Next year, the Windy City will be getting a new grocery store with the opening of Chicago Market in the Gerber building on Broadway, a landmark location that served as a train station for a century.
Dan Arnett, general manager, recently spoke with The Shelby Report of the Midwest about the store and how a communal business model truly takes a collection of people who align with a vision to bring it all together.
What can you tell us about why the company came to be and what you are looking to do?
Our co-op members spent a year deciding what they wanted their community-owned grocery store to focus on and decided on high quality, sustainable and local goods. As such, we will be the most locally oriented grocer in our area, and we already have an extensive network of growers, ranchers and food artisans from our foodshed ready to fill out our inventory.
Our commitment to sustainable, ethical goods will be matched by a focus on driving quality. We want to delight our community with delicious foods.
In addition, our democratic, community-owned store will be unique to our neighborhood. People from all walks of life presently own shares, with one vote per shareholder, to ensure an equitable voice in how our co-op runs.
Our local produce, whole animal butcher shop, exceptional prepared foods and expansive bulk selection will give our store a distinctive value proposition, while elements like our learning center will engage the community and bring people together in unique way for our area.
How would you describe your business values?
Our values are ownership, relationships, accountability, sustainability, justice and joy – we think those are great reasons to choose our shop. However, we will be well positioned to meet all budgets – whatever that may be – with nutritious, flavorful foods and an array of culturally appropriate choices as well.
Is this your first experience in grocery?
No, I spent 25 years in cooperative grocery management. I’m also the chairman of Fairtrade America, a Fair Trade labeling and advocacy nonprofit working with more than 2 million farmers.
What type of neighborhood will the store be in?
Our neighborhood of Uptown Chicago is a dense, diverse area. We have a lot of housing, from single-family units to large housing high-rises. There are many businesses, service organizations and schools, including Truman College across the street from our location.
You will find Aldi, Target, Mariano’s, Jewel-Osco, a farmers market and many small shops in our area. Some are walkable from our location, some are farther afield.
What are some of the challenges you anticipate facing?
Our site is a century old and was not built to serve a grocer. Some challenges stem from that, in particular the lack of a proper loading dock.
The building does not allow for exterior modifications, so signing and gaining awareness from the street will require ingenuity.
We feel great about the trajectory of our neighborhood and the growing food market here.
[RELATED: Midwest Grocery: How Rural Nuance Allows Regional Independents To Thrive]
What departments will you focus on?
Our produce department is really important to us. We have worked with many local producers to assure a strong local, regenerative supply chain. The quality and freshness of our produce will be second to none – it will essentially be a year-round farmers market.
Our meat and seafood will also be very connected to specific local providers, with our butchers providing the expertise and service that is rarely found in stores these days. Our bulk department will have a very large selection with many Fair Trade, organic and all-natural products.
Can you tell me about the decision to focus on local products?
The focus on local was owner-driven from the start. Our community did quite a bit of visioning and research to define what local means and why it matters to them for several years.
Ultimately, the environmental benefits, local economic benefits, traceability and superior freshness of local foods was seen as very important to our community.
Our board translated this vision into high-level policies, and management is working to drive that through strategic and operating plans, as well as store design.
Our goal is to be the most local we can be, to fulfill our community’s stated desires and to help build long-term stability for producers in our food shed.
Speaking of design, how would you describe the store’s look?
We have a landmark, historic property and thus have worked to honor the building’s history and architectural personality as much as possible. To those ends, we are letting some of the original building shine through, even in some cases where it shows its age. We think the character is very important to showcase.
For instance, we have a staircase that used to serve the train platform, but now goes to the ceiling and ends. While it might seem odd, we know that this feature was a critical part of the building’s form and function for many decades, and we have opted to preserve it. The stairs will serve as auxiliary seating as a great place to work, have coffee or people watch.
Overall, we will have a warm feel befitting of a co-op, relying on our brand colors and fonts, but incorporating elements that speak to the prior use as a station, with subway tiling in areas and some historic pictures and relics that tell the story of the site.
We are also having community members contribute some elements, like our café seating, where the tables will be built by volunteers with reclaimed and salvaged materials.
We wanted to avoid placing a concept in the space that felt apart from what it was before or how it will be used. So, we are taking care to accent the space and tell our story while keeping the spotlight on the historic architecture and our products.
How many people do you foresee hiring?
We will have around 70 staff members at launch, with 120 or more at maturity.
Our hiring approach will mirror what I’ve done in other places successfully. I hire for character over experience and look for people who are motivated to make serving others a priority.
Through tools like open book management, collaborative workplace culture and incentive programs, our workplace will be rewarding for the high character, engaged people we want.
Compensation will be competitive – and should be. But the chance to learn, participate and do good in a respectful, fun environment will be appealing.
