Beverly Hills Conference & Visitors Bureau

Discussion Document & Preliminary Proposal

January 16, 2012

Submitted by:

Coraggio Group

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About Coraggio

Coraggio Group is a Portland-based strategy and organizational change consultancy

focused on helping organizations to realize the excellence they aspire to achieve.

We work with leadership/executive teams, Boards of Directors and key stakeholder/customer

groups to create strategic clarity and to align key organizational elements in support of both

short-term and long-terms strategic goals. We are unique in our capability to assess

organizations systemically to ensure that our client companies are well-prepared to

successfully meet the various challenges of a changing external operating environment.

Our consultants each have 15+ years of experience in their respective fields of strategy,

change management, process analysis & improvement, stakeholder facilitation and

executive team development. Our consultants have worked with a broad range of leading

organizations, such as The Walt Disney Company, Continental Airlines, Microsoft, Adidas,

Nike and Starbucks.

Our Areas of Specialization

Coraggio has deep experience in analyzing the current state of organizations, creating clarity

around purpose and strategy, designing business and revenue models, and aligning key

organizational elements (structure, governance, leadership, culture, systems and processes)

to support and serve the chosen strategy.

Our work is primarily centered in the following areas:

Strategic Clarity and Planning – We work with leadership teams and stakeholder

groups to create clarity and alignment in strategy and operational planning. Common

outputs of this work are long-term strategic clarity frameworks, strategic plans, business

modeling and business plans. Additionally, our strategy work includes specific processes

for implementing the completed strategic plan as well as a reporting framework that

helps to ensure that key stakeholders are aware of progress as appropriate.

Stakeholder Assessments – As part of our strategic clarity work, we conduct

comprehensive assessments and reporting within key stakeholder groups as a way to

maximize input to the plan and ensure a fully inclusive process. We also have

experience in designing and implementing approaches to improve stakeholder

engagement and management. Our work in this arena includes work with Boards of

Directors, community partners, consumers/customers and political influencers.

Organizational Assessments – We conduct both qualitative and quantitative

assessments of teams and organizations in order to provide clarity around required and

desired changes. as well as understand our client organization’s current state of

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―readiness‖ to implement at a strategic level. Our assessments include strategic,

operational, process and cultural areas of organizations.

Organizational Change and Transitions – We work with leadership teams to design,

plan and implement organizational change. We take a systems-level approach to

organizational change integrating strategy, leadership, structure, culture, processes, and

systems in order to create positive, lasting change.

Executive and Organizational Development – We provide counsel, coaching and

facilitated leadership development work with executives, Boards of Directors and internal

teams. We also work with leadership teams to design and implement organizational

development strategies that often accompany large-scale strategic clarity and planning

processes.

Our work in the Destination Marketing space

We believe we would provide Beverly Hills Conference & Visitors Bureau with a level of

acumen in the DMO space that is important to a positive outcome for this project.

Though we have worked with many DMOs over the years, we find that they have their

own set of unique challenges they are navigating, each one with its particular

circumstances that needs to be effectively addressed in order to achieve meaningful,

long-term success.

While we do have frameworks specific to strategy and organizational change that we

have developed, we always take a customized and nuanced approach to every client

matter.

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EXAMPLES OF CORAGGIO CLIENTS

Overview of our approach to strategy development

Anyone who has participated in a strategic planning initiative in the past may view

subsequent similar initiatives with a bit of trepidation. With so many different ways of

arriving at the end product, we’ve worked hard to make the process of getting to the end

goal a little less painful.

We believe the difference between a well-executed strategic

plan and one that isn’t is strong and fully aligned leadership at

both the staff and Board levels.

Our process incorporates a unique leadership development component that addresses

those leadership dynamics actually in the moment. Our philosophy is that the difference

between a well-executed strategic plan and one that isn’t is strong and fully aligned

leadership.

Coraggio’s DMO/Travel Experience

Travel Oregon LA INC.

