MASTER OF BUSINESS ADMINISTRATION MARKETING MANAGEMENT Assignment 2 Group 30%, 3 students in a team (4500 words) to be submitted on exam date

Gap Inc
There are numerous companies that follow an extremely differentiated product strategy. Just like Procter & Gamble it shows just how finely the market for laundry detergents can be segmented. Many consumer products companies follow this same strategy. But other types of companies follow this strategy as well. Consider the portfolio of brands owned by Gap Inc. The following is a description of each of their main brands as noted on the corporate Web site (http://gapinc.com/public/index.shtml). Gap: Gap offers iconic American style to customers of all ages. Since 1969, customers have looked to Gap for updated, casual clothing and accessories that help them express their own personal sense of style. Today, Gap continues to be the best destination for wardrobe essentials such as T-shirts, hoodies, great-fitting pants, and denim. What began as one brand has grown to include Gap, GapKids, babyGap, GapMaternity and GapBody. Gap has become a cultural icon by offering clothing and accessories rooted in cool, confident, and casual style to customers around the world. Banana Republic: Banana Republic is an accessible luxury brand, offering highquality apparel and accessories collections for men and women. Delivering elevated design and luxurious fabrications at approachable prices, Banana Republic has been credited with helping make fashion more accessible. The brand offers elevated essentials and sophisticated seasonal collections of accessories, shoes, personal care products, and intimate apparel. From work to casual occasions, Banana Republic offers covetable, uncomplicated style. Old Navy (may not be available here): Old Navy offers great fashion at great prices, for everyone. For more than a decade, Old Navy has been famous for bringing customers on-trend apparel and accessories, as well as updated basics, at a surprising valueall in a fun, energizing shopping environment. From Old Navys Item of the Weeka special item at a special price each weekto its much-talked-about advertising campaigns, Old Navy is still the place to go for the latest fashion at amazing prices.

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1. What is Gap Inc.s segmentation strategy? What is unique about their market segmentation strategy? Areas to discuss Segmentation variables like geographic, demographic, psychographic and behavioral issues Undifferentiated/differentiated/concentrated Marketing issues (6 marks)

2. How is Gap Inc. differentiating each brand? Areas to discuss Differentiation and Positioning understanding and issues Positioning Maps Value propositions Product/services/channel/people/image differentiation issues (6 marks)

3. Are there weaknesses in the Gap Inc. strategy? If so, what are they? Areas to discuss Positioning statement and strategy Re-look into your answers in questions 1 and 2 to look into their weaknesses Apply SWOT and relevant marketing management models (6 marks)

4. Do you see any uncovered market segments? If so, what are they? How could Gap Inc. exploit this? Areas to discuss Must understand all previous questions Positioning or Perceptual mapping Target marketing Secondary research (possible primary research) Positioning or re-positioning strategy Apply BCG, Ansoff and other relevant marketing management model (7 marks)

5. Elaborate how can you apply your understanding of marketing mix to penetrate the market in Malaysia with consumer product of foreign brands within GAP Inc? Areas to discuss Primary and secondary research Porters five forces B2B & B2C issues Consumer buying behavioral issues Hofstede cultural dimensions Segmentation, differentiation and positioning issues (12 marks)

6. Create an IMC proposal with your recommended positioning and target customers in Malaysia market by gender or by a specific age group. Areas discuss-2-

Communication model Promotional Mix Understanding of local media Target marketing Segmentation and differentiation issues Positioning mapping and strategy Porter competitive strategy Other relevant marketing management model (13 marks)

The End

TABLE OF CONTENT NO DETAIL -3PAGE

1.0: 2.0:

Introduction Segmentation Strategy

2.1: 2.2: 2.3: 2.4: Geographic Segmentation Demographic Segmentation Psychographic & Behavior Segmentation Uniqueness of Gap Inc.s Segmentation

5 6 - 10
6 7-9 9 - 10 10

3.0: 4.0:

Differentiation Marketing Gap Inc. Strategy Weaknesses (TOWS)

4.1: 4.2: 4.3: 4.4: Threats Opportunities Weaknesses Strength

11 - 15 15 - 20
15 - 16 16 - 18 18 - 19 19 - 20

5.0:

Uncovered Market Segment

5.1: 5.2: The Ansoff Matrix BCG Matrix

20
21 23 - 24

6.0:

Market Development of Old navy in Malaysia

6.1: Primary research 6.1.1: 6.1.2: 6.1.3: 6.1.4: 6.2: 6.3: Shoppers demographic and shopping behavior Shoppers Perception on GAP Inc. Shoppers Opinion on Old Navy Concluding Remarks on the Survey Findings

24 - 32
24 25 27 27 27 28 28 - 30 31 - 32

Michael Porters Five Forces Hofstede Cultural Dimension Analysis

7.0:

IMC Proposal
7.1: 7.2: 7.3: 7.4: 7.5: Segmentation Strategy, Position Mapping & Target Marketing Integrated Marketing Communication Understanding Local Media target Marketing and Porters Generic Strategy Select the Marketing Communication Channel

33 - 38
33 34 - 35 36 37 38

8.0: References Appendix

Conclusions

39

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1.0:

INTRODUCTION

The GAP, Inc. or simply known worldwide as GAP, established in July, 1969 and based in San Francisco, California. The Gap functions as the largest specialty apparel retailer in the U.S. It offers clothing, accessories and personal care products for men, women, children and babies. It owns five apparel brands- The Gap, Banana Republic, Old Navy, Piperlime and Athleta. GAP Inc. has a work force of 134,000 employees, operated 3,068 company-owned stores mainly in the North America countries and 178 franchise stores across Asia, Europe, Latin America and Middle East (Refer Figure 1). In 2010, GAP Inc. has recorded 14.66 billion of net sales and 1.2 billion of net income, 9% higher than 2009. In the same year, GAP Inc. has ranked 7th among specialty retailers in the list of Worlds Most Admired Companies by Fortune Magazine. Today, its present is felt around the world with customers in over 80 countries can buy the products (GAP Inc., 2011).

