Maricopa Partnership for Arts & Culture Strategic Regional Messaging Initiative RFP Response by R&R Partners
08.17.07
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facilitation 45
R&R
Brand Essence and Strategic Targeting Process e
As an ad agency, we enjoy identifying vital insights that move target audiences to action. It’s one of
B.e.s.t.
the ways we provide value to our clients. Our strategic planning model, Brand Essence and Strategic Targeting Process (B.E.S.T.), is a proprietary process that uses a number of different resources and planning exercises to comprehensively understand our clients’ business and communications objectives. It was created to be an adaptive model that addresses the specific communication need required by our prospective partners. While the specific steps and exercises employed in our process are multiple, there are three core elements that serve as the fundamental architecture of the B.E.S.T. process.
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R&R
An Adaptive Model e
Each of our various clients has had their own individual business and communication
B.e.s.t.
challenges. Throughout these diversified cases, there have been several constants that have been the drivers behind our B.E.S.T. Process.
Consensus Building
Lack of Awareness
Competition
Measurability/R.O.I
These constants have provided the support for our model. Recognizing that there are still key distinctions that are unique to specific industries and organizations, the model is mutable and adapts to the business case at hand. Therefore, nothing is ever a “one size fits all approach�. We entrench ourselves in our clients’ businesses in order to understand the nuances and specifics of their respective industries and adapt our methods accordingly.
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R&R
Partnership e
We have found that the process is most successful when we achieve a true partnership with our
B.e.s.t.
prospective client. The partnership necessitates full inclusion into the environment since an “arms-length� approach usually belies partnership and ultimately inhibits success. The
clients
opportunity
with to
whom
we’ve
celebrate
had
success
the have
fully embraced collaboration. We are proud to provide examples of their success in the Experience section of this proposal.
Consensus Building e
Part of creating a successful communication
mediation, a unified approach can rarely
plan or campaign that delivers on a business
be achieved. Without a unified approach,
need
all
success is unattainable. Given its critical
stakeholders. Naturally, all stakeholders are
nature, this is a key area in which we
impassioned with the cause for which they
devote a significant amount of time and
are working. This results in an atmosphere
incorporate consensus building throughout
of lively discussion, sharing strong opinions
each stage of the process.
and
is
creating
healthy
consensus
debate.
among
However,
without
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The Business Journal’s Pulse Survey
BRIEF
comprised of four stages.
1
2
IDEATION INTERNAL REVIEW
3
EXECUTION MONITOR RESULTS
O P T I M I Z AT I O N
The B.E.S.T. process is
DEFINE
I M P L E M E N TAT I O N
B.E.S.T. Stages
e
DISCOVERY
TA C T I C A L
S T R AT E G I C
R&R
“We have the most poorly managed ‘urban brand’ in the world.”
REVIEW RESULTS PROPOSE IMPROVEMENT
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“People have no clue what our city is about.”
BRIEF IDEATION INTERNAL REVIEW
subsequent stage. The early stages, Strategic and Tactical, comprise the overarching strategic framework. That framework is then used as the basis for Implementation and Optimization stages. For MPAC, however, we will predominantly focus on the Strategic stage and each of its phases.
S T R A T E G I C F R A M E WO R K
individual stage informs the
1
2
C A M P A I G N I M P L E M E N T A T I ON
is relatively linear so each
3
ROLL-OUT MONITOR RESULTS
O P T I M I Z AT I O N
The progression of our model
DEFINE
I M P L E M E N TAT I O N
The Mechanics
e
DISCOVERY
TA C T I C A L
S T R AT E G I C
The Business Journal’s Pulse Survey
REVIEW RESULTS PROPOSE IMPROVEMENTS
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“People seem to think that it’s a nice place to visit, but not to live… it’s as if I have to sell them on it.”
