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AMF Consulting
“Always Innovative. Always Competitive. Always Moving Forward.”
Our Mission
 A team of dynamic professionals who specialize in developing
innovative strategies for our clients enabling them to
differentiate themselves from competitors and achieve
sustainable growth by seizing elevated opportunities,
allowing them to be Always Moving Forward.
"Always Innovative. Always Competitive. Always Moving Forward."
AMF Organizational Chart
Dureeti Gaga,
Founder & CEO
Praise Mafe, VP of
Strategic
Development &
Industry Analytics
Milkessa Gaga, VP
of Marketing
Bonna Dabala, VP
of Financial
Strategy
Savoy Davis, VP of
Corporate
Reputation
Agenda
 Company Overview
 Strategic & Internal Analysis
 SWOT
 PEST
 Porter’s Five Forces
 Financial Analysis
 Financial Comparison of Select Grocery Stores
 Financial Trends – Whole Foods (2011 to 2014)
 Recommendation
 Financial Predictions
 Projected Income Statement
 Projected Balance Sheet
 Summary
 Q&A
Company Overview
Bonna Dabala
Company Overview
Whole Foods Market: America's Healthiest
Grocery Store
 Whole People, Whole Planet
 #1 Organic Food Retailer in the World
 Pioneered Organic Movement
 Achieved Rapid Growth in 1990s Through Mergers &
Acquistions
 Celebrated 18 Consecutive Years as one of the 'Best
Companies to Work For' in 2015
Objective
 Scale up to 1,000 US Stores by 2022 while
managing all elements surrounding Whole Foods'
operational model.
 Innovate & Challenge Whole Food's Approach to
People, Process, and Technology
 Whole People, Whole Planet, Whole Experience.
Strategic & Internal
Analysis
Dureeti Gaga & Praise Mafe
SWOT
Strengths
• Consumer Loyalty &
Employee Engagement
• Consistent Quality
• Mergers & Acquisitions
• International Presence
• Brand Recognition
Weaknesses
• Negative Brand Perception
• Shopping Experience
• Locations
• Cannibalization
• Commanding Price Tag
• Lower-Cost Chain Strategy
Opportunities
• Strategic Locations
• 1,000 Store Goal & Social
Mission
• Millennial Marketing
• Health & Wellness Trend
Threats
• Competitors
• Discount Supermarkets
offer more alternative
products
• Some organic stores, such
as Kroger’s, have price &
quality advantage
PEST
Political
Factors
• Wages
Economical
Factors
• Locations
• Labor Costs
• Efficiency
• Infrastructure
quality
• Unemployment
rate
• Smaller Stores
Social Factors
• Culture
• Attitude/
Education
• New ads (TV,
Mobile, Online)
Technological
Factors
• How can Whole
Foods create
easy shopping
for customers?
• Apps,
barcode
readers,
Online/
delivery
options
Porter’s Five Forces
Competitive Rivalry:
Quality of other markets with
chains
Customer Loyalty to good and
cheaper products
Threat of New Entry:
Economies of cities new
stores will be located.
Mindset of Whole
Foods.
Buyer Power:
Price Sensitivity: the
price of products may
depend on location
Threat of Substitution:
If the original experience of
Whole Foods is substituted
with a different approach it
may affect the amount of
customers that shop at WF.
Supplier Power:
Unique programs for
consumers to build
connections
Ability to substitute
GMO foods with
Organic Foods
Financials
Bonna Dabala
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
COGS Gross Profit Operating Expense Operating Income
Financial Comparison of Select Grocery Retailers, 2012
Whole Foods Costco Krogers Publix Industry Average
Source: Company annual reports, S&P Capital IQ: Industry Surveys, Supermarkets & Drugstores
Whole Foods Financial Trends: 2011 -
2014
Sales
 Sales
Profit
Trend Notes: The Whole Foods
revenue differences from 2011 -
2014 had considerable positive
jumps.
Trend Notes: The net income
changes from 2011 - 2014 are
positive boosts, yet Whole Foods
only had a 4% profit out of their
total revenue.
Recommendations
AMF Consulting
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Steady Expansion
Store Expansion Strategy
Store Size
Mix of
Smaller
& Larger
Stores
Geographic Segmentation
Suburban
College
Towns
Urban
Millennial
Boomtowns
Food
Deserts
Steady Expansion
Small Stores
Size: 18,000 to 30,000 sq. ft.
