Gapinc.com Redesign
Strategy Document, version 3
8.12.04


          �
Introduction                                                                                                              ...
Background                                                                                                                ...
Our approach                                                                                                              ...
Strategy                                                                                                                  ...
Strategy                                                                                                                  ...
The “wish lists”                                                                                                          ...
Our analysis of the wish lists                                                                                            ...
1) How useful is this new content to your audiences?                                                                      ...
1) How useful is this new content to your audiences?                                                                      ...
2) How difficult is it to create the content users want?                                                                    ...
3) Our recommendations for new content                                                                                    ...
1) How useful is this new functionality to your audiences?                                                                ...
2) How difficult is it to create the functionality users want?                                                              ...
3) Our recommendations for new functionality                                                                              ...
Home page schematic                                                                                                       ...
Our Brands schematic                                                                                                      ...
Press Room schematic                                                                                                      ...
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
How to prioritize content
Upcoming SlideShare
Loading in...5
×

How to prioritize content

1,366

Published on

Published in: Economy & Finance, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,366
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Transcript of "How to prioritize content"

  1. 1. Gapinc.com Redesign Strategy Document, version 3 8.12.04 �
  2. 2. Introduction August 12, 2004 page 1 Introduction Contents In this document we present a comprehensive strategy for Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 redesigning Gap Inc.’s corporate, external-facing web site, Our approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 gapinc.com. Our recommendations are the result of extensive Strategy overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4–5 discovery work and collaboration between Hot Studio and Gap Inc. Corporate Communications. Suggested new content and functionality • The goal of this document is to outline an overall approach to The “wish lists” and how we analyzed them . . . . . . . . . . . . . . . . . . . . . . 6–7 redesigning the gapinc.com user experience. Content analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8–11 • We’ve developed a high-level site map, initial schematics, Functionality analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12–14 content assessment and planning tools, and conceptual direc- tions for corporate branding imagery. Schematics and site map • After Gap Inc. approves the overall approach, the details of Schematics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15–18 additional sections and pages will be worked out during the High-level site map for gapinc.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 next phase. • Where initial screens are presented, please remember that Visual design strategy these are content schematics intended to communicate infor- Outputs of visual design worksession . . . . . . . . . . . . . . . . . . . . . . . . . 20–27 mation architecture, not visual design. Theme exploration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Web site “likes” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29–30 Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Appendix: Personas We are here Business reporter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Socially responsible investor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Investor* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Job seeker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Discovery Strategy Design Build *this persona was created after the Discovery Phase
  3. 3. Background August 12, 2004 page 2 Culture shift at Gap Inc. Positioning Where we are today Recently Gap Inc.’s President and CEO, Paul Pressler, along with Gap Inc. has tremendous size and scale compared to its compet- The current site has grown too big for its structure. It’s like a the company’s Executive Leadership Team, drove the creation itors. Gap Inc. has a successful history of creating iconic brands. rapidly growing family squeezed into a small house. Over the and rollout of an innovative program to shift the organization’s Gap Inc. sets trends in the marketplace. A large number of years, content additions have stretched the navigation beyond culture to ensure analysts track Gap Inc., which is a bellwether stock in its sector. good usability. Some content is buried where users can’t easily long-term business Purpose: We’re passionate that Diverse media worldwide pay attention to the company. As a find it. The current design doesn’t facilitate easy content success. Pressler and you be you. We make it easy for Fortune 200 company with global operations and three well- updates and expansion. The look and feel does not adequately the leadership team you to express your personal style known brands, Gap Inc. has a broad group of stakeholders who represent the company’s strong brand portfolio and dynamic personally presented throughout your life. contribute to the company’s reputation and long-term success. industry leadership. this program to make It’s time for a change. Values: Integrity, Respect, Open- sure all employees Strategic business improvements mindedness, Quality, Balance share a common Gap Inc. is increasing its effectiveness in information technology, understanding of Behaviors: Explore, Create, supply chain, and operational aspects such as distribution. The Gap Inc.’s purpose, Exceed, Together company is working on cross-brand efficiencies and economies values, and strategies. of scale. Gap Inc. moves a lot of product around the world and Since 1969, the company’s success has always been driven handles supply chain complexity. The company wants to recruit by great product, created by talented teams of designers and world-class talent, especially designers, supply chain experts, merchants at each of the brands. To ensure long-term success, and merchandisers. Gap Inc. must support its world-class creative capabilities with world-class operating capacity. The company is building Creativity on its strengths with more planning, consumer insights, and Gap Inc.’s core strength is its in-house creative competencies. teamwork. Gap Inc. designs every product and controls everything except As a major player in the specialty apparel industry, Gap Inc. the literal manufacturing of the garment. The company has 35 attracts the attention of key audiences who want to know what years of experience building brands. Gap Inc. is a product design the company is doing. The 2003 Annual Report and 2003 Social company; Gap Inc.’s designers create design specifications and Responsibility report generated positive buzz and invigorated take them to manufacturers, who produce products according interest in the company. The company needs to align messaging to specs. Gap Inc.’s designers have the ability to dress America. across all communication channels. Gap Inc. should be viewed as a portfolio of innovative, leading consumer brands rather than just an apparel retailer. The web site should show that Gap Inc. is a vibrant, creative company. Dynamic and constantly evolving Gap Inc. is undergoing constant evolution. On a seasonal basis, the brands change significantly, so the web site should empha- size seasonality.
