The Sweet Story of Ben & Jerry’s: How Two Friends Built an Ice Cream Empire

The story of Ben & Jerry’s began in 1978 when childhood friends Ben Cohen and Jerry Greenfield opened their first ice cream shop in a renovated gas station in Burlington, Vermont. Armed with a $5 correspondence course in ice cream-making from Penn State and a shared dislike for gym class, they set out to create more than just a business—they wanted to balance joy and justice through delicious ice cream.

From these humble beginnings, Ben & Jerry’s quickly became known for their chunky, swirly concoctions and their commitment to social responsibility. The founders believed it wasn’t enough to simply earn a living; they pioneered the concept of a “double bottom line“—profits and people—while maintaining their quirky, unconventional brand personality. This philosophy has carried the company from a single scoop shop to a globally recognized brand available in 33 countries, proving that business success and social values can indeed mix as well as their famous flavor combinations.

The Origins of Ben & Jerry’s

Ben & Jerry’s iconic journey began in 1978 when childhood friends Ben Cohen and Jerry Greenfield turned their $5 ice cream making course into a revolutionary business model. Their story represents a perfect blend of entrepreneurial spirit and social consciousness that continues to define the brand today.

Humble Beginnings in Vermont

Ben & Jerry’s started in a renovated gas station in Burlington, Vermont – a modest location that would become the birthplace of an ice cream empire. After completing a correspondence course in ice cream making, Cohen and Greenfield invested $12,000 ($4,000 borrowed) to establish their first scoop shop. The location choice wasn’t random – Vermont‘s cold climate meant less competition, while the college town atmosphere provided an ideal customer base for their creative flavors.

The early days weren’t easy. The pair worked long hours scooping ice cream, creating new flavors, and managing all aspects of their small business. Their production process was initially manual, with Cohen (who has anosmia, a condition affecting his sense of smell) focusing on texture to compensate for his limited ability to taste. This limitation inadvertently led to one of the brand’s most distinguishing features – the generous chunks and swirls that became signature elements of Ben & Jerry’s ice cream.

Within their first year, the duo established a loyal local following. Their hand-packed pints sold in local grocery stores marked the beginning of their retail expansion. By 1979, they celebrated their first anniversary by hosting a free scoop day – a tradition that continues globally to this day.

The Friendship Behind the Brand

The Ben & Jerry’s story is inseparable from the friendship that spawned it. Cohen and Greenfield met in seventh grade gym class in Merrick, Long Island. Their bond, formed during awkward adolescent years, created the foundation for their future business partnership. Unlike typical corporate founders, neither had business backgrounds – Cohen was a pottery teacher and college dropout, while Greenfield was a failed medical school applicant.

Their complementary personalities proved essential to the brand’s development. Cohen brought creative vision and social consciousness, while Greenfield contributed scientific precision and operational skills. This balance extended to their business philosophy – they weren’t just making ice cream; they were challenging conventional business practices.

From the beginning, their personal values shaped the company culture. They implemented unusual policies like the “5-to-1 ratio,“ ensuring the highest-paid employee couldn’t earn more than five times the lowest-paid worker’s salary. Their friendship infused the brand with authentic personality, creating an approachable, human-centered company identity that resonated with consumers.

The friends’ commitment to fun and quirky branding emanated naturally from their relationship. They named flavors based on personal jokes, cultural references, and musical inspirations. Cherry Garcia (named after Grateful Dead’s Jerry Garcia) exemplifies how their friendship culture translated into memorable products that connected with customers on a personal level.

Through their partnership, Cohen and Greenfield demonstrated that business success and social responsibility aren’t mutually exclusive – a radical concept in 1978 that has since influenced countless social enterprises. Their working relationship introduced the concept of the “double bottom line” – measuring success by both financial performance and positive social impact.