During the Discovery phase, we will conduct the following:
DEFINE
• Foundation Meeting: Introductory meetings with MPAC Staff
BRIEF
• Identify roles, responsibilities, workflow process among MPAC Staff and MPAC Board of Directors in order to effectively integrate planning
Brief
1
• Review current draft of strategic plan in order to fully understand goals, objectives and strategies. INTERNAL
REVIEW 3. Communication Audit • Thorough assessment of existing communications and collateral
ROLL-OUT
• Analyze and report findings
4. Competitive Audit
MONITOR
• Gather secondary research about local organizations RESULTS with similar objectives
2
• Analyze and report findings
O P T I M I Z AT I O N
Define
IDEATION 2. Strategic Plan Review
I M P L E M E N TAT I O N
S T R A T E G I C F R A M E WO R K
comprised of 3 phases: Discovery
1. Team Dynamics Assessment
REVIEW RESULTS
Before reaching out to the larger group of stakeholders, initial engagement in this phase may be limited to the Directors on the MPAC Staff and PROPOSE require a few select meetings and discussions to define and prioritize needs. This will be dependent, however, on the Team Dynamics Assessment IMPROVEMENTS and could change based upon the input we receive. C A M P A I G N I M P L E M E N T A T I ON
The Strategic Stage is
DISCOVERY
TA C T I C A L
S T R AT E G I C
Strategic Stage
e
The Business Journal’s Pulse Survey
3
In order to adhere to the parameters of this proposal, we will outline the remaining phases in the Analysis section.
4
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analysis 52
S T R AT E G I C
R&R
DISCOVERY DEFINE BRIEF
During the Brief phase, we will consolidate all of the knowledge acquired from the various exercises and present the findings to the MPAC team for the purposes of obtaining consensus and approval. The importance of these findings spans the duration of the campaign. Initially, they will help to shape key elements of the implementation plan. Through the implementation stage, they will be used to help develop appropriate tactics that track back to the overarching strategy. Post campaign,
In this section, we will discuss
they will be used as measurement indicator to evaluate the effectiveness of the initiative
our approach for conducting lead to the development of a strategic framework and more specifically, the brand platform from which key messages will be derived.
S T R A T E G I C F R A M E WO R K
the specific exercises that will
1
as a whole.
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“A broadly accepted communications strategy with clear and focused messaging about the Phoenix region would speed up the process of repositioning current perception exponentially.�
e
S T R AT E G I C
MAC Perceptions Matter Study
DISCOVERY
Brand Platform Development A brand platform is the composite of
DEFINE BRIEF
all of the tangible and intangible aspects of a brand. In this case, it would be all
The brand platform consists of the
of those aspects of the arts and cultural
following pieces:
entities in the Greater Phoenix region. Building a brand platform supportive of
Audience Identification
the arts in Maricopa County is imperative
& Segmentation
in order to create a successful message
Brand Personality
and communication strategy. Without a
Brand Values
S T R A T E G I C F R A M E WO R K
platform, messages will be fragmented,
1
conflicting and in some cases, not credible to the audience who is seeing them.
IMPORTANT CONSIDERATION: It may also be important for MPAC to consider undertaking a similar exercise for the organization itself in order to raise its visibility with outside stakeholders building further credibility to the messages it will be disseminating across audiences. Further discussion will be needed to determine feasibility.
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S T R AT E G I C
R&R
DISCOVERY
but, what is a brand? To us, it’s a promise. It is a promise communicated consistently
DEFINE
to all of your important audiences both internal and external. Your brand is an expression of a company’s or region’s reputation.
BRIEF Developing a strong brand will: Give direction and focus to any implementation plans Differentiate the region from competitive markets looking to cultivate their respective cultural economies
S T R A T E G I C F R A M E WO R K
Build relationships with key audiences
1
Build community support Be a rallying cry, both internally and externally Show what the Greater Phoenix region stands for culturally
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“I do believe there needs to be a better effort to increase awareness for the arts & cultural scene overall”
S T R AT E G I C
The Business Journal’s Pulse Survey
DISCOVERY
e
AUDIENCE IDENTIFICATION: ACROSS ALL AUDIENCES™ For any communications plan to succeed, it must deliver a consistent
DEFINE
message to many divergent audiences. These audiences go well beyond consumers or business-to-business customers to include regulators,
BRIEF
legislators, shareholders, opinion leaders, financial and industry analysts, the media, and even company employees. Our approach is based on one central concept: everybody sees everything. The trade media will see our consumer messages. Regulators and legislators will see news stories. Given this, it is vital that all messages maintain
S T R A T E G I C F R A M E WO R K
consistent branding.
1 Sample Audience We recognize that there will be multiple audiences to whom your messages will need to be communicated. As a sample, we’ve identified a few potential audiences below
Will we use the same messages for each audience?
