Fashion trends rarely live beyond a season. The shelf life of those who create the trends may last longer, but an article in the spring fashion issue of New York Magazine may herald the end of one long-running reign: that of Mike Jeffries, CEO and former chairman of the board at Abercrombie & Fitch.
The piece could easily have made more of Jeffries’ pecadillos, such as his extensive cosmetic surgery and draconian regulations about male model staff aboard the corporate jet. Instead, it focused instead on a familiar story: a steady rise, and a precipitous fall. Jeffries created a multi-billion dollar brand with iconic merchandising that teenagers could not get enough of; now, in the wake of $15.6 million losses last quarter, Jeffries is no longer chairman of the board, and there are rumors of replacement.
A&F did not make Jeffries available to contribute to the story. Quotes about his micromanagement style came from former employees and associates, who theorize that brand exclusivity, created by Jeffries, was behind A&F’s success in the 1990s, and its downfall in the inclusive aughts. “What we’ll remember Jeffries for now is for failing to change, for all the store closures, for the way employees were treated,” says Brian Sozzi, head of Belus Capital Advisors. “That’s unfortunate.”
THE PR VERDICT: “D” (PR Problematic) for Mike Jeffries and Abercrombie & Fitch.
THE PR TAKEAWAY: Step to the side, then make a re-entrance. New York Magazine’s article is the kind that causes damaging chatter within its industry. First defense? Say nothing, as A&F did by not contributing quotes. Second: Pause, so that the next action taken isn’t viewed as defensive. Third, return with bold news – a new line and a new initiative. A&F could still make a comeback. After all, every fashion trend gets another strut down the catwalk.