#retailapparel

Zero cred in culture presently.

Pathetic that we have zero heat. Look at Nike.com for 10 seconds and it’s all retro garbage.

Carter's will shutter 150 locations nationwide. The company also eliminated 300 positions. These measures aim to stabilize the business and absorb losses. Elevated product costs and tariffs impacted profitability. The Atlanta-based firm operates Carter's, OshKosh, and B'Gosh brands.

Atlanta, Georgia

https://patch.com/new-jersey/across-nj/amp/34055146/major-clothing-retailer-in-new-jersey-closing-150-u-s-stores

Saks Fifth Avenue is closing its Sarasota store. This location is its only Tampa Bay presence. The store will cease operations by the end of May. The closure will result in 66 layoffs. This information comes from the Tampa Bay Business Journal.

https://www.bizjournals.com/tampabay/news/2026/03/09/saks-fifth-avenue-closing-in-sarasota.html

Francesca's, a women's fashion retailer, will close all its stores. The company filed for Chapter 11 Bankruptcy. It plans to liquidate all inventory. Going-out-of-business sales are currently underway. This decision follows a lender default notice and lost investor funding.

ttps://www.shreveporttimes.com/story/news/2026/01/29/is-francescas-closing-stores-in-louisiana-retailer-filed-for-bankruptcy-going-out-of-business-sales/88412473007/

My store didn't get any women's slippers, no men's or women's base layer, not enough cashmere, no turtlenecks for women and not enough for men. Slippers are a no-brainer for Pete's sake! What was this company thinking?!?!

Anyone else thinks the offerings are getting cr-ppier than factory stores?

Belk paris Texas las day February 14-2026
Closing permanently.

... you'll always wear nice shoes. Sure, it may be a business-casual environment, but if you can't bother to wear decent shoes, you're a slob and a loser. I find that I have nothing but contempt for people who wear cr-ppy shoes to work. I knew this before, but Nordstrom confirmed and reinforced it with me.

A sharp pair of loafers can spiff up a pair of jeans. Add a collared shirt, and you look pretty good in this shabby world. Complete the look with a jacket, people will think you are interviewing. But shoes are the foundation. Good shoes are essential.

Any word on any regions of retail being affected?

Any word on the Fallen Timbers JCP being on the store closing list? My mother works there and is a rumor going around that they will be closing soon. Just wanted to see if she should start looking for work. She really does not want to transfer to the Franklin Park store

Does anyone know why Polo Ralph Lauren was taken out of stores ?

What a time to be alive

and not impressed.

Seems like all they are trying to do is emulate Lululemon.

That game is well played out and perfected by Lulu.

As usual with Nike these days "it is dollar short and day late"

But finance is already saying "math is not going to add up". I hope the sr leaders are cautious about hiring. Layoff should not be the new normal.

This week the 2 year long project of the GeO revaMP will finally be completed with CS shifting roles and APLA being absorbed into Amercias and APAC. CS will shift to Vp of Nike Direct and SG will be taking a new role outside of NIKE TBA.

Ridiculous and terrible.

With the hiring of Reed Krakoff and John Demsey this week, and Zac Posen last year, the retailer’s top ranks are a who’s who of fashion and beauty industry talent. But boosting sales and breaking into new categories such as accessories and beauty would be a tough assignment for anyone.

Two years into his tenure at Gap Inc., chief executive Richard Di-kson is still finding ways to shake things up.

The American retailer, which also owns Old Navy, Banana Republic and Athleta, announced this week it would make a major push into beauty and accessories.

Di-kson tapped two industry legends to steer those efforts. Reed Krakoff, who as creative director of Coach in the 1990s and 2000s was instrumental in that brand’s heyday, will help develop handbags, jewellery and leather goods across Gap’s brands. On the beauty side, Gap has recruited John Demsey, who ran a huge portfolio of brands, including MAC Cosmetics, at The Estée Lauder Companies, for three decades. Both will operate as consultants, with Nordstrom veteran Deb Redmond and former Kate Spade chief merchandising officer Michele Parsons overseeing the rollout of beauty and accessories, respectively. As general managers, Redmond and Parsons will report to Eric Chan, Gap Inc.’s chief business and strategy officer.

It’s certainly an impressive roster that Gap has assembled. But the task at hand will be difficult. Gap is undertaking these new projects when it’s just begun to rehabilitate its image.

To be sure, Di-kson and Zac Posen, Gap Inc.’s creative director, have made strides in reinserting Gap into the cultural conversation in the last year, with viral ads like its recent campaign with Katseye and major red carpet moments. Most recently, 15-year-old Owen Cooper wore a custom Gap Studio suit designed by Posen when he became the youngest male actor to win an Emmy.

