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  • September 2014 (Revised June 2016)
  • Case
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Whole Foods: The Path to 1,000 Stores

By: David F. Drake, Ryan W. Buell, Melissa Barton, Taylor Jones, Katrina Keverian and Jeffrey Stock
  • Format:Print
  • | Language:English
  • | Pages:20
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Abstract

The case examines the operations strategy of Whole Foods, one of the largest natural grocery chains in the United States. In late 2013, Whole Foods was expanding rapidly, with a publicly-stated goal of growing from 351 to 1,000 domestic stores by 2022. It was also engaged in a strategic initiative to combat "food deserts"—areas with limited access to affordable and nutritious food. In pursuit of these initiatives, the company's rapid entry into a heterogeneous set of new markets necessitated a reexamination of its store format, target customer base, and approach to human capital.

Keywords

Human Capital; Food; Expansion; Market Entry and Exit; Operations; Strategy; Retail Industry; Food and Beverage Industry; United States

Citation

Drake, David F., Ryan W. Buell, Melissa Barton, Taylor Jones, Katrina Keverian, and Jeffrey Stock. "Whole Foods: The Path to 1,000 Stores." Harvard Business School Case 615-019, September 2014. (Revised June 2016.)
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About The Author

Ryan W. Buell

Technology and Operations Management
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Related Work

    • September 2014 (Revised June 2016)
    • Faculty Research

    Whole Foods: The Path to 1,000 Stores

    By: David F. Drake, Ryan W. Buell, Melissa Barton, Taylor Jones, Katrina Keverian and Jeffrey Stock
Related Work
  • Whole Foods: The Path to 1,000 Stores By: David F. Drake, Ryan W. Buell, Melissa Barton, Taylor Jones, Katrina Keverian and Jeffrey Stock
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