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ORGANIZATION AUDIENCE BUSINESS PLAN
ORGANIZATION
AUDIENCE BUSINESS PLAN
of directors of Newport Beach & Company and Visit
Newport Beach, Inc.
MITIGATE
ORGANIZATION AUDIENCE FUTURE MAP EXPLOIT STRENGTHS WEAKNESSES ADJUST TO REDUCED STAFF DUE TO COVID-19 REVENUE SHORTFALLS COMPETITIVE JOB MARKET, SALARY EXPECTATIONS NO CENTRALIZED HUMAN RESOURCES/ INFORMATION TECHNOLOGY DEPARTMENTS ANTI-TOURISM SENTIMENT ANTI-DEVELOPMENT/ANTI-TOURISM/ ANTI-AIRPORT SENTIMENT LIMITED CONVENTION, MEETING AND EVENT FACILITIES/VENUES LIMITED AMATEUR SPORTS FACILITIES STRONG ECONOMY MAKES COST OF SERVICES MORE EXPENSIVE ABILITY TO PIVOT, PLAN FOR WORST-CASE SCENARIOS HOTEL CLOSURES CONTINUE DUE TO COVID-19 PANDEMIC (AFFECTING REVENUE) HOTEL CLOSURES DUE TO RENOVATIONS (AFFECTING REVENUE)...................................................................... ......................................................................... ...........................................................................S W O T S W O T COMMITTED STAFF, EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS
STRONG CITY COUNCIL AND CITY STAFF
ACCREDITED DESTINATION-MARKETING ORGANIZATION (8 YEARS WITH DISTINCTION)
CERTIFIED DESTINATION MANAGEMENT EXECUTIVE (CDME) TEAM
INDUSTRY LEADERS
SMALL BUT MIGHTY TALENTED STAFF
INNOVATIVE COMMUNITY-MARKETING ORGANIZATION MODEL, STRONG COMPANY CORE VALUES, BENEFITS, EDUCATIONAL OPPORTUNITIES, TEAM SPIRIT, OFFICE SPACE, COMPANY EVENTS AND COLLABORATION RESULTING IN AMAZING WORK PRODUCTIVITY, RESULTS AND ACHIEVEMENTS PREMIER DESTINATION PRODUCT
10-YEAR TBID AND TOT CONTRACTS WITH THE CITY OF NEWPORT BEACH
APPEALING OFFICE INFRASTRUCTURE, ENVIRONMENT AND SCENIC LOCATION
VIDEO/TELEVISION STUDIO
HIGH-TECH, DIGITAL VIDEO EQUIPMENT (DRONE, VIRTUALREALITY AND HIGH-DEFINITION 4K CAMERAS)
HIGHLY COMPETITIVE TOT AND TBID BUDGETS EVEN WITH COVID-19 REVENUE REDUCTIONS
PREPARE FOR CONTINGENCIES
MONITOR OPPORTUNITIES OR THREATS GLOBAL PANDEMICS, COVID-19 VARIANTS/NEW STRAINS, TRAVEL BANS & QUARANTINES ECONOMIC RECESSION, INFLATION, STAGNATION ECONOMIC AND POLITICAL UNCERTAINTY/INSTABILITY FLUCTUATING FOREIGNEXCHANGE RATES TRIBAL POLITICAL DISCOURSE RACIAL STRUGGLES/PROTESTS ................................................................. .............................................................................................................................................. .......................................S W O T O T SHARING ECONOMY (SHORT-TERM CITY AND BOARD OF DIRECTORS’ RENTALS/RIDESHARE) ENGAGEMENT VALUE-ADDED TAXES (VAT) ON PARTNER VENDORS AND PARTNERS SERVICES PURCHASED OVERSEAS TO NEGOTIATE BEST PRICE INCREASED LOCAL COMPETITION (EXAMPLES: WALDORF-ASTORIA, MAXIMIZE EFFICIENCIES JW MARRIOTT REBRANDS IN DANA POINT) LEADER IN THE DMO INDUSTRY HOTEL UPGRADES, NEW HOTELS STRONG INDUSTRY REPUTATION, STAFF AND MEETING VENUES EXPERTISE, TEAM AND ORGANIZATION, CREDENTIALED STAFF, ACCREDITED THIRD-PARTY COMMISSION STRUCTURES COMPANY NATURAL/WEATHER-RELATED EVOLVE TECHNOLOGY USED DISASTERS CONTINUE TO MAINTAIN POSITIVE CULTURE HIGH COST OF EMPLOYEE BENEFITS (HEALTHCARE, DENTAL, NEWLY RENOVATED, ELEVATED NEWPORT VISION, LIFE AND DISABILITY BEACH MARRIOTT HOTEL & SPA INSURANCE; 401K, ETC.) BOARD REPORTING: MAKING CONTENT ENGAGING AND RELEVANT TO BOARD COMPETING GLOBAL DESTINATIONS WITH NEW HOTELS AND NEW MEETING SPACE MEMBERS SIGNIFICANT HOTEL LEADERSHIP ADVOCATE FOR NEW HOTEL, CHANGES TRANSPORTATION AND EVENT VENUES ADA COMPLIANT WEBSITES AND 2022 SUPER BOWL, 2024 WORLD CUP THREAT OF LAWSUITS AND 2028 SUMMER OLYMPICS ALL IN AND AROUND LOS ANGELES METRO AREA
