Table 2 New factors identified as relevant to the implementation of healthy food retail in grocery settings (based on the ‘Eat Well @ IGA’ intervention)
From: A systems framework for implementing healthy food retail in grocery settings
Original START map theme | New START-G map factors | Definition |
|---|---|---|
Customer, commercial viability and health-related outcomes (represented in green in the START-G mapa) | Total profit | Profits (i.e., revenue that exceeds costs) generated by the retailer from the sale of all products. Includes minimisation of loss from wastage of food not sold. |
Competitiveness of market position | The market share of a retailer relative to their competitors at a local and national level. | |
Point-of-difference through healthy food environment | Ways in which retailers differentiate themselves from their market competitors to increase brand recognition and market share. | |
Broader environmental influences (represented in dark blue in the START-G map) | Prioritisation of public health nutrition by key stakeholders | Includes federal, state or local governments creating, monitoring and/or enforcing mandatory or voluntary policies, recommendations from international bodies such as WHO, and expectations to act on Environmental, Social, Governance (ESG) considerations by global investors. |
External support from workforce with healthy changes expertise | External practical support for, and expertise in, implementation of healthy food retail available to the organisation and/or retailer. Represents the workforce of health promotion practitioners with experience in healthy food retail implementation, can be from government departments, NGOs, universities, or other organisations. | |
External recognition of healthy changes | Reward and recognition for healthy retail practices (e.g., accreditation, awards, media attention). | |
Trust between retailer and public health stakeholders | Trust between the retailer and stakeholders working to improve public health, including health promotion practitioners and researchers, by convincing them to commit to healthy changes | |
Relationship development between retail and public health representatives | Time invested in building the relationship. This should include a co-design process where all perspectives inform the design and implementation of healthy changes. | |
Number and influence of food retail competitors making healthy changes | The number and success of other healthier food retail initiatives, including from retailers’ direct competitors. | |
Number and influence of suppliers and manufacturers offering appropriate healthier alternatives | Number and size of suppliers and manufacturers creating healthier alternatives. | |
Strength of contracts with suppliers favouring unhealthy foods | The extent to which retailers engage in contracts with suppliers and manufacturers to stock, sell and promote unhealthy foods and beverages. Note: The food and beverage portfolios of these suppliers and manufacturers are typically unhealthy and thus the established contracts favour the ongoing availability and promotion of these products. | |
In-store food environment (represented in pink in the START-G map) | Gap between proposed and current food retail environment | How substantial the perceived or actual difference is between the proposed healthier practices compared to current grocery practices. Note: These practices currently favour the supply and promotion of unhealthy compared to healthy foods and beverages. |
Healthiness of retail environment compared to current standard of practice | The extent to which current store practices promote healthier customer purchases, compared to its competitors. Note: This can be a moving target depending on both the retailer’s own actions, and the actions of their competitors. |