HomeMy WebLinkAbout15- TRA Strategic and tactical economic development marketing plan
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Technical Proposal
City Clerk
agenda@bozeman.net
(406) 582‐2320
Chris Kukulski, City Manager
City of Bozeman
PO Box 1230
Bozeman, MT 59771
(406) 582‐2306
Proposal Due Date: Tuesday, December 1, 2015 / 4:00 PM
Technical Proposal Prepared By:
The Research Associates (TRA)
165 Broadway, Suite 2301
New York, NY 10006
Primary Contact
Sung Lee
Dir. 212.868.5178
Main. 212.868.5100
Email. swlee@Theresearch.com
Fax. 212-202-3669
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Table of Contents
Brief Summary ............................................................................................................ 2
Background ................................................................................................................ 2
Project Understanding and Relevance Experience ......................................................... 3
Unique Selling Proposition .............................................................................................. 6
Outline of Proposed Process for the Development of the Strategic Plan....................... 8
Phase 1: Orientation ....................................................................................................... 8
Phase 2: Gather and Review Strategic Background Information ................................... 8
Phase 3: Strategy Briefing ............................................................................................... 9
Phase 4: COB Strategic Planning Workshop ................................................................. 10
Phase 5: Strategy Report .............................................................................................. 10
Phase 6: Strategy Performance Review Support .......................................................... 13
Management ............................................................................................................ 15
References ................................................................................................................ 17
ATTACHMENT A: NON‐DISCRIMINATION AFFIRMATION FORM .................................. 18
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Brief Summary
The Research Associates, subsequently referred to as “TRA”, is a New York City based
marketing research and strategic consulting firm. TRA is one of the leaders in the field
of market research and strategic planning services. Since the 1990’s, TRA consultants
have been engaged in several significant strategic planning projects including The City of
New York, U.S. Department of Commerce, U.S. Department of Defense – Biometrics,
Walt Disney Parks and Resorts, LG, Universal Studios Parks and Resorts to name a few.
Our experience has allowed us to develop and master methodologies that would
uniquely position and enable us to update and prioritize The City of Bozeman’s (“COB”)
strategic programs and objectives and produce a strategic plan.
Background
Guiding Principles
TRA’s company mission is to offer relevant and actionable deliverables by 1) using
language/terms our clients understand, 2) reflecting our clients’ needs, and 3) providing
actionable stakeholder insights, not just stakeholder data.
TRA’s Strategic Framework
Tourist
Research Strategic
Analysis
Key Marketing
Success
Factors
Marketing
Advertising
Business
Development
Policies
Constant Communications and Monitoring
Phase II
Analysis Phase I
Review Phase III
Strategy
Research
Strategic
Analysis
Key
Success
Factors
Plan
Initiatives
Monitoring
Policies
Process Optimization
Phase II
Analysis Phase I Phase III
Strategy
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TRA Unique Capabilities
Integration among Strategy, Quantitative Analytics and Change Management
To optimize the development of appropriate, value added strategic plans for our clients.
TRA exploits the benefits of integrating traditional business strategy with change
management. We believe this approach delivers a holistic view of our clients’
stakeholders as well as to convey unique benefits not available through other research
and consulting firms.
Strategy Development Capabilities. TRA incorporates the concepts of
knowledge based business strategy to help our clients build long-term
relationships with their stakeholders. The coupling of market research with
knowledge based business strategy generates insights that foster the
development of strategies and initiatives that will enable COB to interact with
the right stakeholders, provide the right services, and communicate through the
right channels.
Change Management. TRA’s change management specialists help clients plan,
manage, and sustain the "people" and "process" transformation that necessarily
must occur with any successful conversion of a "product centric" to "stakeholder
centric" organization when performing activities.
Project Understanding and Relevance Experience
TRA has experienced rapid growth since its inception in 2000. The main reason for our
growth is the fact that we employ experienced consultants and provide results-driven
recommendations. The team, that will be dedicated to COB, will have years of
experience in strategic planning and management consulting.
TRA consultants have expertise in planning and conducting market research and
strategic planning initiatives for numerous states, destinations and cities. Our familiarity
with the landscape and its unique marketing objectives/strategies enable us to provide a
more efficient and effective service to COB.
