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Market analysis for Whole Foods inc

According to Whole Foods, Inc. Annual Report 10k (2009) Whole Foods Market is the world's largest natural and organic foods supermarket and America's first national Certified Organic grocer. Our corporate mission is to the vitality and promotes the welfare of all individuals by providing the highest quality, most wholesome food available. Since the purity of our food and the health of our body are directly related to the purity and health of our environment, our main mission dedicated to promoting organic food, problems of food security and sustainability of our entire ecosystem. We opened our first store in Austin, Texas in 1980 and completed our IPO in January 1992. As of September 27, 2009, we operated 284 stores: 273 stores in 38 states and the District of Columbia and six stores in Canada and five stores in the UK.

We have achieved rapid growth by opening new stores, comparable sales growth and acquisitions, approximately $ 92 million in fiscal 1991, approximately $ 8.0 billion for fiscal year 2009, a compound annual growth of about 28%. We are a Fortune 500 company, ranking number 324 on the 2009 list. Our 284 Stores average about 37,000 square meters, about $ 29 million in annual revenues and nearly nine year average. We strive for a brand synonymous with food, not only natural and organic have become but also the best food retailer in every community in which we ourselves are. We believe that our emphasis on fresh products and locally grown produce, with our unparalleled customer service, help us to achieve this goal, differentiation of our stores in supermarkets and others that allows us a broad base of loyal customers to attract.\

Discuss the trends in retailing of organic foods and the impact of these trends on Whole Foods Market.

Here are some trends in the retail organic food market that have impacted themselves and Whole Foods Market. They are listed below as follows:

According to a leading magazine for the industry, sales of natural products for all retail and direct-to-consumer channels grew to approximately $ 68 billion in 2008, has 10% increase over the previous year.

Congress passed the Organic Foods Production Act in 1990.

USDA standards for organic produce IT official in the U.S. and revise Rules

43 State and other federal agencies pour la Labelling of organic products.

processed organic products must be processed with 95% organic products. Products made with organic ingredients must be at least 70% organic ingredients

PROVIDES ORGANIC purpose "can not be displayed USDA certification.

Other products with less than 70% organic ingredients on the package could not be 2003 all organic processors, exporters, importers, shippers and traders had to document and were certified to grow, process or biological products USDA Organic Seal to verify grip.

31% of the Organic Food Sales were sold through mainstream supermarkets

24% by leading Natural Food Stores (Whole Foods, Wild Oats and Trader Joes)

22% through small independent retailers

Spike up to 75% of all retail stores in the United States 20 Among processors in high-organic foods on the market are buying washing:

• Kraft

• General Mills

• Damone Group (parent company of Dannon yogurt)

• Dean Foods

• Kellogg

• Heinz

• Hain Celestial Group

• Starbnucks

• Coca-Cola

• Del Monte

• Hunt

• Tyson Foods

According to Thompson (2009) in a study by the USDA, said that in one year. 2000, more organic foods sold in conventional supermarkets than in more than 14,500 health food stores. In 2002, most supermarkets and expanded the national selection of organic products ranging from:

Cereals

Pasta

Cheese

Yogurt

Vinegar

Potato Chips

Beef

Chicken

Canned Fruit

Canned Fruit

Among the most popular items were fresh, including:

Lettuce

Tomatoes

Carrots

Broccoli

Califlower

Apples

Celery

Cucumbers

Meat, dairy products and bread were the categories with higher organic growth sold. Whole Foods have done their own investigation of the consumer preferences and 75% of participants responded that the main barrier to buying organic products was the high price of most retailers. 46.1% said they knew eat because it wet.

available where they lived and another 36.7% said they were loyal to non-organic food. Under the Participants who bought organic foods on a regular basis 75% saying they buy mostly fruits and vegetables; 32% have bought milk drinks, baked goods sold 22.2% beads, 24% bought milk purchased 22.2% packaged goods (soup orPasta) 22.2% of the purchased meat; Snack Foods 22.1% 16.6% 12.2 buy Frozen Foods purchased Prepared or meals ready to eat and 3.2% bought baby food. Currently the market for organic products in this country is 20% and growing. Despite fierce competition pricing of organic products has remained high, driven by growing consumer demand. On behalf of a number of factors the market has forced the organic products grown into one of the fastest growing segments of food sales in the United States. The factors behind the increasing demand for organic products are listed below:

Healthy Eating

Consumer concerns about the purity and pesticides in their foods

conscience nests and Health Beauty

Passion for soil and water more convinced that organic farming has a positive effect on the environment.

