GAP Chief Designer Quit Thinking

The design is unpopular.

Robinson entered Gap in 2007, and previously served as a designer of Paco Rabanne, Perry Ellis, Giorgio Armani and Anne Klein, and took the year of the American fashion designers Union.

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.

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.

Other brands, such as Banana Republic, Old Navy and other North American sales, have shown an upward trend compared with the same period in previous years. Only the Gap brand is facing a percentage point decline.

{page_break}

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.

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.

Glenn Murphy, the director and chief executive, also said in a statement: "the core of the Gap global creative 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."