MPAC Staff MPAC Board of Directors Will each audience interact with MPAC in Virginia G. Piper Charitable Trust the same way? Arizona Commission on the Arts Arizona Office of Tourism Arts and Business Council of Greater Phoenix Arizona Department of Commerce Creative Community Creative Prospects Out-of-State Audiences
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S T R AT E G I C
R&R
DISCOVERY
brand personality Identifying the brand personality enables us to define the tone of the
DEFINE
messages, but also indicates to our audiences how they should engage with the brand. For instance, will it be a rallying cry to engage people in
BRIEF
the arts or is it more of an elegant, subdued tone of participation and contribution? After a preliminary analysis of the other competitive cit-
S T R A T E G I C F R A M E WO R K
ies, the tonalities of their messages are somewhat transparent.
1 competitive spotlight
Austin’s Brand Personality
Austin’s official slogan is “The Live Music Capital of the World™”. However, there is an underground moto of “Keep Austin Weird” that has permeated mainstream culture and found its way on bumper stickers, posters, etc. It has an annual film and music festival, South by Southwest, that is attended by thousands some of whom are even celebrities. From this small snapshot, Austin is approachable, social, doesn’t take itself too seriously, but focuses heavily on an independent music scene. Immediately, anyone visiting or interested in moving there knows what to expect without having to step foot in the state.
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S T R AT E G I C
R&R
DISCOVERY
brand values Once a personality is identified, a core set of values naturally emerge.
DEFINE
These are the elements that keep the brand “honest” and true to what it hopes to inspire among various audiences. The values serve as the litmus
BRIEF
test against which messages, communications and visuals are evaluated Through our B.E.S.T. process we will conduct exercises to uncover each piece of the platform. Some of the exercises may include:
1
Hierarchy of Needs
How can the brand meet the rational and emotional benefits of the core audience(s)? How can the arts culture of the Greater Phoenix region meet
S T R A T E G I C F R A M E WO R K
the regional and emotional benefits of the creative economy it Stakeholder Engagement: Stakeholder hopes to attract? engagement will be needed in these areas. Once R&R Partners has had the opportunity Perceptual Mapping to understand the team dynamics, we can then identify further methods for integration Stakeholder perceptions of the brand versus customer/prospect and engagement.
perceptions of the brand
Identifying “what matters” to the prospect versus what we think matters to them How can Greater Phoenix overcome perceptual challenges?
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S T R AT E G I C
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DISCOVERY DEFINE
Trend Identification National culture trends that influence perception Local culture trends that influence perception
BRIEF
How can Greater Phoenix leverage these trends and create a voice that’s captivating to a prospect?
Day in the Life
In order to understand the many complexities and influences that weigh on our audiences, it is important to understand the
1
zeitgeist, or ethos, of our targets. In other words‌
What are some of their daily rituals or patterns? What are their media consumption habits? How do they find out about cultural events or research arts and culture
S T R A T E G I C F R A M E WO R K
in other states? How often do they interact with the arts community? This exercise will provide the fundamentals for a message strategy
that will enable us to identify where we should place our messages
and how we might want to frame them in the context of a specific
media vehicle. In some ways, it may also give us indicators as to why
certain misperceptions exist about Arizona and in turn, reveal
solutions for tactics to dispel them.
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implementatio 60
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Implementation Plan e
Creating
and
implementing
a
strategic
communications plan is the final stage in our “roadmap” to helping you achieve your objectives. Here’s a sample plan to give you an
Successful marketing in today’s world is a
idea of the strategies and tactics we may use in
delicate balance between communication
the future.
integration and customization. An effective communications plan for MPAC will include
The basis for development of all R&R Partners’
specific messages for each target audience
communications plans is our customer-centric
identified, while at the same time integrating all
approach, which focuses on the development
messages into a consistent statement about the
of strategies and tactics to reach your audiences
brand. In order to reach our target audiences,
in the most impactful and relevant way. Our
various
arsenal of services allow us to think holistically
employed including traditional and nontra-
about every consumer touch point.
ditional advertising, Web materials, public
communication
modes
will
be
relations, community relations and employee/ stakeholder outreach.
