...Company Report: Gap Inc. and Business Ethics Depestel Caroline Milijana Zlatic s0101027 s0100470 Professor S. Hughes Year: 2012-2013 3th Bachelor Applied Economics 1. Executive Summary The topic of this paper is business ethics within Gap Inc., a multinational retail – clothing company. The foundation of its corporate ethical approach is summarized in the Code of Conduct . This paper outlines the ethical problems Gap Inc. faced in the last years and more important, the solutions they found in order to remain a successful company. It shows how large companies deal with common issues like child labour and sweatshops. In the first place, this report points out several examples of the problems had to deal with. These points, among which an important lawsuit and documentary, illustrate that their Code of Conduct is not sufficient enough to name Gap Inc. a model corporation in terms of business ethics. Secondly, it is essential to make an overview of the resolutions for the problems that Gap created over the years. In answer to the critics on child labour and employee abuse, they launched a campaign in which they support several organizations. Furthermore, Gap increased its corporate responsibilty by creating several multi-stakeholder initiatives. The quick solutions Gap came up with show that a big company can limit its economic damage when ethical issues occur. To maintain this positive ethical image that Gap pursues, it could...
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...Integrated Case Study: The Bandon Group INC. Sunday July 7, 2013 STRAYER UNIVERSITY Introduction The Bandon Group, Inc. is a successful company in the copier industry. The company has four different successful divisions. However, each division has its own information technology strategy. This places the company at a disadvantage to compete with competitors as well as grow as a company. The current information technology strategy is identified as well as the standard practices by their competitors. The limitations of Bandon Group are also identified as well as the direction they will like to grow into. Step 1 - Purpose and Scope of the Study The Bandon Group intends to have an information system study conducted to determine how they can best use Information Technology (IT) to meet the overall mission, goals and objectives of the organization over the next 3-5 years. The purpose of a Management Information System is to collect, store and process business information and to deliver it to decision makers in a format they can use. Information systems have gone through many changes. Experts currently refer to the current era as the “Customer-Focused Era” of modern computing (Petter & Mclean, 2012). Users expect to receive customized experiences based on their unique requirements. Currently Bandon has decentralized divisions around the country supported by a centralized IT infrastructure. The purpose of the study is to identify how Bandon Group can build a more...
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...SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities...
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...Case 11 Gap, Inc. Jeri Schuster Dickinson State University History Gap Inc. is a retailer located at America at San Francisco that deals with clothing and accessories. It was founded in year 1969. It is one of the world largest giant's dealers in the apparel retailers. It has more than 3000 stores and branches in the United States, Canada, Britain France, Ireland and Japan. In 2009, it registered fiscal revenue of 14.2 billion dollars. This shows how it operates at great budget and has high revenue. Therefore, the profit margin is also high. The most apparel brand in the word that it operates is five and consists of Piperlime, Antheta, Old Navy, Gap and Banana Republic. Executive Summary The apparel industry consists of the lifestyle and is much saturated in the provision of the clothing and the accessories. Completion is high and, therefore, the Gap Inc had the strategy to target new markets. It has established new physical store locations that improved the margin from other businesses in the industry. This has enhanced its brand image. It has also had many branches stores outside United State that consist of more than 300. This gives Gap Inc. aplenty room of expansion hence growth globally because it is well known. The feasibility of development of the Gap, Inc. and the business proposal evaluation shows great opportunities at the China market. This has been made possible through analysis of the company's environment at the capacity of the internal and external levels...
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...SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities...
