Communications Question

please write around 600 words including the situation, problem, solution, and impact of the article.

MMICC 2018
MMICC 2018 CASE
1
MMICC 2018
Table Of Contents
Case…………………………………………. 4
Company Overview…………………….. 7
Looking Ahead…………………………. 14
Supplemental Information………….. 15
2
MMICC 2018
Authors
Garry Bell, Gildan VP Corporate Marketing and Communications
Jake Sinclair, MMICC ‘18 Co Executive Director
Jordan McKenzie, MMICC ‘18 Co Executive Director
Abigail MacKenzie-Armes, MMICC ‘18 VP Academic
Julia Barreau, MMICC ‘18 VP Academic
Olivia Bruzzese, MMICC ‘18 VP Academic
Special Thanks to
Richard Donovan, Professor of Practice
3
MMICC 2018
Relaunching an American Icon
Gildan Activewear Inc (Gildan), one of the world’s largest manufacturers of clothing and socks,
is seeking to relaunch the American Apparel® brand with consumers globally. On February 10th 2017,
Gildan acquired the American Apparel brand for $88M1 (reference: all currencies in USD) along with some
inventory and manufacturing equipment as part of American Apparel LLC’s bankruptcy auction process.
Relaunching American Apparel, a consumer brand with a long history, presents many challenges and
creates many opportunities. Gildan is looking to maximize their return on investment and ensure a strategic
alignment within the overall Gildan brand portfolio and business model.
Industry Overview
The global apparel market, valued just under $1.4T in 2017, is typically broken into categories such
as menswear, womenswear, intimate apparel and sportswear. In recent years, the industry has undergone
significant change and been under increasing social and environmental scrutiny. Tragic events such as
the 2013 Rana Plaza collapse in Bangladesh and the growing environmental concerns surrounding the
production and disposal of apparel products have heightened public attention on the apparel industry,
recently referred to by some as the 2nd largest polluter industry after the petroleum industry. In combination
with these factors, the rapid shift of consumers to online platforms and the expanding use of mobile for
engaging with consumers are contributing to rapidly changing consumer trends and driving industry
participants to develop new technologies and innovation across their entire value chains.
All currencies in USD
1
4
MMICC 2018
Since the Company’s founding, Gildan has developed a low- cost vertically-integrated
manufacturing model, owning and operating large scale, state-of-the-art facilities across the full spectrum
of textile and apparel production. This vertical integration is somewhat of an outlier within the industry,
Gildan generated close to 90% of all its revenues from products manufactured within its own factories
and controls almost every stage of production from cotton to finished products. Unparalleled within
the industry globally, Gildan has invested more than $1.0B in Capex since 2012 on capacity expansion,
innovative technologies, sustainable solutions and cost saving initiatives.
Today’s apparel brands are faced with many challenges including fast-changing consumer
purchasing habits and trends, uncertainty in the global economy and continuously evolving global trade
agreements. Companies are also constantly facing new demands for consumers, investors and other
stakeholders related to environmental stewardship, social responsibility and overall transparency in
reporting and operations Gildan’s overall business is segregated into two principal segments, namely
Printwear and Retail. The manufacturing process for the garments themselves are essentially the same for
both segments.
Printwear
The global printwear industry involves the sale of garments, usually more basic styles, that are
decorated with promotional designs, company logos, brand messages and sold for a variety of promotional
purposes. The end uses of these decorated products includes event merchandising (concert t-shirts),
fundraising, brand promotions, tourism and souvenir markets, school and team uniforms and various other
end uses.
In developed markets (North America, Europe, Australia) there are clearly defined channels of
wholesale distributors, garment decorators and promotional products distributors who successfully serve
almost every level of demand for decorated apparel in these markets. In lesser developed markets (Asia,
Latin America, Africa) much of this demand is serviced ad-hoc through garment manufacturers and
importers.
Gildan’s model in this segment is similar to inverted funnel model where the Company sells blank
apparel in bulk to hundreds of wholesale distributors who sell to over 100,000 garment decorators and
resellers globally who service millions of programs.
