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https://docs.google.com/presentation/d/1zo7IIhNO7wsMAfnmcTDAd8xghU-q7Y8AGGqFwFx6ELA/edit?usp=sharing DEBORAH LEIPZIGER
REV: DECEMBER 18, 2013
LWW-03
GREYSTON BAKERY: COMBATTING POVERTY BY MAKING A PROFIT
Mike Brady entered the doors of the Greyston factory, the rich smell of chocolate filling the air around him. Sunlight
poured in through the building, designed by the world-renown architect Maya Lin. Brady has only recently become
CEO of Greyston, New Yorks first Benefit Corporation. His dilemma is how to promote growth to support the
companys social and environmental mission. This case study examines how CEO Mike Brady is addressing
strategic priorities such as promoting growth, enhancing supply chain sustainability, paying a living wage, and
working with other businesses to achieve Greystons founding mission. Greystons history provides a lens to examine
how a value chain can create social value. How does a values-based company influence its suppliers, customers,
and even competitors to become values-led companies?
Introduction
We dont hire people to bake brownies; we bake brownies to hire people.
Greystons Benefit Corporation Report (2013)
On this Monday morning, Mike Brady entered the doors of the Greyston factory, the rich
smell of chocolate filling the air around him. Sunlight poured in through the building, designed
by the world-renowned architect Maya Lin. Mike has only recently become CEO of Greyston,
New Yorks first Benefit Corporation. His dilemma is how to promote expansion and growth to
support the companys social and environmental mission.
Bernie Glassman, the founder of Greyston and a Buddhist leader, had stepped down as CEO
in early 2000. One of the core concepts Bernie infused in the company was the concept of
PathMaking. Inherent in this concept is that all people are on a path, moving forward with their
lives. Greyston was founded with an open hiring policy, anyone would be hired no matter what
Deborah Leipziger is an author and advisor on corporate responsibility and sustainability issues. She is the author of
several books in the field, including The Corporate Responsibility Code Book, now in its second edition. She played
a key role in the development of several social standards, including Social Accountability 8000. She is a Senior
Fellow in Social Innovation at the Lewis Institute at Babson College.
Cases are developed solely as the basis for class discussion and are not intended to serve as endorsements, sources
of primary data, or illustrations of effective or ineffective management. Copyright 2013 The Aspen Institute
Business and Society Program. This publication may be used in its entirety for classroom instruction. This
publication may not be altered, digitized, posted or transmitted without permission. To request permission to
reproduce materials, please contact [emailprotected]
LWW-03 Greyston Bakery: Combatting Poverty by Making a Profit
their background. Recent immigrants, the disabled, people fighting addiction, or those who had
been incarcerated, all were welcome to put their name on a list and would be called to start work
when a position became available. Greyston trains people to work hard, makes them
employable and then facilitates their advancement to other companies.
Mikes arrival signaled a new era for Greyston (see Appendix 1: Greyston Timeline for a
timeline of the business). He had worked at Price Waterhouse Coopers after graduating from
Wharton. From day one at Greyston, Mike was keenly aware of the importance of maintaining a
profitable business to support its founding mission. He inherited an organization rich in history
and purpose, but the factory was not reaching its full capacity.
The new CEO also faced a number of questions critical to the success of the company.
Should their product line be diversified in order to tap new market opportunities such as gluten-
free and healthier products?1 Further, running the business in ways consistent with the companys
founding values created unique challenges for Greyston. Sourcing responsibly was one such
challenge. As a B Corp, Greyston is required to engage with its suppliers with a view to making
the supply chain more sustainable. Were the flour, cocoa, sugar, butter, and eggs used to make
Greystons signature brownies ethically sourced? Did Greyston know how fairly suppliers
treated their workers? Was there a way to seek out suppliers who were also B Corps, such as
King Arthur Flour? What were the costs associated with sustainable sourcing? How would
Greyston prepare for disruptions in production if suppliers did not conform with ethical
practices? Would Greyston incur additional costs to train suppliers on good social and
environmental practices?
Other business challenges directly impacted Greystons ability to carry out their mission. For
example, how best to continue the commitment to PathMaking while addressing the companys
debt overhang? Greyston had also pledged to make progress towards paying its employees a
living wage. For decades, Greyston workers have been unionized through the Local Bakers 53,
which is part of the Bakers, Confectionery, Tobacco and Grain Millers International Union.
