Entering the Italian market can be an attractive opportunity for international companies, but it is often underestimated.
Beyond legal and fiscal considerations, many challenges arise at an operational, commercial, and coordination level — and these are frequently the reasons why projects slow down or fail.
Below are the most common mistakes international companies make when entering Italy, and how to avoid them.

1. Assuming Italy Works Like Other European Markets
One of the most frequent mistakes is treating Italy as a “standard” European market.
In reality, Italy operates through:

• highly fragmented supplier networks
• strong regional differences
• relationship-driven business practices

Processes that work smoothly in Northern Europe or the UK often require adaptation in Italy. Decision-making paths may be less linear, and informal dynamics play a much bigger role.
How to avoid it:
Invest time in understanding local operational habits and adapt your execution model accordingly.

2. Underestimating the Importance of Local Follow-Ups
In Italy, progress often depends on consistent and direct follow-ups.
Emails alone are rarely sufficient, and unanswered messages do not necessarily mean disinterest.
Without regular follow-ups:

• timelines slip
• responsibilities remain unclear
• issues stay unresolved

How to avoid it:
Ensure there is someone on the ground who can follow up consistently, clarify priorities, and keep all parties aligned.


3. Relying Too Heavily on Remote Coordination
Many international teams attempt to manage Italian operations entirely from abroad.
While this can work in early stages, it often leads to:

• miscommunication
• slow response times
• lack of accountability at the local level

Remote coordination makes it difficult to address problems as they arise, especially when multiple suppliers or stakeholders are involved.
How to avoid it:
Combine remote management with a local operational presence that can intervene when needed and keep momentum.


4. Working with Too Many Uncoordinated Local Partners
Italy’s business environment is rich in specialized suppliers, but fragmentation can quickly become a problem.
Without clear coordination:

• suppliers work in silos
• information is lost between parties
• no one takes ownership of the overall outcome

How to avoid it:
Establish a single point of coordination responsible for aligning suppliers, tracking progress, and ensuring accountability.

5. Expecting Immediate Execution Without Relationship Building
Trust matters in Italy.
Even in B2B environments, relationships strongly influence responsiveness and collaboration.
Companies that focus exclusively on contracts and formal structures often struggle to gain traction.
How to avoid it:
Invest in building working relationships and credibility on the ground. Execution improves significantly once trust is established.

6. Delaying Decisions When Issues Arise
Operational issues are inevitable when entering a new market.
The real risk is not the issue itself, but delayed decision-making.
When problems are left unresolved:

• costs increase
• suppliers lose focus
• projects stall

How to avoid it:
Ensure there is local decision-making authority that can address issues quickly and keep operations moving.

Final Thoughts
Entering Italy successfully requires more than a good product or service.
It requires local presence, operational discipline, and consistent coordination.
International companies that invest early in these aspects experience:

• fewer delays
• smoother execution
• greater visibility across operations

Most importantly, they avoid building unnecessary local structures while still maintaining control and momentum.

Need support on the ground in Italy?
If your company is entering the Italian market or already operating locally and facing coordination or execution challenges, having a reliable local operational partner can make the difference between progress and stagnation.