Key success factors in the global printwear markets are:
•
•
•
Highly efficient low-cost manufacturing
Access to efficient distribution networks
Financial stability and access to capital to finance manufacturing operations and large inventories
Overall customers within this segment of the industry demand good quality, consistent product
availability and increasingly more fashionable and trendy styling. Specific orders in this business can range
from small orders for 12 t-shirts for a family picnic to global brand launches that demand millions of units
be delivered on a specific date.
5
MMICC 2018
In North America, Gildan’s largest competitors are actual manufacturers of the products, with varying
degrees of vertical integration in place, while in Europe and developing markets most brands source products
from contract manufacturers globally.
Retail
The retail industry is defined as the industry which globally sells products to individual consumers.
This includes wholesale sales to retailers, direct sales to consumers in company-owned stores and all varieties
of online direct sales initiatives targeting individual consumers. This industry has undergone radical change
in the last 10 years with shifting consumer habits towards online shopping, excessive industry consolidation
and increasing pressures from consumers, investors, NGO’s and various other stakeholders looking for better
transparency into their supply chains. Disruptive new entrants like Ebay, Amazon and Alibaba have changed
the manner in which consumers purchase products and have heightened the growing need for brands to
proactively engage with their consumers across a wider variety of mediums. Globally, retailing has shifted as
well from the stability and strength of traditional retail channels such as mass merchandisers and department
stores, which sold multiple brands of products, towards models where fashion brands have established
networks of stores where only their brands are sold (i.e. H&M, Zara, Primark, Forever 21). Invariably,
globalization and developments in technology and information flows have resulted in most retail brands
becoming marketing and design companies, with very few actually manufacturing the products they sell.
Additionally, the endless number of apparel offerings available highlights the ease of launching new products.
Sourcing structures have become highly efficient, allowing retailers to focus their resources on design
and marketing efforts while distancing themselves from the actual manufacturing operations and the capital
requirements of manufacturing their products. These same highly optimized sourcing structures and hyperefficient supply chains have changed the seasonality of apparel retailing. Long gone are the traditional 3 or 4
seasons (Spring, Summer, Fall Winter) in an annual retailer’s calendar. Fast Fashion retailers boast of turning
their inventories every 4-6 weeks to keep up with fast-changing consumer demands.
All these advances have greatly reduced the barriers to entry for new brands into the apparel markets,
resulting in an oversaturation of brands and products in most developed markets. In the U.S. alone, the
industry has struggled with too many malls, too many store locations, dwindling store traffic and a long line
of high-profile bankruptcies.
6
MMICC 2018
Consumers are increasingly technology driven and the “see-now, buynow” mindset of the millennial generation has created further disruption
for many retailers. At the financial end of the industry there has been a
tremendous amount of consolidation, largely driven by investments of
venture capital, which have created heavy debt burdens on operations as a
result.
In the Eyes of the Consumer
There are misconceptions regarding the apparel industry, and more
specifically about sustainability initiatives, according to Garry Bell, VP
Corporate Marketing and Communications at Gildan Activewear Inc. A lot
of this has to do with the complexity of the supply chains of these products
and consumers’ knowledge of the actual social and environmental impacts
of the industry. For example, one of the strongest consumer beliefs is
purchasing organic clothing has more socially and environmentally
friendly outcomes than traditionally grown cotton clothing. But when
viewed through a life cycle approach that assesses total life cycle
requirements and impacts, the choice is not so clear. According to Bell,
consumers’ misconceptions are understandable, due to the breadth of the
issues involved, the complexity of the supply chains and consumers limited
time to fully research the facts. Fully communicating a multi-faceted CSR
program to consumers is complicated and remains a challenge in
comparison to putting a simple organic label on a garment.
Gildan – Company Overview
Gildan’s origins can be traced back to 1946 in Montreal, Canada and
Joseph Chamandy, who founded a cut and sew manufacturer of children’s
apparel called Harley Inc. Over time the business expanded into owning
licenses for entertainment and sports properties and was one of Canada’s
largest garment printers. In 1982 his grandsons entered the business and
determined they wanted to start manufacturing the fabrics they were using
to make the clothes instead of buying them on the open market. This was
the beginning of Gildan and the first demonstration of a core belief that
owning the factories was simply the best way to make cost effective quality
products and deliver them to markets on time. The company changed its
name to Gildan Activewear as it entered the printwear industry, initially
in the US and Canada, manufacturing high quality, low-priced basic blank
apparel. Thirty years later, Gildan’s key strength remains its commitment to
this vertically integrated model, retaining full operational control over their
manufacturing process, which allows Gildan to optimize costs and quality
and pursue continuous improvements across the full spectrum of their
operations.
