Planning our Future Dinner and Discussion May 2018 Goals Share - PowerPoint PPT Presentation

Planning our Future Dinner and Discussion May 2018

Goals • Share member-level information about Co-op’s: • current situation • position in larger marketplace • current thinking from business planning • Gather your feedback on priorities for the coming 3-5 years • Discuss other topics of interest

Agenda • 2018 Shopper Survey • Our Current Situation and Trends Report – Internal – External • Priorities for 2019 and Beyond • Discussion • Break • Council Roundtable (approx. 7:15)

2018 Shopper Survey • Demographics, Satisfaction, Preferences • 1452 Responses (1333 last year), not scientific • 86% Member-Owners (approx. 14% of members)

2018 Shopper Survey • 44% at least 50% of shopping at co-op (down from 50% in 2012) • 44% shopping at HMC 16 years or more

How far do you travel to Co-op? Only 20% commute to Montpelier <3 miles > 12 miles 33% 35% 3-12 miles 32%

Demographics- Ages Roughly half between 55 and 74 years old Half of those above 65 Age class 2014 2018 <25 years old 2.3% 1.6% 25-34 18.8% 12.1% 35-44 21.1% 16.1% 45-54 17.5% 14.9% 55-64 24.4% 24.1% 65-74 13% 24.7% 75-84 2.1% 4.3% >85 years old 0.7% 1.2%

Demographics- Household Income

Demographics- Education 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% a a e e e e m m g e e e e r r r o o g g g l l l l e e e o p p d d d c i i d d e e e l a S S m d g n H H e a o o r l n l i s t o s / a s c h h e c r f t y e o s t r 4 s / p e e / l g e e t l a l o u c d a r y r g 2

How well are we meeting your needs? 5 = “very well” Avg. % well or very well Overall Store 4.3 89% Overall Products 4.3 88% Overall Service 4.4 86%

How well are we meeting your service needs? How well are we meeting your customer service needs? 2010 2017 2018 Knowledgeable staff 4.30 4.46 4.54 Availability of staff 4.25 4.32 4.43 Friendly and courteous 4.41 4.34 4.40 Telephone 3.92 4.13 4.11 Responsiveness to feedback 3.35 4.20 4.27 Website 3.75 4.10 4.18 Member Services 4.07 4.32 4.27 Deli/Café 4.03 4.22 4.29 Checkout/Registers 4.72 4.28 4.36 Customer service desk 4.35 4.37 Product Demos and Samples 4.28 4.29 Product Returns 4.54 4.56 Product Special Orders 4.49 4.53 Overall Service 4.30 4.29 4.35

Satisfaction • Highest rating = 4.7 “ Availability natural/organic ” • Lowest rating = 3.1 “Prices” • Biggest Changes from 2010: – “Responsiveness to Feedback” +0.95 – “Checkout/Registers” -0.3

Indicate the degree to which Hunger Mountain Co-op… 2011 2017 2018 helps to create a sense of community 4.2 4.2 4.1 promotes environmental stewardship 4.3 4.3 4.25 can be trusted to make ethical business decisions 4.2 4.2 4.2 has a positive influence on my health 4.3 4.35 4.3 promotes cooperatives as a business model 4.3 4.2 is a valued source of information about food and health issues 4.1 4.0 supports the local food economy 4.45 4.45 is a responsible employer 4.2

Satisfaction How likely are you to recommend Hunger Mountain Cooperative to a friend or a colleague? Average = 4.5 89% likely or highly likely

2018 Shopper Survey To what extent does parking limit your access to the Co-op? 2018 Never 54% Occasionally 41% Frequently 5% What is your level of interest in the Co-op offering online ordering with in-store pickup? 2018 Very interested 11.9% Potentially interested 35.9% Not interested 52.2%

2018 Shopper Survey- Give Change

2018 Shopper Survey- Prepared Foods

Business Plan Fiscal2019-2021 • Current Situation and Trends Report – Internal – External • Current Plan Priorities • New Priorities

Our Mission Hunger Mountain Cooperative exists to create and sustain a vibrant community of healthy individuals, sustainable local food systems, and thriving cooperative commerce.