Building an Ice Cream Empire

Ben & Jerry’s began as a small ice cream parlor in 1978 when friends Ben Cohen and Jerry Greenfield invested $12,000 to renovate a gas station in Burlington, Vermont. Their modest beginning transformed into an iconic brand known for innovative flavors and social activism that continues to influence the ice cream industry decades later.

Early Challenges and Growth

The duo faced significant obstacles during their first years in business. Despite completing a $5 correspondence course in ice cream making from Pennsylvania State University’s creamery, neither founder had formal food industry experience. To accommodate Vermont’s cold climate, they initially diversified their offerings beyond ice cream, selling crepes, hot soups, and even pottery.

Within a year, Cohen and Greenfield recognized the exceptional popularity of their ice cream and pivoted to focus exclusively on their frozen creations. This strategic decision allowed them to refine their production techniques and concentrate on what customers loved most.

Their first year culminated in the creation of Free Cone Day in 1979—a customer appreciation event offering complimentary scoops that has become an annual tradition. This marketing innovation demonstrated their commitment to community building and fostered customer loyalty during critical early growth stages.

As demand increased, the founders brought on a COO to manage their expanding financial operations. Unlike competitors who marketed premium ice cream as a luxury product, Ben & Jerry’s cultivated an approachable, homespun image. They created welcoming environments in their stores, even allowing customers to lick the dashers (the spinning paddles of ice cream makers) after batches finished—mimicking the joyful experience of making ice cream at home.

Creating Unique Flavor Combinations

Ben & Jerry’s revolutionized the ice cream market with their innovative approach to flavor development. When they started, most ice cream shops limited their offerings to fruit flavors without mix-ins. Cohen and Greenfield saw an opportunity to differentiate their product by incorporating candies, cookies, and swirls directly into their ice cream.

Their technique differed from competitors—they used specialized equipment to mix chunky ingredients throughout the ice cream rather than simply folding them in. This innovation led to iconic flavors like Chunky Monkey, Cherry Garcia, and Phish Food, establishing the company’s reputation for creative combinations.

Cohen’s anosmia (inability to smell) played a crucial role in their flavor development philosophy. Since he relied heavily on texture to enjoy food, the company prioritized creating ice cream with distinctive mouthfeel and pronounced flavor profiles. As Cohen explained, “When we began, the game was for Jerry to make a flavor I could taste with my eyes closed. To do that, he had to make ice creams that were intensely flavored.“

This sensory challenge drove the partners to create ice cream with bold tastes and varied textures—elements that became signature characteristics of Ben & Jerry’s products and helped distinguish them in an increasingly crowded marketplace.

Business Philosophy and Values

Ben & Jerry’s operates on a distinct set of progressive values that have shaped its identity since 1978. The company pioneered a business approach that balances commercial success with social responsibility, creating a framework that has influenced countless social enterprises worldwide.

The Three-Part Mission Statement

The Three-Part Mission Statement, introduced in 1988, forms the backbone of Ben & Jerry’s operational philosophy. This framework divides the company’s goals into product quality, financial growth, and social impact—establishing one of the earliest examples of triple-bottom-line business models in corporate America.

The product mission emphasizes creating exceptional ice cream using natural ingredients and sustainable dairy practices. Vermont dairy farms supply the cream base, while ingredients like chocolate and coffee are often sourced through Fair Trade partnerships across global markets.

The economic mission focuses on sustainable financial growth that creates opportunities for employees at all levels. Unlike conventional corporate structures, Ben & Jerry’s implemented a “5-to-1 ratio“ policy limiting executive compensation to five times that of entry-level employees—a revolutionary approach when introduced.

The social mission commits the company to improving communities through business practices that address social problems. Examples include launching flavors like “Save Our Swirled“ to raise awareness about climate change and “Empower Mint” to highlight voting rights issues. These initiatives transform ice cream from a simple dessert into a vehicle for social messaging.

Commitment to Social Responsibility

Social responsibility permeates every aspect of Ben & Jerry’s business operations, from sourcing practices to political advocacy. The company’s Caring Dairy program established standards for animal welfare, sustainable farming practices, and fair labor conditions for farm workers—criteria that suppliers must meet to partner with the brand.

