Costco: Defying Corporate Norms to Build a $250 Billion Powerhouse

In the latest episode of the Stirred Up podcast, the hosts embark on a comprehensive exploration of Costco, delving into the intricacies of its business model, cultural significance, and the mixed feelings it evokes among consumers. This deep dive highlights the company’s undeniable success, the allure of its private label brand, Kirkland Signature, and its values-driven leadership that sets it apart from other retail giants.

The Kirkland Signature Phenomenon

A significant portion of the episode is dedicated to the incredible success of Kirkland Signature, Costco's private label. The hosts marvel at the brand's high quality and value perception, which rivals and often surpasses established names like Starbucks and Gray Goose. With an estimated revenue of $56 billion, Kirkland Signature has become a powerhouse in the retail landscape, symbolizing Costco’s ability to offer premium products at accessible prices.

The Costco Experience: A Love-Hate Relationship

The hosts engage in a lively discussion about the polarizing shopping experience at Costco. On one hand, they appreciate the low prices and bulk buying benefits that appeal to savvy shoppers. On the other hand, they express frustration with aspects like the crowded warehouse environment and the sometimes chaotic checkout process. This segment invites listeners to share their own experiences, adding to the broader dialogue about what makes Costco either a beloved shopping destination or a necessary chore.

Values-Driven Leadership and Employee Welfare

Tracing Costco’s leadership philosophy back to founder Jim Sinegal and his mentor Sol Price, the podcast highlights the company's commitment to fair wages, employee well-being, and a long-term vision for growth. The hosts praise this approach, contrasting it with other retail giants that often prioritize short-term profits over employee satisfaction. The episode also touches on the potential challenges Costco faces from activist investors pushing for quicker returns, raising questions about the sustainability of its values-driven model.

The Cult of Costco

The discussion takes an intriguing turn as the hosts address the perception of Costco as a "cult." They analyze the intense loyalty and passion of Costco’s customer base, pondering whether this devotion is a result of clever marketing or genuine consumer psychology. The hosts suggest that while some might feel "duped" by this fervor, the widespread enthusiasm speaks to Costco’s unique appeal and ability to connect with its members on a deeper level.

Key Facts and Quotes

• Kirkland Brand Revenue: "The Kirkland brand alone is valued at... $56 billion. That's more than Coca-Cola. That's more than Nike."

• Costco's Industry Disruption: "I get excited when the industry is, like, slow down. You're doing too many right things... If you're disrupting enough and making the industry pissed off because you're successful, then I'm interested."

• Sol Price's Leadership Philosophy: "That philosophy of... like leadership is inspiring to me. I feel drawn to that. I feel that this is like a right approach."

• Costco Stock Price Growth: "Costco stock price was... $114 a share yesterday when I looked it up. It's up from $650 a share last January."

• The Cult Perception: "I think people do think it's a cult… Yeah, maybe that's why you feel like they're taking advantage of. Because someone is being duped into a cult like, okay, okay. But I think that's on them because I think we saw willpower."

Further Discussion Points

• Investigate the sourcing and quality of Kirkland wines through taste tests and research.

• Explore the potential tension between Costco’s values-driven leadership and pressure from activist investors.

• Analyze the effectiveness of Costco's membership model and its influence on other retailers like Amazon Prime.

• Gather listener feedback on their personal experiences with Costco, comparing both the positives and negatives.

This episode of Stirred Up offers a nuanced perspective on Costco, blending praise for its business acumen with constructive criticism of its customer experience. It invites listeners to reflect on the retailer's impact within the broader retail ecosystem and engage in thoughtful dialogue about its role in shaping consumer behavior and employee welfare.

Let us know your thoughts on Costco! Do you love the Kirkland brand, or are you overwhelmed by the warehouse experience? Share your stories in the comments of the podcast!

Chick-fil-A: A Phenomenon of Devotion and Debate

Chick-fil-A is a fast-food powerhouse that inspires both unwavering loyalty and spirited controversy. Celebrated for its iconic chicken sandwiches and legendary hospitality, the brand has cultivated a near-cult following, but its deeply rooted values have sparked heated debates.

