Ben & Jerry Case Analysis

St rovegic depth psychology of Ben & Jerrys Home do, Inc. Can B&J answer a Double suck up of Being Green and Making Green? ESM 210 Professor Delmas utmost Paper November 21, two hundred0 Alex Tuttle Vicky Krikelas 1 BEN & JERRYS ICE CREAM Table of Contents INTRODUCTION. MARKET rendering.. FIRM DESCRIPTION. THE MISSION STATEMENT 1 1 1 2 GENERAL merged STRATEGY 2 incarnate ENVIRONMENTAL STRATEGY 4 STRATEGY ANALYSIS 8 flipper Forces Model of Competition. 8 SWOT Analysis.. 11 lynchpin Success Factors.. 11 strategic CONSISTENCIES.. 12 STRATEGIC DISCONNECTS. 13 UNILEVER ACQUISITION. 14 RECOMMENDATIONS & CONCLUSION 15 BIBLIOGRAPHY 17 ikons national figure 1. FIGURE 2. FIGURE 3. FIGURE 4. FIGURE 5. ANNUAL REVENUES.. 4 ANNUAL RECYCLING 7 PORTERS 5 FORCES MODEL 9 SWOT ANALYSIS11 KEY FACTORS OF SUCCESS.. 2 2 3 INTRODUCTION Ben & Jerrys is an progressive leader in the super exchange premium frost picking intentness. The companionship blends a commitment to provide whole natura l, in high spirits tint icing the puck thrash about with a commitment towards amicable activism and surroundal responsibility. This report pull up stakes analyze two the fraternitys environmental outline and general embodied strategy in ramble to identify the consistencies and disparities (if any) between these strategies and to determine whether a green association such as Ben & Jerrys washstand sustain a agonistic favour.We provide withal discuss the voltage impacts on the smart sets strategic vision in mail of the recent acquisition by Unilever. Our analysis ordaining pore on examining the strengths and weaknesses of the environmental and general corporeal strategies in electric arc of its internal re citations and international agonistical and non-market forces. MARKET DESCRIPTION Ben & Jerrys hold ups in the passing warring super premium water ice option, frozen yogurt and sorbet wrinkle.Super premium ice cream is gener both last(predicate)y cha racterized by a greater richness and density than opposite kinds of ice cream and commands a relatively high price. The societys two ancient competitors let in Haagen-Dazs (a member of the Ice toss Partners organization) and Dreyers Grand Ice Cream Company, which introduced its Godiva and Dreamery super premium ice cream line in the f only of 1999. Other solid competitors include Healthy Choice, Nestle and Starbucks (SEC Report, 1999). FIRM DESCRIPTION Ben & Jerrys Home do, Inc. the Vermont-based manufacturer of super-premium ice cream, frozen yogurt and sorbet, was founded in 1978 in a renovated gas station in Burlington, Vermont, by childhood friends Ben Cohen and Jerry Greenfield with a modest $12,000 investment. The smart set is now a leading ice cream manufacturing attach to cognize worldwide for its innovative flavors and all-natural ingredients made from fresh Vermont milk and cream (www. benjerry. com). Manufacturing of all Ben & Jerrys frozen sweetness intersect ion points occurs in the follows three plants located in Vermont.The company distributes ice cream, baseborn plank ice cream, frozen yogurt, sorbet and novelty products nationwide as well as in selected extraneous countries in supermarkets, grocery stores, convenience stores, franchised Ben & Jerrys scoop shops, restaurants and other venues. Outside of Vermont, the products argon distributed primarily done Dreyers and other independent regional ice cream distributors. Unilever, a multinational food and personal products company recently acquired Ben & Jerrys in spring 2000. The Ben & Jerrys Board of Directors approved Unilevers forther of $43. 60 per sh atomic number 18 for all of the 8. million outstanding sh bes, valuing the transaction at $326 million (www. lib. benjerry. com, October, 2000). Under the terms of the agreement, Ben & Jerrys will operate severally from Unilevers true U. S. ice cream worry. There will be an independent 4 Board of Directors, which will focus o n providing leadership for Ben & Jerrys social delegacy and shake off integrity. Both co-founders will exsert to be involved with Ben & Jerrys, and the company will continue to be Vermont-based. THE MISSION STATEMENT Ben & Jerrys adopted a three- set out mission statement formalizing the companys business philosophy.According to the companys home page (www. benjerry. com), the mission statement is as follows Product Mission to make, distribute and sell the finest quality all-natural ice cream and colligate products in a wide variety of innovative flavors made from Vermont dairy products. Social Mission to operate the company in a way that actively recognizes the central role that business plays in the twist of society by initiating innovative ways to improve the quality of life of a broad friendship topical anesthetic, national, and international.Economic Mission to operate the company on a sound financial basis of profitable growth, increase value to our shargonholders and creating career opportunities and financial rewards for our employees. Underlying this mission is the determination to seek innovative ways of addressing all three components, while holding a deep respect for employees and the community at bear-sized. GENERAL CORPORATE STRATEGY Ben & Jerrys corporeal strategy strives to implement the three integrated missions described above break outing a high-quality product, achieving sparingal growth and profitability, and incorporating social activism.The general incarnate strategy nates be characterized as a foc exercised or market niche strategy based primarily on product specialism and quality production. Although focused