The year was 2007, and the natural beauty movement was gaining momentum. Burt’s Bees, the brand synonymous with beeswax lip balm and earthy packaging, had spent decades carving out a niche as a purveyor of clean, organic products. Meanwhile, Clorox—a name long associated with bleach, disinfectants, and cleaning supplies—was quietly expanding into consumer goods. Few expected the two to collide, yet their merger would redefine both companies. When Burt’s Bees is owned by Clorox became official, it wasn’t just a corporate transaction; it was a cultural shift. The brand’s grassroots ethos now sat under the umbrella of a Fortune 500 conglomerate, forcing a delicate balance between authenticity and scalability. The acquisition wasn’t impulsive. Clorox had been eyeing Burt’s Bees for years, drawn by its rapid growth and loyal customer base. Burt’s Bees, for its part, had long resisted traditional corporate structures, staying true to its founder’s vision of natural, non-toxic products. The merger raised eyebrows: Could a company known for bleach and wipes truly preserve the soul of a brand built on organic integrity? Skeptics dismissed the pairing as a mismatch, but the numbers told a different story. Burt’s Bees was profitable, expanding beyond lip balm into body care and cosmetics, while Clorox needed a foothold in the booming natural products market. Behind the scenes, the deal was as much about strategy as it was about synergy. Clorox saw Burt’s Bees as a bridge to a younger, health-conscious consumer base. The brand’s reputation for transparency and sustainability aligned with shifting trends, but it lacked the infrastructure to scale globally. Clorox, with its distribution networks and manufacturing expertise, could provide that—without compromising the brand’s core values, at least in theory. The acquisition price, while not disclosed publicly, was estimated to be in the hundreds of millions, reflecting Burt’s Bees’ standing as a leader in the natural beauty space. Yet the transition wasn’t seamless. Employees feared corporate interference would dilute Burt’s Bees’ mission. Customers wondered if their beloved balms would still be made with beeswax, not synthetic alternatives. The brand’s founder, Burt Shavitz, had passed in 2000, but his legacy loomed large. The challenge for Clorox was clear: Burt’s Bees is owned by Clorox, but could it retain its soul? The answer would unfold over the next decade, as the brand navigated growth, innovation, and the ever-changing landscape of consumer demands.

Where It All Began

Burt’s Bees traces its roots to 1984, when Burt Shavitz and Roxanne Quimby launched the company in Maine with a single product: beeswax lip balm. Their mission was simple—create skincare that was natural, non-toxic, and kind to the planet. The brand’s name was a nod to Shavitz’s beekeeping hobby, and its packaging reflected a back-to-basics aesthetic. Early sales were modest, but word-of-mouth spread quickly, especially among eco-conscious consumers. By the late 1990s, Burt’s Bees had expanded into body butters, lotions, and deodorants, all while maintaining a strict no-animal-testing policy. The company’s growth was organic, fueled by a grassroots marketing approach. Burt’s Bees avoided flashy ads, instead relying on word-of-mouth and partnerships with outdoor enthusiasts. This authenticity resonated with a generation tired of mass-market beauty products. By the early 2000s, the brand had become a staple in health food stores and specialty retailers. Yet, despite its success, Burt’s Bees faced a critical crossroads: how to expand without losing its identity. The answer would come from an unlikely source—Clorox.

The Early Signs

Long before the acquisition, Clorox had been quietly diversifying. The company, founded in 1913, was best known for its bleach and cleaning products, but it had dabbled in consumer goods, including food and personal care. By the 2000s, Clorox’s leadership recognized an opportunity in the natural beauty boom. Burt’s Bees, with its $100 million-plus annual revenue, was a prime target. The brand’s rapid growth—doubling in size every few years—made it a standout in an industry dominated by larger players. Negotiations began in 2006, but the deal didn’t close until the following year. Clorox’s board was convinced that Burt’s Bees could serve as a gateway to a broader audience, one that valued sustainability and transparency. The acquisition also positioned Clorox to counter competitors like Unilever and Procter & Gamble, which were increasingly investing in natural and organic lines. For Burt’s Bees, the partnership offered access to global distribution, manufacturing efficiency, and the capital needed to innovate. The question remained: Could the two worlds coexist?

The Turning Point

The moment Burt’s Bees is owned by Clorox became reality in 2007 marked a turning point not just for the brand, but for the entire natural beauty sector. Clorox’s move signaled that even the most traditional corporations were taking sustainability seriously. The acquisition also accelerated Burt’s Bees’ expansion, allowing it to introduce new products—like its Clean & Simple line—while maintaining its core ethos. Yet, skepticism persisted. Critics argued that a company selling bleach couldn’t truly understand the nuances of natural skincare. What followed was a period of careful brand management. Clorox made it clear that Burt’s Bees would operate independently, with its own leadership and marketing strategies. The brand’s founders, though no longer involved day-to-day, had instilled a culture that prioritized transparency and integrity. This would become a cornerstone of Burt’s Bees’ post-acquisition identity. The challenge was to prove that corporate ownership didn’t mean compromising on values.