States and cities have distinct marketing implementation program needs that are
different from the program needs of typical clients. Our experience will enable us to
understand and act upon those key success factors for COB’s strategic and tactical
economic development plan.
Relevant Experience
As mentioned above, we have performed projects with numerous
states/destinations/cities and travel related companies. Specifically, we have provided
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1) analyses and evaluations, 2) strategic plan, and 3) recommendations for strategies
and tactics, 4) monitoring plan involving the following leading organizations:
Notable Organizations (Tourism and Government)
Walt Disney Parks and Resorts
Universal Orlando
US Department of Commerce
South Korea Tourism
Royal Caribbean Cruise
US Department of Commerce
City of New York
International Trade Administration: Commercial Service
GSA
Orange County Convention and Visitors Bureau (Orlando, FL)
New York Racing Association
Case Studies
Positioning Analysis and Plan – Walt Disney World
Situation: The Walt Disney World Resort (WDW) had no consistent strategy despite its
leadership position in brand awareness. Its guests normally equated the Magic Kingdom
as Walt Disney World and did not understand the brand propositions of other major
parks such as Epcot, Studios and Animal Kingdom.
Service Modules: TRA consultants helped establish requirements for the brand building
initiative, ensuring that they would be specific, measurable, agreed-upon, realistic, and
consistent/integrated. Our deliverables included brand assessment (strategic audit,
SWOT analysis and primary stakeholder research), and brand strategy and platform
development.
Results: We helped WDW to 1) effectively identify and prioritize key brand attributes, 2)
target its messaging and look and feel to key market segments and stakeholders; 3)
create and align its brand essence and mission for all WDW parks, as well as products
and services, in the most effective manner; and 4) increase the value of the WDW brand
so that its guests recognize the benefits of WDW (umbrella brand) and each sub brand
(Magic Kingdom Park, Epcot, Disney’s Hollywood Studios and Disney’s Animal Kingdom
Theme Park).
Universal Orlando Resort
Summary of Scope and Services Provided:
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We assessed Universal Orlando’s current research, resources and processes, identified
key gaps, and suggested ways to strategically improve Universal Orlando’s strategic
planning and marketing efforts.
Market Attractiveness:
Defined those variables that drive market attractiveness. Market attractiveness was
evaluated not only with respect to geographic location but also by customer
demographics, vacation behaviors and psychographics.
Market Prioritization:
Leveraged the data obtained in the market attractiveness analysis to develop a profile
and map of Universal Orlando Resort customers, based not only on the current state but
also on market potential. Through this process, current markets were examined and
new markets were identified. Markets were prioritized based on customer indices.
Key Branding Drivers and Tools for High Priority Markets:
Within each of the high priority markets, both current and those with future potential,
we uncovered specific areas where targets are likely to be receptive. The information
allowed for targeted branding messaging that have greatly enhanced product/brand
development and marketing efforts.
Brand/Product Mapping and Positioning:
Mapped how Universal Orlando Resort’s products are positioned against select
partners(s)/competitor(s) by analyzing key branding drivers and tools.
Strategic Marketing Study – Walt Disney World
Performed “the cause” of guest changes in theme park and convention/conference
attendance based on household/business profiling, key visitation metrics, visitation by
parks, spending and economic impact.
Key Initiatives
Walt Disney World Guest Profiling by Households
Walt Disney World Guest Attitudes and Perceptions
Walt Disney World Guest Geographical Research and Analysis
Walt Disney World Guest Segmentation based on Demographics and
Psychographics
Walt Disney World Guest Price Sensitivity Analysis
New Attractions and Resorts’ Impact on Guest Visitation and Satisfaction
Walt Disney World Key Visitation Metrics Development, Monitoring and Analysis
Key Guest Visitation Factors and Metrics
Optimal Visitation Performance Scenario Given the Capacity and Revenue
Walt Disney World Visitation by Parks
Visitation Data Tabulation and Analysis by Each Park
Visitation Forecast by Theme Park
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Walt Disney World Marketing Media Mix and Effectiveness
By each key region
By each strategic guest segment
Lifetime value of segments
Vacation planning cycle
Planning behavior by segments
Geography
LG Global Research and Positioning Strategy
Project Objective: The objective of this study is to develop an overall strategic direction
for the LG brand and redesign positioning programs for the 6 individual international
markets including USA, Russia, China, India, Vietnam and Korea. This required the
reshaping of the company mission and development of positioning strategy that can
properly address the changes in the market environment. Furthermore, an action plan
was also established to communicate the right messages to the markets.
