Abercrombie & Fitch: Rebranding Success Amid Industry Challenges

Abercrombie & Fitch successfully rebranded by targeting older consumers, improving product quality, and shifting focus to digital sales.

### Abercrombie & Fitch's Successful Reinvention Strategy
* 📉  After facing declining sales due to fast-fashion competition and discrimination lawsuits, Abercrombie & Fitch decided to shift its focus from teenage consumers to the "**young Millennial**" demographic.
* 👖  The company reinvested in product quality, starting with denim, and developed a new pant design to **address common fit issues**.
* 📦  To avoid inventory problems, Abercrombie implemented a strategy of **weekly stockpile examination and adjustment**.
* 🏢  By reducing store square footage and increasing its digital presence, Abercrombie **lowered rent costs** and **gained more visibility into customer behavior**.
* 💰  The company has been able to sell products at **higher prices with fewer discounts** and has seen its audience shift from mostly **male to mostly female**.
* 🎯  Abercrombie leverages customer data to be **more efficient with marketing spend** and has incentivized customers to post about the brand through its **Creator Suite program**.
* 📈  Despite its successful reinvention, Abercrombie still faces challenges in a tumultuous market and declining industry-wide demand, especially in **remaining relevant to younger generations**.

(upbeat music) - [Narrator] In the early 2000s, nearly every teenager knew the name. It was all about our Abercrombie & Fitch logo, and the company was on fire. - [Katie] Things were going up and up and up. - [Narrator] But then those sales started to move in the other direction. Abercrombie & Fitch is learning the hard way that sex doesn't always sell. - [Narrator] Abercrombie faced rising fast-fashion competition and mounting lawsuits over discrimination. And the CEO who built the company's exclusive image retired abruptly. And everyone was left thinking, well, maybe that was the end of Abercrombie & Fitch. - [Narrator] But Abercrombie's team began wondering who could it convince to buy the brand again? I just knew that the Abercrombie Adult brand

had a huge opportunity. - [Narrator] Here's the case study on how Abercrombie went against industry standards, abandoned its teenage consumer, and aged up. First, the company had to distance itself from its former leadership. - [Kristen] Who is gonna be their new leader? - [Katie] Everyone was kind of looking internally at Fran Horowitz. - She's an industry veteran who had an eye for trend, who understood merchandising. - The business was in a downward spiral, and I knew I had an opportunity to bring these iconic global brands back to their rightful place. - [Narrator] The main objective was to stop giving up profits because not only did Abercrombie have a significant discount issue, but its other brand, Hollister, was also cannibalizing its business. - They were essentially the same product with two different, you know, two different logos on them at two different price points. So the first decision we had to make was

do we actually have one
brand, or do we have two? Like, do we pull this together
and just own one marketplace? - [Narrator] To answer
that, Abercrombie began by looking at other
marketplace opportunities. - What part of the consumer
base is being underserved? - Typically, we see a younger generation setting fashion trends. Anyone scrolling through
TikTok or Instagram, you're influenced by a
younger content creator. - [Narrator] But Abercrombie
looked in the other direction. - There's now this
absolute huge raft of women making good money. They need to look cool and
they need to look professional, but really all they've
been offered up until now is the same brands that
their mothers were wearing. - [Narrator] So Abercrombie decided to grow up with its customer. - Now we're talking about
targeting a 25-year-old, and that means that we're
selling to people in their 20s and 30s.

into their 40s. - [Narrator] A group
that Abercrombie calls the young Millennial. But how does a brand just
change who it sells to? - Now, the question, not easy. - The buying habits of
Millennials are different really than any other generation. You could lose relevancy with them. - [Narrator] The company looked
at data around the audience. With logos out of style, Abercrombie kept them off
the majority of its products. Instead, the company found
that this older audience cared more about an item's quality, something that had been
taken out of the clothes in previous years to
lower production costs and compete with fast fashion. Abercrombie says it
reinvested in better buttons, zippers, and softer fabrics, but the specifics about its fabrics are proprietary information. - It's a little bit of inside baseball to be perfectly honest, so
I won't go too far on it.

