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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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.
