es which contin ues to offer safari clothing, but which now also emphasizes vacation and resort clothing. The firm operates Hemisphere stores in the implementation of the second objective, where European style, expensive sports clothing is offered. The Hemisphere stores have not proved to be a great success, and current plans call for them to be closed in 1990 (Schiffman, 1990).
Within this framework of objectives, the firm has several specific goals. These goals include the following:
1. The opening of 50 to 60 new The Gap stores per year (Schiffman, 1990).
2. The opening of 50 new Gap Kids stores per year (Schiffman, 1990). 3
3. The opening of 15 to 20 new Banana Republic stores per year (Schiffman, 1990).
4. The closing of nine Hemisphere stores in 1990 (Schiffman, 1990).
5. Earning a return on investment of 25.0 percent (minimum) on net worth annually.
Although The Gap, Inc. operates through separate store groups, each with its own Senior Vice President, and although the firm has organizational units covering merchandising, buying, facilities management, and so forth (Standard, & Poor's, 1989), the actual management of the firm is largely a one man operation (Rudnitsky, 1987). Millard Drexler is a hands on President, who makes decisions related to retail store environments, product quality, product style, product lines, target markets, and so forth, and who visits company retail outlets daily, and who often makes on the spot decisions at one retail store which become effective throughout the organization (Rudnitsky, 1987). An organization chart for The Gap, Inc. is presented in Chart 1, which may be found on the following page.
The effective one man show of Millard Drexler is defi nitely a part of the corporate culture at The Gap, Inc. Donald Fisher, the founder and Chairman of the firm, is also a very much hands on person; however, since he brought Drexler into the company, he has allowed Drexl...