Project Scope:
Country Analysis
Korea, U.S., China, Russia, Vietnam, India.
Develop and implement a research plan to be used for strategy formulation.
Analysis of the macro-economic environment, LG’s presence and stakeholders’
perception of the LG brand in terms of awareness, preference, satisfaction, and
image.
Evaluation of LG’s current brand communication activities in each country.
Positioning: For each country, develop unique and differentiated value propositions or
positioning statements that will best reflect the value or the benefit that the LG brand
(product/services) will offer its stakeholders.
Performance Measurement: Develop tools and methods for quantifiably measuring the
effectiveness of the new plan. Use for providing feedback when updating programs.
Unique Selling Proposition.
How We Are Different
TRA Ensures Project Effectiveness and Cost Efficiency
As a boutique firm with low overhead, TRA provides services cost efficiently, and
with flexibility in pricing. Our size and select client base of prestigious companies
and organizations allows us to be extremely responsive.
TRA Brings in the Most Advanced Planning Methodologies
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TRA is a boutique firm comprised of consultants who have worked with and
provided marketing strategy services to a broad range of leading non government
brands such as, but not limited to LG, Nike, Coca-Cola, Samsung, and Microsoft.
TRA Guarantees Personal Service and Client Satisfaction
TRA values the relationships that it builds with its clients. This manifests itself
through constant client communication, regular client visits, and by having the client
actively involved in every phase of the project.
TRA provides a high level of personal service to clients throughout the U.S. – we
work closely with all clients, no matter their location. This personal service for the
COB team would include (but not be limited to): in-person meetings set up at the
convenience; daily and weekly written status reports; daily communication with the
project lead at COB.
Finally, TRA would like to assure COB that the services outlined in this proposal will
not be jeopardized by previously established commitments or potential
commitments that TRA may engage in the future. In addition, TRA would like to
assure COB that we have a full understanding of COB’ project objective and
familiarity with applicable law, rules, etc.
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Outline of Proposed Process for the Development of the Strategic Plan:
Overall Project Framework
TRA understands that COB is seeking vendors that can facilitate a process to update and
prioritize the program and objectives. TRA proposes to use the following approach to
achieving the goals of this project:
Phase 1: Orientation
Key Stakeholder Interviews
TRA will conduct face-to-face interviews with internal stakeholders such as COB
management and staff in order to understand and define various viewpoints, knowledge
& uncertainties. These interviews will be scheduled at a time determined by COB. We
will explore issues such as vision, mission, positioning, strengths, weaknesses,
opportunities, threats, future directions, etc.
In addition to stake holder interviews, TRA will:
Facilitate a COB orientation briefing for all senior leadership
Provide additional follow-up training for senior leadership and support staff who
request additional background information to assist them.
Production of Written Report
At the completion of Phase 1 of this project, TRA will present to COB a written summary
report, in paper and electronic formats, containing an analysis of the interview
information and an overview of the findings from the sessions.
Phase 2: Gather and Review Strategic Background Information
For this phase, TRA will gather information that will enable us to develop an optimal
plan for designing and conducting initiatives that will enable us to deliver a strategic
plan. The following activities will be performed under:
In order to fully understand COB’s goals and objectives beyond what is stated in the RFP
and from key stakeholder interviews, TRA will conduct a strategic audit that will include
the following activities:
Visit COB to determine any specific site dynamic that may be in play.
Review any existing research data and previous strategic documents.
Review key issues and concerns (SWOT) based on initial reviews.
o Strategic opportunities and organizational strengths.
o Operational obstacles/risks and organizational weaknesses
o Operational expectations of primary customers / stakeholders
o Core internal operational services, processes, and activities to meet
customers' / stakeholders' expectations.
