Social Justice, Brand Identity, and "Authenticity"

*Originally submitted January, 2025 for the Strategic Communications in Practice: Professional Perspectives course in fulfillment of the MSc Media and Communications program at the London School of Economics.

Co-Authored with Amrin Naaz & Mathea Herlofsen

How does the integration of social justice into a brand’s core identity enhance authenticity and strengthen brand identity, compared to one-off campaigns that risk being perceived as performative activism?

Introduction

In the rapidly evolving market landscape, there is a significant shift towards ethical consumerism. Brands are no longer just economic assets; they serve as powerful cultural and social symbols that shape consumer identities and values (O’Guinn et al., 2019). As consumer expectations evolve, authenticity has emerged as a critical factor in brand success, influencing trust, loyalty, and emotional engagement (Banet-Weiser, 2012). One of the most significant ways brands signal authenticity is through brand activism—publicly supporting social, political, and environmental causes that align with their core values (Shivakanth et al., 2019). However, while some brands embed activism into their identity through consistent messaging and tangible action, others engage in short-term, opportunistic campaigns that risk being perceived as performative or "woke-washing" (Vredenburg et al., 2020; Sobande, 2024). In the meantime, consumers are calling for sustainability, integrity, and transparency from both large and small corporations alike by wanting brands to take a stance on sociopolitical issues (Vredenburg et al., 2020). 

This essay argues that brand activism and consistent integration of social justice into a brand’s core identity builds trust, authenticity, and long-term consumer loyalty, while one-off campaigns often undermine the brand’s credibility and risk being perceived as woke-washing. This essay looks at the ideas of authenticity, woke-washing, consumer expectations, and the role of campaign strategy in brand activism. Through an examination of Ben & Jerry’s as a case study in authentic brand activism and Bud Light as an example of failed, inconsistent activism, this essay demonstrates the importance of long-term commitment in fostering brand authenticity.

Importance of Authenticity in Branding

Brands have moved away from being solely economic assets generating value for companies, now serving as powerful social and cultural symbols which play a prominent role in shaping consumers identities (O’Guinn et al., 2019). Rather than being limited to capitalist consumer culture, these brand relationships have evolved into cultural contexts for daily life, individual identity, and emotional connections (Banet-Weiser, 2012). Brands serve as conduits for how people view or wish to portray themselves. As a result, the concept of authenticity has become commodified and is now a brand narrative that engages consumers emotionally when they interact with brands that align with their values (Banet-Weiser, 2012). Moulard et al. (2016) defined brand authenticity as “the extent to which consumers perceive that a brand’s managers are intrinsically motivated in that they are passionate about and devoted to providing their products” (p. 421). In essence, authenticity in branding is no longer optional, but rather a necessity as consumers demand consistency, transparency, and alignment with their values and identities. 

Authenticity and Brand Activism

Corporate social responsibility (CSR) has become increasingly integral to brand strategy, as companies are recognising the growing importance of aligning their business practices with social and environmental values. Roberts (1992) defined CSR as actions that demonstrate corporate activities which show corporations are concerned about societal issues in addition to their financial profits. However, this idea can be critiqued, as CSR is often primarily seen as a marketing incentive, with companies focusing on profits rather than being genuinely committed to societal change as argued by Vredenburg et. al (2020). This indicates that the corporate perception of CSR has shifted more towards consumer perceived CSR, where their implementation of these CSR activities may differ from that of consumers (Rathore et al., 2023). This has led to a contrast between brands that incorporate social justice into their core identity with genuine intent and those that use CSR to engage in sporadic or performative activism. The term brand activism is an evolution of CSR, where brands aim to support a cause, raise awareness, and encourage sociopolitical change, rather than seeking reputational and economic benefit via consumer appreciation (Vredenburg et al., 2020).

By definition, brand activism (BA) occurs when a company supports a social, economic, environmental, or cultural issue that aligns with its “core values and vision” (Shivakanth et al., 2019). This activity may take the form of a public statement, lobbying, donating, or cause-related statements via brand channels (Shivakanth et al., 2019). The goals of brand activism are varied, from attracting a specific customer base, generating publicity, increasing profits, strengthening brand trust and loyalty, and developing positive brand emotional ties with consumers (Shivakanth et al., 2019). However, if executed improperly, brand activism has the potential to alienate customers and negatively impact both brand trust and brand authenticity (Key et al., 2023; Pimentel et al., 2024; Sobande, 2024; Shivakanth et al., 2019; Vredenburg et al., 2020).  Inauthentic BA is often referred to as “woke-washing” and perceived as in pursuit of profit rather than aligning with the brand’s core values to enact social change (Pimentel et al., 2024; Vredenburg et al., 2020). 

