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In the 1990s, the term “modern grocery retail” was essentially a proxy for a small group of multinational grocers including Ahold, Aldi, Auchan, Carrefour, Costco, Lidl, Metro, Tesco, and Walmart. It was widely presumed that these retailers’ entry into any market would lead to the demise of the traditional trade—the family-owned grocery chains, small independent stores, and informal merchants that at the time accounted for the vast majority of grocery sales in emerging markets. The prevailing expectation was that although there would be local differences due to cultural specificities, in every country the retail landscape would eventually consist of a combination of modern formats: full-line supermarkets and hypermarkets, convenience stores, and discounters. These assumptions have been proved wrong. Global grocery giants are struggling to grow profitably in many emerging markets. Traditional trade has proved remarkably resilient. And the market and channel structures taking shape in individual emerging economies are distinct from one another, following no obvious pattern.

And it’s all out of a desire to maximize profits. But what if, like IGA, newspaper companies didn’t solely exist to maximize that profit, but to respect the value of the local community? What if Gannett decided to donate one of its papers to a local philanthropist who has a larger stake in the community than Gannett does? Gannett could help run some of the most profitable and technical functions, but the company would otherwise be hands-off on how to control the paper. It could offer some guidelines, but the destiny’s in the community’s hands.

That approach is what IGA does, largely. The store stays in local hands, with local interests, and local history. IGA helps them keep up with trends, without losing track of the store’s identity in the process.

And, largely, it works. It really should be studied in business books.

Wilson says cashiers–74% of whom are women–are likely to the first overtaken by the automation wave. Also likely to be affected are retail salespeople, who may not be needed as shoppers increasingly consult their phones for information about sizes, colors, and availability. “Smartphones have all kinds of information about the products you want to buy, so the need for salespeople is considerably less,” he says.For example, Bloomingdale’s has tested smart fitting rooms with wall-mounted tablets allowing customers to scan items and view other colors and sizes and receive recommendations to “complete the look.” Home Depot says four self-checkout systems occupy the space of three normal aisles and obviate the need for two human cashiers. Amazon’s Go concept stores have no cashiers at all, enabling shoppers to pay for everything through their phones.