CAP-Märkte. Shopping for social benefit. a chain of neighbourhood supermarkets employing disabled people

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1 CAP-Märkte a chain of neighbourhood supermarkets employing disabled people Shopping for social benefit European Social Franchising Network Case Study 10

2 ESFN Case studies At the time of writing, there are just under 60 social franchises in Europe employing over 13,000 people. This is one of a number of case studies produced by ESFN to demonstrate the impact social franchises are having across Europe, share learning and raise the profile of this important approach to growing and developing social cooperatives/enterprises. ESFN is a network set up by social franchises to support the development of social franchising across Europe. You can find out more at The production of this case study was funded by the European Commission as part of the Better Future for the Social Economy Learning Network of 7 national European Social Fund Managing Authorities. ESFN Case Study 10 2 CAP

3 The chain of CAP-Märkte (CAP-markets) is growing steadily and has reached 90 shops. They are medium-sized neighbourhood supermarkets employing disabled people (handicaped). Each unit is typically run by a local sheltered workshop or a integrational firm, but the brand is owned by a co-operative of sheltered workshops. As well as the employees, also communities and their inhabitants benefit. The business model and its origin GDW SÜD GDW SÜD Genossenschaft der Werkstätten für behinderte Menschen eg is a charitable coooperative set up in 1985 by the officially accredited organisations providing employment for disabled people on the German Länder Baden-Württemberg, Bavaria, Saarland and Saxony. It works with five other similar co-operatives to cover the whole of Germany. Initially it was a joint purchasing organization for the shelter workshops run by the member organizations. It works three business areas to fullfil these tasks: Business (services for enterprises), Consumer (social-franchising-concepts for supermarkets, bakeries, cafés, battery-processing) and Service (procurement-pool, training). It all began with the CAP-market in Herrenberg CAP-Märkte The first CAP-market opened in Herrenberg, near Stuttgart, in The Gemeinnützige Werkstätten und Wohnstätten GmbH invented the CAP-market idea the name comes from handicap when the last supermarket in one district of the city closed. From 2001 GDW SÜD developed the concept with its punning slogan CAP der Lebensmittelpunkt which combines the German words for grocery point and center of life. The business idea is to take over premises left empty by the flight of the main supermarket chains to out-of-town sites, and open neighbourhood shops that ESFN Case Study 10 3 CAP

4 are accessible on foot and provide a friendly service. The shops have a sales area of 300 m² to 1500 m² and stock between and lines. All 90 markets on the whole turned over more than 121 million Euro in 2011 and employ more the people, two-thirds of whom are handicapped. The franchising is open to carriers from all over Germany not only from GDW`s catchment area in the south of Germany. Results CAP-markets provide jobs for disabled people, aiding their integration through direct contact with customers; bring about local regeneration (by providing accessible facilities even for people without cars), and counter exclusion by offering services such as home delivery or postal services. Since 1999 the chain has now grown up to 90 shops, many of them in Baden- Württemberg, but increasingly in other areas of Germany as well. They provide some jobs, thereof 700 for disabled people. Approximately one-third of shops are run by sheltered workshops and two-thirds are social firms, German Integrationsunternehmen employ 40% people with disabilities. The attraction for disablement organizations running sheltered workshops is that opening a CAP-market enables them to create jobs, which conditions are very closed to those in the first labour market. These allow disabled people to have near-normal working life and to be a fully integrated part of the local community. Many of the jobs that sheltered workshops undertake, such as assembly or logistics, are carried out away from the public gaze. Retailing, on the other hand, brings workers concerned into direct contact with the public. Success factors A key factor in the chain`s success is that it brings multiple benefits to multiple stakeholders. A CAP-market not only provides satisfying work for disabled people, but also supplies foodstuffs within walking distance of people`s homes, reduces car use (which has health, energy and congestion benefits), and regenerates the local economy by recirculating money locally. 1. Political support The concept has two attractions for policy-makers: labour market policy: the Land of Baden-Württemberg, where CAP-market started, is particularly keen to ensure equal opportunities for its disabled citizens. regeneration policy the quality of life in towns falls when retailers close down, so there is support from communities and house-owners for the empty sites to be reused. The properties are available at affordable prices. 2. Financial framework Germany`s Sozialgesetzbuch (Social Security Code) says firms are to employ a certain quota of severely disabled people. Those that do not meet their quota are ESFN Case Study 10 4 CAP

5 obliged to pay into a compensation fund instead. This fund is used to pay a compensation for disadvantages to employers hiring disabled people, for example integrational enterprises. This allows such enterprises to maintain higher staffing levels, which both compensates for the lower productivity of some workers and allows an atmosphere to be created in which people have time for each other. This makes the jobs agreeable to and sustainable by disabled people. This means that the operators that open CAP-markets have a mission as well as the chance to get some money. The service is in demand by three stakeholders: disabled people and carriers as well as local communities. Secondly, the investment required to open a shop can be reduced by an investment support from the Integrationsamt (integration office) which will provide money if new jobs are created and if the office`s financial status makes it possible. The foundation Aktion Mensch made grants of as much as Euro towards start-up costs for five years to several markets, operated by integrational firms. Last but not least the GDW SÜD was able and willing to shoulder the risks of developing and spreading a concept before knowing if a long-term engagement will bring a return-on-investment. The breakthrough came after some years when the number of franchisees raised but for example if you look on the costs for advertising it is still a way to go until inputs are paid off. 3. A good market segment The business concept also offers many advantages to shoppers: a culture of friendly and helpful service: staff can take the time to advice and chat with customers and customers` suggestions are welcomed; Wide aisles, only 1.6 m high shelves, easy navigation all together a friendly atmosphere a full-range retailer to lines which makes it a one stop alternative to out-of-town discount shops and hypermarkets, where shopping takes its time only because of the shop`s size. Managers are asked to order the largest portion from the CAP-market supplier EDEKA, the remaining can be sources elsewhere, to suit local and regional tastes. For instance in a catchment ESFN Case Study 10 5 CAP

