Exports, markets and growth strategies. Taking a food brand into more than 100 countries requires a strategy that balances identity, adaptation to local markets and consistency in positioning. The experience of Fabbri 1905 shows how the heritage of an Italian company can become an international competitive advantage, provided it is supported by innovation, a strong understanding of consumers and the careful selection of business partners.
In this interview, Carlotta Fabbri discusses some of the key changes shaping global food demand. From the growth of Asian markets and the opportunities created by e-commerce to the role of importers and the need to maintain a premium positioning, she offers valuable insights for companies seeking to strengthen their role in international food supply chains. Particular attention is given to brand image and B2B communication, which are becoming increasingly important in conveying quality, reliability and value in markets characterised by growing competitive pressure.
Interview with Carlotta Fabbri
1 Are buyers still primarily looking for authenticity and tradition, or is demand also growing for sustainability, service, packaging formats, certifications and innovation?
Tradition remains essential, particularly when it comes to Made in Italy products and brands with a long-established history such as Fabbri 1905. Today, however, tradition alone is no longer enough. Buyers are looking for products that combine authenticity with innovation, with increasing attention being paid to health-related considerations and recipe transparency.
Clean-label products, the absence of colourings and the use of recognisable, non-ultra-processed ingredients are becoming increasingly important requirements. We are also seeing changes in packaging formats, particularly in retail, where ageing populations and the growing number of smaller households are driving demand for more compact and convenient pack sizes.
For a company such as Fabbri, this is precisely what innovation means: responding to new market needs without compromising the identity and quality that have distinguished our brand for more than 120 years.
2 Which international markets are showing the greatest interest in your products? Are there any countries or regions that you currently consider particularly promising for your sector?
The international landscape is changing rapidly. Recent geopolitical and trade tensions are reshaping export dynamics while also creating new opportunities. Against this backdrop, Asia is undoubtedly one of the most dynamic regions.
South Korea, Japan and Taiwan continue to show growing interest in premium Italian products, driven by consumers who are increasingly attentive to quality, authenticity and food culture. Several Southeast Asian countries are also experiencing strong growth in consumption within the premium food & beverage segment.
Australia also continues to offer considerable potential for Fabbri 1905, thanks to its mature market and well-established appreciation of Italian products. Our presence in more than 100 countries allows us to identify these developments at an early stage and develop targeted strategies while maintaining a premium positioning that remains consistent with the brand's values.
3 Which channels are proving most effective for entering or expanding in international markets: importers, distributors, retail, foodservice, e-commerce or other channels?
There is no one-size-fits-all approach to international markets. The choice of channel depends on the local context and the maturity of each market. In countries outside Europe, where regulations can be complex and products often require specific registrations, importers continue to play a strategic role.
An importer is not simply a commercial intermediary, but a partner that can make a tangible contribution to a brand's success through its knowledge of the local market and distribution system. At the same time, we are seeing significant growth among large retail chains that handle imports directly, alongside the continued development of digital channels.
In Asia in particular, e-commerce has become one of the main drivers of growth. In markets such as South Korea, the online channel has matched and, in some segments, overtaken traditional channels. This highlights the importance of adopting an omnichannel approach while maintaining high quality standards and consistent brand communication.
4 What are the main challenges currently facing an Italian food company seeking to export? Do they mainly concern logistics, bureaucracy, pricing, competition, communication or finding reliable partners?
The challenges are numerous and extend well beyond logistics and bureaucracy. For an Italian company, it is essential to communicate the value of its identity while adapting to the requirements of different markets.
Every country has its own tastes, consumption habits, regulations and expectations. Finding the right balance between Italian tradition and local preferences is probably the most important challenge. This is compounded by an economic environment marked by inflation, cost volatility and growing competitive pressure, all of which make managing brand positioning even more complex.
For us, exporting is not simply about selling a product. It means bringing a culture, an experience and a heritage of values built over more than a century to international markets. It is precisely this consistency that enables us to navigate even the most challenging market conditions with greater resilience.
5 How important is B2B communication today when presenting a company effectively in international markets?
It is extremely important, perhaps even more so than it was just a few years ago. We operate in an environment where attention spans have shortened considerably, and B2B communication must adapt to new formats and forms of communication.
Being clear, concise and immediately recognisable is essential, but this does not mean sacrificing the depth of the message. Today, visual communication, the quality of digital content and the ability to present a company's positioning consistently can be just as influential as the product itself.
Over the years, Fabbri 1905 has built a strong and internationally recognisable identity. Our objective is to continue strengthening it through communication that conveys quality, reliability and innovation at every point of contact with the market.
6 Looking back at your development in international markets, which aspect do you consider most significant in strengthening the company's international positioning?
I believe consistency has been the decisive factor. Over the years, we have chosen to maintain a clear and recognisable identity, even when this has meant prioritising the long-term development of brand value over short-term results.
Consistency has guided every decision we have made, from our commercial policies and pricing strategy to the selection of distribution channels and product development, as well as packaging design, participation in major international trade fairs and communication.
This long-term vision has enabled Fabbri 1905 to build an extremely strong reputation. When travelling across different continents, it is clear that our brand is consistently perceived as a symbol of Italian excellence, quality and reliability.
This is a legacy built over more than a century of history, which we continue to strengthen every day with the aim of innovating without ever losing sight of our roots.