Tài liệu STRATEGIC MARKETING PLAN - Overcoming Development Barriers and Positioning Castle Rockfor Success ppt

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Castle
Rock
♦
Strategic
Marketing
Plan
Prepare
Kick-Off Meeting
Community
tour
(business
perspective)
Review Previous
Reports
Demographic
Profile
•
Moderate
population growth
• Limited
ethnic
diversity
• Slightly
older
population
than
state
•
Less
affluent
than
state
Community
Tapestry
•
27.4%
Midland
Crowd
•
23%
Salt
of
the
Earth
•
20%
Rooted
Rural
Retail
Potential
•
$134.2
million/2004
•
583,000
sq.
ft.
(commercial
real
estate)
•
CR
residents
in
local
trade
area
spend
well
below
average
on
virtually all
goods
PROCESS
Survey
Shoppers
Secret
Shopper
in-store visits
Survey
& Interview
Business
Owners
Tourism
-
Visitor
Potential
• Mt.St. Helens: 1.5 millionvisitors/yr
•
Seaquest
State
Park:
356,000
visitors/year
• $97.5 millionspending/year
•
Shopper
Survey
Results:
Poor
selection, High prices, Limited hours,
52%
say
best
time to
shop
on a
weekday
is after 5:00 pm
Business
Development
Readiness
•
Workforce
&
Education
=
Weakness
•
Ready-to-Go
Real
Estate
=
Weakness
• Utilities =
Strength
•
Transportation
=
Strength
•
Business
Environment
=
Neutral
•
Business
Services
=
Weakness
• Small
Business/Entrepreneur
Resources
=
Weakness
S.W.O.T.
ANALYSIS
Interview
business
service
providers
&
resource
organizations
Marketing
review
Analytical
Research
Marketing
Readiness
•
Site
selection
data
is negligible =
Weakness
• No
brand
identity =
Weakness
• Lack of
organized
&
prepared
business
team
=
Weakness
• Potential for very
responsive
team
-
already
conducting
pre-
development
meetings
= Neutral
•
Marketing
budget
available
- little
to
none
=
Weakness
Castle
Rock
Strengths
Large regional
market
I-5
Corridor
Extensive
shipmer
options
Strong
visitor
market
Small
town
friendliness
Gift &
antique
shops
Unique
special
events
Castle
Rock
Weaknesses
Job
loss
&
slow
population
growth
Limited
retail
selection
Regulatory
process
-
mixed
reviews
Higher
than
average
water
&
sewer
fees
Unclear
identity
Downtown
vacancies
Retail
leakage
Castle
Rock
Opportunities
Visitor
market
Cluster
of gift
stores
Unique
specialty
shopping
district
Untapped
retail
Entrepreneurial
spirit
Competitive
services
through
permit
process
Competitive
Threats
Retailers
meeting
th
needs
of multiple
markets
Curtail retail
leakage
Limited
supply
of quality,
ready-to-go
commercial
&
industrial
real
estate
Competing
with
5,000
acres
of
developed
industrial land in region
Community
readiness
for
change
Strategy
Castle
Rock
Strategic
Marketing
Plan
Product
Development:
getting real
estate
market-ready
Organize
for
Business
Development:
enhancing
the
city's
competitive
advantage
for
speedy
permitting
and
exceptional
service
Target
Best
Opportunities:
focusing efforts
on local
business
development,
entrepreneurship,
and
an
external
marketing
program
for
business
recruitment
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
3
Castle
Rock
♦
Strategic
Marketing
Plan
4.0
MARKETING
STRATEGY
Based on the SWOT Analysis, we recommend three Strategic Initiatives for Castle Rock to successfully
achieve your goals:
Strategic Initiative I:
Product
Readiness
This initiative addresses necessary improvements to enhance industrial and commercial real
estate, land and buildings, to make Castle Rock competitive in the regional market. Additional
actions are directed to upgrading Castle Rock's image in the eyes
of
visitors and tourists.
Strategic Initiative 2: Organize for Business Development
In order to accomplish your desired outcomes, you will need to be prepared with particular data
to assist businesses seeking a location, as well as present a clear and consistent permitting process
with competitive fee schedules. This strategic initiative will guide you in preparing this
information and a business-friendly process, along with coordinating your business team.
Strategic Initiative 3:
Target
Best
Opportunities
This initiative will help you to cultivate the best opportunities to grow businesses, jobs and wealth
creation in Castle Rock. Focused on the greatest impact for your investment
of
time and money,
the actions associated with this strategic initiative will promote local business development, spur
entrepreneurship, and prepare you to recruit targeted businesses to Castle Rock.