The journey began in 1946, when founder S. Truett Cathy opened a small diner called The Dwarf Grill in Hapeville, Georgia. It was here that Cathy’s innovative approach to food began to take shape, driven by customer demand for quick yet high-quality meals. His pioneering vision led to the creation of the chicken sandwich, a boneless chicken breast pressure-cooked to perfection, served on a buttered bun with pickles. Simple yet revolutionary, this sandwich elevated fast food, offering a unique blend of flavor and efficiency.

By 1967, Cathy opened the first official Chick-fil-A in Atlanta’s Greenbriar Mall, laying the foundation for a brand built on exceptional service and a unique "closed-on-Sunday" policy. This decision, rooted in Cathy’s Christian faith, emphasized rest, family, and worship—a value that continues to define the company’s culture. Today, Chick-fil-A is renowned for its strong brand identity, focus on hospitality, and an iconic menu centered on chicken-based offerings.

Yet, the same values that endear Chick-fil-A to many have also fueled controversy. The company’s history of donations to organizations opposing LGBTQ+ rights and public statements from leadership have sparked passionate criticism, making Chick-fil-A a polarizing figure in cultural discourse. While some admire its commitment to principles, others question its alignment with modern values, igniting ongoing debates about business, ethics, and inclusivity.

So, the question remains: Can we clink glasses in appreciation, or are we closing the door on Chick-fil-A? Heather and Jessica dive into the conversation, exploring the nuances of this beloved yet divisive brand.

Starbucks at a Crossroads: Can the Coffee Giant Stay True to Its Roots?

In over 50 years, Starbucks has only reported losses during three distinct periods: the 2008 financial crisis, the 2020 pandemic, and now. Unlike the first two, this latest downturn isn’t due to an external crisis. Instead, it reflects internal challenges, including leadership transitions, cultural shifts, and strategic missteps.

Becoming The Most Recognized Coffee Brand in the World

Starbucks’ meteoric rise to a $36 billion giant didn’t happen by chance. Under Howard Schultz’s leadership, Starbucks built a brand centered on employees, experience, and coffee excellence. Known for its iconic green siren logo, Starbucks operates in over 80 countries and boasts a network of more than 37,000 stores worldwide. The brand is synonymous with premium coffee and café culture, revolutionizing how people consume coffee by creating an "experience" around it.

Partners First, Customers Second, Shareholders Last

Howard Schultz famously placed employee well-being at the heart of Starbucks' success, creating a culture that set the company apart. Progressive benefits were a hallmark of this approach; in 1988, Starbucks became the first major company to offer health insurance to gay couples. When entering China, they extended coverage to employees’ parents and grandparents, earning widespread cultural respect and favor with the government. Schultz also championed employee ownership with the groundbreaking Bean Stock program, launched before Starbucks’ IPO, which allowed even part-time employees to become stakeholders. This fostered a sense of pride and loyalty among the workforce. Further emphasizing this ethos, Starbucks refers to its employees as “partners” and uses lowercase titles, reflecting humility and unity. Even the CEO follows this tradition, introducing themselves as “partner for ## years,” reinforcing a culture rooted in respect and shared purpose.

Experience Over Transactions

Howard Schultz firmly believed that Starbucks was an experience brand, not a commodity, and he often cautioned against allowing technology to dilute that identity. While the mobile app has undeniably driven sales—accounting for 60% of U.S. morning business from rewards members—it has also come with unintended consequences. Schultz famously remarked, “The mobile app created unbelievable convenience but began to deteriorate the sense of community rapidly.” Beyond this cultural shift, the app has introduced operational challenges, including long wait times that deter potential customers from completing their orders. For Schultz, preserving Starbucks’ community-driven ethos was just as critical as its financial success.

Coffee at the Core

Starbucks built its empire by focusing on coffee, not positioning itself as a restaurant or general beverage company. Howard Schultz consistently emphasized that Starbucks was in the coffee business—a distinction that set it apart. Today, the company sources and sells 3% of the world’s coffee beans, a staggering feat rooted in its early model, which boasted an 80% gross margin with just five stores and a roaster. While 75% of Starbucks' revenue now comes from cold beverages, its mastery of coffee and commitment to customization remain key drivers of customer loyalty, proving that personalization is as much a part of the brand as the coffee itself.

