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7 Whole Foods Market, Inc. — 2009

James L. Harbin and Patricia Humphrey
Texas A&M University-Texarkana

WFMI
www.wholefoods.com
On August 27, 2009, two more labor unions joined thousands of voices already calling for
a boycott of Whole Foods stores nationwide. Why? In retaliation for CEO John Mackey
voicing strong opposition to President Obama’s health care policy in an article in the Wall
Street Journal. Whole Foods’ customer base is very liberal and is attracted to the com-
pany’s liberal actions as much as to their high-quality food. For example, Whole Foods
employees are paid well above market averages, enjoy free gym memberships, same-sex
partner benefits, and a strict nondiscrimination policy. However, Mackey is a self-
proclaimed libertarian who strongly advocates a small role for government programs.
Mackey is firmly anti-union, although his corporation is unionized. This public drama is
hurting Whole Foods’ image and business.
Whole Foods Market is the world’s leading natural and organic foods supermarket.
As of September 2008, Whole Foods had 264 stores in the United States, 6 in Canada, and
5 in the United Kingdom. Few companies attract the kind of following Whole Foods and
its CEO/founder have both among customers and the national media. Type Whole Foods
on Google and you would get over 3 million hits. Type John Mackey and you would get
some 100,000 . Their corporate Web site averages more than 50,000 visitors a day.
The Whole Foods impressive new headquarters building is located above its 80,000-
square-foot flagship store in Austin, Texas. Through a long series of acquisitions, CEO
John Mackey has created a niche retailer that enjoys lofty profits in a very price-competi-
tive industry that is typically characterized by low profit margins. With projected 2009
sales of more than $8 billion, and a goal of $12 billion by 2010, Whole Foods currently has
50,000 plus team members (employees) working.
For the first six months of their fiscal year 2009, Whole Foods sales were $4.3 billion.
If second half of the year sales are consistent with its year to date results, total sales should
be just under $8.0 billion. This would be identical to 2008 sales. Mackey was quoted as
saying, “despite flat sales year over year, we exhibited strong expense control leading to a
10% increase in income.” While first-half 2009 sales were flat and income up slightly, com-
parable store sales decreased 4.4% versus an 8.2% increase in the prior year.
Despite stricter federal requirements, Whole Foods Market remained committed to
organic certification. In November of 2008, the USDA’s National Organic Program
declared there could no longer be “group” certified stores and that each store had to be
certified individually. This was a change from a sampling model that had been used previ-
ously. Joe Dickson, quality standards coordinator for Whole Foods, remarked, “While
some certified retailers may have just a few departments certified, and focus on shrink-
wrapped organic produce, we’ve opted to go all out, in our stores, every department that
handles organic food is certified—produce, meat, bulk, cheese, even stores with organic
salad bars are certified.”
At the end of the second quarter 2009, the company had 280 stores totaling 10.3
million square feet. Only seven new stores were opened in the first half of the year, three of
which were relocations. Over the years, Whole Foods business model has been centered on
rapid expansion driving revenue growth. In their effort to contain costs rather than raise