Newport Beach & Company presents this integrated administration,
information technology, finance, marketing, and group sales and services plan
to engage the staff and boards of directors of both companies (Newport Beach
& Company/Visit Newport Beach, Inc.) and the TBID board of directors to
increase productivity, generate efficiencies, reduce costs, and attract, satisfy
and retain quality employees and board members for the two organizations.
After the past 15 months of the COVID-19 pandemic, Newport Beach &
Company and Visit Newport Beach, Inc. are uniquely positioned to thrive and
excel in this new world as vaccines become more prevalent and states and
regions begin to open back up again for travel and business. Throughout the
depths of the pandemic, neither organization tapped into cash reserves, and
through strategic expense-trimming and staff reductions, both companies were
able to save additional cash revenue for leisure recovery campaigns and group/
meetings recovery incentives.
With the internal mantra, “Re-engage. Revitalize. Rejoice,” Newport Beach & Company plans
to engage its employees and boards of directors in new, innovative ways to ensure the long-term
viability, success and results of Newport Beach & Company and its six subsidiary business units:
- Visit Newport Beach, Inc. (tourism-occupancy tax drives incremental tourism)
- Visit Newport Beach (tourism business improvement district generates
incremental meetings business)
- Video Newport Beach (destination lifestyle video content) and Newport Beach TV
- Enterprise Newport Beach (merchant associations/economic development)
- Dine Newport Beach (Newport Beach Restaurant Association)
- Celebrate Newport Beach (brand-defining events)
The cross-functional planning team developed this integrated business plan for the organization
and board of directors customer segment with a management-by-objectives approach where
objectives are quantifiable goals, strategies form the strategic approaches to reaching the
benchmark objectives, and tactics are projects that support overarching strategies.
OBJECTIVE 1 BOARD ENGAGEMENT
INCREASE ENGAGEMENT WITH THE BOARDS OF DIRECTORS OF NEWPORT BEACH &
COMPANY, VISIT NEWPORT BEACH, INC., AND THE TOURISM BUSINESS IMPROVEMENT
DISTRICT TO AIM FOR 100-PERCENT PARTICIPATION AT BOARD MEETINGS, ANNUAL
MARKETING OUTLOOK RECEPTION AND OTHER COMPANY FUNCTIONS.
ENSURE A POSITIVE REPUTATION IN THE COMMUNITY AND INDUSTRY AND THE
LONG-TERM VIABILITY AND FUNCTIONALITY OF THE COMPANIES, BOARDS OF DIRECTORS, MANAGEMENT TEAM
AND EMPLOYEES IN THE EVENT OF A CRISIS OR LEADERSHIP CHANGE.
INCREASE EFFICIENCY, FUNCTIONALITY AND PERFORMANCE OF BUSINESS-PROCESSES WORKFLOW TO ELIMINATE CHANCE FOR ERRORS, REDUNDANCIES AND INEFFICIENCIES.
