Ben and Jerry's Case Study

The difficulty in implementing this program would be getting people to buy into the idea of hiring these skilled immigrant workers. American has this notion that we are the best at everything. People may feel that these skilled immigrant workers are not qualified to do such jobs. In order to combat this I would have people like Mr. Cash tell his story. I would have Mr. Cash explained that his skills in accountant and his knowledge of the stock market is what allowed him to afford the expenses associated with traveling to America. I would have him share his story of how he was taken advantage of and the struggle he faced to care for himself and his family

Strong branding- They have a strong presence in the European, American and Asian market as an established firm. They have been able to create a unique brand image in the minds of consumers by differentiating themselves from other companies through the ensuring of the best premium quality products.

Kroger would like to be included in the ACD for Anchorage. Which is currently in their Kroger-TeamCo and Kroger – TeamCo STEP portfolio. A little background on the Kroger/TeamCo relationship: Kroger, recently submitted a full redemption request to TeamCo (TeamCo is a FoF and the majority of their business is with Kroger). As a result, TeamCo has started the liquidation process and will no longer exist as of January 2018. However, the anchorage position in the TeamCo portfolios have always been in Kroger’s name, so there will not be a need for a transfer of ownership or beneficial ownership. Kroger is still needs to figure out if they will redeem, maintain or add to the position. In the meantime, they would like to be included to

Operation of Unilever around the world starts fragmenting, but Unilever continues to expand globally and investment made in R&D is increased.

Although Ben & Jerry’s was purchased by Unilever, the change in ownership does not signal a change in the mission. Unilever supports the guiding principles that have been fundamental to our business from the beginning. Under the agreement with Unilever, Ben & Jerry's will operate to a large extent independently. The people who work at Ben & Jerry’s are passionate about the company and its unique

Looking for a drink to warm your holiday season? Well buy Trader Joe’s 100% Organic Hot Cocoa. Trader Joe’s Organic Hot Cocoa is rich in flavor because every ingredient is natural. Trader Joe’s grow their Cocoa beans in beautiful tropical weather. Then our workers take the cocoa beans and smash it, until it is in powder form. Soon after we add our organic sugar syrup and our organic nonfat dry milk altogether, with the cocoa powder. Trader Joe’s don’t add no dangerous chemicals in this process, that is why one sip of Trader Joe’s Organic Hot Cocoa Mix will transport your taste buds to heaven.

Ben & Jerry’s is an ice cream brand that started in Vermont in 1979 by Ben Cohen and Jerry Greenfield. Originally started as a small parlour business, it saw steady expansion in its distribution over time. Its acquisition by Unilever in 2000 allowed the brand to undergo worldwide distribution through tapping on the conglomerate’s logistics and distribution expertise. Faced with an ever changing business environment and dynamic consumer preferences, Ben & Jerry’s has adopted unique strategies to boost its competitiveness.

3. Why is Ben & Jerry’s a takeover target? Is there evidence that investors are dissatisfied?

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

Although it is obvious that Ben and Jerry's must transform into an organization which is "networked", it will not be enough to make their business functional because they need to brace for viable re-establishment in the long run. Therefore it is necessary that they adopt a complete strategy, and accompany the reorganization by a clear redefinition of the missions. At this stage, we have two alternatives: Either we decide to set up a strategy of which the core mission is the financial viability of the company, or we try to preserve the core mission centered on the values of the company without compromise.

The whole process throughput time of making a dozen of cookies is 26 minutes. It takes washing, mixing and spooning 8 minutes to make a dozen of cookies. And preparation and bake time totally are 10 minutes. The final step of cooling, packing and accepting payment of cookies takes roommate 8 minutes to finish the cycle. Assume the night capacity is 4 hours, so Kristen and roommate have 240 minutes operating time. Since the oven only holds one tray, the second dozen takes an additional 10 minutes to bake. For example, first dozen of cookies take 26 minutes to make, second dozen of cookies take 36 minutes to make and third dozen of cookies take 46 minutes to make. So we can

There are many pros to this offer. Unilever is the largest ice cream producer in the world and like Dreyer’s, already has an extensive distribution network and extensive knowledge of the market. With an offer of $36 (cash), Unilever had by far the best looking offer on paper. They also have a market capitalization of $18 billion and can provide the financial backing that Ben & Jerry’s needs. On the other hand, there are a large number of cons and a huge amount of risk. B & J would have to give up a great deal and essentially “sell its soul” if it were to accept this offer. Unilever has no intention of keeping with B & J’s corporate vision and practices of social responsibility which made B & J a household name in the first place. Unilever is a much larger and more diversified corporation than the others and simply won’t be able to put in the “t.l.c” into the product that Ben & Jerry’s has built their reputation around. As a result, brand loyalty will drop significantly as will B & J’s value. If Unilever were to adhere to B & J’s social charter this would be a much more attractive offer.

Golden Valley Foods, Inc. is a 127-year-old company that prepares packages and sells canned and frozen foods which include fruits, vegetables, pickles and condiments. Golden Valley has more than 30 processing plants in operations and annual sales of approximately $650 million. Much of Golden Valley’s management staff comes from their parent company with the previous president saying “The influence of our old parent company is still with us. As long as new products look like they will increase the company’s sales volume, they are introduced. Traditionally, there has been little, if any attention paid to

Manny Flavors Cookie Company (MFCC) is a reputable family owned business that has been in operations since 1889. Now in its fourth generation of ownership, MFCC’s sales have flourished and it is important that the business continue to grow to its fullest potential. Despite the success of the company, MFCC is currently experiencing problems on the operating floor. Willie Keepum, Vice President of Operations at the company, wishes to terminate all of the employees because he believes that many of the employees have a negative attitude and have become complacent about the quality of the product. Disregarding the opinions of the mid-level managers, he believes that firing the employees will show the workers who is in charge because there is nothing anyone can do to make the employees motivated to work. The current paper will explain the problems that MFCC face and how these problems may affect the company in its future business endeavors. Then, there will be an explanation of how a change in leadership style can benefit the organization more than terminating any employees. Lastly, alternative solutions will be stated to resolve the problems faced by workers and leaders on the operating floor of MFCC.

3. What are the risks to each company in the alliance? Are there risks to the shareholders of the company? Do you think a three-way merger is possible?