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Summary: Getting Your Product On Shelves At Whole Foods

864 Words4 Pages

Customers around the United States are beginning to see the importance of both healthy and organic foods, and along with this new importance comes the demand of lower prices. Inside of Wall Street Journal article, “Getting Your Product on Shelves at Whole Foods Just Got Harder”, written by, Heather Haddon and Sarah Nassauer, an inside look at Whole Foods’ Total Quality Management process is presented. “Total quality management (TQM) is the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement” (Business, 181). The article covers Whole Foods’ overall plan, when the company began …show more content…

Whole Foods last updated their rates nine years ago, and in comparison, their promotional fees were a bargain to other competitors. Whole Foods now looks at sales trends from Nielsen data for price recommendations, just like their competitors do. Whole Foods developed its cachet by carrying niche brands without being able to pinpoint whether they drove sales. During promotions, stores in a geographic region wouldn’t stock special displays or discount promoted items, which irritated …show more content…

Some suppliers feel as though Whole Foods’ changes are rushed and confusing. Some smaller businesses, like Kitchen28, who once wanted to expand to the Whole Foods stores, find difficulty in doing so because of the tighter management of shelf space and started selling product at other places. Other businesses are taking advantage of Whole Foods’ adjustment period. For example, Kroger Co doesn’t require smaller businesses to pay a fee to sell their products in store. Walmart also has been said to treat incoming suppliers as a partner. “Partnership a voluntary association of two or more persons to act as co-owners of a business for profit” (Business, 110). Whole Foods executives say they haven’t seen suppliers defect because of the higher fees and stricter requirements, although they were expecting some discontent. Some suppliers thought that the changes at Whole Foods were long overdue and intend on paying the increased fees for promotion. Whole Foods is currently having some challenges, but in the end, it is thought to create a more competitive

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Whole Foods has been doing an amazing job keeping up with their financial performance and customer demands. The more customers who demand their business the more locations they open. This in return gives Whole Foods more revenue as each year passes. Whole Foods report its annual fiscal years on a 52 week basis. Whole Foods expectation for 2016 are 3-5% growth in sales.

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Established in 1978, Whole Foods Market opened its first store in Austin, Texas in 1980. This natural supermarket was the first certified organic food supermarket in the U.S. Now, 456 stores stretch across the nation, Canada, and the U.K. (see appendix A with the various states and locations) with 35,000-50,000 SKU’s lining the shelves. Whole Foods sets high standards for not only it’s product freshness but also expectations of employees. High customer service, environmental stewardship, positive impact on local and global communities, and high return on invested capital has made Whole Foods Market an industry leader being 5th largest public produce and food retailer.

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Slumping sales at Whole Foods make the need to do so clear. The desire to offer convenience and lower prices could ultimately lead to the formation of an entirely new brand. Mackey concedes this point, admitting that "Over time, there could be other formats that evolve that ... wouldn't be [to] our standards." If Amazon is banking on the convenience of online grocery shopping to make its acquisition successful, analysts claim the retailer may be facing an uphill battle. Although online grocery services do exist, including Amazon's own AmazonFresh, customers aren't rushing to embrace the idea.

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