From driving social change to making luxury affordable — Lessons from The Body Shop India
Updated
January 16, 2026 12:00 PM
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The Body Shop's storefront. PHOTO: ADOBE STOCK
The Body Shop, known worldwide for its ethical values and cruelty-free beauty products, has had very different results in two of its major markets. In the United States, challenges such as shifting retail trends and tougher competition led to the closure of most physical stores in early 2024. Meanwhile, in India, The Body Shop has risen to become one of its top five global markets. After reaching customers in more than 1,500 Indian cities through its omnichannel network, the company now plans to double its 200-store footprint over the next three to five years.
So what did The Body Shop do in India that proved harder to pull off in the U.S.? Below, we break down why The Body Shop struggled in the U.S., what’s driving The Body Shop India’s growth and what startup founders can learn from the contrast.
In March 2024, The Body Shop’s U.S. unit filed for Chapter 7 bankruptcy and stopped operating its roughly 50 stores. That move effectively ended its brick-and-mortar presence in the country.
A big part of the story is that the U.S. beauty market moved faster than The Body Shop did. Prestige beauty kept growing, and shoppers increasingly gravitated to retailers and brands that feel current and have a strong online presence. Paul Dodd, Chief Innovation Officer at e-commerce fulfilment partner Huboo, have pointed to The Body Shop’s slow approach to digital growth as a major factor behind its decline. With U.S. prestige beauty sales reaching about US$33.9 billion in 2024 and growing at 7% year over year, the demand is clearly there. The brands that stand out and get rewarded were the ones that matched how people now discover products and buy them.
The company also leaned too heavily on stores at a time when stores were getting harder to run. When foot traffic drops and rents rise, the pressure shows up quickly. Shoppers also had more places to go, including Sephora, Ulta, Amazon and direct-to-consumer sites. A similar pattern played out in Canada, where restructuring included store closures and halted e-commerce. It was another sign that North America had become an operational headache, not just a marketing challenge.
Then there’s the branding issue: its “ethical pioneer” position simply stopped being a moat in the U.S. market. Today, cruelty-free and vegan claims are now table stakes across many newer brands, and “clean beauty” messaging is everywhere. “Initially, the purpose-driven brand was revolutionary, so much so that competitors like Drunk Elephant have adopted a similar ethos,” says Dan Hocking, Chief Operating Officer at advertising agency TroubleMaker. “It was a concept that rightly earned success in the 80s and 90s, but The Body Shop didn’t adapt to changing consumer habits and preferences”. Meanwhile, competitors like Lush have kept people talking through stronger creator/influencer marketing, faster product cycles and more immersive in-store experiences.
Internal disruption likely made the turnaround even harder. Reporting on the U.S. bankruptcy points to instability, including the U.S. unit saying it did not have advance notice of decisions tied to the U.K. parent’s restructuring. When leadership decisions land without warning, it becomes harder to plan inventory, fund marketing and commit to a clear digital roadmap.
1. Expansion into tier 2 and 3 cities
For years, India’s beauty industry focused mainly on metropolitan cities. Today, however, increasing internet penetration, rising disposable incomes, exposure to global beauty trends and an appetite for ethical, sustainable brands have fuelled demand in smaller towns. That tailwind matters because India’s beauty and personal care market is expected to reach a gross merchandise value (GMV) of US$30 billion by 2027 and is projected to grow at roughly an 10% CAGR. There’s plenty of room for both premium and “affordable luxury” players that can meet consumer where they are.
The Body Shop has leaned into this shift. Harmeet Singh, Chief Brand Officer of The Body Shop Asia South, has said the brand is expanding into Tier 2 and Tier 3 cities with a focus on central and Northeast India. Reports also point to a clear advantage here: more than 200 stores across dozens of cities, plus online reach into over 1,500 cities. That foundation makes non-metro expansion feel like the next move, not a risky leap.
2. Omni-channel retail strategy for beauty shoppers
Unlike its U.S. front, The Body Shop India has put effort into digital and distribution. Besides its own online store, customers can find the brand on big beauty and retail platforms like Nykaa, Amazon, Flipkart, Tatacliq and Myntra. It has also built more direct routes to purchase through WhatsApp, social commerce, expert chats and live video consultations. For even faster access, it’s on quick-commerce apps like Blinkit and Swiggy.
This strategy is already showing up in the numbers. Nearly 30% of The Body Shop India’s business came from digital channels as of June 2025. Rahul Shanker, Chief Executive of The Body Shop India, has said the brand wants to lift online revenue to 45–50% of total sales by 2030.
