Italian taste, American test: Competing and thriving in the U.S. F&B market

"The Italian code" is a blog on Made in Italy and symbol-intensive industries, coordinated by Gabriella Lojacono.

Few things travel across borders as naturally and desirably as Italian food. From artisanal pasta to premium olive oil, from heritage wines to next-generation aperitivo culture, the U.S. market continues to show a strong appetite for Italian Food and Beverage (F&B).

Yet, despite its emotional appeal, entering and scaling into the American F&B market is anything but simple. The cultural dynamics, consumer expectations, regulatory barriers, and above all, a highly sophisticated and fragmented distribution system make the U.S. one of the most attractive yet challenging markets for Italian companies.

What makes a product resonate with U.S. consumers? Which regions offer more accessible entry points, and which pose greater complexity? And most importantly, what does it really take to succeed?

To explore these questions, we turned to two Italian F&B experts who have successfully helped companies navigate and grow in the U.S. market. What makes their perspective especially valuable is their unique position: they live and work in the U.S., yet maintain a deep understanding of Italian culture, values, and business dynamics. We spoke with Giulia Angoscini, Director Marketing and Foodservice Sales, Rovagnati North America, and Giacomo Veraldi, Leader of Corporate Strategy, Marketing, Sales and R&D, Emmi Desserts, to learn what lessons the U.S. market holds for Italian F&B companies looking to expand abroad.

Here’s what they believe matters most for Italian F&B brands entering the U.S. market.

A market that eats with its mind and heart

In today’s American F&B landscape, success is no longer just about great taste, it’s about belonging. Consumers want to buy into a community, not just a product. They seek transparency, storytelling backed by trustworthy data, and a sense of coherence between what a company claims and what it truly stands for.

The modern U.S. consumer is curious and discerning: they want to know where their food comes from, how it’s made, and whether it reflects their own values.

U.S. consumers crave sensorial experiences over marketing slogans, and they reward brands that can transform authenticity into emotion.

Why Italy still speaks to America

Few countries can tell a food story quite like Italy. The American market continues to respond enthusiastically to traditional categories: i.e. cheese, salumi, pasta, coffee, iconic desserts, wines and spirits that capture Italy’s culture of conviviality and pleasure.

It’s not just about the products themselves, but about the experience they represent: an aperitivo at sunset with a spritz and salumi board, a family meal, a ritual espresso sipped alone at the counter or with friends at breakfast. Even gelato has evolved from a "frozen dessert" to a lifestyle symbol with its own cultural meaning and an identity very distinct from ice cream.

Some categories have become globalized, think vinegar, olive oil, or canned tuna, but the real opportunity lies in products that remain unmistakably tied to Italian identity.

The untapped frontiers: wellness and reinvention

While indulgence remains central to the Italian offer, the next frontier is well-being with character. The U.S. market is ready for products that blend traditional roots with a "better-for-you" mindset: clean-label frozen and fresh meals, savory snacks with functional ingredients, spreads inspired by classic Italian recipes but reinvented for modern lifestyles, functional beverages and beverages with low AV.

There’s also power in elevating Italian classics into standalone "flavors." Just as tiramisù moved from a dessert to a cross-category identity, inspiring coffee, gelato, and even candles, other flavors can do the same. Think of truffles, that can become a flavor and not only exquisite delicacies. When Italian creativity meets cultural adaptation, magic happens.

Geography, complexity, and opportunity

The U.S. market is not one, it’s many. Major metropolitan areas such as New York, Boston, Chicago, Los Angeles, Miami, and San Francisco remain natural entry points for Italian brands, but they are also the most saturated.

Emerging cities like Phoenix, Austin, Dallas, Denver, Seattle, Raleigh or Nashville offer promising ground, yet come with logistical challenges: fragmented distribution networks, price sensitivity, and even higher transportation challenges for goods of a perishable nature.