but it's about working very well with your sourcing team. - [Narrator] It took several years to see the style and quality changes reflected in the assortment, but then... - The big, big turn started with denim. - [Narrator] Denim was a strategic starting point, since it was a key category for the brand and also one of the main items that excluded customers in the past. - Either you fit in it or you didn't. Today, they've really focused on fit. - [Narrator] Based on customer reviews, focus groups, and surveys, Abercrombie found that many women in its new audience were frustrated about this waist gap in pants. - The leg might fit, but you might have some room in the waist. - Getting a gap at the back of my waist. - [Narrator] To solve this, Abercrombie invested in 3D fit tools and software that provide data on thousands of body types.

The company also changed its fit models to better align with its average customer. Through those changes,
Abercrombie's team came up with a solution to solve this gap problem: a new pant design that uses an additional
two inches of material from the hip through the thigh. And that brought us a whole new, much more diverse audience
than we'd had in the past. From there,
it was able to expand into other categories of its assortment. What is the most important
thing to this young Millennial? And frankly, that is going
away for a long weekend with their friends. And during that long weekend, there are so many
opportunities to clothe them. But the challenge
with expanding an assortment is knowing how much of which
products and which sizes. Old Navy a few years ago started to say, we're gonna have plus sizes,
we're gonna have petite sizes. And they were just left
with too much inventory.

They had an inventory problem. - [Narrator] Abercrombie
implemented a strategy of examining its stockpile
on a weekly basis and adjusting based on what's
happening in the market. And this helped prepare Abercrombie for the industry's biggest hurdle in the past few years, the pandemic. - One day we came in and we
had to close all of our stores, and what we learned then is we
need less inventory tomorrow. - [Narrator] When
Abercrombie closed its stores in March 2020, it also
canceled clothing orders with its supplier, which effectively struck
its stockpile down 7% from the year prior. - And as the market came back, you know, we were starting from a very low inventory, and it was good. - [Narrator] The company has
since continued the strategy. By 2023, it had brought levels
down 30% year over year.

enabling it to move with changing trends. - To win with the customer, it's all about delivering newness. - You're getting new information, you're learning stuff every
day from the consumer. - [Narrator] And this
consumer-centric approach is fueled by Abercrombie's shift
away from the storefront. The Abercrombie stores of today not only look different from
its previous iterations, but there's also a lot less of them. - We had a lot of extra baggage
when it came to real estate. You know, the locations were great, but the size was three
times what we needed. - [Narrator] From 2017 to 2021, Abercrombie reduced its store
square footage by about 25%. This allowed it to decrease rent costs by about $230 million. All the while the company has invested in growing its audience online. Now around half of its
sales happen digitally, which is about 20 percentage points higher.

than the industry average. When you have that
much digital business, you get visibility into
the browsing patterns and the shopping patterns
because it's happening digitally, and we're leveraging a lot of that data to be able to build
rich customer profiles. These profiles
could signal things like which customers have an affinity for denim and which preferred dresses, so that when the company
decides to do a discount offer, it knows which customer
to target with which deal. All that data gives us
a much better likelihood of converting that customer into a sale. This data
has helped the company become more efficient
with marketing spend. Abercrombie is lucky in the sense that the brand itself is already known. They don't have to put a
ton of marketing dollars into brand awareness. What they do need to do is
convince people that it's good. A lot of the excitement about Abercrombie Adult
particularly happened

from the consumer. - It's unreal. Abercrombie's coming back? - I think I bought every
dress that Abercrombie has. - Never thought I'd be
wearing this much Abercrombie in my early 30s, but here we are. - That, for a marketer, is
just absolutely the holy grail. - [Narrator] While much
of this was organic, Abercrombie also incentivizes
its customers to post with a program it calls Creator Suite. - 60% of consumers were
influenced to buy something when they saw it on social media. It is not a new story, but remains a relevant
one for the industry. - [Narrator] And in 2022, when the company was still
in the thick of its rebrand, Abercrombie announced an ambitious goal. - Achieve top-line sales
between 4.1 and $4.3 billion.

