Gap Will Draw On Competitors' Data-Driven Strategy.

Trapped

Inc. will probably learn from competitors, especially the world's largest.

Group InditexSA (ITX.MC) Indo Textile Group's data driven strategy.

ArtPeck has been the chief executive officer of GapInc. Cape group since January February 2015, and has been trying to revitalize the brand like his four predecessors. Despite occasional dawning, it has been proved to be false.

To this end, ArtPeck launched self criticism, saying it underestimated one.

The time for recovery is also the most severe attack on the garment industry relying on creative director.

He said the group had been spinning around, and every creative director was regarded as a savior, but it turned out that they were false saviors.

Even ArtPeck blamed the predicament of the current clothing industry on the power of the creative director.

ArtPeck, a BostonConsultingGroup, is currently making strategic adjustments to the company to increase its external supply chain collaboration including design capabilities, and requires Group executives to focus more on Google analyzers and the ability to track and analyze consumer data.

He believes that as a clothing retailer, it should be an era of "integration of science and art", which means that retailers should pay more attention to data, and at least regard data and design equally important.

GapInc. Cape group is undoubtedly the greatest retail companies of the day. Its SPA model is even the most important one in retail history. As early as 90s, the company has been a leader in the global fashion market for about 20 years, and MickeyDrexler, which led GapInc. to the brilliant MickeyDrexler, is also known as the only "retail Godfather" in the clothing industry. Even though he was finally swept out of the market because of the decline in the same store sales in the past two consecutive months.

However, in the past 10 years, GapInc. has attracted a large number of competitors, especially in Spain's InditexSA Indo Textile Group, Sweden's H&MHennes&MauritzAB (HM-b.ST) Hayne Maurice group and Japan's FastRetailingCo.Ltd. (9983.T) xungang group, the most famous brands of the four groups, Gap, H&MHennes&MauritzAB, Zara, H&M and Uniqlo UNIQLO have their own characteristics. They are also called the "fast fashion brands".

In addition to GapInc. group, the other four big groups have been developing rapidly in the past 10 years. Among them, the income of InditexSA Indo Textile Group and Hennes&MauritzAB Hayne Maurice group has surpassed that of GapInc. cover group. Fast selling group has gained the value of yen, and the turnover in 2016 fiscal year has been close to GapInc. Cape group, while GapInc.'s income has been hovering at 16 billion US dollars.

In addition to being overtaken by turnover, GapInc.'s market capitalization has been relentlessly crushed by its competitors.

In the 2015 fiscal year, the GapInc. GAPP group, which recorded a revenue of 16 billion 435 million US dollars, has a market capitalization of only $10 billion 190 million, while the rival InditexSA Indian Textile Group, which is earning 20 billion 900 million euros (2015 US dollars) in the 2015 fiscal year, has a market value of 100 billion 700 million euro (about 107 billion 100 million US dollars).

Such a huge contrast shows the huge profitability gap between the group and the market's outlook for the two companies.

In the 2015 fiscal year, InditexSA Indo Textile Group achieved 15% net profit growth, the highest growth rate in the past three years, reaching 2 billion 875 million euros (about 3 billion 57 million US dollars), while the GapInc. Cape Group recorded a net profit of 920 million US dollars, a drop of 27.1% compared with 1 billion 262 million in the 2014 fiscal year. At the same time, the net profit of the Hennes&MauritzAB Hayne Maurice group in the 2015 fiscal year was 20 billion 898 million Swedish kronor (about US dollars), and the net sales were Swedish Swedish kronor (about US dollars).

GapInc. the OldNavy Old Navy brand store of Cape group

It is precisely with the huge contrast development of the competitors in the past 10 years, GapInc. Cape group has been studying and learning from competitors, but has never made fundamental changes.

Earlier, IvanWicksteed, who resigned from the position of chief marketing officer of OldNavy's Old Navy brand under GapInc.'s Cape group, was even less competitive when the commentary group was in competition. It even claimed that the players with better genes could join the GapInc. so that they could only sit on one side and watch the fast fashion swallow up their share.

At the same time, the group captured the trend of leisure and helped GapInc. group to become the largest fashion group in the world. However, at the turn of the century, it was relatively slow in the rise of fast fashion and remained in accordance with the purchasing strategy of the traditional clothing retailing all the year round. Therefore, its inventory control and response capacity were not as good as Zara and H&M, and fabric innovation and explosive manufacturing were not as good as Uniqlo UNIQLO. The only advantage was that the group started early and developed consumption habits in the local North American market. In terms of international expansion, the group was weak in Europe and Asia, and recently it was in large scale in Europe and Japan, and the development speed of the Chinese market was also far away from the other three competitors. MickeyDrexler although help GapInc. cover Pu

ArtPeck said his current reforms are dispersing the role of creative director and relying more on data.

No doubt, these are the strengths of Zara.

Earlier, the article "Zara rejected the fast fashion label said that the road to success is not mode dependent on design and culture", explaining the Zara product production mode.

Meanwhile, in recent months, Gap and BananaRepublic are also learning about Uniqlo's innovation in fabrics, such as the newly launched men's wool fabric pants priced at 98.50 dollars and the 108 dollar elastic fabric skinnyjeans for men's wear.

ArtPeck takes the above actions as a new start for reshaping the brand and garment business.