HomeMy WebLinkAboutRequest for Proposal- Flying Horse Communication jo
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City of Bozeman Public Works
Request for Proposal for PR Services
Proposal prepared by Flying Horse Communication
July 25,2014
Table of Contents
Background......................................................................................................................................................................3
FlyingHorse Communication........................................................................................................................................S
CompanyProfile......................................................................................................................................................S
MarketsServed........................................................................................................................................................6
Productsand Services ...........................................................................................................................................7
Team.........................................................................................................................................................................8
Proposal.........................................................................................................................................................................
Qualifications................................................................................................................................................................11
Narrative.......................................................................................................................................................................13
Budget...........................................................................................................................................................................16
Principal and Personnel --_'--------__'--'—'---------'__-----_—_-17
CurrentWorkload........................................................................................................................................................1O
Subcontractors.............................................................................................................................................................1O
ProjectManagement..................................................................................................................................................18
PreviousProjects.........................................................................................................................................................19
Appendix |: Nmn-DXshni nation Form.......................................................................................................................20
Appendix II: Reeumes-------------------'----------'----------------'.21
Appendix III: Brand Optimization Process.................................................................................................................39
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Background
The City of Bozeman's Public Works Department (PWD) is seeking assistance from a firm that can
provide a range of communication services broadly grouped under the heading of public relations
services. These services include, among other things, development and implementation of a strategic
communication plan, ongoing strategic advice, brand development (including a logo and tagline),
advertising, earned media (PR and social media), media buying,web development, creation of materials
and outreach and community engagement.
The budget for the coming fiscal year(July 1—June 30) ranges between $60k and $70k.
In an exploratory meeting with Flying Horse Communication, Craig Woolard, Public Works Director, said
that the purpose of these communication activities was twofold: 1. Make sure that the PWD received
good information about the department's projects to the public and; 2. Build an understanding and
appreciation of the city's infrastructure and the associated costs. In specific,Woolard would like the
public to have a better understanding of what their tax dollars are being used for.
Good practice, rather than a challenging or unfortunate event, prompted this communication initiative.
As noted earlier,the desired outcome is for the community to have a better understanding of the
infrastructure that underpins their lives and what it takes to create and maintain it.That would include
the public having a better idea of their responsibilities, such as shoveling the snow off of sidewalks.
This RFP calls for a brand (with logo and tagline)to be built for Water Conservation Division so that the
public understands the need to save water and changes behaviors as part of a "Best in the West"
conservation program.
From a brand perspective,the Water Conservation Division is a "sub-brand" of the Public Works
Department,which is the "master brand." In discussion with Woolard,we pointed out the difficulty of
branding a sub-brand and then, later,trying to brand the master brand and sister sub-brands of the
department. A better approach,strategically, is to build the master brand first and then the sub
brands—a process known as designing a "brand architecture." The master brand and sub-brands can
be built as part of the same process.The strategic key is to start with the master brand before building
the sub-brands.
Another issue that we discussed is the large number of communication tasks covered in this RFP,
especially in relation to the budget.A corollary to that is the difficulty of projecting costs for each of the
line items in the scope of work without having first developed a strategic communication plan—which
has the effect of prioritizing the work, assigning the tasks, and finding the most efficient and therefore
the most economical approach to achieving the desired results.
By way of background, in building a strategic communication plan for the PWD,we would build on our
conversation with Director Woolard and discuss needs with each of the superintendents of each of the
areas mentioned in the RFP.
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How this proposal is organized
We have organized this proposal to provide some background information in Flying Horse
Communication and its leadership.This general information will provide some background information
on the organization before we answer the specific questions detailed in the RFP.Although we are known
as an advertising and brand organization, Flying Horse Communication began in 1999 as a strategic
communication company that provided public relations, marketing, brand development and strategic
planning services.We also created some collateral and developed the occasional website. We expanded
into a full service agency in 2004 but kept our strategic core intact. In short,we've been providing the
services requested in this RFP for a long time.
After the introductory section in Flying Horse,you will find the actual proposal which answers all the
questions in the RFP.
There are three appendices. In Appendix I you will find a signed copy of the required "Non-
Discrimination Affirmation Form." In Appendix II you will find resumes for the Flying Horse Employees
who will work on this project. In Appendix III you will find our brand development process. This can be
made more robust or cut down based on client needs and budgets.
One final note.This is a proposal. It is the start of a conversation about the best way for PWD to achieve
its goals using communication. We welcome your comments and ideas which will help strengthen
our approach.
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Flying Horse Communication
Company Profile
Flying Horse Communication is a full-service integrated brand communication company entering its 15th
year of providing service to local, state, regional, national and global clients. Our headquarters is located
in Bozeman and we have service offices in Portland, OR, and Kalispell, MT. We have 13 employees and
hire part-time employees and independent contractors for specific projects or to help with workload.
Flying Horse Communication started out as a strategic communication company, providing a range of
services including public relations, marketing and market research, brand development and
management, and strategic planning.We also provided some advertising service but were first and
foremost a strategy company. In 2004,we became a full-service agency capable of implementing the
brand and marketing strategies we had developed.To our strategic services we added advertising (TV,
radio, print, digital and outdoor) and web design and development. Our in-house support capabilities
include TV &film production,graphic design, a broad range of interactive services, media planning and
buying, direct marketing and media and presentation training.
We have two wholly owned subsidiaries that support Flying Horse Communication:Traction Films, a TV
& Film Production Company; and M+M Research, a market research company.We have such a strong
commitment to market research that we built one of the only focus group facilities in Montana,with an
observation room complete with one-way viewing mirror.
