Ben & Jerry’s is an anti-establishment, values-driven company that has become a successful company. The dominant founder Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the success of the company. He is also the majority shareholder and the driving force behind the company’s socially-minded culture. One of the many measures that have reflected Ben’s values, but that has created difficulties in the management of the organization is the 5-1 Compensation … Read more »

Ben & Jerry’s is an anti-establishment, values-driven company that has become a successful company. The dominant founder Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the success of the company. He is also the majority shareholder and the driving force behind the company’s socially-minded culture. One of the many measures that have reflected Ben’s values, but has difficulty in managing the organization created the 5-1 balance between the top and bottom of the organization. By mid 1990, the company in an explosive growth of business operating with relatively weak competitors was, this was changed by the time the case in September 1990. The case opens Chuck Lacy takes over as president. He must decide what to do about the counterculture 5-1 rule and the related issues of Ben’s role and value of the company’s style. Students must take account of the difficulty and importance of the general manager responsibility in reconciling corporate values ​​with commercial imperatives and the effect of the compensation policy on the morale and effectiveness of the organization to consider.
«Hide

from
John Theroux
Source: Harvard Business School
22 pages.
Publication Date: Oct 17, 1991. Prod #: 392025-PDF-ENG
Ben & Jerry’s Homemade Ice Cream, Inc.: Keeping the Mission (s) Alive HBR case solution

[related_post themes="flat"]