Can Creative Director Rebekka Bay Revitalize The GAP Brand?

P, as one of the most successful professional retailers in the world, Gap has been in a loss for more than 10 years.

After a series of cost cutting measures, can the arrival of the new creative director Rebekka Bay and the new initiatives focused on improving product quality help the US retail giants to stand up again? < /p >

P, October 15th, but the weather in New York is not cold yet.

The shines of light fill the vast Tribeca office space, and creative director Rebekka Bay is busy here for Gap.

It will be an important routine activity, attracting various important editors and stylists: Eva Chen of Lucky, and Amy Astley of Teen Vogue.

Sarah Harris, the British magazine Vogue, is a guest of honor. He was only the director of the world's third largest clothing retailer a year ago.

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< p > they take into account the inconsistent products that have been plagued by the past ten years: one season, the creative team of the company focuses on denim, and secondly, it is the sparkling Club < a href= "//www.sjfzxm.com/news/index_c.asp" > dress < /a >.

This is not always the case.

Founded was founded in San Francisco in 1969 by Donald and Doris Fisher as Levi 's and LP disseminator. It is one of the first professional retailers in the world. It is neither an independent boutique nor a department store. Its sales reached US $2 million in the first year of operation.

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< p > but when the core customers of the old generation gave up Hippie a href= "//www.sjfzxm.com/news/index_c.asp" > jeans "/a" in the early 80s of last century, the company began to waver.

In 1984, the legendary business Millard "Mickey" Drexler was invited to be chief executive officer.

He updated the product line and focused on internal reform of the company.

By the late 90s, Gap had grown into a globally recognized company.

But over expansion, two years of sluggish sales, and Fisher < /p >

< p > family relations were tense, leading to Drexler stepping down in 2002.

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< p > 2004, the net sales of Gap company (including Gap, Old Navy and Banana Republic) were $15 billion 900 million.

Eight years later, in 2012, the company's net sales now include ATHLETA, Intermix and Piperlime, and the total amount is only $15 billion 700 million.

Although the ups and downs are normal, the fact remains that Gap has no revenue growth for more than ten years.

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< p > Patrick Robinson, Gap's former creative director, took office in the spring of 2007 and left office in May 2011.

On the other hand, when Glenn Murphy Canada chain drugstore WAL-MART shopping medicine has been CEO of Gap since 2007, although he lacks professional knowledge of clothing, he knows clearly how to run an enterprise.

Under his leadership, Gap has streamlined its structure and eliminated redundancy and reduced costs.

In 2011, Murphy also announced that by the end of 2013, he would close Gap's 189 stores in North America.

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At the same time, P business expanded in the global market, from 135 Direct stores two years ago to 220 in Asia.

Franchise stores increased from 178 to 355 in the same period.

(in 2012, the Franchised store brought us $3 billion 300 million in the US and $2 billion 100 million in the international market).

Although Gap's net sales are not impressive at 2012, the company's gross margin is 39.4%.

In the past quarter, revenue grew by 9.4%.

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< p > "this is really a genius," said the director of the CLSA of the US, a href= "//www.sjfzxm.com/pioneer/" > Barbara Wyckoff < /a >, as a standing director who has made up the gap for more than ten years.

"During the 6 month to one year working period, Murphy visits every store.

He reorganized the structure of the company, which I think is very correct.

Now, he has found a way for the future.

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In the spring session, we think the outlook is equally optimistic. < p >

"It looks good!" an editor whispered.

"She knows a lot about what Gap needs," Chen said.

It is a good omen that everything goes smoothly.

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< p > of course, independent editors may not be able to do that.

But Bay could have faced it in the gorge, and he will create the same magic again in the most challenging market.

This is not the first time that Gap has to pform itself. In order to make it compete in today's market, it has to do so.

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