Table of Contents

Introduction
Team P.R.O.S. Background………………………………………………………………………..2
Letter of Transmittal………………………………………………………………………………4
Executive Summary……………………………………………………………………………….5
Research
SWOT Analysis…………………………………………………………………………………...7
PEST Analysis…………………………………………………………………………………….8
Problem Statement………………………………………………………………………………..9
Key Audiences……………………………………………………………………………………9
Planning
Goals and Objectives…………………………………………………………………………….11
Key Messages……………………………………………………………………………………11
Implementation
Strategy, Tactics, and Tools…………………………………………………………..………….13
Proposed Timeline……………………………………………………………………………….16
Proposed Budget………………………………………………………………………………....17
Evaluation
Proposed Criteria, Measurement, and Tools …………………………………………………….18
Appendix
Media List……………………………………………………………………………………..…20
News Release…………………………………………………………………………………….21
Instagram Story and Highlight Sample …………………………………………………………22
Email Template…………………………………………………………………………………..23
Youtube Video …………………………………………………………………………………..24
Sample ..………………………………………………………………………………………….25
Pinned Informational Posts Advertisement……………………………………………………...26
Survey Results …………………………………………………………………………………..27
References………………………………………………………………………………………..33
 Qualifications

Prasiddh Chakraborty, Research and Account Executive

Prasiddh is a senior at California State University Fullerton, enrolled in a B.A. program for
Communications with a concentration in Public Relations. He has experience working as a social
media intern at WAVE Executives, as well as several years of experience working part-time in
the food and service industry. His experience in being the editor-in-chief for his high school
magazine taught him multimedia creation skills at an early age that have been refined through
college courses. Currently, he is the social media engagement manager for Pyramid Publishing
as well as the growth marketing intern for the data-analytics company Toucan Toco.

Cameron Travers, Graphics and Content Designer

Cameron is a senior at California State University, Fullerton. Pursuing a B.A. in
Communications with a concentration in Public Relations. She has been a social media and
promotions intern with a social media agency, Become Intertwined, for two semesters. She
serves as the Vice President of Public Relations on the CSUF Panhellenic Executive Council.
She currently serves as the Marketing Communications Coordinator for The Greek Co., an
apparel company, where she implements social media and marketing strategies to promote brand
recognition.

Sarah Castro, Director of Research and Implementation

In her fourth year at California State Fullerton, Sarah is pursuing a B.A. in Communications with
a concentration in Public Relations. She has experience with museums and has created a press kit
for the Muckenthaler Cultural Center in Fullerton. She worked as a staff writer at The Hornet, a
student-run news publication at Fullerton Community College. Castro plans to gain experience in
public relations by creating an authentic and trustworthy public relations relationship with the
community and the workplace.

2
 Qualifications Cont.

Leticia Perez, Content Writer and Implementation

Leticia is a senior at California State University, Fullerton and is pursuing a B.A. in
Communications with a concentration in Public Relations. She has been an Assistant News
Editor at the Daily Titan for over a year and has previously worked as a staff writer at The
Hornet, a publication at Fullerton College. Additionally, she works as a Sales Associate at Party
City and worked in the food industry for three years which gave her leadership and customer
service skills. From producing multimedia packages and media kits, to managing projects, her
diverse experiences give her the ability to fulfill client goals and expand their market.

Tyler Van Unen, Financial Advisor

Tyler is in his final year at California State University Fullerton. He is on the track to receiving
his Bachelor’s in Communications with a concentration in Public Relations and a minor in
Sociology. He has years worth of experience in customer service, the restaurant industry, and
hospitality. He is proficient in photography and tech skills.

3
 Letter of Transmittal
October 6, 2020

Jonathan Williams
Battleship USS Iowa
Pacific Battleship Center
250 South Harbor Blvd., Berth 87
Los Angeles, CA 90731

Dear Jonathan Williams:

Enclosed for your company’s approval is a Request for Proposal on a campaign we believe will
improve the communication and transparency between Battleship USS Iowa and its stakeholders;
especially, in the midst of a global pandemic.

In our executive summary you will find an overview of our goals and objectives that will
enhance brand recognition through COVID-19 policy updates and ensure the safety of all guests.
Additionally, we aim to increase website traffic and in-person visits by 20% during this nine
week campaign.

We anticipate a great outcome and will be glad to arrange a meeting for further discussion.
Please feel free to contact us for any questions.

Thank you for your time and consideration​. ​We are eager to share our plans with you and are
looking forward to the opportunity to work together.

