American Eagle: Jeans, Genes, and Controversy

Welcome to We Fixed It. You're welcome. The show where we take over companies. You come along for the ride and we try to put them back better than we found them. Alright, American Eagle, what happened? You ran some ads that were at best unintentionally controversial and at worst very knowingly problematic. You alienated a lot of people, whipped up a lot of other people into a frenzy, your stock jumped 10% at least for a second, and you got the world's attention. So congratulations, I guess. And all this from a store that sells clothes at the mall. We're going to speculate on why you did what you did, why it ignited an international firestorm, and what will happen next. There's a lot of talk happening around this issue, so we're not the first to talk about it, but we've got our own take on it. Unlike Sidney Sweeney and that ad, we're not going to button up, we've got a lot to say. But we're not here to stoke the flames, we're here to fix the issue. We want to give everyone involved a chance to do better. There's a lot at play here. Is this one even fixable? I don't know. But if anyone can help us, it's Lola Bakari. She's an award winner, author, longtime marketing strategist, CMO whisperer, authentic human being. Tell everyone about yourself, Lola. Before those kind words, I like to think I'm mostly an authentic human being, but I'm someone who's passionate about, and this is where I want to sort of address the counter conversation happening, which is with everything going on the world, you all think this is important. Well, yes, I do think the messages that we put in front of children who are going back to school, millions of them about their self worth, their sense of belonging are important. So let's get that started first. And as somebody whose role my sphere of influence in the world is to try and help marketers do a better job of aligning social reputation and commercial impact, because we all know they go together. And when they're done well, they all work better together. My mission is to be here to be a voice of reason and inspiration, so that next time, a bunch of people who look like each other are in a room deciding what to do, they might make a better call. Well, Lola, you're the exact right person to be here. We're thrilled to have you on. And I've also been keeping up with your online responses to this very issue that we're here to discuss, and your perspectives are brilliant. And we're really glad to have you're in our corner today. Thank you. There were many inquiries this week, and yours was one of the ones that flew to the top of my list as a yes. Oh, thank you. Melissa, this one's yours. What's the story with American Eagle and give us some more context and maybe what's getting buried underneath all the noise. So before we dive in, let's set the scene. American Eagle Outfitters, aka AE, started back in 1977 as your classic mall brand by the early 2000s. It had become the go-to for teen denim, thanks to its affordable laid-back cool kid aesthetic, graphic tees, ripped jeans, and hanging out at the food court. That's what it was all about. But AE didn't just ride the wave. They expanded smartly. In the 2010s, they launched AE, their loungewear and Intimates brand. And that's where the magic really happened. AE rejected the airbrush supermodel look. We can have that as a topic another day, because now Vogue just talked about AI models, and lean into body positivity, real people, real bodies, no retouching. And it worked. 26 straight quarters of double-digit growth before the pandemic. Fast forward to today. And the picture's a little complicated. AE is now a $5 billion business, but it's facing serious headwinds. Mall traffic is way down, as we've discussed. About 40% of their stores are struggling. Class B and C malls, Gen Z, they're thrift shopping. I have Gen Z kids. They haven't bought anything that's not secondhand in over five years. Scrolling TikTok, buying from influencers, and living online. AE has been trying to pivot, closing mall stores, going off mall, running heavy promotions like this one. But it's squeezing margins. In quarter four of 2023, profits were down and discounting cut their margins to just over 34%. A very noticeable drop from pre-pandemic highs. But here's the real pressure point. Over 60% of AE's customers today are Gen Z. And Gen Z doesn't play around. According to Morning Consult, there are three times more likely than millennials to boycott brands over missteps. So when American Eagle rolled out their Sydney Sweeney campaign with the tagline, you've got the genes, we've got the genes, the internet cried foul over the leadest, even eugenics adjacent phrasing. It wasn't just about one bad ad. And it's about whether AE really gets the customer they're trying to reach today. I just shared what the ad was, social media backlash was quick. And it's been very interesting because what has American Eagle's response been and we'll get into that versus what some of the other brands that are parallel to American Eagle have done. So Levi's, wow, smart smartly had they now have an ad with Beyonce that says Beyonce has great genes, right? They EANS, right? So they're jumping on that. And Old Navy came in with a very beautiful group of all different shapes and sizes, colors, and kind of said the same thing about the, you know, kind of did something, a play on the words with with genes using the real genes like denim jeans and really kind of getting jumping on the bandwagon. So I think it's an interesting topic for us to try to fix today. And Lola, you have been fairly outspoken about your take on the situation. I would love for you to share some of your overall thoughts for us to start to dive in on culture, operations, marketing, all the things that we need to think about as we try to fix this. Absolutely. I mean, I think we need to start is the role of a marketer, right? I remember my very first marketing job fresh out of college. Now, I could have been a college athlete, but I wasn't. I knew nothing about the Gatorade core consumer. I knew nothing about the Gatorade sort of ecosystem. But what I was there to learn in the PepsiCo sort of training ecosystem of marketers was to de-center myself and learn about the person, the people that we are trying to market to and excite and engage. And I think it was