Blue Ocean Strategy and New Business Models in The Food Industry: The Eataly Case

Department of Economics and Finance
Chair of Management
“Blue Ocean Strategy and New Business Models

in the Food Industry: The Eataly Case”
SUPERVISOR
Prof. Paolo Boccardelli
CANDIDATE
Noemi Bologna
ID 178411
ACADEMIC YEAR
2014/2015
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ABSTRACT
Purpose: Aim of this dissertation is to investigate whether Eataly, the largest wine
and food marketplace of the world, entered a Blue Ocean via Business Model
Innovation.
Methodology/Approach: In the first part of this study, an extensive literary review
is presented, solely focused on Blue Ocean Strategy and Business Model Innovation.
Subsequently, after an overview of the main dynamics of competition present in the
creative food industry, this dissertation adopts a case-study approach centered on
Eataly. In particular, in order to systematically examine whether the company
outstripped competition, the thesis follows both a theoretical and an empirical
approach. Indeed, both theoretical - i.e. Strategy Canvas, Business Model Canvas...-
and empirical tools - i.e. an interview and a questionnaire- have been applied.
Findings: Recently, food distribution players, i.e. supermarkets and food boutiques,
have been competing in a scenario that may be undoubtedly regarded as “bloody
red”. In this background, a new retail concept was born, globally known as Eataly,
which combines seemingly opposite and distant concepts in an atmosphere ruled by
a distinctive soul- “Eat, Buy, Learn”-. Hence, being perceived as unique and
innovative by the demand side, and complementary by participants in the market,
Eataly successfully formulated a number of Blue Ocean strategic moves, which
radically reinvented the business model of supermarkets.
Originality/Value: This dissertation, in contrast to a number of previous studies,
aims to investigate Eataly’s Business Model Innovation by applying Kim and
Mauborgne’s Blue Ocean approach, therefore giving a scientific contribution to the
already existing literature regarding this company.
Limitations/Further Studies: The study is limited to the Italian market, hence it
would be curious in the future to similarly analyze Eataly by applying a global
perspective. Moreover, since the questionnaire scored a total of 106 respondents,
prevalently aged between 18-25 yrs., in the future to address the form to a larger and
mature audience may further test the results.
Keywords: Blue Ocean Strategy; Business Model Innovation; Food Retail; Eataly
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Table of Contents
ABSTRACT ........................................................................................................ 4
Introduction.......................................................................................................13
Part I: Theoretical Perspective ..........................................................................16
Chapter 1: Blue Ocean Strategy.....................................................................16

1.1 Introduction........................................................................................................... 16
1.2 Blue and Red Oceans ........................................................................................... 18
1.3 Value Innovation .................................................................................................. 19
1.4 Blue Ocean Strategy: Main Tools and Frameworks ........................................ 22
1.5 Blue Ocean Strategy Paradox .............................................................................. 27
Chapter 2: The Business Model ................................................................... 29

2.1 Definitions ............................................................................................................. 29
2.2 Business Model Innovation ................................................................................. 30
2.3 Business Model Canvas........................................................................................ 32
2.4 Business Model and Blue Ocean Strategy ......................................................... 36
Conclusions .................................................................................................. 38
Part II: Industry Insight ................................................................................... 39
Chapter 3: Italian Large-Scale Food Retailing............................................. 39

3.1 Trends and Categories of the Sector .................................................................. 39
3.2 Industry Rivalry and Factors of Competition ................................................... 43
3.3 Leading Companies .............................................................................................. 44
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Chapter 4: Consumer Analysis ..................................................................... 49
4.1 Outline of the Socio-Demographic Scenario ................................................... 49
4.2 Preferences and Attitudes of the New Consumer ........................................... 50
Conclusions ...................................................................................................51
Part III: The Eataly Case ................................................................................. 53
Chapter 5: The Company ............................................................................. 53

5.1 The Story and the Idea behind Eataly ............................................................... 53
5.2 Tradition meets Innovation ................................................................................ 57
5.3 The Grid of Eataly................................................................................................ 59
5.4 The Company Positioning in the Market .......................................................... 60
5.5 Key factors of Eataly Phenomenon ................................................................... 61
Chapter 6: Eataly Value Curve and Business Model Canvas....................... 67

6.1 Introduction........................................................................................................... 67
6.2 Eataly Strategy Canvas ......................................................................................... 69
6.3 The Eataly Business Model Canvas ................................................................... 75
Conclusions .................................................................................................. 82
Part IV: Empirical Research ............................................................................ 84
Chapter 7: Interview ..................................................................................... 84

7.1: A Conversation with Fiorella Palmieri ............................................................. 84
Chapter 8: Consumers’ Perception............................................................... 88

8.1 Questionnaire ........................................................................................................ 88
Conclusions .................................................................................................. 96
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Conclusions ...................................................................................................... 97
Appendix ......................................................................................................... 101

A: Eataly Manifesto................................................................................................... 101
B: Supermarket Business Model Canvas................................................................ 102
C: Food Boutique Business Model Canvas ........................................................... 103
D: Interview to Fiorella Palmieri (Italian Version)............................................... 104
E: Questionnaire (English Version) ....................................................................... 107
F: Questionnaire (Italian Version) .......................................................................... 112
References: ...................................................................................................... 118
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List of Figures
Figure 1 “Red vs. Blue Ocean Strategy” (Blue Ocean Strategy, 2015) ........................ 19
Figure 2 “Value Innovation” (Blue Ocean Strategy, 2015) .......................................... 20
Figure 3 “Two Strategic Logics” (Kim & Mauborgne, 2004) ...................................... 21
Figure 4 “Strategy Canvas”Source: (Blue Ocean Strategy, 2015) ................................ 23
Figure 5 “The Four Actions Framework” (Blue Ocean Strategy, 2015) .................... 24
Figure 6 “The ERRC Grid”(Blue Ocean Strategy, 2015) ............................................. 25
Figure 7 “Six Paths” (Blue Ocean Strategy, 2015) ......................................................... 26
Figure 8 “Business Model Innovators outperform traditional innovators over time” .

Source: BusinessWeek/BCG Innovation Survey, 2008 BCG Value Science Analysis
................................................................................................................................................. 31
Figure 9 “The Business Model Canvas” (Osterwalder, Pigneur, & Clark, 2010) ...... 35
Figure 10 “BOS and BCG complementarity” (Osterwalder, Pigneur, & Clark, 2010)
................................................................................................................................................. 37
Figure 11 “Modern vs. Traditional distribution Market Share” Table Adapted from
(Venturini, 2009)................................................................................................................... 40
Figure 12 “Number of workers employed in the GDO sector across regions”

Source: (Perito, 2014) .......................................................................................................... 42
Figure 13 “Structural evolution of GDO formats- square meters investments along

with variations in the number of retail stores” Source: (Perito, 2014) ......................... 43
Figure 14 "GDO Market Share" ....................................................................................... 45
Figure 15 “Coop privately-labelled Products” Source: (Coop Italia, 2015)................ 46
Figure 16 “Conad products” Source: (Conad, 2015) ..................................................... 47
Figure 17 “Quality vs. Quantity” readapted from (Venturini, 2009) ........................... 60
Figure 18 “Eataly Strategy Canvas” .................................................................................. 69
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Figure 19 “Eataly ERRC Grid” ........................................................................................ 74
Figure 20 “Eataly Business Model Canvas” .................................................................... 76
Figure 21 “Dispersion of stores visited by consumers” ................................................ 90
Figure 22 “Shopping vs. Dining Areas” .......................................................................... 91
Figure 23 “Demand driven by curiosity” ........................................................................ 92
Figure 24 “Shop Experience as an incentive to visit” ................................................... 93
Figure 25 “Restaurants as an incentive to visit” ............................................................. 93
Figure 26 “Perception of High Prices”............................................................................ 94
Figure 27 “Eataly as the place to be for buying daily products” ................................. 95
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Introduction
The business scenario has become particularly challenging and unpredictable

over the past decades. A large number of industries have turned into overcrowded
sectors, and, in order to stand apart in these matured markets, managers are required
to be dynamic and creative through the development of a successful value-oriented
strategy.
To fight the competition is not enough anymore; what companies have to do is to
radically outstrip competitors, to make them irrelevant, by possibly developing and
implementing a Value Innovation strategy, leading to pursue an uncontested
marketspace- usually called as Blue Ocean-.
In the scenario of a bloody red and rivalry-oriented food industry, around

eight years ago, the largest wine and food market of the world, globally known as
Eataly, opened its doors to the public, becoming immediately the subject-matter of
countless articles and research papers. The grounds are to be found in the fascinating
Business Model innovation the company achieved, and that projects it to be defined
as a particularly uncommon and positively contradictory reinvention of the
supermarkets.
This dissertation is exclusively focused on Eataly and it aims at answering the

following research question:
 Has the Italian food ambassador created a value-oriented strategy that, by

means of a revolutionary business model, permitted it to jump in a Blue
Ocean marketspace?
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In order to provide a clear and systematic pattern to answer the above stated
research question, the present essay has been divided into four parts.
Part I extensively deals with the exposition of the theoretical background,

needed to gain a comprehensive academic knowledge of the subject-matter this
dissertation is based on. In particular, Chapter 1 provides the reader with the
necessary knowledge regarding Kim and Mauborgne’s Blue Ocean Strategy. The
definition, the fundamental tools and frameworks, and the main insights are
extensively introduced as they will be further applied in the case-study section of this
thesis. For the same purpose, Chapter 2 is primarily devoted to expose the concept
of Business Model, along with the Osterwalder’s Business Model Canvas and the
imperative Business Model Innovation.
Part 2, instead, is primarily centered on giving an insight- both from a supply

and a demand side- regarding the main mechanisms present in the Italian large-scale
food distribution sector. In details, Chapter 3 deals with exposing the main dynamics
and trends that caused the main changes in the industry, along with an extensive
analysis of the rivalry and main leaders operating in it. Chapter 4, instead, is focused
on shaping the profile of a new typology of consumer to whom this sector is
supposed to refer in order to retain high margins.
For what concerns Part 3, it is exclusively focused on Eataly and on

investigating whether or not it jumped into an uncontested marketspace through the
innovation of the Business Model. Indeed, Chapter 5 provides the reader with a deep
insight regarding the company: the idea behind the project, its genesis and the
explanation of the main variables and mechanisms that permitted to Eataly to be the
innovative business formula it is today.
Chapter 6, on the contrary, adopts the Blue Ocean Strategy Canvas to dig into the
hypothesis that Eataly entered a Blue Ocean market. Subsequently, through the
creation of the corporate Business Model Canvas, this section exposes the main
changes that led the company to pursue and achieve a Business Model Innovation.
Finally, Part 4 is called “Empirical Research” and its main purpose is, indeed,
to test empirically the conclusions derived in Part 3, which served to answer the
research question. In particular, Chapter 7 is based on the verbatim transcription of
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an interview, addressed to the kind Fiorella Palmieri, manager of Eataly Press Office
in Rome, which provides precious insight regarding the company dynamics, and how
it perceives itself respect to the market.
Chapter 8, on the contrary, exposes the main results and findings, deriving from a
questionnaire, distributed to 106 respondents, and whose purpose is to test the
customers’ perception of the Eataly business formula.
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Part I: Theoretical Perspective
Chapter 1: Blue Ocean Strategy
The following Section deals with the concept conceived and developed by the
two INSEAD management gurus W. Chan Kim and Renée Mauborgne- namely,
Blue Ocean Strategy-. The Chapter opens by providing the reader with an
introductory framework that is concerned with the unique characteristics shaping the
current business scenario as well as a concise book summary.
After having dealt with the Blue Ocean metaphor as well as having clarified the
concept of Value Innovation, the Chapter moves on by describing the basic
analytical tools and frameworks that characterize the Blue Ocean Strategy. Finally,
the Blue Ocean Paradox is discussed.
1.1 Introduction
In last decades, business scenario has become challenging and unpredictable

(Porter M. E., 1996). Improvements in the technology field have enhanced labor
force productivity, permitting suppliers to produce an extended range of products
and services (Kim & Mauborgne, 2004). The Globalization phenomenon has
reduced trade barriers across Countries and consequently information on products
and prices turns out to be immediately and globally available (Kim & Mauborgne,
2004). At the same time, the current market status is dominated by a stagnant
demand that, in turn, generates a condition of excess supply in an increasing number
of industry sectors (Kim & Mauborgne, 2005).
In this context of uncertainty and challenges, executives are required to adopt a
versatile and prompt mindset in order to react rapidly to competitive and market
reality (Ibid). Indeed, the key to success is to act decisively when the time is right and
to create new market opportunities by attracting new customers (Bryan, 2009).
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Innovation in value along with the capability to formulate and develop an innovation
strategy has become an imperative of today’s business climate (Favaro, 2015).
Due to the above mentioned factors that are causing a change in the rules
governing the competition game, numerous scholars and executives have begun to
search for a strategic approach that may be regarded as more dynamic than Harvard
Professor Michael Porter’s static “Five Forces” (Murray, 2010).1
One of the most successful efforts to do so is found in the pioneering book “Blue
Ocean Strategy: How to Create Uncontested Market Space and Make Competition
Irrelevant”, published in 2005 by W. Chan Kim and Renee Mauborgne (Murray,
2010). This book is the result of a comprehensive empirical study based on the
analysis and discussion of 150 strategic moves covering more than a hundred years
and thirty industries.
By basically constructing a fil rouge across the strategic tactics in analysis, the two
INSEAD management gurus2 demonstrate how head-to-head competition is
cutthroat, resulting in nothing but a bloody “red ocean” where rivals fight over
shrinking profits (Kim & Mauborgne, 2005). According to their viewpoint, success
comes not from benchmarking and battling competitors, but rather from making the
competition irrelevant by creating ‘‘blue oceans’’ of uncontested market space (Ibid.).
Blue Ocean Strategy is generally considered as a radical departure from

