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TRANSCRIPT
IN SYNC AGENCY FINAL
JOE LANZEROTTI, FERNANDO FIGUEROA, & BRITTANY GALLER
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TABLE OF CONTENTS 3-‐ Situa*onal Analysis
4-‐ Agency Approach
5-‐ Ambi*on Star
12-‐ Consumer Journey
20-‐ The Big Idea
23-‐ Crea*ve Brief
29-‐ Primary Research
36-‐ Ad Examples
Research Guide And Survey ALached In Back
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SITUATIONAL ANALYSIS Despite overall sales for Gap stores in the US increasing year-‐over-‐year, the rate of progress is slowing down dramaJcally. The amount of liM dropped from 6% in 2013 to just 2% in 2014. The rise of “fast fashion” chains has increased direct compeJJon with our brand. The average consumer is now less concerned with basic wardrobe pieces and more concerned with the latest trends. This has also created a bump in the online marketplace, a weakness for The GAP. The GAP offers too many similar sales at a frenzied pace, which lull consumers into forge]ng about our brand altogether. Consumers no longer think of sales events as being “special” at all. The GAP idenJty has been lost in the field of other trendy stores like Forever 21 and American Eagle. In order to stand out, The GAP needs to find a new brand image to support itself with.
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THE IN SYNC AGENCY APPROACH The In Sync Agency is comprised of talented, experienced, and extremely good looking individuals who strive to make brands of all sizes and ages stand out. We look for the opportuniJes that companies didn’t even know existed. With The GAP, we saw a classic piece of iconic American history. No other “fast fashion” store has anywhere near the same reputaJon or history. Instead of always trying to make brands new and exciJng, we believe that it someJmes works in the brand’s favor to stand on the past successes its already experienced. The GAP is a brand that’s steeped in American culture, from 1969 in San Francisco to New York City today. Here at In Sync Agency, we look for the soluJon that will help our clients say “Bye Bye Bye” to the compeJJon.
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AMBITION STAR
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COMPANY
As a company, The Gap aims to maintain its leadership posiJon, grow shares by 4 pts, increase aided awareness to 70%, and improve in store and online sales events. The challenge here is that The GAP has been lost in the shuffle of the many “fast fashion” opJons. The opportunity is to emerge as an exciJng brand with classic American culture and history behind us, something none of the other compeJtors have.
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CATEGORY According to a fashion arJcle published by the New York Times, the GAP would be classified as a “Moderate” level clothing outlet. CharacterisJc of moderate level stores include reasonable prices, bread-‐and-‐buger pieces for ouhits, and a cost conscious customer base. Most major retailers fit in this category, including places like Forever 21 and American Apparel. -‐Gross, Michael. "Consumer Saturday: Confusing Clothing Categories." The New York Times 25 July 1987, sec. Business: n. pag. Print.
“The young and ambi*ous look for fundamental and tradi*onal wardrobe pieces that can be combined into new, fresh styles for affordable and fair prices.”
• Fundamental pieces
• Affordable Classic and tradiJonal apparel
• Stylish and fresh 7
COMPETITION Gap’s compeJJon is H&M, Forever 21, and the overall "Fast Fashion" trends that are stealing share from Gap sales overall. Retail analysts agribute these losses to the fact that the newer chains are taking advantage of the online marketplace more effecJvely. The Gap hasn’t been able to adjust or keep up since the economic crisis of 2009. Sources: Euromonitor Interna7onal, Racked Na7onal
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We are targeJng both men and women, primarily between the ages of 18 and 25. Generally, our consumers are more oMen females. The average household income of our consumer is between $35K-‐$60K. Many of these consumers have a college educaJon of some kind, and most do not have children.
CONSUMER
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CHANNEL The Gap brand is spread across over 275 different store regions in 41 different countries around the world. There are almost 2,500 Gap outlets in the United States regions alone. Our research shows that almost all shoppers prefer to visit The Gap in person when they shop.
To accompany their brick and mortar stores, The GAP sells their products online at www.gap.com. The website also allows shoppers to reserve clothes in a specific store so that they can try them on when they visit.
The Gap products are also available in 3rd party retailers like Amazon.com.