7
MMICC 2018
Gildan operates a very efficient management structure, with a strong connection to their ‘small company’
origins of thirty years ago. This is demonstrated in the Company’s Core Values:
•
•
•
Act like entrepreneurs – the Company encourages leadership, passion, commitment to excellence and
a shared sense of accountability among their employees.
Operate responsibly – the Company aims to integrate sustainable solutions into their business
Believe in our people – Gildan recognizes that its people are the most important resource an invests
to empower them to share in the Company’s
Currently, Gildan sells their products in over 60 markets internationally, and has established the following
Strategic Growth drivers:
•
•
•
•
Leverage leadership position within the global printwear industry to continue to expand product
categories and further increase market share penetration domestically and internationally
Continue to drive manufacturing efficiencies and harness the scale and investments made in this area to
further drive cost savings, product quality enhancements and innovation
Continue to increase market share penetration in retail markets leveraging the strength of our brand
portfolio, investing in direct-to-consumer capabilities and strategically spending on marketing initiatives
to elevate our brands profiles globally
Effectively manage our capital, returning value to shareholders while generating strong returns and
ensuring the Company is well positioned to execute strategic acquisitions.
Corporate Social Responsibility at Gildan
As a vertically integrated manufacturer, with more than 50,000 direct employees, Gildan has
developed one of the industry’s strongest Corporate Social Responsibility programs, named Genuine
Responsibility®. These programs cover the full range of the company’s operations, product design,
labor compliance and environmental stewardship activities, as well as guide the Company’s community
engagement initiatives. Gildan’s operations and products are all governed under this program, which includes
a strictly enforced Environmental Code of Practices (ECP), Banned Substance List (BSL) and Global Code of
Conduct (Code), all of which are diligently enforced everywhere the Company’s products are made..
8
MMICC 2018
Products Offered by Gildan
Gildan complete portfolio of brands includes everyday family apparel across a full range of products
including t-shirts, sweatshirts, underwear, legwear and socks. Through acquisitions Gildan has been able to
successfully expand their product offering making them a more diverse company, while leveraging their lowcost manufacturing operations and global reach.
Manufacturing
The process starts with the purchase of cotton from US farmers, which is shipped to Gildan’s yarn
spinning facilities in North Carolina and Georgia. Once the yarn is spun, it is then transported to their textile
factories to be knit into fabric, dyed and cut into parts, which are shipped to the Company’s sewing facilities.
Finished products are transported to distribution centers to be sold to customers around the world. By
controlling and operating their entire manufacturing process, Gildan is able to ensure that they are reducing
their environmental impact, reducing waste, controlling quality and ensuring that all facilities are operated
responsibly and ethically.
The firm owns and operates vertically-integrated, large-scale manufacturing facilities, primarily
located in Central America, the Caribbean Basin, North America, and Bangladesh. These manufacturing
facilities were strategically located in order to efficiently service customer’s demand while minimizing duties
and transportation costs to market. Gildan employs over 50,000 employees and provides employees with
progressive compensation and benefits packages that deliver multiple benefits such as onsite free health
care, subsidized meals and transportation and training and development programs.
9
MMICC 2018
Gildan is an industry leader in the areas of corporate, social and environmental responsibility, a key
factor of their corporate strategy and a recognized driver of their success and future growth. The Company
has innovated several sustainable solutions including their Biotop wastewater treatment system wherein
bacteria, sunlight and gravity are harnessed to naturally eliminate dyes and chemicals from the effluent,
which has resulted in a sustainable ecosystem for local wildlife and agricultural industries.
Acquisitions
Gildan has been quite successful growing revenues and earnings through opportunistic and strategic
acquisitions. The Company’s strong balance sheet and low debt levels position them extremely well to
capitalize on good opportunities that fit their criteria which include: strategic fit within one of the Company’s
established markets, positive returns accessible by leveraging Gildan’s vertically-integrated manufacturing
model, leadership position within a category or market and opportunity to be leveraged across both business
segments and expanded internationally.