Porter’s static and rivalry-centered approach to strategy (Leavy, 2005). In fact, for
most of the last quarter century, the central focus of the strategy field has been upon
searching for sustainable competitive advantage over competitors (Leavy, 2005).
Nowadays, since the publication of Kim & Mauborgne’s book, leading gurus have
started encouraging giving relevance to customers- not rivals- in the game of
competition and trying to develop new value propositions able to revolutionize
existing market space and create new ones- Blue Oceans - (Ibid.).
1Please refer to the article “The Five Competitive Forces that shape strategy” by M. Porter; Harvard
Business Review (January 2008), to gather further information about the concept (Porter M. , 2008).
2 W. Chan Kim and Renée Mauborgne.
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1.2 Blue and Red Oceans
To introduce with consistency and coherence the basic tools and frameworks
Kim and Mauborgne encompassed in the explanation of Blue Ocean Strategy (BOS),
it is important to first gain an insight concerning the metaphorical meaning of either
notions “blue oceans” and “red oceans”.
Although the name "Blue Ocean Strategy" was first introduced in the
Harvard Business Review article published in October 2004, the authors of the
pioneering work claim that blue oceans have always existed around us (Kim &
Mauborgne, 2005)3.
In particular, the Blue Ocean metaphor symbolizes all the industries not yet in
existence today- the so-called unknown market space- (Kim & Mauborgne, 2005). It
is characterized by factors like uncontested market space, demand creation as well as
opportunity for long-term highly profitable growth (Kim & Mauborgne, 2004). Red
Oceans, in contrast, is a metaphor adopted to represent all the existing industries –
commonly referred to as the known market space- (Kim & Mauborgne, 2005). It
represents a scenario where companies strive to outperform rivals in order to grab a
superior share of existing demand (Kim & Mauborgne, 2005). As competition in the
known market space rises, predictions for profits and growth tend to diminish
gradually (ibid.). As a result, products are regarded as commodities and fierce rivalry
turns the ocean into bloody red (ibid.).
Figure 1.1 summarizes the key factors of difference between the two opposing
market contexts- Red vs. Blue ocean strategy-.
3For further reading, refer to Kim, W. C., & Mauborgne, R. (2004, October). Blue Ocean Strategy.
Harvard Business Review. 76-85
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Figure 1 : “Red vs. Blue Ocean Strategy” (Blue Ocean Strategy, 2015)
Therefore, what splits and thus distinguishes winners from losers in the
process of Blue Oceans is their attitude to strategy (Leavy, 2005). In fact, as
previously mentioned, creators of blue oceans do not benchmark rivals, but rather
adopt a different strategic logic usually called “Value Innovation” (Kim &
Mauborgne, 2005).
1.3 Value Innovation
Value innovation (See Figure 1.2) is deemed to be the cornerstone of Blue

Ocean Strategy and the two authors define it as “the simultaneous pursuit of
differentiation and low cost, creating a leap in value for both buyers and the
company” (Kim & Mauborgne, 2005).
The dominant tenet of the notion consists on the importance for organizations to
place equal emphasis on both value and innovation (ibid.). Why? Once companies
seek to create value for the products or services offered – without innovation –,
value to customers may increase, but the company is not likely to stand out in the
marketplace and it is regularly misdirected (Berg, 2011). On the other hand,
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innovation alone is often too futuristic, and technology driven (ibid.). It generally
fails to meet consumers’ needs, and it completely bypasses them (ibid.).
Therefore, it is only possible when both buyer’s value and innovation are aligned that
companies generate long-term high-profit margins (Kim & Mauborgne, 2005).
Value Innovation imposes barriers to imitation in the marketplace (Kim &

Mauborgne, 2005). More precisely, to create a value-innovating strategy sets
companies in a status of scale economy production function. Therefore, while these
organizations are placed in a long-term position of cost advantage, potential imitators
are situated in a less-favorable context of cost disadvantage (Ibid).
Figure 2 “Value Innovation” (Blue Ocean Strategy, 2015)
The path leading to the pursuit of Value Innovation requires managers to

develop a different competitive mindset and a methodical way of seeking
opportunities (Kim & Mauborgne, 2004). In particular, instead of searching within
the conventional boundaries of industry competition, leaders may look systematically
across those boundaries to discover unoccupied territory that can contribute to a real
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innovation in value (ibid.).
Conventional strategic logic and the logic of value innovation diverge along
the five critical dimensions of strategy (See Figure 1.3 “Two Strategic Logics”).
Those differences determine which questions managers raise, what opportunities
they recognize and follow, and how they perceive risk (Kim & Mauborgne, 2004).
Figure 3 “Two Strategic Logics” (Kim & Mauborgne, 2004)
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1.4 Blue Ocean Strategy: Main Tools and Frameworks
Kim and Mauborgne presented a number of practical tools, methodologies,

and frameworks in order to formulate and execute Blue Ocean strategies as well as to
guide organizations toward the pursuit of value innovation. In this way, the two co-
authors turned the Blue Ocean Strategy into a process that may be deemed to be
systematic and repeatable.
The Strategy Canvas
The Strategy Canvas is a visual diagnostic and action framework adopted by

companies to conceive a value-innovating Blue Ocean Strategy (Kim & Mauborgne,
2005).
Figure 1.4 describes the tool in graphic form. More precisely, the horizontal axis lists
the range of factors that the industry competes with and invests in- the industry
structure from the market perspective-; while the vertical axis shows the offering
level the company proposes to buyers with respect to each competing factor included
in the horizontal axis (Kim & Mauborgne, 2005). In particular, a high offering level
may be regarded as consistent investments the company makes in order to offer
buyers more with respect to the corresponding competing factor (Kim &
Mauborgne, 2005).
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Figure 4 “Strategy Canvas”Source: (Blue Ocean Strategy, 2015)
The Strategy Canvas is meant to serve a two-fold purpose. In primary

instance, it individualizes the present state of play in the known market space, so that
users can understand the factors that the industry competes on and where rivals
invest in (Blue Ocean Strategy, 2015). Secondly, it serves to reorient users’ strategic
focus for action by shifting attention from competitors to alternatives and from
customers to noncustomers of the industry (ibid.).
The value curve- the lines in Figure 1.4- is the basic component of the
Strategy Canvas and it is a graphic depiction of a company’s relative performance
across its industry’s factors of competition (Kim & Mauborgne, 2005). A solid value
curve is expected to embrace the three complementary qualities that generally define
an effective strategy: focus, divergence as well as a convincing tagline (Kim &
Mauborgne, 2005).
The Four Actions Framework
Organizations make use of the Four Actions Framework to restructure

buyers’ value components in shaping a new value curve (Blue Ocean Strategy, 2015).
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To end the “either-or” trade-off between differentiation and low-cost and to create a
new value curve, the framework presents four key questions- as displayed in Figure
1.5- to challenge the strategic logic an industry is lodged in (Blue Ocean Strategy,
2015).
The Four Actions Framework is a tool strictly related to the Strategy Canvas.
In fact, it would not be possible to consistently build a value curve without first
answering appropriately to the four questions posed by the tool.
Figure 5 “The Four Actions Framework” (Blue Ocean Strategy, 2015)
The ERRC Grid
The Eliminate-Reduce-Raise-Create (ERRC) Grid serves as complementary

elements of the Four Actions Framework. In particular, it pushes companies not only
to examine the questions involved in the Four Actions Framework but also to act on
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them to build a new value curve, which is indispensable to unlock a new blue ocean
(Kim & Mauborgne, 2005).
By driving companies to fill in the grid (See Figure 1.6) with the actions of
eliminating and reducing along with raising and creating, the grid gives companies
numerous benefits. First of all, it pushes organizations to simultaneously pursue
differentiation and low cost to achieve value innovation (Blue Ocean Strategy, 2015).
Secondly, it immediately marks companies focusing only on raising and creating,
thereby which are used to only lift the cost structure as well as over-engineer
products and services – a dilemma for many organizations (Blue Ocean Strategy,
2015).
Moreover, it is a tool easy to understand by executives, creating a high degree of
engagement in its application (ibid.). Finally, as completing the grid is a puzzling task,
it drives companies to systematically scrutinize each factor the industry competes
with, helping them to discover the range of implicit assumptions they make
unconsciously in competing (Blue Ocean Strategy, 2015).
Figure 6 “The ERRC Grid” (Blue Ocean Strategy, 2015)
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Six Paths Framework
The Six Paths Framework permits to managers to address the search risk
many companies struggle with. In particular, this tool enables them to successfully
create compelling blue oceans by reconstructing market boundaries (Kim &
Mauborgne, 2005).
There are six basic approaches to restructure market boundaries. In

particular, these approaches overturn the six fundamental assumptions underlying
many companies’ strategies which keep them stuck in red oceans (Kim &
Mauborgne, 2005).
In short, the scope of the Six Paths Framework is to help managers to look beyond
the head-to-head competition boundaries in order to create blue oceans (ibid.). In
this regards, Figure 1.7 outlines these six basic assumptions and the path managers
may follow to break away from head-to-head competition towards blue ocean
creation.
Figure 7 “Six Paths” (Blue Ocean Strategy, 2015)
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To conclude, the six paths have general applicability across industry sectors.
As Kim and Mauborgne (2005) claim, none of the paths requires special vision or
predictions regarding the future as all are based on looking at familiar data from a
new perspective.
1.5 Blue Ocean Strategy Paradox
Blue Ocean Strategy Paradox is centered on the fact that most companies
seem stuck in their red oceans (Kim & Mauborgne, Blue Ocean Strategy, 2004).
In this regard, Kim and Mauborgne conducted a study of business launches in 108
companies and the outcome disclosed that 86% of the sample participants were line
extensions and merely the 14% was aimed at creating new markets or industries. As
reported by the two management gurus in the article “Blue Ocean Strategy” (2004),
while line extensions capture 62% of total proceeds, they contributed to only 39% of
total profits. By contrast, the 14% invested in generating new markets and industries
delivered 38% of total revenues and an unexpected 61% of total profits.
Therefore, a paradoxical dramatic imbalance in favor of red oceans has been

identified. This phenomenon may be partially explained by the fact that corporate
strategy is influenced by its heritages in military strategy (Kim & Mauborgne, Blue
Ocean Strategy, 2004). The language of strategy is filled with military references-
chief executive “officers” in “headquarters,” “troops” on the “front lines.” (Kim &
Mauborgne, Blue Ocean Strategy, 2004). Designated this way, strategy is all about
head-to-head competition as well as about confronting an opponent and driving him
off the battlefield (ibid.).
Blue ocean strategy, as explained in Section 1.2, is about doing business where there
is no rivalry.
Focusing on the red ocean therefore means accepting the key constraining factors of
the war- to defeat a rival to succeed in a limited terrain (Kim & Mauborgne, Blue
Ocean Strategy, 2004). And it means denying the distinctive strength of the business
world-the capacity to create new market space that is uncontested (ibid.).
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Despite what may be realized from their publications, Kim and Mauborgne
have never denied the importance of competition in business. What they say is that
scholars, leaders, and consultants have focused excessively on rivalry thereby
ignoring two far more lucrative aspects of strategy: to find and develop uncontested
market space-blue oceans-and the other is to exploit and protect blue oceans (Kim &
Mauborgne, Blue Ocean Strategy, 2004).
In conclusion, the challenges imposed by Kim and Mauborgne’s Blue Ocean

Strategy are radically different from those to which strategists have devoted most of
their attention. While the competitive strategy would advise companies to enter
attractive industries and avoid unattractive ones, blue oceans may be generated in any
industries regardless their nature, attractiveness, and degree of rivalry (Kim &
Mauborgne, Blue Ocean Strategy, 2004).
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Chapter 2: The Business Model
This Chapter is concerned with the notion of the Business Model. In

particular, it opens by clarifying the controversial definition of the concept and by
providing an introductory historical background to explain the controversies rose to
give a systematic delineation of it.
Next, the process of Business Model Innovation is discussed relating to the rising
importance of executing it in order to cope with the turbulent present business
environment.
Finally, the Section deals with a part dedicated to the description of the Business
Model Canvas and regarded as an essential tool to execute the Business Model
Innovation. It concludes by creating a link with Chapter 1- Blue Ocean Strategy-. In
fact, the conclusion paragraph sheds light on the existing complementarity between
the Business Model Canvas and Kim and Mauborgne’s Value Innovation when a
blue ocean is about to be created.
2.1 Definitions
In recent years, the business model has been the focus of substantial
attention from both academics and practitioners (Christoph Zott, 2011). However,
while the concept has become a buzzword starting especially in the dotcom era, there
is still substantial divergence of views among scholars and consultants as to its
meaning (Osterwalder, Pigneur, & Clark, Business model generation: A handbook
for visionaries, game changers, and challengers, 2010).
It was in the early 1970s, when the term business model first appeared as an
economic keyword (Ghaziani & Ventresca, 2005). Between 1975 and 1994, there
were 166 articles that cited the word, while 1,563 articles referred to it in the period
1995-2000 (ibid.).
While the literature has provided different interpretations and definitions of a
business model, when Clark and Pigneur published the book “Business Model
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Generation” they succeeded in formulating a fairly concrete definition of the notion
(2010). In fact, the authors claim that “the business model describes the rationale
concerning how an organization creates, delivers and capture value for its
customers”.
In short, a business model describes the design or architecture of the value creation,
delivery and capture mechanisms employed (Teece, 2010).
Despite the overall uncertainty for what concerns the creation of a formal
definition of the concept, the increasing attention scholars and strategic organizations
give to the notion of a business model is due to the direct and concrete implications
the concept has on business daily activities. In particular, the business model has
become- implicitly or explicitly- a new unit of analysis for what concerns the study of
business and organizations performance (Boccardelli, 2011).
2.2 Business Model Innovation
Business Model Innovation (BMI) refers to the process a company

undertakes centered to reinvent two or more elements of the organization’s business
model in order to deliver value to customers in a new way (Lindgardt, Reeves, Stalk,
& Deimler, 2009). As it involves a multilevel and systematic set of activities, BMI is
extremely challenging to execute as well as difficult to imitate (ibid.).
However, it is important organizations do not confuse BMI with product,
service, or technology innovations (Lindgardt, Reeves, Stalk, & Deimler, 2009). It is
an aspect to bear in mind as to misunderstand the difference between the two
typologies of innovation may deceive companies by pulling them away from success
(ibid.).
Business Model Innovation is particularly valuable in times of uncertainty as

it may help companies in numerous ways (Lindgardt, Reeves, Stalk, & Deimler,
2009). For example, it can provide organizations a way to outstrip intense rivalry- a
condition under which either product or process innovations do not help as
competitors’ strategies have converged, and sustained advantage has turned out to be
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vague (Lindgardt, Reeves, Stalk, & Deimler, 2009).
BMI may also help to address regulatory or technological disruptions that demand
radically new competitive attitudes (ibid.). Moreover, it may be a fundamental
solution in situations of economic slowdowns. In fact, BMI may help organizations
to address down-turn specific requirements- i.e. to lower prices or to reduce risks and
costs for customers (Lindgardt, Reeves, Stalk, & Deimler, 2009).
Therefore, it is a dynamic process that requires a superior prudence ex ante as

well as an organizational willingness to experiment, to make mistakes, and to
continuously adapt itself ex post (Chesbrough, 2010). For this reason, BMI may be a
more challenging process than product/service innovation, but it also delivers long-
term superior returns (Lindgardt, Reeves, Stalk, & Deimler, 2009).
The Boston Consulting Group and Businessweek conducted a survey upon company
innovation. They analyzed their sample and split companies into BMI adopters and
product/service innovators. The analysis showed that while both companies achieve
higher margins by innovation, companies adopting BMI resulted into four times
bigger premiums and a long-lasting superior return condition (See Figure 2.1)
Figure 8 “Business Model Innovators outperform traditional innovators over time”