Authentic BA is increasingly important in today’s consumer landscape where all brands are expected to have a social justice element, whether that be via CSR or full scale BA. In 2018, Edelman reported that 64% of consumers worldwide “will buy or boycott a brand solely because of its position on a social or political issue,” up 17% from the previous year. The 2023 Edelman Trust Barometer special report found that brand trust was increasingly important to a majority of consumers, with 59% reporting they were more likely to purchase products from a brand they trust. Further, the same report found that consumers were 5x more likely to support brands who take action to address climate change, and 4.5x more likely to support brands who take action to address ending racism (Edelman, 2023).  In order to implement an effective, well-received, authentic BA strategy, there must be consistent alignment across brand stakeholders and core values, brand messaging, and consumer beliefs (Pimentel et al., 2024). 

Case study: Ben & Jerry's

CEO Activism

In order for BA to be received as authentic, internal brand factors such as CEO activism and core value alignment are essential. CEO sociopolitical activism signals authentic leadership to prospective employees and creates alignment between brand stakeholders and brand values (Appels, 2023). Expected product quality and brand trust are also positively impacted by the perception that brand managers are passionate about their products (Moulard et al., 2016). Appels (2023) identified four dimensions of authentic leadership: self-awareness, relational transparency, balanced processing, and an internalised moral perspective. Each year, Ben & Jerry’s publishes SEAR (Social & Environmental Assessment Report) reports to their website, outlining the brand’s commitment to social justice and opening with a letter from the CEO, Dave Stever. In the 2022 Ben & Jerry’s SEAR report, Stever asserts that the document “offers evidence” of the brand’s serious commitment to social justice (p. 3). Stever’s letter further recognises support for their external causes, as well as a self-aware need to improve internally across employee and supply chain racial equity. In closing, the CEO writes, “I believe Ben & Jerry’s is up for this formidable task, but only if we can authentically walk the talk…change starts with us, and I hope you will join us on this transformational journey” (p. 3). Through this transparent open letter, the Ben & Jerry’s CEO exemplifies authentic leadership, helping to strengthen authentic BA.

Brand Values & Messaging

When brand activist messaging, purpose, and practice are in alignment, authentic BA is created, producing the highest chance for enacting social change and increasing brand equity (Vredenburg et al., 2020). While activist messaging alone can read as inauthentic, authentic BA involves “tangible changes within the organisation,” changes to corporate practice, monetary donations, and partnerships “aimed at facilitating social change” (Vredenburg et al., 2020, p. 449). Following the CEO’s letter, the remainder of the 2022 Ben & Jerry’s SEAR report outlines opportunities for improvement internally, as well as the brand’s core values of Human Rights & Dignity, Social & Economic Justice, and Environmental Protection, Restoration & Regeneration. The Ben & Jerry’s Foundation, established in 1985, focuses on “advancing social justice, protecting the environment, and supporting sustainable food systems” and allowed the company to put $5.2 million of revenue towards philanthropy in 2022 (SEAR Report, 2022, p. 8). The transparency of these annual reports allows Ben & Jerry’s to demonstrate their brand activism through direct messaging, defining their activist purpose, and outlining tangible efforts to fulfill that activism.

Consumer Beliefs

Essential to the outcome of authentic BA is alignment with consumer beliefs, which creates stronger ties between brands and consumers with shared values and sociopolitical views (Pimentel et al., 2024). Younger consumers such as Millennials and Gen Z have been identified as especially in-tune with brand strategies and marketing tactics, more likely to align themselves with brands who share the same values, and more likely to value honesty and transparency (Shivakanth et al., 2019). A majority of consumers today even believe that brands have more power to enact social change than governments (Edelman, 2023). A 2024 Statista report identified Ben & Jerry’s as the most popular ice cream brand in the US in both preference and total consumption over the last 12 months, reporting that Ben & Jerry’s consumers were more likely than non-consumers to prioritise social justice (15% vs. 11%). In a 2024 Statista survey of 18-64 year old ice cream consumers in the U.S., the firm found that brand popularity, consumption, and loyalty was highest among Millennials at 42%. Through BA alignment with stakeholder values and consistent messaging and action, Ben & Jerry’s has successfully appealed to younger generations to increase brand trust and brand loyalty. 

