I want report from the case study i attachedI have attached the table of content so that you can go through that table please also i have attached the case study on second file page366-374
MGT302 – Strategic Management Assignment 1 Details in addition to requirements given in Subject Outline. ASSESSMENT 1 – Case Study - The GAP please download from Textbook (David & David). 2000 + 10%-word Report Weight 20% marks DUE FRIDAY Week 6 - 5:00pm through Moodle – word.doc or .docx Contents of your report 1.0 Introduction – brief description of the company and the industry of which it is part and the main challenge(s) being faced- i.e., why are you being asked to analyse the case - 100 2.0 Macro environmental analysis – (PESTEL) factors which are changing or impacting on the company and/or the industry– include some discussion as to what they mean for the company - 300 3.0 Industry analysis (for each industry if more than one) - · 3.1 Brief description of the life cycle stage of the industry - 150 · 3.2 Porter’s 5 forces analysis – conclusion regarding attractiveness – THE INDUSTRY - 350 4.0 Company analysis: resources and capabilities – core competencies – include some discussion of which ones are/will be most effective in achieving strategies and objectives or are most important to identified environmental factors – macro and/or industry. 200 5.0 BCG or VRIO Framework analyse The GAP - 200 6.0 Competitor analysis: draw conclusions about main competitive threats (if any) (link back to five forces analysis) - 200 7.0 Strategy analysis - 400 · 7.1 Identify strategies - Corporate Level and/or Business level if possible · 7.2 Analyse if working or not – why / why not · 7.3 Suggestions for improving current strategies or suggestions for new strategies – link back to analysis and explain why you think they will work 8.0 Conclusion – summary, recommendations, prediction for future of the company/industry - 100 9.0 References ------------------------------------------------------------------------------------------------------------------------------------ Use your referenced sources and theory to support your analysis and recommendations. Presentation: Title page, executive summary, table of contents, body of report containing suitable headings and subheadings, reference list (Harvard-Anglia style), single spaced, font Times New Roman 12pt, Calibri 11pt or Arial 10pt. Min of eight suitable reliable current acceptable sources See course outline for marking scale. someTitle 366 STRATEGIC-MANAGEMENT CASE ANALYSIS The Gap Inc.—2018 www.gapinc.com, GPS The Gap Inc. (Gap) is a popular retailer providing clothing, accessories, and personal-care products for men, women, children, and babies under Gap, Old Navy, Banana Republic, Intermix, Weddington Way, Piperlime, and Athleta brands. Stores are located in the United States, Canada, China, the U.K., France, Ireland, Italy, Taiwan, Mexico, and Japan. Franchise agreements expand operations into Asia, Australia, Europe, Latin America, Africa, and the Middle East. Gap employs about 135,000 full and part-time people at 3,200 company-owned store locations that are almost all under a lease agreement. Customers can shop online at gap.com, oldnavy.com, bananarepublic .com, and athleta.com. Other Gap-owned retail outlets include GapBody, GapKids, and BabyGap. Weddington Way does not have a material impact on Gap’s financial statements. Gap provides a wide range of family clothing products, including denim, khakis, T-shirts, fashion apparel, shoes, accessories, intimate apparel, and personal care products. All Gap cloth- ing is private-label merchandise made specifically for the company. From the design board to store displays, Gap controls all aspects of its trademark casual look. As indicated in the following numbers, the company needs a clear strategic plan going for- ward. Fiscal year 2017 company’s sales were up 3 percent compared with a decline of 2 percent the prior year. Sales by brand for fiscal year 2017 were as follows: • Old Navy Global: up 6 percent versus down 1 percent the prior year • Gap Global: down 1 percent versus down 3 percent the prior year • Banana Republic Global: down 2 percent versus down 7 percent the prior year Copyright by Fred David Books LLC; written by Forest R. David. History In 1969, Doris and Don Fisher entered the clothing retail business with the vision of creating a unique shopping experience that offered a wide selection of styles. The idea behind the first Gap store, founded in San Francisco, was to provide fresh, casual, American style clothes. By 1970, sales reached $2 million and the company opened its second store in San Jose, California. Six years later, in 1976, the company underwent major changes and initiated its first public offering of 1.2 million shares of stock on the New York and Pacific Stock Exchange. The 1980s was a period of major growth and expansion. In 1980, Gap dropped Levis and other brands and began focusing on its own private label. In 1983, Gap expanded horizontally by acquiring Banana Republic, as well as expanding its product line and introducing GapKids with the opening of its first store in San Mateo, California. A year later, Gap burst into the interna- tional market and established its presence in London, England, and Vancouver, British Colombia. The same year, Gap entered the European market and Gap’s