Brickhouse Creative, Inc. - ChamberMastercloud.chambermaster.com/userfiles/UserFiles/chambers/... · 2015-09-24 · BRICKHOUSE CREATIVE | RFP FOR THE GARDINER MONTANA CHAMBER/CVB

Date: September 17, 2015 To: Gardiner Montana Chamber of Commerce/CVB RFP Number: GCVB-2015/16 Professional Branding and Strategic Marketing for Tourism Resort Area

Gardiner Chamber of Commerce / CVB P.O. Box 81 Gardiner, MT 59030 Offeror:

Brickhouse Creative, Inc. 402 East Main Street Suite 6 Bozeman, Montana 59715 406.586.3871 (phone) 406.585.3871 (fax) [email protected]

Principal, David A. Thompson

BRICKHOUSE CREATIVE | RFP FOR THE GARDINER MONTANA CHAMBER/CVB.

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TABLE OF CONTENTS

Signed Cover Sheet .................................................................................................. 1 Section 1: Introduction & Instructions ....................................................................... 3 Section 2: RFP Standard Information ......................................................................... 4 Section 3: Scope of Services ................................................................................. 5-6 Section 4: Offeror Qualifications .......................................................................... 7-19 Section 5: Cost Proposal ................................................................................... 20-21


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SECTION 1 : INTRO & INSTRUCTIONS

We understand and comply.


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SECTION 2 : RFP STANDARD INFORMATION

We understand and comply.


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SECTION 3 : SCOPE OF SERVICES

3.3 – PROPOSED SCOPE OF WORK In order for the Gardiner CVB directors to evaluate each proposal, please estimate the costs

and the proposed timeline for each of the following tasks. While these tasks as outlined

may/will not constitute all that your firm intends to deliver, it does provide the Gardiner CVB

Directors with a comparative. If a major step is not identified, please note. Feel free to

augment with your process within this framework.

3.3.1 Assessment. Who do we think we are? Who does our target market think we are

– do we know our target market? Strength and weaknesses evaluation. Competition? Research

methodology.

Estimated Start: October 1, 2015

Estimated Completion: November 15, 2015

Estimated Cost: $10,000

NOTE: Our process for approaching this task is outlined in Section 4.2.6

3.3.2 Destination Promise. What is the message – the promise – the unique position

– Gardiner can deliver?

Estimated Start: October 15, 2015

Estimated Completion: December 15, 2015 (also ongoing throughout the project)



3.3.3 Creative – Visual Identity. Logo – Tagline – Brand guidelines – Application per

media.

Estimated Start: November 1, 2015

Estimated Completion: January 15, 2016




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PROPOSED SCOPE OF WORK CONTINUED…

3.3.4 Strategic Integrated Marketing Plan. Target markets – methods/application –

Trends – Potential Partners – Opportunities.

Estimated Start: November 15, 2015

Estimated Completion: February 1, 2016 (also ongoing throughout the project)



3.4 – WORKING RELATIONSHIP 3.4 Working Relationship. Offerors GARDINER CHAMBER OF COMMERCE/CVB

intends to have a close working relationship with the successful offeror. It is expected

that GARDINER CHAMBER OF COMMERCE/CVB be kept informed as to the status and

progress of all approved project phases through completion.

The Branding of a Community requires a deep understanding of the community

and its visitors. Offeror is expected to have “buy-in” to the Gardiner Resort Area. Offeror

should have an understanding of who we are, who we wish to become and a true desire to

help us reach our goals... Gardiner is looking for a partner in this process

Gardiner Chamber of Commerce/CVB will need reassurance for the following:

GARDINER CHAMBER OF COMMERCE/CVB owns all property – including

creative, strategic plans and any other activities done on behalf of GARDINER CHAMBER

OF COMMERCE/CVB; when we need assistance, we will be able to communicate with the

lead agency person or the individual responsible for the task; that whenever possible

templates are provided to keep the cost of changes minimal and when changes by the

agency are necessary, an estimate is provided in advance.