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A Phased Approach e
Our three-phased approach outlines the appropriate steps needed to develop the brand, educate and engage core audiences and launch the brand campaign broadly. Phase I Brand Research & Plan Development
Focus Groups & Survey Preparation
Message Development
Concept Development
Message & Concept Pre-Testing
Creative Development & Production
Web Site Development
Media Planning
Phase II Educate and Engage
Internal Communication & Stakeholder Engagement
Partnership Alliances & Forums
Phase III Launch Brand Campaign
In Market Execution and Delivery
Campaign Refinement
Internal Communication & Stakeholder Engagement
Pre and Post-Measurement
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During the implementation stage, our teams engage in several stages of the B.E.S.T. process to ensure continuity and integration among
Client Review: Agency and client review
agency disciplines, and also our clients.
integrated plans and creative concepts to
determine revisions and next steps.
Ideation: Teams from various agency
disciplines meet and develop integrated
Execution: Upon client approval, agency
plans and creative concepts.
sets out to execute integrated plans
including creative production, media
Internal Review: Agency disciplines regroup
buying, public relations, Web materials,
with integrated plans and creative concepts.
etc. Measurement tactics activated to
We ensure cross-discipline fits and conduct
capture pre and post campaign measures.
“innovation� checks to be sure target
audiences are being reached.
Campaign Review: Campaign is evaluated
against measurement goals, including
Senior
Management
Troubleshooting:
Media,
Our Senior-level management reviews
performance as well as changes in attitudes,
plans,
last-minute
presentation.
creative
concepts
direction
Creative,
public
relations
and
offers
awareness and brand measures. Client is
before
client
provided with Campaign Summary report
outlining
objectives.
the
return
on
integrated
Elements of the communications plan include:
Overview/Situation analysis
Target Audience
Positioning/Key Messages
Communication Objectives
Communication Strategy
Implementation Tactics
(advertising & public relations)
Measurement Plan
Plan Budget
Implementation Timeline
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Research Outcomes Creativity is not yet a clear strength or priority for the region
Initiative Required Brand identity and platform development
The relationship between arts, culture, creativity and the regional economy needs to be better understood to be better
Research
Communication plan development
supported
First, we start with primary
Government at all levels is a necessary and important partner
Coalition-building
It is critical to instill creativity and creative experiences
On-going program development
and secondary research We analyze the research to gain an understanding of the marketplace,
trends
and
landscape implications. We will
review
any
primary
research conducted by MPAC,
To attract and retain talent the region needs more creative outlets during non-work hours
Building tangible assets
such as the two research studies you provided. Then we will provide MPAC with an assessment and actionable initiatives. To the right is a visual demonstration of this based on the key findings from the research provided.
Objectives To develop and implement partnerships that advance arts and culture as a critical component of the region’s economic prosperity, distinctiveness and vibrancy. To attract and retain talented “creative class� workers in the Greater Phoenix region.
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Data Synthesis e
In order to create the most comprehensive and complete portrait of your brand we identify any additional research that may be needed. We examine the factors and attributes that make-up
partner organizations that interact with your
a potential customers’ sense of identification
consumers on a daily basis. Brand planning
with the brand, as well as attributes that inhibit
exercises often vary in scope, based on available
such identification. These equities and liabilities
budget.
form the core of a brand’s identity. A full assessment of the impact of these factors helps
Quantitative research can be used to provide a
to form the basis for understanding a brand’s
statistically sound response to the hypotheses
incarnation and its potential.
generated and prove to be beneficial to the development of a strategic communication
After we facilitate internal (and/or stakeholder)
plan. Our goal is to understand the thoughts
exercises to understand your perception of the
of larger, business-relevant constituencies by
brand and key messages, we generate several
sampling and surveying intelligently.
hypothesis about the brand – the positioning, the personality, and the values. Our planners go
Brand planning is an important aspect of
into the field and conduct qualitative research.
determining key messages and brand positioning
This research includes focus group interviews
options. Our integrated communications
with potential consumers and in-depth
experts work together to ensure our clients’
phone-based interviews with municipalities or
communications say the right things, to the right people, in the right way.
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Strategic Framework e
In order for you to achieve the stated objectives,
This requires developing specific messaging
it is critical develop a community-wide action
campaigns
plan that requires participation by all segments
as
of the community to contribute to the
out-of-state
development
the
department of tourism, Greater Phoenix
strategic plan. We’ve created a Strategic
Economic Council and consumers outside of
Architecture Model to illustrate how this new
the Greater Phoenix region.
and
execution
of
to
residents
in-state and
audiences,
eployers,
audiences,
such
such
and
to
as
the
infrastructure would work.
