Inside Urban Outfitters Bold Plan to Reignite Growth // Shea Jensen (UO) and Melissa Gonzalez (MG2)
What does it take to stay relevant with Gen Z and the next wave of young consumers? At RetailSpaces, Shea Jensen, President ofย ...
President of Urban Outfitters Brand of North America, Urban Outfitters
Search every verified Shea Jensen interview, podcast appearance, and on-the-record quote โ each transcript cross-checked by AI and human review to confirm speaker identity. Shea Jensen, President of Urban Outfitters Brand of North America, discussed the company's strategy to reignite growth during a RetailSpaces conversation in April 2025. Jensen stated that after joining the brand about a year ago, the company conducted extensive research on Gen Z customers, including non-customers, and identified a significant generational shift accelerated by the pandemic. She said Urban Outfitters recognized a need to serve a broader audience across three segments: pre-college, college, and post-college. Jensen outlined five strategic pillars focused on rebuilding the brand, restoring profitability, and improving topline growth, with an emphasis on operating with more discipline in inventory and expense management. Jensen described an evolving real estate strategy that includes store closures, new openings, and expansion into suburban malls, as well as a focus on localization, particularly in 23 college town stores. She noted the company is growing its beauty category with dedicated in-store areas for skincare, fragrance, and nail products, and is updating store aesthetics by adding color and lighter materials. Jensen also mentioned partnerships with platform brands like Pinterest and food and beverage brands to create immersive experiences. She concluded that customer behavior indicates a strong preference for in-store shopping, stating, "Retail is where it's at."
“When I started with the brand about a year ago, we set forth on quite an extensive research project in which we had to study our customers, including those who weren't our customers, to really try and understand what it was about Gen Z today. We learned that not only had Gen Z brought a huge generational shift compared...”
“We recognized that we needed to reach and serve a broader audience of customers. We didn't want to serve just a niche audience of counterculture or urban customers. Today, we serve all young customers across North America, whether urban or suburban, counterculture or all culture, and we've identified three segments: pr...”
“We set forth to identify five pillars of a strategy to rebuild our brand with two goals: one, to get to know our customer and rebuild that funnel; and two, to rebuild and restore our profitability and topline. It's probably no different than most retailers today.”
“We needed to operate the business with more discipline, which comes through both inventory management and expense management. This is a key focus in all conversations we have.”
What does it take to stay relevant with Gen Z and the next wave of young consumers? At RetailSpaces, Shea Jensen, President ofย ...
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