Gap Fast Fashion Marketing Strategy

Introduction

Gap was founded by Donald Fisher, an American real estate specialist in retail store
locations. He was inspired by a sudden success of a brand named ‘The Tower of Shoes’, a
business focused on selling women footwear (Holcomb, 2016). Its operations were
surprisingly run in a Quonset hut at a rather unpleasant retail location. Fisher and his wife,
Doris, decided to make jeans easier to look for and in return giving them the commitment to
produce more, intentionally targeting the younger generations to purchase because it was
cheap, comfortable and durable. The name ‘Gap’ was derived from the growing differences
between a child and an adult, describing it as “the generation gap”, having sparked in the
1960s (Montagne and Singer, 2009)

Hence, Fisher hired Bud Robinson, who had experience as director of advertising at
Levi’s, to work out the legal testing plan for the Gap brand. Gap’s mission statement to
“create emotional connection with customers around the world through inspiring product
design, unique store experiences and competitive marketing.” became a driving phrase
towards fast fashion dominance, supported by a vision to encourage American optimism
throughout the world (Gap, 2018).

Currently, Gap has a widespread variety of products all catering to a wide customers
base, ranging from children, to working adults, as well as families, as seen by categories such
as Gap Kids and Gap Adults. Gap has explored certain niches such as the maternity market,
creating off-shoulder dresses that ensure pregnant ladies continued to stay stylish. Although
Gap has acquired other brands such as Old Navy, Athleta and Banana Republic, the original
Gap brand is still best known, courtesy of its trademark jeans and denim, which still receives
significant research and development (R&D) focus today. (Marston and Modarres, 2002).
Currently, it holds a solid 9.52% in market share for the global fast fashion market
(CSIMarket.com, 2018)

Gap stores have seen expansion to countries such as the UAE, China, United
Kingdom, Japan, Italy and Malaysia. In Malaysia, Gap operates in several malls of Malaysia,
particularly in malls located in the heart of capital city, Kuala Lumpur, in urban centres such
as Suria KLCC, Paradigm mall, The Gardens mall and 1 Utama. It is designated in such areas
because these malls are shoppers’ favourites, regardless whether they are locals or foreigners.
These areas are also lucrative sources of foot traffic during festive seasons, enabling a rich
pool of buyers to be accessible to Gap’s retail stores.

1
 Gap Fast Fashion Marketing Strategy

Description of target market and segmentation variables

In order to cater for customers’ needs more accurately, targeting via segmentation
approaches are deployed by Gap. According to Kerin et al. (2004), segmentation breaks down
potential buyers into groups that share common needs and provides similar responses towards
marketing strategies.

Table 1: Segmentation of Gap’s Target Markets

Bases Segment 1 Segment 2 Segment 3

Geographic Urban Urban Urban
Demographic Age 15-25 years 25-40 7-15
Gender Male and female Male and female Male and female
Life-cycle Bachelor stage Bachelor stage, Bachelor stage
newly married,
Full Nest 1, Full
Nest 2
Occupation Students, Professionals, Students
professionals sportspeople

Behavioural Loyalty status Hardcore loyal, split Split loyal, Split loyal, shifting loyal,
loyal shifting loyal, switchers
switchers
Benefits sought Popularity, Popularity, Popularity, functionality,
functionality, cost functionality, cost cost advantage
advantage advantage
Buyer readiness Informed or interested Informed or Informed or interested
stage interested
Attitude towards Positive Positive Positive
product

2
 Gap Fast Fashion Marketing Strategy

Psychographic Social class Middle to Upper Class Middle to Upper Middle to Upper Class
Class

Within the Malaysian market, Gap targets the urban regions for all segments, as its
marketing language is catered towards a well English-educated audience (Appendix 1). It is
given that Segment 1’s age range is from 15 to 25 years old, representing a wide range of
buyers from childhood to young adulthood, as well as covering both male and female
customers, according to its offered range of fashion on its e-commerce front. (see Appendix
1). For Segment 2, it represents young to middle-age adults, from ages 25-40 (see Appendix
2) whereas Segment 3 focuses on the age range of children, from ages 7-15 (see Appendix 3).
Although Gap does not specifically state the age ranges of its targeted customers, they are
represented graphically by its marketing materials. Gap does not discriminate between age,
targeting both male and female (see Appendixes 1, 2 and 3).

