美国全食超市WholeFood-ZBPPT-2015 Whole Foods Market Midwest-2014-En
全食超市：美国佬的特立独行
全食超市：美国佬的特立独行全球最大自然有机商品连锁超市全食(Whole Foods Market)的老板约翰.麦基被喻为“有机食品业的比尔.盖茨”。
在众多企业追求经济规模的时候，“全食”这家“绿色企业”充当了另类——近来，美国有机食品超市全食渐为人所熟悉，相对而言，其规模迷你，成长速度和获利却更优异，大有威胁零售巨头沃尔玛的势头。
相较于沃尔玛表现平平的股价，全食超市的股价从1992年上市以来已经上涨了近40倍。
全食超市代表的究竟是个怎样的新产业，其成功的方程式又是什么?有机食品的诱惑前段时间，一部纪录片《超码的我》惊醒了很多人，导演为了探究快餐食品的危害，亲自做试验，连续吃一个月的麦当劳汉堡。
这部纪录片中，本来十分健康的导演，经过一个月的“摧残”，不但变成了大胖子，而且被医生警告会有生命危险。
这部电影获得了1.1亿美元的票房，影片一经上映便掀起一阵反对快餐文化的风潮。
对于快餐文化的讽刺和批评不无道理。
大工业流水线产出的廉价快餐食品，高脂肪、高热量，营养价值很低。
为了在单位成本下达到最大产量，无机化肥、杀虫剂被大量运用在养殖过程中，动物的饲料里被添加了催长剂。
这些做法扰乱了正常的生态平衡，越来越多的人开始审视这些问题。
为了追求食品安全，很多人开始钟爱有机食品。
他们认为，与无机食品相比，这些有机食品不易携带病菌。
十年来，美国有机食品的销售额平均每年递增20%，尤其是在每一起公共食品污染事件发生之后，有机食品的销售都会出现一次高潮。
时下，全食已经为美国人所钟爱，它表明美国老百姓对食品安全问题日益关注。
在美国，越来越多的人选择尽量不去麦当劳等快餐店，他们会去全食买有机、健康的食品。
全食提供给顾客的有机食品包括鲜鱼、肉、水果和蔬菜等。
全食会在这些食品旁边附上标签，告诉顾客这些食品产自哪里，怎样生长，经过怎样的加工制造，等等。
转载：苹果王子，V信：topcnapple中国农业金融化实践型探索者受到沃尔玛的低价威胁，美国很多超市接连倒闭，但全食却发展得红红火火，表现在资本市场上：与西夫韦超市(在美国超市中较为普通)1800家店面相比，尽管全食超市只有200家店面，但其市值却高达53亿美元，超过西夫韦超市(市值90亿美元左右)的一半。
遭遇困局风光不再 全食超市将被收购
遭遇困局风光不再全食超市将被收购作者：暂无来源：《中国食品》 2017年第9期文张思遥过去几多辉煌，当下就有多少唏嘘。
曾经销售额增幅连续五年超过20％、被称为实体店“最后一个创新样板”的美国全食超市如今却难逃被收购的命运，正在告别它的“黄金时代”。
全食超市风光不再4月13日，有外媒报道称，亚马逊曾在2016年考虑收购whole foods market（全食超市），但实际并未发起交易。
消息一经传出，迅速引起国内零售业关注，其中不乏全食超市的“效仿者们”。
据知情人士透露，全食超市的投资人Jana Partners LLC公司近期再度增持全食超市股权，并敦促其评估出售。
目前可能接盘的买家包括电商巨头亚马逊、传统零售巨头KrogerCo.和Albertsons Cos.。
全食超市对于国内零售商具有标杆性的意义，这从近年来数量激增的各色高端超市就可以看出。
尤其是2015年之前，实体零售业在电商冲击下一时间理不出头绪，以价格优势与商品丰富度取胜的大卖场业态遭遇“寒冬”。
而全食超市却以高出沃尔玛等普通超市40％－175％的商品定价，出售“高价、高质量”的有机、天然食品。
这一独特卖点使得其业绩连续5年增长，门店遍布美国、加拿大和英国多地，甚至有媒体报道称，“平价超市已经走向末路，以全食超市为代表的的高端超市将成为未来的主流业态。
”在此背景下，国内零售企业效仿者众多，既有绿地集团在2015年前后开出的精品超市绿地G－super、沃谷农业旗下的“果蔬好”等没有零售业经验的“外行”纷纷试水，也有众多实体零售商发力精品超市，例如永辉开出bravo精标店、金鹰百货打造的GMart超市、华润旗下的ole’和blt，以及北京华联的BHG精品超市和上海城市超市等老品牌。
如今，全食超市面临被收购，昔日的“教父”走下神坛，这对于国内零售企业造成的冲击力可想而知。
但早在两年前，全食超市的困局已经有迹可循。
2015年5月，据BusinessInsider报道，在过去的3个月中，全食超市的股价下跌25％，原因是投资者认为该品牌无力再吸引新的顾客。
中高端超市学习的标杆全食超市介绍
中高端超市学习的标杆全食超市介绍全食超市（Whole Foods Market）是一家美国的中高端超市，创立于1980年，总部位于得克萨斯州奥斯汀市。
全食超市以提供高品质的健康食品和有机产品而闻名，其经营理念和市场定位使其成为中高端超市行业的标杆。
作为一家专注于有机和天然食品的超市，全食超市采购的产品讲究严格的标准，例如不含人工添加剂、合成杀虫剂、除草剂和转基因成分等。
全食超市与供应商建立了紧密的合作关系，确保所销售的产品质量和可追溯性。
全食超市的产品种类和品质非常齐全，包括有机蔬菜和水果、有机肉类、海鲜、乳制品、糕点和面包等。
此外，全食超市还提供自己品牌的有机和天然产品，如全食超市365 Everyday Value品牌。
这些产品在质量和价格上都具有竞争力。
全食超市注重顾客的购物体验和服务，其门店布局宽敞舒适，商品陈列有序。
全食超市还设有自家餐厅、咖啡吧和烹饪课程等服务，为顾客提供更多选择和便利。
此外，全食超市还有积极的员工培训计划，以提高员工的产品知识和服务水平。
全食超市的营销和宣传也非常精细。
他们经常通过促销和打折活动吸引顾客，同时还重视社交媒体和品牌营销。
他们的标志性活动包括每年的“地球日”和“动物友好月”，以及与社区组织的合作活动。
在全食超市的成功背后，是他们的坚持和对品质的追求。
全食超市在行业内树立了一种新的标准，不仅为消费者提供了更健康、有机的食品选择，也对供应链进行了规范。
全食超市的成功故事不仅激励了其他超市向其学习，也在全球范围内推动了有机食品和可持续发展的发展。
总之，全食超市作为中高端超市行业的标杆，以其严格的产品标准、丰富的产品选择和优质的服务受到广泛认可。
他们在健康食品和有机产品领域的经营模式和标准为其他超市提供了有益的借鉴和启示。
国际连锁超市生鲜熟食管理幻灯片PPT
三、保存、保鲜要求
1、易变质的食品，应存放在保鲜柜内，不 宜在高温或常温下长时间摆放。
2、气温较高时，卤制类食品要再隔2小时 放入烧开的卤水中烫泡5分钟。
3、烘烤类食品，应存放在保温柜内，不宜 在温度较高的空气中长期存放。
耳；不
得用勺直接尝味或用手抓食品销售； 不接
