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CASE 7 • WHOLE FOODS MARKET, INC. — 2009 75

product sales accounted for approximately 67 percent of their total retail sales in fiscal
year 2008. Prepared meals (which allow for rich premium prices) represent almost
20 percent of total sales.
Whole Foods is more than a “fancy grocery store.” With its culture and cult follow-
ing, one might more aptly describe it as a lifestyle store. Some customers say they are
making a statement by shopping there. Their motto “Whole Foods, Whole People, Whole
Planet” emphasizes the company’s vision as more than just a food retailer. In the Harris
Interactive/The Wall Street Journal ranking of the world’s best and worst corporate reputa-
tions, Whole Foods Recently placed 12th overall and received the best score of any com-
pany for social responsibility. The firm was recently rated as the number-one “green
brand” with Generation Y.
Customers come from a 20-mile radius to shop at Whole Foods as compared to just
2 miles for the typical supermarket shopper. Yet only 25 percent of Whole Foods shoppers
provide 75 percent of total sales. Whole Foods caters to local tastes by giving their man-
agers discretion to stock 10 percent of each store with whatever might sell best in that area.
Managers are allowed to set prices on locally competitive products.
“We’re selling the highest quality foods in the world,” says John Mackey. He goes on
to reject any comparison with Wal-Mart: “It’s like comparing a Hyundai to a Lexus: their
focus is on getting the cheapest stuff in; we’re focused on getting the best stuff.”
Whole Foods has several competitive advantages due to their differentiation strategies.
Generally speaking, their associates are much more knowledgeable and willing to help than
in the average grocery store. Another competitive edge lies in the depth and breath of their
item selection. Fifty different brands of olive oil is but one example. Such excess, combined
with, in some cases, obscenely high prices, might be a turnoff for some customers.
What might be considered both a plus and a minus is the fact that the store shuns
most major brands in favor of specialty ones. Because their niche is so narrow, and there
are so few of their stores in each area, they can skim the market. This is a major factor con-
tributing to their higher profits.
Whole Foods is also somewhat different from competitors in the area of prepared
foods. There’s a wealth of selection for lunch, dinner, and dessert. You can eat in or take
out. About 28 percent of shoppers do not know what they are having just two hours before
the meal, according to the Food Marketing Institute, so preparing a meal is a great oppor-
tunity for grocers. Although premade food carries a higher price tag than buying ingredi-
ents for meals, it is still less expensive than dining out, and has become more popular as
high-end consumers look for ways to curb spending in a weak U.S. economy.
The company relies primarily on word-of-mouth advertising. They only spend about
0.5 percent of their total sales on advertising and marketing, much less than the industry.
They also contribute at least 5 percent of after-tax profits to not-for-profit organizations.
Ninety-two percent of their 53,000-plus employees are full-time team members. Those
who work 30 or more hours per week and have worked a minimum of 800 service hours
qualify as full time. Whole Foods Market provides healthcare insurance at no cost to its
approximately 47,000 full-time members.

Wild Oats Markets, Inc.
Whole Foods has a long history of acquisitions. Approximately a third of its existing
square footage was derived from acquisitions. The Wild Oats acquisition represented the
company’s largest, both by square footage and dollars ($565 million). Wild Oats Markets,
Inc. was started in Boulder, Colorado in 1987. By 2006, it had grown into the nation’s
second largest natural and organic foods supermarket chain, with more than 110 stores in
24 states and British Columbia, and annual sales of more than $1 billion.
One of the arguments for the merger-acquisition was so Whole Foods could compete
against much larger rivals like Kroger, Safeway, and Wal-Mart, all of which are starting to
offer organic and natural products. It further gained Whole Foods entry into 15 new markets
and 5 new states. As with most mergers, the company anticipated significant synergies;
however, some industry experts remain skeptical. One grocery consultant commented,
“They get some additional store locations at probably a reasonable price versus building