Continued deep discounting and rising costs have only compounded the largest U.S. clothing seller’s troubles.
The company has closed or shrunk Gap stores and last month detailed a plan to close 189 locations, or 21 percent of its namesake Gap stores in the U.S., by the end of 2013. At the same time, the company aims to triple the number of Gap stores in China from about 15 next month to roughly 45 a year later.
Overall, the company intends to cut its square footage in the U.S. by 10 percent by 2013, compared with 2007, and to double the share of its revenue that comes from outside of the U.S. to 30 percent.
A February management shake-up ended with a new president for the Gap brand, and in early May, the chain’s design director, Patrick Robinson, was ousted.
CEO and Chairman Glenn Murphy said during a conference call Thursday with analysts that the company is “ready to compete’’ in the critical holiday season.
“We’ve got to make sure that our marketing works harder, that our windows are great, that our store presentation is stronger than you’ve seen,’’ Murphy said. “I know that the state of readiness is very high. We have to make sure we’re making very good decisions and that our brands and their value propositions are strong in the fourth quarter.’’
Gap said it earned $193 million, or 38 cents per share, for the three months that ended Oct. 29, compared with $303 million, or 48 cents per share, a year earlier. Its overall revenue slipped just 1.8 percent to $3.58 billion.
That slightly higher profit than analysts expected. They were looking for earnings of 36 cents per share and revenue of $3.59 billion.
Shares of Gap Inc. rose 26 cents after hours. Before the company reported its results, they closed at $19, down 48 cents, or 2.5 percent, as the markets slipped overall.
The company’s third-quarter revenue at stores open at least a year dropped 5 percent, including online sales. Gap executives said the company struggled to sell women’s clothing during the period. By division, the figure fell 6 percent for Gap stores in North America, but 1 percent for Banana Republic’s North America fleet and 4 percent for Old Navy’s.