actually a brilliant first placement of a role because the idea was nothing that I personally thought or knew really should have had anything to do with my approach to marketing this brand. And I think that's where we start to get really confused. This isn't about, and I'm not being aegis at all, but I'm just being factual, what middle-aged white men think about Sydney Sweeney. I really don't want to spend much time thinking about that quite frankly because of Odaji. But she's a beautiful model just like many models are. But the question is, does she, as an individual, given some of the backstory on her alignment with MAGA, we won't even go into that, but does she alone as one individual celebrity connect with AE's target audience as a whole? In a world where Generation Z and A are known to be the most diverse generations in history, especially at a company where, like you rightly said, they very much understand the connection point between inclusivity and business results. They've done it with Aaron. So what mystifies me is why they shift back to the other guardrail? Is it driven by wanting to appease the powers that be in Washington? Or is it driven by, unfortunately, what we're seeing across our industry in a lot of instances, is people wanting to go back to a comfort zone where those in charge no longer have to think about things that make them uncomfortable or that they don't really understand inclusivity being one of those things. So I think there's a lot of groupthink that can happen when you're not centering your actual consumer. And that's what we're seeing here. Like you said, it would have been so easy to take the gap approach. They did it five days. If you look at all of the responses on LinkedIn, people have immediately been brainstorming. This could have been so easy. Another play on genes and genes that represented more people. And not only is it the right moral thing to do, let's take that out of the window. I'm an NYU student MBA. Whether or not I believe capitalism is the best system for our economy, it's the one that we're in. And so if you're thinking purely from a standpoint of how do I grow my pie, how do I protect my market share, how do I mitigate some of the risks of continuing to decline that you spoke about so eloquently as far as their numbers, well, what do I need to do? I need to engage more people who might buy these genes. And most of the people who are loving this campaign, if you just look across social media, are not those people. Look at the responses to the brand posts. And I think that's one of the, without having a ton of data, which we're going to start to see folks who have access to tools who can actually show us the connection point between point of sale activity and this campaign in the coming weeks. What we don't know is whether this is actually commercially successful at. Mark Ritzen might have said that on his LinkedIn, but I guess in his mini MBA, they don't talk much about the fact that Wall Street doesn't determine what actually happens at the point of sale. And we're already seeing those stock prices in the last few days begin to dip consecutively day over day over day. We've seen red lines, red lines, red lines. That all of that doesn't even really matter. We need to see what happens in the next two or three months at the point of sale. And that is going to determine whether this was the right move for American Eagle Outfitters. My bet is going to be no. Target is a benchmark that showed us that moving away from anything inclusive is going to create a firestorm. We're not just even those people who don't feel represented aren't engaged, but also the majority of Americans who do want to have a unified society. So I don't even think they're just going to lose white consumers. I think they're going to lose consumers with empathy. And that's just, yeah. Kadeera, what do you think from a culture and what do you think the employees there at AE are thinking and how are they feeling about being in the middle of this firestorm? Yeah, I mean, I think so. So here's the thing if we back up a little bit and I'm glad we're talking about employees because I think we often forget that they are a key stakeholder, right? This is an opportunity for I think companies to really expand the conversation around how we talk about corporate social responsibility and who we have an obligation to. Most companies align their CSR strategies with their values and they're thinking about those key stakeholders. So as you said, their employees, the customers, of course, their shareholders, of course, right? The investors and things like that. But it's an opportunity for them to look at their values and make sure that it aligns with how they're showing up in society. Right now, so many companies, especially over the last, say, five years, have really been talking about this commitment to being ethical and inclusive and having these community-oriented practices. If that's the case, then they have to make sure that how they're showing up aligned as well. And so they absolutely have to be thinking about how is this going to resonate with our employees? Do our employees still want to work for a company that is putting out slogans like this? Because it's not just about their brand externally, it's also about their brand internally as well. And so when we talk about this conversation of, well, maybe they didn't know, maybe they didn't know that this was going to land this way with their employees. Maybe they didn't know that this was going to land this way with the customer. That's not cutting it anymore. Right? There's too many opportunities. There's too many frameworks out there. There's too many checks and balances to be put into place where they could have gone on a listening tour with their employees, with customers, done focus groups to really understand how it's something like this message really land. Because as we know, again, slogans, again, ads, all these things build your trust, build your reputation internally, externally, and it absolutely is going to impact your revenue. So yes, I imagine there is a significant impact with their employees as well. And let's also shine a light on what they told us. This is the part that it's kind of like, wow, there are PR people in the room. I'm really confused and we know that they were. I'm not saying anything that's not