Source: BusinessWeek/BCG Innovation Survey, 2008 BCG Value Science Analysis
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In conclusion, in times of instability businesses are continually challenged and
they have to constantly face with competitive hurdles.
Business Model Innovation may be achieved through the restructuring process of the
Business Model Canvas and it is the key to success when companies front the need
“to change the game, when the game gets tough” (Lindgardt, Reeves, Stalk, &
Deimler, 2009).
2.3 Business Model Canvas
The Business Model Canvas (See Figure 2.2), developed and described by
Osterwalder and Pigneur (2010), is a visual strategic tool that allows to depict a
company business model.
It is made up of nine building blocks covering the four main areas of a business:
customers, offer, infrastructure and financial stability. In particular, each building
block contains a range of hypothesis regarding the business nature or purpose to be
tested in order to finally elaborate, discuss, design, and invent new business models
(Osterwalder, A Better Way to Think About Your Business Model).
The Business Model Canvas captures all the elements contributing to the
organizational efficiency on the left-hand side, while on the right-hand side, it
includes a comprehensive disposition of factors contributing to the value-creation.
For what concerns the company value proposition, it is allocated in the central
section of the Business Model Canvas and it may be regarded as a compelling fusion
of the left-hand and right-hand side.
32
The nine building blocks4:
1) Customer Segment
The Building Block referring to Customer Segments outlines the set of clients
that a company intends to approach and serve.
2) Value Proposition
This Building Block refers to the set of products and services that generate
value for a precise customer segment.
Value Proposition is the motive behind the buyer’s decision to select the
company. In fact, it is aimed to solve problems or to satisfy a need belonging
to target clients.
In short, it consists of a set of selected products/services that are regarded as
benefits that the company offers to its customers.
Value offers may be either innovative and pioneering or similar to the
existing value proposition but with some peculiar traits.
3) Channels
The Channels Building Block defines the mechanisms through which an

enterprise reaches Target Clients to deliver a Value Proposition.
Channels involve a number of distinct stages and every channel can comprise
in part or completely these phases.
Moreover, it is possible to make a distinction between direct Channels and
indirect ones, as well as between owned and partner Channels.
4The description of the Nine Building Blocks has been re-adapted by referring at Osterwalder and
Pigneur’s book “Business Model Generation” (Osterwalder & Pigneur, 2009)
33
4) Customer Relationships
The Customer Relationships Building Block summarizes and clusters the

ranges of relations a corporation establishes with restricted Clients Segments.
5) Revenues Streams
The Revenue Streams Building Block represents how a company generates

revenues from the sales accrued by the purchases of each Customer Segment.
It is important to highlight that costs must be subtracted from revenues to
create earnings.
6) Key Resources
The Key Resources Building Block comprises the essential assets the
company needs to have a good-functioning business model.
7) Key Activities
The Key Activities Building Block lists the fundamental actions required by
an organization to make the business model work.
8) Key Partnerships
This Building Block highlights the network of partners and suppliers a
business established to create a working business model.
9) Cost Structure
The cost Structure Building Block simply clarifies the types of costs a
company incurred in to make the business model work.
34
Figure 9 “The Business Model Canvas” (Osterwalder, Pigneur, & Clark, 2010)
By answering the specific questions included in each building block of the

Business Model Canvas, organizations may define their business as well as find
opportunities to innovate their value proposition (Osterwalder, Pigneur, & Clark,
2010). In particular, by filling out the canvas it is possible to formulate, develop, and
implement a consistent value-creating strategy (Ibid.).
One of the main functions attributed to the Business Model Canvas is its
utility for what concerns the process of Business Model Innovation of a company.
Indeed, the Canvas may be regarded as a fundamental mean to analyze the strengths
and weaknesses of the business and thus to understand where executives should
focus on in order to develop and implement a value innovation strategy. In fact, by
analyzing the company adopting the building block method, executives at any level
may spot aspects that may need of a change and thus by restructuring and
reconstructing the company Business Model Canvas the business may overturn the
35
competition rules it was stuck and thus start to follow an innovative path.
2.4 Business Model and Blue Ocean Strategy
Numerous researchers in the field of strategic management agree upon the

fact that a consistent relationship between Kim and Mauborgne’s Blue Ocean
Strategy and Osterwalder’s Business Model Canvas seems to exist. In particular, both
notions aim at simultaneously pursuing cost reduction and value creation for buyers.
A systematic approach is needed to investigate whether or not the two concepts are
interrelated. In this regard, the Strategy Canvas tool will be investigated along with its
possible complementary role with respect to the generation or innovation of a
Business Model using the Business Model Canvas.
As already written in Paragraph 1.4, a Strategy Canvas is a visual diagnostic

tool exhibiting the present industry performance along with the major factors and
offering level the business respectively competes with and invests in. With the
support of the Four Actions Framework and the ERRC Grid, Blue Ocean Strategy
creates the Value Innovation surpassing what is regarded as the generally accepted
industry standard and creating a new attractive market.
However, by only applying Blue Ocean Strategy it is possible to lose the sight of the
whole picture (Berry, 2014). In fact, the Strategy Canvas is a fundamental tool in
order to understand the factors of competitions the industry is competing on as well
as the factors to be eliminated, reduced, created or raised. However, it is an analytical
tool that gives an overall picture, but it may fail to align the whole organizational
puzzle (ibid.).
A tool that may help to solve the Strategy Canvas limitations is the Business Model
Canvas. Indeed, by filling out the Business Model Canvas’ nine building blocks with
the information over competitive insights gained from the application of the Four
Actions Framework, the ERRC as well as the Strategy Canvas it is possible to
facilitate and implement the process of either Business Model Generation or
Innovation and to finally pursuit Value Innovation (Berry, 2014).
36
Figure 2.3 below, formulated and created by the authors of the book
“Business Model Generation” (2010), perfectly summarizes the complementary
features existing between Blue Ocean’s milestone- namely, Value Innovation- and
Osterwalder et Al.’s Business Model Canvas.
Figure 10 “BOS and BCG complementarity” (Osterwalder, Pigneur, & Clark, 2010)
Therefore, it should be clear now that the business model strengthens the
ability to envision the business strategy and thereby enhance either the creation or
the implementation of a Blue Ocean.
In particular, in the precise moment a company individualizes a Blue Ocean to be
conquered with the help of BOS tools, it is fundamental that the organization aligns
the new value-innovating strategy with the company business model by
implementing a specific Business Model Canvas that permits to create a unique
advantage hard to be imitated.
37
Conclusions
To conclude, Chapter 1 has introduced the necessary theoretical perspective

to systematically cope with the case study of interest of this dissertation- namely,
Eataly-.
First, the Chapter has dealt with the theory as well as the practical tools and
definitions behind Blue Ocean Strategy. To be familiar with Kim and Mauborgne’s
pioneering work is necessary to understand as well as to answer the research question
of this project- that is, whether or not Eataly formulated and developed an
uncontested market space by pursuing the innovation of the preexisting business
model.
For what concerns the business model concept and innovation, Chapter 2 is entirely
focused on it. The Business Model Canvas was presented as a tool to describe a
business as well as to innovate it. In particular, by altering two or more building
blocks an organization may create or foster new demand.
The Chapter also recognized the presence of a consistent complementarity between
the Blue Ocean Strategy’s Value Innovation and the Business Model Canvas layout.
Indeed, it is not possible to enter a blue ocean without having first aligned or created
a Business Model Canvas that fits it.
38
Part II: Industry Insight
Chapter 3: Italian Large-Scale Food Retailing
This Chapter deals with the main changes, trends as well as characteristics
dominating the modern Italian large-scale food distribution sector.
In particular, Paragraph 3.1 covers the evolution and the relevant statistics of the
industry. Moreover, it provides information regarding how participant of the market
may be categorized into the following five categories: ipermercato, supermercato,
libero servizio, discount, cash and carry, and tradizionali.
Next, the Chapter analyzes the high degree of rivalry that characterizes this industry
(Paragraph 3.2). In conclusion, it provides a description of the main leaders operating
in the market, along with the market shares achieved by the most influential brands
(Paragraph 3.3).
3.1 Trends and Categories of the Sector
The evolution of the large retail sector is a subject matter of extreme

complexity. In particular, Italian large-scale food distribution, hereinafter also
referred to as GDO, recently experienced remarkable changes in terms of market
power as well as in the way leaders develop and adopt new strategic moves (Conad,
2014)5.
As Tommaso Venturini claims (2009), in Italy the GDO phenomenon has

always followed a distinctive path that may be regarded as a countertrend to the
homogenous dynamics monitored in the European context. Moreover, the Italian
peninsula started experiencing late consumers’ loyalty to the modern distribution
business.
5 Full meaning of GDO: Grande Distrubuzione Organizzata (Large Retail Organization)
39
In this regard, it is important to highlight that it is only from the early 70’s that the
Italian modern food distribution (GDO) started acquiring a substantial market share
as well as remarkable size and profit margins.
As table 3.1 below shows, from 1970 onwards modern large retail organizations
commenced prevailing over the traditional food stores, scoring an astonishing 78.2%
of control with respect to the 21.8% achieved by traditional competitors.
Modern Traditional
Years Distribution Distribution Total
1970 17% 83% 100%

1980 26% 74% 100%
1990 54% 46% 100%
1995 72.3% 27.7% 100%
1996 72.9% 27.1% 100%
1997 73.3% 26.7% 100%
1998 73.7% 26.3% 100%
1999 74.7% 25.3% 100%
2000 75.4% 24.6% 100%
2001 76.1% 23.9% 100%
2002 75.9% 24.1% 100%
2003 77.2% 22.8% 100%
2004 77.6% 22.4% 100%
2005 77.9% 22.1% 100%
2006 78.2% 21.8% 100%
Figure 11 “Modern vs. Traditional distribution Market Share” Table Adapted from (Venturini, 2009)
However, it is important to notice that the development of the sector should

not be attributed to a growth of Italian GDO companies. The expansion has to be
40
ascribed to the penetration in the national market of foreign enterprises. In fact, after
a process of legislative deregulations, these foreign companies established a dominant
position in the Country (Venturini, 2009).
If the levels of concentration and revenue margins are taken into

consideration as factors of analysis, relevant geographical disparities arise. In fact, the
highest level of concentration and proceeds in the food distribution sector is situated
in the northern area of the Italian peninsula at the expense of the South (Perito,
2014).
Regardless the trends and statistics explained above, it is important to shed
light to the categorization of the business, before dealing with the current tendencies
of the GDO sector.
In particular, GDO participants can be classified into six different sub-groups. The
grouping outcomes are based on the physical size of the retail stores, and they are as
follows:
1) Ipermercato: structure with a comprehensive area larger than 2500mq
2) Supermercato: structure with a comprehensive area from 400mq to 2500mq
3) Libero servizio: structure with a comprehensive area from 100mq to 400mq
4) Discount: structure in which low cost unbranded products are sold
5) Cash and carry: wholesalers
6) Tradizionali: structure with a comprehensive area below 100mq
Nowadays, by basically considering the supermercato and ipermercato

formula, the GDO sector counts around 264.000 employees and 81.7 billion of
Euros of revenues (Perito, 2014).
In details, the revenues earned by the GDO industry are equivalent to the 65% of
Country’s revenues stemming from food sales, although with some geographical
heterogeneous dispersion (ibid.). For what concerns the employment, it is also
heterogeneously distributed across the Regions, as shown in figure 3.2 below.
41
Figure 12 “Number of workers employed in the GDO sector across regions” Source: (Perito, 2014)
Over recent years, estimates of the sector have been subject to tremendous
instabilities due to the impact of the financial crisis (2007-2012) upon the Nation
economic solidity.
In particular, the recent credit crunch destabilized the global financial system as well
as the economic welfare of citizens, and it resulted in a change of consumption
behavior of Italian families and consumers in general (ISMEA, 2014).
For what concerns this new trend, retail stores have experienced a change in
preferences toward the discount format (Perito, 2014). As shown from Table 3.3
below, the size of discount stores in the Country increased by 97.4% from 2004 to
2012 (ibid.).
Therefore, the recession period the Country has been going through results in the
ongoing development and establishment of the discount format that may be
considered as a consequence brought by the reorganization of consumers’ spending
and loyalty toward low-cost offerings.
However, despite this increase in customers’ price sensitivity, supermarkets remain
the leading format in terms of number of stores (see Table 3.4 below).
42
Figure 13 “Structural evolution of GDO formats- square meters investments along with variations in the
number of retail stores” Source: (Perito, 2014)
3.2 Industry Rivalry and Factors of Competition
As Tommaso Venturini reports (2008), before the advent of supermarkets,

the food distribution occupied a merely residual role in the economy. Indeed,
consumers were used to refer to traditional retailers to purchase those products that
could not be produced autonomously at home. However, once supermarkets first
appeared, food distribution expanded consistently and became a controlled industrial
sector.
As Venturini indicates (2008), three mechanisms mostly characterize the

GDO industry and, in turn, regulate the competition in it:
1) Economies of scale: the possibility to increase margins by both acquiring and

selling massive quantities of goods.
2) Optimization of logistic performance: to adjust the in-and-out process of

goods by maximizing the circulation while minimizing the stock-in.
3) Price competition: the possibility to attract customers by offering lower

prices than competitors’ on equivalent products.
43
As described from the last report about the Italian food retail industry,
performed by Market Line analysts (2014), rivalry in this sector is fierce “due to the
rather weak growth of the industry, limited product differentiation and consumers
negligible switching costs combined with a challenging and volatile industry
environment”. In addition, there also exist a large number of independent or
specialty retailers operating alongside large incumbents (MarketLine, 2014).
As a result, participants in the market are required to formulate aggressive,
competitive pricing policies to ensure that customers remain loyal.
3.3 Leading Companies
As derived from Paragraph 3.2, the large-scale food distribution sector may
be regarded as a bloody industry dominated by characterizing factors like high
concentration as well as moderate entry and exit barriers. As a consequence, in this
business reality few large companies may be considered as market leaders
(MarketLine, 2014).
In this regard, Figure 3.4 below shows the market share owned by the main
participants of the industry- i.e. Coop Italia, Conad, Selex, and Esselunga among the
most influential companies.
44
Figure 14 "GDO Market Share"
In the following, a brief description of the main leaders of the sector is provided in
order to shed light on the main characteristics modeling the Italian GDO sector.
Coop Italia
Coop Italia, acronym of the Italian equivalent “Cooperativa di consumatori”,

is a chain of Italian partnered cooperatives predominantly focused on the business of
supermarkets.
The group is made up of smaller clusters, which, in turn, administer groupings of
supermarkets that may differ in dimensions of their respective retail stores.
Established in 1947 the company is based and headquartered in Italy, where it
principally operates.
However, despite the large size of the company, its incidence on the territory may
not be deemed to be homogeneous. Indeed, its retail stores are concentrated in the
North and Center of Italy, although it is trying to raise its presence on the South as
45
well as on the islands.
The company mission is to purchase and to sell high-quality products at the
lowest allowable price for partners and for consumers in general (Coop Adriatica,
2015). In details, Coop strives to incentivize the consumption of bio-products as well
as to certify food security (ibid.).
For this reason, it is possible to buy privately-labelled certified products (Coop
products) at low price in its stores (See figure 3.5 below).
Figure 15 “Coop privately-labelled Products” Source: (Coop Italia, 2015)
Nowadays, Coop Italia runs superstores and discount stores retailing both
food and non-food items. In 2010 the company counted 1444 chain stores and
56,000 employees (MarketLine, 2014).
46
Conad
Conad is the acronym for the Italian “Consorzio Nazionale Dettaglianti”6. It