Flying Horse is one of the few companies that builds brands from the ground up and is also fully
integrated to implement the strategy that emerges during the brand building process.
Our mission is to help clients create their Preferred Future®. Our goal is not to provide branding or
communication services, but to use these tools to help our clients gain an important organizational
result. Our methodology is simple:We assess our client's current situation, map out where they want to
go, and then build a bridge between the two. Our underlying philosophy is to combine the tools of
organizational management and development with the techniques of communication to help clients
achieve both short-term and long-term goals.
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Markets Served
Over the years,we have worked with clients in a broad range of markets including agriculture, energy,
health care, outdoor, pharmaceutical, real estate, retail,technology and the government and non-profit
sectors. Our clients have included such global companies as RightNow Technologies (now Oracle),Taser
International and Mystery Ranch Backpacks. National clients include adidas,Zoot Enterprises, Montana
State University Alumni Foundation, Yellowstone County Montana, Inc. State and regional clients include
Universal Athletic, Murdoch's Ranch and Home Supply, Kootenai Health, Pioneer News Group, Blue
Cross Blue Shield of Montana, RiverStone Health, NorthWestern Energy and the Montana Department
of Justice. Local clients include the City of Bozeman,the Bozeman Daily Chronicle,the Bozeman
Chamber of Commerce—including the Convention and Visitors Bureau (CVB) and the Tourism Business
Improvement District(TBID)—and First Security Bank.
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Products & Services
Specific products and services that Flying Horse Communication provides include:
• Advertising (TV,web, print, radio, outdoor, digital)
• Brand development, management and optimization. (Note:We can build brands from scratch as
well as reposition, refresh or optimize brands.)
• Direct mail
• Strategic development
• Earned media (public relations, media relations, social media)
• Film and TV production
• Graphic design
• Graphic standards/style guides/brand standards
• Marketing and market research
• Media planning and buying
• Media Training
• Photography
• Web strategy and design
• Social media strategy and implementation
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Flying Horse Team
Flying Horse Communication has experienced leadership and a talented team.The senior leadership
consists of Mike Gold, Murray Steinman and J.C. Estensen.
For this engagement, Mike Gold,CEO,will be responsible for the overall success of the engagement.
Murray Steinman, President, will develop the strategic communication plan and oversee public
relations, brand development and market research.J.C. Estensen,the Flying Horse Communication VP
and Creative Director will lead the creative team for this project which will include Rafe Stewart and
Allie Sticka. Kali Gillette will assist with public relations. Barbara Kohring will be the brand executive and
be responsible for day-to-day contact. The project team with roles and CVs appears later in this
proposal.
Leadership bios follow:
Mike Gold, CEO
Mike has had a storied career in advertising starting with Saatchi &Saatchi in the early days of the
agency when it grew from a start up to the largest agency in the world in just over a decade. By the time
the dust settled, and Mike had "retired"to Bozeman, MT and started to teach at Montana State
University, he had overseen accounts for such clients as Fed Ex, British Airways, Pizza Hut, Hewlett
Packard, Fuji Films USA,Cadbury, Heineken International and M&M Mars. He also served as President of
M&C Saatchi, Executive Vice President at DMB&B and BBDO Worldwide and served as Senior Vice
President, Advertising and Corporate Communications for Packard Bell NEC, Inc. Along the way he won
numerous awards including several CLIOs and a Cannes Lion for work on British Airways. In addition, he
was a faculty member for the BBDO University in Europe and the USA.
After living and working in 70 countries Mike settled down in Bozeman, became an Adjunct Professor in
the College of Business and also became CEO of Flying Horse Communication where he helped turn
what started as a strategy company into a full service agency capable of delivering outstanding
marketing and advertising services to its clients.
Mike oversees and integrates strategic services (market research, marketing, branding,strategic
planning) with creative services (advertising, digital and web)to help clients achieve their preferred
future. His clients at Flying Horse have included adidas USA,Taser International, Sportsman's
Warehouse, Yellowstone County, Bozeman's CVB &TBID, Pioneer News Group, Murdoch's Ranch &
Home Supply, Blue Cross & Blue Shield of Montana, RiverStone Health, the Montana Department of
Justice, Montana Department of Transportation, Kootenai Health and Mystery Ranch.
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Murray Steinman, President
Murray founded Flying Horse Communication on the premise that communication of any kind should
achieve a valuable organizational result. He founded the company in 1999 as a strategy company that
focused on market research, marketing, brand development and management. He developed a highly
successful approach to building brands and strategic communication plans and has designed innovative
methods of market research that provides data and knowledge that actually help clients get results.
Murray founded and oversees two Flying Horse subsidiaries,Traction Films and M&M Research,
developed and teaches a media training program and oversees brand, marketing and market research
activities. Murray's client experience includes adidas America, NorthWestern Energy, Zoot Enterprises,
CTA Architects& Engineers, Pioneer News Group, Blue Cross and Blue Shield of Montana, ProPharma
Group, Murdoch's Ranch & Home Supply, Bridger Steel, Beartooth Billings Clinic, Kootenai Health,the
Rocky Mountain Elk Foundation, Montana Department of Justice,Trails West Real Estate, National
Farmers Union, RiverStone Health,the City of Bozeman and the Bozeman TBID.The agency, under his
direction, has won numerous Gold and Silver Montana ADDY awards, multiple Gold and Silver regional
ADDY awards and five national W3 awards for online work.
JC Estensen, Vice President and Creative Director
While he might not brag about it,JC is endlessly creative in pursuit of his client's interests.And it really
doesn't matter what the client or category—whether he was concepting and directing work for the
Chicago White Sox,Valvoline Motor Oil or Maker's Mark Bourbon—JC delivered.