Understanding regional differences is key: the East Coast tends to be heritage-driven, California is guided by wellness and sustainability, while the South leans toward comfort, fusion of flavors, and conviviality. The tone of voice, product positioning, and partnerships must adapt accordingly while maintaining a strong brand identity.

Cracking the U.S. distribution code

For Italian companies, navigating the American distribution ecosystem can feel like decoding a labyrinth. Importers, master distributors, brokers, and regional players each play a role, often interconnected but rarely aligned. In the wine and spirits channel, the structure becomes even more intricate, shaped by the enduring legacy of Prohibition, which still dictates a three-tier system and state-by-state regulations that challenge even the most experienced exporters.

A recurring misconception is treating the importer as a client or brand builder; in reality, they are a logistical bridge, not necessarily a marketing partner.  Success requires understanding that service is king and reliability is currency. Getting the right product into the right channel, whether retail or foodservice, can determine a company’s fate more than the product itself.

Common missteps (and how to avoid them)

Too many Italian companies approach the U.S. with misplaced confidence. "Made in Italy" does not sell itself anymore. The American market is vast, costly, and fiercely competitive. Compliance is non-negotiable, timelines are longer, and the rules are different from the motherland.

Believing that the U.S. is simply "Italy, but bigger" is a recipe for disappointment. Success demands humility, local expertise, and a long-term mindset.

Appointing only expatriates without U.S. experience often creates distance rather than proximity. Blending local know-how with Italian authenticity is the winning formula.

Building for the long run

Whether a company’s ambition is strategic export or brand establishment, its structure must reflect that choice. True brand building in the U.S. requires local infrastructure, people on the ground, and the agility to respond to a market that moves fast.

The U.S. is a fast-paced market, with little room for delays or decisions that travel slowly across time zones. Italian companies entering the U.S. must adapt to an environment where responsiveness defines credibility, a dynamic that requires balancing Italy’s thoughtful approach with America’s operational tempo. Two distinct interpretations of urgency can coexist, but they must first be understood to collaborate effectively.

Data-driven strategy is essential, but it must be combined with intuition and experience. Numbers tell part of the story; the rest is written by people who understand the nuances of the market. The best Italian brands balance analytical rigor with cultural empathy and knowledge of the market.

Where to invest and what never to compromise

Invest first in the product. Taste and quality remain the ultimate truth of any brand. Compliance with FDA and USDA standards is a must, and packaging must speak the language of the market without losing its soul. The product is the "hero."

Brand building is another non-negotiable: it takes patience, consistency, and an understanding that awareness precedes distribution. Finally, invest in people; they are the bridge between vision and execution.

A final word of "tough love"

Entering with intention the U.S. market is not for the faint-hearted. It requires resilience, investment, and the courage to say no to shortcuts.

Come with a brand mindset, not just an export plan. Build stories that travel, teams that adapt, and partnerships that endure. America rewards those who play the long game and who do so with coherence, authenticity, and heart.

Giulia Angoscini is a marketing and sales executive with extensive experience in the international F&B industry, specializing in the positioning of Italian and European premium and heritage brands in the U.S. market. Based in New York, she currently serves as Director of Marketing and Foodservice Sales for Rovagnati North America, focusing on brand strategy and development, sales growth, category management, and long-term market expansion. A proud Bocconi and SDA Bocconi alumna, Giulia believes that meaningful growth happens where analytical rigor meets authenticity. Her work is driven by curiosity for consumer behavior, a respect for craftsmanship, and deep cultural sensitivity, along with the ambition to build bridges between Italian tradition and the U.S. market.

Giacomo Veraldi is an executive leader with international experience in the F&B industry and a strong academic foundation in management and marketing. Former CEO of Ambrosi USA, he currently serves as Executive Leader of Corporate Strategy, Marketing, Sales, and R&D at Emmi Desserts USA. A graduate of the Stanford Executive Program (SEP), Giacomo combines strategic vision with human-centered leadership, bridging European heritage and American business culture. His work focuses on building purposeful organizations where authenticity, innovation, and sustainability drive long-term success.