Beyond the conventional-specialty dichotomy in food retailing business models: An Italian case study

The present work aims at analyzing how a food retailer may succeed in turbulent times by trying to overcome the weaknesses of the two dominant paradigms in food retailing (conventional and specialty) through business model innovation. In order to conceptualize the business model, the dimensions suggested by Morris et al. (2005) are adopted. Case study methodology is applied. This paper provides both research and practical contributions. From a research perspective, empirical evidence collected allows the researchers to formulate a general hypothesis that is deemed necessary to be tested by means of confirmatory approaches. From a practical perspective, it provides some suggestions on how to innovate each business model's component, keeping in mind that innovation could not necessarily regard all of them. Several suggestions can be applied in different contexts, not exclusively in the food sector, and both in manufacturing and services.

► Total business model innovation in food retailing to gain a new effective way of competing. ► Business model conceptualization adopting the dimensions suggested by Morris et al. (2005). ► A third way of competing beyond conventional and specialty food retailer paradigms. ► A case study providing practical suggestions on how to innovate each component in a business model.