Competitive Position Assignment
Phillipshgm54
Example2.pdf
Page 1 of 10
To: John Mackey, CEO – Whole Foods Market, Inc. From: Re: Whole Foods Competitive Position and Analysis Date: January 26, 2011
Introduction
Whole Foods Market is a multi-national retailer of organic and natural foods. According to the Organic Trade Association (OTA) and Nutrition Business Journal, the organic and natural foods industry’s revenue is currently approximately $26 billion in the U.S.1 and $71 billion worldwide2. The OTA says that the organic and natural food category grew between 15% and 20% each year through 2008 before being stifled by the economic downturn in 2009 with only 5.1% growth3. Similar growth trends are expected for the next few years. With increased competition from more traditional grocers like Kroger and Safeway, as well as supercenters like Wal-Mart and Super Target, is Whole Foods’s fate in jeopardy?
Competitive Position
Whole Foods’s position in the organic and natural foods sector is dominant. With approximately 33.6% market share in the U.S. in 2010, no other single competitor comes close to the organic food volume of Whole Foods4. Exhibit 1 shows Whole Foods’s revenue and market share from 2003 to 2009. Since 1980, Whole Foods has concentrated on offering the highest variety of organic and natural food products5. With exception of Whole Foods, the organic and natural food market is fragmented with many customer buying channels. Competition exists from direct competitors like The Fresh Market, extended product offerings from traditional grocers and supercenters like Kroger and Wal-Mart, and local farmers’ markets and coops such as those found around Charlottesville, VA. The threat of new entrants is high as more existing food retailers chase the product differentiation and variety of organic foods. Exhibits 2 and 3 show a list of competitors, key figures, and strategies of those competitors.
Whole Foods has the advantage of being the first large mover in the organic retail industry. Substitutes in the organic and natural food segment are limited although more food retailers are now offering organic food selections. Whole Foods takes advantage of its above industry average selection with higher prices than most competitors on the hard to find organic products. With few complete channels to buy organics, buyer power is low for those products with limited selection, and high for those organic products being offered in many channels. According to a United States Department of Agriculture (USDA) study, suppliers are limited but are growing to larger regional and national positions6. Unlike the traditional grocers and supercenters, Whole Foods has the advantage of close partnerships with over 2,000 organic suppliers world-wide7. This enables Whole Foods to retain control, get more products year round, and keep prices as low as possible for customers. A complete five forces analysis is found in Exhibit 4.
Currently, Whole Foods’s capabilities are well-positioned for market growth. Exhibit 5 shows an analysis of Whole Foods’s current capabilities. Whole Foods’s team of highly skilled procurement specialists assists stores in buying what customers want and provides assistance to suppliers through growth loans and cost reduction consulting. These relationships ensure high quality standards and timely delivery to 299 stores. The Whole Foods’s store model is focused on local customers’ organic needs as well as an aesthetically pleasing atmosphere for organic food exploration and education. Whole Foods also concentrates on educating pregnant mothers and
Page 2 of 10
parents on the benefits of organic foods. The company’s website has a blog dedicated to organic food cooking and healthy lifestyle tips8. Overall, these capabilities are what the traditional grocers and supercenters are currently lacking.
However, competitors are copying Whole Foods’s success. Just this week, Wal-Mart announced plans to increase the number of healthy food items available at its stores. With support from First Lady Michelle Obama, Wal-Mart will drop prices on fruits and vegetables. This plan also compliments their 2006 plan to increase organic food products available at its stores9. Publix has launched a chain of stores to compete directly with Whole Foods called Publix GreenWise Markets10. According to Willard Bishop, a food research firm, consumer demand for supercenter groceries will grow by 7.3% per year compared to only 1.7% per year for the fresh format (organic and natural food) grocers11. If the supercenter can offer more organic product offerings, Whole Foods will suffer.
Changing Industry
According to Willard Bishop, the entire retail food industry generates approximately $1 trillion of revenue in the U.S12. The industry is segmented into three main areas: 1) Traditional Grocery (~47.5% of the total market) 2) Convenience Stores (~15.4% of the total market) and 3) Non-traditional Grocery (~37% of the total market)13. Whole Foods plays in the traditional grocery segment under a subset called fresh format. The fresh format concentrates on a particular food segment—organic and natural foods for Whole Foods. Exhibit 6 shows the breakdown of organic food sales by channel in 2009. According to the OTA, the sale of organic and natural foods through organic and natural food retailers was 47% in 2005—9% higher than in 200914. The OTA says that shifts in organic buying trends to traditional grocers, club stores, and supercenters are attributed to more product availability in those channels, lower prices, and the growth of private-labeled organic products. For availability, the Food Marketing Institute says that 76% of traditional grocery stores now offer some natural and organic food selection15. These shifts in consumer purchasing trends and channels could be trouble for Whole Foods’s future competitive position.
