Sabelli Group looks to the future: new expansion strategies across Europe, the USA and the Far East

2025 was a complex year for the entire dairy sector, marked by numerous critical issues: the sharp increase in the cost of raw materials (particularly milk), the introduction of tariffs in some international markets, and the contraction in domestic consumption, which affected purchasing patterns. The Sabelli Group, a company with over a century of history, more than a thousand employees and one of the leading producers of mozzarella and fresh cheeses, performed better than expected.

We spoke with Angelo Davide Galeati, one of the chief executive officers, about the performance of the business, its prospects and the future strategies of the company, which is now headquartered in Ascoli Piceno.

How did your company perform in 2025, and what results did you report at the end of the year? How did you manage to deal with a difficult period for the sector?

Despite the uncertain scenario, the Sabelli Group nevertheless demonstrated a good ability to withstand pressure and strong industrial and commercial resilience, closing the year with revenue up by 10%, amounting to 440 million euros. Exports also performed positively, growing by 17,5% and exceeding 54 million euros. Mozzarella continues to be a key category in our portfolio and, halfway through 2025, had already generated 70 million euros in revenue. Looking ahead to 2026, the outlook is positive: after a particularly challenging year, we expect a gradual rebalancing between costs and selling prices, with a possible recovery in margins.

Where do you plan to invest in the near future, and how are the first months of 2026 going?

We will continue to invest in strengthening our industrial and commercial structure, focusing on sustainable growth, greater resilience to market fluctuations and international development, particularly in Europe, the United States and the Far East. The first months of 2026 are showing encouraging signs. We are seeing a favourable environment, with expectations of a gradual rebalancing between costs and prices and a gradual recovery in consumption.

How important are exports to your company? And which are the most important countries, and those you would like to enter?

Exports now represent an increasingly important component of Sabelli’s business and one of the Group’s main growth drivers. In 2025 exports accounted for 18% of our revenue; exports grew by 17,5%, exceeding 54 million euros. This is a significant result, especially when viewed in the context of a complex year, characterised by a sharp increase in the cost of raw materials, the introduction of duties in some international markets and a decline in domestic consumption. The most important markets remain the European ones, where the Group is already well positioned and continues to grow. The best performances come from France, Germany, the United Kingdom and the countries of Northern Europe. Quality made in Italy continues to represent an important competitive advantage, even in more mature markets, because consumers and retailers recognise in Italian fresh cheeses a value linked not only to taste, but also to tradition, gastronomic culture and product authenticity. Looking to the future, as mentioned, our aim is to further strengthen our international presence, by expanding exports in Europe and entering new markets such as the United States, South America and the Far East.

What is your strategy focusing on?

Our strategy remains focused on a number of clear priorities: strengthening our positioning in fresh cheeses, consolidating self-service, developing more practical and portioned formats, and international growth. As I mentioned, exports in particular continue to be one of the main growth drivers, with positive performance in the key European markets and new expansion projects in the United States and the Far East.

How are you performing in modern retail, and what market shares do you cover?

Modern retail remains a key channel for Sabelli, both for own-brand products and private-label products. In recent years, our relationship with retailers has strengthened significantly, because retailers are looking for partners able to guarantee consistent quality, service, production reliability and the ability to innovate their range.

How important is private label compared with the rest of the company’s business? Do you aim to grow in this area, and with what margins?

Sabelli has more than 25 years of experience in producing private-label products, and private label accounts for almost 50% of our company’s revenue. In 2025, it confirmed its importance as a growth driver, even in a more difficult market environment, thanks to our active collaboration with retailers to expand ranges and product references. For us, Mdd is not merely a production channel, but an area in which to bring industrial expertise, consistent quality and the ability to respond flexibly to retailers’ needs.

Among the recent developments is the introduction of a new frozen line. What are your objectives in this area?

For Sabelli, frozen represents a new and highly strategic area of development, particularly with regard to exports. A few months ago, we introduced the frozen line to enable burrata and mozzarella for pizza to withstand long journeys without losing their flavour and quality. This project arose from the need to reach distant countries while maintaining the standards that characterise Sabelli’s production: freshness, taste and reliability.

Last year you launched new products and a redesign. Do you have any other launches planned for this year?

In 2025 we launched an important graphic redesign, starting with Sabelli ricotta and then extending it to all self-service products. The new concept, characterised by the colour red, was created to increase shelf visibility and make Sabelli products immediately recognisable. The contrast between the white of the cheeses and the red of the packaging enhances our positioning and summarises the message “It tastes of white. It tastes good”. In terms of products, we are investing in new formats designed for everyday consumption, which are more practical and consistent with new purchasing habits. The most recent examples include the new 180 g format of mini mozzarellas, Ricottine 2x100 g with an even creamier recipe, Caprino made from cow’s milk and Caprino made from goat’s milk, which expand our presence in the fresh cheese sector. We will also continue to work on the stracchino and Sabelli-branded spreadable cheeses category, a smaller segment but one with interesting development potential. Another area concerns gastronomic specialities, particularly burrata and stracciatella, which continue to be among the most dynamic segments. We are also working on new burrata varieties, including flavoured products, to appeal to consumers who are increasingly attentive to rich and contemporary taste experiences.

What steps are you taking in terms of sustainability?

For Sabelli, sustainability is an integral part of its growth strategy and concerns the entire supply chain. The most representative project is “Il Buono del Bianco”, an initiative created to enhance the value of the Italian dairy supply chain and reward the most virtuous farmers. Through this project, we introduced a remuneration system for milk suppliers based not only on organoleptic characteristics and food safety, which are prerequisites for us, but also on parameters relating to animal welfare, environmental sustainability, energy efficiency, milk traceability and generational renewal. In practical terms, the project supports farmers who invest in renewable energy, such as photovoltaic power, reducing the use of antibiotics, livestock housing climate-control systems, the recovery of waste for biogas or biomethane, and the introduction of technologies such as milking robots and selective feeding systems. The objective is to build a more modern, resilient supply chain capable of creating value for everyone: farmers, the company and end consumers. It is a process that combines environmental, economic and social sustainability and represents, for us, a concrete response to the future challenges facing the sector.

What challenges do you expect to face in the coming months?

The main challenges in the coming months concern volatility in the dairy supply chain. The price of milk remains a key factor, but it is not the only one to monitor: energy, packaging, the availability of raw materials, climate dynamics and geopolitical tensions also continue to affect the sector. After a 2025 characterised by pressure on margins and a contraction in domestic consumption, it will be essential to further strengthen the Group’s resilience. For us, this means continuing to invest in the industrial and commercial structure, enhancing the value of the supply chain, developing private label and pursuing international growth.

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.