“Radical mainstreaming” of fairtrade: the case of The Day Chocolate Company

The purpose of this paper is to further develop the recent discourse surrounding the mainstreaming of fairtrade (FT) products, particularly the concepts of “radical mainstreaming”, “clean‐wash” and “the Alternative High Street”. The research investigates the pros and cons of mainstreaming FT in the concentrated UK retail sector via the exemplar of The Day Chocolate Company.

The paper draws on a longitudinal case study of one of the original “trail blazers” for FT in the mainstream, the 100 per cent FT social enterprise, The Day Chocolate Company (Day). The authors possess special insight to this pioneering FT model due to their unique experience of working at Day and the lead author's research, which includes findings from a series of in depth semi‐structured interviews with key informants.

With particular reference to the concepts Clean‐wash/ “Fair Trade Lite” the paper critically analyses the advantages and disadvantages of mainstreaming FT. The paper demonstrates how radical mainstreaming by 100 per cent FT companies can actually strengthen the transformative message of FT and not undermine the original ethical interest. Their ability to communicate a more complex deep message to a wider audience via unique FT brands allows radical mainstreaming companies to raise the bar and avoid the dangers of Clean‐wash. Finally the paper illustrates the significance of the Alternative High Street for radical mainstreaming companies.

The radical mainstreaming innovation in the paper demonstrates the value of intangibles such as relationships and networks. This means companies such as Day, could be better positioned than their private sector rivals to take advantage of the new dominant logic of marketing as it uses more operant resources to co‐create value between producers, retailers and consumers. Further research will investigate in more depth the nature of those operant resources.

This paper will be of interest to all key stakeholders within the FT movement including marketing professionals and other “values‐driven organisations” such as social enterprises. This research shows that sales in the UK mainstream retail market are not enough in maintaining the original ethical interests of FT; you need business models such as Day, that share power and value added between Southern and Northern partners. Further development of such radical mainstreaming business models is key to strengthening both sales and the original transformative message of FT.