Rovagnati invests in brands, the deli counter and innovation

In the cured meats market, where consumption is declining, the ability to grow also depends on understanding new purchasing behaviours. This is the direction taken by Rovagnati, which in 2025 achieved a turnover of 334,4 million euros, up 2,2% on 2024, and which has also been recording better-than-market performance in the first months of 2026 .

But growth does not depend solely on brand performance. Private label, international development, the deli counter and training are all areas in which Rovagnati is building its path forward, as explained by Roberto Montorfano, Rovagnati’s Commercial Director.

Can you give us an initial assessment of 2026?

The 2026 is showing positive progress for the company. Although we operate in a complex market characterised by unstable consumption, we continue to grow compared with the same period of 2025. This result confirms the strength of our positioning and the effort to combine brand investment and commercial initiatives in the most integrated way possible.

Can you give us some figures?

Across the market as a whole, Rovagnati is growing by +1,1% in volume, compared with a market down 2%. In particular, the sliced meat category sliced records significant growth: +11,1% compared with a market down 2%. In the variable-weight segment, we are also holding firm: in the cooked ham segment, down , the company is recording a decline of 6%, thereby gaining 4,8% percentage points of share (source: Circana, YTD May 0,2 , hypermarkets + supermarkets + self-service stores). Consumers therefore continue to recognise and reward product quality, even in an increasingly selective purchasing environment. 2026Is private label a significant business for Rovagnati?

We collaborate on the development of private-label projects, selecting partnerships with clear commercial value that enable us to offer solutions that are genuinely differentiated from those on the market. Rather than pursuing purely quantitative growth, we aim to develop collaborations capable of creating value for both parties. We believe, in fact, that synergy between industry and distribution is becoming increasingly important in responding to consumer needs and developing distinctive projects.

What is the value of exports and what are the development priorities?

Exports currently account for approximately

of Rovagnati’s business and continue to be an important area of development for the company. Our international strategy is based on two main lines: on the one hand, enhancing distinctive products, such as the range of 15% nitrite-free cured meats , which are particularly appreciated in France and the United States; on the other, developing commercial lines and projects designed to respond to the specific characteristics of individual countries and their particular consumption needs. Alongside France and the United States, we regard markets such as the United Kingdom, Germany, Switzerland and Croatia as strategic. We are also interested in opportunities in the Balkans, where we believe there is further room for growth.And what about out-of-home?

The out-of-home channel currently accounts for approximately

of the conventional-trade channel. The objective is to continue serving this market with an offering capable of meeting the needs of industry operators, proposing products that combine excellence, reliability and the right quality-to-price ratio. 30% Among the company’s latest developments is the campaign dedicated to Snello. Why did you decide to invest in this range, and what results have you seen since its launch?

Snello is a strategic range for Rovagnati because it responds to an increasingly widespread need: choosing products that combine taste with attention to one’s lifestyle. With the “Do you know what’s great?” campaign, we have highlighted this positioning through simple and positive language, explaining the line’s distinctive characteristics, such as its

low or reduced fat content and, for a significant part of the range, the absence of nitrites. This innovation, in particular, has been a focus for us for years, with the aim of offering products that are alternatives to traditional cured meats while being equally good and safe. The campaign is part of an integrated communications plan involving television, digital media, press and in-store activities, with the aim of strengthening awareness of Snello and supporting its growth. The initial feedback is encouraging, both in terms of attention to the campaign and interest in the products. What are the main trends influencing the cured meats sector, and how are you responding to new trends?

Consumers today are increasingly attentive to aspects relating to product composition, with growing demand for solutions characterised by more streamlined ingredient lists, as in the case of nitrite-free lines. At the same time, in the world of cured meats, taste remains the main driver of choice: buyers are first and foremost looking for a rewarding consumption experience, linked to the pleasure and tradition of certain methods and flavours. For this reason, Rovagnati works to balance innovation and its production heritage, developing products capable of meeting consumers’ new needs without losing the distinctive elements of the category.

From your point of view, is the deli counter still strategic for the cured meats sector?

The deli counter retains a strategic role in the world of cured meats because it is where relationships, trust and loyalty are built most strongly. Through direct interaction, customers can receive advice and enjoy a purchasing experience that is better suited to their preferences.

For us, the deli counter and self-service are not alternative channels but complementary ones: the deli counter is more closely associated with relationships, advice and highlighting product quality, while self-service meets needs for convenience, speed of purchase and responsiveness to promotional mechanisms. In the coming years, we see development opportunities in both areas, continuing to work to offer solutions consistent with different choice behaviours.
You invest heavily in training, as demonstrated by the School of Charcuterie. How and for what purposes did this project come about?

The School of Charcuterie aims to enhance the role of the deli counter, where expertise and management efficiency can make a real difference to service. The project is aimed at counter staff in

large-scale retail and was created to strengthen their skills, exploring aspects relating to the product and how to enhance it, as well as relationships with consumers. It is a programme that combines theory and practice and involves Rovagnati specialists together with partners from modern grocery retail , creating an active opportunity for discussion and collaboration, continually nourished by listening and dialogue. TheSchool of Charcuterie is an initiative forming part of the broader programme of the Rovagnati Academy , whose aim is to disseminate skills and knowledge through training programmes dedicated to the sector’s various stakeholders. The initial feedback is very positive: the project is being welcomed as a concrete opportunity to support operators and strengthen the relationship between industry and distribution. In the coming years, we will continue to involve new partners and expand training opportunities.Where do you currently see the greatest scope for innovation in the cured meats category?

We see interesting opportunities for innovation in expanding the occasions on which cured meats are consumed, going beyond their customary use. In particular, we believe two areas offer strong potential: on the one hand, cross-pollination with the world of

snacks and quick-meal solutions, including for out-of-home consumption; on the other, evolution towards offerings closer to the world of main courses. In this context, the balanced-meal segmentbalanced meals represents an exciting area for development, with products capable of combining a good protein intake, convenience and greater nutritional balance through the integration of plant-based ingredients and fibre. Objectives for

For 2026?

the objective in Italy is to continue growing at a faster rate than the market trend, consolidating the positioning of our brands—first and foremost 2026 Gran Biscotto and Snello Rovagnati —and further developing opportunities in the channels in which we operate. Internationally, we aim for significant growth in our main target markets by strengthening Rovagnati’s presence abroad and developing projects dedicated to individual countries. Another equally important objective concerns internal integration between the brand and commercial teams: working increasingly in synergy makes it possible to combine strategic brand vision with distribution needs, developing more effective and consistent initiatives at every level. In the cured meats market, where consumption is declining, growth also depends on understanding new purchasing behaviours. This is Rovagnati’s direction.

This article was translated from the original Italian version with the assistance of artificial intelligence. In case of discrepancies, please refer to the original Italian version.