on the public record, but the PR firm shadow was in the room when this was being brainstormed. And I know that because a number of American Eagle Outfitters executives, including the CMO, went on a sort of very premature victory lap, the end of last week and into the weekend on how excited they were about this provocative and cheeky campaign that's really going to turn heads by referring to denim ads of the past. They used all this language, they're winking at each other. We really had fun with this one. They're pretty much telling us that they meant for us to go where we went, right? Because if it was just about a sexy girl, I'm not sure where the provocation is. Take away any of the words used around the ad, offspring, parents, you know, what was the sign off of the ad? My jeans are blue as they pan up to her eyes. These are all intentional decisions by people who are very smart and at the top of the game at their industry. So if their argument is, oh, we didn't think anyone would think anything provocative or maybe distasteful about this, then either they're lying through their teeth or they should immediately be replaced by the board with people who are a little bit more culturally literate. Yeah, well, it's troubling either way. If there's intentionality behind it and they ran with it and they got the desired result and they got it from the motivations that this is going to explode for the reasons that it did, that's challenging. Yeah, I mean, the arguments we're going to hear continue to come out are, oh, well, it's shop marketing. It works for Duolingo. We're just trying to sort of be a little cheeky and be a little shocking. But when you take that mindset and then you sort of forget the historical record, especially with everything going on globally right now, when it comes to the reverberation, I'm going to say it out loud and plainly like I did on the CMO's post, the reverberations of World War II were not even a generation of the reverberations of an actual attempt at creating genetic purity using eugenics. I'm not saying that AEO, that company that and their executives and their board were trying to start that movement happening. That's kind of how they're mocking the critique. Of course, we're not trying to eradicate. No, but if you're nodding to it, it's a problem. Why would we want to nod to something like genetic purity? When millions of people lost their lives within a generation or two due to those ideas actually being implemented, it's not funny. Yeah, I mean, I guess the question, I mean, we also want to talk about is when we think about how viral this is gone and how everybody is responding to it, everyone from who don't even have anything to do with AEO, but they're responding to it or jumping on the bandwagon is viral? Like this kind of guerrilla warfare and marketing, is it worth it? Or is that brand responsible for this action and their words? And where do we, where do you go from here? So like Aaron from like a brand and marketing perspective, they could say, oh, to your point, Lola, they're taking a victory lap because their name has all of a sudden become the most relevant thing, right? Supposedly. But like, is it worth it? So yeah. I mean, I think it's, and I promise myself, I would never talk about astronomer because it's just, but the reason why I'm going to bring it up now is it's a very good example of how not all attention is good attention, right? So when people are saying, oh, this ad was successful, everybody's talking about them. Well, everybody's talking about what's what's his name? I said Einstein, pretty sure Jeffrey, what's his name? Epstein. Epstein. Sorry. Yeah, I want to wipe him from the record of my mind as well. Everyone's talking about it. Is it between Epstein's out there selling Jean somewhere? No, he's not. He's a topic of discussion for all of the wrong reasons. I had someone share the Google Trans search results of American Eagle letter since, see, look, see how well this worked. Well, but does that translate to their business goals and no, it doesn't. So not all attention is good attention. Some attention is terrible attention. And we will not know how this is going to affect the business until we hear some official results of what this does to, you know, their their goals and their business results at the point of sale. And like you said, Kader, I think what this does to the attrition of their employees. Yep, absolutely. Well, look, I mean, 30, 50 years ago, you know, we weren't using the term cancel culture, for example, right? And all news was good news, right? Or there was kind of that idea, you know, all attention is good attention. But to your point, that's not the case anymore. We really have to acknowledge that cancel culture is a thing. Matter of fact, it's a tool, right? And it's not going away anytime soon. And from a company standpoint, this really puts corporate reputation on the line more than ever. And so while I think, you know, we can look at this and say, you know, is the consumer is the customer is the public overreacting, I think this is really an opportunity for us to acknowledge and for more companies to lean in and say, this is really about accountability. You know, we talk about, for example, Melissa in your opening, you talked about Gen Z and like how they demand, right? Again, you know, generations past might not have been that, you know, focused on accountability, it might have been more forgiving, but that's not the case anymore. And so I think companies that prepare, you know, to have checks and balances in place, they have those diverse voices at the table proactively not to do damage control, because that gets exhausting, that are prepared to listen and act with integrity, they can come back from that, right? And, you know, we can look for examples, right? You know, Lola, we can look for examples of where that's happened. But I think where companies will mess up is when they think that, okay, we can outsmart the public, we can outsmart the customer, we'll go ahead, we'll make a statement, we'll say what we think people want to hear, and then we're going to continue on to do what we want to do and give lip service. I think that's when it's going to be tougher to come back from something like this. Well, and in terms of, and, you know, the DEIB and inclusivity is not just a trend, it's a proven