During this Coffee Break, Carmela Donato, Associate Professor of Marketing at Roma Tre University, interviewed Giacinto Callipo and Matteo Candotto, respectively Owner and Marketing Director at Callipo Conserve Alimentari S.r.l.

Based on the paper “Disgust and preference for familiar brands,” the discussion underscored an integrated branding approach that leverages the brand’s storied heritage and strong local ties to ensure certified quality and sustainability. Callipo’s deep-rooted family tradition and local production, combined with initiatives like FSC (environmentally friendly packaging), MSC, and Dolphin Friendly certifications, as well as vegan offerings, help mitigate negative consumer sentiments, enhance trust, and deliver an authentic, reassuring brand experience.

Giacinto Callipo and Matteo Candotto replied to the following questions:

• How does Callipo consider the impact of negative emotions in consumers’ decision-making processes? What types of negative emotions are taken into account?
• How does Callipo work to build and strengthen its brand identity and recognizability?
• What role does Made in Italy play in Callipo’s branding strategy, and how does it contribute to conveying quality and authenticity to consumers, even though tuna is not exclusively associated with Italy?
• In a context where consumers are increasingly tired and overwhelmed with information, what strategies does Callipo use to capture attention in-store and stimulate interest in premium products?

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Disgust and preference for familiar brands. Carmela Donato meets Giacinto Callipo and Matteo Candotto (Callipo Conserve Alimentari S.r.l.)

Emotions are part of consumers’ daily lives, and although marketing literature has mainly focused on positive emotions, few studies have examined the impact of negative emotions on purchasing decisions. This research experimentally analyzes how disgust influences brand preferences.

The findings are consistent with the mobilization-minimization theory, according to which negative emotions generate an immediate avoidance followed by a deliberative attempt to reduce their impact: disgust initially leads to avoiding familiar brands, followed by a reversal of preference towards them when the consumer tries to mitigate the negative emotional effect. This deliberative preference is stronger when subjects are mentally depleted.

Therefore, in the short term, negative emotions favor emerging brands, while in the long term, reassuring communication is necessary to support familiar brands.

1. How does Callipo consider the impact of negative emotions in consumers’ decision-making processes? What types of negative emotions are taken into account?

For our brand, the goal is to create positive emotions for our consumers by offering a high-quality product that meets primary needs, such as nourishment, while also addressing secondary needs to make them feel good about themselves. This is achieved by focusing heavily on safety and certifications.

Our products are FSC certified (environmentally friendly packaging), and we use recyclable materials such as cans and glass. Additionally, we leverage Made in Italy and the brand’s heritage, which has been present since 1913. Tuna is a product that evokes stability and tranquility, a food to have on hand to ensure there’s always something available even when, for whatever reason, one has not been able to go grocery shopping. It represents a “comfort product,” and in our case, a premium comfort product, as we also work on emotional aspects related to the product’s status through attention to quality – hence the certifications – and therefore also a premium price.

Regarding the reduction of negative emotions, we invest heavily in sustainability issues. Not only do we rely on MSC certification, but we also have the Dolphin Friendly certification. Moreover, we have recently launched a completely vegan production line. We want to reassure our consumers about our ethical conduct and demonstrate our concern for the well-being of both the consumer and the planet. Additionally, we show attention to those consumers who follow animal-free diets.

We believe that well-being and feeling good about oneself are complex concepts involving both product quality and its symbolic value. Creating positive experiences for consumers means going beyond mere immediate satisfaction to offer a deeper sense of fulfillment and security.

2. How does Callipo work to build and strengthen its brand identity and recognizability?

Callipo builds and strengthens its identity and recognizability through a consistent set of elements that intertwine family tradition, connection to the territory, and visual marketing strategies. The company, founded in 1913 by Giacinto Callipo in Pizzo, Calabria, was among the first in Italy to can the prized Mediterranean tuna. From the beginning, Callipo’s mission was clear: to ensure the highest quality, a commitment that earned it the title of “Official Supplier” to the Royal House in 1926.

Today, after more than a century of activity, Callipo continues to maintain this commitment to excellence, with all processing stages carried out entirely in Calabria to ensure supply chain traceability and preserve a centuries-old tradition. This connection to the territory is not only productive but also symbolic and social. The company reinforces its identity by supporting the local community through initiatives like sponsoring the volleyball team, promoting positive values, a sense of belonging, and attention to collective well-being.

At the same time, Callipo develops a visual marketing strategy that emphasizes its authenticity and Italian quality. Institutional communication highlights the family control of the company, now in its fifth generation, with Filippo Callipo as president and his children actively involved in management. This family continuity helps create an image of solidity and authenticity, essential elements for standing out in the market.

Even in large-scale distribution, Callipo adopts a distinctive approach. The use of Bordeaux color on packaging and the slogan “Italian quality since 1913” make products immediately recognizable on shelves, while historical symbols like the 1913 sailing ship evoke the brand’s heritage and tradition. The visual coherence of the packaging, combined with promotion through leaflets and dedicated display areas, further consolidates the brand’s positive perception.

3. What role does Made in Italy play in Callipo’s branding strategy, and how does it contribute to conveying quality and authenticity to consumers, even though tuna is not exclusively associated with Italy?

Callipo recognizes the value of Made in Italy as a distinctive element that helps consolidate the perceived quality of its products, both in the food and non-food sectors. However, the company is aware that, internationally, the association between tuna and Italy is not as direct and rooted as it is for other typical Italian products like Parmesan cheese, tomatoes, or pasta. While these latter products immediately evoke Italian origin for global consumers, high-quality tuna is also perceived as coming from other Mediterranean countries such as Spain and Portugal.

For this reason, Callipo considers Made in Italy a “nice to have,” an additional element that enriches the brand’s identity but does not represent a decisive competitive factor on its own. Instead, the company aims to build its competitive advantage through visual marketing strategies and institutional communication that emphasize quality and family tradition. However, the awareness of the symbolic value of Made in Italy remains a central aspect of the brand’s communication, especially in foreign markets where this element can still contribute to increasing the perception of quality and authenticity.

4. In a context where consumers are increasingly tired and overwhelmed with information, what strategies does Callipo use to capture attention in-store and stimulate interest in premium products?

Callipo employs promotional strategies to attract consumers who are tired and overwhelmed with information, aiming to get them to try its product through special offers. The main goal is to demonstrate the product’s quality so that consumers, once convinced, continue to choose it regardless of promotions.

Furthermore, Callipo aims to build a loyal customer base that recognizes the brand’s value and does not purchase only in response to discounts. The uniformity of the packaging with the Bordeaux color and attention to quality are additional differentiation elements within the point of sale.

Conclusions

The analysis of Callipo’s branding and marketing strategies highlights an integrated approach that values the brand’s history, strong connection to the territory, and focus on certified quality as fundamental elements to reassure consumers. The company’s commitment to sustainability and the introduction of vegan products demonstrate a concrete response to reducing negative emotions associated with consumption, such as environmental guilt or concerns about animal welfare.

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Copertina: Image by Fathromi Ramdlon from Pixabay