Mutuality acquires meaning when it results in a recognizable economic relationship between the cooperative and its members. In a co-operative between retailers, this relationship may include purchases, logistics, training and shared business tools. The actual configuration depends on the organization and its rules.
The International Cooperative Alliance describes the cooperative as a jointly owned and democratically controlled enterprise, formed to respond to shared needs. It is an international reference for cooperative identity, to be distinguished from the rules applicable to individual legal systems.
At management level, evaluating a mutual service requires looking beyond its volume. A centralized purchase is useful if it offers conditions that are consistent with the needs of the members; training creates value if it addresses real problems of the activity; a shared platform works if the associates manage to use it.
It is also necessary to observe who benefits from the service. Members with different sizes, territories, and skills may encounter different obstacles. Gathering information on access and use makes it possible to distinguish a service that is formally available from one that is concretely usable.
I therefore propose to add to the results of the cooperative a reading of the benefit for the members: cost savings, quality of service, acquired skills and business continuity. These elements do not automatically add up to a single indicator. They must be discussed and made understandable, because the mutualistic relationship also depends on the ability to recognize the value produced together.