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Wholefood

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Submitted By 1mlde
Words 334
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● used social media to bash on wild oats
● tried to acquire wild oats but was stopped by FTC
● was growing large and worrying stakeholders
● friendly and diverse workforce
● the growth
○ family investments
○ built strong loyalty
● lots of acquisitions
○ tried to learn from those they acquire3
■ ex learned about produce meat and seafood departments
■ 65% of revenues
○ did acquire wild oats
○ competing with costco and walmarts of the world
● industry context
○ regulatory environment became more stringent on what constitutes as organic
○ organic industry had trouble with distributors
○ farmers usually sell to distributors which sold to retailers
○ United natural foods
○ usually regional distributors win
● competition;
○ 3 types
■ lower cost alternatives
■ trader joes
■ cheap organic when they have it
■ tried to fight this
■ private labels
■ marketing that its cheaper than people think
■ "whole paycheck"
■ conventional supermarkets
■ walmarts and safeways join in
■ naturally grown
■ small sellers such as co-ops and farmers' markets
■ grew
○ made experience more attractive to lure cust
● implementing mission
○ people
■ "decentralized"
■ "team members"
○ values
■ 5% of after tax profits to charity
■ grow only at pace that has good cust service
■ good wages and benefits
■ focusing on food quality
■ large variety but strick standards
■ tried to educate and have nice store displays with local farmers
■ employees criticize some of the products now
■ management of labor
■ encouraged to share thoughts
■ “open book” employees have access to compensation info of other employees
■ “slef-directed team” – existing team member interview and vote for potential member; elect representative to an advisory group and share thoughts; but highly competitive on financial performance
■ compensation based on team performance and beating the

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