Sincerely,

Prasiddh Chakraborty
Research and Account Executive
Team P.R.O.S.

4
 Executive Summary

Battleship USS Iowa can improve on informing its audiences about their COVID-19 policies
across various channels of communication. A lack of clear sources for information, combined
with the gravity of the COVID-19 situation, may mean that guests feel unsafe to attend the
establishment.

Having COVID-19 regulations on all social media platforms and on the website are crucial to
convey that the company aims to ensure the safety of stakeholders. With a global pandemic
going on, people are more cautious in regard to where they travel and how their money is being
spent.

Team P.R.O.S will execute a campaign designed to increase awareness of the COVID-19
policies and measures being taken by Battleship Iowa. Different channels of communication will
be used to disseminate the necessary updates in order to remain transparent with the company’s
stakeholders.

A brief overview of the key audiences include military personnel, retired and active, students
K-12, and parents of students K-12. These audiences are based on research that explains which
populations tend to visit museums.

Our goal is to ensure that we inform the public about the COVID-19 safety regulations all across
social media platforms, which will in turn improve engagement and interaction. This will bring
brand recognition and will extend the probability of growing the number of in-person visits.

Following, our objectives are to have COVID-19 information readily available on every tab of
the website. This would mean including it on the header within the first two weeks of our
campaign launch. All employees will also be required to watch an informational 30-minute

5
presentation within two weeks of the plan’s implementation. With a knowledgeable staff,
customers will receive exemplary service and will increase foot traffic by 20%. This will be
measured by all ticket sales from the date of our campaign launch through the end of Dec. 2020.

Our strategies and tactics will range from sending out news releases to getting news coverage
through local and mainstream news outlets. Utilizing social media platforms in a cohesive way to
make COVID-19 regulations will also remain a top priority in order to reach our goals and
objectives. As for internal communications, training and emphasizing our new COVID-19 safety
regulations including temperature checks for everyone who attends will be implemented.

The budget, this plan offers a very cost effective solution that will result in a high return on
investment for Battleship Iowa. This plan only utilizes $2,214 in total, with the majority of the
spending happening in October to begin implementation of the tactics.

Team P.R.O.S. will launch this creative campaign for a duration of 9 weeks, starting Oct. 7
through Dec. 16, 2020. We will make the adjustments as necessary, as this pandemic continues
to change how it shapes our daily lives.

Our projections were created based on extensive research, which we believe will help the
company reach their desired outcome. We will be evaluating our tools and tactics by measuring
social media analytics, website traffic, and museum attendance.

6
 Research

SWOT Analysis
Strengths
● Uniqueness of the museum
● Prominence of the history it holds
● A good budget to work with
● Educational and a well respected military

Weaknesses
● Social media presence is inconsistent
● Not very clear on COVID-19 safety measures for guest
● Unclear on who their target audience is

Opportunities
● Show that it can be safe to have museums open at least outside ones so guest feel safe if
its done by reservations, being sanitized often, mask required
● Create more outdoor activities or educational experiences on the deck
● Expanding customer base (demographics)

Threats
● COVID-19 health and safety concerns for museums
● COVID-19 regulations being inconsistent with museums being open or not
● 20% decline in attendance for the museum market
● Not receiving enough donations
● Media coverage’s portrayal of attending museums/establishments
● Lane Victory Maritime Museum
● Western Museum of Flight

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PEST Analysis
Political
● Battleship IOWA relies on donations and visits for funding
● Los Angeles in the purple tier for museums (means outdoor only)

Economic
● Economic recession due to COVID-19 and job losses
● Museum attendance decline has affected the market
● People struggling to pay rent

Social
● The fear of COVID-19 and need for social distancing
● Criticism of the US Military
● People not wanting to support American ideals

Technological
● A weak website that has opportunities to display resources more efficiently
● The need for virtual learning and social distance will call for less jobs at the Battleship
Iowa
● The ever-changing expectation of museum technology

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Problem Statement:
Battleship Iowa lacks the ability to disseminate information throughout its channels regarding the
policies they are implementing during COVID-19. Due to this lack of transparency of their
COVID-19 regulations and safety measures, guests have felt unsafe to attend the establishment.

Key Audiences:
Military both active and retired.
● Age range: 18+
● Programs tailored to veterans in museums in the US have seen huge amounts of success.

Children between K-8th grade

● Age range: 5 to 13 years old
● 97% of Americans believe that museums are educational assets for their communities.
● Typical museums dedicate three-quarters of its education budget to K-12 students.

