A few thoughts after listening to this webcast for Q3. Let me begin by saying that I do not like hearing any brand is suffering through sales and losing money. Rich or poor...we all need something. We also are all new at a job once, --- and sometimes the best laid plans don't always fit into a box that worked somewhere else. Six months is a short time to wade in the pool finding where the deep end is and I look forward to seeing what the next six bring. A note: listen to the big and small voices...they are the ones with the life raft.
Expanding into Amazon first half of 2026 --- where the consumers are--- with a small assortment of evergreen, hero products. Want to build it right. This wasn't a surprise, like they started putting core products and scents into college areas, you do need to go where the people who buy your products go.
Curbing Brand Diluted GREY MARKET selling by restricting bulk purchases from resellers online and in store. (The grey market is a distribution channel not authorized by the brand or manufacturer of that product. Grey market goods are sold by unauthorized resellers that may otherwise look reputable to consumers.) There will always be those who de-stash their over purchases, and there will always be those who see some value in a hard-to-get item and will capitalize on it. Trying to eliminate bulk purchases will lower their already declining sales.
Hair Products and Men's Grooming exiting. Goodbye. Both items tend to be products people already have a loyalty to outside of Bath and Body Works and it's most likely another from another brand they used for years. Brands that offer more specific hair types of special treatments. While it may be nice to match your hair scent to your body care, experimenting with something new may not lead to great results. Years ago, I tried the hair care that came out, and it dried out my long, natural curly hair ruining it. I pass on hair care purchases other than what I am familiar with.
Reigniting their brand and reclaim culture relevance. ?
Adding New Forms, vessels, and formulas. Adding is fine. While you are planning all of the disruptive choices mentioned, take a moment and read social sites (which you do already) and maybe give the people ALL that they ask for.
Recruiting a Network of Influencers to ignite social buzz - while communicating credible fan-based claims that differentiates their products from their competitors. Hmmm, I see influencers on sites, ----now will I follow their lead on products they got for free to cause a buzz? Not sure. Will you be using them as a virtual extension of the store associates to get us in the store??? Can I trust what they say is genuine, or more of a "click like" and I will get more to share?
Elevate two iconic scents. New consumers will discover and love these when they treat them with the reverence they deserve. Don't stop with elevating two iconic scents...drop more.
Collaborations were to drive excitement, energy, and equity, into brand not to carry quarters. Disney Villains failed.
©Disney Villains failed for a few reasons.
©Disney Princesses should have had an entire cast of characters launched to reach out to all ages groups and genres (fairytales, adventure, romance...) as something for everyone -- why stop with three Tables across the front of the shop? There is room.
ALL of the Villains should have been launched and on their matching Princesses' table.
Whether you continue with ©Disney products more in 2026 as planned, you should have started with the very first princess Snow White. (and toss in those dwarfs too!).
By picking Villains that didn't match the original released Princesses you lost more sales that could have been had and left collectors not wanting partial collections that may never be fulfilled. Breaking up collaborations over the quarters only lets customers forget and move on with their spending elsewhere.
To sharpen the focus making the in-store experience less overwhelming - Still cutting the assortments in-store and reducing complexity - fewer, more on trend product priorities. I have my head in my hands again with that statement made for the second time on the quarterly call.
No one wants less of anything...and when you are offering varying price points and more choices you will engage more shoppers willing to open their wallets to buy the non-essentials.
I am not sure who said they were so overwhelmed in the store that they want to see less...and if that is true...I only am left to wonder where they buy groceries. One brand of milk? One brand of bread?
The lack of products this holiday season is noticeable. Along with higher prices. And that has already caused me to spend less...and I do spend. Granted, the economy is fluid, and the tariffs are impacting...and let's not forget, people are struggling to keep food on the table while everything around them spins out of control. This brand sells luxuries, and those things we choose to pamper ourselves with. We notice the lack of items...we notice the increase in prices...we notice when quality changes...
Working to offer permanently lower and a free shipping threshold. Free shipping is helpful. But items delivered promptly, correctly, and unbroken is worth more.
Did not attract a younger consumer. Second time this was mentioned. And I understand your drive for the young shoppers to build your future...but stop forgetting about the older age groups that got this brand to where it is and continues to shop it. Keep them in the conversation because they will be there as long as there is a plate set at the table.
.jpeg)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.jpeg)
.jpeg)
.jpeg)