We understand and comply. In fact, we’re all about playing the role of partner — it’s the best

and most rewarding way of achieving everyone’s goals.


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SECTION 4: OFFEROR QUALIFICATIONS

4.2.1– REFERENCES

4.2.1 References. Offeror shall provide a minimum of two references that are using

services of the type proposed in this RFP. At a minimum, the offeror shall provide the company or agency name, the location where the services were provided, contact person(s), customer telephone number, a description of the service type, and dates the services were provided. GARDINER CHAMBER OF COMMERCE/CVB reserves the right to use any information or additional references deemed necessary to establish the ability of the offeror to perform the conditions of the contract. Negative references may be grounds for proposal disqualification.

MELINDA GABLE Yellowstone Park Foundation Senior Director, Communication & Marketing Bozeman, Montana 406.586.6303 [email protected]

NIKKI BRIGHT Black Bull Golf Community Director of Sales & Marketing Bozeman, Montana 406-551-2026 [email protected]

AMY DANIELSON Wheat Montana Marketing, Communication & Customer Service Manager Three Forks, Montana 406-582-4570 [email protected] [For all references listed above, see 4.2.5 for services provided]

4.2.2 – COMPANY PROFILE & EXPERIENCE

4.2.2 Company Profile and Experience. Offeror shall provide documentation establishing the individual or company submitting the proposal has the qualifications and experience to provide the supplies and/or services specified in this RFP, including, at a minimum:

• A detailed description of any similar past projects, including the supply/service type and dates the supplies and/or services were provided;

• The client for whom the services were provided; and


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COMPANY PROFILE & EXPERIENCE CONTINUED…

• A general description of the firm including its primary source of business, organizational structure and size, number of employees, years of experience performing services similar to those described within this RFP.

Brickhouse Creative, Inc., is a strategic design and brand management agency based out of

offices on Main Street in the historic part of beautiful downtown Bozeman, Montana. Our

tight-knit staff of 6 and our long-time strategic partners deliver a broad range of

marketing/communications services to a limited group of long-term clientele, including brand

strategy and management, award-winning ad and collateral design, web development, SEO

and social networking, copywriting, photography, video, music, and just about anything that

affects a client’s brand (which is pretty much everything).

Brickhouse, quietly established in 2000, specializes in working with local and national-level

clients who require creativity, agility, and assurance that their brand and related messaging is

consistent across all marketing channels. The firm’s core competency is in real estate, the

outdoors, and other realms where communicating the distinctive charms of the West is one of

the central goals.

Brickhouse has won numerous awards for design, packaging, websites, and photos/videos, at

the end of the day it’s our relationships with our clients—and our long-term approach to

business and community—that we value the most. Below is a partial list of past and current

clients:

American Prairie Reserve Beaverkill Fly Rod Co. Big R Stores (Indiana & Illinois) Black Bull Golf Community Big Sky/Sotheby’s Bozeman Reel Bozeman Brewing Bozeman Public Library Dan Bailey’s Fly Shop Delaney & Company Eagle Point Resort Enchanted Lake Lodge ExperienceLab Feed Café First West Insurance Hall and Hall Heart of the Valley J Bar L Ranch La Cense Montana Lone Mountain Ranch Lone Mountain Development Michelin USA Montana Ale Works Montana Angler MT Fish, Wildlife & Parks Montana Gift Corral/Copper Horse

MT’s Outdoor Legacy Foundation Montana State University Montana Trout Foundation Museum of the Rockies NettWorth Financial Nova Café On Site Management On The Fly Products Opportunity Bank PureWest/Christie’s Ruby Springs Lodge Saffron Table ShuttleSnap Simms Fly Fishing Silver Star Resource Management The Club at Spanish Peaks The Ranch at Rock Creek Thrive Wild Sky Grassfed Beef Western Folklife Center Wheat Montana Yellow Dog Fly Fishing Yellowstone Coffee Yellowstone Club Yellowstone Grassfed Beef Yellowstone Park Foundation