  4. 4. Our approach August 12, 2004 page 3 Hot Studio’s user-centered approach Business goals Personas and Scenarios Gap Inc.’s team of stakeholders has been mobilizing forces for • Build a stronger corporate identity for Gap Inc. with a new Hot Studio worked with Gap Inc.’s Corporate Communications this redesign. The IT group obtained a content management graphical look and feel that creates a halo effect for the team to create personas and scenarios that help us understand system and initiated a plan to re-platform gapinc.com, GapWeb, corporation’s brand portfolio, instilling a sense of confidence, our primary target audience. Personas are fictional representa- and StoreNet. Corporate Communications partnered with Hot goodwill, and trust tions based on data we have about real users of a web site. We Studio to design the front-end user experience. Our approach is • Position Gap Inc. as a global company use personas as design tools to uncover usability problems to understand user needs and business goals, and then create a • Improve navigation and provide Gap Inc.’s core audiences easy and identify opportunities for improvement. For example, we strategy for envisioning the future state of gapinc.com. access to useful information can walk through the site as “Jessica” (the reporter) and see if – Design a modular, scalable information architecture to the new design meets her needs. We encourage you to refer- Our Strategy phase activities included: support future expansion ence these personas as you plan for the ongoing expansion of • Workshops with Corporate Communications and Information – Highlight fresh content and repackage existing content to your web site. You’ll find the four personas at the end of this Technology make the web site more engaging document. • Update on cause alignment with Gap Foundation – Restructure content into intuitive, understandable • Creating an investor persona and scenario categories • Examining GapWeb for content that may be re-purposed for gapinc.com Understand the user • Assessing content from the perspective of users’ needs and For Gap Inc. to achieve its goals with this project, it is critical to considering the estimated level of effort to implement understand the site’s users and their needs. • Organizing content groupings on a high-level site map Reporter Socially Investor Job Seeker • Creating initial schematics Responsible Primary audience Consumer • Conceptualizing themes for emotive imagery • News media—business and fashion press who represent a proxy for the general public Users’ tasks • Social responsibility community—socially responsible invest- • Find news, product images, and prices ment groups, non-governmental organizations, activists, • Learn about Gap Inc.’s activities in fashion, retail, environment, associations, and students real estate, social responsibility, community, and diversity • Investor community—buy-side and sell-side analysts • Find financials and download reports (annual report, monthly • Job seekers sales, financials, corporate social responsibility report) • Learn about job opportunities, career paths, and benefits Secondary audience • Find out what it’s like to work at Gap Inc. • Government Agencies • Apply for a job online • Students and people researching the company • Get a question answered or find contact information • Customers • Employees
  5. 5. Strategy August 12, 2004 page 4 To achieve Gap Inc.’s business goals and meet users’ needs, we propose a strategy that will: • engage audiences with people’s voices, stories, and emotive imagery • add new content and imagery that positions the company and brand portfolio as innovative, vibrant, and constantly evolving • highlight fresh content and big news stories; support key messages with easy-to-read charts, graphs, and visuals We’ll deliver on these goals by following these recommended steps: Strategic Goal What Hot Studio can do What Gap Inc. can do to ensure success Build a stronger corporate identity for Gap Inc. • Design dynamic, vibrant look and feel • Review/create Gap Inc. branding communication guidelines • Conceptualize themes for emotive branding imagery and ensure compliance across all Gap Inc. marketing materials • Create prominent area to tell the company story about the • Assign resources to create new content: imagery, corporate brand portfolio (extensible to accommodate future brands) brand messaging • Validate brand impressions with user research Position Gap Inc. as a global company that is a leader • Design extensible framework that enables future globalization • Champion globalization effort and develop road map in in its industry (country and language context), although initial deployment collaboration with international recruiting, media, and will be in English with a generic worldwide context investor relations teams • Create ways to emphasize Gap Inc.’s size and scale • Facilitate creation of globalization standards and oversee • Recommend content additions to showcase Gap Inc.’s in- compliance house creative competencies • Assign editorial resources to support translation of existing content and creation of new, localized content Improve navigation—give users easy access • Organize content into task-oriented groupings and review • Assign subject matter experts to review content organization to information with Gap Inc.’s subject matter experts • Use metadata consistently to facilitate productive, useful • Validate navigation with user research searching • Design navigation to improve readability Restructure content into intuitive, understandable • Group content into clear, understandable categories based on • Validate labels/nomenclature through user research categories audience needs (e.g., Investors, Press Room) • Build user confidence and improve “scent of information” with consistent navigation links, page titles, and logical clusters of content