The Ben & Jerry’s Foundation, established in 1985, redistributes 7.5% of the company’s pre-tax profits to community organizations. This foundation focuses on grassroots activism and social justice initiatives, providing grants to organizations working on environmental protection, racial justice, and economic equity.

Environmental stewardship drives Ben & Jerry’s packaging decisions and manufacturing processes. The company eliminated PFAS from packaging, reduced plastic use by 40% since 2019, and invested $1.5 million in solar arrays at their Vermont facilities to decrease their carbon footprint.

Following acquisition by Unilever in 2000, Ben & Jerry’s negotiated an independent Board of Directors to preserve its social mission. This autonomous board maintains authority over the brand’s social stance, allowing Ben & Jerry’s to take positions on controversial topics that other corporate entities typically avoid. Examples include supporting Black Lives Matter, LGBTQ+ rights, and climate activism while operating within a multinational corporation framework.

Major Milestones and Innovations

Ben & Jerry’s growth from a single ice cream shop to a global phenomenon was marked by strategic expansion and creative business decisions. The company’s journey includes several milestone moments that transformed both the brand and the ice cream industry.

Expansion Across America

Ben & Jerry’s national expansion began in 1980 when Cohen and Greenfield started packing their ice cream in pints for distribution to local grocery stores and Mom & Pop shops. This pivotal shift from a scoop-shop-only business to retail distribution laid the groundwork for their eventual nationwide presence.

By 1981, the company had established its first franchise location outside Vermont in Shelburne, New Hampshire. The franchise model allowed Ben & Jerry’s to grow rapidly while maintaining quality control through strict standards for ingredients and preparation methods.

The mid-1980s marked significant scaling for the company:

• 1984: Annual sales reached $4 million, a 120% increase from the previous year
• 1985: Ben & Jerry’s opened a production facility in Waterbury, Vermont, which later became a tourist attraction with factory tours
• 1986: The company launched its “Cowmobile,“ a modified mobile home that distributed free ice cream across the country, until it unfortunately burned down outside Cleveland, Ohio

Cohen and Greenfield took the company public in 1984 with a unique “Vermont-only“ public offering, selling shares exclusively to Vermont residents. This unconventional approach raised $750,000 and cemented their commitment to local community support before their wider NASDAQ listing in 1985.

The late 1980s and early 1990s saw Ben & Jerry’s solidify its position as America’s second-largest super-premium ice cream brand through creative marketing campaigns and product innovations:

• The “Peace Pops” initiative in 1988 donated a portion of proceeds to peace promotion efforts
• The “Yo! I’m Your CEO“ contest in 1994 invited customers to apply for the CEO position, highlighting the brand’s approachable corporate culture
• Scoop shops expanded to high-traffic locations including malls, airports, and college campuses

Going International

Ben & Jerry’s first international venture began in 1987 when they opened a scoop shop in Canada. This initial step outside U.S. borders tested their concept in a nearby market with similar consumer preferences.

The European expansion started in 1994 with a production facility in Hellendoorn, Netherlands. This strategic location provided a manufacturing base that reduced shipping costs and ensured product freshness for the European market. By 1995, Ben & Jerry’s ice cream was available in the United Kingdom, France, and Germany.

The international growth strategy included adaptations to local tastes while maintaining core brand elements:

• Creating market-specific flavors like “Dublin Mudslide” for Ireland
• Adjusting sweetness levels for European palates
• Maintaining chunk-filled textures and social mission messaging across all markets

The acquisition by Unilever in 2000 for $326 million accelerated international expansion through access to established distribution networks in over 190 countries. Despite concerns about maintaining their social mission, Cohen and Greenfield negotiated specific terms in the acquisition agreement to preserve the company’s unique approach to business.