High school students

● Age range: 13 to 18 years old
● 97% of Americans believe that museums are educational assets for their communities.
● Typical museums dedicate three-quarters of its education budget to K-12 students.

Tourists
● Age range: N/A
● Cultural tourism is a huge segment of tourism across the nation, and cultural tourists like
to frequently visit cultural establishments such as museums.

School districts, schools, and social studies educators

● Age range: 30 to 49 years old
○ 54% of public school school teachers fall within this age range, with the average
age of 44.5 and median age of 43.1
● The demographic of K-12 students is too young to be making decisions by themselves,
and rely have their schools present them with educational opportunities.

Parents of K-12 students

● Age range: 25 to 52 years old for mothers and 35 to 48 years old for fathers.
● The demographic of K-12 students is too young to be making decisions by
themselves, and rely on parents for transportation and decision making.

9
Other demographic segmentations
● Females have a higher tendency to want to attend museums in general.
● Males tend to have a greater interest “in things that move” for museum
exhibitions versus females tend to show more interest in the “people” aspect of
museums; this segmentation is more visible in adults.
● Greater level of male involvement in the military explains the greater male
interest in museums.

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 Planning

Goal(s)
● Have COVID-19 safety regulations at the forefront of all social media platforms and
websites.
● Increase in-person attendance for the museum and include an incentive for their loyalty.
● Implement COVID-19 safety regulations aboard the ship.

S.M.A.R.T. Objectives
● Integrate COVID-19 related information on each tab of the website, as well as, the header
and footer of the website, within the first two weeks since the start of the campaign.
● Train all ship staff on COVID-19 related safety measures with 30 minute mandatory
presentations, attended by 30 staff members at a time within the first two weeks of the
plan’s implementation.
● Execute COVID-19 related safety measures on all parts of the ship within two weeks of
the plan’s implementation.
● By December 16, 2020, increase foot traffic/attendance on the ship by 20%.
● Bi-weekly posts on all of Battleship Iowa’s social media starting October 7th, all the way
to December 16, 2020.

Overall Message: ​“All hands on deck… Just six feet apart”

Key message: Battleship Iowa has all the COVID-19 related safety precautions in place to
ensure for a safe visit. ​The age and behavior of the primary audience shows that during the
current time period, they are most worried about COVID-19 related safety precautions.
○ Primary Audience
■ School districts, K-12 schools, history/social studies educators,
■ Parents of K-12 students
■ Tourists
■ Veterans/Active service members
● Older adults tend to worry more about COVID-19 regulations in
general when compared to younger adults

Key message: As a museum, Battleship Iowa is a good source of educational resources.

Museums are viewed as educational resources in most communities, and the same needs to be
conveyed about Battleship Iowa to the local schools and school districts.
○ Primary Audience
■ School districts, K-12 schools, history/social studies educators

11
 ■ Parents of K-12 students
Key message: Battleship Iowa is a fun museum that you must experience in-person. ​The
younger audiences and local community need the assurance that it is fun to visit this museum
in-person to check out the cool things it has to offer.
○ Secondary Audience
■ K-8th grade students
■ High school students
■ Residents around the San Pedro Community

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 Implementation

Strategy:​ Get coverage from media outlets and school districts in the Los Angeles Area to
emphasize the use of COVID-19 policies.

○ Tactics: ​Contact news outlets and the school district within San Pedro that have
high viewership as well as the ability to reach our target audience-- military
members, students, parents, and teachers.
○ Tools:
■ KTLA 5
● This news outlet covers the San Pedro area and reaches the broad
audiences of Los Angeles County and can reach audiences like
parents and teachers.
■ Local District South
● This district covers communities from San Pedro to Carson and
other selected geographic regions of L.A. , they have been in
partnership with the Los Angeles Unified School District and have
the ability to reach students, parents, and teachers.
■ Daily Breeze
● This local news outlet covers the South Bay and Harbor Area of
Los Angeles which can bring brand recognition and reach different
demographics.
■ FOX11
● This news outlet has the most viewerships with an average of 2.9
million viewers and has the potential to target day-time viewers
like parents.
■ Rationale: ​The pandemic caused an increase of digital consumption, 61% of
Americans follow news regarding coronavirus at a national and local level
equally.

