Case Analysis and Strategic Recommendations for GAP Inc.‚ Introduction The Gap was founded in 1969 by husband and wife Don and Dorris Fisher. It started in down town San Francisco as a Levis retailer who also sold records. From the beginning‚ the Fishers wanted the company to have a unique image. They wanted shopping for jeans to be a fun and easy experience as opposed to the difficult and unexciting experience that was present in the 1969 jeans industry. The Fisher’s
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Brand Community Strategies for Creating Value for Customers A brand community consists of a group of customers who share similar values‚ standards and culture while recognizing bonds of membership with each other and with the whole community. Benefits of deploying a brand community systems include customer brand loyalty‚ positive brand image‚ reduced marketing spend (since brand message is passed on through WOM within the community)‚ innovative products and services‚ and the likes. But
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1. What are the pros and cons of the sub-brand strategy? Pros 1. Sub brand can help to advertise mother brand 2. Help to establish brand loyalty 3. Monopolize the market 4. Contained a common ‘Nivea’ message of quality and care 5. Each sub-brand promoted specific product attributes and benefits that best satisfied the needs of its target market Cons 1. Hard to administer all of the products 2. Cannot compete to the professional companies 3. Many products cannot make lot money for company
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Pitching a specific leader as a driver of change and to mobilise voters’ support is hardly a new political strategy. After all‚ the Bharatiya Janata Party (BJP) had projected L.K. Advani and Atal Bihari Vajpayee its prime ministerial candidates in the past (remember the Ab ki baari Atal Bihari slogan in 1996?). The Congress party’s projection of Indira Gandhi as the country’s tallest leader with its ’Indira lao desh bachao’ tagline in the 1970s is another such example. But the personal rhetoric had
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IMC Plan Outline ” Febrina Halim Stella Wong Leo Shanghai‚ China Desember 2011 1. Executive Summary. The Gap‚ Inc. (Gap) is a specialty retailer engaged in selling clothing‚ accessories and personal care products. When Gap was founded in 1969‚ its targeted customers were younger generations (hence the name of the store‚ which refers to the generation gap of the time). Gap ’s originally sold signature blue jeans and white cotton t-shirts‚ but later expanded to include clothing for men‚ women
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Title: Brand Management Maximum Marks: 80 Question No. 1 is compulsory and is for 16 Marks. Please attempt any 4 questions from question number 2 to 9. 1. Case Study : (Compulsory) BURNOL Burnol has been around for six decades as a yellow burns-relief ointment. It has almost become a generic brand. Its yellow colour reminds one of turmeric‚ the traditional burns-relief remedy. The brand has been
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Critically analyze the repositioning strategy adopted by Gap Inc. and discuss if their strategy should be altered‚ improved‚ or completely change course by considering the following factors. Provide in-depth research and logical conclusion. Gap’s repositioning strategy helped the brand become relevant with young consumers. Their execution led to a successful turnaround that brought back customers and rebuilt profit margins (Gill‚ 2013). After working hard to create a product line that appeals
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Remote Sensing of Environment 124 (2012) 49–60 Contents lists available at SciVerse ScienceDirect Remote Sensing of Environment journal homepage: www.elsevier.com/locate/rse A new geostatistical approach for filling gaps in Landsat ETM+ SLC-off images Xiaolin Zhu a‚ b‚ Desheng Liu b‚ c‚⁎‚ Jin Chen a a b c State Key Laboratory of Earth Surface Processes and Resource Ecology‚ Beijing Normal University‚ Beijing 100875‚ China Department of Geography‚ The Ohio State University‚ Columbus
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market leader. The market structure the company operates in cannot be definitely stated. Some may consider it to be a monopoly. This is due to the fact that the company is a dominant market player in car exportation. In fact‚ its differentiation strategy has made it enjoy an almost monopolistic presence especially in the developing nations of the world. On the other hand‚ the market structure can be seen as an oligopoly. This is due to the fact that there are other key players like GM who are peer
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Industrial Marketing Management 36 (2007) 4 – 9 Multi-channel strategy in business-to-business markets: Prospects and problems Bert Rosenbloom ⁎ LeBow College of Business‚ Drexel University‚ Philadelphia‚ Pennsylvania‚ USA Available online 28 July 2006 Abstract Multi-channel marketing strategy has become a major force in business-to-business distribution channels‚ especially since the option of Internet-based online channels emerged less than a decade ago. Making products and services available
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