revenue strategy. So from an operational perspective and business perspective, it's a growth lever, brands that center on inclusion as strategy outperform their competitors. And that's across loyalty, engagement, spend, you know, we've talked about Fenty Beauty, you know, Rihanna's makeup with the 40 plus foundation shades. It's a $600 million brand now, capturing, you know, a very underserved, diverse marketplace, setting new industry standards. And so then you've got all these people kind of trying to jump on the bandwagon. You know, Patagonia is another example that's long embedded their core culture values, like environmental justice and fair labor laws into their identity. And that's not just about goodwill, that's about brand equity, right? So that's about the brand and their customer loyalty scores are 20 points higher than other outdoor apparel competitors. So there's a thought when you think about the strategy and these companies are not in it because they're nonprofits and they're trying to do good. Let's just get real, right? They're in it for profits. And with American Eagle losing profits from, you know, when you're when you're going, you're riding the rocket ship, right? And then all of a sudden you get you get hit to your point, Kedira, you know, cancel culture is real. Look, it's what what happened to Target. Look at what's happened to Tesla. Look at, you know, these are brands that are suffering not due to not having the same goods that they've always had, right? They're still selling the same stuff, right? But it's because of the their stance on, you know, eliminating some of these inclusive policies, you know, and them kind of bowing to the pressures of the current, you know, administration. And so I think that it's this is a very interesting place for American Eagle. And they need to think about like the long term, you know, repercussions of what has just happened because they are in the news. But like, we haven't heard Lola to your point, we haven't heard a really good response from them, right? We have been a response that has really want people to take away from our conversation today, if anything, brand leaders listening to this, you don't need to and certainly the PR team who helped you come up with this, please go to a couple different people than them. If I had to make a plug for a firm that is at a full service level, I would record right now it's worthy started by my friend Miles Worthington, who's the agency of record for to be when it comes to PR and communications. And I'm a partner with them. We do talks together at Cannery Air. And what they would, I would predict help this brand understand is that cancellation happens when you don't communicate. Yep. And I talked about this in my book, what we're calling being being canceled online is really also easily reframed as a call for conversation. We used to pay for focus groups. Now we have them for free. So what would it look like for American Eagle outfitters to start engaging in not all, but some of the more high profile comments on their brand post and say, we hear you, we're listening. Thank you. There's nothing more important to us than our fans feeling respected. And we're going to be going into the trenches over the next couple of days and weeks and figure out how we can make sure you all do feel respected. There was no apology there. I think legal would be fine with it. There were no promises. But what it is is just acknowledgement of listening. And that's what consumers really care about every day that they refuse to do that. And instead do what I call, there's three things, leaving us in suspense. We don't love that. Then there's the sort of defensive reaction, passive aggressive, putting up post up of an ethnically ambiguous woman who could harken ideas of Beyonce, then using her actual lyrics, which they did on a post, Levi's, Levi's, Levi's, or what was it, denim, denim, denim, kind of pulling from her song, Levi's, without, without attributing her. And that's the defensive response that we're supposed to resonate with. No, they should skip the suspense, don't leave us there. They should not be defensive. And they should quickly, quickly start to go into a place of repentance. That's what really is going to work. And that just could be as simple as starting a conversation, acknowledging that the people who buy their jeans are being heard more than the people on X who think this is a great way for us to move towards whatever it is Washington is trying to move us towards. I won't go into that. Yeah. Now, I totally agree, Lola, there's, there was a fault here. However, you look at it. If they, if they knew the repercussions, and they're appealing to the basis levels of our society, and let's just say they, that this was fully intentional to the worst degree, that's a problem. If they put it up, we know how these things work. Like you need a lot of consensus, you need a lot of sign off, you need a lot of oversight. If they had those checks and balances in place, and they ignored all the feedback and the signals and people internally, hopefully saying this is, if this doesn't appeal to me, this is wrong, I don't like it. And they went for it anyway. That's a problem. And if they thought this was a cheeky fun thing, and they misread the room of the, you know, what, what people would want to see from a brand, and they don't know their audience, and they don't understand the culture, that's a problem too. So by the time this comes out, there might be an official statement, they might do something very good and productive, they might stumble again, we don't know. But I believe you have to control the narrative around your brand. And the longer this goes on without them taking regaining control or saying something official, good or bad, we don't know how they stand and which, which of those faults they made, you know? Sunny Bannello of motto and I were quoted in an adage article about this yesterday, and I could quote something that I said, but I was really compelled by what she said, which was that paraphrasing, audience is now owned the narrative brands don't. So your, your responsibility as a brand steward is primarily listening far more than talking, it's primarily not reacting, but sort of regarding what you're hearing from the people who are in your target audience. And if you're not doing that, you're