Supports Community Outreach
Introduces New Customers
Cost Effective
Percent of 1,000 Stores: 60%
Large Stores
Size: 35,000 to 45,000 sq. ft.
Supports Loyal Customers
Percent of 1,000 Stores: 40%
Overall Value
Small Stores allow Whole Foods to Reinvest in
Shopping Experience & Alleviate Showrooming
Community Outreach: Education &
Participation
College Towns &
Small Suburbs
• Small Stores
• Percent of 1,000
Locations: 30%
Food Deserts
• Small Stores
• Percent of 1,000
Locations: 30%
Millennial
Boomtowns
• Large Stores
• Percent of 1,000
Locations: 40%
Expansion Timeline
• Approximately 300 Locations in 2015
• Growth Strategy: 15 Locations Per QuarterPhase I: 2015-2016
• Approximately 360 Locations in 2016
• Growth Strategy: 22 Locations Per QuarterPhase II: 2016-2018
• Approximately 536 Locations in 2018
• Growth Strategy: 29 Locations Per QuarterPhase III: 2018-2020
• Approximately 768 Locations in 2020
• Growth Strategy: 30 Locations Per QuarterPhase IV: 2020-2022
• Achieve 1,000+ Locations at end of 2022
Final Year: 2022
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Maintain Customer Relationships
Listen
Experiment
&
Implement
Customer
Feedback
Site
Retargeting
Improve Relevancy
Bend Brand Television
Ads
Roll Out
Loyalty
Programs
Regular
Customer
Newslette
r Emails
Unexpected
Gifting
Offer
Discounts
to Return
• Current: 300
• Growth Goal: 15 Stores Per Quarter
• End: 360
Phase I: 2015-2016
Maintain Customer Relationships
Current
Customer
• 18-40 years old
• Affluent
• White
• Health &
Environmentally
conscious
• Working Parent
• Shops for Food
• Lives in Suburbs
Target Customer
• 18-30 years old
• College-Educated
• Budget Conscious
• Diverse
• Health &
Environmentally
conscious
• Tech Savvy
• Single
• Shops for Experience
• Live in Urban Areas
Maintain Customer Relationships: Site
Retargeting
Right
People
Audience
Segmentation:
•Current vs. Target
Customer
Targeting:
• Demographic
• Geographic
Right Ads
Online Display
Ads
Well-branded,
Creative Banner
Ads
Right
Places
Social Media
Sites
•Facebook
•Twitter
Search Engines
•Google
•Yahoo
Other
•YouTube
•Amazon
Maintain Customer Relationship: TV
Advertising
The Most Expensive
Option
• $50,000-$750,000 to
produce
• $35,000-$2 million to air
Reaches Large Audience
(96.1% own a T.V. Set)
Maintain Customer Relationships:
Bending the Brand
Bending the
Brand
Quality
• Keeping Brand
Promise
Selection
• New 365 Stores Offer
More Choices
• Non-GMO
Service
•Loyalty Program
•Unexpected Gifting
•Other Discounts
Value
• Extending Values
Matter Campaign
Maintain Customer Relationships:
Extending Loyalty Program
 The Changes
Community Outreach
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Recruit Right & Redefine Engagement
Hire Fewer Employees
In-Store
Invest in Effective Practices,
Training & Professional
Development
Recruit Right People
Corporate
Strengthen IT Department
Phase IV: 2020-2022
Current: 768
Growth Goal: 30 Stores Per Quarter
End: 1,008
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Omni-Channel Marketing
Leverage Technology
Stores Online Social Mobile
Redesign
Customer
Experience
Online Offline
Phase III: 2018-2020
Current: 536
Growth Goal: 29 Stores Per Quarter
End: 768
Why Omni-Channel?