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AMBITION GAP aims to maintain a leadership posiJon in the apparel industry while increasing sales by 4% y-‐o-‐y and aided awareness to 70% by updaJng its image to one of a nostalgic, classic American brand that’s an integral part of history.
The category that The GAP sits in currently has grown stale and outdated. “Fast Fashion” stores are stealing our market share yearly. The GAP will reinvigorate its image by showing how classic style is always cool and essenJal, even today. We want consumers to know that The GAP has been a trusted American brand for 45 years because of its superior quality and style.
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CONSUMER JOURNEY
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THE STAGES The 5 stages of the consumer journey are InspiraJon, Discovery/Shopping, Conversion, Usage, and AmplificaJon. At each of these stages there is a desired response that we want consumers to experience when they think of GAP clothing and stores. At each stage there will also be a primary driver and barrier that support or conflict with our desired response.
InspiraJon Discovery/Shopping Conversion Usage AmplificaJon
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STEP 1: INSPIRATION
• The clothes I’ve been buying lately wear out too quickly. Driver
• I need clothing products that are stylish, made to last, and able to fit in many different ouhits in my wardrobe.
Desired Response
• I love Forever 21 and know my sizes in both their tops and bogoms. Barrier
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STEP 2: DISCOVERY/SHOPPING
• I’ve had a pair of old GAP jeans and a hoodie for years, and they’ve never worn out on me.
Driver
• I think that the GAP might have clothes that are longer lasJng and more interchangeable in my ouhits.
Desired Response
• My friends don’t talk about the GAP, so it must not be as trendy as Forever 21 or American Eagle.
Barrier
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STEP 3: CONVERSION
• These GAP clothes will be versaJle and flagering on me and are priced at a fair cost.
Driver
• I am going to buy a few pieces of GAP clothing because the price matches the value I think I will be ge]ng.
Desired Response
• I will not be buying GAP clothes because I think that they are too plain to be worth the cost.
Barrier
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STEP 4: USAGE
• I was able to mix and match my GAP clothes with other pieces to create new looks that my friends complimented me on.
Driver
• The GAP clothes that I bought fit into many different ouhits and are durable and stylish.
Desired Response
• My GAP clothes are not very exciJng and only combine into standard and predictable looks for me.
Barrier
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STEP 5: AMPLIFICATION
• The in store experience was pleasant and the store had the sizes I needed, I also opened a GAP credit card. Driver
• I'm surprised I hadn't owned more clothing from GAP before, I am now a GAP loyal customer and will be recommending them to my friends.
Desired Response
• The agenJon in the store was less than saJsfactory and arJcles displayed on mannequins weren't in store. Barrier
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THE STORY BEHIND THE STATEMENTS Personal interviews with people in the 21-‐35 age range led us to see that people perceive the GAP as having standard clothes at moderate prices. Fashion resources from the New York Times and other blogs also agach the word “moderate” to the GAP.
Our online surveys also showed us that the people who think the most highly of the GAP were interested in the quality of the clothes and the overall feel of clean style. GAP clothes are not known for having designer styles, but instead a classic American look.
The people who liked the GAP the least menJoned words like overpriced, boring, older, plain, and expensive in the surveys and interviews. These ideas were factored into our barriers in this consumer journey.
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BIG IDEA
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THE KEY INSIGHT Older parJcipants in the survey viewed Gap in a strongly favorable light. They understand that Gap is a reliable brand that has been around since they were kids. Since our campaign is trying to bring in a younger demographic, we need to find a way to change the percepJon of the Gap being “Mom clothes” to the Gap being classic clothes.
The difference between the word “older” and the word “classic” is the key for us. When younger people think of older clothes, there isn’t usually a lot of excitement or desire involved. The word classic can bring about thoughts of naJonalism, family, posiJve memories, and even new discovery.
If we can establish that Gap is a historically significant brand that helped shape US fashion history, a new level of presJge and admiraJon will be associated with our product.
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THE BIG IDEA
The Gap is in this country’s genes. Is it in yours?
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CREATIVE BRIEF
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CREATIVE BRIEF: BIG PICTURE
According to consumer research, The Gap’s image in the mind of the average shopper has shiMed away from what the company intends it to be.