Gap classifies its segments into several life-cycle stages, which are the bachelor,
unmarried stage, newly married stage, Full Nest 1 and Full Nest 2. Full Nest 1 concerns
families who generally have more children than adults, with the children under 6 years old
while Full Nest 2 includes families with more children than adults, with the children more
than 6 years of age, as clarified by Wells and Gubar (1966). Full Nest 2 children may have
grown up to have families and wives of their own. Segments 1 and 3 focus on bachelors (see
Segment 4), promoting individual minimalistic designs, while Segment 2 includes Full Nests
1, 2 and newly married customers (see Appendix 5). These are hinted graphically in Gap’s
promotional materials once again.

Segment 1 is more inclusive of students and professionals, who require stylish and
hardy choices, as displayed by media analyst ‘Basak Yazar’, (Appendix 6). However,
Segment 2 includes sportspeople alongside professionals (Appendix 7), featuring sports
model Heid Lee. Segment 3 solely consist of students, given that its children demographic is
entirely involved there (Appendix 8).

Loyalty status, in descending order of attraction and retainment towards the brand,
involves the stages of hardcore loyal, split loyal, shifting loyal and switchers, according to
Kotler and Keller (2006). Segment 1 represents the most responsive and appreciative of
Gap’s customers, having hardcore loyalties with a mix of split loyalties. Hardcore customers
are marketed with more personally-crafted messaging, such as ‘We’ll Miss You’ during

3
Gap Fast Fashion Marketing Strategy

announcements of shop closures (see Appendix 9). Segment 2’s loyalty status requires extra
persuasion on part of Gap’s marketing strategy via discount incentives, given that many of its
buyers are not completely accepting of Gap’s offers (see Appendix 10). However, as
Segment 3 is geared towards children, their loyalties are more subject to parent influence, as
hinted by promotions for matching suits (see Appendix 11).

All segments look for popularity, functionality and cost advantage, following Gap’s
website quote on his philosophy, “Casual style is our aesthetic. Clean and confident,
comfortable and accessible, classic and modern” (Gap, 2018). All segments are either at the
informed or interested stage. Informed customers are directed with updates on new product
releases or promotions that they may be well acquainted with, especially for online channels
(see Appendix 12) while interested customers are directed with additional incentives to sign
up for Gap’s informative initiatives via email landing pages, as part of a lead magnet into
their online sales funnel (see Appendix 13). Generally, all segments have a positive attitude
towards Gap, as shown by the direct and cordial communication of the Gap marketing team
on social media with customer inquiries (Appendix 14). Positive buyer attitude would bring
about better responses to marketing messages, requiring more of Gap’s intervention or
communications. The middle and upper social classes are targeted, given that they have better
affordability to spend with Gap. This can be seen by Gap’s higher price of up to RM799 for
an En Noir 3 in 1 Coated Jacket feature, in one online promotion (see Appendix 15).

Gap’s primary segment is Segment 1, as not only does it include young people, who
are very responsive towards marketing messages, according to Duffett (2017), their hardcore
loyalty can encourage more buyer response and exposure via word-of-mouth to non-buyers or
interested buyers, as well as weather drastic brand pivots, according to Oyeniyi (2011).

4
Gap Fast Fashion Marketing Strategy

Identify values demanded by target market

 Raise in popularity or reputation amongst friends and family

 Relevance of fashion designs with general mindset or cultural philosophy of the
community
 Affordable pricing
 Attractive promotion rates during festive seasons
 Options for affordable or free delivery
 Competitive pricing to match competing brands
 Inclusion of self into brand story
 Functionality and long integrity of fabric
 Able to be machine washed
 Wide availability of sizes
 Versatility for casual, work and sports events
 Quick and efficient support service at outlets
 Suitable for those with skin concerns
 Concern for environmental impact from production of clothes
 Smooth and easy usage of e-commerce website
 Speedy checkout at brick and mortar outlets
 Detailed reviews and recommendations by outlet staff and online customers
 Speed of response to offline and online feedbacks (e.g. via emails and surveys)
 Informative catalogues or newsletters on the latest and affordable fashion trends

5
Gap Fast Fashion Marketing Strategy

Positioning and application of positioning map

From the perceptual map, the X axis, which ranges from practical to stylish, refers to
whether it is designed for either emotional appeal or the integrity of functionality. The Y-axis
refers to focus on clear communicable marketing, efficient support services and products
distribution on either conventional retail or e-commerce.

Compared to Gap, Zara is positioned more towards the stylish attribute of fast
fashion, as its primary brand focus is directed towards providing elegance for ladies, as it
heavily features fast fashion collections for women on its website’s front page. (Appendix
16). However, Zara relies more on brick and mortar locations, preferring direct contact with
their customers. It locates its stores close together, for instance, so that buyers can visit its
stores regularly, in Europe (Lopez and Fan, 2009). This is done even in the Malaysian region
(see Appendix 17).

