Mustang Manor

Kelsey Freeman, Dani McKinsey, Nicole Pelot, Christine Noe & Kristi Union RPTA 405

Dr. Bill Hendricks December 3, 2014

Strategic Management Plan Mustang Manor

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Table of Contents Executive Summary………………………………………………………………………………………………………..3 Introduction to Our Organization………………………………………………………………………………………….4 Mission, Vision & Values…………………………………………………………………………………………………..5 External & Internal Analysis………………………………………………………………………………………………6-16

Political Environment………………………………………………………………………………………………6 Economic Factors………………………………………………………………………………………………….8 Social Environment………………………………………………………………………………………………..10 Technological Trends……………………………………………………………………………………………..12 SWOT Analysis …………………………………………………………………………………………………...14

Goals & Objectives………………………………………………………………………………………………………..18 Gantt Chart ………………………………………………………………………………………………………………..20 Implementation Plan ……………………………………………………………………………………........................21 References……………………………………………………………………………………………….........................23 Appendix …………………………………………………………………………………………………………………..25

Our Roles…………………………………………………………………………………………………………..25 Interviews………………………………………………………………………………………...........................26 Agendas and Minutes ……………………………………………………………………………………………28

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Executive Summary This Strategic Management Plan was prepared for the proposed Mustang Manor Initiative. Cal Poly’s President Armstrong and other supporting committee’s within the university originally spearheaded the Mustang Manor initiative. The researchers have taken the current public information about the project to assist the development of the Mustang Manor. By developing the Mustang Manor’s vision, mission, and values, our team created goals and objectives for the continuation of the project’s advancement. The researchers established the current and future direction for the Commercial Enterprise by creating an implementation plan that encompasses the current Mustang Manor initiatives and by addressing strategic imperatives to continue its development. In this report the researchers created an external and internal analysis for the Mustang Manor. Within the analysis the current political, economic, social and technological environments enabled the researchers to assess the external environment that may impact the proposed Mustang Manor. Three industry professionals within the proposed Cal Poly Hotel community were interviewed to provide insight and perspective. Following the interviews, information from the external analysis was applied by the researchers to conduct a strengths, weaknesses, opportunities and threats matrix. The matrix was then used to identify the internal and external abilities and influencers of the Mustang Manor. The key recommendations from the research and Strategic Management Plan for the Mustang Manor Initiatives have been developed and are located in the key principles, strategic imperatives, and indicators of progress sections of the implementation plan. Key recommendations for the Mustang Manor Initiative include obtaining additional financial support, development of curriculum, implementation of contractual processes, encouraging interdisciplinary initiatives, and to research and implement the experiences Cal Poly guests needs and desires. The researchers suggest that these key recommendations are implemented during the next five years. Our team highly recommends Cal Poly’s use of the developed strategic imperatives and indicators of progress in order to contribute towards the fruition of the Mustang Manor Initiative. These strategies are intended to help the Mustang Manor Initiative encompass their vision, and achieve its goals.

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About Mustang Manor

The proposed location for Mustang Manor is located in San Luis Obispo, California on the campus of Cal Poly State University. Mustang Manor would gives travelers visiting the Cal Poly campus a convenient place to stay, while providing a learning experience for students seeking to expand their knowledge in their field of study. Mustang Manor will contribute to communicating an authentic Cal Poly experience by hosting conference guests, new student orientation participants, and athletic teams. Mustang Manor will provide a centrally located destination for Poly Reps to conduct tours and conference guests to be in close proximity to meetings and sessions. The hotel will encapsulate the values of the Mustang Way while striving to be an industry leader in the field of hospitality.

Opportunities to Address As the emphasis on travel increases in society, the opportunity for growth in the hospitality realm is more important than ever. After being coined the “happiest place in America” by Oprah Winfrey, the city of San Luis Obispo has become the perfect destination spot for travelers on the central coast. Visit San Luis Obispo County (2014) currently advertises the town as “All American” (p. 1) with emphasis on the University as one of the most popular attractions. According to the Cal Poly Feasibility Study San Luis Obispo has over 29 hotel properties within the county borders, calculating to nearly 2,100 rooms (Brailsford & Dunlavey, 2014, p. 2.3). Events such as Graduation, SOAR and Parents Weekend typically fill each of these hotels to capacity, resulting in many parents and other travelers being turned away. With a hotel close or on campus, the university can directly interact with parents, alumni and guest to ensure their experience in San Luis Obispo is authentic and captures the beauty of the area. Mustang Manor will be convenient for parents and prospecting students, creating an environment that could not be replicated by any other hospitality provider. The need for additional accommodations in the area is immense and the opportunity for growth in tourism at Cal Poly is endless. Each department can adopt pieces of the planning process and implementation of the hotel to give the students “learn by doing” experience.