Post-acquisition international milestones include:

• 2002: Entry into Japan with specialized flavors featuring local ingredients like green tea
• 2005: Expansion into Australia and New Zealand with dedicated production facilities
• 2010: Introduction to emerging markets including Brazil and Singapore
• 2015: Opening of the first scoop shop in South Africa, marking entry into the African continent

By 2020, Ben & Jerry’s products were available in 33 countries, with over 600 scoop shops worldwide. International sales grew to represent approximately 40% of the company’s total revenue, demonstrating global appeal for both their products and their socially-conscious business model.

Throughout their international expansion, Ben & Jerry’s maintained their commitment to social causes, adapting their activism to address local issues in various markets while staying true to their founding principles of using business as a force for positive change.

Social Activism and Brand Identity

Ben & Jerry’s has transformed ice cream into a platform for social change since its founding days. The company’s distinctive approach combines premium desserts with progressive advocacy, creating a business model where ethics and economics coexist harmoniously.

Environmental Initiatives

Environmental stewardship forms the backbone of Ben & Jerry’s corporate identity. The company implemented a comprehensive carbon footprint reduction program in 2002, cutting manufacturing emissions by 35% over ten years. Their climate justice work includes partnerships with organizations like 350.org, directly funding grassroots environmental activism in communities affected by climate change.

Ben & Jerry’s packaging innovations reflect their commitment to sustainability. In 2019, they eliminated plastic straws and spoons from their scoop shops, preventing over 30 tons of single-use plastic waste annually. Their pint containers use Forestry Stewardship Council certified paperboard, ensuring responsible sourcing from managed forests.

The company’s supply chain sustainability extends to their ingredients. Their Caring Dairy program, established in 2003, works with 72 family farms across Vermont and the Netherlands, setting standards for:

• Reduced methane emissions from dairy operations
• Implementation of regenerative farming practices
• Water conservation and soil health management
• Humane treatment of farm animals

In 2015, Ben & Jerry’s invested $5.8 million in solar arrays at their Vermont facilities, generating enough clean energy to produce 1.2 million pints of ice cream annually. Their Vermont manufacturing facilities operate on 100% renewable energy, combining solar, wind, and biogas sources.

The “Save Our Swirled“ campaign in 2015 connected a new flavor with climate activism, directing consumers to sign petitions for emissions reductions before the Paris Climate Agreement. This campaign generated 180,000 new petition signatures and demonstrated how product innovation can drive environmental advocacy.

Human Rights and Social Justice Campaigns

Social justice advocacy permeates every aspect of Ben & Jerry’s operations. The Ben & Jerry’s Foundation, established in 1985, redirects 7.5% of pre-tax profits to community initiatives focused on addressing systemic inequalities. Employee-led committees manage the foundation’s $2.7 million annual budget, supporting over 200 grassroots organizations working on issues from housing equity to criminal justice reform.

The company took an early stance on LGBTQ+ rights, renaming their “Chubby Hubby” flavor to “Hubby Hubby“ in 2009 to celebrate same-sex marriage legalization in Vermont. In 2015, they created “I Dough, I Dough“ to commemorate the Supreme Court decision legalizing same-sex marriage nationwide, donating $25,000 to the Human Rights Campaign.

Racial justice initiatives form a central pillar of Ben & Jerry’s activism. Their “Justice ReMix‘d“ flavor, launched in 2019, supported criminal justice reform by partnering with the Advancement Project National Office to address racial disparities in the prison system. In 2020, following George Floyd’s murder, the company published “We Must Dismantle White Supremacy,“ a statement outlining specific policy proposals including:

• Passing H.R.40 for a commission to study reparations
• Creating a national task force to draft legislation aimed at ending racial violence
• Department of Justice reinvestment in oversight of police departments
• Congressional passage of strong voting rights legislation

Ben & Jerry’s advocacy extends to refugee rights through partnerships with the International Rescue Committee. Their “Home Sweet Honeycomb“ flavor in Europe (2017) directed proceeds toward refugee resettlement programs, providing housing, language training, and job placement for 250 families.

