Brand Strategy

DEVELOPED FOR:

NURUN Brand Strategy & Creative Response

Manheim RFP • Nurun + Luckie

Page 1

overview Manheim RFP • Nurun + Luckie

Page 2

Overview

1.

Provide a brief overview of your agency history and philosophy (including year of incorporation and number of employees).

Nurun is a global marketing, design and engineering firm that transforms businesses and brands. Our philosophy is rooted in design thinking, a humancentered approach for creating innovative solutions to complex problems. We apply this process to understand emerging behavior and create new choices for consumers. Nurun’s process synthesizes these insights with new and emerging technologies to create the programs, promotions, products and services of the future.

Founded in 1995 and comprised of more than 1,400 professionals in 11 offices throughout North America, Europe and Asia, Nurun’s global footprint represents our leadership’s philosophy: we go where our clients need us to be.

Manheim RFP • Nurun + Luckie

Founded in 1995 1,400 professionals 11 Offices 3 Continents

Page 3

Atlanta

San Francisco

Montreal

Quebec City

Toronto Shanghai Paris Nancy Barcelona Madrid Milan & Turin

2.

Provide a list of business partners that you would work with on our account.

As you know, Nurun has built a full capability locally

Nurun and Luckie have worked together on a number

to support Manheim’s marketing needs over the past

of accounts over the years – including both AT&T

three years. For this engagement, Nurun will team

and Asheville Convention & Visitors Bureau –

up with our long-time partner, Luckie & Company, for

providing a holistic and seamless approach to our

components of the brand strategy, creative and social

clients marketing efforts.

strategy support.

Manheim RFP • Nurun + Luckie

Page 4

What makes our partnership different is our ability to create and connect an authentic brand story that moves people, moves products and moves markets. We use the science of customer data and the art of integrated marketing to fuel the magic of brand storytelling. And we do it with a diligent eye on marketing and financial performance.

4.

Provide an in-depth list of your agency capabilities (including B2B and automotive experience).

Luckie & Co. is a fully integrated, independent ad agency. But what they really do is tell stories that build brands. Every brand, every company, every experience has a story waiting to be told — a story that engages, entertains and gets shared. Their DNA: Stories that build brands. Luckie’s story started in 1953. Today, they have 132 storytellers in three offices – Birmingham,

Given our extensive business-to-business expertise, our current working relationship with Manheim and our passion for providing integrated, customercentric approaches, we believe that our offering is the perfect complement to Manheim’s marketing needs

Ala., Atlanta, Ga. and San Antonio, Texas.

– especially when partnered with Luckie & Company’s

3.

Nurun has partnered with some of North America’s and

Provide a list of markets within the United States and

brand strategy and creative chops.

Europe’s leading brands to deliver end-to-end marketing strategy, creative design and development solutions.

These efforts include:

Canada that your agency services.

STRATEGY ∙∙ Communications Planning Within the United States and Canada, Nurun has five offices located in Montreal, Quebec City, Toronto, San Francisco and Atlanta. Luckie & Co. has an additional two in Birmingham and San Antonio.

∙∙ Market Analysis ∙∙ Brand Strategy ∙∙ New Product Strategy

However, our physical locations do not limit our

∙∙ Traditional and Digital Channel Strategy

ability to effectively work in any market, any location

∙∙ Roadmap Development

within our global footprint. We have a long history of supporting comprehensive, multi-market, multicountry campaigns and initiatives for our clients.

∙∙ Design Thinking and Innovation ∙∙ Social Media and Digital PR ∙∙ Community and Social CRM ∙∙ Customer Relationship Management ∙∙ Measurement Models / Forecasting

Manheim RFP • Nurun + Luckie

Page 5

Capabilities (cont.)

MARKETING SERVICES

EXPERIENCE DESIGN

∙∙ Marketing Plan Development

∙∙ User Experience Architecture

∙∙ Promotion Design

∙∙ Creative Design

∙∙ Test and Learn Strategies ∙∙ Display and Paid Search ∙∙ Print Collateral

∙∙ Flash Development ∙∙ Video ∙∙ Prototyping

∙∙ Email Marketing ∙∙ Mobile Marketing

MONITORING AND ANALYTICS

∙∙ Social Media Marketing

∙∙ Web and Campaign Analytics

∙∙ SEO

∙∙ Measurement Modeling and KPI Development

CUSTOMER INSIGHTS ∙∙ Focus Groups and IDI’s ∙∙ Field Studies ∙∙ Brand Research ∙∙ Satisfaction Research ∙∙ Data Analysis ∙∙ Persona Development

∙∙ Customized Dashboards and Results Reporting ∙∙ Campaign Management ∙∙ Data Measurement and Visualization ∙∙ Monitoring and Optimization ∙∙ Package or Tag Analysis and Implementation ∙∙ Multi-Variant Testing ∙∙ Attribution and Predictive Modeling ∙∙ Social Media Monitoring

TECHNOLOGY ∙∙ Agile Development ∙∙ Web Technologies ∙∙ e-commerce ∙∙ Mobile (Tablets, Kiosks, Phones, etc) ∙∙ Applications ∙∙ Point of Sale

Manheim RFP • Nurun + Luckie

Page 6

B2B AND AUTOMOTIVE CLIENTS

Nurun’s expertise in both the business-to-business and automotive worlds has allowed us to work extensively with a number of global brands on a variety of engagements.

A condensed list that includes both B-to-B and automotive work includes:

NOTEWORTHY EXECUTIONS OF THE WORK ABOVE INCLUDE: Launch of new car brand with strategy, content, design

Development of a digital and real world brand

and development throughout the channel including

experience where Nurun managed, led and helped

end kiosks and retail experiences. (Tesla)

regional representatives connect to their loyal customers regardless of where they were located

Development of an interactive kiosk where car

geographically. (SEAT)

customers gather information and customize a desired car model. This content was fully printable as well as a

Strategy, design and development of business-to-

model of their creation. (Honda)

business apps that empower end users to more effectively perform their jobs while reinforcing brand loyalty.

Development of comprehensive automotive social

(GE Energy)

strategy, in which Nurun led efforts to connect and drive potential customers to in-market local events and

Strategy, design and development of websites with

promotions. (Ford)

tailored business-to-business sub-segmentation to assist specific customer sets with a desired marketing experience and easier end sale. (SPX)

Manheim RFP • Nurun + Luckie

Page 7

5.

Describe how your agency differentiates itself from your competitors.

Nurun transforms businesses and brands through informed, innovative solutions. Our solutions are born of customer insights and synthesized with emerging technologies to create best-in-class, integrated experiences.

BRAND EXPERIENCES. MARKETING EXPERIENCES. PRODUCT EXPERIENCES. SERVICE EXPERIENCES. Experiences that are accountable and exceed the objectives they were built for. We are a new kind of business partner. We think like a start-up, understand your business like an industry insider, and create new services like an innovation firm.

