Latest / Brand Storytelling with Fexingo: Narrative, Mission, and Stories That Sell / How Ben and Jerry's Ice Cream Activism Built a Brand
Transcript
- Lucas: So a few weeks ago, I'm walking through the freezer aisle, and I see this pint of Ben & Jerry's called 'Justice ReMix'd.' And it's not just a clever name — on the carton, there's a whole essay about criminal justice reform, about how mass incarceration is a systemic failure, and how the flavor's name is a call to action. And I thought, this is a brand that's been doing this since the eighties. Long before 'purpose-driven' was a buzzword on every agency deck. Luna: Right, and it's not like they're shy about it either. They've been arrested at protests, they've named flavors after political figures — remember 'Yes Pecan?' That was about Barack Obama's 2008 campaign. Lucas: Exactly. And that's what I want to dig into today — how Ben & Jerry's turned ice cream into a platform for social change, and why that gamble has paid off for nearly four decades. Not just in goodwill, but in actual dollars. Luna: So what's the origin story? I know it starts in a renovated gas station, but how did the activism part come in? Lucas: So Ben Cohen and Jerry Greenfield met in seventh grade gym class, took a five-dollar correspondence course in ice cream making from Penn State, and opened their first scoop shop in Burlington, Vermont, in 1978. The gas station had no running water, but they built the business on fresh, chunky, high-quality ice cream. And from the start, they were doing things differently — like giving away free scoops on their first anniversary, which sounds like a gimmick, but it was genuinely about community. Luna: But the activism didn't really kick in until the late eighties, right? I remember reading that they started with local issues. Lucas: That's right. Their first big campaign was in 1989, opposing the use of recombinant bovine growth hormone, or rBGH, in dairy cows. They were among the first companies to take a public stance on an ingredient sourcing issue. And then in 1992, they launched 'One Sweet Whirled' with Dave Matthews Band to raise awareness about climate change. So the pattern was set early — they weren't going to be a quiet, apolitical brand. Luna: And that's what makes them so interesting to me — because most brands are terrified of alienating half their customers. But Ben & Jerry's seems to lean into it. Isn't that risky? Lucas: It is risky, but they've managed it by being consistent. They didn't become activists overnight to win a market segment. They built their entire identity around what co-founder Ben Cohen calls 'linked prosperity' — the idea that a business's success should be tied to the well-being of its employees, its community, and the planet. And they've backed that up with actions: paying a living wage, sourcing Fairtrade ingredients, and donating 7.5 percent of pretax profits to social causes. Luna: That's a big number. I didn't realize it was that high. Lucas: Yeah, it's higher than most corporate philanthropy programs. And they've codified it in their corporate charter. So when Unilever acquired them in 2000, they insisted on keeping a independent board of directors to protect the brand's social mission. That's rare in a acquisition. Luna: But did the acquisition change their approach? I mean, a giant consumer goods company owning an activist brand seems like a contradiction. Lucas: It's a tension they've navigated fairly well, I think. Unilever owns dozens of brands, and they let Ben & Jerry's operate with a long leash. The social mission actually helps Unilever's image, and Ben & Jerry's gets access to global distribution. But there have been clashes — like when they pulled out of selling in Israeli-occupied territories, and Unilever ended up selling the Israeli rights to a local licensee. It's messy, but it hasn't derailed the brand's credibility with its core fans. Luna: And that credibility is what keeps people buying. I mean, if you're going to spend six dollars on a pint of ice cream, you want to feel good about it beyond just the taste. Lucas: Right, and that's the core of brand storytelling. They're not just selling dessert; they're selling a sense of participation in something meaningful. When you buy 'Justice ReMix'd,' you're not just getting caramel and chocolate chunks — you're making a statement about criminal justice reform. That's a powerful motivator. Luna: So how do they pick which issues to champion? It feels like they weigh in on everything from climate change to voting rights to LGBTQ equality. Lucas: They have a social mission team that evaluates issues based on three criteria: Is it consistent with their values? Can they make a meaningful impact? And is there a clear connection to their employees and customers? They're not just picking random controversies — they're looking for issues where they can use their brand voice to shift the conversation. Luna: And they're not afraid to get specific. I remember when they renamed 'Chubby Hubby' to 'Empower Mint' for a while to support the movement to restore voting rights for formerly incarcerated people. That's a pretty niche issue for a multinational brand. Lucas: Exactly, and that specificity is what makes it feel authentic. They're not just tweeting a hashtag. They're embedding the message in the product itself, and they're doing it in a way that invites customers to engage. It's a smart marketing move because it creates a talking point. People talk about the flavor, then they talk about the issue. Luna: But I have to ask — does it actually work? I mean, there's skepticism about 'woke capitalism' and whether consumers really care or if it's just noise. Lucas: There's research that shows a significant portion of younger consumers prefer to buy from brands that take a stand. A 2023 survey by Accenture found that 62 percent of Gen Z wants companies to take a stance on social issues. And Ben & Jerry's has been ahead of that curve for decades. Plus, their sales have continued to grow even when they've faced boycotts. The brand's equity is strong enough that the controversy often brings more attention than it costs. Luna: So you're saying the backlash is part of the strategy? Ironic, but I can see it. Lucas: I wouldn't say it's a strategy to provoke backlash, but they're not afraid of it. They know that not everyone will agree, but they're building for long-term loyalty, not short-term universal appeal. And that's a lesson for any brand: you can't be everything to everyone. If you stand for something, you're going to repel some people, but you'll attract a core audience that will stick with you through thick and thin. Luna: That reminds me of a conversation we had about Patagonia's anti-growth strategy. There's a through-line there — both brands use purpose as a differentiator, not a side project. Lucas: Absolutely. And I think the key is that they've made the mission inseparable from the product. With Patagonia, it's about quality gear that lasts, so you buy less. With Ben & Jerry's, it's about ice cream that's ethically sourced and tied to social causes. The mission is baked into the business model, not just the marketing. Luna: Yeah, and that's what separates authentic brand storytelling from greenwashing or woke-washing. You can tell when a company is just trying to check a box versus when it's genuinely committed. Lucas: And Ben & Jerry's has a track record that backs it up. They've been publishing an annual social and environmental assessment since 1989 — way before it was fashionable. They were one of the first companies to adopt a triple bottom line approach. So when they talk about climate justice, they can point to their own use of renewable energy and their support for regenerative agriculture. It's not just talk. Luna: I think that's the most important takeaway, honestly. Purpose-driven branding only works if the company actually walks the walk. Otherwise, it's just a PR stunt that consumers will see through. Lucas: Exactly. And that's why this case is such a great study for marketers. It shows that if you're willing to take a stand and back it up with real action, you can build a brand that's both culturally relevant and commercially successful. Ben & Jerry's is now a multi hundred million dollar brand, and it's owned by one of the largest consumer goods companies in the world. But it still feels like the little guys from Vermont taking on the establishment. That's the magic. Luna: So what can a smaller brand learn from this without, you know, getting arrested at a protest? Lucas: Start with one issue you genuinely care about, and make it relevant to your product and your customers. You don't need to tackle everything — just be consistent. And be prepared to make real changes in your operations to support that stance. If you're going to talk about sustainability, actually reduce your waste. If you're going to talk about fair labor, actually pay your workers well. The point is, consumers are smarter than we give them credit for. They can smell inauthenticity a mile away. Luna: That's a good note to end on. I think we've covered a lot of ground today, from gas station to global powerhouse. Lucas: And we didn't even get to taste the ice cream. But that's okay — the story is just as satisfying.