Presentation revised w-slide_notes[1]

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  • The closing/re-opening of Fort Monroe is important in maintaining the History of the Hampton Roads area. It has been a part of Hampton’s history since its establishment of 1834.
  • After our initial communication with our contact at the Hampton CVB, we decided to focus our Applied Strategic Planning project on their promotion and marketing efforts. The basis for their request is in regards to The Fort Monroe Army base which is closing on September 15, 2011. On this date, this attraction will become the property of the Commonwealth of Virginia within the city of Hampton. The Hampton CVB has promoted The Fort Monroe Army base and Casemate Museum for years as a city attraction. However, with the Fort closing as an Army base, many new opportunities should be available to promote the area in a new light.
  • The Hampton CVB’s mission is also to provide effective leadership in destination management and marketing of the Hampton tourism product, while continuing to pursue new opportunities to expand tourism and meeting offerings in the local area.
  • Fort Monroe Authority Act. Establishes the Fort Monroe Authority as a public body corporate and as a political subdivision of the Commonwealth to be governed by a 11-member Board of Trustees.
  • Our group did an assessment of these core values and what we found is that they in fact live these core values throughout their day-to day workings.
  • The Hampton CVB’s mission current mission statement is great however; to maximize its full potential and to cover the international realm, we suggest the following mission statement:To maximize the economic contribution of the convention and hospitality industries to the total community by marketing and developing Hampton’s metropolitan area as a premier domestic and international destination. 
  • Hampton Conventions & Visitors Bureau is the driving force for this project. Their environments are internal and competitive as the organization tries to encourage high volumes of visitors to this tourism destination, and mobilize a redevelopment plan for the area to mix-use property. We feel our client should identify their competitive environment as they try to encourage tourists to continue to visit, even though it is closing. The second phase is to re-evaluate their internal environment as it relates to stakeholders once the property is no longer open to the public.
  • If the internal weaknesses such as the lack of structure, communication, and the Phoebus Civic Club’s oppositions aren’t dealt with constructively, this could be a recipe for disaster.
  • Since the outcome of the marketing and promotion campaign is a critical issue that the Hampton Convention and Visitors Bureau (HCVB) need to address, we feel the critical success indicator should measure the effectiveness of their marketing strategy. This measure will need to be conducted during an extensive evaluation process amongst the target market. The following outlines the steps that our client should implement to accomplish this goal: Determine the areas in the marketing and promotion campaign that should be evaluated.Conduct an ongoing evaluation amongst the target market before and after the launch of Fort Monroe.Collect and analyze the evaluation data.Report the data findings within the HCVB marketing team to determine if revisions to the campaign are necessary.If revisions are needed, the HCVB will need to implement those changes and evaluate if they produce positive or negative results.
  • Our SWOT Analysis is somewhat of a deep look into the current state of the organization. This gave us a better idea as to how to go about structuring our strategic plan. The analysis will also give the organization a look at their ideal future.
  • Conductingthe gap analysis helped guide us through the process because we then knew what was expected of us.
  • Distributing the workload will give people responsibility so they can own part of the process. The stakeholders need to get together to determine how the want to position the closing/re-opening of Fort Monroe.
  • The proposed transition and launch period of Fort Monroe is scheduled for September 2011. There are a number of implementation steps that our team has developed to suggest to HCVB as they and other key stakeholders prepare for the transition. The following are those steps with a recommended cycle time frame from May 2011 thru September 2011.
  • This contingency matrix helped to develop a process for marketing the re-opening of Fort Monroe. Our contingency planning is meant for long term purposes rather than short term.
  • Our suggested trigger points should initiate clear-cut actions in the process. At this point, the organization should be in action mode instead of, “what should we do now”.
  • Our marketing recommendations are some additional ways to marketing the re-opening of Fort Monroe. The Hampton CVB as well as the local community should all be involved in making this recommendations work.
  • Our group work hard and diligently to fufill both our class and client’s requirements for this project in such a small amount of time. It s our sincere hope that the client is pleased with our findings and recommendations. We wish them the best and hope they are able to take some of our suggestions and help market the re-opening of Fort Monroe.
