WK4 Paper_RAMIREZ ARAMIS X

Increasing Patronage: Communications Planning for the U.S. Navy Seabee Museum
[Week 4 Final Paper]
Aramis X. Ramirez
National University
COM 630
Ms. Kerri Webb
September 24, 2015

Increasing Patronage: Communications Planning for the U.S. Navy Seabee Museum
INTRODUCTION
The U.S. Navy Seabee Museum announced in February 2015 that the museum
was selected as the site for a commemoration marking the 75th anniversary of the Seabee
community (Ramirez, 2015, par. 1). Since World War II, the Seabee Museum has
respected the service of Seabees by collecting, storing, and displaying documents and
artifacts that communicate their honorable service and sacrifices to the general public.
Naval history is an important part of the overall history of the U.S., and so too is the
history of its construction force, from which its members often served as the only
representatives of this nation to third world regions in need of humanitarian assistance.
Categorized as both fighter and builder, the Seabees’ “Can Do!” spirit is reflected in the
spaces of the museum, which are shaped by their stories.
The need for a proper communications plan to advance the messaging of the
museum presented itself when it was discovered that the simple knowledge of location
was still not yet known by patrons who were visiting the museum since it opened the
doors to its new facility in the Spring of 2012. This plan seeks out to identify the key
targets and the appropriate messages that detail the mission, location, and plans for the
future for the museum. Additionally, it will identify tactics that will accomplish
communications objectives, and define the measurements by which success will be
gauged. Lastly, costs, budgeting and analysis will be presented that will outline the
spending parameters in executing the tactics necessary to accomplish the objectives. This
plan will conclude with recommendations based on revenue gained or loss and the effect
such will have on the overall objectives.

SITUATION ANALYSIS
The mission of the U.S. Navy Seabee Museum is to collect, preserve, and present
all historical material relating to the Navy’s construction force, better known as the
Seabees. The museum in Port Hueneme has existed in parallel to the Seabee Community
because of the Navy base’s nature as a storage depot for deploying units heading out to
construct bases or rebuild communities all over the world since World War II.
The first challenge the museum contends with currently is brand positioning. The
Seabee Museum was not absorbed into the Naval History and Heritage Command
(NHHC) until 2006 when NHHC was established. As a result, two other independently
owned and operated museums have positioned themselves as the “official” Seabee
Museum, residing in the other historical Seabee locations of Gulfport, Mississippi and
Davisville, Rhode Island. This creates an external conflict for potential patrons and
donors who simply wish to visit or donate to the “official” Seabee Museum.
The second challenge for the museum was overcoming the visitation challenge
that presented itself when the museum’s first locations were within the confines of Naval
Base Ventura County, Port Hueneme. Access became severely restricted, most especially
after the events of September 11, 2001. Since then, a new building was constructed and
reopened outside of the base perimeter for easy access, but through survey and face-to-
face communication, it was discovered that patrons remain unaware of the new location
outside of the base.
In 2014, travel and tourism in California saw an upward trend to the tune of 3.6%
from 2013 to $117 billion (Dean Runyan Associates, 2014, p. 11). This presents an
excellent opportunity for the museum to capitalize on regional tourism, as it is currently

the only official military history museum in the southwest region of the nation. That
marketing opportunity and message should bode well for older travelers the museum
often sees visiting the museum, many of who are former Seabees.
KEY TARGETS
There are several key targets for the museum based on visitation monitoring,
survey collection, and face-to-face interactions:
 Retired Veterans/Seabees – this group can also be further broken down
into era of service to include WWII era (of which there are few patrons
remaining in that age group), Vietnam Conflict era, and Persian Gulf
Conflict era;
 Current Service Members – the second largest group that frequents the
museum, often current Seabees wishing to learn about operations and
humanitarian efforts of Seabee generations prior; this also includes their
families;
 Public Education (Students/Teachers) – Various presentations at the
museum were developed to accommodate local community school
curriculum, specifically with regard to the topics of Science, Technology,
Engineering, and Match (STEM).
COMMUNICATIONS OBJECTIVE
To better inform the public of the mission of the U.S. Navy Seabee museum in
collecting, preserving, and presenting the legacy of Seabee service that will be enjoyed
for generations to come.