as well as a minimum profit
of 8% operating margin. - And?
- We executed that almost two years early. - For Abercrombie & Fitch, it wasn't a story of a
rising tide lifts all boats. They've won and they've grown in a really challenging
and declining market. - We have seen their stock
have this insane rally. It was even growing faster than Nvidia, and this is in the year of AI. - [Narrator] The company
says it's been able to sell its products at higher
prices with fewer discounts, and now pivot to a different
focus of the market. - One of the surprising
things that happened from that aging-up strategy is that the company's audience
went from being skewed, mostly male to mostly female. - Today, it's a bigger women's business. - [Narrator] And analysts say that shift plays into Abercrombie's
larger audience change, given that millennial
women spent more on apparel.

for themselves last year
than any other generation. It is the biggest market out there. If they did not win with
their female consumers first, it would have taken so much longer, if not been successful at all. Still, some
big questions remain. In late 2023, a new lawsuit
accused Abercrombie & Fitch of enabling former CEO, Mike Jefferies, to run an alleged sex
trafficking operation. When there's pending litigation, we frankly don't comment on it. Yet, many
analysts today see Abercrombie as a successful reinvention. I think there's a lot of opportunities for brands and retailers. You know, we think about The Gap, J.Crew, they might not need as big of a rebrand as Abercrombie & Fitch had, but definitely looking on how to refresh and stay relevant with their consumer. Analysts do
point to a tumultuous market

and declining industry-wide demand as some hurdles ahead for Abercrombie because in this industry, the challenge is always
remaining relevant. - Gen Z famously think
Millenials are very uncool. Millenials are a big fan
of Abercrombie right now. So how are they gonna
connect those two dots? How are they gonna transition the people that are in
their teenage years now into Abercrombie fans
when they're in their 20s? (gentle music)

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Abercrombie & Fitch's Transformation to Target an Older Audience

Abercrombie & Fitch shifted its focus from teenage to adult consumers, aiming to capture the older demographic.

The company struggled with declining sales, leadership changes, and competition, leading to a decision to rebrand and distance itself from its previous image.

By reevaluating its brand strategy and targeting the underserved older generation, specifically women in their 20s and 30s, Abercrombie aimed to revitalize its business.

Abercrombie's Transformation to Target the Older Millennial Market

Abercrombie shifted its focus to an older Millennial demographic, prioritizing quality over logos to remain relevant.

The company reinvested in better materials and improved the fit of their clothing, specifically addressing issues like the waist gap in pants.

This strategic change not only diversified their audience but also led to expansion into other categories of clothing assortment, driven by the preferences of the older Millennial demographic.

Abercrombie's Inventory Strategy and Shift to Digital Business

Abercrombie adjusted its inventory weekly, reducing it by 30% by 2023, to adapt to changing market trends.

The company also decreased its store square footage by 25%, saving $230 million in rent costs, while increasing its digital sales to about 50% of total sales.

This shift allowed Abercrombie to gather data for rich customer profiles, improving marketing efficiency and sales conversion.

Abercrombie & Fitch's Successful Rebranding and Growth

Abercrombie's rebranding efforts and the Creator Suite program have significantly influenced consumer behavior and driven sales.

The company exceeded its sales and profit goals ahead of schedule, defying the challenging retail market.

As a result of their strategy, Abercrombie experienced a shift to a predominantly female audience, contributing to its overall growth.

Abercrombie & Fitch's Challenges and Reinvention

Abercrombie & Fitch faces a lawsuit accusing the former CEO of running a sex trafficking operation, but is seen as successfully reinventing itself.

The brand is looking for opportunities to stay relevant, navigate a tumultuous market, and attract both Gen Z and Millennial consumers.