Age of the
Customer
Whenever Wherever Anyhow
Any
Device
Goal
Re-Engage Customers • More than just price
• Market the experience
Omni-Channel Marketing: Store
The Difference
Smaller stores
Offers basic items
Lower price points
Introduces WF’s
brand and ideals
Omni-Channel Marketing: Online
Streaming
 40% of U.S. homes are subscribed to a streaming
service
Omni-Channel Marketing: Mobile
 Whole Foods Mobile App
Sign up with Email and Location
Push-Notifications
Ex: Coupons, Deals, and Information on
produce
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Retailing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Community Outreach & Corporate
Sustainability
Education &
Participation
Regional
Service &
Advocacy
Campaigns
Launch Mobile
Apps That
Keeps
Customers
Updated On
Regional Issues
Defined Goals
& Transparency
Implement
Strategic
Sustainability
Plan
Offer
Sustainability
Report
Phase II: 2016-2018
Current: 360
Growth Goal: 22 Stores Per Quarter
End: 536
Community Outreach: Education &
Participation
College Towns &
Small Suburbs
• Issue: Local Food
System
• Campaign: Buy Local,
Buy Often
Millennial
Boomtowns
• Issue: Food Safety
• Campaign: Prevent
Contamination
Food Deserts
• Issue: Food Access
& Security
• Campaign: Food
Justice
Goal
Strengthen Customer Engagement & Brand Reputation
Corporate Sustainability: Defined Goals & Transparency
Define
Sustainability
• Identify key
areas of
interest
related to
Mission &
Vision
Transparency
& Goal
Setting
• Specify Goals
• Discuss goals
among top
management
Strategies
Moving
Forward
• Set
Implementati
on Strategies
• Prepare
Evaluation &
Monitor
Metrics
Implement
Strategy
Monitor &
Report
Results
• Third-Party
Verification
• Publication
of
Sustainability
Report
Recommendation:
Phased Approach
Dureeti Gaga
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
Phase I:
2015-2016
Steady
Expansion
Implemented
Maintain
Customer
Relationships
Achieve Steady
Growth &
Encourage
Loyalty
Phase II:
2016-2018
Steady
Expansion
Recruit Right
& Redefine
Engagement
Maintain
Growth,
Employee
Engagement &
Fortified
Corporate IT
Phase III:
2018-2020
Steady
Expansion
Omni-Channel
Marketing
Maintain
Growth, Gain
Global Exposure
& Organizational
Flexibility
Phase IV:
2020-2022
Steady
Expansion
Concluding
Community
Outreach &
Sustainability
Growth Goal
Reached &
Brand
Reputation
Strengthened
Recommendation: Phased Approach
Financial Predictions
Bonna Dabala
Projected Income Statement
$ in Millions (except for
share amounts and net
earnings)
Phase I: 2015-2016 Phase II:2016-2018 Phase III: 2018-2020 Phase IV: 2020-2022
Sales 17,032.80 B 23,845.92 B 40,538.06 B 72, 968.51 B
Investment & other
income
13 M 13 M 16 M 17 M
Total Revenues or Sales 17,045.80 B 23.858.92 B 40,554.06 B 72,985.51 B
Cost of Goods Sold 10,009.6 B 10,869.2 B 11,728.8 B 12,588.4 B
Operating Income 5,559.6 B 6,063.2 B 6,566.8 B 7,070.4 B
Operating Expenses 4,411.7 B 4,727.7 B 5,063 B 5,369.9 B
Earnings Before Interest,
Taxes, Depreciation &
Amortization (MG)
1,076 B 1,206 B 1,336 B 1,466 B
Earnings Before Interest
& Taxes (MG)
1,076 B 1,206 B 1,336 B 1,466 B
Net Income Before Taxes
(MG)
1,704.6 B 1,203.2 B 1,331.8 B 1,460.4 B
Net Income After Taxes
(BD)
655 M 731 M 807 M 883 M
Number of Shares
Outstanding (BD)
373.6 379.2 384.8 390.4
Net Earnings per Share (BD) $1.76 $1.95 $2.14 $2.33
Projected Balance Sheet
As of December 31st, 2022
Net Working Capital $254 M
Total Assets $7,481 B
Long Term Debt $102.67 M
Steady
Expansion
Maintain
Customer
Relationships
Recruit Right
& Redefine
Engagement
Omni-
Channel
Marketing
Community
Outreach &
Corporate
Sustainability
1,000+ Stores Achieved
“
”
Always Innovative. Always
Competitive. Always Moving
Forward.
Q & A
Thank You!
Twin Cities LOT Chapter
Ani Loizzo, Whole Foods Culinary Director
K&G
Appendix
Food Desert Strategy
Food Desert: Fast Facts
What Are Food Deserts?
• Geographic areas with limited access to healthy food options.
