...Ben & Jerry’s Case Study By: Niesha M. Felder February 22, 2014 MRKT 454 1. What do you believe is Ben & Jerry's management orientation and view toward global expansion? Provide evidence from the case to support your opinion. Ben Cohen and Jerry Greenfield, the forefathers of Ben and Jerry’s, management orientation skills were very unique, promoting a free spirit approach for employees. Ben Cohen and Jerry Greenfield were not the standard corporate managers, instead they were quite bias against traditional business practices because of the short-term interests as well as large profits; most commonly corporate managers are under pressure to produce shareholders’ demands. Ben Cohen and Jerry Greenfield did not place emphasis or value, on cash, equipment and inventory; the “tangible assets” of the firm. Instead, Ben Cohen and Jerry Greenfield focused on “intangible assets” such as social concerns, quality of life, charity, and reputation, but in their minds the “intangible assets” were just am important if not more important. Ben Cohen and Jerry Greenfield business values were based on growth, shareholder value, and the overall care/quality of employees. Ben Cohen and Jerry Greenfield were intentionally slow to embrace the foreign market (Kursh, Lant, Majeske, Olver, Plant, 2014). Ben Cohen was quite reluctant to embark on global expansion because he felt that it did not coincide with the mission of Ben & Jerry’s. On the other hand, Jerry Greenfield...
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...Motivations for forging strategic alliance Despite the inherent risks, it is often necessary for firms, because of their lack of necessary resources, to forge strategic alliances with other firms for acquiring complementary skills. Before establishing a formal relationship with other enterprises, an enterprise must realize its motivations and priorities. four motivations with different orientations: 1. Strategy-oriented. Enterprises forge alliance for strategic objectives such as maximizing the profit and possible cooperation. Tactic practices are increasing the market share, stepping up the pace of employee exchange, shortening the time for technological development and new products to enter market, and preventing vicious competition from competitors. 2. Cost-oriented. Another motivation behind forging an alliance is to reduce cost. To share the cost for developing a technology and avoid duplicating investment, to reduce the cost for searching the necessary information, to reduce the risk of R&D, and to cooperate with governmental organizations for tax policy are the common considerations for this motivation. 3. Resource-oriented. The availability of critical resources is the third motivation for establishing an alliance. To exchange the critical equipment and technologies with the alliance partner for reducing the risk of R&D, and to make use of the marketing channels of the partner will bring benefits to the participants of the alliance. 4. Learning-oriented...
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...that Ben & Jerry's committed to entering the Japanese market. Answer the following questions: a. Should they join with Seven-Eleven or Mr. Yamada? Why? Giving the facts presented in the Ben & Jerry’s Japan Case study and assuming that Ben and Jerry’s did decide to ultimately enter the Japanese Market, I suggest that they do so with Yamada. After reading and evaluating the case study and learning some back ground information about Ben & Jerry’s Homemade Inc., the reasons that I would suggest that Ben & Jerry’s enter the market with Yamada are because Yamada provides Ben and Jerry with the expertise needed to penetrate foreign markets. Also, by giving Yamada full control of Ben & Jerry’s Homemade Inc., the company would no longer have to address issues involved in putting together an entry strategy. Yamada understands the frozen food market and possesses the entrepreneurial spirit and the marketing expertise, as seen with the development of Domino’s Pizza brand in Japan. These qualities all bode well for Ben and Jerry’s because after several unsuccessful attempts to penetrate markets in Canada, Israel, Russia, United Kingdom, France and Benelux I feel that Ben & Jerry’s lacks the managerial skill to put together marketing campaign for entering foreign markets. The down side of deciding to move forward with Yamada is that they would have to relinquish full control of marketing and sales and Yamada would have exclusive rights to sell Ben & Jerry’s Ice Cream in Japan. Deciding...