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COMPANY PROFILE & EXPERIENCE CONTINUED…

The success that Brickhouse has achieved is large due to the firm’s unique perspective on branding and marketing:

Design without strategy is art. Art is great on your office wall but not if you need it to sell something for you. That’s why we think that everything we do for your organization should play a role in helping move it forward. And that, in turn, is what we call strategic design—and it goes something like this:

> What are your goals (short and long term)? > Who is your client (current and desired)? > Does your brand appeal to that client? > If yes, develop tools driven by those answers. > Then, together, assess what works and what doesn't. > Rinse and repeat...

While this process is not complicated, it is critical. Ready, fire, aim; with appropriate prudence, we tend to say it's better to do it and react to the results, than to overthink it and do nothing.

And what’s ‘brand management?’ Think of it as The Big Picture. In other words, making sure that all your marketing efforts are consistent with your brand, across all channels.

At the end of the day, you’re going to think of Brickhouse as a scalable part of your team—really more like an extension of your organization—and that you can rely on to both help paint the big picture, and to plain old get things done. [For descriptions of past projects as requested in the RFP, see section 4.2.5 “Samples of Successful Branding Campaigns.”]

4.2.3 – KEY ACCOUNT TEAM PERSONNEL 4.2.3 Resumes. Offeror shall include resumes of key personnel to be assigned to this

account and provide answers to the following information requests concerning the qualifications and experience of personnel to be assigned to this contract. Offeror shall specify how long the individual/company submitting the proposal has been in the professional advertising and consulting business services similar to those identified in this RFP.

4.2.3.1 Account Manager. Identify the Account Manager who will oversee all contract work and document the experience, education and qualifications that enable him/her to assume the role of Account Manager. Define the percentage of the Account Manager’s time that will be devoted exclusively to GARDINER CHAMBER OF COMMERCE/CVB’s account.

4.2.3.2 Account Team Personnel. Identify any other key individuals who will be assigned executive, managerial and/or professional duties pertaining to this contract work, and the 13 GCVB-2015/16, Professional Branding and Strategic Marketing for Tourism Resort Area responsibilities assigned to each individual. The information provided should include resumes that cite experience with similar projects.


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KEY ACCOUNT TEAM PERSONNEL CONTINUED…

DAVID ADAMS THOMPSON, PRINCIPAL / CREATIVE DIRECTOR David moved to Montana in 1993, a few years after obtaining an English degree from Bates College in Maine (college summers were spent guiding at a guest ranch in White Sulphur Springs). Just out of school, he worked for the Orvis Company, a high end outdoor retailer, managing their $1 million per year retail store in Boston, their Boston fly fishing school, and helping assess partners for their Orvis Endorsed Lodge & Guide program. In Montana, David was a travel planner for Off the Beaten Path, the region’s premier custom trip-planning travel company, and subsequently the head of OBP’s The Sportsman’s Desk. While there, David marketed, sold (via print marketing and direct phone sales), and planned self-guided outdoor-oriented vacations for an ultra-exclusive clientele. He also traveled extensively throughout the Northern Rockies, assessing potential destinations, and consulted with new and existing destinations with regard to services, pricing, and potential. Thompson’s primary roles at Brickhouse Creative are creative director, copywriter, and brand manager—not to mention he is our company principal and owner of the place. Unlike other agencies where the principal often has diminished input on the day-to-day work product, David plays a pivotal role in all creative work coming out of Brickhouse, from brand strategy and messaging to design and imagery. David’s articles and photographs occasionally appear in regional and national publications such as Big Sky Journal, Fly Fisherman, and Forbes.com. Outside the office, David fly fishes, skis, and hikes with his wife and two young daughters, and toured nationally with a bluegrass band (Kane’s River) and co-produced and composed songs for Fishing Music, a nationally-acclaimed acoustic music album—highlighted by a performance on Garrison Keillor’s A Prairie Home Companion. ABBY MCMILLEN, LEAD DESIGNER / CREATIVE STRATEGIST Despite her formal undergraduate and graduate education in creative writing (poetry, specifically), Abby somehow found herself immersed in the world of advertising and graphic design. She came up through large and small firms in Kansas City and Denver, working on clients as varied as Bayer, Sprint, the Kansas City Zoo, Volant Skis, Wyoming Travel and Tourism, and Blue Cross & Blue Shield. In 2003, she escaped to Bozeman to deliver inspired design for the Museum of the Rockies and paleo exhibit design with Jack Horner, aka Mr. Dinosaur. In 2007, Abby joined Brickhouse as our Lead Designer and Creative Strategist. She acts as co-creative director with David on some projects; project manages others, heads up our design department, and helps write copy from time to time. Abby spent her formative years in Jackson Hole, WY, so being in Bozeman has been a little bit like being home. And like everyone at Brickhouse, she'd prefer to be outside. Abby has also created quite a busy niche for herself with 'disarmingly simple' original folk dog paintings (www.folkdogart.com), and her artwork appears on the packaging for organic dog biscuits that are distributed nationwide.


