Having promotional activities such as discounts, free-shipping on online purchases, and bold advertisements are not sufficient to put A&F at the top of the iceberg. Several improvements to the brand as well as customer service have to be done. As keeping existing customers is cheaper than getting a new one, A&F needs to build brand resonance with its customers, whereby consumers can engage actively by investing time, money, and other resources, feel a sense of community as customers are made to feel affiliated with the brand, express attachment to the brand whereby consumers “love” A&F, and last but not least, convey behavioral loyalty through repeat purchases. Loyalty programs can be added to A&F’s plan in rebuilding its brand image, and …show more content…
A&F superiority in its heritage, user-friendly online website, and in-store experience such as fragrance of the store, the neat and premium store arrangements, as well as music have put A&F as one of the leading brand when retails come to mind. However, as strong as it may sound, A&F is struggling with declining revenue due to its apparent weaknesses. A&F’s simple product designs is failing to amuse the trendy world of young generation, and its lack of customer care programs to keep existing customers gives consumers no reason to come back. Therefore, I have suggested above several recommendations for A&F to improve its brand equity. In order to keep existing customers to purchase more of its products, A&F should produce loyalty programs that give consumers numerous reason to return with greater advantages. Enhancing customer service programs will also make customers feel appreciated and a sense of attachment to the brand. In addition, A&F should produce more advertisements through social media that are highly appealing to its target market. Finally, A&F should adapt to the ever-changing target customers’ opinions and fashion trends through more sophisticated product
The company has established good relationships with most of its customers which has assisted it to create high level of brand and customer loyalty
Macy’s intended to deliver enhanced shopping experiences to its consumers through dynamic department stores and online sites. In this regard, the company developed a North Star strategy that allows it to improve its sales growth and to develop its existing core activities. The company’s consumer research monitors, analyze and anticipate their needs and wants based on the changing market trends. This allows it to strengthen its customer base and also helps it in identifying new markets and customers. Macy’s also identifies different styles and designs based on various occasions and events that allow it to capture the changing preferences of its customers. The company also celebrates various iconic events to interact with its customers which
Norms for consistency was another determinant of why Abercrombie decided to commit to reinvesting in its brand. Leaders are expected to take action when they encounter difficult situations. This expectation derives both from the public and from the employees as well. Thus, it was necessary for Abercrombie’s executives to act. Abercrombie believed that if they stay consistent with their efforts, the results were going to be positive. However, rebranding has proven to failed for several years
Nordstrom is one of the top retailers in the United States. With a solid brand image and a sound financial situation, Nordstrom is relentless in their expansion in the US, and are beginning to expand into international markets. Nordstrom takes pleasure in providing state of the art client support and having experienced sales people. In order to hold their position as the most successful high-end retailer in the United States, Nordstrom must continue to figure out ways to improve their brand image and customer satisfaction. Nordstrom’s current business working strategy is successful but I believe there are a few ideal solutions that the organization could apply to further enhance the organization. Due to the aggressive characteristics of the fashion retail store market, it is crucial that Nordstrom preserves an aggressive advantage providing the highest level of customer support as possible.
Challenges the company may face are the risk of being eliminated by more experienced, better marketed competitors, low demand for its merchandise, and expensive marketing and distribution. Known that Signet Group, Tiffany & Company, and Zales Corporation occupy the majority of the American market, Foxy Originals must establish its brand on the strength of its superior designs and lower price tags. Various Canadian customers have supported Foxy Originals due to their pride in Canadian products. But the US market purchase products exclusively according to fashion trends. In addition to the challenge, initial market examination suggests 50% of Foxy Originals’ designs do not charm to American consumers. Half the stock’s inadequate appeal, marketing and distribution budgets related with forming the brand, obtaining shelf space, reaching-out to buyers, and attaining market share could prove too much for Foxy Originals to manage and succeed
In light of an evolving market, faced with new competitors, and after a careful analysis of their current customers, the Vanguard Group (hereinafter referred to as “Vanguard”) realizes it must rethink its entire marketing strategy. However, in order to protect and leverage their competitive advantage, which is their low management fees, and to optimize the loyalty that their customers continuously demonstrate toward their organization, they must now target the most profitable segment for them, and develop the best way to serve and delight these customers.
