Adapting the Slow Food movement to brand management : Explains Eataly's success, analyzing functional and symbolic aspects of product and process

Purpose – To present an alternative brand strategy for food retail using a different set of values to supermarket chains. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and recommendation. Findings – Can an ideology that excludes certain products but demands commitment from all consumers make money through its holistic interpretation of the products its customers need? Can food retailers sell good food at fair prices? This review identifies the lack of published research into the ideology of food retailing. It describes a new qualitative methodology that identifies functional and symbolic aspects of the processes and products of the retailer. It proceeds by structured interview and by document analysis to outline the most important factors driving retail success in this market niche, including an elaborate structure of customer feedback. The case study of Eataly is analyzed to include its historical origins in the Slow Food movement, its ideology (or even philosophy), and consumer criticism of its apparent ideological compromises. Practical implications – A successful food retailer applies its ideology to all the objective aspects of its brands and keeps close to its customers. Social implications – An ideology has to be closely matched to commercial decisions if an ethical retailer is to have a significant impact on the food market. Originality/value – This review shows that small food retailers can develop a different retail model to large supermarket chains and prosper. Its methodology can be applied more widely in the food retail industry, as an ideological interpretation of branding.