is a society of cooperatives operating in the large-scale food distribution sector
(GDO). Established in 1962 and headquartered in Bologna, it currently consists of 8
cooperatives of retailers that run retail stores on its behalf and operate across the
regions. Moreover, it also has a consolidated distribution center.
Analogously to its closest competitor (Coop Italia), Conad offers to
customers a wide range of Conad-labelled food and non-food products. This
offering translates into practice the impelling need of the current leaders to beat the
competition by offering competitive high-quality products at the lowest possible
price (See Figure 3.6).
Figure 16 “Conad products” Source: (Conad, 2015)
Nowadays, Conad counts 32,000 employees and 3,019 large-scale food retail
stores in Italy and it started internationalizing its offer in foreign countries like
Albania, China and Kosovo (Pomati, 2015).
6 Consorzio Nazionale Dettaglianti is the Italian equivalent of National Consortium of Retailers.
47
Esselunga
Esselunga S.p.a is an Italian society doing business in the GDO sector and
operating in the North and Center of Italy.
Established in 1961, it is one of the oldest large-scale food retailers of the Country
and it is currently controlled by Supermarket Italiani (Esselunga, 2015).
The company controls 8,7% of total national sales and it counts 140 stores
mostly concentrated in the Northern part of the Country. Moreover, Esselunga is the
Italian leader in the online retailing (from 2001), followed by Coop, Auchan and
Despar (Il Messaggero, 2009). However, it may be important to clarify that the
company does not ship across the Country, but rather it only serves selected Regions
(Ibid.).
Esselunga is the fiercest competitor of Coop Italia in terms of prices battle. In fact,
as reported from the journal “Il Sole 24 ore” (2007), in the Regions where both
companies operate prices are far more convenient than in the rest of Italy.
48
Chapter 4: Consumer Analysis
In Chapter 4 an extensive buyers’ analysis is performed. Firstly, Paragraph 4.1

deals with a brief outline describing the Italian contemporary and socio-demographic
scenario. In particular, the observation of the trends occurred after the advent of the
financial crisis outlines a reality characterized by small numerous families and by
independent individuals. Next, the Paragraph delineates the habits that most
characterize the new consumers. In particular, what is discovered is that people tend
to make a compromise between the quantity and the quality of the products they
intend to buy in favor of the latter. Finally, Section 4.2 goes in details to the new
buyer’s trends highlighted in Section 4.1, and the result of this descriptive process is
the delineation of a no-longer-loyal, conscious, and parsimonious consumer that is
primarily concerned with the quality and the price of the products she buys.
4.1 Outline of the Socio-Demographic Scenario
As calculated from OECD statistical reports (2015), in the last three decades
average population growth in Italy has been equal to 14%7. In terms of size,
population has grown by 7.7 million people8.
If an analysis focused on the last few years is performed, it is important to highlight
in this scenario the weak growth of the population present in the Country (equivalent
to only 0,31% in 2012) (OECD, 2015).
For what concerns families, from 1970 to 2011 their increase is estimated to be
equivalent to 54%. However, over time they tend to be smaller and smaller showing
a progressive reduction in the number of their members (ISTAT, 2011).
This drop may be attributed either to the increasing number of women employed in
the job market, or to the increasing trend of quantity-quality trade-off (parents prefer
investing in their offspring future life with respect to the number of children they
7 Values estimated by referring to data on population as provided from OECD database. Dataset can
be retrieved at the following link https://data.oecd.org/pop/population.htm
8 See Note 6.
49
have), or still it may also depend on the negative impact that the last financial crisis
brought to families’ disposable income (ibid.).
The economic recession, which hit Italy in the last 8 years, affected the main
habits characterizing the pre-crisis food purchase habits of Italian consumers. In fact,
as previously mentioned in Section 3.1, there is an ongoing increasing preference
toward discount markets. This phenomenon is mainly due to the reorganization of
spending Italian citizens are obliged to undertake in order to seize expenditures in
favor of the primary necessity goods.
In this regards, an important trend to be mentioned is the opposing tendency toward
healthy food. In particular, as a Nielsen survey highlights, whether on one hand,
Italians tend to reorganize toward savings in fields like clothing, cars, etc.., on the
other hand, they tend to spend more on products considered as healthy and bio
(Scalise, 2015).
Therefore, as Ombretta Capodoglio claims, “the crisis does not reduce the shopping
cart in terms of quality and freshness” (2013).
4.2 Preferences and Attitudes of the New Consumer
As highlighted on the “Coop Report 2013”, the crisis shaped a new typology
of consumer (Salvagno, 2013). In particular, it is important to analyze by how much
the purchase dynamics changed since the advent of the financial crisis and the
consequent reduction of consumers’ real disposable income.
Nowadays, buyers tend to be far more selective in regard to what to buy and
what not. In particular, what they do is to buy products whose characteristics are
eligible to improve customers’ health.
Therefore, the crisis shaped a new consumer that may be defined as loyal to
ideologies like sustainability and health care rather than to selected retail stores.
Moreover, this new typology of buyer is selective, rational, pragmatic and aware of
what she needs and under what terms she is willing to acquire it (Cipriano, 2012).
Information transmission plays a crucial role in the mechanism meant to attract the
modern customers. In fact, they are extremely careful about how information is
50
transmitted and promulgated. As a result, communication in the retail store, along
with the marketing techniques formulated, needs to create a purchasing atmosphere
able to improve the perception of products offered (Cipriano, 2012).
Nowadays, modern buyers feel needs defined by experts as a mix between product,
service as well as consumption experience (ibid.).
For all the reasons cited above, the GDO has to be able to match its offering
with the change in consumers’ mindset to keep growing in size and margins.
First of all, it is crucial to formulate and develop a penetrating communication
strategy. Therefore, leaders in the sector have to provide as much information as
possible in relation to the origins and characteristics of the products they offer, and
about the future customer-oriented initiatives of the brand.
In this regard, GDO players need to assist clients in every single step of the
purchasing process (Cipriano, 2012).
To conclude, the low cost logic is no more sufficient to capture a consistent share of
demand. Nowadays, modern customers require cheap, healthy products offered in a
scenario focused on consumer satisfaction.
Conclusions
Part II of this dissertation has dealt with a study of competition as well as

consumer analysis of the modern large-scale distribution sector, also referred to as
GDO. In particular, Chapter 3 has provided an overall picture of the main changes
and trends governing the rivalry and concentration of GDO participants in the
Italian scenario.
After a slow catch-up the Italian peninsula matched with the leading trends present
in the other developed Countries. However, the Country has always experienced a
peculiar approach to the large-scale food distribution sector that differs not only
across regions but also from North to South.
By employing a large portion of Italian workers along with scoring consistent
revenues, the GDO may be classified as a fundamental sector of the Italian economy.
51
Moreover, the commercial performance of the industry, as well as consumers’
approval, tends to fluctuates according to the economic cycle the Country is going
through. In particular, during recent years, the financial crisis triggered a
reorganization of families’ budget and it also stimulated an overall consensus among
consumers toward discounts formats.
This phenomenon has been further investigated in Chapter 4. In fact, after having
provided the reader with a short outline of the main socio-demographic changes of
recent years, paragraph 4.2 delineates the profile of the new consumer. In particular,
nowadays the main leaders of the sector- Coop, Conad, Esselunga (shortly
introduced in section 3.3) - have to leverage their strategy according to a selective,
budgetary, rational consumer that not only search for bio and healthy products but
that also switches easily from one retailer to another in order to find out the most
favorable offer in circulation.
To conclude, in recent times the Italian GDO sector went through deep and
contrasting transformations. The industry matured new strategic mechanisms,
primarily oriented toward price competition and highly selected products in order to
best embrace the new needs and preferences arisen in the modern targeted audience.
52
Part III: The Eataly Case
Chapter 5: The Company
The Chapter opens by providing the reader with an introductory passage

about Eataly, the company chosen to be the case study of this work. In detail,
Paragraph 5.1 deals with the genesis and the distinctive characteristics of the
company. Next, Section 5.2 sheds light on the strategic supply arrangements that
permitted to the creator of the company, known as Oscar Farinetti, to establish
Eataly.
Paragraph 5.3, instead, extensively deals with the Grid of suppliers and category
managers the company constructed and still develops. Additionally, the Chapter also
defined the positioning strategy the company pursued and established.
Finally, Paragraph 5.5 gives a detailed description concerning the factors that Eataly
innovated or reshaped in comparison to the matured large-scale food distribution
industry.
5.1 The Story and the Idea behind Eataly
Eataly is the upshot of an idea primarily conceptualized by a revolutionary

and ambitious Italian entrepreneur, Oscar Farinetti. His aim was to launch the most
famous wine and food marketplace of the world. According to Farinetti’s pioneering
business concept, in the Eataly’s stores the prestigious Italian products are not simply
sold, but also consumed and studied (Venturini, 2009).
In this respect, as Jessica Bicknell observed (2011), Eataly should be seen as “a food
museum” rather than a supermarket, where clients can “eat, shop, learn” about food.
53
In particular, Eataly’s mission is to provide high-quality products and to make them
accessible to everyone, by conveying to clients the story, the philosophy, and the
production tradition characterizing producers.
The major corporate aim is to create an environment where the seemingly opposing
concepts of large-scale distribution and high-end artisanal products coexist and
cooperate to create a situation where tradition meets innovation in retailing.
In order to create a multidimensional experience for users as well as to

stimulate the right perception of product quality, Eataly creates emphasis upon
didactic activities intended for both grownups and kids. In particular, the activities
include culinary courses, taste itineraries, and events aimed at teaching practices to
correctly preserve and consume food (Venturini, 2009).
Regardless the opportunities to learn how to “eat well and to live better” (Eataly
Manifesto, see Appendix A), and to have selected the most suitable producers, Eataly
strictly adheres to the three fundamental principles of “good, clean, and fair” that
characterize Slowfood, a non-profit organization opposed to the fast food movement
(Slowfood, 2015).
In particular, thanks to the close long friendship that bonds Oscar Farinetti to Carlo
Pertini ( the Slowfood patron), at the genesis of the project the Italian entrepreneur
constantly referred to his friend to collect precious advice (Sartorio, 2008).
Not by chance the strategic advisor of Eataly is Slowfood. In particular, the role
carried out by the not-for-profit high-quality food ambassador is to control and
verify continuously the quality of the products Eataly sells. Moreover, it evaluates
that the producers partnered do not diminish the quality of their wares in order to
always be able to satisfy the rising needs of customers.
Therefore, as it may be inferred, Eataly’s primary focus is quality for every single
aspect involved in its business model.
54
5.1.2 The genesis9
The origin of Farinetti’s entrepreneurial idea can be traced back to November

th
11 , 2002. On this day, Farinetti signed the official papers to transfer Unieuro to an
English corporation, Dixon (Sartorio, 2008). It is significant to mention here that,
while selling this company, Farinetti was already drafting the blueprint of the first
building of what will be known as the largest artisanal food marketplace of the world:
Eataly. During the planning process, the influence that Carlo Pertini exercised on his
friend may be regarded as noteworthy. The reasons are to be found in the fact that
the Slowfood patron was acquiring an ever-rising notoriety in terms of local wine and
food culture, and therefore his help resulted to be precious at the genesis of Eataly
(Sartorio, 2008).
In the transition phase that spanned from 2002 to 2007, Farinetti performed
an extensive market analysis in order to perfectly understand the strengths and
weaknesses of the industry he was about to enter in. Indeed, he examined the major
management practices and mechanisms that were governing the food distribution
industry of the period (Sartorio, 2008).
Moreover, one of the main cardinal assumptions, identifying the Eataly project, is the
creator’s belief that an entrepreneur has to be rational in planning and developing his
business model, but at the same time he has to be able to include in it “values and
dreams” (Sartorio, 2008).
As Sartorio tells (2008), during the two-year period that lasts from 2003 to
2005 Farinetti travels around the world in order to find new inspirational ideas. In
particular, he visits cities like Istanbul, the fish market in Tokyo, Harrods in London,
and still Saluhall in Stockholm, Carrefour, Coop and IperCoop retail stores.
Moreover, he likewise visited the biologic market in Alba as well as the traditional
small food boutiques (Sartorio, 2008). As a consequence, during this period he
exchanges views with many producers and merchants, and he understands the efforts
they make to produce high-end artisanal food without the usage of chemical
9 This Section mainly refers to Sartorio’s “Il mercante di utopie. La storia di Oscar Farinetti,
l’inventore di Eataly” (Sperling & Kupfer, 273 pp.).
55
substances (Ibid.).
In the aftermath of this experience, Farinetti decides to establish his project upon the
theory of “contrasti apparenti” (Sartorio, 2008)10. This theory consists of grouping
together positive values that for the majority of people their coexistence is
considered to be unmanageable (Spagnolo, 2013).
In order to establish Eataly in the respect of each characteristic it was

supposed to have, since the beginning it has been crucial to respect the following ten
fundamental requirements (Sartorio, 2008):
1. To create a huge building close to the urban center that is big enough to hold
a great number of visitors.
2. To sell only high-end food and beverages.
3. The products are intended to be offered to the audience accompanied by a

clear and original description.
4. To create cooperation between the distribution format and the restaurant

industries.
5. To organize didactic events that catch the attention of the public, and that
can be attended by everyone.
6. To offer products at sustainable prices by cutting the costs of acquiring them.
7. To include the main peculiarities belonging to the GDO sector (large spaces,
convenient prices, etc.…), and integrating them with the specialization
characteristics of the small boutiques (high-quality, skilled personnel, etc.…).
10 Italian equivalent to the English “apparent conflicts”.
56
8. To employ a skilled, motivated and smiling labor force.
9. To convince the largest number of suppliers to leverage their productivity,

according to the ever-increasing demand of high-quality products.
10. To provide a range of social activities for all citizens.
The very first opening of Eataly occurred in the ancient Opificio Carpano on
January 27th of 2007. In particular, the official launch was possible only after a four-
year transition phase, whose purpose was to define and coordinate the following key
elements of the business:
1. To find the products to offer and the personnel in charge of the different
departments of the store
2. To acquire some members of the supply chain in order to control some key
sectors.
3. To organize a corporate structure that is able to give financial soundness as

well as sector experience to the company
4. To find the right location to open the first store, that must be in line with the
entrepreneurial idea.
5.2 Tradition meets Innovation
After having studied and identified the core elements contributing to the
success of the idea behind Eataly, a question spontaneously arises and it is as follows:
57
“How is it possible to adopt large-scale food distribution techniques without
distorting the fragile equilibrium characterizing traditional production processes?”.
This is given by the fact that modern and traditional technologies are regarded as
opposing systems that cannot coexist (Venturini, 2009).
In this regard, Eataly had to stipulate some arrangements with small producers in
order to create harmony in an apparently contrasting business. In particular, these
small traditional partners were asked to formalize their production practices to meet
the GDO requirements- i.e. to modernize the packaging, to include bar codes and an
ingredients list (Venturini, 2009).
Broadly speaking, the opposition between modernity and tradition lies in the
expansionary willingness governing big industrial systems and the conservative
behavior typical of traditional communities (ibid.). Eataly’s role is to spread the idea
that modern technologies can help profitably traditional productions in order to
create new commercial paths to pursue and to expand (Venturini, 2009).
Eataly’s traditional innovation has to observe the basic ideologies behind its creation
in every facet of the job; otherwise consumers will tend to reduce confidence toward
the company (Ibid.). To meet this requirement, Farinetti has to continuously create
radical innovations to both the traditional and the modern distribution so that he can
improve his commercial success by imposing barriers to competition.
In particular, Eataly has to be coherent with two needs (Venturini, 2009):
1. The logistics, as well as the organizational parameters of the modern

distribution, are to be leveraged in order to take on the production rhythms typical of
traditional productive processes.
2. Traditional manufacturers are required to develop and build a productive

format that corresponds with the imperatives of the GDO system.
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5.3 The Grid of Eataly
To select suppliers and departments supervisors, Eataly can count on the

help of Slow Food. In particular, to dispel the myth spread out by the GDO
participants that traditional production can only be addressed to a niche market,
Farinetti decides which products are to be offered as well as the total number of
brands for each product the company sells; however it will be Slow Food that will
identify the producers that perfectly match with the company ideology (Venturini,
2009).
Suppliers’ selection is carried out by adhering to the following three criteria

