What is *The Whole Story* by John Mackey about?

*The Whole Story* chronicles John Mackey’s journey from founding Whole Foods Market to becoming a pioneer of conscious capitalism. It blends personal memoirs with business insights, detailing mergers, ethical dilemmas, and Mackey’s spiritual evolution through psychedelics and Eastern philosophy. The book highlights his belief in aligning profit with purpose, offering candid reflections on leadership triumphs and regrets.

Who should read *The Whole Story* by John Mackey?

Entrepreneurs, business leaders, and fans of Whole Foods will find value in Mackey’s unvarnished account of building an ethical empire. It appeals to readers interested in conscious capitalism, corporate activism, or personal growth through spirituality and adventure. Critics of corporate culture may also appreciate Mackey’s libertarian perspectives.

Is *The Whole Story* by John Mackey worth reading?

Yes, for its mix of corporate history and introspection. Mackey’s storytelling captures the chaos of scaling Whole Foods while addressing controversies like labor disputes. However, critics may find his libertarian views polarizing. The book’s candid tone and lessons on resilient leadership make it a compelling read for business enthusiasts.

What is conscious capitalism in *The Whole Story*?

Conscious capitalism, a core theme, emphasizes businesses serving stakeholders—employees, customers, communities—alongside profits. Mackey recounts implementing this through Whole Foods’ ethical sourcing, animal welfare standards, and employee empowerment. He argues this model fueled the company’s growth while fostering societal good.

How does John Mackey’s personal life shape *The Whole Story*?

Mackey’s hippie roots, psychedelic experiences, and passion for ultralight backpacking heavily influence his leadership style. The book ties his spiritual quests (from Christianity to New Age mysticism) to decisions like prioritizing organic foods and rejecting shareholder primacy. His relationships and health struggles add depth to his entrepreneurial journey.

What are criticisms of *The Whole Story*?

Critics argue Mackey downplays Whole Foods’ labor disputes and antitrust challenges. His libertarian stance on regulation and unions clashes with progressive critics. Some readers find his spiritual anecdotes distracting from business insights. The book’s defense of high prices as “quality-driven” also sparks debate.

How does *The Whole Story* compare to Mackey’s *Conscious Capitalism*?

While *Conscious Capitalism* outlines the movement’s philosophy, *The Whole Story* provides a raw, autobiographical lens. It revisits themes like stakeholder-centric business but adds personal failures, leadership crises, and Mackey’s evolving views on veganism and environmentalism. The newer book is more narrative-driven, less prescriptive.

What leadership lessons does *The Whole Story* teach?

Key lessons include embracing adaptability during crises, balancing idealism with pragmatism, and fostering team camaraderie. Mackey stresses “servant leadership” and learning from mistakes, like overexpansion risks. His focus on mission-driven culture over short-term profits is a recurring theme.

『ホール・ストーリー全体性の探求』の要約

愛と人生、そして資本主義をめぐる冒険

ジョン・マッキー

4.18(504 Reviews)

『ホール・ストーリー全体性の探求』の要約の概要

社会主義者からホールフーズの創業者へ。ジョン・マッキーの回想録は、「コンシャス・キャピタリズム（意識の高い資本主義）」がいかにビジネスの常識に挑戦し、小売業に革命を起こしたかを明らかにしています。サイケデリックスが彼の哲学をどのように形作ったのか、そしてなぜ彼のステークホルダー重視のモデルが新世代の倫理的な起業家たちにインスピレーションを与えているのか、その理由を探ります。

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第1章

Beyond Organic: The Revolutionary Vision of Whole Foods Market

In the summer of 1975, a 22-year-old college dropout named John Mackey experienced a profound LSD-induced mystical revelation that would forever change his life's trajectory. This transformative moment-where he felt his consciousness merge with what he described as "pure, ecstatic beingness"-planted the seeds for what would eventually become a revolution in American grocery shopping. Whole Foods Market would grow from a single natural foods store in Austin, Texas into a $13.7 billion acquisition by Amazon, fundamentally changing how Americans think about food along the way. The company Mackey built became so culturally significant that it was featured in episodes of South Park and The Simpsons, while celebrities from Oprah to Matthew McConaughey became loyal customers. What's remarkable is that this grocery empire wasn't built by a seasoned business executive with an MBA, but by a philosophically-minded seeker who initially viewed business as part of the problem rather than the solution. Mackey's journey from counterculture to corporate America-without abandoning his core values-offers a fascinating window into how idealism and commerce can powerfully intersect.