San Francisco Travel Travel Portland Visit Oakland

West Hollywood Marketing & Visitors Bureau

Western Association of Convention & Visitors Bureaus

Alaska Travel Industry Association Tri Valley, CA Convention & Visitors Bureau

Continental Airlines

Coraggio’s Business & Industry Experience

Knowledge Universe US Olympic Committee

Portland State University Port of Portland

Nike Adidas

California Lottery Orlando Magic

Starbucks American Red Cross

Providence Health System Sacramento County

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Further we believe that if we haven’t had a dramatic impact on the effectiveness of the

leaders in our client organizations, regardless of our core assignment, then we haven’t

done our job in fully preparing our client for the implications that accompany effective

implentation. Unified leadership is a key factor to success in developing a compelling

strategic plan and then mobilizing an organization to relentlessly ―work‖ that plan in its

implementation phase.

Inside every organization there are two cultures: The leadership culture

and the employee culture.

Inside every organization there are two distinct cultures: The leadership culture and the

employee culture. Interestingly, with Destination Marketing Organizations, there are

often three distinct cultures: Board culture, Organization leadership culture and staff

culture. (We understand that BHCVB has a close-knit and relatively small staff size.

As such, the multiple-culture dynamic is likely less pervasive.)

To bridge these gaps, we integrate business analytics, behavioral science and

organizational design principles as part of the strategy development process. Practically

speaking, we use the experience of the actual planning work as a platform to further

develop leadership at all levels of the organization and align staff to the big picture.

When the strategy work is complete, planning participants emerge as stronger leaders,

sharper decision makers, more focused tacticians and stronger communicators.

When the strategy work is complete, planning participants emerge as

stronger leaders, sharper decision makers, more focused tacticians and

stronger communicators.

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Our approach to BHCVB’s Strategic Plan

We understand the key deliverable for this project is a strategic plan aimed at achieving

defined and measurable goals that demonstrate the Bureau’s value to its various

stakeholder groups.

We propose the following area-by-area approach to the work:

AREA #1: Project Planning and Scoping

Deliverables/Outputs

Final Scope for project.

Project timeline and key milestones.

Agreed upon organizational implications of scope (for example, time investment

among the internal planning team)

AREA #2: Competitive and Stakeholder Analysis

Deliverables/Outputs

Current State Report providing themes and patterns regarding the needs,

perspectives, opinions of identified stakeholders, such as Board Members, Chamber

leadership, Rodeo Drive Committee, city officials, etc.

Recommendations as appropriate for addressing issues surfaced in the interview

process.

Assessment of competitive destination strengths and weaknesses, including how

they have organized their Visitor Information Center program.

AREA #3: Development of Three-Year Strategic Clarity

Deliverables/Outputs

Three-year strategic clarity completion for Board approval, as well as alignment with

city officials who designate the TOT funding levels for BHCVB.

Three-year guidance on key organization-wide initiatives and/or programming that

will shape the ―year-one‖ (2012/13)action plan.

Note: See Coraggio’s strategic planning framework/model.

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AREA #4: 2012/13 Action plan

Deliverables/Outputs:

2012 strategic plan development guidance and implementation roadmap (tool).

Specific action steps with owners, timelines and reporting methodology to Board,

staff and identified stakeholders (such as city officials) and hotel stakeholders.

Counsel on how to re-frame and focus, as appropriate, BHCVB’s role as a sales and

marketing organization for the destination in the minds of its stakeholders.

What follows is a deeper dive in to each area of work:

Area #1: Project Planning and Scoping

Having full alignment on project scope will not only drive our work, it will allow BHCVB to

get a clear picture of the internal level of effort necessary throughout the project. It will

be important that the strategic planning process is efficient and appropriately builds upon

the organization’s most recent strategic plan as appropriate.

The scoping process will also be organized to understand the various inputs needed in

developing the three-year strategic clarity and year one (2012/13) strategic plan—for

example: key stakeholder and constituent groups to be included, specific areas of

assessment, data gathering needs vs. existing data that can be used to inform the

planning process, etc.

