By Fred "Chico" Lager
Whereas Ben & Jerry's is among the prime cutting edge and socially accountable companies, this story is as a lot an instance to younger marketers of what to not do because it is a version of precisely what to do. Lager, former CEO of Ben & Jerry's, was once one of many company's early gamers, leaving within the Nineties, and he writes a charming tale concerning the $200 million, publicly traded company, which originated in a rehabbed gasoline station the place its founding fathers as soon as ate saltines and sardines and slept on freezer chests all iciness with a view to open through spring. Ben Cohen's commitment, advertising and marketing brilliance, and creativity and Jerry Greenfield's burnout, resignation from the corporate, and go back are all faithfully documented, besides the commitment of the construction employees to the fitting that has characterised Ben & Jerry's. Lager captures the humorousness that stored the corporate facing tough instances, yet that humor dissipates into whining while the writer reaches the years while he and Ben have been at ideological odds. these few chapters apart, this company historical past may be an suggestion to these being affected by their very own younger companies in addition to a good learn if you happen to simply love ice cream.
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Additional info for Ben & Jerry's: The Inside Scoop: How Two Real Guys Built a Business with a Social Conscience and a Sense of Humor
Freeman, C. and Golden, B. (1997) Why Didn’t I Think of That? New York: John Wiley and Sons. 10. Mingo, J. (1994) How the Cadillac Got Its Fins. New York: HarperCollins Books. 11. Kotler, P. (1994) Marketing Management: Analysis, Planning, Implementation, and Control. New Jersey: Prentice Hall. 12. Ottum, B. D. and Moore, W. L. (1997) “The role of market information in new Product success/failure,” Journal of Product Innovation Management, 14, 258–273. 13. Lehmann, R. , Gupta, S. and Steckel J.
5. Cooper G. R. (1996) “New products – what separates winners from loser,” in PDMA Handbook of New Product Development. New York: John Wiley and Sons. 6. Dolan, J. R. (1993) Managing the New Product Development Process. Reading, MA: Addison-Wesley. 7. Crawford, C. M. (1991) New Products Management. Boston, MA: Irwin. 8. Goldenberg J. and Mazursky D. (2000) “First we throw dust in the air, then we claim we can’t see: navigating in the creativity storm,” Creativity and Innovation Management, 9, 131–143.
In other words, a ﬁrm’s eﬀectiveness in market information processing – the gathering, sharing, and use of market information – plays a pivotal role in determining the success or failure of its new products. It is true that many popular and successful products have their roots in customer feedback [for examples, see 13, 14 and 15]. This concept has also led to some very useful methods for predicting the success or failure of new product ideas and for measuring their success in terms of sales levels and market share .
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