Role of Social Media 

Sobande (2024) notes that an increase in woke-washing can also be traced to the “idiosyncrasies of digital culture and the boiling over of the contemporary socio-political climate” (p. 13). On one hand, brands have found new ways to engage with consumers and social justice issues by either using superficial gestures or positive activism (Sobande, 2024). On the other hand, social media platforms enable consumers to evaluate brands' behaviours, and publicly criticise them when their messaging is inconsistent with their actions (Sobande, 2024).

In the case of Ben & Jerry’s, the brand has used Instagram as a platform for activism several times in the past, using its brand influence and authentic and informative posts to engage audiences on social issues. Their content prioritises political engagement, racial justice, and LGBTQ+ rights, often receiving higher engagement. For instance, their infographic carousel on the PUSHOUT Act advocating for Black girls' education saw significantly more interactions than an ice cream promotion (Benandjerrys, 11 December 2024). Similarly, a post before the 2024 US Presidential Election highlighted issues such as federal minimum wage, abortion, gun control, LGBTQ+ rights and spoke of both candidates' stance on the issue. The post received 56.1k likes, reflecting public interest in their advocacy (Benandjerrys, 4 November 2024). The brand also facilitates direct action, such as calling followers to join the People’s March and linking its details in their bio (Benandjerrys, 15 January 2025). By launching a "Churn Out The Vote" flavour to encourage participation in the voting process and promoting a mini-podcast with a store franchise owner discussing the “war on woke” bill in Florida, importance of Diversity, Equity, and Inclusion, Ben & Jerry’s shows its commitment beyond performative gestures (Benandjerrys, 27 November 2024). Their open letter after the 2024 US election solidifies this stance, by talking about important causes and explicitly stating “Ben & Jerry’s will continue to unapologetically support the advocates who champion these issues regardless of who sits in the Oval Office. We urge you to raise your voice…” —reassuring followers of continued activism regardless of political shifts, fostering both engagement and impact (Benandjerrys, 8 November 2024).

Dangers of Woke-Washing 

Conversely, woke-washing is a form of inauthentic brand activism wherein companies “(mis)use matters of social injustice” in an attempt to present themselves as concerned with issues of inequality and improve their image (Sobande, 2024, p. 12).  While brands outwardly present themselves as allies of grassroots movements, their engagement is often superficial and market-driven rather than rooted in genuine commitment (Vredenburg et al., 2020). Brands that engage in woke-washing often have "unclear or indeterminate records of social cause practices," yet try to present themselves as champions of social justice (Vredenburg et al., 2020, p. 449).  Woke-washing can mislead consumers about a company’s sociopolitical performance or the social benefits of their products or services, reducing activism to a mere marketing tool rather than a vehicle for meaningful change (Vredenburg et al., 2020).

Short-term campaigns, such as those for Pride Month or Black History Month, exemplify woke-washing by promoting temporary activism that lacks long-term commitment (Sobande, 2024). A brand may change its logo to a rainbow flag for Pride Month while failing to address internal discrimination or donate to LGBTQIA+ causes (Sobande, 2024). These one-off gestures highlight the opportunistic nature of corporate activism (Sobande, 2024). Without consistent efforts to integrate social values into their core business, these campaigns risk appearing as marketing stunts rather than authentic engagement (Vredenburg et al., 2020). Such superficial branding efforts not only fail to drive real social impact but also commodify social justice, treating activism as a strategy to attract consumers rather than a commitment to systemic change (Sobande, 2024).

The risks of woke-washing extend beyond consumer skepticism to long-term damage to brand identity and credibility. Performative activism dilutes a brand’s identity, making it difficult for consumers to distinguish genuine values from opportunistic marketing (Vredenburg et al., 2020). Mistrust and backlash may arise when consumers perceive a brand’s activism as disingenuous, leading to reputational harm, reduced brand loyalty, and decreased effectiveness of future campaigns (Sobande, 2024). By prioritising image over action, brands not only undermine their own credibility but also contribute to the erosion of trust in corporate activism as a force for genuine social change.