(Venturini, 2009):
1. The quality of products (comparative and blind taste tours of products

produced by different suppliers)
2. The sustainability of production processes that must be tied to tradition
3. The guarantee to offer a large enough quantity of products to be able to grant

the large-scale demand.
However, Eataly cannot be seen as a simple large-scale distributor as it is

compelled to rely on the local producers selected to take part in its supply chain.
Therefore, this constraint results in higher prices of products and a supplier’s logistic
that cannot sustain the imperative rules of the GDO industry.
In order to partially overcome this hurdle, the company followed a two-fold strategy.
On the one hand, it stipulated agreements with some of the suppliers, and on the
other hand, it acquired the full ownership of others. The purpose was basically to
reduce procurement costs and risks of crucial products like pasta, water, bread, etc…,
and to consistently shorten the supply chain in order to reduce logistics costs and
final prices (Venturini, 2009).
59
Nevertheless, it is important to outline that Farinetti, through the acquisition of
companies, does not intend to alter their production mechanisms or culture, but
rather he aims at respecting them while possibly balancing prices with the GDO
sector (ibid.).
5.4 The Company Positioning in the Market
What differentiates Eataly from both GDO participants and specialized food
stores is the fact that it intends to offer superior products at affordable prices to a
large-scale public rather than to a niche market (Venturini, 2009). The rationale
behind this objective lies in the fact that everyone can afford high-end products if
he/she reduces the quantities in the chart (Ibid.).
By adopting Farinetti’s ideology, it is possible to understand Eataly’s

positioning by observing Figure 5.1 below (“Quantity vs. Quality”).
Figure 17 “Quality vs. Quantity” readapted from (Venturini, 2009)
60
The GDO clearly occupies the quadrant situated at the top left-hand side of
Figure 5.1 above. In fact, the strategy mostly targets a huge number of consumers,
whose focus is to buy many products at low prices. On the other hand, Eataly is
lodged in the “Homo ridens sano” quadrant, since its customers are informed clients,
who prefer to buy a small quantity of superior products (Venturini, 2009).
In terms of quality, the most likely competitors of Eataly are the small traditional
food stores, located in the H.RS quadrant as well. Nevertheless, they should not be
regarded as real competitors of the company as Eataly has to be seen as a hybrid
outcome which adopted the positive features of both GDO and small food
boutiques: superior food at sustainable prices.
5.5 Key factors of Eataly Phenomenon
An extensive analysis of the main contributing factors, which made possible

for Eataly to create a stand-alone position in the marketplace, is necessary to mature
a comprehensive understanding of the company.
In the following, the most relevant innovation-contributing elements are listed along
with an analysis of them.
5.6.1 Sustainable Prices
Eataly’s main objective is to demonstrate that high-quality products may be

sustainable for everyone. It is important to highlight that the company does not
express its prices are low, but rather it outlines that they are affordable- that is, the
charges applied to products are deemed to be compatible with the disposable income
of a family (Venturini, 2009).
The motif behind the opportunity for the company to offer relatively
acceptable prices is that it adheres to a number of pricing-oriented strategies (ibid.).
61
First of all, Eataly diversifies prices by offering a range of products that goes from
competitive to highly superior products. This scheme is analogous to GDO’s price
discrimination mechanisms. Indeed, large-scale food retailers tend to promote low
prices products to attract customers and to induce them to buy more than they
wanted to.
Next, one of Eataly’s key strengths should be considered to be the negotiation
process between the company and the producer. By drawing a comparison between
the Eataly’s business and the most relevant GDO participants, the latter generally
exercise pressure on suppliers that numerous times feel oppressed by the requests
forwarded by GDO clients and as a result they reduce the caliber of merchandise.
The former, instead, does not intend to acquire bargaining power, otherwise many
producers would decide not to take part of the project and thus the company would
be standardized with other large-scale food distributors.
In fact, Eataly’s category managers do not impose contractual duties to partners, but
at the same time they do their best to contain the rise in prices demanded by
producers. Therefore, the contracting process is basically based on a mutual
agreement (Venturini, 2009).
Following, by acquiring some of its key producers, Eataly is able to create
competitive pricing policies for these providers.
To conclude, for Eataly is important that the wares offered in the shops are seasonal
and that respect the philosophical system of “kilometer zero”. This strategy allows
the company to impress the target audience by emphasizing the quality involved in
these products, but at the same time it contains costs since seasonal and locally
produced products are commonly cheaper than others.
5.6.2 Haute Cuisine: Eataly’s restaurants
An important feature that highly differentiates Eataly from GDO is the

choice to include in its business model a number of fine eateries.
Eataly’s dining services are conceptualized following a fast-to-be-prepared logic that
exclusively makes use of superior products. The variety of food, which can be tasted
62
by the audience, differs according to the restaurant the consumer decides to eat at.
Eataly’s streams of revenues are highly affected by the restaurants’

component. In fact, already in the first year since the opening Eataly earned 7 million
Euros from this dining service, although it costs 20% more to the company with
respect to the supermarkets’ area (Venturini, 2009).
Moreover, restaurants are fundamental to induce customers to enter into an Eataly
store. In particular, this is ascribable to the presence of renowned dining places to eat
in (i.e. the “Guido per Eataly” restaurant awarded a Michelin star) that appeal clients
to visit the place and consequently they also experience the multisensory atmosphere
that characterizes a Eataly store.
Restaurants also fulfill a didactic role (Venturini, 2009). In fact, every meal prepared
in a dining area of the store exclusively use products Eataly offers to the public.
Therefore, customers by experiencing the quality of the food may decide to purchase
some items.
To conclude, the last but not least role restaurants accomplish is to avoid to waste
food (Venturini, 2009). In fact, in case Eataly identifies products surplus, it sends
them to restaurants with the aim to have them employed in some of the recipes
cooks invent.
5.6.3 Didactic Activites
Another aspect that highly differentiates Eataly from the modern GDO
participants is the food didactics (Venturini, 2009).
This didactic side is an important component of the expansionary strategy Eataly
enacts. In particular, the objective is to create an opportunity for customers in order
to understand why products may seem quite expensive as well as to learn about food
and about eating well (Ibid.).
In contrast, the modern GDO generally organizes some itinerary tours, events for
kids and some music performances, but nothing related to teaching to clients to eat
responsibly. The reason is as follows: modern supermarkets are conceptualized in a
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way to create an atmosphere incentivizing a fast and easy shopping experience.
Therefore, structured and complex didactic activities (like Eataly does) would not
match with the format supermarkets represent.
To convey the message that eating responsibly at sustainable price is

important, Eataly mostly employs various tactics to pursue the objective (Venturini,
2009). First of all, once entered into an Eataly’s store you are surrounded from
billboards celebrating Eataly’s philosophy and culture (Venturini, 2009). This
strategic device varies out a particular didactic role aimed at celebrating the
philosophy of Eataly, giving extensive information to clients regarding producers,
department category and the partners involved in Eataly’s business reality (Ibid.).
Moreover, it is crucial to observe the know-how Eataly’s personnel has. In particular,
Eataly is inclined to hire young, motivated people, who are required to undertake a
training process carried out by category managers as well by Slowfood.
Next, Eataly offers free to charge courses addressed to either kids or elderly people,
whose purpose is to teach different values to the different audience. Moreover, these
specific didactic activities also fulfil a strategic role: kids and old people can attract
grownups to the store and consequently to attract that portion of customers that
most contribute to increase margins (Venturini, 2009). In particular, events planned
for adults are the only activities which require a prior payment, and the grounds are
in the fact that they have to repay for the free activities.
Therefore, Eataly is a place where to spend long hours, in contrast to the modern
large-scale food retailers.
As previously mentioned, also restaurants fulfill a didactic role, but the most
important factor contributing to attracting, teaching, and retaining customers is the
marketing Eataly formulated.
Restaurants, in conjunction with didactic activities (5.6.5) and sustainable prices
(5.6.4), create the famous three souls of Eataly: “EAT, BUY, LEARN”. In details,
these three distinctive characteristics melt in a unique place, creating a distinctive
experience of co-creation with the customers that can be called “eatertainment”
(Montagnini & Sebastiani, 2009).
64
5.6.6 The Marketing of Eataly
Eataly is the upshot of a pioneering idea whose peculiarity is to match

together seemingly opposing concepts- GDO vs. the quality offered by traditional
small food retailers-11. In order to do so, it is important for the company to develop
a particularly mesmerizing marketing communications strategy.
For comparison sake, the traditional GDO marketing strategy is usually conceived to
induce clients to purchase impulsively. On the contrary, Eataly wants buyers to buy
fewer products, but by pondering about what they want/need and what not
(Venturini, 2009).
In the following, the main characteristics of the marketing techniques Eataly

adopts. First of all, Eataly’s communicative approach may be easily differentiated
from the others thanks to the wordiness of both its advertisements and slogans. In
fact, the GDO is generally concise in the messages it intends to convey, and it makes
use of slogans and posters that are extremely straightforward and full of vivid images.
Moreover, Eataly uses hilarious phrases in many of its advertisements it creates. This
is to be coherent with Farinetti willingness to be authoritative- in terms of devotion
to cardinal values like quality and ethics-, but also ironic- the theory of “contrasti
apparenti”, as discussed in Section 5.2-.
The marketing policy Eataly applies is unique and it can be perceived in every corner
of the stores: from the outfitting to how products are located and presented. The
company organizes each department in order to transmit a sense of conviviality, and
not to position itself as a mere store where to go and buy generic products
(Venturini, 2009). Moreover, it is not by chance that Eataly also selects historical and
renowned locations to establish its openings- i.e. Torino Lingotto. It is, in fact,
important for the company to have every single piece of the puzzle harmoniously
matched with the others.
Everything in Eataly is conceived to convey emotions as well as values, to create a
11Please, refer to Section 5.2 for the theory of “contrasti apparenti” formulated and developed by
Oscar Farinetti.
65
memorable experience as well as a loyalty status. This dynamic seems to adhere to
the fundamental assumptions that characterize the so-called emotional marketing12.
12Emotional Marketing refers to the practice of building brands that appeals directly to customers’
emotional sphere. It aims at triggering an emotional response to the audience.
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Chapter 6: Eataly Value Curve and Business Model
Canvas
The next Chapter opens with a brief introduction encompassing a recap

framework. The objective is to remind the research question of this study and to
summarize the theoretical background applied to fulfil it- namely, Blue Ocean
Strategy and Business Model Innovation-.
Next, Paragraph 6.2 analyzes the Strategy Canvas of Eataly with emphasis on the
study of those strategic moves able to lead the company to outstrip rivalry and to
penetrate an unknown marketspace- Blue Ocean market-.
In conclusion, by emphasizing the complementarity role existing between the BOS
and the Business Model Innovation, Section 6.3 deals with a systematic analysis of
the curious Building Blocks composing the Business Model Canvas of Eataly.
6.1 Introduction
The objective of this dissertation, as explicitly written in the Introduction, is

to investigate whether Eataly accessed an uncontested marketspace - namely, the
Blue Ocean marketplace- by formulating a winning and innovative business model
formula.
As previously exposed in Part I of this work, the fundamental goal of a Blue
Ocean Strategy is to basically create a new market space in a matured industry. To
succeed in doing so, it is important to move away from any universally accepted
industry boundary, and to set a long-term objective to refrain the company to move
in the head-to-head competition.
So far, Eataly’s culture, mission, and main innovative factors have been
observed and discussed by taking into account the differentiation dynamics that
allowed the company to position itself into a distinctive market space.
However, in order to give a systematic solution to the research problem, it is
important not only to investigate whether the company differs from other industry
67
players, but also to realize and scrutinize which factors contributed to its success.
The methodical approach adopted will apply the theoretical tools discussed in Part I-
namely, the Strategy Canvas and the Business Model Canvas-.
At the genesis of his idea to create the largest high-end food market/mall in
the world, Farinetti had to front a matured and bloody creative industry- namely the
large-scale food distribution (See Part II)-. Therefore, it was particularly important
for him to formulate and develop an innovative business model to be able to outstrip
the sector fierce competition.
To create a new marketspace and, thus, to build a winning value curve, it is important
for an entrepreneur to adhere to the following Blue Ocean dynamics that, not by
chance, Farinetti had intrinsically established in his risky groundbreaking mindset.
First of all, it is essential to think like an entrepreneur in order to reverse the basic
industry assumptions others take for granted. Next, as introduced in Part I, it is
important to assume that market boundaries can be leveraged and modified.
Moreover, it is also a concern of primary relevance, not to be focused on
competition, but rather to individuate where and how the job has to be done.
Also searching for complementary services or products that may match with the
main company business may be useful.
Finally, at last but not least, to recombine and, thus, to renovate the market is the key
to success.
At this point, a question arises spontaneously: does the Eataly formula

include the Blue Ocean dynamics listed above? And, as a result, did Farinetti create
an uncontested market space by innovating and reinventing the business model of
the food distribution industry?
The analysis of the company value curve (Paragraph 6.1 below), as well as the
creation and study of its Business Model Canvas (Par. 6.2) are the required
theoretical steps to be taken in order to find an answer to the research gap.
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6.2 Eataly Strategy Canvas
In Chapter 1, the Strategy Canvas has been defined as “a visual diagnostic