Additionally, there are other environmental factors affecting the industry. The USDA says consumer awareness of organic food benefits is high and will continue to grow. It is estimated that 69% of consumers purchased organic products in 200816. Whole Foods, through its organic and natural foods message, has driven much of the trend towards this food group. Supply for organic and natural foods does not always meet demand, particularly in areas of the country with low organic farms density17. Exhibit 7 shows organic farms by location and size. Most are located in the western U.S. As a result, according to a 2004 USDA study, approximately 38% of organic handlers had to import organic products to meet consumer demand. This effort is compounded by strict USDA procedures and a three year waiting period before a farm can sell certified organic foods18. One of Whole Foods’s largest risks is the ability to get organic products as demand continues and more retailers fight for organic products.
Conclusion
As a first mover, Whole Foods has gained a competitive advantage in the organic foods retail market. However, stiff competition and consumer demand for lower prices will pose a problem for Whole Foods going forward. More competitors will try and imitate Whole Foods’s success model in the organic foods segment. Thus, Whole Foods’s competitive position may be at risk.
Pa
ge 3
o f 1
0
E xh
ib it
1: W
ho le
F oo
ds ’s
R ev
en ue
a nd
M ar
ke t S
ha re
T re
nd 19
,2 0
Pa
ge 4
o f 1
0
E xh
ib it
2: W
ho le
F oo
ds F
in an
ci al
s an
d C
om pa
ri so
n to
C om
pe tit
or s2
1
C om
pa ny
R ev
en ue
s ($
m illi
on s)
R O
A R
O E
Fo rw
ar d
P/ E
Pr of
it M
ar gi
n #
of S
to re
s M
kt /
R ev
R ev
en ue
/ st
or e
($ m
ils )
Lo ca
tio ns
N ot
es W
ho le
F oo
ds M
ar ke
t, In
c. 9,
01 0
7. 25
% 11
.1 4%
2. 73
% 29
9 0.
40 %
30 U
.S .,
C an
ad a,
U .K
. 29
9 St
or es
, U se
s U
ni te
d N
at ur
al F
oo ds
, I nc
. f or
2 7%
o f d
ist rib
ut io
n O
rg an
ic F
oo d
R et
ai le
rs Tr
ad er
J oe
's 6,
50 0
31 0
21 U
.S .
Th e
Fr es
h M
ar ke
t 94
1 37
.4 5
4. 04
% 95
0. 20
% 10
U .S
. A
s of
A pr
il 30
, 2 01
0, it
o pe
ra te
d 95
s to
re s.
U se
s ou
ts ou
rc ed
d ist
rib ut
io n
T ra
di tio
na l G
ro ce
rs
Sa fe
w ay
40 ,9
40 4.
93 %
-2 1.
11 %
12 .3
6 -3
.0 5%
1, 72
5 24
U .S
., C
an ad
a
A s
of D
ec em
be r 3
1, 2
00 9,
S af
ew ay
o pe
ra te
d ap
pr ox
im at
el y
1, 72
5 st
or es
in
C al
ifo rn
ia , O
re go
n, W
as hi
ng to
n, A
la sk
a, C
ol or
ad o,
A riz
on a,
T ex
as , t
he
C hi
ca go
m et
ro po
lit an
a re
a, a
nd th
e M
id -A
tla nt
ic re
gi on
, a s
w el
l a s
B rit
ish
C ol
um bi
a, A
lb er
ta a
nd M
an ito
ba /S
as ka
tc he
w an
.
K ro
ge r
80 ,8
10 5.
69 %
21 .7
6% 11
.2 3
1. 35
% 2,
46 8
33 U
.S A
s of
M ar
ch 9
, 2 01
0, it
o pe
ra te
d 2,
46 8
su pe
rm ar
ke t a
nd m
ul ti-
de pa
rtm en
t st
or es
Su
pe rV
al u
38 ,0
80 4.