While many supermarket chains carry a wide selection of organic and natural foods, only two chains in the United States, Harris Teeter in the South East and Whole Foods Market has launched its own brand

Evaluate the competitive environment of business: Applying Porter s model and analyze each factor on society.

Whole Foods, which ranked 24th in the market had total revenues in 2006 were 5.6% only a fraction of a number of its largest competitors that Wal-Mart, Kroger, Costco, whose sales 209 900 000, 66.1 and 59.0 with respect and included instead of 9.4%, 7.8 and 4.3% of total retail grocery sales in the market. But if classified as natural and organic products market, Whole Foods is considered the leader in its category for organic and natural foods, because they offered

Largest selection of products in this category, because most of its competitors efforts were useless or useful Whole Foods because they are exposed to organic and natural foods customers. Whole Foods mission and goal was to improve the health of the planet and help create new customers for Whole Foods by creating a gateway experience .WF knew that if they grew at a modest pace these same customers are likely to notify customers when they ever moved in the vicinity of these customers. Whole Foods' core growth strategy is to expand through a combination of opening its own new stores and acquiring small; owner managed chains capable staff and had himself in desirable markets. Which had proved a difficult target in the first instance, as many of the owner operated retailers natural and organic food store operations and have a larger store in 5000 to 20,000 square feet of range? Impossible to find.

Whole Foods changed their strategy to a more measurable goal of driving growth by opening 10 to 15 more stores in large urban areas where they plan to carry between 2002 to 2006 were proved many viable strategy as set out in Annex 5 shows that they grew from 135 stores to about 276 stores in 2008, including Wild Oaks addition of one of their biggest competitors for $ 565,000,000 and $ 135 million in debt and an additional $ 166 million in cash after selling 35 of the newly acquired stores. Whole Foods next largest competitors in the natural and organic food segment of food retailing were fresh market, Trader Sunflower Markets, Fresh & Easy

Independent Neighborhood Markets and Natural Health Food Grocers. Provided below is a graph of strengths above competitors:

Fresh food market can be a formidable opponent in the market earn more than $ 350 million in 2007, but they are still young and assuming that the financial and retail merchandising skills to be a significant threat to Whole Foods now, but are currently seeking funding to quickly go public. Fresh Market size and geographical locations are similar to Whole Foods customer base in the near highly educated and affluent residents. Their product line and offering are similar to Fresh Market with only a modest innovative or creative layout differ natural foods stores and conventional supermarkets with excellent service, attractive fresh produce display and

pick and pack items such as spices, gourmet coffee, appealing meat and fish selections, chocolate, NY cheesecake, H & H bagels and other special spices, wine and beer gift items but had very high labor costs, sometimes more than average supermarket, because the benefits package they received was fairly decent and some time workers receive benefits including medical, dental and life insurance after hire. Fresh market customer service techniques needed to improve the customer engagement, but could be improved through events customers, such as cooking classes and fundraising events sponsored each year they have for children Diabetes Foundation; Fresh Foods stores are about 18,000 to 22,000 square feet and fit the profile Whole foods above for the acquisition, partnership or purchase right. Whole Foods needs to communicate with them see if they are willing to cooperate and work in alliance for a healthy and ecological causes.

