Proactive Pays In April, Consumers Co-op completed a $1 million remodel of its Prairie Du Sac convenience store and sold three other locations. Sales have increased 18 percent since ﬁ nishing the project. The co-op’s board includes three producers and two consumers who constantly challenge management to think about what’s next, says Marcott. “With urbanization comes new competition. If we want to compete, we need to be proactive and put our best foot forward.” “When I joined the board, the mindset was, ‘This is the way it’s always been done.’ Underperforming assets were kept as a convenience for patrons and patrons were of the mindset co-ops didn’t need to make money,” says Board Chair Jerry Kaufman, who has served on the Consumers Cooperative board for 20 years. “Today, our board understands that to be a leader, we have to run just like any other business and model ourselves for the younger generation or we won’t be here for any of our customers, rural or suburban.” ■ The Grange Supply’s bright orange tractor is a staple at community events. Community Connections Cooperatives are vital members of thousands of communities, including those that are more suburban than rural. These two co-ops are meeting customer needs to build revenues and stability. As the neighborhoods in Issaquah, Wash., attract more suburban families, ﬁ nding ways to connect with the local community has been key to expanding The Grange Supply’s clientele. From sponsoring the town’s Fourth of July parade and supporting schools, churches and animal rescue organizations to hosting educational events and opening its community room for group meetings, The Grange has found ways to get involved in the community and build awareness. “Two years ago, we shifted from traditional marketing strategies to a more philanthropic approach,” says General Manager John Mabbott. “This approach makes us compelling communitywide, and in the age of Amazon, being compelling appears to be the most powerful approach to sustainable business health.” The Grange’s involvement in community events has made a di erence in the community. The retail location’s bright orange tractor has become a popular attraction in parades and at The Grange’s annual community appreciation day. “People are hungry for positive human interaction,” says Joel Marcott, general manager and CEO, Consumers Cooperative Oil Company, Sauk City, Wis. “Companies that can provide that are going to succeed.” Providing top-notch customer service is one way Consumers Cooperative attracts customers and employees. The co-op’s newly renovated retail store is also turning heads. Sleek laminate wood ﬂ ooring, bright lighting, a seating area for customers and wall art customized to the community have refreshed the store’s image and increased sales. “We wanted the store to have an urban look and reﬂ ect the local community,” says Marcott. “Creating a store with a local identity helps us stand out among our competitors.” The seating area has been especially popular among high schoolers at lunch time. “We have created a destination in an urban neighborhood for people to hang out and enjoy a sandwich or cup of co ee.” The co-op’s farmer-owners stick around a little longer too. “They like the energy from the younger customers,” says Marcott. “We’ve truly created a communal experience.” Your CHS Connection 21 John Mabbott, general manager of The Grange, and his team meet the needs of a diverse customer population. Pictured, from left, are Kundun Sherpa, Vania Wright, Shane Thompson, Mabbott and Shannon Obbagy.