Product Red has been criticized for not having an effect proportional to the advertising investment, for being much less efficient than direct charitable contribution,  and for having a lack of transparency with regards to the amount of money going to charity as a percentage of every purchase. Companies like Starbucks aim to tap into such an audience.
The company followed that in January with the Starbucks RED Card, where five cents from every purchase was donated. The companies claim they are educating an audience.
Willig eagerly points to an annual tracking survey that shows awareness up to 79 percent for teens and 69 percent for the demographic between 18 and Those figures are greater than a survey that showed awareness at 36 percent for teens and around 50 percent for those 18 to Researchers asked people to identify organizations that they know are involved with cause marketing.
Willig explained that indicates how they know people are aware of RED. Companies like Starbucks aim to tap into such an audience. Brewer has spoken recently at public forums about seeing the reaction from 10, store managers.
Baker questioned whether those people could be more motivated to pressure the country to support the Global Fund or to call for corporations to pay more in tax to deal with social issues. Another avenue of engagement is to work with a sister organization that handles grassroots activity. Product Red has been criticized for not having an effect proportional to the advertising investment, for being much less efficient than direct charitable contribution,  and for having a lack of transparency with regards to the amount of money going to charity as a percentage of every purchase.
Some critics argue that a retail middleman between donor and charity is unnecessary; donors should just give. Scholars argue that this sacrifices the purpose of movements such as Product Red.
The National Labor Committee for Worker and Human Rights criticized Product Red for its links with Gap,  which was historically a target of anti-sweatshop activists, although anti-sweatshop organization Labour Behind the Label states that Gap has "come further than many"  clothing companies to counter exploitation.
Labour Behind the Label criticized Product Red for not requiring more measures to protect the rights of the workers who make their products. In an attempt to combat the critics, particularly regarding Product Red's Transparency, around , they implemented a calculator to show consumers how many doses of treatment would be received with the purchase of a Red Product.
While this critic shows that there are negative aspects of this program, he also states that "it finds a way to generate something positive out of the currently existent system". From Wikipedia, the free encyclopedia. Retrieved 21 March Retrieved 15 October Archived from the original on Retrieved 28 November Episode 8 In the Mixx". Retrieved 10 April Retrieved May 26, Red Gets a Beating , March 20, Archive. Social Responsibility Campaign or Window Dressing? Fisher and is headquartered in San Francisco , California.
The company operates five primary divisions: The Fisher family remains deeply involved in the company, collectively owning much of its stock. Fisher's wife and their son, Robert J. Fisher , also serve on Gap's board of directors. Robert succeeded his father as chairman in and also served as CEO on an interim basis following the resignation of Paul Pressler in , before being succeeded by Glenn K.
Murphy up until Fisher was inspired by the sudden success of 'The Tower of Shoes' in an old Quonset Hut in a non-retail industrial area of Sacramento, California. And knowing that even Macy's , the biggest Levi's customer, was constantly running out of the best selling Levi's sizes, and colors, Fisher asked Haas to let him copy The Tower of Shoes' business model and apply it to Levi's products. Haas referred Fisher to Bud Robinson, his Director of Advertising, for what Haas assumed would be a quick refusal; but instead Robinson and Fisher carefully worked out a legal test plan for what was to become The Gap named by Don's wife Doris Fisher.
Fisher agreed to stock only Levi's apparel in every style and size, all grouped by size, and Levi's guaranteed The Gap to be never out of stock by overnight replenishment from Levi's San Jose, California warehouse.
Fisher opened the first Gap store on Ocean Avenue in San Francisco on August 21, ; its only merchandise consisted of Levi's and LP records to attract teen customers. In , Gap opened its second store in San Jose. In , Gap established its corporate headquarters in Burlingame, California with four employees. By , the company had over 25 locations and had expanded into the East Coast market with a store in the Echelon Mall in Voorhees, New Jersey. In , Gap began to sell private-label merchandise.
In the s, Gap assumed an upscale identity and revamped its inventory under the direction of Millard Drexler. Drexler refused to sign a non-compete agreement and eventually became CEO of J.
One month after his departure, merchandise that he had ordered was responsible for a strong rebound in sales. Fisher recruited Paul Pressler as the new CEO; he was credited with closing under-performing locations and paying off debt. However, his focus groups failed to recover the company's leadership in its market. In , Gap announced that it would "focus [its] efforts on recruiting a chief executive officer who has deep retailing and merchandising experience ideally in apparel, understands the creative process and can effectively execute strategies in large, complex environments while maintaining strong financial discipline".
That January, Pressler resigned after two disappointing holiday sales seasons and was succeeded by Robert J. Fisher on an interim basis. The executive president for marketing and merchandising Jack Calhoun became interim president of Banana Republic. Robinson was hired as chief designer in , but was dismissed in May after sales failed to increase.
However, he enjoyed commercial success in international markets. In October , Gap Inc. In January , Gap Inc announced plans to close their subsidiary Piperlime in order to focus on their core brands. In September , Gap Inc began publicizing Hill City, a men's athletic apparel brand they plan to launch in October The Gap's original trademark was a service mark for retail clothing store services.
The first use of the trademark was on August 23, , and expanded to commercial usage on October 17, A second application was filed by Gap Stores, Inc. The first usage for shirts and clothing products was on June 25, Trademark registration was granted on December 28, On October 4, , in an effort to establish a contemporary presence, Gap introduced a new logo.
It was designed with the Helvetica font and reduced the prominence of the brand's iconic blue box. After much public outcry, the company reverted to its previous "blue box" logo on October 12, after less than a week in use.
Banana Republic , a small safari-themed clothing retailer, was purchased by Gap in and was rebranded as an upscale clothing retailer in the late s. Old Navy was launched in as a value chain with a specialty flair.
A fifth brand, the online clothing and accessories retailer Piperlime , was created in ; however, as of April , the brand has been retired. Intermix , a multi-brand fashion retailer founded in , was acquired by Gap Inc. The Gap originally targeted the younger generation when it opened, with its name referring to the generation gap of the time.
Thank you for signing up for our emails! Check you inbox for your first exclusive offer. You can also manage your email preferences to hear about what matters most to you. (RED) is a nonprofit organization that partners with the iconic brands to raise money to fight HIV / AIDS in Africa through the Global Fund. 33 rows · Product Red, stylized as (PRODUCT) RED™, is a licensed brand owned by RED that .