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Mission: To create an on campus, high quality, comfortable hotel that offers an experiential approach to life at Cal Poly. We aspire to create a hands on learning environment for students, incorporating experience from multiple disciplines at Cal Poly. Vision: Mustang Manor aspires to become an industry leader for hospitality programs across the nation and continue to develop the tourism sector of San Luis Obispo. The Cal Poly Hotel aims to benefit the San Luis Obispo community as a whole by marketing the Central Coast as a desired location. The Cal Poly Hotel seeks to involve students of all disciplines to instill it's Learn by Doing philosophy for generations to come. Values:

● The Mustang Way “Pride, Responsibility, Character” ● Respect ● Equality ● Superior Performance ● Inter-disciplinary ● Leadership ● Innovative service ● Sustainability

To establish Mustang Manor’s Mission and Vision Statement, the management team first brainstormed general ideas of what Mustang Manor aimed to address in the community and accomplish as a successful company. Then, the group revised these ideas and formulated them into action-oriented statements. In particular, the management team wanted to make sure the vision statement was forward thinking and achievable. The selected values are modeled after The Mustang Way, a set of principles and ideals adopted from Cal Poly University Athletics Department. In addition to the values relating to The Mustang Way, the management team discussed the need for additional values directly relating to the hospitality industry such as innovative service and sustainability. The management team also drew from personal work experience to add values we would wish to see implemented at Cal Poly from an employee perspective.

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Internal & External PEST Analysis

Political, Economic, Social and Technological trends must be analyzed when planning the Mustang Manor. After the external PEST is conducted, a SWOT analysis must follow to see how these trends along with the current market will affect the implementation of the hotel. After conducting these assessments we can better understand how to proceed with our future strategies.

The purpose of the internal and external assessment of Mustang Manor is to give the developing organization and its stakeholders tools to analyze the factors affecting it’s success. This section will look at the current political, economic, social, and technological influences and will evaluate the potential strengths, weaknesses, opportunities, and threats of the organization. Both external and internal assessments will help guide Mustang Manor’s development and strategic planning.

Political Environment There are many procedures the Mustang Manor would face in the planning, building, and conducting stages. There are also varying policies that would be mandated at local and state level. California State University San Luis Obispo has strong regulations concerning name rights and branding. The university would have a large say in how this hotel would represent them. The hotel would have to abide by all local and state laws and ordinances. Such policies could influence the amount of time the hotel will take to be constructed and its environmental impact. Deciding whether the hotel will be mainly run by a specific department within Cal Poly can become a very daunting decision. Accessing funding for the project is a political matter that must follow the Cal State University protocol. A variety of permits would need to be obtained from the City of San Luis Obispo to get the Mustang Manor started. According to the San Luis Obispo County website, a Land Use permit would be needed, which requires the sites zoning, the proposed use, the amount of grading or vegetation removal, and inability to comply with ordinance requirements. A Conditional Use permit would be needed, which is a discretionary permit allowing a specific land use. A construction permit would be needed since the hotel would be considered a commercial structure.

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The Mustang Manor would require immense funding and grants to begin the process. Building a hotel on the Cal Poly campus is no small task. It would not only require a great deal of time, but a huge amount of money as well. To make Mustang Manor a reality, the university must receive a donation or sponsorship from a private organization. Reaching out to supporters of the hospitality industry would be a feasible option to receiving funding. If Cal Poly chooses to concentrate on sustainability when constructing and executing the hotel, a grant from the government could be a source of financial support. Since The Mustang Manor would be hiring students and taking on interns, there are California Labor laws that Cal Poly would have to follow (Pianko, 2013). The hiring, position expectations and benefits for internships, thus would need to be conducted differently than the hiring of full time staff. Mustang Manor will strive to integrate practices from The Statler Hotel, which is completely operated under Cornell’s School of Hotel Administration (Cornell Hotels- The Statler, 2014). The hotel uses a learning approach similar to that of Cal Poly’s, by integrating coursework into the operation of the hotel. Having one department or college operating as the directors of the hotel, however, could potentially create political conflict among the university. Passed into law in 1970, California Environmental Quality Act sets statewide policies that require both state and local agencies to consider the environmental consequences of decisions that involve changes to the environment (Environmental Review). An environmental review is done to identify potential impacts on the environment and find ways to decrease those impacts. Since there is a construction of a new building, the Mustang Manor will have to abide by laws in relation to the ADA, which is the American Disability Act. The ADA, according to the U.S. Department of Labor, prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. To make sure no lawsuits can be filed against the Mustang Manor, the American Disability Act will be in the forefront of the structure planning. The Mustang Manor will have to abide by health and safety regulations. The Mustang Manor will comply with OSHA Law & Regulations. According to the U.S. Department of Labor, occupational safety and health standards is a standard which

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requires conditions, or the adoption or use of one or more practices, means, methods, operations, or processes, reasonably necessary or appropriate to provide safe or healthful employment and places of employment.

