Whole Foods: An Analysis Of The Grocery Industry

ACC 300 FSA Project Ratio Analysis of The Kroger Co. and Whole Foods Market, Inc. TEAM Jake Eriksen (002) Brycen Goldstein (002) 16 Ross Wright (001) Nicolas Kim Omar Harb (001) (002) Kroger The Kroger Co. (referred to as Kroger) is a large grocery chain audited by PricewaterhouseCoopers LLP.

A weakness that Whole Foods have is their reputation. A reputation for a grocer is key to its survival and they have the reputation of being very expensive or some call it “whole paycheck.”

Trader Joe’s and Whole Foods are grocery retailers who have become very successful. Both these companies offer whole, natural, and quality products but operate to a wide extent particularly in terms of inventory management and supply chain organizations. Trader Joe’s has incredible inventory management and their supply chain focuses on private labels and extreme secrecy while Whole Foods has poor inventory management but their supply chain is quick, nimble and versatile. A huge competitive advantage that Whole food has is that they keep their shelves packed with about 25,00 to 45,000 products while Trader Joe’s keeps about 4,000 products. However, Trader Joes’ still made about $1,750 per square foot in 2009, more than double of what Whole

Every retail location carries a variety of products that distinguishes it from other stores in the same chain. Not surprisingly, it is difficult to achieve economies of scale. Supply Chain Mackey describes his consumers as being “part of a cult”. Whole Foods believes that the company’s emphasis on perishables and locally-sourced produce differentiates their stores from run-of-the-mill supermarkets and attracts loyal and devoted customers. However, “fresh produce” is one of the most challenging product categories to operate due to limited product shelf life and high cost of spoilage. Whole Foods has tried to circumvent most of the problems inherent in supplying fresh produce to its stores by sourcing locally and having short and flexible supply chains. In the case of fruits and vegetables, Whole Foods has buying relationships with local farmers who supply the store with seasonal produce. Thus, if one farmer is unable to produce a sufficient amount of yellow corn or heirloom tomatoes, the shortfall can be made up by another farmer. Although challenging to perfect, these short supply chains are agile and difficult for other big retailers to duplicate.

Schlosser’s ‘Fast Food Nation’ and Wendell Berry’s ‘The Pleasures of Eating’ have undeniably altered the manner in which I will forever view fast and processed foods. After reviewing the two readings, I am convinced that fast and processed food consumers are the victims of large franchises seeking to make a quick buck at the expense of the consumer’s health. Fast food and processed food consumers are ignorant of the quality of the food that they choose to purchase, solely depending on franchises for the information. Franchisees, on the other hand, choose to conceal this information as revealing it would spell huge losses. They manipulate and decorate food items so as to get consumers to purchase them, with no regard for the health implications they subject their consumers.

The mergers with great reputation brands not only elevated Whole Foods Market’s character, but also stabled its market position. In 1991, Wellspring Grocery joined Whole Foods Market. Similar to Whole Food, Wellspring Grocery started with a positive attitude toward changing the market. Unlike other grocery stores, it wanted to bring healthy diet on shelves, rather than pills and canned food. This idea brought attention to what people are consuming daily. Second merger happened one year after Wellspring Grocery’s success. Bread and Circus, a company that used to sell natural food and wooden toys, valued costumer’s opinion. Costumers were happy to shop in Bread and Circus. Its expeditiously expansion caught Whole Foods Market’s attention. In order to stable its market not only in Taxes, it decided to purchase Bread and Circus. Last, Mrs. Gooch’s, a grocery store that targeted on allergic

Whole Foods is a great example of democratic approach to store operation. In this organizational environment all team members have the ability to insert their input in decision making that affects their product/service area in addition to having input in store matters as well. Whole Foods has a stringent screening process potential employees are put through to ensure that the applicant is a good fit for the organization. Once an applicant is hired, they are assigned to a team and team leader, who then train the new team member to be knowledgeable on the product/service they are assigned to. Additionally, they are also trained on providing friendly customer service. Due to Whole Foods approach to using workplace democracy, it has created a positive

The documentary “Food Inc.” was documented by the filmmaker Robert Kenner, he discuss the many hidden information (curtain) that our meat producers have against us. Considering all the information that was given in the documentary the subject that stounded out and frustrated me was the section on “The Dollar Menu”. This section covers the top of more calories costing less and less calories costing a lot more. The example given in the film is the cost of a burger from the dollar menu versus the cost of a head of broccoli from the supermarket. A burger that contains an average of 350 calories all for the price of one dollar. This does not compete with the head of a broccoli that only has 50 calories costing a dollar and ninety nine cents. This

Whole Food launched it’s Whole Trade Guarantee in April 2007, it was an initiative emphasizing the social responsibility and equitable compensation for producers from the developing world. Whole Foods justifies the its program as a commitment to benefiting to all stakeholders. The program reduced immediate profitability by paying foreign workers better wages, the investment improves relationships, improves the company’s reputation, and serves as a great example of the Whole Foods’ commitment to social responsibility.

