Research Paper on:
Blue Bell Creameries and Corporate Level Strategy

Unformatted Sample Text from the Research Paper:
focused on expansion. Rather, it seems as if owners are happy with what they have built and are enjoying the fruits of their labor. It is above all a family  owned business with a sense of fairness. It does not want to be in an ice cream war. The company simply wants to make good ice-cream and compete with others  based on taste. And Blue Bell ice-cream does taste good. Blue Bell Creameries sells ice cream primarily but also a part of its product line are yogurt, frozen treats,  and sherbet ("Blue Bell," 2003). It is not a huge product line but it is sufficient to satisfy the yens of the public and the pocketbooks of company owners. For  the most part, it is its regular ice-cream that sells. In fact, its ice-cream often gets raves and this is because the quality is there. Blue Bell uses more butterfat,  less air and higher quality ingredients than most ice cream manufacturers (Mack, 1990). While the firm does not sell a premium ice-cream like Hagen-Daz for example, its product is better  than average fare. One can also say that in terms of vertical integration, the company has tight control mostly because it owns its distribution system. In fact, throughout the years,  Blue Bell had crafted an image as being "the little creamery in Brenham" and Texans do know Brenham as a small town located in the rolling countryside northwest of  Houston (Mack, 1990). Blue Bell uses this folksy, rural image in its advertising and to its executive vice president, it has the image of a small dairy selling wholesome ice  cream (1990). Also, because Blue Bell owns its own distribution system, it means that its ice cream is delivered by Blue Bell representatives only, and not independent distributors who