not going to last in that C-suite role very long. We look at someone like Corey, like if we're looking at an example of who does this best, right? The CMO of ELF beauty, they also have those growth, you know, year over year, month over month, like tremendous amounts of growth. And it's because they stay true to their mission of caring about every eyelid and face. They don't even use G when they talk about that. It is every eyelid and face. And so if American Eagle wants every, you know, bum body and person of Gen Z and Gen A age in their genes, they've got to start, start adopting a more inclusive approach that they already know how to do. Hello, Eric. Yeah. So, so if they admit, let's say in the next few days, they admit mistake to some degree, they said, we're listening. We, we, we did do something that we thought was in this, you know, we thought we were doing something and it turned out it was misinterpreted. It's not what the, the pushback of the internet detractors are saying, everyone calm down. They're not doing that. They're saying, yes, we did something wrong. Are there repercussions? Do, do, do, do people lose their jobs over this? Do they, what's, you know, what, what happens? Well, and I'd love to hear what everyone else has to say. I'm talking a lot. I don't think there have to be if it's done in the right way. And key Aaron, I think is to avoid, and this is a, we learned how to apologize in, in kindergarten, right? When you're apologizing to someone, you don't start with what you meant to do. I didn't mean to step on your toe. No, it's, I'm so sorry that I accidentally hurt you. Yeah. I really want to do anything I can to make you feel better. Yeah. I think I also think besides taking accountability, which I think is what is lacking here. We've talked about that. And I, Lola, I love when you say keeping us in suspense, right? Like, are they going to say anything? Are they not going to say anything? Right? You know, I feel like that's a huge issue right now. But I also think it has to go back to the beginning. So when we talk about the creative process, and I know Lola and Aaron, you can talk more to this than I can. I'm more on the operations side, but like, you know, they, we all need to have diversity in our decision making, right? Diverse perspectives, diverse expertise, so that you eliminate any blind spots. So I really feel like embedding those diversity, those diverse voices early, earlier on. And, you know, hot, you know, Lola, you mentioned, like, with the PR firms and risk consultants and things like that, that can help you earlier on in the process to empower the team to kind of know what's coming up. And yes, you want to take some risks. Let's get real. Like, there are some really, you know, fun campaigns out there that everybody has jumped onto. But really, like, what could go wrong? Auditing a big marketing campaign like this should have happened, right? Like, you know, you sit down and I know that, you know, in operations, when we're getting ready to launch a new product, right? We've been spending months and months and months building it probably a year, building it with our product teams, you do. Before launch date, you, you, you test it, you, you, you figure it out and you're like, okay, what are all the things that can go wrong? And then you have a war room of how you're going to address it. So like, for them to have this gone on for two weeks and not address it with something else, like it is, it feels, I mean, I'm feeling as a consumer and a client in the audience here, you're, you know, you're just eating your popcorn and just waiting for something to drop, right? So I don't feel like they need to, they need to really focus at the front end, just as much as at the back end on their response. Your professional team in operations has a lot to instruct. Like, you talked about building with, you're building with product experts, they should have been building with community. Oh, yeah, no, I look exactly that, right? Like, there's a DI framework, I can't recall the name of it for the life of me right now, but it basically talks about like, nothing, you know, for us without us. And so that that really should have been or should be most companies approach when they're thinking about, you know, inclusive practices and all those things. And we can talk about, you know, policies and training and all those things absolutely we can, which can help. But I think, yes, it's, it's earlier, it's in the building phase. I also think when we talk about having diverse voices at the table, it's important that we think about where that ranks in the decision making, right? Because we have to make sure, right, that yeah, we can talk about having diverse voices at the table. But if we want, have it empowered those folks to actually have a voice, make change, hold others accountable, and or they are not in positions of power to even do anything about the suggestions, the feedback, etc. Then we're kind of just, again, we're back to kind of that giving lip service, being performative, all the things. So I think it's this multi layered approach that has to happen. Because again, you know, it's one thing to kind of invite people in to the table. We talk about that being in the room, being in the table and all those things. But we also need to make sure that folks are in positions of power to make change. And furthermore, even those people who might be in positions of power that they're not going to be penalized for speaking up or trying to kind of, you know, put into practice some of the things that may not have been so popular that were raised at the table. Oh, my goodness, you are literally, literally, this is the thing that I always say this is the thing everyone needs to remember. This is the thing everyone needs to remember. We are not saying pepper your executive team with people of all different colors and backgrounds, and then have the same, you know, CMO at the top who may not have understood the importance of giving those people agency and control and responsibility. The person who could have said no to this needed to be someone with both or at least either a combination of the lived experience to understand what could have gone wrong and the professional experience. And by the way, that person can be of any ethnic background, right? That professional experience