Padini is also positioned towards the stylish end, as its website specifically states that
“we also believe that it is possible to look stylish without breaking the bank” (Padini, 2018).
However, it is positioned more highly than Gap towards better focus on online shopping,
given that it allows tracking of online orders on its website, which Gap’s online platform does
not possess (see Appendix 18). According to Delone and Mclean (2004), assurance of
security of product delivery is a prominent driver of e-commerce success.

6
Gap Fast Fashion Marketing Strategy

As for Malaysian brand Pestle & Mortar, it has a more personalised online marketing
approach, due to having a regular blog to build customer relationships with localised brand
articles (Appendix 19). Hence, it ranks higher for online-focused retailing. But Pestle &
Mortar ranks lower than Gap from practicality, as it does not specifically denote any focus on
practicality. Instead, it aims to focus on promoting Malaysian-inspired designs, following its
vision on its website, which edges closer to the stylish paradigm (Pestle & Mortar, 2018).

Uniqlo scores higher than Gap for focus on e-commerce, given that it provides a
generous service for buyers to select clothing online for purchase, as well as to choose their
preferred collection location across 300 locations in Malaysia via Click & Collect (see
Appendix 20). Gap does not provide similar services. However, Uniqlo weakens on
practicality in the Malaysian context, as its designs are more suitable for multi-season Japan,
its native target market (Fast Retailing Co., Ltd., 2018).

Finally, H&M provides a completely integrated centre of information for online

customers on its website, as shown by its accessible links to social media posts and
complimentary online magazine (see Appendixes 21 and 22). This provides online customers
with high levels of visual persuasion. Both Gap and H&M are on equal footing in terms of
practicality, as both brands provide fashion options for kids, parents and employees, with
adherence to their daily activities (Kim, 2007).

7
Gap Fast Fashion Marketing Strategy

Differentiation

Despite the fierce competition within the fast fashion space, Gap has maintained
differentiation from other brands such as Uniqlo and Zara by providing expertise in creating a
high-quality range of denim wear.

The criteria of superiority, compared to other fast fashion brands is fulfilled, given
that Gap’s company blog revealing that one of their renowned denim lines, Built-In Sculpt
Rockstar provides almost double the amount of stretch in their standard Rockstar line of
jeans, being engineered provide an amazing fit (Gomes, 2017). Moreover, Gap’s specialty in
denim proves to be distinctive, as it provides a denim fit guide that explains the right sizes for
different customer desires, as well as suitable occasions for particular denim jean selections
(see Appendix 23).

Gap’s denim specialisation further proves to be important, as it clearly provide the

benefit of additional comfort, which is often ignored by most fast fashion brands, as relayed
by the company blog. Gomes (2017) quotes, “Our customers told us they desired a jean that
could work day to day but also be dressed up. With this in mind, we developed our Sculpt
denim, a high stretch jean that gives great comfort and freedom of movement but contours,
supports and holds it shape all day long giving the perfect backside advantage.”

The distinctness of Gap’s denim clothing is communicable and clearly visible to

buyers, having a versatile online interface to examine the clothing from all angles of
perspectives, with supporting specifications on unique measurements and sizes (see
Appendix 24). Extensive research and collaboration with skilled designers, like Sarah Jessica
Parker, also a past star in Gap’s ads, provides varieties in denim that competitors cannot
replicate easily, as they do not have access to the unique talents of Gap’s partner designers, as
revealed by the Gap blog (Gap, 2018).

However, it is less affordable for lower to middle income earners, with a standard pair
of jeans costing from a minimum of RM169 (iPrice, 2018). There are also doubts on Gap’s
profitably in the long run, employing these differentiating approaches, as sales drops lead to
Gap CEO Jeff Kirwan’s dismissal (Wahba, 2018). However, with a majority of these
differentiating criteria fulfilled, Gap can stand out as a dominant brand in fast fashion.

8
Gap Fast Fashion Marketing Strategy

Product

Gap is a well-known clothing company for their ‘cool and trendy’ clothing and
accessories globally (see Appendix 25). Gap provides a large range of products which
includes T-shirts, jeans, shorts, jackets, shoes, jewellery, perfumes and more for daily use
purpose. Products belonging to Gap, with different brand names, are trendy and high quality,
especially for their denim line of products (see Appendixes 23 and 24). The company also
offers a large variety of range in terms of the size, colours and design and this helps to target
the customers of both mass market and premium segment to express their individuality (see
Appendix 1). For its packaging and labelling, Gap retail outlets use dark blue bags with white
labels for buyers to receive clothes, which are from sustainable resources, as part of their
green policies (see Appendix 26).