TACTICS, METRICS & MEASUREMENTS
Summary
Appendix (A) offers a chart presentation of the following measurement information. The
common tool for most tactics, tracking, and success measurement analysis will be the
Internet and Google Analytics by extension. Landing pages with unique URLs can be
deployed on different informational products based on their targets, distribution locations,
and the events for which they are promoting. These unique URLs offer a cost effective
means of discovering what events or locations are more useful in prompting patron
interest in the museum itself as well as online content. The marketing mix relies on both
online measurements and traditional in-person tracking such as the hand count numbers
conducting by front desk personnel. The goals are set at modest lower percentages based
on previous year performance, or to set a reachable standard that can act a baseline for
future measurements that can easily be adjusted. For in person analysis, patrons visiting
the museum can be asked and encouraged to participate in paper or online surveys to
assess what brought them into the museum as well as what might entice them to return.
Tactic One: Develop roll-up travel displays, both large and tabletop sized. These
displays will highlight exhibit offerings and the mission of the museum with a link to a
landing page.
Measure 1: Web hits to hyperlink
Measure 2: Bounce rate on web page
Measure 3: Head count of people directly contacted where displays are
visible for baseline

12-Month Goal: At least 50% of people engaged will make their way to the
landing page
Measurement Source(s): Google Analytics for landing page and other web
activity
Tactic Two: Network with live event coordinators to ensure placement for informational
displays and materials. These events will include ceremonies hosted by veterans,
normally around historical dates of significance such as Veteran’s Day.
Measure 1: Web hits for special landing pages created for each live event
Measure 2: Click through rates to other web properties from landing page
Measure 3: Database tracking for communication with new and prospect
contacts
12-Month Goal: At least 50% of people engaged exploring the event landing
pages; make at least one genuine contact per month
Measurement Source(s): Google Analytics for web activity; excel or access
database tracking for leads
Tactic Three: Draft and distribute content for online channels, which will include
informational presentations for live events where the museum will have a presence.
Measure 1: Facebook likes/shares
Measure 2: Re-tweets/shares
Measure 3: Web views for archived video content
12-Month Goal: Increase Facebook shares by 20%
Measurement Source(s): Social channel native analytics (Facebook
Insights, Twitter analytics, etc.); Google Analytics for web pages

Tactic Four: Create marketing cards or flyers for printed distribution at veteran offices
and business such as local chapters of military associations, Veterans Affairs, and other
places frequented by veterans. Each group of cards/flyers will have a unique URL for
tracking purposes.
Measure 1: Web activity based on unique URLs
Measure 2: Bounce rate of landing page visitation
Measure 3: Museum visitation prompted by flyers/cards
12-Month Goal: Increase visitation for the museum by 20% in one year
Measurement Source(s): Guest tracking by front desk coordinators; Google
Analytics for web activity
Tactic Five: Build information kits, or giveaway bags complete with the following
elements for distribution at publicly attended events:
a. Information cards about the Seabee and its offerings
b. Flyers for any current or planned events
c. Information about social media networking to communicate and engage
the public directly
Measure 1: Facebook Page Likes
Measure 2: Twitter Follows
Measure 3: Web page visitation from URL on flyers
12-Month Goal: Increase followers on Facebook by 20%
Measurement Source(s): Native social channel analytics (Facebook
Insights, Twitter analytics, etc.)