2、刀割用具如刀、砧板等使用一次后 要立
即清洗。
3、使用后的工具放入消毒液中浸泡后 置于
规定的地方。
六、包装要求
1、熟食散装商品，在展卖时应用消毒 的托盘、器皿，置于透明玻璃柜内 或熟食保鲜柜内。
2、需包装展卖的商品，应用保鲜膜包 好。
一、第商三品构节造是熟灵食魂商品构造组成
1、商品构造的定义。 1〕商品分类：由大〔粗〕到小〔细〕。 2〕依特性、属性、依季节性。 3〕分尖层数：大类、部类、子部类、类、 子
五、根据季节调整卖场气氛
六、干净卫生
1、环境卫生 2、工作台卫生 3、器具卫生 4、橱柜卫生
第二节 熟食经营的要求
一、进货质量要求
1、制作原料必须保证新鲜、卫生。 2、该类原料必须符合国家食品卫生的标准。 3、供货必须使用密封包装，生食、熟食
必须分开。
二、加工、制作要求
1、加工熟食不能使用明火炉具，使用高 温炉应有一定的保护设施或者在容易 接触的地方做提示标识，防止烫伤顾 客。
类、单品。
4〕编码位确定：7位、9位、11位、13 位。 5〕确定商品构造数 6〕商品宽度：丰富性、大类多、功能多。 7〕商品深度：同类中具可选择性，纵深 开展。
2、确定商品构造的目的
1〕使分析成为可能：按类不同指标。 2〕使控制成为可能：一进一出严格遵 守、
Whole Foods Market Inc
Whole Foods Market Inc.Case Study AnalysisOverviewWhole Foods Market (WFM) is the largest retail chain of natural and organic foods supermarket in the world right now. WFM has experienced a huge leap, it had been a leader in the natural and organic foods movement across the United State, helping the industry gain acceptance among growing numbers of consumers concerned about the food they ate.The first WFM supermarket is founded by four founders who are John Mackey, Renee Lawson Hardy, Craig Weller and Mark Skiles in Austin Texas, 1980. It had 2007 sales of $6.6 billion and in early 2008 had 276 stores in the United States, Canada and Great Britain. Managements near-term growth objectives for Whole Foods were to have 400 stores and sales of $12 billion in fiscal year 2010.（Page C-2，textbook）WFM started expanded since 1984. It adopted a development of strategy which is trying to open more new store and purchase more small company. Through this method，WFM has made a very huge leap. In October, 1986, it started the first acquisition: Bluebonnet Natural food Market in Dallas. WFM developed its own brand “Whole Food” which committed to make high quality organic foods, and has been a huge success in 1990. In January 1992，it is the first time for WFM to have a public activity to sale tocks. It got $23.4 million and listed on the NASDAQ.In 1920s, WFM spread to Houston, New Orleans, California and other regions gradually. It purchased lots of Natural food store include Wellspring Grocery, Bread & Circus, Mrs. Gooch's Natural Foods Markets, Bread of Life, Fresh Fields Market and so on. Its strategy for growth was to expand via combination of opening its own new stores and acquiring small, owner-managed chains that had capable personnel. （Page C-7，textbook）John Markey, the company’s cofounder and CEO, believed that WFM’s rapid growth and market success had much to do with having “remained a uniquely mission-driven company-highly selective about what we sell, dedicated to our core values and stringent quality standards and committed to sustainable agriculture.” (PageC-2, textbook)Markey’s vision was for Whole Foods to become an international brand synonymous not just with natural and organic food but also with being the best food retailer in every community in which Whole