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American Eagle Promo Codes 2017

American Eagle Promo Codes for September 2017

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Sign up for AEO Rewards to get access to member-exclusive sales and deals! Scroll to the bottom of the homepage and click "AEO Rewards" to sign up. Treat yourself to huge savings when you shop this special offer from American Eagle! Refer to site for offer details and limitations.

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How To Get A 15% Off Coupon

When you sign up for AERewards, you'll get a 15% off AE coupon the month of your birthday! Click to go to the website, then scroll to the bottom and click "AEO Rewards" to sign up. We have tested and verified the American Eagle deal and it works.

All American Eagle Coupons and promo codes listed on our website are free. To use a American Eagle coupon or online deal click on the link next to description to go directly to the store website. We have 2 american eagle coupons for you to choose from including -8 coupon codes, 8 free shoping codes and 2 deals. To help you get the best deals, any new discounts and free shipping codes will be listed here as soon as they're available. You can save as much as 50% off your purchase with one of their coupons. Latest offer: "Up To 40% Off". In the last day, 0 promos have been used. The last time an offer was used was Jul, 24, 2016. Check the below american eagle redemption codes in 2017 to save an average of 25% discount and get promo code or another free shipping code/discount code that works at! Some times Coupons are marked expired and show in this section but actually these Coupons are still valid and works, so do not forget to try a Coupon below if none of the above offers worked for you.. Do you have a coupon or promo code that we don't? Help other «American Eagle» shoppers by submitting your promo code here.

How to use American Eagle promo code?

If you had the chance to get the things you need cheaper, would you take advantage of this chance? Why spend more than necessary when you can use promo codes to access discounts for your favorite products and save money? In the following lines, you are about to find out how to use American Eagle promo code. By spending just a few minutes of your schedule, you will not only receive the code, but also all the instructions you need to use it right and enjoy a discount. Even if you never used promo codes before, it will be extremely easy if you follow these 3 simple steps. In case you do encounter issues with using your online discount coupons, do not hesitate to contact customer service.

  • STEP 1: Browse through the online store and find the item you want to purchase. Once you found it, making sure it fits all your requirements, just add it to your shopping cart. Also, make sure that the item is eligible for the application of the discount code, because some offers of may not be cumulated. In case the product is precisely what you need and there are no issues with using the promo code for purchasing it, proceed towards closing the purchasing process.
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How American Eagle Outfitters is using geo-location to win the battle for the customer (webinar)

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Join us for this live webinar today at 10 a.m. Pacific, 1 p.m. Eastern. Register here for free.

Joe Megibow is Chief Digital officer of American Eagle Outfitters, responsible for digitally-enabled customer experiences across all channels and touchpoints. VB recently caught up with Joe to ask how geo-location, omnichannel and predictive analytics play in American Eagle’s digital strategy.

Chief Digital Officer isn’t a common title. What does it mean in the context of your work at American Eagle?

The whole notion of a Chief Digital Officer is a rather recent occurrence. It’s one of those titles that was sort of spontaneously invented and means different things to different people.

The common thread is digital transformation, so you find CDOs in traditional companies that are trying to become digital companies. There’s many different versions of the role, from a pure strategy function to very tactical hands-on. The thing to keep in mind is that the word digital in the title isn’t just a euphemism for ecommerce, it’s about how you view digital holistically across the organization.

To give an example, whereas only about 15% of our sales happens online, if you normalize between in-store and digital property visitors, we actually get 25% more traffic every day digitally than we do in the stores. What that means is that the people who go to our stores are online. They’re going online before they go to the stores, while they’re in the store, and after they leave.

Digital isn’t a channel, though we sell online, digital is how we engage with our customer purchase to purchase. My mission is to figure all that out and deploy ideal solutions across the company. So I own product marketing, engineering, customer service, digital marketing, CRM data and predictive analytics — Basically the digital world.