Strategy: ​To help tourists, educators, and parents understand that it is safe to attend the museum
by promoting Battleship Iowa’s new and updated COVID-19 safety measures and policies.
○ Tactics: ​Use Battleship Iowa’s existing social media accounts to post bi-weekly
photos, videos, and highlights that show actions are being taken to ensure a safe
and clean environment.
■ Tools: ​Instagram, Facebook, YouTube and Battleship Iowa website

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 ○ Tactics: ​Post short videos to showcase the COVID-19 regulations to provide
subscribers with updates regarding the safety regulations. Create a playlist
including all of these videos to present them as a “web-show/series”.
■ Tools: ​Battleship Iowa YouTube page
■ Rationale:​ Youtube viewership has increased significantly since March,
which is around the start of the pandemic lockdowns. Rise in people
wanting to watch content where the creators do activities “with me”,
essentially taking the viewer along with them for whatever activity they
are doing.
○ Tactics: ​Create a post that briefly highlights all the precautions Battleship Iowa is
integrating, and pin the said post to the top of the page for at least the next 3
months or the duration of the campaign.
■ Tools: ​Battleship Iowa Twitter and Facebook pages
■ Rationale: ​Similar to creating highlights, unpinned posts can get pushed
down the page’s feed. Pinned posts stay on top of the page, giving viewers
ease of access to important information they are looking for that can
determine if they visit the museum.

Strategy: ​Take advantage of the deck outdoor events or exhibits because folks feel safer during
COVID-19 attending outdoor environments.
○ Tactics: ​Promotions- if you visit the museum you get a discount on gift shop
items and have a new team created specifically for cleaning the deck.
○ Tools:
■ News release​ for outlets to spread awareness of new outdoors safe
activities and exhibits offered at the museum.
■ Placing advertisements ​in the form of fliers and brochures in San Pedro
and Long Beach visitor centers and Hotels nearby.
■ Youtube Vloggers invitations ​to invite influencers and bloggers to the
ship with free admission as well as the face mask with the Iowa logo,
which will target the older audience, such as middle school and
highschoolers, of the K-12 segment.
● Casey Neistat YouTube channel, Roman Atwood Vlogs YouTube
channel, Ryan's Toy Review YouTube channel, Hey Nadine
YouTube channel
■ E-Blast​ to subscribers with a short survey on how to make Battleship
Iowa a safer environment for its guest and have a similar survey to do for
those who have visited since COVID19.
■ Rationale: ​Having a news release is free advertisement for Battleship
Iowa and their new safety precautions set up, one key audience is veterans

14
 and research shows they watch major news stations and local news
stations as well. Having local advertisements will bring in more foot
traffic and let folks know it is a safe place to visit during COVID-19.

Strategy: ​Create a safe environment in the museum that takes into account the several
COVID-19 safety precautions guests would prefer to have in place in order to visit.
○ Tactics:​ Staff supervisors training all ship staff members about the COVID-19
safety protocols.
■ Tools:​ Supervisors of staff aboard the ship, COVID-19 safety protocols
training and instructional presentation
○ Tactics:​ Sanitization stations and sanitary wipe stations at all restrooms,
entrances and exits, cafeterias, break rooms, meeting rooms, exhibits, and
transaction counters.
■ Tools:​ Hand sanitization stands, hand sanitizer bottle, and sanitary wipe
box.
○ Tactics: ​A daily account of all employees wearing masks, gloves and temperature
checks before starting their shifts, and a daily log of the cleaning procedures
checklist on the ship.
■ Tools:​ Log sheets
○ Tactics: ​Temperature and mask checks upon entrance for visitors, signs notifying
guests about the mandatory mask policy and floor stickers at each exhibit line
marking a 6-foot distance.
■ Tools:​ Thermometer, welcoming/gatekeeping staff, posters, signs, floor
stickers

Strategy: ​Proactively offer and inform local school districts, schools, and educators about the
educational value of Battleship Iowa museum.
○ Tactics: ​Creating an informational packet consisting of all of the educational
programs and field trip Battleship Iowa offers and sending them to all schools
within the Los Angeles Unified School District South.
■ Tools:​ Email and sending packets through mail