Figure 1: Store count, openings, closings, and square footage for Gaps stores Source: GAP Inc.: Financial Information- Annual Report 2010 -5-

http://www.gapinc.com/content/dam/gapincsite/documents/GPS_AR_10.pdf 2.0: SEGMENTATION STRATEGY As a company or marketer, it is rare to satisfy everyone in the market. Therefore it is necessary to start by dividing the market into segments. Segmentation strategy is an approach to subdivide a market or population into segments where individuals have similar needs for services and products (Kotler & Keller, 2012). GAP Inc. employs segmentation strategies which include geographic, demographic, psychographic and behavioral segmentation in order to make its brands and products competitive in the world market. 2.1: Geographic Segmentation Geographic segmentation is an approach to divide the market into different geographical units such as nations, regions, states, or cities i.e. Gap Inc., its presence is felt around the world with 3,068 company-owned stores and 178 franchise stores. The 90% of companyowned stores are located in developed countries of North America such as U.S., U.K., German, France and Italy; the remaining 10% are located in Europe and other developing countries in Asia. The franchise stores are operated in Asia, Australia, Europe, Latin America, and Middle East (Refer Figure 2). Gap Inc. has expended its global opportunity aggressively and now they are in 31 countries across the world. To further its edge in the market, GAP Inc. has enhanced its geographical footprint via the webpresence with online sales available to customers in over 90 countries (GAP Inc., 2011).

Figure 2: Gaps franchise stores Source: GAP Inc.: Financial Information- Annual Report 2010 http://www.gapinc.com/content/dam/gapincsite/documents/GPS_AR_10.pdf

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2.2: Demographic Segmentation Demographic segmentation divides the market into groups on the basis of variables such as gender, age, income, occupation, education, family size, etc. (Kotler & Keller, 2012). GAP Inc. portfolio consists of three major brands- Gap, Banana Republic and Old Navy to cater a variety of customers (Refer Figure 3 and Diagram 1 to 9).

Figure 3: Net sales by brand, region, and reportable segment Source: GAP Inc.: Financial Information- Annual Report 2010 http://www.gapinc.com/content/dam/gapincsite/documents/GPS_AR_10.pdf

Diagram 2 Diagram 1 -7-

Diagram 3

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Diagram 4 Diagram 5

Diagram 6

Diagram 7

Diagram 8 Diagram 9

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Diagram 4

Brand Old Navy

Primary Target Market Family persons- dads, moms, and to a lesser extent, price conscious though still fashion oriented teens to young working adults. They are basically low income to lower-middle income groups of customers who reside in sub-urban area or near urban area. Has the broadest customer base due to its brand extension for different product lines. It appeals to the middle income group of customers who are highly educated professional or middle management and reside in urban areas. The target markets of all its product lines can be classified into 3 generation clustersgeneration X (1), Y (2) and Z (3). Brand The Gap GapBody GapMaternity GapKids BabyGap
Note:
(1)

Gap

Market Segments Generation X, Generation Y Generation X, Generation Y Generation Y Generation Y, Generation Z Generation Z

- People born in 1960s and 70s - Also known as Millennium generation, born in mid 1970s to early 2000s

(2)

(3)

- Children that born after 2000s

Banana Republic

Represents the most pricey and fashion-conscious of GAP Inc.s brands, which appeals to successful working professionals or top level executives. They are basically upper-middle to high income groups of customers who are willing to pay premium

for styles, and live in or near the metropolitan area. 2.3: Psychographic & Behavior Segmentation Psychographic segmentation divides the customers into different groups according to their personality traits, lifestyles and values. Behavior segmentation divides customers - 10 -

into groups on the basis of their knowledge, attitude and response toward a product or service (Kotler & Keller, 2012). Thus, GAP Inc segmented the customers according to the psychographic and behavior segmentation as discussed below. Old Navy - Customers are practical, fun-loving and family-oriented people who are resource constrained. They prefer comfortable and stylish clothing that provides the best value for their money. Gap - Customers are tends to be energetic, active and work-oriented people who have significant time to shop. They have a great sense of style in their wardrobe, and spend comparatively high proportion of income on fashion. Banana Republic - Customers are successful and career-oriented people who have little time to shop due to time-pressured. Customers are successful and career-oriented people who have little time to shop due to time-pressured. 2.4 Uniqueness of GAP Inc.s Segmentation Strategy GAP Inc.s segmentation strategy catered to men, women, adults, teens, and kids of almost all ages. GAP Inc, paid close attention to the age distribution and psychographic segmentation of potential customers. It target different age groups with different brands at different price-points. Its brand covers the range of low-price to accessible luxury products for its target customers to choose according to their own resources. For example, Old Navy is positioned at the level of physiological needs to fulfill the low-end customers. Gap is to target the social needs of middle-class customers. Banana Republic is a luxury brand of GAP Inc. will fulfill the internal/ external self-esteem needs of high-ends customers. Based on the Maslows Hierarchy of Needs, once a person fulfills one needs, he/she will pogress to higher levels. As such, there is high possibility that the target customers will remain loyalty and experience a series of GAP Incs brands at different stage of their life. In sum, GAP Inc. diverse brand portfolio according to segmentation strategy will provide a great opportunity for the target customers to remain loyalty because its brands are able to fulfill different level of needs in Maslows Hierarchy. - 11 -

3.0:

DIFFERENTIATION MARKETING STRATEGY

After identify and profile distinct group of buyers who differ in their needs and preference, the next step is to decide which market strategy the firm will adopt to enter its target market segments. There are 4 target-marketing strategies: Undifferentiated marketing Differentiated marketing Concentrated marketing Micromarketing

In this aspect, it is evident that GAP Inc. uses differentiated marketing strategy to market its products. In differentiated strategy, the firm decides to target several market segments whose needs, product usages, or market responses are appreciably different. As mentioned in section 2, the three main brands of GAP Inc. are catered to different group of customers based on demographic, psychographic and behavior segmentation, which is developed on the basis of age, gender, income and some personal attributes. By having different positioning of its brands, GAP Inc. is also able to fulfill different individual needs in Maslows Hierarchy of needs (Refer Figure 4). Rather than integrating the various customers that the Gap are targeting, the affordably priced Old Navy and high-end Banana Republic are reaching different customer segments at different price-points, and each has thrived as distinct entity.

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Figure 4: Maslows Hierarchy of needs of GAP Inc.s brands The brand positioning map of GAP Inc.s is shown in Figure 5. It is very important for a company to determine how it wishes to position its products in relation to the product attributes that are important to the target customers. With brand positioning map, it can develop separate marketing mix to attract its potential customers in each segment and cater to their specific needs and demands. As a result, GAP Inc. will achieve higher sales volume and stronger position in the chosen markets segments, although the cost also increased to some extent.