第2章

From Hippie Co-op to Natural Foods Pioneer

In 1976, John Mackey moved into Prana House, an Austin vegetarian co-op that would become the unlikely birthplace of a retail revolution. Despite being raised on TV dinners and fast food in post-war America, Mackey embraced vegetarianism and natural foods with the zeal of a convert. The communal environment of Prana House offered freedom from conventional expectations about careers and appearance, attracting young idealists who were questioning everything about mainstream American life. It was here that Mackey met 19-year-old Renee Lawson, whose boundless positive energy and confidence would prove crucial to his entrepreneurial journey. After briefly working at a small chain of vegetarian stores called Good Food Company, Mackey had an epiphany: "I could run a natural foods store." When he shared this vision with Renee, her enthusiastic "Let's do it!" response provided the final push he needed to overcome his self-doubt. Together, they named their venture "Safer Way"-a not-so-subtle dig at supermarket giant Safeway-reflecting their belief that natural foods offered customers better health than conventional alternatives. They found a charming three-story Victorian house zoned for commercial use in Austin and raised $45,000 from friends and family, including $10,000 from Mackey's father Bill, who supported his son's passion despite not sharing his interest in natural foods. The renovation process introduced Mackey to the realities of business regulations when city officials demanded permits and architectural plans that would delay their opening for months. Their landlord advised them to work at night when inspectors weren't around-an early lesson in entrepreneurial problem-solving. In September 1978, Safer Way opened with a grocery store on the first floor and a vegetarian cafe and bookstore on the second. Despite attracting an eclectic clientele that eventually included celebrities like Ram Dass and Allen Ginsberg, the financial reality hit after six months-Safer Way was barely breaking even, with the store making a small profit but the cafe consuming it all. This created tension between Mackey and Renee, though he later acknowledged the unfairness of blaming her since running a cafe is inherently more complex than managing a grocery store. Seeking business wisdom, Mackey hitchhiked to Houston to visit his father, who introduced him to business literature like Peter Drucker's management books. This education helped him understand their competitive disadvantages-particularly their inability to negotiate better wholesale prices due to their small size. Strategically, he formed Texas Health Distributors, a buying club with other small natural food stores including Clarksville Natural Grocery run by Craig Weller and Mark Skiles. Though Safer Way began growing, they still lost $23,000-half their starting capital-in the first year, a harsh lesson in business economics that would inform Mackey's future decisions.

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第3章

Birth of Whole Foods Market: A Vision Expands

After his first year in business, Mackey took a research trip that would fundamentally change his approach. Visiting successful natural foods stores across America, he was particularly impressed by Bread & Circus in Boston, where owner Tony Harnett's pristine produce department filled him with "reverence and envy." Mrs. Gooch's in Los Angeles with its whimsical decor and educational signage, and Frazier Farms in San Diego provided crucial insights on store layouts, displays, and product mix. Most importantly, these visits validated his vision for a larger natural foods store, giving him confidence that his concept represented the next wave of the healthy eating movement. Armed with this vision, Mackey convinced Craig and Mark from Clarksville Natural Grocery to merge their business with Safer Way, creating a unified natural foods supermarket that would outshine their competitors. After much deliberation over naming their new venture, the team discovered a magazine called "Whole Foods" and decided on "Whole Foods Market"-a name that would eventually become synonymous with natural and organic foods across America. Securing funding wasn't easy. Mackey's father initially rejected his expansion plan with characteristic bluntness: "The point of business expansion is not to take a failing business and replicate it!" After an intense debate, his father offered conditional agreement: if Mackey could find another major investor to share the risk, he'd contribute additional funding. Mackey secured money from a wealthy acquaintance named Jay Templeton and convinced Ben Powell, a Texas attorney and property owner, to lease them a 10,500-square-foot burned-out nightclub site despite Powell's initial skepticism about "hippie food." The new store expanded beyond Safer Way's strictly vegetarian offerings to include meat, seafood, beer, wine, and a broader selection of products-making it less purity-focused and more service-oriented to attract curious mainstream customers. This strategic decision to broaden their appeal while maintaining their natural foods identity would become a hallmark of Whole Foods Market's approach. On September 20, 1980, customers flooded the store beyond the founders' wildest expectations, drawn by word-of-mouth about this unprecedented natural foods supermarket. Unlike Safer Way's year-long struggle to profitability, Whole Foods Market became profitable "by about two o'clock in the afternoon on the first day." Within six months, they were the highest-volume natural foods store in America, doing over $200,000 weekly and attracting a diverse customer base that filled their parking lot with both luxury cars and Volkswagens-a sign of the broad appeal that would fuel their future growth.