Could Greyston afford to pay a living wage? Could the company become a strong advocate for
paying a living wage in the community?
Greystons product line was also at issue. Should Greyston stay true to its core business,
brownies, or branch out? The equipment at the Bakery was designed to make brownies, and
creating other products such as granola bars would require new machinery.
Finally, there was the question of how to tell the Greyston story. Despite publicity on 60
Minutes,2 there was little awareness about the company outside of Yonkers and the corporate
social responsibility (CSR) community. Although data tracking on the success of Greystons
social programs (such as child care) would be useful, they had only limited information on the
social metrics of the business. Understanding the impact of high-quality child care and its long-
term effects on later educational success is a marketing issue as well as a question of the
companys social impact.
1 Dr. Alessio Fasano of the University of Maryland estimates that 18 million Americans are sensitive to gluten. The
market for gluten-free products continues to grow and is estimated at $6.3 billion, with 33 percent growth between
2009 and 2011. For more on this topic, see OBrien, Keith, Should We All Go Gluten-Free? New York Times,
November 25, 2011.
2 http://www.cbsnews.com/stories/2004/01/09/60minutes/main592382.shtml
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The face of Greyston was changing as well. In the first few decades of the companys history
the employees were mainly male and African-American. As the population of Yonkers grew
more Hispanic, this was reflected in a workforce that was increasingly Hispanic and also more
female. What changes might be necessary to accommodate these shifting demographics?
Background
When Greyston was established in 1982 its goal was to end poverty in Southwest Yonkers.
Now, some 30 years later, poverty still exists in the community but what Greyston has done is
nothing short of revolutionary it has addressed the root causes of poverty and provided its
employees with pathways to a different future.
Employing the Chronically Unemployed
Greyston employs many people who have never worked before, including people who have
been incarcerated or those leaving drug rehabilitation programs. Greyston keeps a list of
individuals looking for a job and when an opening becomes available, the company hires people
without a thorough review of their record. By law Greyston is required to check if the candidates
are US citizens, but otherwise no background checks are made. Greyston managers teach
apprentices how to work with an emphasis on punctuality and the need to respect authority.
Approximately 60 percent of the apprentices do not remain at Greyston, but those who do stay
go on to earn highly-prized jobs with benefits, a rarity in Southwest Yonkers.
The company is committed to PathMaking, creating opportunities for its employees to find
other opportunities once they learn how to hold a job. Each employee at Greyston makes a life
plan. The company provides assistance in helping employees achieve their plans, whether it
involves working towards a GED diploma or getting health care. Greyston is a stepping stone
and employees are encouraged to go on to higher-paying jobs, such as repairing air-conditioning
units. Rodney, an employee who began at Greyston, now runs the production line for a Dunkin
Donuts.
Delaney Philogene is another good example of PathMaking at Greyston. After fleeing her
native Haiti she lived on her own from the age of fourteen. She left school after becoming
pregnant. She went to Greyston each day to see if there was an opening. After starting on the
assembly line, she secured a full-time position in accounting at Greyston. She has since moved
into an accounting position at another company and is raising her two children.
The Greyston Mandala
Greystons founder, Bernie Glassman, was a former NASA aerospace engineer who became
a Buddhist monk and infused the company with a Buddhist perspective. To Bernie, everything is
highly interconnected, and this understanding of connection is central to the companys success
and to its strategy. Bernie began by establishing a deep knowledge of the community he was
trying to serve. He and other members of the original Greyston team volunteered at a local soup
kitchen, becoming familiar with the world of the homeless. By volunteering, Bernie made an
important discovery: many of the homeless people in Yonkers were single parents. Without
access to child care these homeless parents could not find work and were unable to break out of a
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LWW-03 Greyston Bakery: Combatting Poverty by Making a Profit
life of poverty. Without access to work they could not attain housing. It was a vicious cycle that
lasted for generations, and the challenges surrounding this cycle often lead to drug addiction,
which also required access to help. Bernie understood that it would be difficult to foster job
creation without addressing the broader lack of quality child care, housing, and training. Those
suffering from HIV/AIDS were in need of additional services. The inter-relatedness of these
problems led Bernie to develop the Greyston Mandala, a network of services provided by the
Greyston Foundation to holistically and systematically address poverty in the community.