Figure 5: Positioning Map (GAP Inc. and competitors) Some variables of differentiation will be analyzed below to show how GAP Inc. differentiate and position each of its brands by providing superior values. Brand Old Navy Product Differentiation (GAP Inc., 2011) Brings fun fashion and best value to the whole family - 13 -

(from newborn through adults). It offers inexpensive on-trend modern clothing, accessories, and updated basics at lower price-points than other two brands to the price- & value conscious Gap customers. Being an iconic retail brand, it offers modern-sexy, cool and American style of high quality casual apparels, personal care products, and accessories at lower price-points than Banana Republic. Also introduces brand extension for its product lines such as babyGap, GapMaternity, GapKids and GapBody. Banana Republic However, jean remains as its core products. Elevated design, high quality and accessible luxury that bring modern, fashionable and sophisticated seasonal collections of apparel, shoes, accessories and personal care products to high-end customers (women and men) at higher price-points than Gap.

Brand Old Navy

Image Differentiation Position as an inexpensive on trend clothing retailer to reach low income to lower-middle income groups of customers. Position as a stylish and high quality casual wear retailer in a fair price to reach middle income group of customers. Position as a mainstream luxury clothing retailer at higher price-points to reach upper-middle to high income groups of customers.

Gap

Banana Republic

Besides the product and image differentiation, GAP Inc. also focuses on personnel and service differentiation to provide the pleasant shopping experience for its target customers. GAP Inc. offers tuition reimbursement for approved work-related courses for - 14 -

full time employees. It also provides opportunities for employees to learn and develop at any time during their career through online, classroom and on-the-job training. At the service side, it is more innovative to be the first retailer to offer an additional online store with easy return and exchanges policy. Shopping on these websites is quick, safe and simple for all its brands. Furthermore, it also offers credit card with its own branding for members to enjoy extra benefits and earn rewards during purchase (GAP Inc, 2011). All these superior value added services have successfully differentiated its brands from competitors. Refer Diagram 10 to 12 for the store outlets of GAP Inc.

Store Outlets of GAP Inc.

Diagram 10

Diagram 12

Diagram 11

4.0:

GAP Inc. STRATEGYS WEAKNESSES

GAP Inc. has a strong brand portfolio and stable revenue for the past few years in the highly competitive apparel retailer industry. Currently it is beset by problems both direct and indirect due to increase competition in the same business. Some of the weaknesses such as

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over-reliance on North America markets and cannibalization risk amongst its own brands need to address. SWOT analysis stands for examination of Strength, Weakness, Opportunities and Threats of a company. This is an extremely powerful tool to understand the current standing of Gap, Inc. and to predict it future perspectives. SWOT analysis of Gap, Inc. as below:

4.1:

Threats Highly competitive in apparel retailer industry - The global specialty apparel retail industry is highly competitive. Gap Inc. need to compete with local, national, and global department stores, specialty and discount store chains, independent retail stores, and online businesses that market similar lines of merchandise. Furthermore, Gap Inc. face the competition in European, Japanese, and Canadian markets from established regional and national chains, and their franchisees face significant competition in the markets in which they operate.

Reduce in customer spending General economic conditions, for instance, the fluctuation of the economy on the interest rate, credit availability, and other commodity prices has adversely affect the customer disposable income and decline in the purchase of discretionary items, including merchandise. Such condition could adversely impact Gap Inc. sales and revenue.

Currency and political risk Laws and regulations at the state, federal, and international levels frequently change, and the ultimate cost of compliance cannot be precisely estimated. The impact that may result from changes in the regulatory or administrative landscape can be predicted by no one. Any changes in regulations that impacts employment and labor, trade, product safety, transportation and logistics, healthcare, tax, privacy, or environmental issues, among others, could have an adverse impact on Gap Inc. financial condition and results of operations as nearly all of Gap Inc. products are manufactured by independent 3rd party. - 16 -

4.2:

Opportunities Growth in online retail spending - Online shopping is steadily growing in popularity in the US. Retail e-commerce sales in the US recorded totaled $127.7 billion in 2007 and grew 14.3% at $146 billion in 2008. Online division grew sales in 2009. The e-commerce platform they launched in 2008 called Universality remain an industry leader. Gap already sells its products to the US customers through its websitesGap.com, bananarepublic.com, oldnavy.com and Piperlime.com. Growth in online retail spending would enable the Gap to earn more revenues from its online websites.

Franchising agreements - Gap has franchising agreements with unaffiliated franchises to operate Gap and banana republic brands in stores in nearly 80 franchise stores across the world. They have franchise agreements with unaffiliated franchisees to operate Gap and/or Banana Republic stores in Australia, Bahrain, Bulgaria, Croatia, Cyprus, Egypt, Greece, Indonesia, Israel, Jordan, Kuwait, Malaysia, Mexico, Oman, Philippines, Qatar, Romania, Russia, Saudi Arabia, Singapore, South Korea, Thailand, Turkey, and United Arab Emirates. It is enable Gap Inc. to cater the international market more effectively.

Launch of Forth and Towne - Gap launched Forth and Towne brand, the companys new womens apparel retail in April 2005. The new brand focuses on women over age 35 and would offer a broad range of sizes, with a focus on fit, and assortments that serve a variety of occasions. A rapidly growing segment of the population, this groups spending power accounts for about 39% of womens total apparel expenditures. Forth and Towne will launch in four test stores in the Chicago market and one in New York in fall of 2005. This represents an important long-term growth opportunity for the company.

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Elimination of textile quotas - The elimination of textile quotas offers immense growth opportunities to retail apparel companies such as Gap. Under the terms of World Trade Organizations (WTO) Agreement on Textile and Clothing, US quotas on imports of textiles and apparel from most WTO members were lifted in January 2005. This will enable US retailer to produce high quality merchandise at a low cost, whilst providing the opportunity to broaden their product portfolios. This event would improve flexibility in obtaining imported merchandise manufactured in WTO countries. Since Gap sources its merchandise from more than 700 vendors in 50 countries, such an agreement may provide ample savings opportunities to the company.

Online data mining The data collected via customers online shopping will enable Gap Inc. to analyze customers attributes such as shopping experience, spending habits, styles and their favorite items. It will help to retain loyal customers and improve requisition process efficiency.

