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This report includes the case study of Gap Inc from the aspect of strategic management.
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Case no.6 (group)
1.
GAP INC. -
2011 (CASE NO.6)
2.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 2 GROUP MEMBERS: Rami Abdullah Ba Hamid KBA 14035 Khaled Bark Shantof KBA 14034 Ateera bt Ahmad Dahalan KBA 16011 Nur Nadiah Salihah Binti Mat Razali KBA 15040 Nor Hazlina Binti Abdullah KBA 14032
3.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 3 GAP’S ORIGINAL VISION & MISSION Gap Inc. does not have an official company mission or vision statement. But, they are noted for claiming: “Gap Inc. is a brand- builder. We create emotional connections with customers around the world through inspiring product design, unique store experiences, and compelling marketing.”
4.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 4 REVISED VISION Gap’s vision is to be the consumer’s first choice in family retail clothing while capitalizing on customer satisfaction and shareholder value.
5.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 5 REVISE MISSION Gap’s desire nothing less than to satisfy the fashion desires of their customers by providing quality yet affordable clothing through their five competitive brands. With passionate and fashion minded employees, the shopping experiences for Gap clientele is incomparable, these attributes allow Gap to be set apart from their competitors. Gap desires to sustain a strong brand image by improving their presences through the use of technology to build and maintain brand awareness.
6.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. GAP STRATEGIES Consumers benefited in several ways: Customers could return products to stores even if they bought them online
7.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 7 EXTERNAL OPPORTUNITIES & THREATS EXTERNAL OPPORTUNITIES •Gap’s opportunity to penetrate the market overseas •The falling price of cotton •E- commerce expansion is up by 10% growth rate through 2010-2015 •Growth in market for plus size women (currently a 42 billion dollar market) •Growing the Athleta Market EXTERNAL THREATS •Too many stores in close geographical area •Unemployment rate is causing consumers to spend less •Consumers searching for lower price •Currency changes between country •Competitive retail market
8.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. INTERNAL STRENGTHS AND WEAKNESSES strengths •Brand recognition •Strong distribution •Financial position •Divarication weaknesses • Depending on Outsider vendors •Low productivity •Uncontrollable production processes •Low numbers of stores in global market
9.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. STRATEGIC PLANNING
10.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. COMPETITIVE COMPILE MATRIX (CPM) CRITICAL SUCCESS FACTORS TJX Companies Abercrombie & Fitch Co. Nordstrom Inc. Gap Inc. American Eagle Inc. Weight Rating Score Rating Score Rating Score Rating Score Rating Score Product diversity 0.15 3 0.45 3 0.45 3 0.45 4 0.60 2 0.30 Financial Position 0.10 4 0.40 3 0.30 3 0.30 3 0.30 3 0.30 Market Share 0.05 3 0.15 3 0.15 3 0.15 3 0.15 3 0.15 Brand name 0.15 4 0.60 3 0.45 3 0.45 4 0.60 3 0.45 Global Expansion 0.10 4 0.40 3 0.30 3 0.30 3 0.30 2 0.20 Price policy 0.10 4 0.40 3 0.30 3 0.30 3 0.30 3 0.30 Retailing channel 0.15 3 0.45 4 0.60 3 0.45 4 0.60 2 0.30 Marketing strategy 0.10 3 0.30 3 0.30 3 0.30 3 0.30 3 0.30 Technology 0.10 3 0.30 2 0.20 2 0.20 4 0.40 2 0.20 TOTAL 1.00 3.45 3.05 2.90 3.55 2.50
11.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. EXTERNAL FACTOR EVALUATION MATRIX - EFE KEY EXTERNAL FACTORS Weight Rating Score Opportunities Green/Organic materials for clothes 0.05 2 0.10 Growth in plus size apparel 0.10 2 0.20 Growth of global market (Europe and Asia) 0.15 3 0.45 e-commerce trends 0.15 4 0.60 Threats Rising of the production cost 0.15 2 0.30 Exchange rate 0.05 2 0.10 Growth of counterfeit products 0.10 3 0.30 Aggressive competitors 0.20 3 0.60 Unemployment rate 0.05 2 0.10 TOTAL 1.00 2.75
12.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. INTERNAL FACTOR EVALUATION MATRIX - IFE KEY INTERNAL FACTORS Weight Rating Score STRENGTHS Brand recognition 0.16 3 0.48 Strong distribution channels 0.11 2 0.22 Financial position 0.10 2 0.20 Divarication 0.11 3 0.33 Technology 0.14 4 0.56 WEAKNESSES Depending on Outsider vendors 0.10 3 0.30 Low productivity(decline sales) 0.15 2 0.30 Less attractive in trendy clothing 0.05 1 0.05 Uncontrollable production processes 0.05 1 0.05 Low numbers of stores in global market 0.15 3 0.45 TOTAL 1.00 2.89
13.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. SWOT MATRIX SO strategy Gap Inc. having well-known brand and strong online advantage. using the latest technologies (online sales) to increase their market shares and expand their market target. ST strategy Gap Inc. can use the good reputation in market and their brand recognition.
