Abercrombie & Fitch: the Key Elements of Abercrombie and Fitch Strategy in 2005
1. What are the key elements of Abercrombie & Fitch’s strategy in 2005? Is the strategy working? How was the strategy evolved since the company’s founding?
• The key elements of Abercrombie and Fitch strategy in 2005 were to appeal to customers with the life stages ranging from the age of 7 to post college people. Abercrombie and Fitch did this by retail managing four different brands. These four different brands are called A&F, Abercrombie, Hollister Company, and Ruehl. A&F is a store that reflects on the youthful styles of the east coast Ivy League traditions for college students. Abercrombie is a similar to A&F line of clothes pushed to be sold to children between the ages of 7 and 14. Hollister Company is a line of clothes inspired by the laid back California surf lifestyle. This brand is targeted to high school students that have a lower priced casual apparel, personal care products, and accessories. And the last brand is called Ruehl. Ruehl sold casual sportswear, trendy apparel, and leather goods to post college consumers which would be between the ages of 22 and 35. Ruehl is inspired by the lifestyle of New York’s Greenwich Village, but this merchandise is way more upscale and expensive. The strategy of the store has evolved massively since its founding. Abercrombie and Fitch don’t even sell the same type of merchandise as they did when they first started. At first Abercrombie and Fitch were selling luxury sporting goods for those who were adventurers and hunters but also sold to presidents and royal families.
2. What do you see as the key policies and operating practices that A&F is using to execute its strategy?
• The key Policies and operating practices come down to the “look” of the company. This company seems to put a lot of time and money in its visual effect it gives to its customers. Even though I’m sure the company cares about its products, they tend to put a lot of infancies on what the stores and employees look like, how they market and
• The key elements of Abercrombie and Fitch strategy in 2005 were to appeal to customers with the life stages ranging from the age of 7 to post college people. Abercrombie and Fitch did this by retail managing four different brands. These four different brands are called A&F, Abercrombie, Hollister Company, and Ruehl. A&F is a store that reflects on the youthful styles of the east coast Ivy League traditions for college students. Abercrombie is a similar to A&F line of clothes pushed to be sold to children between the ages of 7 and 14. Hollister Company is a line of clothes inspired by the laid back California surf lifestyle. This brand is targeted to high school students that have a lower priced casual apparel, personal care products, and accessories. And the last brand is called Ruehl. Ruehl sold casual sportswear, trendy apparel, and leather goods to post college consumers which would be between the ages of 22 and 35. Ruehl is inspired by the lifestyle of New York’s Greenwich Village, but this merchandise is way more upscale and expensive. The strategy of the store has evolved massively since its founding. Abercrombie and Fitch don’t even sell the same type of merchandise as they did when they first started. At first Abercrombie and Fitch were selling luxury sporting goods for those who were adventurers and hunters but also sold to presidents and royal families.
2. What do you see as the key policies and operating practices that A&F is using to execute its strategy?
• The key Policies and operating practices come down to the “look” of the company. This company seems to put a lot of time and money in its visual effect it gives to its customers. Even though I’m sure the company cares about its products, they tend to put a lot of infancies on what the stores and employees look like, how they market and