4.3 :

Weaknesses Geographically concentrated operations - Gap relies heavily on the North America markets to generate revenue. The company has a weak presence in other geographies, including Canada, Europe and Asia from the company revenue. In contrast, competitors such as Hennes & Mauritz (H&M), Levis, Tommy Hilfiger have more globally diversified operations, which provide them with a better revenue profile. Geographic concentration of operations increases the companys vulnerability to adverse market conditions in the US and limits growth opportunities.

Geographically fragmented manufacturing and sourcing It will directly impact the cost of the products due to different currency rate and the risk of delay in shipment. Gap Inc. sources the merchandise from approximately 1020 vendors in 50 countries and independent third parties outside of their principal sales markets manufacture nearly all the products. (Gap Inc., 2011)

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Relatively less differentiated fashion collection - Basic apparel items tend to be commodity-like, and thus differentiation comes mainly through price, with lower priced competitors usually winning market share. The current pricedriven sales environment places the company at a disadvantage. In an environment where basic wardrobe product offerings are indistinguishable from one specialty retailer to the next, and the shopping decision is made on price, Gap is likely to lose its customers to lower priced discount retailers. Moreover, the more fashion-conscious customers would be willing to buy from other supply chain leading stores that offer exclusive fashion garments such as H&M, Target and Zara. The companys competitors have become much quicker in getting in new fashions, increasing competition and putting Gap at a comparative disadvantage.

Cannibalization risk Cannibalization risk amongst its own brands due to some overlapping of target customers especially between The Gap and Banana Republic. Maintaining the uniqueness of each brand has become a challenging task.

4.4:

Strength Strong brand recognition - The Gap's multiple brands have become some of the most recognizable labels within the apparel industry. Its product line offers a selection of clothing for all ages. The company used multiple brand strategy to acquire greater market share. This strategy allows a company to seize their opportunities from multiple approaches. For some benefits of the multiple brand strategy, it enables a company to get more shelf space of its products and to respond to consumer demand for something new. It can saturate a market by filling all price and quality gaps. It also offers products to brand-switchers who like to experiment with different brands. In 2009, CRO magazine ranked Gap Inc. one of the - 19 -

"100 Best Corporate Citizens" among major U.S. companies for the fourth straight year. Large network of physical stores - Gap has a large network of physical locations. At the beginning of February 2010, the company had 3,167 stores, including 1,249 in the US and 1,918 in international locations such as Canada, the UK, France and Japan. Gap has also entered franchise agreements to operate Gap stores or Gap and Banana Republic stores in Singapore, Malaysia, United Arab Emirates, Kuwait, Qatar, Bahrain, Oman, Indonesia, and Korea. Comparatively, Gaps competitor, Abercrombie & Fitch Co, operated 1,035 stores in the US, Canada and the UK. Another competitor, Aeropostale merchandise operates 828 stores. Gaps large physical network of stores enhances the company's sales penetration and gives it a competitive advantage. Strong financial base - Gaps cash flow from operations reported a significant growth in FY2008. The net cash provided by the operating activities increased by 66% from $1,250 million in FY2007 to $2,081 million in FY2008. The companys operating margins increased from 7.69% in 2007 to 8.34% in 2008. The strong cash position would boost the companys dividends. Gap Inc. reported the earning per share improved by 19% and a strong cash flow of 1,187 million in 2010. Unlike Gap, its competitors recorded a decrease in net cash from operating activities. For instance, Aeropostales cash flow from operations decreased from $177.4 million in FY2007 to $171.08 in FY2008. Similarly, American Eagle Outfitters cash flow from operations decreased from $749.3 million in FY2007 to $464.3 million in FY2008. Gaps strong cash position provides the company with a strong financial base to pursue its expansion plans. Strong online presence - The role of the internet has been a major growth driver for the company. Gap operates three websites for trapping this opportunity gap.com; bananarepublic.com, and oldnavy.com that offer the respective brands. Websites provide a virtual showcase for companies; - 20 -

giving customers the ability to shop for merchandise, whilst allowing them to see and experience the brand. In light of rising online sales, a strong web presence has given the company a competitive edge within the market.

5.0:

UNCOVERED MARKET SEGMENT

As mentioned previously, GAP Inc. is one of the worlds leading international specialty retailer with five brands and over 3,200 stores and approximately 134,000 employees world wide. In order to sustain the companys growth and expansion, it needs to counter its over reliance on the domestic US Market. The global apparel industry is growing at very high rate as the demand for garments are increasing rapidly. Mass merchandiser like Tesco, Walmart and Target, category killers and specialty retails (J.Crew, and Abercrombie) have all developed successful retail models. Due to the intense competition, GAP Inc needs to continuously to expand the store globally to enhance its profits and positive growth. One of the potential country in South East Asia is Malaysia, This is because it subsidiary The Gap and Banana Republic brands are represented by FJ Benjamin, a specialist retail which is the official franchisee for Malaysian market. There is an opportunity for GAP, Inc to introduce Old Navy through FJ Benjamin by providing useful insights and guidance to Old Navy to penetrate the untapped market segments in Malaysia. 5.1: The Ansoff Matrix After identified the product and uncovered market segments, it is very important for GAP. Inc, to exploit the right marketing strategy. Based on the Ansoff Matrix, there are four strategies to decide the product and market growth.

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i) Market Penetration: - This growth strategy is where the business focuses on selling existing products into existing markets. There are four main objectives: Maintain/increase market share of current products. Secure dominance of growth markets. Restructure a mature market by driving out competitors. Increase usage by existing customers. ii) Market Development :- This growth strategy is where the business seeks to sell its existing products into new markets. Here are four possible ways of approaching this strategy: New geographical; for example, exporting the product to a new New product dimensions or packaging. New distribution channels. Different pricing policies to attract different customers or create new country.

market segments (niche). iii) Product Development :- This growth strategy is where the business aims to introduce new products into existing markets. This strategy may require the development of new competencies and requires the business to develop modified products which can appeal to existing markets. iv) Diversification :- This growth strategy is where the business markets new products into new markets. This is an inherently more risk strategy because the strategy involves moving into markets in which the business has little or no experience in. For a business to adopt a diversification strategy, it must have a clear idea about what it expects to gain from the strategy and an honest assessment of the risks.

