Case Study: Wegmans

Industry:

Grocery

# of Employees:
38,000

Revenue:

$5.15 billion in yearbook
sales

Country:

USA

Case Study: Wegmans

lead Development: The recipe for success

October 2010

THE SITUATION

Wegmans, a filament of grocery stores located primarily in the North
eastern
part of the United States, is at the top of their game. They
have been sensation of Fortune Magazines 100 Best Companies to report
For since the lists inception in 1998, including being # 1 in 2005.
Wegmans continues to expand their reach into other regions, most
late into the greater Boston area, despite the weak economy.

And anyone who has lived near a Wegmans store knows the
devotion the brand quickly evokes in their customers.

no(prenominal) of this happened by accident. Wegmans understands the
importance of building a cockeyed gardening within their organisation.
In doing so, they have learned firsthand that strong culture results
in successful business. We have always believed that if we tog
in our people finished training and development, they will supply
incredible service to our customers, states Jack DePeters, senior
vice professorship of store operations.





One aspect of Wegmans success has been an intrinsic tension on
their leadership and leadership development. In 2001, they
solicited the help of CTT adviser Tom Brady and his XLR8 team
to shepherd some of Wegmans leadership through an intensive
and transformational development program. This partnership has
continued ever since.

WEGMANS socialisation

Wegmans has been a family run business since its inception in
1915. They are currently in their third generation of the Wegman
family as leadership. As such, they have always considered
themselves a values-based organisation. However, Wegmans
values were first provide in 2001, with empowerment added in
2003. Our values are a way of giving freedom to our people. Once
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