Today we’re gonna go over the Ben & Jerry’s case. My name is Chris Tuggle, I’m an assistant professor in Management, and today, I’m teaching a course in Introduction to Business Strategy. This is what Ben & Jerry’s has really built itself on, the idea of being a corporate, socially responsible business. What does that mean? A green company. Okay.
Isn’t there a kind of difference between socially responsible and socially active? Mm-hmm.
I mean, for example… What I’m hoping to do as a professor is really, for an MBA course in particular, is facilitate discussion amongst participants. We do a lot more discussion-based work in class and everything like that, just, more really getting into understanding the information than, I suppose, doing a lot of the busy work that we did as an undergraduate. Where does it become critical that that is not gonna work out long-term? But if the financial is not being taken care of, then there’s not gonna be enough to, you know, put into those other two. No, that’s right. If Unilever did not help them, I think they would’ve gone out of the —
Out of business. The picture, yes.
Right. Yeah, they needed a financial infusion, right? Yeah, the CEO’s made the right choice to continue… I think you’re going to have a lot less lecture in a course like this. It’s a lot more me asking the students what they think. And then, you know, they’re increasing their profit margin 20 percent the first year. When they might be competing against the mission. You’re learning more in-depth about typical business. Show them the different perspectives that they each might have coming from their unique experiences, unique functional backgrounds. Because a lot of people have had that real world experience and now are coming back for classes, so that’s really actually helpful to learn from them as well. They can’t take it any further. We’re hoping that they can somehow make sense of a overly complex environment. How do you break that down? Where do you start? Subtitles by the Amara.org community