Company

Sales 2008

(billions)

stores

Average store size

(000/sqft

Geographic

State/Intnl

Number of

Employees

000’s

product/service ranges

Competitive

Differentiation

Strategy

*VAS

Whole Foods

$6.5

284

45 – 60

36/2

54

Over 30,000 items

items sold inkling 500 dailyFresh Produce seasonal,exotic Meat and poultry 150 Fresh Seafood items.Endless baked goods

Prepared foods;40, .Frozen foods, juices; Dried & fresh fruits and spices;1,200 Beers and wine brands; Coffees and tea; body care and nutrition, pet foods.

Grocery and household products organic sheets and linen;A floral depart.

Private labels/store brand items; Educational products; seminars on cooking and nutrition.

Public company since 1992

Growth/ Market leadership strategy

Team leadership

Restaurants

Cafes

Ownership of

Distribution centers

Ownership of three seafood processing centers

Supply chain management program

Import supporting underdeveloped areas and countries

Community Health Well being

Fresh Markets

.350

77

18 – 22

17

7

Meats, seafood, sandwiches, 300 fresh produce;40 coffees; a selection of dairy ; bulk products; cheeses;deli items;wine & beer; floral and gift items and bare line up of grocery items

Open air old World Europeon market design, old fashion sentiment

Independent Natural and Health Grocers

18/.005

14,000

1.1 -6

n/a

Narro to mod erately broad

Small open format

Fresh & Easy Neighborhood markets t

(.020)

200

10

Stock about 3,500 items

Sunflower Farmer’s market

n/a

14

25-27

Stock about 5,000 items

Warehouse style palletized bulk shopping experience

Trader Joe’s

n/a

315

Na

22

n/a

Over 2,000 unique items in under their produt label

Treasure hunt

10-15 new, seasonal or one time buy items

Vitamin World General Nutrition

.001

7,500

Sells vitamins and supplements to Whole Food

Value Added strenghths

The subsidiary boarding or Tesco Fresh and Easy Neighborhood Market grocery stores and retail organic May saturate the market with me, like the Whole Foods store presence hinder profitability and slow growth in total and organic products natural foods market. They have a large distribution center and could serve some or Whole Foods in their geographic area for future expansion. Whole Foods may need to create alliances with Tesco to find out what health grocers Their goals are in the market unless they and similar products are pure and healthy products they may be open to a merger to win market share in the U.S. market. A big company like Tesco Whole Foods could help them achieve their international humanitarian advocacy. If no or alliances with the communications company to be formed can gear with this company they could be a real headache on the market if they evolve and find a better way to satisfy customers with quality reports differentiated Their sacrifice low price and convenience.

Sunflower with their style warehouse load and refresh or large batches indicates that penetrate to the heart of the organic market, natural cut any major contenders such as Whole Foods and deflate the hipe or obtain healthy foods without glitter and glomour They state their mission to keep their low overhead saying .... just ordinary people in search of a mission statement is a lot of sunflower ". in the city" We will always offer the best quality at the lowest price for quality food better than supermarket prices higher than supermarket " is our motto ~ We keep. our overhead low. No fancy lights or high income. ... No headquartered just ordinary people like you looking for the best deals we can find. ~ We buy large . We source directly, we pay our suppliers quickly and almost everything we buy by the pallet or truck. This means the purchasing power of big savings for you! Their slogan is one of mockery and ridicule Mark Gilliand former partner and founder of Wild Oaks at Whole Foods ... high prices in vindicating their low price compared to that of sunflower saying: "Serious food .... ridiculous price. "Is total commitment of food on the head with a limited selection of products of natural and organic markets, including some processed products, grains, seafood, snack bars, trail mixes, healthy drinks, vegetables, meats , salads, cheese, bread, coffee, nuts, candy, nuts, soaps, shampoos, natural remedies and offering dual-AD They could get day clause twice the points Wednesday. Whole Foods needs to intensify their efforts in Management of the supply chain through acquisition and alliance with retailers leading processors of organic products to attach and control the supply available to suppliers who are not concerned with customer service, and increasefontsize marketing store brands or private to increase customer loyalty in the segment. Communicating with people's health and organic grocery stores may prove effective alliances to see if cn be established to keep the competitor to gain much ground for the organic market.

