Created in April 2000, the role of ANDES is to develop a new model for a solidarity grocery store that can be reproduced and adapted to different regions. While each shop is unique, they are all managed centrally and professionally and are built around the core value of respect for the autonomy of the clients they serve. Since one of the main problems for these groceries is competitive pricing, Guillaume decided to create a centralized logistics and purchasing center that will help to ensure a constant supply of goods at low prices without sacrificing quality. By buying in bulk, Guillaume takes advantage of the best prices and lowest tariffs and contributes to surplus public funds at the local level. This logistics platform is about to be set up in Angers, a strategic location in France, where the local government welcomes the new jobs Guillaume’s project will create. The local government has agreed to provide Guillaume a free venue for operations. However, having a centralized place to distribute goods is not enough, and he is convinced that he must set up strategic partnerships with large brands. These partnerships will allow them to benefit from the best prices and in some cases, receive goods for free (Guillaume is using the French tax framework to show them how they can deduct 60 percent of the value of their products from their taxes). To date, he has partnered with Nestle, Unilever, Ferrero, Poulets de Loué and other companies. His objective is to bring the strongest companies and brands to his side to cover the basic needs of his clients. He also plans to broaden the range of products they provide, such as housing furniture and appliances. On many occasions, when people had nothing in their apartments, they were ashamed to invite anyone to their home.Guillaume is working to get large national distributors as partners in his own distribution chain. Because they have a wide presence and a huge power of negotiation, they would be strong allies in helping him scale up his program. By positioning ANDES as a partner that will bring thousands into their stores, rather than a competitor, Guillaume was able to recently sign an agreement with Carrefour—a large step forward for ANDES’ national development. The solidarity groceries are tailored to individuals excluded from the usual consumption market due to a low income. ANDES gives individuals that lack income to shop in traditional grocery stores with the choice to buy the food they want without having sacrifice quality. Being able to make consumer decisions and participate in monetary exchange restores the buyer’s dignity and economic independence. Access to the groceries is not permanent, but depends on the project the “client” has designed with social workers and the grocery manager. In most cases, the arrangement involves reducing client debt. This is essential, because it helps the client learn how to better manage his/her weekly or monthly budget, and teaches how to make the right choice between two products or begin saving for future expenses—like an education. In Guillaume’s grocery stores, with assistance, three out of four clients achieves the goal they designed. While the groceries are primarily to sell food, they provide more. Each grocery becomes a creative tool for developing social links to help buyers address other issues, such as health, housing, work, and education. In this way, the solidarity groceries are an avenue to social inclusion and to the restoration of economic citizenship. Guillaume believes it is essential for his customers to contribute to each store by participating in its management and helping to shape and lead the workshops held there. Some of the most successful client-led workshops have focused on cooking and teach people what and how to cook for a healthy and balanced diet. From time to time professional cooks are featured, but more often participants are eager to share their recipes and methods.Today, the ANDES network comprises approximately 60 groceries and serves hundreds of households; 24,000 people per year. With a budget of 160,000€ for 2006, the association is developing tools (software, training sessions and best practices sharing) to help manage stocks and is building strategic partnerships with the food industry to allow existing structures to help free them from recurring economic vulnerability. Guillaume is now at a turning point and his objective is to develop more and more groceries of this kind in France, beginning with the most economically devastated areas, like the over 700 Zones Urbaines Sensibles. He plans to enter remote areas in rural zones where more and more poor people are living. Guillaume is convinced that partnering with a company like Carrefour would make a huge difference in how quickly he can spread and how many people he can reach.