What does customer loyalty mean to a new Gap Inc.
Gap Inc. was splitting up
Banana Republic, Gap and Athleta were to remain one company with Old Navy spinning off on its own. So, the company needed a new loyalty and payments brand to represent the new collection of brands and came to FutureBrand for a strategic and creative solution.
Evolving loyalty
The split gave Gap Inc. the opportunity to streamline the loyalty and payments program under one brand. So, all communications, offers, emails, credit cards, financial statements etc. would fall under this one entity, rather than the three separate retail brands.
However, we also saw this as an opportunity to re-define what Gap Inc. could mean at the portfolio level, with Old Navy out of the mix. However, we knew we were working with extremely low awareness of who Gap Inc was, and what brands it represented.
Following an extensive round of research, we evaluated the emerging themes and came up with a plan that aligned with long-held company values, as well as a two-way relationship with the meaning of brand ‘loyalty’.
We created and built a strategy that became the framework of a program that would give the consumer more reason to want to join and buy in to the program, based not only on access to deep discounts and great rewards. We developed a strategy and a platform that offered ways for her to ‘feel’ good about putting her loyalty in this brand.
Brand strategy
Following an extensive round of research, we evaluated the emerging themes and came up with a plan that aligned with some long-held company values, as well as a way to create more of a two-way relationship with the meaning of brand ‘loyalty’.
We created and built a strategy that demonstrated how to give consumers functional and emotive reasons to buy in to the program. Reasons not only based on access to deep discounts and great rewards, but others, to help her feel good about spending her dollars with this brand,
We demonstrated how to transform the conversation, from a home-brand, ‘owned’ position, to a portfolio, ‘collective’ point of view, by showcasing some of the good, Gap Inc is doing in the world.
Naming, messaging and Design
In our discussions with the client and extended team, we were hyper aware of continuing to build consensus around a shared sense of purpose. Sometimes needing to refine and re-think in a way to help bring together the very disparate voices of each of the brands, in order to build an outcome everyone was happy about.
We didn’t just give this brand a face-lift, we created a name and tiering system, a messaging platform and a creative toolkit that would dramatically improve the design efficiency of the program. We also researched and developed numerous, tangible ways the program could deliver on its inherent goodness. Rewards that were good for the wallet and for the world.
Partnership
I became a loyal partner to our under-resourced client. I helped her navigate the silos of the company and I was the person on top of the many details, keeping things moving, making sure approvals and production deadlines were being met. I worked with Gap’s financial third party vendors on the re-design and re-print of the credit cards, card carriers and credit card statements.
A system built for creativity and flexibility
There were many communication needs and an under-resourced department to be taken in to consideration. I worked closely with the client to understand the operational needs, and with the agency design team to interpret the various strategic and operational needs. We delivered a design system and a creative tool kit that was as practical as it was beautiful.
Although the files did get to the printers, the program was put on-hold after a major company turnaround.
Eyes on the prize and on top of the details
What I loved about this project was my partnership with the client, and the exposure to senior level marketing leaders in the different brands.
By listening and observing closely, I was able to play a pivotal role within the agency team. I offered overall guidance, strategic input, the voice of the customer and evaluation in the strategy phase. In the creative and messaging phases, my understanding of the program, and the operational and business needs was essential for the efficient managing of creative resources, to make sure creative hours were being used well and not wasted. I was the keeper of all the many details specifications once in to production.
Account direction and project management
I ran naming for the project, facilitating naming brainstorms, briefs and client reviews.
I worked with third party counsel and represented legal risk and availability at various senior level client meetings, until Gap legal were comfortable to move forward with our recommended name.
I worked with Gap’s third party vendors on the print specifications for the credit cards and supporting financial collateral such as card carriers and statements, and managed the production of mechanicals with my agency production partner.
I grew the account for the agency, extending the engagement into different areas, to support for the launch and communications plan. We continued to provide additional messaging, UX and design services.