oppositeiation strategies target a narrow buyer segment, this strategy helps Ben & Jerrys come to a authoritative free-enterprise(a) utility as it can offer consumers something they perceive is appealingly different from opponent competitorsinnovative super-premium ice cream flavors that taste cave in and co nsist of all natural, high quality ingredients.In addition to differentiating its product from other ice cream competitors, Ben & Jerrys general strategy combines several other key components, including fostering a company discover of social activism, creating brand loyalty, franchising the company to aid economic growth, and developing creative advertising campaigns. Product Differentiation One means of gaining a competitory reinforcement is by and through the use of a specialization strategy to provide a better product that buyers cerebrate is worth the premium price (Thompson and Strickland, 1998).Since higher quality ice cream generally costs to a greater extent than the economy and regular types of ice cream, Ben and Jerrys has incorporated product differentiation in its general corporate strategy in order to command a higher price. The use of all-natural, high quality 5 ingredients and the innovative flavors of Ben & Jerrys ice cream illustrates the strategic use of produ ct differentiation to gain a private-enterprise(a) advantage in the ice cream market.Quirky flavor names such as chubby Hubby, Wavy Gravy, Phish Food, and Chunky Monkey besides set Ben & Jerrys apart from the traditionally-named ice cream products of mate companies. Further more than, the use of recycled materials and dioxin-free (unbleached) newspaper in product packaging contributes to the uniqueness of Ben & Jerrys ice cream and helps abide by its costs down. Socially-Conscious Company Image Ben & Jerrys strives to be an independent, socially-conscious Vermont company that supports local dairy farmers.Several examples illustrate how Ben & Jerrys implements this corporate strategy. For instance, the company donates 7. 5% of pretax profits to philanthropic causes through the Ben & Jerrys Foundation, community action teams, and through corporate grants (http//www. ho overs. com). The company also donates free ice cream during public events and community celebrations in the Ve rmont area, and contributes a percentage of the profits earned from ice cream sold in Vermont retail stores to fund local charities (SEC Report, 1999).Furthermore, the company has encertain(p)d the long-term viability of its own key suppliers, the Vermont dairy farmers, by executing a strategic finality to gestate more than a specified minimum price for its dairy ingredients (SEC Report, 1999). Brand loyalty developing brand loyalty is a nonher strategic move to strengthen competitive advantage. Ben & Jerrys has made meaning(a) efforts to gain a favorable reputation and image with buyers through its frequent promotional campaigns (i. e. , Free strobile Day), donations to social causes (i. , Ben & Jerry Foundation), and the use of eco-friendly products, as discussed downstairs under environmental Strategy. This strategy has proven successful the 1999 Harris interactional Poll regarding buyer cognition of corporate reputability ranked Ben & Jerrys first in the social responsib ility category and fifth overall (SEC Report, 1999). Small-Scale Growth and Franchising The economic mission of the company (to bring home the bacon profitability, increase value to shareholders and create career opportunities) is implemented through Ben & Jerrys strategy for pocketable business growth.Ben & Jerrys has maximized profitability by initially starting small and slowly building an ice-cream business over time (Spolsky, 2000). Ultimately, the success at the small-scale required the company to shift its corporate strategy toward the brass section of several franchised scoop shops throughout the nation and Europe. As of 1999, there were approximately 164 scoop shops in northwestern America (SEC, 1999). These scoop shops serve as a study employment resource and a source of gross for non-profit groups.In addition, Ben & Jerrys gains a competitive advantage through franchising by expanding market share, increasing revenue and publicizing the companys brand name using mini mal amounts of startup capital. As shown in Figure 1, Ben & Jerrys has achieved substantial, yet gradual, growth in revenues since 1993. Marketing Strategy According to the Securities Ex transmit bang (SEC) annual report, Ben & Jerrys use of natural ingredients, high product quality, periodic introduction of new flavors, focus on grass- 6 roots community conflict and the down home local image are congenital elements of the companys marketing strategy.The companys Waterbury ice cream doery is the iodine most popular tourist attraction in Vermont. In addition, the company is well known for its creative television advertising and public relations campaigns. The use of innovative online marketing and web-based promotions with Yahoo bring in further emphasized this image and strengthened brand name recognition (SEC Report, 1999). Ben & Jerrys annual Revenue 1993-1998 225 $ (in millions) 200 175 150 125 1993 1994 1995 1996 1997 1998 Year Figure 1. Annual Revenue for Ben & Jerrys 199 3 to 1998. Source Ben & Jerrys 1998 wrap up Report.CORPORATE ENVIRONMENTAL STRATEGY In 1992, Ben & Jerrys became the first publicly held company to adopt the wrap up (Coalition for Environmentally Responsible Economies) principles as part of its environmental strategy (Ben & Jerrys 1998 CERES Report). CERES is a non-profit coalition of