Narrative Marketing And Traceability As A Risk-Reduction Strategy In The Digital Commercialization Of Gourmet Products

Authors

DOI:

https://doi.org/10.70577/te4tqf58

Keywords:

Digital marketing; Food traceability; Food authenticity; E-commerce; Consumer perception.

Abstract

The digital sale of products with high symbolic and cultural value faces a structural challenge: consumers cannot evaluate scent, texture, or authenticity in real time, which means that purchasing decisions rely on trust signals that substitute for sensory experience. This study proposes a marketing approach based on verifiable storytelling and transparent traceability to reduce information asymmetry in the commercialization of fish maw, a premium gastronomic product whose price depends not only on its biological attributes but also on its cultural identity. The research was developed through a mixed model combining literature review, comparative analysis of commercial product listings, and an experimental exercise involving frequent gourmet consumers. Findings reveal that narrative alone does not generate credibility unless supported by verifiable evidence—macro photography, species certification, documented origin, and post-harvest handling records—elements that increase purchase intention and perceived value. Likewise, traceability emerges as a strategic factor, transforming product storytelling into a demonstrable commercial asset capable of reducing perceived risk and strengthening transaction confidence. The study concludes that high-value cultural products can successfully compete in global markets when their commercialization integrates storytelling with documentary proof and authenticity signals. A replicable framework is presented for other gourmet categories with similar challenges related to consumer trust, certification, and differentiation within digital platforms.

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Published

2025-06-15

How to Cite

Narrative Marketing And Traceability As A Risk-Reduction Strategy In The Digital Commercialization Of Gourmet Products. (2025). Innovación Integral, 2(2), 1-20. https://doi.org/10.70577/te4tqf58