topics
Economic world of the Veneto region, small and medium-sized enterprises, exports, necessary improvements. Viewpoint of Bettina Campedelli, Professor of Business Economics at the University of Verona.
Bettina Campedelli is Professor of Business Economics at the University of Verona. She has held various institutional positions at the University of Verona, including President of the Evaluation Department (2004–2006) and Vice-Rector (2006–2012). Author of more than 130 publications, including monographs, articles in scientific journals, parts of books, and popular works on the topics of accountability, auditing and compliance control systems in companies, planning and management control in companies, performance measurement and reporting in non-profit organizations, public administration, international and comparative accounting, business history.
Professor, in your opinion, can companies from Verona and Veneto fit into the development of Central Asian countries, starting with Uzbekistan, where GDP growth rates have been recorded at 5% in recent years?
Yes, for sure. Although Verona’s exports have consolidated target markets, especially in the EU region, notable expansion efforts have been made in recent years, producing good results in countries that until recently were considered inaccessible. Among other things, speaking of Uzbekistan, I believe that the technology park model that the country has adopted is particularly stimulating for our business, which demonstrates a vision clearly aimed at attracting foreign investors. Thus, it helps to remember that in the Doing Business report published by the World Bank back in 2020, Uzbekistan was identified as one of the economies that are making the most progress in the ease of doing business.
Which industries offer the most opportunities?
I believe that these are sectors with great technological contributions and unique skills that define Italian entrepreneurship in the world. Obviously, these are primarily tool mechanics, chemistry, and pharmaceutics, but I would not underestimate the potential of consumer-facing industries such as textiles, leather goods, and jewelry. Moreover, in my opinion, the country’s agricultural vocation also makes it interesting to export know-how aimed at developing local production in terms of its ability to create value and, nevertheless, activate positive experiences of the circular economy.
In particular, the Veneto and Verona companies, despite their “medium-small” sizes, are characterized by a strong propensity to export. Where do you think this ability comes from?
I believe that the propensity to export is historically embedded in the DNA of our companies. However, the dynamism of the production structure of SMEs, as evidenced by the significant productivity growth recorded in the last decade, is also reflected in improved competitiveness in international markets, also supported by a strengthened financial structure and, likely, low debt levels. It should also be said that smaller companies that export minimal or even zero volumes still have an indirect impact on overall exports. In fact, they are often useful for the foreign sales of medium and large companies, given their strong integration into domestic supply chains through supply networks.
Where can we act to improve it? We need more input from the country system or another organization of the companies themselves, and we are talking about creating a specific manager involved in exports.
Fortunately, our companies are not accustomed to improvements brought about by government intervention, even though there is certainly room for intervention to support international competitiveness. I believe the most pressing need relates to the structural deficit in the management of our SMEs. However, this problem cannot be solved by including a purely export-focused indicator. The term “managerization” is much broader: it means the definition of an organizational structure suitable for the problems that the company wants to face, meaning the development of business planning and control skills, even and primarily in conditions of noticeable market volatility and instability of international economic balances; meaning the development of corporate skills from craft skills, which should not be lost, into management skills.
In your opinion, is the image of Verona companies positive in terms of innovation and dynamism on international markets?
In these cases, results speak louder than opinions: the data tells us that with exports of 7.8 billion dollars in the first half of this year, the Verona system exceeds the Veneto average (+3.2%) and the national average (+4.2%) with +5.9%, compared to the first half of 2022.
What is the “health status” of the relations between business and universities, especially in Verona?
Relations between universities and the business world have undoubtedly improved compared to the past – and Verona falls within this view – also thanks to the support of the so-called third mission that has characterized the country’s university policy in recent years. However, in my opinion, the contribution that researchers, and not just young professionals, can make, especially in terms of skills, could be strengthened by making sure to facilitate their active and structured presence in corporate life, which is not the case today.
What do you think are the most important educational challenges that a university must overcome to support economic development?
University education has changed greatly compared to the recent past, and the study offerings are wide and varied. I believe that the greatest challenge is to be able to combine educational courses with a cultural basis that will enable young people to confront the complexity and constant changes of the world with a critical spirit and innovative potential, with the technical, specific, and constantly updating needs for applying the training that every profession requires.