Foods stores were located. (PageC-2, textbook)There is a motto in WFM’s website: “Whole Foods, Whole People, Whole Planet”. (Whole Foods Market’s website) WFM adopted a set of core values to guide their purpose and complement the motto:1. Selling the highest quality natural and organic products available2. Satisfying and delighting our customers3. Team member happiness and excellence4. Creating wealth through profits & growth5. Caring about our communities & our environment(PageC-7~ PageC-8, textbook)The core values are an important part of strategy. By the Core values we can find out the strategy of WFM is trying to make a perfect brand image which is positive and responsible.SupplySupplier bargaining power is stronger when:1.Industry members incur high costs in switching their purchases to alternative suppliers.2.Needed inputs are in short supply（which gives suppliers more leverage in setting price）.3.A supplier has a differentiated input that enhances the quality or performance of sellers' products or is a valuable or critical part of sellers' production process.4.There are only a few suppliers of a particular input5.Some suppliers threaten to integrate forward into the business of industry members and perhaps become a powerful rival.Supplier bargaining power is weaker when:1. The item being supplied is a commodity, that is, an item readily available from many suppliers at the going market price.2. Seller switching costs to alternative suppliers are low.3. Good substitute input sexist or new ones emerge.4. There is a surge in the availability of supplies.5. Seller collaboration or partnering with selected suppliers provides attractive win-win opportunities.What about the suppliers of WFM?Unite natural foods is the biggest supplier for WFM, it has more than 24% for the source of good of WFM. Meanwhile, WFM also stocks from many small companies, but Unite Natural Foods is the most influential one for WFM.BuyerWhen we are talking about buyers, we need to research something about the buyer bargaining power.Buyer switching costs to competing brands or substitute products are low. When a buyer wants to change the brand what he likes, he must take care about the switching fee. If the switching fee is huge, that means he must pay lots of money for change a brand, which is very hard for him to change his choice. Otherwise, if he just needs to pay a little money even zero, he can choose whatever he want.The number of buyers.When there are only a few buyers that means each one’s business is important to sellers, the number of buyers is too small to be sold. Otherwise, if there are a lot of buyers, it will be easy for sellers to sell their product.The strength of buyer demand.If the strength of buyer demand is weak, it will be very hard for companies to sell products. It is the same sense with the number of