We also understand that developing a retail strategy for the new Visitors

Information Center is an important part of this strategy project. We will want to

understand where you’re at right now with your thinking on this initiative and what your

specific goals/objectives are so that we can assist you in building an effective plan.

The final outcome of the scoping process will be a well-defined plan for efficiently

conducting research, analyzing data, and producing a final deliverable that provides

clear strategic direction and implementation guidance.

Area #2: Competitive and Stakeholder Analysis

How do key stakeholders view the long-term strategic direction of BHCVB? What do

these groups need most from BHCVB?

To minimize costs to BHCVB, Coraggio will incorporate its existing research around

travel destinations nationwide and industry trends to develop a range of alternative

scenarios and best practices that will inform the three-year strategic direction.

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Although our experience working with CVB’s (for example LA INC. and West Hollywood

Marketing & Visitors Bureau, San Francisco Travel) provides Coraggio with a significant

number of industry contacts and a relevant contextual understanding, we will not rely

solely on our accumulated historical information. We understand that the travel and

meeting industry is dynamic and that it is undergoing significant change. As a result, it

may be necessary to conduct an appropriate amount of industry benchmarking, for

example around the VIC retail strategy as a way to ensure we have solid context for

developing Visitor Information Center strategy.

Understanding the needs, expectations, opinions and insights of BHCVB’s key

stakeholder groups is critical input to developing the strategic plan and making informed

business decisions. Examples of stakeholders include: BHCVB Board of Directors,

Chamber leadership, Rodeo Drive Committee, elected officials with the City, etc.

We recommend performing a needs assessment as an early step in the project. We will

facilitate focus groups and online surveys to generate key insights that will inform the go-

forward strategy for BHCVB and ensure that the process is as inclusive as reasonably

possible, while at the same time being mindful of keeping the cost of this project at a

reasonable level.

We do understand the BHCVB is not a membership-based organization, however we

also know that you are a service organization and ensuring that you are meeting the

needs of your various stakeholder groups is important.

Area #3: Development of Three-Year Clarity

As the saying goes, “If we don’t know where we’re going any road will take us there.”

Having a smart, targeted plan and a clear path for executing the plan is key.

From a practical and tactical perspective, our strategy process has two discreet

components that, we believe, make the planning experience clear and well-organized:

1. Strategic Clarity—Where are we going over the next three years?

2. Strategic Planning—What is our specific plan for year one (2012/13)?

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Coraggio’s Strategic Planning and Clarity Model

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Strategic Clarity: Setting the Three- to Five-Year Strategic Parameters

The strategic clarity process is designed to help crystallize the long-term strategic

direction of the organization and ensure alignment of the leadership team and Board

around the vision/mission, unique value proposition, key areas of focus and the

measurable business objectives over the next three to five years. (We generally

recommend three-year time frames since the external market environment is evolving so

quickly).

Our straight-forward strategic clarity approach and final deliverable creates the context

for the strategic planning process at the operational/functional level. It sets the stage for

key trade- off discussions and creates the framework for the prioritization of activities

and investments. Effectively the strategic clarity framework provides direction on ―what’s

important‖ going forward, thus making strategic decisions at the management level of

the organization much easier and clearer.

We organize the strategic clarity and strategic planning processes as separate but

inextricably linked experiences. We do this as a way to ensure buy in at the key

stakeholder level and avoid a ―do over‖ situation at the end of the final strategic planning

process. We also believe that the clarity process begins turning the leadership wheels in

the same direction early on. Staff will want to see and believe that the executive

leadership of the organization is aligned and fully committed to the declared direction set

forth in the final strategic plan.

The strategic clarity process is comprised of the following key elements—we have also

provided a bit of context associated with each step:

Aspiration— Are there refinements to our long-term vision and mission? To what end(s)

will we always be in service? What does success look like in five years? If we’ve done

our job, what has our region ―become‖ in 20 years?