Economic Factors Economic Trends According to Visit California (2011) in the past 2 years travel in general has increased in the United States due to declining unemployment, resulting in increased disposable income. In addition to this, consumer prices are stabilizing which makes it more desirable to spend money (Adams et al. 2011, p. 10). But that doesn’t mean that consumers will drop a dime at just anything. They continue to be very cost-conscious, wanting the most economical deal. Tourism Economic Impact In San Luis Obispo county, of the $12.5 billion in gross county product, tourism makes up 8.8% of that resulting in $1.1 billion (Buckingham et al., 2010, p. 3).The San Luis Obispo Chamber of Commerce’s 6 Point Economic Strategy (2010) includes “nurturing and attracting future oriented companies, especially businesses that embrace sustainability”(p. 9). The Cal Poly Hotel initiative would be a future oriented company that would benefit both Cal Poly and the San Luis Obispo area. The Chamber emphasizes “identifying and supporting existing and emerging industry clusters.” Within these clusters is tourism and the growth of Cal Poly as an institution. They specifically point out that the city wants to partner Cal Poly to continually build a forwarding-thinking environment. The Chamber also says they will fully support Cal Poly in building additional conference and hospitality centers (Buckingham et al., 2010,10-11). Currently, San Luis Obispo has 29 lodging facilities, which totals about 2,100 rooms (Brailsford & Dunlavey, 2014, p. 2.3). As tourism continues to grow in the area, the demand for lodging facilities will increase. Following the lodging demand increases, room rates will increase slowly and that will help to boost the San Luis Obispo economy. Julie Lynem with the San Luis Obispo Tribune wrote, “Average daily hotel room rates have increased in the county year-to-date through September of this year, compared with the same period last year, particularly in Paso Robles and on the North Coast. Hotel occupancy has increased as well, most significantly in Pismo Beach and the on North Coast.” (Lynem, 2012)

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Employment Impact Not only will building this hotel positively affect the vision of San Luis Obispo Chamber of Commerce, it will also create jobs, which will reduce the unemployment rate of the county. The Cal Poly Event Center Feasibility Study (Brailsford and Dunlavey, 2014) says this will be a long term positive impact on the economy, “Though the construction benefits generate a significant one-time economic impact, recurring benefits over the project economic benefits will be more significant when measured by net present value (NPV). Exhibit 2.7 below summarizes one-time and recurring economic benefits from the project. The project will create a one-time impact that supports nearly 600 jobs, $31 million in earnings, and $132 million in economic activity. Further, recurring operations supports 133 jobs, $4.9 million in earnings, and $24.4 million in economic activity” (Brailsford & Dunlavey, 2014). Table 1 Projected One-time & Reoccurring Economic Impacts

Employment Earnings Output

Construction 573 $31m $131m

Recurring 133 $4.9m $24.4m

Table adapted from Exhibit 2.7 in Cal Poly, San Luis Obispo Events Center Complex Feasibility Study conducted by Brailsford & Dunlavey (2014).

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Social Environment Demographic Trends Many guests each year stay in San Luis Obispo from inside and outside of California. According to a tourism survey conducted by the San Luis Obispo Chamber of Commerce in 2006 (Hampian, Norton & Elke, 2008), 63% of visitors are from California, 18% are from out of state, and 13% were international travelers. The survey also discovered that 72% of travelers stay between one and three nights, and 89% of travelers visited for leisure. Of the travelers 83% stayed in hotels and 55% booked online and 40% of San Luis Obispo’s overall tourism business is conducted by repeat visitors (Hampian, Norton & Elke, 2008). To evaluate the market strength of San Luis Obispo County, a demographic drive time analysis of the local market was completed (Brailsford & Dunlavey, 2014). The findings can be seen in the table below. Table 2 30-, 45-, and 60- Minute Drive Time Demographics

30 Minutes

45

Minutes

60

Minutes

California

United States

Population 304,917 407,739 454,048 - - Annual Growth (Next Five Years) 0.53% 0.54% 0.50% 0.67% 0.68% Households 108,392 141,444 158,076 - - Average Household Size 2.65 2.75 2.75 2.89 2.89 Median Household Income $53,732 $53,477 $53,134 $57,385 $50,157 Median Age 36.5 36.1 36.0 35.8 37.3 Table adapted from Exhibit 2.1 in Cal Poly, San Luis Obispo Events Center Complex Feasibility Study conducted by Brailsford & Dunlavey (2014). Cal Poly

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The largest market of guests that will stay at the Mustang Manor will be those connected to the university. Annually, potential collegiate students tour the many schools that they are interesting in attending pre and post acceptance. In Fall 2013 Cal Poly received 48,499 applications from freshman and transfers, acceptance was granted to approximately 33% of the individuals or 16,004 potential students (counseling page). Students typically will tour with a family member, and the trips typically involve overnight stays. According to the Cal Poly Office of Institutional Planning and Analysis there is a consistent annual flow of approximately 5,000 new residents to San Luis Obispo, primarily through attendance at Cal Poly (The Office of Institutional Planning and Analysis, 2012). Table 3

Geographic Origin of the Cal Poly Fall 2011 Student Body Geographic Origin

%

San Francisco Bay area 29.1 Central Coast 8.2 Los Angeles area 23.3 San Joaquin Valley 7.2 San Diego area 9.2 Sacramento area 7.3 Other California 5.2 Other states 10.0 International Students 0.5 Table adapted from Office of Institutional Planning and Analysis by Cal Poly (2011).

The Cal Poly market does not only bring in potential students and new residents. Another large market for the Mustang Manor would be fueled by the high volume seasons created by hallmark Cal Poly events. Hallmark events include: open house, move in, parent’s weekend, winter and spring commencements. There is also a need for housing for athletic events, event series speakers, fundraisers and advisory council meetings.