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Figure 6: Ansoff Matrix Getting the right product to the right market at the right time is very important. GAP, Inc can implement the market development strategy by setting up a joint venture with FJ Benjamin that has vast experience in Malaysia fashion industry. With the joint venture, GAP Inc. can access to greater resources of FJ Benjamin such as distribution channels, technology, and management expertise to reduce risk of investment. In order to mass market in Malaysia, they can use new distribution channel in major retails outlets like Jaya Jusco, Tesco and Giant Hypermarket. With high traffic flow and provided superior shopping experience for its target customers. The existing Old navy product positioning of low price, on trend casual wear will be the key attributes to reach the price-conscious in Malaysia. 5.2: BCG Matrix

Based on relative market share and annual rate of market growth as criteria to map the position of profitability, The Gap is the Cash Cow model that generates a relatively stable cash flow to GAP, Inc. Old navy and Banana Republic are the STAR models due to high market growth opportunity in North America. Piperlime and Athleta are the Question Marks model due to their slow market share in the high market growth environment. There is no DOG model for GAP,Inc.

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Old Navy Banana Republic

Piperlime Athleta

The Gap

Figure 7 : BCG Matrix for GAP, Inc. Old Navy has the potential of reaping long term benefit of attracting a large segment of customers based on reasonable pricing strategies for quality and fashionable apparels. With well establish and brand name well known, it is rapidly growth and capture market share without high investment, This eventually will turn into cash cows for Gap Inc. 6.0: MARKET DEVELOPMENT OF OLD NAVY IN MALAYSIA

Malaysias retail industry has recorded sales growth of 8.5% in Q410 (Eugene, 2011) The hypermarket, supermarket, and department stores such as Parkson and Jaya Jusco have seen tremendous growth with continuing dominance of the market in urban areas. In addition, government has allocated more funds for advertising and promotional campaigns aimed at making Malaysia a preferred shopping destination leads the growth of Malaysias textile and apparel industry both directly and indirectly. Gap Inc has been in Malaysia for quite a while now with 5 Gap stores and 3 Banana Republic boutiques throughout the country. It is no surprise as Malaysia has a growing population of 28 million in 2010 out of which demographics show a substantial 63% of the population between 15 64 years old and a 315 from 0 14 years old. This alone would justify the move by Gap to penetrate into Malaysian market. Furthermore, 70% of the population is - 24 -

urbanized of which would be primary market for an apparel brand like Gap Inc. Also, the increasing spending power of the population enables Gap Inc. to sustain and grow their business. Hence, there is promising future for Gap Inc. to introduce Old Navy in Malaysia. 6.1: Primary research This section will present the simple data from the survey that was conducted in Klang Valley with the objective to analyze the characteristic of shoppers and popularity of GAP in Malaysia. Three main shopping malls located in city centre were selected as research locations, namely Time Square, One Utama, and Mid Valley. Data was collected using a selfadministration of short survey questionnaire. The survey was done over the weekend to target different age groups of shoppers including their family members, partners and friends. A convenience sampling was used to recruit 150 respondents to complete the survey. The survey findings are divided into three sections, which are shoppers demographic and shopping behavior, shoppers perception on GAP and shoppers opinion on Old Navy 6.1.1 Shoppers Demographic and Shopping Behavior

Age

Gender

11%

3%

8%

<20 20-30 31-40 48% 52% Male Female

33%

45%

41-50 >50

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Income
3% 13% 1% 9%

<RM18K RM18K 23.99K RM24K 35.99K 35% RM36K 47.99K RM48K 71.99K >RM72K

39%

From the total of 150 shoppers who took the survey, it was consisted by 48% male and 52% of female while 78% of them are fall under the age category 20-40 years old. Besides, 74% of the respondents are from middle income group which can earn between RM24,000 to RM47,999 per annum.
Shopping Frequency
1% 15% 0% 8% Every day More than once a week Once a week More than once a month During sales period only Rarely
99% Yes No

Like Shopping For Clothes & Accessories

1%

22%

54%

Preferred Clothing Style

Casual 33% Smart Elegant Sporty 17% 16% Classic Sexy
28%

Brands Doesn't Matter to Me

4% 20%

10%

8% 0%

19%

Strongly agree Agree Moderate Disagree

45%

Strongly disagree

In terms of shopping frequency, 54% of the respondents go shopping once a week while 22% shop more than once a month. In the shopping premise, 99% of respondents will shop for clothes and accessories. Furthermore, all the respondents will look for casual wear and 45% of respondents agreed brand doesnt matter as long as the clothes are reasonably priced and of good quality. - 26 -

Type of store
10% 0% 7% 42% Department store Fashion store Specialty store Others All of the above 32%

Amount Spend in The Store

10%

2%

10%

<RM100 RM100 - 200 RM201 - 300 46% RM301 - 400 >RM400

41%

The survey also attempt to find out the amount respondent spent in the store for each shopping trip. Based on the survey, department and fashion stores are the most popular store which occupied 83% of total respondents. 46% of respondents spent RM100 RM200 while another RM32% spent RM201 RM300.

6.1.2: Shoppers Perception on GAP Inc.

Have you heard of GAP?

10% Yes No 90%

Have you bought from GAP?

47% 53%

Yes No

0% 0% 23% 17% Strongly agree Agree Moderate Disagree Strongly disagree

Is the price paid reasonable?

60%

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The respondent also asked about their opinion on the popularity of GAP. From the result of the survey, 90% of the respondent aware with the brand of GAP, however, only 53% of them bought from GAP. Also, only 17% of respondent agreed the price paid for the clothes are reasonable for the brand and quality while 60% chosen moderate, which believe brand can provide better values. 6.1.3: Shoppers Opinion on OLD NAVY

Have you heard of Old Navy?

17% Yes No 83%

Acceptance level of Old Navy

35% 52% 13%

Yes No Maybe

Competitors
8% 15%

15%

G2000 Giordano Padini Hang Ten Bossini Romp

12% 26%

24%

It is not surprise that majority of the respondents (83%) did not aware of the Old Navy brand since it is not available in Malaysia. However, 52% of the respondents are excited and willing to try the Old Navy products after they were informed that it is a parent brand of GAP and positioned as affordable, high quality clothing retailer. On the other hand, 50% of the respondents feel that Old Navy able to compete with Giordano and Padini which offer similar line of merchandise. 6.1.4: Concluding Remarks on the Survey Findings.

