Abercrombie & Fitch

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Employees say:"Love that our company offers the Carrot Fertility benefit - which I was able to use towards my doula services for my baby that I had this year! This can also be used towards adoption, or fertility treatments as well for those who need it. Additionally, I love that our company is passionate about giving back to the community and the organizations we partner with. Lastly, I love how you can make an impact here at A&amp;F, regardless of level and that we have a 'leave your title at the door' mindset."

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Employees say:"Abercrombie &amp; Fitch is a great place to work because of the people. Management has found a way to encourage diligence and balance in a retail environment that moves quickly. This combination takes care of its employees yet gives them a greater craving for success."

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

Employees say: 
 
"I have loved working for Abercrombie &amp; Fitch, from being a part-time associate to a store manager. I absolutely love that I can share my experience with my peers and my team, and develop and grow my own people into future leaders of the company. The store environments have always been so fun, and I believe we are at an unmatched level of inclusivity and care for associates."

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

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Employees say: 
 
“What is unique is the relationship building that's present cross-functionally. It's truly amazing that people were so open and welcoming right off the bat and there are so many opportunities to give back to the community and meet associates in other areas of the business that normally, I would have no contact with whatsoever. An example would be ARG's: truly the best experience I've had with any kind of resource group, even compared to when I was apart of some in college. They create non-judgmental spaces that connect associates.”

This year’s Fortune 500 marks the 68th running of the list.

See which retailers made this year's list.

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Employees say: 
 
“The culture is unmatched compared to other companies I interviewed with or where my friends work. From the social events, to the events around campus, to the overall inclusivity, A&amp;F really promotes an environment of teamwork and camaraderie.”

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Abercrombie & Fitch (ANF): Company Profile, Stock Price, News, Rankings

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Syrup Tech's CEO James Theuerkauf explains how the company's AI platform is designed to help retailers like Faherty and Abercrombie & Fitch optimize their inventory, boosting sales and cutting the number of items that wind up on sale racks.

Why AI might mean fewer discounts at your favorite stores

Tech

Syrup Tech's CEO James Theuerkauf explains how the company's AI platform is designed to help retailers like Faherty and Abercrombie & Fitch optimize their inventory.

Inventory is the most expensive part of any brand that retailer's balance sheet in apparel and fashion alone. It's a $250 billion problem every year. So the cost of stock outs on the one hand and the cost of excess inventory on the other. Someone said to me, well, there's this technology coming out with A I that's supposed to help you put the right product in the right store. I'm like, oh my God, that's like that's what we need at syrup. We helped apparel and fashion brands and retailers, the likes of Abercrombie desi and verity to optimize the infantry, we help them get the right amount in the right locations at the right time. We're looking at, what's the transaction history for products? What's the trend at a hyper localized level? What can we learn from search and social media? Is it going to be raining in the next week or not? Is New York fashion week happening? And we use all of these data points to make a much more granular, much more sophisticated demand forecast. Someone coming into a store and wanting to buy what they're looking for is probably like the number one piece of customer satisfaction and someone walks into a store and they don't have it. It is so hard. You're focusing on tens of thousands of skews in fashion. Imagine it's a style, a color, a size and for all of those, you're optimizing them, not just across your warehouse, but also across your physical stores and getting that inventory right, as the core driver of profitability, as well as of sustainability for our customers. So what the technology is allowing us to do is to figure out what would have been the outcome if there was better inventory so that we can better plan demand. The rise of A I over the last few years has been so fast that it's only now that we have the ability to make our work. Mhm.

Fran Horowitz says of her six years as CEO "we've come a long way from when I first walked in the door."

Abercrombie CEO on retailer’s turnaround: "We did it. We’re back."

Leadership

Abercrombie CEO on retailer’s turnaround: "We did it."