Whole Foods' core values or differentiation respond to major competitive strategy and their main Stength which represented a large part of their success in the market for organic and natural foods. Some of the main areas where clause are used in differentiating their product choice, location, privacy of the customer experience of a store, and their employees. Whole Foods sells the highest quality natural and organic products available. They managed to differentiate their product line and brand selection Because Their stores were in contrast to a differential size of Wal-Mart or Costco stores who averaged 132.000 to 141.000 and sell a wider selection of products, categories outside Organic Law and Natural segment, forming a natural barrier to entry. Whole Foods located many of their stores located in areas close to high-end customers very comfortable or rich in metropolitan cities. Some stores were frequently found in the first real estate sites or places of high traffic shopping. Some independent stores, and others located in the shopping areas in mixed-use project.

Whole Foods developed and used its own model of market analysis and potential clients to target these people who were for the most affluent and educated who were willing to pay a little more food for their healing. Whole Foods has used a combination based on levels of education, population density and income consistently drive at certain times each store project sites before a store was OpenedFilesView after the passage of certain financial hurdles. Whole Foods currently has about 274 stores in 36 states and abroad, and the sources are or ITS from different natural and organic foods or subsidized farmers, fisheries and seafood, with the exception of about 24% or dry grocery and frozen food costs bought United National Foods, a supplier of the larger society food, seafood two wholly owned subsidiaries and nine distribution centers, nine houses and five shops cook regional cuisine Supp song Commissioner zone with prepared foods. A central song Supp roasting facility with company stores Alllegro fire or coffee and two production centers of supply that are in charge of procurement and distribution of all Whole Foods sells. To ensure the best quality in their products and qualities of the future of organic and natural foods, Whole Foods established unique relationships and support programs for farmers in the income of disadvantaged or low-wage areas or committing countries to imports of 50% or its products imported from developing countries through its trade throughout the program that committed the company to pay small producers a price for their products more than covered the cost of the producer, so that they can invest in the family and the cost of workers to educate themselves and have enough to pay to help a better life.

Although many grocery stores in Whole VARIED larger size were approximately 99,800 square feet their store with their average footprint ranging from 45,000 to 60,000 square feet, catering to differentiate into many types of customers. Their product lines such as Costco was limited and included only about 30,000 natural, organic, gourmet food and nonfood products:

Fresh Produce - Seasonal fruits and vegetables, including exotic and specialty products such as cactus pears, onions and Japanese eggplant cippolini.

• Meat and poultry - natural and organic meat house-made sausage, turkey and chicken products of animal Raised on healthy cereal, good water and pasture (without the use of hormones or steroids).

• Fresh Fish - a selection of fresh fish, shrimp, oysters, clams, mussels, homemade pickles, exotic items, like octopus sushi and black tip shark. Most of their seafood cam Two subsidiaries of Pigeon Cove seafood processing factory located on the east coast and fish processing facility in Massachusetts Select What is the West Coast only supplied a part of their seafood. As part of their strategy to only the freshest food on individual managers 'blinds were given discretion "to buy local organic farmers' well-managed fisheries and seafood.

• A large selection of baked goods-cakes, pies, breads and cookies and so on.

• Prepared foods --- soups, canned and packaged

• Good quality cheeses and 40 varieties

• Frozen foods, juices, yogurt and milk etc..

• Wide variety of dried, fresh vegetables and herbs

• The beers and wines, some with up to 1,200 varieties of domestic and foreign brands

• coffee and tea shop in the roasting, grinding stations, premium and exotic

• A nutrition and body care department, organic, natural, homeopathic remedies without testing

• Natural and organic pet foods

• Grocery and household products

• A wide range of floral department with advanced in-and outdoor plants

• 365 Everyday Value and 365 Organic Everyday Value Line line of private label products that are less expensive than other brands stories.

• Educational Products, Alternative Health Care and books related to cooking, healing, nutrition and lifestyle. Some stories feature events, cooking and nutrition seminars.

