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Gap Inc. in 2010
1. GAP INC.
IN 2010
I S T H E T U R N A R O U N D S T R A T E G Y W O R K I N G ?
2. 1969
Doris & Don
Fisher Founded
Gap
Vision “Make it
simple to find
jeans”
1976
Gap Went
public
1983
CEO: Mickey Drexler
• Built the brand
• Rapid Expansion
• New Venture: Old Navy
• Acquisition: Banana
Republic
• Achievements
• Become 2nd largest
clothing brand in the
world in 1992
• 3500% revenue growth
• From $400M to $14B
1986
Gap Kids
created 2000-
2002
• Double digit decline
every quarter
• Hurt brand image
• $3B long-term debt
3. 2002
CEO: Paul Pressler
• Developed e-commerce
platform
• Ended all long-term debt by
2007, Increase dividend per
share, Reduced Gap’s
carrying costs
• Created Forth & Towne, All
stores closed by 2007
• Excessive cuts in expenditure
led to supply chain inefficiency
and hence reduced the ability
2006
Launched
Piperline
2007
1986
Gap Kids
created 2008
CEO: Glenn Murphy
• Focused on international
expansion (11 countries-
mainly Middle East)
• Improved product line appeal
• Patrick Robinson appointed as
design chief
• Refocused to 25-35 age
bracket, additional cost cutting
initiatives, stronger leadership
team
Acquired
Athleta
Profitability
started to
improve
2009-
2010
4. GAP BRANDS IN 2010
• Gap operated 3100
stores worldwide
• Controlled all aspects of
brand development from
design to distribution
• 3% produced in US
6. OVERVIEW
• Industry consisted of small, local companies
• Major companies in US locally owned
• Large stores generate 10-20% of sales from international operations
• Uniqlo, H&M, Zara targeted youth demographic (aged 18-24)
– Access to low cost contract manufacturers
– Competitive advantage in new designs
• All relied on independent third party suppliers from Asia, Middle East, South America
7. INDUSTRY SEGMENTATION
Gender
• Women spend more
than men
• Women wear- 50%,
men’s wear-37%,
children’s wear- 13%
Size
• Plus sized segment-
$27billion by 2010
• Obese population
increasing
• Demand for plus sized
garment are rising
regardless to gender and
age
Price
• Value priced clothing-65%: higher priced items- 35%
• Majority of family clothing stores targeted price conscious
consumers
• Fashion conscious consumers hence Gap’s target market-
emotionally driven
• Value conscious segment less susceptible to deflationary shocks
8. SUCCESS FACTORS
• Successfully develop new product lines for new fashion trends
• Efficacy of financial and inventory management crucial for cash, debt and cost control
• Brand loyalty
• Seasonality of demand required storage of inventory before peak season
• Network of retail stores in target market’s immediate shopping environment
• Impact of internet retailing on purchase
9. RISKS OF RELIANCE ON THIRD
PARTIES
• Sourcing partners’ illegal or unethical operations
• Risk of negative publicity
• Child labor, low pay & unhealthy working conditions
• Risk of shortage in apparel or material
• Risk of losing vendor and hence failing to meet the demand
• Delays in Shipment
• Unexpected disruptions in supply chain
• Unfavorable foreign government action
11. OVERVIEW
4 Large National Chains=39.4% Market Share in 2009
1. TJX Companies: 13.4% from 11.5% (2006)
2. Gap Inc.: 15% from 18.6%
3. Ross Stores: 6.9% from 4%
4. Abercrombie & Fitch: 4.1% from 3.8% (2005)
5. American Eagle Outfitters: 1%
12. Leading in US in 2010 after GAP- Fiscal 2009 $20.2 bn Revenue
T.J. Maxx, Marshalls’, HomeGoods, & A.J. Wright in USA
Winners’, Homesense, & Stylesense in Canada
‘94 UK Launch-7th Largest Fashion Retailer
14. 2nd Largest in US- Fiscal ‘09- $7.2 bn Revenue
Ross Dress for Less-27 US States & Guam
Everyday 20-70% Savings @ dd’s DISCOUNTS
2010 Q1 Sales up by 10%
15. Upscale, Premium-priced Retailer
A&F, A&F Kids, Hollister, Gilly Hicks
Discontinued Ruehl in 2009 after heavy losses
Fallen Revenue-from 3.4 bn in ‘08 to 2.92 bn in ’09
Recovery: Plans to Open Stores in Europe and Asia in ‘10-’11
16. AEO in US and Canada; 15-25 year-olds
Aerie, 77kids
Martin+Osa closed in March 2010 after losses
Sales Decline in Recession; 25% increase in aerie
17. OTHER CHALLENGES
Dept. Stores- The Federated Group, Sears, JC Penney
Mass Merchandisers- Target and Walmart
Internet Retailing
22. KEY ISSUES
1. Deviated from core competence
Impact: Decline in in-store sales & brand loyalty
2. Poor Allocation of management & resources during expansion
Impact: Deviation of management focus from brand identity
23. RECOMMENDATIONS
• Reduce Costs: Reevaluate existing 3000 stores and determine which
ones are not performing well
• Expand Market:
– Increase International Market Penetration by focusing on emerging markets &
establish retail stores in desirable destinations
– Target value-priced segment which is the largest segment of industry (65%) and
so has largest potential for growth
– Focus on broad differentiation
• Improve product:
– Allocate more resources to product design & development to provide more
variety & keep up with the current trend
– Focus on quality control
24. RECOMMENDATIONS
• Branding activities
– Product line rebranding to increase in-store sales
– Celebrity endorsements & brand ambassadors
– Promote lifestyle not clothes
– Increase online branding activities to reach target market