can come from someone who sought out the importance of having it, right? So we're not saying and also if somebody is, you know, a person of color who has been beaten down in silence throughout the course of their career, it's very easy for that person to be safer as a figurehead and not along and not actually say what they think when they're the only in the room. And it's not on that person to be the savior of the day. We put too way too much pressure on those individuals who are the only in the room to solve all of the problems. A brief example of this, I won't name the organization, but I'll just say they were involved in that book careless people that we all, if you haven't poured through it, you have to read it. I hope everybody, you know what I'm referring to the book about what went on and let's just call it better. I won't call it the company that is actually called. And this, the writer talked a lot about that and how when she started to speak out, that was what led to the downfall of her career. So I actually critiqued a women's history campaign that came out of the philanthropic arm of that, of that community. This was maybe two or three years ago, all documented on LinkedIn. And you know what the response was? Oh, well, the copywriter who we had through that newsletter was actually a black woman who had about a billion bosses on top of her, but they were so quick to throw her under the bus. She should have caught it. So yes, there are a lot of structural and workforce issues that me as a marketing expert won't get into, but there are so many people who can help these organizations work through that. And they really need to take this seriously because it wasn't a blip. It was a symptom of an illness that will continue to affect them if they don't address it. Absolutely. And so that I think, you know, that that's a really good point of it's not that we can't fix it. We know how to fix it. The question is, do we want to fix it? Do we truly want to fix it? Because again, we can have all the different policies, low to your point, we can have, you know, a person of color or a female CMO or whatever needs to happen. But do we truly want the solution? Or are we again just going to continue to be performative? And the reason, Kadyra, what you said about who is the true decision maker, right? Because having a diverse table table is one thing. But if the decision is only made by a very small subset, and they, you know, and to Lola's point, they can point the finger later on and say, well, y'all were there, but we didn't all get an equal vote. That definitely has, you know, or, you know, our feedback isn't being received, you know, and processed and digested the way we would hope it is. I mean, I think that's something that really impacts businesses today, right? Like, you know, I've seen it. I've, it's just a very, I've been a part of it. I've seen it and I've felt it. And it's just an interesting thing of how the tide has been turning and how we really need to be very, very intentional about how we move forward. And I think, you know, you know, I'm sure Erin, you're probably getting ready to ask us how are we going to fix a American Eagle? But it's, this is a complex issue. And it's not just American Eagle. I mean, this, they're bringing it to the forefront, but it seems like we're having these missteps so many more times. I mean, it's just, and it's dumb bounding to me that we have people that aren't taking accountability or can't see like where, you know, where they have a role in this, you know, I mean, I know, Lola, you brought up astronomer and we weren't going to talk about Coldplay, but like the fact that the CEO is going to sue Coldplay, really? Like, how is that even like, where is his mindset? Like, like, that's his mindset that I can sue the band for blowing my life up. And I'm like, but they had nothing to do with it. It was your life that you blew up yourself. So I don't know. I mean, I think that's the thing that you have to look at American Eagle and say, Hey, y'all made some choices. And now you have to live with that. And so how are we going? How are you going to move forward? And it's really, really interesting to me that, you know, like I just, you know, I said early on, but like, it's just being viral enough. Like, maybe it is maybe in their mind that is right. More think about it. I was a shareholder and astronomer. I've been hold on, hold on, hold on, hold on, hold up. That's high ticket, B2B product. You thought that blowing, who knows how many multiples of your quarterly or even annual marketing budget on getting Gwyneth Paltrow to make you feel cool about yourselves. Was a smart business decision? Like, run me my shares back, please. Because clearly I can't trust you all to make some decisions. The news cycle was ending. And I bring that up because so much of what, and you know, and I love Professor Scott Gallow in a lot of ways. He was my professor in business school. We disagree on some things. But one of the things that I think he always gets right is the agency problem between ego and really helps write economically for a business. So much of what we're talking about today has to do with brand ego. And that is driven by what I call corporate fragility. Yes, it is a play on the other type of fragility that we've been talking about a lot in the last couple of years. But when you're coming from that place of, oh my goodness, I would rather literally deactivate my LinkedIn and turn off my comments than hear anything critical about myself, even if it's affecting the economics of my business. Why are you the steward of that business? Yeah. Did your ego come into it? And when did your corporation become so full of people who are so entrenched in ego that they've created a massive one that's bigger than the sum of the parts of all the egos inside that lead it? Right. Right. Yeah. I think you should be able to do a public event with other people on your team and do something that could harm families. Right. Yeah. Just keep thinking. I keep thinking about, I don't think there is a tasteful way to do this campaign that they did. If they did, let's say it was full representation and they did the Benetton version, right? And then it's showing, look, our group of people, models have genetic superiority over you, our target consumer. That doesn't land right. Wow, there