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KEY ACCOUNT TEAM PERSONNEL CONTINUED…

JACKI VAN METER, ACCOUNT MANAGER / MARKETING SPECIALIST A graduate of University of California, Santa Cruz, Jacki earned a degree in Anthropology but moved quickly into marketing. After college, Jacki pursued her passion for wine in a boutique winery in the Silicon Valley as Wine Club and eCommerce Manager. As wine club manager, she planned events, balanced budgets, and managed customer experience for over 1500 members (along with tasting a lot of excellent wine). She then held a position of Marketing Director for a real estate firm, where she used her creative and analytic skills to develop marketing strategy, and implement SEO and social media plans. Jacki was also an eCommerce Specialist for Murdoch’s Ranch and Home Supply where she did everything from copywriting to developing vendor relationships with brands like Wrangler, Columbia, and DeWalt, to name a few. With a talent for managing a wide variety of projects, especially in a fast-paced environment, Jacki is also passionate about building brands and galvanizing communities. Jacki recently enhanced her professional skill set by learning JavaScript and HTML, and outside of work she’s enjoyed learning to fly fish among other outdoor pursuits. Regarding the question of percentage of time spent: in our process, the Account Manager is essentially always available to clients. Also our team includes the following strategic partner specific to this project… MARNE HAYES, STRATEGIC COMMUNICATIONS & RESEARCH With 10 years’ experience as an executive director, and a subsequent role for a coalition focusing on business and advocacy, Marne Hayes has a clear understanding of the state-related goals and requirements outlined in the RFP. Having spent 20 years in Big Sky primarily focusing on business development, community PR, event strategies and advancing initiatives of a tourism economy-based community, Marne brings a unique skill set to the table to work on the needs and priorities for the Gardiner Chamber and CVB. Having moved on to independent consulting in 2012, Marne heads up a statewide advocacy group called Business for Montana’s Outdoors, in which her role encompasses business outreach, communications, PR work, and advocating for Montana’s diverse and growing economy through strategic meetings with decision makers, editorial contributions and focused tactics using research to advance a vital message about Montana’s economy.


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4.2.4 – BUSINESS / MARKETING PHILOSOPHY

4.2.4 Business / Marketing Philosophy. Detail your agency’s business and marketing philosophies. Describe your agency’s work environment and internal culture. One of our key mantras is to “do good work for people we like.” Life is too short to work with people with whom you don’t enjoy spending time. Whether big or small and whatever the product or service, it’s the more in-depth, more interconnected, longer-term sorts of client relationships that we find most fulfilling, personally and professionally. And we do it all with clear communication and transparency, not confusing marketing-speak; a team attitude, not "we know you better than you;" no hidden markups or surprise invoices; plus efficiency, expertise, attentiveness, and passion — oh, and humor and likeability, too. And while we’re on the subject of us…

• We never want to forget that we live in Montana for a reason, and things like work should never cloud our ability to appreciate its unique culture, beauty, and outdoor opportunities (and hey, we didn’t write this for the Gardiner RFP, it’s been on our website since day one. We mean it!)

