Ben & Jerry’s Founders Discuss Buying Back Ice Cream Brand
The founders of Ben & Jerry’s have expressed interest in buying back their namesake ice cream brand from Unilever Plc, according to people familiar with the matter. They may look to partner with socially minded investors in any transaction, potentially allowing the company to regain control over its social mission. The valuation of the business is estimated to be several billion dollars, making it a complex and high-stakes deal.
This potential buyout could mark a significant shift for Ben & Jerry’s, as it would give the founders direct control over their brand's values and direction, potentially allowing them to reassert their commitment to social justice issues.
What would happen to the social and environmental initiatives that have become synonymous with Ben & Jerry’s if the company were to be sold or restructured under new ownership?
The founders of Ben & Jerry's are reportedly exploring buying the brand back from Unilever following years of conflict with the consumer giant over its stance on Israel. Ben Cohen and Jerry Greenfield, who founded the ice cream maker in Vermont in 1978, have discussed a potential deal that could be worth billions of dollars. The two businessmen sold the brand to Unilever in 2000 in a $326m deal.
This move suggests that even some of the most recognizable brands may struggle with the challenges of maintaining their values and mission under external ownership.
Will this new development lead to a broader conversation about corporate social responsibility, or will it remain largely within the confines of the Ben & Jerry's brand?
Shoppers are increasingly buying from smaller food brands, threatening the growth of billion-dollar products from conglomerates such as Unilever and Procter & Gamble due to price and value concerns that have led consumers to shift away from highly-processed packaged food. Smaller brands like Duke's and Mike's Amazing are gaining traction in the U.S. market with lower prices and better value propositions than larger players. The trend is particularly evident in the condiment category, where Hellmann's has seen its market share decline.
As smaller food brands gain ground on their bigger counterparts, it highlights the importance of agile business models that can quickly adapt to changing consumer preferences and maintain a strong brand presence despite market fluctuations.
How will this shift towards more affordable and value-driven food options impact the long-term sustainability of big food companies like Unilever and P&G?
Shoppers are increasingly turning to smaller food brands, seeking more affordable and less processed options, which is threatening the growth of billion-dollar products from conglomerates such as Unilever. As a result, companies like Unilever and Procter & Gamble (P&G) are facing declining profits due to reduced sales volume. The shift in consumer behavior is driven by growing demand for healthier and more sustainable food options.
This phenomenon highlights the evolving nature of consumer preferences, where small-scale brands are often seen as more authentic and transparent, whereas large conglomerates may be perceived as out of touch with changing tastes.
Will this trend lead to a more decentralized food industry, with smaller players becoming increasingly influential in shaping consumer choices?
Walgreens downgraded by Deutsche Bank to Sell from Hold with a price target of $9, as reports of a potential take-private deal from Sycamore Partners are seen as overly optimistic and complicated to implement. Cava Group upgraded to Overweight from Neutral by Piper Sandler, citing the company's secular growth in fast casual and its strategic initiatives for 2025. The upgrade suggests that investors should consider the trend towards founder-led companies reclaiming control and potentially setting a precedent for similar brands.
This move could signal a shift in investor sentiment towards companies with strong founder ownership, potentially altering the dynamics of M&A activity and investment strategies.
Will the growing trend of founder-led companies lead to increased focus on corporate governance and accountability measures, or will it lead to a resurgence of the "founder's dilemma" that has plagued some high-profile exits in recent years?
The well-established Starbucks Corporation has seen a substantial price increase on the NASDAQGS over the last few months, but shareholders may appreciate recent gains, while still needing to determine if there's an opportunity to buy at the right time. The company's stock seems fairly valued according to our valuation model, trading around 8.6% below its intrinsic value, indicating a reasonable price for investors. However, future growth potential and the management team's track record remain important factors to consider when evaluating an investment in Starbucks.
If Starbucks can maintain its positive outlook and continue to deliver on its earnings growth projections, it could potentially reward patient investors with significant long-term gains.
What role will changes in the global coffee market and consumer trends play in shaping Starbucks' future success, and how might these factors impact investor confidence in the company's stock?
Artisan Partners, a U.S.-based investor in Seven & i Holdings, has opposed the Japanese retailer's CEO succession plan and urged the company to reconsider a takeover offer. The activist investor, which is among Seven & i's foreign investors, has expressed its concerns over the company's focus on its core convenience store business. Artisan Partners will vote against Dacus at the company's upcoming annual general meeting, citing his inability to secure financing for a $58 billion management buyout last month.
The opposition from Artisan Partners highlights the growing scrutiny of Seven & i's leadership and the company's strategic direction, particularly in light of the recent takeover offer and the Ito family's plans for a private acquisition.
What are the potential implications of Seven & i's leadership stability on its ability to navigate the competitive convenience store market and respond to changing consumer demands?
Nordstrom has exceeded Wall Street expectations for its quarterly sales growth, driven by strong customer response to its offerings across both banners. The company's decision to go private with a $4-billion deal from the Nordstrom family and Mexican retailer Liverpool marks a significant strategic shift. As CEO Erik Nordstrom emphasized, customers have responded positively to the strength of the offering.