and action framework adopted by companies to conceive a value-innovating Blue
Ocean Strategy”. Therefore, it may be denoted as a captivating graphic tool generally
applied to observe innovation and differentiation opportunities in the marketplace of
interest, and, if possible, to formulate a Blue Ocean Strategy.
As far as the subject-matter of this study is concerned, the figure 6.1 below
gives a picture of Eataly’s Strategy Canvas. In particular, the company value curve
may be analyzed in comparison with the value curves representing its closest industry
competitors: the GDO retailers and the traditional food boutiques.
On the x-axis are captured the main factors of competition the company eliminated,
reduced, rose, and created13. Together, these factors lay down the foundation of the
value curve. On the y-axis, instead, the relative performance of Eataly along with
each competitive variable is mapped.
EATALY
SUPERMARKETS
FOOD BOUTIQUES
Figure 18 “Eataly Strategy Canvas”
13 See the Four Action Framework, Chapter 1.
69
As it may be noted by looking at the graph above, the relevant factors of
competition in the analysis are as follows:
1. PRIVATE LABELS: the variety of products labelled with the supermarket

brand.
2. PROMOTIONS: by how much the company focuses on discounting

products.
3. SELECTION: the range of products that players offer.
4. PRICES: the level of prices the participant charges to clients.
5. QUALITY: the perceived quality of the products sold.
6. MARKETING: by how much the company focuses on marketing strategy

to approach to and communicate with customers.
7. SHOP EXPERIENCE: the degree of willingness to convey to clients

emotions, memories and experiences while shopping.
8. DIDACTIC ACTIVITIES: the organization of events and experiences

oriented to instruct the clients regarding important values for the company.
9. RESTAURANTS: the presence of dining locations in the store, and their

importance to convey the company mission to clients.
6.2.1 Discussion
In order to win the bloody price battle and to retain as many customers as
possible, the GDO started offering privately labelled products at prices
70
substantially lower than branded foods (See Par.3.3). Eataly, instead, entirely
eliminated this factor of competition as deemed not to be in line with the company
culture and strategy, and adopted the same policy formulated by food boutiques.
Eataly’s strategic value curve seems to diverge from the GDO sector also for
what concerns promotions. In fact, while the GDO players distribute a massive
amount of weekly flyers sponsoring the exclusive discounts they apply, Eataly is an
entrepreneurial company where the rebates on the products it sells are rarely applied.
Nevertheless, although it is not the main strategic move the company focuses on, it
still presents some of the promoting strategies formulated by the GDO, in contrast
to the inflexible traditional food boutiques.
As explicitly mentioned a number of times in the previous Chapter, Eataly

clearly focuses on selling superior goods. As a consequence, its strategy led to a
consistent reduction of the array of products offered (selection) compared to
supermarkets. However, it is still able to offer a larger range of products than small
boutiques given the higher number of partners and producers it has.
For what concerns the company price orientation, instead, it is clearly

lodged halfway between the small food boutiques (extremely high prices) and
supermarkets (minimum chargeable prices). In particular, what is important to notice
here is the ability of the company to diminish a factor that has always negatively
categorized the food boutiques, which are known to respect the industry assumption
to sell high-quality products exclusively to a niche market at high prices.
By eliminating the commercial mediation with suppliers- Eataly is directly supplied
by producers (short supply chain)- and, thus, by establishing a direct ethical relation
with them, the company can offer products similar to what traditional small retailers
propose, but at a far lower price. However, since Eataly products are quality-
oriented, the prices that it charges are obviously higher than the ones set by
supermarkets, generally lowered as a result of the bloody price war.
Therefore, from the analysis carried out so far, it is possible to claim that what Eataly
does is to formulate strategic moves that enable the company to offer high-quality
products- usually offered by boutiques- at sustainable prices- a bit higher than
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supermarkets, but lower than small distributors, in order to be perceived as relatively
affordable for everyone-. Therefore, Eataly has created a strategic value curve that
may be perceived as a hybrid and situated halfway between the supermarket and the
food boutique formats.
By turning the attention now to the factor of competition labelled as quality,

while Eataly value curve (not-surprisingly) diverges from the supermarkets, usually
selling medium-range products, it consistently converges to high-quality food
boutiques.
Despite to small retailers, which do not apply any sophisticated marketing

mechanism, and contrary to large-scale distributors that, in turn, apply marketing
approaches merely based on attracting customers to buy strategic discounted
products, Eataly is extremely focused on marketing. In fact, the company applies
verbose marketing mechanisms in order to promote the corporate culture and to
create consciousness in the audience in terms of company mission and the products
offered (informed customers). Moreover, Eataly exploits sophisticated marketing
initiatives aimed at creating brand awareness in clients’ mindset.
Customers, visiting an Eataly store, do not simply purchase a product, but they
acquire a high-quality culinary masterpiece with a story, a tradition characteristic to
Italy.
Eataly successfully communicates and converses with clients through the use of
overwhelming strategic advertisements. This is an absolute innovation in the sector
as both GDO and traditional boutiques do not aim at creating any loyalty-based
communicative relationship with clients.
From this analysis of the Eataly Strategic Canvas, it is possible to conclude

that Eataly is an entrepreneurial business formula that may be perceived as radically
different from both the supermarkets and small food retailers, although it also shares
some mutual traits with them.
In particular, what really differentiates the company from all the others and leads it
into a rivalry-free marketplace is the “EAT, BUY, LEARN” corporate philosophy.
The charismatic and pioneering Oscar Farinetti created and established a place where
72
people can be emotionally involved into an all-around food experience. The “EAT,
BUY, LEARN” soul of Eataly is present in the value curve (Figure 6.1) with the
following three strategic moves:
- Shop experience: a slow, living and dynamic store, full of culinary initiatives,
highly-skilled personnel, and overwhelming informative posters where customers get
actively involved.
- Didactic activities: as already said, they are events meant to educate grownups,
kids, and retired people at eating well and living better.
- Restaurants: strategic areas where customers can taste the products offered in the
grocery departments and finally decide to buy them or simply to spend time together
enjoying the taste and the fragrances of high-end products.
In conclusion to the extensive analysis of Eataly Strategy Canvas, it is

possible to deduct that the company profitably formulated strategic moves that,
although some of them are similar in some aspects to both the GDO and the small
food boutiques, led it to acquire an important rivalry-free status. Therefore, Eataly
cannot be seen as a competitor in the food distribution sector, but rather it should be
seen as an isolated pioneering participant of it.
The key factor, which determined the success of the company, has been Farinetti’s
ability to formulate a project that could harmoniously match together apparently
contrasting characteristics, belonging to both GDO and Traditional retailers, with
innovative strategic moves, and let them co-exist in a single business format. In fact,
he did not just adopted some of the fundamental traits of those formats, but he also
radically innovated them, resulting in the exclusive “SHOP, EAT, LEARN” business
model, whose Canvas will be presented and discussed in the next Paragraph.
73
The ERRC Grid below (Figure 6.2: “Eataly ERRC Grid”) serves as a
summary of the Eataly Blue Ocean Strategy graphically shown in the Strategy Canvas
(Figure 6.1).
Figure 19 “Eataly ERRC Grid”
74
6.3 The Eataly Business Model Canvas
The wide-ranging analysis of the Strategy Canvas has derived the conclusion
that Eataly formulated and developed a Value Innovation Strategy through the fusion
of two apparently incompatible businesses- that is the mass food distribution,
represented by the GDO, and the niche high-quality distribution, exemplified by the
small traditional Food Boutiques- and the creation of business specific strategic
moves.
In this Paragraph, the Business Model Canvas of the company will be

introduced in order to attest how well Eataly managed to remove the old assumption
that high-end products could only be appreciated by a niche market14.
In this regard, it is important to outline that to do so the company had to undertake a
deep Business Model Innovation. In particular, each Building Block will be analyzed
so as to investigate the way in which the strategic moves have been adapted to the
business and, moreover, to understand the difference between Eataly’s and both the
GDO and Food Boutiques business models (See both appendix B and C).
Figure 6.4 below gives a graphical representation of Eataly’s Business Model;

in particular, it shows the Business Model Canvas of the company.
14Regarding the Eataly effort about the assumption removal, see the Interview to Fiorella Palmieri
posed in Part IV.
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Figure 20 “Eataly Business Model Canvas”
In the following, a systematic analysis will be performed in order to examine

the Building Blocks shown in the figure above and to understand the Business Model
Innovation of the company.
Customer Segments
Eataly expressly states on the corporate Manifesto that “OUR TARGET

AUDIENCE IS EVERYONE. Whether you're here to buy a loaf of bread, prepare
for a lavish dinner or sit down to enjoy a meal, we want this to be your place. We
want you to be comfortable, happy, and enriched by every visit” (2015).
Not surprisingly, the mass market proves to be the outcome of the segmentation
process the company did. This is justified from the nature of this multifaceted
business that wants to establish itself as the place to be if you want to enjoy an all-
around high-quality culinary experience at sustainable prices.
76
The target customers that Eataly intends to attract are therefore the relatively the
same consumers served by the GDO, but who also have an intrinsic difference. In
fact, Eataly aims at attracting everyone at its store, by applying no distinction of race,
age, gender or job. Nevertheless, in reality, the actual consumers are people who are
informed, those who read and are careful in respect to what they buy and how they
eat.
In these regards, Eataly prevalently advertises its initiatives on the most read
newspapers in order to create knowledge among likely customers and, thus, to
incentivize the word of mouth and to finally embrace its target: “everyone”.
However, how is it possible for Eataly to serve the mass market if Part II of
this study observed that customers of the food distribution industry are mostly
concerned on saving money? The answer has to be found in the innovative way the
company approaches them, that will be examined in the next Building Block:
“Customers Relationships”.
Customer Relationships
In Eataly, every single piece of the puzzle is perfectly matched with the rest
and each Building Block of the Business Model is conceived to create a pleasant
atmosphere where every choice and event is not left to chance.
In particular, the Customer Relationships Building Block is one of the most
important for a company like Eataly that wants to approach as many people as
possible by let them front a radically new distribution format.
Farinetti was aware that by creating such a pioneering project he had to fight against
harsh challenges; among the most crucial there is the hurdle to educate the target
clients to the new business.
Eataly may be deemed to be a winner in the way it approaches and retains its
customers. One of the main mechanisms it applies is the co-creation of value; in fact
a client visiting an Eataly store feels that he/she is a part of the corporate reality.
Here, it is possible to exchange views, to create reviews and suggests improvements
77
or forward critiques.
The strategy Eataly applies is absolutely customer-centered, the company strongly
wants its clients to be informed about the company culture, philosophy and most of
all about what they buy and why. They want to form a rational and conscious
audience that buys less but of high-quality. For this reason, in each category
department there is the possibility to read the story and composition of the products
along with the history of the producers and the ideology that define them.
It is important for Eataly to educate and inform its buyers as once people get aware
of the benefits procured by a conscious dietary habit, they will find in Eataly the
place to satisfy this need at sustainable prices.
Moreover, to be a close community is a factor of crucial importance for Eataly and
this is improved by creating blogs, diaries, newspapers, and social networks accounts.
The value co-creation mechanisms are mainly conceived to generate a

distinctive experience for the customers so that they will become loyal to the stores
and, through the word of mouth, they will attract other potential clients to the store.
It is important to notice here that each mechanism applied by Eataly is customer-
oriented and it is based upon sophisticated and well formulated marketing strategies
that, being one of the Key Activities of the company, will be discussed later in the
analysis.
Value Propositions
Eataly mission is to create a place where people have the opportunity to buy
high-quality products at sustainable prices, but also to experience the Italian culinary
tradition through the dining areas and the didactic activities.
As said previously in this dissertation, the business model of Eataly is the upshot of a
convergence process that wants to deliver to customers an experience that may be
deemed to be as controversial. Here, the coexistence of seemingly incompatible
factors and the creation of a unique multidimensional place has been made possible
by creating a Value Proposition that, being implemented from the perfectly matched
activities of the other Building Blocks, created a pioneering Business Model that
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completely differs from the competitors’.
In particular, Eataly could not be what it is without the formulation and
implementation of its “EAT, BUY, LEARN” dimension.
Channels
The main Channel of distribution on which the company mostly focuses is

the brick and mortar store. As already discussed, Eataly requires of distinctive
buildings, mostly located nearby the city and able to hold a large number of people,
in order to properly fulfil its mission. Indeed, in contrast to both the GDO and the
traditional food boutiques, is not only a place to go and buying products; but rather it
is a place formulated to spend long hours shopping, learning and eating.
Moreover, as Eataly has both logistics impediments and it is supposed to respect the
distinctiveness of its format, its presence on the territory does not serve the mass
market as a GDO participant does, in fact, it has hundreds of stores dislocated across
the Country. For this reason, the company established Eataly.net, a virtual platform
that manages the shopping online of the company and that strictly adheres to Eataly
philosophy in the layout and in the way products are presented to the online users.
Key Partners
Eataly is an entrepreneurial company that highly relies on its partners in order

to effectively convey the quality-centered strategy it formulated. In fact, in contrast to
both GDO and traditional retailers, for Eataly the Key Partners may be considered
not only to be a source to reduce procurement costs and risks but also to be a key
strategic factor in order to convey strategic coherence and sustainability to its
customers.
The company Key Partners are obviously the non-profit organization in charge for
quality check and for producers selection- Slow Food- and, of course, the small
traditional local producers that are in line with the philosophy the company is based
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on- that is, the quality and pureness of the products produced and sold-.
This is a distinctive trait for Eataly and it serves as a mean to ponder about the
strategy behind this company. In fact, in Eataly everything is strategically formulated
and developed in order to always be perceived as coherent with the ideologies and
values deeply intrinsic to its organizational culture. This is a consequence of the fact
that Eataly is a pioneering business primarily centered on the respect of the imposed
quality standards. In fact, in case it appears to lack of coherence, customers will
rapidly lose devotion in the company and this would rapidly lead to bankruptcy.
Key Resources
The components of the Key Partners Building Block discussed above may be
also deemed to be one of the main resources the company has in order to effectively
convey its Value Proposition. The reason lies in the strategic role the partnerships
have, as previously discussed above.
Another important Key Resource of the company may be considered to be the
highly-skilled personnel Eataly recruits. In fact, as soon as new members get access
to the corporate workforce, they are supposed to attend periodical training seminars
in order to be informed about the company mission and philosophy and to learn
how to properly transmit it to clients. Moreover, it is important to outline that the
quality value in Eataly is also mirrored in the people the company decides to hire. In
fact, regardless the training courses they have to go through, Eataly selects people
that were already specialized for the job position yet earlier than entering into Eataly.
Key Activities
In order to be in line with its Value Proposition, one of the main Activities
the company has to perform is the periodic and accurate control of the products it
sells and, as a result, of the producers it establishes partnerships with. This may be
regarded to be a crucial activity as without a coherent and systematic control
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mechanism the company in the long-run would risk to fail to adhere to the ethical
principles it mostly celebrates: quality, transparency, tradition (among the most
relevant ones).
Moreover, as already anticipated in the analysis, Eataly is a company profoundly
devoted to complex marketing strategies. In fact, the marketing is the key principle
that rules all the activities in Eataly. As Farinetti claims, the only problem in the
distribution market is the lack of marketing capability. In fact, consumers need to be
educated, they need to be informed regarding why they should decide to consume
with consciousness and they have to be educated in loving your company and the
culture behind it. If you, as an entrepreneur, are able to do it, then you will win your
market share.
Without the transparency and the communication that makes Eataly stand out in the
market place, the company would have never been able to profitably operate in the
Blue Ocean Market discovered and consequently accessed.
To conclude, two of the three souls of Eataly- that is, eat and learn- are translated
into the two following company’s Key Activities: Restaurants and Didactic Events,
already covered in details in Chapter 5.
Cost and Revenues Structure
The largest portion of earnings the company collects prevalently stems from
proceeds of the grocery department and the dislocated restaurant. Only a mere
percentage of Revenues is accrued from online retailing.
For what concerns the cost side, the Restaurants are deemed to be the most
expensive component of the Eataly formula. In fact, as Venturini reports, it is
equivalent to the 40% of the total cost structure, in contrast to the only 20% of the
procurement costs (Venturini, 2009). However, the dining areas are an essential
strategic component of the Business Model formula Eataly formulated and
implemented (the “BUY, EAT, LEARN” concept), as by tasting products people are
further incentivized to buy them.
To conclude, the company presents two further sources of cost: the personnel, with
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the wages and training costs, and the didactic activities Eataly hosts. It is important
to outline that the free of charge events offered to both retired people and kids are
basically refunded by the revenues derived from the events primarily funded by
adults (Venturini, 2009).
Conclusions
To conclude, in Part III of this study an extensive introduction of Eataly has