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...Introduction • Founded by two Brooklyn school mates Ben Cohen and Jerry Greenfield in Vermont, 1978. • Combination of high fat content, chunky ingredients and catchy flavor names helped to create its own demand. • Sales grew with time and the company went public in 1984. • Besides being a fun company, it was determined to be socially responsible with an objective of caring capitalism. • By 1994, sales exceeded $150million and the company had 600 employees with a global distribution network. • However, 1994 actually brought loss and net income suffered. • In 1995, the company’s sales started to increase with a substantial rise in net income. • By 1997, Ben and Jerry’s was doing well but slow growth and retreating market share was an issue. • Japan was being considered for future expansion. Current Strategy • Focused Differentiation - To make, distribute and sell the finest quality, all natural ice cream. - Socially responsible company known for its caring capitalism. Problem Statement Given that the company has declining profits and is losing its market share in both total ice cream market and super premium market……… • Should Ben and Jerry’s enter the Japan market in summer 2008? • If yes, then how should they perform the market entry, through Seven-Eleven Japan or collaboration with Ken Yamada? External Analysis Industry Structure • Ice cream industry is categorized...
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...10/18/2012 Ben & Jerry’s - Japan 1. Overview of the case * Perry Odak had meeting with Masahiko Iida who is the president of Seven-Eleven Japan to resolve conundrum of whether to introduce Ben & Jerry’s ice cream to the Japan market and, if so, how. Ben & Jerry’s was established by Ben Cohen and Jerry Greenfield, who were school mates before, when they were in mid 20s. They were growing between 1982 and 1990 but they had suffered with their net income from 1993 to 1994 when their sales exceeded $150 million. Haagen-Dazs was the only major competitor in the super-premium ice cream market where Ben & Jerry’s was in. Ben & Jerry’s was very slow with embracing foreign market. The company only had foreign sales of $6 million, with total sales of $174 million. In the super-premium ice cream sales, Haagen-Dazs and Ben & Jerry’s were still the leading brands, but Haagen-Dazs was above Ben & Jerry’s. Now Ben & Jerry’s is trying to focus on market opportunities in Japan where Haagen-Dazs already had managed to capture nearly half the super-premium market in. Ben & Jerry’s is facing some difficulties with requests or changing their strategies by getting into the market in Japan. 2. Identification and Analysis of the Key Issues of the Case. * The reason for the decision of Ben & Jerry’s getting into Japan’s market is because Japan is the second biggest ice cream market with a big possibility. With the fact, Ben & Jerry’s...
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...believe is Ben & Jerry's management orientation and view toward global expansion? Provide evidence from the case to support your opinion. Ben and Jerry’s management orientation would be an ethnocentric one. It had been previously stated that Cohen had not wanted to expand into foreign markets purely for growth’s sake. As such, the few international ventures the company did partake in only amounted to $6 million in sales in 1997. The United Kingdom venture was also taken due to a promise to donate 1% or profits to charity, which was in keeping with their current marketing strategy. The greatest factor supporting my opinion would be that Ben and Jerry’s rarely implemented marketing strategies for this foreign ventures. This meant that currently implemented domestic strategies were applied to very different international markets. There was no consideration was given on culture, habits, and buying power of cosumers. Therefore, a market dependent marketing plan and distribution strategies were missing. 2) Which of the environmental factors do you think are the two most important to the decision whether or not to expand into Japan? Discuss at least two at length, providing evidence from the case narrative, and what the implications of the environments are with respect to the pending decision. The economic environment is surely one of the largest factors influencing the decision to any company and therefore, serves as a major factor to expand into the Japanese market for Ben & Jerry...
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...Ben & Jerry’s Homemade Inc. – B: Facing Acquisition Abstract In December 1999 Ben Cohen and Jerry Greenberg confronted three offers for their 17-year-old firm. Ben & Jerry’s Homemade, Inc. had grown from $2M in 1983 to $237M as the year ended. Growth rates had significantly dampened, however, a result of changing U.S. consumer preferences for lower cholesterol foods and competition. Jerry Greenberg had stepped out of day-to-day management of the firm some years before. Ben Cohen stepped back in 1994 when the firm incurred its first ever loss. He turned the helm over to Robert Holland, the first African-American to head a major U.S. firm. Holland came to the Ben & Jerry’s CEO position after a national search. His background as a McKinsey consultant and turnaround artist stood the firm in good stead. His moves concentrated on improving profitability, turning around a new plant that more than doubled the company’s manufacturing capacity, strengthening the depth of management experience in the top team, and responding to the demand for low-cholesterol with the introduction of a sorbet line. However Holland stepped out of the firm after almost 18 months with observers suggesting that he had felt uncomfortable with the founders’ “clowning and campaigning.” Perry Odak, Ben & Jerry’s next CEO, came with extensive consumer marketing experience in companies such as Armour-Dial. However, he had also been COO of U.S. Repeating Arms. Given the founder’s strong emphasis...