Instead of thinking of The Gap as trendy, young, and high quality, most young shoppers in the research group indicated that The Gap reminded them of older people, boring pagerns, and overpriced clothes.
In order to compete with the stores that produce new styles every few weeks, The Gap needs to reestablish itself as an American store that can fit the needs of any shopper with high quality clothes of all kinds.
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CREATIVE BRIEF: BUSINESS OBJECTIVES
The Gap is currently the market leader in its segment. However, compeJtors like Forever 21 and American Apparel are gaining ground every year.
The Gap hopes to grow its market share by 2 points by the beginning of fiscal year 2015. It also aims to increase overall sales by 5% in the same Jme frame.
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CREATIVE BRIEF: ADVERTISING OBJECTIVES The goal of this adverJsing campaign is to alter the current percepJon many younger shoppers have of The Gap.
We want to establish The Gap as a place that has been cool to shop at for generaJons.
We hope to express that The Gap is an older store, but it’s sJll relevant and essenJal for a true American wardrobe.
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CREATIVE BRIEF: TARGET AUDIENCE
We are trying to reach an audience of 21-‐35 year olds, mainly women. These women may have seen their parents wear Gap clothing when they were younger.
The long lasJng quality of Gap clothes may have played against them in the long run, since their parents are sJll probably wearing the same Gap clothes that they had years ago.
We want to agract these younger people via social media, bus stop signs, and in other desJnaJons that they are agracted to daily.
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CREATIVE BRIEF: THE BIG IDEA
The Gap is in this country’s genes. Is it in yours?
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PRIMARY RESEARCH
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RESEARCH OBJECTIVE Through this research we plan to gain a deeper understanding of consumers’ shopping habits. We want to explore the consumers’ preferences and define GAP’s posiJoning within our target market in order to effecJvely reach our consumer insight that will be the basis of our brand revival campaign for the GAP.
Key Research QuesJons • What keeps potenJal GAP customers from becoming GAP loyal customers? • What makes people keep coming back to the GAP? • How can GAP revive their brand and acJvely interact with loyal customers while enJcing those loyal to other compeJtors?
METHOD In order to address quesJons that weren’t answered via secondary research, our agency determined that it would be best to execute primary research by conducJng eight personal interviews along with a survey. By conducJng a survey, we were able to control exactly what quesJons were being answered and who was answering them due to our fixed answer format. This will make the results easier to analyze. Using a survey also allowed us to reach a larger porJon of our populaJon and quanJfy our data. Therefore, we gathered more generalizable data that in-‐depth interviews wouldn’t give us. This method, overall, allowed us to get a general insight on people and an overall consensus on many main quesJons we set out to answer for our client. In order to gain a deeper understanding behind GAP’s push and pull factors, the eight one-‐on-‐one interviews were conducted using the agached interview guide. Via the interviews, we wanted to be able to further delve into what keeps consumers from shopping at GAP or what keeps them going back. More specifically, we wanted to gain as much insight into the mind of our target market as possible.
SAMPLING: NON-‐PROBABILITY In Sync Agency used Qualtrics to upload our surveys; we then linked the Qualtrics survey via the social media accounts of all four of the group members including Twiger and Facebook.
Eight personal interviews; conducted by non-‐probability sampling via convenience sampling. The target market we recruited for this was men and women, primarily ages 18-‐24 and 25-‐34. The men and women included are either in college or recently graduated who keep up on the fashion trends, but don’t want to break the bank to find great clothes. These shoppers tend to prefer shopping in store but also take advantage of online shopping for convenience purposes. They are moJvated by sales and promoJonal events, desire to update their seasonal wardrobe and shopping for an item in parJcular or for an occasion. Our sample included a range of these individuals who were randomly included in our survey. In Sync used this method to get a general grasp of our target audience and further gage people’s percepJon of GAP.
ANALYSIS
• Gap has become less popular and does not offer the newest fashion trends. It appears our interviewees feel Gap is not “cool” anymore and they would prefer to shop elsewhere (Gap’s compeJtors).
• The survey results mirrored the points made above. On average, Gap was ranked last as a go-‐to store for all of the parJcipants combined.