His professional journey began with Leo Burnett in Chicago, where Pillsbury and Proctor&Gamble were
clients,to Campbell Mithun in Minneapolis,where his accounts ranged from The U. S. Ski Team,Verizon
and Ziploc to Domino's Pizza,The Toro Company and International Dairy Queen.At Doe Anderson, in
Louisville,JC had a particularly hard duty stop working on both Laphroaig Single Malt Scotch and
Maker's Mark Bourbon.
Along the way JC won National ADDY and OBIE awards for Andersen Windows, Maker's Mark and The
Toro Company. But JC recognized he was spending his spare time and money flying to places like
Bozeman to ski.So he changed direction and joined the Flying Horse Communication team as Vice
President and Creative Director.
And then it was more of the same:winning multiple ADDY and W3 awards for advertising, online,
television,web, print and outdoor for a wide range of clients while managing the creative team and the
in-house design process to be sure clients get a real return on investment, creatively and financially.
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Proposal
A. Consultant's legal name
Flying Horse Communication, Inc. is the legal name of our company.
Address: 347 S. Ferguson Ave,Studio 1, Bozeman, MT 59718
406.586.9654 (main number)
406.551.4244 (direct line for Murray Steinman).
murray@fhcommunication.com
Web address:www.fhcommunication.com
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B. Qualifications
Short bios for Mike Gold, CEO, and Murray Steinman, President appear earlier in this proposal. Resumes
for Gold, Steinman and other members of the team appear in the appendix. Resumes, however, do not
tell the story.
• Flying Horse has nearly 15 years of experience writing and executing strategic communication
plans (SCP's) and has built or repositioned brands for more than 60 organizations. For many of
the companies for whom we have developed brands and/or SCP's we have carried out advertising,
public relations,social media,graphic design and other services.The SCP's we develop provide
strategic advice and public relations as an integral part of the process. Here are just a few
for instances:
o Rebranded Northwestern Energy when they were coming out of bankruptcy and in the
process wrote and implemented a strategic communication plan to improve the company's
tattered image.The brand was designed, in part,to reposition the company as an
organization that had care and concern for the people and communities it served. A key part
of the plan was an initiative that combined public relations and community engagement.
This came in the form of a grant we recommended to help the economically disadvantaged
get needed energy in the winter.This program was structured so that anyone could call
Northwestern Energy and receive, no questions asked,$250 worth of energy to help them
through the winter.This became a "proof point"for the brand claims that Northwestern
Energy did, indeed, care about and was concerned about the people of Montana.The
strategy was effective, raised the company's approval rating, and helped many people
make it through a very cold winter.
o Developed and implemented a strategic communication plan for the Department of
Justice when Steve Bullock, now the Governor of Montana,was Attorney General.This plan
was designed to help pass into law a prescription drug monitoring program to limit the
abuse of prescription drugs.This campaign was particularly important since prescription
drug abuse was related to more deaths per year(300) in Montana than deaths from heroin
and meth abuse combined (14). Previous attempts to pass such a law had failed. Flying
Horse conducted market research and developed a strategic communication plan which
included a messaging strategy and a public relations and advertising strategy. Flying Horse
created and placed the advertising.The AG's office carried out the public relations
strategy.And the legislature passed the legislation establishing the prescription drug
monitoring program.
o Flying Horse carried out two campaigns for the City of Bozeman.The first, done in
conjunction with Great West Engineering of Bozeman,was to develop a brand and strategic
communication plan for a dam that was then being proposed for the Sourdough Creek area.
The City Commission determined to study the issue rather than proceed immediately, but
Flying Horse prepped the City's team for an editorial board meeting which resulted in a
favorable editorial in the Bozeman Daily Chronicle's Sunday edition.The second and more
recent engagement,was to develop a public relations strategy and strategic communication
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plan for the City to help explain a complex situation involving the old landfill and volatile
organic compounds.This also involved message development and coaching technical
specialists on the best way to present complex technical issues during highly charged
community meetings.While this is a complex, emotional and litigious issue,the City again
got support from the media including another positive Sunday editorial from the Bozeman
Daily Chronicle.
• These three case studies illustrate that Flying Horse Communication has the knowledge, skills,
competencies and experience to help government agencies,to develop and implement strategic
communication plans, and get positive results—even in difficult situations.
• As noted earlier, our services include advertising,graphic design, media placement,web
development, community engagement and all of the other competencies mentioned in this RFP. For
examples of our work, please visit our website www.fhcommunication.com.
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C. Narrative
The success of this project depends on developing and implementing a good communication strategy at
a reasonable cost.Strategy, simply stated, is the art of getting from where we are now, which we call
"the current situation,"to a desired set of outcomes, which we call "the preferred future." Once a good
strategy is in place,then tactical execution—holding press conferences, interacting with media, creating
and deploying posters and door hangers—is more successful and economical.
Having discussed this project at length with Craig Woolard, we believe the most strategic and practical
approach to the scope of work is to develop the strategy and then implement it.This entails two steps:
conduct a survey(a quantitative study) and develop a strategic communication plan that would outline
what tasks should be done when with the existing budget.These steps are done in parallel.The logic of
this approach is as follows:
• Get the PWD team involved. Flying Horse will develop the strategy and provide ongoing strategic
advice in carrying out the plan. However, we believe good communication, cooperation and
interaction with Director Woolard,the Superintendents of the various PWD functions, and any
other key personnel, is essential.
• Define the current situation. In developing any strategy, especially a strategic communication plan,
it is crucial to know what your target market knows,thinks, believes, and wants and so on.This is a
critical part of a "current situation"analysis. It is the starting point for strategy development.