Place

Gap has got an immeasurable distributing network to ensure a strong presence in the
globe. The company uses online and offline sales channels in an integrated manner. The
products of the company are distributed in more than 1,500 locations, not only in the United
and Canada (see Appendix 27). Gap stores also have been opened in Asia as well (see
Appendix 28 and 29). Gap is an easily available brand in most metro cities of the nation’s
worldwide. The products can either travel from the company factory to retail stores or direct
to Gap stores for customers to buy them. In a total, there are 3,721 stores operated by Gap
itself and franchise stores locations within the company and almost all of the stores are open
seven days a week.

Besides that, Gap has a focus on internet sales channel and the company has increase
the extent of utilization of online sales channel. According to Gap’s CEO Art Peck, Gap is
selling its products on third party online channels such as Amazon, Ebay and many other
third parties (see Appendix 32). Customers also have the opportunity to find the address of
the nearest Gap store to their location from the official website of the company. Although
self-operated Gap stores are less in number, around 21% of total stores, Gap is better known
globally by its online presence and third-party store.

9
Gap Fast Fashion Marketing Strategy

Price

In the market of the United States, Gap is the market leader in its segment. Fast
fashion industry is highly competitive and hence it follows a competitive pricing strategy in
its marketing mix. There are a number of competitors of Gap. such as American Eagle
outfitters, Urban Outfitters Inc. and Macy’s Inc. However, the company manages to secure its
market value by optimizing cost by providing lower prices for quality products (see
Appendix 31). Although the market is price sensitive, the demand for products offered by
GAP is still inelastic (see Appendix 30). People tend to buy clothing that are more affordable
to them. Due to this issue, Gap changed its focus on a wider target market since 2014. It
optimized its operations for decreased cost and lower prices. Furthermore, the company
implied new pricing strategy which integrates the combination of psychological and product
line pricing techniques (Trefis Team, 2016).

In 2016, Gap has engaged in price optimization integrating a cloud-based

optimization system. It achieved this through localizing the pricing of inventory in its
network of retail stores. The new strategy will enable the company to optimize price in
different ways, such as identifying the location of the nearest centres to store so as
transportation cost can be minimized (Trefis Team, 2016). The strategy also offers localized
promotion policies and has a stable solution for the pricing problems as well. Thus, Gap
preserves its competitive edge for pricing through optimized operations.

Promotion

For promotion purposes, Gap uses numerous sales promotions techniques. For
example, the company offers e-gift cards which can be used to buy the Gap’s products from
all sites and stores. Gap utilizes print, television advertising, and billboards. Advertising,
through boards and posters with taglines is one of Gap’s main sales promotion techniques. As
for hard copy, Gap specially prefers promote their products through magazines (see
Appendix 33). As for online promoting, the company collaborates with the Red campaign,
and it takes advantage of website in order to increase customer awareness about its product
(see Appendix 34).

Moreover, Gap improved its marketing campaign “Be Bright” and organized a new
marketing campaign which is called “Dress Normal” (see Appendix 35) (Zmuda and Diaz,

10
Gap Fast Fashion Marketing Strategy

2014). The new marketing campaign involved a series of lush, black and white films
capturing models in midst of mysterious scenes which make viewers feel they are caught in
the middle of the advertisement (Zmuda and Diaz, 2014). One such ad features a lone female
model applying lipstick in black and white, alongside the tagline: “Get caught wearing the
same thing” (see Appendix 36).

11
Gap Fast Fashion Marketing Strategy

Marketing strategy recommendations

According to Elankovan (2018), Gap announced the closure of around 200 Gap stores
due to sales volume declines. This has heavily impacted Malaysia, which led to the closure of
major outlets in Queensbay mall, Penang, and Pavillion, Kuala Lumpur (Tham, 2018). One of
the reasons for this drastic drop in sales performance is the decreasing purchasing power of
Malaysian consumers, leading them to alter their interests towards deal-orientated buying
habits. Although Gap was designed for American affordability in the first place, the exchange
rate of the Ringgit, as opposed to the higher valued United States Dollar, has not made it
favourable for Malaysian consumers.

While Gap can try to use discount incentives and promotions to draw back customers,
in the long run, it will negatively impact their profit margins. Hence, they will have to cater to
specific niches, where customers do not mind paying higher prices for. These niches must not
be easily accessible by other fast fashion competitors, either on the basis of technology or
deeper customer psychological desires (Karakaya and Stahl, 1989). For instance, one such
niche would be fast fashion clothing constructed with fabric that is non-irritating for the skin
of customers who suffer from skin allergies. Although Gap is not in the health industry, it can
share the deeper conflicts of its customers by expanding its range of offerings in that
direction.