Fran, so good to see you again and to talk about all the changes going on at Abercrombie, you transformed the company, the brands, the image, how would you describe how Abercrombie is today, it has been an amazing, amazing journey, you know, I've been in this industry for 35 plus years and I have to say the last eight years have been truly the most rewarding, incredible. I walked in in 2014 to 2 brands to iconic global brands that were really in decline and we have done exactly what you said, we have gotten that brand health back, we have a very engaged consumer base, our associates are really thriving and we, we did it, you know, no one thought particularly with Abercrombie brand that it was possible and our favorite thing to say right now is we're back. One of the things that you did was to rebuild the brands, you separated out Abercrombie and Fitch Hollister and Gilly Hicks, why was it so important for you to do that as a lifelong merchant, You know when I interviewed for the original position of running Hollister, I went to the mall and I saw that essentially the brands have become one, the product was all the same, Just a different price point and what we had to really decide was is there room for both brands to live independently or do we merge it together and make one brand and through all of the research that we did in the customer insights we learned that there really was an affinity for both brands independently. So we positioned Hollister as the global teen brand and we grew up Abercrombie to really focus on this young millennial, this mid 25 mid twenties consumer and we got the response that we were hoping for and it's worked. What was the key thing that you had to do to make that happen? We had to really get close to the customer, you know, the previous management really focused on telling the consumer what they wanted and our big pivot was really making sure that we listened to the consumer and understood what they were looking for. So to become the iconic global team, we had to get close to that gen Z consumer, really understand what he and she were looking for. But the biggest unlock was an Abercrombie adult and what we figured out was that the 96 hour weekend that that consumer looks forward to every weekend, whether that's a weekend away with their friends for a wedding of that short party showers, whatever it may be or even a staycation dressing them for those 96 hours was the key unlock. They needed to have clothing for each and every one of the events that took place over 96 hours and that went from everything from Susie from Y PB, our latest franchise of your personal best which is an active wear through jeans and t shirts through getting dressed up to our BBg, our best dressed guest collection. So we really thought about 96 hours and created a collection that would support each of those activities. You also closed many stores, you remodel existing stores, you tone down that sexy, cool kids image of Abercrombie. Tell us a little bit more about how you reinvent a 130 year old iconic retailer, What's the secret sauce? You're right, that was a very big key component to our um to our journey. We like to say at Abercrombie today, it's about belonging in the past, was about fitting in and there's a very big difference to those two things. So previously it was about making sure that the consumer did what we wanted them to do today. We focus on what the consumer wants and that's about belonging. So we have really been able to make a very inclusive and diverse. Associate based, consumer based product based, we've extended our sizes are fit, we've done so many things to really evolve the brand and move it forward. And the consumer has responded incredibly well. You've also made a big push into digitizing your business? What have you learned about how shoppers want to shop? I mean now that they don't have a requirement to wear masks everywhere, do they like going more into the physical stores? Do they like doing um shopping online? I mean, which brings in the most business. We made it a tremendous hundreds of millions of dollars worth of investments. Prior to Covid and we were really leaning into our digital business, which is about a third of our business by the time we got through Covid, it's almost half of our business. It's really amazing, but very different by brand, the house, the consumer is still very social goes to the mall, loves to use that as their weekend, fun with their friends, the Abercrombie consumer who's this very