They could accomplish this by appealing to how society has become more tech savvy, especially the younger generation, and come up with a social media site and a mobile app that appeals to consumers with promotional ads and eye-catching apparel. The fact that the company has multiple operating segments is a plus because it gives them a bigger buying market which allows them to reach more people. The key will be for them to step out of their comfort zone of only wanting to create one style of clothing and keep in mind that fashion is always changing so they must do the same. After Dov Charney was fired in 2014, it was questioned whether American Apparel had lost its appeal, and it is evident that if they continue to promote the provocative nature of clothing style they started with, they will become stagnant. American apparels strength and success will be maintained by using the vertical integration model.
Abercrombie & Fitch Co., also known as A&F, was founded in 1892 by David Abercrombie and Ezra Fitch. Its headquarter is located in New Albany, Ohio. May be nobody knew that this apparel retailer was from its beginning a kind of elite outfitter of expensive sporting and excursion goods. The company, with more than two hundred subsidiaries around the world, sells casual apparel for men, women, and kids.
In America today, there are many different clothing stores. There are stores setting images for all ages, and styles. The majority of the upper-class stores are setting the American image for the young adult population. Many of the advertisements for these stores are somewhat similar. I have spent the last year and a half working in a clothing store called, “Abercrombie and Fitch”. Seeing this store change and grow with its image of vintage American clothing, I have found many rhetorical issues. Within this essay I will be discussing the many rhetorical issues of the clothing company “Abercrombie and Fitch”.
Yes there employee practices at A&F could be categorized as discriminatory. Discrimination is defined as the unjust or prejudicial treatment of different categories of people or things, especially on the grounds of race, age, or sex. There was a very public case of discrimination. 17 year old Samantha Elauf applied to work at Abercrombie at a mall in Tulsa Oklahoma in 2008. The assistant manager who interviewed her deemed her qualified but worried that her hijab would violate the company’s “Look Policy,” (Talbot). The case was published in numerous news outlets one of them being an article from the New Yorker which brought up what is meant by discrimination in this case. “Any employer can have a dress code, of course, but it cannot use
Stores were set up in shopping malls and a catalog was established. The chain grew for much of the 1980s. In 1989, the owners decided to refocus their business on American Eagle Outfitters, selling their other retail chains. They changed to appeal to the population. The company has now been established as “the store” to go to. Teens and young adults can’t seem to stay away. The company has had to change and adapt to the styles of this
American Eagle Outfitters is a fairly new company but they are doing extremely well because they have a clear grasp of who their target market is. They posses a fresh new hip look with great quality clothing at a reasonable price for consumers (http://www.prism.gatech.edu/~gte201w/aeostrat.html). This is one of the main reasons why teenagers and young adults are so attracted to the company. American Eagle is aiming to appeal not only to the targeted 20 year old but also consumers between the ages of 16 and 34 years old. This will widen the gap between their major competitors because they are trying to appeal to more segments than just one. American Eagle seeks to be assessable, fashion orientated, and has a strong value proposition, which has allowed the company to thrive and take shares from competitors over the past five years. Not only is their clothing line very comfortable, bold and fresh, the store layout and atmosphere is also major key factors in American Eagle’s success over the recent years. AE also has a strong competitive advantage because of their short lead times and their ability to position themselves in high-visibility, high-profile locations in key markets. American Eagle’s cycle time is about five months from design to delivery, versus about nine months for The Gap and six months for Abercrombie. AEOS minimizes lead times by maintaining sourcing relationships with a few key manufacturers and producing much of the merchandise in North America, versus 9% for The Gap and a minimal amount for Abercrombie. AEOS has the ability to quick-source some of its simpler product categories in order to react quickly to sales trends. (http...
Superior customer value: strategies for winning and retaining customers (3rd ed.). Boca Raton, FL: CRC Press.
Lawfer, M., R. (2004). Why customer come back: how to create lasting customer loyalty. United State of America: Career Press.
Considering the rise of relationship marketing and the increasing interest in customer’s loyalty, brand loyalty concept requires further research. The shift from the transaction-focused marketing to relationship marketing provides a clear evidence of the passage from traditional brands to lifestyle brands (Grönroos, 1994). There is a concurrence that loyal consumers is the key for the future of the brands. Having loyal consumers provides better profits, word of mouth and improves the overall image of the brand. Moreover, loyalty offers the basis for competitive advantage, an advantage that can be realized through marketing (Dick and Basu 1994). A research has deliberated the causal link between lifestyle brands and consumers loyal behavior