15
Proposed Timeline
○ Table Format

○ Visual Format

16
 Proposed Budget

Overall

Monthly Breakdown

17
 Evaluation

● Integrate COVID-19 related information on each tab of the website, as well as the
header and footer of the website, within the first week of the campaign
○ At the start of the campaign, Battleship Iowa’s website only had the line “​Note:
We adhere to Los Angeles County guidelines for outdoor museum safety
protocols​”. Since the target audiences are all extremely concerned regarding
COVID-19 and majority stated that this alone was not enough information. To
inform the audiences better, we would include information on each different
navigation tab of the website, information on the header and footer of the website,
as well as it be pinned to the top of the website’s home page. This is expected to
be finished between the first two weeks of the campaign to allow time to code the
information into the website, and can be measured through its visibility on the
website. By October 14th, 2020, the website should have updates regarding the
safety precautions that are going to be implemented. Then, by October 21st, 2020,
the website should have information about all the safety precautions that have
now been implemented.
● Train all ship staff on COVID-19 related safety measures, in 30 minute mandatory
presentations, attended 30 staff members at a time by October 21st, 2020.
○ The staff aboard the ship needs to be trained to follow the safety protocols. This
will be measured by the percentage of staff trained, which should be a 100%, and
should also be completed within the first two weeks of the campaign to allow
flexibility to schedule the training for all staff members. It will be measured by
giving each staff member a certificate for attendance, and the amount of
certificates handed out should be equal to the staff members aboard.
● Execute COVID-19 related safety measures on all parts of the ship within three
weeks of the plan’s implementation.
○ In addition to training the staff, there should be enough of the tangible safety
measures in place to make visitors feel sanitary and safe. This will be measured
by the presence of sanitization stations and sanitary wipe stations at all restrooms,
entrances and exits, cafeterias, break rooms, meeting rooms, exhibits, and
transaction counters. Also will be measured by the presence of a daily account of
all employees wearing masks and gloves, temperature checks, and cleaning
procedures checklist on the ship. A check that there are signs notifying guests
about the mandatory mask policy at all entrances, exits, restrooms, cafeterias,
break room, exhibits, and transaction counters. Lastly, also checking for floor
stickers marking a 6-foot distance near each exhibit, restrooms, and transaction
counters. All these aspects are expected to be implemented by October 21st, 2020.
● By December 16, 2020, increase foot traffic (measured by ticket sales) by 20%.

18
 ○ To see whether the tools and tactics used to increase foot traffic are working,
Battleship Iowa can track daily as well as monthly ticket sales in order to see the
percent change in daily as well as monthly attendance at the ship. The gold is to
have a 20% increase in daily and monthly attendance by December 30, 2020.
● Post bi-weekly highlights on Facebook, YouTube, and Instagram until December 16,
2020.
○ This can be measured by checking the total number of highlights posted during
the campaign’s duration should be 18 in total, and should be checked manually by
a person on each of the social media accounts listed above.
● Receive maximum amount of coverage received in media.
○ Four out of the four media contacts ran the story and the vloggers that were
invited accepted the invitation with thousands of views on their videos increasing
viewership and spread of information on new safety measures due to COVID-19

19
 Appendix

Media List

Outlet Contact Contact Contact Title Contact E-mail Contact Phone

Name First Name Last Name Number

KTLA 5 Courtney Friel Reporter ktla@ktla.com 323-460-5500

Local Lynette Cortinas Administrative lynette.cortinas@laus 310-354-3417

District Assistant d.net
South

Daily Donna Littlejohn Local News dlittlejohn@scng.com 310-543-6696

Breeze Editor

Fox 11 Irena Briganti Senior Exec. Irena.Briganti@foxne 888-369-4762

Vice President ws.com

20
News Release

For Immediate Release

October 21, 2020

Battleship Iowa Provides COVID-19 Business Update in Response

FULLERTON, Calif.-- The COVID-19 pandemic continues to heavily impact Battleship USS
Iowa’s business, an award-winning museum in Los Angeles that supports non-profit programs in
education, veterans, and community.

We’ve taken the necessary measures to prioritize our guests, employees and communities health
and safety during this unprecedented crisis.

“I believe that our daily attendance of both guests and volunteers is being impacted by a variety
of challenges including local citizens heeding stay at home orders, tourism travel is virtually
non-existent with large local attractions closed, the perception that museums are closed (although
outdoor museums remain open), and the heat that we are currently experiencing,” said Jonathan
Williams, the President and CEO of Battleship USS Iowa.

Besides updating our guests on our COVID-19 regulations and guidelines, we aim to improve
our virtual outreach, build brand recognition, and continue raising the funds necessary to keep
the museum afloat.

Currently, cutbacks in staff hours are being implemented as a form to manage business expenses.
Attendance rates have fluctuated as the county constantly modifies COVID-19 guidelines.
Though attendance picked up by 50% towards the end of Sept., shutting down during the
weekdays has become a potential solution.

“I can tell you without a doubt that we wouldn’t still be open and literally continuing forward if
it wasn’t for your critical support in donating and spreading the word,” said Williams.

###

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Instagram Story and Highlight Sample:

22
E-mail Template:

23
Youtube Video Sample:

24
Facebook and Twitter Posts:

25
Advertisement Sample:

26
Survey Results

27
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