As Gap partners with Victoria Beckham, how does the mid-market retailer compare to premium clothing brands?

Gap recently announced a collaboration with the luxury fashion designer Victoria Beckham, in what commentators are calling a “pivot to more premium fashion”. The attempt to go after a more “selective shopper” may reflect similar strategic shifts from rival chains like Uniqlo and Next – but is it one that suits the chain?

Data from YouGov BrandIndex allows us to explore public perceptions of Gap. It shows that the retailer scores better than the average UK clothing brand in terms of Quality (15 vs. 12.2) but falls somewhat behind premium retailers in the same sector (22.4). It’s a similar story when we look at metrics that track brand prestige: Reputation scores, which measure whether consumers would be proud or embarrassed to work at a firm, are 9.5: an improvement on the industry average (8.3), but somewhat behind higher-end brands (15.8).

Not necessarily surprising, given Gap’s longtime status as a mid-market retailer targeting a different kind of customer. And other metrics tell different tales.

Gap’s Impression scores, for example, which track overall sentiment, are at 12.9; putting it on more or less equal footing with premium brands (12.8) and overperforming the sector average (11.3). The retailer also enjoys better Value (Gap: 4.2; Industry average: 3.7, Premium: -2.0), which, given the different emphasis of premium and luxury clothing stores, is also perhaps to be expected.

Perhaps most importantly, it outperforms its more expensive rivals is customer Satisfaction: scores are at 10.3, a little ahead of the industry average (10.0), but two full points ahead of premium brands (8.3).

Gap deciding to seek a different kind of customer base may make a certain kind of sense. The brand’s Consideration (7.7) score on par with premium brands (7.6), but solidly below the industry average (9.3). With consumer belts tightening, and with higher-end brands such as Ted Baker disappearing from high streets, mid-market brands could have more opportunities to serve the premium and luxury audience. Will it be able to increase quality and prestige while maintaining its overperforming value and customer satisfaction?

This article originally appeared in City A.M.

Image: Getty