Tecnomodel originated in the early 1990’s when Daniele Scotucci and Daniela Funari were united in matrimony. They had varied career paths in the footwear industry, and now with their marriage and entrepreneurial passions integrated, they decided to form a new company that included their technical and creative skills. They set about starting a successful entrepreneurial venture by deconstructing and revising the process of designing and manufacturing high-end shoes in Italy. Tecnomodel, a high-end service company, occupies a well-defined competitive position in the value chain of the high-value footwear industry. Technomodel offers a one-stop-shop for capturing the creative muses of famous designers. The organisation converts the idea/design into computer sketches that are then translated into operational manufacturing steps with estimated development costs and raw material requirements, and finally developed into a prototype that can be seen, touched and worn. All of this is operational within a fraction of time in which other firms function under the traditional process. “From the idea inception to the project process, to a functional prototype”, this is the simple, but powerful, logic of the service provided by the company. The process begins with the transfer of a shoe sketch into a CAD/CAM application, and then produces a prototype alongside a detailed digital user manual containing all the relevant information regarding the details of producing the shoe on a large scale base. This innovation was a breakthrough in the traditional value chain of the shoe industry. The Tecnomodel business model allows the major brand designers to separate the engineering phase from the manufacturing activity, which gives these designers the opportunity to maintain high quality standards and to control production costs. At the end of 2009, after a period of rapid growth, the entrepreneurs felt that if they wanted to further develop their business then they had to think about a new growth strategy. Three different options have been discussed: 1. To offer new services; 2. To enter new foreign markets; 3. To start an upward vertical integration process. Each of these options has their own trengths and weaknesses, and making a decision was becoming more complex. The entrepreneurs wanted to know, “which of these options could offer Tecnomodel the required opportunity to grow in the long-term?” Daniele wanted to make a choice as soon as possible. Daniela, however, was more cautious, she was not fully convinced about the opportunity to develop according to these three options.

Tecnomodel Case

PARENTE, Roberto;
2011-01-01

Abstract

Tecnomodel originated in the early 1990’s when Daniele Scotucci and Daniela Funari were united in matrimony. They had varied career paths in the footwear industry, and now with their marriage and entrepreneurial passions integrated, they decided to form a new company that included their technical and creative skills. They set about starting a successful entrepreneurial venture by deconstructing and revising the process of designing and manufacturing high-end shoes in Italy. Tecnomodel, a high-end service company, occupies a well-defined competitive position in the value chain of the high-value footwear industry. Technomodel offers a one-stop-shop for capturing the creative muses of famous designers. The organisation converts the idea/design into computer sketches that are then translated into operational manufacturing steps with estimated development costs and raw material requirements, and finally developed into a prototype that can be seen, touched and worn. All of this is operational within a fraction of time in which other firms function under the traditional process. “From the idea inception to the project process, to a functional prototype”, this is the simple, but powerful, logic of the service provided by the company. The process begins with the transfer of a shoe sketch into a CAD/CAM application, and then produces a prototype alongside a detailed digital user manual containing all the relevant information regarding the details of producing the shoe on a large scale base. This innovation was a breakthrough in the traditional value chain of the shoe industry. The Tecnomodel business model allows the major brand designers to separate the engineering phase from the manufacturing activity, which gives these designers the opportunity to maintain high quality standards and to control production costs. At the end of 2009, after a period of rapid growth, the entrepreneurs felt that if they wanted to further develop their business then they had to think about a new growth strategy. Three different options have been discussed: 1. To offer new services; 2. To enter new foreign markets; 3. To start an upward vertical integration process. Each of these options has their own trengths and weaknesses, and making a decision was becoming more complex. The entrepreneurs wanted to know, “which of these options could offer Tecnomodel the required opportunity to grow in the long-term?” Daniele wanted to make a choice as soon as possible. Daniela, however, was more cautious, she was not fully convinced about the opportunity to develop according to these three options.
2011
9781900454445
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11386/3081669
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