Most brands treat a 50-year milestone as a moment to look back. The Body Shop is using it to check whether its core still holds.
That difference matters. Over the past decade, the language of the category has shifted. Sustainability, ethical sourcing, cruelty-free credentials, once sharp points of view, are now expected. For a brand that helped shape that language, the question is no longer what it stands for, but whether that stance still carries weight.
In a conversation with FE Brandwagon Online, Harmeet Singh, Chief Brand Officer, The Body Shop Asia South, frames the moment with unusual clarity.
“For over 50 years, our belief that business can be a force for good has remained constant. What has really changed is the context around us. Earlier, that belief itself stood out. Today, consumers expect it as a given. So the task is not to restate it, but to show it in ways that feel relevant, lived, and credible in how people engage with brands now.”
The shift, then, is not ideological. It is operational.
When everyone says the same thing
The Body Shop’s early positioning worked because it was distinct. That distinctiveness has narrowed over time.
As more brands adopt similar language, purpose risks becoming indistinguishable across the shelf. That puts pressure on how it is expressed.
“It hasn’t been about moving away from our values, but about evolving how we bring them to life. Earlier, activism could sit within campaigns or retail experiences and still feel impactful. Today, that is not enough. Consumers are far more informed, far more values-driven, and they expect consistency across every interaction they have with the brand,” Singh says.
This creates a different kind of discipline. The brand cannot rely on high-visibility campaigns alone. It has to demonstrate continuity, across product, communication, and experience.
The difference is subtle but important. From positioning to proof.
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Less messaging, more proof
One of the clearest changes is how the brand approaches communication.
There is a conscious move away from over-articulation. Instead of explaining what it stands for, the brand is trying to create environments where that stance becomes visible through engagement.
“We’ve moved from telling people what we stand for to creating spaces where they can engage with it on their own terms. That could be through creators, through conversations that are already happening, or through experiences in-store. The role of the brand is not to dominate the narrative, but to enable participation in it,” Singh says.
This shift has implications for how marketing is structured. Campaigns are no longer the central unit. Engagement is spread across touchpoints.
Retail is designed to invite interaction. Digital is built for dialogue. Content is shaped to fit platforms rather than repurposed across them.
Staying current without chasing noise
Relevance, in this model, is not driven by speed or trend adoption.
“Staying contemporary is less about chasing trends and more about staying culturally aware. It’s about understanding how people are expressing themselves, how they are engaging with beauty, and reflecting that in a way that feels natural rather than forced,” Singh notes.
In India, that awareness translates into localisation. The brand has moved away from broad, uniform messaging towards more context-driven narratives.
This has required internal shifts. Marketing teams are working with shorter cycles. Data and social insights are feeding into decisions more directly. There is greater coordination between functions that were earlier siloed.
“Retail is no longer just a point of sale. Digital is not just about reach. Both are part of a connected experience. That integration is what allows culture, commerce, and community to come together,” Singh adds.
The outcome is less visible in one large campaign and more in the consistency of smaller interactions.
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Updating the core story
The “Rebellious by Nature” platform shows how the brand is reinterpreting its core.
The insight is simple and local. In India, “gyaan” is everywhere. Advice on how to look, what to wear, how to behave. Especially in the context of beauty.
Instead of addressing this at a distance, the campaign brings it closer.
“The platform is rooted in a very real cultural insight. ‘Gyaan’ is not just advice, it’s a constant stream of unsolicited opinions. What we wanted to do was take our long-standing belief in individuality and express it in a way that feels current, grounded in everyday situations and real voices, rather than abstract messaging,” Singh says.
The use of diverse voices, including creators and public figures, helps anchor the narrative. It feels less like a statement and more like something observed.
Strategically, it avoids the trap of looking back. It uses the milestone to reinforce what the brand has always stood for, but in a language that fits today.
Rethinking how younger audiences engage
Younger consumers have shifted how influence works.
“With Gen Z, authority has decentralised. Brands are no longer the sole voice shaping narratives. They are participants in a much larger conversation. That means purpose cannot be delivered as a message. It has to be experienced in a way that feels authentic and relevant,” Singh says.
This has led to a change in both format and structure.
Content is built for platforms, not adapted to them. Creator partnerships are based on alignment rather than reach. Initiatives like the Youth Collective Council allow younger voices to shape conversations rather than simply receive them.
“We are moving from instructing to enabling. From telling people what to believe to creating spaces where they can express it themselves. That shift is critical if you want the narrative to feel current and credible,” Singh adds.
It is a slower process, but it builds a different kind of connection.
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Digital, but not just for conversion
Digital now sits at the centre of the brand’s ecosystem.
Nearly half of marketing investments are anchored in digital channels, and around 30 percent of sales come from them. But the approach is not purely performance-led.
“Performance marketing plays a defined role in driving efficiency and discovery, especially in a platform-led ecosystem. But we don’t view digital as purely performance-driven. It has to balance storytelling, engagement, and brand building alongside conversion,” Singh says.
Platform choices are deliberate. Creator collaborations are curated. The focus is on relevance and alignment, not just scale.
At the same time, retail continues to play a complementary role.
“Physical retail remains critical in how the brand is experienced. It extends what consumers discover online and allows them to engage with it in a more tangible way,” Singh notes.
The two channels are not competing. They are reinforcing each other.
Using data carefully
As digital expands, so does the use of data.
The brand is building a more unified view of the customer across e-commerce, CRM, and retail. This allows for more tailored journeys, from recommendations to communication.
At the same time, there is a clear boundary.
“As we sharpen our digital push, our approach to first-party data is guided by a simple principle. Personalisation should enhance relevance, not compromise trust. It has to feel valuable, not intrusive. That balance is important, especially for a brand that is built on ethics,” Singh says.
This approach reflects an attempt to align data usage with brand values.
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Expanding without losing shape
Growth in India requires careful calibration.
There is demand for premium, ethical products in urban markets. At the same time, there is a large, aspirational base in emerging cities.
“Our approach has been to democratise the brand in a way that does not dilute it. That includes pricing recalibration in key categories, locally relevant product ranges, and expanding our retail footprint into newer cities. The idea is to bring more consumers in while maintaining the experience and perception of the brand,” Singh says.
This dual approach allows the brand to scale without flattening its identity.
Measuring what matters now
The way effectiveness is measured has also changed.
“Earlier, success was largely defined by reach. Today, we look at the depth of engagement. How people interact, whether they participate, whether the conversation sustains beyond the campaign window. Those are stronger indicators of impact,” Singh says.
This reflects the broader shift from visibility to resonance.
At a time when purpose is often reduced to a campaign theme, The Body Shop takes a longer view.
“Our differentiation lies in continuity and action over time. Purpose is not something we layer onto campaigns. It is embedded in how the business functions. That consistency is what builds trust and long-term affinity,” Singh says.
For marketers, this is the harder path. It requires alignment across functions, sustained over years.
At 50, The Body Shop does not present itself as complete.
If anything, the focus is on staying aligned with how consumers engage today. Across platforms, formats, and experiences. Relevance, in this context, is not inherited. It is maintained.