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Technology Mustang Manor will need to take technology into careful consideration in the planning, budgeting, and staffing stages of development. When planning for space, layout, traffic flow, and materials, management will need to have planned what technology will be in place. For example, the layout of the lobby will need to be constructed with technology and check in style in mind. Additionally, technology will need to be budgeted for when seeking donations. Mustang Manor will seek modern technology aimed at pleasing business- oriented guests and students in order to maximize experience. Lastly, Mustang Manor will need to account for the use of technology in it’s staffing plans. For example, Mustang Manor should plan to have staff or interns in departments such as Marketing, Social Media, and IT. Another factor under consideration regarding the availability of technology, is Cal Poly being a state school. The management of Mustang Manor should be aware of this factor and assure it does not hinder the purchases of quality, up to date technology. Mustang Manor management will need to be especially cognizant of current technological trends within the hospitality field. California’s Travel & Tourism Commission's 5 Year Strategic Marketing Plan (Visit California, 2011) identifies three trends and several sub trends affecting technology and travel.

1. Global Internet proliferation is on the rise- as is access to diverse content types. a) Users are seeking more immersive experiences. This includes the use of video and other “rich”

technologies. b) The bulk of time spent online is used for social-related activities.

2. Internet consumption is going portable-and will continue to fragment. a) Mobile users will surpass desktop users b) Usage will fragment into different technologies such as iPads, tablets, etc.

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3. Social media is driving Internet growth, engagement and preference-via its push and pull content generation and consumption.

a) Users are actively involved in social network content creation and consumption, so making users “brand ambassadors” is key.

b) Travelers want to stay connected to their network, even on vacation where they can report about their experiences and gain feedback.

The trends yield several implications for Mustang Manor. 1. Marketing Mustang Manor will need to include diverse and rich content on relevant platforms. 2. Mustang Manor will need to develop a mobile application with convenient capabilities for the Cal Poly traveler. 3. Mustang Manor will be active on social media and offer an environment for users to share experiences both at the hotel and online. Lastly, technology can be strategically used to simplify the check-in process. In Travel and Leisure’s Innovative Hotel Check-In’s, the latest trends and prototypes are discussed such as unstaffed kiosks and smartphone room keys. (Gandee, 2010) The article touches on a specific tool, Smart Check-In, from the Aloft hotel. “On the day of a planned stay, a text message with the guest’s room number is sent to his or her smartphone. Once at the hotel, the guest goes straight to the room, where the key card unlocks the door.” (Gandee, 2010) A tool similar to Smart Check-In would be convenient for Mustang Manor guests who are younger students attached to their smart devices or conference guests who prefer checking themselves in.

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SWOT Analysis The following matrix features the Strengths, Weaknesses, Opportunities and Threats associated with the proposed Mustang Manor. The matrix is based on the internal and external assessments and interviews collected by the researchers about the current environment of which the Cal Poly Hotel is proposed to operate. Internal Analysis

Strengths Level vs. Competitors 1 = Similar 5 = Much Stronger

Impact on Organization 1 = Very Low 5 = Very High

Scores

University Leadership Support 4 4 16

CSU Support 5 5 25

Accessible External Research: Other University Hospitality Data & Consultants

3 3 9

Accessible Internal Research: Feasibility Study

3 3 9

Departmental Support and Resources of the Business & RPTA Programs

4 4 16

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External Analysis

Weaknesses Level vs. Competitors 1 = Similar

5 = Much Weaker

Impact on Organization 1 = Very Low 5 = Very High

Scores

Lack of Financial Resources 3 3 9

Lack of Hospitality Program Structure

4 3 12

Undetermined Location for the Property

3 1 3

Underdeveloped Curriculum & Faculty Experience within Hotel Industry

3 2 6

Opportunities Level vs. Competitors 1 = Similar

5 = Much Weaker

Impact on Organization 1 = Very Low 5 = Very High

Scores

Alignment with the SLO County Tourism Marketing Plan

4 3 12

Community Support 3 3 9

Job Market 2 4 8

Support of Local Tourism Marketing \Agencies

3 3 9

Consistent Flow of Cal Poly Related Visitors

1 5 5

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Threats Probability of Occurrence 1 = Very Low 5 = Very High

Impact on Organization 1 = Very Low 5 = Very High

Scores

Lack of Community Support 2 3 6

CSU Hospitality Program Restructuring

3 5 15

Lack of Support from Local Hoteliers

2 2 4

Strengths Many of the strength associated with the development of the Mustang Manor stem from the already developed hospitality programs at other universities such as Cal Poly Pomona and Cornell University. Due to the success of the already existing programs, the Mustang Manor Cal Poly Hotel Initiative has already received support from the regulating CSU Board. Through the leadership of Cal Poly President Jeffery Armstrong, beginning research and support has been initiated. Committees within the Business College conjoined with CAFES specifically the RPTA department, have also been formed to examine and discuss the possibility of the Mustang Manor. Currently the majority of faculty and the influential department heads are in support of the project. Other consultants and resources have also been brought into the Mustang Manor project and a feasibility report was conducted, outlining opportunities, markets, and presented suggestions for moving forward with the project. Weaknesses The Cal Poly Hotel Initiative is still very premature in it’s planning process. We do not have faculty or staff experienced in building and opening a hotel. That is our largest weakness in executing the plans to complete the project. We would have to hire outside professionals to assist in this process. Cal Poly’s RPTA department also lacks a defined, strong hospitality program, which would be necessary if we wanted student involvement.