Statistics
• Approximately 23.5 M live in food deserts
• Half are low-income
• About 2.3 M live in low-income, rural areas more than 10 miles away from
a supermarket
Example Locations
• Chicago
• Los Angeles
• New York City
College Towns
Millennial Boomtowns
AMFConsulting_WholeFoods_LOTCase2015_Rice
Millennial Marketing
Site Retargeting
Omni-Channel Marketing: Redesign
Customer Experience
AMFConsulting_WholeFoods_LOTCase2015_Rice
Image Sources
 www.simpli.fi
 http://heidicohen.com/wp-content/uploads/nielsen-millennial-report-feb-2014-US-Concentration.jpg
 http://www.meatpoultry.com/~/media/ImagesNew/MeatPoultry/Features_2014/Millennials_Infographic.ashx
 http://searchvalue.co/wp-content/uploads/2014/09/omni-channel-experience.jpg
 http://4.bp.blogspot.com/-
LrHpo5F3AcE/UIXArYtpYrI/AAAAAAAApZU/PKG0o3XRvWs/s1600/Lines+between+offline+and+online+shopping+blurring.png
 http://blog.legacyvacationresorts.com/wp-content/uploads/2014/11/black-family-watching-tv-thumb-400xauto-12483.jpg
 http://blogs.independent.co.uk/wp-content/uploads/2011/12/family-watching-tv201.jpg
 https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcTrnBdKu2WYZU-viw8IUZ8mO_I2hpQmPZF7m9d_E8UR4OkbEacPrw
 http://blogs-images.forbes.com/joelkotkin/files/2014/07/f835676da14f4787d14ad2ea731e36a8_3467.jpg
 http://d1jrw5jterzxwu.cloudfront.net/sites/default/files/article_media/hungry-food-desert-istockphoto.jpeg
 http://i.cdn.turner.com/cnn/2009/TRAVEL/11/02/college.towns/t1larg.burlington.jpg
 http://media.wholefoodsmarket.com/public/upload/images/general/365_WFM_Logo_(mainimage).jpg

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AMFConsulting_WholeFoods_LOTCase2015_Rice

  • 1. AMF Consulting “Always Innovative. Always Competitive. Always Moving Forward.”
  • 2. Our Mission  A team of dynamic professionals who specialize in developing innovative strategies for our clients enabling them to differentiate themselves from competitors and achieve sustainable growth by seizing elevated opportunities, allowing them to be Always Moving Forward. "Always Innovative. Always Competitive. Always Moving Forward."
  • 3. AMF Organizational Chart Dureeti Gaga, Founder & CEO Praise Mafe, VP of Strategic Development & Industry Analytics Milkessa Gaga, VP of Marketing Bonna Dabala, VP of Financial Strategy Savoy Davis, VP of Corporate Reputation
  • 4. Agenda  Company Overview  Strategic & Internal Analysis  SWOT  PEST  Porter’s Five Forces  Financial Analysis  Financial Comparison of Select Grocery Stores  Financial Trends – Whole Foods (2011 to 2014)  Recommendation  Financial Predictions  Projected Income Statement  Projected Balance Sheet  Summary  Q&A
  • 6. Company Overview Whole Foods Market: America's Healthiest Grocery Store  Whole People, Whole Planet  #1 Organic Food Retailer in the World  Pioneered Organic Movement  Achieved Rapid Growth in 1990s Through Mergers & Acquistions  Celebrated 18 Consecutive Years as one of the 'Best Companies to Work For' in 2015
  • 7. Objective  Scale up to 1,000 US Stores by 2022 while managing all elements surrounding Whole Foods' operational model.  Innovate & Challenge Whole Food's Approach to People, Process, and Technology  Whole People, Whole Planet, Whole Experience.
