????消費者們可能會抱怨這家高端食品雜貨連鎖店的商品價格（甚至給這家超市冠以“全薪光”的綽號），但沒有人會抱怨它帶給自己的回報，或者說該公司提供的食品。全食超市（Whole Foods）在《財富》雜志（Fortune）最受贊賞食品藥品公司排行中名列榜首。這家超市已經從1980年的一家商店發展成如今價值117億美元的公司，過去十年經歷了公司發展歷史上的輝煌期。近幾年，這家食品雜貨連鎖店已經超越了標準普爾（S&P），并且一直走在提供可持續的綠色農產品和有機生活方式的前列。如今，“全薪光”的綽號可能要成為過去了。公司計劃，把在美國的店鋪數量增加到現在的三倍，而為實現這一目標，公司將降低商品價格，并且向部分非高端區域擴張。截至2015年，公司預計將開設65家新店，包括明年春天開業的底特律分店。

????全球最受贊賞公司排名：28

????總部：奧斯丁

????員工人數：72,000

????業務：經營食品雜貨連鎖，主要提供天然食品和有機食品。

新型的街頭小店

????全食超市目前擁有342家連鎖店，并且提供許多客戶定制服務。任何時候，每家店鋪都會有20%到50%的商品不會與其他連鎖店重復。區域運營模式為在當地采購商品創造了條件，比如密歇根的藍莓或者威斯康辛的切達干酪，每家店鋪的規模都各不相同，外觀也是各有千秋。富國銀行（Wells Fargo）分析師凱特?溫特表示，這種有針對性的經營方式正是公司的“秘密武器”。

更高的薪水，更優秀的員工

????高管收入不能超過公司平均工資的19倍，聯合創始人每年得到1美元，而非高管擁有公司93%的股票期權。成果：公司員工離職率僅有7%，為業內最低水平。聯席CEO沃爾特?羅布稱：“我們非常珍愛公司價值?！?/p>

通過質量進行競爭

????經過五年多的測試，公司最近推出了新的肉類與家禽類產品質量標準。對管理條例的不斷完善，以及對更加明確的貼標簽制度的推動，意味著清潔產品將以其對環境的影響作為依據，來進行評級，禁止使用人工防腐劑或人造香味料，沒有任何牛肉、豬肉或家禽肉會來自圈養動物。溫特報告稱：即便最低品質“也遠遠高于傳統食品雜貨店（的標準）。”

????譯者：劉進龍/汪皓

????Customers may grumble about the prices at the high-end grocery chain (even nicknaming the place "Whole Paycheck"), but no one is complaining about the returns. Or, for that matter, the food. Whole Foods, No. 1 on Fortune's list of most admired food and drug stores, grew from a single store in 1980 into an $11.7 billion company, with most of its growth occurring in the past decade. The grocery chain has handily outstripped the S&P in recent years, and it's leading the charge toward sustainable, green products and organic living. Now even the Whole Paycheck moniker may fall by the wayside. The company plans to nearly triple its U.S. store count, and to do so it is lowering prices and expanding into some not-so-high-end areas. By 2015 it expects to open as many as 65 new locations, including one in Detroit next spring.

????World's Most Admired Rank: 28

????Headquarters: Austin

????Employees: 72,000

????The business: Operates a network of grocery stores, focusing on natural and organic products.

A new kind of corner store

????For a chain with 342 locations, Whole Foods (WFM) does a lot of customization. At any one time, 20% to 50% of a store's offerings are different from what's available companywide. A regional operating model paves the way for local offerings -- think Michigan blueberries or Wisconsin cheddar -- as well as wide variations in the size and look of stores. That targeted approach is the company's "secret sauce," says Kate Wendt, an analyst at Wells Fargo.

Better pay, good workers

????Execs can't earn more than 19 times the company average, the co-founder gets $1 a year, and non-execs get 93% of company stock options. The result is 7% turnover -- among the lowest in the industry. Says co-CEO Walter Robb: "[We] really make love to the company values."

Compete on quality

????Recently the company rolled out new quality standards for meat and poultry that took more than five years to test. Evolving regulations and a push toward clearer labeling mean cleaning products are rated on their environmental impact, no artificial preservatives or flavors are allowed, and no beef, pork, or poultry comes from a caged animal. The lowest quality "is still far above traditional grocery [standards]," Wendt reports.