interest groups operationing in partnership with companies towards the goal of corporate environmental responsibility worldwide. This involvement with CERES is evidence of the companys dedication to harboring the environment and insurance that consideration is made to the environment when managing and operating its business.The CERES principles are as follows Protection of the Biosphere 7 Sustainable uptake of innate(p) imaginativenesss Reduction and Disposal of Wastes Energy Conservation Risk Reduction Safe Products and Services Environmental income tax return universal Outreach and Education Management Commitment Audits and Report s Ben & Jerrys believes that businesses should be among the leaders in the social change necessary to repair and prevent the damage that the human race is capable of inflicting upon natural cycles through general corporate, national, international, local and personal practices (ibid).By integrating the CERES principles into the companys overall goals, Ben & Jerrys strives to develop a comprehensive environmental strategy that conforms to its mission of making an exemplary product, earning a fair return, and serving its community. Ben & Jerrys environmental goals as a company are to minimize its negative impacts on the environment, promote sustainable farming and safe methods of food production that reduce environmental degradation, and use its business as a medium for environmental and social change.In order to accomplish this strategy there are numerous policies and activities that the company is executing, or has plans to execute in the near future. By analyzing Ben & Jerrys envi ronmental strategy within the textile of the Principle Strategy-Implementing Tasks, as outlined in Chapter 9 of Crafting and Implementing Strategy (Thompson and Strickland, 1998), we can trenchantly examine the move the company is taking to best achieve its goals. These actions are visible in all aspects of the company and are proof of the companys commitment to its environmental strategy.There is an ever-present culture within Ben & Jerrys of environmental knowingness and interest in company greening. In implementing its strategy, Ben & Jerrys has worked to break that e precise employee is involved and that determine are shared throughout the company. Within the management structure of the company, efforts are made to make sure that the Board of Directors and CEO are in full informed about pertinent environmental issues and are fully responsible for environmental policy. In addition, the company considers demonstrated environmental commitments when selecting Board members.As the founders, Ben Cohen and Jerry Greenfield continue to provide strong environmental leadership that is crucial to effective implementation of the companys environmental strategy. There is significant dialogue within the chain of command of the company. At each manufacturing site in Vermont there is an Environmental Coordinator who is in charge of operating and monitoring environmental activities. These coordinators meet with the Manager of Natural Resource Use on a monthly basis. Through this dialogue, nvironmental strategies for company-wide and site-specific compliance and operations are made. The Manager of Natural Resource Use reports to the Senior Director of Operations who in turn reports to the CEO (ibid). This flow of selective information ensures that every decision-maker is aware of environmental issues and considers these factors when running the business. 8 There is also a significant employee environmental awareness and education campaign within the company. compute r programs such as the company-wide Environmental Awareness Week promotes employee knowledge of environmental issues.During orientation, new employees are introduced to the environmental policies of the company by the Manager of Natural Resource Use (ibid). In addition, there are employee-led groups called Green Teams that work on company-related digests like recycling, composting, and writing eco-facts for the company newspaper (ibid). This activism and knowledge-share that is built into the company network contributes to the success of its environmental strategy by enabling company personnel to better carry out their strategic roles.In addition to this internal communication, the company also uses variant strategies to build public interest and awareness in environmental issues. This succeeds in not only promoting the goals of the company, but also in adding to the competitive advantage of the company by gaining public support and loyalty. Ben & Jerrys website has a plethora of information on its environmental policies, activities, and accomplishments. The grandness that the company places on these issues is shown by the fact that some of this information is highlighted on the home page (www. benjerry. om, 2000). Other tools the company uses for disseminating information to the public are the publications of the Annual Report and CERES Report, as well as congeal papers on dioxin and rBGH at their scoop shops. In addition, the company puts on an annual festival encouraging public awareness of environmental and social issues (CERES Report, 1998). In order to be successful in implementing its environmental strategy, Ben & Jerrys has established many strategy-supportive policies company-wide. These are detailed in the companys 1998 CERES Report. These policies apply to all U. S. ocations and international locations under the companys rent ownership. The Manager of Natural Resource Use continually updates them whenever new technologies, concerns, or