Brembo Case

1. Strategic Model of Brembo

 Be Italian and a family owned business, however keep a strong international indenty.
Conduct business around the world and employ people from many different nationalities.
70% of ist products are exported to seventy different countries. 19 firms and 15
production sites over the world. Spred risks. Work in Italy and overseas with high profit.
 Crossed networks of mechatronics, research & development, Innovation & technology
and so on. Innovate further and test products in a pre competitive environment.
 Gather as many IPs as possible through constant innovation. This lets Brembo be the first
one and the standard in one market segment. Besides direct sales, they can earn a lot of
money with IP. This saves Brembos innovation and offers a business opportunity-
 Work together with many different clients. Follow-the-customer-strategy Not just
business orientated but a true collaboration. Lets Brembo develop products directly in
collaboration with a client. Therefore, it is easier to construct a perfectly fitted end
product. The knowledge from the client can be taken, to develop a perfect brake, from
which the client will benefit in the end.
 Motivation drives innovation. The team always needs to be young, dynamic and
motivated. Keep the cumulative age of workers low. Young people see changes coming.
Furthermore, mechatronics and engineers are in the H&R of Brembo. They know the logic
behind the end product and what needs to be done to get there.
 Innovative products, materials and original product design. Set the standard for
performance and safety.
 Commercial acitvities -> formular 1, Moto GP, Nascar + the famous Brembo logo on the
brake

2. Why the red kilometer is started?

 „Multidisciplinary knowledge district”
 Enhance the strong international identity
 Infrastructure networks, transfer of knowledge. Test the realization of project in a pre
competitive environment.
 Create Intellectual Property