第4章

Disaster and Rebirth: The Flood That Almost Ended Everything

Just nine months after opening their wildly successful store, disaster struck during a rainy Memorial Day weekend in 1981. Despite building the store on a two-foot concrete slab as protection against the "hundred-year flood zone," Shoal Creek overflowed, sending water rushing down Lamar Boulevard toward the store. The rain had been relentless for days, saturating the ground and raising water levels to dangerous heights. As floodwaters rose, Renee's increasingly panicked calls pulled Mackey from a card game at a friend's house. Their makeshift barricade of bulk food sacks, hastily assembled by the few staff members present, failed catastrophically when water pressure shattered the store's plate glass windows, creating a devastating tidal wave that swept through the store with terrifying force. The aftermath revealed a scene of total devastation - the store had been eight feet underwater, destroying their entire $400,000 inventory. Organic produce floated in muddy water, bulk bins had overturned, and expensive health supplements dissolved into worthless sludge. Without flood insurance, their dream seemed drowned. The situation appeared particularly cruel given their recent success, with sales having reached $7,000 per day just before the disaster. As team members arrived for their shifts the next morning, many burst into tears at the sight of destruction. The cleanup began in miserable conditions-foul-smelling sludge, broken glass, and sewage-contaminated water requiring tetanus shots for everyone involved. The task seemed insurmountable, with every surface covered in thick mud and debris. But something remarkable happened: customers showed up voluntarily to help, explaining, "That's what neighbors do for each other." Local residents arrived with mops, buckets, and cleaning supplies. Even competing store owners offered assistance and temporary storage space. This outpouring of community support lifted Mackey's spirits immensely. People cared about Whole Foods not just as a store but as a community hub that had become integral to Austin's character. Survival required more than volunteers-it required substantial capital. When Mackey called board member Jim Sud with the devastating news, he encouraged him to seek a bank loan despite their precarious position. City National Bank approved $100,000, which Mackey later discovered was personally guaranteed by banker Mark Monroe who believed in his integrity and vision. Between the loan, rescued cash register receipts, additional investor capital of $70,000, and inventory fronted by supportive suppliers who offered extended payment terms, Whole Foods found its path to resurrection. Just four weeks after the flood, they reopened with an improved store design featuring better drainage systems, elevated electrical equipment, and a new sense of urgency about expansion and diversification. The redesigned store incorporated lessons learned, with more efficient layout and better protection against future disasters. This near-death experience taught Mackey a profound lesson in humility-their success depended not just on their small team but on an entire community that believed in them. The flood became part of company lore, a foundational story about resilience and community that would inform their culture for decades to come. It demonstrated that Whole Foods was more than a business; it was a valued community institution that people would fight to preserve.

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
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第5章

