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• Case | HBS Case Collection | 2013

  Inditex: 2000

  John R. Wells and Galen Danskin

  Citation:

  Wells, John R., and Galen Danskin. "Inditex: 2000." Harvard Business School Case 713-538, June 2013.

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• Case | HBS Case Collection | 2013

  Gap, Inc., 2000

  John R. Wells and Galen Danskin

  From humble beginnings as a Levi jeans store, by 2000 Gap, Inc. had grown to become the world's leading specialist clothing retailer. Its CEO, Millard S. Drexler, the "merchant prince," was credited with transforming Gap into a global empire, leading the company through eighteen years of 21% p.a. growth to reach sales of $13.6 billion in 2000. But as Gap entered the new millennium, dark clouds were building on the horizon. While sales in 2000 were up nearly 18% over the previous year, operating profits fell by 20%, only the second profit fall since 1984. Gap found itself plagued with concerns about fashion misses, logistics failures, the departure of senior managers, and increased foreign competition. New fast-fashion competition in the form of Inditex, H&M, and Club Monaco threatened Gap's market share both domestically and abroad.

  Citation:

  Wells, John R., and Galen Danskin. "Gap, Inc., 2000." Harvard Business School Case 713-508, May 2013.

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• Case | HBS Case Collection | 2013

  Benetton Group S.p.A., 2000

  John R. Wells and Galen Danskin

  In 2000, Benetton was one of the leading mass fashion competitors in the world with approximately $1.9 billion in sales across 5,500 stores in 120 countries. But the company's fortunes seemed to be on the wane. Challengers from H&M to Gap had overtaken Benetton in revenue and profitability. How could chairman Luciano Benetton turn around the company's struggling fortunes?

  Citation:

  Wells, John R., and Galen Danskin. "Benetton Group S.p.A., 2000." Harvard Business School Case 713-510, May 2013.

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