So what will Starbucks do next? 

Starbucks faces a critical moment in brand history: Can Starbucks adapt without losing the soul of its brand?

Howard Schultz’s legacy proves that putting partners first, creating a community-driven customer experience, and staying true to coffee as its core product are what made Starbucks a global icon. Brian Niccol’s strategies may yield short-term gains, but they could erode the culture and identity that built the company’s $36 billion empire.

Coca-Cola: An American Legacy Turned Global Icon

From a humble health tonic created by an Atlanta pharmacist hooked on morphine in 1886 to a global powerhouse serving 1.9 billion drinks a day, Coca-Cola’s journey is one of constant reinvention. Fueled by bold innovation, iconic marketing, and a business model as refreshing as its beverages, Coca-Cola has become more than just a drink—it’s a symbol of global culture. Now, as the company uses it’s dozens of billion-dollar-brands to be a total beverage brand and deliver shareholder value, proving that even the most timeless brands must evolve to meet a changing world.

The Origins of Coca-Cola

Coca-Cola was invented by John Pemberton, a Confederate Army pharmacist in 1886, an iteration on cola-wine, as a non-alcoholic health tonic driven when Atlanta enacted Prohibition. Sadly, Pemberton died before he could see it become more than just a popular drink in his hometown. After Pemberton’s death, Asa Candler acquired the company for under $2,300 and launched it into a national brand, leveraging bottling partnerships and advertising to fuel growth.

Early Brand Evolution

For over 20 years, Coca-Cola was marketed as a health tonic, a cure-all beverage that captured the imagination of consumers. From its creation in the early 1880s until 1903, the company leaned into its medicinal reputation—an era when the formula still included cocaine as a key ingredient. By the turn of the century, Coca-Cola shifted focus, removing cocaine from its recipe and embracing its place as a popular soft drink.

By 1911, Coca-Cola's marketing power was undeniable, boasting an annual advertising budget of $1 million, an impressive sum for the time. This investment in branding helped Coca-Cola cement its place as a household name.

At the same time, a surprising partnership was brewing. Monsanto—yes, that Monsanto—began supplying caffeine to Coca-Cola, extracting it from waste tea leaves. The relationship was crucial; Coca-Cola became Monsanto's largest customer, with payments from Coke helping to keep Monsanto’s operations afloat. Years later, when Coca-Cola introduced caffeine-free Coke, Monsanto protested the move. But as Coca-Cola leader Robert Woodruff reportedly shrugged, "Hey man. It’s business."

Today, caffeine in Coca-Cola comes from a mix of coffee and tea waste and some petrochemical solutions sourced from China—highlighting how even a simple ingredient has a complex story.

Meanwhile, leadership changes shaped Coca-Cola’s next chapter. In 1916, company owner Asa Candler—having been elected mayor of Atlanta—stepped away from day-to-day management. Just a few years later, in 1919, Candler handed most of his Coca-Cola stock to his children. In an unexpected twist, the family sold their shares to a group of investors led by Ernest Woodruff. The deal, valued at $25 million (nearly a billion dollars today), marked a hostile takeover and the start of Coca-Cola’s rise as a globally dominant brand.

From health tonic origins to an advertising juggernaut and a story full of twists, Coca-Cola’s history is as effervescent as the drink itself.

National Expansion

In what was undoubtably the biggest mistake of CocaCola history, Asa Candler underestimated the future of Coca-Cola consumption. In 1899, two Chattanooga lawyers, Benjamin Thomas and Joseph Whitehead, bought the rights to bottle Coca-Cola for just $1. Asa Candler, Coca-Cola’s president, in what was a move believed to just rid the lawyers from his office, sold them the rights to bottle with no end date to the contract. By the 1920s, over 1,200 bottling plants existed, turning Coke into a nationwide phenomenon.