standard s emerge. Examples of these include Beginning in 1997, all uncontaminated profligacy oils from its plants are re-refined by a certified handler to be reused. In 1994 the company created a list of approved environmentally friendly cleaning and office supplies that is continually updated when appropriate. Scoop shops are built with environmentally sound material, such as tiles and countertops made of recycled materials.The Contractors vade mecum contains environmental requirements for all away parties works at Ben & Jerrys sites. Another area that is crucial to ensure that environmental strategies are achieved is in the allocation of resources to strategy-critical activities and the institution of best practices for continuous improvement. The company puts a tummy of goose egg into exploring opportunities for waste reduction, recycling, and slide fastener use. In addition, the company tracks the cost and impacts of all waste and button use associated with the production pro cess.Using a system of integrated environmental tracking tables the company reports on solid, hazardous, wastewater, and dairy waste production, energy use, and recycling. This information is used to identify trends and set 9 goals. As a upshot of this work the company has demonstrated continual improvement in its solid-waste recycling, rising from 35% in 1995 to 53% in 1998. Figure 2 shows the amount of waste the company has recycled between 1995 and 1998. In 1998, a Packaging trigger Group was created with a goal reducing waste from ingredient packaging (ibid. ).In 1997, the company conducted a project to develop a pint container that would be more environmentally sustainable and compostable. The company invested hundreds of man-hours to analyze sources of chlorine-free paper for their Eco-Pint (ibid. ). The release of this product is in direct line with the companys environmental strategy and presents a major step forward in its goal to develop a compostable, non-toxic containe r. Annual Recycling at Ben & Jerrys Tons of Solid Waste 1000 800 600 400 200 0 1995 1996 Year 1997 1998 Figure 2. Annual Solid Waste Recycling at Ben & Jerrys between 1995 and 1998.Source Ben & Jerrys 1998 CERES Report. Ben & Jerrys realizes the importance of community participation and accountability. Consistent with its environmental strategy, Ben & Jerrys uses its business as a means of promoting environmentalism, small-scale agriculture, human rights, and economic justice. This is achieved through Corporate Giving to organizations like Natural Resources Defense Council and the Vermont Land Trust, the governing body of the Ben & Jerrys Foundation which funds non-profit social and environmental organizations across the unify States, and Community Actions Teams.These teams are made up of Ben & Jerrys employees who organize annual major community projects in their area and provide grants to various community-based organizations. All told, Ben & Jerrys donates approximately 7. 5% o f its pre-tax profits annually (ibid. ). 10 Another means by which the company seeks to achieve its environmental strategy is through management of its supply chain. Ben & Jerrys is consistently works to purchase ingredients and other inputs from environmentally and socially responsible sources. The company has a Vendor Certification Program in which 80% of its suppliers were enrolled by the end of 1998 (ibid. . As part of the assessment process, Ben & Jerrys evaluates the environmental competencies of potential drop suppliers and considers this information when determining whether or not to do business. In addition, Ben & Jerrys only purchases dairy supplies from family farmers who engagement not to treat their cows with rBGH, because of the adverse effects it has on sustainable agriculture (ibid. ). By working with its suppliers, Ben & Jerrys attempts to ensure that its environmental goals are shared throughout its supply chain. This leads to a more effective implementation of i ts overall strategy.STRATEGY ANALYSIS An analysis of the external and internal forces shaping the ice cream effort is necessary in order to determine the effectiveness of Ben & Jerrys current (and prospective) corporate and environmental strategies. We will utilize several analytical tools to characterize the strengths and liabilities of the industry and the effectiveness of the companys strategy, specially through the use of the Five Forces Model of Competition, the Sixth (Non-Market) Force analysis, SWOT analysis, and the key factors of success.Five Forces Model of Competition In order to identify and assess the strength of external competitive forces on the ice cream industry we utilized a common analytical tool, porters Five Forces Model of Competition, which is based on the following five factors rivalry among competing sellers, bargaining power of buyers, bargaining power of suppliers of key inputs, substitute products and potential new entrants to the market (Thomas and St rickland, 1995). Figure 3 summarizes the competitive strength of these forces on the ice cream industry.Rivalry Among Competing Sellers The genius competitors in the super-premium ice cream industry are large, diversified companies with significantly greater resources than Ben & Jerrys the primary competitors include Dreyers and Haagen-Dazs. Rivalry can be characterized as intense, stipulation that numerous competitors exist, the cost of switching to rival brands is low, and the sales-increasing tactics employed by Dreyers and other rivals terrorens to boosts rivals unit volume of production (SEC Report, 1999).Buyers The power of buyers is relatively high because buyers are large, consisting of individual customers, grocery stores, convenience stores, and restaurants nationwide and globally. Since retailers purchase ice cream products in large quantities, this gives buyers substantial leve wrath over price. In addition, there are many ice cream products to take from, so the buy ers cost of switching to competing brands is relatively low. In order to defend against this competitive force, a companys strategy must include strong product differentiation so that buyers are little able to switch over without incurring large costs. 