Word: brand
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...departure--"a mutual agreement between him and the board," according to a Gap spokesperson--marks a low point in the history of a brand that not so long ago epitomized smart, affordable fashion. Named for "the gap in the market it hoped to fill," the Gap had something for everyone. You got your khakis there; your grandmother got her cardigans; Sharon Stone got her outfit for the Oscars. So what went wrong...
...wardrobe basics that used to be the Gap's bread and butter, consumers now expect higher quality at a bargain price. Banana Republic has had some success filling that niche, promoting classically styled work clothes that can be brightened up for an evening out. Analysts say that brand is the one hot spot in Gap's portfolio, with sales rising 2% last year. "You don't want to waste Banana's profits fixing other parts of the company," says Bruce Greenwald, an economics professor at Columbia Business School...
...this company be saved? Why not? Retailing is full of 360° turnarounds. Wall Street darling Abercrombie & Fitch, for example, was once an afterthought unit of Limited Brands but spun itself off and repositioned itself as the hottest label for the teen crowd. Even once dowdy JCPenney reinvigorated itself by hiring a smart merchandiser, Vanessa Castagna, as executive vice president and giving her the freedom to remake the brand. "She helped make Penney's cool, and the Gap needs to be cool," says Chen...
...spammers." The article was based on several allegations made over the past two years by Mark Mumma, a defendant in a defamation lawsuit filed by Omega against him and his company, Mummagraphics Inc. Omega alleged that Mumma engaged in a smear campaign waged on his many websites to brand our clients "criminal spammers" after Omega refused to pay Mumma $6,250 to avoid a lawsuit he threatened to file. Mumma based his characterization of our clients as "spammers" on the fact that he received e-mail that he claimed he did not ask for. Contrary to the content...
...make its analysis more efficient. To save time, the brain doesn't run through the laundry list of risks, benefits and value judgments each time. Whenever it can, it relies on a type of "quick key" that takes advantage of experiences and stored information. That's where things like brands, familiarity and trust come in--they're a shortcut for knowing what to expect. "You run from the devil you know," says Montague. "And you run to the brand that you know, because to sit there and deliberate chews up time, and that makes you less efficient than the next...