Activation Commerciale

(Author : Malls.cpm)
The new concept aims to improve customer engagement and productivity on a smaller footprint.

Abercrombie & Fitch Opens New Store Concept

As the retail landscape continues to evolve, those that remain in the game must be willing to try new things to stay relevant. Abercrombie & Fitch has demonstrated that it’s willing to do just that, as the company debuted a new A&F prototype store in Columbus, Ohio earlier this year. The new concept aims to improve customer engagement and productivity on a smaller footprint. We can safely assume it’s hitting the mark, as the company has announced that it’s going back to the well and opening up another one.

As Retail Dive shares, this one is located at Tysons Corner Center, a sprawling development outside of the nation’s capital that features more than 300 specialty stores and restaurants spread out over more than two million square feet, and attracts more than 25 million visitors annually.

“The A&F brand experience has been updated to provide the customer with a new vision of the retailer and is one of seven new concept stores that will be opening by the end of 2017.  The evolved experience is designed to be an inviting space that facilitates brand engagement and encourages product trial,” A&F announced in a release. “The Abercrombie & Fitch store in Tysons Corner will be in a new location at the mall, and with a significantly smaller store footprint.” This isn’t just a familiar Abercrombie & Fitch location on a smaller scale, but rather a concept that shows that the team behind the scenes spent a lot of time focusing on the store of the future.

“The modernized space was imagined with the best customer experience in mind, encouraging the discovery of A&F’s new collections and brand positioning. Looking to provide a unique and personal shopping experience, the layout includes accommodating features such as innovative fitting rooms, and omni-channel capabilities,” the release adds. “Each fitting room has thoughtful amenities designed to enhance the customer’s mood, including separate controls for light and music, as well as a phone charging dock.  Select fitting rooms comprise of two individual capsules within a larger, private suite, allowing for sharing new looks with a friend or family member, while also enjoying privacy.” Beyond the fitting rooms, making things more convenient for consumers is clearly a huge priority for A&F. 

“With a focus on customer engagement and service, associates will be on hand to help customers place and pick up online orders in store,” the release continues. “Furthermore, cash wraps will be placed throughout the space, enabling a quicker and more accessible checkout experience.”

Abercrombie & Fitch Opens New Store Concept1

In addition to the new store concept, the company has announced it will be updating select existing stores with a new, refreshed in-store design. Sounds like there’s a lot to get excited about at A&F, and other retailers should perk up and take notice.

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(Author : Brielle Jaekel)
With 60 percent of its online revenue coming from mobile, Abercrombie & Fitch is moving forward with a new shopping application for the first time in more than a year.

Abercrombie & Fitch’s first app update in a year hits right marks

The apparel retailer is hoping to compete with its rivals in the mobile space through a new app in which users can seamlessly navigate apparel collections, save products of interest, listen to the store’s music and receive a bevy of exclusive deals. Abercrombie & Fitch is hoping to recreate its in-store shopping experience on mobile in time for the holiday season.

“I think any app that supports a company’s business and drives user engagement has the potential to have a significant impact on their ROI,” said Mark Ghermezian, co-founder and CEO at Appboy. “When executed correctly, and in conjunction with in-store purchases and other channels, an app has the ability to foster long-term relationships with customers, drive sales and support company goals. “A&F obviously took their time with the launch of their new app, which suggests that they have been purposeful and meaningful with it,” he said. “I hope it does facilitate success for them.  “The unique features that allow for saving items, as well as listening to in-store music, are unique-to-A&F engagement opportunities that will drive opportunities to market to specific segments based on interest in select content or products.”

Mobile modeling
Mcommerce Web sites recently hit their stride, with leaders such as American Eagle Outfitters, Coach and QVC leading the way in taking a holistic approach while effectively layering in tactics for driving conversions, according to a report from the e-tailing group. On last week’s earnings call, Abercrombie & Fitch revealed more than half of its online profits come from mobile. To get a leg up on competing brands, the retailer re-launched its app with a sleeker design.

While the app lacks loyalty integration, it hits all the staples needed in a mobile app including purchase history, social media incorporation, deals and product recommendations. The update may just be Abercrombie & Fitch’s way to be included on the scene along with rivals, but its earnings show that the retailer is doing something right on mobile. The retailer plans on continuing to streamline its mobile efforts in 2016.

The mobile app prompts users to choose between shopping women’s and men’s upon opening. Music fans can get the complete Abercrombie & Fitch shopping experience by turning on its playlist of the station that plays at bricks-and-mortar locations. The Explore tabs congregates a series of collections for mobile shoppers to browse, as well as discounted categories such as clearance items exclusively for online and 50 percent off Jeans.

Top customers
Abercrombie & Fitch is looking to continue attracting its most loyal customers with the app as that has proven to be the most of its user base. An executive from the retailer at the Mobile Shopping Summit 2015 said that the turnover rate for its mobile app was not a problem because users consist primarily of the top one percent of customers. “A&F is a well-known and popular brand globally,” Mr. Ghermezian said. “I have no doubt that it will attract users simply by brand recognition.

“The real challenge will be whether they can sustain the interest and attention of their customers,” he said. “At Appboy, we have conducted a number of analyses on the importance of consumer engagement. “In short, what it comes down to is consistency. We have found that the level of consumer engagement is directly correlated with the levels of customer retention.”

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(Auteur : Véronique Richebois)
Alors que les clients commencent à déserter les magasins, la marque a multiplié les erreurs de communication. Elle va devoir trouver un autre discours.