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o Opportunities based on organizational strengths and weaknesses.
Identify the issue/problem
o Mission
o Critical issues facing the organization
o Short-term and long-term goals
Phase 3: Strategy Briefing
TRA will meet with COB stakeholders to provide an overview of our findings and to
address any questions that maybe outstanding. An oral presentation of the report will
be conducted at the convenience of COB.
Strategy Map
TRA will use the information gathered from Phases 1 and 2 of this project to develop a
series of strategic options and a Strategy Map draft that can be used by COB to fulfill its
purpose.
The methodology that TRA will go through to evaluate the appropriateness of various
strategic options would be as follows:
Define/review strategic objectives
Review external factors such as research and analysis
Create multiple strategic options
Evaluate each action item based on: Strategic objectives, External factors,
Strategic positioning, Key success factors
- Is the strategic option meeting our strategic objective?
- Is the strategic option aligned with stakeholder needs and taking an
advantage of current landscape?
- Is the strategic option aligned with strategic positioning?
- Does the strategic option reflecting key success factors?
Pick the right combination of action items based on 1) strategic objectives 2)
external factors and 3) strategic positioning 4) key success factors
Design a timeline, detailed budget and staffing plans, an organizational structure,
information and knowledge implementation plan to be discussed during the
workshop.
Direct and In-Direct Driver Analysis
TRA will present to COB a final executive summary, containing a complete data. Results
from the data collection and analysis will be communicated in a clear and concise
manner. Specifically, we will explore the following drivers:
Key Economic and Social Driver Analysis
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Direct and In-Direct Driver Analysis
By using the data obtained from the survey, TRA will identify various direct and
indirect benefits COB and its programs generate.
Furthermore, these direct and indirect factors will be analyzed by:
1. Business Size
2. Number of employees
3. Region
4. Industry
5. Project Type
6. Project Size/Investment
7. Others
Phase 4: COB Strategic Planning Workshop
TRA will plan and facilitate strategy sessions that will be comprised on senior TRA
strategists and key stakeholders within COB. The purpose of this initiative would be to
brainstorm strategies that could be used to enable COB to fulfill its mission and purpose.
These strategy sessions will be scheduled at a time determined by COB.
During COB Workshop, TRA will perform the following tasks:
Prepare COB Workshop supporting documents to support the Strategy Map
draft.
Develop workshop agenda.
Facilitate an COB Workshop to achieve the following outcomes:
• Discuss Strategy Map components which includes a mission statement, target
customers and stakeholders, priority statements, end states, goals, objectives,
metrics, and tasks.
Phase 5: Strategy Report
After the workshop is completed, TRA will develop a strategic planning document by
performing the following:
Complete Strategy Map (including, but not limited to) a mission statement, key
stakeholders, priority statements, end states, goals, objectives, metrics, and
tasks.
Establish Strategy Performance Review governance process (frequency, scope,
and outcomes) which includes guidelines in utilizing Objective Status Reports,
Scorecard Report, and Metric Worksheets.
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Define way ahead action plans, assignments, and timelines to execute strategy
management processes.
Review lessons learned in developing strategy cascading and communication
throughout the organization.
Identify Objective Champions and their roles and responsibilities.
Determination of Tactics and Strategies
Overview –Optimization Strategy
TRA’s optimization strategy modeling methodology is built around the premise that “all
customer segments are unique.” For example, each consumer segment has unique
needs, unique behaviors, and different responses to various forms of media and
advertising. Knowing this, it would be optimal for COB to track marketing and branding
factors based on the identifiable needs and characteristics of specific data.
TRA has devised a proprietary system of Marketing and Branding ROI that can be used
improve the client’s marketing performances among key customer segments.” The steps
that we typically follow when applying Marketing and Branding ROI are listed below.
Step 1: Define the State– insights from research
To get to these insights, TRA will help the client define and understand who and why
customers (do and do not) come to/set up business in/invest in COB.
Step 2: Create Segment Profiles
Once the client/TRA team defines and understands these customers, TRA can begin to
segment the market and create “Segment Profiles” that will define the wants and
characteristics (demographics and psychographics) of the different the customer types.
