Integrating Impact Into Co-op Planning: The Balanced Score Card
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This presentation from NFCA’s Eighth Annual Meeting features methods our Food Co-ops can use to integrate our identity and impact into strategic planning and reporting. Professor Daniel Cote of Saint Mary’s University Co-operative Management Education program offered an introduction to the topics to be covered in the next Executive Education co-op business training planned for this October 24-25th in Greenfield, MA, and facilitated sharing of lessons learned from co-op leaders who participated in the training last fall. • Erbin Crowell, NFCA, Facilitator • Daniel Côté, Saint Mary’s University • Lexa Juhre, GM, Fiddleheads Food Co-op • Patty Smith, Operations Mgr, Willimantic Food Co-op • Danny Spurr, Board President, Fiddleheads Food Co-op
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Integrating Impact Into Co-op Planning: The Balanced Score Card
- 1. EIGHTH ANNUAL MEETING From Soil to Sovereignty: Good Food for All! 23 March 2019 Afternoon Sessions Greenfield Community College Greenfield, MA NEIGHBORING FOOD CO-OP ASSOCIATION Images courtesy of Union of Concerned Scientists.
- 2. NFCA Eighth Annual Meeting 2019 THANK YOU, SPONSORS! 1
- 3. Cooperative management A successful business model to face emerging challenges Daniel Côté NCFA AGM, Greenfield Massachussetts NFCA Eighth Annual Meeting 2019 2
- 4. NFCA Eighth Annual Meeting 2019 SAINT MARY’S UNIVERSITY CO-OPERATIVE BUSINESS TRAINING 3
- 5. Executive Education Course – 2 Days Enhancing Business Performance through Co-operative Management Practices: How to Strengthen Identity, Loyalty and Participation Interactive professional development opportunity: – How to approach the management of a co-operative – Competitive advantages using the co-operative model – Co-operative economic trends Hosted with Neighboring Food Co-op Association (NFCA discount) Greenfield, MA October 24-25, 2019 Registration open! www.ManagementStudies.coop
- 6. Three key ideas this executive seminar is built on … NFCA Eighth Annual Meeting 2019 5
- 7. An identity crisis … I NFCA Eighth Annual Meeting 2019 6
- 8. Vitality of cooperative values and principles through A New Co-op Paradigm (NCP) Intensity of market rules I III IV What are the incentives for members / clients, board members and managers to implement a NCP ? - II A D B C + + - Market failure Identity crisis NCP NFCA Eighth Annual Meeting 2019 7
- 9. A cooperative equilibrium … II NFCA Eighth Annual Meeting 2019 8
- 10. ManagersDirectors EmployeesMembers Co-operative equilibrium Co-operative Business model «Balanced scorecard» What co-operative difference… What +value to stakeholders? Structure and associative practice Structure and business practice Macro environment (PESTEL) and Competitive Arena and strategic group, rules of play and key success factors … Evolutive factors Co-operative Network: strategies and general policies … Resources, capacities, competencies and competitive advantages … Autonomy And local capacities / network Values and purpose Copyright: Daniel Côté, HEC Montréal One member = one vote User’s links Shared surpluses Collective reserve Cooperative equilibrium Cooperative NFCA Eighth Annual Meeting 2019 9
- 11. Cooperative duality Cohesion between members’ needs and the enterprise’ SBU Cohesion and strategic fit, i.e. competencies and key success factors association enterprise members members members Coop business model Cohesion among members, i.e. common needs, resources, values, objectives… NFCA Eighth Annual Meeting 2019 10
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- 13. Foundations of a business model NFCA Eighth Annual Meeting 2019 12
- 14. Foundations of a business model Building a distinct co-operative business m odel ? NFCA Eighth Annual Meeting 2019 13
- 15. Firm resources and sustained competitive advantage… what about the co-operative advantage! NFCA Eighth Annual Meeting 2019 14
- 16. Member Member Member stakeholders Stakeholders and NFCA Eighth Annual Meeting 2019 15
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- 18. 2nd tier co-op and the equilibrium Federation of co-ops Building its own coop equilibrium 1e tier co- operatives Helping 1e tier co-ops gain competitive advantages through managing their coop equilibrium NFCA Eighth Annual Meeting 2019 17
- 19. ManagersDirectors EmployeesMembers Co-operative equilibrium Co-operative Business model «Balanced scorecard» What co-operative difference… What +value to stakeholders? Structure and associative practice Structure and business practice Macro environment (PESTEL) and Competitive Arena and strategic group, rules of play and key success factors … Evolutive factors Co-operative Network: strategies and general policies … Resources, capacities, competencies and competitive advantages … Autonomy And local capacities / network Values and purpose Copyright: Daniel Côté, HEC Montréal One member = one vote User’s links Shared surpluses Collective reserve Cooperative equilibrium Cooperative NFCA Eighth Annual Meeting 2019 18
- 20. A new cooperative paradigm … III NFCA Eighth Annual Meeting 2019 19