Bernie also created the Greyston Family Inn, which gave residents of the community access
to permanent housing for the first time. The Inn relied on assistance from wealthy patrons in
Westchester County until Greyston received a grant from the NY State Housing Assistance
Program to buy and refurbish a deserted building a few blocks from the Bakery. Typically, an
outside contractor would have been hired for construction, but with so many unemployed people
willing to work Bernie hired locals to refurbish the complex. By being involved in the
construction of the edifice, local people took pride in their work and were given valuable job
training skills.
Connecting with Ben & Jerrys
In the first few years of its existence, the bakery grew steadily making hand-made cakes for
restaurants in New York City. One of the defining moments was founder Bernie Glassmans
introduction to Ben Cohen of Ben & Jerrys at a conference convened by Social Venture
Network. The ice cream maker decided to purchase brownies from Greyston to make ice cream
sandwiches. The contract from Ben & Jerrys allowed Greyston to grow and to support its
investment in housing and social infrastructure. It was one thing to hire people, but another to be
able to offer steady employment and opportunities for advancement over time. Historically,
Greyston has sought out business partners with which it shares values. This alignment of values
is a hallmark of Greyston and serves to inform its supply chain work going forward.
When Ben Cohen received the first shipment of brownies from Greyston, the brownies had
all stuck together into giant 50 pound rocks.3 The ice cream company tried to create ice-cream
sandwiches and ended up with tiny brownie pieces. What could be done with tiny brownie
pieces? From this fiasco, came a new flavor: Chocolate Fudge Brownie, with pieces of Greyston
brownies. Chocolate Fudge Brownie is now a best-selling flavor.
The partnership with Ben & Jerrys allowed Greyston to transition from a small local
business to a supplier for a well-known company. As a result, Greyston matured into a more
structured company. The transition required Greyston to purchase machinery and to seek funding
to finance this growth.
Ben & Jerrys is a values-led business, taking a stand on a wide range of issues from
supporting dairy farmers to promoting fair trade, climate justice, and peace-building. Ben &
Jerrys long-term partnership with Greyston has thrived, in part, because both companies are
values-led companies. Having a primary customer also poses both advantages and challenges.
How might Greyston develop other partnerships like the successful one forged with Ben &
Jerrys?
3 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
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LWW-03 Greyston Bakery: Combatting Poverty by Making a Profit
Benefit Corporation and B Corporation
On February 12, 2012, Greyston registered as New York States first Benefit Corporation. A
Benefit Corporation is a new type of business structure, a legal entity that is required by law to
generate social value. Benefit Corporations have a fiduciary duty to address non-financial
interests such as the needs of employees, the community, and the environment. CEO Mike Brady
also saw an advantage in being the first Benefit Corporation in the state of New York. It
positioned Greyston to be a leader and work with prestigious organizations, including the Clinton
Global Initiative and the American Sustainable Business Council.
In addition to being a Benefit Corporation, Greyston Bakery is also certified as a B
Corporation, or B Corp. To become certified as a B Corp, companies need to meet social and
environmental standards, and commit to accountability and transparency. As of late 2013, there
are 865 B Corps in existence in 29 countries and in 60 sectors.4 B Corps are certified by B Lab, a
non-profit organization, working to build a community of certified B Corps and also to promote
legislation allowing B Corps to come into existence in locales where such legislation does not
exist. B Lab has been a key part of Greystons process of becoming a B Corp. An audit from B
Lab provides a tangible tool for Greyston, and the company has completed three such audits.
Ariel Hauptman, Greystons Business Development Manager, confesses that the first two audits
were hard, reflecting that it was tough to get everyone at Greyston on board: We did not
anticipate how much work was involved. However, she continued, leadership knew we had to
become a B Corp and to hold ourselves accountable.5
The company set a wide range of environmental targets as part of the process of becoming a
B Corp. Greyston initiated a recycling program, made changes in lighting to increase efficiency,
and installed solar panels. While they had set targets in the past, working with B Lab helped
Greyston think about sustainable manufacturing and share best practices with co-manufacturers.