Whole Foods, which depends largely on word of mouth advertising and referral or style of testimony, spent less on advertising revenue generated 0.5 or TSI. What enterprise budgets are largely decentralized and Cates allogeneic must their marketing budgets and marketing efforts towards regional programs for each store and national brand awareness.

Another important and fundamental element of its strategy Whole Foods is differentiated customer intimacy and store layout designs and expertise in merchandising, which are cited by Thompson (2009) as a primary factor in the success of its customers in luring back time and again. It masseuses style differentiated or merchandising can be compared to a mixture of upscale Starbucks with Harris Teeter, with valet parking. In 2008, Whole Foods had about 274 stores in 36 states and are described below:

• its flagship store in Austin, Texas, 78000 square feet, considered a number one tourist attraction and destination, has a map of the village intimate style, six mini-restaurants in the store, and a raw food bar juice, more than 600 varieties of cheese and 40 varieties of olives, a selection of 1,800 wines, a sweet Island with lollipops in hand and balls of corn, a hot bar with a utility grid utility internally a section of the world's food, an appointment in beer cooler with 800 selections, 14 pastry chefs a variety of items, a section home with natural organic cotton clothing and linens, and the Department of beef extensification with a smoker inj-house and ready to cook 50 articles prepared by chefs in-house and a theater such as the Department of seafood with over 150 articles on fresh seafood instead of flaking and cooking, smoking, slicing and frying to order.

• In their store in Columbus Circle in Manhattan was a 248-seat cafe "where customers can enjoy quality food, restaurant prepares while relaxing in a comfortable community, a Jamba Juice smoothie station that served freshly mixed order fruit smoothies and juices, a full service by Genji Express Sushi Bar with stools where customers could sit clause and enjoy fresh sushi cut wrapped in sea weed, organic an appointment greenhouse with fresh cut flowers and exotic, a wine shop with over 700 varieties of wine from two large and small vineyards and Family Estates, a chocolate coating station wher a customer could get all coated with chocolate.

• In a two-story Pasadena, California Store (one of their largest stores in the Rocky Mountain West) They feature a wine and tapas lounge, seafood and an Italian trattoria, 1200 casks of wine, donuts made fresh every hour, a 6,000 square foot produce department that more than 500 items featured daily, and complimentary wireless Internet.

• Internationally, three store in a 99,800 square foot store in London had 55 heads in store, 13 restaurants, including a tapas bar, champagne and oyster bar, a pub, and sushi and dim sum eatery) where approximately 350 guests, a self-service bulk foods center with 100 selections, 12 meters and a display of seafood selections (many selections have been or hook and line caught off the coast of the United Kingdom).

Creating the environment in many Whole Foods customers what is used too, Whole Foods wanted to create a strong corporate culture has contributed to an environment that employees motivated to work in teams to accomplish their mission. So they use a team approach to store operations, which in my opinion is the real engine of the mechanism for their total customer experience. Depend on the store size and traffic volume, total number of employees Foods anywhere from 85 to 600 members, which are organized writing as much as 13 teams, each with a team leader working with one or two associated team leaders and all ministry team leaders to operate the store efficiently and profitably as possible. Each team within a store is responsible for a differentiated product category or aspect of store operations such as differentiating customer service, prepared foods, produce and stations cash to customers. Also another key to the whole foods using this approach is their level of decentralization where leaders clause thesis team made the decision on the merchandising and operating decisions, but also team leaders screened candidates for positions in their teams, but two-thirds of the team had to approve a new lease --- and that approval Came only after a trial 30 days so every time the team on whether each candidate can be shaped Working with and within the team.

Whole Foods thesis allows teams to make decisions in-store marketing, corporate activities and efforts to please customers. Whole Foods masseuses this model according to their commitment and conviction that what their long term success depended on the application of happy customers. They also believed that officers and employees to the empowerment thesis Moreover, they are inspired and motivated to help mobilize the collective energy of the team to function effectively and efficiently manage wants --- Galan thus allowing their store better than their rivals. In addition, the empowerment to make decisions, the team many employees were proud of their work and have a higher sense of purpose and were motivated by their sense of contributing to the company's vision or provide consumers with a better diet, eating habits and overall well-being of society as a whole.