Defendable Position/Unique Value Proposition— What unique set of capabilities do

we have as an organization? What is it that we absolutely ―own?‖ What is it that we do

that has our customers wildly enthusiastic about the way in which we deliver? What is

the unique value proposition we bring to our various customer and stakeholder groups?

Brand Intention— What is the experience we intend to create for our various

stakeholder and customer groups in every interaction with our organization? What is it

that we want to be known for—as a destination and as the CVB that markets and sells

the destination? How does our Brand Intention inform our efforts to establish the new

Visitors Information Center?

Strategic Mandates/Imperatives— What must we accomplish during the three-year

time horizon? What are our core areas of focus? Our mandates/imperatives will put very

clear ―parameters‖ around BHCVB in terms of what we do and what we don’t do. With

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these mandates/imperatives, we’ll be less tempted by the ―shiny things‖ and more

confident saying ―no‖ when ―no‖ is the best answer for the organization, and, ultimately,

for the destination. (Is there a way to leverage strategic partnerships, for example with

the Chamber of Commerce, rather than saying yes?).

Objectives—What measurable results will we focus on over the three- to five-year time

horizon? What metrics are we focused on? What, exactly, will be our ―dashboard‖ for

reporting to our Board and stakeholder audiences?

The objective-setting work includes the following areas of analysis:

a. Determination of organization wide metrics and measures

b. Definition of functional/departmental directives and budget allocation

c. Determination of target performance metrics for the Visitors Information Center

We believe it is important that a cross-section of the Board of directors (and other key

stakeholders as appropriate) be involved in key aspects of the strategic clarity phase.

Typically, we organize an advisory committee comprised of Board

members/stakeholders who provide guidance/advice at certain key milestones in the

Strategic Clarity process. This ensures they are informed and engaged in the process

and that the process benefits from their unique and important perspectives. The Board

will provide its approval of the strategic clarity work once it is complete, which will then

trigger the operational planning work at the organizational/functional level. (these are the

items below the waterline in our strategic planning and clarity model)

In our strategy work with Destination Marketing Organizations we have found that there

is often a need to facilitate ―alignment‖ conversations at the Board level. Should this be

necessary, we will develop a plan and process to address areas of need in this regard.

Additionally, there will be certain implications that surface as a result of the strategic plan

that will need to be addressed. Examples of implications include:

1. Organizational structure

2. Board governance/advocacy role

3. Leadership alignment

4. Accountability systems

5. Communication systems

6. Progress/results reporting methodology (related to stated goals/objectives of the plan)

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Once the strategic clarity work is completed and the high-level organizational

implications have been at least generally discussed, the Board (or at a minimum the

Executive Committee) will be asked to support and formally approve the work. This

approval will trigger the operational planning phase of the project.

Area #4: 2012/13Action Plan

Having a fantastic strategic plan is great. Yet, if there is no clear, realistic plan for

implementing the fantastic strategic plan, it’s worthless.

It’s important that staff can effectively implement the plan while at the

same time delivering on the many projects and obligations it currently has

in the queue. We can’t overwhelm the system.

As part of the strategic planning process, we will provide a clear, practical and tactical

methodology for staff to complete the first year (2012/13) strategic plan. We will make

ourselves available to the internal planning team to provide guidance as needed.

Additionally, we will provide an fimplementation roadmap as well as a reporting

methodology which will be effective in keeping accountability and integrity in the

process.

We will provide BHCVB with a methodology for completing the 2012/13 operational

planning process. We can facilitate this process within the organization or be ―on call‖

with the internal planning team to assist as needed. The 2012/13 operational plan is the

action plan that supports he three-year strategic clarity work.

Timeline

Based on the above-outlined areas of work, we estimate a project timeframe of

approximately 60 to 90 days. Once we complete Area #1 on project planning and

scoping, we will agree on a final timeline.

Fee Structure

For the above described effort, our professional fee range will be $45,000 to $55,000.

Once we complete Area #1 on project planning and scoping, we will provide a final fee

number. Extraneous costs include: print production (reports, etc.), and travel costs

associated with our work with BHCVB. All invoices will provide a breakdown of work

performed for that month and are due net 30.

