Academia Barilla vs. Elbulli Strategic Mgmt Analysis
INTRODUCTION
The subject of food is as diverse and complex as the many dimensions that encompass it. We need food to survive, but once we get beyond the basic needs of nutrition, the subject of food takes on an entirely different character depending on ones values. People associate food with their own personal lifestyles, culture, history, values, heritage, history, identity, and other attributes that make them unique.
Gianluigi Zenti
Academia Barilla and ElBulli have a lot of common themes: they have applied and are still applying the cultural and social influences to the food industry, they are oriented and focused on innovation and creativity, they have pioneered and restructured their own markets and business models, they are global, they have strategic alliances with suppliers, retailers and institutions and, finally, they have wisely used all the strategic management concepts. But, above all, I believe they are both pursuing a break-even strategy with the abovementioned businesses in order to capitalize with other correlated businesses, as a tool of permanent promotion.
Beside the fact that the two cases both deal with the food world, they portray it in two very different way, focusing: one on the dry pasta segment of the retailing industry in the United States (and involving issues like education and tourism – Academia Barilla) and the other on the haute cuisine segment of the restaurant industry (and involving issues like art and entertainment – ElBulli), but both strategically are pushing on the connotative side of food, on the basis that food is connected with products composed by three main components: physical, emotional and inspirational.
Inded, nowadays business growth is primarily driven by intellectual assets: idea, brainpower and creativity. In a knowledge based economy, the human variable is no longer independent, because it is necessary to evaluate the “intelligence” of a company as innovation power. This conception underlines the fact
The subject of food is as diverse and complex as the many dimensions that encompass it. We need food to survive, but once we get beyond the basic needs of nutrition, the subject of food takes on an entirely different character depending on ones values. People associate food with their own personal lifestyles, culture, history, values, heritage, history, identity, and other attributes that make them unique.
Gianluigi Zenti
Academia Barilla and ElBulli have a lot of common themes: they have applied and are still applying the cultural and social influences to the food industry, they are oriented and focused on innovation and creativity, they have pioneered and restructured their own markets and business models, they are global, they have strategic alliances with suppliers, retailers and institutions and, finally, they have wisely used all the strategic management concepts. But, above all, I believe they are both pursuing a break-even strategy with the abovementioned businesses in order to capitalize with other correlated businesses, as a tool of permanent promotion.
Beside the fact that the two cases both deal with the food world, they portray it in two very different way, focusing: one on the dry pasta segment of the retailing industry in the United States (and involving issues like education and tourism – Academia Barilla) and the other on the haute cuisine segment of the restaurant industry (and involving issues like art and entertainment – ElBulli), but both strategically are pushing on the connotative side of food, on the basis that food is connected with products composed by three main components: physical, emotional and inspirational.
Inded, nowadays business growth is primarily driven by intellectual assets: idea, brainpower and creativity. In a knowledge based economy, the human variable is no longer independent, because it is necessary to evaluate the “intelligence” of a company as innovation power. This conception underlines the fact
Bibliography: D. Bell, M. Shelman, Academia Barilla, Harvard Business School, 2007. R. Nolan, S. Kotha, Harley-Davidson: Preparing for the Next Century, Harvard Business School, 2007. G. Barilla, Intellectual and Human Capital – The Accounting of Innovation, 2007. S. Dyson, R. McShane, Kitchen Review, 2008. J. Harlan, Molecular Gastronomy, About.com: Cooking Equipment, 2008. B. Moor, Gourmet Food, 2005. G. Zenti, The International Food & Agribusiness Management Association Newsletter - IAMA President Report, 2007. National Restaurant Association, 2010 Restaurant Industry - Pocket Factbook, 2010. U.S. Pasta Marketing Report, 2006. 1 G. Zenti, The International Food & Agribusiness Management Association Newsletter - IAMA President Report, 2007. 2 Cfr. M. Norton, J. Vilanueva, L. Wathieu, ElBulli: The Taste of Innovation, Harvard Business School, 2008. D. Bell, M. Shelman, Academia Barilla, Harvard Business School, 2007. 3 Cfr. J. Hartle, Gianluigi Zenti, President, Academia Barilla SpA – The Changing Consumer: Demanding but Predictable, 2006. 4 Cfr. G. Barilla, Intellectual and Human Capital – The Accounting of Innovation, 2007. 7 ElBulli received his third Michelin star in 1997 and it has been selected as the top restaurant in the world in 2002, 2006, 2007 and 2008. 9 Cfr. S. Dyson, R. McShane, Kitchen Review, 2008. 11 Cfr. B. Moor, Gourmet Food, 2005. 12 Cfr. The Guardian, Meet the world 's best chef, 2008.