At this point, in the world of fashion, if a brand isn’t offering inclusive options — they’re on track to be left behind. Victoria’s Secret‘s rebrand exemplifies how consumers are driving companies to become more inclusive. Representation matters now, more than ever. But at what cost?
With an increased pivot towards inclusivity within the industry, there’s an aspect that can’t go overlooked. Fast fashion companies are continuously exploiting garment workers in underdeveloped parts of the world. At this point, if you indulge in fast fashion, you can be sure that the last look you pulled was created by someone who endured harsh conditions.
The truth is that brands are not being inclusive if their designs are built off of exploiting underserved communities. Finding work is competitive in these regions and workers are not able to leverage higher pay or better work conditions. Because of this, they often have to succumb to harsh conditions, for a barely liveable wage.
But, that’s not the only issue they face.
When COVID-19 hit, situations became even more dire, leaving garment workers without the severance pay they were promised. Unsurprisingly, Victoria’s Secret is among one of the companies who have done this, despite its rebrand centered on female empowerment. According to the Worker’s Rights Consortium, the organization is investigating over 200 factories for the same issue and there’s a total loss estimated between $500 million USD and $850 million USD, on behalf of unpaid workers.
If brands truly want to be progressive, every step of the creation process must be inclusive and humane. Without that, their inclusivity is purely performative.
Consumer Engagement in Digital Channels-TheMarketing Strategy of Victoria’s SecretTaylor Scruggs and Kaitlin ParsleyA.Context and Background Information1. Size, Product, and LocationVictoria’s Secret is part of the Limited Brands Company. It isbased out of Reynoldsburg, Ohio. Victoria’s Secret specializes inlingerie, swimwear, beauty products, sleepwear, hosiery, etc.Currently operating 1,017 stores in 49 states, Puerto Rico, andCanada, the company annually generates around$4,564,000,000 of revenue in their stores. Victoria’s Secretconsists of Victoria’s Secret PINK, Victoria’s Secret Beauty, andVictoria’s Secret. Victoria’s Secret Direct, their combination ofcatalogue andVictoriasSecret.com, generates an annualrevenue of $1,557,000,000. (Brands, L)2. Target MarketVictoria’s Secret’s target market is the middle classwoman, or a man shopping for a middle class woman. Theyexpanded on reeling in this market group further in the 1990’sby signing relatable supermodels, such as Tyra Banks, HeidiKlum, and Karolina Kurkova. As for capitalizing on the menshopping for women’s lingerie, the original intent whendesigning the Victoria’s Secret retail store was to make agentleman feel comfortable while shopping for lingerie forgifts. (Secret.Ezinemark.com) While their target market is themiddle class woman, Victoria’s Secret PINK line often attractspeople slightly outside of that market, such as the younger,college age woman. The bright colors, trendy prints, andyounger and smaller attire appeal to a more casual, laid backmarket than the traditional Victoria’s Secret line. The productselection of that line often inspires young teens and high schoolage girls to shop at the store.3. Value PropositionVictoria’s Secret capitalizes on value proposition byemploying some of the most beautiful, charming women in theworld. Models such as Gisele Bundchen, Miranda Kerr,Alessandra Ambrosia, Candace Swanepoel, Heidi Klum, Tyra