Academia Barilla

Issue statement How best to manage Academia to fit into Barilla’s long-term strategy and need for growth.

Situation analysis
3C
Company
 Barilla
Largest Italian food company in the world.
Best-selling pasta brand in the United States
Strongest brand name in Italy.
Dry pasta and several bakery categories in Italy.
While also pasta sauces for the U.S. market.
 Academia Barilla
Feeling the limitation of growing the business with only pasta and sauce.
Launched in 2004 to preserve, develop, and promote authentic Italian cuisine.
Comprehensive concept included a culinary training center and gastronomic library in Parma.
Initially introduced the Academia brand in the United States.
Leading cooking school in Italy
Academia product line being introduced to chefs at top Italian restaurants and through a number of gourmet food stores in the United States.
Consumers
 Barilla
Almost everyone. – Pasta was the foundation of Italian eating.
Italian consumers were extremely price sensitive.
Pasta consumption tended to decrease as household income increased.
 Academia Barilla
High-income food lover who also loves Italy
Chefs, food lovers
Top restaurants
Competitors
 Barilla
Leading market share in Italy
“Ronzoni” in the U.S. market of dry pasta. But not vital.
 Academia Barilla
Fake Italian products
Local companies: Kraft

SWOT
Strength
 Very strong brand and reputation
Barilla: strongest brand name in Italy. Household penetration was over 80%.
Excellent image
Barilla’s market share: number-one brand position
Largest pasta manufacturer in the world, making 25% of all pasta sold in the United States.
This competitive advantage in terms of distinction and knowledge  build effective relationship with its network of restaurants, distributors and retailers.
 High-quality products.
Broad product line and an effective recognizable packaging.
 Excellent R&D function and focus on innovation
Conduct focus groups (finding out the best cheese is made