In 1978, two childhood friends opened an ice cream shop in a converted gas station in Burlington, Vermont. Ben Cohen and Jerry Greenfield had $12,000 and a simple idea: make the best ice cream possible while making the world a little better.
While other ice cream companies focused on efficiency and profit margins, Ben & Jerry’s chose something different. They would be the ice cream company that stood for social justice, environmental responsibility, and pure fun.
They didn’t just talk about values. They baked them into everything. Chunk-filled flavors with playful names like “Cherry Garcia”, “Chunky Monkey” and my personal favorite “Chubby Hubby.” A salary ratio where the highest-paid employee couldn’t earn more than seven times the lowest-paid worker. Activism baked right into their business model.
The result? A small Vermont startup grew into a global brand that sold for $326 million while staying true to its quirky, value-driven identity.
Ben & Jerry’s didn’t accidentally stumble into success. They consciously chose what would set them apart, then obsessed over it.
The Vanilla Problem
Most organizations operate like vanilla ice cream. Safe. Predictable. Forgettable.
They sell products, manage operations, and serve customers. The mechanics are identical across industries. Yet a few companies break through this sameness by making deliberate choices about their differentiation.
Consider 1-800-GOT-JUNK? They could have been another waste removal service. Instead, they chose to be “the Starbucks of junk removal” – clean trucks, uniformed teams, and friendly service that transforms an unpleasant experience into something almost enjoyable.
Or look at Warby Parker. They entered a market dominated by one company charging premium prices. Their differentiation? Stylish glasses at fair prices with home try-on service. Simple, clear, and executed relentlessly.
Your Personal Differentiation
You compete every day, whether you realize it or not, for attention, opportunities, and the chance to make an impact.
Most people default to vanilla. They show up, do good work, and hope someone notices. But good isn’t memorable, and competent isn’t compelling.
The breakthrough happens when you decide what you stand for—not what you think others want to hear but what genuinely drives you.
Are you the person who always delivers ahead of schedule? The one who asks the uncomfortable questions that need asking? The leader who obsessively develops others?
Your differentiation isn’t a marketing slogan. It’s a commitment to behaviors that reinforce who you choose to be.
Build your daily practices around this choice. Make it visible in every interaction. Let it guide your decisions.
Because in a world full of vanilla, distinctive flavors get remembered.
