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I need help understanding how Whole Foods fits into the Nadler-Tushman Congruence Model. Below are some questions I have that will help me gain a better understanding of how they operate.
Strategy: What is Whole Foods's strategy and classification according to Porter's three generic competitive strategies: Cost Leadership, Differentiation, and Focus?
Inputs: What are their most critical inputs in each category? Why are they each critical? How does each input affect other inputs in other categories? How well does their strategy fit with the environmental, resource and historical inputs? Are their key inputs congruent with their strategy? How?
Outputs: Identify the outputs of Whole Foods in each category: Cost Leadership, Differentiation, and Focus.
Goals: Identify the goals that Whole Foods has set and its current performance. Include the following:
What are the products and/or services that it provides to its customers? How does the company categorize them? How does it measure its organizational performance (e.g., sales, net profit, return on sales, return on assets, market share, customer satisfaction, etc.)? Provide some specific performance data if possible.
Groups: What are some ways Whole Foods identifies groups? For example, are there geographic groups (or divisions), functional groups, etc? What are the outputs of these groups? How does it (or how might it) measure performance of these groups?
Functions: What are some of the key individual functions, and what are their outputs? How do these outputs contribute to the group outputs? How do they measure individual performance?
How do the outputs at the different levels interact with each other? Is the congruence of the outputs high, medium, or low?
Please cite your sources and provide a list of references.
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This responses explains about the Nadler-Tushman Congruence Model in the context of the Whole Foods. Elements of this model like Strategy, Inputs, Outputs, Goals, Groups, Functions etc are also discussed in the context of the Whole Foods.
Whole Foods serve larger niches by providing natural and organic foods exclusively through business expansion. Through this strategy, the company offers unique features that are effective to fulfill the demand of a narrow market including the people, who are health conscious and willing to pay high for the high quality and safety of foods. Thus, according to Porter's three generic competitive strategies, Whole Foods's strategy is focus differentiation that is based on the offerings with distinctive elements and features for the narrow customer segment (Whole Foods Market, 2015).
The rising demand of organic and natural products due to increasing health awareness among the people provides wide opportunities to grow in the market. This strategy enables the firm to differentiate its products from the competitors and serve the specific segment to meet the unfulfilled demand with superior quality standards and food safety and achieve high revenues and profits. Product range and product differentiation on the basis of quality standards are very difficult to emulate by the competitors.
There are three categories namely organizational environment, internal resource factors, and historical tradition for the inputs in the congruence model. In organizational environment category, the most critical inputs of Whole Foods are competition and customer preferences that have a significant impact on the business and strategy of the company. It is because high competition from the competitors such as Costco, Wal-Mart, etc. and changing customer preferences in health perspectives has a significant impact on the business of the company by enforcing it to innovate with its product range (Whole Foods Market, 2015).
In resource factors, skilled human resources and technology are major inputs that enable the firm to use innovative ideas and technology advancements for product development to maintain quality standards and food safety effectively by avoiding food adulterations and chemical compounds. In perspective of history tradition category, the pattern of past behavior such as business expansion and mission of serving the finest natural and organic foods with high quality standards in the industry are the critical inputs because they have a significant impact on current organizational ...
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