• We take on free or discounted work for a bunch of non-profits and community organizations, because if it’s a good thing for our world and we can help, why shouldn’t we figure out how to help them spread their message?

Our culture. Our work. Our reputation. Together these form the core of the Brickhouse brand.

4.2.5 – SAMPLES OF SUCCESSFUL BRANDING

4.2.5 Samples of Successful Branding Campaigns. The offeror shall provide a minimum of three samples of Community or Product Branding and Marketing Strategy, which are relevant to the type of work outlined in this RFP. The components of the campaign must be detailed and specific. Community branding is our primary concern, please include community branding projects if available.

Seems like for every project we take on, we learn something, so we consider every bit of marketing strategy and production relevant to every future project. Learning and growing is an ongoing effort for all of us. Specific to this proposal, you’ll see that we’ve developed the brand for a number of the state’s best-known private communities, and the process for growing those brands would not be all that disparate from growing that of Gardiner. Following are a few brief examples of comprehensive client work (branding building, strategic planning, collateral, messaging, etc.) that offer more insight on how we work and what we do.


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SAMPLES OF SUCCESSFUL BRANDING CONTINUED…

YELLOWSTONE PARK FOUNDATION

National award-winning annual reports – event promotional collateral – campaign development catalog – promotional and grant-related video work – photography

Our office is only about an hour north of Yellowstone Park (as the crow flies), so of course we enjoy its incredible wonders as often as we can. When Yellowstone Park Foundation was referred to us, we jumped at the chance to help the organization with its marketing and communications.

Working with their internal marketing staff, we began with producing an annual report. From there we moved into producing an award-winning campaign to promote the 'Haynes Photo Shop' site in the Park, which gave us an opportunity to work with some old-style typefaces and imagery. The development catalog was a major project, acting as the key fundraising collateral in

an ongoing $40 million dollar campaign. The annual report we created for YPF this past year was just given a national award, and we’re currently working closely with their corporate sponsor, Michelin USA, in producing video and supporting imagery for several large-scale, co-branded projects.

BLACK BULL GOLF COMMUNITY

Brand management – Addy award-wining logo and identity – tagline - print collateral – master plan maps – print and web ads – real estate collateral – signage – billboards – logoed apparel – vehicle graphics - photography and video – etc.

Black Bull, Bozeman's finest private golf

community, was established on a historic

cattle ranch in the Gallatin Valley. We

worked with the original developers to

launch this amazing transformation,

beginning with a vision of first-class

amenities and world-class golf.


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We developed an award-winning logo, taking some inspiration from the ranch's original brand

(literal brand), and worked through everything from street signs to messaging and

photography.

More recently we developed a new tagline — “Live Where You Play” — and have integrated

that into the overall marketing strategy. We work in close partnership with the Black Bull

marketing team to launch focused marketing efforts (Club Home sales events, for example),

while continually building their brand through photography, video, and strategic partnerships

with organizations like Montana State University. Big picture, we continue to evolve Black

Bull's brand story, moving from a golf-centric second home development to becoming a true,

year-around community.

WHEAT MONTANA

Brand management – brand messaging - product naming – Addy award-winning flour packaging design – Addy award-winning photography – video - website development – copywriting – vehicle graphics – print ads – trade show displays – etc.

Wheat Montana came to us in 2009 looking for a marketing agency partner who could help them develop new packaging and support their growth. As part of the packaging project, we wanted to better reposition the company's unique selling proposition -- sure, other companies could talk about "quality" and "great taste" but no other company could boast Montana's pure mountain air and wheat fields out back of corporate headquarters where they grow their products.

