By Rebecca Torpie 190 May-June 2017 Co-op boards and marketing teams can be like two ships passing in the night. Chances are they’ve crossed paths during election season and annual meeting planning, but contact beyond that can be very limited. At many co-ops, neither the board nor the marketing team truly understands the other’s role or perspective, and this can lead to misunderstandings, haphazard planning [...]
Cooperative boards of directors are small groups of people who influence the future of the world. They are committed citizens who think and learn and work together for something that together they find relevant and compelling. Directors are practically the direct descendants of the Rochdale Pioneers. Like their “ancestors,” the goal of cooperative boards is to make their utopian way of thinking about the [...]
Eastside Food Co-op Minneapolis, MN Year founded: 2003 Member equity: $100 Number of members: 6,500 Number of employees: 100 Retail square feet: 9,500 Eastside Food Co-op in Minneapolis, Minn. had one of the highest sales per square foot in the nation, but this wasn’t all good news. The store’s small size meant that it couldn’t carry enough of what customers wanted. Survey results showed [...]
By Melanie Reid 186 Sept-Oct 2016 As co-ops evolve and expand and our industry continuously changes, it’s important that we have mechanisms in place that enable employees to see career pathways within our organizations. Opportunities to learn new things and grow within the organization are important for everyone on the co-op staff roster. If their training ends after 90 days, you probably have some [...]
The CBLD template Financial Conditions policy and sample report suggest that boards and managers regularly monitor a number of key indicators of financial health. Here are definitions and/or formulas for many of those indicators as they are typically used by food co-ops. Using common definitions makes it easier to compare your co-op’s performance to others. Many of these metrics are expressed as a % [...]
By Holly Fearing 185 July-Aug 2016 Picture this: A person stands on the platform of a train station, and as a train passes through the station she flashes a bright message, hoping everyone on the train will see it. On a second train, as it passes to the next station there’s also a person inside each of the train cars giving the people in [...]
As the competitive environment continues to heat up around us, there is increased competition for employees as well as food dollars. By creating a continuously improving workplace environment where all voices are heard and feedback is taken seriously, co-op managers can help ensure that the competition doesn't lure away your talented, passionate and experienced employees. Become a Better Employer An Employee Survey can [...]
By Mel Braverman, Nicole Klimek, Jeanie Wells 184 May-June 2016 In the back of our minds we knew that [insert name of competitor here] was coming. It was only a matter of time before grocery chains would notice our happy piece of the natural foods pie. Co-ops are feeling squeezed, and it hurts. Increased competition may limit our profitability but may also limit our [...]
By Nicole Klimek, Joy Rust 184 May-June 2016 As competition creeps up to #1 on the “food co-op worry list,” many co-ops find themselves wondering how they can combat declining sales while not investing an arm and a leg in store labor and operations. Taking a look at the changing marketplace, we notice that many of the major players in the natural foods industry [...]
By Carolee Colter, Lauren Olsen, Marilyn Scholl 183 Mar-Apr 2016 It takes a lot to manage a food co-op. Co-op general managers (GMs) are responsible not only for the retail operations but also for budgeting, financial analysis, marketing, information technology, and human resources—functions that are provided by corporate headquarters to managers of chain stores. Co-op GMs, in addition to the demands of the business, [...]