Our heritage of success has been achieved due to our foundational and lasting differentiation – our people. People that connect, care, solve, perform, learn grow … Because of our people, we are known primarily for one type of business: repeat business.

Manheim RFP • Nurun + Luckie

Page 8

6.

Please provide a current client list.

This is a partial list by vertical

B-TO-B

AUTOMOTIVE

LUXURY

RETAIL

TECHNOLOGY

Manheim RFP • Nurun + Luckie

Page 9

COMPLETE CLIENT LIST CPG Arboria & Ausonia Cordoníu Ferrero (Tic Tac, Nutella) Gallina Blanca Groupe DANONE and brands (Nutricia) Groupe Pernod-Ricard (Espace Paul Ricard, Chivas Regal, Malibu, Vodka Wyborowa, Martell) Kellogg’s McDonald’s Nespresso Nestle Italia PepsiCo Family Perfete Van Melle (Chupa Chups, Smint) Pringles P&G Asia (Head & Shoulders, Herbal Essences, Pantene, Vidal Sassoon, Illume, Lenor, Safeguard, Olay, Braun) Saputo RETAIL BrandSource Corporate Express Canada Forzani Group Georgia Pacific Groupe Jean Coutu Haverty’s Furniture Company Holt Renfrew Home Depot Canada PartSource Samsung Electronics Italia Sears Canada MEDIA & ENTERTAINMENT Archambault Atlantic Lottery Corporation Alliance Theatre Canal + / MultiThématiques Canoe Family Infosport IT Médias France L’Expansion L’Express Mediacom Italia MSN MTV Italia Presses Universitaires de France RFO SKY HD Italia Sony Internet TV Terra Femina

Manheim RFP • Nurun + Luckie

MANUFACTURING & CONSTRUCTION Areva Acqua Minerale San Benedetto S.p.A. Alcan Packaging Arbora & Ausonia SL Dassault Aviation EDF Groupe Bouygues Hydo- Quebec Family SPX W. L. Gore & Associates TRAVEL & LEISURE Accor Hotels Asheville Convention & Visitors Bureau Belambra Château de Versailles Loews Hotel Family NH Hoteles Pleasant Holidays Sofitel Luxury Hotels Walt Disney Company COSMETICS & FASHION Australian Wool Innovation Avene (Pierre Fabre Group) Branded Apparel Italia Calzedonia (Intimissimi) Clarins Coach Comptoirs des Cotonniers Etam JM Weston Lacoste Lancaster L’Oréal Group and brands (Helena Rubinstein, Kérastase, Lancôme Canada, Biotherm Canada, La Roche Posay, Giorgio Armani) Louis Vuitton Puig RedCat Sonia Rykiel TAG Heuer Vestebene Miroglio s.p.a.

Yves Rocher UTILITIES & SERVICES Gas South Gaz de France Gide Loyrette Nouel Golden Gate Park Field Guide Hydro-Québec Ipsos Loyalty JCDecaux Portae.com

BANK & INSURANCE & FINANCIAL SERVICES AGF Assurant Specialty Property Banco Bilbao Argentaria Banca Intesa San Paolo Banesto Bankinter BBVA BPCE Caja Madrid CredAbility.org Equifax Groupama ING TD Zurich Italia GOVERNMENT Federal Government French Government: Assemblée Nationale Government of Quebec SNCF Family Workplace Safety and Insurance Board TELECOMS & HIGH TECH AT&T Groupe Thalès Microsoft ONO Samsung Electronics Italia s.p.a.

Sky Italia Telecom Italia Teléfonica Teléfonica Movistar Videotron Ltd. Wanadoo (France Telecom) AUTOMOTIVE Bombardier Recreational Products (BRP) Dainese s.p.a.

Elite Auto FAW-VW (Magotan, Bora, Golf, Sagitar) Fiat Family Manheim Maserati Michelin Pirelli, Pirelli Films SEAT Tesla Motors PHARMACEUTICALS & HEALTH Astra Zenica Guerbet International Chaire on Cardiometabolic Risk Novartis

Page 10

7.

Please list some clients you’ve had long-term relationships with and describe why the relationship has been successful.

ASHEVILLE Nurun has been working with the Asheville Convention

&

Visitors

Bureau

(ACVB)

since July 2009 when Nurun was selected from a competitive running to spearhead Asheville’s online display advertising campaign – both the online media buying and planning, as well as creative work, recommendations and overall digital marketing strategy.

Nurun’s unique approach to its customers’ problems has fostered numerous successful relationships that can be measured both in the tangible results and the duration of relationship. When it comes to long-term relationships, Nurun has a number of long-term clients that speak to a high level of trust and dedication.

Working in tandem with the ACVB’s traditional agency, Luckie & Co., Nurun has solidified their role as a strategic partner leading the transition from a traditional-based marketing strategy to one that encompasses and embraces all of the emerging media platforms and expanding consumer communication

AT&T

and touch points.

Since 2001, Nurun has been a critical partner for AT&T eCRM business. Nurun joined the partnership in AT&T’s digital eCRM infancy and worked tirelessly to establish, develop and consistently improve upon a communication medium critical to their business.

Not only has Nurun paved the way for Asheville to

During the past twelve years, there have been several brand and ownership changes including BellSouth, Cingular, AT&T Wireless and AT&T worldwide. Despite the various transitions of brand, ownership and AT&T personnel changes, Nurun has been a cornerstone of the business by managing the everyday activities, collaborating with various other agencies -- including Luckie & Co. -- and educating newly employed AT&T eCRM employees.

capitalize on opportunities of the new marketing era through the development of a mobile website, mobile and tablet integration, SMS, social media adoption, creative A/B testing models, mobile video and multiple additional initiatives, but through their close partnership with Luckie & Co. has also been able to provide customer centric insights and recommendations that provided a holistic and fully aligned approach including the most cutting-edge solutions within the traditional and digital mediums.

With Nurun establishing and supporting the eCRM program over the last twelve years, Nurun has raised the AT&T eCRM loyalty channel as a worldwide model of successful marketing. In fact, we began our partnership with AT&T with a list of only 400,000 names from a Cingular Wireless T-Shirt contest. We’ve grown this important channel to over 6.5 million today.

