InVision > Case Studies > Revolutionizing Retail: Gap Inc.'s IoT-Driven Customer Experience

Revolutionizing Retail: Gap Inc.'s IoT-Driven Customer Experience

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Technology Category
  • Robots - Wheeled Robots
Applicable Industries
  • Buildings
  • Retail
Applicable Functions
  • Product Research & Development
  • Quality Assurance
Use Cases
  • Experimentation Automation
  • Rapid Prototyping
Services
  • Hardware Design & Engineering Services
  • Testing & Certification
About The Customer
Gap Inc. is a globally recognized retail company headquartered in San Francisco, California. The company, with a workforce of 58,683, operates several well-known brands including Gap, Banana Republic, Athleta, Old Navy, and Intermix. Since its inception in 1969, Gap Inc. has been known for bringing accessible fashion to the masses. However, in recent years, the company has been facing competition from a plethora of online retailers, prompting it to invest more in enhancing the online shopping experience for its customers. The company is also focused on improving the in-store experiences for its customers.
The Challenge
Gap Inc., a renowned retail company with brands like Gap, Banana Republic, Athleta, Old Navy, and Intermix, has been facing stiff competition from a multitude of online retailers. This has necessitated the company to invest more in enhancing the experience of customers who browse and shop online. The challenge was not just limited to the online platform; the in-store experiences also needed a revamp. The company's design teams were tasked with the responsibility of creating superior online experiences and reinventing the point-of-sale system and other in-store experiences. The teams were expected to build prototypes, gather quick feedback from customers, and continuously improve their products.
The Solution
Gap Inc. adopted a two-pronged approach - Evolutionary and Revolutionary. The Revolutionary projects were aimed at exploring new spaces and learning about them, focusing on finding new product opportunities, and testing new hypotheses about customers. The success of these projects was measured through various KPIs such as NPS scores, revenue, qualitative feedback, RPV (revenue per visit), UPT (units per transaction), customers joining the loyalty program, and total number of customers in the database. The process involved driving new projects based on customer insights and data, conducting early research through focus groups or talking to people about their shopping habits, building and testing early, rapid prototypes, narrowing down to one solution, performing usability testing, and finally, launching the product after A/B testing. Gap Inc. also used InVision for showing their work, receiving comments, prototyping, concept validation, socializing design concepts, and real-time collaboration.
Operational Impact
  • The implementation of the new design process and the use of InVision as a tool for prototyping and collaboration has led to significant operational improvements at Gap Inc. The design teams are now able to quickly build prototypes and gather fast feedback from customers, leading to continuous improvement in their products. The teams are also able to socialize the designs to a larger audience, giving more people a chance to provide feedback. This has not only improved the product but also fostered a culture of collaboration and shared product development within the company. The design, product, and development teams now work closely together from the ideation phase, which they believe is a strategic advantage for the company.
Quantitative Benefit
  • Improved NPS scores indicating enhanced customer satisfaction
  • Increased revenue and RPV (revenue per visit)
  • Higher UPT (units per transaction)

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