Coca-Cola earned profits by selling syrup, not the final product. And since the bottlers now had access to the end customer, they could control the price, not Coca-Cola. To maximize revenue to Coke rather than the bottler, they worked to keep Coke at 5 cents. Massive advertising campaigns plastered “5¢” across the nation, cementing the price in consumers’ minds.

When vending machines arrived, they were designed for nickels only. Converting them to take dimes seemed excessive, so Coca-Cola even asked the U.S. Treasury for a 7.5-cent coin—to no avail.

Watch the whole conversation:

Anheuser-Busch: The Brewing Empire That Revolutionized Beer

Anheuser-Busch’s journey from a struggling Missouri brewery to a global brewing titan is a tale of bold innovation, savvy marketing, and dramatic corporate intrigue. Founded in 1860, this American icon reached remarkable heights, faced Prohibition, family drama, and a $52 billion hostile takeover. Today, its story is a compelling blend of resilience and reinvention.

From Spit-Takes to National Success

In its earliest days, Anheuser-Busch was hardly a household name—let alone a respected one. Purchased in 1860 by Eberhard Anheuser, a German-born soap manufacturer, the brewery struggled to impress customers. Legend has it the beer was so bad that patrons spat it out across the bar.

Everything changed when Adolphus Busch entered the picture in 1861. The ambitious German immigrant married into the Anheuser family, bringing vision and innovation. Under his leadership, the brewery pioneered pasteurization, extending beer’s shelf life and enabling nationwide distribution via refrigerated railroad cars.

Busch wasn’t just a brewer—he was a revolutionary, transforming beer from a local product into a national commodity. His innovations helped make Budweiser the first true American beer brand.

Brewing a Brand: Marketing Mastery

Adolphus Busch’s genius wasn’t limited to logistics; he understood the power of marketing. Inspired by European pilsners, he created Budweiser, a name carefully chosen for its association with quality despite no real connection to the Czech town of Budweis.

He also turned beer branding into an art form. From bar posters to iconic giveaways like the "Custer’s Last Fight" lithograph, Busch blanketed saloons with Anheuser-Busch imagery. By the late 19th century, the brewery wasn’t just selling beer—it was selling a lifestyle.

Surviving Prohibition: Reinvention in Crisis

Prohibition, which devastated the beer industry, could have ended Anheuser-Busch. Instead, the company diversified, selling brewer’s yeast, malt extract, and even ice cream. Its resilience paid off in 1933, when Prohibition ended. To celebrate, the company introduced the Budweiser Clydesdales, which paraded down St. Louis streets delivering beer. The Clydesdales became an enduring symbol of the brand’s legacy and Americana.

A Family Empire, Derailed

For generations, the Busch family ruled the company, expanding internationally in the mid-20th century and solidifying Anheuser-Busch’s position as the largest brewing company in the world. But the dynasty was far from peaceful. Family feuds, scandals, and public mishaps, like August Busch IV drunkenly bungling a company speech, hinted at deeper cracks.

The final blow came in 2008, when InBev, a Belgian-Brazilian brewing giant, launched a hostile takeover. Despite resistance, the family ultimately sold the company for $52 billion, marking one of the largest cash acquisitions in history.

The Aftermath: Cost-Cutting and Controversy

InBev’s ownership brought sweeping changes. Cost-cutting measures slashed employee perks, from free beer to baseball tickets, and laid off thousands. Even the Budweiser Clydesdales weren’t spared; their marketing role was scaled back to focus on younger audiences.

While the company’s stock value tripled between 2009 and 2015, critics argued that the soul of Anheuser-Busch—its employee-centric culture and American identity—was diminished.

What’s Next for an American Icon?

Anheuser-Busch’s story is a testament to resilience and reinvention. Its innovations revolutionized brewing, its marketing reshaped beer culture, and its family drama captivated the public. Under InBev, it remains a dominant player in the global beer market.

Yet questions linger: Can Anheuser-Busch maintain its connection with American consumers under foreign ownership? Or will it become just another corporate giant, disconnected from its storied past?

Only time will tell whether this brewing legend will rise again or settle into the annals of history as a tale of innovation, ambition, and the cost of success.

