...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 faced to...
Words: 1010 - Pages: 5
...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...
Words: 1375 - Pages: 6
...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...
Words: 841 - Pages: 4
...before class Kary A. Company analysis. Write a brief history of Ben and Jerry's, especially in their efforts to expand internationally. Mika B. Customer analysis. Write a customer analysis for Japan. Included in this should be a segmentation analysis. Identify possible segments that Ben and Jerry's should target. Kary C. Competitor analysis. mika D. Marketing environment. Discuss anything else in the Japanese environment that may impact Ben and Jerry's marketing efforts in Japan, including the supply chain for ice cream. Lehi E. SWOT analysis. Finish the situation analysis with a SWOT analysis. II. Overall Marketing Strategy. A. Targeting strategy. In the customer analysis, you identified segments that Ben and Jerry's may consider targeting. In this section, give a final recommendation on which segment(s) they should target, then write a vivid profile of their target segment(s). B. Positioning strategy. How should Ben and Jerry's position its brand relative to competing brands? What should the Ben and Jerry's brand stand for in the minds of Japanese customers? C. Value Proposition. Write a powerful, one-sentence value proposition targeted at Ben and Jerry's target customers. D. Goals and Objectives for the first three years of Ben and Jerry's entry into Japan. III. Marketing Mix Strategy. A. Product. What products should Ben and Jerry's offer in Japan? How should they package their product? What sizes of packages should...
Words: 541 - Pages: 3
...BUSINESS 439 Part 3 Closing Cases Ben & Jerry’s—Japan On an autumn evening in Tokyo in 1997, Perry Odak, Angelo Pezzani, Bruce Bowman, and Riv Hight gratefully accepted the hot steaming oshibori towels their kimonobedecked waitress quietly offered. 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 Japanese market and, if so, how. The next morning would be their last chance to hammer out the details for a market entry through 7-Eleven’s 7,000 stores in Japan or to give the goahead to Ken Yamada, a prospective licensee who would manage the Japanese market for Ben & Jerry’s. Any delay in reaching a decision would mean missing the summer 1998 ice cream season, but with Japan’s economy continuing to contract, perhaps passing on the Japanese market would not be a bad idea. Perry Odak was just entering his eleventh month as CEO of the famous ice cream company named for its offbeat founders. He knew the 7-Eleven deal could represent a sudden boost in the company’s flagging sales of the past several years. He also knew that a company with the tremendous brand recognition Ben & Jerry’s enjoyed needed to approach new market opportunities from a strategic, not an opportunistic, perspective. imported ice cream, and expectations of falling tariffs on dairy products suggested new opportunities for ice cream imports from abroad. Although prices were attractive in Japan, about $6 per pint, it was unclear...
Words: 4834 - Pages: 20
...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...
Words: 573 - Pages: 3
...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...
Words: 8593 - Pages: 35
...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...
Words: 1107 - Pages: 5
...General comments on Burt’s Bee (BB) case Burt's Bees is an American personal care products company that describes itself as an "Earth friendly, Natural Personal Care Company" making products for personal care, health, beauty, and personal hygiene. Burt's Bees originated in Maine as a candle making partnership between Roxanne Quimby and Burt Shavitz in 1984. As of 2007, they manufactured over 197 products for facial and body skin care, lip care, hair care, baby care, men's grooming, and outdoor remedies distributed in nearly 30,000 retail outlets including grocery stores and drug store chains across the United States, United Kingdom, Ireland, Canada, Hong Kong, and Taiwan from their headquarters in Durham, North Carolina. In late 2007, the Clorox Company acquired Burt's Bees for the reported sum of USD 925 mil. Not bad at all! It started out as a life style business to become a high potential venture, far exceeding original expectations and forecasts. The case is thought provoking as the business becomes highly successful, and raises new conflicts and decisions for Roxanne. It also poses the harvest issue, collisions with personal goals and values, and the like Performing SWOT and a bit of TOWS (formulating strategies) includes general environment (PESTL), Porter’s 5 Forces of Competition (P5F) and competitor’s analyses. Weak or “pass” answers merely describe obvious strengths, weaknesses and opportunities are... and do not contain assessments of these and/or of the industry...