buyers. Otherwise, companies can easy to sell, so the buyer bargaining power is weak.Substitute productsSunflower Farmers Markets, out to establish a discount niche in organic and natural foods, entered the market in 2003 with four stores. The company’s mission is clear.According to this, we know that the good substitutes are readily available. So the competitive pressures from substitutes are stronger.Their four-pronged strategic approach:We will always offer the best quality food at the lowest price in Town.“Better-than-supermarket quality at better-than-supermarket prices”●We buy big. We source directly, we pay our vendors quickly, and we buyalmost everything by the pallet or truckload, that buying power means big savings for you,According to this, we know that the substitutes are attractive priced. So the competitive pressures from substitutes are stronger.Fresh and Easy Neighborhood Markets●Fresh and Easy Neighborhood Markets, emerged as a competitor in thenatural and organic segment of the retail grocery industry.●Locally sourced and mostly packaged fresh produce with expiration dates.●Low shelves that allowed shoppers to see all across the store●All self-checkout●Energy-efficient store designs, lighting, and equipment.●Most Fresh and Easy brand products, particularly prepared foods, werepackaged so shoppers could see what inside● A taste-before-you-buy policy where shoppers were encouraged to takealmost any product to the kitchen table area of the store.According to this, we know that the substitutes have better performance features. So the competitive from the substitutes are strong.New entrantWhole Foods’ commitment to team-based management of store operations stemmed from the conviction that the company’s long-term success was advanced by having happy employees actively helping to create happy customers. The team approach, complemented by a strong employees, was seen as promoting a strong corporate cultural and contributing to a work flourish, build a career, and reach their highest potential. Whole Foods’ top management believed that empowered teams helped harness the collective energy and intelligence of team members to operate their departments effectively and efficiently—thereby enabling Whole Foods to manage its stores better than rival supermarket chains managed their stores. Management also believed that team members were further motivated and inspired by the company’s strategic vision.According to this paragraph, we know that the industry members will strongly contest the efforts of new entrants to gain a market foothold, so the new entry threat is weaker.The Whole Foods Market actively support organic farming on a globe basis because they believed it is the best method for a promoting sustainable agriculture and protecting the environment and farm workers. On a local basis, we are activelyinvolved in