Giordano started out as a Hong Kong based manufacturer, predominantly selling to the United States market. In 1987, from selling casual wear exclusively for men they changed their positioning and started to selling unisex casual apparel. Giordano has made the culture of accepting mistakes as learning opportunities inside the company. They have used their failures as their learning method and they have incorporated it as a company culture and that they use it as a tool to make the company grow. Employee training is very important to the company, not just in terms of how employees perform their duties but with the way they treat their customers. Giordano has made an emphasis of its employees to have a good relationship with their customers, by treating them well, being very welcome and always smiling at the customers. They find it important to attract customers, as they are the real bosses of the company because of their power to purchase. Training must translate in the stores to be effective, and when the training is effective, the money used by the company for training is well spent.

Giordano has an organizational structure on simplicity and speed. It allows Giordano the intensity to react on a day-to-day basis. Management works closely with the line staff. It creates an easy communication, efficient project management and speedy decision-making. Speed allowed Giordano to keep its product development cycle short.

Giordano has made its emphasis on service and value for money concept as its strengths and has proven to be successful. Giordano has made it a key that their service important to the return of their customers because they do not just sell shirts, but also sell feelings.

Giordano has received numerous awards because of their customer services. In 1989, Giordano started a campaign, “GIORDANO Means SERVICE.” Giordano launched various campaigns for