So what makes this type of management approach was effective compensation of each team leader and members who have been rewarded with a sense of common destiny. Team leaders Received salary plus bonuses based on store Economic Value Added (EVA) contribution, and were eligible to receive more options to officers and members as Received member selected Health Plan Benefit Packages , complete with which the Company has paid 100% of premium Who are the members and personal accounts of well-being used to pay a higher deductible or continues to run on future spending, paid holidays, 20% off all purchases from Whole Foods, eye and dental insurance, life insurance and disability plans and plans for emergency assistance. Premiums were leading team members paid out through a sharing plan gains that each team member by bringing the personal interests of team members with those of shareholders. The gains-sharing plan that rewarded according to operating income of each participating store (sales less cost of goods sold store operating expenses less) certain distributions could add as much as 5 to 7 percent of their salary. Members received a grant of stock options on their performance, plan to purchase shares through payroll and 401K plan.

Moreover, the employees were so pleased with the way Whole Foods compensated them self that turned away from all the unions, although there are several members attempt to unionize. Also the company was also selected for Fortune 100 Best Companies to Work for list of 11 times. One of 14 Companies to list STIs each year since its inception. Fortune in the ratings of the survey, two thirds of the weight allowed was placed on 400 randomly selected employees of the company and third evaluation based on the demographic composition, compensation, benefits and culture.

Discuss the main environmental threat factor for whole foods and what business can do to combat it.

In 2008, sales were down less than 10.91 percent of the newly acquired Wild Oaks with a turnover of only 0.8 percent from 8.2 in 2007. Analyst says that this was due to the timing of the acquisition during a period of economic slowdown in the U.S. Other immediate threats to the company in 2008 after the FTC reopened the administrative challenge vs. Whole Foods Wild Oaks, which Whole Foods contested.

Entering a subsidiary of Tesco Fresh and Easy Neighborhood grocery stores and natural markets saturate the market and slower growth in the Whole Foods Market organic and natural foods. Whole Foods may need food aid alliances with individual health shop offering created to ensure that there is a market for pure and healthy products and other smaller units will not be swallowed up by and dispersed competition from giants Tooming cheap, grocery retail control unhealthy substitutes.,

Whole Foods will spend more on advertising to health awareness and educate consumers about the environmental impact of consumption of unsafe food. Maybe they could fund a reality TV show or eating Cooking Show Health Channel or promote their brands, and the missions of the Community and improving international food advocacy.

Conduct a SWOT analysis and identifying opportunities and threats for the organization.

Strengths

2007 Annual Report Form 10-K indicates that the company 7.1 percent of store sales increased and reached an average of 34.8 gross margin. Store sales contribution per store or less cost of goods sold, operating costs 8.9% less on average per store.

Can sell shares on the Nasdaq capital for growth efforts and expansion to increase

Merchandising and styles of presentation that is very difficult to reproduce

Is the shopping experience Disneyland.

restaurants and other restaurants, wine tasting and value-added food experiences.

sections o International Foods & Spices

raw, kosher, dried, pick and pack Deli Baro Extended cakes and chocolate training

More than 30,000 varieties of organic and natural food

Owner nine distribution centers.

Ownership of nine houses containing regional

Ownership of the five regional commissioners.

Owner of two shopping malls to buy products and distribution of all products more easily.

Owner of three processors of seafood in strategic locations

Strong relationships with suppliers and the community

No local program loan producer for loans of $ 1k to $ 100k to farmers and producers of organic products that met their exacting standards.

pay a higher premium for local farmers and international producers of quality products by their standards.

Who trade program, where they represent more than 50 percent of its products from developing countries that have met their standards and qualifications. They have over 400 labels of their products Whole Foods and make a donation!% Sales of such items on the planet.