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From all the survey findings, it is obviously shown that huge opportunities for GAP Inc. to introduce Old Navy in Malaysia. Target customer group can be those consumers fall under the age groups of 20-40 years old, which normally shop once a week and willing to spend around RM100-200 in the store. These shoppers area middle-income group with monthly income of RM2,000 RM4,000 and always look for casual wear that provide best value for their money. Furthermore, they are aware of GAP brand and willing to try the new product from GAP. However, a few competitors compete against the proposed Old Navy and further external analysis need to be evaluated clearly before enter the market. 6.2: Michael Porters Five Forces To further understand the external factors of fashion industry in Malaysia to develop an edge over rival firms, we may use Michael Porter Five Force to access the industry profitability.

Diagram 11: Michael Porter 5 Force Model - 29 -

Rivalry and threat of substitutes

The fashion and apparel industry is a highly competitive and constantly changing. Thus, Old Navy needs to compete with various retailers who have established their strong portfolio in Malaysia. The primary competitors of Old Navy will face are predominantly local or Asian based which are perceived to be fashionable and affordable such as Padini, Baleno, Giordano and TopShop. Also, Old Navy needs to face the stiff competition from large retailers or departmental stores offering in-house brands as well as non-private labels such as Metrojaya, Parkson, Jaya Jusco and Isetan. Thus, it is crucial that Old Navy to differentiate itself with the competitors and create the value to attract customers and retain customers. In general, the more specialized a retailer is, the more threatened by substitutes it can become. In Malaysia market, Gap is moderately recognized; more efforts needed to pour in to sustain the customer loyalty and gain the market share. Threat of new entrants

Theoretically, as companies grow and become bigger, the barriers for entry become larger as well. Gap inc. is already a well-established retailer and has already overcome most barriers. Thus, the threat of new entrants is consider low for Gap Inc. although low start-up cost required when enter the fashion industry in Malaysia. Gaps vertical structure and centralized buying gives chain stores a competitive advantage over independent retailer. In addition, brand equity also is Gaps advantage appealing to the esteem needs of the individual customer. However, the entrant of well-established international brands might pose a significant threat, but subject to their target market segments and the pricing strategy. Supplier power

The bargaining power of supplier is low for Gap Inc. As stated in the annual report 2010, independent third parties in 50 countries manufacture nearly all - 30 -

the products. Although there is a risk of rising materials and labor costs, however each manufacturer only accounted for a small proportion of firms output that is not more than 3% of the annual demands. Therefore, supplier power overall can be judged to be low. There is also little threat of vertical integration by suppliers, as they are not residing within U.S. As such, the suppliers have limited power to dictate the price and quality standards of the products as Gap Inc. has little reliance on single sourcing. Buyer power

Consumers enjoy high buying power in the apparel industry because of the intense competition. Because of the Gaps mid level prices for the type of clothing it sells, the Gaps strength is in its quality. Still, buyers have power because of the numbers of competitors and the ease at which buyers can switch to a different retailer. Shopping-savvy consumers relish the search for value and will buy more sale merchandise in department stores. These tendencies have shifted the industry market share somewhat to discount and factory outlet stores. 6.3: Hofstede Cultural Dimension Analysis

After analyze the development and macro-environment factors of fashion industry in Malaysia, it is important for Gap Inc. to understand the intercultural differences within regions which have strong influences on the values and lifestyles of individuals to better scrutinize the market.

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Diagram 12: Hofstedes Dimension for Malaysia

Power Distance Index (PDI) that is the extent to which the less

powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. Diagram 4 above shown it is high for Malaysia (104), which indicates the societys readiness to accept power and authority in the social hierarchy. It suggests that the fact superiors want to clearly differentiate themselves from subordinates by dressing differently. Gap Inc. won the competitive advantage at this point as it subsidiaries Banana Republic and Old Navy which is aiming different market segment able to satisfy the different customer group respectively with different price range. Individualism (IDV) refers to the strength of the ties people have to

others within the community. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. Malaysia score a low 26 displaying a collective culture is the norm of Malaysian. Gap Inc. scores its competitive advantage here as it multiple brands pursue a market segmentation strategy; each brand represented a unique image and catered to a distinct demographic inclusive age group. By positioning it product

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correctly, Gap Inc. manages to cater the huge market share due to the needs of the collective to follow. Masculinity (MAS) refers to how much a society sticks with, and

values, traditional male and female roles. Malaysia scores in the middle at 50. The ambitious and aggressive nature of this cultural dimension may again feed the esteem need that is crucial in the clothing industry. Thus, to win the market, Gap may need to get more celebrities which always represent successful icon in the promotion and advertisement. Uncertainty Avoidance Index (UAI) refers to the extent to which

people feel threatened by uncertainty and ambiguity. It is moderately-low for Malaysia by scoring 36 which suggests the society is more ready to accept risky situation and willing to try new products. Malaysian consumers may be less prone to economic uncertainties as other high characteristic cultures; it reflects on the youngsters tendencies to spend more without proper consideration made. Based on the above analysis, the conditions do favour the growth of the apparel industry in Malaysia.

7.0:

IMC PROPOSAL

Integrated marketing communication (IMC) is a process for managing customer relationships that drive brand value primarily through various communication efforts by a firm. These efforts may include general advertising, direct response, sales promotion, and public relations and combines one or more channels to provide clear, consistent and impact through the seamless integration of messages to the intended audience (Kotler & Keller, 2012). This integration affects all firms business-to-business, marketing channel, customer-focused and internally directed communications (Clow & Baack, 2007). Thus, to develop effective - 33 -

marketing communications, Gap Inc. needs to identify the target audience and product positioning of Old Navy, determines the marketing strategy, design the communications, select the marketing communication channel and establish the budget.

7.1:

Segmentation Strategy , Positioning Mapping & Target Marketing

Looking at Gap Inc. case, it was only set-up it first store in Malaysia in October 2006, thus, it is consider still a rather brand new in the Malaysian market and has the most potential to grow. Presently Gap Inc. already has presence in Malaysia retail market through Banana Republic and Gap. Banana Republic is a luxury and high quality brand, which target high income group of consumers. Gap appeals to middle income group of consumers with its cool and casual style of apparels. It even introduces brand extension to target baby and kids. The clear product attributes and pricing positioning defined the competitive positioning of each brand. To prevent cannibalization of its own brands, the Old Navy needs to focus on the new target market segments by introducing high quality and best value products. Furthermore, it also provides an opportunity for consumers to remain loyalty and upgrade from affordably priced Old Navy to accessible luxury products of Banana Republic at different stage of their life. To launch Old Navy successfully, it need to target audience from middle-class to well-off families.. The target segment could be from mid-to-late teens to their forties which can be classified a few major divisions as follow: Young Executive: Old Navy, since its creation has had a very conservative, casual and clean cut look. Old Navy has a knack for attracting young ladies especially those well-educated who seldom have time to shop for their business and casual suit. Entry-level students: As nowadays youngster become more independent, so do their shopping habits. They are able to express their thought, fashion styles through what are they wearing. Most of them are fashion oriented as well as price conscious.