busy young millennial spends their time doing something called Poppins, which is purchased online, pick up in store and they come in, they pick up their purchase, they make their returns, they use the store as much more as an opportunity as a um, a place to try on exchange, return quick and quick out and the house or consumer really uses it for social gathering. Terrific. I mean you've done amazing stuff. So what's left on your, the brands are healthy and they're moving forward. I'm so excited about our future. We had an investor day back in june and we shared our long range plan with the investor community. We have our sights in 25 on, you know, four billion plus and an 8% even margin. And we talked about our long term goals about being a global omni channel retailer. So I'm super excited about where we are and where we're going, you mentioned a moment ago you had your investor day, one of the things that you said at that gathering was that we expect macro headwinds to persist. Tell us a little bit more about your take on the economy. What worries you right now today? What I can tell you is, it's interesting to see what's happening with the consumer. He and she are actually fairly bifurcated. So Abercrombie brand had a terrific you to that consumer seems to be less touched by the challenges that are happening in in the world today. Um, yet the policy consumer, that teen consumer, that family, the demographic of that consumer, is definitely finding it much tougher. There's a lot of competition for the wallet, whether that's um gas prices or food prices and clothing. So we experienced for back to school, a much more judicious consumer, you know, really had to make choices this year. So it sounds like from what you're saying this holiday season could be a pivotal test on consumer spending. What's your strategy to make sure that Abercrombie gets a big slice of the consumers holiday shopping dollars? So our strategies have to have the right product at the right time, at the right price for our consumer. We are looking forward actually to the fourth quarter, you know, relative to last year's where we were really challenging an inventory perspective, not sure if everybody remembers, but we do a lot of production in Vietnam and Vietnam was closed at this time last year because of Covid. And then we had a big challenge getting our product here on a timely basis. In fact, a lot of it came after the holidays this year, we changed our straw strategy and we brought our inventory in early and we feel that we are ready and prepared to compete. Do you feel that you still need to offer promotions or cut prices? Listen, we made a lot of progress during Covid and we were able to really reduce our promotional activity and our goal is as we go into every single quarter is to continue on that strategy, we will obviously manage the business as it comes and we'll see how the consumers reacting. But we go in with a plan and a strategy to hold our markdowns and and promote as needed. I want to go back to something that you said or being, you know, a conversation about how good you feel about the turnaround that you created at Abercrombie. I mean you are coming up on your six year anniversary as a ceo, I mean what are you most proud of? Very simply, I'm most most proud of my team and the culture that I've created, we have created a culture where we took a talent that we had at Abercrombie and grew them and fostered them and we brought in a lot of new talent and we have blended Suzy this old team and this new team and put together one of the most winning teams in retail. It's not an easy thing to do. Um and we have a culture that really promotes inclusivity and diversity and influence and autonomy and accountability. I mean, we've come a we've come a long way from where I was when I first walked in the door. You're part of an elite group of female ceos who are running a big enterprise. What advice do you have for a young woman who has the ambition that wants to be a Ceo one day? What's the best advice on how to get there? Well, what I say to my team all the time is please make sure that you view me as a leader, not by gender. It's very important that everyone gets viewed by the experience that they bring in the success that they bring. So whether that's male or female at the same time, I do know that I am a role model and my advice is simply walk into that room, whoever is in that room and hold your head up high, be confident in what you're delivering and just go for it.

