Exploring key principles for development and management of social supermarkets

Purpose Social supermarkets (SSMs) are increasingly being used as a form of food aid. However, there is limited literature on how these models operate. The aim of this study is to investigate existing SSM models’ standard operating procedures and related barriers and facilitators. Design/methodology/approach Data were collected from nine SSMs in the form of interviews with SSM managers. Data were thematically analysed to identify key principles relating to SSM operations and deductively analysed to identify key barriers and facilitators. Findings There were variations regarding how these models were operated by different organisations, with differences including those relating to membership criteria, food sourcing and pricing. Although there were operational differences, some common key principles were identified, including the importance of wraparound provision, the need to diversify food sources and the need for flexibility on a case-by-case basis. Various barriers and facilitators were also identified. Originality/value There is currently limited research on SSM operating practices. This exploratory study addresses that gap, providing direct insight and advice from the managerial perspective related to developing and managing SSMs.