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Case
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Reference no. 213-045-1
Authors:
Mark Esposito (Groupe Grenoble Ecole de Management); Hara Ali (Groupe Grenoble Ecole de Management); Pauline Assoune (Groupe Grenoble Ecole de Management); Amelie Bouvier (Groupe Grenoble Ecole de Management); Laure Defond (Groupe Grenoble Ecole de Management); Nora Ferhat (Groupe Grenoble Ecole de Management); Oomesh Kalychurn (Groupe Grenoble Ecole de Management); Yelena Novikova (Groupe Grenoble Ecole de Management); Dorian Tiberini (Groupe Grenoble Ecole de Management)
Published in:
2013
Length:
36 pages
Data source:
Published sources
Abstract:
Eataly delivers 'clean, good and fair' luxury foods to its customers anywhere from Turin to New York by efficiently exploiting the conditions that Piedmont and other food clusters in Italy have to offer. Irrespective of whether one is talking about the legacy of the Slow Food Movement, the ethical benefits that come with sourcing products from local farms with centuries-old know-hows, abundant river resources, or simply about the fog that gives Piedmont wine grapes a special taste, the peculiarities of the Cluster Diamond are at the heart of Eataly’s business model. The question persists as to whether this model will be able to resist the challenges that come with Eataly’s global expansion, global economic recession, changing demands of modern consumers and Italy’s overall environment.
Learning objectives:
1. To understand competitiveness, clusters formation and policy making around cluster activities. 2. To recognise efforts that lead to competitiveness against efforts of economic activity that is not aimed at the country’s development. 3. Recognise the role of macroeconomics in economic development versus the role of microeconomics and the role of the private sector in the advancement of a country’s competitive position.
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