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Young-couple & Family with kids: As Old Navy provides a wide range of apparel, shoes and accessories as well as maternity line, consumables and personal care product, it is suitable for the lower-income family who fashionoriented with bargain-minded.

Under the World Bank Classification, Malaysia is considered an upper middle income country. The recovering economy, growing retail environment and the demand for quality apparel at reasonable price would favor an international brand like Old Navy. As part of the Gap Inc., consumers will be able to identify with the perceived quality of the brand. The positioning of Old Navy would therefore need to communicate the quality and stylish range at a lower price bracket compared to Gap. 7.2: Integrated Marketing Communication Implementing an effective Integrated Marketing Communication (IMC) for Old Navy in Malaysia is a crucial step needed to be adopted to ensure the proper flow of promotional information between Old Navy and the customer. The process of marketing communication involves the usage of the following communication process as follows:

Diagram 13: Elements in the Communication Process Source from http://www.mbaknol.com/business-communication/elements-of-the communication-process/ - 35 -

Source/Sender: In this case, Gap Inc is the sender and will deliver its message through different channel for instance advertisement, articles and etc.. to its receiver- the target customer of Old Navy in Malaysia.

Encoding: It is the formulation of messages in the senders mind, that is, the sender not only translate his purpose (ideas, thoughts or information) into a message but also decides on the medium and media to communicate his planned message. In this case, Gap Inc encoded the message through different channels such as promotion and advertisement to reach its targeted customers.

Message: It is a set of symbols which will be transmitted to the customer by Gap which is done for the purpose of advertisement.

Medium: The most important step in the communication process where how the sender conveys its message to the receiver. In this case, Gap Inc. can make use of effective media such as print media, outdoor media and electronic media to grasp the customers attention and thus lead the customer do more purchase.

Decoding: It is the interpretation of the message by the receiver. Actually, the receiver looks for the meaning in the message, which is common to both receiver and the sender. Thus, Gaps customer is the one who decode all the information released by the Gap Inc. Thus, usage of proper symbols, text and selection of language is the crucial steps that Gap Inc need to concern of to provide a clear understanding of the conveyed message of customers.

Receiver: At the other end of the communication, is the recipient of the message and must possess the same orientation as the sender. In this case, the target market segment is the receiver.

Response: This refers to the reaction given by the target market after being exposed to the message provided by the sender or company.

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Feedback: It is the response or acknowledgement of receiver to the senders message. The exchange is possible only of the receiver response. This process is extremely important for an company such as Gap Inc in continuing or improving the existing products and strategies.

Noise: It is an interruption that can creep in any point of the communication process and make it ineffective. The noise can occur in Gap Inc. could be the improper language, symbol, text and design was used on the print media, electronic data or outdoor media.

7.3: Understanding Local Media The advertising industry in Malaysia can be divided into three mediums, which are traditional media, digital media and out-of-home media. The traditional media are newspaper, magazine, and radio which comprise of 3 languages (Chinese, Malay & English) as well as Pay TV (Astro), and Free-To-Air TV (RTM, TV3, NTV7, 8TV, NTV9); the digital media are online advertising, mobile advertising, gaming, blogs, social network, and email marketing; out-of-home media are billboard, digital signage, banner, floor graphic, table-talk advertising (mamak stores), transport advertising (bus, taxi, LRT), and out-of-home television media (Power Screen) (SKMM, 2009). Gap Inc. advertises mainly through major newspaper publications, but it also advertises in fashion magazines and on mass transit posters, billboards, and exterior bus panels. All advertisements stress the central theme of American design, quality, and moderate pricing, although they are produced separately in each country to suit local tastes. 7.4: Target Marketing and Porters Generic Strategy According to Porter, there are four different target-marketing strategies as shown below: Undifferentiated marketing - 37 -

Differentiated marketing Concentrated marketing Micromarketing

In GAP Incs case, it should adopt differentiated marketing strategy to market each of its brands, which appeal to different target market segments. By doing so, GAP Inc able to differentiate itself with other competitors and seed the branding in the customers mind clearly to avoid cannibalizing their sister brand. For Old Navy itself, it needs to build a sustainable competitive advantage that the competitors cannot or will not match. Again according to Michael Porter, there are 3 general types of strategies, namely cost leadership, differentiation and focus. Old Navy, which is appeals to broad market scope, needs to adopt differentiation strategy. It can ride on the strong brand image of its parent brands in Malaysia to introduce the affordably priced, high quality casual apparel. This will become the unique attribute of its image differentiation in the low-end casual fashion market segment. Furthermore, the strong global supply chain management of GAP Inc. in sourcing merchandises across the world will help Old Navy to remain the cost as low as possible compare to its competitors. 7.5: Select the Marketing Communication Channel For Old Navy, the firm must be prepared to allocate a large budget for advertising and promotions to introduce the brand to the market. The proposed media are as follows: Advertising: A primary and important tool of promotional mix which

has considerable impact in creating awareness. Channels for advertising the launch of Old Navy can be through electronic advertising as discussed in the section 7.3. Most of the Gaps marketing has been celebrity-driven, featuring stars known for their personal style in Gap basics. The same strategy can be used to penetrate to Malaysia market since Malaysian scores middle at 50 in Hofstede culture measurement, which feed the esteem need of the Malaysian.

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Sales Promotion: used to create desire for customers to purchase the

firms products. As mentioned above, Old Navy can provide attractive offers via tie-up with banks and credit cards. Customers can also be reached through database collected by Gap stores which have been operating in Malaysia for several years. Direct Marketing: This is selling through mailers and through

internet using email and e-catalogues. Gap Inc. can use Facebook, Youtube, Twitter, MySpace and etc. to create/ and use viral marketing ads in promotion for Old Navy Malaysia. It will create hype for the new stores, allow for sales/discounts updates, and most importantly: provide the perfect forum for customers or potential customers to complain, compliment, and even explain why they are or are not supporters of the Gap Inc. The underlying and most important benefit here is that Social Networking is all measurable. Gap can use its resources to find out who is logging on to our pages, when they are logging on, and how often. Personal Selling: It is the interpersonal part of the promotional mix

that involves that sales forces in the retail-store chains. The sales force need to develop the walk-in prospects into customers, and grow the business. This can be done by communicating the products information clearly and provide good service to customers. It is important to make customers happy and their shopping experience satisfying one for the benefit of word-of-mouth. Public Relations: It is a channel to promote brand image and build

good relationship with interested publics by obtaining favorable publicity. Old Navy can give out the press kits during launch day to assist media to present the brand in the most positive light. Subsequently, it can sponsor some lifestyle advertorials in newspapers to highlight the new arrivals or latest promotions. Furthermore, it also can become official attire sponsor for lifestyle events or TV programs to further enhance its brand image in the fashion industry.

