Quick Take — Arborio rice from the supermarket: the 12 best

First produced in 1946 thanks to the insight of agronomist Domenico Marchetti, this long, semi-round grain, native to the Vercelli area, has often been relegated by the supermarket chains to the role of‘salad rice’– a marketing strategy that, over the years, has ended up trivialising its identity. Yet the reality is quite different: Arborio remains one of the most effective varieties for achieving al dente grains, capable of absorbing cooking liquids well and yielding a creamy texture. It is no coincidence that, even though Carnaroli and Vialone Nano often dominate the culinary narrative, it continues to be the most sought-after risotto rice in the world…

Gambero Rosso

Carrefour’s own-brand is among the best. Esselunga and Coop are decent but not outstanding.

The only drawback of these rankings is that the starting point is always missing (i.e. the complete list of brands tasted). Below: the best.

Quick Take — Is Eataly undergoing a permanent transformation?

Excerpts freely adapted from this article: …The branded product becomes dominant and ubiquitous because it changes the purpose of the shop. In effect, we move from a food retail business model (frequent purchases of various items and brands, with a low average spend) to one more akin to that of fashion houses (sporadic purchases of a single main brand and a few items, with a high average spend). Obviously, as we are still talking about food, Eataly’s average spend will never be comparable to that of luxury clothing, but the logic is the same…

…Over the last few years, Eataly’s strategy seems to have changed significantly. Firstly, its locations are concentrated in areas where customer footfall is high and where people generally pay less attention to prices. We’re talking about petrol stations and airports, for example. Secondly, the focus is shifting more towards catering because, by reducing retail space, the problem of tied-up capital is alleviated…

Dear Massimo [Schiraldi] , the problem of stock – with all that it entails – such as expiry dates, wastage, loss of freshness, etc. – is reduced in larger outlets, but it is far from being resolved in larger outlets!

Just look at thephotos taken in Milan on 8 September 2025. ‘Small – in terms of floor space – is beautiful’, as we have already said.

As had already been highlighted, Eataly, in Italy, had no reason to exist.

Drafted on 5 June and updated on 10 June 2026

Quick Take — Amazon on Whole Foods

“Over the past two years, we have cut prices and doubled the number of promotions to deliver greater value to our customers,” wrote Buechel. “Since 2017, savings like these have added up to hundreds of millions of dollars for customers. We’re arguing that you don’t have to choose between quality and value, and we’re offering industry-leading prices on high-quality food. …

“We were the first retailer to launch our certified organic regenerative products, and we are proud that, in 2025 alone, more than 61% of all fresh produce sold in our stores was organic, compared to an industry average of 16%”

Quick Take — In just a few years, Lidl’s non-food segment in Europe has developed from a simple promotional area into a strategic pillar of the group

A trajectory that can be read well by following the steps in sequence 7 May 2026… Lidl reorganises the non-food department in all its approximately 3,250 shops in Germany. Action and Tedi have paved the way Lidl will not be caught off guard.

The classic undifferentiated promotional area disappears. In its place: six permanent theme areas, each associated with its own brand, arranged along a continuous corridor between the refrigerated shelves and the checkout area.

Coloured signage, signs visible from afar, seasonally flexible layout. “We combine the efficiency of a discount shop with the inspiration of a specialist retailer,” said Steffen Graf, head of non-food at Lidl Germany(read more here ).

It should be noted that Lidl is bucking the trend: the hypermarket sector in France is down 4.9 per cent since the beginning of the year.

Compiled 3 June, updated 4 June 2026

Quick Take — The retail sector is changing its skin: unfaithful customers, agent AI, autonomous stores and promotions that are no longer enough. And then there is localism

…The local product is no longer a simple reference, but an identity tool. Some brands support small producers in the development of recipes, packaging and quality processes, transforming the large-scale retail trade into an ecosystem that enhances local supply chains. The private label is evolving: no longer just a convenience lever, but a system of values capable of dialoguing with communities, digital creators and new targets. In some brands it already represents more than half of the turnover ( Below: Esselunga ‘produced in Tuscany’ labels introduced more than 30 years ago for fresh products and still used today: in 2003, 70% of our suppliers invoiced less than 100K)…

From intelligent trolleysto agent AI, from autonomous stores to the rediscovery of the territory, a rapidly evolving large-scale retail sector emerges: technological, data-driven, automated, but at the same time more human, local and relational. A sector that interprets increasingly fragmented and fluid needs, building a new balance between innovation and proximity.

I hope with all my heart that these changes will take place, especially the technological ones, but I wonder: when it comes to technology on social (AI, e-commerce, customised promotions, etc.) how come there seems to be no interest on the part of Italian users?

Drafted 9 May, updated 10 May 2026

Quick Take — Carrefour leaves Turkey: 89% of CarrefourSA sold to Aydin Group

In detail, the Turkish subsidiary CarrefourSA is being acquired by the Aydin group, owner of the discount chain A101, already strongly rooted in the country. The agreement covers 89% of the capital: of this share, 32% was held directly by Carrefour while the remaining 57% was held by the local partner Sabanci, with which the French retailer had developed its presence in the country over the years.

The sale effectively marks Carrefour’s exit from a complex market, characterised by strong macroeconomic volatility, inflationary pressure and particularly aggressive competitive dynamics, especially in the discount segment. It is precisely these factors that have contributed to progressively reducing the attractiveness of Turkey within the group’s strategic priorities…

(which seems to want to focus mainly on France, Spain and Brazil).

Below: a Carrefour Turkey private label product