  6. 6. Strategy August 12, 2004 page 5 Strategic Goal What Hot Studio can do What Gap Inc. can do to ensure success Highlight fresh content and repackage existing • Recommend adding highly-desired content and formats (e.g., • Assign editorial resources to write/repackage content as content employee profiles, financials as downloadable spreadsheets) needed • Simplify messaging—make it useful, scannable, clearly labeled, timely, and easy to understand • Identifying the most popular content items and making them available site-wide • Design pages with emotive imagery and effective storytelling • Validate content usefulness through user research Build responsive, automated fulfillment processes for • Design intuitive process flows and effective form pages • Assign resources to coordinate technical processing and highly-desired, low-maintenance tasks (e.g., apply for • Create promotional areas to raise awareness and drive materials distribution grant, apply for job, request annual report, respond automated fulfillment to FAQs) Design a modular information architecture to support • Cluster contextually-relevant content in easy-to-find modules • Leverage new platform capabilities to improve performance future expansion; improve usability • Recommend convenient formats for downloads and coordinate with Hot Studio’s technical team • Design layout and visual assets to optimize performance • Assign resources to create new content/formats • Work with Gap Inc. IT to define templates and modules
  7. 7. The “wish lists” August 12, 2004 page 6 This is the complete set of wish lists that appeared in the From Investor Relations CONTENT ORGANIZATION REQUESTS Give definitions of financial terms and how to understand financial reports Compliance is currently listed under “Media” but should be under “Investor Discovery document; see the next few pages for an analysis Downloadable financials as Excel spreadsheets, in addition to PDFs (very useful Relations” or a separate “Corporate Governance” section. Compliance could be of usefulness and complexity of wish list items. for analysts who need to make their own projections with this data). under “About Us.” Product walk-through (must be password-protected) Separate IR from Media content Some standard questions (flow dates, commercial dates) we can’t answer, but Organize requests for annual reports, franchising information NEW CONTENT REQUESTS maybe we can provide historical dates or other related information Make “other contact” information (besides IR contact) easier to find, save time From Governance and Compliance From Recruiting fielding random questions such as More robust information on the board Add links to international job sites for Gap Inc. (France, Canada, UK, Japan). – Employees asking whom they should talk to about their shares From Corporate Sales Eventually offer careers section in multiple languages (French, Japanese, English) – Requests about when stores are coming to their locations Visibility (of corp. sales info) on gapinc.com with links to the Corporate Sales site and tailored to the country’s culture (e.g., country-specific benefits) – Questions about modeling for adults and children for more information Make store pages look exciting and vibrant, with photos of different locations – Questions for Customer Support Messaging about Gap Inc.’s policy on unsolicited proposals (for Corp Sales) and amenities – Questions about franchising From Gap Foundation Bundle marketing information into a “job seeker kit” for candidates (articles, at- – Resume redirects Gap Inc. executives speak to importance of Gap Foundation a-glance, annual report, CSR report, brand marketing material, links to maps, Keep the Careers section segmented by audience (e.g., college) Images of employees volunteering and directions to locations of interviews and work sites) Metrics (hours and dollars donated) Add content about cities (e.g., what is San Francisco like, what can I do there, CONTENT UPDATE REQUESTS International efforts in Canada and Europe, eventually reaching out to Asia housing costs, what’s it like to work there) Be able to constantly update compliance and governance content (need to budget for international funding) Add more content about career paths, locations and pictures of company’s work Flexibility to reorganize content as needed (compliance/governance) Expanding employee gift-matching programs sites, recruiting process (what to expect), audio clip, “on boarding” kit, “pre- Be able to respond to a breaking story (global compliance and environmental boarding” kit for new hires affairs) From Global Compliance and Environmental Affairs Add more information about fashion (especially for Japan), why Gap Inc. is the Need mechanism for gathering feedback and responding to feedback without Content that educates people on what each issue is world’s largest specialty fashion