Ben & Jerry’s can be seen as a pioneer in many areas of corporate responsibility. The ice-cream brand opened its first shop in Vermont, USA, in 1981 and went public in 1984.

As well as wanting to make excellent ice cream, the founders were also determined to build a company that gave back to its community and its stakeholders.

In the process of establishing Ben & Jerry’s as the global brand it is today, the company’s two co-founders, Ben Cohen and Jerry Greenfield, have also repeatedly set the standard in defining what a responsible employer and company can be: for example, Ben & Jerry’s was the first major corporation to allow an independent social audit of its business operations way back in 1989 – long before such activity became more of a norm.

In addition to various initiatives focused on treating their employees well – including events hosted by its ‘Joy Gang’ (‘2006 Social & Environmental Assessment Report’), a team responsible for supporting its employee-first culture – the company also put a very early emphasis on using Fairtrade, non-GMO ingredients and investing time and money in social mission causes and improving the environment.

Greenfield has been quoted about this philosophy on business: ‘Businesses can lead with their values and make money, too. You don’t have to simply be purely profit-driven. You can integrate social and environmental concerns into a business, be a caring business, be a generous business, and still do very well financially.’ (Petrone, 2015)

The company also retains an independent board of directors (‘The B.O.D.’) to act as a governing body that is empowered to ensure that the company’s social mission is supported through their role to ‘protect and defend Ben & Jerry’s brand equity and integrity and product quality’, and also make sure ‘entry level folks come into the company making a livable wage’.

Despite its ownership now by global giant Unilever, Ben & Jerry’s has continued to base much of its strategy on placing stakeholder concerns at the heart of its business model. This is reflected in the firm’s mission statement to this day, and clearly demonstrates it is holding true to its original brand values:

Ben & Jerry’s mission statement

Ben & Jerry’s operates on a three-part mission that aims to create linked prosperity for everyone that’s connected to our business: suppliers, employees, farmers, franchisees, customers and neighbours alike.

Product mission: to make, distribute and sell the finest quality all-natural ice cream and euphoric concoctions with a continued commitment to incorporating wholesome, natural ingredients and promoting business practices that respect the Earth and the environment.

Economic mission: to operate the company on a sustainable financial basis of profitable growth, increasing value for our stakeholders and expanding opportunities for development and career growth for our employees.

Social mission: to operate the company in a way that actively recognizes the central role that business plays in society by initiating innovative ways to improve the quality of life locally, nationally and internationally. (Ben & Jerry’s, ‘Our Values’ 2020)

We feel this mission statement is a fantastic articulation of what a fully realized corporate responsibility strategy can be.

Crucially it is also then actively used in planning: ‘it guides our decision making … with a continued commitment to incorporating wholesome, natural ingredients and promoting business practices that respect the Earth and the environment’ (‘How We Do Business’, 2020).

Through this strategy, Ben & Jerry’s stays true to its brand and goal, which authentically shine through as part of the DNA of the company, internally and externally.

This is an extract from Sustainable Marketing: How to Drive Profits with Purpose, by Michelle Carvill, Gemma Butler and Geraint Evans, published by Bloomsbury Business and available now.