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Introduction
In this paper, we will analysis the current operating conditions for The GAP Inc. in Chinese market base on business model canvas. New business model will also be provided after our discussion. The below are the major parts of this essay.
Part I:
Explanation of current business model for GAP in China
Show the linkages among every block and state the issues
Part II:
Using SWOT analysis to discuss the internal issues for GAP in China
Using Porter’s Five Forces to analysis the external influence on GAP’s business
Part III:
A Multiple-Epicenter Model will be recommended
Deeply describe the linkages in-between the new business model.
Analyzing Tools
Business Model Canvas, SWOT analysis, Porter’s Five Forces
Background
The period success of GAP had taken a turn since 2002. Profits and revenue continued to decline. From 2008-2010, just in U.S, 6000 retail stores had been closed because of the financial recession; during this period, Gap closed more than fifty of its 3251 stores. The annual income of GAP had also been successively overpassed by ZARA in 2008 and H&M in 2009, which dropped down to the third in fashion industry (Liu, 2013). And continually, the company’s net income declined to $833 million in 2011, which is 17% less than it earned in 2010 (Exhibit 1) (Ciasullo, Blauvelt, & Lambert, 2012). In U.S, the largest market for GAP, the elder generation who bought Gap products in 1990s had gradually left Gap for different requirements with the increasing age, and Gap was unable to keep its success with the younger generation. In addition, although Chinese market currently has been the second largest market for GAP Inc., they still operate the GAP brand as a follower without any distinct positioning str...
... middle of paper ...
.... The company is announcing its approach to start Old Navy franchise in 2014 in key international markets. Additionally, it will consider building upon its success with Gap in China by adding company-operated Old Navy and Banana Republic stores to this important market.
In addition to Gap Inc.’s competitive advantage given its multiple brand, channel and geography model, the company plans to build its online success by delivering an industry-leading world class platform for consumers as the retail landscape continues to merge online and in-store shopping experiences. This end-to-end system, which includes capabilities such as ship-from-store, find-in-store and reserve-in-store, is designed to leverage Gap Inc. channels and resources to drive store traffic and conversion, while meeting the needs of customers who increasingly demand an integrated shopping experience.
Nordstrom can continue providing their exceptional online experience and client focused approach using their online system by offering an unmatched online experience that copies their in-store customer service. This would allow Nordstrom to raise its revenue considerably as well as further improving their brand image. I will also discuss specific ways of successful execution, and the steps required to provide Nordstrom a stunning picture of how to execute strategy.
Being a multi-billion dollar retailer comes with its perks. JCPenney’s dominance over catalog merchandising has now extended into the cyber world at www.jcpenney.com. This website is multi-functional and easy to navigate, but how would JCPenney’s new e-commerce site stack up against its toughest competitor, Kohl’s, on the web? The answer may surprise you. This is an intriguing look at how varied retail comparisons can be. While JCPenney is struggling with sales on the retail floor, Kohl’s continues to exceed expectations in their stores. Online though, it is a completely different story.
I chose to research two very different apparel retail stores. The GAP, Inc. and Nordstrom, Inc. are very interesting companies to me because they deal with something that is very important to me and a lot of people, clothes. Everyone buys and wears clothes, and these are two companies who have succeeded in this venture. They both started out with the same intentions, to sell apparel through specialty stores, but at this point Nordstrom’s has been more successful.
...g facility was predicted to employ 12 million gallons – a threefold increase. As the aviation field turns attention to greater planes,with bigger larger engines, Peebles will be testing larger engines in the hereafter, which will waste more fuel and emit more GHGs. As such, Peebles faces a challenge in trying to grow their commercial enterprise, but maintain sight of GE’s corporate-wide emissions goal.In order to monitor and control this balancing plan, General Electrics plans to implement GHG reducing projects elsewhere in the society, such as Treasure Hunts, which is an internal energy auditing process leveraged from Toyota that identifies energy reduction opportunities within a facility, to offset Peebles’ growth in emissions and the facility itself plans to proceed to explore ways to implement Lean manufacturing techniques in its jet engine testing cycle.
