market in the attempt to "brand- the individuals within the market. Branding has been the dominant .
approach among specialty apparel retailers ever since.
.
• Global Sourcing Network.
Gap sources its products from over 50 textile and clothing manufacturers worldwide. This effectively .
puts Gap in the position to dictate terms to select trading partners that are willing and able to meet its .
needs. And it also vertically integrated its storefront clothing sales capability with its garment .
manufacturers to control more aspects of the supply chain. Furthermore, its global sourcing network .
gives it options in how it work with vendors to get the right products to its customer.
• Reach of brands to all demographic groups.
Gap has 3,973 stores in three continents. Gap Domestic has 2,201 stores, which includes Gap, .
GapKids, babyGap, and GapBody stores. Gap International has 594 stores, Old Navy has 748 .
stores, and Banana Republic has 430 stores. Gap has six percent (6%) share of the domestic apparel .
market. Gap wants to achieve the ubiquity of Starbucks and McDonald's - part of our culture, one .
on every street corner. .
Gap has provided it customers with products for men and women aged ten through adult. The .
company entered the children's market with introduction of GapKids in 1986 and babyGap in 1989. .
These stores offer casual basic, outwear, shoes and other accessories in the tradition of Gap style and .
quality for children to baby. The company launched Gapbody in 1998, offering men's and women's .
underwear and personal care products.
Banana Republic designs styles for individuals who seek clothing and accessories with quality, value .
and style.
Old Navy attempts to make fashion affordable for customers of all ages. .
