S/M/319. Brand Plan for GAP (UK) for 2008 and 2009

The paper examines the performance of GAP Inc. providing background information about the company, and presenting a brand plan Gap in the UK market. Economic, cultural, social and technological reasons for Gap's recent failures to attract customers are analysed. Their market analysis in the UK is performed using the models of SWOT, Ansoff, Marketing Mix, etc. The position Gap in 2008 and 2009 is evaluated.

C/B/722. Examine the attitude to corporate Social Responsibility and consider the supporting activities adopted by a major company of your choice (Gap Inc), whether in France or another country.

This report analyses Gap Inc's attitude to corporate social responsibility. Gap's pioneering Corporate Social Responsibility 2004 report is specifically focused upon. There is a particular focus upon Gap's corporate social responsibility concerning its factory conditions and the industry led monitoring approach, Gap's multi-stakeholder approach, employees and charity. It is concluded that Gap is successful and an industry leader in its corporate social responsibility due its honest portrayal of factory conditions, however the organization should concentrate on how these problems will be overcome.

P/HR/267. Gap’s managers’ development programme: theoretical overview

The paper reports on the exchange programme run by Gap for the development of retail store managers. The company’s background is reviewed; the mechanisms of the programme implementation are described highlighting existing problems and suggesting solutions. Theoretical underpinnings of the study are reviewed including the psychodynamic theory, Maslow’s theory of needs, culture theories, etc.

C/EI/21. A critical assessment of the security concerns and legal issues of businesses with the example of the global sportswear retailer Gap Inc

The writer attempts to provide a brief overview of the security concerns and regulatory and legal information on e-commerce as businesses worldwide look to enhance their competitiveness and global reach. The author uses facts related to the leading global sportswear manufacturer Gap Inc. to support the theories and conceptual frameworks presented in the essay.

P/B/505. SWOT and Porters five forces analysis of ZARA and GAP

The paper presents SWOT analysis of Zara and Porter's 5 frces analysis of Gap, competitors in the clothes industry.

P/B/445. Report on Gap: performance and buyers attitudes

The paper reports on the performance of Gap Inc. in the UK providing an overview of the UK clothing retail market, Gaps main competitors and customers, consumer behaviour and attitudes towards the Gap brand specifically among female buyers. The overview of the company includes SWOT analysis, consumer analysis, marketing mix, etc. Recommendations are made about the improvement of the product line, price reduction and the target market expansion.

C/B/70. SWOT analysis of Gap

C/B/84. Dissertation. Expansion of GAP to Italy

This dissertation aims to investigate and analyse the Gap Inc. growth process by which it aims to explain opportunities for Internationalisation and to support the organisation by giving an academic review in order to provide guidelines to manage international development. The Gap Inc. is a prominent internationally operating specialty retailer. It has the strong position in the US market and implements the strategy of continuous global expansion. This research project investigates the current literature on the alternatives of internalisation and new market entry strategy. The internal and external environment data of the company, collected from in-depth interview and various secondary sources, is analysed. Finally, the company's ability to internationalise and alternative international expansion options are being evaluated and recommended for the company's international development. The research is inductive and of exploratory nature. The analysed data is used to identify optimal entry strategy for the company. The research concludes that there is a great opportunity in the specific market for international development, although the organisation, due to lack of financial resources shall switch from original wholly-owned expansion to an alternative one. Due to certain limitations, imposed by environmental and internal factors the findings can not be used in terms of generalisation, though it can be used as an example for further theory building in the area, related to the issues of internalisation and market entry strategies.

C/B/85. Analysis of GAP Inc.

Gap Inc. (Gap) is a leading international specialty retailer. It is a key player in the US market, but also run operations in UK, France, Germany, Canada and Japan. It started its internalisation strategy in 1987 opening a retail store in London. Since that point the management committed to the specific expansion strategic course, which determined the further cost and speed of expansion, relations with potential partners and the consequent presence in the international retail market. The paper presents a case study of Gap Inc. entry into international markets. The case study reflects the environmental factors, which influenced the decisions taken by the management. The guidance notes present a critical review of strategic course, implemented by Gap Inc. Within the current theoretical framework the advantages and disadvantages of the company's entry strategy are discussed. The alternative strategy with possible future outcomes is presented. The particular focus is cast on brand equity issue within the international operations of Gap Inc.