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In addition to the above-mentioned weaknesses, the plan is to build the hotel in the center or near the center of the Cal Poly campus. Currently, if building were to start in 2015 there would have to be major reconstruction and placement of buildings already existing on campus. Another major weakness is the lack of financial resources. Cal Poly has recently completed successful renovation such as the new Recreation Center and Baker Science and Math buildings. In early 2014, the construction of new student housing was announced to start breaking ground in 2015. The Student Success Fee that is paid by all Cal Poly students is partially used to fund these major projects (Laizer, 2012). However, a majority of students paying these fees have graduated prior to these innovations being completed, therefore not reaping the benefits of the Student Success Fee. If Cal Poly was to start construction for the hotel and events center in the next 5-10 years, they would need a lot more funding than just the income they receive from the Student Success Fee and tuition. Opportunities A major opportunity for the Cal Poly Hotel Initiative is that it has support from Visit SLO and The Chamber of Commerce. Each organization expresses goals in their plans to partner with Cal Poly to increase tourism. As noted above in our economic analysis, the San Luis Obispo Chamber of Commerce notes in their 6 Point Economic Strategy that they would fully support Cal Poly building a conference and lodging center. Not only will the hotel benefit Cal Poly students by providing jobs, but it will also increase the job market in San Luis Obispo County. Indirectly, the hotel will have to work with outside vendors for supplies, which will be huge for local businesses. Threats A large political factor and possible issue with management of the hotel is the question of having a CSU program that runs and operates the hotel, or if an outside management company will be hired to operate the hotel. With so much community support, it may be expected that they get a large share of the input and output of the hotel. Surrounding hotels have reaped the benefits of Cal Poly’s visitors and may be opposed to having a superior and more convenient competitor built nearby. Although they may feel that they would lose business from Cal Poly building lodging facilities, in reality during their busiest weekends (i.g. Parents Weekend, and Graduation Weekends), they will not lose any business. Mustang Manor will not be able to house all the visitors that come for that weekend.

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Goals and Objectives After analyzing the mission, vision, values, environmental scan, and SWOT analysis, the Mustang Manor team assembled and generated five goals. Each of these goals are followed by at least three specific, measurable objectives. The goals are divided into five main sections: financial, curriculum, construction, interdisciplinary, and accommodation. The goals and objectives for Mustang Manor were created with the timeline in mind being breaking ground on the project Summer 2018. These goals and objectives served as a starting point when building an implementation plan and can be referred to throughout the course of the project to ensure Mustang Manor is aligning properly with it’s original intent. Goal 1: Obtain financial support from Cal Poly Corporation and additional sponsors. Objective: Achieve all funding by January 2016. Objective: Collect donation equaling $107.5 million. Objective: Start strategic management plan for Cal Poly Event Center by 2017. Goal 2: Develop curriculum that will assist with implementation of the Cal Poly Hotel. Objective: Organize a meeting with the department heads to discuss hotel oriented “Learn by Doing” opportunities by Fall 2015. Objective: Restructuring Cal Poly catalog 2017-2019 to incorporate 4 hospitality courses open to all majors. Objective: Plan an open forum of 250 staff and students to discuss questions and concerns for the hotel. Goal 3: Create contract with construction company to develop plans. Objective: Seek City of San Luis Obispo approval for land use plans by Spring 2015 Objective: Obtain necessary permits for building. Objective: Develop health and safety procedures and present to President Armstrong by Winter of 2016. Objective: Prepare Environmental Impact Report and become LEED certified. Goal 4: Create an Interdisciplinary Initiative to incorporate “Learn by Doing” to across multiple majors. Objective: Contact Construction Management department for student involvement and incorporate vision by January 2015.

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Objective: Create a taskforce of 15 students within the College of Business to involve marketing, finance, and accounting students in the planning of Mustang Manor. Objective: Offer a two unit course in Graphic Communications where GrC and Marketing students will meet with Mustang Manor management, design logo, and produce printed marketing materials by Fall 2019. Objective: Develop and create four internship opportunities and hospitality mentor program for Recreation, Parks, and Tourism Administration students for positions at the Mustang Manor. Objective: Implement one project for engineering students to practice CAD design and formulate logistics of room and event space capacity. Goal 5: Provide an authentic Cal Poly experience to guests looking for hotel accommodations conveniently located to their program or event. Objective: Provide visiting athletic teams and prospective students with conveniently located on campus housing in 2020. Objective: Provide conference guests with on campus housing and meeting space. Objective: Offer more housing for students and their family during graduation and orientation that has the added benefit of interactions with current students and faculty.