• Field a survey. In our discussion with Craig Woolard, he expressed the desire for the survey to find
out how City residents think the PWD is doing and, critically, what it will take to change attitudes
and behaviors related to such critical issues as water conservation. Given your budget,we would
combine qualitative and quantitative research by fielding a quantitative study with a minimum of
400 responses and include an open-ended question or set of questions so that we get free flowing
attitudes and opinions as well. Once we have your input for the survey,we will recommend the
optimal methodology to give us accurate data at the most cost efficient price point.
• Develop a baseline.A survey of the kind we are discussion develops a baseline of information
against which we can measure our progress in the future. Based on our discussion, it is likely that
city residents will have scant information about the PWD and lots of attitudes and opinions (not
always accurate) on the Department's activities. Overtime, we would like to use future surveys to
validate progress and uncover areas that require attention.
• Develop a strategic communication plan.We have developed scores of strategic communication
plans (SCP's)for organizations in a broad spectrum of fields—technology, healthcare, real estate,
tourism, banking, energy, insurance, not-for-profits--including government agencies.Our plans are
typically three years in duration and are updated annually to account for progress and changing
conditions. Every strategic communication plan that we develop has a one year tactical plan—with
budgets and timelines—that implements phases of the strategic communication plan for the year.
Each year a new tactical plan will be developed with PWD leadership, prior to the annual budget
process, so that ends and means taken into consideration.
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For the PWD,the tactical plan would include messages, ads, engagements, neighborhood meetings,
press conferences, creation of materials (door hangers and posters for example) and everything else
that is necessary in order to carry out the strategy embodied in the strategic communication plan.
The plan provides critical information to city residents and moves your target market (the residents
and any other stakeholders) from what they currently know and believe and thus are willing to do—
by way of shoveling, parking, conserving,funding, understanding, saying nice things about the
PWD—to the desired brand position or preferred future, where they understand and support the
work of the PWD.
If you look at the stair step diagram (below),which we use as a matrix for the organization of the
plan, it has phases that are generally one year in duration and which have one main message per
phase.That is because the public can understand and assimilate one message at a time.The main
message has a number of sub messages to support or elaborate the main message.All messages are
tied together by one overarching theme that guide communication for the duration of the plan.
Overarching Theme
Current Situation Preferred Future
Phase 3
- Main Message
c. X iuia-jt jj
Phase 1 a
essage
a n essage
An approach like this provides both focus and flexibility and helps keep everyone on message, even
when adapting to changing circumstances.
• Earned media calendar.As part of the SCP,we will likely develop an annual calendar to plan public
relations and social media.
• Brand development. Brand development is part of the scope of services for this RFP. Having
discussed the entire engagement with Craig Woodard, we are not certain if it is the better part of
wisdom to carry out brand development this year or next year, mostly due to resource issues. If
during the development of the plan it becomes clear that a brand should be developed in this fiscal
year,we will integrate this early in the process so that the PWD and the Water Conservation Division
have the right brand, logo,tagline and look and feel.This will involve development of a "brand
architecture" so that residents are not confused but rather have clear understanding of PWD and
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the Water Conservation Division—and begin to understand and assimilate important messages that
will ultimately lead to changes in behavior. Our brand building process appears in the appendix.
• Internal marketing.A key step in any good strategic communication plan is to develop good internal
communication so that all employees, especially key employees, know and understand the
communication strategy and key messages.
• Develop materials. Once we have developed the SCP, and possibly the brand,we would develop
appropriate materials.We understand that you like materials that have some life. Our creative team
will work with you to create just what you are looking for—including any advertising that needs
placement.
• Execute the strategy.This may entail any number of things—from organizing press conferences and
writing releases,to media placement,to media coaching,to assisting with neighborhood or
community meetings. These tactical executions are described in the SCP.
• Adapt to changing circumstances. Things happen. No one can predict them. So,when they do, we
will be ready to take advantage of opportunities, respond to threats and so on. Having a strategy in
place makes this a lot easier.
• Measure results.This is generally done with a survey on an annual basis if budgets are available. If
not, we look for ways to identify and collect anecdotal information.
To summarize our approach, we will carry out market research and develop the strategic
communication plan first.That is all we will budget for at this point.We may or may not, depending on
the outcome of the plan, engage in brand development this year based on two things: budgets and the
direction of the PWD's leadership. In either case, once the SCP is complete,we will implement the most
strategic elements within the available budget.
It takes about 6-8 weeks to conduct the market research and 6 to 12 weeks to develop a strategic
communication plan depending on the complexity of the plan and timely cooperation from the client
and all other parties.
We tend to work on task pricing or retainer.When we are on retainer,you can call us without worrying
about the meter running and, in practice,we tend to over-service our clients on retainer. If hourly
pricing is required,we will work at our standard blended rate. Either way,we are certain that if you
develop the strategic plan first, you will get the most bang for the buck.
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D. Budget
We understand that your annual budget for this year is between $60,000 and $70,000.We think the
most strategic and economical use of your funds is to first conduct the market research and develop the
strategic communication plan.These are your upfront investment in success.The plan does not have to
be created anew every year but merely updated, particularly the tactical budget.
Once the plan is developed, we will prioritize the rest of the scope of work.We will also determine with
you if there are any elements that can easily be done internally to save money. Naturally,we don't
expect you do carry out such tasks as creative or design. But some PR functions might be advisable.
That said, here's what we propose for the initial part of this engagement.