Geolocation is in its infancy. Historically it’s meant GPS and geofencing but even that is very tricky for a specialty retailer like us. Network connectivity in malls is inconsistent. WiFi within malls and stores is inconsistent. Even with GPS, indoor accuracy isn’t great and doesn’t account for altitude. So if I’m in a 3-story mall on the top floor in a food court, or two floors down in one of our stores, it’s the same latitude-longitude coordinate for very different user experiences.

Proximity is certainly useful but the challenge has been waiting for the infrastructure to catch up. Even the better solutions like beacons have limitations in that the only person a beacon can talk to is someone who’s downloaded my app. That’s certainly my most loyal customer, but it’s a very small percentage of my base.

Are you seeing many instances of competitors using geo technology to actively target customers and take revenue away from one another?

There’s always been some of that. It stems from things like, Do you bid on your competitors keywords and Do you show-up digitally when there’s a consumer showing interest? That said, we need to recognize that brand matters a lot in my space. So, if a customer is seeking out a competitor’s brand, to try and just show-up there and win them over isn’t necessarily going to work out well for me.

The trick for me is not how to launch an aggressive onslaught against my competitor, it’s how do I have the best product and make sure my customers know it to encourage them to shop with me. They’re going to the mall anyway, and I know they’re going to shop at a few stores, so how do I make sure I’m one of the stores they go to?

Again, going to the mall is probably one of the last steps on that journey, so have I engaged with them for all those preceding steps, and can I reach them with that last minute reminder. A lot of our focus isn’t on getting them in the store, it’s on – if I can get them there – how do I get them to do the things we want them to do? If they engage and try something on, my probability goes way up because our stuff is great.

Your customer base is mobile savvy and very social. Is engaging with them via apps and social media important to your strategy?

Social is critical, I’m not so sure about apps. The inclination that the individual big retailer in a mall environment is going to get penetration from a branded app, I’m not sitting there. We know that we’re not the only retailer our customer is ever going to shop up with. We’d love that, but it’s probably not going to happen.

Given that any single customer is going to shop with 20 different retailers a year, it’s unlikely they’re going to download 20 different apps. But as soon as you start to think of the app as an engagement strategy for my most engaged customers, it shakes the entire thing up because what happens is that the app is no longer just a sales vehicle, it becomes part of my overall engagement strategy in the lifecycle of my customer. What we’re working on is creating that omnichannel experience where we have one experience and it just works.

More than half my daily traffic in the US alone is mobile because that’s just who my customer is – for example 40% of our chats are coming in on smart phones. Mobile web is critical for us in a mobile-first way of thinking, but the app is something different. We’re not looking for it to be just another version of the mobile web site, we want it to be something else. It really is tied to loyalty, social, engagement and supporting the customer.

How is American Eagle addressing the challenge of pulling-in data from all the disparate pockets that an omnichannel strategy calls for?

There is absolutely a ton of data out there to consider but the key thing to remember is that the volume of data doesn’t matter if you can’t do anything with it. So, long before you get to things like predictive analytics, you need to be clear on who the customer is that you want to market to.

At American Eagle, we talk about the Single Deal Customer – basically getting to the point of having a single view of all the data relevant to a customer, and how we can make that accessible to our relevant business units and operationalize it. There’s certainly a lot of solutions vendors out there and we are going through the process of understanding our own ideal scenarios.

For us, it comes back to being able to tie-in all that disparate data to what actually happens in our stores. Like many larger enterprises, we have a hard email connection with most of our customers, which is a great starting point to build an omnichannel strategy from. Ultimately, the challenge is to make the upstream connection to our digital marketing and connect the dots to deliver a seamless, engaging experience for the whole of our customer’s journey.

  • The difference between geo-fencing, geo-targeting and geolocation
  • The savvy geolocation techniques being used by today’s top marketers
  • How to integrate geo-fencing or geo-targeting technologies into your marketing strategy, regardless of budget
  • How competitors may be luring your customers out of your business through their own geo-fencing activities on your own home turf.

John Koetsier, VP of Research, VentureBeat

Joe Megibow, SVP/Chief Digital Officer, American Eagle Outfitters

This webinar is sponsored by FollowAnalytics.

