IN A bid to win over younger shoppers, a popular retailer of scented candles, body sprays, and hand gels is heading straight to university campuses.
Bath & Body Works will soon have its fragrances, candles, and skincare products stocked in campus bookstores at hundreds of American universities.
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The move marks a major shift for the beauty brand, which has traditionally sold only through its own stores.
The company has signed deals with major campus bookstore operators, including Barnes & Noble and Follett Corp, to open mini Bath & Body Works outlets inside around 600 university stores.
Popular scents such as Mahogany Teakwood and Champagne Toast will be on offer.
Schools in the programme include George Washington University, Boston College and Vanderbilt University.
It is the first time Bath & Body Works has ventured beyond its own retail locations, but Heaf insists it will not be the last.
“This idea of being either a wholesale brand or a direct-to-consumer brand is over,” he said, calling third-party distribution “key to growth in the future.”
Heaf, who took charge in May after a challenging year for the company, is determined to boost sales among Gen-Z customers.
Bath & Body Works’ share price has slipped 24 per cent over the past two years, and was removed from the S&P 500 index.
Shares closed at $28.93 on Tuesday.
Analysts say targeting college bookstores could help the company test what younger buyers want without hefty investment.
Morningstar’s Jaime Katz described it as “a way to keep the conversation going with teen girls while they’re … not living with their parents anymore, not going to their usual places anymore.”
A survey in April by investment bank Piper Sandler showed fragrance sales among teens had jumped 22 per cent compared to last year — making it the fastest-growing beauty category for that age group.
Before joining Bath & Body Works, Heaf held senior roles at Nike, including leading its direct-to-consumer business.
Nike’s heavy focus on direct sales after the pandemic eventually backfired, forcing it to rebuild ties with retailers.
Analysts, however, blame the slump more on a lack of fresh product than on Heaf’s leadership.
Katz believes Bath & Body Works’ current share price could be a bargain, pointing to its strong profit margins and low exposure to tariffs.
One challenge, she noted, is ensuring customers know the full range of products — from soaps to lip balms and home fragrances.
Heaf hinted the company may streamline its line-up to focus on bestsellers while boosting its online presence.
Currently, Bath & Body Works spends 3 per cent to 4 per cent of its revenue on marketing, but the new boss plans fewer, bigger campaigns.
“Think about a video on Instagram that tells a story about the product,” he said.
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“Building awareness leads to a delay in purchase, because you’re capturing a new consumer.
“But it works. I’ve seen it work.”
Industry experts say the campus strategy could also encourage students to form brand loyalties that last well beyond graduation.
If successful, it may pave the way for Bath & Body Works to explore other non-traditional retail spaces, from airport shops to pop-up locations at music festivals.
Bath & Body Works isn’t the first brand to move onto campus turf.
Follett, the largest campus retailer in North America, recently confirmed it would stock Bath & Body Works products in over 150 of its stores, with 50 of those getting full “Shop-in-Shop” experiences featuring lotions, mists and soaps.
The decision follows smaller beauty-themed displays Follett has trialled in recent years, aimed at making the most of retail space as textbooks increasingly go digital.
Other beauty names have tried to tap into student spending power. Maybelline, Glossier and Urban Outfitters have run pop-up events at universities to promote cosmetics and lifestyle products, but these have been short-term marketing plays.
By contrast, Bath & Body Works is betting on a permanent presence and repeat purchases from students who want to refresh their rooms and beauty bags regularly.
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