Alternatively, Gap might have made the error of extending its categories into too
many sections, leading to brand dilution, where the consumers become insensitive to the
actual brand’s identity (Kort et al., 2006). The presence of its other partner brands, such as
Banana Republic and Old Navy may have provided similar products that worsened this
condition. Hence, Gap should narrow or eliminate its categories until it is distinct from that of
its other partner brands.

As the entire fast fashion industry shifts more of its distribution channels to online
avenues, Gap can pay more attention to improving the data analytics of its e-commerce
platform in order to identify customers’ inner desires and pains. One mechanism Gap can
deploy is predictive eye tracking, which records the e-commerce platform’s buttons or
content which are either the least or most viewed to identify trends in buying manners
(Djamasbi et al., 2010). Hence, Gap can understand which content or arrangement of e-
commerce interfaces work optimally to ensure a smoother buying experience for their
customers.

12
Gap Fast Fashion Marketing Strategy

Lastly, Gap should play closer attention to corporate social responsibility (CSR) by
providing more fair treatment and wages to its outsourced manufacturing workers, in order to
maintain its reputation. It would then be able to avoid any scandals of Third World labour
exploitation (Turker and Altuntas, 2014). To eliminate labour costs altogether, while ensuring
quick, quality production, funding for automation should be extended to manufacturing
facilities, so that affordability issues can be solved, clearing up consumers’ doubts about Gap,

13
Gap Fast Fashion Marketing Strategy

References

Cannon, C. (2013). Gap Marketing Presentation [Photograph]. Retrieved from

https://www.slideshare.net/crcannon/gap-marketing-presentation

CSIMarket.com. (2018). GPS's Competition by Segment and its Market Share.

Retrieved from https://csimarket.com/stocks/competitionSEG2.php?code=GPS

Delonay, L. (2014). Drive - Gap Dress Normal [Video]. Retrieved from

https://vimeo.com/110901948

Delone, W. H., & Mclean, E. R. (2004). Measuring e-commerce success: Applying

the DeLone & McLean information systems success model. International Journal of
electronic commerce, 9(1), 31-47.

Djamasbi, S., Siegel, M., & Tullis, T. (2010). Generation Y, web design, and eye
tracking. International journal of human-computer studies, 68(5), 307-323.

Duffett, R. G. (2017). Influence of social media marketing communications on young

consumers’ attitudes. Young Consumers, 18(1), 19-39.

Elankovan,V. (2018). World of Buzz. American Clothing Retailer Gap is Shutting

Down All Stores in Malaysia. https://www.worldofbuzz.com/american-clothing-retailer-gap-
shutting-stores-malaysia/

EverydayOnSales.com. (2018). GAP Closing Down All Stores in Malaysia

[Photograph]. Retrieved from https://www.everydayonsales.com/news/gap-close-down/

Fast Retailing Co. Ltd. (2018). Retrieved from

https://www.fastretailing.com/eng/group/strategy/uniqlobusiness.html

Gap. (2017, February 2). Basic #GapFit essentials.. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10154113136562341/?type
=3&theater

Gap. (2018). Retrieved from

https://www.gap.com/browse/product.do?cid=1109142&pcid=1109097&vid=1&pid=355897
002

14
Gap Fast Fashion Marketing Strategy

Gap. (2014, October 15). Come join us at GapKids, Level 5 Pavilion KL on 18th
October 2014 from 2pm onwards as we reveal our winners of GapKids Class of 2014.
Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10152379117357341/?type
=3&theater

Gap. (2018, October 4). Denim Fit Guide. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/app/263788903724497/?ref=page_internal

Gap [Digital image]. (2015) Retrieved from https://diginomica.com/2015/02/27/gap-

ceo-seeks-bridge-gap-digital-offline-retail/

Gap. (2014, October 17). En Noir. Retrieved October 4, 2018 from

https://www.facebook.com/gapmalaysia/photos/a.10152382407842341/10152382408022341/
?type=3&theater

Gap. (2018, August 22). Gap Launches Second Limited-Edition Collection with Sarah
Jessica Parker [Web log post]. Retrieved October 4, 2018, from
https://corporate.gapinc.com/en-us/articles/2018/08/gap-launches-second-limited-edition-
collection-wit

Gap. (2016, October 18). Happy GapDay Malaysia. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10153873467377341/?type
=3&theater

Gap. (2018). Retrieved from

http://www.gapinc.com/content/gapinc/html/aboutus.html

Gap Jeans | The best prices online in Malaysia | iPrice. (2018, October 4). Retrieved
October 4, 2018, from https://iprice.my/gap/clothing/jeans/