retailer, differentiators having to respond to each individual person (global compliance and environ- Content that educates people about what Gap means by social responsibility Add section about Gap Inc. designers, with bios and awards for best-designed mental affairs) Links to reports published by third parties pants, etc. Update/remove archive images that are old A short description about what third parties are saying about Gap’s role on certain issues, along with link to their sites NEW FUNCTIONALITY REQUESTS GENERAL REQUESTS Curriculum for school kids Video clips (e.g., interviews with vendor compliance people) Need printer-friendly versions of pages Improve navigation Information on the vendor approval process Want to be able to track previous versions (this is mostly a CMS tool issue; Improve look and feel with better visuals Provide updated information on the “product lifecycle” (and provide more detail however, we may need to provide a date stamp to each page) Use larger, more legible font size than is currently on the site) Provide a mechanism to notify “subscribers” if new information is published Financials and Media is currently hosted by a third party vendor (Thompson Explain decision-making process about a specific issue (global compliance and environmental affairs) CCBN). Now that the content management system is being put in place, Provide ways to interact with the information (e.g., clickable diagrams) Provide a useful search and make it generally easy to find information the goal is to manage this content in-house with the exception of special Use more graphs and other visual representations of important information Set up email to the Social Responsibility team at Gap Inc: functionality. Automate collecting feedback online Want a look and feel that’s on brand (“exciting, energetic, cool”) From Global Media Develop process for alerting all Gap Inc. media team members of new (Gap Foundation) Pitch stories to media with downloadable press kits (PDF) information/press kits on the site Improve site performance (especially in the image library downloads) Add messaging about sponsorships (“Gap Inc. does not accept unsolicited Improve and expand on email alerts for disseminating timely information Improve linking between real estate, investor relations, and press room proposals”) near/within Contact info Create a portal linking from gapinc.com to GapWeb Improve navigation to the image library Provide videos of TV commercials Allow recruiting team to list all job postings on the site (team currently has Improve visibility of Gap Inc. site—need brand sites to link to gapinc.com in a Special content area with sneak previews of upcoming commercials, imagery for issues with posting process for logistics, call centers, college-related, field, and consistent way new season for fashion press hourly jobs) Show product images and appealing look-and-feel Repurpose FAQs in appropriate places (e.g., Social Responsibility) Provide means for recruiting team to monitor metrics Showcase community relations work in Europe (some of this content exists on Use an easy-to-remember URL (from recruiting team) GapWeb) Add to job application “are you willing to relocate, and to which countries/ Talk about brand-specific sponsorships in Press Room cities?” Show product prices Allow candidates to categorize questions when sending email to expedite Consolidate Contact Us in one place response process
  8. 8. Our analysis of the wish lists August 12, 2004 page 7 Step 1 Step 2 Step 3 We condensed the requests to eliminate redundancies and Leaving the list in the same order, we took only the most We sorted the requests into three groups, based on level of we grouped them by requester. useful content/functionality requests and estimated the effort/complexity, and made recommendations for what level of effort/complexity for each item. content/functionality should be developed. For each item, we ranked the usefulness of each item for each persona. Easy Medium Hard ● “Low-hanging fruit” ● ● ● ● Requested item #1 ● Request Easy Medium Hard ● Requester ● Requested item #1 ● ● Requested item #2 ● Requested item #2 ● ● ● Requested item #3 ❍ Requested item #2 ● ● “Worth the effort” ● ● ● ● ● = very useful ● ● ● ● ● “Consider carefully” ● = might be useful ● ● ● ❍ = not useful
  9. 9. 1) How useful is this new content to your audiences? August 12, 2004 page 8 The interviews we conducted with internal stakeholders yielded a long list of content on people’s “wish lists.” We condensed those wish list requests to eliminate redundancies and then created the following chart to help us understand how useful this content might be to the primary users of the site. Social Content Request Reporters Responsibility Investors Job Seekers Everyone Else* G&C Executive Board—more robust information that showcases experience, what they bring to co., etc. ● ● ● ● ● Executives speak on Foundation ● ● ❍ ● ❍ Foundation Foundation metrics—hours and dollars donated ● ● ❍ ● ● International efforts—community work in Canada, Europe, and eventually, Asia ● ● ❍ ● ● Employee gift-matching programs—info on how these are expanding ● ● ❍ ● ● Compliance and environmental background—info to educate people about what Gap Inc. thinks about issues ● ● ❍ ● ● Global Cmplnce & Envtl Affrs Definition of Social Responsibility—explain what this means to Gap Inc. ● ● ❍ ● ● What third