Sales Fell By &Nbsp; Frequent "Blood" &Nbsp; Where Did GAP Lose?

Gap

Where does it lose, can it find its new position?

Under the dual pressure of designing unacceptable sales and hesitating sales, Gap recently announced its chief

Robinson entered Gap in 2007, and has served as a designer of Paco Rabanne, Perry Ellis, Giorgio Armani and Anne Klein before, and has won the annual Designer Award of the American Fashion Designers Guild.

Soon after joining the Gap, Robinson set up a fashion column in magazines such as Glamour and Teen Vogue to share with readers the celebrity's styling experience.

His wife, Virginia, is also an editor of the American version of Vogue.

However, Robinson's work in Gap is difficult. He must help the brand find the most suitable style.

Robinson defines the essence of Gap as the American classic basic section in 80s and 90s twentieth Century, but since then, sales have been on the rocks.

Gap's competitors include Abercrombie & Fitch, J. Crew, and high street brand H&M and Zara. Their endless trend is an important reason why Gap is no longer available.

Robinson has also brought some very popular products for Gap, such as overalls, jeans and some military uniform elements, but it has not changed sales.

In 2010, Gap Inc.'s other brands, such as Banana Republic, Old Navy and other North American sales, all showed an upward trend compared with the same period in previous years. Only Gap brand faced a decline of one percentage point.

This trend continued in the first three months of this year, while Gap stores in North America remained flat, down 1% and 9% respectively.

The departure of Robinson is actually accompanied by the re licensing of the Gap North American market.

3 months ago, Gap fired the highest commercial executive in the United States and appointed a new Gap brand global chief marketing officer.

According to official news, the resigned former executive was almost dismissed. However, the resignation of senior executives in the company is often blurred as "reasons for spending more time with family members", but this time it used the word "expulsion" very directly.

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Gap Pam Wallack, chairman of New York global creative center, said in a statement: "the company has decided to make some changes to the design team of Gap adult apparel department."

Before finding the successor, Gap's design director of children's wear department will take charge of the adult department.

Gap Inc. director and chief executive Glenn Murphy also said in a statement: "the core of the Gap Global Innovation Center after the massive exchange of blood will take the necessary steps and win the competition globally."

Some analysts believe that Gap's problems in design seem to be increasing.

Robinson's preference for color in design is too mediocre.

For example, today's Gap shops are filled with gray and beige lines, while competitors are using high saturation and bright colors as keynotes.

When it comes to color, Adrienne Tennant, a retail analyst at Janney Capital Markets, said in an interview earlier this year: "Gap has been dull in 2010."

Tennant added: "Gap used to use bright colors to match the mood of customers, especially during the holiday season. Bright colors can arouse consumers' desire to buy.

But we hardly see that again now.

In addition, there are serious problems in the timing of launching new products.

Gap's 969 jeans did get some recognition, but the rest of the styles were launched at the wrong time.

For example, in early 2010, Gap had introduced body training overalls.

"But this trend is too advanced.

When the trend reached its peak this year, Gap shop could hardly see the shadow of its own overalls.

Tennant said.

In an exclusive interview in March, Seth Farbman, the newly appointed Gap brand global chief marketing officer, admitted that there were some problems with the brand.

"Keeping the middle position is very difficult, but we have to find something that is really suitable for Gap. We must design a medium brand that we really need," he said. "This is not a strategy of 5 years, but a pressing matter of the moment."