How American Eagle Dodged the Teen Retailer Trap

The squeaky-clean specialty retailer has wooed back customers with a combination of great-fitting jeans, retail recalibration and smart marketing.

PITTSBURGH, United States — For its first global advertising campaign, American Eagle isn’t relying on the typical teen-retail tropes to send its message. You won’t find fresh-faced, unreasonably tanned models running on the beach or palling around a campfire. Instead, the Pittsburgh-based company appears to be focusing on that uniquely millennial mix of individuality and collectivism, enlisting fashion industry cool-kids like photographer Cass Bird and stylist Sara Moonves to capture a cast of young influencers, from actress Hailee Steinfeld to musician Raury, in black-and-white portraits.

Each image is tagged with both #WeAllCan and a personal declaration. For instance, “Black-ish9rdquo; actress Yara Shahidi chose the statement “I can be heard,” while YouTube personality Troye Sivan said, “I can love who I want.” The campaign stars are dressed in American Eagle denim and t-shirts, layering on jackets hand-painted with the American Eagle logo. (One hundred customised styles, priced at $99.95, are slated to be sold on starting September 8.)

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Troye Sivan and Xiao Wen Ju in American Eagle's #WeAllCan campaign | Source: Courtesy

“So many brands market to this customer in a canned, pre-packaged way. It’s so inauthentic,” says Trey Laird , chief executive of the agency Laird+Partners, which developed the campaign in partnership with American Eagle. “We were trying to let these kids just be who they are. There’s this whole inclusive sort of vibe.”

For years, many “teen retailers” have failed to successfully connect with young shoppers as their consumption habits have been reshaped by fast fashion, e-commerce and, of course, social media. Many have filed for Chapter 11 bankruptcy protection, including Quicksilver in September 2015, Wet Seal in January 2015, Pacific Sunwear in April 2016 and Aeropostale in May 2016. Others have limped along, including Abercrombie & Fitch and Gap Inc.

American Eagle, by contrast, is enjoying its eighth consecutive quarter of revenue growth. In the second quarter of its 2016 fiscal year, the company reported net sales of $823 million, up 3 percent from $797 million during the same period last year. Sales at stores that have been open at least one year were also up 3 percent, with gross profits up 8 percent to $307 million. While sales at the company’s namesake brand inched up just 1 percent, business at Aerie — its standalone underwear line — is booming, up 24 percent during the quarter. Even with not-so-fast growth at the marquee brand, analysts were positive about the company's performance, especially compared to its competitors.

But none of the good news changes the underlying fact that American Eagle is a shopping mall brand. In fact, it operates 855 stores in traditional malls — out of a total 1,044 stores — and faces the major challenge of marketing its products to a new generation of customers that no longer buys into preppy logo t-shirts and play-it-safe jeans and sees social media, not malls, as the centre of their social life. Indeed, teens visited the mall an average 29 times a year in 2014, down 24 percent from 38 times in 2007, according to the Spring 2015 installment of Piper Jaffray’s biannual study on teen behaviour, which tracked 7,500 American teens with an average age of 16.4. And yet, American Eagle ranked the second most popular brand among the group in the Spring 2016 study — which this time tracked 6,500 teens with an average age of 16.5 years — surpassed only by Nike and outpacing fast-fashion favourite Forever 21, stalwart Ralph Lauren and Abercrombie sister brand Hollister.

It’s always been a very positive brand, very inclusive, very friendly and nice, but didn’t have an ownable image.

A change in management certainly seems to have given American Eagle a boost. In January 2014, after several quarters of declining sales, the company abruptly replaced chief executive Robert Hanson — who had been brought in less than two years earlier from Levi’s — with longtime chairman Jay Schottenstein, who owns a 9 percent stake in American Eagle. This was not Schottenstein’s first time running the company. (He was chief executive from 1992 until 2002.) Schottenstein’s re-installation was first a temporary fix, but in December 2015 his appointment was made permanent.