our communities by supporting food banks, sponsoring neighborhood events, and contributing at least 5 percent of our after-tax profits in forms of cash or products to not-profit organizations.According to this paragraph, we know the pool of entry candidates is small. So the new entry threat is weaker.The Wild Oats Market ranked second behind Whole Foods in the natural foods and organics, segment and was Whole Food’s biggest and closest competitor in terms of merchandise mix, product offerings, store ambience, and target clientele.According to this paragraph, we know there is existing an industry members are looking to expand their market reach by entering product segments where they currently do not have a presence. So the new entry threat is strong.Since becoming a public company in 1991, Whole Foods Market had been profitable every year except one—2000. Whole Foods’ business sales from year 2003 to 2007 are keeping growing in Exhibit 9.According to this paragraph, we know the buyers’ demand is growing rapidly. So the new entry threat is strong.Since going public in 1991, Whole Food’s growth strategy had been to expand via a combination of opening its own new store and acquiring small, owner-managed chains that had capable personnel and were located in desirable markets. From 2002 to 2006 , Whole Foods’ management decided to drive growth by opening 10 to 15 decidedly bigger stores in metropolitan areas each year---stores that ranged from 40000 square feet to as much as 70000 square feet and were on the same scale or even larger than the standard supermarkets operated by Kroger, Safeway, Publix, and other chains.According to this paragraph, we know the newcomers can expect to earn attractive profits. So the new entry threat is strong.Rival FirmThe threat of the entry of new competitorsProfitable markets that yield high returns will attract new firms. This result in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms canenter and non-performing firms can exit easily.Economies of product differencesBrand equitySwitching costs or sunk costsCapital requirementsAccess to distributionCustomer loyalty to established brandsAbsolute costIndustry profitability; the more profitable the industry the more attractive it will be new competitors.Whole Foods Market opened in 1980 YouthfulnessWal-Mart opened in 1962 lasted long sedateEnterprise cultureWhole Foods Market Whole Foods Whole People Whole Planet Wal-Mart Respect personal Customer service the pursuit of excellenceNumber of ChainWhole Foods Market 400 stores because the history is short so chain is lessWal-Mart 2297 stores because the history is long so chain is moreSalesWhole Foods Market 5.6 2006 (in billions)Wal-Mart 209.9 2006 (in billions)SummaryWhole Foods Market is the largest retail chain of natural and organic foods supermarket in the world right now. Everything