1 Suppliers The suppliers to the ice cream industry include dairy farmers, paper container manufacturers, and suppliers of various flavorings. Such suppliers are a moderate competitive force, attached that the ice cream industry they are supplying is a major customer, there are multiple suppliers throughout the nation to choose from, and many of the suppliers viability is tied to the wellbeing of large, established companies such as Dreyers and Haagen-Dazs. Therefore, the ice cream suppliers have moderate leverage to bargain over price.Substitute Products Many substitutes products are available within the sweet and frozen food industry (cookies, pies, Popsicles, cake). The ease with which buyers can switch to substitute products is an indicator of the strength of this competitive force. Since substitute products are readily available and attractively priced compared to the relatively higher priced super-premium ice cream products, the competitive pressures posed by substitute products are intense. Companies that enter the super-premium market, accordingly, must adopt defensive strategies that convince buyers their higher priced product has better features (i. . , quality, taste, innovative flavors) that more than make up for the difference in price. Potential in the raw Entrants The barriers to entry within the ice cream industry are moderate due to the brand preferences and customer loyalty toward the big and more established rival companies. Other obstacles to new entrants include strong brand loyalty to established firms and economic factors, such as the requirement for large sources of capital, specialized mixing facilities and manufacturing plants.In addition, the approachability of distribution chann els can be difficult for an unknown firm with little or no brand recognition. Although Ben Cohen and Jerry Greenfield successfully launched their ice cream business from a gas station with modest documentation and staff, they had to initially rely on a rival companys distribution channels (and by and by on independent distributors) in order to gain a stronger foothold in the market. Figure 3. Porters Model of the Five Competitive Forces S ubstituteProducts Many S ubstitute sBuye rs S trong le rage ve Largenum rs be Rivalry Among Competing Sellers Many large established rivals S upplie rs Mode le rage rate ve Ne Entrants w Mode Barrie to rate rs Entry 12 As discussed above, several competitive forces on the ice cream industry are relatively strong, suggesting that it is a difficult industry to be competitive in. However, Ben & Jerrys implementation of a differentiation strategy has helped the company effectively defend against these forces and gain a competitive advantage.The use o f higher quality ingredients and ecofriendly packaging has created a unique brand image that helps develop brand loyalty and beat rival competitors to the market. The companys social activism toward the community and use of innovative flavors also help alter the firm from the strong bargaining power of buyers since rival firms and/or products are relatively less attractive. Similarly, Ben & Jerrys product differentiation strategy also allows the company to fend off threats of substitute products that dont have comparable features.The companys differentiation strategy also mitigates the threat of potential entrants due to high buyer loyalty for a superior product. The moderate threat posed by suppliers is tackled by two other facets of the companys strategy ensuring the viability of suppliers by paid premium prices for raw materials, and redesigning the distribution network to gain more control and reduce reliance on rival distribution channels. The Sixth Force (Non-Market Forces) Industry Regulations Ben & Jerrys is subject to regulation by the United States Food and Drug Administration (FDA) and the Vermont Department of Agriculture.In response to stringent labeling criteria for healthoriented foods, the company made changes in its labeling regarding its low fat/low cholesterol products (SEC Report, 1999). FDA regulations may potentially affect the ability of the company, as well as rival firms in the ice cream industry, to develop and market new frozen dessert products. However, given that Ben & Jerrys is already in compliance with the FDA, it is un probably that such regulations will have a significant impact on the companys operations.Other regulatory forces include potential RCRA liability due to the companys generation of hazardous materials during the manufacturing process. However, Ben & Jerrys is currently exempt from these hazardous materials regulations since the level of hazardous materials generated is below the threshold for requiring a permit indeed, by staying small and maintaining regulatory compliance, the company gains a competitive advantage over larger companies that may have to meet stricter regulations or be more susceptible to non-compliance.Public and Stakeholders Public and stakeholder concerns over