Manheim RFP • Nurun + Luckie

Page 11

Pleasant Holidays

Disney

Pleasant Holidays (the travel division of AAA

Disney, a Nurun client since 2004, has been a long-

of Southern California) is another example which

time partner with a scope of work limited to tracking

demonstrates Nurun’s value as a dedicated and

and reporting performance for the Disney Credit Card

tenured partner with the ability to fully ingrain

Services division.

itself into a client’s business. Partners since 1999, Nurun was originally contracted to carry out small

While the relationship has been relatively small in

site modifications and creative updates for Pleasant

nature for the last eight years, our continued expertise

Holidays, which quickly blossomed into a seasoned

and commitment to the success of the business has

partnership.

allowed Nurun’s role to evolve in the most recent years to a scope of work including: consulting services for all

After

repeatedly

demonstrating

its

world-class

digital marketing initiatives, acting as a liaison between

knowledge and skill set, Nurun has been involved

Disney and the Chase agencies used to support the

in two major site redesigns, mobile site and app

partnership, paid search (planning, buying, reporting)

development, as well as having been selected to

for the Disney Chase Visa suite of credit cards, search

manage Pleasant Holidays’ digital marketing sector,

engine optimization for all Disney hosted credit

inclusive of paid search and display media. With

card services acquisition sites, web and advertising

extensive background knowledge and a history of

analytics, and user experience. Nurun’s tenure on the

projects, Nurun has developed into an extension of

business and continued relationship with the client

the internal development and marketing teams, with

has resulted in the relationship expanding and is

Nurun attending internal meetings, brainstorming

continuing to grow.

sessions and business strategy discussions.

Nurun’s dedicated partnership can be seen through the history of the team members working on the account, with select members who have been working alongside Pleasant Holidays on the account for thirteen years, serving as a valued member of the team and providing a wealth of historical background and learnings, as well as the ability to see the business grow, mature and adapt with the changing environment.

Manheim RFP • Nurun + Luckie

Page 12

8.

Describe your experience within the B2B and/or automotive space.

We have extensive experience working with brands that rely on Nurun to understand their business and audiences to create experiences at critical touch points. We then impact and maximize performance and efficiencies while realizing in one way or another, we are all consumers.

Nurun finds success within these industries when our customers are engaged in a heavily collaborative process.

This openness allows a dialogue to ensure that we are asking the right questions, framing them in the appropriate way and approaching the problem with the right strategy. Additionally, our dedicated internal teams have a deep understanding of this vertical. With the complexity of the products and specific client solutions, team members are most successful when immersed in this industry.

Our three year partnership with Manheim has stretched across various divisions, products and events. It includes being the digital agency of record within the organization – tasked with looking at a holistic strategy and future solutions that position Manheim as a market leader and innovator.

9.

Please provide case studies demonstrating your familiarity with the B2B and/or automotive space.

Nurun’s partnerships with some of North America’s and Europe’s leading B-to-B and automotive clients have produced many great success stories. Each success stems from a deep understanding of the marketplace, dedicated teams, customer–centric work and strong client integration.

Manheim RFP • Nurun + Luckie

Page 13

TESLA Tesla is a car industry pioneer that focuses on fully electrical vehicles. Innovation and progress are core to the company and the main focus of Nurun’s efforts.

For Tesla,

the most important feature was to address customer experience as a whole, in an integrated and seamless way; the brand, the site and the dealerships.

Online, the objective was to deliver an attractive brand experience and address the potential needs of visitors whether they were curious browsers or potential buyers.

Nurun created a complete online experience that magnified the brand’s offering by placing all the cars in their everyday context while providing the technical information and benefits of the car. Nurun shortened the purchase cycle by allowing the user to customize and build a car online, locate dealers and provide a custom communication piece that tied the dealerships and the user.

Manheim RFP • Nurun + Luckie

Page 14

At the dealerships, the brand universe

BUY

was far more tangible. With products available, Tesla and Nurun were able

LEARN

to take advantage of new immersion

CONFIGURE

functionalities via giant tactile screens,

BUY

configuration tools and kiosks.

OWNING AN TESLA

➊

INNOVATIONS

➋

CUSTOMIZE

➌

➍

SALES

Nurun developed a fully digitalized store that focused on three different communications.

1. The first focused on presenting customer testimonials. These testimonials provided a tangible connection between existing and potential customers in an impactful and relevant manner.

2. The second communication focused on the technical innovations of the vehicles with 3D models and interactive videos.

3. The third piece focused on sales. Customers are now able to directly configure their dream car, share it with their friends and finalize their purchase. This purchase process was unique in that it allowed customers, if they desired, to purchase the car without any interruption of Tesla sales staff.

This approach allowed Nurun to build a seamless experience for Tesla clients that started from the search for information online to a dealership visit.

TELSA RESULTS: ∙∙ HOW Interactive Awards: Merit Awards, 2011 ∙∙ Communication Arts: Webpick, 2010 ∙∙ Interactive Media Awards: Best in Class 2010

Manheim RFP • Nurun + Luckie

Page 15

SEAT / VW SEAT is a global car manufacturing company that sells “youthful sporty” cars in over 40 countries. Their core goal was to embrace and promote its brand during its 60th anniversary year.

Nurun worked with SEAT to more directly connect current customers and future customers with the SEAT brand.

More specifically, Nurun worked to engage end users with SEAT news, locations to test drive cars, local SEAT– based activities and where to buy a SEAT. These efforts were global and needed to be accessible to every potential customer regardless of which country they were in.

To begin, Nurun overhauled the SEAT website to develop a central destination for the vast digital ecosystem we were building. The website overhaul utilized technology that geo-located web users and suggested solutions specifically tailored to their location.

Manheim RFP • Nurun + Luckie

Page 16

Content could be customized in a number of ways and included important information such as the location of a retailer in the network, ability to sign up for a test drive, configuring a custom car, contact information for the local SEAT club in that country and access to various marketing materials and promotions.

To drive customers to the website, Nurun engaged in a global marketing effort utilizing various executions including custom videos, custom promotions, localized content, localized microsites, banners, in– market promotional materials, mailers, email and social media networks.

These efforts were coordinated with regional SEAT teams to ensure there was a local and relevant offline and online experience. Over the course of a year and half, Nurun’s dedicated teams, located across 8 offices, worked to develop content, coordinate with SEAT local staff and place content in market.

SEAT RESULTS: ∙∙ Since

launch,

almost

500

requests

for

information per month have been collected ∙∙ Contacts have been received from more than 10 major European countries, even in markets where SEAT is not readily available

Manheim RFP • Nurun + Luckie

Page 17

FORD FIESTA The Ford Fiesta was a new model that was being introduced into the United States. Nurun was engaged in a program designed to drive the users into the purchase funnel among the target consumers. The campaign was social at its core – using the creativity of passionate brand advocates to develop innovative executions for the new vehicle in local markets. The new installment tapped 20 “social teams” to create, distribute and promote original content, on the brand site as well as within their own social networks.

Teams were activated in the key markets across the country and tasked with creative “missions” in public spaces around their cities. Once completed, they were encouraged to promote their marketing campaigns, competing against the other collaborative teams to determine who could drive the highest user participation.