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8.0:

CONCLUSIONS

Established in 1969 as a small retailer of jeans, Gap Inc. has been able to surpass various hurdles to reach todays designation of top U.S apparel retailer. However, in order for Gap Inc. continues to expand into foreign markets, for instance, Malaysia, it requires an in-depth study of internal and external factors of the country. Market research needed to be conducted to get insights of the fashion industry of the target country before identify target market segments and create the brand positioning for its products. Besides, a practical and effective IMC plan needed to be designed to counter the market competitors and gain the market share. With the strong market preparation, Gap Inc. will have no difficulty to introduce Old Navy in Malaysia fashion industry. REFERENCES
1. Clow, K.E & Baack, D (2007). Integrated Advertising , Promotion and Marketing

Communications 3rd Edition. Pearson Education 2. Eugene, Mahalingam (2011). 8.5% sales growth for retail sector in Q4 last year, The Star. Retrieved May1,2011, http://biz.thestar.com.my/news/story.asp? sec=business&file=/2011/3/5/business/8193660
3. Kotler,P. & Keller, K.L. (2012). Marketing Management (14th e Ed.). Upper Saddle

River, Pearson. 4. Malaysian Retailer Chains Association (2011) Latest News & Events Retail Players expect 5 -6 percent growth this year, Retrieved on 2 May, 2011 from http://www.mrca.org.my/news/newsdetails.aspx?id=155 5. Price Waterhouse Coopers China (2010) Strong and Steady 2011. Outlook for the Retail and Consumer Product Sectors in Asia, Retrieved on 2 May, 2011 from http://kc3.pwc.es/local/es/kc3/publicationes.nsf/V1/90C27490610D19C125781E003 CA6C8/$FILE/Strong%20&%20Steady.pdf 6. Suruhanjaya Komunikasi dan Multimedia Malaysia (SKMM)., (2009). Advertising Development in Malaysia, Retrieved May 19, 2011 from http://www.skmm.gov.my/link_file/what_we_do/Research/Industry %20studies/Ad_Dev_Malaysia.pdf 7. GAP Inc., (2011). About http://www.gapinc.com/content/gapinc/html.html Us. Retrieved from:

8. GAP Inc., (2011). Financial Information- Annual Report 2010: Results of Operations. Retrieved from http://www.gapinc.com/content/dam/gapincsite/documents/GPS_AR_10.pdf - 40 -

9. GAP Inc., (2011). Old Navy. Retrieved from http://www.gapinc.com/content/gapinc/html/aboutus/ourbrands/OldNavy.html 10. GAP Inc., (2011). Banana Republic. Retrieved from http://www.gapinc.com/content/gapinc/html/aboutus/ourbrands/BananaRepublic.html 11. Maslow's hierarchy of needs - Wikipedia, the free encyclopedia http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs 12. Opportunity Management For Profit Forum. Retrieved from http://www.ecademy.com/module.php?mod=club&t=1069682 13. Boston Consulting Group - Wikipedia, the free encyclopedia. Retrieved from http://en.wikipedia.org/wiki/Boston_Consulting_Group 14. http://www.gapinc.com/content/dam/gapincsite/documents/GPS_AR_10.pdf 15. http://reviewessays.com/print/Case-Study-Analyses-Gap-Inc/24942.html 16. http://www.theproduct.com/marketing/segmentation_circle.htm 17. http://encyclopedia.jrank.org/articles/pages/1754/The-Gap-Inc.html 18. http://www.jiffynotes.com/a_study_guides/book_notes/cps_01/cps_01_00110.html 19. http://www.docstoc.com/docs/70713973/Family-Clothing-Industry-Gap-Inc 20. http://www.docstoc.com/docs/6476689/Gap__Inc 21. http://www.ukessays.com/essays/management/gap-ceo.php 22. http://www.jiffynotes.com/a_study_guides/book_notes_add/emmc_0000_0002_0/em mc_0000_0002_0_00115.html 23. http://ivythesis.typepad.com/term_paper_topics/2009/09/pest-analysis-for-gap.html 24. http://www.scribd.com/doc/58946985/Swot-Analysi-of-GAp

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APPENDIX QUESTIONNAIRE & FINDINGS Questionnaire: 1. What is your age? < 20 20 30 31 40 41 50 50 2. What is your gender? Male Female 3. Please indicate your annual income. - 42 -

< RM18K RM18K 23.99K RM24K 35.99K RM36K 47.99K RM48K 71.99K >RM72K 4. How often do you go shopping? Every day More than once a week Once a week More than once a month During sales period only Rarely 5. Do you like shopping for clothes and accessories? Yes No 6. What type of cloth do you look for? (you can tick more than one) Casual Smart Elegant Sporty Classic Sexy 7. A brand doesnt matter to me, as long as the clothes are reasonably priced and of good quality. Strongly Agree Agree Moderate Disagree Strongly Disagree 8. What clothing store do you shop in? (you can tick more than one) - 43 -

Department store Fashion store Specialty store Others _________ All of the above 9. How much do you usually spend in the store for each shopping trip? <RM100 RM100 RM200 RM201 RM300 RM301 RM400 >RM400 10. Have you heard about of GAP, Inc.? Yes No 11. Have you bought any clothing items from GAP? Yes No 12. Is the price paid reasonable for the brand and quality? Strongly agree Agree Moderate Disagree Strongly disagree 13. Have you heard of the Old Navy (parent brand of GAP in US)? Yes No 14. Would you be interested if GAP introduces Old Navy as affordably priced, high quality casual clothing retailer in Malaysia? Yes No May be - 44 -

15. In your opinion, what other brands offer the similar line of apparels as Old Navy? (you can write more than one) Answer:

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