annual sales reached $1 billion. In 2005, Gap revamped its online stores by offering more convenience and interactive shop- ping. The following year, Gap added PiperLime to its online brands. In 2008, the company acquired Athleta Inc., a women’s sports and active apparel company based in Petaluma, California, for $148 million. Gap opened its first stores in Serbia and Ukraine in 2011, broadening the clothing chain’s reach into Eastern Europe. Gap stores opened early 2018 in Belgrade and Kiev. Stephen Sunnucks, Gap’s international president, said in a statement that Ukraine is the fastest-growing retail market in Eastern Europe, while Serbia has many young customers who enjoy shopping. Vision/Mission Gap provides extensive literature and discussion on their corporate website regarding its efforts to enhance sustainability and take care of employees. Gap does not, however, report a written vi- sion or mission statement. However, from reviewing current and past Annual Reports, a possible mission could look something like the following: David, Fred R., et al. Strategic Management : A Competitive Advantage Approach, Concepts and Cases, Pearson Education, 2019. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/kingsowninst-ebooks/detail.action?docID=6195333. Created from kingsowninst-ebooks on 2022-04-16 10:08:59. C op yr ig ht © 2 01 9. P ea rs on E du ca tio n. A ll rig ht s re se rv ed . http://www.gapinc.com CASE 2 • THE GAP INC.—2018 367 EXHIBIT 1 Gap Inc.’s Top Executives and Organizational Chart Source: Based on company documents. 1. Art Peck, President and CEO 2. Brent Hyder, EVP, Global Talent and Sustainability 3. Julie Gruber, EVP, Global General Counsel, Corporate Secretary and Chief Compliance Officer 4. Paul Chapman, EVP and Chief Information Officer 5. Sebastian Digrande, EVP Strategy and Chief Customer Officer 6. Michael Yee, EVP Global Supply Chain: Sourcing and Production 7. Shawn Curran, EVP Global Supply Chain and Operations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 8. Christophe Roussel, EVP Global Sourcing and Product Operations 9. Teri List-Stoll, EVP and Chief Financial Officer 10. Jeff Kirwan, President and CEO Gap 11. Sonia Syngal, President and CEO Old Navy 12. Nancy Green, President and CEO Athleta 13. Mark Breitbrad, President and CEO Banana Republic 14. Abinta Malik, EVP and General Manager, Greater China 15. Jyothi Rao, President and General Manager, Intermix Gap strives to be a leader in the specialty family clothing industry offering excellent value to consumers by providing quality products at a fair price throughout North America, Asia, and Europe. Gap strives to minimize its environmental impact on raw materials with special consideration for both Gap employees and persons employed all along its supply chain. Gap is committed to producing lasting and positive relationships in all com- munities it impacts. Internal Issues Organizational Structure Gap’s organizational structure is provided in Exhibit 1. Of the 15 people listed, 6 are women. It appears the firm operates under a divisional-by-product structure, but there are duplicate titles of President and CEO for numerous positions, and there is no COO. Apparently every top execu- tive reports to Art Peck. Sustainability Gap’s sustainability strategy is aligned with the United Nations Global Sustainable Development Agenda that focuses on human rights, and the Paris Agreement that focuses on climate, and other sustainability programs. Gap is committed to ensuring its 135,000 employees and millions of peo- ple within its supply chain are paid fairly and work in safe conditions, as outlined in the company’s five focus areas on core sustainability. Also included among the five key areas are water steward- ship, product sustainability, and operational eco-efficiency. All areas are geared toward taking care of employees, and ensuring a small environmental footprint on all Gap products produced. Segment Data Gap primarily operates under Gap, Old Navy, Banana Republic, Athleta, and Intermix brands focusing primarily on clothing in all business segments. The company controls store layouts, marketing, brand development, and virtually all other vital factors for its full line of stores. Gap specializes in offering trendy but casual American style clothing focusing on denim, T-shirts, button-downs, khakis, and other casual styles of clothing and focusing on providing an affordable product though moderate price points. GapKids, GapBody, GapFit, babyGap, GapMaternity are common marketing names utilized by Gap. Customers can shop Gap at retail stores, outlet and factory stores, and on Gap’s website. Gap stores account for 41 percent of all The Gap Inc. stores. The company provides revenues by both geographic region and by store brand on their Annual Report. Exhibit 2 reveals the number of store locations by geographic region and store brand. Note there are nearly 25 percent more Old Navy stores in North America than Gap stores, but only 2 percent of international stores are Old Navy with 88 percent of international stores being Gap. Also, around 12.5 percent of all company stores are franchised owned, primarily all David, Fred R., et al. Strategic Management : A Competitive Advantage Approach, Concepts and Cases, Pearson Education, 2019. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/kingsowninst-ebooks/detail