As we continue to develop new packaging, the supporting imagery has also worked to solidify the brand, including award-winning photography, eye-catching vehicle graphics, a strong web presence and tradeshow graphics. We're in the midst of designing the new line of organic flour, exciting new products like classic bagels, more cereals, and specialty grains. As a side bonus, being able to enjoy the bread left over after photo shoots keeps us covered for peanut butter and jelly lunches for weeks.


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4.2.6 – SOLUTION PRESENTATION / WRITTEN RESPONSE

4.2.6 Solution Presentation-Written Response. The offeror should prepare a written response that delineates the process the offeror would employ to develop a Community Brand designed to promote Gardiner as a travel destination. Speculative creative work is NOT a required component of the Solution Presentation. The written response should include and address the following:

- Outline the process and techniques employed to develop a Brand. - Provide an overview of your approach to strategic planning.

Over the course of the past 15+ years, Brickhouse has established a reputation for inspired

design that focuses on achieving the strategic objectives of the branding and/or marketing

campaign in which we are engaged. Whether the task is relatively simple or multi-faceted, the

Brickhouse team has developed a unique process that has proven to deliver a successful end

result for a broad range of clients across multiple industries.

But it doesn’t make sense to talk process without first thinking about how we’d define

success for this project.

DEFINING SUCCESS

The strategy will be to create a plan, implement that plan over the course of this campaign, with ongoing retargeting and adjusting as results are assessed. At the conclusion of the campaign, the definition of success would include the following statements (among others):

• A significantly greater number of travelers (tourists, businesspeople, etc.) are familiar with Gardiner and its unique attributes, and an unspecified subset of the above group will spend time there.

• The overall impression of Gardiner both externally (travelers) and internally (the Gardiner community) is clear, positive, and easily differentiated from other gateway communities (West Yellowstone, for example).

• Gardiner is better positioned for growth in today’s travel marketplace, as well as among small towns across the region.

INITIAL BRAND STRATEGY

By our definition, a company’s ‘brand’ (or in this case, a community’s brand) isn’t just a logo—it’s all the impressions one might be left with after experiencing it in some manner (or in Gardiner’s case, visiting and/or staying in Gardiner). As we see it, it’s everything from when someone first drives into town, or decides to stay for a month. But Gardiner isn’t a new town. So as we see it, a lot of the work here is to do a better job delivering the key messages and shaping first impressions in a more powerful, more consistent manner. What we do isn’t rocket science, but it’s still critical in understanding any business, place, or entity—and more importantly, ensuring that Gardiner is being most accurately represented when communicating with its potential audience (tourists, businesspeople, even your own community members). Too often it’s all about “me” and “we” in advertising, and lose sight of what matters to the constituency—and they’re the ones actually deciding to visit Gardiner (or not), so they matter most.


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SOLUTION PRESENTATION CONTINUED…

INITIAL BRAND STRATEGY – PROCESS STEPS

The process to position the Gardiner brand involves the following steps:

A. Situation Analysis/Research Candid observations of Gardiner as it stands today—the town, what it offers in terms of attractions and appeal, and any disconnects and perceived challenges. Much of the time spent here would simply entail becoming that much more familiar with Gardiner, through interviews of key stakeholders, community members, and ‘random’ travelers. But of course in-depth research is needed to steer the project, done primarily electronically (research, polling, etc.) but also personal interviews, etc. B. Competitive Analysis/Research Research and assessment of the competition and the competitive environment, their messaging, and value propositions. For this project, the ‘competition’ would be described as both other gateway communities (West Yellowstone, Red Lodge, etc.) but also other small mountain towns that attract travelers. This is the first step in ensuring that Gardiner stands apart. C. Brand Distillation Based on Gardiner’s primary differentiators, what is its proper positioning in its niche? What is most important to the potential visitor or business traveler? Is it, in fact, all about location? Is it how they feel (physically and mentally) after a visit? What should be the first level of messaging, and what is just supporting text? Typically the end result of these efforts center on your ‘key attributes’ and ‘unique selling points’ (such as they are in Gardiner’s niche) that will be used in the creative work to follow. D. Foundational Creative Development of the key marketing tools, driven by the information gathered in elements A-C. Specific to this proposal, we’re talking primarily about a logo. Not only does this endeavor result in a logo and identity, but this is also when the ‘visual brand’ is born. Also during this state we develop the tagline, and basic brand messaging and phraseology (since this all goes hand-in-hand with look and feel to create the overall brand). E. Media Strategy In our typical relationship with a client, we help research and identify the most potential-laden media outlets through a team-based approach. You know your niche better than anyone, and we take that anecdotal information and combine it with data and our past experience in crafting media plans that are smart, efficient, and trackable. F. Learn & Grow We’d rather not just come in and cover the scope outlined in the proposal and just call it good. Once we’ve come to know Gardiner to this degree, we’d welcome the opportunity to nurture the newly-developed brand, and to improve and enhance its success over both the mid- and long-term.