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...MBA 649 Business policy Weiliang Xia In 1969, Don Fisher opened the first Gap store in direct response to frustrations he was feeling as an inconvenienced customer. Its unprecedented growth is a direct result of meeting a niche in the clothing market, at a time when The Gap was well positioned to meet the new demands of this "business-casual" trend, introducing other chains to expand its customer base, and aggressive expansion in the global marketplace. Today, Gap, inc. is recognized as one of the world's largest specialty retailers. It. operates four of the most well known clothing brands on the planet: Gap, Banana Republic, Old Navy, and Forth & Towne. The Gap was bound for success early on because the utility of its product mix was perfect for a specific market segment. The Gap offered a classic line of khaki pants and cotton button-down shirts, perfect for the new "business-casual" look, and gained great brand recognition as a result. With product utility, a product mix that met the needs of its target audience, brand name recognition, and global influence as its core strengths, the Gap, Inc. was in good position to grow through expansion. Understanding the key issues underlying the Case Study is imperative to determining an appropriate plan of action. Two key issues stand above the rest in this case; 1) Rapid growth of business acquisitions and expansion without properly researching the wants and needs of its customers, and 2) Trying to be all things to all people...
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...The Gap Inc. In 2010 Case Summary Case Summary This case study describes the business environment of the apparel market and how Gap Inc. tried in this highly competitive market environment to manage a turnaround in the time between 2000 and 2010. The U.S. clothing store sector accounted for approximately $156 billion in the year 2009 and had slightly declined compared to 2008 due to the worldwide recession. Average before-tax profits estimated by IBIS-World were around 3% in the year 2009. The level of globalization in the market is relatively low and made up by a large number of small and few major, domestically owned companies. The family clothing store industry is the most important sector, as it is responsible for more than half of the revenues in the U.S. clothing market. Concerning the gender woman clothes are most interesting, due to their will to spend more. Women clothing accounts for 50% of the market, followed by men and children with market shares of 37% and 13%. Hereby more than one third of the adult population has to be considered obese. According to price sensitivity 65% of the market is value-priced driven and targeted by family stores of companies such as Ross Stores or TJX Companies. They focus on still wanted brand names and discounts by delivering off-season styles. More emotional driven fashion and brand-conscious customers rather shop at Gap or Abercrombie & Fitch and are influenced by marketing efforts. These four companies are the major rivals...
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...The Gap Inc.: The CSR Evaluation of Gap Inc. Outline of the notable ethical decisions made by Gap Inc. and their impacts on the company In 2003, Gap Inc. was sued for its usage of child labor and sweatshop factories in its subsidiary in Saipan. The decision to use child labor and sweatshop in Saipan was made by the management of Gap Inc. that could either be seen as egoism or utilitarianism (Smith, 2004). On one hand, on the egoism perspective, Gap Inc. could have decided to use child and sweatshop labor to cut its costs and maximize its profits. On the other hand, on the utilitarianism perspective, Gap’s decision to use child and sweatshop labor, cruel and ethical as it might seem, provided the people in Saipan a source of employment and income. As a poor, third world country, Saipan could not create enough jobs to sustain the livelihood of all its citizens, so it the citizens could choose between starving to death and making a difficult living in Gap’s sweatshops, the sweatshop is apparently a better option. Hence from the utilitarianism approach, Gap’s unethical behavior was actually better than its doing nothing at all. However, this decision gave Gap an international lawsuit over ethical treatment of labor, which does not cost Gap considerable fortune and energy, but also severely harmed its international reputation as an ethical player in the apparel industry (Smith, 2004). It turned out that the public citizens and the media prefer to use the Kantianism when...
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...Short Case Analysis of Gap Inc. in 2010: Is the Turnaround Strategy Working? Author of the article Annette Lohman of the California State University, Long Beach The Gap Inc. In 2010 Case Summary Case Summary This case study describes the business environment of the apparel market and how Gap Inc. tried in this highly competitive market environment to manage a turnaround in the time between 2000 and 2010. The U.S. clothing store sector accounted for approximately $156 billion in the year 2009 and had slightly declined compared to 2008 due to the worldwide recession. Average before-tax profits estimated by IBIS-World were around 3% in the year 2009. The level of globalization in the market is relatively low and made up by a large number of small and few major, domestically owned companies. The family clothing store industry is the most important sector, as it is responsible for more than half of the revenues in the U.S. clothing market. Concerning the gender woman clothes are most interesting, due to their will to spend more. Women clothing accounts for 50% of the market, followed by men and children with market shares of 37% and 13%. Hereby more than one third of the adult population has to be considered obese. According to price sensitivity 65% of the market is value-priced driven and targeted by family stores of companies such as Ross Stores or TJX Companies. They focus on still wanted brand names and discounts by delivering off-season styles. More emotional driven...
