Gap Marketing Strategy Plan
Strategy Brief (Part I)
April 3, 2007
GOALS AND OBJECTIVES
The retail landscape has changed dramatically since the Gap's emergence as a powerhouse several decades ago. As the company has grown to become one of the giants of its industry, new challenges, including a more complex market and a more competitive landscape, have arisen that threaten to unseat the Gap from its casual-wear throne. Compounding the problem, the company has responded to this new competition by trying to change its brand identity, leaving its consumers confused and frustrated. Due to these internal and external pressures, the Gap is facing a decline in sales and revenue.
For the Gap to thrive, it must respond to the new retail landscape and its new competitors in an authentic way that will resonate with its core consumer. By reinvigorating the brand, the Gap has the opportunity to once again re-define the category.
Goal:
This plan will take advantage of the Gap's strengths and opportunities in the market, by organizing around the company's strengths and the competition's weaknesses, in order to execute the plan to position the Gap brand as the destination for everyday fashion.
Three objectives must be met to enact this goal. These objectives are both narrow and measurable, enabling the company to determine its progress. Additionally, the objectives present pragmatic solutions to solving the Gap's recent troubles; by tightening the core target audience and clarifying the company's messaging, the Gap will be able to more effectively reach its most valued consumer.
Objectives:
1. Efficiently integrate the brand message within the market environment
Plan execution, reach and application of resources
1. Determine the positioning for the brand within the core purchaser segment
Focus on the market the Gap can attract with a message that will resonate with them
2. Increase the percentage of the core customer segment that views the Gap as the destination for
April 3, 2007
GOALS AND OBJECTIVES
The retail landscape has changed dramatically since the Gap's emergence as a powerhouse several decades ago. As the company has grown to become one of the giants of its industry, new challenges, including a more complex market and a more competitive landscape, have arisen that threaten to unseat the Gap from its casual-wear throne. Compounding the problem, the company has responded to this new competition by trying to change its brand identity, leaving its consumers confused and frustrated. Due to these internal and external pressures, the Gap is facing a decline in sales and revenue.
For the Gap to thrive, it must respond to the new retail landscape and its new competitors in an authentic way that will resonate with its core consumer. By reinvigorating the brand, the Gap has the opportunity to once again re-define the category.
Goal:
This plan will take advantage of the Gap's strengths and opportunities in the market, by organizing around the company's strengths and the competition's weaknesses, in order to execute the plan to position the Gap brand as the destination for everyday fashion.
Three objectives must be met to enact this goal. These objectives are both narrow and measurable, enabling the company to determine its progress. Additionally, the objectives present pragmatic solutions to solving the Gap's recent troubles; by tightening the core target audience and clarifying the company's messaging, the Gap will be able to more effectively reach its most valued consumer.
Objectives:
1. Efficiently integrate the brand message within the market environment
Plan execution, reach and application of resources
1. Determine the positioning for the brand within the core purchaser segment
Focus on the market the Gap can attract with a message that will resonate with them
2. Increase the percentage of the core customer segment that views the Gap as the destination for