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Prophet, May 1, 2009 — Stories of marketing heroes who transform poorly performing brands never fail to enthrall us. But why do some brand leaders wait until their brands are at the breaking point, and at risk of joining such brands as Radio Shack, 7Up, or the GAP, for which renovation may be too late?
Hub, December 15, 2008 — We now stand at the crossroads of perhaps one of the greatest economic declines in recent American history. It is fitting to reassess one of the more volatile questions faced today in the retail landscape: do store brands pose a significant threat to traditional brands in new ways, and if so, are brands destined to accelerate their decline, disappear in their current form, or evolve with new strategies?
Yes — this is a controversial discussion, but it is even more important now because of changes in the underlying market foundation and because of strategic implications for manufacturers in their approach to being seen by shoppers at retail.
Wall Street Journal, November 26, 2008 — With the critical holiday-sales season at hand, there's a new character joining Santa and his elves on the advertising circuit: the analytics geek.
It's number-crunching time. Marketers, their ad budgets under increased scrutiny amid the economic downturn, are mining their customer databases and reaching out to loyal consumers with targeted ads, instead of relying on the traditional yuletide blitz.
New York Times, August 20, 2008 — ON Monday afternoon, as the ballyhooed new designs of Gap’s fall collection by Patrick Robinson began appearing at its store on Fifth Avenue and 54th Street, a line of customers stretched well around the corner — at Abercrombie & Fitch, that is, two blocks away.Fashion magazines have heralded the recent arrival of Mr. Robinson at Gap in reverential tones (he is actually called a “megabrand messiah” in the September issue of Elle), and the windows announce in big block letters that a “New Shape” is in store.
Advertising Age, May 26, 2008 — By shunning TV, Gap looks to turn itself around. The brand once known for its peppy, elaborate commercials has struggled in recent years to attract consumers in an increasingly competitive retail environment. But now that it's shelved TV advertising — the brand has been off the airwaves for several quarters — and is focusing on merchandising initiatives, Gap seems to be on the right financial track.
Wall Street Journal, April 25, 2007 — Gap Inc. clothes will grace the cover of Vogue's May issue for the first time in more than a decade, highlighting its partnership with up-and-coming fashion designers. Gap? And Vogue? Sounds like a stretch, but industry watchers applaud the splashy debut of the San Francisco company's latest collection of women's bow-detailed blouses, trapeze mini-dresses and tie-neck shirts with puffed sleeves.
Wall Street Journal, March 2, 2007 — Gap Inc. interim Chief Executive Robert Fisher said it will take time for the retailer to recover from what he diagnosed as bad leadership, misguided efforts to centralize some creative tasks and a vague definition of its target customers.
Reuters, February 26, 2007 — Retailer Gap Inc. (NYSE:GPS - news), seeking to focus on problems at its two main apparel chains, said on Monday it would shut down its newest chain, Forth & Towne, a move that will affect about 550 employees. The company expects pretax expenses of $40 million for the closure of the 19 Forth & Towne stores in 10 U.S. markets. The expenses will be recognized over the first and second quarters.
Advertising Age, February 26, 2007 — Looking for a word-of-mouth network run by tech-savvy media pros who work cheap and have a direct line to a demographic that spends more than $2 trillion a year? Marketers, behold: blogging mommies.
BusinessWeek, February 26, 2007 — When Paul S. Pressler arrived as the chief executive officer of Gap Inc. (GPS ) in the fall of 2002, he was exactly what the board wanted--or at least what it thought it wanted. The polished, good-looking Disney veteran was a hard-nosed operations wizard, not a dreamy fashion junkie. He seemed to be just the man to restore discipline to the floundering company.
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