Greyston chose to become a B Corp for a variety of reasons. Becoming a B Corp provided
Greyston with additional mechanisms for accountability and transparency. In addition, becoming
a B Corp gave Greyston recognition for the work they had done for decades, using business to
address social and environmental concerns. According to Ariel Hauptman, B Corp status has
increased Greystons visibility, generating more requests from companies to work with
Greyston.6 In this way, Greyston is able to help shape policy going forward and practice thought
leadership.
4 http://www.bcorporation.net/
5 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
6 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
5
http://www.bcorporation.net/
LWW-03 Greyston Bakery: Combatting Poverty by Making a Profit
Balancing Issues as a Benefit Corporation
A strategy is a coordinated and integrated set of five choices: a winning aspiration,
where to play, how to win, core capabilities, and management systems.7
As Greystons Business Development Manager, Ariel Hauptman created a Benefit
Corporation Committee to drive Greystons efforts to implement its social and environmental
agenda. Ariel brought together logistics, accounting, sanitation and other key parts of the
company to create the Committee.
Benefit Corporations are not a trend, but it is one of the directions in which business is
moving, says Ariel Hauptman.8 Greystons Benefit Corporation Committee decided to address
some of the challenges facing the company by considering how Greystons strategy might inform
their priorities. Greystons Strategic Plan9 includes the following components:
Execution: Increase quality and improve efficiency:
Improve throughput with more advanced equipment;
Reduce waste with larger deposit, better cooling and better cutting;
Build upon our best-in-class supervisor and apprentice training;
Achieve SQF (Safe Quality Food Institute) certification.
Pipeline: Develop a pipeline of other potential major partners.
Value-led Businesses: Limit work with businesses not aligned with the Greyston mission.
They also aim to build the Greyston brand based on the attributes of social enterprise
leadership, local business, and premium quality. As an example, in order to promote social
enterprise leadership, Greyston will do the following:
I. Define and document the Greyston Way10
II. Measure value
a. Measure, improve, innovate, and measure again
III. Communicate, educate and collaborate
a. Lead the Benefit Corporation movement
b. Participate in Unilevers Sustainable Living Plan Programs
7 Lafley. A. G. and Roger Martin, Playing to Win: How Strategy Really Works, Harvard Business Review Press,
2013.
8 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
9 Internal company document, shared with the author by Mike Brady, CEO of Greyston.
10 The target is for the companys approach to business, known as the Greyston Way, to become a model for the
creation of a social enterprise.
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As Greyston moves forward, the key challenges facing Mike Brady are daunting. The issues
he needs to balance include:
How to become more profitable;
How to ensure suppliers are ethical and socially responsible;
How to move towards paying a living wage;
How to address the changing demographics of the workforce;
How to capture data on the social impact of the company;
How to use social media to promote the company and its social objectives.
The Greyston Value Chain
Greyston is part of a value chain that includes its suppliers and its main customer, Unilever,
and their subsidiary Ben & Jerrys. (Unilever acquired Ben and Jerrys in 2000, at which time
Ben and Jerrys became a wholly owned subsidiary with its own board of directors.) Over the
course of many years, Greyston, Ben & Jerrys and Unilever have developed layers of
alignment11 with a shared commitment to social and environmental goals.
Ariel Hauptman is responsible for the ongoing relationship with Unilever and Ben & Jerrys.
According to Ariel, at first Greyston did not hear much from Unilevers US office, located right
nearby in Englewood Cliffs, NJ. Our direct relationship had been with Ben & Jerrys. It has
taken time to build a relationship with Unilever and now the companies have a strong working
relationship. It is convenient for Greyston that Unilevers VP for Sustainability is located in
Englewood Cliffs.12
Unilever is unique in that it has created a ten-year Sustainable Living Plan.13 Mike Brady,
Greystons CEO, calls the plan a bold and global initiative.14 According to Brady, Unilevers
CEO Paul Polman sees sustainability as a mechanism to differentiate the company.15 Unilevers
plan provides a useful framework for Greyston, including the following goals around enhancing
livelihood and reducing environmental impact.
