Aug 10, 2015In 2008, American Apparel's senior-executive team faced a crisis. Throughout 2007 and 2008, the company had been opening stores at a fast clip, growing overall revenues immensely with same-store-sales lagging behind, but healthy nonetheless. After years of expansion, the writing was on the wall: with dozens of new stores spread out across the world, comparable store sales were flattening. By the end of 2009, American Apparel reported an 11 percent decline in comparable store sales. SML explains how the team looked at and ranked potentially disruptive technologies, and how it kept coming back to item-level RFID as a tool that could change the way in which it operated at a fundamental level.
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