Product details

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Abstract

Abercrombie & Fitch (A&F) with about a thousand stores in 19 countries and famous brands -A&F, Hollister and abercrombie kids (with little ‘a’) catered to the college-age men and women, 12 to 18-year-olds, and for children under 12 years, respectively. Originally, it began as a major sports goods emporium for the elite and adventurers. In the late 1980s, A&F was acquired by ‘The Limited Brands Inc’, and in 1992, Les Wexner, Head of ‘The Limited Brands’, appointed Michael Jeffries (Jeffries), an experienced hand at selling women’s apparel to lead A&F. Jeffries worked hard to make A&F a globally renowned fun and spirited brand. As an aspirational brand, A&F was positioned near the high end of the market. However, A&F as a brand had its own share of flips and flops in the ever changing highly competitive fashion clothing world. More importantly, A&F was facing problems with its core business as sales were declining. In mid to late 2014, A&F decided to revive its brands and initiated series of measures to bring back the young shoppers to its stores. In December 2014, the very dominant, controlling and detail-oriented visionary who built the brand Abercrombie retired abruptly, leaving the new leadership with the challenge to take the company forward and revive the failing brand to stay relevant in the fast changing apparel retail environment.
Location:
Industry:
Other setting(s):
2015

About

Abstract

Abercrombie & Fitch (A&F) with about a thousand stores in 19 countries and famous brands -A&F, Hollister and abercrombie kids (with little ‘a’) catered to the college-age men and women, 12 to 18-year-olds, and for children under 12 years, respectively. Originally, it began as a major sports goods emporium for the elite and adventurers. In the late 1980s, A&F was acquired by ‘The Limited Brands Inc’, and in 1992, Les Wexner, Head of ‘The Limited Brands’, appointed Michael Jeffries (Jeffries), an experienced hand at selling women’s apparel to lead A&F. Jeffries worked hard to make A&F a globally renowned fun and spirited brand. As an aspirational brand, A&F was positioned near the high end of the market. However, A&F as a brand had its own share of flips and flops in the ever changing highly competitive fashion clothing world. More importantly, A&F was facing problems with its core business as sales were declining. In mid to late 2014, A&F decided to revive its brands and initiated series of measures to bring back the young shoppers to its stores. In December 2014, the very dominant, controlling and detail-oriented visionary who built the brand Abercrombie retired abruptly, leaving the new leadership with the challenge to take the company forward and revive the failing brand to stay relevant in the fast changing apparel retail environment.

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Location:
Industry:
Other setting(s):
2015

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