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Fort Monroe Army Base &

The Casemate MuseumApplied Strategic Plan

Recommendations by: Kimberley Davidson, Markia Hall & Sharica Smallwood

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Presentation Outline Introduction Organization OverviewCritical Issue: Background, Definition, Importance

Values ScanOrganizational Structure and CultureStakeholders and their ValuesMission Statement

Environmental ScanInternal Environment Competitive EnvironmentIndustry EnvironmentMacro EnvironmentDriving Forces (Goodstein 1993 p. 179)

Fort Monroe Army Base and The Casemate Museum ASP Plan

Strategic Business ModelingDesired FutureCritical Success Indicators

Performance SWOT Analysis Gap Analysis

Action Strategy Alternative Strategies Recommended Strategy Action Plan Proposed Timeline

Contingency Planning Contingencies identified Best and Worse Cases Trigger Points and Recommended

Corrective ActionsConclusion

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INTRODUCTIONFort Monroe Army Base & The Casemate Museum ASP Plan

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About the Fort Monroe Army Base & The Casemate Museum

The Fort Monroe Army Base 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.

The Casemate MuseumThe 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.

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Critical Issue Hampton CVB (HCVB) would like to promote and market the closing of the Fort Monroe Army base by September 15, 2011.

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 would like to increase visitors to Fort Monroe Army Base and the Casemate Museum before September 15, 2011

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VALUES SCANFort Monroe Army Base & The Casemate Museum ASP Plan

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HistoryIn 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.

Organizational StructureThe 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.

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.

Their mission is to increase tax revenues and the total economic impact of the travel industry on Hampton by promoting Hampton as a destination.

Organizational Structure and CultureFort Monroe Army Base and The Casemate Museum ASP Plan

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Stakeholders Internal to

HCVB HCVB staff members

Internal to FMAFort Monroe Authority marketing staff

External to HCVB & FMALocal historians

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.

External to HCVB & FMA

Tourism Personnel

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ADVOCACY• To provide a voice in the

marketplace of ideas, facts, and viewpoints to aid informed public debate.

HONESTY• To adhere to the highest

standards of accuracy and truth in advancing the interests of those they represent and in communicating with the public.

EXPERTISE• To advance the

profession through continued professional development, research, and education.

Core Values

INDEPENDENCE•To provide objective counsel to those they represent

LOYALTY•To be faithful to those they represent, while honoring their obligation to serve the public interest.

FAIRNESS•To deal fairly with clients, employers, competitors, peers, vendors, the media, and the general public.

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Mission Statement

Current Mission StatementTo 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 Mission Statement 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.

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ENVIRONMENTAL SCANFort Monroe Army Base & The Casemate Museum ASP Plan

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Environmental Scan: Internal

• Competitive environment• Lack of structure for said project • Communication has been delayed within organization• Strong Business and local relationships• Creative Team dynamic • Rich History

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Environmental Scan: Competitive

• Phoebus Historic District • Special Interest Groups• Historic Tour Operators• National Park Service

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Environmental Scan: Industry

• High potential area for redeveloped growth• Hampton CVB is seen as experts in the industry • High probability for corporate partnerships• Fort Monroe Authority consolidated to serve as a facilitator over the project

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Environmental Scan: Macro •Socio/cultural : Military Families and historic mix used space has trended in residential environments•Technology: Technological advances in social media has increased awareness in communications of products and messaging •Historical landmarks: The interest in military destinations has increased with recent wars •Economic: The recession has effectively developed properties and its buyers •Political: Government ran properties are perceived to be highly regulated and undesirable for personal use

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Driving Forces

The State of Virginia 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.

Local TourismThe effort is guided by three priorities; keep Fort Monroe open to the public, respect the rich history of the site and advance economic sustainability.

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STRATEGIC BUSINESS MODELING

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Desired Future

With the cooperation and support from the Fort Monroe Authority, form a transitional team amongst key stakeholders  Develop and implement a marketing strategy that will promote the reuse of Fort Monroe   Launch the re-opening of Fort Monroe

The necessary objectives that the HCVB must implement to successfully reach their desired future:

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Critical Success Indicators

To have 6 committed members of the transitional team formed by May 2011 to develop a comprehensive transition plan

Effectively implement a marketing strategy by May 2011 that includes methods to assess the needs of the target market

Publicize the re-opening of Fort Monroe and The Casemate Museum which will attract new tourists to the area

 

The Critical Success Indicators for HCVB are essential in successfully increasing the economic impact and vitality of Fort Monroe and The Casemate Museum:

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PERFORMANCEFort Monroe Army Base & The Casemate Museum ASP Plan

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SWOT ANALYSIS

The SWOT Analysis identifies a significant number of strengths and opportunities that the HCVB has for successfully marketing Fort Monroe and The Casemate Museum