LATS
The plan is simple. MPAC becomes the central hub of all communication regarding
LATS LATS
the brand; in essence, the brand steward. One brand identity, one message and one voice would be communicated through you to
MPAC
various internal audiences. MPAC will provide internal audiences with the materials and tools for use in their marketing and advertising initiatives that promote and drive the vibrancy of the arts & cultural sector.
LATS = Local Arts & Tourism Stakeholders
BRAND PLATFORM In addition to communicating with these internal
audiences,
communicate
with
you
also
external
need
MESSAGES
to
audiences.
IN-STATE AUDIENCES
OUT-OF-STATE AUDIENCES
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Advertising e
Whether it’s a full-page color ad, a poster, radio spot or TV commercial, our team will develop a creative concept that conveys your message and captures the imagination. Our excellence in this creative area is a hallmark of
consumers into distinct groups based on their
R&R Partners.
media habits and behaviors. They use multiple research tools and analytic systems to help them
Your budget, goals and target audiences will
make the smartest choices for you. And because
guide us in selecting the most appropriate
of the vast experience of our media planning
execution and venues for your advertising. And
and buying team, they are able to maximize
that’s where our media planners and buyers come
your dollars by negotiating hard and gaining
in. They have access to incredible demographic
added-value opportunities.
data that helps us pinpoint just the right media venues to place your advertising. They’re social scientists who are able to profile and cluster
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Public Relations e
Our public relations planning looks holistically at all the groups you need to talk to in order to deliver your message. When building MPAC’s plan, we’ll consider: Internal Communication We know that organizations like MPAC, with a variety of stakeholder groups, can have difficulty getting everyone on the same page. Our implementation plans often start in this critical area to give you a solid base of support. We’ll make
Efforts could include:
sure MPAC stakeholders know what the cam-
Electronic newslettersE-mail blasts
paign is all about, how and when you are execut-
Campaign creative demonstrations
Stakeholder meetings
Without an effective internal communications
Online surveying and other
plan, stakeholders can tear you apart from the
feedback mechanisms
ing it, how the money is being spent, we’ll also give them the opportunity to provide feedback.
inside. With an effective plan they can be great supporters and ambassadors of your singular, well-defined message.
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Media Relations
We’ll first develop an overall strategic plan to our media outreach and decide what type of stories we want to tell. We’ll identify which media
Efforts could include:
your key audiences watch and read and then we’ll
News release writing
Story development and pitching
Fact sheet creation
Issues management
Crisis communications
Media monitoring
target those media outlets on a local, regional and national scale. We will work with you to tell compelling stories about successful people in the arts, feature new venues and shows, showcase the area as a welcome home for creative talent, as well as help you maintain consistent branding. We’ll also help you communicate about serious issues regarding the arts, funding and the economy.
Social Media Consumers have found powerful organic methods of keeping in touch that have become serious communications vehicles, and R&R Partners is thrilled to tap into these important communities. We can create distinctive online sites, banners, and videos to tell your story in imaginative and compelling ways. It’s a great new way to reach audiences of all kinds.
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Web Portal e
We recognize you’ll need more than a just online presence to support your brand. That’s why we recommend creating a virtual clearinghouse to serve as a portal for two-way communication with your myriad constituencies. Build-
Efforts could include:
ing a robust and interactive Web site is often
Internal Stakeholders:
critical to the success of campaigns. We design
Password-protected area for partner
well-branded Web sites to become a portal of
organizations
information and advocacy for the public, press
Brand toolkit
and key arts & culture organizations.
Index of economic impact/Fact Sheet
Testimonial from business owners
“State of the Industry” podcast
Fact sheet with “wow” statistics
Consumers: Online marketing:
Opt-in E-mail messaging
Peer-to-peer online marketing
Search engine optimization
Customer relationship
management strategy
Database development
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Non-Traditional Outreach e
It is also imperative that we consider using aggressive non-traditional outreach approaches to take your brand off the shelf and reach out to our stakeholders. We trace the paths of our target audiences to help us identify such opportunities. We use ambient events to slowly
Ambient Events:
build a buzz, gain media awareness, demonstrate
Allow one-to-one engagement and
action on the campaign, and gather measurable
interaction with our target audiences
input from groups.
and communities that are not readily
available to traditional forms of media.
