Whole Foods Market In 2010 Case Study

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Whole Foods Market in 2010 Case Study As the nation’s finest natural supermarket, Whole Foods Market had emerged as a leader within the organic foods movement nationwide. Beginning as a small store in the 1980’s, today the stores are found across North America and the United Kingdom. Management credits the success of the business to the ideals and strategic vision of the company’s cofounder and CEO, John Mackey. Mackey believed that setting the standard for excellence in marketing high-quality natural and organic foods, dedicating core values and committing to sustainable agriculture would result in positive growth objectives for years to come (Thompson, 2012). The Whole Foods Market mission in terms of “Whole Foods – Whole People – Whole Planet” sets the foundation for accomplishment. The company’s success is undoubtedly due to an intelligent collection of business strategies. Strategies in growth, location, product line, pricing, cost control, merchandizing, marketing, operations, employment and compensation, purchasing and distribution, and social responsibility have been cleverly defined to produce a comprehensive, streamlined yet adaptable business model. The incorporation of all these chief element strategies in collaboration with self-managed, educated work teams have driven the firm to become the pioneer of organic foods retailers. Whole Foods Market Strategies Abstract GROWTH: Since 1991, the company focused on expanding via acquisitions of smaller stores and opening new stores. In 2002, management decided to drive growth by opening 10-15 stores scaled to compete with large grocery chains and then in 2007 Whole Foods acquired their biggest competitor, Wild Oats Market. The acquisition gave the business entry into 5 new states and 14 new metropolitan markets. An upset in 2008 by the US Court of Appeals for the District of Columbia triggered the

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