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Gaant Chart San Luis Obispo, California 2014 Sep Oct Nov Dec

Week 1 2 3 4 5 6 7 8 9 10 11

Create Group

Create Organization

Appoint positions based on individual strengths Develop timeline (Gantt Chart)

Address Issues and Opportunities of Company

Assess priorities for a mission statement Prioritize Issues and Opportunities

Develop a mission statement for Hotel

Develop a vision and values Create values and goals

Ensure that mission statement represents current goals

Ensure vision statement represents future goals

Conduct a PEST analysis Conduct a SWOT analysis (matrix, explanations of each)

Determine internal and external opportunities and threats

Develop action-oriented statements Develop an implementation plan (single matrix)

Implementation Plan and Timeline

Make Final Corrections, add appendix and make sure APA is used

Provide Executive Summary Put Strategic Management Plan Final Document Together Turn in PDF and Hard Copy (Dec. 4) Present the Cal Poly Hotel Strategic Management Plan

(Dec. 4)

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Implementation Plan

After carefully crafting the goals of the Mustang Manor, strategic imperatives are developed and executed. The implementation of these specific goals would allow many aspects of the campus to expand their programs. The athletic departments would be able to hold more camps and tournaments with the additional housing. The newly renovated accommodations would allow more families to visit during important milestones, such as graduation and orientation. Cal Poly would also be growing in the hospitality industry and producing students that have gained hands on learning if employed by the hotel. Incoming students would be able to see the campus and engage with current students through the implementation of this hotel. However, none of these benefits will be possible without many individuals coming together to work as a team on the project.

Implementation chart is located on the following page.

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References

Brailsford & Dunlavey. (2014). Events Center Complex Feasibility Study Cal Poly, San Luis Obispo. B&D Venues. Retrieved from: https://afd.calpoly.edu/facilities/docs/cal%20poly%20ec%20feasibility%20study%20final.pdf City of San Luis Obispo. (2008). 2008-09 tourism marketing plan. San Luis Obispo, CA: Hampian, K., Norton, C., & Elke, B. Retrieved from: http://www.slocity.org/specialactivities/download/2008-09marketingplan.pdf City of San Luis Obispo (2006-2014). Land Use Permits. Retrieved from: http://www.slocounty.ca.gov/planning/landplanning/lup.htm City of San Luis Obispo (2006-2014). Environmental Review. Retrieved from: http://www.slocounty.ca.gov/planning/environmental/envreview.htm Cornell Hotels- The Statler- Cornell University Hotel, Ithaca New York Reservations. (n.d.). Retrieved November 9, 2014, from http://www.statlerhotel.cornell.edu Gandee, Charles. (June 2010). Innovative Hotel Check-Ins. Travel+Leisure. Retrieved from http://www.travelandleisure.com/articles/innovative-hotel-check-ins/2 Laizer, Matt. (2012). Cal Poly to implement student success fee beginning Fall 2012. Cal Poly San Luis Obispo University News and Information. Retrieved from http://www.calpolynews.calpoly.edu/news_releases/2012/March/fee.html Leslie, Kaytlyn. (2013). Cal Poly to see its biggest freshman class ever this fall. The Tribune. Retreived from http://www.sanluisobispo.com/2013/08/09/2624653/ largest-freshman-student-enrollment.html Lynem, Julie. (2012). Tourism industry grows as more travelers choose vacations in SLO County. The Tribune. Retrieved from http://www.sanluisobispo.com/2012/11/17/2299782/

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tourism-industry-grows-as-more.html Office of Institutional Planning and Analysis. (2012). Cal Poly San Luis Obispo fact book-2012. San Luis Obispo, CA: The office of institutional planning and analysis. Retrieved from http://ipa.calpoly.edu/sites/ir.wcms.calpoly.edu/files/publications_reports/factbook/fbfall12.pdf Pianko, M. (2013, August 6). California’s Unpaid Internship Rules and Laws. Retrieved from http://internjustice.com/2013/08/06/californias-unpaid-internship-rules-and-laws/ United States Department of Labor (2014). Occupational Safety and Health Administration. Retrieved from: https://www.osha.gov/pls/oshaweb/owadisp.show_document?p_id=3357&p_table=OSHACT United States Department of Labor (2014). Americans with Disabilities Act. Retrieved from: http://www.dol.gov/dol/topic/disability/ada.htm Winfrey, Oprah (Producer). (2011, February 27). OPRAH. Happiest City in America. Podcast retrieved from: http://www.oprah.com/oprahshow/Happiest-City-in-America-San-Luis-Obispo-Video Visit California. (2011). Five Year Strategic Marketing Plan. Visit California. Retrieved from http://industry.visitcalifornia.com/Market-Strategy/Strategic-Marketing-Plan/.

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Appendix Positions within Mustang Manor

● Kristi: Group Sales - selling event services to groups, contracts groups for booking and manages all aspects of building a relationship with client groups.

● Dani: General manager - make sure everything is running correctly and smoothly within all aspects of the hotel by planning, organizing, and coordinating.

● Christine: Campus Liaison - provide coordination and communication between Hotel Staff and Cal Poly Corporation, conduct meetings between parties, construct surveys and needs assessments

● Nicole: Director of Purchasing- keeping the hotel stocked with every supply needed for day-to-day production, organize event materials, promotion

● Kelsey: Rooms Executive - In charge of staffing and training for front office, housekeeping, bellstand/valet. Communicates with all staff to ensure service and quality of hotel is up to par.

Interview 1 Hotelier Questions: Front Office Manager at The Cliffs Resort

1. How do you see a Cal Poly Hotel effecting your establishment? Negative and or positives? 1.1. I don’t see it affecting our property negatively. Most of the people stay with us because they want the ocean

and beach right out their window. I think it would be like comparing apples to oranges. 2. How far in advance do you sell out your hotel on Cal Poly event weekends?

2.1. We start selling rooms a year in advance. We sell out probably 3 months prior to the graduation. 3. How much do your prices increase on those specific weekends?