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...model The competitive landscape – The Gap, H&M, Fast Retailing (Uniqlo) • Zara’s global store and online expansion • Questions Zara Case Study 2 Corporate history (1 of 2) • 1963: establishment of clothing production company in A Coruῆa, Spain • 1975: first Zara store opens in A Coruῆa • 1985: Inditex Group is established • 1989: first international Zara store opens in Portugal Zara Case Study 3 Corporate history (2 of 2) • 1990s: acquisition of brands Massimo Dutti and Stradivarius • 2001: Inditex IPO • 2006: first Zara store opens in China • 2010: first Zara store opens in India • 2010: Zara launches first online store Zara Case Study 4 Inditex’s performance indicators, 2012 • Net income totalled 2.3 billion euros, an increase of 22% from 2011 • 6,009 stores, 482 more than a year earlier • Online store network covers 23 markets, with new launches in China and Canada • Creation of 10,802 new jobs in 2012, bringing workforce to 120,314 employees Zara Case Study 5 Inditex Group Brand Portfolio (1 of 8) Zara • Fashionable, yet affordable clothes for a wide range of people, cultures and generations, who, despite their differences, all share a special fondness for fashion • 1751 stores in 86 countries • www.zara.com Zara Case Study 6 Inditex Group Brand Portfolio (2 of 8) Pull & Bear • Casual, laid-back fashion for the global youth • 816 stores in 59 countries • www.pullbear.com Zara Case Study 7 Inditex Group Brand Portfolio...
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...Ethical Obligations and Decision Making in Accounting Text and Cases Steven M. Mintz, DBA, CPA Professor of Accounting California Polytechnic State University, San Luis Obispo Roselyn E. Morris, PhD, CPA Chair and Professor of Accounting Texas State University-San Marcos Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Table of Contents Chapter 1 Integrity: The Basis for Ethics in Accounting 1 What Is Ethics? 1 Definition 1 Application of Ethical Reasoning in Accounting DigitPrint Case 33 32 Conclusion 34 Discussion Questions 34 Endnotes 36 Chapter 2 Cases 37 2 Case 2-1: A Faulty Budget 38 Case 2-2: Better Boston Beans 39 Case 2-3: Eating Time 40 Case 2-4: Is Internal Whistle-Blowing "Right"? Case 2-5: Play Ball 43 Case 2-6: Supreme Designs, Inc. 44 Case 2- 7: The City of West Buckle 46 Case 2-8: The CPA Review Course 47 Case 2-9: The Ethics ofiPod-ing 48 Case 2-10: The Tax Return 49 Distinguishing between Ethics and Morality Religious and Philosophical Foundations of Ethics 3 Teleology 4 Deontology 6 41 Acting with Integrity Personal Integrity 8 7 The Moral Point of View 7 The Six Pillars of Character.... 8 Trustworthiness 8 Respect 10 Responsibility 10 Fairness 11 Caring 11 Citizenship 12 Chapter 3 Ethical Decision Making in Business 50 What Is Business Ethics...
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...Case Study 2 Assignment Bandon Group, Inc Read the Bandon Group Inc. Case study. Complete the tasks listed under “Things to do” below. Bandon Group, Inc. |Strategy |Documentation |Things to Do | |Purpose and Scope of Study|Purpose and scope of the | | |(Step 1) |MIS study | | |Document High-Level |Executive Management |Write a summary of major problems and| |Business Direction |Interviews |opportunities defined by management. | |(Step 2) | |Focus on “common” | | | |problems/opportunities. | |Identify Key Information |Matrix: Goals, Critical |Write a summary of “common” or | |Needs and Measures |Success Factors, Measures, |“shared” CSFs, measures, IT needs. | |(Step 3) |IT Needs | | |Determine Detailed |Interview findings: |Write a summary of “common” or | |Business Requirements |Problems, |“shared” priorities. | |(Step 4) |Goals/opportunities, IT | | | |needs, Priorities | ...