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Deliverable Summary: The following is an overview of the key deliverables for this

project.

1. Three-year strategic clarity (2012/13—2014/15).

2. 2012/13 operational plan (competed by staff with guidance from Coraggio)

3. Implementation roadmap and reporting guidance.

4. Visitor Information Center “retail” strategy.

Coraggio consultants assigned to the BHCVB project

Trever Cartwright, Founder

Project Lead, Strategy, Organizational Change, Leadership Development, Brand Clarity

Trever Cartwright is a founding partner of Coraggio Group. Trever brings 15 years of

experience in the areas of corporate strategy, executive leadership, cultural

assessments and organizational change initiatives. Trever has facilitated strategic

clarity, leadership development, brand audit, stakeholder relations and organizational

alignment processes with a broad range of Destination Marketing Organizations. He has

worked with San Francisco Travel, Visit Oakland, LA INC, Travel Portland, West

Hollywood Marketing & Visitors Bureau, Alaska Travel Industry Association, Oregon

Tourism Commission and the Western Association of Convention & Visitors Bureaus.

His experience leading cultural integration projects brings deep insight into the nuance of

organizational alignment and mobilization as well as leadership effectiveness. Prior to

transitioning to Organizational Development, he was co-owner of an advertising agency

and the leader of a $900M sales force for The Money Store/First Union National Bank.

Trever is a published author and has been a keynote speaker for a variety of

organizations nationwide on the topics of strategy, organizational culture and leadership.

He has been a guest lecturer at Stanford and Harvard Law schools, the University of Oregon

and Portland State University.

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Craig Trames, Principal and Senior Consultant

Strategy, Customer Research and Analysis, Brand Clarity

Craig Trames is a leader in facilitating effective change, strategic planning, brand clarity

and business innovation. Over the past 20 years, Craig has taken on a wide range of

roles with an emphasis on marketing, sales and product development, 11 years of which

were spent at Nike in global leadership positions. Afterward, Craig served as CEO of

Pacific Crest Outward Bound School where he implemented a complete overhaul of the

organization’s strategic position and brand identity for Outward Bound USA. He has led

strategy and innovation engagements for San Francisco Travel, Starbucks, adidas and

Pacific Crest Securities.

Michelle Janke, Principal and Senior Consultant

Retail Strategy, Customer Research

Michelle advises leaders on strategy, marketing and organizational development. Her areas of expertise include strategic alignment, business planning, leadership development and marketing strategy. Michelle’s work centers around helping organizations to establish a strategy, communicate it well and align organizational systems and processes to make it happen. Michelle joined Coraggio after six years as a management consultant in Europe. Prior to this she was an Engagement Manager with McKinsey and Company in San Francisco. She has worked internationally with top executives at retail, consumer goods, logistics and technology companies on a broad range of strategic, marketing, organizational and operational topics. She also spent more than 10 years in finance and marketing management roles at The Walt Disney Company, Bertelsmann and Deutsche Bank.

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Michelle has an M.B.A. from the Haas School of Business at the University of California, Berkeley and a B.A. in International Relations from Mount Holyoke College. She is fluent in German.

References:

Below are representative clients in the DMO/Travel space with whom we have worked:

San Francisco Travel Joe D’Alessandro, President & CEO 201 Third Street, Suite 900 San Francisco, CA 94103 415-227-2698 San Francisco Travel Toni Knorr, Past Board Chair San Francisco Travel General Manager, The St. Regis San Francisco 125 Third Street San Francisco, CA 94103 415-284-4000 West Hollywood Marketing & Visitors Bureau Brad Burlingame, CEO 8687 Melrose Avenue West Hollywood, CA 90069 310-289-2525 Travel Portland Jeff Miller, CEO 1000 SW Broadway, Suite 2300 Portland, OR 97205 503-275-9750 Travel Oregon Todd Davidson, CEO 670 SE Hawthorne, Suite 240 Salem, OR 97301 503-378-8847