Watch the full episode.

The Impact of Dollar General on Rural America

There are more dollar general stores than there are Walmart, Target and Starbucks combined

Dollar stores, particularly Dollar General, have become a staple in many rural communities, offering convenience and affordability. However, beneath their low-price allure lies a complex web of ethical concerns impacting employees, communities, and the broader economy. This podcast delved into these issues, shining a light on the business practices and challenges posed by these discount giants.

Making Rich People Richer at Expense of Employees and Low-Income Communities 

Dollar General maximizes profit margins primarily through its very successful private label brands but the profit and success at scale is used to pay their executives millions — sometimes hundreds of millions of dollars— at the sacrifice of the health, safety, well-being and overall fair pay of the employees who run the stores. 

The company targets rural and underserved areas, filling a gap left by larger grocery chains. While their convenience and affordability are undeniable, their presence frequently disrupts local economies. Small, independently owned grocery stores struggle to compete, leading to closures and limited options for residents, replacing a well-balanced set of nutrition options with Dollar General’s sugary, processed food options. 

Unsafe and Hazardous Working Conditions

Dollar General's workplace practices have drawn significant criticism. The Occupational Safety and Health Administration (OSHA) has repeatedly cited the company for safety violations, designating it a "severe violator." Despite millions of dollars in fines, Dollar General seems to treat these penalties as a cost of doing business rather than an incentive to improve worker conditions.

Examples reported through publications like Bloomberg tell stories such as employees being forced to handle merchandise contaminated with bird droppings. These incidents illustrate a troubling prioritization of profit over employee health and safety. The negligence is simply a part of their strategy. 

Stark Wage Disparities

The disparity between executive compensation and employee wages at Dollar General is staggering. The company’s CEO has reportedly earned $200 million in compensation over seven years, with an additional $156 million to entice him out of retirement. In contrast, the median hourly wage for Dollar General employees is just $9 an hour and less than $20k a year.

This disparity has sparked outrage and action. Activist shareholder groups are urging the SEC to investigate these practices, pushing for more equitable compensation policies and greater accountability.

Dollar Tree: A comparison

While Dollar Tree operates in the same discount retail space, its business model diverges from Dollar General’s. Dollar Tree maintains a consistent price point of $1.25, focusing on a narrower range of products, particularly seasonal items. 

However, Dollar Tree is not without fault. The company does not commit to a minimum wage policy, and its median employee salary was just $14,000 in 2022, highlighting the broader industry trend of undervaluing frontline workers.

The Call for Ethical Consumerism

How do consumers make ethical choices when faced with companies like these. At StirredUp, we grappled with this, acknowledging the end answer is not easy and likely not binary. 

Dollar stores undeniably serve a purpose, especially in rural areas where affordable shopping options are limited. However, we ask listeners to go in with eyes wide open and make thoughtful considerations about ethical implications of where you shop.

By raising awareness, advocating for better worker protections, and making informed purchasing decisions, individuals can help push for positive change in the industry. Supporting local businesses, when possible, and demanding greater transparency and accountability from corporations are small but meaningful steps toward a more equitable retail landscape.

What do you think about where your dollar goes? 

There are more Dollar General stores than there are Walmart, Target and Starbucks combined. They target rural populations with little substitutes. Let's discuss the implications of Dollar General to rural America.

The Shein Story: The Rise of Fast Fashion's Most Controversial Giant

In the world of fast fashion, Shein has quickly become one of the biggest names, but its success and practices have stirred significant debate. What are the ethical implications of Shein? 

A Quick Look at Fast Fashion

Fast fashion revolutionized the clothing industry by trading seasonal collections for constant, high-speed production. Zara’s parent company pioneered this approach in the 1990s, launching new items every couple of weeks instead of by traditional seasonal cycles. Brands like H&M and Forever 21 soon adopted this model, and the trend accelerated in the late 2010s with the rise of “ultra-fast” fashion brands like Asos, Boohoo, and Fashion Nova. 

Enter Shein, which has taken “ultra-fast” to unprecedented levels. Many have called it Fast Fashion 2.0 and experts question if brands like Zara can even compete. 

