The food sector is highly representative of the Italian economic context. Moreover, food products are seen as an excellence of Made in Italy, generating consistent levels of exports. The research focuses on this field: it identifies which business model a medium-sized family firm in food sector could adopt in order to manage innovation strategy, also for the purpose of educating customers to appreciate more innovative products. Among qualitative approach, we opted to observe a single case study, i.e. Eataly, which is an internationally successful food chain of large and medium-sized retail shops and restaurants specialising in high-quality Italian food, drink and wine, characterised by a strong policy of innovation. The decision to manage its innovative policy internally makes Eataly an anti-model company. The commercial offer is highly innovative and competitive within its context: the “buy, eat, learn” combination cannot be found in any other business venture with the size and international expansion of Eataly. Highly innovative ideas are supported by traditions in the food and wine sector. Innovation and tradition are not opposites: on the contrary, they represent the cornerstones for achieving and maintaining a competitive advantage. This study holds implications for the capabilities of the food sector in Italy, as a testimonial of Made in Italy around the world. In addition, it highlights the importance of innovation in terms of products and processes along the production and distribution chain. Multiple case study method would be useful. Lastly, in relation to the interview technique, we would set out to increase the number of interviews, by also questioning managers and employees working in the company, as opposed to family members

Innovation in Family Businesses: A Case Study in the Food Sector

GIACOSA, Elisa;CULASSO, Francesca;STUPINO, MARGHERITA
2014-01-01

Abstract

The food sector is highly representative of the Italian economic context. Moreover, food products are seen as an excellence of Made in Italy, generating consistent levels of exports. The research focuses on this field: it identifies which business model a medium-sized family firm in food sector could adopt in order to manage innovation strategy, also for the purpose of educating customers to appreciate more innovative products. Among qualitative approach, we opted to observe a single case study, i.e. Eataly, which is an internationally successful food chain of large and medium-sized retail shops and restaurants specialising in high-quality Italian food, drink and wine, characterised by a strong policy of innovation. The decision to manage its innovative policy internally makes Eataly an anti-model company. The commercial offer is highly innovative and competitive within its context: the “buy, eat, learn” combination cannot be found in any other business venture with the size and international expansion of Eataly. Highly innovative ideas are supported by traditions in the food and wine sector. Innovation and tradition are not opposites: on the contrary, they represent the cornerstones for achieving and maintaining a competitive advantage. This study holds implications for the capabilities of the food sector in Italy, as a testimonial of Made in Italy around the world. In addition, it highlights the importance of innovation in terms of products and processes along the production and distribution chain. Multiple case study method would be useful. Lastly, in relation to the interview technique, we would set out to increase the number of interviews, by also questioning managers and employees working in the company, as opposed to family members
7th Euromed Conference of the EuroMed Academy of Business “The Future of Entrepreneurship”,
nicosia
18-19 November 2014
The Future of Entrepreneurship
EUROMED PRESS
573
585
9789963711277
family businesses; Eataly; food sector; innovation strategy
Dana L.P.; Giacosa E.; Culasso F.; Stupino M.;
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/2318/152356
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