• Three year strategic communication plan. Includes: $15,000
o Messaging stair case
o Annual PR and social media calendar
o One-year tactical plan that coordinates all communication activities listed in the scope
of work with time lines and budgets
• Quantitative study $10,000
0 400 respondents
o Some open ended questions
• Tactical Implementation $150/hr
o Blended rate reflects the level of experience of staff working on the project
Deliverables:
• A three year strategic communication plan with a one year tactical plan
• A market research report with findings, analysis and recommendations
It is not possible to talk about total hours to develop the plan—this can vary greatly and your plan has
some complexity. Likewise with the market research study since there are many variables that go into
the plan.We will be happy to discuss this with you.
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E. Principal and personnel
Principals:
Mike Gold, CEO, responsible for the overall success of the project
Murray Steinman, President, responsible for development of the strategic communication plan, brand,
public relations and market research
Personnel
JC Estensen,VP and Creative Director, responsible for all creative including logo development
Kali Gillette, Brand Communication Manager, will assist with public relations
Barbara Kohring, Brand Communication Executive,will be the day-to-day contact and will assist with
market research
Rafe Stewart,Art Director, responsible for art direction and graphic design
Allie Sticka,Associate Art Director, responsible for graphic design
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F. Current work load
Our workload is variable. We have a combination of ongoing long term clients such as Yellowstone
Country, First Security Bank, Orthopedic Institute and the Bozeman Chamber (including Tourism
Business Improvement District, and the Convention and Visitors bureau) and a number of one off
projects such as the City of Bozeman and the Jake Jabs College of Business and Entrepreneurship.
G. Subcontractors
The only sub-contractor that we may need to hire would be Survey Sampling International (SSI)for the
market research study.They specialize in the sampling and collection of data. We have worked with
them on previous projects and been pleased with the quality and value of their services.They are a
global firm and we work with their Los Angeles office in Encino,CA.
H. Project management and organizational chart
We would start with a set of timelines and expectations during the negotiation.This would be followed
by a kick-off meeting and project plan.
We use Basecamp Project Management software to help keep all projects on time and on budget.
Gold,Mike
Overall
IDirector
Strategy,Market Research,PR Development
.
Kali Gillette Barbara Kohring Rafe Stewart Alrie Sticka
PR Specialist Research Specialist Art Director Associate Art Director
I
l
l
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I
I. Previous Projects
• City of Bozeman. Developed a Strategic Communication Plan related to the Bridger Creek
Subdivision, November 2013. Flying Horse Communication was engaged by the City of Bozeman
to develop a strategic communication plan and provide communication strategy and training to
specialists so that could better communicate complex technical issues to the public.The plan was
designed to guide communication during a turbulent period (that is still ongoing) related to the
discovery,announcement and remediation of volatile organic compounds in the Bridger Creek
Subdivision.This was a particularly interesting project since it was being implemented as it was being
developed due to the pressing nature of the circumstances. By the time it was completed,COB had
held three public meetings and an editorial board meeting with the Bozeman Daily Chronicle.
This strategic communication plan has a stair step matrix and other elements similar to what was
previously described.As noted earlier,we helped the COB gain favorable coverage from the local
media including a supportive Sunday editorial in the Bozeman Daily Chronicle which used the
overarching message from the strategic communication plan:the City of Bozeman is doing the
right thing.
Copies of this plan can be obtained from Chris Kukulski,City Manager—or we can provide them with
permission from Chris Kukulski.
Reference: Chris Kukulski,City Manager,City of Bozeman (406) 581-7026 ckukulski@bozeman.net
• City of Bozeman. In 2010 Flying Horse Communication developed a brand identity and a strategic
communication plan for the City of Bozeman to help develop support for—and deal with the
expected criticism towards—a proposed dam in the Sourdough Drainage.This process identified the
desired image and the best ways to build consensus.This project is currently inactive but it is, in a
way,a first pass at the brand and marketing strategy that the PWD will build for the Water
Conservation Division since some of the issues are the same. In addition to building the brand and
developing the strategic communication plan,we prepped the City's team prior to an editorial board
meeting leading to a supportive Sunday editorial.We also provided media and communication
training to the spokesman for the project, Brian Heaston.
Reference: Brian Heaston, Project Engineer, City of Bozeman.406.582.2280
bheaston@bozeman.net
• RiverStone Health. RiverStone Health is the public name for the Yellowstone City County Health
Department, a multi-jurisdictional municipality. Flying Horse was hired in 2007 to rebrand and
rename the organization and to conduct marketing and advertising activities.The initial
engagement—which included brand,brand architecture,development of a new name and tagline,
market research,a strategic communication plan, advertising, public relations,community
engagement—was so successful that we have remained their communication partner since.
Reference: Barbara Schneeman, Director,Communication &Advocacy, RiverStone Health.
(406) 651-6420 barbara.sch@riverstonehealth.org
Flying Horse has worked with other government clients including the Montana Department of Justice,
Montana Department of Health and Human Service, and the Montana Tobacco Use Prevention Program.
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Appendix I: Non-Discrimination Form
ATTACHMENT A: NON-DISCRIMINATION AFFIRMATION FORM
Flying Horse Communication hereby affirms it will not discriminate on the basis of race,color, religion,
creed,sex,age,marital status,national origin, or because of actual or perceived sexual orientation,
gender identity, or disability in the performance of work performed for the City of Bozeman, if a contract
is awarded to it,and also recognizes the eventual contract, if awarded,will contain a provision prohibiting
discrimination as described above and that this prohibition shall apply to the hiring and treatment of the
Flying Horse Communication employees and to all subcontracts it enters into in the performance of the
agreement with the City of Bozeman.
Signature of Consultant:
Murray Ste man, ts�ten't
20
Appendix II - Resumes
Mike Gold British sense of humor with a Yankee sensibility.
