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Earlier this year Business School Sussex MBA students visited Veneto, Italy, to explore how four pioneering companies have balanced innovation and tradition, whilst keeping sustainability at the forefront of their company ethos. Students witnessed the manufacturing processes of global group De’Longhi; luxury shoemaker Rossimoda, luxury glass maker Nason Moretti, and prosecco makers Villa Sandi. We interviewed three students, Ankita Yadav, Vishal Malhotra and Amy Wang, to find out what insight they gained from this unique experience, and how it has changed their views on production methods in business.

What was the most intriguing insight, knowledge, or learning you gained from the Sussex MBA trip?

Ankita Yadav: During the MBA trip, I was amazed by the level of intricacy, meticulousness, and precision involved in the production of everyday products such as shoes and wine. The Rossi Moda factory visit opened my eyes to the detailed process of shoemaking, making me appreciate the value of the shoes I wear.

Vishal Malhotra: Interacting with a start-up owner over dinner allowed us to learn first-hand about the challenges and opportunities faced by entrepreneurs in Italy. We gained insights into the start-up ecosystem, market trends, funding sources, and the importance of adaptability and resilience in a competitive business landscape, so it was an incredibly valuable experience.

Amy Wang: The most intriguing insight for me was from the Rossi Moda visit. Witnessing the artisans' dedication and learning about luxury brands like Yves Saint Laurent, GUCCI's acquisition of YSL, and Givenchy's collaborations with Audrey Hepburn added depth to my appreciation. Luxury goes beyond products; it's about passion and artistry.

Experiencing Rossi Moda's commitment highlighted the allure of luxury brands, emphasising craftsmanship, exclusivity, and perfection. This experience reshaped my view on luxury branding, emphasizing storytelling, heritage, and emotional connections. I now believe that luxury brands create a rich tapestry of art, history, and craftsmanship for a unique ownership experience.

What was the most significant connection you established between what you observed and what you studied in the MBA?

Ankita Yadav: Throughout my visit to Italy, I found numerous connections between the concepts I learned in the Sussex MBA program and my practical experiences. Specifically, my trip to the De’Longhi Factory aligned perfectly with my knowledge from the Innovation and Operations module, showcasing the implementation of Industry 4.0 and Lean production principles.

Vishal Malhotra: We could relate our studies on global business, international marketing, and intercultural management to the interactions we had with professionals in different companies. We observed how cultural nuances and communication styles influenced business relationships, negotiation processes, and decision-making, underscoring the importance of cultural intelligence in global business settings.

De'Longhi's supply chain strategy mirrored my academic insights. Their collaborative supplier relationships created a resilient and efficient supply chain, meeting customer demands effectively.

Amy Wang: Throughout the trip, our MBA module knowledge seamlessly intertwined with our experience. For instance, Rossi Moda's talent acquisition and management strategies showcased effective people organization, while De Longhi's international success demonstrated the power of strategic internationalization and their investment in Industry 4.0 to enhance efficiency in its operation to keep their competitive advantages.

What did you discover about how these companies blend tradition and innovation to drive progress?

Ankita Yadav: By visiting Rossi Moda and the Villa Sandi Vineyard, I learned how these companies effectively combine traditional elements with contemporary and avant-garde styles to foster innovation. This fusion allows them to create unique designs that resonate with modern consumers while preserving the essence of their brand's heritage and identity.

Vishal Malhotra: When we visited the Nason Moretti glass factory, we had an opportunity to witness the intricate artistry and craftsmanship involved in glassmaking, gaining a deeper understanding of product development, market research, and design management. It was impressive to see their efforts to blend traditional craftsmanship with contemporary designs and explore new markets, emphasizing the significance of innovation and customer-centric approaches.

Amy Wang: I uncovered a compelling synergy between tradition and innovation among Rossi Moda, De Longhi, Villa Sandi, and Nason Moretti. Harmonising heritage with modern strategies to drive progress, Rossi Moda blends traditional craftsmanship with contemporary design, maintaining its fashion prestige. De Longhi excels in home appliances through cutting-edge tech whilst honouring their Italian roots in design and quality. Villa Sandi combines age-old winemaking with sustainability for exceptional wines, whilst Nason Moretti preserves Venetian glassblowing while experimenting with new techniques. These Italian brands expertly mix tradition and innovation to push industry boundaries.