Allow us to highlight the message while
highlighting the vehicle for that message.
Are “all-in-one� tools that offer ways to
communicate campaign messages as well
as the ability to measure response.
Provide a level of differentiation that is
unprecedented with current campaigns.
Are promotional tools that could
be leveraged significantly by other
stakeholders.
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Campaign Measurement e
The impact of our marketing efforts is important to track, in order to inform strategy and to assess the campaign’s overall effectiveness. Common methods to achieve this tracking include qualitative interviews and conducting
Wave two would be conducted at mid-point
quantitative perceptual surveys. By targeting
in the campaign. The purpose of wave two
your primary audiences of employees, business
would be to assess any change in the responses
leaders, government officials, and opinion
of the target populations. The results of wave
leaders, R&R will begin to assess current brand
two would also be used to inform the strategy
and company perceptions, as well as identify
moving forward.
barriers. Wave three would be conducted at the end of In addition to qualitative interviews, R&R also
the campaign as a final assessment of the cam-
recommends conducting tracking surveys at
paign’s effectiveness. As with waves one and two,
three points during the year.
assessments would be made of respondents’ awareness, knowledge, perceptions, attitudes
In a three-wave scenario, the first wave would be
and brand associations. Taken together with
conducted before the launch of the campaign.
waves one and two, wave three will establish
Wave one would establish a baseline or
a trend, demonstrating any progression in
benchmark
respondents’ awareness and the effectiveness of
of
respondents’
awareness,
knowledge, perceptions, attitudes, and brand
the campaign over time.
associations, focusing on the specific messages intended to be communicated to them.
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Our Promise e
At R&R Partners, we set the bar high and refuse to shy away from challenge. And as challenging as innovation can be – from brainstorming to quantifying – we also think it’s fun and exciting. We love to win almost as much as we hate to lose, and we’re relentless in our desire to deliver outstanding results. Plus, we’re the kind of people you’ll like to have lunch with. We encourage fun. We have a pinball machine. We enjoy our clients as well as we enjoy each other. It’s just the way we do business.
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timeline 74
Our three-phased approach will provide enough time to develop prepare materials, brand, key messages and form hypotheses.
S T R A T E G I C F R A M E WO R K
facilitate discussions, and define the
1
Strategic Plan Review
Communications Audit
Competitive Audit
2
DEFINE
Brand Platform Exercise
Audience Identification
Day in the Life Exercise
APR 2008 - JUN 2008
Team Dynamics Assessment
JAN 2008 - MAR 2008
BRIEF
Brand Platform Development
Integration Map Development
Brand in the Life Exercise
Project Platform Development
Brand Position Exercise Hierarchy of Needs Perceptual Mapping
Target Audience Profile Development
Trend Identification Exercise
Research Proposal Development
S TA G E
S TA G E
Discovery. Define. Brief.
DISCOVERY
S TA G E
SEP 2007 - OCT 2008
R&R
3
July 2008 would begin the in-field research and development of a strategic plan.
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budget 76
Based on the fixed price budget of
Client & Agency Meetings
Collection and Review of MPAC Materials
Preparation of Communications Audit & Competitive Audit
$ 15,000.00
be allocated as follows to accomplish the scope of work outlined for facilitation
S T R A T E G I C F R A M E WO R K
and analysis.