Gap. (2018, February 23). Just a few more days till we close our doors at Gap One
Utama. Have you gotten something to remember us by? Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10155153991567341/?type
=3&theater

Gap. (2015, July 15). Make the world your playground. Shop #gapkids in-store now
at http://bit.ly/IvPZqa. #summerisyours. Retrieved October 4, 2018 from

15
Gap Fast Fashion Marketing Strategy

https://www.facebook.com/gapmalaysia/photos/a.148380562340/10152910141537341/?type
=3&theater

Gap. (2015, May 29). Media analyst, Basak Yazar, enjoys a relaxing afternoon at a
park in her Gap floral button down shirt and pants. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10152782774137341/?type
=3&theater

Gap (2014, January 25). Our Gap & GapKids store in Pavilion & Queensbay Mall
will be closing soon. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10155079873882341/?type
=3&theater

Gap. (2017, May 17). Our sale is back at Gap and GapKids! Enjoy up to 50% off on
sale items. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10154443154132341/?type
=3&theater

Gap. (2018, October 4). Retrieved October 4, 2018, from

http://www.gapinc.com/content/gapinc/html/aboutus/ourbrands/gap.html

Gap. (2017, March 25). Saving our favourite workout for the weekend like 李靜儀
Heidi Lee. #GapFit. Retrieved October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10154219221527341/?type
=3&theater

Gap. (2016, November 7). Smile for the camera in your favourite denim. Retrieved
October 4, 2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10153897209517341/?type
=3&theater

Gap. (2017, November 24). The Black Friday weekend special is here! Buy 4 and get
5 free, or buy 3 and get 2 free when you shop at Gap & GapKids! Retrieved October 4, 2018
from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10154940772577341/?type
=3&theater

16
Gap Fast Fashion Marketing Strategy

Gap (2018). Truly Deeply [Photograph]. Retrieved from

http://www.trulydeeply.com.au/2014/08/gap-brand-belief-inspires-dress-normal-campaign/

Gap. (2018, January 6). We'll all for adorable matching sets! Retrieved October 4,
2018 from
https://www.facebook.com/gapmalaysia/photos/a.148380562340/10154986203902341/?type
=3&theater

Garcia, C. (2018). Gap shares slump as retailer says it will take months to fix
inventory issues [Photograph]. Retrieved from https://www.marketwatch.com/story/gap-
shares-slump-as-retailer-says-it-will-take-months-to-fix-inventory-issues-2018-05-25

Gomes, C. (2017, October 2). Introducing Gap Inc.’s Cross-Brand Denim Innovation
[Web log post]. Retrieved October 5, 2018, from https://corporate.gapinc.com/en-
us/articles/2017/10/introducing-gap-inc-’s-cross-brand-denim-innovatio

Google Maps. (2018). Retrieved from

https://www.google.com/search?q=zara+malaysia&npsic=0&rflfq=1&rlha=0&rllag=309113
5,101533889,8410&tbm=lcl&ved=2ahUKEwiDzYny--
zdAhXYZSsKHfUsAXMQtgN6BAgAEAQ&tbs=lrf:!2m1!1e3!3sIAE,lf:1,lf_ui:4&rldoc=1#r
lfi=hd:;si:;mv:!3m12!1m3!1d45483.11890280211!2d101.58682329999999!3d3.1150889499
999996!2m3!1f0!2f0!3f0!3m2!1i413!2i137!4f13.1;tbs:lrf:!2m1!1e3!3sIAE,lf:1,lf_ui:4

Craymer, C. (2012). Be Bright [Photograph]. Retrieved from

https://models.com/work/gap-gap-be-bright-campaign-ss-12

H&M. (2018). Retrieved from https://www2.hm.com/en_asia4/free-form-campaigns-

s03/hm-gallery.html

H&M. (2018). Retrieved from https://www2.hm.com/en_asia4/index.html

Holcomb, C. (2016). Culture Trip. A Brief History of Gap, The Classic American
Clothing Company. ://theculturetrip.com/north-america/usa/california/articles/a-brief-history-
of-gap-the-classic-american-clothing-company/

Jewish Business News. (2014). Gap expanding quickly in Asia [Photograph].

17
Gap Fast Fashion Marketing Strategy

Retrieved from https://jewishbusinessnews.com/2014/11/05/gap-expanding-quickly-

in-asia/

Karakaya, F., & Stahl, M. J. (1989). Barriers to entry and market entry decisions in
consumer and industrial goods markets. The Journal of Marketing, 80-91.