The Acquisition of American Apparel
In November of 2016 American Apparel LLC filed for bankruptcy for the second time in 13 months.
Gildan®, looking to further enhance its brand portfolio, submitted a “stalking horse bid” to acquire American
Apparel LLC’s intellectual property and selected assets as part of a 363 Bankruptcy proceeding. In early 2017,
after executing their due diligence, Gildan® took part in a live auction process and was the successful bidder
at $88M, a transaction which closed in early February 2017. Through this transaction, the Company acquired
the American Apparel® brand and intellectual property and some selected manufacturing assets, while also
purchasing inventory for an incremental $20M.
Gildan’s interest in American Apparel® largely reflects the brand’s position as a premium product
in the fashion basic market, rounding out Gildan’s portfolio, which already included the Gildan®, Anvil®,
Comfort Colors® and Alstyle® brands. American Apparel® was sold in a very similar structure to Gildan,
namely within the Printwear and Retail markets. Gildan believes the acquisition represents a tremendous
opportunity through leveraging the Company’s existing printwear distribution network (over 60 countries)
to expand the reach of the brand and through leveraging Gildan’s world-class manufacturing operations to
10
MMICC 2018
achieve lower costs and better margins. American Apparel® was positioned at the higher end of the fashion
basics category in printwear markets in the U.S., Canada and Europe. American Apparel also operated a
direct-to-consumer business, selling a wider array of products to consumers through company-owned stores
and online in several global markets, operating approximately 130 stores at the time of the bankruptcy filings
in November 2016.
The History of American Apparel LLC
American Apparel LLC was established in 1989 when the iconic founder started selling T-shirts from
his dorm room at Tufts University. Looking to build a new paradigm in fashion apparel, largely built upon
challenging the established norms of fashion products sourced from foreign operations. The company’s sales
grew and they eventually moved to Los Angeles in 1997. The brand was positioned as Sweatshop Free and
championed the rights of apparel workers to fair wages and safe work environments globally.
Although the brand operated exclusively in the printwear segment of the industry, selling products to
distributors and directly to decorators, the founder decided to expand into consumer retail, initially opening
stores in Los Angeles and New York and quickly expanded to international markets. The company boasted at
one point of being the fastest growing international retailer in fashion. At its peak, they operated 273 stores
globally in high profile markets like Tokyo, Milan, Paris, Barcelona, Hong Kong, London and Miami. The
expansion was rapid and aggressive – From 2003 to 2005 they opened 68 stores around the globe.
American Apparel customers are young metropolitan adults between the ages of 18-34 years old
who are culturally sophisticated, creative and independent-minded. They are well educated, tech savvy and
interested in current world events and are fashion conscious, shop online and prefer companies with good
corporate cultures.
In order to better control their operations, American Apparel operated textile and garment assembly
manufacturing processes in the U.S.A which further assured customers of their sweatshop-free promise. The
Company also effectively connected the Los Angeles lifestyle to the brand in terms of product design and
creative marketing.
Innovation & Forward-Thinking Merchandising
Initially, American Apparel was considered innovative concerning their fabrics and fashionable
styling, positioning themselves as “cutting edge” with their innovative silhouettes and very stylish designs.
Connectivity and Inclusivity
The American Apparel brand had always been marketed with an authentic feel, preferring to
showcase products on amateur models, often employees and customers, to create a connection of authenticity
with their customers. During photoshoots, hair and makeup were very minimalistic to further highlight this
idea of relatable women and the brand has also represented itself as strong supporters of various groups,
including the LGBTQA and other minority groups. These combined efforts have allowed the brand to
develop a strong following with their loyal fans, generating more than 80% of social media content through
users (They currently have an excess of 5.2 million followers on Instagram, Twitter, LinkedIn, Facebook and
other social media platforms).
11
MMICC 2018
Advertising
Since its founding, American Apparel® has always had a distinct look and feel to its advertising,
leveraging bold imagery, natural lighting and urban settings to showcase the real-world nature of the brand.
