This thesis analyzes Simonelli Group, a manufacturer of professional coffee machines based in the Marche region and present in over 130 countries, and its internationalization path toward the Argentine market. The company already sells in Argentina, but its presence in the country remains limited, as it relies exclusively on multi-brand distributors that have no particular interest in developing the brand locally. The aim is to understand whether this entry mode is still the most effective one, given the macroeconomic and competitive conditions of the country. The analysis was mainly carried out using customs data from the United Nations database (UN Comtrade), other official sources from the Italian and Argentine governments, and market reports. It is important to point out that Simonelli Group did not actively take part in the research and, as a result, the analysis is based solely on public information. The proposed strategy is therefore assessed for its consistency with the company's resources and with market conditions, and not through a cost-benefit analysis. What emerges from this work is that Argentina has no domestic production of professional coffee machines and depends almost entirely on imports. Moreover, the country is going through a period of change marked by greater stability and the removal of import barriers, which has led purchases from Italy, the market's leading supplier, to grow by 80% in volume in a single year. Simonelli Group's direct competitors are La Marzocco and Cimbali Group. Their entry mode is similar, the difference being that it is complemented by a channel of their own, consisting of an importer dedicated to the brand in the first case and an alliance with a local roaster in the second. Argentina today appears to be a recovering market, but it is still emerging from a long negative period, inflation remains high and capital controls could be reintroduced by decision of the central bank. For this reason, the thesis proposes that the company open a representative office in Buenos Aires. This is a hybrid solution that ensures a stronger presence in the country while limiting exposure to risk. Specifically, the relationship with the Argentine distributors would be maintained, but with some changes: all logistical and financial aspects would remain unchanged and the responsibility of the distributor, while marketing and demand generation would come under Simonelli Group's control.
La presente tesi analizza Simonelli Group, produttore marchigiano di macchine da caffè professionali presente in oltre 130 paesi, e il suo percorso di internazionalizzazione verso il mercato argentino. L’azienda vende già in Argentina ma la sua presenza nel paese resta limitata, affidandosi esclusivamente a distributori multi-brand che non hanno interessi particolari nello sviluppare il marchio sul territorio. L’obiettivo è comprendere se questa modalità di ingresso sia ancora la più efficace, considerando le condizioni macroeconomiche e competitive del paese. L’analisi è stata principalmente condotta attingendo ai dati doganali offerti dal database delle Nazioni Unite (UN comtrade), ad altre fonti ufficiali dei governi italiano e argentino, oltre che a report di mercato. È importante precisare come Simonelli Group non abbia partecipato attivamente alla ricerca e, di conseguenza, l'analisi si fonda esclusivamente su informazioni pubbliche. La strategia proposta è, quindi, valutata per coerenza con le risorse dell'impresa e con le condizioni del mercato, e non attraverso un'analisi costi-benefici. Quello che emerge nell’elaborato è che l’Argentina non ha una produzione interna di macchine da caffè professionali e dipende quasi interamente dall’estero. Inoltre, il paese sta attraversando una fase di cambiamento caratterizzata da maggiore stabilità e rimozione delle barriere all'importazione, facendo aumentare gli acquisti dall’Italia, primo fornitore del mercato, dell’80% in volume in un solo anno. I concorrenti diretti di Simonelli Group sono La Marzocco e Cimbali Group. La loro modalità d'ingresso è simile, con la differenza che è integrata da un canale proprio, caratterizzato da un importatore dedicato al marchio nel primo caso, e da un'alleanza con un torrefattore locale nel secondo. L'Argentina appare oggi un mercato in ripresa ma sta ancora uscendo da una lunga stagione negativa, l'inflazione resta elevata e i controlli sui capitali possono essere reintrodotti per decisione della banca centrale. Per questo motivo, la proposta della tesi per l’azienda è l’apertura di un ufficio di rappresentanza a Buenos Aires. Questo rappresenta una soluzione ibrida che garantisce una presenza più solida nel paese limitando l'esposizione al rischio. Nello specifico, verrebbe mantenuto il rapporto con i distributori argentini ma con delle modifiche: tutti gli aspetti logistici e finanziari rimarrebbero inalterati e di competenza del distributore, mentre la parte di marketing e generazione della domanda passerebbe sotto il controllo di Simonelli Group.
ENTERING FOREIGN MARKETS: The Case of Simonelli Group S.p.A in Argentina
PALAZZI, TOMMASO
2025/2026
Abstract
This thesis analyzes Simonelli Group, a manufacturer of professional coffee machines based in the Marche region and present in over 130 countries, and its internationalization path toward the Argentine market. The company already sells in Argentina, but its presence in the country remains limited, as it relies exclusively on multi-brand distributors that have no particular interest in developing the brand locally. The aim is to understand whether this entry mode is still the most effective one, given the macroeconomic and competitive conditions of the country. The analysis was mainly carried out using customs data from the United Nations database (UN Comtrade), other official sources from the Italian and Argentine governments, and market reports. It is important to point out that Simonelli Group did not actively take part in the research and, as a result, the analysis is based solely on public information. The proposed strategy is therefore assessed for its consistency with the company's resources and with market conditions, and not through a cost-benefit analysis. What emerges from this work is that Argentina has no domestic production of professional coffee machines and depends almost entirely on imports. Moreover, the country is going through a period of change marked by greater stability and the removal of import barriers, which has led purchases from Italy, the market's leading supplier, to grow by 80% in volume in a single year. Simonelli Group's direct competitors are La Marzocco and Cimbali Group. Their entry mode is similar, the difference being that it is complemented by a channel of their own, consisting of an importer dedicated to the brand in the first case and an alliance with a local roaster in the second. Argentina today appears to be a recovering market, but it is still emerging from a long negative period, inflation remains high and capital controls could be reintroduced by decision of the central bank. For this reason, the thesis proposes that the company open a representative office in Buenos Aires. This is a hybrid solution that ensures a stronger presence in the country while limiting exposure to risk. Specifically, the relationship with the Argentine distributors would be maintained, but with some changes: all logistical and financial aspects would remain unchanged and the responsibility of the distributor, while marketing and demand generation would come under Simonelli Group's control.| File | Dimensione | Formato | |
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https://hdl.handle.net/20.500.12075/28405