Strengths: Revenue generating department for

the city of Hampton Very experienced and knowledgeable

staff that actively promote the city of Hampton for convention and meeting busines

Has media staff that promotes the city of Hampton to travel trade

Has writers and publications to showcase what Hampton has to offer for the convention and leisure traveler

Weakness: Too many key stakeholders are

accounted for by the HCVB but are not notified of their inclusion

No official communication has been sent out in regards to the direction of the project

Phoebus Civic Club has been named a lead partner, but has several oppositions to the project

No clear marketing strategy to promote the reuse of Fort Monroe

Opportunities: To bring a new type of tourist to the

Hampton area Showcase the history of Hampton Bring new jobs into the community Build new business relationships Increase economic impact for

Hampton area

Threats: Lack of collaboration amongst key

stakeholders can impair the HCVB efforts to promote/market Fort Monroe

Support from local residents that are opposed to the traffic and other factors that may disrupt the community

Receptiveness of the HCVB marketing and promotion campaign

Military Historians opposed to said project

The National Park Service may have opposing plans to the closing

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GAP ANALYSISHCVB Current State

Too many key stakeholders are accounted for by the HCVB but are not notified of their inclusion

No official communication has been sent out in regards to the direction of the project to stakeholders or the public

HCVB has not defined a comprehensive marketing and promotion strategy

HCVB Future State

Encourage support and participation by implementing transitional team to provide direction as the transition approaches

Utilize internal media resources to reach community partners that can further communicate direction through local media outlets and town hall meetings

Examine the needs of the target market by determining the best communication channels, theme, budget, and evaluation process

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ACTION STRATEGYFort Monroe Army Base & The Casemate Museum ASP Plan

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Alternative Strategy

1. Distribute a strong balance of work amongst stakeholders to enforce improved communication about the direction of Fort Monroe and The Casemate Museum

2. 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

3. Look for ways to sustain the history of the area for the City of Hampton and well as the national Army

 

The HCVB has three strategy choices to accomplish their goals of successfully implementing a marketing and promotion strategy

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Recommended Strategy

Based on the alternative strategies proposed, the recommended strategies consist of three objectives that will aid HCVB in reaching their end goal:

Work with key stakeholders to develop a action plan1. Fort Monroe Authority and Hampton CVB must invite 6-10 invested

individuals to become a member of the Fort Monroe Transitional Team.

2. Meet with the Transitional Team weekly to develop a comprehensive transitional plan.

3. Announce the members and the development plan of the Transitional Team

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Recommended Strategy continued…

Develop and implement a marketing strategy that will promote the reuse of Fort Monroe

1. Assess marketing opportunities by examining the needs of the target market (i.e. general public and stakeholders)

2. Determine the best communication channels to be used in the promotion mix

3. Establish a theme or message that will provide the goals and direction for the transition.

4. Create a budget that will ensure promotional funding is properly allocated.

5. Document the marketing and promotion steps that will be taken as the transition date approaches andthose elements that will need to be in place thereafter.

6. Measure the effectiveness of the marketing strategy by conducting a evaluation process amongst the target market

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Recommended Strategy continued…

Launch the re-opening of Fort1. Set up a launch committee and subcommittees for various events

vendors, and refreshments2. Coordinate with other city events to avoid scheduling conflicts 3. Publicize the launch3. Send out invitations to key government officials4. Create an agenda for the launch

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Action Plan

Phase Tasks to be Performed Responsible Party

First Phase1.1 Fort Monroe Authority and Hampton CVB must invite 6-10 invested individuals to become a member of the Fort Monroe Transitional Team.

Fort Monroe Authority

1.2. Meet with the Transitional Team weekly to develop a comprehensive transitional plan.

Fort Monroe Authority

1.3 Announce the members and the development plan of the Transitional Team.

Hampton CVB

Second Phase2.1 Assess marketing opportunities by examining the needs of the target market (i.e. general public and stakeholders).

Hampton CVB

2.2 Determine the best communication channels that should be used to promote Fort Monroe and the resources which will be used in the promotion mix.

Hampton CVB

2.3 Establish a theme or message that will provide the goals and direction for the transition.

Hampton CVB

2.4 Create a budget that will ensure promotional funding is properly allocated.

Hampton CVB

2.5 Document the marketing and promotion steps that will be taken as the transition date approaches and those elements that should be implement thereafter

Hampton CVB

2.6 Measure the effectiveness of the marketing strategy by conducting a evaluation process amongst the target market

Hampton CVB

Third Phase3.1 Set up a launch committee and subcommittees’ for various events and refreshments.

