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202 Social Capital and the Food System: Some Evidences from Empirical Research

Table 1. Different structural and strategic traits of the industry in the two districts

Distinctive district traits__________	Emilia_________________________	Campania_________________________
Main product________________	paste_____________________________	Peel canned tomato whole peeled_______
Own brand________________	Seldom used__________________	Often used___________________________
Grower	Many of small dimension; high cohesion through cooperative and strong collaborative relationships.	Many of small dimension; low cohesion; weak collaborative relationships.
Processors	Few of medium dimension	Few of large dimension and many of small dimension______________________
Vertical relationships____________	Collaborative_____________________	Competitive____________________________
Main customers	Big buyers and large retailers (private label)______________________	Own brand processors, large retailers (private label), small-traditional retailers
Vertical coordination through cooperatives____________________	High	Absent
Transparency and accountability in business conduct____________	High	Low
Weakness	Slow modernization process; Cost disadvantages Organizational rigidities of cooperatives.______________________	Short-period competitive advantages; Fragmented structure Weak infrastructures
Strength	Strong relationships with big buyers; High quality (certification, traceability, organic pest control)	Trading skill Knowledge of the market
Distinctive district traits__________	Emilia_________________________	Campania_________________________
Main product________________	paste_____________________________	Peel canned tomato whole peeled_______
Own brand________________	Seldom used__________________	Often used___________________________
Grower	Many of small dimension; high cohesion through cooperative and strong collaborative relationships.	Many of small dimension; low cohesion; weak collaborative relationships.
Processors	Few of medium dimension	Few of large dimension and many of small dimension______________________
Vertical relationships____________	Collaborative_____________________	Competitive____________________________
Main customers	Big buyers and large retailers (private label)______________________	Own brand processors, large retailers (private label), small-traditional retailers
Vertical coordination through cooperatives____________________	High	Absent
Transparency and accountability in business conduct____________	High	Low
Weakness	Slow modernization process; Cost disadvantages Organizational rigidities of cooperatives.______________________	Short-period competitive advantages; Fragmented structure Weak infrastructures
Strength	Strong relationships with big buyers; High quality (certification, traceability, organic pest control)	Trading skill Knowledge of the market

In the 1980s and 1990s the Italian processing tomato industry performed very successfully,
mainly because of the demand increase and the EU subsidy regime. This latter particularly
boosted the Campania district due to growers’ and processors’ fraudulent overstatement of
tomato purchases, the so-called ‘paper’ or ‘ghost’ tomato. At least 15 per cent of southern
tomato factories seem to have been involved in such fraud. At the dawn of the new millennium

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