08 %
-7 4.
51 %
6. 11
-3 .9
6% 2,
34 9
16 U
.S It
op er
at es
2 ,3
49 tr
ad iti
on al
a nd
h ar
d- di
sc ou
nt re
ta il
fo od
s to
re s
M et
ro In
c.
11 ,3
40 7.
20 %
16 .6
5% 10
.3 2
3. 45
% 60
0 19
C an
ad a
A s
of D
ec em
be r 1
0, 2
00 9,
it o
pe ra
te d
60 0
fo od
s to
re s
an d
25 0
dr ug
st or
es .
W m
M or
ris on
S up
er m
ar ke
ts 16
,0 90
6. 17
% 11
.7 6%
0. 11
3. 57
% 42
5 38
U .K
. A
s of
J an
ua ry
3 1,
2 01
0, it
o pe
ra te
d 42
5 st
or es
.
In gl
es M
ar ke
ts In
c. 3,
39 0
4. 56
% 7.
82 %
0. 94
% 20
0 17
U .S
A s
of S
ep te
m be
r 2 6,
2 00
9, th
e co
m pa
ny o
pe ra
te d
20 0
su pe
rm ar
ke ts
, in
cl ud
in g
73 in
G eo
rg ia
, 6 8
in N
or th
C ar
ol in
a, 3
6 in
S ou
th C
ar ol
in a,
2 0
in
Te nn
es se
e, 2
in V
irg in
ia , a
nd 1
in A
la ba
m a
W in
n- D
ix ie
S to
re s
In c.
7, 21
0 0.
01 %
-0 .2
5% -0
.5 5%
51 4
14 U
.S .
A s
of J
un e
30 , 2
01 0,
it o
pe ra
te d
51 4
st or
es in
5 s
ta te
s in
th e
so ut
he as
te rn
U
ni te
d St
at es
W ei
s M
ar ke
ts , I
nc .
2, 63
0 7.
36 %
9. 93
% 2.
65 %
16 0
16 U
.S .
A s
of D
ec em
be r 3
1, 2
00 9,
it o
pe ra
te d
16 0
re ta
il fo
od s
to re
s co
m pr
isi ng
2 4
st or
es in
M ar
yl an
d, 3
s to
re s
in N
ew J
er se
y, 1
2 st
or es
in N
ew Y
or k,
1 19
st
or es
in P
en ns
yl va
ni a,
a nd
2 s
to re
s in
W es
t V irg
in ia
u nd
er th
e W
ei s
M ar
ke ts
tra
de n
am e
Sa in
sb ur
y' s
20 ,5
50 4.
72 %
14 .5
0% 0.
13 3.
31 %
87 2
24 U
.K .
Th e
co m
pa ny
o pe
ra te
s ap
pr ox
im at
el y
87 2
st or
es c
om pr
isi ng
5 37
su
pe rm
ar ke
ts a
nd 3
35 c
on ve
ni en
ce s
to re
s Te
sc o
58 ,8
80 4.
37 %
17 .9
6% 0.
11 4.
22 %
4, 30
8 14
U .K
. A
s of
M ay
1 , 2
00 9,
it o
pe ra
te d
4, 30
8 st
or es
Su pe
r C
en te
r an
d C
lu bs
W al
-M ar
t ( A
sd a)
41 9,
24 0
8. 86
% 22
.6 9%
12 .5
2 3.
59 %
4, 30
4 97
U .S
., C
an ad
a, U
.K .
A s
of J
an ua
ry 3
1, 2
01 0,
it o
pe ra
te d
80 3
di sc
ou nt
s to
re s,
2 ,7
47 s
up er
ce nt
er s,
15
8 ne
ig hb
or ho
od m
ar ke
ts , a
nd 5
96 S
am s
C lu
bs in
th e
U ni
te d
St at
es ; 4
3 un
its in
A rg
en tin
a, 4
34 in
B ra
zil , 3
17 in
C an
ad a,
2 52
in C
hi le
, 1 70
in C
os ta
R
ic a,
7 7
in E
l S al
va do
r, 16
4 in
G ua
te m
al a,
5 3
in H
on du
ra s,
1 in
In di
a, 3
71 in
Ja
pa n,
1 ,4
69 in
M ex
ic o,
5 5
in N
ic ar
ag ua
, 5 6
in P
ue rto
R ic
o, a
nd 3
71 in
th e
U ni
te d
K in
gd om
, a s
w el
l a s
27 9
st or
es in
th e
Pe op
le s
R ep
ub lic
o f C
hi na
.