Kerin, R., Brkowitz, E., Hartley, S., & Rudelius, W. (2004). Marketing, Editorial
McGraw Hill.

Kim, S. H. (2007). A study on the fast fashion (part I)-Focusing on marketing

strategy. The Research Journal of the Costume Culture, 15(5), 875-887.

Kort, P. M., Caulkins, J. P., Hartl, R. F., & Feichtinger, G. (2006). Brand image and
brand dilution in the fashion industry. Automatica, 42(8), 1363-1370.

Kotler, P., & Keller, K. L. (2006). Marketing management 12e. New Jersey.

Lopez, C., & Fan, Y. (2009). Internationalisation of the Spanish fashion brand Zara.
Journal of Fashion Marketing and Management: An International Journal, 13(2), 279-296.

Marston, S. A., & Modarres, A. (2002). Flexible retailing: Gap Inc. and the multiple
spaces of shopping in the United States. Tijdschrift voor economische en sociale geografie,
93(1), 83-99.

Montagne, R., & Singer, S. (2009, September 28). Gap Inc. Co-Founder Donald
Fisher Dies At 81. Retrieved October 4, 2018, from
https://www.npr.org/templates/story/story.php?storyId=113265289?storyId=113265289

Oyeniyi, O. (2011). Sales promotion and consumer loyalty: A study of Nigerian

Telecommunications Industry. Journal of Competitiveness, 66-77.

Padini. (2018). Retrieved from https://www.padini.com/

Padini. (2018). Retrieved from https://www.padini.com/track-order

Pestle & Mortar. (2018). Retrieved from

https://www.pestlemortarclothing.com/about/

Pestle & Mortar. (2018). Retrieved from

https://www.pestlemortarclothing.com/category/blog/page/2/

Preuss, S. (2017). Gap now available on Amazon India [photograph]. Retrieved from

18
Gap Fast Fashion Marketing Strategy

https://fashionunited.in/news/retail/gap-now-available-on-amazon-india/2017051215219

Reuters. (2016). Gap Shares Flop After Chain Says It Will Close More Stores Than
Expected [Photography]. Retrieved from http://fortune.com/2016/11/18/gap-earnings-store-
closures/

Senatus. (2017). Gab (PRODUCT) RED [Photograph]. Retrieved from

https://senatus.net/article/gap-product-red/

Shop By Department. (2018, October 4). Retrieved October 4, 2018, from

https://www.gap.com/

Trefis Team. (2016). Can Gap’s Price Optimization Strategy Improve Its
Profitability?

http://www.forbes.com/sites/greatspeculations/2016/06/21/can-gaps-price-
optimization-strategy-improve-its-profitability/#446cb9ed4cff

Tham, J.V. (2018). Says. This Could Be Why Gap Stores Are Closing Down in
Malaysia. https://says.com/my/lifestyle/this-could-be-why-gap-is-closing-its-stores-in-
malaysia

The Advertising Archives. (2018). 2000s UK Gap Magazine Advert [Photograph].

Retrieved from https://www.alamy.com/stock-photo-2000s-uk-gap-magazine-advert-
85344709.html

Turker, D., & Altuntas, C. (2014). Sustainable supply chain management in the fast
fashion industry: An analysis of corporate reports. European Management Journal, 32(5),
837-849.

Uniqlo. (2018). Retrieved from http://www.uniqlo.com/my/clickandcollect/

Wahba, P. (2018, February 20). The Gap CEO Out After Struggling to Grow Profits.
Retrieved October 4, 2018, from http://fortune.com/2018/02/20/gap-ceo-jeff-kirwan/

Wells, W. D., & Gubar, G. (1966). Life cycle concept in marketing research. Journal
of Marketing Research, 355-363.

Xiang, W. (2018). GAP and Banana Republic Are Offering 80% Discount as They
Close Down All Stores in Malaysia [Photograph]. Retrieved from

19
Gap Fast Fashion Marketing Strategy

https://thecoverage.my/shopping/gap-banana-republic-offering-80-discount-close-stores-
malaysia/

Zara. (2018). Retrieved from https://www.zara.com/my/en/woman-

l1000.html?v1=756531

20
Gap Fast Fashion Marketing Strategy

Appendix 1

Figure 1. Snapshot of Gap’s e-commerce targeting via offered range of fast fashion towards
Segment 1 Age 15-25 (Shop By Department, 2018)

Appendix 2

Figure 2. Facebook promotion towards Segment 2 Age 25-40 (Gap, 2018)

21
Gap Fast Fashion Marketing Strategy

Appendix 3

Figure 3. Facebook promotion towards Segment 3 Age 7-15 (Gap, 2015)