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...EDUCATOR INSIGHTS: BEN & JERRY'S -- JAPAN: STRATEGIC DECISION BY AN EMERGENT GLOBAL MARKETER By: Hagen, James M., Journal of International Marketing, ISSN 1069-031X, 2000, Vol. 8, Issue 2 THE JAPAN ENTRY DECISION It was fall of 1997, and Perry Odak was just entering his tenth month as chief executive officer (CEO) of the famous ice cream company named for its offbeat founders, Ben & Jerry's. Far from company headquarters in Vermont, he was setting down his chopsticks in a quiet Tokyo restaurant to give full attention to the staff he had brought with him: the company's newly appointed head of international, the head of production, and a trusted expert on Japan. The question on the table for this group was whether to enter the Japanese market by granting a countrywide license to an enterprising Japanese-American, to enter the market by giving a convenience store chain exclusive rights to carry Ben & Jerry's products in all of its 7000 stores, or to pass on trying to enter the Japanese market for the upcoming summer 1998 season. The decision was not isolated; rather, those involved had to consider the very history and mission of this well-known company. Company Background Brooklyn schoolmates Ben Cohen and Jerry Greenfield started their ice cream company in a defunct gas station in Burlington, Vt., in 1978, when both were in their mid-20s. The combination of their anticorporate style, the high fat content of their ice cream, the addition of chunky ingredients, and catchy flavor...
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... | |Status |Completed | |Score |19 out of 22 points | |Time Elapsed |20 minutes out of 5 hours. | |Instructions | | • Question 1 1 out of 1 points | | | |[pic] |Refer to Figure 3-2. Ben has a comparative advantage in | | | | | | | | | | | |Figure 3-2 | | | | | |...
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...999A37 BEN & JERRY’S — JAPAN James M. Hagen prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 1999, Ivey Management Services Version: (A) 2010-08-10 On an autumn evening in Tokyo in 1997, Perry Odak, Angelo Pezzani, Bruce Bowman and Riv Hight gratefully accepted the hot steaming oshibori towels that their kimono-bedecked waitress quietly offered. After a full day of meetings with Masahiko Iida and his lieutenants at the Seven-Eleven Japan headquarters, the men from Ben & Jerry’s welcomed the chance to refresh their hands and faces before turning to the business at hand. It had been just over nine months since Odak had committed to resolving the conundrum of whether to introduce Ben & Jerry’s ice cream to the Japan market...
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...Johnson Beth Novak Evolution of Multimedia (MDIA 350) 24 November 2009 Pearl Harbor Pearl Harbor is a docu-drama that was released May 25 2001 and details the attack of the Empire of Japan on the Naval and Air forces the United States had stationed at Pearl Harbor, located on the Hawaiian Islands that brought the United States into World War II. The story of Pearl Harbor, and the men and women who became heroes that day is a story that needs to be told. People need to know what happened that day so that they will never take for granted the sacrifices made by our servicemen and women every day. This movie is very important in the media industry because it showed that there is still a lot that can be done with practical effects instead of relying on the new digital technology to do the work for you, and because this movie is an excellent example of a story-driven visual effects film. This movie would not be possible without the visual effects featured in it, but the film doesn’t rely on those effects to tell the story. Pearl Harbor won the Oscar in 2002 for Best Sound Editing, and was nominated for Best Visual Effects. This nomination is no surprise however, when one looks at the effects company that worked on this film. This film was directed by Michael Bay and produced by Jerry Bruckheimer. Industrial Light and Magic (ILM) was the major contributor of the visual and special effects for Pearl Harbor. ILM has made their mark in the movie industry with such films...
