At this stage, no. The selective price cuts are a step in the right direction, but they are hardly revolutionary — at most, they bring Whole Foods into line with other retailers. Our checks yesterday reveal that outside of fresh — in areas like household and ambient groceries — Whole Foods remains considerably more expensive than most other grocers.

I would never suggest that Whole Foods focus on price to the exclusion of everything else, but I refuse to buy things like Vitamin Water there at a temporarily-discounted price of $1.39 when it’s $0.88 at Target! Others will feel the same.

Whole Foods has a lot more work to do on pricing before it captures a larger share of wallet of existing customers and draws in new shoppers. That said, I think over time Amazon is ultimately prepared to make this investment — yesterday’s cuts were just the opening headline-grabbing salvo.

I don’t see this as bringing in a much broader segment of the population. Their highly educated, disposable income-having target are less likely to rave that avocados are 30 cents cheaper but it follows Amazon’s pattern of dominating the news cycle with low prices. Whole Foods couldn’t make it work for many years and be profitable — Amazon can cut prices because of deep Wall Street pockets and their AWS. You have to wonder if it is really good for one company to be able to have such abilities divorced from being profitable.

I visited the Lake Norman (NC) Whole Foods yesterday. Saw no evidence of those orange signs or price drops. If this combo is going to be a game-changer for grocery shoppers and convert shoppers from Harris Teeter, Publix and Earth Fare, they’d better do some obvious in-store events to capture attention.

Reports developed later in the day yesterday that many price cuts in the long run will only be available to frequent shoppers. That makes sense — business sense.

While Amazon has had the investor flexibility to run an unprofitable retail business online, there’s no indication investors will let that happen in Whole Foods where there’s risk of unprofitability rising to massive new levels very quickly.

But we will continue to see Amazon PR drive panics like yesterday where a mere announcement ends up reported far beyond what is actually said.

I did a fast price check at the site for Metro Market (one of the Kroger divisions operating here in Milwaukee, and the sister brand of Mariano’s in Chicago). Its prices on organic bananas, eggs, butter and Fuji apples are already at or slightly below the new pricing at Whole Foods. (Its price on lean ground beef is 50 cents higher as of this morning.) What this points out is that Whole Foods had a pricing problem (“Whole Paycheck”) that Amazon is taking aggressive steps to correct.

Based on what happened to Costco’s and Walmart’s stock prices since Friday, there is a typical overreaction to the steps that Amazon is taking. Just keep in mind that Walmart and many other grocers are already competitive and Whole Foods is just joining the party. Also keep in mind that the Whole Foods brick-and-mortar footprint has a long way to go before it catches up with its competitors, despite the smart moves that Amazon is likely to make.

I can only hope that Amazon will not focus solely on price. Although Whole Foods is pricier than most grocers, their private-label goods are priced well and, as far as I can tell, doing well. Offering deals to Prime customers? Now that sounds like moving in the right direction. Pulling people into the store with Amazon lockers? Another good thought but hopefully they will merchandise properly to those people who might not otherwise have come into a Whole Foods. There is a lot to think about that goes beyond just price. And that’s my 2 cents.

As a consumer, I want Whole Foods to reliably drive down the price of organic so I can shop at Whole Foods for my family of five. Having said that, 14 items doesn’t make a new standard. It barely registers as competitive on price.

Probably more interesting than the 14 items is the speed at which an approved buy out has become operational control. I’m really excited to see how fast Amazon starts to move on getting craft brands into stores and how much more control they have before the official close of this deal at the end of the year.

So, the “Amazoning” of Whole Foods begins. If nothing else, this is causing a major buzz and resurgence of the announcement of the acquisition. Pricing may change at Whole Foods, but I doubt the level of quality, freshness, etc. will. That’s the reputation that Whole Foods is known for and wants to keep.

First of all let’s remember we are talking about Whole Foods here. Cutting their prices starts to bring them in line with market pricing — not exactly the most revolutionary concept in retail history.

I assume Amazon will continue its downward pressure on pricing but I don’t think that’s going to move the industry as a whole to a series of radical en masse price cuts.

For me, the real challenge to other retailers is that Amazon continues to surround shoppers with an increasingly complete “consumption environment” in which they only have to deal with Amazon to satisfy a growing percentage of their routine shopping needs.

If it works, it will be an-all-but unbeatable strategy.

Amazon continues to be the thorn in the side of most food retailers. Now that it has made a significant transition into the brick-and-mortar space, it is firing a warning shot across the bows of the competitive ships. In essence, Amazon is following the acquisition strategy of Safeway, Ahold and others who gobbled up many terrific independent food retailers. However, the key will be not to Safewayize Whole Foods, nor follow the Ahold approach of rolling these banners into existing Ahold formats. Instead, I expect Amazon to apply its noted resources, namely, sourcing, customer intimacy, logistical excellence, price transparency, etc. to a brand (Whole Foods) which has a terrific image, save for price.