"We didn’t want to become another mass-market brand. We wanted to stay true to what Burt and Roxanne built—a company that cares about people and the planet." — Former Burt’s Bees executive, reflecting on the transition

The Build-Up, Year by Year

Period	Key Developments
2007–2010	Clorox integrates Burt’s Bees into its portfolio, expanding distribution globally. The brand introduces new product lines while maintaining its organic focus.
2011–2015	Burt’s Bees launches its Clean & Simple line, targeting a broader audience. Revenue grows steadily, though some critics argue the brand is losing its niche appeal.
2016–Present	Clorox doubles down on sustainability, aligning Burt’s Bees with broader corporate ESG (Environmental, Social, Governance) goals. The brand expands into hair care and becomes a leader in clean beauty.

Lessons From the Journey

• Authenticity Over Acquisition: Burt’s Bees’ success post-merger proved that even under corporate ownership, a brand’s core values could remain intact—if prioritized.
• Scalability Without Compromise: Clorox’s infrastructure allowed Burt’s Bees to grow without sacrificing its organic roots, a model other natural brands later adopted.
• Consumer Trust as Currency: The brand’s transparency—from ingredient sourcing to manufacturing—became its greatest asset, reinforcing loyalty.
• Industry Precedent: The deal set a template for how traditional corporations could enter the natural beauty space without alienating their new audiences.

Where Things Stand Today

More than a decade after Burt’s Bees is owned by Clorox, the brand has evolved into a powerhouse in the clean beauty sector. It now offers everything from lip balms to shampoos, all while maintaining its commitment to non-toxic ingredients. Clorox, for its part, has positioned Burt’s Bees as a cornerstone of its sustainability efforts, aligning the brand with broader corporate goals like carbon neutrality. Yet challenges remain. The natural beauty market is crowded, and Burt’s Bees must balance innovation with its heritage. Some purists argue that the brand has strayed too far from its original mission, while others credit Clorox’s ownership for its global reach. One thing is certain: the merger reshaped both companies, proving that Burt’s Bees is owned by Clorox in more than just paperwork—it’s a partnership that continues to redefine industry standards.

Conclusion

The story of how Burt’s Bees came under Clorox’s umbrella is more than a corporate tale—it’s a case study in adaptation. A brand built on simplicity and integrity found a way to thrive within a multinational giant, without losing its way. For Clorox, the acquisition was a strategic masterstroke, offering a bridge to a new demographic. For Burt’s Bees, it was a testament to the power of staying true to one’s roots, even as the world around it changed. Today, the brand stands as a reminder that growth and authenticity aren’t mutually exclusive. The lesson for other natural beauty companies? Burt’s Bees is owned by Clorox—and it’s never been stronger.

Comprehensive FAQs

Q: Why did Clorox buy Burt’s Bees?

Clorox acquired Burt’s Bees primarily to expand into the booming natural beauty market. The brand’s rapid growth, loyal customer base, and alignment with sustainability trends made it an attractive investment. Clorox also saw an opportunity to leverage Burt’s Bees’ reputation to attract younger, health-conscious consumers.

Q: Has Burt’s Bees changed since the acquisition?

Yes, but not in ways that compromise its core values. The brand has expanded its product lines—introducing hair care, for example—while maintaining its commitment to non-toxic, organic ingredients. Some critics argue that certain formulations have become slightly more commercial, but Burt’s Bees still adheres to strict ingredient standards.

Q: Does Clorox still run Burt’s Bees independently?

Officially, yes. Burt’s Bees operates as a standalone brand under Clorox’s umbrella, with its own leadership and marketing strategies. However, Clorox provides distribution, manufacturing, and financial support, allowing Burt’s Bees to scale without losing its grassroots identity.

Q: What was the acquisition price?

The exact purchase price was never disclosed publicly. Industry estimates at the time suggested a figure in the hundreds of millions of dollars, reflecting Burt’s Bees’ strong market position and growth potential.

Q: Has the brand’s mission stayed the same?

Burt’s Bees’ mission—natural, non-toxic skincare—remains unchanged. However, the brand has broadened its definition of "natural" to include more accessible formulations, ensuring it appeals to a wider audience while still meeting high standards.

Q: What’s next for Burt’s Bees under Clorox?

Looking ahead, Burt’s Bees is likely to continue expanding its product lines, particularly in hair care and men’s grooming. Clorox’s focus on sustainability suggests the brand will also prioritize eco-friendly packaging and ethical sourcing, reinforcing its position as a leader in clean beauty.

Q: Are there any controversies related to the acquisition?

Early skepticism centered on whether Clorox could preserve Burt’s Bees’ integrity. Some customers worried about ingredient changes or corporate interference. However, the brand has largely maintained its reputation, though occasional debates arise over specific formulations or marketing claims.