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...SURVEY: NEW MEDIA Among the audience The era of mass media is giving way to one of personal and participatory media, says Andreas Kluth. That will profoundly change both the media industry and society as a whole [pic] Apr 20th 2006 | From The Economist print edition THE next big thing in 1448 was a technology called “movable type”, invented for commercial use by Johannes Gutenberg, a goldsmith from Mainz (although the Chinese had thought of it first). The clever idea was to cast individual letters (type) and then compose (move) these to make up printable pages. This promised to disrupt the mainstream media of the day—the work of monks who were manually transcribing texts or carving entire pages into wood blocks for printing. By 1455 Mr Gutenberg, having lined up venture capital from a rich compatriot, Johannes Fust, was churning out bibles and soon also papal indulgences (slips of paper that rich people bought to reduce their time in purgatory). The start-up had momentum, but its costs ran out of control and Mr Gutenberg defaulted. Mr Fust foreclosed, and a little bubble popped. Even so, within decades movable type spread across Europe, turbo-charging an information age called the Renaissance. Martin Luther, irked by those indulgences, used printing presses to produce bibles and other texts in German. Others followed suit, and vernaculars rose as Latin declined, preparing Europe for nation-states. Religious and aristocratic elites first tried to stop, then control...
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...Global Branding of Unilever and Nestle | Report Analysis | ] | Global Branding of Unilever and Nestle | Report Analysis | | 1. Executive summary 4 2. Introduction 4 3. Overview of Unilever and Nestle 4 3.1. Company Facts-Vision and Mission 5 3.2. Company Facts-Core Business Sectors 5 3.3. Company Facts- Business Strategy 5 4. Global branding 6 4.1. Standardization vs. regional adaptation 6 4.1.1. Language 6 4.1.2. Cultural differences 7 4.2. Advertisement 8 4.2.1. Religious issues ...
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...SECTION A (4X5) Ques. 1. Write Short Notes on a) Market Development MARKET DEVELOPMENT a process for developing sales - new business and new markets This process is effective for developing all types of business, and delivers business growth via: * new products or services to existing customers, * existing products or services to new customers, or * new products or services to new customers. Market development process: 1. Establish market development aims and targets. 2. Identify target market(s), sectors and niches. 3. Assess your existing sales organisation and develop it as necessary. 4. Source/utilise a suitable prospect database - ensure data is clean and up to date, and strategic decision-makers are identified. 5. Develop and agree your strategic proposition(s) - with reference to USP's, UPB's, competitors, positioning, product mix, margins, etc. 6. Design your communication(s) and method(s) to generate enquiries. 7. Design your response and sales processes and establish or provide required capabilities. 8. Design and provide your required monitoring, measurement and reporting systems. 9. Implement your sales development activity and reinforce it through coaching, training, meetings, executive endorsement, etc. 10. Follow-up the activity: coach as required, review, monitor, seek customer and prospect feedback (successful and unsuccessful) and report on performance. 11. Make...
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...subprime mortgage market and by reaching the end of a major booming housing era. It occurred just after two years of raising the interest rates policy. Not only had it affected mortgages, it reached the banking sector in the U.S. and across the world as well. It had spilled over into the real economy through a dangerous credit clash and collapsing equities’ market which more likely produced a significant recession. The Fed and other central banks have responded in a classical way by flooding the financial markets with liquidity. As for the fiscal authorities, they dealt with the decline in solvency in the banking system by following the template of earlier bailouts like the Reconstruction Finance Corporation in the 1930s, Sweden in 1992 and Japan in the late 1990s. In August 2007, to be specific, the financial system started to crack. Banks realized that they held considerable amounts of mortgage-backed securities that were difficult to rate. Sadly, after experiencing large losses, banks’ balance sheets could not put up with additional lending. (Cecchetti, 2008) As a result, some financial intermediaries began to face difficulties in finding the short-term financing that was necessary for them to carry on their daily business. Seeing this, policymakers tried to figure out what to do. They started by pursuing some traditional interest rate instruments but they proved to be unsuccessful. For that, Fed officials tried a variety of new tools. In the following we will be discussing how...
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