Over the past decade, a new kind of supermarket has gained traction in France—cooperative and participatory stores where customers are also shareholders. La Louve, which opened in Paris in 2016, is the first of its kind in Europe and was inspired by Park Slope Food Coop in Brooklyn, New York, a cooperative that has operated since 1973. These stores operate on a non-profit model, aiming for sustainability rather than traditional profit. For example, Super Cafoutch in Marseille maintains a single margin of just 2%. They function similarly to large retail chains, offering a wide variety of products, from food to household goods, all under one roof. Strictly speaking, a supermarket must have at least 400 square meters of sales area, but few of these cooperatives meet that size. La Cagette in Montpellier, which currently has the second-highest sales in France (4 million euros annually for 350 square meters), will expand to 830 square meters after relocating in June. According to Clotilde Grassart, an economics lecturer at the University of Lille, key features of these stores include their size, the shareholder model, and the requirement that members participate for about three hours per month. Around fifty such structures exist in France, including La Louve, the three Super Quinquin stores in Lille, and Coop sur Mer in Toulon. Despite their growth, these cooperatives often begin as associations due to urban restrictions and may struggle to evolve. In smaller cities or rural areas, it can be difficult to gather enough members, leading to the continued presence of traditional small grocery stores. Other projects, like Diony-Coop in Saint-Denis, which is self-managed, and initiatives like the movement of the ears, which aim to strengthen the link between producers and consumers, promote different models and goals. La Cagette has developed open-source computer applications to streamline its operations and boost productivity. Maxime Thoueille, an employee and co-founder of La Cagette, suggests that sharing these tools—especially financial ones—could benefit the entire network of cooperatives. He also emphasizes the need to clarify the cooperative model to promote it further and support new leaders. Other challenges include reaching more vulnerable groups and avoiding insularity. Introducing products from major brands and lowering the number of shares needed to join can help with this. In Montpellier, Caisse commune de l'alimentation and its affiliated stores have broadened the social profile of cooperators. Location also plays a role, with central locations attracting more pedestrians and cyclists, while stores on the outskirts may draw car users with higher average spending. Cooperative supermarkets face challenges in maintaining member numbers and dealing with high turnover due to personal life changes and shifting values. Some stores, like Super Quinquin and La Cagette, use a binomial model where two people, such as a spouse or roommate, share the thirteen annual services required for membership. This helps increase the number of cooperators but may reduce individual participation. Continuous outreach and communication are necessary, which can be exhausting for staff. In Montpellier, however, recruitment is less of a concern, and Maxime Thoueille hopes to see more collaboration through shared events. According to the National Institute of Statistics and Economic Studies (Insee), commercial areas are classified as follows: supermarkets from 400 square meters, large grocery stores from 120 to 400 square meters, and small grocery stores under 120 square meters. A map of cooperative and participatory stores in France and Belgium is available online.