please answer question 1 and 2

You have just been appointed the Chief Human Resource Otfice (CHEO) for The Gap, Inc, a large retail clothing company with moee than USS1 billion in sales, 3,000 retail stores in the United States, and over 130000 employees. The miesion of the company is "to create emotional connections with customens through our brands, unique designs, and enjoyable store experiences." The current performance management system is not delivering rosults in terms of business performance, with the company posting a 107 decline in wales during the previous month, the 12th monthly decrease in a now. The Chief Euecutive Oeficer (CEO) believes that this is because of a lack of strategic alignment between the company's overall mission and its retail stooss. Imagine the class instructor is the CBO of the company, and the other students are members of the top ruanagement team. Your task is to devise a new strategic plan that achieves the CEO's goal of greater alignment between organizationaland store-level strategies. Based on the mission statement of the company and other information provided: 1. Develop a mission and vision staternent that trandates the organization's mission statement for the netail stores using the guidelines below. OHint: Sections 3-3-3 "Massion" and 3-3-4 "Vision" provide detailed guidance and examples of mission and vision statements.) - Mission statements should include The product otfend (clothing): the tanget customer group (young adults and casual wear for professionals); benefits of the product (cost, quality, stylek technolocy. used (if applicable); and a focus on sales growth and profitability (increasing revemue). - Vision statements should be: brief, verifiable, bound by a timeline, current, focused, understandable, inspiring, and a stretch. 2. Develop 2-3 retail store objectives and the strategies to achieve those objectives. These should be closely linked to the new mission and vision statement. (Hint Sections 3-3-5 "Objectives," 3-3-6 "Strategies," and 3-3.7 "Developing Strategic Mans at the Unit Level" provide detailed guidance and examples of setting objectives and strategies.) - Objectives should addrass the next three to five years, and provide a clear performance target to aim foe. They might address issues such as sales revenue, payroll, or advertising. - Strategies should address how the objectives will be achieved. They might address issues such as operations, customer surveys and You havejust been appointed the Chict Human Resource Oifice (CHRO) for The Ciap, Incu, a large retail clorking compary with nvore than USst billion in stes, 3000 retall atoess in the United Stater, and over 130.000 rmployere. The miswion of the company is "to create emational connections with custemens through our brands, urique designs, and enjoyable stote experiences. " The current performance managerient system is not delivering tesulis in terms of brisiness periermance, with the compary pesting a 10 , decline in sale during the previous monthy the 121 monthly decreswe in a row. The Chief Ewecu: tive Officer (C.EO) betieves that this is becathe of a lack of stratezic alignment between the company's oxerall mission and its retail stonss. Imagine the class imetrictor is the Clo of the compuny, and the other students are members of the top numagement team. Yout task is to devite a new strategie plan that achieves the CEO5 goal of grokier alignthent betweren ofganitationaland stare-level strategies. Based on the nission statement of the company and other information provided: 1. Develop a missian and vision Matenent that translates the organization's mission statement for the betail siones using the guidelines beaw. (Hint: Sections 3-3-3 "Mission" and 2-3-4 "Veion" provide detailed uidarce and examples of missien and vision statements,) - Mission statements should include. The product otfered (clothingit the target custamer group (yoang adults and casual wear for probessionals); benehts of the product (cost, quality; style), technology issed (if applicablek; and a foess on wales growth and profitabulity (increasing revenue). - Vision seatements should be-brief, verifiable, berind by a timelines, current, focused, understandable, inspiring. and a stetch. 