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CPI then partnered with Cultural Survival Enterprises, a nonprofit organization dedicated to finding markets for products from developing countries, but soon found that its goals were not compatible with CPI's.

Cultural Survival was charging high prices for its nuts and was not controlling quality. But more important, the products received from Cultural-Survival contained a number of foreign substances, everything from glass to/rocks to insects. Then there were CPI's operating problems, poor working conditions, and constraints on its ability to pay workers because of the requirement that 60 percent of its profits must go to chanty.
By 1993, CPI was losing money and the glow on the "save the Rainforest" vision was merely a glimmer.

By 1997, the company was in bankruptcy. While Ben Cohen's goal was certainly lofty, it was highly unlikely that one corporation could do what entire nations had been unable to accomplish. So for all practical purposes, CPI was setting itself up for failure. Furthermore, since a company like this puts its social goals into all its publicity and advertising, it is held to impossibly high standards by the public and the media, who are ready and willing to remind it of its failure to achieve its goals.

Although CPI gave away a half million dollars to save the rainforest, it ultimately crashed, leaving its creditors hanging.
Stories like this should never discourage a company from being socially responsible.

But they should warn entrepreneurs of the importance of choosing a mission that is achievable.

Paul Brainerd founded a company, the Brainerd Foundation, in Seattle, Washington, for the purpose of helping entrepreneurs to give back strategically. He suggests that entrepreneurs follow two rules:
1.    Don't wait until you're older to begin giving back. Start when you and the
business are young,
2.    Don't go for something huge. Start at the grassroots level, where help is
needed the most.