OBJECTIVE 4 PREFERRED DMO EMPLOYER
BECOME THE PREFERRED REGIONAL DESTINATION-MARKETING ORGANIZATION (DMO) EMPLOYER IN SOUTHERN CALIFORNIA AND INCREASE EMPLOYEE PERFORMANCE, MORALE AND RETENTION AND OTHER MEASURES OF EMPLOYEE SATISFACTION.
OBJECTIVE 5 LONG-TERM CAPITAL & I.T. INFRASTRUCTURE PLAN
DEVELOP A LONG-TERM CAPITAL AND INFORMATION TECHNOLOGY INFRASTRUCTURE PLAN TO
THINK AHEAD AND BUDGET FOR FUTURE, LARGE CAPITAL OR I.T. TECHNOLOGY SOLUTIONS WITH
AN EYE TOWARD THE FUTURE AND CONTINUING THE LEGACY OF OUR ENTREPRENEURIAL,
LEADING-EDGE ORGANIZATION.
MICRO-AUDIENCES
NEWPORT BEACH & COMPANY EMPLOYEES/STAFF
VISIT NEWPORT BEACH, INC. EMPLOYEES/STAFF
NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. MANAGEMENT TEAM
NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. BOARDS OF DIRECTORS
NEWPORT BEACH & COMPANY/VISIT NEWPORT BEACH, INC. EXECUTIVE COMMITTEE
TOURISM BUSINESS IMPROVEMENT DISTRICT (TBID) BOARD OF DIRECTORS
OBJECTIVE 1
BOARD ENGAGEMENT
INCREASE ENGAGEMENT WITH THE BOARD OF DIRECTORS OF NEWPORT BEACH & COMPANY, VISIT NEWPORT BEACH, INC., AND THE TOURISM BUSINESS IMPROVEMENT DISTRICT TO AIM FOR 100-PERCENT PARTICIPATION AT BOARD MEETINGS, ANNUAL MARKETING OUTLOOK RECEPTION AND OTHER COMPANY FUNCTIONS.
STRATEGY 1:
Develop a communications and outreach strategy to board members of all three companies in an effort to increase board engagement, attendance and commitment to each organization.
TACTICS:
• Continue weekly e-Newsletters to partners, board members and community leaders. • Include a short, board-member spotlight in the Quarterly e-Newsletter. • Bring in board members for focus groups. • Review functionality of processes at board meetings. • Continue to create engaging board meetings with guest speakers. • Continue great work of the Nomination Committee in selecting and recruiting new Executive
Committee and Board of Directors. • Create a short, highlight video about the companies, business units, mission, vision and economic impact to the destination.
STRATEGY 2:
Ensure there is an educational component at all Board of Directors meetings, Annual Marketing Outlook Reception and other company events to give board members an opportunity to learn about an issue or topic more in-depth.
TACTICS:
• Continue to secure top-notch guest speakers at the four annual Boards of Directors meetings in 2022. • Continue to secure top-notch presenters/keynote speakers or panel discussions at
Annual Marketing Outlook Reception and future company events. • Through electronic communications, email, videos and presentations, ensure there is an educational aspect to the content presented to continue to elevate the boards of directors to even greater heights and to encourage more board engagement.
Ensure all new board members and business-unit volunteer leadership go through a Newport Beach & Company orientation with executive management team to foster a thorough understanding of the company, its mission, vision, goals and structure. These board and volunteer leaders include Newport Beach & Company, Visit Newport Beach, Inc. (TOT) and Visit Newport Beach, Inc. (TBID) boards of directors as well as the volunteer leaders who work with Newport Beach & Company at the Newport Beach Restaurant Association, Balboa Island Merchants Association, Inc., Balboa Village Merchants Association, Corona del Mar Chamber of Commerce and Newport Beach Chamber of Commerce.
TACTICS:
• Continue to evolve and improve New Board Member Orientation and New Employee
PowerPoint presentation. • Customize and adapt New Board Member Orientation presentation and share with new members of partner civic organization leadership boards.
OBJECTIVE 2
PREPARE FOR THE WORST. PLAN FOR THE BEST.