Growing Pains: The Price of Expansion

With the flood behind them and plans for a second store forming, Whole Foods Market approached its first anniversary at full speed. The small team worked incredibly hard, yet it never felt like work-more like deeply satisfying play that they actually got paid for. As they grew, their free-form approach reached its limits, and they eventually organized into specialized teams with designated Team Leaders. The company became a platform for local producers seeking shelf space they couldn't get at larger chains, creating a mutually beneficial ecosystem that strengthened the entire natural foods movement. They learned hard lessons too, like when they discovered a popular local baker was actually repackaging Sara Lee muffins as homemade-an early lesson in the importance of authenticity and transparency. As Whole Foods expanded, philosophical differences emerged among the founding team. After opening their fourth store at Brodie Oaks shopping center in South Austin, they discovered it immediately cannibalized 20% of their original Lamar store's sales, causing them to lose money for the first time since the flood. This performance gap created tension with cofounder Mark Skiles, who questioned their expansion strategy. He argued they could "live happily off just the Lamar store for years" and worried about diluting their success. Mackey countered with his vision: "I want to build a company, not just own one great store. We could have stores all over Texas... We could change the way people eat in America." For him, this was becoming a calling, not just a business. Despite Mark's concerns, Mackey remained determined to expand. The conflict eventually came to a head, with Mark rejecting Mackey's leadership and proposing taking the Lamar store for himself and Craig-their best location. When Craig made clear he wasn't interested in splitting the business, the partnership dissolved, with Jim Sud and Don Schaffer buying Mark's 10% stake for about $300,000-a fair price then that would prove a poor financial decision for Mark as the company grew exponentially. This early conflict highlighted a fundamental tension in business growth: the balance between preserving what works and expanding to fulfill a larger vision. Mackey's determination to build something bigger than a single successful store would define Whole Foods' trajectory, though not without significant growing pains along the way.

第6章

Beyond Texas: Building a National Presence

By 1986, after successfully operating four Whole Foods Markets, Mackey proposed their first acquisition since 1980-buying Bluebonnet Natural Foods in Dallas for $1 million. Though struggling financially, Bluebonnet had copied their format and secured a great location. Mackey convinced the increasingly formal Board that buying now while the business was still viable made more sense than waiting for bankruptcy. The Bluebonnet acquisition required significant work. Mackey temporarily relocated to Dallas for six months, where he discovered the business was in worse shape than expected. They paid outstanding debts to suppliers, reorganized operations, and transformed it into a profitable store. This experience proved their business model worked and that they had mastered the formula for successful natural foods retail. With five successful stores in three cities, Mackey began looking toward new horizons. After a research trip to California, he had an epiphany-despite being the birthplace of counterculture, the Bay Area lacked natural foods supermarkets! This seemed like the perfect expansion opportunity for Whole Foods Market. Their first California store opened in Palo Alto in February 1989, featuring their new deli concept championed by Peter Roy and run by "Deli Lama" Alan Lazarus. The success of this location validated their expansion strategy and set the stage for further growth. To fund their ambitious plans, Mackey reluctantly sought venture capital. Most VCs dismissed them before hearing their complete pitch, seeing just two degree-less "hippies" selling "granola." One Dallas VC firm bluntly told them they were "just hippie stores, selling hippie food" to a limited market that could never compete with major grocers. This dismissal only fueled Mackey's competitive drive. Eventually, they secured $4.5 million from three firms, valuing the company at $13.5 million. With this capital, they pushed forward on their expansion plans, though Mackey came to think of their VC partners as "hitchhikers with credit cards"-along for the ride but potentially ready to grab the wheel if they diverted from the preferred path. The true breakthrough came with Whole Foods Market's initial public offering on January 23, 1992. For Mackey, experiencing the IPO was an unforgettable, formative moment-a threshold into a new maturity as a company leader. The experience was exciting, deeply satisfying, yet also dizzying and overwhelming. The offering was significantly oversubscribed, starting at $17 instead of $12, and closing at $28-valuing Whole Foods at $100 million. The IPO gave them access to much-needed capital as they expanded to 12 stores in four states. It also freed them from VC influence-hitchhikers Mackey was eager to see exit after they'd pressured him to hire "professional management" with "actual supermarket experience." With their newly liquid stock as currency, they set their sights on expanding further, particularly through strategic acquisitions.