This approach lines up with what’s happening in the market. NielsenIQ data found beauty e-commerce and quick-commerce sales in India rose 39% in value between June and November 2024, with offline growth over the same period being just 3%. The logic is simple: if the market is moving online, you want to be easy to buy online.
3. Inclusivity, accessibility and social impact
The Body Shop’s people-first approach shows up not just in its marketing, but in how it runs the business day to day. Inside the company, it has pushed gender sensitivity across teams. Out of 600 employees, it has 10 staff members who are part of the LGBTQA+ spectrum.
In stores, the brand has worked on improving accessibility. In 2024, The Body Shop India launched a Braille initiative for visually impaired customers. The programme introduced Braille category callouts in select locations so shoppers can navigate more independently.
On the sustainability side, the brand ties its message to its supply chain. An example is its long-term partnership with Plastics for Change, a Bengaluru-based social enterprise, to source “Community Fair Trade” recycled plastic for packaging. The collaboration has resulted in more predictable income, safer work and better access to social services and housing and education projects for the waste picker communities, which often include marginalized groups and women.
The same intent can also be seen in its physical retail. The Body Shop India has been converting stores into its “Activist Workshop” format, where everything is made from recycled materials, including store fixtures and interiors. By mid-2024, it had around 20 Activist Workshop stores in India.
4. Pricing that fits the Indian beauty market
In April 2025, The Body Shop India launched its “More Love for Less” campaign to make products more accessible. Through the campaign, the company lowered the prices of more than 60 best-sellers by 28–30%. The goal was to remove a clear barrier for many shoppers while maintaining the same quality.
The company has also positioned this as a pricing reset, not a short-term discount push. It’s meant to widen the funnel, especially among younger consumers aged 18–25, where price has been a major hurdle. That matters even more as the brand expands deeper into Tier 2 and Tier 3 cities, where value is often front and centre.
5. Local marketing that feels made for India
The Body Shop India has leaned into localized marketing in a way that feels specific, not generic. In late 2024, it launched “The India Edit”, a collection inspired by native ingredients like lotus, hibiscus, pomegranate and black grape. The tagline, “Only in India, for You,” makes the intent clear: India is not a copy-paste market. This approach matters because India is one of the most competitive beauty battlegrounds right now, with ongoing entry from global beauty brands. When everyone is fighting for attention, local storytelling helps The Body Shop stand out and feel closer to the customer.
The Body Shop’s story in the U.S. and India shows how differently a global beauty brand can perform depending on local strategy. In the U.S., it ran into a tough mix of fast-changing consumer habits, heavy competition and a liquidation process that left little room to rebuild. In India, the brand is riding big tailwinds in beauty retail growth, plus the shift to e-commerce and quick commerce. It has also put real effort into localization, pricing and omnichannel distribution.
If you’re trying to scale a consumer brand, there’s a clear takeaway here. Understand how your market shops, build strong digital distribution and make the brand feel local. The Body Shop India’s playbook is a useful example of how to do it.
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Updated
January 8, 2026 6:33 PM
A group of entrepreneurs coming up with different ideas. PHOTO: FREEPIK
If startup success stories usually make you picture cutting-edge tech, you might be missing a big part of the picture. Sometimes, the weirdest ideas shine the brightest, making real money and delighting both founders and customers. From ordinary rocks turned into pets to renting live chickens, these unusual startups show how far creativity and a pinch of humor can go.
If you think the business world is all suits and serious pitches, think again—welcome to the wonderfully weird side of entrepreneurship.
Owning a pet is a joy, but let’s be honest—it’s also a handful. Between shedding fur, endless feeding schedules, surprise messes and finding a sitter when you’re away, pet parenting is not exactly effortless.
Back in 1975, an advertising executive named Gary Dahl found himself joking about this very problem over drinks with friends. His solution for the “perfect” pet: a rock. No feeding, no walking, no grooming and absolutely no accidents on the carpet.
What started as a joke quickly snowballed into a real business. Smooth stones were sourced from Rosarito Beach in Mexico, then packed in playful cardboard “pet carrier” boxes with little air holes and a bed of straw. To make the experience even more cheeky, every Pet Rock came with a care manual that instructed owners to give their new companion sunlight, affection and, of course, a name.
It was absurd and hilarious, but it worked. Selling at US$3.95 apiece in the ’70s, Pet Rocks became a cultural phenomenon. Today, you can still find them on Amazon, but they will now set you back around US$29.99 or more. Would you bring home a Pet Rock? People in the ’70s sure did.
Back in 2013, Phil and Jenn Tompkins a couple duo, launched the company "Rent The Chicken" with one straightforward goal: give people a chance to try raising backyard hens and enjoy fresh eggs without the long-term commitment.