parties are saying about Gap Inc. and CSR—short descriptions and links to reports ● ● ❍ ● ● Curriculum for the classroom (CSR)—similar to press-kit download ❍ ● ❍ ❍ ● Vendor approval process—info on the process, video clips with compliance people, clickable interactive diagrams, etc. ● ● ❍ ● ● Product lifecycle—updated info (and illustrations) with more detail than currently available ● ● ❍ ● ● Downloadable press kits—organized on theme-based stories ● ❍ ❍ ❍ ❍ Global Media TV commercials—short video clips with accompanying text ● ❍ ❍ ● ● Brand-specific sponsorships—e.g., Banana’s sponsorships of the arts, etc. ● ● ❍ ● ● Product prices—in all currencies where Gap Inc. has presence (note that this is problematic) ● ❍ ❍ ❍ ● *Everyone else includes students, Legend employees, and consumers who stumble onto the site. ● “I need this! I want this!” ● “I might use this once in a while.” ❍ “I don’t need this.” Blue rows contain one or more ● (useful/important content)
  10. 10. 1) How useful is this new content to your audiences? August 12, 2004 page 9 Social Content Request Reporters Responsibility Investors Job Seekers Everyone Else* Definitions of financial terms—e.g. How to read the financial report ● ❍ ● ● ● Investor Relations Excel spreadsheets—financials in downloadable format for analysts ❍ ❍ ● ❍ ❍ Product walk-through—video, or still photos and text ● ❍ ● ● ❍ Multiple country versions of careers section—Japanese, French ❍ ❍ ❍ ● ❍ Job-seeker “kit”—including at-a-glance, annual report, CSR report, etc. ❍ ❍ ❍ ● ❍ Content about cities—where Gap Inc. has offices, including maps, photos, directions ❍ ❍ ❍ ● ❍ Career paths at Gap Inc.—additional info to cover all main departments, could include employee profiles ❍ ❍ ❍ ● ❍ Recruiting Recruiting process (what to expect) ❍ ❍ ❍ ● ❍ On boarding and pre-boarding kits ❍ ❍ ❍ ● ❍ Gap Inc. and fashion—why we’re world’s largest specialty fashion retailer; great ops for designers ● ❍ ● ● ● Gap Inc. designers—bios/profiles, awards ● ❍ ● ● ● The Brand portfolio “story” (what makes a brand a Gap Inc. brand? brand strategy) ● ❍ ● ● ● Stories and photos about SR and community programs—from perspective of employees and recipients who benefit ● ● ❍ ● ● Hot Studio Students’ page—could just be one page of content and an aggregation of links ❍ ❍ ❍ ❍ ● Schedule of college campus recruiting visits ❍ ❍ ❍ ● ● Paul’s journal—100 days diary, personal messages/blog ● ❍ ❍ ● ● *Everyone else includes students, employees, and consumers who stumble onto the site. Legend ● “I need this! I want this!” ● “I might use this once in a while.” ❍ “I don’t need this.” Blue rows contain one or more ● (useful/important content)
  11. 11. 2) How difficult is it to create the content users want? August 12, 2004 page 10 In an ideal world, we would have unlimited resources to implement everyone’s wish The following table lists all the content that rated at least one ●. We then made our best lists for new content and functionality. However, we must be realistic about what can be guess at how easy or difficult it would be to create this content for the web site. done with a finite set of resources. Content Request Easy Medium Lots of Work Executive Board—more robust information that showcases experience, what they bring to co., etc. ● Foundation metrics—hours and dollars donated ● International efforts—community work in Canada, Europe, and eventually, Asia ● Definition of Social Responsibility—explain what this means to Gap Inc. ● What third parties are saying about Gap Inc. and CSR—short descriptions and links to reports ● Vendor approval process—info on the process, video clips with compliance people, clickable interactive diagrams, etc.* ● ● Product lifecycle—updated info (and illustrations) with more detail than currently available ● Downloadable press kits—organized on theme-based stories ● TV commercials—short video clips with accompanying text ● Definitions of financial terms—e.g. How to read the financial report ● Excel spreadsheets—financials in downloadable format for analysts ● Product walk-through—video, or still photos and text ● ● Job-seeker “kit”—including at-a-glance, annual report, CSR report, etc. ● Career paths at Gap Inc.—additional info to cover all main departments, could include employee profiles ● Recruiting process (what to expect) ● On boarding and pre-boarding kits ● Gap Inc. and fashion—why we’re world’s largest specialty fashion retailer; great ops for designers ● Gap Inc. designers—bios/profiles, awards ● The Brand portfolio “story” (what makes a brand a Gap Inc. brand? brand strategy) ● Stories and photos about SR and community programs—from perspective of employees and recipients who benefit ● Students’ page—could just be one page of content and an aggregation of links ● *Some content types in this list could require different levels of effort, depending on how they are implemented. Legend For example, the vendor approval process could be an interactive diagram, or simply text. Therefore, some items Easy = This content most likely exists in another format. may have more than one value attributed to them. Medium = This content does not exist; however; it shouldn’t be too difficult to create and maintain. Lots of Work = This content will most likely require considerable resources, and should be undertaken only if it is absolutely critical from both a business and user standpoint.