Sale temps pour la marque américaine de prêt-à-porter Abercrombie & Fitch, idolâtre du « beau » sous toutes ses formes. Alors qu’elle se voit régulièrement montrée du doigt pour ses méthodes d’embauche et de licenciement, fondées en priorité sur des critères esthétiques assez subjectifs (elle a été ­condamnée le 9 septembre pour avoir congédié une vendeuse qui voulait porter le voile et refusait de mettre un tee-shirt), ses clients glamour et « trendy » commencent tout doucement à déserter ses rayons.

Et ce n’est pas sa communication qui arrange ses affaires. Une maladresse parmi d’autres : le plaidoyer confus prononcé en mai dernier par son patron Mike Jeffries, censé justifier, outre la suppression des tailles XL ou XXL au rayon femmes, une interview de 2006 resurgissant sur le Net où il expliquait vouloir « vendre à des gens beaux et cool » et « ne cibler personne d’autre ».

Autre exemple : la réaction de la compagnie à la vidéo (vue par 8 millions d’internautes) postée sur YouTube par un étudiant, Greg Karber, qui lançait un appel aux clients pour qu’ils donnent leurs vieux vêtements A&F aux SDF. Hors de question, évidemment, pour Mike Jeffries. Circonstance aggravante, « la réaction du patron s’est effectuée à la télévision , alors qu’il aurait dû réagir en utilisant les codes et les formats des médias sociaux », analyse Fabrice Fries, président de Publicis Consultants.

Est-ce une coïncidence ? Les chiffres témoignent de la crise d’image et de positionnement de la marque. En France, les ventes ont reculé de 10 % au deuxième trimestre. Au niveau mondial, après un premier recul de 9 % au premier trimestre, le chiffre d’affaires a de nouveau baissé de 1 % sur les trois mois suivants, à 946 millions de dollars, en raison d’une chute des ventes de 11 % aux Etats-Unis (qui constituent les deux tiers des ventes).

A l’origine pourtant, l’histoire était belle. Lorsque David T. Abercrombie et Ezra Fitch créent A&F, le 4 juin 1892 aux Etats-Unis, il s’agit d’une marque spécialisée dans les vêtements de safari et de camping. Arrivé aux manettes en 1992, Mike Jeffries « parvient à mixer une certaine esthétique gay avec l’image d’une élite américaine blonde, aryenne, musclée et nourrie aux céréales », décrypte Vincent Grégoire, du cabinet de tendances NellyRodi. Les catalogues conçus par le photographe Bruce Weber, où des mineurs prennent des positions équivoques, ajoutent une pincée de soufre à l’ensemble.

Smart et transgressif

La recette « transgression et élitisme » fonctionne à merveille. Tout comme « l’expérience » d’achat dans les (rares) magasins Abercrombie : on fait la queue pour pénétrer dans des enseignes-boîtes de nuit, parfumées à outrance, peuplées de vendeurs body-buildés et torse nu. Lorsque l’on demande aux consommateurs leur « expérience “retail” » la plus forte, ils répondent en chœur : Abercrombie & Fitch ! Résultat : entre 1995 et 2008, les ventes du groupe sont multipliées par 20, les bénéfices par 56. « C’était le cadeau qu’on rapportait de la Grosse Pomme ou de Los Angeles ! C’était exotique, branché ! », se souvient Vincent Grégoire.

Mais la marque s’endort sur ses lauriers. Elle ne renouvelle pas ses lignes, reste indifférente à la diversité de modèles que proposent ses nouveaux concurrents, Zara et H&M. « Et la multiplication des magasins dans le monde érode la désirabilité du produit en contribuant à le banaliser », constate Jean-Christophe Alquier, président d’Alquier Communication.

D’où le constat de Fabrice Fries : « Si un “bad buzz” a eu un tel impact, c’est aussi que la marque s’essoufflait. La logique purement marketing d’A&F, qui valorise le narcissisme physique, a rencontré ses limites en se heurtant à une autre tendance sociétale : la lutte contre les discriminations. » A Abercrombie & Fitch, désormais, de trouver un discours publicitaire et sociétal en phase avec sa seconde génération de clients.

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(Auteur : Ashley Lutz)
After U.S. teens stopped lining up to buy its signature cologne and $40 tank tops, Abercrombie looked overseas for helpBut today Abercrombie forecasted that it would lose money in the first quarter, in part because sales are down internationally.  That means that Abercrombie’s biggest initiative of the past five years is failing. 


“Sales were down a whopping 14 percent internationally, suggesting that assortments aren’t tailored enough or the store experience is uninviting,” Brian Sozzi, chief equities analyst at NBG productions, told us.

Consumers in Europe and Asia are often seen waiting in line to buy Abercrombie clothes at its New York flagship. While American teens got fed up with wearing logos a long time ago, they’re hotter than ever in Europe.

Abercrombie has already done major backpedaling in its international expansion, according to a note from Sterne Agee analysts Margaret Whitfield and Tom Nikic.

Following consistently bad sales numbers (international is down 26 percent from last year), Abercrombie slowed growth rate overseas and “postponed” the much-publicized openings of flagship stores.

This was bad news because international markets were considered Abercrombie’s only hope for growth.

Perhaps Abercrombie could learn a thing or two from Gap. Both retailers once reigned the world of the young and hip, and both looked to expand internationally when things stopped going great in the U.S.

But Gap CEO Glenn Murphy learned the hard way that location doesn’t mean success. With his domestic and international businesses flailing, Murphy decided to bring in top-notch designers to reinvent Gap’s product.

With the right product, sales at the retailer soared, and Gap is now considered a retail success story. Maybe Abercrombie’s clothes and store experience, and not its market presence, led to the current predicament.

Source : businessinsider