Häagen-Dazs
An American super-premium ice-cream brand recognized for dense texture, high butterfat content, distinctive foreign branding, and a global network of retail and packaged-dessert products.
Last updated October 13, 2026
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Overview
Häagen-Dazs is an American ice-cream brand created by Polish-American entrepreneurs Reuben and Rose Mattus in the Bronx. Although the name was designed to sound Scandinavian, it is an invented expression rather than a Danish or Swedish phrase. Reuben Mattus developed the brand in response to the price competition that increasingly shaped the American ice-cream business during the 1950s. Instead of competing primarily on volume and low price, he pursued a richer, denser product positioned as a luxury food. The early range consisted of vanilla, chocolate, and coffee ice cream. The brand's identity combined product formulation with carefully staged presentation. Häagen-Dazs was promoted as a super-premium ice cream, emphasizing a dense mouthfeel, relatively high butterfat content, and a short ingredient profile. Its manufacturing approach traditionally involved limited incorporation of air and the use of egg yolks rather than a broad range of emulsifiers and stabilizers. The name, European-style packaging, and early references to Denmark were intended to associate the product with dairy quality, refinement, and cultural sophistication. Rose Mattus contributed to the brand's early sampling and promotional work, reportedly presenting the product in formal clothing to reinforce its premium image. The first dedicated Häagen-Dazs retail store opened in Brooklyn on November 15, 1976. This expanded the brand beyond grocery distribution into branded parlors selling scoops, cones, sundaes, and other prepared desserts. Pillsbury acquired the company in 1983, providing the resources for broader distribution. Subsequent corporate transactions divided ownership and operating rights across regions. Pillsbury and Nestlé combined their United States and Canadian ice-cream operations in 1999 through Ice Cream Partners. After General Mills acquired Pillsbury in 2001, Nestlé exercised a contractual right to acquire General Mills' interest in that venture, including a long-term license to the Häagen-Dazs name in the United States and Canada. Nestlé's Dreyer's subsidiary subsequently manufactured and marketed the brand in those markets. In December 2019, Nestlé sold its Dreyer's ice-cream business and associated Häagen-Dazs rights to Froneri, the ice-cream company formed by Nestlé and PAI Partners. Froneri therefore became the principal owner and operator of the brand's global ice-cream business, while manufacturing and licensing arrangements continue to vary by market. In Japan, Häagen-Dazs entered through a joint venture involving Suntory and Takanashi Milk Products, and products continue to be made for that market locally. A major European production site is located in France, while North American production is handled under Froneri's regional operations. The portfolio has expanded well beyond the original three flavors. It includes packaged tubs and cartons, bars, sandwiches, cakes, sorbet, frozen yogurt, gelato, frozen milkshakes, and products sold through branded shops. Signature and recurring flavors include vanilla, chocolate, coffee, strawberry, Rum Raisin, and Vanilla Swiss Almond, alongside market-specific and limited-edition varieties. The brand also adapts serving formats and flavors to local consumer preferences. Häagen-Dazs remains positioned at the premium end of the mass-market ice-cream category. It competes with brands such as Ben & Jerry's and premium offerings from major food companies, but differentiates itself through restrained visual branding, indulgent texture, European-coded naming, and an emphasis on ingredient quality. Its principal business is now managed within Froneri's international ice-cream portfolio rather than as an independently listed company. The General Mills ticker previously associated with the brand reflects historical corporate relationships and licensing arrangements, not a current standalone Häagen-Dazs listing.