been provided to the reader. Essentially, it was carried out by exploring the rationale
behind the company and the characteristics that permitted it to stand out in the
marketplace- i.e. short supply chain to offer superior products at sustainable prices,
sophisticated marketing mechanisms, multidimensional store etc…-. Moreover, a
detailed analysis of the company Strategy and Business Model Canvas has been
conducted in order to fill the research gap identified in this work: whether Eataly
created an uncontested marketspace in the food retailing industry through a
systematic business model innovation.
Chapter 5 shed light on the mission Eataly intends to pursue and fulfill and also on
how the company formulated its strategy to be in line with the objectives set at the
genesis of the idea. Eataly may be regarded as a multidimensional and controversial
business format, whose role is to remove the industry assumption that high-end food
products may be offered exclusively to a niche market at extremely high prices.
The direct ethical and commercial relation with suppliers, the creation of a huge and
dynamic all-around food show, where visitors can “buy, eat, learn”, are the crucial
corporate fundamentals that permitted to Eataly to become the largest artisanal
superior marketplace in the world.
After the study of the main strategic moves of the company and of the business
model it formulated, developed and implemented (Ch.6), the conclusion derived to
answer the research question is the following: Eataly profitably entered into an
uncontested market space by radically reversing the business model previously
existing in the food retailing sector. In details, this result has been achieved through
the wise alignment of the strategic moves identified in the Strategy Canvas in Par.
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6.2- i.e. sustainable prices, high-quality, shop experience, didactic activities, dining
areas and emotional marketing among the most relevant- with a radically innovative
business model canvas (Par.6.3).
Eataly is the place to be in order to experience an atmosphere where customers are
an active co-creating resource for the business, and where the high-quality food is
made affordable to everyone with the creation of a business model that projects it to an
idyllic complex (but also simple) dimension never reached by others before.
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Part IV: Empirical Research
Chapter 7: Interview
This Chapter presents to the reader a verbatim copy of the research interview
addressed to Mrs. Fiorella Palmieri, Eataly press office manager at the Piazzale
Ostiense headquarter in Rome.
The interview scope is to provide the reader with a consistent and reliable empirical
proof in order to show how the company perceives itself in terms of business model
innovation and market positioning and to verify whether the conclusions derived
above may be regarded as consistent. In fact, this Chapter is important in order to
reinforce the groundings of the inferences derived in the end of Part III- that is,
Eataly effectively jumped into a rivalry-free marketspace through the successful
reinvention of the traditional food retailing business model.
7.1: A Conversation with Fiorella Palmieri
In the previous section of this study, the analysis of the corporate Strategy
Canvas and Business Model Innovation led to conclude that Eataly effectively
jumped in a Blue Ocean Market through the creation of a complex and pioneering
Business Model in the food retailing sector.
In the following, the interview addressed to Mrs. Fiorella Palmieri, press office
manager at Eataly P.le Ostiense in Rome, furnish an empirical contribute that
strengthens the validity of the conclusions above..
The interview is made up of eight questions that span both the study of the
company Business Model Innovation and the analysis of the perception Eataly has of
itself in terms of its positioning in the marketplace- that is, whether it thinks to
operate in an uncontested market space or not.
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The results validate the conclusions autonomously derived in the previous two
Chapters.
Interview Transcript:
1) The idea behind Eataly immediately resulted in a winning bet. In your

opinion, what are the elements of the business model that contributed to the
creation of the original and complex distribution format?
Eataly simply invested on quality, but, in contrast to many others, it decided to

convey this value to consumers according to three souls: learn, eat and buy. Each
product we sell has a story. In Eataly, everything that can be eaten can also be bought
and by means of our didactic laboratories and courses we tell how products are
produced, and consequently we educate people to eat well.
2) The “Eataly concept”, from the opening of the first store to today. Have
you been following an overall coherence with the initial business model or
have you marginally changed it over time?
Our concept has always remained the same over time. Our philosophy did not
change: we invest on the quality of Italian products and on their sustainability. What
we do is to remove the assumption according to which superior products are
accessible to only a niche market or hardly available.
3) What are the key suppliers the company relies on? And according to which
criteria you select your producers?
Our producers must be in line with the corporate philosophy. This is the reason why
we surround ourselves with a group of small companies, operating in different
sectors of the wine and food industries, who center their production on the creation
of high-quality products. Our main partners range from the famous Gragnano
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durum wheat pasta to the Langarola egg one; passing through the water of the Alpi
Marittime of Piedmont to the Piedmonts and Venetian wine, and still from the olive
oil of the prestigious Ligurian coast of Ponente to the farm-raised beef of Piedmont.
4) What are the main sources of costs and revenues for a business format like
Eataly?
What Eataly earns is reinvested in new stores. The cost streams are certainly higher
with respect to a traditional supermarket, as we are focused on offering the highest
possible quality existing in the market, thus spending a certainly larger amount of
money. The revenues principally stem from our restaurants’ and grocery
departments’ sales.
5) What is the impact that the development and establishment of the Eataly
brand awareness have on the approach you adopted to attract the final
consumers?
The customer that visits Eataly makes a precise choice: to eat consciously. This
occurs not only when products are purchased, but also by being able to rationally
choose them through the support of the narration we juxtapose them.
6) From the personnel training activities to the dining areas, passing through
the didactic events to the taste itineraries. Are these activities performing a
task of strategic support in the communication of key values Eataly aims at
teaching and conveying?
Absolutely yes! By means of our three souls, events included, we always try to convey
the ideals of Eataly. They can be considered as intertwined activities that, if matched
together, they tend to express our philosophy in the clearest way possible. Our
personnel are an essential part of a family, it knows and shares the values
characterizing Eataly and it is also a completing part in the corporate decision-
making process.
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7) By turning our focus on the company positioning compared to the main
participants of the food distribution sector, in your opinion, is it realistic to
claim that Eataly is a complementary player in the industry, instead of being a
rival?
Exactly! Sometimes it happens to experience some debates with some of the GDO
distributors; however we do not see ourselves as their rivals, simply for the reason
that we offer different products and services compared to them. Typically, our clients
buy at our stores as in any other supermarket; however, the difference stands in the
products they buy.
8) As the proverbial quote “better said than done” suggests, to replicate an

original concept may turn to be a harsh accomplishment to reach. In this
regard, is it possible to affirm that the innovative “Eataly format” is scarcely
replicable for future competitors?
To follow the proverbial quote, I may reply “never say never!”. We cannot foresee
anything in this regard. What I can say is that, until now, Eataly is for sure a format
currently attributed to us and that has not been replicated yet. For what concerns the
future, we hope that more and more companies, not only in the food industry, will
start being always in line with the quality imperative!
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Chapter 8: Consumers’ Perception
The following Chapter copes with the explanation and the analysis of the
questionnaire addressed to a random sample of Eataly consumers. In particular, the
purpose of this survey is to examine how the company value-oriented strategy is
perceived by customers and afterwards to analyze whether or not the company
succeeded in conveying a shopping experience in line with the corporate mission.
In particular, this Chapter serves as a conclusive empirical framework to observe
whether there exists a coherence of perception between what the company intends to
achieve and what it actually conveys to customers.
8.1 Questionnaire
8.1.1 Introduction
In order to execute a research study as reliable and complete as possible, after

having dealt with the company perspective, it is time now to examine how the
demand side perceives the value-oriented strategy of Eataly. In this regard, through
the distribution of a questionnaire and its later elaboration, the dissertation attempts
to provide the reader with an empirical analysis of the customers’ business
perception.
The spreading of the form occurred by using social network platforms- for
the most part Facebook and Twitter-, so that it could result easier to collect the
largest number of possible responses in terms of both geographical dispersion and
sample heterogeneity and randomness. In this regard, the questionnaire resulted in
106 valid respondents, geographically dispersed across the Country.
The survey, made up of various qualitative and quantitative questions

(multiple and open choice), is organized in 4 sections as follows:
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 Demographic profile
 Eataly
 Experience Evaluation
 Personal point of view
The processing of results particularly focuses on those questions regarded as

more emblematic than others in order to analyze the opinion consumers have of
Eataly.
8.1.2 Analysis, Results and Findings
The randomly selected sample consists of both Italian men and women-
respectively 46.2% and 53.8%-, prevalently aged between 18-25 years ( 63.2%, while
the remaining portion of the cluster is dispersedly aged from 26 onwards) and who
are mainly either single or married, respectively 67% and 21.7%, while the residual
11.5% is either divorced or widowed.
As a high percentage of respondents consist of young individuals (mostly aged
between 18 and 25 yrs.), 65 people over 106 are still students, followed by 11 CEOs,
and the rest goes from employees to housewives, passing from freelance to
unemployed.
The essential pre-requisite to be regarded as a reliable part of the study is to

have been in an Eataly store at least once, in fact the totality of the heterogeneous
sample matches the requirement.
It is important to notice that the individuals that took part in the form are considered
to be not only reliable as they all know Eataly, but also because their feedback
geographically covers a high number of Eataly stores. In particular, as shown in
Figure 8.1, the highest portion of people visited, or it is used to visit, the store
located in Rome (65.3%), but the residual 34.7% is from the other stores dislocated
across the Country. Therefore, it may be regarded as a good result in order to avoid
biased findings.
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Rome
Figure 21 “Dispersion of stores visited by consumers”
On the graphs in Figure 8.2 are reported the frequencies with which the
customers are used to respectively do shopping and eat in an Eataly store.
Over a total of 106 replies, no one is used to go to Eataly in order to buy daily
products- in fact, the customers are spread across those who “never” (39.6%) or only
“once” (41.5%) or still “sometimes” (18.9%) have done shopping in an Eataly store-,
in contrast to restaurants, which instead scored a striking 77.1% of participants-
dispersed across “once”, “sometimes”, “often”- that consumed a meal in an Eataly
restaurant.
Therefore, it is possible to conclude in this point that Eataly is not seen as a place to
go and buy daily products, but rather as a location to visit and to share some
convivial moments with friends or relatives. This perception is completely opposed
to a supermarket’s or to a food boutique’s one, where people simply go to buy
groceries and head back home.
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In the past 12 months, have you ever bought from Eataly?
Never
Once
Sometimes
Often
In the last year, have you ever had a meal in one of the Eataly restaurants?
Never
Once
Sometimes
Often
Figure 22 “Shopping vs. Dining Areas”
When asked to agree with a number of statements regarding the reason

behind their actual (or potential) decision to buy from Eataly, customers’ responses
determine an important upshot. In fact, despite the clear general agreement about the
importance of quality products (almost the 80% of the sample either agrees or
strongly agrees with the statements regarding the relevance that the quality, as well as
the traceability and seasonality of the products, has on their buying decision), a
striking result occurs when it is time for them to decide whether they buy (or would
buy) from Eataly for necessity or curiosity. In fact, when asked to express an opinion
about the necessity they have to buy from Eataly, the 67% of the sample is strongly
in disagreement, followed by almost 25% that agrees (See Figure 8.4 below). On the
contrary, when asked them whether they buy from Eataly for pure curiosity, almost
70% of the sample answered they agree or strongly agree.
This outcome is particularly striking and should be further investigated in future
studies. The reason is that it prevalently sheds light on the perception customers have
of Eataly- that is, it is a place completely new, and, therefore, it raises general
curiosity in the audience. Hence, the pioneering “EAT, BUY, LEARN” business
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model may be considered to foster new demand- as the BOS strategy forecasts-, but
primarily driven by curiosity rather than need.
Necessity
1.Strongly disagree
2.Disagree
1
3.Neutral
2 4.Agree
3 5.Absolutely agree
4
5
Curiosity
1.Strongly disagree
1 2.Disagree
3.Neutral
2
4.Agree
4
5
Figure 23 “Demand driven by curiosity”
For what concerns the reason behind the decision to visit, an important
incentive is the atmosphere they can breathe in Eataly. In particular, around the 50%
of the participants believe that the experience lived in Eataly will surely push them to
newly visit the store (See Figure 8.5). On the contrary, the range of high-quality
products and the opportunity to attend didactic events present a wide distribution of
responses, resulting in results irrelevance. However, it is important to remind that
this sample of consumers is particularly young, therefore, since this activities are not
primarily addressed to them, they may be wrongly perceived.
Moreover, restaurants also play an important role to incentivize people to visit (54%
of responses range from “agree” to “strictly agree”).
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11) Please indicate the degree to which you agree or disagree with the following reasons that
induced, or could induce, you to visit an Eataly store and (perhaps) to come back:
 The shop experience you breathe in the store
1.Strongly disagree
1 2.Disagree
3.Neutral
2 4.Agree
4
5
Figure 24 “Shop Experience as an incentive to visit”
 The possibility to spend time in dining areas
1.Strongly disagree
1 2.Disagree
3.Neutral
2 4.Agree
4
5
Figure 25 “Restaurants as an incentive to visit”
As summarized in Figure 8.8 below, when customers are asked to agree or