ENSURE A POSITIVE REPUTATION IN THE COMMUNITY AND INDUSTRY AND THE LONG-TERM VIABILITY AND FUNCTIONALITY OF THE COMPANIES, BOARDS OF DIRECTORS, MANAGEMENT TEAM AND EMPLOYEES IN THE EVENT OF A CRISIS OR LEADERSHIP CHANGE.
STRATEGY 1:
Build on the company’s comprehensive emergency plan that was created for the DMAP Accreditation application and expanded on during the COVID-19 pandemic. Ensure administration, human resources, finance, media relations and technology functional areas are included in the comprehensive plan for the worst-case scenario including, but not limited to: COVID-19 variants/vaccine-resistant strains, future pandemics, inclement weather, ground disturbances, terrorism, cyber-terrorism, active-shooter scenarios, infrastructure collapse as well as internal and external communications plans for leadership changes.
TACTICS:
• Establish an emergency-planning committee with involvement from the management team, administration, finance, media relations and information technology functional areas of the company. • Create hard copy and digital versions of the comprehensive emergency plan. • Promote through corporate channel the Destinations International accreditation with distinction received in 2019 valid for eight years. • Partner with a third-party company to provide a technology-based, instant communications channel to reach top tourism, hospitality and city officials in the event of an emergency.
• Include succession plans for critical functional positions within the company. • Choose designated media spokespeople for the company including back-up spokespeople. • Develop a phone tree or some other communications plan to reach the boards of directors, executive committee, employees, City of Newport Beach staff, Newport Beach Emergency Command Center, Orange County government, State of California, Visit California and neighboring destination marketing organizations. • Implement a rehearsal procedure via an annual drill.
STRATEGY 2:
Build on the budgeting, forecasting, finance, human resources, legal and other key learnings from the COVID-19 pandemic to ensure the long-term viability of the organization, tourism industry and leadership during a possible future catastrophic event or crisis.
TACTICS:
• Create fiscal-year budgets for the three companies with possible emergency revenue/expense cuts in mind, e.g. itemized details of each budget line item, so items can be cut or reduced immediately. • Ensure each company’s budget is developed with expenses planned out/timed out through the 12 months, so future expenses can be easily cut or reduced. • Ensure cash reserves for each of the three entities are healthy, full and to appropriate levels. • Ensure cash is fairly liquid and easily available in no-risk withdrawal money markets, certificates of deposit or other investment accounts. • Ensure duplicate IT solutions are available for every employee to be able to work from home in an emergency situation. • Form strong relationship with company bank to assist with future grants, aide and smallbusiness loans should federal-relief programs become available during a crisis. • Continue investment in Zoom and other possible cloud-based, video-conferencing software solutions for remote meetings.
OBJECTIVE 3
IMPROVE COMPANY EFFICIENCY AND PERFORMANCE.
INCREASE EFFICIENCY, FUNCTIONALITY AND PERFORMANCE
OF BUSINESS PROCESSES WORKFLOW TO ELIMINATE CHANCE
FOR ERRORS, REDUNDANCIES AND INEFFICIENCIES.
Examine and possibly reinvent all business processes, workflow and project management throughout the company.
TACTICS:
• Monitor all processes for project and time management critical paths throughout the company to find gaps, bottlenecks or issues that impede successful outcomes, positive results, exceeded goals or met deadlines. • Continue to expand usage of Airtable project-management software for process-oriented solutions to better manage projects, resources and time. • Explore new time-management software solution to manage and approve paid-time-off requests and hourly employee time cards. • Implement and train staff on new software solutions. • Continue to look for enhancements, features and new tools to maximize return on investment.
OBJECTIVE 4
PREFERRED DMO EMPLOYER
BECOME THE PREFERRED REGIONAL DESTINATION MARKETING
ORGANIZATION (DMO) EMPLOYER IN SOUTHERN CALIFORNIA AND
INCREASE EMPLOYEE PERFORMANCE, MORALE AND RETENTION,
AND OTHER MEASURES OF EMPLOYEE SATISFACTION.