  • Presentation revised w-slide_notes[1]

    1. 1. Fort Monroe Army Base & The Casemate Museum<br />Applied Strategic Plan <br />Recommendations by: Kimberley Davidson, Markia Hall & Sharica Smallwood <br />
    2. 2. Presentation Outline <br />Strategic Business Modeling<br /><ul><li>Desired Future
    3. 3. Critical Success Indicators</li></ul>Performance<br /><ul><li>SWOT Analysis
    4. 4. Gap Analysis</li></ul>Action Strategy<br /><ul><li>Alternative Strategies
    5. 5. Recommended Strategy
    6. 6. Action Plan
    7. 7. Proposed Timeline</li></ul>Contingency Planning<br /><ul><li>Contingencies identified
    8. 8. Best and Worse Cases
    9. 9. Trigger Points and Recommended Corrective Actions</li></ul>Conclusion <br />Introduction <br /><ul><li>Organization Overview
    10. 10. Critical Issue: Background, Definition, Importance</li></ul>Values Scan<br /><ul><li>Organizational Structure and Culture
    11. 11. Stakeholders and their Values
    12. 12. Mission Statement</li></ul>Environmental Scan<br /><ul><li>Internal Environment
    13. 13. Competitive Environment
    14. 14. Industry Environment
    15. 15. Macro Environment
    16. 16. Driving Forces (Goodstein 1993 p. 179)</li></ul>Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    17. 17. introduction<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    18. 18. About the Fort Monroe Army Base & The Casemate Museum<br />The Fort Monroe Army Base <br />Completed in 1834 and named in honor of President James Monroe, Fort Monroe is recognized as the largest stone fort ever built in the United States. Nicknamed "Freedom's Fortress," this Union-held fortification provided a safe haven for hundreds of runaway slaves during the Civil War. It was also the site where the Army of the Potomac landed before beginning the march toward Richmond during the Peninsula Campaign.<br />The Casemate Museum<br />The Casemate Museum chronicles the fortification's history through weaponry exhibits, Civil War memorabilia and military uniform displays. The cell in which Confederate President Jefferson Davis was imprisoned after the Civil War is a focal point of the museum.<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    19. 19. Critical Issue <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />Hampton CVB (HCVB) would like to promote and market the closing of the Fort Monroe Army base by September 15, 2011.<br /><ul><li>With the Fort closing as an Army base, many new opportunities should be available to promote the area in a new light
    20. 20. The Hampton CVB would like to increase visitors to Fort Monroe Army Base and the Casemate Museum before September 15, 2011</li></li></ul><li>Values scan<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    21. 21. History<br />In 1975, the Hampton Department of Commerce was changed to the Department of Conventions and Tourism, which is known today as the Hampton Convention and Visitor Bureau or Hampton CVB.<br />Organizational Structure<br />The Hampton CVB currently has 17 employees and one intern. The Hampton Visitors Center is also a division of the Hampton CVB and employs 8 part-time employees.<br />The Hampton CVB is a city department funded by the city of Hamptons’ general fund. Their organization is organizationally structured by the Executive Director, the Sales Department, Services Department, and, the Media and Advertising Department. <br />Their mission is to increase tax revenues and the total economic impact of the travel industry on Hampton by promoting Hampton as a destination. <br />Organizational Structure and Culture<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    22. 22. Stakeholders <br />Fort Monroe Army Base and <br />The Casemate Museum ASP Plan<br />There have been several stakeholders named for the closing of the Fort Monroe Army Base and The Casemate Museum. Each stakeholder has the potential to play a vital role in the successful closing of said project.<br />External to HCVB & FMA<br />Tourism Personnel<br />
    23. 23. Core Values <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />LOYALTY<br /><ul><li>To be faithful to those they represent, while honoring their obligation to serve the public interest.</li></ul>INDEPENDENCE<br /><ul><li>To provide objective counsel to those they represent</li></ul>FAIRNESS<br /><ul><li>To deal fairly with clients, employers, competitors, peers, vendors, the media, and the general public.</li></li></ul><li>Mission Statement<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />Current Mission Statement<br />To provide effective leadership in destination management and marketing of the Hampton tourism product, while continuing to pursue new opportunities to expand tourism and meeting offerings in the local area. <br />Fort Monroe Mission Statement <br />To preserve the historic and natural resources at Fort Monroe, Virginia, and to promote public access, enjoyment, and educational enrichment while striving to achieve economic sustainability in its operations.<br />
    24. 24. Environmental Scan<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    25. 25. Environmental Scan: Internal <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li> Competitive environment
    26. 26. Lack of structure for said project
    27. 27. Communication has been delayed within organization
    28. 28. Strong Business and local relationships
    29. 29. Creative Team dynamic
    30. 30. Rich History </li></li></ul><li>Environmental Scan: Competitive <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li> Phoebus Historic District