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OUR WORK PROCESS

The Brickhouse work process begins with the project manager (PM), whose job is to be the

primary day-to-day point of contact for all Brickhouse clients. It’s the PM’s job to field calls

from the client and direct the requests to the appropriate team member. New concept needs

like a fresh ad campaign goes to the creative director, for example, whereas an ad resize

would go straight into design. When there are website updates, those are directed to our web

content specialist, photo or video editing to our imagery specialist, and so forth.

Depending on the task, the appropriate team members are invited to a concepting meeting,

where they are briefed regarding the marketing or communication challenge, including any

data or information necessary for them to do their jobs. Subsequent to the creative briefing,

the designers and writers are given space and time during which they can do their best work.

To ensure overall quality and consistency, each draft of the work product is reviewed by the

creative director, and also often evaluated by other Brickhouse team members who may not

have worked as primary designers on the specific product. Once the work product is prepared

for client review, it’s formally submitted prior to deadlines that have been set.

This approach is really quite unique, where agencies typically take a stratified approach; the

business development person wins the business, the principal is not engaged, and junior staff

handles the actual work. That couldn’t be farther from the Brickhouse process, where

everyone plays a role in ideas, yet processes are strictly enforced to ensure efficiency. Clients

appreciate this “whole-brained” approach, the end result is proven to be founded upon what

works best for the client’s priorities and needs—not just on what looks good.

And we should emphasize the fact that, throughout the process, the client plays a central role

in the end result as well. No one knows his or her business or organization’s needs better than

you, the client. It’s for that reason that we consider ourselves more to be part of the overall

marketing team, not an ‘outside agency’ whose job it is to tell you what to do. This dovetails

comfortably with our own desire to work with clients over the long term—we learn the ins and

outs of these long-term clients, the target audience, management’s individual tastes and

priorities, personal styles and company philosophies—and can evolve and react in parallel to

the client.

At the end of the day, our clients think of Brickhouse as a scalable part of their team—really more like an extension of their business—and one that they can rely on to both help paint the big picture, and to plain old get things done.


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4.2.7 – GEOGRAPHICAL COVER

4.2.7 Geographical Cover. The offeror should have and present a clear understanding of the geographic location, special needs and attractions of the Gardiner Resort Area. As described in our Work Samples section, as well as our company profile and past and current clients list, we have a deep understanding of this region and how to develop messaging that captures and conveys our unique Rocky Mountain culture.

4.2.8 – YOUR (OUR) TURN

4.2.8 Your Turn. Use this component to share any additional information about your company that has not been directly covered in the RFP, but is relevant to your ability to service this account.

There are plenty of companies that do great design. Some can talk about experience with global-level clients, others might be heavily invested in research. But this project isn’t about understanding data as much as it is about a sense of place. This is Gardiner’s first-time opportunity to be more than a thoroughfare to Yellowstone Park. Yes, the Park is connected at the hip to your community, but when someone’s sitting at his or her desk in New York in February, and dreaming about a summer trip to the Park, or rafting Yankee Jim, or just having a little time to think and relax—the identity and messaging we develop needs to open a window into that world, and establish an emotional connection with Gardiner in a way that’s more than just information-based. And that will be your brand. So why is Brickhouse best suited for this task?