is operating well.For supply, WFM has stable suppliers that it can easy to get products to sell. Meanwhile, WFM has huge influence in the world right now, so it is not hard for it to find the suppliers.For buyers, the group that WFM sells to include high income and high education people, only a few company can keep this kind of people, so it is easy for WFM to keep its own buyer, because it can do many things which a lot of companies can’t do. So it is not hard for WFM to keep buyers.For substitute products, WFM has much more products than other markets, and the products in WFM are fresher and healthier. So, if a person wants to buysomething ordinary, he can go to the small market. But if he wants something has better class and quality, he must go to the big company such as WFM. So it’s not a problem for WFM.For new entrants, WFM is making huge profit right now, it has stable buyers and suppliers, so it is too hard for new entrants to enter this market. They don’t have enough strength to competitive with WFM.For rival firm, Although WFM has five competitors which have strong strength, it still not hard for WFM to keep its status. As long as it can keep normal operating.Frankly speaking, nothing can shack the status of WFM right now, it is the king of natural foods markets.。
whole food
美国有机商品超市--Whole Foods Market2011-12-09 10:37:04来自: 在劫难逃(aza aza fighting!)Whole Foods的过人之处，在于把卖食品变成卖生活方式；更重要的是，它在实践一个新的商业模式——“有觉悟的资本主义”健康食品超市Whole Foods Market Inc.是一家连锁超市，建于1980年，现已有187家商店，分布于全美各地。
Whole Foods可不是一般的食品零售商，它是美国“新生活运动”的弄潮儿。
它所提倡的高质量生活、绿色健康食品和环境保护，一下子击中了美国中产阶级的神经敏感点。
常去Whole Foods的顾客，对它有着宗教般的虔诚。
Whole Foods一度被比作“有机食品界的Google”，而它的老板就是“绿色食品业的比尔盖茨”。
Whole Foods专卖的绿色食品，尽量减少加工处理，也不含有转基因、人造色素和防腐剂。
Whole Foods的创办者认为，只有这样的食品，味道才最鲜美也最有营养。
他们还坚信“食物链、人类、大地母亲，交织成精美的良性循环，互相依赖的共存体”。
我开始不明白，食品店还能卖出什么特殊花样不成？Whole Foods在纽约曼哈顿西部Columbus Circle的第一家分店刚一开张，我便赶去凑热闹。
那场面可真叫火！30个收款台都排满了，等着交钱的长队得绕上好几圈。
这是Whole Foods超市最大的分店，共有5.9万平方英尺；它不像纽约城里的其他食品店，架子挤着架子，两行间连儿童推车都过不去。
这家店屋顶高，货架间距离宽松，走在店里，不觉着憋气；地板铺地，柔和的灯光，货物摆得赏心悦目，舒适的环境让人流连忘返。
这里的熟食很有名，有亚洲食品台，摩洛哥食品台，各种色拉共40多种，匹萨饼也有十几样；糕点台，咖啡茶台，香气扑鼻；生鱼片柜台，高峰时间有11个营业员为顾客服务。
Whole Foods成了曼哈顿西部白领阶层的领地，下班顺便带点东西回家，要不干脆在店里连晚饭也一块儿吃了。
whole foods
whole foodsWholeFoods，一家伦敦著名的有机食品零售商，已成为一家提供高质量食品的美食世界。
Whole Foods专注于提供消费者最新、最有营养的有机食品，也在不断拓展新的自然和有机食品产品。
自从Whole Foods在英国的第一家商店开业以来，它已经在扩展影响力，成为一家全球性的零售商。
Whole Foods每天都尽力改善和扩大有机体系。
他们通过不断改进有机产品，在性能、均衡和口感方面提高整体体验，为消费者提供最佳的有机食品。
有机食品是他们的主打品类，也涵盖了其他的食品、饮料、调味品，甚至家庭用品等等。
Whole Foods提供的食品涵盖了素食、纯素食、清真食品、素食和非素食两大类，它们的优势在于提供高质量的自然食品，改善自然环境。
Whole Foods是一家以质量为最高原则的美食世界。
其最大优势在于不仅能满足当地食品需求，还能提供新鲜食材，扩展消费者的口味。
正是由于追求质量，所以Whole Foods才能提供新鲜食品和精选食品，从而满足顾客的口味需求。
除此之外，Whole Foods还承诺提供真实有机食品，不追求低价，而是追求高质量，通过提供有机食品来帮助改善环境。
从客户的角度来看，Whole Foods的有机食品价格比较昂贵，但品质更有保障。
正是由于他们的追求，他们的商品才能够获得更多消费者的认可和好评。
我们的研究表明，消费者对Whole Foods的产品真诚地有所追求，希望能够购买品质更优的有机食品，而这正是WholeFoods想要传达的信息。