Shein’s Meteoric Success

Today, Shein is a global powerhouse, shipping to 220 countries, with the U.S. as its largest market. In June 2024, it even overtook Amazon to become the top shopping app on iOS in the U.S. and holds this position in over 50 countries. Investors project Shein’s growth will continue at a staggering rate, with the company valued at $100 billion and expected to bring in $32.5 billion in revenue by the end of 2023.

Unlike competitors such as Fashion Nova and Missguided, which release about 1,000 new styles each week, Shein can release even more while producing items in smaller quantities. By working with smaller workshops that receive orders in real time, Shein can rapidly test new designs and scale successful ones while keeping unpopular items off shelves. This system resembles the gig economy, with orders sent directly to factory managers' phones in an “Uber-like” model. Unlike many other brands, Shein remains fully online, with no brick-and-mortar stores.

The Mysterious Founder Behind Shein

Despite Shein’s high profile, its founder, Chris Xu (also known as Sky Xu), maintains an enigmatic presence. Born in Shandong, China, Xu worked in SEO and digital marketing before launching Shein in 2008. Though some reports indicate he attended George Washington University, most evidence suggests he graduated from Qingdao University of Science and Technology. Rarely photographed, Xu’s online presence is so scarce that even company employees reportedly would not recognize him. This elusiveness has fostered significant mystery, adding to the intrigue around Shein’s leadership. Most of his employees wouldn’t even recognize him. Why the ultra mystery? 

Shein’s Unique Business Model

Shein’s business model leverages a direct-to-consumer approach with outsourced production. The company works with around 5,400 third-party manufacturers, most of whom are located in China. This is a STAGGERING number compared to other common brands — Good American has a single source; Levi’s works with 650 manufacturers; Patagonia getting it down to around 100. 

SHEIN

To control costs, Shein uses on-demand production, rapidly increasing production of popular items and ceasing production on slow sellers. This approach minimizes inventory waste and keeps costs down, but also raises concerns about the working conditions of the small suppliers Shein relies on.

SHEIN

One notable practice is Shein’s use of a U.S. tariff exemption called the "de minimis" provision, which exempts packages valued under $800 from import taxes. By shipping small, individually addressed packages directly to the consumer instead of to a warehouse, Shein capitalizes on this exemption, bypassing major warehouses and avoiding inspection under the Uyghur Forced Labor Prevention Act (UFLPA), a loophole that has sparked controversy. This typically lengthens shipping time significantly but consumers are willing to look past it for the ridiculously cheap apparel. 

SHEIN worker

The Data-Driven Machine Behind Shein’s Designs

Shein’s ability to analyze and respond to trends is a critical advantage. Using an in-house algorithm, the company mines data from its own customer base and social media to track trending styles. The design team uses this information to create new products quickly, with an impressive pace of 500 new items added daily. If a style proves popular, Shein increases its orders; if it doesn’t, they quickly phase it out. This quick turnover is a primary driver of Shein’s success, as well as a reason for its reputation as a bargain retailer with constantly refreshed inventory.

Shein also encourages engagement on its app, rewarding users for actions such as checking in daily, watching live streams, and participating in outfit contests. This approach has helped build a loyal customer base, especially among young consumers. In a 2022 survey, Shein was the second favorite e-commerce site for American teenagers.

The Future of Fast Fashion

Shein’s success stems from its ability to blend data-driven production with consumer engagement and ultra-fast fashion cycles. But the company’s rapid growth and dominance in the fast fashion world raise questions about the long-term sustainability of its practices, especially given the environmental and ethical concerns inherent in its model.

As Shein moves forward, its strategy will likely continue to evolve in response to regulatory pressures, consumer demands for transparency, and ongoing scrutiny of its labor practices. Whether this “fast fashion 2.0” giant can continue to scale while addressing these issues remains to be seen, but one thing is certain: Shein has reshaped the fashion industry in profound and lasting ways.