This surprising turnaround in sales growth may signal an increased focus on enhancing customer experience, potentially leading to new store formats or product lines that better compete with e-commerce giants.
How will Starbucks's acquisition of CFO Cathy Smith's expertise impact its own financial performance and strategic direction as it navigates its rapidly changing retail landscape?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
As more beauty companies explore similar restructurings, it will be interesting to see how this trend affects the industry's innovation and competitive landscape.
What role do private equity firms play in shaping the entrepreneurial ethos of beauty companies, and are they truly acting as partners or just seeking short-term gains?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
This move signifies a growing trend in the beauty industry where founder-led companies are reclaiming control from outside investors, potentially setting a precedent for similar brands that could lead to more innovative products and services.
As founder ownership becomes more prevalent, will we see a shift towards more sustainable business practices within the beauty sector, or will the pursuit of profit remain the primary driver of innovation?
Artisan Partners has publicly opposed the appointment of Stephen Dacus as CEO of Seven & i Holdings, arguing that the company should reconsider a $47 billion takeover offer from Alimentation Couche-Tard to enhance shareholder value. The investor plans to vote against Dacus and other members of the nomination committee at the upcoming annual general meeting, highlighting concerns over the company's declining share price relative to Couche-Tard's offer. This situation raises questions about the strategic direction of Seven & i and the potential implications of rejecting outside investment.
The pushback from Artisan Partners illustrates the growing influence of activist investors in corporate governance, challenging companies to prioritize shareholder interests amid competitive pressures.
What strategies can Seven & i implement to regain investor confidence while navigating the complexities of potential mergers or acquisitions?
Consumer Reports has released its list of the 10 best new cars to buy in 2025, highlighting vehicles with strong road test scores and safety features. The announcement comes as Eli Lilly & Co. is expanding its distribution of weight-loss drug Zepbound at lower prices, while Target is scaling back its DEI efforts amidst declining store visits. Meanwhile, Costco's luxury goods segment continues to grow, and Apple has secured President Trump's backing for its new investment plan.
The increasing prevalence of financial dilemmas faced by companies, particularly those in the weight loss and retail sectors, underscores the need for more nuanced approaches to addressing social and economic challenges.
As regulatory challenges and competitive pressures intensify, will businesses be able to adapt their strategies and investments to remain relevant in an increasingly complex marketplace?
Seven & i Holdings has initiated discussions with Alimentation Couche-Tard over a potential store sale plan that would pave the way for Couche-Tard's $47 billion takeover bid. The proposed divestiture process would involve mapping out the viability of selling off U.S. stores, with potential buyers identified and assessed. If successful, this could provide regulatory approval for Couche-Tard to complete its acquisition of Seven & i Holdings.
This strategic pivot underscores the evolving nature of retail consolidation, as companies seek innovative ways to overcome regulatory hurdles and maintain competitiveness in crowded markets.
How might the divestiture of certain assets by Seven & i Holdings impact the broader competitive landscape of the U.S. convenience store market, particularly for other players struggling with changing consumer preferences?
For now, Chipotle intends to keep costs constant for consumers despite potential tariff-related increases in its cost of goods. The burrito chain's CEO, Scott Boatwright, has stated that the company is "fortunate" to have an economic model that can withstand inflationary pressures without passing costs on to customers. This approach aims to maintain pricing stability and deliver value to consumers.
The emphasis on absorbing costs suggests that Chipotle is prioritizing long-term loyalty over short-term profits, which could be a strategic move to build brand affinity in a competitive market.
Will this approach ultimately lead to higher prices or revenue for the company, and how will it impact consumer behavior and demand for Chipotle's products?
A shareholder in Japan’s Seven & i Holdings Co. is urging the company to more thoroughly engage with Alimentation Couche-Tard regarding its $47.5 billion acquisition proposal. Artisan Partners Asset Management has raised concerns about potential conflicts of interest within the board, particularly relating to the role of CEO Stephen Dacus in handling the bid. This pressure comes as Seven & i undertakes significant restructuring efforts aimed at unlocking shareholder value while resisting Couche-Tard's offer.
The situation highlights the tension between shareholder interests and corporate governance practices, raising questions about the effectiveness of board oversight in large corporations.
What strategies can companies implement to ensure transparent decision-making processes that align with shareholder expectations?
Seven & i Holdings has appointed a new CEO and announced plans to restructure its business in response to a $47 billion foreign takeover bid. The company will buy back about 2 trillion yen ($13.4 billion) worth of shares through fiscal year 2030, and pursue a listing of its North American convenience store subsidiary by the second half of 2026. Additionally, Seven & i has agreed to sell its superstore unit to Bain Capital for 814.7 billion yen.
The recent changes in leadership at Seven & i reflect a broader trend among Japanese companies to rebalance their capital structures and restore independence from foreign investors.
What implications might this restructuring have for the future of Japan's retail sector, which has faced increasing competition from global players like Alimentation Couche-Tard?
