2. Strategic Quality Management and Customer Satisfaction Paper

1253 Words Dec 4th, 2007 6 Pages
"It was the summer of 1969: Man took his first walk on the moon. Nearly 450,000 people gathered in upstate New York to witness the historic Woodstock concert. And Doris and Don Fisher opened the first Gap store in San Francisco" (Gapinc.com 2007). Today, Gap Inc. is one of the world 's largest specialty retailers, with more than 3,100 stores and fiscal 2006 revenues of $15.9 billion. Gap Inc. operates four of the most recognized apparel brands in the world — Gap, Banana Republic, Old Navy and Piperlime. Every day, Gap Inc. looks for new ways to connect with customers around the world, providing value to their shareholders and to make a positive contribution in the communities where Gap Inc. does business. Gap Inc brands have a simple, …show more content…
That is why Old Navy does a better job of communication between there management staff. Banana Republic does have a good running store, but Banana Republic lacks the communication between employees. Bananna Republic does have a position that is called a keyholder. A keyholder is designed to open/close the building and to help with the management staff, but keyholders are not considered on the management staff. Having those key important individuals on the staff help run the store properly, but it does not help the fact that if management has an issue and that management staff is not telling issues to the keyholders, this situation can effect the teams morale, which brings up a huge communication barrier and the quality of the management staff. Total Quality Management has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as Gap Inc. highest priority. The company believes it will only be successful if customers are satisfied. Gap is sensitive to customer requirements and responds rapidly to them. For example, "being sensitive to customer requirements goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints" (Fundamentals of Management 382). The concept of requirements is expanded to take in not only product and service attributes that meet basic
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