Tactic Six: Identify key influencers online offering them informational assets that will
entice a positive influence on their opinions with their publics/followers about the
museum.
Measure 1: Influencer content (number of related posts)
Measure 2: Influencer engagement (their follows, views, shares)
Measure 3: Direct referrals from influencer web properties to the museum’s
web sites
12-Month Goal: Increase reader interest for museum content via influencers
by 15%
Measurement Source(s): Social channel tracking (page/video views);
Google analytics for referral tracking
Tactic Seven: Communicate ideal locations such as online (Facebook, the museum’s
blog, etc.) to express views, questions, or suggestions.
Measure 1: Blog comments
Measure 2: Facebook comments
Measure 3: Responses via suggestion box/survey within the museum space
12-Month Goal: Increase patron response to 25% (up from the current 20%
response rate).
Measurement Source(s): Social channels, Survey Monkey

COSTS: ITEMIZATION & BREAK-EVEN ANALYSIS
Before calculating costs of each tactic, it is necessary to explain a few of the
tabulations with regard to costs. Because a majority of the tactics require online, digital,
or Internet-related methods, and because all these share resources, it is then first required
to calculate the cost of the entirety of online content development before taking into
consideration the cost of each tactic that will use a portion of those methods’ resources
and funding. Table (1) itemizes the costs associated with online content development:
Item/Service
Cost in Full (1-
Year)
Cost for 6 Months
Graphic
Programming
$599.88 $299.94
Image Processing
Equipment
(Computer – cost
split over two years
at $699 each year)
$699 $349.50
Proof Materials
(Paper, printer ink)
$528.95 $264.48
Flickr Pro
(subscription at
$21/year)
$21 $10.50
WordPress hosting
services ($299/year)
$299 $149.50
TOTAL 2147.83 $1073.915
Table (1) Online Content Costs
The Seabee Museum is tricky for calculations because it is a federal entity,
meaning it acts like a non-profit, without actually being a non-profit. This means, as a
federal entity, there are no revenues to be gained, and there are laws that prohibit

solicitation for donation, fundraising of any kind, or spending money (taxpayer dollars)
on traditional operational elements as marketing and advertising (certain exceptions
apply). We have to get creative in how we generate awareness. The money we deal with
comes from our operational funding distributed by our headquarters, the Naval History
and Heritage Command based in Washington, D.C. The operational funding amount
varies based on performance and is shared with nine other museums.
In fiscal year 2015, the museum received an initial operational stipend of
approximately $54,000, from which $6,000 was allotted to outreach and marketing. Since
the overall goal is simply to increase visitation, we can apply a dollar amount to each pair
of feet that walk through the door. Each museum at NHHC desires to maintain funding as
well as increase it in order to build new exhibits, offer more public programs, and
maintain the grounds to include archival and collection facilities.
$54,000 was granted at the start of the fiscal year based on the visitation of the
previous year, which was just under 24,000 people; or, roughly a $2.25 dollar value for
each person who visited. This also means the museum averaged roughly 2K visitors per
month, or $4,500 in equivalency value. In FY2015, the visitation currently stands at
25,545 or roughly $57,476 in visitation value. As such, gross margin is calculated based
on these figures in Figure (1):
Gross Margin = (Revenue – Cost of
Goods Sold) / Revenue
=
($57,546 - $6,000) / $57,546 =
89.6% Gross Margin
Figure (1) Gross Margin
Each tactic will be analyzed to discern foreseeable costs, break-even figures and
evaluate their potential over a six-month period. The break-even revenue will be broken

down in terms of a dollar value, and the patron visitation value applied to that dollar
amount.
Tactic One: Develop roll-up travel displays, both large and tabletop sized. These
displays will highlight exhibit offerings and the mission of the museum with a link to a
landing page.
Item/Service Cost
Graphic
Programming ( 1/7
of 6-month cost
from Table 1)
$42.85
Image Processing
Equipment ( 1/7 of
6-month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
1/7 of 6-month cost)
$37.78
Printing/Fabrication
(2 full length vinyl
displays at $350
each and 2 table top
at $130 each – even
split with tactic 2)
$480
WordPress site
hosting services 1/7
of 6-month cost)
$21.35
TOTAL $631.91
Table (2) Tactic One Costs
Break-even calculates as follows:
Break-Even Revenue $ = Fixed Cost $ /
Contribution Margin %
=
$631.91 / .896 =
$705.25, or 313 visitors
Figure (2) Break-even Tactic One