The recommended Strategic Initiatives are outlined on the following pages and encompass:
— Strategic Initiative Goal
— Why it is Important
—
Current
Situation
— Implementation Actions
Details for implementing each Strategic Initiative and corresponding action steps are presented in the
Implementation Guide, which is provided separately from this document. We have designed the
Implementation Guide to function as a workbook, including detailed tasks, resources and sample
materials to support the actions for each Strategic Initiative.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
4
Castle
Rock
♦
Strategic
Marketing
Plan
Strategic
Initiative
1:
Product
Readiness
Goals:
Why
it
is
Important:
Current
Situation:
♦
Make Castle Rock's industrial and commercial real estate product offerings market-
ready and enable Castle Rockto effectively compete for targeted businesses.
♦
Present a welcoming and inviting image for visitors and tourists.
To be competitive for business attraction, retention and expansion, any community must
have adequate physical locations to accommodate these businesses. Site location
consultants and businesses conducting a site search desire a variety
of
sizes and optional
locations for consideration. Industrial businesses seek a range
of
one to 100 acres of
developed land - including curb, gutter, utilities and relevant infrastructure at the site. A
prepared site will help the prospect visualize his or her business at that location. They
expect full-service infrastructure and clean sites (no hidden environmental problems).
Many
of
the City's commercial and industrial targets will require ready-to-go quality
buildings. That means that the buildings are in shape for immediate occupancy or tenant
improvements customized to the needs
of
the business operations. In all cases, land or
building options must be ready-to-go, as businesses consider any lag in time to occupy
their facilities an additional cost - as the saying goes "Time is money".
It will be important to have buildings not only for sale but available for lease since the
business sectors that Castle Rock is targeting for expansion and recruitment will prefer
to lease over buying.
There is only one industrial site, the Hornstra property, for major industrial
development.
Other
potentially available sites are not on the market or require
major
redevelopment strategies.
There
are no industrial or business parks,
and
no available
industrial buildings for lease or purchase. Regionally, the competition is fierce with an
ample supply
of
"ready-to-go" sites outside
of
Castle Rock - nearly 5,000 acres
of
available
industrial
land.
Office space is limited and selected retail/commercial spaces are for rent but are not in
"ready-for-market" condition.
Castle Rock does not have a current inventory
of
available land and buildings with
complete data, including price utilities, infrastructure, maps or contact information.
Active marketing
of
industrial
and
commercial real estate appears to be negligible.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
5
Castle
Rock
♦
Strategic
Marketing
Plan
Implementation
Plan:
to
Establishing a game plan for the industrial land sites with the greatest development potential will
enhance Castle Rock's success rate for recruiting target business-types. At this time, we do not
recommend constructing a speculative building for industrial use because it is unlikely the investment
will earn a return within an acceptable time.
Action
1.1
Prioritize and ready the Gould property, and adjacent school-district
property
(if
possible), for marketing in the short-term.
Action
1.2
Develop a specific plan, including site layout, infrastructure needs and cost
estimates for improvements, to transform the Hornstra property into a
marketable industrial park.
Action
1.3
Working with landowners and real estate brokers, prepare an inventory
of
available industrial buildings and land sites, which details properties,
infrastructure/utilities, incentive zones and maps.
co
Since the City also wishes to expand shopping venues for residents and visitors, commercial
buildings and potential land sites need to be prepared for occupancy. Retail and service companies
expect quality real estate options that are "turn-key" with minimal tenant improvements to move-in
and open for business.
Action
1.4
Identify and prepare commercial buildings for market-readiness and
promote selected properties.
Castle Rock's prime location - at the base
of
Mt. Saint Helens and directly on 1-5, a major
transportation route - beckons to engage visitor and tourist spending. While the tourist venues and
nearby businesses are located at the north Castle Rock exit (State Hwy 504/Toutle), many downtown
businesses are missing out on this potential market. It is important to invite and guide visitors to all
parts
of
Castle Rock.
Improve the appearance
of
all downtown businesses
and
properties for
overall market appeal and to project the best possible image.
Prepare and install informative signage and landscape enhancements at
both
Castle
Rock
entrances
to
direct
visitors,
and
market
services/retail
offerings and feature activities such as the museum and riverfront trails.
In addition to these actions we recommend that you continue efforts
of
the "Downtown Redesign"
Project to enhance Cowlitz Street with improvements for lighting, landscaping, etc.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
6
Castle
Rock
♦
Strategic
Marketing
Plan
To prepare for the long-term and even short-term opportunities that may arise, it is important for the
city to have a plan in place for anticipated growth in a balanced manner. That means that Castle Rock
would have enough commercial, industrial and residential sites to fulfill the city's vision for
development.
