Abstract:
"Our time and culture are reflected in fashion, which acts as a mirror and a catalyst for innovation in a changing environment." (Anna Wintour).
Abercrombie and Fitch was first established in 1982 as an outdoor retailer and swiftly rose to prominence as one of the top brands globally. In an attempt to acquire a photo with the semi-naked, toned and fit models outside the stores, people waited in queue for hours outside Abercrombie's retail locations.
In addition to being a brand, Abercrombie and Fitch embodied a way of life that many young teenagers sought, despite the fact that it was frequently just marginally feasible. Whether the general public liked it or not, Abercrombie & Fitch was the brand for "cool kids." The song "Summer Girls" by LFO perfectly summed up the Abercrombie girls: "I like girls that wear Abercrombie & Fitch, I'd take her if I had one wish."
Three words, heritage, elitism, and sex, best describe Mike Jeffrey's (A&F CEO, 1992–2016) distinct vision for the business. He believed that this combination was the key to success.
Unfortunately, nearly as quickly as Abercrombie achieved prominence in the 2000s, it fell from grace and became one of the most despised brands of the decade, even with Jeffrey's magic formula.
The organisation, its internal and external environments, and the reasons it should be able to quickly adjust to changes will all be highlighted in the first chapter of this thesis, which will also serve as a brief introduction to the theoretical concepts underpinning the study.
Moving forward, I will go further into the realm of fashion in the second chapter. I will address the significance of fashion trends, the cultural background of style, and the ways in which culture and society influence them.
Despite the fact that these two chapters are crucial to the entire conversation, they will simply provide context for the last chapter, which is the Abercrombie & Fitch case study. Following the brand's introduction and a thorough examination of its narrative, the goal of this final thesis is to show how a false impression of the outside world and its inhabitants—the consumers—can, in fact, quickly destroy a brand from a variety of angles.
In addition, based on my own analysis of the case study and information from articles, sustainability reports, and interviews, the final conclusion will include a forecast for the brand's future. It will also explore whether Abercrombie and the fashion industry have actually gained any insight from this whole "White-hot" controversy.