Online resources are shared with other tactics from the overall costs estimated in
Table (1). Because the vinyl pullouts will also be used as part of tactic two, the cost can
be evenly split between the two as a shared cost. Additionally, because they are vinyl,
they can be reused for future use so their value extends beyond the scope of this
particular tactic.
Tactic Two: Network with live event coordinators to ensure placement for informational
displays and materials. These events will include ceremonies hosted by veterans,
normally around historical dates of significance such as Veteran’s Day.
Item/Service Cost
Graphic
Programming ( 1/7
of 6-month cost
from Table 1)
$42.85
Mileage to Events
average 20miles at
$0.18/mile; 5 events,
3 people per event
$54
Proof Materials
(Paper, printer ink
$37.78
(2 full length vinyl
displays at $350
each and 2 table top
at $130 each – even
split with tactic 1)
$480
WordPress site
of 6-month cost)
$21.35
TOTAL $635.98

=
$635.98/ .896 =
Figure (3) Break-even Revenue Tactic Two
Continuing with computer and online work, what is added in this tactic is the
estimation for mileage for travel. This is under the presumption that those traveling to
events to meet with promoters and coordinators for various veteran-centric events will be
using a personally owned vehicle (POV). Government employees, in the absence of a
government vehicle, are entitled to reimbursement for mileage when traveling for work
purposes and that money comes from activity from which their work applies. As
mentioned, the vinyl pullouts produced in tactic one are also used as part of this tactic, so
that shared cost is also included in Table (3).
Tactic Three: Draft and distribute content for online channels, which will include
informational presentations for live events where the museum will have a presence.
Item/Service Cost
Graphic
Programming (1/7 of
6-month cost from
Table 1)
$42.85
Image Processing
Equipment (1/7 of 6-
month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
$37.78
Flickr Pro
Subscription
(1/3 of 6-month
cost)
$3.5

WordPress site
hosting services
( 1/7 of 6-month
cost)
$21.35
TOTAL $155.41
=
$155.41/ .896 =
Figure (4) Break-even Revenue Tactic Three
Tactic three is solely online work, which shares a cost with most other tactics
from the overall costs in Table (1). As such, low costs means the break-even revenue will
be lower and easier to meet. This is also why a bulk of communication methods and even
other tactics in this discussion centers on digital marketing. The impact and reach for the
investments put into digital are exponential. The hidden added benefit is that because a
lot of the local schools have live-view technology in the classrooms, we can offer virtual
tours and host a myriad of online discussions with educators and their students that down
the road will eventually lead to field trips to the museum to view the rest of the
collection.
Tactic Four: Create marketing cards or flyers for printed distribution at veteran offices
and business such as local chapters of military associations, Veterans Affairs, and other
places frequented by veterans. Each group of cards/flyers will have a unique URL for
tracking purposes.

Item/Service Cost
Graphic
Programming ( 1/7
of 6-month cost
from Table 1)
$42.85
Image Processing
Equipment ( 1/7 of
6-month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
$37.78
(3 variants printed at
$0.07each per 1000
printed)
$210
WordPress site
of 6-month cost)
$21.35
TOTAL $361.91
=
$361.91 / .896 =
Figure (5) Break-even Revenue Tactic Four
This tactic focuses digital and design efforts on more traditional print media in the
form of flyer cards, or “rack” cards, as the tourism industry calls them. This URLs for
each of the three variants will enable Google Analytics to track which sources are more
successful in reaching targets with these rack cards. Production costs for the cards are
then included in the costs. The vendor normally used to produce the cards for the
museum offers free shipping and distribution to any location for print orders 1000 or
greater, including multiple locations, so no added costs are included in that regard.