14.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT… WO strategy Gap Inc. able to maintain their distinctive competence they can take advantage from market potential. WT strategy: Introduce new product in the market they may able to avoid the threat of competitors. Gap can improve sale position
15.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. SPACE MATRIX Gap Inc has major competitive advantages in a high growth industry.
16.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Boston Consulting Group (BCG) Matrix • Gap has high relative market share position and high industry sales growth rate. • To represent best long-run opportunities for growth and profitability.
17.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Internal-External (IE) Matrix Gap in the average phase hold and maintain strategy that Gap has to their tactical strategies
18.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Grand Strategy Matrix a strong competitive posit need to concentrate on current markets and products adopt market penetration and market development strategies
19.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. Quantitative Strategic Planning Matrix (QSPM) Strategic Alternatives Market penetration Market Development Product Development Key External Factors Weight AS TAS AS TAS AS TAS Economy 0.20 3 0.60 3 0.60 3 0.60 Political/ legal / Governmental 0.20 1 0.20 3 0.60 3 0.60 Social/ cultural / demo graphic Environmental 0.10 3 0.30 3 0.30 3 0.30 Technological 0.25 3 0.75 3 0.75 2 0.50 Competitive 0.25 2 0.50 2 0.50 2 0.50 Key Internal Factors Management 0.30 3 0.90 2 0.60 2 0.60 Marketing 0.10 2 0.20 2 0.20 2 0.20 Finance/ accounting 0.15 2 0.30 4 0.60 4 0.60 Production/ operations 0.15 3 0.50 3 0.40 3 0.40 Research and development 0.20 2 0.80 4 0.40 4 0.40 Management information system 0.10 3 0.40 3 0.30 3 0.30 Total 5.45 5.25 5.00 19
20.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. DEFENSIVE STRATEGY Divestiture Eliminate unprofitable outlet that needs more capital. Selling part of organization like shares and asse in company. Then, buy the new company with the money from the selling.
21.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. Can more focus on core business and less diversify. Popular strategy: Gap Inc should closed down the outlet in other countries not bring profit. THE best way is closed the branch which only gives loose to them. The operations only gives burden.
22.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. INTEGRATION STRATEGY Forward Integration Control over distributors. Avoid any thieves problem and steal packages in doorsteps. The main is franchising: expand business rapidly because cost and opportunity spread rapidly.
23.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. The company might be used this opportunist to giving the license to make franchising business. The franchisee may adopt the business to be stronger and get attention to increase sales volume.
24.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. INTENSIVE STRATEGIES Market Penetration Increase market share for present products with greater marketing efforts. The celebrities in the Television, Film and Sports also can use to promote the products. The advertising, promotion and sales should be do it frequently to attract customers to come to the company.
25.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. The company should follow the trends that customer preferences. The company should make their garments and apparel by their own. It can makes the company able to generate income more. The company already provide more capital on brand image and recognition. marketing strategy must be aggressively implement to attract people. The launching must be do it separately between teenagers, old and baby clothing to focus on trendy and acceptable of people.
26.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. The company also may do the corporate social marketing . Operating principle is simple: when the company build an effective network relationship with stakeholder, the profit will follow them. Example makes sales promotion items, advertising and publicity.
27.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. Market Development Introduce the products in new place with have good target segmentation. The focus group also can be put at the country which have four season, the cloth can be made up the cotton to absorb the heat during winter season. It must suit with the season.
28.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONT…. Product Development Makes Research and Development. Modify present products. The product development stage also stated the fourth stage of product, which at the maturity stage need to have some innovation or development. Follow the trends and the changes very fast and keep fickle.
29.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. RECOMMENDED ANNUAL OBJECTIVES AND POLICIES Stopping negative growth in sales. To strengthen brand loyalty among older generation. To build brand preference among younger generation. To reposition Gap brand itself. Positive growth sales.
30.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. STRATEGY REVIEW AND EVALUATION Focusing on how they can change their relationship with suppliers and distributors Operational strategy must be link with broad corporate strategy Cut down on scatter and huge number of suppliers and focus on building dependable close yet very few suppliers with long-term strategic relationship Build on process focused facilities in the medium to long term period.
31.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. CONCLUSION Feasible and efficient schedules of production must be developed. Demands of human resources and facilities must be determined and controlled
32.
Copyright © 2005
by South-Western, a division of Thomson Learning. All rights reserved. 32 THAT’S ALL… THANK YOU FOR YOUR ATTENTION
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