    31. 31. Special Interest Groups
    32. 32. Historic Tour Operators
    33. 33. National Park Service</li></li></ul><li>Environmental Scan: Industry <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li> High potential area for redeveloped growth
    34. 34. Hampton CVB is seen as experts in the industry
    35. 35. High probability for corporate partnerships
    36. 36. Fort Monroe Authority consolidated to serve as a facilitator over the project</li></li></ul><li>Environmental Scan: Macro <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li>Socio/cultural : Military Families and historic mix used space has trended in residential environments
    37. 37. Technology: Technological advances in social media has increased awareness in communications of products and messaging
    38. 38. Historical landmarks: The interest in military destinations has increased with recent wars
    39. 39. Economic: The recession has effectively developed properties and its buyers
    40. 40. Political: Government ran properties are perceived to be highly regulated and undesirable for personal use</li></li></ul><li>Driving Forces <br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The State of Virginia <br /><ul><li>The state is taking a lead role in planning because most of the land that Fort Monroe occupies will revert to the Commonwealth when the Army departs. </li></ul>Local Tourism<br /><ul><li>The effort is guided by three priorities; keep Fort Monroe open to the public, respect the rich history of the site and advance economic sustainability.</li></li></ul><li>Strategic business modeling<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    41. 41. Desired Future<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The necessary objectives that the HCVB must implement to successfully reach their desired future:<br /><ul><li> With the cooperation and support from the Fort Monroe Authority, form a transitional team amongst key stakeholders</li></ul> <br /><ul><li> Develop and implement a marketing strategy that will promote the reuse of Fort Monroe </li></ul> <br /><ul><li> Launch the re-opening of Fort Monroe</li></li></ul><li>Critical Success Indicators<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The Critical Success Indicators for HCVB are essential in successfully increasing the economic impact and vitality of Fort Monroe and The Casemate Museum:<br /><ul><li> To have 6 committed members of the transitional team formed by May 2011 to develop a comprehensive transition plan
    42. 42. Effectively implement a marketing strategy by May 2011 that includes methods to assess the needs of the target market
    43. 43. Publicize the re-opening of Fort Monroe and The Casemate Museum which will attract new tourists to the area</li></ul> <br />
    44. 44. Performance<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    45. 45. SWOT ANALYSIS<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The SWOT Analysis identifies a significant number of strengths and opportunities that the HCVB has for successfully marketing Fort Monroe and The Casemate Museum<br />
    46. 46. GAP ANALYSIS<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />HCVB Current State<br />HCVB Future State<br />Encourage support and participation by implementing transitional team to provide direction as the transition approaches<br />Utilize internal media resources to reach community partners that can further communicate direction through local media outlets and town hall meetings<br />Examine the needs of the target market by determining the best communication channels, theme, budget, and evaluation <br />process <br /> Too many key stakeholders are accounted for by the HCVB but are not notified of their inclusion <br /> No official communication has been sent out in regards to the direction of the project to stakeholders or the public<br /> HCVB has not defined a comprehensive marketing and promotion strategy<br />
    47. 47. Action strategy<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    48. 48. Alternative Strategy<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The HCVB has three strategy choices to accomplish their goals of successfully implementing a marketing and promotion strategy<br />Distribute a strong balance of work amongst stakeholders to enforce improved communication about the direction of Fort Monroe and The Casemate Museum<br />Determine the brand positioning for Fort Monroe and The Casemate Museum that will generate visitors, new tourists, international recognition and the overall economic vitality of the area<br />3. Look for ways to sustain the history of the area for the City of Hampton and well as the national Army<br />  <br />
    49. 49. Recommended Strategy<br />Based on the alternative strategies proposed, the <br />recommended strategies consist of three objectives <br />that will aid HCVB in reaching their end goal:<br /><ul><li> Work with key stakeholders to develop a action plan</li></ul>Fort Monroe Authority and Hampton CVB must invite 6-10 invested <br /> individuals to become a member of the Fort Monroe Transitional <br /> Team. <br />Meet with the Transitional Team weekly to develop a <br /> comprehensive transitional plan.<br />Announce the members and the development plan <br /> of the Transitional Team<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    50. 50. Recommended Strategy continued…<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li> Develop and implement a marketing strategy that will </li></ul> promote the reuse of Fort Monroe<br />Assess marketing opportunities by examining the needs of the <br /> target market (i.e. general public and stakeholders)<br />Determine the best communication channels to be used in the <br /> promotion mix<br />3. Establish a theme or message that will provide the goals and <br /> direction for the transition.<br />Create a budget that will ensure promotional funding <br /> is properly allocated.<br />Document the marketing and promotion steps that <br /> will be taken as the transition date approaches and<br /> those elements that will need to be in place <br /> thereafter.<br />Measure the effectiveness of the marketing <br /> strategy by conducting a evaluation process <br /> amongst the target market<br />
