition required medium- and long-term planning.
Revenue was concentrated in a small number of large accounts. Discount pressure and application support absorbed much of the commercial and technical capacity. Assessing development opportunities required considering sales, the work needed to serve customers and the capacity available for new business.
Market and competitor analysis directed the project towards manufacturers in the luxury segment, where Made in Italy, quality and exclusivity mattered in the choice of finishes. Working with the designers behind their collections helped identify needs and develop relevant application solutions.
Working with luxury brands and designers also made the range attractive to distributors: their customers wanted products that could help them achieve results inspired by those reference brands. An exclusive project with limited material consumption could therefore support positioning and create opportunities beyond the direct customer.
We developed a network of 14 qualified distributors serving the luxury segment. On-site training for their technical staff, branded showrooms, co-branding, events, trade fairs and social selling on local platforms supported application capability, recognition and market relationships.
Gradually moving away from large accounts initially affected revenue. The cost of change had been planned and included in the budget. The roadmap also tracked leading indicators: solution development, designer engagement and access to technical trials. The pipeline helped assess progress as the new network developed.
I had considerable operational autonomy, working in agreement with the Chinese partner. The development plan was also approved in Italy and reviewed as the project progressed, with adjustments based on results. Frequent briefings and feedback to colleagues helped coordinate execution.
The project developed a network of 14 qualified distributors and a more diversified customer base. Work with luxury brands and designers generated demand through the network, while commercial and technical activities focused more closely on application support and customisation.
Collanti Concorde
Responsible for international commercial strategy, sales channel development and relationships with key industrial customers at an industrial adhesives manufacturer.
ddchem
I built and developed distributor coverage across 11 Asia-Pacific markets, combining market mapping, customer development, negotiation and technical-commercial follow-up.
ICA Group S.p.A.
I led the commercial and operational development of ICA Group's China joint venture, coordinating local sales in industrial coatings and aligning the business with Italian and Chinese management.
Cotto Veneto Group
I developed project-based business in building materials by identifying opportunities, selecting partners and preparing commercial proposals for final customers.
Map customers, competitors, routes to market and decision structures before committing resources.
Select and develop distributors, strategic customers and local partners around clear commercial priorities.
Connect the commercial promise with pricing, technical qualification, production, logistics and margin.
Bologna Business School · Bologna, Italy
IUAV University of Venice · 107/110