An introduction to the history of gap
Company History: Founded as a single store by Donald G.
Gap full form
Along with refurbishing stores and placing more emphasis on women, The Gap came back with record numbers in and a new franchise, originally called Gap Warehouse, because for some it had become increasingly cool not to spend money on clothes i. A few years later, Gross launched the "Individuals of Style" campaign, a series of black and white portraits of both famous and unknown subjects by a team of celebrated photographers. Trademark registration was granted on December 28, Recently, it expanded to open stores in Brazil and grow its presence in China. Fisher added new outlets in San Francisco and was soon enjoying the benefits of chain store merchandising: centralized buying and advertising, excellent name recognition, and uniform pricing. Haas referred Fisher to Bud Robinson, his Director of Advertising, for what Haas assumed would be a quick refusal; but instead Robinson and Fisher carefully worked out a legal test plan for what was to become The Gap named by Don's wife Doris Fisher. Drexler created a large in-house design staff to develop clothes that would be casual, simple, made of natural fibers, and more clearly differentiated by gender than were jeans. Hence Old Navy Clothing Company, with stores nearly twice as big as other Gap stores, filled with sturdy, value-priced 20 to 30 percent lower clothing for the entire family. Despite the circumstances of its birth, Old Navy became another Gap sensation.
In the s, Gap assumed an upscale identity and revamped its inventory under the direction of Millard Drexler. Unfortunately, stateside, Banana Republic's safari gear bubble burst, and it became a money-losing liability.
Meaning of gap brand
Fisher was said to have conceived of The Gap when he was unable to find the right size of Levi's in a department store in Sacramento, California. The first usage for shirts and clothing products was on June 25, Weitzman, Jennifer, "Gap Inc. To shore up its product line, the upscale clothier initiated a shop-within-a-shop concept, featuring different collections, jewelry, and leather accessories. Paul Pressler, an executive from Walt Disney Co. The Gap flourished through the s and s under the leadership of Millard "Mickey" Drexler but has battled tough times in the early years of the new century. With the help of his wife, Doris, Fisher opened a shop near San Francisco State University in one of his own buildings, offering a combination of records and jeans. By keeping the design, manufacture, inspection, packaging, shipment, display, advertising, and ultimate sale of every item with its name in-house, The Gap maintained exceptional quality and consistency in an increasingly erratic marketplace. However, his focus groups failed to recover the company's leadership in its market. The Gap's transition from a discount jeans warehouse to a sleek fashion arbiter was not altogether painless, yet the result had been more successful than Donald and Doris Fisher ever imagined.
Today, the company runs five brands, including the standard Gap label, Banana Republic, Old Navy, Intermix, and Athleta, and it is the largest specialty retailer in the country.
It would be difficult to overcome The Gap's year tradition as the place where kids went to pick up a pair of Levi's. Pottery Barn was a housewares chain of about 30 stores in New York and California; after several problematic years, it was liquidated in Pressler began to implement a series of sweeping corporate changes focused on customer research, strategic planning, new advertising, and store closures.
Fisher was said to have conceived of The Gap when he was unable to find the right size of Levi's in a department store in Sacramento, California. The company's advertising, as devised by Drexler's longtime colleague, Magdalena Maggie Gross, shifted from radio and television to upscale magazines and newspapers and featured older models engaged in familiar, outdoor activities that were not necessarily connected with the youth culture. In the early s, Banana Republic was busy refocusing its image while GapKids and babyGap flourished. In , the Fisher family still held more than 40 percent of the company, which now operated more than 1, stores in the United States, Canada, and the United Kingdom, with plans to expand total sales area by 15 percent annually. After Drexler's departure, Fisher began his search for a new leader, one whose management style could catapult The Gap back into the upper echelon of retail fashion. The Gap's transition from a discount jeans warehouse to a sleek fashion arbiter was not altogether painless, yet the result had been more successful than Donald and Doris Fisher ever imagined. Despite the circumstances of its birth, Old Navy became another Gap sensation. Penney with its jeans. Shabi, Rachel, "Gap or Crap? According to the National Post, the company had grown by 24, percent from to It would be difficult to overcome The Gap's year tradition as the place where kids went to pick up a pair of Levi's. Gross revenue, profits, and same-store sales were all up; more importantly, the company had fresh energy and a merchandising focus that could carry it for years to come. The look was informal but classic--still denim-based but including a variety of shirts, skirts, blouses, and sweaters in assorted colors and weaves. The Gap came to mean good taste of an informal variety, and the brand name Gap soon acquired the cachet needed if the company were to compete with other retailers of casual wear such as Benetton and The Limited.
These charges came despite the fact that the Fishers sold only about 10 percent of their holdings during the period in question. It was clothing for people who wanted to look and feel young without appearing slovenly or rebellious, a description that fit a vast number of U.
Fisher agreed to stock only Levi's apparel in every style and size, all grouped by size, and Levi's guaranteed The Gap to be never out of stock by overnight replenishment from Levi's San Jose, California warehouse.
The new century, however, brought with it rocky times for the year-old retailer. In the early s, Banana Republic was busy refocusing its image while GapKids and babyGap flourished. Its orange-painted stores were cluttered with rounders displaying merchandise of many labels that Drexler later described to the New York Times as "trendy but not tasteful
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