1. Whole Foods is All Teams
Resourced from Charles Fishman
Fast Company Issue 2 Page 103
April 1996
Presented by:
Antoine Marcq
David Rumer
Keith Kinvig
Matt Heynen
Mimika Karountzos
Hello Everyone. Thanks for coming today.
My name is David Rumer and this is Antoine Marcq, Keith Kinvig, Matt Heynen, and Mimika Karountzos

2. Whole Foods The World’s Largest Organic Foods Retailer
We’re here to talk to you about Whole Foods market. The world’s largest Natural and Organic Foods Supermarket.

3. Whole Foods
“We obtain our products locally and from all over the world, often from small, uniquely dedicated food artisans. We strive to offer the highest quality, least processed, most flavorful and naturally preserved foods”.
Now let’s talk about History

4. History 1991: 12 Stores in 3 states Projected: 100 stores by Jan 2000
1980: Opened their first store in Austin Texas
1991: 12 Stores in 3 states
Projected: 100 stores by Jan 2000
187 Stores in Canada, United States of America and the United Kingdom
They opened their first store in Austin Texas in 1980.

5. Performance Measures Job Satisfaction
2006: Fortune Magazine named Whole Foods Market the15th best company to work for in America
Whole Foods Market has place in the top 100 every year for the past nine years.
2006: Fortune Magazine named Whole Foods Market the15th best company to work for in America
Whole Foods Market has place in the top 100 every year for the past nine years.
Let’s take a look at some numbers…

6. Performance Measures Financial
2002: Revenue of $2.7 billion
2005: Revenue: $4.7Billion
3rd Quarter of 2006: YoY growth of 18%
2005: Net Profit of $136 million
That’s more then double the industry standard!
Finally on the bottom line…

7. Why are they successful
All work is Teamwork
Being Your Own toughest Competitor
Anything worth doing is worth measuring
Sustainable Success
Success is based on three principles

8. All Work is Teamwork

9. All Work is Teamwork
On average each profit centre is comprised of 10 teams
Each of these teams has a team leader
These Team Leaders are on a team with the store leader
The store leader is on a team with other regional store leaders
The company’s regional store presidents are on the final team

10. All Work is Teamwork
Potential employees are recommended by store leaders to a specific team
After a 30 day trial period there is a vote to determine if a full time position will be offered
2/3 of the team members must vote in favour of offering a full time position

11. All Work is Teamwork
Teams, stores, and regions compete against each other in quality, service, and profitability
The results of the competition translate directly into bonuses, recognition, and promotions
The competition helps ensure the democratic process of selecting team members is working

12. All Work is Teamwork
The teams create ownership and accountability among all employees
Specific goals can be assigned to each team and the performance is easily evaluated
Motivates employees at all levels to achieve their full potential

13. All Work is Teamwork Fortune 100 Best Companies to Work For
2006 — number — number — number — number — number — number — number — number — number 34

14. Anything Worth Doing is Worth Measuring

15. Anything Worth Doing is Worth Measuring
What gets measured, gets done
A “no-secret” management philosophy
Every team knows sales information from every store

16. Anything Worth Doing is Worth Measuring
Analysis reports monthly
Profitability analysis
Individual teams make decisions

17. Anything Worth Doing is Worth Measuring
Yearly survey
Company explains results of moral survey to shareholders
Some team members are frustrated and concerned

18. Anything Worth Doing is Worth Measuring
High Trust Organization
Cannot have secrets
Openness allows success in self competition

19. Be Your Own Toughest Competitor

20. Be Your Own Toughest Competitor
Accountability
Ambitious Targets
Internal Pressure

21. Be Your Own Toughest Competitor
Competition is everywhere
Peer reviews

22. Be Your Own Toughest Competitor
Store Tour
-most intense
-excessive competition

23. Be Your Own Toughest Competitor
The Customer Snapshot
-surprise visit
-rates 300 items
-important results

24. “If you don’t cross pollinate, you become a hick”
-John Mackey CEO

25. Sustainable Success

26. Sustainable Success Refined Culture Culture put to the test
Whole foods spent 26 yrs. Refining its culture of democracy and discipline
Culture put to the test
Plans to open more stores and increase sales

27. Sustainable Success Transferring cultural values In house recruitment
Must transfer people who embody them
In house recruitment
Recruits up to 30% of new staff from existing supermarkets

28. Sustainable Success
“It’s not the size of the company that creates the feeling. It’s the core values”
All 187 stores exemplify the Whole Foods culture

29. Whole Foods

30. Four Things All work is Teamwork Being Your Own toughest Competitor
Anything worth doing is worth measuring
Strategies for sustaining success
Success is based on three principles

31. Results
Food marked up as much as 20% over other organic food retailers
Double the average industry profit

32. Customer It’s wonderful It changes how you shop
It’s a “Whole Food” experience

33. From the Peanut Gallery…