    51. 51. Recommended Strategy continued…<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br /><ul><li> Launch the re-opening of Fort</li></ul>Set up a launch committee and subcommittees for various events<br /> vendors, and refreshments<br />Coordinate with other city events to avoid scheduling conflicts <br />Publicize the launch<br />Send out invitations to key government officials<br />Create an agenda for the launch<br />
    52. 52. Action Plan<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    53. 53. Proposed Timeline<br />
    54. 54. Contingency Plan<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    55. 55. Contingency Planning Matrix<br />
    56. 56. Best Case Scenario:<br />Tourist visits increase due to the closing of Fort Monroe Army Base, and residents support the transition<br />Trigger Point:<br />New tourists from the Virginia area have visited Fort Monroe and/or the Casemate museum <br />Recommendation: <br />Provide incentives and special rates for tourists interested in visiting the area attractions <br />Worst Case Scenario:<br />The Fort Monroe Authority and the Hampton CVB does not have a team in place to effectively transition the property<br />Trigger Point:<br />Potential stakeholders have lost interest in project and have moved in another direction opposite of the desire of the Fort Monroe Authority <br />Recommendation:<br /><ul><li>Conduct an official meeting with goals outlined before May 2011
    57. 57. Hire dedicated team to oversee the transition </li></ul>Contingency Plan<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />
    58. 58. Marketing recommendations<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    59. 59. Marketing Recommendations<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The following represents some marketing strategies that could <br />be implemented by the HCVB to promote Fort Monroe and <br />The Casemate Museum:<br /><ul><li> Incorporate social media marketing strategy
    60. 60. Create a Facebook, Twitter and dedicated Fort Monroe</li></ul> Army Base “Launch” website for users to review the <br /> latest transition news or activities<br /><ul><li>To advertise , send one page postcards or </li></ul> newsletters to let prospective local residents and tourists <br /> know how to visit these sites<br /><ul><li>Continually post information on these sites and </li></ul> include a ‘count down stopwatch’ to highlight the <br /> official launch date<br />
    61. 61. Marketing Recommendations continued…<br />Fort Monroe Army Base and The Casemate Museum ASP Plan<br />The following represents some marketing strategies that could <br />be implemented by the HCVB to promote Fort Monroe and <br />The Casemate Museum<br /><ul><li> Partner with local colleges and universities
    62. 62. Encourage partnership by first organizing a ‘pep rally’ during the </li></ul> launch to celebrate the transition amongst local schools<br /><ul><li>Welcome student’s parents to bi-annual school related celebrations</li></ul> to take place on the site<br /><ul><li>Ensure that promotional materials are distributed throughout </li></ul> these events to advertise dedicated website and other <br /> upcoming event information <br />
    63. 63. Conclusion<br />Fort Monroe Army Base & The Casemate Museum ASP Plan<br />
    64. 64. Conclusion<br />Fort Monroe Army Base and Casemate Museum ASP Plan<br />The re-opening of Fort Monroe has the potential for a successful transition as well as being marketed if our recommendations and marketing strategy are taken into consideration. Some key things to remember are:<br /><ul><li>Building better communication between key stakeholders
    65. 65. Launching a celebratory re-opening event
    66. 66. Reach out to the local community
    67. 67. Determine how the closing and reopening will be positioned to the public</li></li></ul><li>Group Disclaimer<br />Fort Monroe Army Base and Casemate Museum ASP Plan<br />We would like to say thank you to the Hampton CVB as well as the Fort Monroe Authority for allowing us to conduct an Applied Strategic Plan for your organizations.<br />Our findings are based on several interviews conducted with some of the key stakeholders involved in this project. Please keep in mind the time frame we were given to work on this project, which also reflects what we are presenting to you.<br />We greatly appreciate the opportunity to work with you and hope that you find our recommendations and presentation useful; and are able to take away some insightful information as you approach your marketing strategy for the re-opening of Fort Monroe. <br /> Thank you,<br /> Kimberley Davidson, Markia Hall, Sharica Smallwood<br />

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