Fast food stocks, particularly McDonald's, are experiencing a surge in investor interest despite the looming challenges posed by President Trump's tariffs, which add uncertainty to the industry. While McDonald's shares hit a record high and other major players like Yum Brands have also seen significant gains, the unpredictable nature of tariff policies continues to create anxiety among franchise owners and suppliers. As fast food giants benefit from a focus on value menus amidst rising costs and lower foot traffic, the long-term implications of these tariffs on operational planning remain a critical concern.
The contrasting performance of established fast food chains versus upscale dining options reflects a potential shift in consumer behavior driven by economic uncertainty and budget considerations.
How might the evolving landscape of tariffs influence the strategic decisions made by fast food companies in the near future?
TikTok, owned by the Chinese company ByteDance, has been at the center of controversy in the U.S. for four years now due to concerns about user data potentially being accessed by the Chinese government. The platform's U.S. business could have its valuation soar to upward of $60 billion, as estimated by CFRA Research’s senior vice president, Angelo Zino. TikTok returned to the App Store and Google Play Store last month, but its future remains uncertain.
This high-stakes drama reflects a broader tension between data control, national security concerns, and the growing influence of tech giants on society.
How will the ownership and governance structure of TikTok's U.S. operations impact its ability to balance user privacy with commercial growth in the years ahead?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
This move signifies a growing trend in the beauty industry where founder-led companies are reclaiming control from outside investors, potentially setting a precedent for similar brands.
How will the dynamics of founder ownership impact the strategic direction and innovation within the beauty sector in the coming years?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
This move signals a growing trend towards founder-led companies reclaiming control from outside investors, potentially setting a precedent for similar brands.
Will this shift lead to more innovative products and strategies from independent beauty brands, or will it result in a homogenization of the industry?
Huda Beauty sells control of KAYALI to Mona Kattan and General Atlantic, allowing Huda Beauty to regain full ownership and independence under Kattan's leadership. The move reflects a growing trend in the beauty industry where founder-led companies are reclaiming control from outside investors. This trend may impact the strategic direction and innovation within the beauty sector in the coming years.
As more beauty brands regain control, we'll see a shift towards founder-driven decision-making, potentially leading to more innovative products and company cultures.
Will the resurgence of founder ownership lead to increased transparency and accountability within these companies, or will it result in further consolidation and homogenization?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
This move signifies a growing trend in the beauty industry where founder-led companies are reclaiming control from outside investors, potentially setting a precedent for similar brands.
How will the dynamics of founder ownership impact the strategic direction and innovation within the beauty sector in the coming years?
Huda Beauty has announced the sale of its fragrance brand KAYALI to co-founder Mona Kattan and private equity firm General Atlantic, allowing the beauty company to buy back a stake previously held by TSG Consumer Partners. Founded in 2018 by Huda Kattan and her sisters, Huda Beauty has gained significant social media traction, positioning itself ahead of competitors in the beauty industry. The restructuring aims to restore full founder ownership and maintain KAYALI's independence under Kattan's leadership.
This move signifies a growing trend in the beauty industry where founder-led companies are reclaiming control from outside investors, potentially setting a precedent for similar brands.
How will the dynamics of founder ownership impact the strategic direction and innovation within the beauty sector in the coming years?
Starbucks CEO Brian Niccol is urging corporate employees to increase their workload and take responsibility for the coffee giant's financial health following recent layoffs. The company has been struggling with declining sales and inflation, which has made consumers more cautious about spending. To address these issues, Niccol has unveiled a "Back to Starbucks" strategy aimed at restoring the brand's momentum and return to its roots.
This shift in leadership approach underscores the evolving role of corporate employees as key drivers of brand revitalization, requiring them to take ownership of operational efficiency and customer satisfaction.
Will this renewed focus on employee accountability lead to improved sales performance and market share recovery, or will it result in burnout among staff?
Haldiram's snacks business is estimated to hold a near 13% share of India's $6.2 billion savoury snacks market, with valuation being a key sticking point in the deal talks between Haldiram's and Blackstone. The private equity investor had initially wanted around a 15% stake at a valuation of roughly $8 billion, but negotiations ultimately failed to bridge the gap. Rival bidder Temasek remains in the race to acquire a minority stake in the business.
The India snack market's attractiveness is not limited to its size; its growth potential and diversification across various categories will be crucial for long-term success.
What role can foreign investors play in helping Indian companies navigate shifting consumer preferences, regulatory challenges, and supply chain complexities?
Dutch Bros' innovative drive-through beverage concept has proven highly popular, generating strong growth with accelerating profitability. The company's ability to execute a national expansion could prove highly lucrative for its shareholders. Despite commanding a pricey valuation, there are plenty of reasons to believe it's still in the early stages of a much bigger opportunity.
The key to Dutch Bros' success lies not only in its brand recognition but also in its unique operational model, which has allowed it to maintain high profitability while expanding rapidly.
As the company continues to expand and innovate, it will be crucial for investors to assess how well Dutch Bros can scale its business while maintaining its competitive edge.