Translating these cultural moments into sales has been slow going. In the second quarter, net sales of $3.73 billion were virtually unchanged from a year earlier, and a bit below analysts’ consensus forecast. The company’s stock trades at more than double its pre-Di-kson price, but has barely budged in the last year. That indicates investors have faith in his project, but are still waiting for him to deliver.

The risk in introducing new categories — especially ones as competitive as beauty, handbags and jewellery — is that they could prove distracting both internally and to customers, especially shoppers who are new to the brand or hadn’t shopped it in years.

Other apparel retailers like Zara, H&M and Forever 21 have entered beauty with lacklustre results. Zara has had success with its fragrances by duping popular scents, but Gap is unlikely to try that strategy. It could instead tap into nostalgia for its ‘90s-era scents, including Dream and Grass.

Beyond fragrance, Gap will need to convince customers that they should buy their perfumes from the same retailer selling them t-shirts and jeans. That will require heavy investments in marketing and product development. A lifestyle play — soap, candles and the like — could also work.

Old Navy, which will introduce branded products and a third-party assortment has a different opportunity as a value player, and will likely compete with Ulta Beauty, Target and Walmart for the mass-market customers. That’s not as far-fetched as it might initially sound: there are over 1,200 Old Navy stores, not far from Ulta’s 1,450 locations. Customers have also been eager to find a destination that fills the void that CVS and Walgreens have left behind in beauty.

Still, beauty remains a tough environment for new entrants. Sephora and Ulta Beauty are perfecting their globalised approach. Newness continues to drive the industry, which could work in Gap Inc.’s favour, but will mean a constant grind to find new brands and products to encourage repeat purchases.

Handbags feel like safer territory. Gap can bank on the success of its recent handbag line at Old Navy, which garnered glowing coverage and, presumably through Posen’s Hollywood connections, was seen on the shoulders of various actresses including Jenna Ortega on her “Wednesday” press tour.

Handbags and accessories are logically and emotionally closer to apparel than beauty. Gap already carries an assortment of shoes, bags, hats, belts, socks and other small accessories. Its jelly flip-flops and flats went viral for being dupes to The Row earlier this summer. Whereas Old Navy has an opportunity in the affordable trend-driven space — alongside Target, Amazon and Shein — Gap can expand into potentially higher-end or statement pieces as a natural extension of Gap Studio, the elevated line designed by Posen that launched in April.

Ultimately, the goal may not even be to turn Gap or Old Navy into a major beauty or handbag powerhouse, but to position the brands as cross-category lifestyle destinations. Success on that front isn’t measured in blockbuster sales; it’s about creating a perception of Gap as a place to shop for more than just a T-shirt and a pair of chinos.

Gap continues to show signs of being on firmer footing.

On Thursday, the San Francisco-based specialty retailer reported that net sales for the second quarter ended Aug. 2 reached $3.7 billion, which were flat compared to last year, though comparable sales, a better barometer of the business, rose 1 percent year-over-year.

Operating income was essentially flat at $292 million from $293 million a year ago. Net income rose to $216 million, up from $206 million in the year-ago period.

“When we roll up all of the components of our business and we look at our quarter results, it’s really showing our strategy is working,” Richard Di-kson, president and chief executive officer of Gap Inc., told WWD. “We had another solid quarter. We overdelivered on our profit expectations, and we achieved our top-line goals. Comps were up 1 percent in total. That’s the sixth consecutive quarter of positive comps, and our three largest brands all posted positive comps for the second quarter,” Di-kson said, referring to Old Navy, Gap and Banana Republic. Gap Inc.’s portfolio also includes Athleta.

“We’ve been building a strong balance sheet. We’ve got cash balances right now of $2.4 billion, which is up 13 percent year-over-year. So this is a real story about doing what we say we’re going to do, delivering with consistency, and it’s giving us great confidence as we head into the second half.”

Despite the stronger results, the retailer’s shares fell 2.8 percent to close at $21.68.

Gap Inc. expects $150 million to $175 million in tariff impact on its fiscal 2025 operating income, which translates to 100 to 110 basis point impact on operating margin.

“What’s really important is that while there’s an impact in 2025 we do not expect the annualization of tariffs in 2026,” Katrina O’Connell, Gap Inc.’s chief financial officer, told WWD. “As we look to address tariffs this year, we’re utilizing a lot of the levers. We’ve discussed thoughtful adjustments to our sourcing. We’re looking at manufacturing, we’re looking at assortments, we are doing some targeted pricing. But we’re really focused on sustaining the momentum and market share gains that our reinvigoration playbook is driving as we pursue our tariff mitigation plans.”