Through partnerships with local farmers across the U.S. and Canada, this backyard chicken rental startup brings egg-laying hens straight to people’s yards. It offers different rental packages, but a standard six-month rental costs around US$500. This usually includes two hens ready to lay within days, a portable coop, feed, food and water dishes and expert support for any chicken-related questions.
The chickens arrive in spring and stay until fall. When the season ends, families can choose to return the hens, extend the rental or even buy them for about US$40 each at the end of the contract.
Today, the company works with partners in 29 states, from Oregon to Texas, and in parts of Canadain p. For people outside those areas, an out-of-area purchase package that comes with three hens can be shipped anywhere in the 48 contiguous states in the U.S. for about US$1,550.
In a way, it’s a fun and hands-on path to food security — giving families the joy of collecting their own eggs and knowing exactly where their breakfast comes from.
By day, Gadlin worked as a full-time web developer for a television broadcasting company. Outside of work, he poured his energy into comedy and writing. That creative streak took him back to high school days, when he had drawn silly cats for a comic series called Silly Cats Comic.
With those doodles as his foundation and a bit of basic design know-how, Gadlin launched his website, “I Want to Draw a Cat For You” in 2011. The concept was as simple as it was funny: visitors would describe the cat of their dreams and Gadlin would personally hand-draw it, then send it their way.
This quirky startup idea landed him on Shark Tank, where he secured an offer of US$25,000 from investor Mark Cuban for a 33% stake in the business. Not bad for stick-figure cats.
When the site first launched, customers could pay extra US$5 for colour. Shipping cost US$1 if they didn’t mind the drawing arriving in a folded envelope, or US$5 for a flat mailer. For delivery within 48 hours, there was a US$19.95 rush fee that many customers were happy to pay.
These days, Gadlin leans more on digital delivery and limited runs of his cat drawings at US$50, rather than mailing every single piece of his art. What he once described as “mediocre cat drawings” has become proof that a simple, original idea can claw its way into the startup world.
Imagine arriving in a new city with no one to show you around. That is exactly the kind of situation where RentAFriend can help.
Launched in 2009 by Scott Rosenbaum, the unusual business was inspired by Japan’s “rental family” services, where people can hire a friend, a date or even a parent for a short period. Rosenbaum saw an opportunity to adapt that concept for North America, but with a focus strictly on platonic friendship.
Here’s how it works: Anyone can sign up as a “friend” for free by creating a profile, listing their interests and setting an hourly rate. People who want to hire pay a membership fee, typically around US$24.95 a month, to connect with friends across the platform.
With a rented friend, you can do pretty much anything platonic. Go sightseeing, hit a museum, catch a game, work out together or even bring them along to a party or family event. At its heart, RentAFriend connects people who need company with those happy to earn a little extra simply by being one.
Back in 2014, in the small town of Norwood, Ontario, Canada, three brothers—Jarrod, Darren and Ryan Goldin, set out to do something that sounded downright bizarre at the time: farm crickets for people to eat.
The idea first struck Jarrod after he saw a cricket-based nutrition bar on television. Around the same time, the UN released a report on edible insects as a sustainable food source. Suddenly, the “weird” idea didn’t seem so weird after all.
At Entomo Farms, crickets are raised in cage-free “cricket condos”, where they live in warm, dark spaces that mimic their natural habitat. They’re fed and cared for until they reach about six or seven weeks old, then humanely harvested using a CO₂ method. From there, they’re rinsed, roasted and ground into a fine powder—no additives, just pure cricket protein.
The appeal goes beyond novelty. Crickets are packed with nutrients and need far less land, feed and water than beef, making them both healthy and eco-friendly.
While their approach may seem unconventional, what drives Entomo Farms is simple: making sustainable, responsible food accessible to everyone.
These startups prove that innovation doesn’t always wear a serious face. Sometimes, it turns up wrapped in humor, curiosity or even a touch of absurdity, yet still manages to spark real change. From crickets turned into protein to chickens rented out by the season, each weird startup idea shows that entrepreneurship thrives when people dare to think differently.
While some of these unusual business ideas burned bright then faded, others are still evolving in the background, shifting from fads to niche services or steady, quiet companies. What they share is a willingness to test an idea most people would dismiss at first glance.
That is the real takeaway for founders. Weird startup ideas will not always scale into unicorns, yet they can test new consumer habits, open up fresh markets and shape culture in surprising ways. If you are building something new, there is space for products that make people laugh, think or raise an eyebrow before they reach for their wallet.