Appendix 4

Figure 4. Facebook promotion towards Segments 1 and 3’s focus on bachelors (Gap, 2017)

Appendix 5

Figure 5. Facebook promotion towards Segment 2’s focus on newly married, Full Nests 1 and
2 (Gap, 2016)

22
Gap Fast Fashion Marketing Strategy

Appendix 6

Figure 6. Facebook promotion towards Segment 1’s focus on students and employees (Gap,
2015)

Appendix 7

Figure 7. Online social media promotion towards Segment 2 inclusion of sportspeople and
working adults, featuring sports model Heidi Lee (Gap, 2017)

Appendix 8

Figure 8. Facebook promotion towards Segment 3’s inclusion of students (Gap, 2014)

23
Gap Fast Fashion Marketing Strategy

Appendix 9

Figure 9. Facebook’s use of personal language towards hardcore-loyal customers (Gap, 2015)

Appendix 10

Figure 10. Facebook promotion towards Segment 2’s split loyal, shifting loyal and switcher
market (Gap, 2017)

24
Gap Fast Fashion Marketing Strategy

Appendix 11

Figure 11. Facebook promotion towards Segment 3 children-dominated market, with split,
shifting and switcher loyalties (Gap, 2018)

Appendix 12

Figure 12. Facebook promotion for informed customers to participate in an upcoming Black
Friday Sales, a well-known event (Gap, 2017)

Appendix 13

Figure 13. Email landing page to attract interested buyers into their sales funnel for further
marketing efforts (Shop By Department, 2018)

25
Gap Fast Fashion Marketing Strategy

Appendix 14

Figure 14. Facebook communication between the Gap social media team and customer, in
response towards positive buyer attitude (Gap, 2016)

Appendix 15

Figure 15. Facebook promotion towards middle to upper class customers (Gap, 2014)

26
Gap Fast Fashion Marketing Strategy

Appendix 16

Figure 16. Zara’ focus on marketing stylish fast fashion to women on its website’s front page
(Zara, 2018)

Appendix 17

Figure 17. Zara’s positioning of Kuala Lumpur brick and mortar stores close to each other
(Google Maps, 2018)

27
Gap Fast Fashion Marketing Strategy

Appendix 18

Figure 18. Snapshot of Padini’s focus on online marketing, with the providence of an online
order tracker service (Padini, 2018)

Appendix 19

Figure 19. Snapshot of Pestle & Mortar’s personalised marketing via its online blog, using
localised article topics (Pestle & Mortar, 2018)

28
Gap Fast Fashion Marketing Strategy

Appendix 20

Figure 20. Snapshot of Uniqlo’s Click & Collect service for online customers (Uniqlo, 2018)

Appendix 21

Figure 21. Snapshot of H&M’s complementary online magazine on its website (H&M, 2018)

29
Gap Fast Fashion Marketing Strategy

Appendix 22

Figure 22. Snapshot of H&M’s website integration with its social media posts and hashtag
trend (H&M, 2018)

Appendix 23

Figure 23. Snapshot of Gap’s Denim Fit Guide (Gap, 2018)

30
Gap Fast Fashion Marketing Strategy

Appendix 24

Figure 24. Snapshot of Gap’s online viewing interface for denim jeans (Gap, 2018)
Appendix 25

Figure 25. General Gap storefront outlook (Garcia, 2018)

Appendix 26

Figure 26. Gap’s packaging and labelling (Gap, 2015)

31
Gap Fast Fashion Marketing Strategy

Appendix 27

Figure 27: Gap store in New York, Manhattan (Reuters, 2016)

Appendix 28

Figure 28: Gap store in Beijing, China (Jewish Business News, 2014)

Appendix 29

Figure 29: Gap store in Kuala Lumpur, Malaysia (EverydayOnSales.com, 2018)

32
Gap Fast Fashion Marketing Strategy

Appendix 30

Figure 30: The demand for Gap is still inelastic. (Cannon, 2013)

Appendix 31

Figure 31: Gap reducing price for quality products. (Xiang, 2018)

Appendix 32

Figure 32: Gap products on Amazon. (Preuss, 2017)

33
Gap Fast Fashion Marketing Strategy

Appendix 33

Figure 33: Gap magazine feature. (The Advertising Archives, 2018)

Appendix 34

Figure 34: Red Campaign (Senatus, 2017)

Appendix 35

Figure 35: ‘Be Bright’ campaign. (Craymer, 2012)

34
Gap Fast Fashion Marketing Strategy

Appendix 36

Figure 36: Dress Normal campaign. (Gap, 2018)

35