Review
allocated
land uses for
commercial,
industrial
and
residential
and
update plans to match the community's vision for growth and
development.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
7
Castle
Rock
♦
Strategic
Marketing
Plan
Strategic
Initiative 2: Organize for
Business
Development
Goals:
Why
it
is
Important:
Current
Situation:
♦
Ensure the City's development review, fee schedule and other regulatory processes,
are streamlined and clearly articulated with a reputation for exceptional service, such
that businesses and developers will say: "Castle Rock is a little city with the best
development
process andlocation assistanceinthestate;
there
werenosurprises
".
♦
Mobilize a proactive Business Team to facilitate a positive business climate and
support business recruitment and expansion efforts.
Businesses expect consistency and clarity
from
government. Plan review changes can
extend timelines and drive up costs to exceed construction projections - this is unsettling
to
businesses.
Competition for business location is increasing from communities
of
all sizes.
Meanwhile offering financial incentives are not realistic recruitment tools as city and
state governments face restricted fiscal resources. This situation requires a different kind
of
competitive incentive - service is the solution. Considering that time is money to
businesses, efficient site search services and a straightforward development process
focused on the client's need to quickly commence operations is a valuable incentive.
Businesses are also challenged with increasing fees and taxes. They are meticulously
evaluating all development and ongoing operational costs. How a community compares
to competitors in the pro forma analysis is a contributing factor to your community
being
the
chosen business location.
The City offers pre-development meetings with businesses to review a project, discuss
options, answer questions and present anticipated fees and costs for development. This is
a good practice. However, since the City utilizes contractors for building and planning
permit approvals, there is a significant cost for businesses to start the process prior to
submitting plans. Some local businesses report that they have incurred a burden
of
the
costs for very minor facility changes.
Water and sewer rates are above the state averages. Meanwhile the City has competitive
rates for storm water services and does not levy additional Business & Occupation
Taxes. No impact fees are charged for schools, parks/recreation, or traffic.
No specific information about development fees and information, process and
applications is available on the City's website. In today's electronic age, communities
with information available 24/7 make the site selection process easier for businesses and
site location consultants, thus making their communities more competitive for attracting
and retaining growing businesses.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
8
Castle
Rock
♦
Strategic
Marketing
Plan
Implementation
Plan:
0)
Systematizing and clarifying the City's development process and competitive fee structure is a critical
element for a favorable business climate. Mapping the process and presenting it in a concise and
specific manner to expanding and prospective businesses will contribute to your success.
Action
2.1
Review and make necessary adjustments to the City's development
process and fee structure to enhance Castle Rock's competitiveness for
business locations and expansions.
Action
2.2
Prepare a template to present prospects with customized development fees
pertinent to their project.
Both at the government level (City Hall) and throughout the business community, service is vitally
important to a pro-business climate. Castle Rock is a friendly town. Build on that asset to enhance the
service model for winning business locations and retaining growing companies. You will need to
organize and prepare your team to work with companies.
Action
2.3
Create the role
of
Business Ombudsman at City Hall to serve as the
business liaison during the site search and development processes.
Action
2.4
Establish the Castle Rock Business Team to support business recruitment
and
expansion efforts.
co
Today's competitive business development demands real time information. Castle Rock has recently
established a city website. This is a good tool to enhance the city's service delivery.
Action
2.5
Upgrade information on the City website to meet the needs
of
target
businesses.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
9
Castle
Rock
♦
Strategic
Marketing
Plan
Strategic
Initiative 3:
Target
Best
Opportunities
Goals:
Why
it
is
Important:
Current
Situation:
Support local businesses to prosper and expand.
Encourage entrepreneurship to strengthen the business community and engage
Castle
Rock's
youth.
Augment Castle Rock's retail and service offerings to reduce sales leakage and
increase
sales
tax
revenues.
Implement a focused external marketing program to recruit a campground or
recreational vehicle park developer and operator.
Create awareness
of
Castle Rock in the minds
of
commercial and industrial targets.
On average in all communities, 70-80 percent
of
job
and economic growth can be
attributed to local companies. Although it may appear to be more exciting and have
greater potential to recruit from outside Castle Rock, the support
of
businesses already
existing in the community contributes to steady and consistent growth as well as the
reduced likelihood
of
losing a valuable employer to another community.
"Taking care
of
your own" also enhances business recruitment. Companies base their
impressions
of
a community on how existing businesses are treated. If local employers
are satisfied and optimistic about Castle Rock, they will be advocates for the City and a
potential source
of
leads for business recruitment.