  • 9. SWOT Strengths • Consumer Loyalty & Employee Engagement • Consistent Quality • Mergers & Acquisitions • International Presence • Brand Recognition Weaknesses • Negative Brand Perception • Shopping Experience • Locations • Cannibalization • Commanding Price Tag • Lower-Cost Chain Strategy Opportunities • Strategic Locations • 1,000 Store Goal & Social Mission • Millennial Marketing • Health & Wellness Trend Threats • Competitors • Discount Supermarkets offer more alternative products • Some organic stores, such as Kroger’s, have price & quality advantage
  • 10. PEST Political Factors • Wages Economical Factors • Locations • Labor Costs • Efficiency • Infrastructure quality • Unemployment rate • Smaller Stores Social Factors • Culture • Attitude/ Education • New ads (TV, Mobile, Online) Technological Factors • How can Whole Foods create easy shopping for customers? • Apps, barcode readers, Online/ delivery options
  • 11. Porter’s Five Forces Competitive Rivalry: Quality of other markets with chains Customer Loyalty to good and cheaper products Threat of New Entry: Economies of cities new stores will be located. Mindset of Whole Foods. Buyer Power: Price Sensitivity: the price of products may depend on location Threat of Substitution: If the original experience of Whole Foods is substituted with a different approach it may affect the amount of customers that shop at WF. Supplier Power: Unique programs for consumers to build connections Ability to substitute GMO foods with Organic Foods
  • 13. 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% COGS Gross Profit Operating Expense Operating Income Financial Comparison of Select Grocery Retailers, 2012 Whole Foods Costco Krogers Publix Industry Average Source: Company annual reports, S&P Capital IQ: Industry Surveys, Supermarkets & Drugstores
  • 14. Whole Foods Financial Trends: 2011 - 2014 Sales  Sales Profit Trend Notes: The Whole Foods revenue differences from 2011 - 2014 had considerable positive jumps. Trend Notes: The net income changes from 2011 - 2014 are positive boosts, yet Whole Foods only had a 4% profit out of their total revenue.
  • 17. Steady Expansion Store Expansion Strategy Store Size Mix of Smaller & Larger Stores Geographic Segmentation Suburban College Towns Urban Millennial Boomtowns Food Deserts
  • 18. Steady Expansion Small Stores Size: 18,000 to 30,000 sq. ft. Supports Community Outreach Introduces New Customers Cost Effective Percent of 1,000 Stores: 60% Large Stores Size: 35,000 to 45,000 sq. ft. Supports Loyal Customers Percent of 1,000 Stores: 40% Overall Value Small Stores allow Whole Foods to Reinvest in Shopping Experience & Alleviate Showrooming
  • 19. Community Outreach: Education & Participation College Towns & Small Suburbs • Small Stores • Percent of 1,000 Locations: 30% Food Deserts • Small Stores • Percent of 1,000 Locations: 30% Millennial Boomtowns • Large Stores • Percent of 1,000 Locations: 40%
  • 20. Expansion Timeline • Approximately 300 Locations in 2015 • Growth Strategy: 15 Locations Per QuarterPhase I: 2015-2016 • Approximately 360 Locations in 2016 • Growth Strategy: 22 Locations Per QuarterPhase II: 2016-2018 • Approximately 536 Locations in 2018 • Growth Strategy: 29 Locations Per QuarterPhase III: 2018-2020 • Approximately 768 Locations in 2020 • Growth Strategy: 30 Locations Per QuarterPhase IV: 2020-2022 • Achieve 1,000+ Locations at end of 2022 Final Year: 2022
  • 22. Maintain Customer Relationships Listen Experiment & Implement Customer Feedback Site Retargeting Improve Relevancy Bend Brand Television Ads Roll Out Loyalty Programs Regular Customer Newslette r Emails Unexpected Gifting Offer Discounts to Return • Current: 300 • Growth Goal: 15 Stores Per Quarter • End: 360 Phase I: 2015-2016
  • 23. Maintain Customer Relationships Current Customer • 18-40 years old • Affluent • White • Health & Environmentally conscious • Working Parent • Shops for Food • Lives in Suburbs Target Customer • 18-30 years old • College-Educated • Budget Conscious • Diverse • Health & Environmentally conscious • Tech Savvy • Single • Shops for Experience • Live in Urban Areas
  • 24. Maintain Customer Relationships: Site Retargeting Right People Audience Segmentation: •Current vs. Target Customer Targeting: • Demographic • Geographic Right Ads Online Display Ads Well-branded, Creative Banner Ads Right Places Social Media Sites •Facebook •Twitter Search Engines •Google •Yahoo Other •YouTube •Amazon