C os
tc o
79 ,8
90 5.
51 %
12 .5
2% 19
.1 1.
69 %
56 0
14 3
U .S
., C
an ad
a, U
.K .
A s
of O
ct ob
er 8
, 2 00
9, th
e co
m pa
ny o
pe ra
te d
a ch
ai n
of 5
60 w
ar eh
ou se
s co
m pr
isi ng
4 07
in 4
0 st
at es
a nd
P ue
rto R
ic o,
7 7
in C
an ad
a, 2
1 in
th e
U ni
te d
K in
gd om
, 7 in
K or
ea , 6
in T
ai w
an , a
nd 9
in J
ap an
, a s
w el
l a s
32 w
ar eh
ou se
s in
M ex
ic o
an d
1 in
A us
tra lia
Ta rg
et 66
,9 10
7. 01
% 18
.9 0%
12 .6
9 4.
22 %
1, 74
0 38
U .S
., C
an ad
a A
s of
J un
e 2,
2 01
0, it
o pe
ra te
d 1,
74 0
st or
es in
4 9
st at
es a
nd th
e D
ist ric
t o f
C ol
um bi
a.
Pa
ge 5
o f 1
0
E xh
ib it
3: C
om pe
tit or
A na
ly si
s
Pa
ge 6
o f 1
0
E xh
ib it
4: F
iv e
Fo rc
es A
na ly
si s
of W
ho le
F oo
ds 22
,2 3,
24
A cc
or di
ng to
W ill
ar d
B is
ho p,
a le
ad in
g fo
od re
se ar
ch m
ar ke
tin g
fi rm
, t he
re ta
il fo
od in
du st
ry is
fr ag
m en
te d
am on
g 13
re ta
il fo
rm at
s.
T he
m aj
or c
at eg
or ie
s ar
e tr
ad iti
on al
g ro
ce ry
(w hi
ch in
cl ud
es tr
ad iti
on al
s up
er m
ar ke
ts , f
re sh
fo rm
at s
to re
s, li
m ite
d- as
so rt
m en
t s to
re s,
su
pe r w
ar eh
ou se
, a nd
o th
er s
m al
l g ro
ce rs
), co
nv en
ie nc
e st
or es
, a nd
n on
-t ra
di tio
na l g
ro ce
rs (w
hi ch
in cl
ud es
w ho
le sa
le c
lu bs
, su
pe rc
en te
rs , d
ol la
r s to
re s,
d ru
g st
or es
, m as
s st
or es
, a nd
m ili
ta ry
s to
re s)
. T
he in
du st
ry is
e xp
ec te
d to
g ro
w o
nl y
2. 39
% C
A G
R o
ve r t
he
ne xt
fi ve
y ea
rs .
T he
F re
sh F
or m
at c
at eg
or y
in w
hi ch
W ho
le F
oo ds
, T he
F re
sh M
ar ke
t, an
d ot
he r s
im ila
r c om
pe tit
or s
pl ay
is e
xp ec
te d
to g
ro w
a t 1
.7 %
C A
G R
. C
us to
m er
tr en
ds , a
lth ou
gh s
hi ft
in g
to w
ar ds
n at
ur al
a nd
o rg
an ic
o ff
er in
gs , s
ho w
c on
ce rn
fo r l
ow er
c os
t a nd
m
or e
co nv
en ie
nt lo
ca tio
ns fo
r f oo
d ne
ed s.