Hampton CVB

3.2 Coordinate with Hampton CVB to avoid conflicts of other city events

Fort Monroe Authority

3.3 Publicize the Launch Hampton CVB3.4 Send out invitations to key government officials Hampton CVB3.5 Create an agenda for the launch Hampton CVB/Fort

Monroe Authority

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Tasks to be PerformedTimeline to complete tasks between May – September 2011

May 1-15 May16-31

June1-15

June16-30

July1-15

July16-31

Aug1-15

Aug16-31

Sept1-15

Sept16-30

Form the Fort Monroe Transitional TeamFort Monroe Authority and Hampton CVB must invite 6 invested individuals to become a member of the Fort Monroe Transitional Team. Meet with the Transitional Team weekly to develop and execute a comprehensive transitional plan. Announce the members and the development plan of the Transitional Team.Develop and implement a marketing strategy Assess marketing opportunities by examining the needs of the target market (i.e. general public and stakeholders).Determine the best communication channels that should be used to promote Fort Monroe and the resources which will be used in the promotion mix. Establish a theme or message that will provide the goals and direction for the transition.Create a budget that will ensure promotional funding is properly allocated.Document the marketing and promotion steps that will be taken as the transition date of Fort Monroe approaches and those elements that will need to be in place thereafter.

Measure the effectiveness of the marketing strategy by conducting a evaluation process amongst the target marketLaunch the re-opening of Fort MonroeSet up a launch committee and subcommittees f or various events and refreshments.Coordinate with Hampton CVB to avoid conflicts of other city eventsPublicize the LaunchSend out invitations to key government officialsCreate an agenda for the launch

Proposed Timeline

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CONTINGENCY PLANFort Monroe Army Base & The Casemate Museum ASP Plan

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Internal ExternalVulnerability • Lack of Communication of

development and transition plan

• No committee set in place• Marketing has been delayed

regarding closures

• The Phoebus community is uninformed of plans that effect their property

• Historians and advocates for Fort Monroe have opposed potential plans

• Date of property closure has not been promoted to the community

• Soldiers and their families are vulnerable to the transition due to no direction

• Stakeholders not on board with transition of property

Opportunity • Marketing/ PR Professional is in place to start working on plans

• Stakeholders are ready and available to commit to a transition committee

• Fort Monroe has committed to making this a successful transition by September 2011

• Fort Monroe Authority (FMA) will assume full direction, responsibility and funding for the Casemate Museum after the army base closes

• No direct competition for tourist traffic during transition period due to the Hampton CVB partnership

• Phoebus Business leaders are excited about possible economic growth

• Casemate Museum will be open and museum collections will remain on display after the transition

• High Level of residential development for property owners and families

Contingency Planning Matrix

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Tourist visits increase due to the closing of Fort Monroe Army Base, and residents support the transition

Trigger Point:New tourists from the Virginia area have visited Fort Monroe and/or the Casemate museum Recommendation: Provide incentives and special rates for tourists interested in visiting the area attractions

Worst Case Scenario:The Fort Monroe Authority and the Hampton CVB does not have a team in place to effectively transition the property

Trigger Point:Potential stakeholders have lost interest in project and have moved in another direction opposite of the desire of the Fort Monroe Authority

Recommendation:•Conduct an official meeting with goals outlined before May 2011

•Hire dedicated team to oversee the transition

Contingency PlanFort Monroe Army Base and The Casemate Museum ASP Plan

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MARKETING RECOMMENDATIONS

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Marketing Recommendations

The following represents some marketing strategies that could be implemented by the HCVB to promote Fort Monroe and The Casemate Museum:

Incorporate social media marketing strategy• Create a Facebook, Twitter and dedicated Fort Monroe

Army Base “Launch” website for users to review the latest transition news or activities

• To advertise , send one page postcards or newsletters to let prospective local residents and tourists know how to visit these sites

• Continually post information on these sites and include a ‘count down stopwatch’ to highlight the official launch date

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Marketing Recommendations continued…

The following represents some marketing strategies that could be implemented by the HCVB to promote Fort Monroe and The Casemate Museum

Partner with local colleges and universities• Encourage partnership by first organizing a ‘pep rally’ during the

launch to celebrate the transition amongst local schools• Welcome student’s parents to bi-annual school related celebrations

to take place on the site• Ensure that promotional materials are distributed throughout

these events to advertise dedicated website and other upcoming event information

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CONCLUSIONFort Monroe Army Base & The Casemate Museum ASP Plan

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ConclusionFort Monroe Army Base and Casemate Museum ASP Plan

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:Building better communication between key stakeholdersLaunching a celebratory re-opening event Reach out to the local communityDetermine how the closing and reopening will be positioned to the public

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Group DisclaimerFort Monroe Army Base and Casemate Museum ASP Plan

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.

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.

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.

Thank you, Kimberley Davidson, Markia Hall, Sharica Smallwood