Activity was measured by RSVP, foursquare and SMS, and agents promoted and amplified their content through Twitter, YouTube, Flickr and blogs. Winners got their own Fiesta, of course.

Manheim RFP • Nurun + Luckie

Page 18

RESULTS Impressions: 357,000 Flickr photos and videos views Impressions: 2.2 Million Fiesta Agent Twitter impressions Engagement: 104,000+ RSVP’s to Ford Fiesta Movements events Engagement: 11,000+ SMS interactions with Ford Fiesta

Manheim RFP • Nurun + Luckie

Page 19

MANHEIM Since 2009, Nurun and Manheim have worked in strong partnership to provide a holistic strategy and solutions that help position Manheim has a market leader and innovator.

Since that time, Nurun and Manheim have developed and executed a vast number of highly successful programs, campaigns and strategy sessions. One, in particular of note, is the concept and development of the Learning Center.

Nurun designed and developed the Learning Center as a resource dedicated to educating dealers on Manheim’s buying and selling solutions. Using customer insight and industry knowledge, Nurun and Manheim developed a tool that worked as a self-service dealer resource by delivering practical tools that can be used for their day to day operations. This site launched in August, and we’ve already tracked 16,231 unique site visits to date!

Manheim RFP • Nurun + Luckie

Page 20

REGIONS BANK Regions Bank partnered with Luckie & Company in 2006, and we eagerly took on the task of redefining the brand image for the nation’s eighth-largest financial institution.

REGIONS SMAALL BU USIN NESS

Through a variety of research methods, we uncovered the

Hen H enry Coaxum – Owner Coaxum Enterprises,, Inc. McDonaldd ’s Franchisee New Orleans, LA

data and insight that helped us craft a brand story with the central theme built around the philosophy that “life

To learn more about how Regions can help your business, visit our website at regions.com/success.

can be complicated, but banking doesn’t have to be.”

With this philosophy as our creative guide, Luckie set out to position Regions as the brand that makes banking simple, easy, friendly and reliable. To bring the story to life, we created the Regions Green Bike, and over the last few years we’ve developed a series of campaigns in which the Green Bike metaphorically represent the brand

PROACTIVE AND PERSONAL – IT’S HOW REGIONS WORKS FOR SMALL BUSINESS. By any measure, Henry

Coaxum Jr. is a successful businessman. Coaxum Enterprises, Inc., operates seven McDonald’s franchise locations in addition to maintaining significant real estate holdings. Seeking a more personal, full-service approach to banking, as well as a willingness to provide competitive financing, Mr. Coaxum chose to partner with Regions.

promise to expect more of the simplicity, reliability and

“ I value the personal relationships. I prefer to be able to pick up the phone and talk directly with my banker, whether it’s for Treasury Management or just my personal banking. Regions delivers on that.”

friendly service you want from your bank. After record

Regions is customizing a plan that uses a wide range of Regions services to help Mr. Coaxum improve his overall cash position.

We’re also developing plans for Mr. Coaxum to help his employees – a mission that’s dear to his heart. To learn more about how Regions can help your business, visit our website at regions.com/success.

breaking success growing new consumer checking and

Loans | Checking | Savings | Treasury Management

savings accounts – the bread and butter of the banking

drop by a branch or visit regions.com/success © 2012 Regions Bank. All loans and lines subject to credit approval. The Golden Arches logo and McDonald’s are trademarks of McDonald’s Corporation and its affilliates, used with permission.

industry – the bank challenged Luckie to help achieve equal success in regards to promoting the business

SMB-1733 BlackEnterprise.indd 1

7/26/12 2:38 PM

banking products and services that Regions offers to help small and midsized businesses profit.

Manheim RFP • Nurun + Luckie

Page 21

Because of the recent economic downturn and banks shouldering much of the blame for the situation, Regions faced the difficult challenge of convincing small business owners to once again trust and partner with Regions bankers in order to achieve financial success. Luckie’s strategic approach of data + insight = story led to a dual-pronged campaign approach to tackle this issue head on.

In order to address the challenge of the small business owner’s distrust and frustration with banks, Luckie worked with Regions associates to hand select a number of business success stories from across the bank’s footprint, and these stories were brought to life via print and web testimonials featuring actual Regions customers. In addition to the testimonial campaign, Luckie also developed a broader reaching fully-integrated brand campaign aimed at answering the question “Why Regions?” and reinforcing the brand promise to expect more from your bank. The “Wheels of Progress” brand campaign (TV, print, outdoor, radio and digital) tapped into the mindset of small business owners looking for a financial partner with the expertise and products necessary to get business once again headed in the right direction – towards growth and progress.

The campaign’s truth speaks for itself given the number of awards Regions has recently received for small business and middle market banking. The Greenwich Excellence Awards are based on nearly 25,000 interviews with businesses and business owners, and Regions took home eight awards in 2011.

SMALL BUSINESS BANKING AWARDS: ∙∙ Relationship Manager Performance ∙∙ Credit Policy – Willing to Lend/Pricing ∙∙ International Service ∙∙ Branch Satisfaction

THE WHEELS

OF PROGRESS

ARE TURNING AGAIN.

∙∙ Treasury Management – Overall Satisfaction

MIDDLE MARKET BANKING AWARDS: ∙∙ Credit Policy – Willing to Lend/Pricing ∙∙ Personal Banking – Overall Satisfaction ∙∙ Treasury Management – Overall Satisfaction GET YOUR BUSINESS MOVING WITH THE RIGHT LOAN FROM REGIONS.

Thanks to the hard work and commitment of business people like you, things are turning around. Soon enough, you’ll be looking to grow. And a loan from Regions can help. Our business loans, lines of credit or leasing options can get your business moving in the right direction while making your banking easier. So partner with Regions, and let’s keep moving forward together. Visit a branch or call 1.800.REGIONS.

Loans Checking Leasing Treasury Management To learn more about how Regions has helped businesses like yours, scan this code or visit regions.com/success.

REG-SMB-1797_Enterperneur.indd 2

Manheim RFP • Nurun + Luckie

© 2012 Regions Bank. Checking accounts subject to the terms and conditions of the Regions Deposit Agreement. All loans, lines and leases are subject to credit approval. Leasing solutions are provided through Regions Equipment Finance Corporation and De Lage Landen Financial Services, Inc.

10/9/12 12:08 PM

Page 22

10.

Please provide three client references.

