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74 JAMES L. HARBIN AND PATRICIA HUMPHREY

prices, this rapid expansion plan has been cut in half, maybe more. As of the summer of
2009, the company only had plans to open a total of 60 stores in the next four and a half
years. Furthermore, they had intentions of only entering eight new markets with these
60 new stores.
It may be hard to justify the building of even bigger stores (the average size for
their newer stores is 56,000 square feet) given that traffic is down and their customers
are buying less each trip. Some of their newer stores were also built in lower income
areas, bringing them into direct competition with more established and lower cost
competitors.
As the recession drags on and unemployment continues to grow, many economists
fear an even deeper retrenchment shopping pattern for the consumer. All of this increases
the company’s struggle to maintain their higher margins and pricey image.
While the company continues to earn accolades (they were only 1 of 3 companies to
receive the 2009 Socially Responsible Retailer Award for the Whole Planet Foundation),
their future outlook remains murky. If yearly earnings continue to fall in 2009, it would be
the third year in a row for lower net income. Like many other businesses, analysts’ senti-
ments are mixed. One says that Whole Foods Market stringent cost controls and reduced
capital expenditures will serve them well; another believes that shoppers will likely
continue to scale back their trips to Whole Foods because of its “high-end” reputation.

History
Two years after opening his SaferWay store in 1978, John Mackey merged with Clarksville
Natural Grocery in Austin, Texas. This resulted in the opening of the original Whole Foods
Market in 1980. In 1984, Whole Foods expanded out of Austin into Houston, Dallas, New
Orleans, and one store in California. This expansion was accomplished in significant part
through acquisitions of other natural food chains throughout its three-decade history.
In 2004, Whole Foods entered the United Kingdom by acquiring an existing chain of
seven natural food stores. In 2007, they opened an 80,000-square-foot, three-level store in
West London. Initially the firm planned for up to 40 more stores in that country. During
2007 and 2008, the firm opened five more stores but later closed one of them. Fiscal year
2008 sales in the United Kingdom accounted for approximately 3 percent of total sales.
The company’s goal is to approach break even in fiscal year 2011 for the UK market.
In early 2007, Whole Foods announced its proposal for acquiring Wild Oats Market,
Inc., for approximately $565 million and assumption of almost $106 million debt. This
represented Whole Foods’ biggest acquisition to date. Wild Oats Market was their largest,
closest competitor with a little over a billion a year in sales, slightly over 100 stores, and
8,500-plus employees.
Whole Foods Market is one of only 13 companies to be included in Fortune maga-
zine’s annual list of the “100 Best Companies to Work For” every year since the list’s
inception in 1996. In 2009, it was rated at number 16 out of 100. John Mackey has a long
list of awards, ranging from making the top-30 corporate leaders named by Barron’s to
being named the 2003 Overall National Ernst & Young Entrepreneur of the Year. Whole
Foods’ employee-friendly touches include capping executives’ pay at 19 times the average
workers’ annual wages, up from 14 times a few years earlier.
The company is heavily involved in environmental issues and community involve-
ment. They donate at least 5 percent of their net profits yearly to charitable causes. Whole
Foods made the U.S. Environmental Protection Agency’s list of the “Top 25 Green Power
Partners” with such efforts as eliminating plastic, working to ensure the humane treatment
of animals, protection of the fishing industry, and offsetting its energy costs through wind
power credits.

Mission, Culture, and Strategy
Whole Foods Market’s mission is “to promote the vitality and well-being of all individ-
uals by supplying the highest quality, most wholesome foods available.” Their aspiration
is to become an international brand synonymous with not just natural and organic goods,
but also to be the best food retailer in every community in which they locate. Perishable