Jerry Greenfield, co-founder of Ben & Jerry’s leaves the company after being “silenced” by its parent company, Unilever

Ben & Jerry’s has always been synonymous with social activism, high-quality products, and a brand identity built around progressive causes. However, co-founder Jerry Greenfield highlights a deeper conflict between authentic brand values and the structural pressures of being part of a global giant like Unilever.

And, as a consequence, he has left.

Why Jerry Greenfield left Ben & Jerry’s

Jerry Greenfield stated publicly that Ben & Jerry’s has lost its autonomy to speak out on important social issues. In an open letter, shared by its colleague Ben Cohen on X, he said he could no longer work “in good faith” for a company that has been “silenced” by Unilever. The flashpoint was the brand’s decision to stop selling its ice cream in Israeli settlements—a move that sparked tension with its parent company over the extent to which its social mission could be publicly expressed.

After 47 years, Jerry has made the difficult decision to step down from the company we built together. I’m sharing his words as he resigns from Ben & Jerry’s. His legacy deserves to be true to our values, not silenced by @MagnumGlobal #FreeBenAndJerrys pic.twitter.com/EZXGRjs76a

— Ben Cohen (@YoBenCohen) September 17, 2025

This conflict is not new. It dates back to the original merger agreement with Unilever over two decades ago, which explicitly protected Ben & Jerry’s social mission. Both Greenfield and his co-founder Ben Cohen agree that this agreement has been disregarded.

“That independence existed in no small part because of the unique merger agreement Ben and I negotiated with Unilever (…) It is profoundly disappointing to come to the conclusion that that independence is gone.“

What this departure means for Ben & Jerry’s

• • Loss of consumer trust: Purpose-driven consumers feel betrayed when a brand no longer walks the talk. Ben & Jerry’s storytelling has long been its strongest differentiator. When authenticity fades, so does emotional connection.
  • Internal culture under pressure: Employees who joined the company for its values—social justice, activism, inclusion—are now faced with tough questions. Is the mission real, or just marketing? This can impact morale, talent retention, and creative energy behind socially conscious campaigns.
  • Legal and contractual risk: The brand has taken legal action, claiming Unilever violated the original merger terms by restricting its social voice. If the courts side with Ben & Jerry’s, Unilever could face penalties, forced structural changes, or even lose some control over the brand.
  • Crisis communication in eCommerce: Online, the conversation is already raging—across social media, reviews, and communities. Every muted post or sanitized campaign risks being seen as censorship. This demands transparency, quick responses, and a consistent message across digital platforms and eCommerce touchpoints.

What Ben & Jerry’s can do (and lessons for other brands)

• Redefine its visible social mission, with public, verifiable commitments, transparency reports, and real-world action. Messaging without substance will only backfire.
• Create internal participation channels for founders, employees, and even customers to help shape decisions related to ethical positions or cause marketing.
• Strengthen content strategy that reflects its mission—from social media and newsletters to partnerships and product storytelling—while staying within legal limits and brand guidelines.
• Manage the crisis with clarity: publicly address Greenfield’s exit, acknowledge the concerns, and explain what has changed, and how the brand will protect its legacy. This needs to be reflected on the eCommerce site, product packaging, and corporate messaging.

History of Ben & Jerry’s

Ben & Jerry’s began in 1978, when Ben Cohen and Jerry Greenfield invested $12,000 to open their first ice cream scoop shop in a renovated gas station in Burlington, Vermont.

Their business quickly expanded: within a few years they started selling ice cream in pints to local stores, opened franchised scoop shops, added flavors like “Cherry Garcia,” and established the Ben & Jerry’s Foundation to donate a share of profits to community projects. In 2000 the company was acquired by Unilever, but retained an independent Board of Directors to protect its social mission, quality, and brand integrity. Over the decades, Ben & Jerry’s has pursued fair trade sourcing, activism, and expanding non-dairy options.

 

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The Ben & Jerry’s vs. Unilever case is a cautionary tale for any purpose-led brand. It proves that a social mission isn’t just a marketing strategy—it’s a strategic core that requires value alignment, governance, and operational freedom to live and breathe. When that breaks down, credibility—a brand’s most valuable asset in today’s market—starts to crumble.

Image: Ben & Jerry’s