Executive Summary of Ben & Jerry's Case

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Executive Summary Bob Holland became CEO of Ben Jerry ‘s Homemade Ice Cream, Inc. in February of 1995. The ice cream market had begun to suffer just a few years earlier, due to a trend toward healthier eating and healthy lifestyles. This healthier trend caused Ben & Jerry’s growth to slow and its stock prices to drop, causing then CEO, Ben Cohen to resign in June 1994. Competition had always been a big factor for Ben & Jerry’s. In a beat o response to their threatened market leadership Häagen-Daz began an aggressive attack in a fight for market share against Ben & Jerry’s (Collis, p.4). At that time Häagen-Daz was the largest and oldest super-premium ice cream segment. It developed mix-in ice cream while presenting a new frozen yogurt line as well as a fat-free sorbet line. Then followed Breyer’s, which became a threat to the super-premium ice cream market because their products were less expensive. Ben & Jerry like these other companies faced many challenges, a primary concern was there mix-in flavors were not only a challenge to product but also expensive. Their mix-in flavors consisted of candy bars, cookies, nuts, or fruit that were all added to their chocolate or vanilla base. A lot of their flavors, including Chunky Monkey, and Cherry Garcia, contain large chunks of added ingredients (Collis, p.3). Ben & Jerry’s Statement of Mission is “dedicated to the creation and demonstration of a new corporate concept of linked prosperity. Our Mission consists of three interrelated parts: Product, Economic, and Social.” Underlying their mission is the determination to seek new and creative ways of addressing all three parts, while holding a deep respect for individuals inside and outside that company and for the communities of which they are a part. Their social mission “to operate the company in a way that actively recognizes the central role that business plays in

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