Words: 1262 - Pages: 6
...Overview of Financial Management SOURCE: Courtesy BEN & JERRY’S HOMEMADE, INC. www.benjerry.com STRIKING THE RIGHT BALANCE $ BEN & JERRY'S F or many companies, the decision would have been an easy “yes.” However, Ben & Jerry’s Homemade Inc. has always taken pride in doing things make money. For example, in a recent article in Fortune magazine, Alex Taylor III commented that, “Operating a business is tough enough. Once you add social goals to the demands of serving customers, making a profit, and returning value to shareholders, you tie yourself up in knots.” Ben & Jerry’s financial performance has had its ups and downs. While the company’s stock grew by leaps and bounds through the early 1990s, problems began to arise in 1993. These problems included increased competition in the premium ice cream market, along with a leveling off of sales in that market, plus their own inefficiencies and sloppy, haphazard product development strategy. The company lost money for the first time in 1994, and as a result, Ben Cohen stepped down as CEO. Bob Holland, a former consultant for McKinsey & Co. with a reputation as a turnaround specialist, was tapped as Cohen’s replacement. The company’s stock price rebounded in 1995, as the market responded positively to the steps made by Holland to right the company. The stock price, however, floundered toward the end of 1996, following Holland’s resignation. Over the last few years, Ben & Jerry’s has had a new resurgence. Holland’s replacement...
Words: 16738 - Pages: 67
...Table of contents Contents Summary ................................................................................................................................................. 2 The benefits of the “big4” ....................................................................................................................... 3 Kraft..................................................................................................................................................... 3 Nestlé .................................................................................................................................................. 3 Mars .................................................................................................................................................... 4 The Hershey Company ........................................................................................................................ 5 Common project between Marc and Hershey ................................................................................... 6 “Big4”, consequentialism and utilitarianism....................................................................................... 6 Moral and human rights infractions ....................................................................................................... 7 Recommendations for cocoa and chocolate industry ............................................................................ 9 Challenges remaining for...
Words: 3968 - Pages: 16
...Marketing strategies Chapter 7 q KEY TERMS | marketing aims: the broad, general goals of the marketing function within an organisation. marketing objectives: the specific, focused targets of the marketing function within an organisation. marketing strategies: long-term or mediumterm plans, devised at senior management level, and designed to achieve the firm’s marketing objectives. marketing tactics: short-term marketing measures adopted to meet the needs of a short-term threat or opportunity. Understanding marketing objectives This chapter notes how the marketing objectives of a business are derived from the broader corporate objectives. Examples of typical marketing objectives are provided and the internal and external factors that influence them are examined. In showing the process that converts objectives to strategy and tactics, the chapter provides the background to subsequent chapters on marketing strategies and marketing plans. A firm’s marketing aims and objectives are the goals or targets of the marketing function. These must be consistent with the organisation’s corporate aims and objectives: that is, with the goals of the organisation as a whole. In order to achieve their marketing objectives, firms use marketing strategies and tactics. It is therefore possible to place a company’s corporate objectives, marketing objectives, marketing strategies and marketing tactics into a hierarchy, as shown in Figure 7.1. Figure 7.1 A marketing hierarchy Corporate...