“I saw that everyone in the marketplace was discounting. I also saw that our product was not as good as it had it been in the past and it could be,” he says of why he and the board decided to make the move two years ago. Upon his arrival, Schottenstein installed former Urban Outfitters chief merchandising officer Chad Kessler as president of the American Eagle brand and continued to lean on Jennifer Foyle, who had led the Aerie business since 2010. “The number one agenda was to make the product right, the softness right, the washes right. That was our main goal in 2014.”

That meant moving away from trend-driven items, at which fast fashion competitors excel, and athletic wear, which requires a different kind of technological expertise. Instead, Schottenstein chose to buckle down on denim. "They were the first of those set of competitors to recognise that something they were doing was wrong," says Tiffany Hogan, a senior analyst at Kantar Retail. "Just recognising that they needed to change something about their business is what helped them to turn it around so quickly."

This strategy better fit into the wheelhouse of longtime creative director Roger Markfield, who, according to reports, had disagreements with Hanson on design direction. “Our core has always been a strong denim business. When I first got involved in the company back in 1991, 1992, we started developing our first American Eagle denim,” Schottenstein explains. “The goal in those days was that we wanted to be the destination store for denim. Today, we’re the number one brand for selling the most amount of units in the United States under one brand.”

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An American Eagle store opposite H&M at the Westfield Annapolis mall | Source: Westfield

Markfield retired in 2015 and was not replaced, but the strategy remains the same. And the bet on denim — and more broadly, bottoms — has paid off. “Fast fashion has been disruptive, but when we look at our brand, one of the few competitive advantages that protects us is the strength of our bottoms business,” Kessler says. “Fast fashion is a trend-driven, tops-driven business.” What's more, American Eagle — which plans on closing 150 stores by the end of 2016 — has strategically positioned itself in shopping centres anchored by fast-fashion competitors like H&M in order to feed off the traffic they generate. “Because there’s loyalty around the fit of [American Eagle’s bottoms], we use it as a moat or defense. The European fast-fashion players bring the traffic in, but the customer responds to our bottoms business.” It also helps that American Eagle’s offerings go up to a US size 20 (UK size 24), which most fast-fashion retailers do not.

The company has also recalibrated its approach to discounting. Instead of simply marking its entire inventory down by 40 percent, the company offers a “buy one, get one half-off” deal, for example, where the consumer receives a 50 percent discount when she purchases a second pair of jeans in a single order.

And while store closures are a big part of American Eagle’s strategy, the company has continued to open new outposts in less traditional spaces where foot traffic still rules. “We see an opportunity today to pick up some really high-profile locations, which will probably be announced shortly,” Schottenstein says. “We have Times Square, but these are comparable locations in other cities.” Indeed, while aligning stores within malls that have fast-fashion retailers as anchors is a good short-term strategy, the fate of many of those malls remain in question. "The market is overstored, there are just too many," Hogan says. "I wonder if having [about] 1,000 stores is the right number for the future." E-commerce, an increasingly large part of the business that will play a major role in the company’s international expansion, also brought in record profits in 2015.

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Iskra Lawrence in American Eagle's #AerieReal campaign | Source: American Eagle

“I think it’s never just one thing,” Kessler says of the company’s multi-pronged strategy. “Which is a big part of the reason that we’re launching this campaign.” To be sure, Schottenstein, Kessler and co. have seen the success of Aerie’s un-retouched advertising campaign, #AerieReal, which was introduced in 2014 and has featured the likes of models Iskra Lawrence, Barbie Ferreira and actress Emma Roberts. According to Foyle, the success of the lingerie line is also thanks to the closure of unprofitable or brand-damaging stores, as well as the talent of senior vice president of design Andrea Jagaric, who was hired away from Victoria’s Secret in 2012. "It was combination of insight and luck to have the Aerie business," Hogan says. "The rise of the bralette got them in with the Old Navy and Victoria's Secret crowd. It was good timing." (Aerie has always been more casual and relaxed than its overtly sexy competitor, but Jagaric was particularly attuned to the bralette trend, which has usurped underwire bras in growth.)

