In August, Il Sole 24 Ore published two contributions – by Giuliano Noci and Carmine Fotina – that prompted reflection on the evolution of Italian exports.
The picture that emerged was less dramatic than what is often reported, yet equally clear: Italian companies need to open new routes if they want to grow and reduce the risk of excessive concentration in a few markets.
Ten years of surplus, but not everywhere
According to the Istat-Ice report, over the past ten years Italy has recorded an overall trade surplus of 30%, with particularly strong performances in:
- USA and Canada (+17 billion),
- non-EU European countries (+28 billion),
- Oceania (+8 billion).
Conversely, Italy has lost ground in markets that are now extremely dynamic:
- East Asia (–26 billion),
- Central Asia (–8 billion),
- Africa (–14 billion).
Mature markets vs. emerging markets: two different challenges
As many commented on my recent LinkedIn post, exporting to the United States is “easier.” It is a market that knows and appreciates Italian products, where purchasing power is high and our offer enjoys a well-established reputation.
The situation is quite different in Southeast Asia, Africa, or South America. Here, Chinese competition has been present for years, often with aggressive pricing strategies. In these areas, the “Made in Italy” brand does not yet carry the same weight it does in mature markets, and price remains a decisive factor.
Why a change of course is needed
Despite these difficulties, I believe Italian SMEs have no real alternative: if we want to grow – and above all spread risk – we must learn to look at these emerging markets.
Remaining anchored only to Europe or the USA means giving up future development opportunities and becoming excessively dependent on a limited number of geographical areas.
The challenge for SMEs
For a small or medium-sized Italian enterprise, approaching such distant markets is not simple. It requires:
- solid preliminary analysis,
- the ability to identify the right partners (distributors, agents, importers),
- a medium-term strategy that considers cultural barriers and local dynamics,
- and, increasingly, a strong digital presence.
SMEs cannot afford to participate in dozens of trade fairs around the world, but they can – and must – invest in a well-designed digital showcase. One that conveys professionalism, tells the story of their products, and serves as a credible first point of contact for new clients and distributors.
Conclusion
Every industry follows its own rules: there is no one-size-fits-all solution.
This is why I make available tools that help companies understand not only which markets are most dynamic, but also which contacts can realistically turn into concrete opportunities.