Topshop on top – gaps in Gap: The differences in marketing orientation of two leading fashion retailers

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

We scan the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Findings

Gap and Topshop are two of the UK's leading fashion retailers, both targeting similar consumer groups and tasting success. Topshop has recorded extremely high sales figures recently (circa. 2002); however Gap has incurred substantial losses at a five year high. US‐owned Gap is a speciality chain, with a distinct marketing campaign consisting of mainly primetime television adverts. Their market is the fashion conscious fifteen to thirty‐five age group, and operates over four thousand stores worldwide. Gap was well known for it's simple yet stylish and expensive clothes range; however, in 2001 moves were made towards an unproven fashionable selection of merchandise, which neglected the core customers. Advertising campaigns at the time also alienated the existing customers and competitors such as Zara and H&M profited from Gap's downfall.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2005), "Topshop on top – gaps in Gap: The differences in marketing orientation of two leading fashion retailers", Strategic Direction, Vol. 21 No. 2, pp. 24-26. https://doi.org/10.1108/02580540510576697