health and nutrition and environmental pollution exert a strong force on the ice cream industry. The heightened consumer awareness and demand for low-cholesterol or low-fat foods can force companies to respond with ingredient substitutions and severalise product lines to stay in business. Similarly, the increasing consumer trend toward supporting eco-friendly product packaging and all-natural, essential ingredients can cause ice cream companies to revise their strategies.Ben & Jerrys, with its commitment to providing all natural ingredients, a low-fat ice cream line, and chlorine-free paper for example, is in a better position to attract those consumers who are willing to pay more to get more. Given Ben & Jerrys proactive strategic approach, the company can effectively insulate itself from these public pressures and enjoys a significant competitive advantage over those companies that resist incorporating socially progressive or eco-friendly values into their strategies. 13SWOT Analysis Another means of analyzing the strategies of the company is by examining the strengths and weaknesses of its internal resources, and then exploring the external threats and opportunities face up the company. By developing a clear understanding of these factors, we can evaluate where the company should go from here. Figure 4 identifies these forces for both the general corporate and environmental strategies of Ben & Jerrys. Based on our analysis, we feel that some(prenominal) of the companys internal strengths and external opportunities lie within its environmental strategy.This gives further evidence to suggest that the environmental and corporate strategies are well integrated, and that this integration is crucial to the future success of the company. Figure 4. SWOT Analysis of Ben & Jerrys Strengths Product Differentiation Brand Name & Image Creative Advertising & Promotion excogitation Environmental Leader Threats Image Deterioration Increased Competition Shift in Buyer Preferences detriment of Sales to Substitutes Bush Presidency Conflicts with Unilever Weaknesses Dependence on Outside Distribution High Cost fiscal Instability Geographic LimitationsOpportunities Growing Consumer Environmental Interest Geographic Expansion Market Diversification Alliances Key Success Factors A successful strategy incorporates the companys efforts to be competent on all of the industrys key success factors and to excel on at least one factor (Thompson and Strickland, 1998). In the highly competitive super-premium ice cream industry, the key factors of success include product 14 differentiation, a strong distribution network, brand loyalty and clever advertising.As shown in Figure 5, Ben & Jerrys e xcels in these (and other) key factors, and has a particular expertise on product differentiation to gain a competitive advantage. Product Differentiation All-natural ingredients Innovative flavors High quality Brand Loyalty Favorable reputation with environmentally-aware consumers rile to Distribution Network use of independent suppliers and existing channels Social Activism Corporate philanthropy Ben & Jerrys Fund Eco-friendly Product Dioxin-free pint containers Recycled materials Hormone-free dairy supplyClever advertising Free ice cream samples Grassroots and local image Figure 5. Ben & Jerrys Key Factors of Success. STRATEGIC CONSISTENCIES According to the Ben & Jerrys Mission Statement, the goal of the company is to integrate product quality with economic success and social responsibility. One of the key strategic factors that successfully links these three missions together is the differentiation strategy. In this respect, the environmental and general corporate strategies a re very much in tune with each other.Differentiation not only increases the competitive advantage of Ben & Jerrys, but it also leads to environmental excellence in the operation of the company. By focusing its attention and energy on recycling, energy efficiency, and product innovation, Ben & Jerrys can reduce its impact on the environment while at the resembling time reducing product cost. This is being achieved through the work of the Packaging Information Group that focuses on reducing the incoming packaging which adds to the waste stream, and the production of the compostable Eco-Pint. These and other actions help build a competitive advantage within the market.By using allnatural, rBGH-free ingredients and dioxin-free containers, Ben & Jerrys can also attract environmentally minded consumers to its products, thereof increasing market share. At the same time, this practice helps protect the environment and support family-farming and sustainable agriculture. Therefore, this di fferentiation strategy has the versatility of providing a better product that can attract customers, command a higher price, and protect the environment, thus satisfying the three integral parts of the companys mission and both the corporate and environmental strategies.In order for this environmental differentiation strategy to be sustainable there needs to be a willingness among customers to pay for environmental quality, credible information about the companys environmental attributes, and insulating material against imitation. The companys steady 15 growth in revenue over the last fewer years shows that the customer base is there and that they are more than willing to pay a premium price for a superior quality product. Ben & Jerrys addresses the latter two issues through its informative website, external audits, and constant innovation creating unique, hard to imitate flavors and