The company’s employee policies reflect their social mission through concrete actions:

• Living wage requirement exceeding federal minimum by 46%
• Comprehensive benefits for part-time employees
• 12 weeks paid parental leave for all workers
• Job training programs for the formerly incarcerated

Their Democracy Is In Your Hands campaign (2016) combined voter registration drives with education about money in politics. This initiative registered 30,000 new voters across 17 states and highlighted the connection between corporate influence and policy outcomes through specially designed pint containers.

Ben & Jerry’s maintains independence for their activism even after being acquired by Unilever in 2000. Their unique acquisition agreement established an independent Board of Directors with authority over the social mission, allowing them to take controversial positions that might differ from their parent company’s stance. This distinctive arrangement enables Ben & Jerry’s to openly advocate for causes like Palestinian rights and cannabis legalization while operating within a multinational corporate structure.

The enduring impact of Ben & Jerry’s social activism proves that businesses can successfully integrate profit and purpose. Their model demonstrates how companies can leverage their economic power to address social inequities while building customer loyalty through authentic values alignment, creating a blueprint for socially conscious business that continues to influence corporate America.

The Unilever Acquisition

The acquisition of Ben & Jerry’s by Unilever in 2000 marked a pivotal moment in the ice cream company’s history. Valued at $326 million, this transaction transformed the Vermont-based ice cream maker from an independent enterprise into a subsidiary of a multinational conglomerate while attempting to preserve its social mission.

Maintaining Values Under Corporate Ownership

Ben & Jerry’s negotiated unique provisions to protect their social mission during the Unilever acquisition. The deal established an independent Board of Directors with authority over the company’s social initiatives and brand integrity, ensuring the continuation of their values-driven approach. This board included founders Ben Cohen and Jerry Greenfield, with members having the right to appoint their successors rather than Unilever making these decisions.

The acquisition agreement contained explicit protections for Ben & Jerry’s social mission. One notable provision gave the subsidiary board the legal right to sue Unilever—at Unilever’s expense—for breaches of the merger agreement. This unusual arrangement demonstrated the founders’ commitment to preserving the company’s social identity despite corporate ownership.

Unilever agreed to strengthen its commitment to sustainability as part of the acquisition conditions. The parent company has supported Ben & Jerry’s social justice campaigns, including “Save Our Swirled“ in 2015 and “Justice ReMix‘d“ in 2019, proving their willingness to maintain the brand’s activist stance. This arrangement represents a rare case where a larger corporation accepted significant limitations on its control to preserve a subsidiary’s unique culture and mission.

Balancing Profit and Purpose

The decision to sell to Unilever stemmed from Ben & Jerry’s struggle to scale operations while maintaining their commitment to social responsibility. Despite their success, the company faced increasing difficulty competing with larger market players due to infrastructure limitations. Rising costs for sustainable ingredients and maintaining their social initiatives created financial challenges that hampered their growth potential.

The acquisition provided Ben & Jerry’s with necessary resources to improve infrastructure and meet growing global demand. While Unilever gained control over financial and most operational aspects of the business, the special provisions in the merger agreement created a framework for balancing commercial growth with social involvement. This collaboration demonstrates how corporate resources can amplify social mission rather than diminish it.

The April 11, 2000 announcement—sometimes dramatically referred to as “4/11“ by company insiders—received overwhelming shareholder approval. Cohen and Greenfield personally benefited from the transaction, with their shares valued at approximately $40 million and $10 million respectively. Despite this financial windfall, the founders prioritized protecting their company’s social mission in the acquisition terms.

This strategic partnership between Unilever and Ben & Jerry’s illustrates how commercial growth and social activism can successfully coexist within a larger corporate structure. The acquisition created a template for mission-driven companies considering corporate partnerships while maintaining their core values and social identity.

