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 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
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Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW
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MBA 645 Project Guidelines and Rubric
Competencies
In this project, you will demonstrate your mastery of the following competencies:
Manage elements of a sustainable global brand
Propose a method to market
Design a marke�ng strategy
Scenario
You are the regional marke�ng director of a theme park in the southeastern United States that is part of global brand. The chief
marke�ng officer of global opera�ons has called upon you to help coordinate the marke�ng tasks related to rolling out an
emergency response to a recent safety and injury incident at one of the parks that resulted in serious injuries to employees and
customers. This theme park was closed immediately following the incident to ensure safety measures for customers and employees
and to deploy the needed safety measures.
Now, as the theme park is all set to reopen, the CMO has called you to take a lead in planning the marke�ng strategy to support the
reopening of the park. Your responsibility is to design a phased strategy for reopening all parks, with cri�cal objec�ves such as
maximum safety, crisis communica�on, customer sa�sfac�on, and profit poten�al. You must coordinate marke�ng strategy with
corporate strategy, as failed or successful planning will impact brand success and recogni�on.
You have determined the scope of work and have outlined the high-level plan. As a first step, you decided to perform the brand
analysis and iden�fica�on of cri�cal elements to successfully market the reopening of the park. Based on the outcomes, you
developed a customizable marke�ng strategy template that can be used by other theme parks under the same umbrella.
Next, you need to create a presenta�on (toolkit) to share your analysis and recommenda�ons for the proposed marke�ng support of
the park. But, as you are working to complete the final bit of the toolkit, your social media monitoring partner shares a report of the
theme park’s social media image and performance. The report shows a significant spike in nega�ve public feedback. The report
states there is the percep�on of an uncaring, careless brand forcing a reopening for profit. Your presenta�on should also include
strategies for how you will address the emerging nega�ve percep�on on social media about the theme park. You will show this
presenta�on to your CMO and other regional marke�ng directors of the park.
Direc�ons
Part One: Strategic Brand Implica�on and Management
Record and submit a narrated PowerPoint presenta�on to share your analysis and recommenda�ons for the proposed marke�ng
support of the park. Ensure you address any feedback received in Milestone One before you submit the final presenta�on.
Brand Analysis and Implica�ons —In this part of the project, you will present the brand implica�ons of reopening the park. Your
presenta�on should include the following cri�cal factors:
1. Determine the essen�al factors which can impact the brand equity when reopening the park. (slides 1–3)
a. Describe the importance of brand equity to the organiza�on. (slide 1)
b. Provide posi�ve implica�ons (slide 2):
Safety concerns addressed and communicated
Community and local government support for reopening
Employee support for reopening
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c. Provide nega�ve implica�ons (slide 3):
Social media nega�ve reac�ons
Employee nega�ve concerns
Opera�onal concerns for safety
2. Describe the strategic communica�on plan that should occur before and a�er the park reopens. Your responses should
address the following (slides 4–8):
a. Iden�fy three key stakeholder groups from this list:
Employees
Customers
Government agencies
Communi�es
Vendors
b. Describe each stakeholder’s interests in the organiza�on.
c. Describe their communica�on needs.
d. Iden�fy the best mode for communica�ng with them based off their needs.
e. Describe the impact that reopening the park could have on each iden�fied stakeholder (low, medium, or high). Why?
Func�onal Departmental Roles and Responsibili�es —In this part of the project, you will iden�fy the func�onal department and
describe their roles and responsibili�es in making the reopening of the park a success. Your presenta�on should include the
following cri�cal factors (slides 9-12):
1. Iden�fy three func�onal departments, including marke�ng, which play a significant role in the reopening process. (slide 9)
Consider which departments will be most engaged in the reopening process.
2. Describe the roles and responsibili�es of these func�onal departments in the safe and successful process of reopening the
park. (slide 10)
3. Develop an internal communica�on plan that addresses the following (slides 11–12):
a. How will you take feedback from the stakeholders?
b. What could be the legal and ethical issues in reopening of the park? To understand the specific guidelines, refer to
the memo from the legal team.
c. What will be the frequency of mee�ngs with stakeholders to share relevant informa�on?