3.1. We do not offer ANY discounts on Cal Poly Graduation weekend. Our rates are at their highest rate for that weekend starting at $279-$575

4. Do you employ Cal Poly Students? Interns, Full- time or Part-time? 4.1. Yes, all of the above. And we like to promote within the company as well.

5. Do you feel connected to the campus and or comfortable answering questions regarding the school?

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5.1. We feel like we are connected well to the Rec. department and feel that we connect well with parents of students. We offer incentives for parents who return to stay with us and most of our front desk staff are students themselves so they are able to answer any questions.

Interview 2 Anthonia Edgren- Cal Poly Conference and Event Planning Office Coordinator, Graduate Student, Peer Mentor for 10 CP athletes, Cal Poly Undergrad Alumni

1. How would a hotel located on campus effect Cal Poly Conference and Event Planning? 1.1. It would allow for us to accommodate guests throughout the year, potentially generating more revenue.

CEP would become a larger campus stakeholder and could increased services provided to the university. 2. What problems are you facing currently with CEP that could get resolved through the implementation of a Cal Poly

Hotel? 2.1. Our accommodations are great for youth camps, but we are not a hotel. All the amenities (comfy beds and

sheets, tv, continental breakfast, etc) are not provided with guests stay. Overall guest satisfaction would improve, and older guests would appreciate not having to stay on a bunk bed.

3. Do you think this institution could physically maintain a large hotel of this magnitude? 3.1. Currently, no. However, within the next ten years it could potentially. The hotel would have a huge impact on

the campus footprint and would require buy-in from Corporation, Campus Dining, Custodial, Administration and Finance, Scheduling, and more. Many other campuses maintain a hotel on campus-if we copy their model, it could be a possibility.

4. How do you see students benefitting from a Cal Poly Hotel? 4.1. While students would not be staying in the hotel, it would provide learning opportunities for RPTA students,

giving them an opportunity to actually work in and run a hotel. It would also allow student run events like Cubesat and LABASH to be able to house conference guests on campus, giving them the full Cal Poly experience. Furthermore, parents could potentially stay in the hotel, allowing them to be close to their student and be able to have a glimpse of what staying on campus as a student is like.

5. What are some ways you believe the Mustang Way could be integrated into the hotel structure or climate?

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5.1. Themed floors or lobbies with pictures depicting Cal Poly students showing school pride, taking on leadership roles, and giving back to the community. The mission statement could also highlight how the Mustang Way is being used to create the organizational structure and climate of the hotel. AKA Students take pride in their work, have responsibilities they must fulfill, and are expected to exhibit good character while working and assisting guests, but outside of the hotel as well.

6. Do you see the hotel effecting the community positively or negatively? 6.1. When the San Luis Obispo community is ready for a hotel economically and Cal Poly can properly execute a

hotel with a solid planned infrastructure (parking, roads, traffic flow, close restaurants and amenities, etc.) then I think it would be a positive impact. If Cal Poly rushes into constructing a hotel without consulting and getting buy in from the community, Cal Poly students, staff, and faculty, it could really impact the school negatively.

Interview 3 Michael Hicks- Local Business Owner, Cal Poly Neighbor

1. What positives and negatives do you anticipate occurring with the addition of a large hotel in San Luis Obispo, specifically on Cal Poly campus?

a. I would hope the increase in accommodations would draw in tourism, creating more business for us at the sandwich shop. I do have some concerns about the preservation of the town itself. We run our operations from a historic building and I would hate to see buildings on campus or surrounding the campus torn down to be replaced with a large building.

2. How do you feel the community would react to a hotel being built on campus? a. I feel like the community is pretty supportive of the idea of the hotel. I do see the location of the hotel

possibly causing a problem later on. Most of the neighbors surrounding the campus have experienced an influx of student housing and adjusted around that. I think it is crucial to integrate the San Luis community into the hotel as well.

3. How could the hotel integrate aspects of the community into the implementation of the hotel? a. Most hotels in the area do provide some type of transportation service to the local farmers market. I think it

is beneficial to have a hotel on campus for conferences, however, I think that could also restrict visitors on the amount of time they spend explore the town and all of the local businesses that surround the campus. A knowledgeable and engaging concierge could increase consumer spending.

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Agendas Thursday, October 16, 2014 Intended Start Time: 10 AM Cal Poly Kennedy Library

Agenda:

I. Introductions II. Exchange Phone Numbers

III. Create Google Doc IV. Discussion on Potential Compan V. Vote on Company

VI. Decide on Internal Positions VII. Other Business/ Announcements

VIII. Set Next Meeting Date

Thursday, October 16, 2014 Cal Poly Kennedy Library Called to Order: 10:12 AM Attendees: Christine Noe, Kristi Union, Dani McKinsey, Nicole Pelot and Kelsey Freeman Notetaker: Nicole Pelot

Minutes:

I. Introductions II. Exchange Phone Numbers

A. Kristi- (619) 540-7942 B. Christine- 9805) 714-0707 C. Nicole- (858) 610-7987 D. Kelsey- (805)264-4439

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E. Dani- (805) 714-7191 1. Started group text message