Amazon is likely to see the biggest benefits of the Whole Foods acquisition to be rapid entry into the grocery market, particularly fresh produce, and the immediate acquisition of hundreds of points of distribution for the Amazon organization as a whole. As a result, Amazon will not be as dependent on the high margins of Whole Foods; rather, they would like to increase the traffic into the stores, which further benefits their ultimate goal — a physical presence across online and off-line.

I anticipate a gradual reduction of prices on commonly compared products across the Whole Foods product assortment.

As several have noted the price drops simply brought Whole Foods prices in line with the market. In short this is, as Shakespeare wrote, much ado about nothing.

You’ve got to give Amazon’s PR department great kudos for all the uproar. To use a part of a phrase from another Shakespeare play (Macbeth) — it’s “full of sound and fury signifying nothing.” I do agree that over time Amazon’s impact through its acquisition of Whole Foods may have an impact on food retailing, but not in the short run.

Amazon has lots to gain with low downside risk. I see them milking this acquisition for all it is worth in the press. Something they are an expert in. They will turn the store into another major perk for Prime members, and get to test things in 450 brick-and-mortar stores with a high-end customer base. It’s a great place to test new technology in the retail space like the automated c-store they demonstrated last December.

If retailer stock prices are any indication, it already has! What those stock analysts are baking into their decisions is the fundamental impact Amazon has on any retail category when it enters. The “Prime Nation” is immediately much more likely to shop the category online than before. Whether this will translate to the Prime Nation being more willing to shop in Whole Foods retail locations could be questioned, but I’m betting on a yes. The reason is simple. Whole Foods already has a great reputation for quality and shopping experience. About the only reason shoppers don’t go there is price. When Whole Foods is integrated into the Prime shopping solution as the brick-and-mortar destination/pickup location/showroom for the Prime Nation this is going to be very compelling. And Amazon will do everything it can to make that happen — this price cut is just the PR shot across the bow.

I agree with many of the comments posted so far. The price drop on so few items is not significant and starts to bring them closer to what the prices should be. It is, however, a very welcome development in markets like NYC where Whole Foods is one of the few decent grocery stores in town. In markets like North Carolina, which Anne Howe mentioned, where customers can choose between Harris Teeter, Publix and others, it’s just not a big deal. What is a big deal is the reality of other grocers who do need to show a profit to their shareholders in the short term to to keep up with Bezos.

I do not see how cutting prices to match the already lower prices other grocers charge for avocados, in the same metro areas, will bring more grocery shoppers to Amazon/Whole Foods. Loss leaders? How many shopping carts full of groceries do you see in a Whole Foods versus hand carry baskets carrying several items? Whole Foods has been too expensive for many to buy the full range of grocery products needed in life. Drop in for an avocado and kale?

Prime memberships discount commodities which is counter-intuitive to Whole Foods’ high pricing of the commodities sitting alongside the food. Whole Foods is known for wonderful displays of FRESH food and take out selections. Maybe Amazon will turn Whole Foods into a discount food retailer with other Amazon products like Alexa in between the avocados and kale.

No. This is a lot of hype driving lots of free press (which is what Amazon is best at in retail) about insignificant price reductions. Amazon needs a way to find the margin in grocery that enables it to someday profitably deliver groceries to homes. Many have tried to make that model work and I’m not convinced Amazon will be any more successful than others, outside of densely populated, urban areas.

I do not think this is as much about Whole Foods’ pricing of organics as it is brand alignment with Amazon. They are positioning Whole Foods to be a mainstream physical presence for Amazon in the grocery arena.

It’s just “Day One” for Amazon’s acquisition of Whole Foods. There is a theme of Amazon disrupting verticals which incumbents strongly proclaim as un-disruptable. Grocery is one such category, I believe. The naysayers don’t believe Amazon will be able to squeeze more margin and cross-sell opportunity out of the razor-thin margins in grocery.

I don’t think we’ve scratched the surface yet in terms of knowing how far Amazon can leverage their newfound physical store footprint. The swaths of user data it can marry between online and in-store purchases could inform vendor merchandising decisions, as well as the assortment for Amazon’s own PL grocery brands (Happy Belly, Wickedly Prime, and now Whole Foods 365).

Isn’t it funny how when you’re bought by a giant company it suddenly becomes ok to do something “The Street” would never have allowed you to do on your own? Nice.

Anyway, this is a good start, but the real goal, converting Kroger and Walmart customers, is a long way off. We’re thinking AMZN didn’t buy Whole Foods impulsively, so I would expect the other shoe to drop before the end of the year. This isn’t enough for the grand prize (Walmart’s $254b grocery biz), but something like free home delivery as a combo could be.

This looks like a softly-softly approach to discounting. Whole Foods isn’t a discount grocery retailer and I can’t see Amazon massively slashing prices to try and make it fit that model. What’s interesting is what the combination of the Amazon name and the perception of lowering prices will do — this might be enough to bring some new faces into the store. Plus, the idea that Prime members will be getting special benefits could widen Whole Foods’ audience — and there are a lot of Prime members out there! Overall though I think Whole Foods is going to continue to be seen as a premium grocery space for those with disposable income.