Legacy and Cultural Impact

Ben & Jerry’s transformed from a small Vermont ice cream shop into a global phenomenon that reshaped both the dessert industry and social enterprise models. Their distinctive approach to business and activism has left an enduring mark on corporate America and consumer expectations worldwide.

Influencing the Ice Cream Industry

Ben & Jerry’s revolutionized ice cream production and marketing in multiple ways. In 1980, while industry giant Häagen-Dazs produced 40 million pints, Ben & Jerry’s was busy creating a new market segment with their premium ice cream laden with chunky mix-ins. Their innovation came during a significant shift in the ice cream market – while overall ice cream sales increased only 1% in 1981, the luxury sector grew by 17%.

The company pioneered the concept of “loaded” ice cream – incorporating large pieces of cookies, candies, and other ingredients directly into their products. This approach created a textural experience that distinguished their products from competitors and established new expectations for premium ice cream. Their flavor naming convention became industry canon, with playful, pop-culture references that humanized their brand and created emotional connections with consumers.

Their manufacturing innovations extended beyond recipes. Ben & Jerry’s developed specialized equipment to handle chunky mix-ins that traditional ice cream machinery couldn’t process. These technical adaptations helped create their signature dense, creamy texture that consumers came to associate with premium quality.

The brand’s transparent approach to ingredient sourcing and production processes pushed competitors to increase their own transparency. By prioritizing all-natural ingredients and avoiding artificial additives, they helped shift consumer expectations toward cleaner ingredient panels across the premium ice cream category.

Their retail model combining manufacturing with scoop shops created a direct feedback loop with consumers. This approach allowed for rapid flavor innovation and testing, enabling the company to introduce new flavors faster than traditional manufacturers. This speed-to-market advantage became a competitive necessity for other brands attempting to capture market share in the premium segment.

Setting Standards for Conscious Capitalism

Ben & Jerry’s pioneered the integration of social activism and business operations before “corporate social responsibility“ became mainstream. Their Three-Part Mission Statement, established in 1988, formalized their commitment to balancing product quality, financial growth, and social impact. This framework preceded modern ESG (Environmental, Social, and Governance) metrics by decades.

The company demonstrated that authentic values alignment could build consumer loyalty in ways traditional marketing couldn’t. Their social advocacy positions weren’t separate from their business model but integrated throughout their operations, from ingredient sourcing to packaging decisions to philanthropic initiatives. This integration proved that purpose and profit could coexist – a model that companies like Patagonia and Seventh Generation later adopted.

Their Caring Dairy program established comprehensive standards for animal welfare, environmental stewardship, and fair labor practices in dairy farming. These standards exceeded industry requirements and created pressure for other dairy buyers to improve their own sourcing criteria. Similarly, their early adoption of fair trade ingredients and sustainable packaging pushed these practices into the mainstream.

The Ben & Jerry’s Foundation, which receives 7.5% of annual pre-tax profits, pioneered a model of corporate philanthropy focused on grassroots social change rather than traditional charitable giving. Their employee-led grant committees democratized corporate giving decisions in ways few companies had attempted.

Perhaps most significantly, their 2000 acquisition by Unilever for $326 million established a groundbreaking legal framework for maintaining social mission within a multinational corporation. By negotiating for an independent Board of Directors with authority over the company’s social initiatives and brand integrity, they created a new model for values-driven companies considering acquisition. This structure demonstrated how companies could potentially scale their impact through corporate partnerships without sacrificing their principles.

Cohen and Greenfield’s business philosophy influenced a generation of social entrepreneurs. Their demonstration that consumers would pay premium prices for products aligned with their values helped establish the market viability of benefit corporations, B Corps, and other social enterprise structures that followed in subsequent decades.

Conclusion

From a small ice cream shop in Vermont to a global phenomenon available in 33 countries Ben & Jerry’s journey represents more than just business success. Their pioneering triple-bottom-line approach proved that companies can prioritize social justice while building a profitable enterprise.