In 2023, Bud Light partnered with transgender influencer Dylan Mulvaney in an effort to attract a younger audience and create a more inclusive image for the brand (Myers, 2023). The poorly executed social justice campaign sparked significant backlash from its consumers, who are predominantly men aged 18-49 in the Midwest and Southern states (Edwards, 2024). Additionally, their marketing tactics have previously leaned towards a perceived masculinity with a blue-collar, all-American male image (Edwards, 2024). The backlash came from their right-leaning, predominantly male customer base who were outraged at the brands alignment with the LGBTQ+ community (Myers, 2023), as it did not reflect their values. To make matters worse, following the backlash Bud Light attempted to disassociate themselves from the campaign (Creswell, 2023), which led to further criticism from the LBGTQ+ community. Although it was perceived as an attempt to appease the original protesters, the company’s subsequent advertising campaigns that attempted to realign with traditional Americana imagery and values, such as sports and music, ultimately alienated both sides of the controversy.

Consistency, Social Justice, and Brand Identity

Through these contrasting case studies, we have exemplified how a brand’s long-term commitment to consistent activist messaging produces stronger brand trust and brand authenticity. Ben & Jerry’s effectively uses consistent branding, messaging, and CEO activism to support their core values and preferred sociopolitical causes, leading to increased brand loyalty and perceptions of authenticity. This is especially important in a market where brands must differentiate themselves from competitors while also demonstrating consistent behaviour over time (Moulard et al., 2016). Brands such as Bud Light, conversely, failed to align their brand values and campaign strategy with the values of their consumer base, leading to backlash from both sides of the issue. As asserted by Shivakanth et al. (2019), when the brand activism is “not in complete sync and match with their core values, ethics and vision,” (p. 164) this behaviour not only has the potential to alienate core customers, but also create backlash and boycotting from those with opposing views. Ben & Jerry’s decades-long commitment to activism and transparency serves as a positive example for how brands may use activism to increase brand trust, loyalty, and authenticity.

Conclusion

In this paper we have argued that long-term, consistent brand activism produces greater feelings of brand authenticity, trust, and loyalty among consumers. When activism does not align with a brand’s core values, practices, or consumer perception, brands are viewed as 

inauthentic, leading to backlash and boycotting, as well as decreased brand trust and loyalty. Data and anecdotal evidence suggests that as government trust decreases, consumers increasingly look to brands to take on sociopolitical issues and support the causes that align with their beliefs. As more brands enter the marketplace and create more competition for consumer spending, brands should look to Ben & Jerry’s as an example of a long-term, consistent commitment to and thoughtful execution of authentic brand activism. 

References

 Appels, M. (2023). CEO Sociopolitical Activism as a Signal of Authentic Leadership to Prospective Employees. Journal of Management, 49(8), 2727–2765. https://doi.org/10.1177/01492063221110207

Banet-Weiser, S. (2012). Introduction: 'Branding the Authentic'. In Authentic TM: The politics of ambivalence in a brand culture (pp. 1-14). NYU Press.

Ben & Jerry's. (2022). Social & Environment Assessment Report 2022. https://www.benjerry.com/files/live/sites/us/files/about-us/sear-report/2022/2022-SEAR-Report.pdf

Benandjerrys. (2024, December 11). Infographic carousel supporting the PUSHOUT Act to ensure Black girls in the U.S. “have access to the safe and affirming schools they deserve” [Instagram post]. https://www.instagram.com/p/DDcT2gnTtBo/?img_index=7

Benandjerrys. (2024, November 27). Promotion of a podcast mini-series with a store franchise owner discussing the “war on woke” bill in Florida, importance of DEI [Instagram post]. https://www.instagram.com/p/DC4zWq-opak/?img_index=1

Benandjerrys. (2024, November 4). Infographic carousel ahead of 2024 US Presidential Election [Instagram post]. https://www.instagram.com/p/DB9XC4ZMdrU/?img_index=1

Benandjerrys. (2024, November 8). Post following 2024 US Presidential Election results [Instagram post]. https://www.instagram.com/p/DCH-QbHvaUs/?img_index=3

