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2019 | OriginalPaper | Chapter

7. The Second Life of Food: When Social Marketing Bridges Solidarity and Waste Prevention

The Case of the Italian Food Bank

Authors : Ksenia Silchenko, Federica Simonetti, Giacomo Gistri

Published in: Social Marketing in Action

Publisher: Springer International Publishing

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Abstract

Building on the social ecological framework, the case of the Italian Food Bank sheds light on how multi-level social marketing strategies and synergistic collaborations between various groups of stakeholders could create an enabling environment for change that eventually benefits the individuals, communities, environment, and society at large. The Italian Food Bank has been recovering the food that would otherwise end up in landfills in order to redistribute it to charitable organizations for the benefit of those in need since 1989. It further takes an active role in public policy advocacy, spreading the best industry practices and public awareness-raising initiatives aimed at curbing food waste in collaboration with food producers, retailers, public institutions, and other non-profits. In this way, by bridging two urgent social problems—food waste and food insecurity—as well as connecting public, non-profit, and for-profit organizations, it eventually transforms “food recovery” from a cost to a multiplied value, thus creating a win–win and a virtuous circle for all stakeholders involved.

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The case is based on the documents available from the Italian Food Bank and its partners’ websites, mass media, policy documentation, and other information kindly provided by the Secretary-General, Liaison Officer to the Secretary-General for EU and International Relations, and Communication Manager of the Fondazione Banco Alimentare Onlus.

Compare to the French example based on penalizations instead (Chrisafis, 2016).

The term “triple bottom line” (Elkington, 1997) refers to managerial imperative to reorient from solely profit- and shareholder-orientation toward generation of stakeholder value and managing simultaneously for company’s total social, environmental, and economic impact. To achieve such “triple bottom line” goal, companies engage in corporate social responsibility (CSR) activities considered today as a form of ethical accountability (Roberts, 2003, p. 256 cit. in Herrick, 2009).

“Best-in-class” food processing companies recover up to 80% of their food surplus (vs. 42% on average) and retailers up to 30% (vs. 10% on average) thanks to systematic engagement in food surplus assessment, the existence of formalized procedures to do so, a high level of coordination between various business units, and transparent processes and mechanisms of collaboration with the external organization in charge of recovery and redistribution (Food Bank) (Garrone et al., 2015).

All data here refer to 2016.

According to an advertising effectiveness framework DAGMAR (Colley, 1961), greater exposure intrinsically leads to raising consumer awareness as the first fundamental step in convincing them to take action. It is then followed by comprehension and conviction mind states, all of which are enabled by efficient communication.

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Title: The Second Life of Food: When Social Marketing Bridges Solidarity and Waste Prevention
Authors: Ksenia Silchenko
Federica Simonetti
Giacomo Gistri
Publisher: Springer International Publishing
Book: Social Marketing in Action
Print ISBN: 978-3-030-13019-0

Electronic ISBN: 978-3-030-13020-6

Copyright Year: 2019
DOI: https://doi.org/10.1007/978-3-030-13020-6_7