Part Two: Customizable Marke�ng Plan Template
Based on the informa�on provided to you, share a completed marke�ng plan template for the reopening of this individual park.
Ensure you address any feedback received in Milestone Two before you submit the final template.
Your template should include the following cri�cal sec�ons:
1. Determine two methods to be used for consumer research in developing the marke�ng plan. Provide ra�onales.
2. Determine three tradi�onal marke�ng methods you will use in developing the marke�ng plan and provide ra�onales. Your
response should address the following:
a. How will the iden�fied methods help in the acquisi�on of the new customers?
b. How will the iden�fied methods help in the reten�on of the exis�ng customers?
c. What are the advantages and disadvantages of the iden�fied methods?
3. Determine three digital marke�ng methods you will use in developing the marke�ng plan and provide ra�onales. Your
response should address the following:
a. How will the iden�fied methods help in the acquisi�on of the new customers?
b. How will the iden�fied methods help in the reten�on of the exis�ng customers?
c. What are the advantages and disadvantages of the iden�fied methods?
4. Explain how the tradi�onal and digital marke�ng methods you have selected will work together to op�mize the brand. Your
response should address the following:
a. Which method do you think could be most impac�ul in addressing your target audiences?
b. Which method do you think could be most effec�ve in branding?
c. Can both digital and tradi�onal marke�ng support the brand and growth of the business?
5. Explain the crisis management strategies to be implemented prior to reopening. Your response should address the following:
a. How can we focus on customer expecta�ons to improve brand damage from the incident?
b How can we support our employees’ needs in reopening the park?
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b. How can we support our employees needs in reopening the park?
c. What possible crises could arise relevant to the incident and reopening?
6. Determine one legal and one ethical issue that could arise and nega�vely impact the organiza�on’s brand image upon
reopening and provide proac�ve steps that could be taken now to prevent them.
Part Three: Measuring Your Strategic Marke�ng Plan’s Success
Record and submit a narrated PowerPoint presenta�on to share your analysis and recommenda�ons for the proposed marke�ng
support of the park.
1. Provide a marke�ng strategy that considers the following areas (slides 1–4):
a. Digital marke�ng strategy
b. Tradi�onal marke�ng strategy
c. Communica�ons and public rela�ons strategy
d. Event marke�ng strategy
Monitoring Your Marke�ng Strategy— In this part of the project, you will explain how you will monitor the performance of your
strategy. Your presenta�on should include the following cri�cal factors:
2. Iden�fy three SMART marke�ng objec�ves and describe how they align with three of your suggested strategies (one for
each). (slide 5)
3. Iden�fy one KPI that can be used for each of the marke�ng objec�ves. (slide 6)
4. Describe the methods that could be used to monitor performance of the three marke�ng objec�ves. Provide ra�onale.
(slides 7–8)
5. Using plan-do-check-act (PDCA) methodology, provide a con�nuous improvement process for preserving brand iden�ty and
reputa�on. (slides 9–10)
6. Describe two marke�ng strategies to address nega�ve public feedback on social media. (slides 11–12)
Consider the role of public rela�ons.
Consider the role of crisis management.
What to Submit
To complete this project, you must submit the following:
1. Strategic Brand Implica�on and Management
Submit a narrated PowerPoint presenta�on with 12–13 slides. Consult the
Shapiro Library APA Style Guide for more informa�on.
2. Customizable Marke�ng Plan Template
Submit a 4- to 6-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Consult the
Shapiro Library APA Style Guide for more informa�on.
3. Measuring Your Strategic Marke�ng Plan’s Success
Submit a narrated PowerPoint presenta�on with 12–13 slides. Consult the Shapiro Library APA Style Guide for more informa�on.
Note: Remember to use both onscreen text and audio narra�on or speaker notes in your PowerPoint presenta�ons to convey your
informa�on effec�vely. If, due to technical challenges, audio narra�on is not possible, precise and extensive speaker notes should be
used addressing all the cri�cal elements in the presenta�on. For example, you can use brief bulleted lists on the slide and include
detailed explana�ons in your audio narra�on or speaker notes.