Step 3: Calculate Lifetime Value
The next step is to calculate the “lifetime value” for each segment, by discounting the
expected future benefit generated by stakeholders within each segment. In making this
calculation, it is important to consider how other variables might affect the lifetime
value of each segment. For example, we will consider how each segment may influence
others to interact with the client. Naturally, a segment that has “influencer” potential
should be valued higher than one that is not.
Step 4*: Prioritize Based on Lifetime Value and Strategic Importance
We will then direct COB to target audience segments that provide the highest return for
marketing communications dollars as well as those that rate high in strategic
importance.
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Step 5*: Invest Marketing Budget Suitably and Optimize Key Segments / Programs /
Messages
At this stage, COB should first target “high lifetime value” segments for its initiatives and
second, customize its programs to fit the characteristics of the “typical” type within each
segment. We will use our audience insights to develop a complete and integrated
initiative. The goal should be to integrate and customize 1) products and segments AND
2) communication messages across various communication channels (i.e. Internet,
Social Media, print, video, events, etc.) to provide the most relevant guidance and to
optimize ROI across the entire campaign.
Strategy Roadmap
Furthermore, during Step 4* and Step 5* of our optimization module (see above), TRA
will develop a series of strategic options and a Strategy Roadmap draft that can be used
by COB to fulfill its purpose and develop a 3-year economic development marketing
plan.
The methodology that TRA will go through to evaluate the appropriateness of various
strategic options would be as follows:
Define/review strategic objectives
Review external factors such as research and analysis
Create multiple strategic options
Evaluate each action item based on: “Overall Potential Impact,” “Immediacy of
Impact,” “Size of Markets” and “Investment and Programming Required for
Market Penetration and Conversion.”
Pick the right combination of action items based on 4 criteria above
Design a timeline, detailed budget and staffing plans, an organizational structure,
information and knowledge implementation plan.
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Phase 6: Strategy Performance Review Support
TRA specializes in developing effective strategy execution, operational change,
continuous process improvement and internal momentum. In other words, we are able
to show “how” and “why” strategic programs are (and are not) adding value by focusing
on:
“What is working well and why”, by discovering areas for celebration such as
new capabilities, key metrics, and new initiative implementation. We will also
recommend ways in which we can continue and improve upon our success.
“What is not working well and why”, by discovering areas for improvement such
as capabilities, key metrics, knowledge gaps and initiative implementation. We
will also recommend ways to improve these lagging areas in the future.
Quality Assurance
TRA uses Project Management Six Sigma (our proprietary internal review procedures)
to sustain a high quality standard in our organization and projects as well as achieve
productivity enhancement and cost reductions. In addition, we enforce Six Sigma to
sub-contractors we use for the highest quality project outcomes for our clients.
1. Project Implementation
We manage project by applying key quality control components via tools such as
process mapping and Gantt chart in order to:
Continuously implement project purpose
Maintain focus
Manage tasks and sub-tasks
Manage project team members
Manage time and $
We manage and implement project quality by:
Schedule management, which is the responsibility of not only the leaders,
but also the team members. Plans and tasks in progress should be co-
owned
Responding swiftly to delays/allocation of resources, removal of
obstacles and delays
Remembering the time constraints and limited resources as wells as to
stay focused
Applying new learning in the next phase
2. Project Monitoring and Improvement
Project Monitoring and Tracking System
o Capture actual data vs. planned data
o Analyze the disparity between actual vs. plan to understand the cause
behind the gap
o Recommend ways to narrow/remove the gap
Post Project Review System
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o Capture actual project results
o Identify successes and failures
o Celebrate successes
o Study failures
o Define key success metrics and factors
o Recommend subsequent project(s) based on learning gained from the
project to IMPROVE organization’s performances
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Management
Sung W. Lee - CEO/Principal
Sung Lee is the CEO and a Principal at The Research Associates. Sung is viewed as one of
the leading tourism and destination marketing strategists. At TRA, he has
provided strategic marketing consulting advice to leading organizations, such as:
Leading Brands: Walt Disney Parks and Resorts, Universal Studios Orlando, Universal
Parks and Resorts, Universal Studios Hollywood, City of New York, New York Racing
Association – Belmont Park, Sesame Street, State of California, and Royal Caribbean
Cruise.
