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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 names, such as Cherry Garcia, found a following. In addition to selling by the scoop, they began selling pints over the counter, and the business grew. The company went public in 1984 and came to be traded over the counter with the symbol BJICA.
Cohen and Greenfield determined that their company would be socially responsible, and as part of its objective of "caring capitalism," Ben &

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