Case Study: Earth Fare

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Case Study: Earth Fare Overview/Introduction Earth Fare, Inc. (Earth Fare) was originally founded in 1975 by Roger Derrough as “Dinner for the Earth,” the first natural food store in Asheville, North Carolina. In October 1993, the company changed its name to Earth Fare as a result of the growing movement to push natural and organic foods. In 1994, Earth Fare was awarded the “Best New Store of the Year” by Health Foods Business Magazine. Three years later, a second location was opened in Charleston, South Carolina (Earth Fare, Inc. 2013d, p. 6). Over the past sixteen years, Earth Fare has expanded to twenty-eight stores throughout the southeast and midwest regions of the United States (Earth Fare, Inc. 2013d, p. 6). This analysis will focus on the organizational culture, future plans, and the industrial organization model of Earth Fare. Earth Fare’s Organizational Culture Earth Fare has a strong belief in its mission, philosophy, and declaration. Earth Fare’s food philosophy is: “We sell foods as close to the ground as it gets. Ingredients/processes of products sold at Earth Fare have: no high fructose corn syrup, no artificial fats or trans fats, no artificial colors, no artificial flavors, no artificial sweeteners, no artificial preservatives, no bleached or bromated flour, and no antibiotics or synthetic growth hormones in our fresh meats or dairy (Earth Fare, Inc., 2013d, p.7).” This philosophy is focused setting them apart from the competitors by what they don’t offer. Along with the content restrictions, Earth Fare also relies heavily on local producers within 100 miles of each location to provide the freshest products possible (Earth Fare, Inc., 2013c). Earth Fare’s mission is “To feed and inspire the healthy person inside you (Earth Fare, Inc., 2013d, p. 7).” To promote and achieve this mission, Earth Fare values each employee’s unique

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