was the Dove real beauty approach, right? Yeah. But that was supposed to show every great in our genes. That's supposed to show everyday people, right? Yeah. Yeah. Isn't that who buys American Eagle Outfitters? Sure. But I'm saying if they take them, we want to show models in our genes, they look good to our consumers. And it was, you know, our genes collectively are better than your genes. That doesn't work. And they should have learned from the disruptors in this space who are doing it exactly the wrong way. You can say what you want about the Kardashians, but Good American is a perfect example of a brand where if you go on their website, they show their genes in every size range. They've invested in technology, which I'm sure is more expensive than just showing one model, you know, one pair of genes or even, you know, the two poles, like sort of the smaller size and the larger size, they have models in numerous sizes, modeling all of the genes, showing what they look like. It's again, about that transparency and acknowledging the reality of who your customer is and making sure that they know this is not just for them or them, but it's for all of you. And we are showing you that. Right. So does that work? If they have everyday people looking the way people do, and they say our genes are great genes, you know what I mean? I'm no copywriter. I'm not taking those jobs away from the folks who are really good at it. But I think that if in this 45 minute podcast, we can come up with something marginally better than what they did investing in months and, you know, tens of thousands, probably hundreds of thousands and coming up with the right creative, the right team could have come up with something masterful along these lines. And to be frank, I think it could actually have been a sort of counterpoint to the call it white wash, white washification of patriotism that we're starting to see. Because I personally reject that I'm a first generation immigrant. My parents came here from Nigeria had me here. I've got my blue passport. I was born at Howard Hospital in DC. And I consider myself way more American than anybody who thinks that the American ideal is just for people who look a certain way. Yeah, well, we are getting closer to our end digging time. And we it's time to fix it. So if let's just give ourselves the control over American Eagle. So we we messed up for a second. What are we going to do about it? Let's let's talk that out. And then we'll we'll see if we fix the situation. So this is our mistake. What are we going to do? Let's start. I mean, I think we've already mentioned this. I think that there's a need to be there's like three things they really need to be more strategic in in their actual creative process and other processes, operations from everything all across the board to be looking at the diversity table and really understanding how that impacts their growth. Because like I said, inclusivity is not just about that. It's about revenue. I also think that they need to respond. I think take accountability and have some sort of response to this. I'd like it to be that they don't have to respond to a negative or viral situation and that they're going to think about it more in the early stages and be more strategic and be more intentional. But right now, I think that to me it's hurting their brand by not responding in a way that is really addressing. I mean, they're the ones who put it out there. They need to address it. I would agree with that. I think, you know, the accountability again is a big piece. Again, we live in this society where, you know, folks are going to hold you accountable. The customer, the consumer is going to hold you accountable and look, maybe there are some groups, there are some groups we know that in fact, they're out there that like, hey, what's the big deal about this? Right? Don't lean into that. Right? You need to still acknowledge that there was an impact here around what you did. Again, it could be the difference between the company having, you know, going under and having a really tough next few quarters, more revenue and shares perspective or being able to bounce back from this. So I think I would agree with that with Melissa around the accountability and response piece. Again, I think they need to really ask themselves, do they want to fix this? And how are they going to empower folks to actually make decisions definitely next time? So not just kind of get into a room and, you know, say that we had diverse voices and diverse thought, but that we really did and we really did empower folks and we didn't, you know, I know this is a dirty word, but we know it happens, retaliate against folks when they did speak up because we know that that happened. And then finally, you know, I mentioned this at the top, but again, I think AE as well as other companies need to make sure when they are talking about corporate social responsibility, that it's not just kind of what we think is cool and sexy, but that it really does align with their values that they, and then in that case that they've got frameworks, that they've got policies, that they've got strategies in place to make sure that the say lines up with the do. I couldn't put it any more succinctly if I actually read, which I'm about to do, one or two sentences from AEO's actual value statement. You'll allow me. Our values are at the center of every decision, every product and every interaction. They represent the foundation of our real culture. We all have a vital role to play in creating an environment where everyone feels respected and empowered. While we continue to grow as a community that promotes individuality and difference. AEO celebrates the diversity of one through the inclusion of many. I'll repeat that line. AEO celebrates the diversity of one through the inclusion of many. Come in, be you. So I think they should take their own advice. The number one thing I would do is start to pull and interact with the people at the front lines of the organization, the folks who work in the retail stores. And then also I think very crucially, the social media team who are trying to handle this firestorm as quickly and as smartly as they can. What have they learned about what should happen next? Talk to them. Maybe they have better insights than the PR team that you have been working with. I would