Suppor�ng Materials
The following resources support your work on the project:
Organiza�onal Chart
CMO Memo
Memo From Legal Team
CMO Memo for Target Audience
Exemplar Communica�on Grid
Video: Record a Presenta�on
Use this resource to learn how to record your PowerPoint presenta�on with narra�on and video.
Resource: MBA Research Guide
This Shapiro Library resource will help you find any addi�onal informa�on you may need to complete the project.
http://libguides.snhu.edu/apa
http://libguides.snhu.edu/apa
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Criteria Exemplary (100%) Proficient (85%)
Needs Improvement
(55%)
Not Evident (0%) Value
Brand Equity
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Describes the
importance of brand
equity and provides
posi�ve and nega�ve
implica�ons on the
organiza�on’s brand
when the park
reopens
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include the
descrip�on of brand
equity or the
posi�ve and nega�ve
implica�ons on the
organiza�on’s brand
when the park
reopens
Does not a�empt
criterion
5
Strategic
Communica�on
Plan
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies three key
stakeholder groups,
describes their
interests in the
organiza�on, the
impact reopening
might have on them,
and the best mode
of communica�ng
with them based on
their needs
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include sufficient
details concerning
descrip�on of
stakeholder interests
in the organiza�on
or the impact
reopening might
have on them or
iden�fica�on of the
best mode of
communica�ng with
them based on their
needs
Does not a�empt
criterion
5
Func�onal
Departments
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies the three
func�onal
departments,
including marke�ng,
that play a significant
role in the reopening
of the park
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
the func�onal
departments that are
involved in
reopening the park
Does not a�empt
criterion
5
Roles and
Responsibili�es
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Describes the roles
and responsibili�es
of the func�onal
departments in the
safe and successful
process of reopening
the park
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include the roles or
responsibili�es of
each of the
func�onal
departments in the
safe and successful
reopening of the
park
Does not a�empt
criterion
5
Internal
Communica�on
Plan
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Develops an internal
communica�on plan
in alignment with the
brand which includes
stakeholders’
feedback legal and
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
Does not a�empt
criterion
5
Project Rubric
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feedback, legal and
ethical issues, and
daily informa�on
sharing
include iden�fying
the internal
organiza�onal
communica�ons
needed; considering
stakeholder
feedback, legal and
ethical issues, and
informa�on sharing
frequency
Methods for
Consumer
Research
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Determines two
consumer research
methods to be used
in developing the
marke�ng plan and
provides ra�onales
behind the choices
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
appropriate
consumer research
methods or
providing sufficient
ra�onales
Does not a�empt
criterion
8
Tradi�onal
Marke�ng
Methods
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Determines three
tradi�onal marke�ng
methods to be used
in developing the
marke�ng plan and
addresses how these
methods will help in
acquisi�on of new
customers, how
these methods will
help in reten�on of
exis�ng customers,
and the advantages
and disadvantages of
these methods
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include exploring
and iden�fying
various tradi�onal
marke�ng methods
suitable for
reopening of the
park; sta�ng how
these methods can
help in acquisi�on
and reten�on of
customers; sta�ng
advantages and
disadvantages of
tradi�onal marke�ng
Does not a�empt
criterion
8
Digital Marke�ng
Methods
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies three
digital marke�ng
method to be used in
developing the
marke�ng plan and
addresses how these
methods will help in
acquisi�on of new
customers, how
these methods will
help in reten�on of
exis�ng customers,
and the advantages
and disadvantages of
these methods
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include exploring
and iden�fying
various digital
marke�ng methods
suitable for
reopening the park;
sta�ng how these
methods can help in
acquisi�on and
reten�on of
customers; sta�ng
advantages and
disadvantages of
digital marke�ng
Does not a�empt
criterion
8
Tradi�onal and
Digital Marke�ng
to Op�mize
Brands
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Explains how the
selected tradi�onal
and digital marke�ng
methods work
together to op�mize
the brand explains
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
Does not a�empt
criterion
5
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the brand, explains
which is the most