Words: 3736 - Pages: 15
...Contents Product Statement 4 Analysis of the External Environment 5 Industry Trends 5 Competitive Trends 7 Brand Competitors 7 Product Competitors 7 Generic Competitors 10 Total Budget Competitors 10 Political Trends, Legal Trends and Regulatory Trends 11 Franchising 11 Food and Drug Administration 11 Technological Trends 13 Economic Trends 14 Cultural Trends 17 Analysis of the Customer Environment 19 Who 19 How many 20 What 21 Why and How 23 When 24 Why Non Customers 25 Where 26 Analysis of the Internal Environment 27 Marketing strategies 27 Target Market 27 Image 27 Marketing Programs 28 Advertising 28 Product and Service Offering 29 Distribution and Channel Programs 30 Pricing 30 Sales strategy and Sales force effectiveness 30 Marketing research /intelligence gathering efforts 30 Public relations/publicity 31 Financial Performance 32 Additional Company Characteristics 33 Technical Capabilities 33 Available Resources 33 Production Capacity 33 Career Opportunities 34 SWOT Analysis 35 Strengths 35 Weaknesses 37 Opportunities 38 Threats 39 Marketing Goals and Objectives 40 Goals 40 Objectives 40 Marketing Strategies 41 Target market 41 Value Proposition 42 Positioning Statement 42 Issues Analysis 43 Action Plans 45 Valpak Savings Coupons 45 Free Smoothie Sample at Gasparilla Distance Classic Race Expo 46 Customer Loyalty Card 47 University of South Florida Freshman...
Words: 16385 - Pages: 66
...Contents Product Statement 4 Analysis of the External Environment 5 Industry Trends 5 Competitive Trends 7 Brand Competitors 7 Product Competitors 7 Generic Competitors 10 Total Budget Competitors 10 Political Trends, Legal Trends and Regulatory Trends 11 Franchising 11 Food and Drug Administration 11 Technological Trends 13 Economic Trends 14 Cultural Trends 17 Analysis of the Customer Environment 19 Who 19 How many 20 What 21 Why and How 23 When 24 Why Non Customers 25 Where 26 Analysis of the Internal Environment 27 Marketing strategies 27 Target Market 27 Image 27 Marketing Programs 28 Advertising 28 Product and Service Offering 29 Distribution and Channel Programs 30 Pricing 30 Sales strategy and Sales force effectiveness 30 Marketing research /intelligence gathering efforts 30 Public relations/publicity 31 Financial Performance 32 Additional Company Characteristics 33 Technical Capabilities 33 Available Resources 33 Production Capacity 33 Career Opportunities 34 SWOT Analysis 35 Strengths 35 Weaknesses 37 Opportunities 38 Threats 39 Marketing Goals and Objectives 40 Goals 40 Objectives 40 Marketing Strategies 41 Target market 41 Value Proposition 42 Positioning Statement 42 Issues Analysis 43 Action Plans 45 Valpak Savings Coupons 45 Free Smoothie Sample at Gasparilla Distance Classic Race Expo 46 Customer Loyalty Card 47 University of South Florida Freshman...
Words: 16385 - Pages: 66
...Industry Overview Our group evaluated the ice cream industry from a Porter’s Five Forces perspective to determine the attractiveness of the market. Next, we observed Amy’s Ice Creams’ strategy through interviews and class concepts to see how Amy’s competes. Then, we assessed the strengths and weaknesses of the company’s strategy to offer recommendations for Amy’s Ice Creams going forward. Production and Sales The biggest activities in the ice cream industry consist of production and sales. In 2011, U.S. manufacturers produced 1.53 billion gallons of ice cream, a 6.5 percent increase from 2009. In addition, U.S. ice cream sellers sold 25.4 billion servings of ice cream and other frozen desserts. This represents a 2.4 percent increase from the previous year, a slight increase after two year of stagnant sales (New Hope 360). There are two channels for ice cream sales. The first channel is food service where customers visit an ice cream parlor and pay a premium for the product. The second channel is retail where customers purchase their favorite brand of ice cream from a retail chain like Wal-Mart. Food services constitute a larger portion of the two channels accounting for 57 percent of overall ice cream sales (New Hope 360). Products The products in the ice cream industry include premium ice creams and novelties. Premium ice creams include sorbet, sherbet, and fruity flavored ice products packaged by the pint or quart. Novelties are separately packaged ice cream...
Words: 5721 - Pages: 23