History
Reuben Mattus was born in Poland in 1912 and moved to New York with his widowed mother and sister in 1921. The family joined relatives involved in Brooklyn's Italian lemon-ice trade. By the late 1920s, Mattus was helping produce frozen treats, and by 1929 the family business, Senator Frozen Products, was making ice pops, chocolate-covered ice-cream bars, and ice-cream sandwiches in the South Bronx. Products were delivered to neighborhood stores by horse-drawn wagon. The business remained viable, but the rise of large-scale ice-cream manufacturers produced intense price competition by the 1950s. Mattus concluded that a small producer would have difficulty winning a volume-based contest and instead developed a richer, more expensive product. In 1959 he began formulating a new brand around a name that sounded Danish. The brand was established in 1960 by Reuben and Rose Mattus, initially with vanilla, chocolate, and coffee flavors. The name Häagen-Dazs is artificial. The spelling does not correspond to a conventional Danish expression, and its unusual form was deliberately selected to be distinctive and to evoke Denmark. Mattus associated Denmark with high-quality dairy products and with the country's treatment of Jewish people during the Second World War. Early packaging included an outline of Denmark, helping establish the intended association. This naming method became an example of foreign branding: using a name that sounds culturally specific to create a premium or international impression. Rose Mattus helped give the young brand a theatrical, upscale identity. Her sampling activities and formal presentation supported the idea that the product was a special treat rather than an ordinary mass-market dessert. Häagen-Dazs first sold through retail channels and later developed dedicated stores. The first branded shop opened in Brooklyn on November 15, 1976, creating a platform for scoops, cones, sundaes, and social occasions as well as packaged take-home products. Pillsbury acquired Häagen-Dazs in 1983. In 1999, Pillsbury and Nestlé combined their United States and Canadian ice-cream operations into Ice Cream Partners. General Mills acquired Pillsbury in 2001 and inherited its interest in the venture. Nestlé then used a contractual buyout right to acquire General Mills' interest, together with a long-term license for Häagen-Dazs in the United States and Canada. Nestlé's Dreyer's subsidiary manufactured and marketed the brand in those countries for the following period. Häagen-Dazs expanded internationally through licensing, joint ventures, local production, and direct retail development. Japan became an important market after a 1984 joint venture involving Suntory and Takanashi Milk Products. The Japanese business developed local manufacturing capacity in Takasaki, Gunma Prefecture. Much of the brand's international production has been associated with a plant in Tilloy-lès-Mofflaines, France, although the responsible corporate arrangements have changed over time. In December 2019, Nestlé sold Dreyer's and its related rights in Häagen-Dazs to Froneri. Froneri, established as a joint venture between Nestlé and PAI Partners, became the brand's principal global ice-cream owner and operator. Regional licenses and production arrangements remain relevant, particularly in North America and Japan. The product range broadened from three original flavors to a large portfolio of tubs and cartons, bars, sandwiches, cakes, sorbet, frozen yogurt, gelato, frozen milkshakes, and food-service or shop-based desserts. The brand has retained a super-premium position based on rich texture, high butterfat, restrained formulation, and an indulgent image. Its history illustrates how a small immigrant-founded food business used product differentiation, invented foreign branding, retail theater, and multinational distribution to become a globally recognized ice-cream name.
- 2026
Proposed mainland-China shop licensing transaction
[7]Reports described a proposed transfer of exclusive mainland-China shop and gift licensing rights to an investor group including Ningji. Completion was reported as expected during 2026, but the available material does not independently confirm completion.
- 2025
Slow platform introduced
[12]Häagen-Dazs made its Super Bowl debut and used the Slow platform to encourage consumers to pause and savor the product.
- 2025
First Super Bowl advertisement
[12]Häagen-Dazs debuts at the Super Bowl with a Fast & Furious-themed execution for its “Slow” brand platform.
- 2025
Slow platform expands beyond the Super Bowl
[13]Häagen-Dazs develops its slowing-down message into a broader integrated brand platform.
- 2021
Louvre-themed ice-cream mooncake collection
[4]Häagen-Dazs China collaborated with the Louvre Museum on a high-priced Mid-Autumn Festival ice-cream mooncake and gift collection.
- 2021
#ThatsDazs campaign launches
[9]The brand launched an integrated campaign and announced a three-year $1.5 million pledge for diverse creators.
- 2021
#ThatsDazs creator initiative is announced
[10]The brand launches a diversity-focused campaign and announces a multi-year commitment to support creators from underrepresented groups. The brand announces a multichannel initiative supporting diverse creators and luxury-related storytelling.
- 2020
“Don't Hold Back” campaign platform
[3]A global campaign encouraged consumers to indulge themselves and presented premium ice cream as a form of personal enjoyment. Forsman & Bodenfors creates a Häagen-Dazs film campaign for the Swedish market.
- 2020
Froneri acquires General Mills' U.S. ice-cream business
[20]Froneri agreed to acquire substantially all of General Mills' U.S. ice-cream business, including Häagen-Dazs.
- 2019
Froneri acquires Nestlé's ice-cream business
[1]Nestlé sold Dreyer's and associated Häagen-Dazs rights to Froneri in December 2019.
Products and positioning
Super-premium, indulgent, sophisticated, and quality-focused ice cream with a strong luxury and European-style brand image.
Ice cream · 1960
Packaged ice cream
The core portfolio consists of packaged tubs and cartons in classic and brand-specific flavors. Häagen-Dazs markets these products as dense, indulgent ice cream with comparatively high butterfat and limited use of stabilizing ingredients. Recurring flavors include vanilla, chocolate, coffee, strawberry, Rum Raisin, and Vanilla Swiss Almond, with additional varieties differing by market. The core portfolio consists of packaged tubs, pints, and single-serve containers in classic and rotating flavors. These products express the brand’s central proposition through a dense, rich texture and indulgent flavor combinations. Availability and recipes vary by territory. The core Häagen-Dazs range consists of packaged premium ice cream sold in tubs, cartons or comparable retail formats. The brand is associated with dense texture, indulgent flavour profiles and a relatively restrained ingredient story. Exact flavours, pack sizes and availability in Hungary are not established by the supplied sources.
Frozen dessert
Ice cream bars and sandwiches
Bars and sandwiches extend the brand into individually portioned formats. They combine Häagen-Dazs ice cream with coatings, inclusions, or biscuit components and are distributed through grocery, convenience, and food-service channels. These formats support portable consumption while retaining the brand's premium positioning. Coated bars extend the brand into individually portioned frozen novelties. They combine a creamy ice-cream center with coatings or inclusions and have become a prominent subject of recent advertising, including the 2025 Slow campaign.
Celebration dessert
Ice-cream cakes and sandwiches
Häagen-Dazs ice cream cakes are designed for birthdays, celebrations, and gifting. They use the brand's ice cream as the principal dessert component and may be sold through branded shops or market-specific retail channels. Designs, sizes, and flavor combinations vary across countries. Cakes and sandwiches broaden Häagen-Dazs beyond scoopable formats for celebrations and portable consumption. These products apply the brand's premium flavor and texture positioning to occasion-based and single-serve desserts.
Alternative frozen desserts
Sorbet, gelato, frozen yogurt, and cakes
The portfolio has included sorbet and frozen yogurt for consumers seeking alternatives to traditional dairy ice cream. These lines broaden the range of textures and flavor profiles while maintaining the brand's premium frozen-dessert presentation. The brand has offered nontraditional frozen-dessert formats, including sorbet, frozen yogurt, and gelato. These lines help address different taste preferences and dietary expectations while retaining the broader premium-dessert identity. The wider portfolio includes non-ice-cream frozen desserts such as sorbet, gelato, frozen yogurt, ice cream cakes, and sandwiches. These lines allow the brand to address different dietary preferences, serving occasions, and local market tastes.
Frozen dessert
Gelato and frozen milkshakes
Gelato and frozen milkshake offerings expand Häagen-Dazs beyond standard tubs and bars. They are particularly relevant to branded-shop and market-specific portfolios, where the brand can offer prepared desserts and differentiated serving experiences.
Retail food service · 1976
Branded-shop desserts
Dedicated Häagen-Dazs shops serve scoops, cones, sundaes, and related desserts. The shop format is an important part of the brand's identity because it turns packaged premium ice cream into an experiential retail occasion and provides direct interaction with consumers.
Packaged ice cream · 1961
Classic ice-cream cups and tubs
The core product line consists of dense, rich ice cream sold in single-serve cups and larger tubs. Classic flavors such as vanilla, chocolate, coffee and strawberry-based recipes express the brand's original emphasis on dairy richness and relatively simple flavor architecture. These products are sold through supermarkets, convenience stores, specialty shops and delivery channels, depending on the market. The core Häagen-Dazs range consists of packaged pints, tubs, and market-specific sizes in classic flavors such as vanilla, chocolate, and strawberry, alongside richer or more elaborate flavor combinations. These products express the brand’s original premium proposition through dense texture, indulgent recipes, and restrained packaging.
Frozen confectionery
Ice-cream bars and coated products
Bars and other coated formats combine a frozen ice-cream center with a chocolate or compound-chocolate exterior. They extend the brand into portable, single-occasion consumption and are distributed through retail freezers and food-service channels. Product descriptions and coating claims require market-specific verification because formulations and regulatory standards differ by territory.
Celebration desserts
Ice-cream cakes and celebration desserts
Ice-cream cakes and plated celebration desserts translate Häagen-Dazs from a snack into a birthday, anniversary or family-occasion purchase. They are particularly important in shop-led markets because they support advance ordering, gifting and higher-value consumption while reinforcing the brand's experiential positioning. Branded shops and selected food-service channels offer cakes, sundaes, parfaits, fondue-style presentations, and other prepared desserts. These products support the brand’s role in celebrations, gifting, and premium out-of-home consumption.
Seasonal gifting
Ice-cream mooncakes and seasonal gift boxes
Seasonal gift products, including ice-cream mooncake-style assortments in China, adapt the global brand to local festivals. These products use special packaging, limited flavors and collaborations to create gifting occasions beyond ordinary dessert consumption. Their premium pricing has also attracted discussion about whether the brand's luxury positioning remains appropriate for contemporary consumers.
Food-service offering · 1996
Shop sundaes, beverages and plated desserts
Specialty shops serve scoops, sundaes, drinks and plated desserts in an environment designed to make the visit part of the product. This retail experience historically differentiated Häagen-Dazs from supermarket ice cream and supported its associations with dating, celebration and premium leisure.
Packaged ice cream · 1960
Core ice cream tubs and cartons
The core retail range expresses the brand's premium proposition through dense, creamy ice cream and recognizable flavors such as vanilla, chocolate, strawberry, coffee, and dulce de leche. Availability and recipes vary by country.
Experiential retail · 1976
Häagen-Dazs shops
Branded shops serve scoops, sundaes, plated desserts, drinks, and other prepared offerings. They provide an experiential expression of the brand and may be used in some markets to showcase limited or shop-exclusive concepts.
Frozen novelties
Ice cream bars and mini bars
Chocolate-coated bars and smaller bar formats extend the brand into portioned, portable consumption. They are frequently featured in advertising because the coating, filling, and bite-sized format make the product easy to dramatize visually.
Retail-shop desserts · 1976
Cones and shop desserts
Häagen-Dazs shops serve scoops in cones and cups alongside sundaes and other made-to-order desserts. The shop channel reinforces the brand’s premium positioning by turning consumption into an occasion and providing formats that are not limited to supermarket packaging.
Frozen novelty
Ice-cream bars and sticks
Häagen-Dazs bars and stick products extend the brand into individually portioned frozen novelties, commonly pairing ice cream with chocolate or other coatings. International marketing has given these products a strong visual and sensory role. The precise Hungarian assortment and current packaging are not confirmed.
Frozen dessert
Cakes and sandwiches
In selected markets, Häagen-Dazs offers ice-cream cakes and sandwiches designed for sharing, gifting or occasion-based consumption. These formats support the brand’s premium and celebratory positioning, although the supplied material does not verify their distribution through Hungarian channels.
Frozen dessert
Sorbet and other frozen desserts
The wider international portfolio has included sorbet, frozen yogurt, gelato and frozen milkshake products. Such lines broaden the brand beyond traditional dairy ice cream, but availability varies by country and no Hungary-specific catalogue was supplied.
Frozen novelties
Ice cream bars and stick bars
Häagen-Dazs bars combine the brand’s ice cream with coatings, inclusions, or toppings in individually portioned formats. Product recipes and names vary by market, but the range generally targets convenient indulgence while preserving the brand’s premium visual and sensory cues.
Frozen novelties
Ice cream sandwiches and miniatures
Sandwiches and miniature portions extend Häagen-Dazs into snackable and sharing occasions. They are sold in selected markets and may include cookie, wafer, chocolate, or other surrounding components. Availability and recipes are not uniform across countries.
Controversies
2013
Criticism of sensual advertising
Later commentary criticized the brand's use of sensual imagery and implicit sexual suggestion in campaigns, arguing that the approach could conflict with contemporary expectations for food-brand communication and gender representation.
Administrative penalty over coating claims
Chinese media reported that a General Mills affiliate connected with Häagen-Dazs China was penalized after authorities found that the coating on some products used compound chocolate substitute rather than the chocolate coating represented in advertising. The reported sanction included a requirement to stop the relevant unlawful advertising and a RMB 10,000 fine.
Marketing campaigns
- 2026Take Your Sweet Time
International campaign; Hungary not confirmed
nice&frank developed a campaign using a tortoise to represent slowness and the value of taking a pause. The concept connects the product’s indulgent experience with a deliberate break from modern busyness.
Outcome. Reportedly planned for premiere during the 2026 GRAMMY Awards, with new Dark Cherry Truffle ice cream and a Cherry Dark Chocolate bar supporting the activity.
- 2025Slow
United States
The platform encourages people to slow down and savor ice cream. Its Super Bowl advertisement featured Vin Diesel, Michelle Rodriguez, and Ludacris stepping away from Fast & Furious-style action to enjoy Häagen-Dazs bars. A brand platform encouraging consumers to pause and savor ice cream rather than treat every moment as rushed or optimized. Its launch used Fast & Furious characters to create a humorous contrast between speed and stillness.
Outcome. The platform continued after the Super Bowl through television, social, digital, influencer, outdoor, and sampling activity, with reported gains in views and social engagement. The campaign was reported to have increased selected social-media views and followers and to have lifted ad recall and consideration among targeted younger adults.
- 2025Devoured
United Kingdom
A summer out-of-home campaign used close-up imagery of a partially eaten coated bar to dramatize the product's chocolate shell and creamy center rather than showing a conventional intact product shot. A minimalist outdoor campaign showed an emptied ice cream bar stick rather than the intact product, using the remains of the dessert to imply irresistible consumption. BBH used an empty stick and a smear of melted chocolate in a minimalist out-of-home campaign, implying that the product had already been completely enjoyed.
Outcome. The campaign continued the brand's distinctive, product-focused and sensorial advertising style. The work supported a redesign of stick bars and formed part of a planned progression toward a broader 2026 campaign.
- 2023The Rose Project
Global
A platform honoring co-founder Rose Mattus and highlighting women entrepreneurs and women who pursue ambitious creative or business projects.
Outcome. The initiative attracted applications from women entrepreneurs and announced grants intended to help fund selected projects.
- 2021Louvre Wonderful Night
China
Häagen-Dazs China partnered with the Louvre Museum on a Mid-Autumn Festival launch built around ice-cream mooncake gift sets and museum-themed packaging.
Outcome. The collaboration reinforced the brand's luxury and cultural-collaboration image, while reported prices drew attention to the continued reliance on premium gifting.
- 2021#ThatsDazs
United States
A packaging redesign and integrated campaign used creators from fields including art, photography, dance, and food to explore individual definitions of luxury. A multichannel brand and packaging initiative that presented luxury as personally defined and supported a diverse group of artists, chefs, photographers, dancers, and other creators. The campaign featured diverse creators sharing personal interpretations of luxury across television, print, social, digital, out-of-home and public-relations channels.
Outcome. The campaign was paired with a three-year pledge of $1.5 million to support diverse creators. The program included a three-year pledge for creator support and an initial contribution to a Hillman Grad Productions mentorship lab. The brand announced a multi-year creator-support commitment, including funding for a mentorship initiative.
- 2020Don't Hold Back
Global
The campaign encouraged consumers to enjoy themselves without restraint. Its energetic film language and music were designed to express spontaneity, pleasure and self-care rather than traditional couple-centered romance. Forsman & Bodenfors produced a film advertisement built around the idea of embracing indulgence rather than holding back.
Outcome. The platform represented a clear attempt to make the brand more relevant to independent younger consumers and to reposition premium ice cream as personal indulgence. The campaign was published for the Swedish market; a Hungarian adaptation is not confirmed.
- 2019Global brand refresh and creative-agency review
Global
Häagen-Dazs sought agency partners to modernize its creative work, refresh packaging, renovate selected stores, strengthen consumer interaction and communicate more explicitly around inclusion and women in leadership.
Outcome. The initiative provided a framework for brand renewal while retaining the core premium positioning.
- 2018Digital annual member statement and World Cup engagement
China
The China membership program used an annual digital statement to show members their purchase history, preferred products and frequently visited shops. A World Cup-themed online game added a more participatory format to loyalty marketing.
Outcome. The program was reported as successful in member participation and brand engagement and was recognized in loyalty-marketing awards.
- 2018Extraordinary Luxurious
United Kingdom
Saatchi & Saatchi created a Christmas print execution presenting the limited-edition Tiramisu Speculoos flavour as an elevated dessert experience.
Outcome. The supplied source documents the United Kingdom campaign but provides no evidence of Hungarian deployment.
Showing the 10 most recent.
Brand decisions
2026
Proposed licensing transfer for mainland-China shopsM&ABackground
Reports described pressure on the shop-led China model and a strategic interest in transferring operations to a local consumer brand.
Action taken
General Mills was reported to have agreed to grant an investor group including Ningji exclusive rights to operate mainland-China Häagen-Dazs ice-cream shops and gift business, subject to completion and contractual terms.
Aftermath
The reported arrangement would separate local shop operations from broader global trademark ownership and could give Ningji access to premium shopping-centre locations. Completion and final scope require confirmation.
2025
Adopt the Slow brand platformStrategyBackground
The brand sought to make its premium product promise relevant to consumers looking for meaningful pauses amid fast-paced lifestyles. The brand sought to extend the impact of a high-profile Super Bowl advertisement beyond a single broadcast event.
Action taken
Häagen-Dazs used a Super Bowl advertisement and subsequent television, digital, social, influencer, out-of-home, and sampling activity to frame ice cream as something to be savored slowly.
Aftermath
Reported campaign indicators included stronger social engagement and increases in views and TikTok followers, although no independently verified financial impact was provided. Reported results included improved social engagement and selected advertising measures, although the supplied report did not provide Hungary-specific performance.
2020
Launch of the Don't Hold Back platformStrategyBackground
The brand wanted to appeal to independent younger consumers and reduce its dependence on traditional couple-centered advertising.
Action taken
A global film and slogan promoted self-treating, spontaneity and enjoyment without restraint.
Aftermath
The campaign provided a contemporary alternative to the older romance narrative, while retaining the brand's indulgent premium tone.
2020
Froneri acquires the U.S. Häagen-Dazs operationM&ABackground
General Mills sought to sell substantially all of its U.S. ice-cream business as part of a portfolio and strategic restructuring.
Action taken
Froneri agreed to acquire the U.S. ice-cream business, including the U.S. Häagen-Dazs operation.
Aftermath
Froneri became the principal operator of Häagen-Dazs in the United States, while global brand rights continued to vary by territory.
2019
Transfer the brand to FroneriM&ABackground
Nestlé reorganized its ice-cream holdings and divested the Dreyer's business together with related Häagen-Dazs rights.
Action taken
Nestlé sold Dreyer's and associated Häagen-Dazs rights to Froneri in December 2019.
Aftermath
Froneri became the principal owner and operator of the brand's global ice-cream business, subject to market-specific licensing and production arrangements.
2019
Global brand refresh and agency searchStrategyBackground
Consumers were increasingly interested in craftsmanship and authentic product stories while becoming less receptive to conspicuous luxury.
Action taken
The company pursued new creative-agency cooperation, packaging updates, store renovation, sports partnerships and more inclusive brand communication.
Aftermath
The program sought to preserve premium equity while refreshing the brand's visual and cultural relevance.
2019
Transfer North American ice cream operations to FroneriM&ABackground
Nestlé reorganized its global ice cream holdings and sold its United States ice cream business to Froneri.
Action taken
Froneri acquired the North American Häagen-Dazs operations previously managed through Nestlé’s ice cream business.
Aftermath
Froneri became the operating owner of the brand in the United States and Canada, while General Mills retained the international business.
2017
Shift from romance occasions toward everyday indulgenceStrategyBackground
The brand faced a younger consumer base with changing ideas about relationships, stronger price competition and a need to increase purchase frequency.
Action taken
Häagen-Dazs promoted “Everyday Made Extraordinary” and sought to make the product relevant beyond dates and gift occasions.