  12. 12. 3) Our recommendations for new content August 12, 2004 page 11 On this page, the same table from the last page has been reordered by level of complexity. Content Request Easy Medium Lots of Work Definition of Social Responsibility—explain what this means to Gap Inc. ● “Low-hanging fruit” We recommend adding this content What third parties are saying about Gap Inc. and CSR—short descriptions and links to reports ● because it satisfies your primary Definitions of financial terms—e.g., How to read the financial report audience’s needs and it shouldn’t ● be very difficult to create. Excel spreadsheets—financials in downloadable format for analysts ● Job-seeker “kit”—including at-a-glance, annual report, CSR report, etc. ● Recruiting process (what to expect) ● Gap Inc. and fashion—why we’re world’s largest specialty fashion retailer; great ops for designers ● Gap Inc. designers—will not contain bios of specific designers, but may include info about company recognition/awards ● Students’ page—could just be one page of content and an aggregation of links ● Stories and photos about SR and community programs—from perspective of employees and recipients who benefit ● Executive Board—more robust information that showcases experience, what they bring to co., etc. ● Worth the effort Although these items will require a Product lifecycle—updated info (and illustrations) with more detail than currently available ● bit more work, we think that they Foundation metrics—hours and dollars donated will be worth the effort because ● they will help Gap Inc. make an International efforts—community work in Canada, Europe, and eventually, Asia ● emotional connection with users. Note: The Corporate Career paths at Gap Inc.—additional info to cover all main departments, could include employee profiles ● Communications team has decided Vendor approval process—info on the process, video clips1 with compliance people, clickable interactive diagrams, etc.* ● ● to pursue these Product walk-through—video1, or still photos and text * ● ● items when greater resources and a Downloadable press kits—organized on theme-based stories (seasonal press kits will be included in this phase) ● The remaining content would longer timeframe require a considerable amount of for development TV commercials—short video clips1 with accompanying text (note that there will be links to video on brand sites in this phase) ● effort; therefore, if resources are are available limited, we recommend imple- On boarding and pre-boarding kits ● menting these at a later date— The Brand portfolio “story” (what makes a brand a Gap Inc. brand? brand strategy) ● with the exception of the brand portfolio story, which we think is a critical part of the Gap Inc. story. * Some content types in this list could require different levels of effort, depending on how they are implemented. Legend For example, the vendor approval process and product walk-through could be an interactive diagram, or simply Easy = This content most likely exists in another format. text. Therefore, some items may have more than one value attributed to them. Medium = This content does not exist; however; it shouldn’t be 1Note that video content—if and when it is used on gapinc.com—may benefit from third-party hosting. too difficult to create and maintain. Lots of Work = This content will most likely require considerable resources, and should be undertaken only if it is absolutely critical from both a business and user standpoint.
  13. 13. 1) How useful is this new functionality to your audiences? August 12, 2004 page 12 In addition to expressing their content wish list, many internal stakeholders also listed out the new functionality they would like to see incorporated into the redesigned site. The following list shows that at least one user group could benefit from each of the suggested functionality additions. Social Functionality Request Reporters Responsibility Investors Job Seekers Everyone Else* Printer-friendly version of pages ● ● ❍ ● ● Track previous version of pages (in CMS)/provide date stamp on pages ● ❍ ❍ ❍ ● Alerts for new information—global compliance issues, new press kits, new job positions, etc. ● ● ❍ ● ● “Tell a friend” links from key pages ● ● ❍ ● ● Provide a useful search and make it generally easy to find information ● ● ● ● ● Set up email to the Social Responsibility team at Gap Inc. ● ● ❍ ❍ ● Automate collecting feedback online ❍ ❍ ❍ ❍ ● Create a gateway page linking GapWeb to gapinc.com (longer-term goal) ❍ ❍ ❍ ❍ ● Online posting/submission process for all jobs (including for logistics, call centers, college-related, field, and hourly jobs) ❍ ❍ ❍ ● ● Allow recruiting candidates to check the status of their applications ❍ ❍ ❍ ● ❍ Use an easy-to-remember URL (e.g., gapinc.com/careers) ❍ ❍ ❍ ● ● Add “are you willing to relocate and, if so, to which countries/cities?” to job application ❍ ❍ ❍ ● ● Allow users to categorize questions when sending email (i.e., funnel queries to the appropriate Gap Inc. person/group) ❍ ❍ ❍ ❍ ● Update stock price—show how much stock price has changed since user’s last visit ● ❍ ● ❍ ❍ Sortable job-search results (e.g., by location) ❍ ❍ ❍ ● ❍ Order form—for hardcopy of annual reports, proxy statement, CSR report, etc. ● ● ● ● ● *Everyone else includes students, Legend employees, and consumers who stumble ● “I need this! I want this!” onto the site. ● “I might use this once in a while.” ❍ “I don’t need this.” Blue rows contain one or more ● (useful/important functionality)