Tactic Five: Build information kits, or giveaway bags complete with flyers, swag
wristband, pencil, business card:
Item/Service Cost
Graphic
Programming ( 1/7
of 6-month cost
from Table 1)
$42.85
Image Processing
Equipment ( 1/7 of
6-month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
$37.78
Fabrication:
Pencils ($0.07/1000)
Bands ($0.59/1000)
Bags ($0.35/1000)
Flyer ($0.07/1000)
Business Card
$20/1000
$1,100
WordPress site
of 6-month cost)
$21.35
TOTAL $1,251.91
=
$1,251.91 / .896 =
$1,397, or 620 visitors
Figure (6) Break-even Revenue Tactic Five
Tactic five requires the highest budget with regard to disposable marketing
products. Swag bags with pencils, wristbands, cards and flyers are all associated with the
high $1,100 production cost that also includes the cost of the tote bag. Because these are

distributed at the events where the vinyl pullouts in tactic two will be displayed, we can
estimate giving out around 250 per event, which will cover four events. Giving out more,
or adding another event will of course raise the tactic cost. The goal will be to reach more
people through face-to-face interactions, which will demonstrate a more personable
presence in the local community.
Tactic Six: Identify key influencers online offering them informational assets that will
entice a positive influence on their opinions with their publics/followers about the
museum.
Item/Service Cost
Graphic
Programming (1/7 of
6-month cost from
Table 1)
$42.85
Image Processing
month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
$37.78
Flickr Pro
Subscription
(1/3 of 6-month
cost)
$3.5
WordPress site
hosting services
( 1/7 of 6-month
cost)
$21.35
TOTAL $155.41

=
$155.41/ .896 =
Figure (7) Break-even Revenue Tactic Six
Tactic six is similar to networking in tactic two, but this time it is solely online.
Influencer programs online offer a great low-cost way to identify key spokespersons
online that are highly regarded in their respective communities. They are vocal about
issues, events, and share opinions, often with hundreds of followers or viewers.
Informational assets they often seek from a historical institution are documents,
photographs and information associated with service members (that is releasable, and not
personal information) and the time and location in which they served. They share stories
with their followers and this presents an excellent opportunity to reach out to those
followings to inform them about the museum and what it has to offer patrons.
Tactic Seven: Communicate ideal locations such as online (Facebook, the museum’s
blog, etc.) to express views, questions, or suggestions.
Item/Service Cost
Graphic
Programming (1/7 of
6-month cost from
Table 1)
$42.85
Image Processing
month cost from
Table 1)
$49.93
Proof Materials
(Paper, printer ink
$37.78

Flickr Pro
Subscription
(1/3 of 6-month
cost)
$3.5
WordPress site
hosting services
( 1/7 of 6-month
cost)
$21.35
TOTAL $155.41
=
$155.41/ .896 =
Figure (8) Break-even Revenue Tactic Seven
Capturing public opinion is often challenging in the real world, thus siphoning a
portion of the online efforts to survey actual or potential patrons will help identify where
the museum staff is succeeding and missing the mark. Because the resources are shared
with other tactics, the cost is low and the break-even is minimal and can be made up
within a few days of operability.
CLOSING REMARKS
A bird’s eye view of the seven tactics reveals a communications plan heavily
reliant on digital communications. This is because the cost to communicate online is
much lower than other methods. But, those other methods are included because one
cannot forsake the power of being able to look into someone eye’s directly as you
communicate about a cause. Just because online communications has seemingly taken
over and how useful that can be in terms of reach and influence, this also means that

personable interaction is more meaningful and precious. So while costs might be higher
to attend live events, the face-to-face interactions have an equally important impact than
those made in the online space. It is vital to have a good mix of communication strategies
that include both online and in-person interaction opportunities.
This plan aimed at outlining several tactics with the overall goal to increase
museum patronage. But patronage is more than just people walking through the doors of
the museum. It is also in the support of online communities, through the donations the
supporting foundation receives, and through the maintenance and increase of operational
funding from NHHC headquarters. This emphasizes the earlier point about the mix of
tactics that reach people in different ways and for the museum, in ways that meet the
restrictions of government policy.

