Project
Operational Model:
Rexdale Community Grocery Market
Overview
This was a client-based project which was proposed by Rexdale Community Hub, with the brief to provide a Project Charter and a Team Charter for Rexdale Community Grocery Market, with the aim​ of providing easier access​ to local, quality, culturally appropriate food for the predominantly low-income, immigrant community​ оf Rexdale​ in North Etobicoke. The Community Grocery Market initiative is currently in its prototype stage
Challenge
The Grocery Market faces significant challenges​ in achieving financial and organizational viability,​ as well​ as fostering stakeholder contribution and collaboration​ to ensure​ it meets community pricing expectations and ultimately becomes​ a
self-sustaining operation.
Solution
A The proposed solution​ Ñ–s​ a collaborative business model wherein the Rexdale Community Hub co-manages and potentially ‘co-owns’ the legal entity​ оf the Community Grocery Market alongside key value chain stakeholders. These stakeholders currently include fresh produce suppliers, the North Etobicoke Resident Council, United Way, the City​ of Toronto government, and growers​ оr farmers​ of fresh produce. This collaborative approach involves forming​ a Governing Board composed​ of these stakeholders​ to oversee the Community Grocery Market's growth and operations.​ By leveraging the collective community demand for fresh produce, the Community Market stands​ a higher chance​ оf reducing operational costs, thereby lowering produce prices for the community and uncovering additional value for current and future stakeholders beyond the Grocery Market’s operations.
​My role - Business Design consultant
Year 2024
Team - Aavrati Kushwaha, Yaw Sarkodie, Maria Sanz de Santamaria, Nadia Tabassum, Ting Chow
Stakeholders - Fresh produce suppliers, the North Etobicoke Resident Council, United Way, the City​ of Toronto government, Rexdale community Hub, and growers​ or farmers​ of fresh produce
Keywords - Grocery market, Community, Business operations, Collaboration
Research Approach –Report Analysis, Ethnography, interviews with potential stakeholders
Skills used – Visual design, Ethnographic Research, Qualitative Research (Ethnography and interviews) , Strategy Development, Concept Development, Microsoft Office Suite
Soft Skills- Critical thinking, Communication skills, Design thinking
Discovery
Ideation
Analysis
Development
Intial Brief
Reframed challenge
Solution
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Stakeholder and
Actors Map
The Community Grocery Market resembles the pattern of a multi-sided platform model which brings buyers (the North Etobicoke community member) and grocery suppliers into a physical space, facilitating/enabling affordable groceries for the community while supporting local suppliers. Below is the current business model of the Community Grocery Market.
Functional prioritization and influence on total organization
Look at that price. Tomatoes are not that price at No Frills. - Resident 01, Jamaican
​
The prices are really expensive for cucumbers and cherry tomatoes in the community grocery market. - Resident 02, Sri Lankan
Fieldwork observation:
There is just one supplier.
United Way has funded the Hub to experiment but there is not a clear mandate.
Various business model exploration- Flourishing business model canvas
In the ever more complex world in which we exist today, it is important for enterprises to recognize their interdependencies with society, the environment and the economy when designing business models. We have used the Flourishing Business Canvas to help us better understand our interdependencies and impact.
1. Produce on Demand Business Model
2. Lowest Price Matching Business Model
3. Collaborative Business Model
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​Following the three directions explored in the Ideation phase, the model holding the most promise for the Community Grocery Market is the Collaborative Business Model.
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The solution involves transforming from the current Multi-sided Business Model to a Collaborative Business Model where the success of the Community Grocery Market is no longer the sole responsibility of the Rexdale Community Hub. Considering the City of Toronto has already given the directive that the Community Grocery Market will need to be incorporated as a Social Enterprise entity, separate from the operations of the Rexdale Community Hub, we see no barriers to this direction.
Two key components of the model will be:
Proposed Solution
Space analysis and research
Ideation
Final Product Development
Ethnography
Prototyping & Journey mapping
Testing
To give more context to how the different stakeholders can collaborate and leverage the value that each of them brings to the table, we have mapped out what the value exchanges can be in a Value Relationship Map on the next page.
This map brings alive the set of benefits that each stakeholder can provide to other identified partners and the set of benefits that they can equally provide.
Value Chain Mapping
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(L) Team with Russ (Manager at Rexdale Community Hub),
(R) Aavrati working
Find full report below here