Harmons is out to be different. The 13-store Utah-based grocery chain isn't big enough to overwhelm the competition with its buying clout and low-ball pricing so its management is focused on listening to the customer and delivering a shopping experience that sets it apart from both conventional competitors and natural/organic supermarkets as well. Is the upscale grocery niche that Harmons and others seek to fill a more risky proposition in the current economic environment than it would be during a period of more rapid growth?

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