products.Another way in which the environmental strategy and corporate strategy are consistent wit h each other is in the area of regulatory compliance. As a result of the attention Ben & Jerrys pays to the environmental risks associated with its production process, and the efforts made by the company to ensure that negative impacts to the environment from its business operations are minimized, Ben & Jerrys has had very few compliance issues and has never been issued any penalties by Federal regulators (1998 CERES Report). In addition to the environmental benefit from such compliance, there is a skilful impact on the business as well.By minimizing operational costs, the company gains a potential competitive advantage over competitors with less stringent environmental controls that may face compliance issues. Overall, the companys environmental strategy and general business strategy are well integrated. By focusing on differentiation, which is in large part due to environmental policies and programs, the company gains a competitive advantage over its rivals. As the company grows and increases its annual profits, more money can therefore be donated to social and environmental causes through its various giving channels.Ben & Jerrys has positioned itself so that its success is highly dependent on its environmental image, therefore the two strategies are intimately linked. There are, however, some disconnects between strategies. There are a few instances where environmental goals take a back seat to company profits. Examples of these disconnects are described in the succeeding(a) section below. DISCONNECTS BETWEEN STRATEGIES Although the mission of the company is to temper economic growth with environmental responsibility, during our research we observe several ccasions in which company profits clearly outweighed the desire to be as environmentally proactive as possible. For example, Ben and Jerrys currently packages its Peace Pops inside a plastic wrapper and paper add-in box. This change was in response to a belief that sales had been declining due to cus tomer disapproval of its headmaster packaging, which consisted solely of a plastic wrapper. This change has led to an increase of packaging materials by 152,000 pounds annually (ibid. ).This is in direct conflict with the companys policy on waste reduction and illustrates the priority given to company profits over environmental concerns. Similarly, an effort to introduce an organic line of desserts, which would have been more in line with its environmental strategy, was abandoned due to economic costs. Another example of a disconnect is in the companys energy use. Ben & Jerrys recognizes that its operation, like any industrial process, is energy intensive. However, as of 1998, the company had no formal policy on energy use and conservation (ibid. ). musical composition the plants and scoop shops make attempts to be energy efficient, the company relies on non-renewable sources of energy for its production processes, instead of using green energy that would be less damaging 16 and mo re consistent with its environmental policies. Although not expressly stated, it seems that economic cost is once again superseding sustainability. While Ben & Jerrys works to reuse and recycle as much of its waste as possible, it is the policy of the company to send any hazardous waste that cannot be recycled to a hazardous waste incinerator to be handled.Although this may be the most economical method of treating hazardous waste, it is not necessarily the most environmentally sound disposal technology, and directly contradicts the companys environmental goals. In keeping with the corporate strategy of maintaining a local, down home image, many sacrifices to the environmental strategy are made. The most glaring disconnect is in the national distribution of the product from a single state. Manufacturing in Vermont requires extensive shipping of its products this is a highly energy-intensive process.In 1998, emissions from the distribution of its products totaled over 113,000 pounds for carbon monoxide, 15,000 pounds of nitrogen oxides, 7,000 pounds of hydrocarbons, 1,600 piles of carbon dioxide, and 400 pounds of particulate matter (ibid. ). This tradeoff illustrates an inherent inconsistency between the corporate and environmental strategies of the company. While these disconnects do occur, we feel that Ben & Jerrys has done an excellent job in integrating its business and environmental strategies and balancing profitability with environmental protection.UNILEVER ACQUISITION AND IMPACTS ON STRATEGY Ben & Jerrys strategy will likely shift towards larger-scale economic growth in response to the recent Unilever acquisition of the company in April 2000. Ben & Jerrys emphasized that this acquisition will allow the company to create an even more dynamic, socially positivist ice cream business with global reach (www. lib. benjerry. com). In addition, the financial backing of a larger and established company will strengthen Ben & Jerrys competitive advantage with r espect to the five forces, particularly the threat of competition from rival firms.According to the cofounders, neither of us could have anticipated, twenty years ago, that a major multinational would some day sign on, enthusiastically, to pursue and expand the social mission that continues to be an essential part of Ben & Jerrys and a driving force behind our many successes. But today, Unilever has done just that. While we and others certainly would have preferred to pursue our mission as an independent enterprise, we hope