Bath & Body Works CEO Daniel Heaf spoke to Fox News Digital about why “staying still” is retail’s biggest mistake, the continued profitability of every store, and the brand’s major redesign.
While many legacy chains are pulling back from suburban shopping centers, Bath & Body Works is staking its next chapter directly on Middle America.
Rather than sinking capital into glitzy flagship stores in Manhattan or Beverly Hills, the retailer is launching its next‑generation concept overhaul in Charlotte, Columbus and Miami. CEO Heaf explained to Fox News Digital how the brand has thrived by focusing on core American shopping corridors.
“I think the biggest mistake brands and retailers can make is staying still. The world is changing, consumers are changing, the way that they shop, the way that they research product is changing, and we have to move with them at a constant pace,” Heaf said.
“I don’t think anybody can sit back and believe what worked in the past is what will work in the future,” he continued. “It’s really about listening to what the consumer is saying and being excited about trying new things and experiencing new things, all in service of meeting the consumer where they are.”
DISCOUNT CHAIN OPENING NEW STORES ACROSS 7 STATES IN OCTOBER
On Oct. 23, the retailer debuted its first reimagined “Feel Good” prototype store at SouthPark Mall in Charlotte, North Carolina, with initial sales data from the Charlotte launch already exceeding internal company benchmarks, according to the CEO.
The Columbus Bath & Body Works team cuts the grand opening ribbon on a reimagined “Feel Good” concept store. (Photo courtesy: Bath & Body Works / FOXBusiness)
The revamp comes as shifting digital habits and tighter household budgets have spurred widespread store closures among competitors. Retailers nationwide have announced thousands of shutdowns over the past two years, with major department chains downsizing and foot traffic in aging malls waning.
“Bath & Body Works has over 1,900 stores, and we’re so proud of our fleet. We offer incredible products at incredible price points, and we do it democratically. We’re available to all American consumers, so it’s important that we’re elevating our consumer experience, not just in those big American cities … like New York and LA, but we’re elevating our proposition and our selling experience … where the brand started,” Heaf explained.
“The sales have been above our expectations,” he added. “If we take a step back, and we think about where we were a year ago when we launched our new strategy, we call it the ‘Consumer First Formula’ — that’s our plan to bring Bath & Body Works back to growth, and that strategy sees us creating new and innovative products, reimagining the brand, and what we refer to as ‘winning in the marketplace,’ or elevating that sales experience.”
Natural stone and marble have taken over Bath & Body Works’ country gingham vibe. | FOXBusiness
This push to return to growth follows an industry‑wide reset. While soap, candle and hand‑sanitizer sales surged during the pandemic stay‑at‑home boom, specialty retailers have seen demand cool as persistent inflation on groceries and utilities forces families to tighten everyday budgets.
For decades, the retailer’s interior identity was anchored in fixed, country‑kitchen wooden cabinetry and gingham décor. A recent press release details how the new “Feel Good” stores aim to replace rigid architecture with warm wood finishes, custom tile and natural stone to create a neutral backdrop that shifts attention directly to products.
“Every single one of our doors is profitable today,” Heaf said, explaining the justification for the company’s continued reinvestment into physical store experiences even amid stressed macroeconomic conditions.
New store elements aim to better balance product self‑discovery with associate assistance. (Photo courtesy: Bath & Body Works / FOXBusiness)
“It was time to make a change. And what we love about this new format is that it is extremely flexible. In the past, some of our brand ethos was what I refer to as being hardscaped. You know, we had these kitchen cabinets that had been part of the brand for a long time and they represented the brand. But now we’re moving to something that is a canvas — a canvas that we can paint on with different product stories every season,” Heaf said.
“The consumer is absolutely at the center of everything that we do, so yes, the economy is pressured,” the CEO noted, “but the consumer is telling us what she needs at this moment, and that is what has informed the whole store concept … We’ve called this concept the ‘Feel Good’ concept because we believe as a brand, the way we express ourselves is allowing everybody — and I mean everybody — to feel good and find their ‘Feel Good,’ whatever that is.”
While concept rollouts in Columbus and Miami will provide further clarity on whether the format can be scaled more broadly, Heaf maintained that the blueprint for surviving retail shifts comes down to operational fundamentals.
“I think my No. 1 principle is listening,” Heaf said. “And I think that starts, as I’ve said, with listening to the consumer, listening to our store associates, and listening to our associates in [the] home office. I take all of those insights, and, together with the team, we develop the strategy. Our teams know exactly what it is that they need to do, and my job is to enable them to do the very best work of their lives.”