Whole Foods Market Case 2010

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Introduction Founded in 1980, Whole Foods Market (WFM) has evolved from a local supermarket for natural and health foods, into the world’s largest chain of natural and organic food supermarkets. As of 2010, Whole Foods operated in 278 stores in 38 U.S. states and the District of Columbia, 6 stores in Canada, and 5 stores in Great Britain. WFM does business by offering customers the highest quality, least processed, most flavorful naturally preserved and fresh foods available, and marketed them in appealing store environments that made shopping at WFM enjoyable. John Mackey, the company’s cofounder and CEO, vision was for WFM to become an international brand synonymous with carrying the highest quality natural and organic foods available and being the best food retailer in every community in which WFM stores were located. WFM mission, summarized in the slogan “Whole Foods, Whole People, Whole Planet,” extended well beyond food retailing. I think John Mackey has a good strategic vision for WFM because they are not your usual supermarket. They truly do offer a variety of the highest quality natural and organic products that you cannot find in regular supermarket such as Kroger or Walmart. WFM mission slogan directly stresses to the 7 core values underlying the company. It is essentially a summary of the core values that WFM’s abides by every day. Since 1980, Mackey and team members have kept WFM’s on a path, through their core values, that has gotten them in the top 12 for the supermarket industry. WFM growth objectives had been to have 400 stores and sales of $12 billion by the end of fiscal year 2010. The chief elements of the strategy that WFM is pursuing are the elements of their core values. These core values give WFM a broad differentiation from competitors and are the soul of the company. WFM’s generic and complementary strategies are well matched to market

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