Glen, when people describe your leadership they say you are a very good listener. I'm guessing that that is deliberate on your part but what a great skill to have as a CEO? I really I really pride myself in being what they call me at Abercrombie, which is the leader of the people. I made sure, since the day I walked in, that I'm very genuine, I'm very approachable. I mean, a great example. I go to the cafe every morning. I go get my own coffee. I go get my own lunch. It's amazing what you learn from the associate, when you're just chit chatting online and then listening to what they have to say. I am a good listener, I always try to take up everything in and make sure I'm making the right decisions as we move forward. Actually I hear that you make sure that wherever you go, you create a situation that your employees are doing most of the talking and you're doing The listening I've heard about this fire side chats that you have. Every single quota with your employees. Tell us why these conversations are so important to you. One of the first things I learned about when I got to the company. Is how much the associates really needed more communication. They were very curious to understand where we were going, what we were doing. So communication and making sure the associates were educated on what was happening. Was a huge priority for me. So we introduced in the firesides live QA And trust me, the HR team was a little bit nervous about that and making sure that you know that everything was the edges were going to be appropriate and okay, but I insisted on it. And it's really turned out to be a very valuable experience for everybody. What do you get out of it? I learned what's top of mind for them what they're thinking about making sure that we're covering the issues that are that are top of mind for them today. In fact, just last week i was in Shanghai, and we did our very first Global Fireside. So we did simulcast around the world. We had all 3 of our offices online all at the same time, from Shanghai to London to Columbus, and it was fantastic. What was fantastic about it? Just that it helped everybody understand that we really truly are a global company. And that we could all be online together all at the same time even though the time zones were different. We were all speaking the same language. We were together. We were unified. We were talking about What was working in the company what the opportunities were. So it's a really special moment for everybody. So it sounds like you've created a very open and collaborative culture which is very different than the atmosphere at the company when you came five years ago. How has this helped you as you're reinventing Abercrombie? Well I think I live on the basic premise that great ideas come from everywhere. So if you're open to listen and you're making sure that you're bringing in all the great ideas, the ideas don't have to start at the top, they don't have to start at the bottom. They really do come from everywhere and from within. And that helped us really discover and open some opportunities that we may not have realized if we didn't have this open environment which people can communicate. Can you give an example of one of those great ideas? Very early on, many many years ago, when I did one of my first European trips that was in Germany, I was in the stores touring and our stores were notorious for being very dark and the sales manager said to me Can I show you what the store looks like if I turn on the stocking lights? And I kind of looked at her and I'm like, What are the stocking lights? And she said, those are the lights we use at night when we when we felt the merchandise into the store. I said, Sure, let's do it. It looks like she went running into the back. She turned the lights on and literally the customer in the stores started applauding They could see the product. They were excited they could talk and see the associates face to face. And from that day forward, we turned all the lights on throughout Europe and they've been on ever since. Sort of an aha moment. An aha moment. Absolutely. People say that your favorite word is balance. What does that mean to you? It is, You're laughing I am laughing because I'm glad that everybody knows that I made a point to make sure everybody knows it's my favorite word. Balance is the most important thing you can have in your life. That means balance, when you're setting your financial strategies and your plans. Your balance in how you set out your day, making sure that you're doing things for yourself as well as for work. Balance matters everywhere all the time, no matter what you're doing. How do you think your view on balance influence your workforce, given that more than half of your employees are women? I think it motivates them. I think it motivates them and helps them understand that your total life matters. It's not just your work life but your personal life matters as well. And that's not just for the women. That's for the men as well. I think they appreciate the fact that I keep that balance. They see me leave campus at a reasonable hour they see me going to yoga. They see me doing things with my family. They see me bringing my family to campus and helping experience what Abercrombie is all about. But yet they know I'm a hard worker. I understand that you're a big believer in mentoring. So what do you tell the women who Work at Abercrombie. What advice do you give them about getting leadership jobs and how to help them fulfill some aspirations they have maybe to be CEO one day? It's very important to be yourself, to be genuine, to ask questions, to be thorough in what you do, to be strategic. I mean it takes lots of things balanced out through what you're doing but you have to have good strategy, you have to be Curious, you have to be optimistic you have to look forward into the future to see what's happening. So really striking a balance between all of those things .>> What about you, friend, you've had a very successful career. You've worked at many retailers, and Taylor Bloomingdale's. I'm sure you had a lot of mentors along the way. What's the best leadership advice that you ever received? And how did it shape your style of leadership? I would say the best leadership advice I ever got came early in my career. At that point I was at Bloomingdale's and I would say it came from Mike Gould, he was the CEO at the time. He was also a leader of the people. He was very genuine. He said, " Make sure that you stay close to your people. Understand who they are, what is important to them both inside and outside of work. Make sure you're approachable. Make sure that you can communicate with them ." I would say that has resonated with me and has really stayed with me along my whole career. Career. [ BLANK_AUDIO ]