Education
University of Wales
• Bachelor of Economic Science
Experience
Flying Horse Communication Bozeman, MT
Chief Executive Officer
• Led transformation from a strategic brand consulting agency to a full service marketing agency
• Clients include Bridger Steel, Blue Cross Blue Shield of Montana, First Security Bank, RiverStone Health,
Buffalo Bill Center of the West, MSU Alumni Association, MSU Alumni Foundation,Orthopedic Institute,
and Pioneer Newspaper Group
• Agency won 35%of the interactive regional ADDY Awards in 2009
Montana State University Bozeman, MT
Assistant Teaching Professor
• Teaches classes in international marketing and advertising
• Won 3 Teaching Excellence Awards
DNIB&B New York, NY
Executive Vice President,Worldwide Account Director
• Directed and increased revenue on Heineken International and Cadbury accounts for the network and
oversaw FujiFilm USA
• Responsible for the global M&M Mars business across 42 countries with an advertising budget of$200M
• Led pitch and won the Cadbury global chocolate assignment
BBDO Worldwide New York, NY
Executive Vice President
• Developed relationships and best practices around the world to strengthen the somewhat
disjointed network
• Oversaw accounts for international advertising of Pizza Hut and FedEx
• Faculty member for the BBDO University in Europe and the USA
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Packard Bell NEC,Inc. Los Angeles, CA
Senior Vice President,Advertising &Corporate Communications
• Built Packard Bell brand attributes in order to maintain sales margins as personal computers
became commodities
• Launched NEC into the direct channel to compete with Dell
• Responsible for advertising budgets of$80M
• Awarded Cannes Lion for brand launch commercial
• Won the Promo award for the best business to business promotion in the world
M&C Saatchi New York, NY
President
• Tasked with setting up the US company,managing the British Airways account and increasing revenue
• Pitched and won the Packard Bell account with a budget of$60M
• Received several CLIOs and Cannes Lion for work on British Airways account
• Personally responsible for putting the Concord in Times Square
Saatchi and Saatchi Advertising San Francisco, CA
President of the San Francisco Office
• Oversaw over$80M budget,staff of over 110 and international clients such as Hewlett Packard,US West,
Kikkoman and Chevron
• Expanded Hewlett Packard account internationally into Asia and Pacific
• Won the "Campaign of the Year"in the West Coast Awards for HP Laserjets
• Led the branch to status as the most profitable office in the agency's history
Saatchi and Saatchi Advertising Auckland, New Zealand
Managing Director of the Auckland Office
• Oversaw$25M budget,staff of 43 employees and clients such as British Airways, DHL, Dupont Australian
Tourist Commission and Food Town
• Tasked with bringing the Saatchi ethos to New Zealand
• Grew business through recruiting new clients and organized a merger to form the largest agency in New
Zealand
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Murray Steinman A walking,talking business library.
Education
University of Pittsburgh
Cal State Northridge
Experience
Flying Horse Communication Bozeman, MT
President and Founder
• Responsible for overall direction of the company
• Oversees brand, marketing and market research activities
• Develops strategies and strategic communication plans for major clients
• Oversees subsidiaries—Traction Films(film and video production)and M+M Research (market research)
• Headed up initiative that resulted in two federal GSA contracts on the 541 schedule(advertising and
integrated marketing)
• Facilitates focus groups
• Developed and teaches highly successful approach to media training
Strategicom Bozeman, MT
President and Founder
• Founded strategy company that morphed into Flying Horse Communication, providing market research
marketing strategic planning,public relations and limited advertising services
• Developed innovative strategic planning process for small businesses
• Grew company from startup to serving organizations such as Blue Cross Blue Shield of Montana,CTA,
Kootenai Health,the Montana Department of Justice,the Montana Department of Transportation,
Murdoch's, NorthWestern Energy, Pioneer Newspapers,the ProPharma Group and Zoot Enterprises
Awards/Industry Honors
• Oversees agency that,over the years, has received numerous Gold and Silver Montana ADDY awards,
multiple Gold and Silver regional ADDY awards and five national W3 awards for online work
23
jC Estensen Director of creativity(in between powder days).
Education
University of Wisconsin-Stout
• BFA in Graphic Design
Experience
Flying Horse Communication Bozeman, MT
Creative Director
• Oversees,directs and presents client work and communications for all of our business partners
• Reviews all creative work from the creative team and manages the in-house design process to ensure
client approval
• Client work includes award-winning print,outdoor,television and online advertising campaigns
Doe Anderson Louisville, KY
Creative Director
• Oversaw,concepted,directed and presented client work and communications for Valvoline Motor Oil,
Laphroaig Single Malt Scotch, Umbro Soccer and Maker's Mark Bourbon accounts
• Client work included award-winning print,outdoor,television and online advertising campaigns
Campbell Mithun Minneapolis, MN
Art Director
• Concepted,directed and presented client work and communications for Andersen Windows,Domino's
Pizza, H&R Block, International Dairy Queen, KeyCorp, Minnesota Wild, Pur Water Filters,The St. Paul
Companies,The Toro Company,The US Ski Team,Verizon Wireless and Ziploc accounts
• Client work included award-winning print,outdoor and television campaigns
Leo Burnett Chicago, IL
Associate Art Director
• Concepted and directed client work and'communications for the Chicago White Sox, Evanston Animal
Shelter, Pillsbury and Proctor&Gamble accounts
• Client work included award-winning print,outdoor and television advertising campaigns
Awards/Industry Honors
• National ADDY and OBIE awards for Andersen Windows, Maker's Mark Bourbon and The Toro Company
• Montana ADDY Awards—multiple Montana and regional ADDYs,spanning all advertising mediums
including print,outdoor,interactive and television campaigns
24
i
Barbara Kohring Market research maven.