These marketing efforts, initially positioning the brand as a sexy, fun-loving brand, evolved over the years
towards a more provocative and suggestive stance, which did have the effect of alienating some of its brand
fans and receiving criticism within media outlets.
Key Competitors
The overall global market for apparel contains thousands of brands, the vast majority of which
leverage sourcing networks to supply their products from contract manufacturers globally. There are a few
competitors who operate similar manufacturing models to Gildan’s but few are as vertically-integrated from
cotton field to finished products.
In the printwear industry, many of the US competitors are actual manufacturers such as Hanes, Fruit
of the Loom and Russel corporation. Internationally the same competitors are joined by several brands who
outsource their manufacturing to third-party contractors. Gildan has identified that their total accessible
market in printwear globally was approximately USD $9B.
American Apparel® remains the leading premium brand within the fashion basics segment of the industry,
notably the fastest growing segment of the North American printwear market.
The consumer or retail apparel landscape is quite competitive and undergoing tremendous change
with the increasing movement of consumers to online platforms and mobile technologies. In 2016, the overall
market was ~$200B. The consumer apparel market includes many internationally-renowned brands such as
H&M, ZARA, Primark, Gap, American Eagle Outfitters and many more. Additionally the consumer market
for apparel is largely serviced by brick and mortar retailers, like Walmart, Target and other big box retailers
and a growing plethora of online retailers such as Amazon, Asos and others.


Consumer spending and purchasing habits are evolving quickly and creating challenges and
opportunities for all industry participants. The overwhelming digitization of commerce and the rapidly
changing social behavior of the two largest consumer segments, namely Millennials and Gen Z’ers, has
accelerated the movement of commerce to online platforms and created the need for brands to develop
omni-channel solutions for an increasingly converged world. These same factors have also reduced barriers
of entry to new brands, making consumers more accessible to a larger competitive set than ever before. In
the former world of selling apparel, the physical limitations of brick and mortar stores made traditional
retailers the gatekeepers for brands. In this new era of unlimited space in e-stores the consumer has regained
more control over the entire process.
Post Acquisition
Upon completion of the acquisition in February 2017, Gildan quickly integrated American Apparel’s
printwear business into Gildan’s own global printwear infrastructure. They moved the inventories purchased
into Gildan distribution centers, integrated customer service, sales, marketing and all accounting functions
into their existing printwear business, within Gildan Activewear SRL, based in Barbados. The company
established a new Los Angeles based office to manage merchandising and marketing to maintain that
connection to Los Angeles style and fashion.
12
MMICC 2018
The acquisition included provisions that allowed the trustees
executing the American Apparel LLC bankruptcy to operate the stores
and the online stores in the U.S. for a period of 120 days to allow the
creditors of the bankruptcy to derive the most from the liquidation of all
assets not purchased by Gildan and some other purchasers during the
auction process.
Gildan officially took back over the e-commerce site at the end of
May, choosing to leave the site dormant until early August at which time
a reduced product offering was fully ready and available for sale. In the
interim period the Company continued to engage with brand loyalists
on social media, running promotions and campaigns focused on
maintaining interest in the brand while the liquidation process unfolded.
As a vertically integrated manufacturer, Gildan has also been
able to successfully integrate most of the American Apparel’s largest
styles into their own manufacturing operations. This has delivered
immediate margin gains to those products as a result of Gildan’s lower
manufacturing costs. They also secured contract manufacturing for
key styles to remain available in a ‘Made in the USA’ version, sold at a
slight premium to the Global collection. A small but important part of
the collections (Jeans, disco pants, and intimate apparel) are sourced
from outside contractors, similar to before the acquisition, because of
limitations in manufacturing capabilities within Gildan’s operations.
Since the relaunch of the brand in both segments, the brand’s
marketing efforts have toned back the sexuality angle of their marketing,
while maintaining the authentic, real-girl feel to their efforts. User
generated content on all social media feeds is very high, in excess of
80%, demonstrating the loyal following for the brand amongst younger
consumers.
13
MMICC 2018
LookIng AhEAd
Gildan is seeking your input on how to best return this brand to consumer markets globally. Keeping in
mind the Company’s defined strategic growth strategies (see supplemental information) we ask that you
develop a go-to-market strategy for American Apparel to best leverage the strengths of Gildan and in the
face of a rapidly changing consumer apparel market, maximize the returns on Gildan’s investment and
grow the American Apparel brand globally. This acquisition is very important to the leadership of the
company and they are committed to its success.
When developing this strategy, points to consider include:
•
•
•
•
•
Differentiation between global markets and if necessary identify specific strategies for North America,
Europe, Asia and Latin America regions
Changing consumer habits and the evolving landscape of apparel retailing
Brand marketing and positioning statements that will resonate with targeted consumers
Implications of a manufacturing supply chain that is moving from “Made in the USA” to “Globallysourced, ethically-made”.
Increased scrutiny across several consumer segments to the environmental and social impacts of fast
fashion.
What immediate steps should Gildan be taking to maximize their return on investment from the American
Apparel acquisition? Explain why your proposal is the best strategic option as Gildan relaunches this
American icon to consumers globally.
14
14
Supplemental Information
Exhibit A: Gildan’s Portfolio of Acquired Brands
Anvil
In 2012 Gildan acquired 100% of Anvil Holding Ltd.’s common shares for approximately
$88million USD specialises in. Anvil specialises in affordable high-quality basic t-shirts and
sweaters for the print wear market. Their product line provides clothing for both men and
women, as well as children.
Comfort Colors
In 2015 Gildan acquired all the assets of Comfort Colors for approximately $100million USD.
Comfort Colors, commonly known as the brand purchased at college bookstores and resort
shops, is the leading supplier of undecorated garment-dyed fashion basics for men, women and
children
Alstyle
In 2016 Gildan acquired 100% of the equity interest of Alstyle Apparel LLC for $110million
USD. Alstyle specialises in affordable apparel and active-wear such as t-shirts and fleece. They
sell their products largely to screen-printers and embellishers in the U.S, Canada and Mexico.
Gold Toe
In 2011 Gildan acquired 100% of Gold Toe Moretz Holdings Corp.’s common shares for
approximately $350million USD. Gold Toe is the leading supplier of high quality socks with
styles ranging from casual classic to bright and colorful. They sell mainly to mass-market
retailers, national chains, price clubs, department stores and specialty sporting goods stores in the
U.S. They are known for their superior quality, outstanding fit and long-lasting durability.
Peds
In 2016 Gildan acquired 100% of the equity interest of Peds Legwear Inc. for $55million USD.
Peds is a footwear brand that specialises in high quality foot apparel and legwear for men women
and children of all ages. Their product line includes lady’s no-show liners, socks and therapeutic
hosiery.
Doris
In 2014 Gildan acquired all the assets of Doris Inc. for $101.4million USD with $9.2million
USD contingency contingent on the growth in sales revenue. Doris is a leading manufacturer of
sheer hosiery, legwear and shapewear products in Canada and the United States, selling
McGill Management International Case Competition 2018 – Live Case
primarily to retailers. They have multiple company-owned brands including Secret, Silks and
Kushyfoot. Secret is a growing shapewear brand in Canada known primarily for their sheer
pantyhose. Silks, another women’s legwear brand also a full range of hosieries styles that are
both comforting and shaping. Kushyfoot, also a women’s legwear brand, however focuses more
on providing solutions to help relieve foot pain for everyday activities.
For your information, it is broken down as this:
Menswear
Womenswear
Children’s wear
Sweats (sweatshirt
& sweatpants)
Sweats (sweatshirt
& sweatpants)
Sweats (sweatshirt
& sweatpants)
T-Shirt (Longsleeve, shortsleeve, tank top)
T-Shirt (Longsleeve & shortsleeve)
T-Shirt (shortsleeve)
Underwear
Underwear
—
—
—
Socks
Exhibit B: History of American Apparel
Important Media Highlights (2014 – Present)
● 2014 – Much of the media attention was on Dov Charney’s legal battles as well as the
company’s provocative ads
● 2015 – Firing of Dov Charney as the first file for bankruptcy
● 2016 – AA’s bankruptcy as well as Dov Charney’s sexual harassment legal battles
dominated media attention
Exhibit C: 4-point growth strategy that Gildan has:
–
Continue to pursue additional printwear market penetration and opportunities
Continue penetration of retail market as full-line supplier of branded family
apparel
Continue to increase capacity to support our planned sales growth and
generate manufacturing and distribution cost reductions
Utilize free cash flow and balance sheet strength to enhance sales and earnings
growth and shareholder returns
McGill Management International Case Competition 2018 – Live Case
Exhibit D: Gildan Country Locations
Gildan sells in over 60 markets internationally, however they are directly located in 12 countries
including: Canada, USA, Barbados, China, Colombia, Dominican Republic, Haiti, Honduras,
Japan, Mexico, Nicaragua, United Kingdom.
