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Unformatted text preview: Environmental Strategy Analysis: Gap Inc. Danielle Fest Allison Turner ESM 210 Spring Quarter, 2002 Professor Magali Delmas Final Paper Gap Inc. (Gap) is a leading international specialty retailer offering clothing, accessories and personal care products for men, women, children and babies under the Gap, Banana Republic and Old Navy brand names. Gap operates more than 4,100 stores in the United States, the United Kingdom, Canada, France, Japan and Germany and employs nearly 165,000 employees worldwide. Over the past two years, however, the Gap has gone from one of the largest specialty retail chains in the US with $13.7 billion in annual sales, to a period of 24 consecutive months with sales declines and considerable stock depreciation. To respond to these recent difficulties, there are opportunities for the Gap to increase unit sales and rebuild the brand loyalty they once possessed. Gaps corporate strategy has included major global expansion by increasing retail space, increasing its portfolio and expanding into diversified markets; in essence Gaps goal is to become a megabrand like Coca-Cola or Nike. The Gaps strategy also includes a formal environmental policy, which focuses on empowering employees to shape environmental policies, improving production processes, building better stores and offices and reducing waste. This paper will focus on the strengths and weaknesses of Gaps corporate strategy for expansion and megabrand recognition. In addition we will examine the effectiveness of Gaps environmental policy in terms of implementation and compliance. Finally, we make recommendations for ways that Gap can enhance its environmental policy to complement its business strategy. Background on Gap: Popularizing the Khaki Craze The Gaps story begins in 1969, when a San Francisco real estate developer in search of a well-stocked, organized jean store decided to open his own. Donald G. Fisher, along with his wife Doris, named their jeans-only store the Gap, after &quot;the generation gap,&quot; and concentrated on selling Levi's jeans. Drawing on a strong teenage customer base, the Gap continued rapid expansion throughout the 1970s, and began vending its own private-label clothing and accessories in 1974. In 1983, Millard Mickey Drexler was hired by the Fisher family and helped the Gap to make several profitable transitions. When he joined the Gap, it was an undistinguished apparel chain with sales over $480 million 1 . His vision was a forward- looking strategy, focusing on the emerging trend of office casual clothing. In 1983, the Gap continued its expansion by purchasing Banana Republic. The safari-theme had run its course and after the acquisition, Drexler boosted sales, still under the Banana Republic name, by offering higher-end clothing, including leather products, at higher prices. The company continued to grow rapidly in the 1980s and 90s with the further expansion of GapKids in 1985, BabyGap in 1990, and opening its first stores in...
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This note was uploaded on 03/20/2012 for the course BUS LAW 320 taught by Professor Soos during the Spring '10 term at Rutgers.
- Spring '10
- The Land