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This is an 8 page paper that provides an overview of the GAP. A detailed strategic analysis is performed. Bibliography lists 0 sources.
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8 pages (~225 words per page)
File: KW60_KFbiz059.doc
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store, dedicating to marketing clothing to young people. At the time, it sold just one brand: Levis denim jeans. Within just six years, The Gap had begun to develop its
own popular brands, marketed to its already loyal customer base, and expanded to 186 stories with sales worth 100 million dollars. By the 1980s, the company was worth some 307
million dollars and began to engage in international expansion. Now, with 3100 stories in countries across the world in localities such as Paris, Japan, and the Middle East, the company
is worth 14.2 billion dollars as of the most recent analyses. EXTERNAL ANALYSIS General Environment The global environment for competition at The Gap, Inc., is one
which is well-mastered. The company has been engaged in international expansion for nearly 30 years now, and established stores in growing markets such as Paris and Tokyo throughout the 1980s
when those economies where booming. Now that Southeastern Asian countries are experiencing a similar boom, the Gap is proving its prescience by expanding there as well, opening stores in countries
such as Malaysia, Singapore, and even the United Arab Emirates. The sociocultural environment for The Gap, Inc. is also well-handled. The company has managed to break apart its operations
into a number of directly targeted brands, each one utilizing culture-specific marketing strategies that reveal great insights. For instance, Old Navy and Banana Republic are both marketed to subcultures distinct
from that which frequents the Gap itself. Additionally, as western fashions are growing in popularity in the Middle East, the company has begun to expand there as well.
The technological environment for the Gap, Inc. is similarly positive. The company has remained at the crest of the wave of information technology that began in the 1990s and has
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