resolving the conundrum of whether to introduce Ben & Jerry’s ice cream to the Japan market and, if so, how. The next morning would be their last chance to hammer out the details for a market entry through SevenEleven’s 7,000 stores in Japan or to give the go-ahead to Ken Yamada, a prospective licensee who would manage the Japan 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
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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
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” 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 on social causes, many were surprised at his selection. Odak continued Holland’s effort in improving profitability and efficiency. However, he also pressed harder on expanding sales with more emphasis on marketing. The firm aggressively introduced new flavors and began to pay more
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written by Todd A. Finkle, University of Akron, as a basis for class distinction rather than to illustrate either effective or ineffective handling of a business situation. Terry Smith has spent the last six months preparing to purchase a Beanos Ice Cream franchise. Because his personal assets were limited, Smith needed a partner who could finance the purchase. After Smith found a prospective partner, Barney Harris, they negotiated a purchase price with Beanos. Then Harris gave Smith a partnership
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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)
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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
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SCHOOL OF BUSINESS STUDIES aCADEMIC YEAR 2012/2013 ABDM3313 ENTREPRENEURSHIP BUSINESS TITLE: Food & Beverages Industry (I-Cream) Programme : DBU2 Tutors name : Mr. Lai Mun Keong Submission date: 7th March 2013 NAME STUDENT ID 1) Tong Wai Teng 11WBD06837 2) Chong Hui Myn 11WBD02755 3) Siow Wern Chie 11WBD05161 4) Say Kui Xiang 11WBD04783 Table of Content
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Tasty Cream MKT 500 Megan M. Martino Strayer University Dr. Tameria Vickerson February 18, 2010 Currently, children drive the ice cream industry in a large part. The U.S. Census Bureau estimates that the youth populations in the next seven years will be declining, thus, forcing ice cream manufacturers to develop new products that are attractive to the growing adult population. Households with children are the lead consumers of ice cream with 34% of total consumption. This is compared
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Frozen Yogurt and organic sandwiches to the Ormond Beach market. The company’s initial offerings will be a self-service store where the customer can choose from a large variety of organic low fat flavors and toppings. Which very heavy community marketing we intend to create a loyal customer base that will see Dazzle Berry as a friendly, Frozen Yogurt Shop with outstanding unbeatable quality products. We predict our first year sales will reach approximately $195,000, (1) and will climb to over $250
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market potential for Nestlé. In this report, I will explain Nestlé's international strategy in the Chinese ice cream market, and the different moves and tactics it used to compete with local brands in the first times. I will then discuss the effectiveness of the strategy and I will conclude with Nestlé's new international business strategy in China. Nestlé's strategy in the Chinese ice cream market : an unusual entry-mode Founded in 1905 by the merger of the Anglo-Swiss Milk Company, Nestlé is
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