1
S TA G E
S TA G E
$125,000, we are estimating the costs
2
DEFINE
APR 2008 - JUN 2008
Material Preparation
Room Rental
Food & Beverage
Facilitators
Project Platform Development (objectives & Measurement)
Materials for Facilitation
Integration Map Development
$ 40,000.00
Target Audience Profile Development
Brand Platform/Key messages Development (hypothesis) Day in the Life Development Hierarchy of Needs Pyramid Development (hypothesis)
Research Proposal Development
$ 70,000.00
Estimate includes three sessions
S TA G E
Preliminary Budget
DISCOVERY
JAN 2008 - MAR 2008
SEP 2007 - OCT 2008
R&R
3
BRIEF Estimate includes delivery and review of the following materials
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addendum 78
R&R
Client List
Las Vegas Convention and Visitors Authority Ultimate Fighting Championship (UFC) Harrah’s Entertainment Inc. (Formally Park Place Entertainment – Bally’s Las Vegas, Caesars Palace, Flamingo Las Vegas,
TParis Las Vegas, Bally’s Atlantic City and Caesars Atlantic City) HCox Communications EIntermountain Health Care Professional Bull Riders Sierra Pacific Resources/Nevada Power Southern Nevada Water Authority Utah Transit Authority Valley Metro Nevada Resort Association Tobacco Education Prevention
Utah Department Of Alcoholic Beverage Control (DABC) Wingfield Nevada Group Arizona Department Of Health Services Utah Department Of Public Safety Nevada Commission On Tourism American Public Transportation Association (APTA) Orange County Transit Authority André Agassi Enterprises Nevada Mining Association Employers Insurance Company Of Nevada Utah Symphony & Opera Las Vegas Metro Police Department Clark County School District
Program (TEPP)
Opportunity Village
National Bank Of Arizona
Catholic Charities
We have a great track record. 79
REFERENCE
R&R
What happens here, stays here.
e
Rossi Ralenkotter, President 3150 Paradise Road Las Vegas, NV 89109-9096 p 702.892.2800 e rralenkotter@lvcva.com
Las Vegas Convention and Visitor’s Authority (LVCVA) CLIENT SINCE:
1980 to present
R&R Partners’ oldest “public eye” client, the Las Vegas Convention and Visitors Authority is a governmental, not-for-profit agency charged with the mission of attracting tourism to southern Nevada. LVCVA often faces challenges outside the realm of traditional marketing. In its 20-plus years of servicing the account, R&R Partners has seen Las Vegas through a gasoline shortage (1981), three recessions (1982, 1990 and 2002), the Gulf War (1991), air service declines (1997 and 1998), 9/11 (2001) and the proliferation of gaming across the United States (ongoing).
And the “What happens here, stays here” campaign has done pretty well, too.
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REFERENCE
R&R
The best way to get from point A to point B.
e
Mario Diaz, Director of Marketing 302 North 1st Avenue, Suite 640 Phoenix, AZ 85003 p 602.534.7391 e mdiaz@valleymetro.org
Valley Metro CLIENT SINCE:
2004 to present
Valley Metro partnered with R&R Partners, sharing the objective to boost brand awareness, public support, system ridership and rideshare participation. Today, Valley Metro ridership has increased, rideshare participation is up, and awareness is up.
Currently, Valley Metro and R&R are developing a comprehensive branding strategy to unite the transit agency’s many city partners and service providers.
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REFERENCE
R&R
Strong foundation.
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Mike Perry Vice President, Marketing 1550 West Deer Valley Road Phoenix, AZ e mike.perry@cox.com
Cox Communications CLIENT SINCE:
2001 to present
R&R Phoenix’s flagship account, Cox Communications Arizona, has experienced lower cost per leads and record-breaking acquisition numbers since partnering with R&R six years ago. With competition from satellite providers and evolving telephone companies on the rise, an increasingly demanding consumer base, and the confusion caused by evolving technology and acronyms in the industry (HD, DVR, EOD, DSL), knowing the audience has become imperative. Success is dependent on sending the right message to the right person at the right time and, together, R&R and Cox continue to achieve success through a strong marketing program rooted in ongoing measurement and research.
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OUR WORK
R&R
Protect your future.
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R&R
Live a healthy lifestyle.
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R&R
Bob not BOB.
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OUR WORK
R&R
Strong foundation.
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R&R
Art Appreciation 101.
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OUR WORK
R&R What are you Wasting? Just a few bucks or a few thousand? There’s probably a lot better things you could spend your money on than cigarettes. If you’ve thought about quitting — or tried before — call the Arizona Smokers’ Helpline. It could be worth it. Call 1-800-55-66-222 or go to www.ashline.org today.
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OUR WORK
R&R PUT THE “MAN” IN MANDATORY WATERING SCHEDULE. FIND YOUR NEIGHBORHOOD’S THREE DESIGNATED WATERING DAYS AT
CHANGEYOURCLOCK.COM
GET ON SCHEDULE, MAN.
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Mark Hiegel Senior Vice President mark.hiegel@rrpartners.com 480.317.6059
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17785 North Pacesetter Way • Scottsdale, AZ 85255 480.317.6040 MAIN 480.804.0033 FAX