总之，Whole Foods是一家专注于提供最新、最有营养的有机食品的伦敦著名的有机食品零售商，他们推崇高质量的食品，不仅满足当地食品需求，还能提供新鲜食材，扩展消费者的口味，他们的有机食品价格比较昂贵，但品质更有保障，拥有更多消费者认可，是一家全球性的自然和有机食品零售商。
美国全食超市wholefoods
Whole Foods Supermarket Brief
Whole Foods Market Inc. 是一一家连锁食食品超市，创 始于1980年，现已有187 家商店，分布于全美各地 及欧洲部分国家。
Whole Foods区别于传统超市/卖 场，它所提倡的是高高质量生生活、 绿色色健康食食品和环境保护。! Whole Foods的过人人之处，在于 把卖食食品变成卖生生活方方式。店铺 建筑面面积通常约为5000平方方米米。
最新外立立面面
2011年开始Whole Foods的最新外立立面面形象，大大量木木质格栅的采用用强化其健 康自自然的形象，同时便于外立立面面改造施工工，并造价较为经济
总体室内设计类似大大卖场
Whole Foods是以产品差异为核心心要素的超市，对于环境和道具并未做可以的设计和装饰，相对比比较简陋， 类似欧美传统市场的形式，造价低廉，并提供更尽可能宽敞的通道，采用用中性光和暖光，令果蔬更鲜艳诱人人
logo设计遵循其自自然健康 的理念，采用用绿色色为形象 色色，logo以其英文文全称文文 字设计而而成，简单明了。
然而而，从设计角角度，其形象色色并未在 店内得到统一一贯彻，可以说是其店铺 设计做得不足足的部分，在其他很多方方 面面，Whole Foods的店铺设计任然有提 高高的空间。! 2011年美国RSD选录的Whole Foods加 州Venice店项大亮点
以产品陈列为核心心，各品类尤其是果蔬给人人非非常强烈的视觉冲击，力力求呈现琳琅满目目 的视觉感受，商品出样量非非常大大，由此可见其在美陈、防损等方方面面运营能力力的强大大
全食超市的相关资料和分析
关于全食食品超市“全食”是零售业中的一个神话，约翰·麦基也是众多CEO中的一个传奇。
全食美国最大天然食品零售商全食(WholeFoods)公司。
全食海报在美国亚特兰大的WholeFoods食品连锁店，一名母亲正在挑选水果，她把一品脱价格为5．99美元的有机蓝莓放入了购物篮，有机蓝莓旁边的货架上摆着用传统方法种植的普通蓝莓，一品脱只要4．99美元。
丹尼斯说：“我觉得多付点钱绝对值得，否则孩子们幼小的身体会吸入大量杀虫剂。
”她是三个孩子的母亲，站在她身边的三个孩子分别是2岁、4岁和6岁。
WholeFoods销售的有机食品、天然食品及其他一些美食的价格会比普通食品高40％至175％，但消费者依然蜂拥而来。
这家公司兜售着一种新的生活方式，忠实的消费者把WholeFoods看作食品零售领域的“苹果电脑”。
几十年来，食品零售业一直是利润微薄的代名词。
但是，约翰·麦基的食品零售公司WholeFoods却像他们拒绝出售的注射了激素的动物一样飞速增长。
过去的五年中，美国零售业的销售额一共增长了13％，而WholeFoods过去五年的销售额增长率依次是14％、23％、21％、21％、17％。
美国零售业五年的销售额增长率仅仅是WholeFoods业绩最差的一年的增长率。
现在在美国，自认为是有修养的文化人士或者高薪白领是不会去麦当劳的，下班后他们会去WholeFoods买点东西全食店面回家，或者就直接在那里的熟食店吃饭。
穿着没用过杀真菌剂和杀虫剂的棉花做的有机棉Ｔ恤也是一种更健康、时尚的生活方式。
这些生活方式曾经是一少部分新兴阶层偏爱的新潮生活方式，也是很多工薪阶层向往的生活方式，WholeFoods的高明之处就在于它把这种本来是边缘的生活方式逐渐变成主流的生活方式，而它则以商业上的成功成为最大的赢家。
WholeFoods食品连锁店发家于27年前的一家小型健康食品店。
1978年约翰·麦基和他当时的女友蕾妮·哈代在奥斯廷的一座三层小楼中开了“更安全方式的天然食品店”（SaferWayNaturalFoods）这座楼的一层是商店，二层是健康食品餐馆，三层是一张床。
中高端超市学习的标杆-全食超市介绍
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▪ 加拿大的营养品大 都是这个模样，仿 药品包装，似乎在 暗示着什么
▪ 约克维尔店的营养 品卖场面积大约有 300多平方米，高密 度地摆放着四五排 货架
精品ppt模板供大家使用
精品ppt模板供大家使用
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▪ 就是卖未加工过的五谷杂粮，当然品种相 当多，即包括谷物、豆类，也包括各种坚 果、果仁，总之，不管草本的还是木本的 ，是籽就行。原粮卖场是全食超市又一区 别于其他超市的差异性产品。
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▪ 主要指面包、糕点、麦片、罐头等。其中全 食超市的麦片货架可谓百花齐放，物品丰富 。一是货架区大，长长的一面货架上摆满了 各种各样的盒装即食麦片。二是品牌多。与 其他超市不同，全食超市经营的即食麦片牌 子很多，有很多从来没见过，其中有些可能 是专做有机食品概念的新秀。这里所说的即 食麦片与国内超市里卖的麦片有所不同，虽 然也是燕麦做的，但它应该算是糕点类，只 是精品产ppt模品板外供大形家使多用 呈小片状，也有小饼干、小圈
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▪ 主要包括果汁饮料、碳酸饮料、水和包括 酸奶在内的液态奶。在这个区内，全食超 市给新品牌留出很多机会。鲜榨果汁和还 原果汁中多数是市面上不常见的牌子，价 格不便宜。
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精品ppt模板供大家使用
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▪ 全食超市不经营药店 ，它是在店内辟了一 个较大的营养品卖场 。在多伦多市，约克 维尔店营养品卖场不 论面积，还是品种上 都远胜于各类药店的 营养品经营规模，也 多于营养品连锁专卖 店精品的pp水t模板平供大，家使面用积上与
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11.98% 47.36% 46.27% 8.33% 47.43% 46.72%
9.40% 100.00% 100.00% 6.72% 100.00% 100.00%
Non GMO
Total NonGMO:
Total Grocery:$ Sales $ Growth Share
Unit Prior $ Sales Unit Prior Unit Share Growth Share Share
•
Organic
Total Organic:
Total Grocery:
Unit $ Sales Prior $ Sales Unit Growth $ Share Share Growth Share
Prior Unit Share
•
•
•
Eating organic fruits and vegetables could increase your antioxidant intake by 20-40%. Organic strawberries have more nutrients and antioxidants than their conventional counterparts. Organic tomatoes are 50% higher in vitamin C content than conventional tomatoes
16.76% 28.70% 26.89% 14.00% 28.66% 26.83%
9.40% 100.00 % 100.00% 6.72% 100.00% 100.00%
We Serve and Support Our Local and Global Communities
• Fair Trade is only 2% of all MW Grocery Sales, but that still represents Millions of sales dollars. • Note that growth is over 20%. Dollar Share is obviously much higher in categories that lend themselves to Fair Trade Certification – Sweeteners, Chocolate, Coffee, Tea, etc. • 2014 Supplier Supported Donation through the MW Scan Program totaled over $30K in support to the Whole Planet Foundation. • November B Fair Trade Weekender saw tremendous lift with over 700% unit growth! • We love working with Suppliers to support mission driven initiatives around this core value. • Our Team Members love it and our customers do too.
2015 Whole Foods Market Midwest
Broker and Supplier Summit
Welcome
• Thanks for Coming!
• We sincerely appreciate you committing the time to be together
Midwest Grocery
Mark Baron
Coordinator
Support Team
Gabe Weldin Category Buyer
Mark Tilton Promotions Buyer Rob Luscombe Drew Mara-McKay Category Buyer, Promotions Buyer, Canada Canada
TBD IL Grocery Merchandiser/ Bakery Analyst
Tyler Josh Coyle McCarthy Category Analyst Merchandizer Canada Canada
Andrew Peterson TBD Merchandizer, Merchandizer, MN, MO, IA, NE IN, MI
• WFM remains the leading Organic Retailer, with almost half of all MW Grocery sales certified Organic, and growing faster than Team sales overall with 12% year over year comps. Non-GMO is growing even faster at almost 17%, and has already captured almost a third of all MW Grocery sales dollars. A huge growth segment that is both a stepping stone from Conventional to Organic (for both customers and producers) as well as a desired attribute in its own right.
TBD Merchandizer, IL
Our Core Values are Who we Are
We Promote the Health of our Stakeholders Through Healthy Eating Education, while Practicing and Advancing Environmental Stewardship
**From a recent study by Dr. Jessica Shade. Dr. Shade is the Director of Science Programs for The Organic Center, a non-profit research and education organization focused on evidence-based science about the environmental and health benefits of organic food and farming.
Heather Prach Associate Coordinator
Will Wolf Associate Coordinator
Daniel Pineda Associate Coordinator
Selma Hudson Associate Buyer
Mindy Hauge Category Analyst