impac�ul method for
the target audiences
and most effec�ve
method for branding,
and describes how
both methods
support the brand
and business growth
include iden�fying
the target-audience-
based marke�ng
methods and
explaining the
alignment between
iden�fied methods
of marke�ng;
explaining how the
iden�fied methods
are impac�ul for
target audiences and
effec�ve for
branding and
supports the brand
and business growth
Crisis
Management
Strategies
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Explains the crisis
management
strategies that
address customer
expecta�ons to
improve brand
damage, support
employees, and
an�cipate crises
related to the
incident and
reopening
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include planning for
crisis management
pertaining to brand
damage, employee
support, and
an�cipated crisis
impac�ng brand
image and success
Does not a�empt
criterion
5
Legal and Ethical
Issues
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies one legal
and one ethical issue
which can occur,
referring to the
memo provided by
the legal team, and
provides proac�ve
measures to prevent
them
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include
comprehending the
memo from the legal
team, iden�fying any
of the legal and
ethical issues related
to reopening, and
providing measures
to prevent them
Does not a�empt
criterion
5
Marke�ng
Strategy
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Provides a marke�ng
strategy that
considers digital,
tradi�onal,
communica�ons and
public rela�ons, and
event marke�ng
strategy
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include providing a
marke�ng strategy
that considers digital,
tradi�onal,
communica�ons and
public rela�ons, and
event marke�ng
strategy
Does not a�empt
criterion
6
SMART Marke�ng
Objec�ves
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies three
SMART marke�ng
objec�ves and
explains how they
align with safety,
customer
expecta�ons, and
profitability
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include the
explana�on of the
alignment of safety,
customer
Does not a�empt
criterion
5
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expecta�ons, and
profitability in
rela�on to the
SMART marke�ng
objec�ve that were
iden�fied
KPIs for Marke�ng
Objec�ves
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Iden�fies one KPI
that can be used for
each of the
marke�ng objec�ves
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
one KPI for each of
the three marke�ng
objec�ves
Does not a�empt
criterion
5
Monitoring Results Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Describes the
methods that could
be used to monitor
performance of the
three marke�ng
objec�ves and
provides ra�onale
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include iden�fying
suitable method to
monitor the
performance of the
three marke�ng
objec�ves
Does not a�empt
criterion
5
Con�nuous
Improvement
Process
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Provides a
con�nuous
improvement
process for
preserving brand
iden�ty and
reputa�on using
PDSA methodology
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include the
con�nuous
improvement
process following
PDSA methodology
Does not a�empt
criterion
5
Method to
Address Nega�ve
Public Percep�ons
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Describes two
marke�ng strategies
to address nega�ve
public feedback on
social media
considering the role
of public rela�ons
and crisis
management
Shows progress
toward proficiency,
but with errors or
omissions; areas for
improvement may
include providing
appropriate
marke�ng methods
to address nega�ve
public feedback on
social media,
considering how
public rela�ons and
crisis management
can help address this
issue
Does not a�empt
criterion
5
Ar�cula�on of
Response
Exceeds proficiency
in an excep�onally
clear, insigh�ul,
sophis�cated, or
crea�ve manner
Clearly conveys
meaning with correct
grammar, sentence
structure, and
spelling,
demonstra�ng an
understanding of
audience and
purpose
Shows progress
toward proficiency,
but with errors in
grammar, sentence
structure, and
spelling, nega�vely
impac�ng readability
Submission has
cri�cal errors in
grammar, sentence
structure, and
spelling, preven�ng
understanding of
ideas
5
Total: 100%
7/31/22, 3:00 PM MBA 645 Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW5
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Total: 100%
7/31/22, 3:00 PM MBA 645 Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW5
https://learn.snhu.edu/d2l/le/content/1085674/viewContent/18775867/View 9/10
7/31/22, 3:00 PM MBA 645 Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW5
https://learn.snhu.edu/d2l/le/content/1085674/viewContent/18775867/View 10/10
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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
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
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Formatting
Title Page
Citation
Outline
