FoodShare is Canada’s largest food security organization. Their mission is to provide healthy food for all. One of FoodShare’s many programs is Field to Table Catering, a social enterprise whose profits support the larger organization.

As a for-profit initiative serving paying customers, Field to Table was experiencing an identity crisis within its nonprofit parent. Our first step was to help the organization align around a common vision for the business. In co-creation sessions with multiple stakeholders, FoodShare arrived at a new understanding of the unique role Field to Table could play—and where it could and should stand apart from the larger brand.

Moving from great food to a great experience

In research, we found that while customers loved Field to Table’s food, other elements of the service made them hesitant to trust the company with more business. An experience map, which showed what was happening for customers at every step, indicated where there was room for improvement. Co-creation sessions with stakeholders, which included live prototyping, resulted in a service blueprint for better service across touchpoints.

Putting the right supports in place

For a business to change how it delivers, employees must be equipped with the processes, training and tools they need to succeed. We worked with Field to Table on everything from establishing a new system for taking and changing orders to empowering delivery personnel with clear checklists. In training and workshops, we engaged staff, incorporated their input, and ensured they were up to speed.

Defining and delivering an optimized brand experience

A brand experience is the sum of its parts. Distilling everything we’d learned together, we created new branding and marketing materials for Field to Table and a service offering to match. To communicate the proposition, we delivered a new logo, a new, easy-to-navigate website, new collateral, and recommendations on how to further engage the community. This accompanied important changes to the menu, a completely new ordering and delivery management system, and critical infrastructure such as internal order tracking. The redesigned service doubled sales within 6 months.