Nonprofit organization charged with caring fight against poverty and promotes self-reliance in Third World countries as Whole Foods with some of its products sold.

Donate 5% of profits after taxes to educational organizations and nonprofit. Earned more than $ 15 million in 2007.

monitored for several green environment in their stores and facilities through its Green Mission Task Force, including:

The use of paper bags, paper 100% recycled and sold stlylish long cloth bags made from recycled plastic bottles.

Older vehicles in transportation fleets to biodiesel

Company purchased renewable energy credits for all of their stores to 100% of all electricity used to compensate

created a non-profit Animal Compassion Foundation in 2005 to help producers adopt and improve methods for raising farm animals naturally and man. Empowering employees by the management team and employee compensation and conservation programs.

Weaknesses

Relations with the FTC on the acquisition of Wild Oats

High debt $ 700,000,000

advertising and under-funded marketing programs

Vitamins and supplements purchased off

No links or alliances with any of

Opportunities

Expanding the customer base and the creation of brand loyalty on the Internet, including Web stores information based on health and the environment and the blogs and social networking through Facebook and LinkedIn Twitter. .

Partnering with the largest supplier of organic and natural foods in the U.S.

Starting an organic and natural foods RSVP members costs $ 10 and offers its members a reduction of 20 percent on their purchases of whole foods or quantity discounts fish fries Grants they send a weekly, monthly electronic newsletter filled with coupons, information and news about activities of the health and well-being on the planet.

Form alliances with providing individual assistance to feed through to growth with the economies of scale and achieve a better product offering for their customers.

The expansion of the market where low-income families can learn about nutrition, health, form alliances with local and state social services and health authorities discounts for food stamp recipients through company visits and programs for health and welfare

Create your own vitamins and supplements or make alliance with the increased awareness of the environment involved giant Ness create health awareness.

Seek alliances with manufacturers of food high as Kellogg, Green Giant, Pepsi Cola, a beverage brand natural biological creation.

Seafood Market is another supermarket, Wal-Mart, Costco in bulk and brand reputation to expand Whole Foods. (Boston Market Wal-Mart sells prepared meals).

Find merger with Fresh Foods Market in a continuous existence and extent of the market to create biological and Naturals.

Seek alliances with Celebrity Diet Health and Welfare Greenpeace and other organizations that defend and endorse the mission at the Whole Foods food quality worldwide.

Threats

Saturation giant's market or grocery store that is competitive with Attention Wal-Mart selling organic and natural foods in their everyday low prices. They are on the market have more resources to marketing, etc.

price war with larger rivals • affects the quality of the adult animal organic and natural real seafood by the introduction of technical or marketing or replacement based on the genetics on the market that can be purchased at a fraction of the price.

The economic conditions of the economy and the majority of employment development 0FF market and therefore can not afford to buy

Changes in the availability of high quality natural products and biological factors can influence the activities

The economic future may cause impairments of goodwill

The company can be heavily influenced by an epidemic of general health regional, national or global.

Discuss how Whole Foods can use its strengths and opportunities for sustainable competitive advantage in the market.

Whole Foods has many programs to meet their sustainable development efforts. Some of the areas they monitored for change and good practices are:

agricultural programs to support organic farmers, gardeners and the environment through their commitment to sustainable agriculture.

Go to the joy, surprise and satisfy the customer's hard to find organic and natural products

Merchandising and styles of presentation that is very difficult to reproduce

Give inviting "like Disneyland" commercial store environments that are fun and they reflect the communities they serve.

restaurants and other restaurants, wine tastings and experiences of value-added food

sections o International Foods & Spices

foods extent

Self Serve raw, kosher, dried, pick / pack & Deli Bars

Extended cakes and chocolate training

Partnering with the largest supplier of organic and natural foods in the U.S.

Starting an organic and natural foods RSVP members costs $ 10 and offers its members a reduction of 20 percent on their purchases of whole foods or quantity discounts fish fries Grants they send a weekly, monthly electronic newsletter filled with coupons, information and news about activities of the health and well-being on the planet.