STRATEGY 1:
CENTRALIZE SEVERAL EMPLOYEE BENEFITS, OFFER LETTERS AND EMPLOYEE-FACING INFORMATION INTO A FORMALIZED PROCESS WITH CLEAR ACCOUNTABILITY.
TACTICS:
• Move all benefits, new-employee offer letters and other employee-facing information under the administration team. • Explore a new workforce-management software solution to centralize all employee-facing documentation, time cards, payroll, benefits information and other employee and company information. • Continue the employee value-proposition report showing each employee’s total compensation (including base salary, benefits, payroll taxes and other hidden compensation), so employees know their total monetary value to the company.
CONTINUE EMPLOYEE-ENGAGEMENT BENEFITS, EDUCATIONAL OPPORTUNITIES AND EMPLOYEE EVENTS AND RETREATS TO INCREASE EMPLOYEE MORALE, PRODUCTIVITY AND RETENTION.
TACTICS:
• Continue popular fitness-center reimbursement/wellness reimbursement, educational opportunities and company/staff retreats, meetings and team outings. • Continue the stay-and-play benefit where employees are encouraged to experience the destination’s hospitality features first-hand as a guest. • Continue successful holiday lunch. • Continue infusing the company’s core values into everything we do. • Ensure summer staff outing is a fun, bonding experience for all employees. • Continue to refine and add worthy educational components and bonding activities at the annual staff retreat.
• Continue to support external, job-related educational opportunities for all employees. • Explore new educational opportunities outside the tourism industry for executive team.
OBJECTIVE 5
LONG-TERM CAPITAL & I.T. INFRASTRUCTURE PLAN
DEVELOP A LONG-TERM CAPITAL AND INFORMATION TECHNOLOGY INFRASTRUCTURE PLAN TO THINK AHEAD AND BUDGET FOR FUTURE, LARGE CAPITAL OR I.T. TECHNOLOGY SOLUTIONS WITH AN EYE TOWARD THE FUTURE AND CONTINUING THE LEGACY OF OUR ENTREPRENEURIAL, LEADING-EDGE ORGANIZATION.
STRATEGY 1:
WORKING WITH I.T. CONSULTANTS, CREATE A MULTI-YEAR I.T. INFRASTRUCTURE PLAN TO ACCOUNT FOR AND BUDGET FOR LARGE, FUTURE I.T.-RELATED CAPITAL EXPENDITURES.
TACTICS:
• Develop multi-year I.T. Capital Infrastructure Plan for large expenditures and budgeting purposes.
HUNTRESS MDR SOFTWARE FOR ALL WINDOWS DEVICES ($3.50/DEVICE/MONTH)
OFFICE 365 - $340/MONTH-INITIAL OUTLAY - $2,250 SENTINELONE ANTIVIRUS FOR SERVERS - ($16/MONTH)
REPLACE CURRENT VIDEO SERVER CLOUD BACKUP FOR VIDEOS REPLACE AGING COMPUTERS (OLDER THAN 5 YEARS) REPLACE AGING PHONE SYSTEM REPLACE AGING FILE SERVER OPERATING SYSTEM
TOTAL ANNUAL I.T. CAPITAL EXPENDITURES
STRATEGY 2:
CREATE A MULTI-YEAR, DIGITAL MARKETING AND TRADESHOW BOOTH CAPITAL INVESTMENT AND DEPRECIATION PLAN TO ACCOUNT FOR AND BUDGET FOR LARGE, FUTURE DIGITAL MARKETING AND TRADESHOW-BOOTH RELATED CAPITAL EXPENDITURES, E.G. NEW WEBSITE REDESIGN, NEW TRADESHOW BOOTH, NEW MOBILE APPLICATION, ETC.
TACTICS:
• Working with digital agency-of-record, develop a multi-year plan to account for and depreciate appropriately future, large digital marketing and website development expenditures. • Develop a multi-year plan to account for and depreciate appropriately future, large tradeshow booth creation, design and production expenditures.
GOVERNANCE
82 BUDGETS
84 GOALS
86 BRAND ARCHITECTURE
90 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
91 TBID BOARD OF DIRECTORS AND MARKETING COMMITTEE
92 NEWPORT BEACH & COMPANY TEAM