Asked what’s been selling best, Di-kson said, “It’s been an exciting denim season for the industry, but I think in particular, Gap brand has been leading the way.” He cited the launch last week of the “Better in Denim” campaign featuring the Katseye girl group, and said the campaign has become the number-one search on TikTok, with 400 million total views. “It’s proving Gap is a powerful pop culture brand, but the denim category for Gap and Old Navy has been outstanding for us. Going into the back half, we will continue that momentum.”

Di-kson also cited the active category as a strong performer, particularly at Old Navy, fueled by a recent campaign with Lindsay Lohan and product innovation, and strategic partnerships. “Our Disney partnership this past quarter was very successful combination of what we call family appeal and trend-right products.”

Di-kson continues to search for a new head of Banana Republic. The position has been vacant for over a year, though Di-kson has been very involved in rejuvenating the brand.

“Banana Republic does over $2 billion worth of business. There are very few $2 billion brands in the industry so you need somebody who really understands how to operate a brand at scale. Over the last year we’ve been working very hard to reestablish the brand, the positioning, the vision, the codification, if you will, and now that we’ve evolved as a brand we’re looking for somebody who can accelerate and execute against a strategy and vision versus reshaping the brand. The brand is in very good condition now.”

Banana Republic’s second-quarter net sales of $475 million were down 1 percent compared to last year, but comparable sales rose 4 percent.

Old Navy, the largest volume brand in the Gap Inc. portfolio, generated second-quarter sales of $2.2 billion, up 1 percent compared to last year. Comparable sales rose 2 percent. “Old Navy continues to demonstrate consistency in execution with reinvigoration efforts continuing to progress,” the company indicated in a statement issued Thursday.

Gap brand’s second-quarter net sales of $772 million were up 1 percent compared to last year. Comparable sales were up 4 percent, achieving positive comparable sales for the seventh consecutive quarter.

Athleta’s second-quarter net sales of $300 million were down 11 percent compared to last year, while comparable sales were down 9 percent. “The brand continues to focus on resetting for the long term and improving its product and marketing, which will take time,” the company noted.

In other statistics, Gap Inc.’s store sales decreased 1 percent compared to last year, but online sales increased 3 percent and represented 34 percent of total sales. The company ended the quarter with about 3,500 store locations in over 35 countries, of which 2,486 were company-operated.

Asked why store sales were down slightly, Di-kson replied, “We believe in our stores. Stores are a really important way for our customers to experience our brand. We’re also at a pivotal point with our fleet, which is positioned much more optimally. We’ve been doing a lot of coming back over the last several years. We’re also testing some new formats and experience like Gap in Flatiron and Banana Republic in SoHo,” Di-kson said, referring to the two Manhattan neighborhoods

“We believe we’ve got great opportunity to drive more business out of our stores,” Di-kson said. “But on balance, we really look at our omnichannel approach as a way to gauge our business and our consumer reaction.” Some of the decline in store sales is due to closures, particularly at Banana Republic, but traffic overall at the stores was up last quarter.

Gross margin in the second quarter came to 41.2 percent and decreased 140 basis points versus last year. Merchandise margin decreased 150 basis points versus last year, primarily driven by lapping the benefit of incremental sales in the second quarter of fiscal 2024 relating to the company’s revenue-sharing agreement with its credit card partners.

“Gap Inc. overdelivered on profit expectations and achieved our top-line goals. With positive comps for the sixth consecutive quarter, fueled by our three largest brands Old Navy, Gap and Banana Republic, it’s clear our strategy is working,” Di-kson said in his prepared statement. “Two years ago, I shared my vision for leading Gap Inc. into an exciting new chapter. Since then, we’ve built a stronger foundation with more relevant brands, a sharper operating platform, and a more unified culture while consistently demonstrating agility and resilience in dynamic environments. We are advancing our transformation with discipline, clarity, and momentum and remain committed to building a high-performing company that delivers sustainable, long-term value for our shareholders.”

The company ended the second quarter with cash, cash equivalents and short-term investments of $2.4 billion, an increase of 13 percent from the prior year.

The job cuts included the elimination of the merchandising coordinator position, as Saks Global continues to blend the merchandising systems of Saks Fifth Avenue and Neiman Marcus into an integrated system, WWD reports.

https://news.centurionjewelry.com/articles/detail/saks-cuts-90-jobs-in-another-round-of-layoffs