2. Develop 2-3 retail store objectives and the strategies to achieve thoee objectives. These should be closely linked to the new nussion and visient statement. (Hint Sections 3.3.5 "Objectives," 3.3.6 "Strategge.". and 3.3.7 "Developing Strategic Plans at the Unit Level" provide detailed guidance and examples of setting objectives and strategies.) - Objectives should address the next three to five years, and provide a clear performance target to aim for. They might address issues such as sales revenue, payroll, or advertising. - Strategies should address how the objectives will be achieved. They might address issues such as operations, customer surveys and benchmarking, or inventory management. You have just been appointed the Chief Human Resource Otfice (CHEO) for The Gap, Inc, a large retail clothing company with moee than USS1 billion in sales, 3,000 retail stores in the United States, and over 130000 employees. The miesion of the company is "to create emotional connections with customens through our brands, unique designs, and enjoyable store experiences." The current performance management system is not delivering rosults in terms of business performance, with the company posting a 107 decline in wales during the previous month, the 12th monthly decrease in a now. The Chief Euecutive Oeficer (CEO) believes that this is because of a lack of strategic alignment between the company's overall mission and its retail stooss. Imagine the class instructor is the CBO of the company, and the other students are members of the top ruanagement team. Your task is to devise a new strategic plan that achieves the CEO's goal of greater alignment between organizationaland store-level strategies. Based on the mission statement of the company and other information provided: 1. Develop a mission and vision staternent that trandates the organization's mission statement for the netail stores using the guidelines below. OHint: Sections 3-3-3 "Massion" and 3-3-4 "Vision" provide detailed guidance and examples of mission and vision statements.) - Mission statements should include The product otfend (clothing): the tanget customer group (young adults and casual wear for professionals); benefits of the product (cost, quality, stylek technolocy. used (if applicable); and a focus on sales growth and profitability (increasing revemue). - Vision statements should be: brief, verifiable, bound by a timeline, current, focused, understandable, inspiring, and a stretch. 2. Develop 2-3 retail store objectives and the strategies to achieve those objectives. These should be closely linked to the new mission and vision statement. (Hint Sections 3-3-5 "Objectives," 3-3-6 "Strategies," and 3-3.7 "Developing Strategic Mans at the Unit Level" provide detailed guidance and examples of setting objectives and strategies.) - Objectives should addrass the next three to five years, and provide a clear performance target to aim foe. They might address issues such as sales revenue, payroll, or advertising. - Strategies should address how the objectives will be achieved. They might address issues such as operations, customer surveys and You havejust been appointed the Chict Human Resource Oifice (CHRO) for The Ciap, Incu, a large retail clorking compary with nvore than USst billion in stes, 3000 retall atoess in the United Stater, and over 130.000 rmployere. The miswion of the company is "to create emational connections with custemens through our brands, urique designs, and enjoyable stote experiences. " The current performance managerient system is not delivering tesulis in terms of brisiness periermance, with the compary pesting a 10 , decline in sale during the previous monthy the 121 monthly decreswe in a row. The Chief Ewecu: tive Officer (C.EO) betieves that this is becathe of a lack of stratezic alignment between the company's oxerall mission and its retail stonss. Imagine the class imetrictor is the Clo of the compuny, and the other students are members of the top numagement team. Yout task is to devite a new strategie plan that achieves the CEO5 goal of grokier alignthent betweren ofganitationaland stare-level strategies. Based on the nission statement of the company and other information provided: 1. Develop a missian and vision Matenent that translates the organization's mission statement for the betail siones using the guidelines beaw. (Hint: Sections 3-3-3 "Mission" and 2-3-4 "Veion" provide detailed uidarce and examples of missien and vision statements,) - Mission statements should include. The product otfered (clothingit the target custamer group (yoang adults and casual wear for probessionals); benehts of the product (cost, quality; style), technology issed (if applicablek; and a foess on wales growth and profitabulity (increasing revenue). - Vision seatements should be-brief, verifiable, berind by a timelines, current, focused, understandable, inspiring. and a stetch. 2. Develop 2-3 retail store objectives and the strategies to achieve thoee objectives. These should be closely linked to the new nussion and visient statement. (Hint Sections 3.3.5 "Objectives," 3.3.6 "Strategge.". and 3.3.7 "Developing Strategic Plans at the Unit Level" provide detailed guidance and examples of setting objectives and strategies.) - Objectives should address the next three to five years, and provide a clear performance target to aim for. They might address issues such as sales revenue, payroll, or advertising. - Strategies should address how the objectives will be achieved. They might address issues such as operations, customer surveys and benchmarking, or inventory management