Two years ago, Los Angeles-based clothing chain American Apparel was riding high. The company had grown from just 3 stores, 1,300 employees and just over $82 million in revenues in 2003 to 260 stores in 19 countries, nearly 10,000 employees and $545 million in revenues by the end of 2008, for a 5-YR compound annual growth rate of 46%.
Built on a foundation of affordable, American-manufactured stylish and well-made basic cotton apparel, such as sub-$10 t-shirts, founder and CEO Dov Charney turned a small wholesale business started in his college dorm room into one of the fastest-growing retailers in the U.S.
Using controversial marketing techniques like scantily clad barely-legal models posing provocatively on billboards, the company built a unique brand that was successfully competing on price and fashion with the likes of Gap and H&M. It boasted the largest garment-manufacturing operating in the entire country, employing nearly 4,000 factory workers in downtown Los Angeles who made between $12-$13 an hour and got medical benefits.
However, by the beginning of 2009 there were hints that cracks were starting to appear in the foundation. While reporting record results for the 4th quarter and full year 2008, American Apparel said it had to cut production due to liquidity issues and raised $80 million from British private equity firm Lion Capital.
Same-store sales, which had risen by double-digits every month since the company had gone public, turned negative in February 2009 as consumers severely cut their discretionary spending and cannibalization began to eat into growth at existing stores. The major turning point was September 2009, when 1,600 of its factory workers were terminated over questions about their legal status during an investigation by U.S. Immigration and Customs Enforcement (ICE). From there, things only got worse. Continue reading ‘The Stunning Rise and Fall of American Apparel’