Abercrombie  & Fitch CEO leadership tip: be yourself and ask lots of questions

Fran Horowitz says open communication generates great ideas.

Abercrombie  & Fitch CEO: be yourself and ask questions

Fran Horowitz says open communication has generated great ideas.

[ MUSIC ] Fran we're into the holiday homestretch. How would you describe sales at Abercrombie and Fitch so far? How's it going? We're in the biggest, most exciting time of the year for retailers. What I'm seeing out in the malls I was in the malls All Black Friday. I'm in the malls all the time and the energy that's out there is very exciting. The US consumer continues to tell us that there's a reason to shop out there, we finished the 3rd quarter with positive coms in the US, so we continue to see a strong consumer out there. Any surprises, any disappointments, you've gone through so many years in your career With holiday season, how about this year? I have. This year is feeling very similar to me to last several years. It is the most promotional time of the year, the consumer is out there looking for value. We offer incredible quality and value for our Consumer, and he and she are responding to it. You collect so much data, so what does that data tell you about where your shoppers are buying most of their holiday gifts? Is it online or are they actually coming to the stores? We're seeing a Fantastic combination of those two things. We really believe in army channel. Army channel brings that consumer together so they can shop whenever and wherever they choose to shop. So we're seeing our digital sales see strong. We're also seeing the consumers in the mall. What really matters to us though is that omni customer, because they are our most productive, profitable customers when they shop on both channels. So how do you feel about that? Is this pattern that you're seeing of shopping aligning up with your vision [ UNKNOWN ] of where you want to be? Absolutely, the consumer's gonna continue their digital journey. In fact, 80 % off all consumers start their shopping journey on their phone, then they complete it in store, online, on the phone, on the tablet. But they really start to do their research and get educated on their phone. So we see this continuing into the future. Fran, since you became CEO of Abercrombie, it's now three years ago, you've been making some huge changes. You've been remodeling stores. You've been opening new ones, closing others, investing a lot on the online part. Your business, are you finding that all these changes are paying off the way you wanted it to this holiday season? Absolutely, we have made to your point, we've made a lot of investments, we've invested in technology, we've invested in stores, we are seeing our customers responding to that, as I mentioned earlier, we came out of the third quarter with nice momentum and headed into the fourth quarter, we're seeing our brand health increase, we're seeing lots of positive KPIs that really Point to the fact that the investments that we're making and the changes that we're doing are paying off. But what more do you have to do to get shoppers to come in and buy with you and to bring in more business because in 2019, at least when you look at Abercrombie's quarterly revenues they've been flat or just up slightly. Well, we had to make some very big decisions this year. Part of our go- forward strategy for example, is discontinuing our flagships. They are no longer a part of our strategy going forward. We closed one just right here in New York in Soho. It was a significant financial, Move for us. But those are the types of things that we're doing that we know are going to pay off in the long run. Well, we hear so much about the shopping experience, which I think is important for your consumers. So what's your strategy with these young millennials and the teens to shop with you instead of going to stores like the gap or J crew or H & M So we have something called our playbook which is when we take product, voice and experience and we bring those things together, the consumer always responds. So a great example of that is how start is probably leading edge on their marketing efforts. So we make sure that we have 360 degree marketing programmes, everywhere from YouTube. We have a show on awesomeness TV. We're on TikTok, we're on Instagram, we're on their email, in the stores. All of those come together in one unified story. So whenever they shop with us, wherever, whenever and however they choose to shop with us, they're seeing one great experience that's very unified. So this helps the customer really identify who we are and we can identify with who they are. So tell us about your plans for 2020 what's the most important thing that needs to be fixed next. In your transformation agenda. The most important thing that we need to do are twofold. One is continue on the journey that we've been on, which is really reducing our square footage around the world. As I mentioned earlier, you know, we talked about getting out of the flagships. It's not just a flagship issue, it's our opportunity to really shrink our stores and make them much more productive and make them Omni capable. That is. A number one, B most important thing that we need to do. Second is continuing on the digital journey. We've invested probably close to a half a billion dollars in the last several years making sure that we are Omni capable in many of the countries around the world that we operate in. How important are the physical stores for that your future success? Stores matter. Stores are important to our future success. It's the right size of stores and the right location. We really look at. Our productivity by square footage around the world, not necessarily by number of outlets, but we have to look at a total community and make sure that within that community we have the opportunity to service that customer. So Frank, looking ahead, let's say to the year 2023, three years from now, how do you want people to describe Abercrombie and how would it be different than where it is today? I think in 2023 I'd be excited for everyone to describe Abercrombie as a global lifestyle brand. I think people will think about our brands at that point as four global iconic brands, four lifestyle brands. Offer that customer an opportunity to shop with us whenever, wherever and however they choose to, and there'll be a strong differentiation between the brands. Abercrombie will be viewed as the young millennial consumer, the house or brand will be the iconic global team brand around the world. Abercrombie kids really getting that generation alpha introduced into our brands early on and then Gilly Hicks Which is our intimate apparel brand that we sell within, within Hollister. [ BLANK_AUDIO ]

Abercrombie CEO Is Confident the Retailer's Makeover Will Pay Off

Lifestyle

Fran Horowitz is making the retailer popular again.

Abercrombie CEO Is Confident Makeover Will Pay Off

Fran Horowitz has made the 127-year-old retailer popular again with teens and shopping online is easier too. 

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