References
Dean Runyan Associates (2015, April). California Travel Impacts 1992-2014. Visit
California pp. 10-15. Sacramento, CA
Ramirez, A. (2015, February 4). Museum advisory council green-lights 75th Seabee
anniversary plans for March 2017. Accessed August 8, 2015 from
http://www.history.navy.mil/news-and-events/news/2015/february-2015/museum-
advisory-council-green-lights-75th-seabee-anniversary-pla.html
Ramirez, A. (2015, June 6). Seabee Museum launches new youth-oriented STEM Center.
Accessed August 8, 2015 from
http://www.navy.mil/submit/display.asp?story_id=87527

Appendix (A): Measurements & Metrics Chart
Tactic Measures Goals (12 Months) Source of Measure(s)
Develop roll-up travel
displays,both large and
tabletop sized. These
displays will highlight
exhibit offerings and the
mission of the museum
with a link to a website
to track patron interest.
 Web Hits to
Hyperlink
 Bounce Rate on
web page
 Head count of
people directly
contacted where
these displays are
visible
At least 50% of
those engaged
visiting the
website/landing
page
 Native Page
Analytics
 Google
Analytics Reports
 Attendance
reports from the
events where displays
are visible
Network with live event
coordinators to ensure
placement for
informational displays
and materials. These
events will include
ceremonies hosted by
veterans,normally
around historical dates
of significance such as
Veteran’s Day.
 Web hits for
special landing
pages created for
each live event
 Click through
rates to other web
properties from
landing page
 Database
tracking for
communication with
new and prospect
contacts
At least 50% of
people engaged
exploring the
event landing
pages; make at
least one genuine
contact per
month
 Google Analytics
for web activity;
 Excel or access
database tracking for
leads
Draft and distribute
content for online
channels,which will
include informational
presentations for live
events where the
museum will have a
presence.
 Facebook
likes/shares
 Re-
tweets/shares
 Web views for
archived video
content
Increase
Facebook shares
by 20%
 Social channel
native analytics
(Facebook Insights,
Twitter analytics,
etc.);
for web pages
Create marketing cards
or flyers for printed
distribution at veteran
offices and business
such as local chapters of
military associations,
Veterans Affairs, and
other places frequented
by veterans.Each group
of cards/flyers will have
a unique URL for
tracking purposes.
 Web activity
based on unique
URLs
 Bounce rate of
landing page
visitation
 Museum
visitation prompted
by flyers/cards
Increase
visitation for the
museum by 20%
in one year
 Guest tracking
by front desk
coordinators;
for web activity
Build information kits,
or giveaway bags
complete with the
following elements for
distribution at publicly
attended events:
 Facebook Page
Likes
 Twitter Follows
 Web page
visitation from URL
on flyers
Increase
followers on
Facebook by
20%
 Native social
channel analytics
(Facebook Insights,
Twitter analytics, etc.)

d. Information
cards about the
Seabee and its
offerings
e. Flyers for any
current or
planned events
f. Information
about social
media
networking to
communicate
and engage the
public directly
Identify key influencers
online offering them
informational assets that
will entice a positive
influence on their
opinions with their
publics/followers about
the museum.
 Influencer
content (number of
related posts)
 Influencer
engagement (their
follows, views,
shares)
 Direct referrals
from influencer web
properties to the
museum’s web sites
Increase reader
interest for
museum content
via influencers
by 15%
 Social channel
tracking (page/video
views);
 Google analytics
for referral tracking
Communicate ideal
locations such as online
(Facebook, the
museum’s blog, etc.) to
express views,
questions,or
suggestions.
 Blog comments
 Facebook
comments
 Responses via
suggestion
box/survey within
the museum space
Increase patron
response to 25%
(up from the
current 20%
response rate).
 Social channels;
 Survey Monkey

WK4 Paper_RAMIREZ ARAMIS X

Recommended

Recommended

More Related Content

Similar to WK4 Paper_RAMIREZ ARAMIS X

Similar to WK4 Paper_RAMIREZ ARAMIS X (20)

WK4 Paper_RAMIREZ ARAMIS X