Enhancing Livelihood
This area focuses on sustainable sourcing and improving the lives of farmers and distributors
in Unilevers supply network. Between 2010 and 2011, sustainably-sourced raw materials
increased from 14 to 24 percent and the company has the goal of engaging with 500,000
small-scale farmers and 75,000 small-scale distributors by 2020. Ultimately, Unilever plans
to sustainably source all of the companys raw agricultural materials.
11 Term introduced by Miguel Padro, The Aspen Institute, in discussion with the author, April 2, 2013.
12 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
13 http://www.unilever.com/images/UnileverSustainableLivingPlan_tcm13-284876.pdf
14 Interview with Mike Brady, CEO of Greyston, September 9, 2013, by the author.
15 Ibid.
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Reducing Environmental Impact
Unilever is also focused on the reduction of greenhouse gases, improvements in water quality
and efficiency, and a lower waste footprint. Although to date Unilevers environmental
impact has largely remained stable, their programming goals are for the most part on target.
They plan to halve the environmental footprint of their products.
In Greystons 2012 Annual Report, specific mention is made of Unilevers Sustainable
Living Plan and Ben & Jerrys linked prosperity vision as two key influencers in the companys
vision for creating social value. Unilever has the goal of sourcing only fair trade ingredients in
Ben & Jerrys ice cream by 2013. In 2005, the ice cream manufacturer became the first of its
kind to use fair trade-certified ingredients.
Becoming a Values-led Supplier
Greyston spends millions of dollars each year sourcing raw materials such as flour, sugar,
eggs, butter, and cocoa.16 The company has 20 key suppliers, each providing over $10,000 per
year in product. Sourcing for these products has recently been brought under Unilever contract.
By sourcing with Unilever, Greyston has increased its leverage and the coherence of the process.
One challenge for Greystons B Corporation Committee was to design and institute a supplier
code of conduct. At first, Greyston CFO Jennifer Solomon expressed concern that suppliers
would sever their ties with Greyston rather than commit to a code of conduct. In 2013, Ariel
designed a Questionnaire for Suppliers to gain a better understanding of what suppliers were
doing around social and environmental issues. What were the areas in which suppliers needed to
improve? How could Greyston work with these suppliers to drive better social and
environmental performance? The process of developing a code of conduct required Greyston to
assess what key values the company embraces. For example, Greyston is committed to
supporting women-owned businesses, as well as organic and fair trade. In Spring 2013, Greyston
engaged a group of MBA students at the Simmons School of Management to help develop the
Supplier Code of Conduct.17
Partnerships for Growth
Greyston has grown over the past years and the rate of growth has also increased. In the past
few years, revenues have grown as follows:
Table 1: Greyston Revenues
2008 $7,022,631 2011 $8,435,004
2009 $7,104,411 2012 $10,116,556
2010 $7,857,671
Source: Correspondence between Ariel Hauptman and the author, June 10, 2013.
Greyston has excess capacity. Mike Brady and the Greyston team need to find another set of
partners to ensure that the Bakery is running at full capacity. Volume ensures that Greyston can
keep hiring workers and to provide consistent employment for its workers over time. The
16 Lecture by Ariel Hauptman, Business Development Manager at Greyston Bakery, on Social Enterprise and
Benefit Corporations. Simmons School of Management (Boston, MA), April 4th, 2013.
17 This is an ongoing process. As of publication, the Code is still being finalized.
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company can accommodate several production lines but it needs to ensure that it provides its
workers with consistency. Growth within the parameters of Greystons mission and values is
a key priority.
Toward these ends, Greyston has partnered with Whole Foods to create the Whole Planet
Brownie. The companies have partnered to combat poverty by selling brownies. Greyston
Bakery provides brownies to Whole Foods stores in over ten states, including New York,
Connecticut, and New Jersey. The sale of brownies and blondies helps to fund entrepreneurial
endeavors of people who are seeking to lift themselves out of poverty. Two percent of these sales
go to the Whole Planet Foundation.
The Whole Planet Foundation supports entrepreneurs in the communities from which it
sources products. The initiative operates in over 50 countries, and eighty-nine percent of the
entrepreneurs it serves are women.18 For example, Whole Foods sources cashews from Kerala in
India. The result is that it helps alleviate poverty in the Kerala community. By partnering with
the local Microcredit Institute of Grameen, the Whole Planet Foundation is able to fund women
like Nagamma, who has now received two loans from the Foundation.19 The first loan of $100
helped her to build a tea shop. The second loan of $160 helped her start raising goats and
chickens.
