In its turnaround, Gap resists the urge to simply recreate its '90s heyday. Instead, CMO Fabiola Torres insists on looking forward, aiming to define the brand for 2026. The company's rich archives serve as inspiration for new, current creative, not as a blueprint to be copied.
To regain cultural relevance, a brand can't just claim to be cool. Using a classroom analogy, Gap's CMO explains the strategy was to stop acting like an eager 'front-row' brand and instead move to the 'back of the room,' a place where coolness is subtly earned through actions, not assertions.
To grow from zero to 1,300 influencers, Gap built its internal team with people who are creators themselves, like a department head with 50,000 followers. This strategy ensures they speak the same language as partners, turning rigid briefs into collaborative conversations that yield more authentic content.
Inspired by Nike's approach with athletes, Gap fosters deep, family-like relationships with its talent partners. This moves beyond transactional briefs to create a comfortable, collaborative environment where both the brand and talent can push creative boundaries together.
While attending every major shoot, Gap's CMO doesn't micromanage the creative director. Instead, she focuses on intangible elements like the talent's expression and the overall mood. Her goal is to capture confidence and uplift, not just generic happiness, ensuring the brand's essence is authentically represented.
To reach a wide audience without diluting its voice, Gap employs a three-pronged strategy: 'recruit' Gen Z via social media, 'retain' millennials with core products, and 'reactivate' older fans using cultural unifiers like nostalgic music.
To revitalize Gap, the marketing team began treating the brand as a distinct persona. This approach gives the brand a voice in meetings, making strategic decisions more tangible and aligning the team around a unified character and mindset.