The grocery industry is highly fragmented, with a multitude of strong regional players (Safeway, Publix, Kroeger, Wegmans, etc.). The largest grocery retailer in the United States is Wal-Mart, with an estimated 33% share. Other major retailers are targeting this segment of the industry, focused on a relatively narrow selection of key commodity foods at relatively low prices (Forbes, 2011). Whole Foods competes in a segment occupied by differentiated grocery players including Trader Joe's, Fresh Market and a highly fragmented selection of local and regional upscale and health-conscious grocery stores. The big players in the industry usually carry ranges of organic and natural products as well, siphoning off some business from Whole Foods. As Whole Foods grows, it comes into competition with mainstream grocery retailers more frequently (McLaughlin & Martin, 2009).

As an established retailer, Whole Foods Market has all predisposition to outperform competitors in winning the market shares and continuously grow. With the right people, the right tools and adequate investment, omni-channel can be implemented “fast” compared to the time needed to build the level of “trust” and “credibility” Whole Foods Market is enjoying today. The strengths and opportunities far outweigh the internal and external challenges and incorporating omni-channel capabilities for Whole Body can provide shoppers with seamless, multi-channel experience that other market players cannot match.

The quote stated shows a shift in management where local managers and regional bosses have a limited say in some decision of the stores. This shift to centralization will affects all aspects of a business. When it comes to finance this shift has had a positive impact to this department. The main reason for the shift is lowering Whole Foods costs so they can save money. Some of these cost include salaries because Whole Foods will be laying of many employees since their services would no longer be needed because most of their job will be done from Whole Foods headquarter in Texas. In addition, since certain manager will be the ones ordering the products and the expenses of the store it will be easier to maintain control over the budget of the store.

Marketed as ‘America’s healthiest grocery store’ the company has successfully grown to 408 stores across the world with sales of $14 billion in 2014 (Whole Foods Market, 2015). The firm is positioned as an upmarket grocery due to the emphasis on natural, organic origins, and as a result are able to charge a premium for their products. Through efficiently running its operations and stores, Whole Foods are able to maintain healthy 4.02% profit margins (Financial Times, 2015) and operating margins well above the American grocery store industry average at 6.58% (Bloomberg, 2015). Looking at 2015’s quarter 1 figures it is clear to see that Whole Foods have had a hugely successful year with sales of $4.7 billion, up 10% from the same period last year. Furthermore, they opened 9 new stores and have signed a further 11 new leases.

Whole Foods Market has expanded by a mixture of opening its own new stores and acquiring already existing stores. Today WFM does not follow this strategy, instead their motivation is to open its own large stores. This is due to noticeable sales differences in larger stores as opposed to smaller stores. WFM locates these newer stores in upscale areas of urban metropolitan centers and high-traffic shopping locations. Not all WFMs are isolated structures; some are located in strip malls. WFM offers a larger selection of natural and organic foods than any other grocery store. WFMs marketing expenditure is extremely small. They spend a measly 0.5% of their revenues on advertising. Their chief marketing strategy relies on word-of-mouth. WFM strives to meet or exceed customer expectations. This is so customers receive competent, knowledgeable, and friendly service and become advocates of WFM. The employees here have a decentralized team approach for store operations. This is so some personnel, merchandising, and operating

Whole Foods Market began in 1970 as a local supermarket. Over the past 31 years, Whole Foods Market has grown from a single store in Austin, Texas, to becoming one of the worldwide leaders in providing consumers with natural and organic foods. They have grown to over 300 stores in both North America and the United Kingdom. (Whole Foods Market, Inc., 2011) This report examines the chief elements of the strategy that Whole Foods Market has put into place. Also, it uses past financial data to provide an assessment of the condition of the company going forward. Those assessments include recommendations of future actions, along with concerns I have about the way the company is currently operating and some difficulties that may be on the way.