The core issue at hand is bigger than a simple store closure: a long-standing brand faces a strategic crossroads as cost pressures and shifting consumer habits push for a sharper focus on efficiency. But here’s where it gets controversial: does shuttering 20 retail locations and trimming about 10 percent of the global workforce adequately address structural challenges, or does it miss deeper opportunities to reinvent the Yankee Candle experience for today’s shoppers?
Yankee Candle, the well-known candlemaker that has operated from western Massachusetts for more than 50 years, plans to close 20 stores across the United States and Canada. The move comes from its parent company, Newell Brands, which is based in Atlanta. In addition to the store closures, Newell announced a layoff of roughly 900 workers worldwide, a figure that represents about 10 percent of its professional and clerical staff. The company says the U.S. job losses will occur by year’s end. These actions follow months of underwhelming sales, which executives have linked in part to tariff pressures.
For context, Yankee Candle has roots in Massachusetts, dating back to its 1969 founding in South Hadley and a later relocation to Deerfield in 1983. The brand operates 15 stores in Massachusetts, including the flagship Yankee Candle Village in Deerfield, along with production and distribution facilities. It also maintains nine stores in New Hampshire and three in Rhode Island. The exact locations of the closures have not been disclosed by Newell.
The company is especially known for seasonal scents, including holiday favorites like Mistletoe and Red Apple Wreath. While retail closures are pending, the broader strategy is to align operations with current shopping behaviors, a spokesperson indicated, noting the changes represent roughly one percent of the brand’s sales as part of an ongoing productivity push.
Newell projects annual savings of about $110–$130 million once the restructuring is fully in place. The cost of severance and other restructuring efforts is expected to run between $75 million and $90 million. CEO Chris Peterson described the plan as a disciplined step to boost efficiency, sharpen strategic focus, and deliver more consistent performance. The overarching goal is to provide greater value to consumers and sustain long-term value for shareholders.
The closures come amid a broader pattern of adjustments for Newell and Yankee Candle. Last year, the Deerfield distribution facility underwent job cuts as part of a shift to accommodate a hybrid work environment, with some employees moving to other local corporate offices. Yankee Candle retail stores account for a substantial portion of Newell’s global property footprint. In the third quarter of 2025, Newell reported a 7.2% decline in overall sales, with home fragrance sales down 17% year over year.
During an October earnings call, Peterson attributed part of the headwinds to weak international sales and tariff-related costs, estimating tariffs would reduce fiscal 2025 earnings by about $180 million. He noted that trade disruptions have altered short-term consumer and retailer behavior, particularly in international markets, which had previously shown six quarters of growth before a downturn in September.
Most Yankee Candle products are manufactured in the United States at its Whately facility, but tariff pressures have affected other segments within Newell’s portfolio, including its kitchen brands such as Crockpot and Mr. Coffee, which rely on imports from Asia. Peterson also highlighted challenges in several key markets, like Brazil, where sales fell sharply after higher tariffs were imposed. Still, he expressed optimism for a rebound in the fourth quarter, pointing to a recent brand refresh that incorporated modern design elements and, notably, the use of generative AI in branding efforts.
Newell bought Yankee Candle in 2015 for $13.2 billion and continues to own a portfolio of household names including Sharpie, Rubbermaid, and Coleman.
Sources and further reading: the company’s SEC filings, regional store locations, and ongoing market analyses.