W ill
ar d
B is
ho p’
s re
se ar
ch in
di ca
te s
th at
th e
fa st
es t g
ro w
in g
re ta
il fo
rm at
s w
ill b
e su
pe rc
en te
rs s
uc h
as W
al -M
ar t a
nd T
ar ge
t, as
w el
l a s
lim ite
d- as
so rt
m en
t g ro
ce rs
s uc
h as
A ld
i, Tr
ad er
J oe
’s , a
nd S
m ar
t & F
in al
. P
ot en
ti al
E nt
ra nt
s: D
ue to
th e
re la
tiv el
y la
rg e
am ou
nt o
f cu
rr en
t p la
ye rs
, e nt
ry b
ar ri
er s
ap pe
ar ra
th er
lo w
in th
e re
ta il
fo od
s ec
to r a
t t he
s m
al le
r e nd
a nd
in cr
ea se
s lig
ht ly
w ith
th e
nu m
be r o
f S K
U s,
a nd
th us
in te
ra ct
io ns
w ith
s up
pl ie
rs a
re
ne ce
ss ar
y. E
xi st
in g
su pe
rm ar
ke ts
s uc
h as
K ro
ge r,
Pu bl
ix , a
nd
Sa fe
w ay
h av
e lo
w er
b ar
ri er
s to
e nt
ry c
om pa
re d
to n
ew
or ga
ni c
an d
na tu
ra l f
oo d
re ta
ile rs
a s
th ey
a re
a lr
ea dy
in th
e fo
od re
ta il
bu si
ne ss
. T
he s
up er
ce nt
er is
th e
fa st
es t g
ro w
in g
fo od
re ta
il se
gm en
t a nd
h as
e ve
n lo
w er
b ar
ri er
s to
e nt
ry d
ue
to th
e vo
lu m
e pu
rc ha
si ng
p ow
er a
nd a
lr ea
dy s
tr on
g cu
st om
er
ba se
.
B uy
er s:
C om
pa re
d w
ith th
e tr
ad iti
on al
re ta
il fo
od in
du st
ry , t
he o
rg an
ic a
nd n
at ur
al fo
od
se gm
en t h
as le
ss b
uy er
p ow
er s
in ce
th er
e ar
e fe
w er
re ta
ile rs
th at
o ff
er c
om pl
et e
of fe
ri ng
s.
A s
a re
su lt,
W ho
le F
oo ds
c an
p as
s pr
ic es
al
on g
to c
us to
m er
s in
th is
s eg
m en
t.
C us
to m
er s
ar e
be gi
nn in
g to
h av
e so
m e
ch oi
ce
an d
th us
a re
e xe
rt in
g do
w nw
ar d
pr es
su re
o n
pr ic
es .
Su pp
lie rs
: I n
or ga
ni c
an d
na tu
ra l f
oo ds
, s up
pl ie
rs h
av e
a lit
tle
m or
e po
w er
th an
th e
tr ad
iti on
al fo
od s
pa ce
. A
cc or
di ng
to th
e U
SD A
, c us
to m
er d
em an
d is
d ri
vi ng
o rg
an ic
fo od
s al
es , a
nd
de m
an d
of te
n ex
ce ed
s su
pp ly
. Fa
rm er
s ar
e st
ru gg
lin g
to k
ee p
up w
ith d
em an
d an
d as
a re
su lt
ha ve
a h
ig he
r a dv
an ta
ge d
ue
to th
e re
la tiv
el y
lo w
n um
be r o
f o rg
an ic
fa rm
s. T
he re
a re
tw o
m ai
n re
as on
s fo
r t he
s ho
rt ag
es o
f o rg
an ic
fa rm
s: 1
) t he
U SD
A
re qu
ir es
a th
re e-
ye ar
w ai
tin g
pe ri
od b
ef or
e a
fa rm
’s y
ie ld
c an
be
s ol
d as
o rg
an ic
2 ) f
ar m
er s
ar e
re lu
ct an
t t o
ch an
ge s
tr at
eg y
to a
ri sk
y in
ve st
m en
t t ha
t m ay
n ot
p an
o ut
o r t
ur n
ou t t
o be
a
fa d.
O rg
an ic
fa rm
s an
d na
tu ra
l f oo
d pr
od uc
er s
ha ve
h ig
he r
co st
s du
e to
th e
ec on
om ie
s of
s ca
le fo
r p ro
du ct
io n
(i .e
. f re
e- ra
ng e
ch ic
ke ns
n ee
d lo
ts o
f l an
d to
p ro
du ce
m as
se s)
. M
ik e
Po lle
n, a
ut ho
r o f T
he O
m ni
vo re
’s D
ile m
m a,
a rg
ue s
th at
pr
oc es
se d
fo od
c os
t i s
ar tif
ic ia
lly lo
w d
ue to
g ov
er nm
en t
su bs
id ie
s an
d m
as s
en gi
ne er
in g
ef fo
rt s.
H e
ar gu
es th
at
or ga
ni c
pr ic
es m
or e
ac cu
ra te
ly re
fl ec
t r ea
l f oo
d pr
ic es
.