In the few months after its start the partnership between Greyston and the Whole Planet
Foundation had generated $6,500 for micro loans, and $4,500 in just over a month as additional
funds. As a result, the partnership has been able to supply a loan every three days to
entrepreneurs in developing countries.20 The initiative is scheduled to grow to include Whole
Foods Markets in California, Florida, and the Midwest. In 2012, the Whole Planet Brownie
Project raised $121,154 and projections for 2013 are $355,000.21
Living Wage
Employees at Greyston work 12 hour shifts, from 7:00 a.m. to 7:00 p.m., often working in
90F temperatures, in conditions typical of large production facilities. When they graduate from
their apprenticeship employees make $10.50 per hour, plus health benefits, life insurance,
disability, and an annual share of the Bakerys revenue. Apprentices are also eligible for a bonus
of $600 and other incentives.
Paying a living wage in the New York City metropolitan area is not easy, as the cost of living
is very high. Greyston is committed to making progress towards paying a living wage and to
working to promote the issue of living wage with other businesses. Ariel Hauptman recognizes
that paying a living wage is a creative challenge.
Greystons Guiding Principles (see Appendix 2) state:
The bakery will empower its employees by compensating them fairly for their efforts and
move towards a living wage. The bakery will pay employees fair wages for their skills.
While for some employees this salary may not currently constitute a living wage, the
18 http://www.wholeplanetfoundation.org/
19 http://www.wholeplanetfoundation.org/partners/microentrepreneurs/
20 Greyston Bakery: Baked with a Fresh Start, Whole Foods Blog, May 26, 2010.
21 Correspondence between Ariel Hauptman and the author, June 10, 2013.
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http://www.wholeplanetfoundation.org/partners/microentrepreneurs/
http://www.wholeplanetfoundation.org/
LWW-03 Greyston Bakery: Combatting Poverty by Making a Profit
bakery is committed to working with these individuals to improve their skill set and
value. To this end, the bakery will provide training opportunities so that employees may
increase their earning power. In addition, the bakery will promote from within thereby
providing opportunities for higher earnings. The bakery will also encourage and support
employees who seek outside vocational training, academic advancement, and
professional non-bakery-related enrichment. Finally, the bakery will also support
employees who seek greater self-sufficiency through employment elsewhere.
Calculating a living wage (see Appendix 3: Fair Wage Chart) is a challenge for many
reasons. One of the challenges is that such calculations depend upon family size. A living wage
calculator for Yonkers suggests that Greystons hourly wage rate of $10.50 per hour is not a
living wage for one adult (see Table 2). On the other hand, Greystons wage rate is higher than
the local average of $9.61 for food preparation and serving.22 It is also highly unusual for
frontline workers in the food sector to receive benefits such as low-cost housing, child care, and
health care, as Greyston offers its full-time employees.
Table 2: Living Wage Calculator, Yonkers, NY
Hourly Wages 1 Adult
1 Adult, 1
Child
1 Adult, 2
Children
1 Adult, 3
Children 2 Adults
2 Adults, 1
Child
2 Adults, 2
Children
2 Adults, 3
Children
Living Wage $13.05 $26.64 $34.25 $44.01 $19.03 $22.89 $24.26 $28.22
Poverty Wage $5.21 $7.00 $8.80 $10.60 $7.00 $8.80 $10.60 $12.40
Minimum Wage $7.25 $7.25 $7.25 $7.25 $7.25 $7.25 $7.25 $7.25
Source: MIT, Poverty in America: Living Wage Calculator, data for Yonkers, NY,
http://livingwage.mit.edu/places/3611984000.
Telling the Greyston Story
How does a brownie tell its story? Through outlets such as Instagram, Twitter, Facebook, and
Pinterest, among other methods. With people obsessed with food on social media, there are many
opportunities to engage consumers and other companies. Greyston, like Ben and Jerrys, has
been very creative in using social media to communicate with stakeholders.23 Greyston is
working to promote other companies and products with whom its values are aligned, such as Ben
& Jerrys and Toyotas Prius.
Whats Next at Greyston?
Greystons founder Bernie Glassman has been clear about the role