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『ホール・ストーリー全体性の探求』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

Conscious Capitalism: A Business Philosophy Emerges

As Whole Foods grew from a single store to a national chain, Mackey began developing a distinct business philosophy that would eventually be called "conscious capitalism." This approach emerged from his experiences with both the successes and challenges of building Whole Foods. The Berkeley store faced immediate union challenges. From opening day, protesters picketed outside despite team members not wanting unionization. These weren't actual union members but hired picketers who ironically were paid less than Whole Foods employees. Mackey met with Berkeley's mayor who insisted they unionize, but he stood firm in his belief that their team-based approach created better workplace relationships than the adversarial union model. This experience clarified his thinking about business relationships-he wanted cooperation, not antagonism between management and workers. Through readings like Robert Solomon's "Ethics and Excellence" and Ed Freeman's stakeholder approach, he began developing a philosophy of business built on mutual benefit rather than conflict. In the mid-eighties, Mackey found himself caught between two worlds: his spiritual explorations revealing the unity of all reality, and his business readings about competition and capitalism. In a letter to an old girlfriend, he wrestled with this apparent contradiction-how could both cooperation and competition be essential forces? He saw the beauty in cooperation, which manifested in the choreographed ballet of store teams working together. Yet he also thrived on competition, both personally and in business. Reading economists like Milton Friedman and Friedrich Hayek, he began understanding capitalism not as an imposed system but as the natural evolution of economic freedom. Both cooperation and competition seemed necessary engines driving this system, though each had potential downsides if taken to extremes. With Mark's departure and the team spread across multiple stores, Mackey felt it was time to formalize the company's values. Chris Hitt helped facilitate a Values Clarification workshop with over 60 team members, resulting in their "Declaration of Interdependence"-acknowledging the company as the hub of an ecosystem dependent on multiple constituencies: customers, team members, suppliers, investors, and communities. This stakeholder-oriented approach would eventually be articulated in Mackey's book "Conscious Capitalism," co-authored with Raj Sisodia. The philosophy emphasizes four key tenets: higher purpose beyond profit, stakeholder integration, conscious leadership, and conscious culture. While traditional business thinking often positioned profit maximization as the primary goal, Mackey argued that profit was necessary but not sufficient-like oxygen is necessary for life but not the purpose of living. Whole Foods put these principles into practice through initiatives like the 5% Days (donating 5% of a day's sales to local nonprofits), the Whole Planet Foundation (providing microloans in communities where they sourced products), and their commitment to transparency in sourcing and labeling. These weren't just marketing gimmicks but expressions of a business philosophy that saw the company's success as inextricably linked to the wellbeing of all its stakeholders.

第8章

The Amazon Chapter: End of Independence, Beginning of New Era

In April 2017, Mackey's focus on launching "The Whole Foods Diet" was abruptly derailed when Jana Partners, a shareholder activist hedge fund, announced its purchase of 8.8% of Whole Foods stock. Despite the company's impressive 30-year track record, recent competitive struggles made them vulnerable. When Jana finally met with Whole Foods leadership in Austin, their message was blunt: they planned to take over the Board, replace management, and sell the company to the highest bidder. This existential threat led to one of the most significant transitions in retail history-Whole Foods Market's acquisition by Amazon for $13.7 billion. The deal shocked the business world and sent ripples through the grocery industry, with competitors' stocks plummeting on the news. For Mackey, the decision to sell was complex. The positives were significant: Amazon's long-term investment philosophy freed them from public market demands, allowing them to raise team member pay and significantly lower prices. Amazon's technological expertise helped them centralize operations, upgrade data systems, and integrate online ordering with Amazon's delivery network-critical improvements that served them well during the pandemic. Yet downsides emerged over time. Whole Foods lost much of its decentralization that had driven innovation, with stores becoming more similar and losing local flavor. Corporate professionals who didn't align with the original culture pushed for greater centralization in purchasing, marketing, operations, and HR. Despite promises of efficiency, administrative costs increased while innovation decreased. Though Mackey had hoped Amazon would benefit from Whole Foods' brick-and-mortar expertise, his strategic suggestions about their physical stores were unwelcomed. After a few months trying to help with their grocery strategy, he was cut from the team without explanation. The leadership at Amazon Fresh chose to see Whole Foods as rivals rather than allies, leaving the company's unique retail expertise largely underappreciated. What finally convinced Mackey to leave Whole Foods wasn't just the departure of colleagues or occasional clashes with Amazon leaders-it was a new entrepreneurial venture. Love.Life brings together all the loose threads of his life: the community of Prana House, his unrealized wellness center concept, his passion for plant-based nutrition, his frustrations with healthcare, and all the consciousness-expanding practices he's tried throughout his life.