è We have strong, proven, personal and professional experience in capturing and conveying the unique attributes of this part of the world that few others can match.

è Our reputation as smart, reliable, customer-centric, and always getting the job done is also proven. And let’s face it; this is a significant project, it’s going to take some time to complete—and life is too short to work with people who aren’t fun to work with, and don’t get the big picture.

è We’re right here, and have lived here more than a handful of years. You can be

assured that we’re never going to ask: “so when do the deer turn into elk?” Bringing a marketing and communications perspective, technical and design muscle, proven reliability, and a passion for small towns in this region—we look forward to helping Gardiner find out just how much potential its brand carries, and to help support and grow that brand now and into the future. Thanks for the opportunity,

David A. Thompson, Principal


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4.2.9 – ORAL PRESENTATION / PRODUCT DEMONSTRATION / INTERVIEW

4.2.9 Oral Presentation/Product Demonstration/Interview. Offerors must be prepared to have the key personnel assigned to this project complete a (n) oral presentation/product demonstration/interview in Gardiner, Montana. Gardiner Chamber/CVB reserves the right to have presentations from the highest scoring offerors. We understand and comply.


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SECTION 5: COST PROPOSAL 5.1 – PROJECTED BUDGET

5.1 Proposed Scope of Work In order for the Gardiner Chamber/CVB Directors to evaluate each proposal, please estimate the costs and the proposed timeline for each of the tasks outlined in Section 3.3. While these tasks as outlined may/will not constitute all that your firm intends to deliver, it does provide the Gardiner Chamber/CVB with a comparative. If a major step is not identified, please note. Feel free to augment with your process within this framework. As requested, we provided estimated time and costs in Section 3.3. Totals are as follows: Estimated Start Date: October 1, 2015

Estimated Completion Date for all projects described: February 1, 2016

Estimated Total for All Scope: $35,000 5.2 and 5.3 – BILLABLE HOURS / SERVICE

5.2 and 5.3 Billable Hours / Service List all services for which you charge and the amount per billable hour you would charge for the initial contract term. Include all items on the worksheet provided and any others that are relevant to the proposal that GARDINER CHAMBER OF COMMERCE/CVB would be expected to pay.

Service Provided $ Per Hour

Project Management $95.00

Graphic Design $95.00

Research/Analytics Services $95.00

Administration $95.00

Video and Photography $250.00

Travel Time $47.50

Meeting Time $95.00

Out-of-pocket Expenses (lodging, meals, etc.) At cost plus 10% admin mark-up


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5.4 – BILLABLE HOURS / SERVICE (non-billable)

5.4 Billable Hours / Service. List all services for which you do not charge with an explanation of how non-billable services are determined.

We typically charge for any time spent on client projects. We find that’s the most fair and transparent way of being paid for our time, but not overcharging the client. Of course we don’t charge to fix any errors on our part, or for learning required on our part to understand a unique attribute of the client’s niche. But other than that, we simply keep track of time and charge appropriately.

5.5 – BILLABLE HOURS / SERVICE (estimates)

5.5 Billable Hours / Service. Does your company, as a matter of course or at the client’s request, provide an estimate? When it comes to costs, it’s our goal to always have clear, shared expectations. That’s the only way to maintain a positive relationship over the long term. So yes, we absolutely provide project estimates in advance of beginning work, and we also consider it part of our job to ‘flag’ any projects that look like they may exceed budget or cost assumptions. Ask our references, they’ll support our claim to always being fair.

Documents

Brickhouse Creative, Inc. - ChamberMastercloud.chambermaster.com/userfiles/UserFiles/chambers/... · 2015-09-24 · BRICKHOUSE CREATIVE | RFP FOR THE GARDINER MONTANA CHAMBER/CVB