Membership Trends Number of Co-op Member-Owners 10,000 9,050 8,609 9,000 8,000 7,000 6,000 4,875 5,000 4,000 3,000 2,000 1,000 - 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 projected

2010-18 Sales Trends HMC Sales Growth FY2010-18 (over previous year) 14.0% 12.9% 12.0% 10.0% Annual Growth Rate 8.5% 8.0% 8.0% 6.3% 6.1% 6.0% 4.50% 4.0% 2.40% 3.5% 2.0% 0.60% 0.0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 YTD

2018 So Far Q1 Q2 Q3 Sales Growth 2.30% 4.70% 0.60% Customer Count Growth 0.70% 1.90% -0.50%

2018 So Far Category Sales Trends through Q3 • Supplements +12.6% • Prepared Foods +10.5% • Produce +5.75% • Frozen +5.2% o Cheese -1.2% o Wine -2.3% o Bakery -3.3%

Local Product Sales (52 week basis) 502 Vermont Vendors, 40% of Store Sales $12,000,000 $10,000,000 $8,000,000 Sales $6,000,000 $4,000,000 $2,000,000 $0 2013 2014 2015 2016 2017 Fiscal Year

Electrical Usage 800,000 672,720 700,000 624,936 600,000 500,000 Kilowatt-Hours 400,000 300,000 200,000 100,000 - FY2013 FY2014 FY2015 FY2016 FY2017 Renewable Electricity Generated: Approx. 2%

Co-op In the Community • 27,250 lbs. food rescue donations

Support for Co-ops • Sales of products from other co-ops: $1.2 million, 4.9% of total sales

Employees 2017-18 • 164 employees • Compensation • Dissatisfaction – Union-management – 22 grievances filed – Extended contract negotiations • Safety- 37 claims • Green Team, Appreciative Inquiry Initiatives • 16% turnover, 9 year average tenure

External Trends • State unemployment <3% • Natural/organic foods growth • Competition • Consolidation & Innovation

The Industry Life Cycle

We’ve Been Here Before 3000 Old Wave Sales Volume 2500 New Wave Sales Volume Third Wave Sales Volume Number of Old Wave Co-ops Number of New Wave Co-ops 2000 Number of Third Wave Co-ops 1500 1000 500 0 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060 2070 2080 2090 2100 Confidential and Proprietary Page 35

Our Focus For 2019-2021 • Business Success • Employee Well-Being and Workplace Culture • Member-Owner Participation and Community Relationships

2019-2021 Priorities Carry-Forward • Promotions and Signage • Value-added Meat • Employee Suggestion program • Employee Handbook • Training and Development Program • Heating/Cooling System • Member Discounts • Focus on affordability and accessibility

2019-2021 Priorities Appreciative Inquiry Pathways • Positivity, Appreciation and Service – volunteerism, meals, training in interpersonal, AI principles • Value-Added Communication – suggestion program, communication tree • Ongoing Opportunity <> Continuous Improvement • Employee Well-being – Wellness incentive programs, workspace

2019-2021 Priorities New • Bakery section reset • Facilities: – refrigeration units – dish pit, parking lot, roof • Communications plan • Planning for next labor contract • Business continuity planning

2019-2021 Priorities Possible • Additional AI training • Special orders/Develop online ordering • Mini truckload sales • B Corps certification • Renewable energy plan • Explore warehouse space

Co-op Priorities Clarifying Questions?

Co-op Priorities What do you think the Co-op’s priorities should be over the coming 3-5 years? Why? What else should the Co-op do to improve/advance our: • Business Success • Employee Well-Being and Workplace Culture • Member-Owner Participation and Community Relationships

Next Steps • May 31: Draft Plan Due • June 25: Presentation to Council • Week of July 9: Staff Presentations • Mid July: e-News summary

Thank You! Next: Council Roundtable

2018 Council Plan • Staff-Management Relations • Council-Member Communications • Bylaws • Vision Committee • Finance – Investment policy – Early Debt Retirement