Su bs
ti tu
te s:
R et
ai l o
ut le
ts w
ith c
om pl
et e
of fe
ri ng
s of
o rg
an ic
a nd
n at
ur al
fo od
p ro
du ct
s ar
e un
de rd
ev el
op ed
fo r c
on su
m er
d em
an d.
A
s a
re su
lt, fe
w er
s ub
st itu
te s
ex is
t f or
o rg
an ic
an
d na
tu ra
l f oo
ds .
A s
ot he
r r et
ai le
rs d
ev el
op
m or
e co
m pl
et e
lin es
o f o
rg an
ic fo
od p
ro du
ct s,
su
bs tit
ut es
w ill
b ec
om e
m or
e pr
ev al
en t.
Pa
ge 7
o f 1
0
E xh
ib it
5: W
ho le
F oo
ds C
ap ab
ili ty
A na
ly si
s2 5
Pa
ge 8
o f 1
0
E xh
ib it
6: U
.S . O
rg an
ic F
oo d
Sa le
s by
C ha
nn el
(2 00
9) 26
Pa
ge 9
o f 1
0
E xh
ib it
7: O
rg an
ic F
ar m
s by
L oc
at io
n, N
um be
r, an
d A
cr ea
ge (2
00 8)
27
Pa
ge 1
0 of
1 0
1 “ U .S . O
rg an ic In du
st ry O ve rv ie w .” O rg an
ic T ra de
A ss oc ia tio
n. W
eb . 2 3 Ja nu
ar y 20 11 .
w w w .o ta .c om
/p ic s/ do
cu m en
ts /2 01 0O
rg an ic In du
st ry Su rv ey Su m m ar y. pd
f. 2 “ Fr om
E ur op
e to th
e M id dl e Ea st , O
rg an ic Is G ro w in g. ” N ut rit io n Bu
si ne ss Jo
ur na
l. W
eb 2 1 Ja nu
ar y 20 11 .
ht tp :/ /s ub
sc ri be
rs .n ut ri tio
nb us in es sj ou
rn al .c om
/n ut ri tio
n‐ in du
st ry /1 10 1‐ eu
ro pe
‐m id dl e‐ ea st ‐o rg an ic ‐
gr ow
in g/ w al l.h tm
l? re tu rn =h
tt p: // su bs cr ib er s. nu
tr iti on
bu si ne
ss jo ur na l.c om
/n ut ri tio
n‐ in du
st ry /1 10 1‐ eu
ro pe
‐m id dl e‐ ea st ‐o rg an ic ‐g ro w in g/ in de
x. ht m l.
3 “ U .S . O
rg an ic In du
st ry O ve rv ie w .”
4 “ A nn
ua l S ta ke ho
ld er s' R ep
or t 2
01 0. ” W ho
le F oo
ds M
ar ke t. W eb
2 1 Ja nu
ar y 20 11 . h tt p: // w w w .w ho
le fo od
sm ar ke t. co m /c om
pa ny /p df s/ 20 10 _1 0k .p df .
5 “ A nn
ua l S ta ke ho
ld er s' R ep
or t 2
01 0. ”
6 D im
itr i, Ca ro ly n. O be
rh ol tz er , L yd ia . “ M ar ke tin
g U .S . O
rg an ic F oo
ds : R
ec en
t T re nd
s Fr om
F ar m s to C on
su m er s. ” U ni te d St at es D ep ar tm
en t o
f A gr ic ul tu re .
Se pt em
be r 20 09
. W eb
. 2 3 Ja nu
ar y 20 11 . < h tt p: // w w w .e rs .u sd a. go v/ pu
bl ic at io ns /e ib 58 /> .
7 “ A nn
ua l S ta ke ho
ld er s' R ep
or t 2
01 0. ”
8 W ho
le F oo
ds M
ar ke t. W
eb . 2 4 Ja nu
ar y 20 11 . h tt p: // w w w .w ho
le fo od
sm ar ke t. co m /.
9 S to lb er g, S he
ry l. “W
al ‐M
ar t S hi ft s St ra te gy T o Pr om
ot e H ea lth
y Fo od
s. ” Th e N ew
Y or k Ti m es . 2 0 Ja nu
ar y 20 11 . W
eb . 2 2 Ja nu
ar y 20 11 .
ht tp :/ /w
w w .n yt im
es .c om
/2 01 1/ 01
/2 0/ bu
si ne
ss /2 0w
al m ar t. ht m l.