From Exclusion by Design to An Inclusivity Empire: Abercrombie & Fitch’s Transformation

Picture it: the early 2000s, malls buzzing with teens, the unmistakable scent of Fierce cologne wafting through the air, and the iconic moose logo as the badge of the beautiful people. Abercrombie wasn’t just a store; it was a status symbol, a gatekeeper of a very specific kind of “cool”—one that was young, white, and unapologetically exclusive.

I can still smell it. I was fully bought in, too. I loved everything it represented. I wanted to be all of that. But it wasn’t until preparing to discuss the brand on Stirred Up that I knew the real history. 

Jessica posing with an Abercrombie & Fitch model on Fifth Avenue, New York City. Photo cred: mom

The Brand Built on Elite Exclusion

Enter the reign of Mike Jeffries, the CEO who wore his mission on his sleeve—and maybe on his overly tanned face. Abercrombie was for the elite, and Jeffries made no apologies for it. With half-naked models outside the store entrances and clothing sizes that whispered “only for the skinny,” the brand embodied an ideal that was both aspirational and deeply toxic.

When Heather and I discuss this time on our podcast, Stirred Up, we reflect on the era where we wore our Abercrombie polos with pride. The memory ignites a mix of nostalgia and disbelief. The brand provided a first taste of “casual luxury,” the airbrushed abs of the in-store models (because they were hardly store staff, right?) comes to mind but we certainly remember the feeling of being on the edge of the invitation. Were we good enough to be here?

What we didn’t know was the alleged behavior of CEO, Mike Jeffries during his 20-year reign and the true damage it did to models, staff and innocent aspiring models.

In the podcast, we discuss the BBC podcast that spend 2 years uncovering the alleged criminal behavior, supported systematically within A&F leadership, that occurred during his entire reign as CEO. It’s horrific. It makes me sick. This man needs to be held accountable. And I’m really not sure I have more words for how I feel about what I learned.

Abercrombie’s Transformation Revealed

But every good story has a phoenix rising from the ashes, and Abercrombie’s rebirth is as dramatic as its fall. Enter Fran Horowitz, the modern-day power-house CEO who agreed to revive the what was considered the most hated brand in America in 2015.

As most women are called to do as a CEO, she would be required to rebuild the brand from the ground up. (Vox)

Forget exclusion. Under Horowitz, Abercrombie’s new core values are the antithesis of exclusion. Today, the brand is no longer about selling a dream that only a few could live. It’s about celebrating everyone, embracing the real diversity of those who walk through its (less intimidating) store doors.

The brand made waves — and profits — with its inclusive sizing, including the wildly popular “Curve Love” denim, reminding shoppers that beauty doesn’t come in a one-size-fits-all mold. The “customer muse” strategy—the idea that Abercrombie should cater to its audience rather than dictate who gets to wear its clothes—was another masterstroke. This customer-centric approach was like a breath of fresh air, washing away the cologne-choked exclusivity of the past.

Half of A&F profits come from online today.

• Q1 2021 was the "group’s best second-quarter operating income and margin since 2008, with sales exceeding pre-pandemic levels."

• Q1 2024, Abercrombie reported “decade-high” first-quarter net sales and increased its outlook for the rest of 2024.

Holla!

And let’s not forget sustainability. Sure, Abercrombie isn’t perfect, we discuss the transparency Abercrombie has with lingering challenges. These challenges are not unique to A&F, they are commonplace throughout the entire textile industry.

Transparent about ethical sourcing, recycled materials, and the uphill battles of responsible forestry, the brand is making strides. It’s not just talking the talk—it's trying, and that’s more than what could’ve been said in its old, exclusion-driven era.

In the end, do we toast to the brand? Or is it closing time? Take a listen to find out

The Power of Fit: How Emma Grede and Khloe Kardashian Are Changing the Denim Game

Which brand generated $1 million in its first day, setting a record as the most successful denim launch in apparel history?

Of course it belongs to a Kardashian. But Kardashian is only part of the story. 

Good American started as a vision by Emma Grede. The vision wasn’t just about selling jeans; it was about giving women something they had long been denied—denim that actually fit, without compromising on style. Good American wasn’t just selling clothing; it was selling empowerment.