  • 25. Maintain Customer Relationship: TV Advertising The Most Expensive Option • $50,000-$750,000 to produce • $35,000-$2 million to air Reaches Large Audience (96.1% own a T.V. Set)
  • 26. Maintain Customer Relationships: Bending the Brand Bending the Brand Quality • Keeping Brand Promise Selection • New 365 Stores Offer More Choices • Non-GMO Service •Loyalty Program •Unexpected Gifting •Other Discounts Value • Extending Values Matter Campaign
  • 27. Maintain Customer Relationships: Extending Loyalty Program  The Changes Community Outreach
  • 29. Recruit Right & Redefine Engagement Hire Fewer Employees In-Store Invest in Effective Practices, Training & Professional Development Recruit Right People Corporate Strengthen IT Department Phase IV: 2020-2022 Current: 768 Growth Goal: 30 Stores Per Quarter End: 1,008
  • 31. Omni-Channel Marketing Leverage Technology Stores Online Social Mobile Redesign Customer Experience Online Offline Phase III: 2018-2020 Current: 536 Growth Goal: 29 Stores Per Quarter End: 768
  • 32. Why Omni-Channel? Age of the Customer Whenever Wherever Anyhow Any Device Goal Re-Engage Customers • More than just price • Market the experience
  • 33. Omni-Channel Marketing: Store The Difference Smaller stores Offers basic items Lower price points Introduces WF’s brand and ideals
  • 34. Omni-Channel Marketing: Online Streaming  40% of U.S. homes are subscribed to a streaming service
  • 35. Omni-Channel Marketing: Mobile  Whole Foods Mobile App Sign up with Email and Location Push-Notifications Ex: Coupons, Deals, and Information on produce
  • 37. Community Outreach & Corporate Sustainability Education & Participation Regional Service & Advocacy Campaigns Launch Mobile Apps That Keeps Customers Updated On Regional Issues Defined Goals & Transparency Implement Strategic Sustainability Plan Offer Sustainability Report Phase II: 2016-2018 Current: 360 Growth Goal: 22 Stores Per Quarter End: 536
  • 38. Community Outreach: Education & Participation College Towns & Small Suburbs • Issue: Local Food System • Campaign: Buy Local, Buy Often Millennial Boomtowns • Issue: Food Safety • Campaign: Prevent Contamination Food Deserts • Issue: Food Access & Security • Campaign: Food Justice Goal Strengthen Customer Engagement & Brand Reputation
  • 39. Corporate Sustainability: Defined Goals & Transparency Define Sustainability • Identify key areas of interest related to Mission & Vision Transparency & Goal Setting • Specify Goals • Discuss goals among top management Strategies Moving Forward • Set Implementati on Strategies • Prepare Evaluation & Monitor Metrics Implement Strategy Monitor & Report Results • Third-Party Verification • Publication of Sustainability Report
  • 42. Phase I: 2015-2016 Steady Expansion Implemented Maintain Customer Relationships Achieve Steady Growth & Encourage Loyalty Phase II: 2016-2018 Steady Expansion Recruit Right & Redefine Engagement Maintain Growth, Employee Engagement & Fortified Corporate IT Phase III: 2018-2020 Steady Expansion Omni-Channel Marketing Maintain Growth, Gain Global Exposure & Organizational Flexibility Phase IV: 2020-2022 Steady Expansion Concluding Community Outreach & Sustainability Growth Goal Reached & Brand Reputation Strengthened Recommendation: Phased Approach
  • 44. Projected Income Statement $ in Millions (except for share amounts and net earnings) Phase I: 2015-2016 Phase II:2016-2018 Phase III: 2018-2020 Phase IV: 2020-2022 Sales 17,032.80 B 23,845.92 B 40,538.06 B 72, 968.51 B Investment & other income 13 M 13 M 16 M 17 M Total Revenues or Sales 17,045.80 B 23.858.92 B 40,554.06 B 72,985.51 B Cost of Goods Sold 10,009.6 B 10,869.2 B 11,728.8 B 12,588.4 B Operating Income 5,559.6 B 6,063.2 B 6,566.8 B 7,070.4 B Operating Expenses 4,411.7 B 4,727.7 B 5,063 B 5,369.9 B Earnings Before Interest, Taxes, Depreciation & Amortization (MG) 1,076 B 1,206 B 1,336 B 1,466 B Earnings Before Interest & Taxes (MG) 1,076 B 1,206 B 1,336 B 1,466 B Net Income Before Taxes (MG) 1,704.6 B 1,203.2 B 1,331.8 B 1,460.4 B Net Income After Taxes (BD) 655 M 731 M 807 M 883 M Number of Shares Outstanding (BD) 373.6 379.2 384.8 390.4 Net Earnings per Share (BD) $1.76 $1.95 $2.14 $2.33
  • 45. Projected Balance Sheet As of December 31st, 2022 Net Working Capital $254 M Total Assets $7,481 B Long Term Debt $102.67 M