6 area where many customers originally come from Russia, shops can stock costumers` favorite items; it includes additional services that increase customer loyalty for instance the shops offer a delivery service; sustainable development policy: the shops are close to customers` homes, and can be reached on foot, which is particularly valuable for people on lower incomes without cars and for older people, otherwise this is going with the trend to energy-saving; Costumers` loyalty is increased by a loyalty card. 4. The right resources industry experience: the managing director and the advisors have a long working history in retail the connections and market intelligence that comes with that experience fairness: a balanced licence agreement that combines local autonomy with central discipline solidarity and mutal aid: a structured decisions and information system based on regular meetings critical mass: the CAP group has built up sufficient size it has negotiating power with its suppliers; GDW SÜD bargains the cost prices EDEKA is selling at to every CAP-market regardless of its size; in return it provides EDEKA with a significant boost to sales, without the headaches of giving detailed support to each customer. 5. Integration philosophy Training is needed to do a good job ESFN Case Study 10 6 CAP

7 Acceptance of disability: the employers know and accept their employees` health circumstances and tolerate their characteristics, which gives the employees a sense of security time for people: staff are expected to work to the best of their abilities, but are not excessively pressurized people first: the shops do not need to maximize profits; it is sufficient that they break even and make a small surplus Methods & tools Business idea The business idea has the strength of generating benefits for several stakeholders: for the franchisees, the key benefits of opening a CAP-market are the purchasing in a body and that they are joining well-known and trusted brand. This generates customer loyalty and reduces advertising expense. They receive, in return for a relatively low levy on turnover, a great deal of invaluable help and advice born of long experience in the sector. GDW s job is to be the link between the two worlds of sheltered workshops and trading. For doing this job GDW employs eight advisors nationwide. Their consulting covers location, shop design, the product range, recruitment, management systems and much more; for local politicians, a CAP-market offers integration for disabled people, urban regeneration, improved local services and environmental sustainability; for disabled people it provides a job under conditions that are closed to those in the mainstream labour market and which are subject to standard employment contracts, but which are humane and which suit vulnerable people. Most jobs are full-time, but there are also some part-time jobs, especially for people with mental diseases who can only work for a few hours and so this is a way to earn an additional income. Information/research As assistance for the franchisees GDW SÜD draws up a business plan for every new market. The long retail experience and contacts that GDW SÜD possesses mean that it can offer extremely accurate advice to intended licensees. For instance when a new location is under consideration, it can often find out through trade connections what the previous turnover was, thus reducing the risk of opening up. Once the shop is trading, it gives management support using benchmarking tools it has developed over the years. These enable franchisees to compare their own performance with that of comparable their own performance with that of comparable ESFN Case Study 10 7 CAP

8 shops, discern their strong and weak points, set realistic targets and measure their future performance against them. Funding the franchise No specific financial package is available, however the fact that the brand and system is by now well-known and proven, along with the group`s reputation for honesty and fair dealing, increases investor confidence. Each franchisee pays GDW SÜD a fee for the franchise and thereafter pays a levy of 0,6 % on turnover for advisory service plus 0,1 % for advertising costs. Premises Premises are not in short supply. Typically, real estate companies, owners, retail firms or local authorities will approach GDW SÜD with a proposal to re-occupy a closing down or an empty shop. Location is the crucial factor in retailing and in practice some 80% of these proposals have to be turned down. GDW SÜD offers support during lease negotiations and in fitting the shop out and this support continues during the monthly visits of the advisors, eight of them are engaged nationwide. Start-up The crucial event in each shop`s life is opening day. It is absolutely imperative to start out on the right foot, as it is within the first two weeks that future customers will make their first visit and decide whether they will return regularly. It is a byword in retailing that the first week`s turnover determines future turnover. GDW SÜD therefore gives each new shop particularly strong support in the opening period. It drafts in additional staff to make sure the atmosphere is good and the service is up to scratch. It applies the many tips of the trade that it knows, for instance that giving away alcoholic drinks at the opening can backfire. Training & organizational development GDW SÜD helps franchisees to recruit staff and organizes training in various aspects of retailing: dealing with food, ordering, cash handling, operating the enterprise resource planning system, quality assurance etc. By contrast the licensees already possess the necessary skills related to integration but the staff in the supermarket, without disabilities, has to be trained for a better understanding of their new co-workers` characteristics and needs. Quality assurance is an important aspect of the franchise and the central staff makes regular visits. To preserve the reputation of the group as a whole, they give advice to shop managers should this be necessary. As regards to organizational development, a meeting of all operators is held every year. Regional meetings of shop managers take place more often. Less formally, telephone support is available from shop to shop. ESFN Case Study 10 8 CAP

9 Prospects The chain is currently at a strength of 90, with about eight more openings in Trading conditions are good and it is easy to imagine the group growing to 120 shops across Germany. With CAPpucchino and CAFESITObar additional concepts are placed on the market. The next step could be the leap to Europe with new partners from other European countries. The threat would appear to be a reduction in the wage subsidy provided from the compensation fund. Contact Thomas Heckmann Geschäftsfeldleiter CAP GDW SÜD Genossenschaft der Werkstätten für behinderte Menschen Süd eg Waldenbucher Straße Sindelfingen Germany Tel: Fax: thomas.heckmann@gdw-sued.de Website: ESFN Case Study 10 9 CAP