Government: U.S. Census Bureau, U.S. Department of Justice, U.S. Department of
Defense, U.S. Department of Commerce, Marines Special Operations Command
(MARSOC), and New York State Department of Health;
As a senior level marketing/brand strategist at Walt Disney Parks and Resorts, he
designed and led a number of marketing plans and campaigns including:
- Guest Awareness, Perception and Satisfaction Measurement
- “New Marketing Framework” for Walt Disney World based on a
customer-centric marketing model
- Market development strategies by developing proprietary customer
valuation metrics.
Prior to Walt Disney, Sung worked on marketing and brand strategy projects with
McKinsey.
Sung received a Masters in Business Administration from Columbia Business School and
his Engineering degree from Carnegie Mellon University.
Amy Lee – Managing Director
Amy is responsible for developing marketing organization strategies for the customer
centric age: “Customer Centric Company: 3Cs.” At TRA, Amy has worked with Disney,
University at Buffalo, Southeast Missouri State, LG, U.S. Department of Commerce to
name a few. She is responsible for creating various training programs related to
marketing and branding. In addition, Amy works closely with various wine
organizations/trades and destinations in the US, Europe, South America and Asia. Her
market research background and wine expertise (Advanced Sommelier) will bring
unique perspectives to COB project.
Amy received a Masters in Organizational Psychology from Columbia University and a
B.A. in Economics from Columbia College in New York City.
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David Gechijian – Planning Director
David has extensive experience in planning and conducting consumer research
initiatives as well as developing business and branding strategies. A few of the recent
research projects that David has worked on at TRA include Walt Disney World Parks
Resorts, Universal Orlando, Universal Studios Hollywood, University at Buffalo, LG
Global Brand Strategy, Stony Brook University, and Ten Broeck Healthcare.
Before TRA, as a research consultant at Siegel+Gale, David was responsible for
conducting research programs that were used to inform the development of clients’
brand strategy. Specific research deliverables included brand equity studies, naming
validation studies, segmentation/target audience profiling, employee alignment surveys,
consumer/b2b focus groups and IDI's, touch-point analysis, visual identity system
evaluations and brand performance benchmarking and tracking studies. A partial list of
clients include breastcancer.org, Enterprise Rent a Car, Sony PlayStation, American
Express, Florida State University, Yahoo!, AARP, Environmental Defense Fund and
Vanguard.
David received his Master of Business Administration Degree from the M.I.T. Sloan
School of Management. At the Sloan School, David concentrated his studies in
Information Technology with particular emphasis on Strategic Planning and Statistics.
David graduated cum laude from the N.Y.U. Stern School of Business with a B.S. in
Accounting.
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References:
REFERENCE 1
COMPANY: University of South Carolina CONTACT NAME: John Valentine
PHONE NUMBER: (803) 777-5039
E-MAIL: johnv@mailbox.sc.edu
REFERENCE 2
COMPANY: University at Buffalo and Lemoyne College
CONTACT NAME: Peter Killian
PHONE NUMBER: (315) 415-8684
E-MAIL: killiaps@lemoyne.edu
REFERENCE 3
COMPANY: Walt Disney Company CONTACT NAME: Joe Norsworthy, Former
VP
E-MAIL: joe@joenorsworthy.com
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ATTACHMENT A: NON‐DISCRIMINATION AFFIRMATION FORM
The Research Associates, Inc. hereby affirms it will not discriminate on the basis of race,
color, religion, creed, sex, age, marital status, national origin, or because of actual or
perceived sexual orientation, gender identity, or disability in the performance of work
performed for the City of Bozeman, if a contract is awarded to it, and also recognizes
the eventual contract, if awarded, will contain a provision prohibiting discrimination as
described above and that this prohibition shall apply to the hiring and treatment of the
Research Associates, Inc. employees and to all subcontracts it enters into in the
performance of the agreement with the City of Bozeman.
Signature of Proposer:
___________________________________________________________
Sung Lee, CEO