FABIO CONTE
MICHAEL FLORENCE
The brand wants to convey the importance of the role of the CEO in a Company.
A successful CEO would be a charismatic person, graduated in a prestigious University, with a great strategic Vision, accompanied by a process that inevitably leads to the top, with the ability to make optimal decisions when under pressure.
OTHER BRANDS
INSPIRED TO "THE PROJECT ORIGIN"
COLEMAN
The brand wants to convey the importance of the role of Lawyer.
The lawyer is a professional expert in law who provides assistance in favor of a party in the trial, acting as a consultant and legal representative, both judicial and extra-judicial, on behalf of his client.
LAMBERT
The brand wants to convey the importance of security vigilance.
A Private security vigilance with its men and its services, can play an important role in guaranteeing urban security, integrating the great work carried out by the forces of public order.
“Nel temperamento americano c’è una qualità, chiamata resiliency, che abbraccia i concetti di elasticità, di rimbalzo, di risorsa e di buon umore. Una ragazza perde il patrimonio, senza stare a commisurarsi si metterà a lavare i piatti e a fabbricare cappelli. Uno studente non si sentirà svilito lavorando qualche ora in un garage o un un caffè. Ho visto l’America alla fine della presidenza Hoover, in una delle ore più tragiche della sua storia, quando tutte le banche avevano chiuso e battenti e la vita economica era ferma. L’angoscia stringeva i cuori, ma l’allegria e la fiducia splendevano nei volti di tutti. Ad ascoltare le frasi che si scambiavano si sarebbe detto che era tutto un enorme scherzo. E se qualche finanziare si gettava dalla finestra, non posso impedirmi di credere che lo facesse nella ingannevole speranza di rimbalzare” – Paul Claudel.
Il libro vuole descrivere il concetto di resilienza, un concetto che indica la capacità di far fronte in maniera positiva ad eventi ardui, di riorganizzare positivamente la propria vita dinanzi alle difficoltà, di ricostruirsi restando sensibili alle opportunità positive che la vita offre, senza alienare la propria identità. La storia narra di un ragazzo che si ritroverà a gestire una realtà che non poteva aspettarsi o prevedere, grazie alla resilienza che ha dimostrato in diverse situazioni, complesse ed ostiche, di vita.
SYNERGY AS A SOLUTION
A Modular System you won't stop appreciating
FC ORGANIZATION
INFO & CONTACT
BUSINESS & ADMINISTRATION
S: www.fcogroup.it
E: fco.treasury@gmail.com
Be wary by similar email address
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Your Partner in Brand Idea, Licensing &
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Under Management and Coordination of:
FCO BRAND HOLDING -
Executive Management for International B&T (Business & Trade)
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ABOUT US
FCO SYSTEM
Our Value
Collaboration
Internazionalization
Innovation
GROUPTHINK - HOW WE WORK
We create tailor-made brands based on a preliminary analysis of the specific needs and opportunities for the growth and development of companies and/or individuals.
Through our media we manage to overcome all boundaries, we build trust from our success stories and our reputation through facts. Thanks to our media, we can position messages across a wide range of audiences, whether for specific B2B needs of highly segmented customers, such as B2C actions or B2B2C for highly viral product conversations.
In this perspective, FCO aims to develop a systemic level as a brand (and product) of excellence and an exclusive mass event.
"ENCODING YOUR MARKETING"
BUSINESS OVERVIEW
The Business Plan for the future represents an important step for the organization. In fact, it increases and consolidates results and margins on traditional business lines and - through important investments/agreements - provides for the concrete start of further important development on new and important business lines (licensing in various sectors). Added to this is a structured process, currently being finalised, of optimization and revision of the organisational/management model (organisation, process efficiency and management control) to support the pursuit of the strategic objectives of the Plan.
The implementation of the Plan is based on a series of "enabling factors" which, on the one hand, concern the know-how gained over the years both from a technical-production point of view and from a commercial point of view and, on the other, concern the important investments combined with a profound review and optimization of organizational-management processes and models.
Our Goal is to be the Best Integrated Provider of Brand Services.
Distribution units
Distribution units
The New-CommerceTools
The New-CommerceTools
Co-Working Space
THE LICENSING
The development of the business in FCO is closely linked to the precise desire to keep alive and continuously efficient what has been built so far, especially in the initial sector, i.e. the clothing sector.
Collaboration with various national and international business partners has always represented the core of FCO's activity, so much so that it is precisely thanks to these relationships that the very birth of this reality is due.
This networking has allowed us to maximize the intense Licensing out activity: FCO is always looking for opportunities to enter into licensing agreements that allow us to expand the product portfolio of the licensees; FCO is currently sponsoring Licensing partnerships with the brands in its portfolio, in various sectors, with business partners who are interested in expanding the territorial and commercial markets in which they work.
The objective is to strengthen the commercial impact of licensing projects within national and international borders by spreading the presence of licensing partners on those markets where they do not promote or are not directly involved.
The Licensing Out activity is destined to grow in the near future thanks to the large number of products in progress and the consequent need to offer them adequate partnership opportunities.
