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Building Support for a Performance Management System at the GAP, Inc.
You have just been appointed the Chief Human Resource Office (CHRO) for The Gap, Inc., a large retail clothing company with more than US$1 billion in sales, 3,000 retail stores in the United States, and over 130,000 employees. The mission of the company is "to create emotional connections with customers through our brands, unique designs, and enjoyable store experiences." The current performance management system is not delivering results in terms of business performance, with the company posting a 10% decline in sales during the previous month, the 12th monthly decrease in a row. The Chief Executive Officer (CEO) believes that this is because of a lack of strategic alignment between the company's overall mission and its retail stores.
Imagine the class instructor is the CEO of the company, and the other students are members of the top management team. Your task is to devise a new strategic plan that achieves the CEO's goal of greater alignment between organizational-and store-level strategies. Based on the mission statement of the company and other information provided:
a. Develop a mission and vision statement that translates the organization's mission statement for the retail stores.
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