Emma Grede, a seasoned fashion marketing professional, recognized a glaring gap—a lack of stylish, well-made jeans for women of all sizes. With an eye for both the market and cultural trends, Grede reached out to Kris Jenner, not merely with a business proposal, but with a vision—a vision for a brand that would transform the way women experience denim. It was a story destined to go beyond the typical fashion narrative, one that started with an unexpected partnership between Grede and Khloe Kardashian.

Grede’s pitch, tailored for Kardashian, was as bold as it was insightful. She saw in Khloe an advocate for body positivity and someone who had publicly championed self-love and inclusivity. Together, in 2016, they founded Good American, a denim brand that dared to be different, with size inclusivity and body positivity at its very core. Offering a range from sizes 00 to 22, Good American made a statement not only in fashion but in culture: every woman deserves to feel good in her jeans.

The brand today boasts an estimated $155 million in revenue but a combined retail and direct to consumer (DTC) that gives it a growth platform that may be unmatched by other modern textile brands, specifically within the denim category. 

DTC accounts for 40% of the brand’s revenue, underscoring the success of a business model that embraced both accessibility and digital reach. But the leaders know that customers need to experience the product in person to understand the innovation they’ve provided the market. They also partner with retailers like Nordstrom and have even stood up their own storefronts in recent years to further capture share of converted buyers. 

Good American is uniquely working with just one supplier of denim. There is not a textile brand I’ve observed yet that has made this move. Most work with hundreds of textile suppliers. The advantage here is extremely high standards and confidence of sustainable sourcing and safe labor standards. 

On the flip side, Good American is only a $155 million brand compared to the $14 billion of Levi for example. Will the supplier be able to scale with Good American? What kinds of supply chain constraints do they find themselves at risk of in the future with this model in place. 

It will be yet to be seen. But the clear answer is that we will see the future where Good American is a real competitor to billion dollar fashion brands. 

Can we clink to Good American? I think the answer is obvious. But take a listen to the podcast and find out anyway. 

Riveted in Time: Pivotal Moments in Levi History

It was 1873. It was the peak of California’s gold rush. A woman entered the local miner and cowboy outfitter store owned by Levi Strauss. She expressed that her husband’s dungaree pockets routinely ripped under the strain of hard labor as a gold miner. Wasn’t there something that could be done? He happened to be working on a saddle rivet. So he applied a metal rivet to dungarees, improving the durability to withstand the strain by laborers and cowboys. And history was made. 

The dungarees were quickly popular, creating a statement for wealthy visiting Easterners of an icon of the western cowboy. They became a statement. Denim-wrapped rebels, Hollywood stars, and everyone chasing a piece of the American spirit made Levi’s their own. The brand flourished through decades, becoming synonymous with individualism and resilience.

More than 100 years of business does not come without struggles. The 2000s rolled in, Levi’s found itself in a slump. Denim had lost its charm for many, as comfort became paramount. The company, struggling to remain relevant, needed a spark to reignite the brand.

On a night out at a nice restaurant with his wife, the new CEO of Levi’s in the mid-2000’s observed women wearing leggings and the fashionable acceptance of such apparel was mystifying him. His wife explained how uncomfortable jeans are. Any woman can relate — just listen Heather’s commentary on the topic! 

The simplicity of her insight was undeniable. Levi’s decided to focus on the untapped potential: comfort. In 2015, they launched a new line of women’s denim designed to rival the flexibility and ease of leggings—stretch denim that gave without sacrificing style. It was a gamble, a radical departure from the traditional stiffness of denim. But it was exactly what Levi’s needed to adapt, and the gamble paid off. Women flocked back to Levi’s jeans, and the company saw eleven straight quarters of growth.

The StirredUp take? Women are the quiet force behind Levi’s existence, not just its success. It’s a story not of grand strategy but of being present, listening to whispers of change, and taking risks to evolve, forever riveted into the history of American fashion.

And Levi is not done. At the force behind yet another powerful woman, Levi is at front stage with a huge partnership, product and content deal with superstar, Beyonce. 

Google Trends Interest after Announcement of Beyonce Partnership