Joel Gould Director of Marketing

Mike McCalley Director of Marketing

joel.gould@assurant.com 770-763-2595 260 Interstate N. Circle, SE Atlanta, GA 30339-2110

Mike.mccalley@GE.com 214-538-2614 4200 Wildwood Pkwy Atlanta, GA 30339

Nick Kincaid Director of Online Experience

Scott Peters Senior EVP, Chief Marketing Officer

nkinkaid@teslamotors.com 650-681-6259 desk / 773-301-3232 mobile 3500 Deer Creek Road Palo Alto, CA 94304

scott.peters@regions.com 205-264-5208 1900 5th Avenue North Birmingham, AL 35203

Manheim RFP • Nurun + Luckie

Page 23

plan Manheim RFP • Nurun + Luckie

Page 24

Plan

1.

Describe how you would address the strategic communications needs and reach the program’s audiences based on the objectives, strategy and tactics provided.

Based on our experience with Manheim plus reading through all of the strategic planning documents provided, the big question for Manheim seems very clear:

HOW DO WE LEVERAGE INDUSTRY LEADERSHIP INTO SUSTAINABLE CUSTOMER PREFERENCE? Industry leadership should be a corporate asset, a fact that should create immediate purchase consideration

STRATEGY STARTS WITH ASKING THE RIGHT BIG QUESTION. Our approach to meeting the strategic needs of a client starts with understanding the correct big question – the essential question that, if answered correctly, will drive not only the rest of the strategic and tactical thinking,

by every customer in the industry. Yet leveraging a leadership position, when done wrong, comes off as arrogant, self-centered and often irrelevant. Manheim’s primary strategic brand need is how to couple the facts of industry leadership with a deep understanding of their customers to create a brand story that drives longlasting brand preference.

but will drive achievement of the all of the business objectives of the company.

Leadership brands that customers want to do business with are infinitely stronger than leadership brands customers have to do business with.

And that all starts with the right story.

Manheim RFP • Nurun + Luckie

Page 25

THE IMPORTANCE OF BRAND STORY TO B-TO-B BRANDS At first look, the idea of a B-to-B brand needing a brand story, particularly an emotional story, may seem a bit odd. Business is business, we think.

The phrase we often use when have to make hard, cold-

BUILDING THE BRAND STORY: DATA-INSIGHT-STORY We combine the science of data, the art of marketing and the magic of storytelling to build these brand stories.

We follow a simple process using a range of marketing resources to understand the customer, the competitors and the marketplace and use that data to distill insights that guide the development of the brand story.

blooded rational decisions is “it’s nothing personal, it’s just business”.

Understanding how to build the strategic framework needed to keep the brand and its supporting

But the world is not so black and white – especially today’s world. Technology has changed the way we work by blurring the lines between personal time and work time. And this blending of personal and business life has also blurred the line between B-to-C decision making and B-to-B decision-making.

When everything is mixed, blended and tossed together, facts and rational selling points can get lost in the mix.

The only thing that survives, that communicates, that resonates in this environment is the same thing that humans for eons have always used to help remember information – the story.

organization on track and focused on the correct strategies and tactics is key to a brand’s success. Key steps for developing brand strategy include: ∙∙ Situational analysis – customer, competitor, institution ∙∙ Audience analysis, insight and segmentation ∙∙ Developing strategic objectives ∙∙ Developing brand strategic growth options ∙∙ Understanding and defining a differentiating consumer-centric value proposition, using the brand purpose, substance, target audience(s) and competition

WHERE DOES THIS STORY BEGIN? The brands that find success in this new environment have a story that is rooted in their purpose.

These Purposeful Brands manage to find a purpose in people’s lives, one that is relevant to people’s real needs and true to the reality of the company’s business and culture.

∙∙ Internal communication of the brand strategy to employees, partners and other stakeholders

A STORY IS JUST DATA WITH A SOUL We look at a wide range of data to drive the key customer and strategic insights needed to drive story development. Much of that data is what you would

A purpose built on a real usefulness, but with deep emotional ramifications.

traditionally call data – hard, quantitative data, derived from either third-party surveys or proprietary data sources.

A purpose that is relevant to all stakeholders: prospects, customers, employees, managers and shareholders, one that brings together product, brand and customer

Some of this data is gathered from specific

survey instruments, other times it’s developed by sifting through mounds of transactional data to find patterns, themes and trends.

experience into one single complete brand story.

Manheim RFP • Nurun + Luckie

Page 26

But data and truth can be more than numbers and percentages and indexes. Data can be the answers to questions that can’t be summarized in a number.

To get at this kind of data, instead of surveys, we have conversations with customers and internal stakeholders to discover answers to questions such as:

2.

Provide us with a 90-day plan on how you would manage our account; prioritize campaigns and the results you expect to achieve.

BELIEF: What core belief leads the Brand?

WHAT DOES THE FIRST 90 DAYS LOOK LIKE? AMBITION: What is the Brand ambition, its goal?

While very few things in the brand world fit neatly into timelines or process boxes, our approach of data, insight and story fits snugly within a 90 day timeline (assuming that the perfect world we all live in will

FUNCTIONAL UTILITY: What unique feature does the Brand deliver that people won’t get without it?

PURPOSE: What purpose does the Brand fulfill in customer’s lives?

continue to be perfect). At the very least, this can be seen as a description of a linear process, even if the timing stretches out due to logistics.

First 30 days -- data 1. Understand the current value proposition We want to understand the current value proposition – both in terms of who the target

LEGITIMACY: What in the Brand (offer, history...) makes it legitimate to fulfill this purpose?

INTERACTION : What kind of relationship does the Brand build with people?

With this combination of qualitative and quantitative data in hand, we begin the process of insight and story building that result in a powerful and unique brand story.

audience is and the brand promise that is intended to resonate with that audience.

We know Manheim well. This will be a rapid, validation exercise.

2. Inventory existing data sources The next step is to be well-briefed on what data currently exists, including information on the: a. Source of the data b. Freshness and frequency of the data c. Previous interpretations and insights from the data d. How well does this data align with the current value proposition

Manheim RFP • Nurun + Luckie

Page 27

3. Audit the customer experience firsthand

2. Refine and expand the Communications

We want to experience what the customer

Planning Brief

experiences – both the offline and online

As feedback is gathered, new versions of the

experience – in real time, shoulder to shoulder

Communications Planning Brief are developed.

with real customers. Beyond developing our

These new versions add additional depth

own understanding of the business, we want to

through the addition of more detailed tactical

understand how the actual customer experience

information. During this iterative process, the

aligns with the experience promised in the value

Communications Planning Brief becomes the

proposition. Again, this will be an augmentation to

guiding plan document.

our current efforts.

4. Benchmark with competitive offerings We want to understand, from a customer perspective, what the competitive set is, how their value proposition differs from ours, how they communicate that message and how well they deliver on that proposition.

5. Identify and fill data gaps Once we have a picture of what data is available, and how well that data helps us understand our place in the market, we will look for gaps that we need to fill before moving ahead. This could include a wide variety of quantitative or qualitative research tools – including customer surveys, focus groups, ethnography and stakeholder interviews.

