Whole Foods Case

Whole Foods Market Case

Whole Foods Market has evolved into one of the largest retailers of natural and organic foods. This company's rapid growth and market success has to do with being a mission-driven company. Whole Foods is highly selective about what they sell and are dedicated to their core values. Whole Food's integrated strategy consists of growth, differentiation, merchandising, and customer service. This strategic plan was aimed at expanding its operations to offer high quality and nutritious foods to more and more customers. It was also aimed at promoting organically grown foods, food safety concerns, and sustainability of the entire ecosystem.

Before 2002, Whole Food's growth strategy had been to expand their company by acquiring small chains and by building new stores. Since 2002, the company's new growth strategy consists of opening its own large stores rather than acquiring small stores. Whole Foods wanted to build their new stores in upscale urban metropolitan areas, with 86 percent of the U.S. stores being in the top 50 statistical metropolitan areas. The company also thought that a global expansion would be beneficial, so they entered Canada and England.

Whole Foods is the largest seller of organic produce in the world. The company emphasized on fresh fruits and vegetables, bakery goods, meats, seafood, and other perishables which differentiated Whole Foods from other supermarkets and attracted a broader customer base. The company included this differentiation in their strategy.

Whole Food's merchandising strategy was to create an inviting and interactive store atmosphere that turned shopping for food into a fun, pleasurable experience. The company believed that the extensive and attractive displays appealed to a broader customer base. The merchandising skill that the company possessed was the prime factor in the success of luring shoppers back time and time again.

Whole Foods wanted to introduce these safe and healthy foods to their potential customers. They wanted to exceed customer expectations on every shopping trip. The company initiated a strategy to have competent, knowledgeable, and friendly service for their customers.

There are several key stakeholders in this company. First of all the most important stakeholder in Whole Foods is the founder, John Mackey. Other key stakeholders are the investors, employees, and shareholders.

Whole Food's vision is to become a national brand synonymous no just with natural and organic foods but also with being the best food retailer in every community they serve. Their mission is to promote vitality and well being for all individuals by offering the highest quality, least processed, most flavorful, and naturally preserved foods available. Their motto "Whole Foods, Whole People, Whole Planet" is their core mission, which exceeds well beyond food retailing. This motto shows that the company's purpose as an organization is helping support the health, well-being, and healing of both the customers and the planet.

The five core values of the company expresses what they feel is special about their company. The values are; selling the highest quality natural and organic products available, satisfying and delighting their customers, team member happiness and excellence, creating wealth through profits and growth, and caring about their communities and their environment.

Whole Foods long term objectives were to have 400 stores and sales for $12 billion by 2010. As of 2005, they only had 178 stores and sales of $4.7 billion. In order to expand their company, they needed adequate capital to do that. John Mackey believed that the company's

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