Chobani started with an abandoned yogurt factory in upstate New York and a mission to make quality yogurt accessible to more people.
Chobani is a leader in the global yogurt market, with more than 20 percent share of the U.S. market alone. It all started with one man, an abandoned yogurt factory in upstate New York, and a mission to make quality yogurt accessible to more people.You’ll learn how Ulukaya kept Chobani true to its original values, even as it scaled and began competing in new sectors. You’ll also learn why he adapted Chobani’s mission to center his employees.
Today, we bring you a conversation about mission-driven entrepreneurship with our editor in chief Adi Ignatius and Hamdi Ulukaya the founder and CEO of Chobani. You’ll learn how Ulukaya kept Chobani true to its original values, even as it scaled up and competed in a sector where quality is pitted against profitability. You’ll also learn how Ulukaya has adapted Chobani’s mission to center his employees.If you’re an entrepreneur—or aspire to be one—this episode is for you.
How do you change? How do you adapt the new reality? That has to be within part of the culture. So, for that is I go back to the early days and say I have four factory workers and myself. None of us done this before other than four factory workers worked in that factory. I’ve never done retail. I don’t know if this is going to go anywhere. We don’t have a lot of resources. But this finding a way, finding solutions, it was a big part of Chobani’s culture.
That was my fight. It’s not about how much percentage I can own. And that period is really I would, say the sign that this company can stand alone in this food or CPG world, is really depends on the product or depend the category you’re in is if you pass this early stage, it could take five years, it could take 10 years. Who knows? For us, it was a lot faster. Then you can be a standalone sizable company.
ADI IGNATIUS: All right. So, I’m going to bring in an audience question now because there’s somebody who wants to know more detail here. So, this is from Stockholm. So, she says, you know, I get that people are your biggest asset. But what is it that you’re doing that other leaders aren’t, that are making people number one and that have an effect on the company?
HAMDI ULUKAYA: Adi, I was there I think, last week or a week before. I lost count in the days. I was in Poland border with Ukraine. Went a couple of cities, spend a lot of time with the people in the ground there. So, another border, right? Another border from Ukraine to Poland. But then you see these political things is going away. So, in Poland there is no political noise that is against receiving these neighbors, people coming into their countries and be safe. So, this is a sign. And you say if I can take this and apply to all refugee hosting countries, and if the humanity open their arms and receive these people, we talked about it– there’s a great benefit to society, to companies having refugees to be part of their community. And there’s so much to offer.
ADI IGNATIUS: So, do you have a little more time? Can we keep going? OK. So, here’s another audience question. This is from Mert Canderly. So, the question is what is a mistake that you see leaders make frequently?
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