Gap was playing all the right cards at the time. Sales had grown from 3 billion dollars in 1992 to 13.7 billion dollars in 2000. But then it hit a roadblock. In the early 2000’s, Gap veered from its traditional business model to incorporate pricier fashion clothing items. However, style was not Gap’s forte. Other brands were at the forefront of fashion and had adapted their supply chain to sustain the fast-fashion business model.

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