  14. 14. 2) How difficult is it to create the functionality users want? August 12, 2004 page 13 The Gap Inc. IT team reviewed the proposed functionality and made the comments shown in the footnotes. Note that although something may be easy to implement from a technical point of view, there are often other issues that need to be considered. Functionality Request Easy Medium Lots of Work Printer-friendly version of pages ● Track previous version of pages (in CMS)/provide date stamp on pages ● Alerts for new information—global compliance issues, new press kits, new job positions, etc.1 ● “Tell a friend” links from key pages ● Provide a useful search and make it generally easy to find information 2 ● Set up email to the Social Responsibility team at Gap Inc. ● Automate collecting feedback online 3 ● Create a gateway page linking GapWeb to gapinc.com (longer-term goal; benefit should be analyzed) ● Online posting/submission process for all jobs (including for logistics, call centers, college-related, field, and hourly jobs) 4 ● Allow recruiting candidates to check the status of their applications 5 ● Use an easy-to-remember URL (for key high-level pages, e.g., gapinc.com/careers) ● Add “are you willing to relocate and, if so, to which countries/cities?” to job application 6 ● Allow users to categorize questions when sending email (i.e., funnel queries to the appropriate Gap Inc. person/group) ● Update stock price—show how much stock price has changed since user’s last visit 7 ● Sortable job-search results (e.g., by location) 8 ● Order form—for hardcopy of annual reports, proxy statement, CSR report, etc. ● 1 An ongoing mailing-list maintenance issue may make this difficult to manage 2 The existing search-engine database is being replaced with WebSphere Basic Portal search for October 2004 3 Corporate Communications may want to engage with Employee Communications and Customer Insights to better understand the associated challenges/benefits 4 ARMS has this functionality; however, a project in HR to prioritize this work has been deferred—possibly into 2005 5 There is no business process to support this, but the system can enable this work 6 Does involve changing ARMS, so Recruiting would need to be involved; achievable for January 2005 7 Involves the use of cookies; the usefulness of this feature should be considered 8 Portal-configuration issue; achievable for January 2005
  15. 15. 3) Our recommendations for new functionality August 12, 2004 page 14 On this page, the same table from the last page has been reordered by level of complexity. Functionality Request Easy Medium Lots of Work “Low-hanging fruit” Printer-friendly version of pages ● We recommend adding this functionality Track previous version of pages (in CMS)/provide date stamp on Press Room and Governance/Compliance sections because it satisfies your primary audience’s ● needs and implementation should be “Tell a friend” links from key pages relatively simple. ● Provide a useful search and make it generally easy to find information ● Set up email to the Social Responsibility team at Gap Inc. ● Use an easy-to-remember URL (for key high-level pages, e.g., gapinc.com/careers) ● Allow users to categorize questions when sending email (i.e., funnel queries to the appropriate Gap Inc. person/group) ● Sortable job-search results (e.g., by location) ● Order form—for hardcopy of annual reports, proxy statement, CSR report, etc. ● Alerts for new information—global compliance issues, new press kits, new job positions, etc.; consider further in Design ● Needs more investigation Although relative simple to implement, the Automate collecting feedback online—note that surveys and site feedback are two different things; consider further in Design ● maintenence issues and the usefulness of these items needs to be considered (see the footnotes Create a gateway page linking GapWeb to gapinc.com (longer-term goal; not first this phase) ● on the previous page). Add “are you willing to relocate and, if so, to which countries/cities?” to job application ● Should be implemented if desired Update stock price—show how much stock price has changed since user’s last visit ● Online posting/submission process for all jobs (including for logistics, call centers, college-related, field, and hourly jobs) ● Needs to be considered carefully Handling all job postings and application Allow recruiting candidates to check the status of their applications ● tracking online will involve the involvement of HR and the creation of back-end processes to fulfill the functionality (see the footnotes on the previous page). Legend Easy = This functionality should be simple to implement. Medium = This functionality may be relatively easy to implement. Lots of Work = This functionality may be difficult, costly, or time- consuming to implement.
  16. 16. Home page schematic August 12, 2004 page 15 Search Go Masthead What is the purpose of this page? Gap Inc. logo Popular Items Brand messaging, tell who the company is in a creative, emotive way. Primary navigation Make it easy for users to decide where to go next. About Gap Inc. Our Brands Press Room Investor Center Social Responsibility Careers Theme (see the visual Page elements News design portion of this document) Masthead Corporate branding and site-wide search forms the “roof” over the company’s house throughout the site. The corpo- News rate logo will link to the Home page. Popular Items helps Headline lorem ipsum users find frequently requested items: Annual Report, At A dolor sit amet Glance, Social Responsibility report, Financial statements. Primary Nav The primary navigation menu lets users quickly locate content and find what they need. Branding and visually emotive image area Headline lorem ipsum Theme Powerful, emotive images will tell the story of the corpo- dolor sit amet rate brand. Topics may include business innovations, inspirational leadership, community initiatives. Take a look at proposed themes in the visual design strategy portion Headline lorem ipsum of this document. dolor sit amet News Top news headlines will lead information seekers to big company stories. Recommendation: 3–5 items updated Headline message about theme weekly. May rotate or refresh with multiple stories. Footer Nav Footer navigation throughout the site guides users to Corporate Sales, brand sites, customer-friendly sections, and legal disclosure. We emphasize shopping links on the Shop at Gap Inc. OLD NAVY | GAP | BANANA REPUBLIC | BRAND 4 | BRAND 5 | CORPORATE SALES Footer navigation home page to redirect users who may be looking for the brand sites. Customer Service | Contact Us | Terms of Use | Privacy Policy | © 2004 Gap Inc.