definitely evaluate my set of vendors and let them know what I'm not even, I'd never advocate for anybody to fire. I think everybody can be involved and changed. But what do they need to do to better be able to serve AEO's leadership at a time like this? And then thirdly, we've touched on this, but they need to avoid corporate fragility and what I call the the pho-po-logy. And a pho-po-logy is where you acknowledge it, but you meant to we didn't intend to, but this isn't me. This is Robert Livingston, a Harvard social psychologist. I quoted in my book, he talks about recognition, remorse, and repair. And they need to do those three things in order to move forward in a way that's going to be positive for all of their stakeholders, shareholders, primarily included. They are not pandering to the Wall Street day traders, I think. They're pandering to the people who want to hold their stock over a long term. And those are the people they should be thinking about when they're looking to course correct. Thank you, Lola. So if I'm getting it all, if they read their value statement and actually understand what they put out into the world, sit down with their employees and be active listeners and make decisions and make changes accordingly, admit harm was done for real and respond with accountability. If they make sure that there's representation with positions of authority and these types of decision making and before a campaign never sees the light of day, if they diffuse the noise that just quiet down, that's not a valid response. If they get ahead of that. And if they look at who their vendors and their supply chain and who's whispering in their ears and who's telling them to do these types of moves and they either make sure they get on board or get out of the way, is this a good playbook? Is this a good roadmap? Do we give them the ability to change and do you think they will? I'll start with Lola, I'll get you last. What do you say? Do we fix the situation? I absolutely think it's fixable, for sure. What about you, Melissa? Ditto. Agree. All right, Lola. I love a yes and and it's a yes and with one caveat. The thing we haven't touched on is the rise of this sort of, I don't know what you want to call it, romantic, romanticization of the past with Gen Z. Gen Z has never experienced it. What with the trads, wives, the cowboy culture, you know, that sort of millennial trend that if you're not thinking about it critically can say, well, we really are trying to appeal to them. So if they do everything we're talking about and then also from a number standpoint understand that while that movement might be loud, it doesn't have the numbers, then I think they'll be safe enough to say, hey, we can engage everyone, our genes are for everyone. Just like Bud Light said, our beer is for everyone. The next right move would have been to say also people who are transgender. And I hope that A.E. makes the right move and says, our genes are for everyone, you know, in a certain demographic, and we want them all to feel comfortable, not that we're going to alienate others in order to be for everyone. That's not a sensible argument. So it's a yes and they have a long road ahead, but with the right advice, starting with this podcast, I hope they all listen to it, you know, there's that there's never any brand that can't come back from a faux pas. My alma mater PepsiCo included. Okay, good. Well, I'm glad we gave them some building blocks. And that's taking us to the end of this one. I don't think it's the end of the story, though, no matter where you land on this, we certainly didn't fix all the societal undercurrents and tensions that led to this moment. But I think we did our best. Lola, you brought, you know, a ton of great advice. And I think we have to, you know, collectively, we have to talk about these things head on. Are they just simmer? This is not going to be the last time there's a societal trigger or a gut reaction to a brand that's just out there looking for attention and making the wrong moves. But no matter your perspective on this, if everyone brushes it off as sensitivity, instead of paying attention and having these kinds of conversations, then it's a moment lost. So I hope we did a little bit of good here. We did give American Eagle a chance to learn, do better next time and be better, whether they will, whether other brands will learn anything of value from this time will tell. But Lola, I do hope they listen. But if not to us, then to somebody. I want to thank, again, our amazing guests, Lola Bakari for coming on with us and sharing your wisdom. Lola, please tell the good people out there how they can hear more from you. My goodness. Well, you can follow me on LinkedIn. That's probably where most of my stream of consciousness is shared. And if you're not able to find me for whatever reason, the hashtag responsible marketing is a good way to look for me on LinkedIn as well. If you're interested in purchasing the book, that would probably be the best thing that you can do to help me continue to spread this mission. And please do subscribe to Aaron's podcast, because I think this is a very important, important platform to talk about real issues. And one of the ones I've enjoyed being on, you know, since I've begun promoting the book, quite frankly, the most. Thank you. And remind everybody the name of the book. Oh, it's called Responsible Marketing, How to Create an Authentic and Inclusive Marketing Strategy. You can go directly to Amazon or wherever your favorite books are sold. Book people, if you're one of the people want to buy from Independence. And of course, there are tons of link to it all over my profile on LinkedIn. Fantastic. Thank you, Lola. Thank you, Kadeera. Melissa, all you fixaholics, you never miss an episode. We're going to keep giving you more season two. If you want to catch up on anything, all episodes are at WeFixedItPod.com or wherever you get your podcasts. Thanks for listening. Keep being your best self, and we will see you next time. Bye, everybody. Thank you so much. We hope you enjoyed this episode of WeFixedIt. You're welcome. We go into every episode somewhat cold, and nothing we say should be construed as legal advice, financial advice, or anything that would get us in trouble. All trademarks, IP, and brand elements remain property of their respective owners.