As a citizen of America you have definitely seen a store owned by Gap Inc. such as stores like Old Navy, Gap, Banana Republic, Etc. These stores represent an ionic and proud American store since 1969 which has multiplied since they opened their first store in San Francisco. This marked the first of many stores that would open and take over America. Gap became an icon as it started to multiply as larger variety stores came about. Such stores as Old Navy taking over the lower budget gap clothing to Gap as a middle budget and on to Banana Republic which serves as a high profile high budget Gap Inc. store. Gap Inc. To the eyes of Don and Doris Fisher opening the first store was more than just selling jeans; it was to serve the people and to gain integrity. They also wanted to create a lasting impression to the consumers. This has become the mission statement for Gap Inc. and has stuck with them ever since they opened their first store. Gap has broadened their products from the jeans that Doris and Don could not fit and made to the countless of apparel items and accessories that they offer.
Gap’s Athleta runs close to Lululemon’s brand positioning, product lines and promotional activities. Athleta has been rapidly expanding its store base. Similar to Lululemon, Athleta places emphasis on creating a strong community base and in-store events when promoting the brand. In terms of price, Althleta is able to offer similar high quality clothing at lower prices. For example, a pair of yoga pants from Athleta costs $59.99 , compared to a similar style yoga pants from Lululemon that costs $98 . Because Athleta is owned by Gap, it has the resources and networks to expand quickly and gain prominent market share.
Macy’s intended to deliver enhanced shopping experiences to its consumers through dynamic department stores and online sites. In this regard, the company developed a North Star strategy that allows it to improve its sales growth and to develop its existing core activities. The company’s consumer research monitors, analyze and anticipate their needs and wants based on the changing market trends. This allows it to strengthen its customer base and also helps it in identifying new markets and customers. Macy’s also identifies different styles and designs based on various occasions and events that allow it to capture the changing preferences of its customers. The company also celebrates various iconic events to interact with its customers which
The company can improve its channel strategy to enhance its current performance in one way. The company’s website is too reliant in the physical stores. The website has photos of the physical store ostensibly to help customers to connect with it. This idea seems well founded. However, the target market for any company that operates an online shopping system is not local. It transcends geographical boundaries. The company needs to consider how it can make the online shopping experience authentic and complete for customers who may never visit any of its physical stores. A website makes a company a global player. In this regard, the company needs to expand its channel strategy to take into account an expanded potential market. This shift in strategy will increase the sales the company makes.
Adding to overseas sourcing so that lead time could be faster for design and production they could also divide the business up and have different locations for orders and new products to make business faster and
This is the case with Gap. Most people consider Gap to be a prestigious store so they will wear personal branding clothes from the Gap. This is evident because the top three selling articles of clothes from Gap are personal branding clothes. Some reasons for this are because personal branding clothes provide free advertising. These types of clothes are in style today. At the Gap this is especially true. It is important to keep on selling these type of clothes because most people (especially teenagers) feel that if a product is marketed well, there is a better chance they will buy it.
the global leader in online retail. By taking advantage of the opportunities to capture the market
In the analysis process, all the questions of six focus groups were summarised into six main themes: 1) Customers’ attitudes towards fashion brands, 2) Powerful brand evaluation, 3) Attitudes towards shopping for fashion brands online, 4) Factors affecting purchasing choice, 5) Promotion evaluation, 6) Evaluation of channels of accessing to fashion brands, 7) Challenges of building fashion brands in Shanghai. Then the discussion was developed around the seven main themes.
The oil and gas industry, today, striving to discover a harmony between climbing worldwide request and lessening assets, and keep up control and circulation of working expenses. In the oil and gas industry today, most organizations are looking to expand the productivity of their worldwide portfolios during a period of developing questionable matter. Keep up superior ¬ pleasant pussy against high expenses, high costs, and expanded rivalry were never all the more testing.
Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
The Internet is currently the third most shopped channel; brands are pushed to keep up with the trend of building an online shopping option for their consumers and this is evident through the increase in retailers offering online options for their consumers (Valerio). With solely digital stores like Net-A-Porter, Amazon and eBay, competition among digital stores and physical stores are tight. Retailers are pushed to keep up with the rise of digital shopping whether they want to or not. There are several retail implications with the rise of digital shopping, retailers are turning to multi-channel retai...