• Gap has become a plain, bland, and rather boring store as far as its range of clothing is concerned.
• The parJcipants appreciated that Gap has a classic style and would be a good place to shop for staple items, but would not go to Gap as a shopping desJnaJon.
• Gap has an advantage of having fairly priced, and relaJvely good quality clothing but lacks in having unique clothing items. Some of the most used words on the survey were “boring”, “generic”, “uncool”, and “out of date”.
• Gap’s recent adverJsements reflect its classic “white t-‐shirt and denim” image, but could benefit from making the ads come more alive using brighter colors and trendy items to make the ads more memorable and get consumers to see Gap in a different light.
• People’s percepJon of Gap’s target audience is generally thought of as older adults ages 30-‐40 instead of what the company is aiming to market towards, which is the 20’s crowd.
• It appears more women ages 18-‐24 shop at stores like Forever 21 and H&M because of the card memberships and low priced “trendy” clothing rather than shop at Gap, where people perceive the clothing to be rather boring or plain.
• Gap has a superior customer service department, and employee saJsfacJon over its compeJJon, where the stores tend to be over crowded and less organized.
• Even though Gap does have a card membership program where consumers can receive rewards/points, it is not emphasized enough. Not everyone is aware of the loyalty program, which is something that brings customers back into the store.
CONSUMER INSIGHT & RECOMMENDATION
The primary research conducted by In Sync Agency revealed that our consumers feel that the GAP is very plain and bland. Consumers are no longer agracted to the staple items that the GAP has to offer. Consumers do not associate GAP with being an iconic American brand but rather they posiJon it as being simple and boring.
Through our primary research In Sync Agency concluded that GAP leverage it’s reputaJon and contribuJon to American fashion. We recommend that GAP emphasizes it’s quality clothing and it’s 45 year presence as an iconic brand that it’s compeJtors cannot offer nor compare to.
AD EXAMPLES
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EXAMPLE 1: SLOGAN
“Classically Iconic.”
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THE IDEA
The GAP has been around for a long Jme. Instead of coming off as old, we want to be associated with words like classic or iconic.
Combining those words into a simple and elegant slogan was the original idea.
AMer that, we added in images of 1960’s movie stars with GAP-‐like clothing on. These icons never fade, and neither will our clothing or our brand.
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GAP MAGAZINE AD
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GAP PULLOUT MAGAZINE AD
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EXAMPLE 2: THE SLOGAN
Gap is in this country’s genes. Is it in yours?
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THE IDEA
• The GAP has been around for decades. Instead of being associated with being old and boring, we want to change the percepJon to being entrenched in American history and culture. America would not be the same without The GAP.
• The GAP was founded in San Francisco in 1969. This was the heyday of Haight-‐Ashbury, the hippie movement, peace and love and sJcking it to the man. The GAP was there when the world was changing. It had an impact on the America that we idolize today.
• Would you look at Bob Dylan and call him old and boring? When you hear Jimi Hendrix, do you think he’s outdated? Is Woodstock uncool now that Lollapalooza’s in town? No, no, and no. The GAP isn’t uncool because it’s old-‐ in fact, that’s the very reason it is cool.
• Classic never gets old. Legends never fade. The GAP was here in 1969, and it’s here today. The GAP is in this country’s genes. Is it in yours?
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BOB DYLAN MAILER AD
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JIMI HENDRIX PRINT AD
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JIMI HENDRIX BUS STOP
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WOODSTOCK STORE WINDOW DISPLAYS
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CARLOS SANTANA POSTER AD
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IN THE END All in all, The GAP is a successful brand that doesn’t need anything too drasJc (like the infamous logo change of 2010) to stand out in the minds of consumers again. Playing off of the iconic status that The GAP has achieved in this country’s cultural history, a status that no other clothing outlet rivals in the “fast fashion” realm, we plan on reestablishing The GAP as a cool and stylish place for younger people to shop at. The brand may be older, but this shouldn’t be seen as a weakness. The GAP was here when the world was changing in 1969, and it’s sJll here today. Really, it just comes down to the big idea:
The Gap is in this country’s genes. Is it in yours?
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