Additionally, it is proven that entrepreneurs are very loyal to their communities if it is an
environment that supports entrepreneurial thinking. When they become successful they
are most likely to reinvest in their local community and help other entrepreneurs.
Promoting entrepreneurship provides a healthy and robust cycle
of
business.
Attracting new investment and
jobs
through business recruitment will not simply occur
from "hanging out your shingle" and saying
"we
want your business here". Castle Rock
needs to make prospects aware
of
the competitive advantages for locating in your town.
A strategic external marketing campaign will place the desired message directly in front
of
your target audience so that your community might be considered for their location.
Castle Rock businesses are grossly underserved with business resources. Employers do
not know where to seek resources and services, such as business counseling, financing
tools, and hiring/training services.
There is no coordinated business retention and expansion program,
if
a business wants to
expand in Castle Rock there is no organized starting place for one-stop assistance.
Venues for entrepreneur connections are non-existent - no networking groups, events, or
incubator facilities. Castle Rock has a track record for angel investment, and it may be a
potential strength as this resource is not common in towns as small as Castle Rock.
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
10
Castle
Rock
♦
Strategic
Marketing
Plan
Implementation
Plan:
o)
Focus on the greatest impact to Castle Rock's economic growth; it is important to work with local
businesses as a first priority.
CO
Action
3.1
Facilitate connections between local employers and available business
resources.
Action
3.2
Create a business-to-business marketing program that encourages Castle
Rock small businesses to become well acquainted with local
products/services, and supportive through cross marketing and selling.
Action
3.3
Start a local business appreciation award program.
To encourage entrepreneurship, a community must do more than talk about it. It will be important to
carry out a strategic plan to support entrepreneurship. We propose two action items to stimulate
sustainable results from this approach.
Action
3.4
Action
3.5
Be a catalyst for entrepreneur connections. Maximize and leverage
opportunities to make entrepreneur resources available in Castle Rock.
Establish a youth entrepreneur program in association with the high school.
In the Long Range Recreation Plan, the City has a prime site planned for the development
of
an RV
Park. This site is a unique asset that is ready for development. Developing the park will contribute to
increased visitor exposure to downtown; it is the perfect attraction to Castle
Rock's
tourism market.
However, Castle Rock needs an organized and proactive approach to create awareness and attract a
quality RV park developer.
Action
3.6
Carry out a targeted plan to recruit a developer and company to operate a
Recreational Vehicle Park along the Cowlitz River.
Most communities want to begin immediately on the following action steps. We suggest that once
you have organized your team, prepared your real estate product for market, and satisfied your local
employers, then you are ready to take on a focused external marketing program. If you start with the
intrigue of external marketing and do attract attention to Castle Rock, you may not be prepared to
make a good first impression. As a result, your premature efforts may hurt your chances
of
locating
your target businesses.
Action
3.7
Execute a targeted commercial business recruitment program to supplement
local business offerings.
Prepare for industrial business recruitment.
Action
3.8
Prepared
by:
Chabin
Concepts
8t
Marketek
♦
May
12,
2005
Page
11
Castle
Rock
♦
Strategic
Marketing
Plan
5.0
IMPLEMENTATION
TIMELINE
&
BUDGET
The following diagram presents a proposed timeline for completion
of
each action step in the Strategic
Marketing Plan.
Timeline
-
Castle
Rock
Strategic
Marketing
Plan
2005
2006
2007
Ongoing
"u"w"
2Q 3Q 4Q 1Q 2Q
3Q
4Q
1.1
Priority Industrial Site
Readiness
1.2
Hornstra
Property
Development
Plan
1.3
Industrial
Real
Estate
Inventory
1.4
Commercial
Building
Readiness
1.5
Improve Downtown
Image
1.6
Entrance
Signage
&
Enhancements
1.7
Land
Use
Allocation
2.1
Competitive
Development
Process
&
Fees
2.2
Customized
Fee
Presentation
2.3
Business
Ombudsman
2.4
Castle
Rock
Business
Team
2.5
Website
Enhancements
for
Business
Development
3.1
Resources
for Existing
Businesses
3.2
Business
to
Business
Marketing
3.3
Business
Appreciation
Award
Program
3.4
Entrepreneur
Connections
3.5
Youth
Entrepreneur
Program
3.6
RV
Park
Developer
Recruitment
3.7
Targeted
Commercial
Business
Development
3.8
Industrial
Business
Recruitment
Prepared
by:
Chabin
Concepts
&
Marketek
♦
May
12,
2005
Page
12