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Our goal was to implement a plan that
would ... really benefit the communities
we serve and our footprint on the
environment.” —Steven Prendergast, Mother’s Market & Kitchen
grams will fail to provide a debt-free solution,
which is “not advisable in the grocery industry, especially during challenging times.” He
warns that retailers should watch out for banks,
finance companies and utility-related on-bill
programs, while always making sure to read the
terms and conditions as “many utility providers
teams claim it’s not debt, but clearly indicate a
UCC filing is possible.”
Going for Disruptive Investors
As an alternative, Wagner suggests that retailers opt for a disruptive investor model Energy
Savings Improvement Programs (ESIP), which
puts the risk on investors instead of grocers.
“In the past, models were designed on two
components either to sell products or savings
programs and use financing when capital was
not available, leaving the financial risk with the
grocer,” Wagner says, adding that the investor
model accepts 100% of the financial risk to
share in the future savings.
“This risk aligns the motive by creating envi-
ronment that puts high emphasis to generate
solutions with optimal savings levels,” he says.
“Additionally, there is no motive to sell prod-
ucts/services, as they only lower the returns for
both client and investors.”
To clarify, Wagner gives this example: “
Grocer X has 400 locations with several types of