  • 47. “ ” Always Innovative. Always Competitive. Always Moving Forward. Q & A
  • 48. Thank You! Twin Cities LOT Chapter Ani Loizzo, Whole Foods Culinary Director K&G
  • 51. Food Desert: Fast Facts What Are Food Deserts? • Geographic areas with limited access to healthy food options. Statistics • Approximately 23.5 M live in food deserts • Half are low-income • About 2.3 M live in low-income, rural areas more than 10 miles away from a supermarket Example Locations • Chicago • Los Angeles • New York City
  • 59. Image Sources  www.simpli.fi  http://heidicohen.com/wp-content/uploads/nielsen-millennial-report-feb-2014-US-Concentration.jpg  http://www.meatpoultry.com/~/media/ImagesNew/MeatPoultry/Features_2014/Millennials_Infographic.ashx  http://searchvalue.co/wp-content/uploads/2014/09/omni-channel-experience.jpg  http://4.bp.blogspot.com/- LrHpo5F3AcE/UIXArYtpYrI/AAAAAAAApZU/PKG0o3XRvWs/s1600/Lines+between+offline+and+online+shopping+blurring.png  http://blog.legacyvacationresorts.com/wp-content/uploads/2014/11/black-family-watching-tv-thumb-400xauto-12483.jpg  http://blogs.independent.co.uk/wp-content/uploads/2011/12/family-watching-tv201.jpg  https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcTrnBdKu2WYZU-viw8IUZ8mO_I2hpQmPZF7m9d_E8UR4OkbEacPrw  http://blogs-images.forbes.com/joelkotkin/files/2014/07/f835676da14f4787d14ad2ea731e36a8_3467.jpg  http://d1jrw5jterzxwu.cloudfront.net/sites/default/files/article_media/hungry-food-desert-istockphoto.jpeg  http://i.cdn.turner.com/cnn/2009/TRAVEL/11/02/college.towns/t1larg.burlington.jpg  http://media.wholefoodsmarket.com/public/upload/images/general/365_WFM_Logo_(mainimage).jpg

Hinweis der Redaktion

  1. State of the Industry: http://ota.com/sites/default/files/indexed_files/StateOfOrganicIndustry_0.pdf -Make own graphs. Financial Trend (Industry), Projected Financial Statement should be done referring to Bonna’s excel spreadsheet.
  2. Objective own page
  3. Prep your audience. What/why swot small font
  4. Before: baseline financial & segmented market overview
  5. Visual, 2 prong approach
  6. http://www.sustainabletable.org/254/local-regional-food-systems Millennial boomtowns: metro areas (http://www.aboutdci.com/2014/08/millennial-boomtowns-the-metro-areas-that-are-magnets-for-millennials/)
  7. Customer Accounts with Shopify: https://docs.shopify.com/manual/your-store/customers/customer-accounts <different slide> Unexpected Gifting like: <appendix> Discounts
  8. https://thebestteamadv4930prj2.wordpress.com/consumer-analysis/
  9. https://retargeter.com/blog/retargeting/8-best-practices-for-running-a-retargeting-campaign http://www.codegent.com/blog/2013/1/5-things-you-need-to-know-about-retargeting https://www.adroll.com/getting-started/retargeting
  10. http://www.investopedia.com/stock-analysis/061515/5-things-whole-foods-management-wants-you-know-wfm.aspx
  11. Emphasize changes- more detail
  12. What is Omni channel? Strategy to provide the customer with a seamless shopping experience whether the customer is shopping online from a desktop or mobile device, by telephone or in a bricks and mortar store.
  13. What is Omni channel? Strategy to provide the customer with a seamless shopping experience whether the customer is shopping online from a desktop or mobile device, by telephone or in a bricks and mortar store.
  14. Separate Slide for Education & Participation Talk to everything else
  15. http://www.sustainabletable.org/254/local-regional-food-systems Millennial boomtowns: metro areas (http://www.aboutdci.com/2014/08/millennial-boomtowns-the-metro-areas-that-are-magnets-for-millennials/)
  16. http://efficientcarbon.com/services/sustainability http://www.businessdictionary.com/definition/third-party-verification-TPV.html **There's a common misconception out there about transparency. Far too often, companies see it only as a tool to be used when owning up to a mistake or righting a wrong. This approach is shortsighted and isn't an effective way to build trust. Customers will be far more forgiving of mistakes if a company has a history of being forthright with all interactions -- not just the negative ones. Instead of being scared by transparency, businesses should embrace it as way to improve service and increase customer loyalty. http://www.entrepreneur.com/article/244474
  17. At the end