  17. 17. Our Brands schematic August 12, 2004 page 16 Search Go Masthead What is the purpose of this page? Gap Inc. logo Popular Items Describe Gap Inc.’s brand portfolio, explain the cradle-to-grave Primary navigation mission of expressing your personal style About Gap Inc. Our Brands Press Room Investor Center Social Responsibility Careers Old Navy Our Brands Page elements Gap Primary Nav For all pages below the Home page, primary navigation Introduce the company’s brand portfolio, why Gap connects with the masthead to give users overall context Banana Republic Emotive visual Inc. created and evolved these brands, how they and easy access to content. A change in state shows which Brand 4 support the corporate mission. supporting the section the user selected (e.g., “Our Brands”). Brand 5 Local navigation corporate brand Local Nav Local navigation links serve as a “map” of the section. This is Ut wisi enim ad minim veniam, quis nostrud exerci message a best practice to provide wayfinding and supports lateral tation ullamcorper suscipit lobortis nisl ut aliquip ex movement within a section as the user searches or browses ea commodo consequat. Duis autem vel eum iriure for information. During the Design phase we may explore dolor in hendrerit in vulputate velit esse molestie navigation element designs to determine the most effective interactions. consequat, vel illum dolore eu feugiat nulla facilisis Body content Users will look for a clear, concise message that describes at vero eros et accumsan et iusto odio dignissim photo of how Gap Inc.’s vision is exemplified through its dynamic and qui blandit praesent luptatum zzril delenit augue Body content constantly evolving brand portfolio. Text and visuals will tell duis dolore te feugait nulla facilisi. Paul Pressler an emotive, inspirational story. Connecting the corporate vision with the CEO’s words and photo adds a personal touch. Brand images link to brand sites (in a new browser “Quote about Gap Inc.’s window). Old Navy Gap Banana recent program to redefine Footer Nav Shopping links are consolidated to reduce clutter on lower Republic corporate purpose, values, level pages. and brand perception.” —Paul Pressler, CEO Brand 4 Brand 5 Brand 6 and President Shop at Gap Inc. Brands | Customer Service | Contact Us | Terms of Use | Privacy Policy | © 2004 Gap Inc. Footer navigation
  18. 18. Press Room schematic August 12, 2004 page 17 Search Go Masthead What is the purpose of this page? Gap Inc. logo Popular Items Share exciting, current news about the company and brands and Primary navigation provide resources for stories About Gap Inc. Our Brands Press Room Investor Center Social Responsibility Careers News and Releases Top Story Feature Page elements Events Calendar Engaging visual featuring Primary Nav A change in state shows which section was selected. News Coverage Stock price and Top Story A captivating visual and headline draw the user’s attention the company’s top story Image Library mini chart to the top story. May rotate or refresh with multiple stories. Stock “at a glance” We recommend creating new content and/or re-purposing Media Contacts module GapWeb articles and Social Responsibility report. TOP STORY: Headline of story Stock module Business press and investor audiences can easily check the Popular Downloads stock price. Press Kit Press Room Upcoming Events Events This module reminds press and investor audiences about Current News Releases rapidly approaching events and enables them to sign up for Fact Sheet 8/5/04 - July Sales News Releases (3–5) email alerts. In the future, events may include ad campaigns, fashion shows, store openings, and community events. News Alerts 7/12/04 Old Navy Introduces Women’s Plus--New 8/9/04 - Q2 Earnings Reminder of Factoid or quote Fun, accessible knowledge nuggets emphasize Gap Inc.’s Breaking news and press Line Offers Great-Fitting, Plus Size Fashion global presence and industry leadership. Rotate or refresh Get an Email Alert upcoming events releases delivered to you 7/8/04 Gap Inc. Reports June Sales Flat to Last weekly. Year; Comparable Store Sales Down 2% Downloads Cluster file downloads and resources in one convenient Sign up for Email Alerts location. Press kit would include annual report, fact sheet, 6/14/04 Gap Inc. President and CEO to Present at Image Factoid or quote proxy, financials, recent press releases (option: form to order Credit Suisse First Boston Retail Conference press kit by mail). News Alerts Promotes sign up for email alerts to fashion reporters and All | Gap Inc. | Gap | Banana Republic | Old Navy FACT: other audiences. Gap Inc. is one of the Note that we will address rules for the use of page elements in the Design phase. world’s largest specialty Search Releases Go retailers with over $15 billion in annual sales. See our Fact Sheet Shop at Gap Inc. Brands | Customer Service | Contact Us | Terms of Use | Privacy Policy | © 2004 Gap Inc. Footer navigation

×