Benandjerrys. (2024, September 1). Promotion of new “Churn Out The Vote” flavour ahead of 2024 US Presidential Election encouraging citizens towards democratic participation voting [Instagram post]. https://www.instagram.com/p/C_Ykv-hTsFI/

Benandjerrys. (2025, January 15). Open call encouraging customers to join B&Js in the People’s March in Washington, D.C. to oppose Donald Trump’s second term as president [Instagram post]. https://www.instagram.com/p/DE2fbx4OWs-/

Creswell, J. (2023, May 4). Anheuser-Busch changes beer marketing focus after transgender promotion. The New York Times - Breaking News, US News, World News and Videos. https://www.nytimes.com/2023/05/04/business/bud-light-transgender-promotion.html

Edelman. (2023). 2023 Edelman Trust Barometer: The collapse of the Purchase Funnel. Edelman Trust Institute. https://www.edelman.com/sites/g/files/aatuss191/files/2023-06/2023%20Edelman%20Trust%20Barometer%20Special%20Report%20The%20Collapse%20of%20the%20Purchase%20Funnel%20FINAL.pdf

Edwards, K. (2024, May 25). Analyzing the demographics of bud light's target market. Keegan Edwards. https://keeganedwards.com/analyzing-the-demographics-of-bud-lites-target-market/#google_vignette

Key, T. M., Keel, A. L., Czaplewski, A. J., & Olson, E. M. (2023). Brand activism change agents: Strategic storytelling for impact and authenticity. Journal of Strategic Marketing, 31(7), 1339–1355.https://doi.org/10.1080/0965254X.2021.1904435

Moulard, J. G., Raggio, R. D., & Folse, J. A. G. (2016). Brand Authenticity: Testing the Antecedents and Outcomes of Brand Management’s Passion for its Products. Psychology & Marketing, 33(6), 421–436.https://doi.org/10.1002/mar.20888

Myers, O. (2023, September 19). ‘Panic and rash decision-making’: Ex-bud light staff on one of the biggest boycotts in US history. The Guardian. https://www.theguardian.com/world/2023/sep/19/dylan-mulvaney-bud-light-boycott

O'Guinn, T., Muñiz, A., & Paulson, E. (2019). A Sociological Critique and Reformulation of Brands. In The Oxford handbook of consumption (pp. 127-149). Oxford University Press.

Pimentel, P. C., Bassi-Suter, M., & Didonet, S. R. (2024). Brand activism as a marketing strategy: An integrative framework and research agenda. Journal of Brand Management, 31(2), 212–234. https://doi.org/10.1057/s41262-023-00335-8

Rathore, P., Saha, E., Chakraborty, S., & Tiwari, A. K. (2023). Assessing impact of consumer perceived CSR on consumer attitude and purchase behaviour in retail segment: A stakeholder theory perspective. Society and Business Review, 18(2), 264-295. https://doi.org/10.1108/sbr-10-2021-0207

Roberts, R. W. (1992). Determinants of corporate social responsibility disclosure: An application of stakeholder theory. Accounting, Organizations and Society, 17(6), 595-612. https://doi.org/10.1016/0361-3682(92)90015-k

Shivakanth Shetty, A., Belavadi Venkataramaiah, N., & Anand, K. (2019). Brand activism and millennials: An empirical investigation into the perception of millennials towards brand activism. Problems and Perspectives in Management, 17(4), 163–175. https://doi.org/10.21511/ppm.17(4).2019.14

Sobande, F. (2024). Big Brands Are Watching You: Marketing Social Justice and Digital Culture (1st ed.). University of California Press. https://doi.org/10.2307/jj.8784679

Statista. (2024). Ben & Jerry's brand profile in the US. Retrieved January 18, 2025, from https://www.statista.com/insights/consumer/brand-profiles/3/60/ben-jerrys/united-states/#contentBox1

Statista. (2024). Ice cream brands ranked. Retrieved January 18, 2025, from https://www.statista.com/insights/consumer/brand-profiles/2/20/ice-cream/united-states/#contentBox1

Vredenburg, J., Kapitan, S., Spry, A., & Kemper, J. A. (2020). Brands taking a stand: Authentic brand activism or woke washing? Journal of Public Policy & Marketing, 39(4), 444-460. https://doi.org/10.1177/0743915620947359