Note that this doesn’t necessarily mean brand new research initiatives – we will first look to see if current data sources can be tweaked to fill the gaps with little to no additional cost or time.

Second 30 days – insight 1. Develop v1 of the Communications Planning Brief Using the data gathered during the first 30 days, we would develop the first version of the Communications Planning Brief. This first version would be shared with a limited, but important group of stakeholders to get feedback on the ‘big picture’ views of target audience insights, key

3. Develop the Creative Brief As agreement on the major strategic decisions of messaging and target audience is achieved, the creative brief is written to kick-off creative development efforts. This brief focuses on marrying the key messages with the target audience insight to create the framework for the brand story. From this brief, the appropriate creative executions are developed.

Third 30 days -- story 1. Brand story presentation Working from the creative brief, the creative team will bring one or more options on how to tell the brand story, using a multi-channel and integrated approach. Once a concept has been chosen, production of the concept will begin, bringing into play the necessary internal and external resources needed to bring the story to life.

As part of the selection process, it may be decided to show one or more options to customers to get their feedback, and to make sure that the key messages are resonating with our target audience.

Note that when this step is taken, we are not looking for the “winning” concept – we are looking for feedback that we can incorporate to improve the final story.

messages, media strategies, objectives and success metrics.

Manheim RFP • Nurun + Luckie

Page 28

2. Communications plans presentation Once the brand story creative execution is finalized, then the communications plans are presented, including the media plan, PR plan, social media plan, etc. -- ideally all at the same time. The goal is to make sure that the various

3.

Describe how you would you measure the effectiveness of our advertising and spending.

communications plans align with the brand story and with each other.

3. Socializing the brand story Once the choice of creative execution is made and the communications plans are approved, the details of those plans are socialized internally. The goal is not just to notify internal stakeholders such as employees first – but to give them the full story so that they can reflect and amplify the story in their own interactions with customers.

4. Launch campaign externally After internal stakeholders have been briefed, we would launch the campaign externally, through

MEASUREMENT AND METRICS Our KPIs would be established early in the process, as part of the Communications Planning brief development.

This would ensure that all of the subsequent development work on the brand story and the communications plan would align with the KPIs. These KPIs would fall generally into three areas: • How well do customers know our brand story?

the identified communications channels. Almost immediately, we would begin to monitor customer feedback and response metrics, to determine how the campaign is performing and what changes might be needed.

• What did our customers do as a result of knowing our brand story?

• How did our performance with customers change our position in the market?

The basis for this grouping is the expectation that marketing is a cause and effect exercise – if marketing can effectively communicate the brand story, then customers should respond in some way to that story.

If we can communicate our story better than our competitors can, then we should grow faster and be more successful than our competitors.

Manheim RFP • Nurun + Luckie

Page 29

Measurement of these three areas would include

How did our performance with customers change

the following:

our position in the market?

How well do customers know our brand story? ∙∙ Overall awareness of the brand

∙∙ Overall market share ∙∙ Ranking of attitudes for consideration and preference relative to competitors

∙∙ Playback from customers of key messages ∙∙ Measurement of attitudes about the company, particularly consideration and preference for future purchases The expectation is that, over time, an effective campaign would be reflected by higher levels of

These metrics would show our success relative to our competitors – for instance, we could have substantial growth in new customers over our own previous metrics, but if we lost market share, we could infer that competitors were gaining new customers at a faster rate.

brand awareness, of awareness of key messages and increasing levels of consideration and preference.

These areas are the metrics marketing is most able to influence.

What did our customers do as a result of knowing our brand story? ∙∙ Numbers of new dealers ∙∙ Frequency of use by existing dealers ∙∙ Volume of business per buyer ∙∙ Volume of business per seller ∙∙ Web traffic ∙∙ Social media engagement ∙∙ Requests for information These metrics should be viewed within the context of overall awareness and attitudes – for instance, if overall awareness is low (due to timing or limited resources) then the ability of marketing to drive these action KPIs is limited. While these metrics can be impacted by other factors – market conditions, competitive activity – these are the action metrics most likely to be impacted by marketing.

Manheim RFP • Nurun + Luckie

Page 30

MIDI TOOL We have developed a proprietary reporting tool, Marketing Insights Dashboard Intelligence (the MIDI). Shown below, the MIDI provides our partners with customized snapshots of key performance indicators (KPIs), which are then analyzed by all departments to gauge insights on results.

Manheim RFP • Nurun + Luckie

Page 31

details Manheim RFP • Nurun + Luckie

Page 32

Details

1.

Describe the team structure and how resources would be allocated to us.

The strategic approach we’ve outlined in this document BRAND

would not be possible without a systematic operations organization designed to create channel–agnostic

RESEARCH

solutions, execute flawlessly and yield the level of STRATEGY

efficiency Manheim aspires to achieve. We have structured ourselves with these objectives in mind, all of which are aligned to not only the strategic approach we propose, but also the Manheim business itself.

Resources would be allocated in an agreed-upon full time equivalency (FTE) model based on the identified

CLIENT SERVICES

USER EXPERIENCE EMAIL

PROJECT MANAGEMENT

MARKETING SERVICES

SOCIAL

CREATIVE DEVELOPMENT PRODUCTION

work effort level. This work plan can be flexible within a retainer structure.

Manheim RFP • Nurun + Luckie

Page 33

As evidenced by the long standing partnership success

Throughout his career, Bill has been instrumental in

between Nurun and Luckie, we have found a formula

interactive initiatives with organizations such as UPS

that works best in providing a holistic approach to

and Delta Air Lines. Bill has been with Nurun for close

our clients business. We will staff the Client Services

to five years.

team via the Nurun office with one team of local professionals who intimately know your business and

Bonny Block, Client Services: Bonny not only leads

who, in essence, remain an extension of your own

strategic client relationships, but also spearheads a

marketing team. This group will work with the project

full client services team. With more than 20 years in

management team members physically located in

marketing and advertising, Bonny has worked both

the offices of Nurun and Luckie. These individuals

with clients and as one. She has a wealth of online

become the glue that holds the holistic approach together.

and offline experience with companies such as AT&T,

It becomes seamless for you and mutually beneficial

BellSouth, BP, Ford Financial Services, Kodak and

for us.

Delta Air Lines. Bonny has been part of the Nurun team since 2008.

NURUN

NURUN

PROJECT MANAGEMENT

CLIENT SERVICES

Brendan Bell, Client Services: Brendan’s broad client experience and skill set allows him to bring strong cross channel and integrated approaches to his work. With

LUCKIE

PROJECT MANAGEMENT

10 years in marketing and advertising, Brendan has extensive experience across a wide range of disciplines including brand, site design and development, Direct Response, PPC, SEO and Strategy based work. He has worked with a variety of different companies that

2.