Education
Montana State University-Bozeman
• B.S.in Business—Marketing
• Minor in Entrepreneurship&Small Business Management
Experience
Flying Horse Communication Bozeman, MT
Brand Communication Executive
• Assists in market research,development,management and repositioning of brands
Top 50 Ranches Bozeman, MT
Marketing Intern
• Coordinated research,development,and implementation of guest rewards program
• Built mutually beneficial partnerships with national and global businesses
• Provided quantifiable returns to businesses,as well as,increased brand awareness through social media
marketing
Elk River Systems Bozeman, MT
Online Marketing Intern
• Analyzed competitor pricing and made recommendations
• Helped event hosts leverage social media to promote events and increase ticket sales
• Created direct mailer and email campaigns for targeted customer segments
Victoria's Secret Bozeman, MT
Category Supervisor
• Served on Sales Leadership Team and responsible for daily store results and customer experience
• Strategized floor set plans to effectively impact,and optimize category results
• Maintained talent management lifecycle of direct reports, including career development and succession
planning
Human Empowered Arts Project Bozeman, MT
Marketing and Management Intern
• Collaborated on start up operations strategy and execution with Executive Director
• Lead business outreach for local businesses, non-profits,clubs,citywide events and environmental
organizations
• Collaborated on marketing strategy,including development of mission statement,tagline,and key values
Awards
• Academic Achievement Award
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Kali Gillette Part mermaid, part client relations specialist.
Education
University of Utah
• B.S. Mass Communication, News/Editorial
Experience
Flying Horse Communication Bozeman, MT
Brand Communication Manager
• Assists in the development,management and repositioning of brands for major clients
Edible Bozeman Bozeman, MT
Publisher/Owner
• Published quarterly magazine supporting the local food movement
• Provided financial oversight,advertising sales,community involvement,
story generation and creative direction
Streamline Transportation Bozeman, MT
Marketing Consultant
• Developed strategic marketing plan to increase use of public transportation system
• Created communication pieces including schedules,maps and advertising creative
• Implemented an internal electronic advertising system within buses to generate revenue
Moonlight Basin Bozeman, MT
Director of Marketing
• Managed strategic marketing and sales budgets
• Designed major customer research program to define brand position
• Utilized customer segmentation to increase sales through database marketing
• Oversight of website re-design and Public Relations
Lee Enterprises,Inc. Bozeman, MT
Sales Development Manager
• Leader of corporate team responsible for implementing corporate sales initiatives across 58 newspapers
• Created and deployed marketing solutions for the health care category
• Managed third-party printing partnership
The Montana Standard, Lee Enterprises,Inc. Butte, MT
Advertising Director
• Managed$5.6 million in annual advertising revenue
• Led a team of 31 sales consultants and designers
• Spearheaded a new Business to Business magazine
• Served as member of The Montana Standard editorial board
Awards
• Lee Enterprises Presidents Award for Innovation, 2000 and 2003
• Newspaper Association of America's"Future Leaders" Program
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Rafe Stewart From grave-digger to top-notch creative.
Education
Montana State University-Bozeman
• BFA in Graphic Design
Experience
Flying Horse Communication Bozeman, MT
Art Director
• Designed and created a variety of work for integrated advertising campaigns
Awards/Industry Honors
• Various ADDY awards at both state and regional levels.
• Work featured in CMYK Magazine's Top 100 Creatives Issue#47
• Semi-finalist in Ride S138 snowboard design contest
• American Design Awards Gold Medalist for November 2009 Monthly Website Design Contest
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Allie Sticka Creativity served with a smile.
Education
Montana State University
• Bachelor in Fine Arts with a focus in Graphic Design
Experience
Flying Horse Communication Bozeman, MT
Associate Art Director
• Worked on creative assignments for clients such as RiverStone Health, First Security Bank,
Orthopedic Institute,and Buffalo Bill Center of the West
• Experience designing corporate identity, print collateral,and web material
World Teach Pago Pago,American Samoa
Volunteer Teacher
• Volunteered abroad in American Samoa teaching various math courses ranging from Algebra to Calculus
to local high school students
• Additionally volunteered time and efforts outside of school hours to coach the Girls and Boys Varsity
Soccer Teams
Cat Apparel, Inc. Bozeman, MT
Design and Marketing Assistant
• Worked with the designers in the marketing department on seasonal catalogue layout and design from
garment photo shoots to print and production
• Designed print collateral for promotional deals,sample sales,trade shows,and sales meetings
Awards/Industry Honors
• Received MSU's Bronze Pencil Award for BestAll-Around Designer In the Graphic Design Class of 2012
• Design package awarded 3`d place in the 2012 Chamberlin Rail Jam Design Competition
• Poster design awarded P place for Montana State's 2010 BFA Thesis Show Competition
• Academic Achievement Award—Graduated MSU with Highest Honors
28
Appendix III: Brand Optimization Process
The Flying Horse brand process is unique and one of the most effective because it integrates elements
from the organization management and strategic planning worlds so that the brands we develop
support the organizational plan and overall strategy. It also integrates elements of neuromarketing—
specifically how to target certain areas of the brain to increase the power of the brand and, along with
that, message acceptance.
As noted earlier, our approach to brand development is to define your current situation, determine your
Preferred Future®and build a bridge between the two.The "current situation" is determined by
combining market research with a communications audit, a SWOT analysis, a strategic review, and a
review of the mission statement.Taken together,we have good idea where we are starting our brand
journey. In addition,the current situation provides the starting point from which we articulate—and
ultimately achieve— our preferred future.
We look at this part of the process as the strategic framework. From there, we add traditional brand
building elements that help differentiate and position the brand.
