when setting up stores out of
Portugal. The company’s core
competence is expressed in its
unique reputation. In order to
build an international reputation,
Santini has to change its tradition
-based image. To tell the truth,
contrary to Portuguese customers, customers in Spain or Italy
will be less interested in the Santini brand’s history.
Santini has the potential to be
recognized a global brand like
Amorino. Nonetheless, the company has to bear in mind the perils of a global strategy. It might
change its image, from a tradition-based ice cream parlor to a
more open and universal brand,
in order to increase local responsiveness. It might give up homebased production to speed up
the production process, turning
to include ingredients from all
over the world and not only from
Portugal. It might increase prices
to offer a consistent pricing sys-
tem across all countries it is operating in. Last but not least, it
might lose employee support for
the global operation due to the
changing culture and image of the
company. Since employees are
the main drivers of change, this
last aspect is the most dreadful
one to think of when implementing changes.
Weighing the pros and the
cons of a global strategy can be
inconclusive. In the end, even the
most reasonable strategy might
prove unsuccessful. Nonetheless,
facing the future, Santini has a
great potential to grow in various
perspectives.
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