Aftermath
The shift broadened the intended usage occasion, although observers questioned whether the new message had the same memorability as the earlier romance positioning.
2016
Creation of FroneriM&ABackground
Nestlé and PAI Partners combined major European ice-cream activities to create a larger specialist manufacturer.
Action taken
Nestlé’s European ice-cream business was merged with PAI-backed R&R to form Froneri.
Aftermath
Froneri became a significant global ice-cream operator and later expanded its Häagen-Dazs involvement through the acquisition of Nestlé’s U.S. ice-cream business.
2009
Reduce U.S. package sizesOtherBackground
Ingredient and delivery costs were increasing.
Action taken
The U.S. pint-format package was reduced from 16 to 14 fluid ounces, and the quart-format package was reduced from 32 to 28 fluid ounces.
Aftermath
The changes preserved the product's retail presence while reducing the amount of ice cream in the affected packages.
Showing the 10 most recent.
Recent events
- Unconfirmed
Häagen-Dazs introduces Rosé & Cream ice cream[29]
Reported:
Häagen-Dazs introduced Rosé & Cream, a new flavor in its Spirits collection, with sweet cream ice cream and a rosé swirl.
Nestlé to sell its US ice cream business to Froneri[30]
Nestlé announced that it would sell its US ice cream business, including Häagen-Dazs, to Froneri for $4 billion. The article describes the sale as a future transaction.
Nestlé announces sale of its US ice cream business to Froneri[31]
Reported:
Nestlé announced that it was selling its US ice cream business, which includes brands such as Häagen-Dazs, to Froneri, a joint venture with PAI Partners, for $4bn.
Sources31 sources
- 1Häagen-Dazsen.wikipedia.org
- 2Häagen-Dazs global agency review and brand-refresh announcementchinapr.com.cn
- 3Brand renewal and “Don't Hold Back” campaign analysisdigitaling.com
- 4Analysis of Häagen-Dazs China positioning and reported administrative penaltycbndata.com
- 5Häagen-Dazs digital membership marketing casezhuanlan.zhihu.com
- 6Häagen-Dazs brand and history referencewiki.mbalib.com
- 7Report on proposed Ningji transaction for mainland-China shop operations36kr.com
- 8Nestle and Haagen-Dazs to Join Forcessupermarketnews.com
- 9Häagen-Dazs' CMO details how a rebranding ties to the company's diversity goalsmarketingdive.com
- 10Häagen-Dazs works to boost diversity among creators with multichannel campaignmarketingdive.com
- 11Häagen-Dazs Urges People to Go Slow—No Summer Break Requiredadweek.com
- 12Fast & Furious goes slow and delicious in Häagen-Dazs’ first Super Bowl adadweek.com
- 13How Häagen-Dazs evolved its Super Bowl campaign into a brand platformmarketingdive.com
- 14BBH creates evocative new campaign for Häagen-Dazscreativereview.co.uk
- 15Nestlé USA acquires General Mills’ 50% ownership stake in Ice Cream Partners USAnestle.com
- 16Pillsbury’s Ice Cream Chain Dealnytimes.com
- 17PAI-backed Froneri announces acquisition of Nestlé's U.S. ice-cream businesspaipartners.com
- 18Häagen-Dazs Puts Life on Pause with Tortoise-Powered Campaignlbbonline.com
- 19Häagen-Dazs brand informationgeneralmills.com
- 20General Mills to sell U.S. ice-cream business to Fronerigeneralmills.com
- 21Nestlé and PAI Partners create Fronerinestle.com
- 22Nestlé sells interest in Ice Cream Partners USAnestle.com
- 23Häagen-Dazs official websitehaagen-dazs.com
- 24Pillsbury acquires the brandm.sohu.com
- 25Froneri is formedjiemian.com
- 26Love her, take her to Häagen-Dazsxueshu.com
- 27The Rose Projectbrand-innovators.com
- 28Extraordinary Luxuriousadsoftheworld.com
- 29Häagen-Dazs推出Rosé & Cream冰淇淋sheknows.com
- 30雀巢将美国冰淇淋业务出售给Fronerihkcd.com
- 31雀巢宣布向Froneri出售其美国冰淇淋业务businessday.co.za
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