This will not only reduce the burden of tariffs, but will also create more potential for localized market learning over time. The two options are simply too costly long-term for the company to undertake. Assume Ben & Jerry's decides to think more strategically about all of Asia and seek a mass merchandiser to carry all distribution and share production costs. Is this a good or bad idea based on their existing distribution channel and production strategies?

Given the widespread varation in product needs across all of Asia, partnering with a Woolworth's or comparable mass merchandiser throughout the entire region may be an excellent approach to learning more about logistics and supply chain issues across countries, yet the company would need to have an in-house marketing team at the partner of choice to ensure branding consistency. The uniquely egalitarian, quirky and fun brand takes exceptional skill for anyone to manage over time, ideally someone from Vermon headqaurters would have to manage its daily strategies and initiatives. Yet the issue of selling into Asia is not inherently one of scale at the retail or supply chain level; it is one of aligning logistics, product strategies and messaging to be more effective in reaching a target audience. The company could choose to move into an aspirational value proposition, stating that they have an exceptional American ice cream that is unique. Or they could create a brand extension in an attempt to be as relevant as possible to the Asian market. The bottom line is hat Ben & Jerry's must define their marketing strategies first for the region prior to seeking out a market maker, mass merchandiser level of support in the form of joint venture.

Analyze the Japanese...

What does Ben & Jerry's have to do to succeed there?
For Ben & Jerry's to succeed in Japan they have to basically re-invent themselves from a product, packaging, pricing, distribution and logistics standpoint. First, the product flavors may have to be defined specifically for the Japanese market. It is evident from market research that Japanese consumers prefer unique, fish-oriented flavors of ice cream (Dvorak, 4) for example. Second, the packaging will need to be drastically changed as the Japanese market typically consumes ice cream in 120ml cups vs. The 473 ml sizes that are standard in the U.S. It is common to pay $6 per pint of ice cream as well, yet the case does not allude to the gross margin for dealers and distributors or for that matter the financial structure of distribution channels. Most challenging are the distribution alternatives Ben & Jerry's have available. Going with 7-Eleven will force Ben & Jerry's into entirely new process and system areas of logistics with many unforeseen costs and difficulties as their present logistics systems are oriented entirely to the U.S. market. Second, the surrendering of branding control to Ken Yamada and the exclusivity he requires is equally troubling. Ben & Jerry's branding as referenced from their website is to facilities and nurture the core values of the company which are being caring, having a social mission, fun, and funkiness. Underscoring all of these attributes is a definite egalitarianism of every worker being equal to each other. Ben & Jerry's unique brand identity and unique value proposition would need to be launched and consistent with the founding company's messaging for there to be any cross-over benefit from marketing and