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

The Whole Story: A Legacy of Transformation

At 70, Mackey remains deeply committed to maximizing both his lifespan and health span, constantly refining his habits based on new knowledge. His morning routine includes a five-mile hike along Austin's Shoal Creek Trail, followed by his perfect smoothie-half vegetables, half fruits, with freshly ground flax and chia seeds. Looking back on his journey from counterculture to corporate America, Mackey reflects that when Renee and he started Safer Way, they never imagined it would grow into a $22 billion company with 105,000 team members that fundamentally changed America's eating habits. What began as a small natural foods store in Austin became a cultural force that helped mainstream organic foods, sustainable agriculture, and ethical business practices. Whole Foods Market's impact extends far beyond its stores. The company helped create market opportunities for thousands of natural and organic producers who previously couldn't access mainstream distribution. It pioneered transparency in food labeling, setting new standards that eventually influenced the entire industry. Its success demonstrated that consumers would pay premium prices for foods they perceived as healthier and more sustainable, encouraging conventional supermarkets to expand their natural and organic offerings. For Mackey, business isn't simply about profit-it's about discovering a higher purpose and contributing unique gifts to the world. He views business as an "infinite game"-like evolution itself-always developing, morphing, inviting new players, and creating new opportunities. The point isn't to win and finish, but to continue playing at higher levels, forever creating. He trusts that as business leaders become more conscious, capitalism will evolve toward greater human advancement. His new venture, Love.Life, represents the next chapter in this evolutionary journey-a one-stop shop for wellness, disease prevention, longevity, spiritual growth, and community. With offices in the same building that housed Whole Foods headquarters 20 years ago and partners including many who built Whole Foods with him, Mackey continues his entrepreneurial adventure, free from bureaucracy-another chance to choose love over fear, to pursue innovation rather than settling for limitation. The legacy of Whole Foods Market isn't just about changing how Americans shop for groceries-it's about demonstrating that business can be a powerful force for positive change when guided by purpose beyond profit. In Mackey's view, this is just the beginning of a larger transformation in how we think about the role of business in society-a transformation he helped pioneer through the unlikely medium of a grocery store.

★★★★★

『ホール・ストーリー全体性の探求』の要約を最後まで読み終えました

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『ホール・ストーリー全体性の探求』の要約の主要テーマ

conscious capitalism
natural foods movement
counterculture entrepreneurship
retail innovation
mission-driven business

『ホール・ストーリー全体性の探求』の要約の名言集

I could run a natural foods store.
Let's do it!
The point of business expansion is not to take a failing business and replicate it!
hippie food.
reverence and envy.

『ホール・ストーリー全体性の探求』の要約の登場人物

John MackeyFounder of Whole Foods and philosophical seeker
Renee LawsonCo-founder of Safer Way and Mackey's early partner
Bill MackeyJohn's father and an early investor and advisor
Craig WellerCo-founder of Clarksville Natural Grocery
Mark SkilesCo-founder of Clarksville Natural Grocery

著者について

ホールフーズ・マーケットの共同創業者であり、長年CEOを務めたジョン・マッキーは、その著書『The Whole Story: Adventures in Love, Life, and Capitalism』において、親密な企業回顧録を綴り、オーガニック食品運動と意識高い資本主義（コンシャス・カピタリズム）の先駆者としての地位を確固たるものにしました。ヒューストン生まれの起業家（1953年生まれ）である彼は、オースティンの単一の健康食品店から137億ドルの小売現象へとホールフーズを築き上げた44年間の歩みを記録し、ビジネス戦略と、ニューエイジの精神性、リバタリアン的理想、そして動物福祉に関する倫理的議論にわたる個人の進化を織り交ぜています。

2017年のAmazonによる買収以前、マッキーは「Mrs. Gooch’s」などの画期的な買収や、革新的なステークホルダー中心の管理手法を通じて、食料品小売を再定義しました。利益と並んで社会的・環境的価値を優先する彼の「意識高い資本主義」の哲学は、『ハーバード・ビジネス・レビュー』や彼のTEDトークでも取り上げられています。ホールフーズ退任後、彼は栄養リテラシーを推進するウェルネス事業「Love Life」を立ち上げました。