10 P ub
lix . W
eb . 2 4 Ja nu
ar y 20 11 . h tt p: // w w w .p ub
lix .c om
/w el ln es s/ gr ee nw
is e/ H om
e. do
. 11 F ry , C ha d. “ Th e Fu tu re o f F oo
d Re
ta ili ng .” W
ill ar d Bi sh op
. J un
e 20 10 . W
eb . 2 2 Ja nu
ar y 20 11
. ht tp :/ /w
w w .w ill ar db
is ho
p. co m /c om
p_ ed
ge .p hp
. 12 F ry , C ha d. “ Th e Fu tu re o f F oo
d Re
ta ili ng .”
13 F ry , C ha d. “ Th e Fu tu re o f F oo
d Re
ta ili ng .”
14 “ U .S . O
rg an ic In du
st ry O ve rv ie w .” O rg an
ic T ra de
A ss oc ia tio
n.
15 “ Th e Fr es h M ar ke t, In c. F or m 4 24 B4
.” W
eb . 2 4 Ja nu
ar y 20 01 . h tt p: // se cw
at ch .c om
/t fm
/4 24 b4
/p ro sp ec tu /2 01 0/ 11 /5 /7 42 16 56 .
16 D im
itr i, Ca ro ly n. O be
rh ol tz er , L yd ia . “ M ar ke tin
g U .S . O
rg an ic F oo
ds : R
ec en
t T re nd
s Fr om
F ar m s to C on
su m er s. ”
17 G re en
e, C at he
ri ne
. M cB ri de
, W ill ia m . S la tt er y, E dw
ar d. “ A m er ic a’ s O rg an ic F ar m er s Fa ce Is su es a nd
O pp
or tu ni tie
s. ” U ni te d St at es D ep ar tm
en t o
f A gr ic ul tu re .
W eb
2 3 Ja nu
ar y 20 11 . h tt p: // w w w .e rs .u sd a. go v/ A m be
rW av es /j un
e1 0/ Fe at ur es /A m er ic as O rg an ic Fa rm
er s. ht m .
18 G re en
e, C at he
ri ne
. M cB ri de
, W ill ia m . S la tt er y, E dw
ar d. “ A m er ic a’ s O rg an ic F ar m er s Fa ce Is su es a nd
O pp
or tu ni tie
s. ”
19 “ A nn
ua l S ta ke ho
ld er s' R ep
or t 2
01 0. ”
20 “ U .S . O
rg an ic In du
st ry O ve rv ie w .”
21 Y ah oo
F in an ce . Y ah
oo . W
eb 2 2 Ja nu
ar y 20 11 . h tt p: // fin
an ce .y ah oo
.c om
/.
22 F ry , C ha d. “ Th e Fu tu re o f F oo
d Re
ta ili ng .” W
ill ar d Bi sh op
. J un
e 20 10 . W
eb . 2 2 Ja nu
ar y 20 11
. ht tp :/ /w
w w .w ill ar db
is ho
p. co m /c om
p_ ed
ge .p hp
. 23 D im
itr i, Ca ro ly n. O be
rh ol tz er , L yd ia . “ M ar ke tin
g U .S . O
rg an ic F oo
ds : R
ec en
t T re nd
s Fr om
F ar m s to C on
su m er s. ”
24 M
ic ha el P ol la n. “ U nh
ap py
M ea ls .” T he
N ew
Y or k Ti m es M
ag az in e. 2 00 7 Ja nu
ar y 20 07 . W
eb . 2 3 Ja nu
ar y 20 11
. <
ht tp :/ /w
w w .n yt im
es .c om
/2 00 7/ 01 /2 8/ m ag az in e/ 28 nu
tr iti on
is m .t .h tm
l? _r =1 & sc p=
1& sq =u
nh ap py % 20 m ea ls & st =c se >.
25 W
ho le F oo
ds M
ar ke t. W
eb . 2 4 Ja nu
ar y 20 11 . h tt p: // w w w .w ho
le fo od
sm ar ke t. co m /.
26 F ry , C ha d. “ Th e Fu tu re o f F oo
d Re
ta ili ng .”
27 G re en
e, C at he
ri ne
. M cB ri de
, W ill ia m . S la tt er y, E dw
ar d. “ A m er ic a’ s O rg an ic F ar m er s Fa ce Is su es a nd
O pp
or tu ni tie
s. ”