Please provide brief bios for the team you would assign to our account (including title and length of time at the agency).

include GE, Delta Air Lines, InterContinental Hotel Group and The Home Depot. Brendan has been with Nurun since 2004.

Bridget Bush, Client Services: With over 15 years of experience, Bridget has served in client services and project management capabilities and has worked in various industries, including list brokerage, banking, experiential marketing and traditional

Bill Lawrence, Vice President, Managing Director: Bill is responsible for the strategy, direction and leadership of the Nurun Atlanta office. Working closely with the executive team to drive business development efforts, he ensures world-class service to clients in

advertising. Some of her most notable clients include Capital One Credit Cards, SunTrust Bank, Cadbury Schweppes, Delta Air Lines and InterContinental Hotels Group. Bridget is the most recent addition to the Nurun team, having just joined in July.

Atlanta, the United States and around the world.

Manheim RFP • Nurun + Luckie

Page 34

Caroline Driebe, Client Services: Caroline brings over

Jay Waters, Strategy: Jay Waters began his career in

10 years of management and program development

the retail grocery business, and he still believes the

experience from the entertainment and not-for-profit

best tool for measuring the worth of a campaign is a

sectors where she worked for the Fox Theatre and the

cash register. It’s a practicality that can be hard to find

Atlanta Symphony Orchestra. She moved into digital

in an era of new-age, mind-boggling metrics that leave

where she has concentrated on developing strategies

you wondering, “Ok, but did we make money?” As the

for e-commerce startups, apps and websites through

leader of Luckie’s Communications Planning and Brand

effective user testing and client management. Some of

Planning functions, Jay plays a central role in briding

her clients include Viking, Gables Residential and Tory

innovative strategy with smart execution. His extensive

Burch. Caroline has been with Nurun since May 2012.

experience in media strategy has been recognized with some of the industry’s top honors, including a Gold

James Nail, Strategy: James has over 17 years of

Medal Lion at Cannes and Mediaweek’s Plan of the Year.

product development strategy and research experience

He’s been a member of the Luckie team since 1992.

with Andersen Consulting, AT&T/BellSouth, Dell Computer Corporation, Asbury Automotive and

Z Gillispie, Creative: An eleven-year veteran of Nurun,

PRIMEDIA. He has experience in product management,

Z has worked on accounts such as AT&T, Home Depot

brand strategy, market research, interactive and

Canada, AutoTrader.com, SPX and Frontier Airlines. He

traditional demand generation, customer loyalty

has a passion for bringing brands to life in the digital

and web usability. Recently, James has worked

world and has snagged numerous awards for NURUN,

with Match.com, GuitarCenter.com, HalfOffDepot.

including a 2009 W3 Silver Award for Best Visual

com and Silverpop Email Solutions to develop new

Appeal (SPX) and the 2010 IAC Award for Best Energy

segmentation strategies, build branded solutions and

Website (SPX).

define consumer engagement models. James has been with Nurun since March 2012.

Brad White, Creative: For more than 25 years, Brad has honed his creative expertise on brands such as Papa

Henri Jeantet, Strategy: Henri has over 12 years of brand

John’s, American Airlines, Nortel Networks and Bank of

strategy experience, both digital and traditional with

America. He has a passion for brand identity, integrated

International agencies (DDB, Saatchi&Saatchi, Lowe)

design, banking and consumer packaged goods, and

and local hotshops (Australie Paris, Devarrieuxvillaret).

his ability to balance creativity and strategy has yielded

He joined Nurun Paris in 2010 to lead the strategy. He

many awards for Luckie & Company. Brad has been on

has experience in brand strategy, creative strategy,

the Luckie team since 2008.

design thinking, ethnographic studies and market research. Recently, he has worked with SNCF (French

Laura Mann, Project Management: With experience

Railways), Tag Heuer, Eco-systèmes (recycling), L’Oréal

in traditional and digital marketing Laura leads the

and Bouygues Telecom to develop their digital footprint,

day-to-day management of interactive marketing

enrich their customer experience and build new brands.

projects; insuring projects are delivered on time and within budget. Aflac, Kellogg’s and ADT are among a few of the companies Laura has spent time working on.

Laura has been with Nurun since 2010.

Manheim RFP • Nurun + Luckie

Page 35

Christina Cote, Project Management: At Luckie,

coordinate with the assigned project management

Christina

key

contact to determine timing, budget needs and

client brands such as the B2B divisions of Bayer

resources. Project management then works with the

Environmental Science, American, Regions and Bayer

creative team to assign responsibility and begin work.

Properties, to name just a few. Her accomplishments

They monitor the progress and pacing for each project

in project management and agency workflow have

on a daily basis. Each week, the team discusses overall

taken her around the country and world working with

progress with the client as part of a pre-scheduled

clients and agency personnel to ensure schedules are

status call.

Cote

oversees

the

workflow

of

met, budgets are kept and the quality of work is second to none. Prior to joining Luckie, Christina managed

Our project management teams adhere to industry-

various world-class brands such as Wrigley, Embassy

standard best practices and manage projects within the

Suites, Jim Beam, White Sox, REI, ING, Florida Dept. of

established PMI process groups. These steps include:

Citrus and Bayer Pharmaceuticals. She joined Luckie in 2012.

∙∙ Initiating: Our project management methodology is committed to building a solid foundation for

Amy Manus, Marketing Services: Amy researches

each project. We listen carefully to input from all

and evaluates the digital media landscape, directing

sources to gain an understanding of assignment

clients’ innovation and media strategies, including

requirements and assess gaps and risks.

social media and mobile. Amy has had extensive agency-side experience across all traditional and nontraditional media vehicles, and has worked with world class organizations such as: AT&T/Cingular Wireless, The Coca-Cola Company, Clarins, Disney, Equifax, Havertys Furniture, Loews Hotels, Payless ShoeSource, Raymond James Financial, Southern Company/Georgia Power, and Suzuki. Amy has been with Nurun since January, 2005.

∙∙ Planning: In close collaboration with project leads, project management carefully evaluates the complexity of features and requirements. We then work diligently to find the most economical and streamlined process that minimizes risks, optimizes opportunities for innovation and satisfies your business requirements. ∙∙ Executing, Monitoring and Controlling: These phases are interrelated. As work progresses,

3.

Who would be responsible for managing timelines and budgets?

project managers oversee progress, seek to remove roadblocks, provide constant communication with the client services team and manage adaptations to plan and scope (whether it be through re-assignment of priorities or additions to time and/or budget).