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...Chapter 1 Introduction and Background of the Study Introduction Theoretical Framework Theoretical framework shapes the justification of the research problem in order to provide the legal basis for defining its parameters. It is a symbolic construction which uses abstract concepts, facts or laws, variables and their relation that explains and predicts how an observed phenomenon exists and operates. Conceptual Framework Conceptual framework presents specific and well-defined concepts which are called constructs. Its function is similar to theoretical framework because the constructs used are derived from abstract concepts of the theoretical framework. Statement of the Problem Statement of the problem sets the direction of the study. It has to be stated vividly and explicitly in interrogative form. A good research problem should be SMART, that is, Specific, Measurable, Achievable, Realistic, and Time-Bound. Significance of the Study Significance of the study explains its importance. It defines the contribution of the study in relation to solving the problem and need; bridging a knowledge gap; improving social, economic and health conditions; enriching research instruments and methods; and supporting government thrusts. Significance of the study is presented either in inductive or deductive perspective. In and inductive way, the researcher moves from the particular to the general, and presents the importance of the study from target beneficiaries, to the researcher...
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...ORGANISATIONAL CULTURE AND VALUES GOOGLE INC. Executive Summary This report investigates the literature findings of incongruence between organisational values and individual values in reflection to how this can affect organisational culture. These are identified as espoused and enacted values of the organisation. Researches for this report draws attention to ways leading companies, such as ‘Google Inc’, manage these common issues through organisational conduct and procedures. Google’s Organisational culture is well known and famous for their innovation, success, creativity and strong value for human resources. This investigation also reveals additional incongruence within the workplace which results in unsatisfied employees and quitting jobs. Nonetheless there is very little known incongruence within their workplace that affects the overall performance as they have a number of mechanisms and ‘lifestyle’ activities to promote the company’s values for individual value. There are a number of recommendations highlighting procedures and practices that organisations can use to reduce the gap between espoused and enacted values. Recommendations feature some of the following: - Defining clear and concise organisational values - Organisational values should reflect beliefs and values of both the organisation and stakeholders - Ensure the work environment reflects those values - Recruit staff who shares similar beliefs and values to the organisation. Introduction Value...
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...Week 2 – Case Study: MARS (D) Name GSCM 540 Professor July 19, 2015 Executive Summary In 2009 MARS Inc. has been faced with new challenges in their buying process of their diesel engine due to changes with their Columbus supplier. The D-342 diesel engine market is in jeopardy which is why the supplier dropped production and left MARS Inc. with only one option in suppliers. Having to now deal with only one supplier Tom Sosa, the purchasing manager, has had to figure out what this change means to MARS Inc. in terms of transportation cost, inventory and storage costs, and continue the enforcement of MARS INC.’s implementation of lean manufacturing. Case Study Questions 1. What were MARS total costs per year prior to the new price structure when the diesel engine price was $4,800? Was Mars’s using the EOQ method? The total yearly cost for warehousing is $1215. The total yearly cost per unit based on the sheet given by the Portland supplier is $11,280,000 by using the 200 per unit price of $4,700. MARS Inc. was using the EOQ, Economic order quantity, method prior to the supplier change. They implemented a lean manufacturing in 2002 and controlled the JIT production system. The Columbus supplier supported the JIT delivery which allowed MARS Inc. to use the EOQ method. 2. With the volume purchase discounts and warehouse constraints, what is the best ordering quantity? The best ordering quantity would be 200 units. The reason being for this would be because you...
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