Ben & Jerry’s: Inside the pint — values-led sourcing and linked prosperity
In 2011, more than 30 years after Ben Cohen and Jerry Greenfield founded the super premium ice cream company Ben & Jerry’s, the strong personality and personal values of the founders were still very present. While the company had grown to revenues of more than $700 million and had been acquired by Unilever, it still operated based on a concept of linked prosperity and leading with progressive values, reflected in its famous three-part mission statement simultaneously emphasizing product quality, economic reward and a commitment to the community. This mission statement emphasized the company’s strong belief that making a positive contribution to society should be a central part of doing business rather than an afterthought culture of social and environmental activism. However, what had once been radical and unorthodox behavior in the 1980s and 90s had become expectations of what a firm should be doing. In 2011 the leadership of Ben & Jerry’s believed in the need to push forward and lead the way in innovative business practices that created linked prosperity. The questions then were, what would it mean to re- radicalize Ben & Jerrys in 2011? What would really push the linked prosperity agenda to the next level? What would it take to meet and live up to the demanding expectations of the company’s three-part mission?
Designing and executing a shared value/linked prosperity strategy. Integrating a strategy based on economic, product and social considerations.Re-radicalizing strategy.
Unilever
2011
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
The total costs of the Swiss healthcare system are rapidly approaching the CHF 100 billion mark per year. Now Switzerland is voting on November 24 on a further reform step. But that will not be enough. New ideas are needed.
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2514 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD 25 November 2024
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2515 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2601 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications