The clothing retailer also committed to making changes that are more sweeping. Most significantly, Gap has agreed to rethink accepted garment$-$industry business practices, which include unrealistic production cycles that drive such abuses as unpaid overtime. Even the company's harshest critics welcome the company's openness. "Instead of dealing with a black box, we now have a window into data that can really help us make a judgment on how the company is progressing in handling of these issues," says Conrad Mackerron, a director at As You Sow, a non$-$profit shareholder advocacy group. "This will put pressure on other retailers to do the same."

Sources: Cheryl Dahle, "Gap's New Look: The See$-$Through," Fast Company, September $2004,69-71$; and Kimberly Terry, "Gap fnc$.$ Makes $2006\text{'}100$ Best Corporate Citizens' List,"

CNNMoney.com, $27$ April $2006.$

Answer the following questions after reading the above case

$(20$ Points: $5$ points EACH$)$

What are the most important things in choosing a location for a factory? Why did choose their locations?

Evaluate the factors that are affecting GAP while tradirlg in the global market.

Which type of foreign market entry strategy $($exporting$,$ franchising etc.$)$ did the GAP use? Was this the best way to go international? If not what would have been a better foreign entry strategy?

Which of the GAP's stakeholders were affected by their business practices