How has this experience influenced your perspective on balancing tradition with innovation in your own context?

Ankita Yadav: The delicate balance between tradition and innovation, as exemplified by Rossi Moda and Villa Sandi Vineyard, has made me realise the importance of maintaining a similar equilibrium in my business ventures. By blending tradition with innovation, I believe it's possible to create products that embody the company's heritage, meet evolving consumer demands, and maintain a leading position in the market.

Vishal Malhotra: My initial view of traditional businesses focused on outdated methods, high operational costs, and slow processes. However, visiting Nason Moretti revealed surprising profit margins despite widespread involvement. It showed how traditional firms employ simple tactics for large-scale success.

My trip to De'Longhi's manufacturing sites transformed my perspective. It reinforced my grasp of operational efficiency and real-world application of supply chain management, lean manufacturing, and process optimisation. Their commitment to excellence left a lasting impact, and I look forward to using these insights in my future endeavours.

Amy Wang: Italian brands, like Rossi Moda, De Longhi, Villa Sandi, and Nason Moretti, skilfully balance tradition with innovation, offering valuable insights for China's real estate industry. Like these Italian brands, China's real estate should respect its rich heritage by incorporating cultural elements into projects to create a sense of identity.

Nason Moretti’s approach is to preserve historical sites, which adds cultural significance. Strong brand identity, as seen in Italian brands, should also be built in China, emphasising cultural and modern features connecting buyers and investors.

Rossi Moda's blend of traditional craftsmanship with modern design can inspire architects in China to create innovative, appealing buildings. Emulating De Longhi and Villa Sandi, China can prioritize quality and sustainability in projects, following global trends toward eco-friendly real estate.

How has this trip transformed your thinking about production methods in business?

Ankita Yadav: After witnessing a variety of manufacturing techniques, I now recognize that the choice of production methods significantly impacts the efficiency, quality, cost, and overall success of a business. This experience has highlighted the importance of selecting the appropriate processes to effectively transform inputs into finished goods.

Vishal Malhotra: One of the most striking observations was how De'Longhi has masterfully streamlined its production processes. Witnessing their operational efficiency in action was nothing short of eye-opening. Their ability to manage inventory with precision whilst maintaining stringent quality control measures was truly impressive.

De'Longhi's compliance with lean manufacturing principles, waste reduction, and continuous improvement reaffirmed my studies. They minimised unnecessary steps, eliminated bottlenecks, and boosted productivity while maintaining product quality, showcasing the power of these principles in practice.

Amy Wang: This trip has expanded my understanding of how businesses can integrate tradition, innovation, and authenticity into their production methods. It has reinforced the idea that a balance between heritage and progress can lead to success, and that businesses can draw inspiration from their cultural roots to create products and experiences that resonate with customers globally.

How has your MBA course influenced your understanding of business models and their operations?

Ankita Yadav: Throughout my MBA course, I have gained a comprehensive set of analytical tools, strategic frameworks, financial acumen, and exposure to real-world examples. This educational journey has nurtured a critical, strategic, innovative, and integrative mindset within me, enabling me to navigate and comprehend the intricacies of business models and their operations more effectively.

Vishal Malhotra: The MBA program provided deep insights into modern business models, highlighting the importance of aligning strategy, value proposition, and revenue generation. It emphasized innovation and adaptability for success and the need for adjusting business models to different contexts. I now feel more comfortable with the financial aspects, including cost structures, pricing strategies, and financial projections, due to coursework and financial management modules.

The program also stressed the entrepreneurial aspects of business models, underlining the significance of creativity, risk management, and resource allocation for building successful ventures. This experience enriched my theoretical knowledge and equipped me with practical skills, making me well-prepared to handle business models in a fast-changing business landscape.

Amy Wang: The module ‘Managing People and Organizations’ revealed how Rossi Moda nurtures a skilled workforce for luxury footwear by training artisans, fostering a culture of craftsmanship and innovation.

‘International Business’ helped me understand De Longhi's global expansion, market adaptation, trade regulation handling, and ability to meet diverse consumer needs worldwide.

‘Strategic Brand Management’ unveiled Villa Sandi's wine marketing strategies, emphasizing tradition, quality, and global differentiation.

Through ‘Managing Operations’, I can see how Nason Moretti has optimised glassblowing techniques, managed inventory, and delivered quality glassware to customers.

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