FCO's entrepreneurial commitment and resulting prospects are geared towards exploring strategic partnerships that can advance the product portfolio across diverse sectors, such as apparel, food and drink, toys and entertainment, watches, jewelery and perfume, home living and automotive (interior design).
PARTNER STRATEGY
For many companies, creating and managing a network of business partners is not a choice, but a necessity that brings with it great advantages and demanding challenges. Companies are made up of people and are constantly changing and evolving. Relationships are the basis, if they are not taken care of it is natural for them to fray. Therefore it is necessary:
- build a relationship of trust,
- cure it over time,
- renew it so as not to lose interest.
Easy when resellers/distributors are few and close by; more complex when the number increases and/or the distances increase. It is no longer a question of renewing and reviving the relationship on a day-by-day basis, but of planning growth together, capable of promoting business results in the medium-long term (without multiplying the complexity of the system). FCO is oriented towards development of a partner strategy capable of expanding joint growth.
ABOUT LICENSING
OVERVIEW
Licensing means the commercialization of licenses with which the licensor grants the licensee the right to use a patent, a trademark, a certain know-how or a fundamental element for the production and / or the marketing of a product or service.
This form of partnership, due to the benefits it entails, has had a great development at an international level (International Marketing). For the company that grants the license, the license agreement is a means of extending the use of intellectual property, penetrating a new market without having to make direct investments in production plants and distribution networks. For the licensee, that is, for those who use the license in their own country, it means being able to enter a new business quickly and with modest risks.
If, on the one hand, licensing allows rapid entry into new markets without having to sustain entry costs, on the other, it requires the company to undergo considerable research and development dynamics and constant attention to innovation. With the granting of licenses, in fact, the company disseminates know-how and therefore runs the risk that the licensee will acquire knowledge such as to become a competitor when the contract comes to end. Therefore, if the company does not want to be reached by licensee companies, it must maintain a constant development gap. In addition, the licensor also runs the risk that the licensee's behavior could damage the brand image or the reputation of the company, in the event that the licensee does not meet certain quality or reliability standards.
FCO want to share a "Brand Extension" with owners of companies who are interested in expanding their business.
In the Licensee's perspective, the licensing agreement represents an effective alternative to overcome the barriers to entry in the sector / market of reference and the risk perceived by consumers on a functional and psycho-social level. It is known that overcoming these barriers implies high (and risky) investments in marketing, which are essential to achieve adequate levels of reputation, image and distribution coverage. The use of the FCO "brands" acts as an attraction factor for intermediate and final demand: this allows to achieve, with limited investments, a high level of notoriety in the sector in which business owners operate effectively and immediately. The expected "utility function" consists in increasing National and International competitiveness.
The collaboration begins with subscription of a Trademark license agreement, through which the licensee will be able to start his business or increase it using advantage and poularity of the Trademark licensed on the products / services offered.
HOW WE ARE ORGANIZED
We operate on a global scale. We are constantly looking to personnel for marketing activities on fco products. Our staff are based in the IT Region and around the world (trought collaborations), where they can offers the best support to customers.
Our structure allows us to respond more quickly to customers, to build local supply chains and alter our approach based on the needs of each region.
DUTIES OF MARKETING DEPARTMENT
The team of a corporate marketing office must be directed by a marketing manager who knows how to structure the tasks of:
- Promote the company's products and services according to the corporate objectives,
- create a fertile ground for the sales actions of the sales team, on which the responsibility for closing orders falls.
The above highlights the importance of perfect harmony between the two teams, the need for an open flow of information, and the mutual knowledge of the actions on the market carried out by both teams.
Returning to the marketing department, there are four main areas of expertise, on which all the activities aimed at achieving company objectives are governed in cascade.
- Identify the areas where the product fits - This is where the company should focus its marketing strategy and, therefore, spend its budget for maximum reach and results. I am not referring only to the identification of new markets, but also to the strengthening of sales on already acquired markets with the development, for example, of new products.
- Build relationships with the reference interlocutors - The task of the marketing department is to expand the customer base by creating new contacts (Lead generation). To do this, develop awareness and knowledge of the company, the brand, its products and services. Furthermore, with a subsequent action plan, the marketing team will accompany the contact along the purchasing process, acquiring more and more information to create new business opportunities for the company. At this point the new contact will pass to the sales force who will have to transform him into a customer.
- Involve the acquired customer - Another responsibility of the marketing department is the involvement of existing customers. The best way to do this is to listen to what they have to say and their needs in order to provide what they need. With respect to customers already acquired, the marketing team can, for example, implement up-selling and cross-selling activities.
- Monitor the market, the competition, the results - To carry out its business in the best possible way, the marketing department must monitor the market and the competition. Each company lives in an entrepreneurial fabric that changes and changes over time. Not recording these changes means ingesting one's promotion into outdated and therefore no longer efficient models.
Similarly, it is essential to analyze the results of marketing activities to verify their goodness or to introduce changes to better achieve business objectives.