The friendship between Cohen and Greenfield created a foundation for authentic values-based leadership that continues to influence the company today. Even after the Unilever acquisition their commitment to activism remains intact through their independent board structure.

Ben & Jerry’s legacy extends beyond chunky flavors and creative names. They’ve permanently altered how businesses approach social responsibility demonstrating that when companies stand for something beyond profit they can create lasting impact while building extraordinary customer loyalty.

Frequently Asked Questions

How did Ben & Jerry’s get started?

Ben Cohen and Jerry Greenfield founded Ben & Jerry’s in 1978 in Burlington, Vermont. The childhood friends invested $12,000 to renovate an old gas station into their first ice cream shop after taking a $5 correspondence course in ice cream-making. Despite having no formal food industry experience, they quickly gained popularity for their unique flavors and eventually focused exclusively on ice cream after initially offering crepes and soups.

What makes Ben & Jerry’s ice cream unique?

Ben & Jerry’s revolutionized ice cream with their “loaded” approach, incorporating chunks of cookies, candies, and other mix-ins directly into their products. Ben Cohen’s anosmia (lack of sense of smell) influenced their flavor development philosophy, leading to an emphasis on texture and bold flavors. This distinctive combination of rich texture and creative flavor combinations helped distinguish the brand in a competitive marketplace.

What is Ben & Jerry’s business philosophy?

Ben & Jerry’s pioneered the “double bottom line“ approach, which later evolved into their Three-Part Mission Statement (1988). This framework balances product quality, financial growth, and positive social impact—making them one of the earliest examples of a triple-bottom-line business in corporate America. Their model demonstrates that businesses can successfully integrate profit with purpose while building customer loyalty through authentic values alignment.

How does Ben & Jerry’s practice social responsibility?

Social responsibility is embedded in all Ben & Jerry’s operations, from sourcing ingredients to political advocacy. Their Caring Dairy program sets standards for animal welfare and fair labor practices. The Ben & Jerry’s Foundation redistributes profits to support grassroots activism. They’ve also reduced plastic use, invested in renewable energy, and taken public stances on issues like racial justice and climate change.

What happened when Unilever acquired Ben & Jerry’s?

When Unilever acquired Ben & Jerry’s for $326 million in 2000, the founders negotiated unique provisions to protect their social mission. They established an independent Board of Directors with authority over social initiatives and brand integrity. This arrangement allowed Ben & Jerry’s to maintain its values-driven approach while gaining resources to scale operations, demonstrating how social activism can continue within a corporate structure.

What is Free Cone Day and why is it important?

Free Cone Day began in 1979 as Ben & Jerry’s way of thanking customers for their support during their first year in business. This annual tradition of giving away free ice cream created tremendous customer loyalty and community goodwill. The event continues today as a cornerstone of the company’s marketing strategy and demonstrates their commitment to fostering joyful experiences and community connections.

How did Ben and Jerry’s friendship influence their business?

Cohen and Greenfield’s complementary skills—Cohen’s creative vision and Greenfield’s operational precision—shaped the company’s culture and success. Their friendship influenced flavor names, the company’s quirky branding, and core policies like the “5-to-1 ratio“ for employee salaries. Their partnership demonstrated that business relationships built on friendship and shared values could create both commercial success and positive social impact.

What is Ben & Jerry’s legacy in business?

Ben & Jerry’s reshaped both the dessert industry and social enterprise models. Their innovative approach to ice cream production, transparent sourcing, and commitment to social activism set new standards. They proved that purpose and profit could successfully coexist, influencing a generation of social entrepreneurs. Their legacy shows that staying true to core values while pursuing business growth can create lasting cultural impact beyond product sales.

Jason Levine

Jason writes for AMW and specializes in emerging omnichannel storytelling, AI tools, and the latest marketing strategies. His insights on the different ways businesses can leverage digital transformation have helped clients maximize their marketing effectiveness. Jason brings a practical approach to complex marketing challenges, translating technical innovations into actionable business solutions.