Published in paperback for the 20th anniversary of Ben & Jerry's Homemade, Inc.--the business philosophy of a company that has won the taste buds of America as well as earned the admiration of Wall Street.

"Deftly and compassionately captures [Ben's] genius in all its entrepreneurial splendor...This tale will keep you entertained."--New York Times Book Review. A former CEO of Ben & Jerry's tells how two '60s holdovers built a single ice cream store into one of America's hottest companies. From modest beginnings--opening their first ice cream shop in a renovated gas station--to entrepreneurial challenges, including their clash with Häagen-Dazs, to becoming a miltimillion dollar company, Lager provides an insightful insider's account of Ben & Jerry's ice cream empire.

The story of Ben & Jerry’s and its controversial acquisition by Unilever, based on interviews with insiders and “rich in details” (Kirkus Reviews). Ben & Jerry’s has always been committed to an insanely ambitious three-part mission: making the world’s best ice cream, supporting progressive causes, and sharing the company’s success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn’t been easy. This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry’s to pursue its mission on a much larger stage. Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It’s a funny, sad, surprising, and ultimately hopeful story.

¿If It¿s Not Fun, Why Do It?¿ ¿Bus. Has a Responsibility to Give Back to the Community.¿ To Ben Cohen and Jerry Greenfield -- better known as Ben and Jerry -- these slogans represent a philosophy of bus. and a way of life. From the day they founded Ben and Jerry¿s in 1978, through the twists and turns of building a multi-million-dollar international co., they have been committed to turning bus. into a tool for social change. They call their method ¿values-led bus.¿ and explain what it is, why it¿s the best model for bus. today. Using examples from their own experiences and from those of other entrepreneurs, they show how a company¿s commitment to progressive social values translates into profit, in the form of unprecedented customer and employee loyalty. Illus.

With little skill, surprisingly few ingredients, and even the most unsophisticated of ice-cream makers, you can make the scrumptious ice creams that have made Ben & Jerry's an American legend. Ben & Jerry's Homemade Ice Cream & Dessert Book tells fans the story behind the company and the two men who built it-from their first meeting in 7th-grade gym class (they were already the two widest kids on the field) to their "graduation" from a $5.00 ice-cream-making correspondence course to their first ice-cream shop in a renovated gas station. But the best part comes next. Dastardly Mash, featuring nuts, raisins, and hunks of chocolate. The celebrated Heath Bar Crunch. New York Super Fudge Chunk. Oreo Mint. In addition to Ben & Jerry's 11 greatest hits, here are recipes for ice creams made with fresh fruit, with chocolate, with candies and cookies, and recipes for sorbets, sundaes, and baked goods.

Imagine a company where people love coming to work and are highly productive on a daily basis. Imagine a company whose top executives, in a quest to create the most "fun" workplace ever, obliterate labor-management divisions and push decision-making responsibility down to the plant floor. Could such a company compete in today's bottom-line corporate world? Could it even turn a profit? Well, imagine no more. In Joy at Work, Dennis W. Bakke tells the true story of this extraordinary company--and how, as its co-founder and longtime CEO, he challenged the business establishment with revolutionary ideas that could remake America's organizations. It is the story of AES, whose business model and operating ethos -"let's have fun"-were conceived during a 90-minute car ride from Annapolis, Maryland, to Washington, D.C. In the next two decades, it became a worldwide energy giant with 40,000 employees in 31 countries and revenues of $8.6 billion. It's a remarkable tale told by a remarkable man: Bakke, a farm boy who was shaped by his religious faith, his years at Harvard Business School, and his experience working for the Federal Energy Administration. He rejects workplace drudgery as a noxious remnant of the Industrial Revolution. He believes work should be fun, and at AES he set out to prove it could be. Bakke sought not the empty "fun" of the Friday beer blast but the joy of a workplace where every person, from custodian to CEO, has the power to use his or her God-given talents free of needless corporate bureaucracy. In Joy at Work, Bakke tells how he helped create a company where every decision made at the top was lamented as a lost chance to delegate responsibility--and where all employees were encouraged to take the "game-winning shot," even when it wasn't a slam-dunk. Perhaps Bakke's most radical stand was his struggle to break the stranglehold of "creating shareholder value" on the corporate mind-set and replace it with more timeless values: integrity, fairness, social responsibility, and a sense of fun.