Form alliances with individual grocers offering assistance through the Growth with them to scale and product offerings to achieve sustainable for their clients.

Support the fishing practices that ensure the ecological health of the ocean and the abundance of marine life.

Promote and sell products from well managed fisheries.

Work with groups inciting to sound practices and provide the public with accurate information

Seafood Market at the well-managed fisheries for which other supermarkets, Wal-Mart, Costco in bulk and brand reputation to expand Whole Foods. (Boston Market Wal-Mart sells prepared meals).

Find merger with Fresh Foods Market in a continuous existence and extent of the market to create biological and Naturals.

Seek alliances with celebrities, health and well-being Diet Green Peace and other organizations that defend and endorse the mission at the Whole Foods food quality worldwide.

Summary

Whole Foods has a good competitive position in the organic and naturals market, a CAGR of around 28%. The analysis of their case, corporate information in their annual 10K report to the aims are perfectly aligned and moving in the direction they Aspire to an international brand synonymous with not only natural and organic foods to be but also the best food retailer in every community in which they are located and beyond. Despite their heavy emphasis on fresh and locally grown produce, together with our unparalleled customer service helps us achieve that goal, differentiating our stores from other supermarkets and allows us to a broad base of loyal customers, they also have a number of formidable opponents pulled to withdraw the market could pose as barriers or useful stepping stones towards achieving their goals. In addition to the looming competition, Whole Foods is also facing various threats including quench their profitability remaining perishables, high debt and lease agreements that they cause a little trouble, but nothing that they could not in abundance like they are a few changes in their business strategy that could prove effective in helping them to the environmental forces that continue to hinder them. Below I've listed a number of recommendations with careful coordination and timing, along with the normal schedule would be a Whole Foods to improve profitability and serve as a barrier to the impending competition that is likely to hinder their market position.

Collaborate with major supplier of organic and natural foods in the U.S. to other competitive slowly and stop at any cost competition by controlling the sources of organic and naturals that would allow all food to the bargaining power of customers and other offering of alternatives to reduce the market ..

Start an organic and natural foods RSVP membership organization charged $ 10 to $ 25 to fund charitable contributions. Offering members 20 percent discount on their purchases at Whole Food or the ability to bulk order at discounted rates Seafood cakes or provided meals for large events (all freshly prepared from bake houses, Commissioner) and placing them on a list to receive a weekly, monthly e-newsletter filled with coupons, information and news on health and wellness activities throughout the planet.

Form alliances with individual grocers offering assistance through the Growth with them to scale and sustainable product offerings to achieve for their customers.

Supporting the fishing practices that ensure the ecological health of the ocean and the abundance of marine life.

Promoting and selling the products of well-managed fisheries and to work with groups that encourage responsible practices and provide the public with accurate information to any world shortage caused by plaques or other uncontrollable environmental outbreak occur.

Seafood Market from well-managed fisheries to other supermarkets that is, Walmart, Costco in bulk and in Whole Foods brand to brand awareness to expand, turning the competition on the (Boston Market Walmart sells prepared meals) cooperative sales, decreasing costs distribution and increasing profits in private and all brands for healthy eating and organic matter.

Search for merger, acquisition or purchase of fresh food market for sustainable livelihoods and the economies of scale in organic and natural market creation.

Seek alliances with celebrities, food, health and welfare organizations, Green Peace and other organizations that champion and support the Whole Foods mission to promote the improvement of Food around the world.

Encourage teams by providing additional stimulus for the costs or losses in perishables department through careful age management for timely processing of goods in manufactured goods, pet products.

Expanding the customer base and the creation of Brand Loyalty on the Internet, including web-based based stores and Webcast on health information and environmental issues, such as cooking, wine tasting, healthy food messages promoting healthy eating habit, and Social Networking through Facebook LinkedIn and Twitter.

Increasing customer loyalty by working with the school offering dietians setting healthy or organic and prepared food drives to help the labor and the promotion of healthy food in local middle and high schools and universities to reduce.

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