Part Three: Measuring Your Strategic Marketing Plans Success Record and submit a narrated PowerPoint presentation to share your analysis and re

MBA 645 CMO MEMO From: Chief Marketing Officer

To: Marketing Director, U.S. Park Southeast Re: Park Reopenings

Good day.

As you know, we recently closed our theme parks globally due to a serious safety incident resulting in serious injury to several of our guests and two employees. This has resulted in the closing of the parks and all associated services. We are confident that the safety issues have been addressed and are preparing to reopen the parks, beginning with the U.S. Park Southeast. We have made every effort to ensure extensive safety measures are in place at this time. I am asking you, given your extensive background in marketing and strategic development, to take the lead in planning a marketing strategy for the U.S. Park Southeast’s reopening, including plans for a phased reopening of all parks. You will need to consider critical objectives such as maximum safety, crisis communication, customer satisfaction, and optimal profit potential. You will be coordinating the marketing strategy with corporate strategy to ensure our brand is both protected and optimized. A brand analysis and the identification of critical marketing and communications factors must be included in your planning to successfully reopen the parks. Please consider the alignment with our other functional departments in your efforts. It will take all of us to successfully relaunch the parks and to protect and optimize our brand. I would like a presentation made to all marketing directors of our global brand within 10 weeks from today.

GLOBAL PARKS CEO

CHIEF OPERATIONS OFFICER (COO)

CHIEF FINANCIAL OFFICER (CFO)

CHIEF MARKETING OFFICER (CMO)

CHIEF COMPLIANCE OFFICER (CCO)

CHIEF PEOPLE OFFICER (CPO)

CHIEF STRATEGY OFFICER (CSO)

CHIEF SALES OFFICER (CSO)

PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE VP OF PARK

OPERATIONS PARK CONTROLLER MARKETING

DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &

BUSINESS INTEL SALES DIRECTOR

PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST

VP OF PARK OPERATIONS

PARK CONTROLLER MARKETING DIRECTOR

LEGAL DIRECTOR HR DIRECTOR STRATEGY & BUSINESS INTEL

SALES DIRECTOR

PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY VP OF PARK

OPERATIONS PARK CONTROLLER MARKETING

DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &

BUSINESS INTEL SALES DIRECTOR

PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN VP OF PARK

OPERATIONS PARK CONTROLLER MARKETING

DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &

BUSINESS INTEL SALES DIRECTOR

• PEOPLE • SAFETY • TRAINING

• FINANCIAL • CONTROLS • AUDIT

• BRANDING • MARKETING • PUBLIC RELATIONS • ADVERTISING • COMMUNICATIONS

• LEGAL • ETHICAL • STAKEHOLDERS • CSR • PUBLIC AFFAIRS

• HIRING • BENEFITS MGT • OMBUDS • LABOR RELATIONS

• STRATEGY MGT • BUSINESS INTEL

• SALES • CUSTOMER RELATIONSHIP MANAGEMENT • VENDOR RELATIONS • AFTER-SALES SERVICES

MBA 645 Memo From Legal Team

To: Chief Marketing Officer—Global Theme Parks From: Corporate Legal Department

CC: U.S. Directors of Marketing, U.S. Parks Re: Legal and Ethical Considerations in Marketing the Parks’ Reopenings

Below you will find a list of considerations to take into account in the development of the marketing plans to support the reopening of our U.S. parks. We are asking you to review all plans and messaging with the legal teams at your specific parks, given that local and state statutes will vary. Broadly, these are considerations to keep top of mind as you develop your plans. Ethical considerations:

• There are growing corporate social responsibility (CSR) trends addressing people, planet, and profit. Commonly called the triple bottom line or TBL, these trends are becoming the expected norms for businesses.

• Ensure your efforts align with our company’s TBL efforts and CSR initiatives. • Ensure you engage critical stakeholder groups as required in both the marketing

initiatives and communications. • We understand a significant portion of our target audience is comprised of families with

young children, young adults, and teenagers. This audience is particularly sensitive to the CSR of businesses they consider supporting.

Here are six unethical and illegal practices to avoid:

1. False advertising 2. Selective marketing 3. Unethical data collection 4. Stereotyping 5. Negative advertising 6. Pricing strategies (predatory pricing or “bait and switch” pricing)

With consumers able to access transparent details of businesses' operational policies and philosophies, any questionable marketing approaches are sure to come to light and must be avoided.

MBA 645 CMO Memo for Target Audience

To: Director of Marketing, U.S. Park Southeast

From: Chief Marketing Officer, Global Theme Parks

Re: Target Audience Identification

This memorandum is intended to confirm our recent presentation to the marketing directors of our global theme parks. A target audience is a group of consumers within a predefined target market that have been identified as the best recipients for a particular marketing message. And a target market broadly describes consumers who care about our theme parks, products, and services. Under the right conditions, they are most likely to be our customers, and our marketing efforts should focus on this target audience.

For the U.S. Park Southeast, working with market research and our business intelligence group, we have identified the primary target audience of families with children ages 6–18 and an average annual income of more than $75,000 per year. A secondary target audience of teens ages 15–18 has also been identified. These two target audiences will likely create a diverse marketing plan as we re-engage with them through our reopening efforts.

MBA 645

Exemplar Communication Grid

Stakeholders Stakeholder's Interest in the

Park Reopening

Assessment of the Impact on Stakeholder

(Low/Medium/ High)

Information and Communication

Needs of the Stakeholder

Communication Methods With the

Stakeholder

Example: Lenders

Knowing the status of the return to opening and possible investment costs

Medium Regular updates on the reopening and any investment cost needs

• Virtual meetings on a quarterly basis

• Emails