III. Create Google Doc . Determined a folder with separate files would be best

IV. Discussion on Potential Company . Event vs. Tourism Company? A. Our Experience?

1. Hotels V. Vote on Company

. Unanimous- CP Hotel VI. Decide on Internal Positions

. Group Sales- Kristi A. GM- Dani B. Director of Purchasing- Nicole C. Campus Liaison- Christine D. Rooms Executive- Kelsey

VII. Other Business/ Announcements . Kristi is getting married weekend before dead week, try to get Strategic Plan done earlier rather than later

VIII. Set Next Meeting Date . October 23rd at 10AM

Thursday, October 23, 2014 Intended Start Time: 10 AM Cal Poly Kennedy Library

Agenda:

I. Call Meeting to Order II. Discuss Opportunities to the CP Hotel

III. Mission, Vision, and Values IV. Feasibility Study and Other Resources V. Other Business/ Announcements

VI. Set Next Meeting Date

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Thursday, October 23, 2014 Cal Poly Kennedy Library Called to Order: 10:07 AM Attendees: Christine Noe, Kristi Union, Dani McKinsey, Nicole Pelot and Kelsey Freeman Notetaker: Nicole Pelot

Minutes:

I. Call Meeting to Order II. Discuss Opportunities to the CP Hotel

A. Travel Increases B. Authentic Cal Poly experience C. Potential students D. Jobs created E. Students gain in “Learn By Doing” approach III. Mission, Vision, and Values

A. Edits to those made in class 1. Mission needs to be more direct than vision 2. Values align with Mustang Way

IV. Feasibility Study and Other Resources A. Cornell Hotel

1. Ran by single department B. SDSU Hotel

C. Feasibility Study- focus on for PEST V. Other Business/ Announcement VI. Set Next Meeting Date

A. November 4th @ 11 AM

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Tuesday, November 4, 2014 Intended Start Time: 11 AM Cal Poly Kennedy Library

Agenda:

I. Call to Order II. Step 1 and Step 2 Review

III. Discuss Vision Statement Further IV. Brand and Name Ideas V. Start Gantt Chart

A. Develop Milestones for Company VI. Other Business/ Announcements

VII. Set Next Meeting Date

Tuesday, November 4, 2014 Cal Poly Kennedy Library Called to Order: 11:11 AM Attendees: Christine Noe, Kelsey Freeman, Nicole Pelot, and Kristi Union Notetaker: Christine Noe

Minutes:

I. Call to Order II. Step 1 and Step 2 Review

III. Discuss Vision Statement Further IV. Brand and Name Ideas

A. Mustang Manor? V. Start Gantt Chart

. Develop Milestones for Company A. Kelsey will finish it on excel and present to us next meeting

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VI. Other Business/ Announcements . Take advantage of later start date on Nov.12th A. Try to finish up step 4 by Nov. 9th

VII. Set Next Meeting Date . Wednesday, November 12th at 10 AM, Location TBD

Wednesday, November 12, 2014 Intended Start Time: 11 AM BLDG 02- 203

Agenda:

I. Call to Order II. Review Step 4 and Previous Steps

A. Make sure they are complete III. PEST Review

. PE- Nicole, Kelsey, and Dani A. ST- Christine and Kristi

IV. Present Gantt Chart V. Discuss Step 5

. Create Doc VI. Other Business/ Announcements

VII. Set Next Meeting Date

Wednesday, November 12, 2014 BLDG 02- 203 Called to Order: 11:05 AM Attendees: Christine Noe, Nicole Pelot, Kelsey Freeman, Dani McKinsey, and Kristi Union Notetaker: Nicole Pelot

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Minutes:

I. Call to Order II. Review Step 4 and Previous Steps

A. Make sure they are complete B. SWOT- Kristi created a Doc

1. Discussed each category of the SWOT a. Kristi will finish the SWOT and include group discussion

III. PEST Review . PE- Nicole, Kelsey, and Dani

1. Needs refining, good resources A. ST- Christine and Kristi

IV. Present Gantt Chart V. Discuss Step 5

. Create Doc A. Goals and Objectives

1. Needs introductory paragraph to this section VI. Other Business/ Announcements

. Start a reference doc, everyone add their references this far A. Start Step 6- matrix design, who will carry out step 5 B. Start to wrap up ideas, make final edits

VII. Set Next Meeting Date . Sunday, November 23rd at 10 AM in Library

Monday, December 1, 2014 Intended Start Time: 5 PM Library

Agenda:

I. Call to Order II. Review Steps

III. Implementation Step

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A. Clear up questions B. Goals discussion

IV. Discuss Presentation . Divide up the slides for presentation

V. Proof Reading VI. Printing and Formatting

Monday, December 1, 2014 Cal Poly Kennedy Library Called to Order: 5:15 PM Attendees: Christine Noe, Kelsey Freeman and Nicole Pelot Notetaker: Christine Noe

Agenda:

I. Call to Order II. Review Steps

A. Double check everything is included B. Need to cite all sources

1. In-text citations ex: (author, year) III. Implementation Step

. Christine downloads document A. Summary written collectively

IV. Discuss Presentation . Clear up questions A. Goals discussion

V. Divide up the slides for presentation VI. Proofreading

. Meet to proofread tomorrow at 2 PM VII. Printing and Formatting A. Kristi will format and print B. Must be completed by 8pm on Tuesday

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