Much of the brand information is gained through a facilitated process. In this process, we elucidate and
crystalize your brand and make it practical and powerful in a marketing context. In short, we don't tell
you who you are,we help you develop and refine your brand so that it gains market power and results.
We will take you step-by-step through the process.
29
Communication Review
A communications review— sometimes called a "communications audit"— is an analysis of your existing
communication to assess how you have been building your brand image thus far. It includes a review of
your logo and color palette, communications voice,graphics and web design, and any advertising, public
relations, stakeholder communication or any other communication that you have done to shape
perceptions of the company.
SWOT Analysis
A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis identifies internal strengths and
weaknesses, as well as external opportunities and threats. This is one of the most used, and most
valuable, tools for business analysis.
HELPFUL HARMFUL :
i
INTERNALl
i
i
1
I i
EXTERNAL
When appropriate, we augment the SWOT with two additional layers of analysis: E&R Factor Analysis
and a PEST analysis.The E&R Factor analysis is somewhat like a SWOT analysis but focuses on internal
and external enabling and restraining factors.The PEST analysis reviews critical political, economic,
social and technological factors that could impact the business, brand, or marketing strategy.
30
Strategic Review
Before a company develops a brand or strategic communication plan, it should ideally understand the
answer to three deceptively simple questions:
1.What business are we in?
2. Who are our customers?
3.What is our product/service?
The strategic review is critical in terms of the overall success of all marketing efforts and a key step that
helps align marketing with the business strategy.The most difficult question to answer in this exercise is
"What business are we in?" Many companies mistake their product or service for their actual business.
But the difference is crucial.
Take McDonald's.They are#1 in the Quick Restaurant Service (QSR) market but lose all their taste tests
to their closest competitors. How does that happen? The answer: McDonald's is in the convenience
business, not the food business, even though food is a product. If you look at the graph below, it is clear
that when compared to the rest of the QSR market, McDonald's is not outstanding in areas that deal
with the actual food. But,when compared with the QSR market in areas such as convenience and a
cluster of relevant characteristics, McDonald's has a dominant position.
McDonald's Image vs the Average for Burger QSRs
(percent of users ranking brand#1)
60%
50%
McDonald's
40% ■ Average
30%
i
20%
10%
0%
Fa�`� e°�et•� caa�\� 5�eea Ja\JP pva�
L0C,
Early in our brand optimization process,we will work with you to determine what business you are in, or
should be in and determine what product—not products—you provide to the market.
31
Fission Statement
We either validate or refine the existing mission statement—
or develop a new one.This is an important part of brand
building. From a marketing perspective, the mission statement Preferred
is the primary positioning statement and marketing and the
reason why the organization exists must be in alignment. component of
what tire brand and the strategy any successful strategy,because it defines
Preferred Future from it is supposedto achieve,
Articulate the City of Bozeman Public Works Department's Flying Horse
Preferred Future' (See sidebar) vision •
of organization
moment ,
Brand Development and managers to successfully plan,
Flying Horse will facilitate brand-building sessions with the prioritize
PWD leadership that will be augmented by market research. goals.organizational . ,
the Preferred Futurem can be made
As noted earlier, once we develop the strategic framework for available to employees so that everyone
branding, we develop the actual brand.There are many steps knowsthe anization
in brand development including articulating the following supposed to achieve.
brand elements:
• Core Essence, aka, "Brand Essence." It is the simplest statement of the brand and the element that
brings the brand to life.
• Brand Values and Attributes. Brand values define what the organization stands for and is passionate
about internally.Attributes are the external associations that stick to your brand, for better or
worse. If you know what you want to stick to your brand,you are more likely to gain those
associations.
• Q Factors—the key to likability,trust and believability. Q-factor is a term used by the entertainment
industry to measure"likability." We use it more broadly to describe communication that targets
the "old brain"which, in many cases, is the decision maker. Over reliance on cognitive messages
without first developing likeability,trust and believability—conditions required by the old brain for
message acceptance—often lead to diminished results.
• Functional and Emotional Benefits are the two levels of differentiation that brands must strive to
create.The Functional Benefit gives rise to the brand promise and then the tag line. This level of
differentiation also is a prerequisite to, and in brand terms helps create,the value proposition.
32
Functional and Emotional Benefits
Emotional Benefit HARD TO IMITATE
• Highest level of differentiation
•The emotion we want people to have
when they think/interact with our • •
organization ; -
• Implied,not explicit
Functional Benefit
• First level of differentiation
• What the brand offers consumers
• Expressed in communication and Functional
the brand's promise or tagline
Product Attributes
• Product or service offerings
• Offer little or no differentiation
Product
EASY TO IMITATE
• Brand Promise and Tagline. Every brand must make and keep a promise to their constituents which
is embodied in the tagline.
• Key Messages. Every brand has to get across key messages that resonate with each customer
segment.
• Brand Personality. Brands have a personality. We will build yours to bring to life the mission, core
essence and, most of all,the brand promise. We have a unique method of staging personality
attributes so that it is clear how personality translates to desired behaviors.
• Develop Positioning Statement.We use a specific approach which articulates a target, a frame of
reference, a point of differentiation and proof points or reasons to believe. In addition, we combine
this statement with customer and competitive research to develop perception maps for the
implementation of competitive strategies.
• Develop Positioning Strategy. Based on the positioning work articulated above, review the current
situation and develop strategy to get to the preferred future.
• Brand Architecture. This is the arrangement of the "master brand" and "sub-brands," in this
case your various divisions,from the target markets point of view to reduce confusion and
enhance comprehension.
• Brand Story.A short, powerful narrative providing context and bringing the brand to life.
33