マッキーの洞察は、カウンターカルチャーのルーツと企業の現実の間を舵取りしながら、目的主導型の企業をスケールアップさせた実体験からくる信頼性に裏打ちされています。彼のウェブサイト（johnpmackey.com）では、40年以上にわたって洗練されてきたリーダーシップの原則が共有されています。『The Whole Story』は、小売革命の記録であると同時に精神的な自叙伝でもあり、アメリカのオーガニック食品変革の背後にある葛藤と突破口への、かつてないアクセスを提供しています。

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1 h 30 m•3 セクション

コロンビア大学卒業生が開発 | サンフランシスコ発

BeFreedは好奇心旺盛な仲間が集うグローバルコミュニティ

4.7

平均評価

7,840件以上のアプリ評価

BeFreedコミュニティ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第4章

『ホール・ストーリー 全体性の探求』の要約

『ホール・ストーリー 全体性の探求』の要約の概要

『ホール・ストーリー 全体性の探求』の要約をさまざまな学習スタイルで探る

Beyond Organic: The Revolutionary Vision of Whole Foods Market

From Hippie Co-op to Natural Foods Pioneer

聴きながら、すべての言葉を目で追えます

Birth of Whole Foods Market: A Vision Expands

Disaster and Rebirth: The Flood That Almost Ended Everything

『ホール・ストーリー 全体性の探求』の要約をもっと深く楽しむ

Growing Pains: The Price of Expansion

Beyond Texas: Building a National Presence

聴きながら、すべての言葉を目で追えます

Conscious Capitalism: A Business Philosophy Emerges

The Amazon Chapter: End of Independence, Beginning of New Era

『ホール・ストーリー 全体性の探求』の要約をもっと深く楽しむ

The Whole Story: A Legacy of Transformation

『ホール・ストーリー 全体性の探求』の要約を最後まで読み終えました

『ホール・ストーリー 全体性の探求』の要約の主要テーマ

『ホール・ストーリー 全体性の探求』の要約の名言集

『ホール・ストーリー 全体性の探求』の要約の登場人物

著者について

ホール・ストーリー 全体性の探求の要約をダウンロード

他のユーザーのお気に入り

『ホール・ストーリー 全体性の探求』の要約についてのよくある質問

What is The Whole Story by John Mackey about?

Who should read The Whole Story by John Mackey?

Is The Whole Story by John Mackey worth reading?

What is conscious capitalism in The Whole Story?

もっと見る

BeFreedは好奇心旺盛な仲間が集うグローバルコミュニティ

『ホール・ストーリー 全体性の探求』の要約をさまざまな学習スタイルで探る

Beyond Organic: The Revolutionary Vision of Whole Foods Market

From Hippie Co-op to Natural Foods Pioneer

聴きながら、すべての言葉を目で追えます

Birth of Whole Foods Market: A Vision Expands

Disaster and Rebirth: The Flood That Almost Ended Everything

『ホール・ストーリー 全体性の探求』の要約をもっと深く楽しむ

Growing Pains: The Price of Expansion

Beyond Texas: Building a National Presence

聴きながら、すべての言葉を目で追えます

Conscious Capitalism: A Business Philosophy Emerges

The Amazon Chapter: End of Independence, Beginning of New Era

『ホール・ストーリー 全体性の探求』の要約をもっと深く楽しむ

The Whole Story: A Legacy of Transformation

『ホール・ストーリー 全体性の探求』の要約を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『ホール・ストーリー全体性の探求』の要約

『ホール・ストーリー全体性の探求』の要約の概要

『ホール・ストーリー全体性の探求』の要約をさまざまな学習スタイルで探る

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

『ホール・ストーリー全体性の探求』の要約を最後まで読み終えました

『ホール・ストーリー全体性の探求』の要約の主要テーマ

『ホール・ストーリー全体性の探求』の要約の名言集

『ホール・ストーリー全体性の探求』の要約の登場人物

ホール・ストーリー全体性の探求の要約をダウンロード

『ホール・ストーリー全体性の探求』の要約についてのよくある質問

『ホール・ストーリー全体性の探求』の要約をさまざまな学習スタイルで探る

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

『ホール・ストーリー全体性の探求』の要約をもっと深く楽しむ

『ホール・ストーリー全体性の探求』の要約を最後まで読み終えました