American eagle who owns

Finance Home. Currency in USD. Add to watchlist. Amounts are as of December 31, and compensation values are for the last fiscal year ending on that date. Pay is salary, bonuses, etc.

Exercised is the value of options exercised during the fiscal year. Scores indicate decile rank relative to index or region. A decile score of 1 indicates lower governance risk, while a 10 indicates higher governance risk. Advertise with us. All rights reserved. Bean and Lands End. That same year, the Silvermans ran into some financial difficulties and sold a 50 percent stake in RVI to the Schottenstein family. Schottenstein Stores was founded in the early 20th century by E.

Also in RVI added 34 new stores to its existing Many of these were American Eagle units, as the company began that year to concentrate more of its resources on American Eagle, which was achieving rapid sales growth, than on Silvermans, whose sales were being hurt from increasing competition, particularly from discount chains. RVI also spun off to the Silverman family the store Help-Ur-Self chain, which had performed reasonably well but was not considered synergistic with American Eagle.

The company planned to aggressively expand its sole remaining chain by as many as stores over the following three years. It began to implement this plan but only after The Gap had approached RVI in early about buying American Eagle and after negotiations to do so had fallen through. Although the chain clearly had potential for growth, in the midst of the recessionary early s American Eagle was saddled with dated inventory that brought low profit margins.

With brand-name apparel increasingly being offered by various clothing chains, catalogers, and discounters, American Eagle was facing increasing competition. High management turnover also contributed to the chain's difficulties during this period. By mid American Eagle had grown to stores--not nearly the expansion rate envisioned two years earlier--and sales had stagnated. In a deal designed to position American Eagle for renewed growth, the Schottenstein family bought the 50 percent of RVI owned by the Silverman family, giving the Schottensteins full control of the company and its only chain.

The Schottensteins also hired Roger Markfield as president and "chief merchant. Under its new ownership and leadership, the chain was repositioned in to focus on private-label casual apparel for men and women, while retaining the outdoor-oriented look for which it was best known. It hired its own cadre of designers and began developing its own sources of merchandise.

The private label strategy was intended to position American Eagle merchandise as value priced. The company also began opening American Eagle outlet stores to reduce its inventory of out-of-season and branded clothing items. American Eagle's fiscal year was its best year to date, evidence that the repositioning was working. American Eagle went public as a store chain with nine outlet stores and locations in 34 states.

From July through December of alone, 55 new stores were opened. At the one-year anniversary of the IPO, nearly 90 new stores had been added. Unfortunately, several of these new locations were unprofitable from the time they opened their doors, and it became apparent that the chain had expanded too rapidly. Adding to the confusion at this time was a rapid succession of management changes. In early , Forman was named vice-chairman, with Robert G. Lynn, a one-time president and CEO of F.

Woolworth Co. Markfield being promoted to president and chief merchandising officer. Lynn, however, left the company in December over reported management differences. Forman, meanwhile, sold his 10 percent stake in American Eagle in early The company had decided to divest the outlets in order to concentrate on its mall locations, and it subsequently closed its remaining seven outlet stores. We care about our associates: we empower them, we reward them. We give back generously to the communities where we work and play.

We hold ourselves accountable to the highest standards and we do the right thing. We wisely measure and manage risk. We are polite and professional—always. It transforms stores into places of energy and customer delight. Our offices, design center and distribution centers hum with energy, activity and enthusiasm. We collaborate.

We engage. We adhere to a keen sense of detail. We are curious, enterprising and resourceful. Our associates embody entrepreneurial spirit, develop creative solutions and initiate change. We continually refine the unique processes that drive our business, and we use insightful research and analysis to balance our instinct and to guide our decisions.