- 21. From co-operative specificity to competitive advantage Co-operative competitive advantages Education Ownership and participation Participation and democracy Community involvement Inter-co-operation Values and Commercial practices Values and managerial practices New Co-operative paradigm Traditional co-op paradigm Democratisation & co-creation of value Loyalty & engagement Psychological ownership Congruence of values E N G A G E M E N T NFCA Eighth Annual Meeting 2019 20
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- 25. BSC An example … Coop HEC NFCA Eighth Annual Meeting 2019 24
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- 28. Member Member Member stakeholders Stakeholders and NFCA Eighth Annual Meeting 2019 27
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- 33. BSC implementation BSC NFCA Eighth Annual Meeting 2019 32
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- 36. BSC – cafeteria Mission & strategy (target) Food cost: 48,5% Operating margin: 15% Key processes 2017: 58% 2018: 64% Employer of choice 2016: 65% 2018: 79% Member experience 2016 : 76,7% 2018: 77,7% Professeurs: 75,3% Employees: 78,3% Students : 77,5% NFCA Eighth Annual Meeting 2019 35
- 37. Member experience Comparison & SAT Best offer & needs Word of mouth Reception / welcome Q/P ratio & product offers Constant taste Price visible Service space clean Employees neat appearance Employees want to help Coopera- tive status Tasty food Portions adequat Large variety of healty food offered Prices are reasonable Food : qual & fresh Coop status adds to quality of customer experience Community benefits because cafeteria is a coop Customer experience and cafeteria - 2018 82,2% 72,7% 77.4% 71.6% 67,2% SATIS- FAC- TION First choice NFCA Eighth Annual Meeting 2019 36
- 38. ? NFCA Eighth Annual Meeting 2019 37
- 39. Employer of choice Employee commitment Employee performance Job satisfaction Employer of choice - 2018Mobilization of employees (6 Q) Leadership (7 Q) Culture of performance (7 Q) Employer’s brand (8 Q) Working atmosphere (5 Q) Social advantages (5 Q) Interest in well being of employees Well paid … Fair expectations Decisions justs … Productivity Efficient management … proud of working here would recommand … stimulating environment … excellent support offered… … 79% 73,3% 81,3% 80,6% 82,6% 79,7% 78,7% NFCA Eighth Annual Meeting 2019 38
- 40. Coop HEC = 79% NFCA Eighth Annual Meeting 2019 39
- 41. The food sector: For the balanced scorecard, only cafeterias are analyzed, which corresponds to 80% of food activities. The overall score attributable to the scoreboard: 64% (58% in 2017) • The five internal processes evaluated: 1. The efficiency of the procurement process: price comparisons, purchasing mechanics, quality and quantity control, allocation in units, returns, inventories – 75% (70%) 2. The degree of standardization of recipes: recipe directory, declination of ingredient / food quantities by production, cooking time, preservation method – 60% (55%) 3. The level of control of production, distribution and returns: quantity produced vs. quantity delivered, templates and portioning, sales, returns, reused food – 65% (55%) 4. The availability / quality of loss management tools: history of production and sales, conservation standards by type of food, loss record, disposal routine (Tablée des Chefs) - 50% (50%) 5. The accuracy of transactions at the checkout – 70% (65%) • NB: The 3rd process counts for 40% on the overall score and each of the other four for 15% NFCA Eighth Annual Meeting 2019 40
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- 45. From co-operative specificity to competitive advantage Co-operative competitive advantages Education Ownership and participation Participation and democracy Community involvement Inter-co-operation Values and Commercial practices Values and managerial practices New Co-operative paradigm Traditional co-op paradigm Democratisation & co-creation of value Loyalty & engagement Psychological ownership Congruence of values E N G A G E M E N T NFCA Eighth Annual Meeting 2019 44
- 46. ManagersDirectors EmployeesMembers Co-operative equilibrium Co-operative Business model «Balanced scorecard» What co-operative difference… What +value to stakeholders? Structure and associative practice Structure and business practice Macro environment (PESTEL) and Competitive Arena and strategic group, rules of play and key success factors … Evolutive factors Co-operative Network: strategies and general policies … Resources, capacities, competencies and competitive advantages … Autonomy And local capacities / network Values and purpose Copyright: Daniel Côté, HEC Montréal One member = one vote User’s links Shared surpluses Collective reserve Cooperative equilibrium Cooperative NFCA Eighth Annual Meeting 2019 45
- 47. Vitality of cooperative values and principles through A New Co-op Paradigm (NCP) Intensity of market rules I III IV What are the incentives for members / clients, board members and managers to implement a NCP ? - II A D B C + + - Market failure Identity crisis NCP NFCA Eighth Annual Meeting 2019 46
- 48. THANK YOU, SPONSORS! NFCA Eighth Annual Meeting 2019 47