http://www.gildancorp.com/en/list-of-countries
Map created with: Mapcustomizer.com
Exhibit E: American Apparel LLC Country Locations
As of August 2010, American Apparel had locations in 19 countries around the globe including:
United States (168), Canada (30), Mexico (1), South Korea (5), Japan (3), China (2), Hong Kong
(2), Israel (1), United Kingdom (1), France (12), Germany (7), Netherlands (2), Italy (2), Sweden
(2), Switzerland (2), Austria (1), Belgium (1), Ireland (1), Spain (1).
https://en.wikipedia.org/wiki/American_Apparel
Map created with: Mapcustomizer.com
McGill Management International Case Competition 2018 – Live Case
Exhibit F: American Apparel Campaigns
Media Coverage Summary
“Make America Gay Again” https://www.flickr.com/photos/28034287@N02/2614665916/
“Legalize LA” https://www.hrc.org/blog/hrc-partners-with-american-apparel-to-make-americagay-again
Exhibit G: American Apparel Media Mentions
Wall Street Journal: “American Apparel Ordered Ordered to Pay over $3M in Arbitration”
https://www.wsj.com/articles/american-apparel-ordered-to-pay-over-3-million-inarbitration-1433891690
New York Times: “A Grope and A Shrug” https://www.nytimes.com/2014/07/01/opinion/frankbruni-dov-charney-american-apparel-and-sexual-harassment.html
Los Angeles Times: “History of American Apparel” http://timelines.latimes.com/historyamerican-apparel/
Financial Times: “Dov Charney’s history of controversy at American Apparel”
https://www.ft.com/content/f5a60c82-f7a2-11e3-b2cf-00144feabdc0
McGill Management International Case Competition 2018 – Live Case
Exhibit H: Financial Highlights
McGill Management International Case Competition 2018 – Live Case
Exhibit I: Financial Statements
McGill Management International Case Competition 2018 – Live Case
Exhibit 3: Links
https://www.gq.com/story/american-apparel-relaunch-globally-made
http://www.gildancorp.com/documents/2017-First-Quarter-ShareholderReport/2017.first.quarter.shareholder.report.pdf
http://www1.gildan.com/corporate/downloads/2015_AR_FINAL_ENG.pdf
http://appcompanyresearchreport.weebly.com/competitors-and-market-share.html
http://www.americanapparel.com/en/sweatshop-free-stories_cat3110004
https://www.wsj.com/articles/american-apparel-ordered-to-pay-over-3-million-in-arbitration1433891690
https://www.theatlantic.com/business/archive/2017/01/american-apparel-gildan/513128/
https://www.cnbc.com/2017/07/10/heres-how-the-amazon-effect-is-hitting-the-apparelindustry.html
http://appcompanyresearchreport.weebly.com/competitors-and-market-share.html
https://www.forbes.com/sites/jamesconca/2015/12/03/making-climate-change-fashionable-thegarment-industry-takes-on-global-warming/#62af438879e4
https://www.mckinsey.com/industries/retail/our-insights/the-state-of-fashion

https://www.nytimes.com/2014/07/01/opinion/frank-bruni-dov-charney-american-apparel-andsexual-harassment.html
http://www.esquire.com/style/mens-fashion/g2442/american-apparel-ads/
https://smallbusinessforum.co/my-statement-regarding-the-american-apparel-bankruptcy-ruling21eee706c523
http://www.thefashionlaw.com/home/the-rise-and-fall-of-american-apparel
https://www.statista.com/statistics/286927/number-of-american-apparel-stores-worldwide-byregion/
https://www.highsnobiety.com/2016/02/17/american-apparel-history/
MMICC 2018
15