Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
(Colvin, 2013) (Frankel, 2013) (Meador, 2009) (Patton, 2012) ("Porter's Five Forces," 2013)
The buying power of suppliers is illustrating the way Whole Foods is seeking out other producers and whole sellers. That can offer them with a wide selection of products and services. This is helping the company to expand their product line and to offer alternative brands. That is cheaper and has the same standards for quality inside the store. (Colvin, 2013) (Frankel, 2013) (Meador, 2009) (Patton, 2012) ("Porter's Five Forces," 2013)
Identify the most critical inputs in each of the first three categories and justify why they are critical. Also explain what effect the inputs from one category have on inputs from the other categories. How well does the strategy fit with the environmental, resource and historical inputs you identified?
The critical inputs are showing how Whole Foods is concentrating on creating a unique product. That is designed to reach out to a larger segment of customers. In the case of the environment, the most critical input is purchasing from producers who support sustainable practices. This is critical in helping the company to remain competitive by offering cliental with products which are supporting their lifestyle choices. The resources, are illustrating how the firm is concentrating on having a larger variety of producers and whole sellers they are buying from. This allows the company to be able to increase the number of products available and ensure they can meet the demands of their customers. The historical inputs; are when the company is continuing to embrace their basic strategy of providing cliental with the merchandise they demand and the practices they are utilizing to achieve these objectives. These are interconnected with each other, by working together to create a unique brand and image for the company. It is this point, when the company becomes known for embracing practices which are supporting a particular lifestyle. The way that the strategy fits with the environmental, resources and historical inputs is to build upon the image they have established and enhance it. This offers clients with the products they demand at one central location. That is focusing on their core philosophies and principles. (Colvin, 2013) (Frankel, 2013) (Meador, 2009) (Patton, 2012)
Make a Case for your proposition as to how the key inputs support...
Specifically make a claim: the inputs at Whole Foods Market consisting of organizational environment factors, internal resource factors and historical tradition factors are [highly, partially, or minimally] congruent with the company's strategy.
The environmental, internal and historical factors are congruent inside Whole Foods. This is occurring with the company understanding the importance of its environmental practices to consumers and demonstrating this to them. These goals are achieved based upon the practices they are utilizing and through engaging in social responsibility. This is designed to highlight how they are doing more to support these goals than other firms inside the sector. Internally, Whole Foods wants to create products. That is addressing the needs of customers and it is adjusting with new competitors entering the marketplace. This allows them to offer a larger line of products and meet all their needs at a single location. Historically, the company is embracing the customs and traditions of its founders. This enables them to show how they have not changed from this philosophy despite their success. (Colvin, 2013) (Frankel, 2013) (Meador, 2009) (Patton, 2012)
Clearly, Whole Foods has the ability to deal with various weaknesses by becoming more adaptable to the challenges they are facing. This has allowed the firm to remain competitive and reach out to cliental. Who are supporting a specific lifestyle or wants particular kinds of organic products. These factors have helped them to evolve with new challenges and to more effectively understand their needs.
References
Porter's Five Forces. (2013). Mind Tools. Retrieved from: http://www.mindtools.com/pages/article/newTMC_08.htm
Colvin, G. (2013). Walter Robb. CNN. Retrieved from: http://money.cnn.com/2013/05/06/leadership/whole-foods-robb-ceo.pr.fortune/index.html
Frankel, M. (2013). Whole Foods. Motley Fool. Retrieved from: http://beta.fool.com/kwmatt82/2013/01/30/whole-foods-best-growth-yet-come/22955/
Meador, D. (2009). Whole Foods. PN Phillips. Retrieved from: http://pnphillip.asp.radford.edu/whole%20Foods%20Case.pdf
Patton, L. (2012). Whole Foods Sees Stores Tripling. Bloomberg. Retrieved from: http://www.bloomberg.com/news/2012-08-21/whole-foods-sees-stores-tripling-with-embrace-of-produce.html
The third important environmental input that Palm will need to analyze and consider is the technological elements. Other than being a consumer-driven industry, this is also a technology-driven market and achieving the declared corporate strategy depends a significant deal on whether Palm can deliver new technological solutions for its users, solutions that will allow the clients to benefit more efficiently from the products that Palm offers. Other important environmental inputs that
The problem is that the people who are in charge of these activities are not very good at what they do. They are simply being outcompeted by other individuals in other organizations. The Nadler-Tushman Congruence Model implies that when there is a high level of congruence between the activities at the individual, group and organizational levels, the company should succeed. Palm is an interesting case study because it counters the
Strategic Planning in IT IT Impact on Service Industry Performance Cooperative Competitive Competitive Advantage Implementation of IT Innovations 1992 U.S. VALUE-ADDED AND EMPLOYMENT BY INDUSTRY AVERAGE ANNUAL GROWTH IN GDP PER HOUR, MAJOR SECTORS OF THE U.S. ECONOMY Management TASKS IN BUREAUCRACY VS ADHOCRACY ORGANIZATIONS This paper addresses the following problem statement: "Without information technology (IT), a business will not be able to compete globally in any industry, nor in any market it wants to enter. It will
Organizational Diagnosis Company X, a medium size manufacturing firm in the United States, joined the outsourcing and offshoring bandwagon several years back when the a major percentage of the company's production facilities where moved to China. Like most American companies that engage in outsourcing and offshoring majority of their business processes, Company X also adhered to "the build-operate-transfer model, [where the] the ultimate goal was to take ownership of the offshore
The ways in which they manage their dealer network dictates in part the degree to which the company will achieve its objectives. The final critical input group for Harley Davidson is resources. As Harley's demographic has aged, its consumers have become more demanding in terms of features and ease of maintenance. This has resulted in the development of a key resource - technology. Harley Davidson typically acquires technology rather than
Input Diagnosis The Nadler-Tushman Congruence Model evolved out of open systems theory as a tool for organizational diagnosis (Falletta, 2005), and is arguably the most complete tool available, in that while complex it has the ability to capture the subtlety and nuance real world corporations. Performance in this model is dictated by strategy, culture, structure, work and people. The key is that these different variables should all be aligned towards a