Closing: A project enters this phase once sign-off on all deliverables is received. Closing is often the

Our project communication structure, and the flow of assignments, begins with the Client Services team. This team serves as the day-to-day contact with you during the lifecycle of a project. Our Client Services team will

Manheim RFP • Nurun + Luckie

beginning of the next phase - regular analysis and iterative enhancements. It’s critical to gather and discuss all lessons learned and strive to make improvements to the process and partnership.

Page 36

4.

5.

Our standard turnaround time is approximately 5 weeks

Just as our integrated solutions are tailored to match

from creative brief to creative development, client

our clients’ goals, the same is true for how we structure

approval, production, editing/photo-shopping, etc. and

the financial agreements and fees of our engagements:

shipment of the work. This can, however, be affected

Each client has a different financial model that works

by the complexity of the production, photography

best for them.

Time it takes to develop one print ad for a national trade publication (size: 10x14, color: 4-color)

How do you bill for services?

or illustration.

Many of our clients choose to retain all or partial

GENERAL TIMELINE ∙∙ Project Kick Off ∙∙ Develop creative brief – one week

members of their team in a formal retainer agreement.

For Manheim, we recommend continuing a FTE (fulltime equivalency) model with a dedicated staff assigned to a framework of projects. Some of the key benefits of the FTE model include:

∙∙ Creative brief revisions/approval – one week ∙∙ Creative team concepting – one/two week(s) ∙∙ Presentation/Feedback – one week ∙∙ Final Revisions – one week ∙∙ Deliver assets to publication – 5-6 weeks from project start It should be noted, however, that we often have to work in urgent situations where we have to push the schedule and make deadlines in a much shorter timeframe. It happens. We get it. But we believe the work is always better when the proper time is allowed.

∙∙ Projects can be flexible and shift within this framework without requiring an additional Statement of Work (SOW) or Change Order be created, within the allotted hours ∙∙ A retainer will assign a dedicated team to your account who learns the business and ensures that resources are always available for your business ∙∙ Monthly “burn rates” against allocation will continue to be reported to Manheim to ensure scope is aligned and that the right resources are always assigned to the right work. This allows Manheim to prioritize projects and resources based on department needs.

Manheim RFP • Nurun + Luckie

Page 37

Once the scope of work is identified, we will then

Brand Strategy & Creative

determine the appropriate FTE allocations. Based on

Resource and Full Time Equivalency (FTE) Allocation

our three year history with the Manheim account, we know the following departments and resources will be used to meet your identified objectives in 2013: ∙∙ Client Services (Director of CS, Account Director, Account Supervisor, Account Manager). ∙∙ Strategy (Brand Strategy & Planning, Digital Strategy). ∙∙ Creative (CD, ACD, Art Director, Copywriter). ∙∙ Project Management (Project Manager, Development). ∙∙ Marketing Services (Campaign Manager, Social Strategy & Planning) .

6.

Given our budget, please describe how you would allocate resources in accordance with the program you outlined and the team you have identified.

2013 Est FTE Client Services Director of Client Services (Bonny Block)

0.30

Account Director (Brendan Bell)

0.40

Account Supervisor (Bridget Bush)

0.35

Account Manager (Caroline Driebe)

0.70

Account Manager (Nurun New Hire)

0.40

Subtotal

2.15

Brand Strategy and Planning Brand & Digital Strategist (James Nail)

0.10

Brand Strategist and Planning (Jay Waters)

0.05

Subtotal

0.15

Project Management Project Manager (Laura Mann, Nurun)

0.75

Project Manager (Christina Cote, Luckie)

0.40

Subtotal

1.15

Creative Services Creative Director (Z Gillispie)

0.30

Creative Director (Brad White, Luckie)

0.05

Art Director (Luckie)

0.15

Art Director (Rick Khanna)

0.50

Copywriter (New Hire, Nurun)

0.50

Subtotal

1.50

Marketing Services Campaign Management (AJ Whitney)

0.15

Social Strategy & Planning (David Griner, Luckie)

0.10

Subtotal

0.25

Based on our three year history with the Manheim account, we know the following department, resources and percent allocations will be utilized to meet your identified objectives in 2013. If your needs in 2013 are different than what has historically been needed, we can re-assess our staffing plan based on a

Site Maintenance within Retainer (TLC, TWI, STK, Consignor Microsites) Development (Martin English, Tomer Tishgarten)

0.05

Subtotal

0.05

Total Estimated FTE

5.25

reduced scope.

Manheim RFP • Nurun + Luckie

Page 38

7.

What is your mark-up for project managing other service vendors and/or for out-of-pocket expenses?

There is no markup on out of pocket expenses or vendor management. Out of pocket expenses such as printing,

Brand Strategy & Creative Investment 2013 Est FTE

Estimated Hours

Client Services Director of Client Services (Bonny Block)

0.30

Account Director (Brendan Bell)

0.40

Account Supervisor (Bridget Bush)

0.35

Account Manager (Caroline Driebe)

0.70

Account Manager (Nurun New Hire)

0.40

Subtotal

2.15

4,128

Brand Strategy and Planning Brand & Digital Strategist (James Nail)

photography, research, etc. will be billed

0.10

Brand Strategist and Planning (Jay Waters)

0.05

as a pass through cost without any mark

Subtotal

0.15

310

up or additional fees for processing.

Project Management

The partnership between Nurun and Luckie has already been estimated within the current scope and the efficiencies passed along to you. Nurun will be Manheim’s single source for all estimates,

Project Manager (Laura Mann, Nurun)

0.75

Project Manager (Christina Cote, Luckie)

0.40

Subtotal

1.15

Creative Services Creative Director (Z Gillispie)

0.30

billing and invoicing. One Manheim, one

Creative Director (Brad White, Luckie)

0.05

streamlined, partnership approach.

Art Director (Luckie)

0.15

Art Director (Rick Khanna)

0.50

Copywriter (New Hire, Nurun)

0.50

Subtotal

1.50

8.

All agencies must provide a breakdown of costs related to the services provided.

Costs include, but are not limited to: fixed pricing & deliverables, billable hours (time & materials based pricing), travel expenses, etc.

Manheim RFP • Nurun + Luckie

2,385

2,968

Marketing Services Campaign Management (AJ Whitney)

0.15

Social Strategy & Planning (David Griner, Luckie)

0.1

Subtotal

0.25

524

Site Maintenance within Retainer (TLC, TWI, STK, Consignor Microsites) Development (Martin English, Tomer Tishgarten)

0.05

Subtotal

0.05

96

Total Estimated Hours

5.25

10,411

Blended Retainer Rate

$130

Total Monthly Fees

$112,786

Any effort spent beyond this scope will be billed on a time and materials basis of $135/hour. Website development and user experience work is estimated on a per-project basis and not included in this scope of services. Any travel costs are approved prior to the trip and billed at 100% of cost.

Page 39