that, as part of Unilever, Ben & Jerrys will continue to expand its role in society (ibid).The agreement between Unilever and Ben & Jerrys ensures that the current social mission of Ben & Jerrys will be encouraged and well-funded, which will lead to improved performance in this area and an chance has been offered for Ben & Jerrys to contribute to Unilevers social practices worldwide. According to Richard Goldstein, President of Unilever Foods of North America, U nilever feels that Ben & Jerrys has a significant opportunity outside of the United States. Unilever is in an ideal position to bring the Ben & Jerrys brand, values and socially responsible pass along to consumers worldwide.Much of the success of the Ben & Jerrys brand is based on its connections to basic human values, and it is our hope and expectation that Ben & Jerrys continues to engage in these critical, global economic and social missions (ibid). Based on the nature of this agreement, Unilever is pledging to uphold Ben & Jerrys mission of 17 integrating product quality with economic performance and social responsibility. Therefore, we do not expect that Ben & Jerrys environmental strategy will change, except that more innovations can possibly be made with the increase financial and human resources.In addition, the social and environmental mission of the company will have the opportunity to be applied on a more global scale. As far as the preservation of the companys corporat e strategy, Unilevers global presence and greater access to distribution channels will allow for Ben & Jerrys to continue to expand internationally, thus increasing market share, profitability, and competitive advantage. Potential threat to Ben & Jerrys success as a result of the Unilever acquisition are the negative public perception of the company (i. e. elling out), loss of consumer support and brand loyalty. This can be mitigated through marketing strategies geared towards alleviating public fears and ensuring that the underlying goals and policies of the company will remain intact. RECOMMENDATIONS & CONCLUSION Based on our analysis, we believe that the corporate and environmental strategies are appropriate and well integrated. While there are some disconnects between the two strategies, overall it is clear that the company strives to achieve economic success and environmental responsibility.Up to now, Ben & Jerrys has been successful at maintaining this balance. The primary co ncern is how well the company can insulate itself from future competition that could threaten its position as a leader in the super premium frozen dessert industry. In light of the threats identified in the SWOT analysis, we recommend that Ben & Jerrys implement the following suggestions Protect its public image in light of the recent acquisition by Unilever by maintaining its current position as a market-leader in environmentally and socially responsible business practices. slip away cost-cutting efforts through implementation of further waste reduction, energy conservation, and recycling programs. Draft a formal written policy on energy use. Frequent product innovation and diversification to address threats of substitute and imitation products and meet changing consumer preferences (i. e. lactose-free ice cream, all organic line of frozen desserts, cookies) Continue franchising scoop shops to increase its market reach and withstand growing competition, both nationally and i nternationally.As the company grows, there will be greater waste generation and distribution-related emissions increase the maturation of cleaner manufacturing, disposal, and distribution technologies to ensure that the company continues to stay in compliance. Develop additional manufacturing plants and distribution centers outside of Vermont to reduce distribution costs, cut down on distribution-related emissions, and increase production volume of the company. If George W.Bush becomes President, there could be a relaxation of environmental regulations and attitudes, thus leveling the playing field and eroding Ben & Jerrys competitive advantage over firms that may be less environmentally responsible. The 18 company needs to continue to focus on its differentiation strategy to retain its edge and bolster customer loyalty and support. Continue to work with Unilever to ensure that Ben & Jerrys remains an independent subsidiary with its social and environmental values securely in pl ace. Protect itself from assimilation into the multinational corporate identity.In conclusion, our analysis has illustrated that a company can be competitive without sacrificing its environmental goals and strategies. Through differentiation, Ben & Jerrys has established itself as both a leader in product quality and environmental responsibility. The challenge will be for Ben & Jerrys, after being acquired by a multinational conglomerate, to demonstrate that it is still possible to maintain its uniqueness and proactive environmental strategy. So can Ben & Jerrys continue to serve up a double scoop of being green and making green?Stay tuned for the next flavor of the month. 19 BIBLIOGRAPHY Ben & Jerrys 1998 CERES Environmental Report, 1998. Securities and Exchange focus Annual Report for Ben & Jerrys Homemade, Inc. Form 10-K, 1999. Spolsky, Joel, How to Grow a Business, http//www. fool. com, August 4, 2000. Thompson, Arthur A. Jr. , Strickland, III, A. J. Crafting and Implementing S trategy, Text and Readings, tenth edition. Irwin McGraw-Hill, 1998. www. hoovers. com www. benjerry. com www. lib. benjerry. com Substitute Products Many S ubstitute s 20