“Marketing, product inspiration, design, stores — that’s really the difference,” Foyle says. “As we build our great product assortment, hopefully we’ll be able to continue to move this forward.” In 2015, comparable sales at Aerie increased 20 percent year-over-year. (Aerie accounted for about 9 percent, or roughly $317 million, of American Eagle’s more than $3.5 billion in net sales.)

This summer, American Eagle also installed Kyle Andrew, a veteran of Kate Spade New York who led the development of the Kate Spade Saturday brand, as its chief marketing officer. The hope is that Andrew, in collaboration with Laird, will be able to transform American Eagle into a truly global brand. As of July 30, 2016, the company owned and operated 98 stores in Canada, 25 in Mexico, nine in mainland China, six in Puerto Rico, six in Hong Kong and three in the United Kingdom, with 158 stores run by third-party operators in 23 countries.

“It9rsquo;s always been a very positive brand, very inclusive, very friendly and nice, but didn’t have an ownable image,” Andrew says. “What we tried to do, going into it, is to [figure out] how to take something positive and inclusive and make it really desirable and engaging and really give it a voice.”

“You think it would be easier to communicate with the customer today than it was 25, 30 years ago, but it’s actually more difficult,” Schottenstein adds. “Today, people are so focused on channels, certain music, certain communities. You have to be more laser-focused.”

American Eagle Coupons & Printable Codes

$15 Off $60+ Purchase w/ Text Sign Up

Buy 1 Get 1 50% Off All Jeans | Joggers | & Shorts

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25%-60% Off Tops, Bottoms, Footwear & More

Past American Eagle Coupon Codes

These American Eagle promo codes have expired but may still work.

Up to $40 Off Sitewide | Ends Today

25% Off When You Buy an Online-Only Style

Checkout American Eagle for on-trend clothing and accessories for men and women. Their Clearance section always has deep discounts plus they often have an extra 40-50% off Clearance prices when you add them to your cart. Spend $50 to get free shipping and with their low prices you can get a lot for that price. Every so often they have coupon codes to use to get even more money off your order.

American Eagle also has a feature where you can reserve items online and head to your local American Eagle store to try them on and buy them. You can reserve up to 5 items per day. Find the item you want to reserve, then choose the size and color you want. Click the 'Find In A Store' button and type in your zip code to find a local store with your size/color combination available. Once you find a store, click the 'Reserve Here' button. Look for an email once you have reserved the item(s). As long as the store is open you should hear from them within an hour.

Have a ShopRunner Membership? Spend $75 on ShopRunner eligible items today and get free two-day shipping at American Eagle. If you have an American Express credit card you can sign up for a complimentary ShopRunner membership as a benefit of your eligible card.

Have an American Eagle Promo Code?

You can enter the Promo Code in your cart. Just click the 'Have A Promo Code?' link and enter the code in the box. Hitting Apply adds the coupon to your cart, so don't forget to do that!

American Eagle Social Media:

Create an AEO account and you'll be enrolled in the AEO Rewards program. You'll get 25 points for just signing up. For every $1 you spend, in-store or online, you'll get 1 point. One hundred points gets you a 15% off reward, 200 points gives you a 20% off reward, 350 points gets you a 30% reward and 500 points gives you a 40% off. Your reward will be delivered to your door every 3 months.

Apply to get the American Eagle credit card and you'll get a coupon for 15% off your first purchase in-store or online. You'll also ear 1 point for evert $25 spent. For every 10 points you earn you'll get $10 to use on a future purchase. On your birthday month you'll get a 20% off coupon plus 4 exclusive cardholder savings events per year.

Why I'm Buying American Eagle Outfitters But Avoiding the Rest of the Apparel Industry

The past several years have been brutal for many apparel retailers, due to the rise of "cheap chic" rivals like Zara and a decline in mall traffic caused by the rise of e-tailers. Many retailers got trapped in a loop of slashing prices to boost sales, which caused margins to plunge.

But there have been a few rare winners in this troubled industry like American Eagle Outfitters (NYSE:AEO) . I generally don't like apparel retailers, but I recently picked up shares of American Eagle for four simple reasons.

