U18105800 - Abdalla Mohamed Al Ali

U18100398 - Hanouf Halabi

U19200214 - Noor Fatima Waseem Rasheed
U19200106 - Khadeeja Hafiz Irsha

Performance Management
Case study 3-2 (GAP INC)
Submission Date: 10/08/2022
1. Mission statement and vision:
The mission of GAP Inc. is to initiate a bond of passion that strikes the emotions of our
customers by developing one-of-a-kind designs, brands and experiences.

Our vision is to expand profits by providing the greatest clothing for adults and kids with a great
price and excellent quality. Focusing on comfort and casual clothes.

2. Retail objectives for 3 to 5 years and strategies to achieve:

Our retail objective is to increase sales by 12% at the end of every month by bringing out good,
quality clothes and comfortable wear through different styles and designs. Strategy – Our
strategy is maintaining the best relationship with our customers. This can be maintained through
surveys or feedback from the customers. Our strategy is also carrying out emotional bonds with
customers by bringing their ideas into reality. That they can wear comfortable and good quality
clothes with no difficulty – like inching or leaving rashes behind. Developing Strategic Plans at
the Unit level – we will carry out our mission through creating good quality clothes (sustainable
clothes), by doing best designs with different styles, being comfortable for the customers to
wear.

3. Summary:
The task requires us to devise a new strategic plan that will bring alignment between
organizational and store-level strategies. Our brand will be a clothing brand to young adults and
professionals demanding casual wear. Our mission will be to make a strong emotional bond with
our customers by using uniqueness in our designs, branding and experience. And the vision is to
increase revenue on our side whereas reducing prices, increasing quality for the customers. We
would also like to increase our sales by 12% every month with continuous improvement (costs
and quality). We would like to bring our customers’ demands into reality. There were 2 basic
problems related to the company firstly the performance management of employees was not
effective. Secondly decreasing sales every month. By devising our appropriate mission and
vision statement we can not only solve both of these problems but also create a balance between
organizational and retail-store strategies.

4. Two key takeaways about the link between strategic planning and performance management
systems:

 First, we would like to know what performance management is – it means to identify,

measure, observe and develop the performance of the individuals and teams to align the
 performance with the strategic goals of the organization. Now let’s see what do the
strategic planning mean - defining the organization's present and future identity. In case
study, the performance management was delivering or sending the results of business
performance. Like having 10% decline in sales in the previous month. But this doesn’t
mean that the strategic plan which the organization thought to carry like not in decrease
of the sales but to increase the sales and to do much better. But the organization couldn’t
achieve that goal but instead had a decrease in sales. This means that even the
performance management was not doing the job properly. Like when manger came to
know that there is decrease in sales. From which we can say that there might be some
problem related to performance of the employees. So, there should be training, and
development given to the employees.

 Second, we move on to the next issue which is also there was decrease in sales in every
month. Now the chief executive thinks that this is because of lack of the strategic
alignment between the company's overall mission and its retail stores. But as we
discussed in first step that strategic plan which the organization thought to carry like not
in decrease of the sales but to increase the sales. But it got decreased 10% as well
monthly. But the organizations mission was to “create emotional connections with
customers through our brands, unique designs, and enjoyable store experiences." This
mission doesn’t mean it’s the fault of strategic management which the chief couldn’t
carry out. Even like performance of the employees would have been seen or checked
whether they were performing properly or not. But we also follow the objectives, vision
etc. to carry out the goal. So, we can say that the objectives or the vison has also not been
carried out. In performance we missed our assessment, planning or we can say the
components of performance management to carry. Or the manager didn’t take seriously
or didn’t understand the task.