disagree with a series of statements regarding their experience in Eataly, the factor
that stands out is the overall dissatisfaction about prices, still perceived as too high.
This outcome should be considered as a starting point to further investigate whether
or not Eataly effectively achieved its strategy to serve high-quality products at
sustainable prices, as the latter do not seem to be perceived in this way.
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12) Please indicate the degree to which you agree or disagree with each of the following
statements regarding your personal experience in Eataly:
 I purchased more than planned
1.Strongly disagree
1 2.Disagree
3.Neutral
2
4.Agree
4
5
 Prices are not sustainable to everyone
1.Strongly disagree
2.Disagree
1
3.Neutral
2 4.Agree
4
5
Figure 26 “Perception of High Prices”
On the other hand, although prices are still negatively seen, the general
opinion of an Eataly store is that it is an absolute innovation and, as a result, it
conveys a shopping experience that radically differs from the offer of any other
supermarket. In fact, the 84% of the sample absolutely agrees with this statement,
followed by a 12% that agrees and the rest 9% in spread across “neutral”, “disagree”
and “strongly disagree”.
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However, only 7 consumers over 106 agree when asked whether they would regard
Eataly as their place for buying the daily grocery. In fact, the large majority,
equivalent to around 87% of the sample, “strictly disagrees” or “disagrees” with this
comment (See Figure 8.9)
 I could think of Eataly as the place to go for my daily grocery shopping
1.Strongly disagree
2.Disagree
1 3.Neutral
2 4.Agree
5.Absolutely agree
3
4
5
Figure 27 “Eataly as the place to be for buying daily products”
As a conclusion to the analysis of this form, it has been confirmed that Eataly
effectively entered in a market perceived as new. This is also confirmed from the
answers given by the sample portion (45 people over 106) that expressed an opinion
in the open question. A striking 95% defines Eataly by using adjectives like
“innovative”, “new”, “pioneering”, “unique”; while the remaining 5% defines it as a
place in which “the Italian culinary cuisine is celebrated to 360°, while eating,
learning or simply buying”. Therefore, the Business Model innovation Eataly
formulated and implemented has been effectively perceived by its clients, although
prices are still regarded as too high. However, this may be justified from the fact that
Italy is still under recession and thus people are still refrained to buy less but good. In
this regard, it could be useful to further dig into this question and to analyze the
perception of prices foreigners have of the products Eataly offers and promotes.
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Conclusions
Purpose of Part IV was to empirically test the result obtained in Part III. The
methodologies applied are as follows: interview and customer survey.
Mrs. Fiorella Palmieri positively evidenced the creation of a distinctive Business
Model, by also providing precious insights regarding how the company perceives
itself with respect to the industry.
The questionnaire, instead, confirmed the creation of a Blue Ocean strategy as Eataly
is effectively perceived as pioneering and unique by its curiosity-driven customers.
However, prices are still perceived as excessively high, although the three souls of
Eataly- “EAT, BUY, LEARN”- properly reached the target consumers- that is,
“everyone”- in a radically new way still regarded as one-of-a-kind.
In conclusion to this dissertation, it is possible to finally say that Eataly successfully
implemented a BOS by formulating a radically new business model and, thus, by
setting itself as a complementary actor in the sector rather than a fierce rival.
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Conclusions
The creative food industry, especially the distribution sector, is commonly

regarded as a matured marketspace. The imperative strategic logic of this market is to
fiercely benchmark competitors, by triggering a tough price battle that results in the
creation of a definitely bloody red battle space.
This harsh business scenario has been generated by the sudden change in needs and
preferences of average consumers, primarily due to the recession period the Country
went through. In fact, this new typology of buyers is an individual that, being driven
by savings-oriented impulses, is not loyal to any food retailer. Indeed, she tends to
select those locations that offer the products she needs at the lowest possible price.
Therefore, supermarkets margins are shrinking toward the lowest acceptable bound
and the commercial arrangements with suppliers are becoming stricter and stricter so
as to be able to offer products at extremely low prices to finally attract consumers.
In order to make competition irrelevant, it is important “to think outside the box”, to
reframe boundaries, to formulate weighted strategic moves, rather than to keep on
benchmarking rivals, as Kim and Mauborgne affirm in their book “Blue Ocean
Strategy: How to Create Uncontested Market Space and Make Competition
Irrelevant” (2005).
Eataly, the largest Italian food ambassador in the world, proficiently adhered
to the Blue Ocean rationale, creating a business concept that is perceived as radically
new and pioneering, and, for this, regarded as a singular reinvention of the
supermarket.
Despite the economic recession, from the first opening to nowadays Eataly has
tripled its revenues, demonstrating to everyone that what matters is to be creative, to
remove the market assumptions and to create your own rules of the game.
In particular, by means of a wise reinvention of the business model, Eataly entered
an uncontested marketspace, which, indeed, radically differs from any other business
format of the food distribution sector.
As shown in the Strategy Canvas, Eataly formulated or removed strategic moves that
were regarded both as cost savings and as contributive to promote the new business.
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It is possible to remind the removal of intermediaries with suppliers, a tactic
implemented to ensure a direct contact with the small producers and, thus, to reduce
the extremely high prices usually linked to superior products. The organization also
created an atmosphere in which, through the sapient use of emotional and
communicative marketing, the customer can breathe a remarkable shop experience
characterized by a business model based on the “eat, buy, learn” soul.
In Eataly, nothing is left to contingency and every single Building Block, composing
the organization Business Model Canvas, is studied in details in order to achieve, to
the maximum extent possible, the simultaneous pursuit of cost reduction and
business differentiation- namely, a Value Innovation-.
Hence, Eataly is an example to follow in order to understand how to remove the
cardinal industry assumptions, to overturn them, and to align the pioneering strategic
moves into a Business Model Canvas, which will lead your business to enter the
aspired Blue Ocean market.
As the interview to Mrs. Fiorella Palmieri outlines, Eataly does not perceive
itself as a rival in the market, but rather as a complementary format to the already-
existing offer of GDO distributors. Its multidimensional soul- “eat, buy, learn”-, the
co-creation with customers, the presence of skilled personnel, and, finally, the
offering of superior products to a large-scale public at relatively sustainable prices,
are all factors characterizing Eataly and, most of all, determining the remarkable
experience its customers will live once entered one of its stores.
However, although the questionnaire addressed to 106 Eataly customers

empirically confirmed (analogously to the interview) the access of the company in a
Blue Ocean marketspace, consumers perceive that the company price range is still
not as sustainable as Eataly advertisements highlight, creating a demand that is
curiosity-driven rather than motivated by real needs. Therefore, this may result in a
focal point to work on for a company like this.
To conclude, Eataly is a pioneer in the food industry, a business that radically

overturned the previously accepted industry boundaries by matching together
seemingly opposing concepts in a multidimensional shop experience.
In 2007, from the very first moment Eataly opened the doors of its first store in
Turin, it did not simply enter a Blue Ocean market; but, by means of a revolutionary
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Business Model, it also radically overturned the supermarket concept, reinventing it
under a completely new perspective, based on bringing back the years of splendor of
the Italian culinary tradition.
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100
Appendix
A: Eataly Manifesto
Source: (Eataly, 2015)
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B: Supermarket Business Model Canvas
102
C: Food Boutique Business Model Canvas
103
D: Interview to Fiorella Palmieri (Italian Version)
Oggetto dell’intervista: Studio dell’originale modello di business di

Eataly e analisi circa la difficoltà d’imitazione del suo singolare format
distributivo.
1. L’idea di Eataly è risultata sin da subito una scommessa vincente.

Quali sono a suo parere gli elementi del modello di business che hanno
contribuito alla creazione di un format distributivo tanto inedito quanto
complesso?
Eataly ha solo puntato sulla qualità, ma a differenza di molti altri ha deciso di

raccontarla al consumatore attraverso le sue tre anime: imparare, mangiare e
comprare. Tutti i nostri prodotti hanno una storia, quello che da Eataly si può
mangiare si può anche comprare, e attraverso i nostri laboratori e corsi di
didattica raccontiamo come i prodotti nascono, educando ad una buona
alimentazione.
2. Il “concept Eataly”, dall’apertura del primo punto vendita a oggi. E’

stata mantenuta una generale linea di coerenza con l’iniziale modello di
business o quest’ultimo ha subito nel tempo marginali modifiche?
Il concept di Eataly è sempre rimasto quello, la filosofia è sempre la stessa,

puntiamo sulla qualità dei prodotti italiani e la loro sostenibilità, smentendo
l'assunto secondo il quale i prodotti di qualità siano accessibili solo ad una
fascia limitata di persone o difficilmente reperibili.
104
3. Quali sono i fornitori chiave sui quali l’azienda fa affidamento e in
conformità a quali criteri e principi avviene il processo di selezione dei
produttori?
I nostri fornitori devono avere la nostra filosofia. È per questo che ci

circondiamo di un gruppo di piccole aziende che operano nei diversi settori
dell'enogastronomia e che puntano sulla qualità dei loro prodotti, dalla celebre
pasta di grano duro di Gragnano, alla pasta all'uovo langarola, dall'acqua delle
Alpi Marittime piemontesi, al vino piemontese e veneto, dall'olio di riviera
ligure di Ponente alla carne bovina Piemontese.
4. Può chiarire quali siano le principali fonti di costi e guadagni per

un’azienda come Eataly?
Tutto quello che Eataly guadagna viene reinvestito in nuovi punti vendita. Le
fonti di costo sono sicuramente più alte di quelli di un normale supermercato,
perché ci rivolgiamo sempre al massimo della qualità esistente sul mercato,
spendendo quindi sicuramente di più. I guadagni provengono principalmente
dalle nostre vendite di mercato e ristorazione.
5. Che impatto hanno lo sviluppo e il consolidamento del marchio

“Eataly” sull’approccio con i consumatori finali?
Il consumatore che viene da Eataly fa una scelta precisa, quella di alimentarsi

in maniera consapevole. Questo avviene non solo acquistando prodotti italiani
di qualità, ma anche potendoli scegliere liberamente attraverso il racconto che
noi vi affianchiamo.
6. La formazione di personale qualificato, la ristorazione, le attività

didattiche e gli eventi di degustazione svolgono una funzione di
105
supporto strategico nella trasmissione dei valori chiave che Eataly
intende insegnare e comunicare?
Assolutamente si. Attraverso tutte le nostre anime, inclusi gli eventi, cerchiamo
sempre di trasmettere i valori di Eataly. Sono tutte attività strettamente
connesse tra di loro che insieme tendono ad esprimere la nostra filosofia nella
maniera più chiara possibile. Il nostro personale è parte integrante di una
famiglia, conosce e condivide i valori di Eataly ed è parte anche dei processi
decisionali dell'azienda.
7. Volgendo l’attenzione al posizionamento dell’azienda rispetto ai

maggiori concorrenti nel mercato della GDO, secondo lei è realistico
sostenere che Eataly sia un attore complementare nel settore piuttosto
che un rivale?
Si, è proprio così. Delle volte sentiamo di confronti con diverse aziende del GDO,
ma noi non ci sentiamo in concorrenza con loro, semplicemente per il fatto che
offriamo dei prodotti e dei servizi differenti. Nella maggior parte dei casi i nostri
clienti comprano da noi come da qualsiasi altro supermercato, la differenza sta nei
prodotti che vengono acquistati.
8. Se come dice il proverbio “ tra il dire e il fare c’è di mezzo il mare”,

tra il concept originale e la sua replicabilità si apre un oceano. A tal
proposito, è possibile affermare che un format inedito come Eataly
risulta difficilmente replicabile da potenziali concorrenti?
Se andiamo per proverbi allora possiamo dire “Mai dire mai”. Non possiamo fare
previsioni in merito. È sicuramente un format che ci appartiene e al momento non è
stato replicato, per il futuro possiamo augurarci che molte altre aziende, non solo nel
settore del food, inseguano sempre la qualità.
106
E: Questionnaire (English Version)
107
108
109
110
111
F: Questionnaire (Italian Version)
112
113
114
115
116
117
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Department of Economics and Finance

“Blue Ocean Strategy and New Business Models

Part I: Theoretical Perspective ..........................................................................16

Chapter 1: Blue Ocean Strategy.....................................................................16

Chapter 2: The Business Model ................................................................... 29

Part II: Industry Insight ................................................................................... 39

Chapter 3: Italian Large-Scale Food Retailing............................................. 39

Part III: The Eataly Case ................................................................................. 53

Chapter 5: The Company ............................................................................. 53

Chapter 6: Eataly Value Curve and Business Model Canvas....................... 67

Part IV: Empirical Research ............................................................................ 84

Chapter 7: Interview ..................................................................................... 84

Chapter 8: Consumers’ Perception............................................................... 88

Appendix ......................................................................................................... 101

References: ...................................................................................................... 118

Figure 2 “Value Innovation” (Blue Ocean Strategy, 2015) .......................................... 20

Figure 3 “Two Strategic Logics” (Kim & Mauborgne, 2004) ...................................... 21

Figure 4 “Strategy Canvas”Source: (Blue Ocean Strategy, 2015) ................................ 23

Figure 6 “The ERRC Grid”(Blue Ocean Strategy, 2015) ............................................. 25

Figure 7 “Six Paths” (Blue Ocean Strategy, 2015) ......................................................... 26

Figure 8 “Business Model Innovators outperform traditional innovators over time” .

Figure 12 “Number of workers employed in the GDO sector across regions”

Figure 13 “Structural evolution of GDO formats- square meters investments along

Figure 14 "GDO Market Share" ....................................................................................... 45

Figure 15 “Coop privately-labelled Products” Source: (Coop Italia, 2015)................ 46

Figure 16 “Conad products” Source: (Conad, 2015) ..................................................... 47

Figure 17 “Quality vs. Quantity” readapted from (Venturini, 2009) ........................... 60

Figure 18 “Eataly Strategy Canvas” .................................................................................. 69

Figure 20 “Eataly Business Model Canvas” .................................................................... 76

Figure 21 “Dispersion of stores visited by consumers” ................................................ 90

Figure 22 “Shopping vs. Dining Areas” .......................................................................... 91

Figure 23 “Demand driven by curiosity” ........................................................................ 92

Figure 24 “Shop Experience as an incentive to visit” ................................................... 93

Figure 25 “Restaurants as an incentive to visit” ............................................................. 93

Figure 26 “Perception of High Prices”............................................................................ 94

Figure 27 “Eataly as the place to be for buying daily products” ................................. 95

The business scenario has become particularly challenging and unpredictable

In the scenario of a bloody red and rivalry-oriented food industry, around

This dissertation is exclusively focused on Eataly and it aims at answering the

 Has the Italian food ambassador created a value-oriented strategy that, by

Part I extensively deals with the exposition of the theoretical background,

Part 2, instead, is primarily centered on giving an insight- both from a supply

For what concerns Part 3, it is exclusively focused on Eataly and on

Chapter 1: Blue Ocean Strategy

In last decades, business scenario has become challenging and unpredictable

Blue Ocean Strategy is generally considered as a radical departure from

1.3 Value Innovation

Value innovation (See Figure 1.2) is deemed to be the cornerstone of Blue

Value Innovation imposes barriers to imitation in the marketplace (Kim &

Figure 2 “Value Innovation” (Blue Ocean Strategy, 2015)

The path leading to the pursuit of Value Innovation requires managers to

Figure 3 “Two Strategic Logics” (Kim & Mauborgne, 2004)

Kim and Mauborgne presented a number of practical tools, methodologies,

The Strategy Canvas

The Strategy Canvas is a visual diagnostic and action framework adopted by

The Strategy Canvas is meant to serve a two-fold purpose. In primary

The Four Actions Framework

Organizations make use of the Four Actions Framework to restructure

Figure 5 “The Four Actions Framework” (Blue Ocean Strategy, 2015)