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Image source: American Eagle Outfitters

American Eagle's comparable store sales rose 6% annually last quarter, compared to 7% growth in the prior year quarter. Total revenue rose 7% to $749.4 million and beat expectations by $18 million.

That single digit growth doesn't seem impressive unless we see how AE's rivals have been faring. Gap (NYSE:GPS) comps fell 5% last quarter with all three core brands (Old Navy, Gap, and Banana Republic) posting annual declines. Abercrombie & Fitch comps fell 4% with its namesake brand declining and its Hollister brand staying flat. Polo Ralph Lauren (NYSE:RL) , which hopes its new "cheap chic" CEO Stefan Larsson (who previously worked at H&M and Old Navy) can turn things around, reported a 6% comps decline.

American Eagle's 6% comps growth last quarter included 4% growth at its namesake stores and 32% growth at its Aerie lingerie and activewear stores. That compares to 7% growth at AE and just 12% growth at Aerie in the prior year quarter. AE attributes Aerie's rapid rise to a strong collection and its well-received marketing campaign, which uses untouched photos, relatable models, and the catchy "I am Aerie real" slogan to attract younger female shoppers. Digital sales generated 30% of Aerie's total sales.

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Actress Emma Roberts in an Aerie ad campaign. Image source: Aerie

Aerie's campaign has often been called an "anti-Victoria's Secret" approach, which frowns on the latter's hypersexualized ad campaigns featuring airbrushed models. The lingerie giant, which is owned by L Brands, posted just 2% comps growth last quarter, down from 3% growth a year earlier.

Victoria's Secret controls over 60% of the global lingerie market, but it might lose domestic market share if Aerie keeps growing along with other newer entrants in this space. Aerie is still a small brand with a single-digit share of the U.S. market, but it could evolve into a pillar of growth for the company in the near future.

3. Strategic store closings and e-commerce growth

Like many other apparel retailers, AE is shrinking down its brick-and-mortar footprint to deliver more high-margin sales through e-commerce channels. However, AE's brick-and-mortar reduction is soft and gradual -- it plans to reduce its total store count by less than 2% for the full year.

Compare that to Gap, which abruptly announced last June that it would close 175 of its North American stores , leaving it with just 500 regular stores and 300 outlet locations. Ralph Lauren plans to shutter 50 stores, or 10% of its entire retail footprint, over the next few quarters. Those big cuts are risky, since they could cause steep year-over-year sales declines if direct-to-consumer sales fail to pick up the slack.

American Eagle is balancing closures with direct sales growth more gracefully than those rivals. During last quarter's conference call ( as transcribed by Thomson Reuters), AE Brand global brand president Chad Kessler noted that "although mall traffic was soft, stores held up well and delivered a positive comp." AE's total digital sales, which account for about a fifth of its entire business, rose 20% annually.

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American Eagle's app. Image source: iTunes

4. Margin growth, solid valuations, and a good dividend

AE's gross margin improved 170 basis points annually to 39.2% last quarter, thanks to favorable occupancy and product costs. Net income grew 39% to $40.5 million, or $0.22 per share, and beat expectations by four cents. The company also expects margins to continue rising in the near future although the environment remains competitive.

Shares of American Eagle trade at less than 14 times earnings, which is lower than the industry average of 16 for apparel retailers and its projected earnings growth rate of 16.5% for fiscal 2016. It also pays a decent forward annual yield of 3.2%, which is much higher than the S&P 500's average yield of 2.1%.

If you can pick one retail apparel stock, this is it

American Eagle Outfitters has all the characteristics of a solid retail apparel investment -- solid comps growth, a high-growth segment which can offset weaker results at its namesake brand, clever marketing and e-commerce initiatives, a bargain valuation, and good dividend. Investors looking for a decent investment in a weak industry should take a much closer look at American Eagle Outfitters.

Leo Sun owns shares of American Eagle Outfitters. The Motley Fool has no position in any of the stocks mentioned. Try any of our Foolish newsletter services free for 30 days . We Fools may not all hold the same opinions, but we all believe that considering a diverse range of insights makes us better investors. The Motley Fool has a disclosure policy.