Why Transformation Became a Necessity

The Customer Journey Evolution (CJE) project emerged during one of the most challenging periods in Abercrombie & Fitch’s history. In 2020, the company experienced a severe decline in sales as the pandemic disrupted global operations and customer behaviors. With store closures and shifting consumer priorities, revenue plummeted, exposing vulnerabilities in how we engaged with and served our customers. The drop in sales wasn’t just a reflection of external pressures—it also highlighted internal inefficiencies that hindered our ability to adapt quickly and effectively.

At the same time, customer expectations were changing faster than ever. Digital channels became the primary shopping method, and customers demanded seamless, personalized, and convenient experiences. Yet, our efforts—though well-intentioned—were fragmented. Previous attempts to enhance digital tools, refine store strategies, or improve customer service often operated in silos, limiting their impact and leaving us unable to meet the moment.

The urgency was clear: recovering lost revenue wasn’t just about addressing immediate challenges. It was about building a long-term strategy to reimagine the customer experience from the ground up. The CJE project became that strategy—a bold initiative to rethink every touchpoint, close critical gaps, and position the company for sustainable success, all with the customer at the center of our decisions.

Net sales plummeted in 2020 with a loss of $699 million, with the flagship brand down 30%, and Hollister down 36%. Understanding what our customer needs were that we failed to deliver upon became the top priority for the organization.

Globaly, Abercrombie and Fitch saw net sales down 31% in the United States, while EMEA saw net sales down 35%. We prioritized the United States as our initial region to focus on to achieve the greatest overall impact.

From Fragmented Journeys to Customer Connection

When we started, the challenges were clear but complex. Customers were struggling to navigate their shopping experiences, both in-store and online. They couldn’t find what they were looking for, lacked confidence in fit and sizing, and often felt disconnected from the brand on an emotional level. Nearly 40% of our audience believed our clothing wasn’t worth the price, which created a significant barrier to loyalty.

These issues weren’t isolated to one touchpoint or segment—they were symptoms of a larger need to rethink how we served our customers across their entire journey. My goal was to rally our teams around this mission and to deliver tangible, lasting improvements.

• Data in Isolation: Although A&F had access to vast amounts of customer data, it was often viewed in isolation, rather than as part of a holistic customer journey. This fragmented approach made it challenging to gain a comprehensive understanding of customer behaviors and preferences, limiting our ability to connect the dots and identify the most impactful moments along the journey.
• Countless Journey Moments: With countless customer interactions across touchpoints, we needed to prioritize the pivotal moments that would have the greatest impact on customer satisfaction and business outcomes. Pinpointing these moments was essential for maximizing the effectiveness of our efforts.
• Adapting to a New Way of Working: Shifting to a data-driven, research-backed approach required a cultural transformation across the organization. This new method of working took time to gain traction, as teams adapted to a more structured, insight-led process focused on continuous learning and customer empathy.
• Transition from Vendor-Led to Internal-Led Project: The initiative initially relied on an external vendor to drive progress; however, when the vendor failed to deliver the expected results, the project transitioned to being internally led. This shift required significant effort to rebuild momentum, align cross-functional teams, and establish trust in the process, while ensuring the initiative remained on track to meet its objectives.

Insights that Drove Transformation

Three years later, the impact of the Customer Journey Evolution (CJE) project is undeniable. Beyond solving immediate challenges, the project introduced a customer-first mindset and processes that continue to shape Abercrombie & Fitch’s success today.

Financial and Operational Impact

• Stock Growth: Increased from $11 in 2020 to over $80 by early 2024.
• Digital Revenue: Reached $2.2 billion in 2022, accounting for 47% of total sales (up from 39% in 2019).
• Profitability: Operating margins grew from 1.7% in 2020 to 8% in 2022.

Digital Transformation

• Higher Engagement: The new iOS app launch drove higher conversion rates, increased average order value, and contributed to a 300 basis point increase in repeat purchase rates.(2022)
• MobileApp Leadership: The mobile app became Abercrombie’s fastest-growing channel, with a 95% year-over-year increase in app downloads in 2022.

Brand Relevance

• Customer Connections: Repositioned to resonate with Millennials and Gen Z, boosting loyalty and brand perception.
• Social Media Growth: Achieved significant gains on TikTok and Instagram, amplifying relevance with younger demographics.

Cultural and Strategic Legacy

CJE fundamentally changed how teams approach design and research, embedding journey mapping and customer-centric thinking into everyday operations. Today, those frameworks drive innovation, ensuring Abercrombie adapts to evolving customer needs while delivering measurable results.

This project didn’t just deliver results—it set the stage for sustained success.

Reflection on the CJE Project

One key takeaway from the CJE initiative is the balance between breadth and depth in research. While the project ambitiously covered a wide range of touchpoints and customer experiences, this "mile-wide, inch-deep" approach to research created gaps in actionable certainty. The expansive scope provided a high-level view of the customer journey, but in many cases, the lack of deeper uderstanding of the "why" left room for varied interpretations of insights across teams.

Leading this initiative in 2023 was an incredible privilege. Its impact went beyond immediate outcomes, driving a broader cultural shift within the organization. It demonstrated the meaningful change that can be achieved when strategic ambition is balanced with a human-centered approach, and I am deeply proud of what the team accomplished.