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Consumer Affairs

Gap Closing 200 North American Stores

Continues to shift emphasis overseas


PhotoWith increased competition and a tougher sales environment, Gap, Inc. is closing about 200 stores in North America – mostly the U.S. - as it focuses more attention in building its brands internationally.

“The company is making progress on its goal of reducing square footage in North America and is on track to achieve a 10 percent reduction in overall store square footage by fiscal year 2012, when compared to 2007,” the company said in a statement to analysts.”

That means Gap plans to reduce the number of its stores to about 700 Gap specialty stores and about 250 Gap Outlet stores by year end 2013. That would represent a 34 percent decrease in the Gap specialty store fleet when compared to the end of 2007.

Gap, Inc. operates the various Gap brand stores, as well as Old Navy, Piperlime, Athleta and Banana Republic. Its products include wardrobe basics, such as denim, khakis, and T-shirts; fashion apparel; casual apparel and accessories; maternity apparel; women?s underwear, sleepwear, lounge wear, and sports and active apparel; and shoes and accessories.

At Old Navy, the brand’s strategy is to have roughly the same number of stores in North America with a smaller footprint. The brand plans to continue downsizing its fleet in North America, and expects to potentially remove another 1 million square feet by fiscal year end 2013.

Shifting overseas

While downsizing in the U.S. and North America, Gap is setting its sights on expanding overseas. There are about 3,100 company-operated stores and about 200 franchise stores in 36 countries and online orders are shipped to over 90 countries. The company hopes to achieve 30 percent of its sales outside North America and online by the end of fiscal 2013.

“The combination of our global strategy and formidable growth platform puts us in a strong position to expand our reach into the top 10 apparel markets worldwide,” said Glenn Murphy, chairman and chief executive officer of Gap Inc. “In North America, we’re taking a number of steps to improve sales in the near-term, and I’m confident that with a strong management team in place, we’re well positioned for sustained growth across the business.”

On Wall Street, Gap shares moved lower Friday despite a Commerce Department report showing unexpectedly strong retail sales in September, especially for apparel. Apparel sales were up 1.3 percent, the largest increase in seven months.


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Donato Salvatore Piazza (Fri, 14 Oct 2011 15:10:08 +0000): This is very disheartening when an establishment like Gap downsizes and especially in America starting with 200 stores.
Carolyn Melley (Fri, 14 Oct 2011 15:10:26 +0000): Getting "Back to Basics" for The Gap.
Jack Mikeska (Fri, 14 Oct 2011 15:22:47 +0000): Gap is dying. It's poorly managed from the top down. Glenn Murphy is the head of a circus. As a former manager in one of their stores, I can tell you that the leadership is ineffective at the top. This is the reason I'm no longer with this company. I actually sat on a conference call where Glenn Murphy blamed the store managers for ineffective execution. The problem is, there are no resources to execute the crazy strategies Glenn and his team drop on the store teams, sometimes with only hours notice. (Ask any current manager...) In the Old Navy division, they are chasing Target and are trying to "...steal marketshare" from them. Ha! Old Navy is not even on Target's radar! Part of the problem with this company is they are top heavy with executives trying to execute too many different strategies, often in a reactionary manner. There is no quality control and the clothes are "disposable". You can pick up 3 shirts of the same size and have 3 different cuts/sizes/stitching. If it's not on "sale", no one will buy it because the quality is so poor. Unfortunately, it's only a matter of time before this company goes away in the U.S. or becomes an online only company. (Hi Circuit City!) It's already irrelevant and only becoming more.
Jim O'Neill (Fri, 14 Oct 2011 15:49:02 +0000): As a young veteran in the 1960s, I was in management training with W.T. Grants, it was a five and dime department store who's management had decided to become the next Sears. At least two things were wrong with this strategy, first of all, it required W.T. Grants to remake its image with the public and secondly, the Sears concept was at the beginning of its decline in the American market. Poor execution was also a problem. The young Turks who had taken over the company had no business running the company. All around the company were signs of poor exection and it was always someone else's fault when a plan did not work. Within 18 months, I decided to move on and am glad that I did. Soon after, the company went bankrupt and the interesting thing about the bankruptcy, the reasons given for the failure, were the same things I had explained to the company only a few years earlier. I'm sure other employees triied to warn them too. My point is this, I hope Gap mangement is listening the its employees. There might be a wealth of information waiting for them to use and improve the company.
Tom Morofski (Fri, 14 Oct 2011 23:17:05 +0000): As a very successful store manager for Michigan's largest food supermarket chain for over 20 years, then another 14 years at California's largest tire and repair chains, believe me, the "self-destruct" signs are all there! Both companies I managed for were top notch under the original founding owners, only to have the second generation in each case bring in or promote the thieves and leaches (hollywood calls then corporate raiders, they are not, THEY ARE CRIMINALS!). When a company abandons rock solid princilpes of honesty, integrity and morality...all hell ensues in rapid order. This is the Gap company now. Example? (and this is just one of many) Christmas is coming. EVERYONE LOVES CHRISTMAS! Or at least the very high percentage of the world's population do! Check the in store signage and decoration... any mention of Christmas? CHECK THEIR ADVERTISING! Again, Christmas mentioned? As stated, just one of a countless number of examples of these folks choosing the slipery slope into the swamp of degredation. Poor management selection... very poor management decisions.
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