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HomeMy WebLinkAboutRESPONSE - RFP - P1012 BRANDING SERVICESF+ David Bohan Chairman Bohan, who is North Star's chairman, started his early working career in advertising and served as the Advertising Manager for the State of Tennessee, Department of Economic & Community Development. David has worked in tourism and economic development marketing for nearly three decades. He helped organize the Tennessee Department of Tourist Development (the nation's first cabinet -level tourism department) and was its first assistant commissioner for marketing. He and the department did well, because the Travel Industry Association of America recognized Tennessee's tourism marketing program as the country's most innovative. Outside of state government, Bohan has worked with some of the biggest names in American travel and tourism. Among them: the Grand Ole Opry, the Opryland Hotel, the Opryland theme park, Diner's Club, Pigeon Forge Tourism and Beaches of South Walton. In 2002, the Tennessee Tourism Roundtable saluted Bohan's multi -faceted career by naming him a "Knight of the Roundtable," the state's highest tourism accolade. He was the first recipient whose background is in marketing. David received a Bachelor of Science Degree in Marketing from the University of Tennessee, Knoxville. 9 NORTH STAR Steve Chandler President Steve brings over ten years experience in strategic planning and advertising for regional and national brands. Much of Steve's career has involved shaping national consumer products, including a stint at international branding agency BBDO where he managed advertising and brand extension development for Bayer. Most recently Steve served for five years as Vice President, Account Supervisor for North Star's sister company BOHAN. There he worked on strategic assignments for travel and tourism based clients including the Grand Ole Opry, Citicorp Diners Club, Caribe Royale All -Suites Resort & Convention Center and Nashville's premiere visual arts museum, the Frist Center for the Visual Arts. In addition to tourism related work, Steve was also responsible for managing all advertising for Tennessee's largest network of healthcare facilities. Steve also serves as President of the Nashville Advertising Federation and on the Program Advisory Committee for Western Kentucky University's Department of Advertising and Journalism. As president of North Star, Steve not only brings his background in strategic planning, but also a level of passion to fuel full collaboration within the various constituents that make up the clients of North Star. Tom Adkinson Strategic Planning - Public Relations Tom Adkinson joined North Star in 2002 after 22 years in public relations and corporate communications at Gaylord Entertainment Company, a publicly traded company whose operations include the Grand Ole Opry, the Opryland Hotel, WSM Radio, the Wildhorse Saloon, the General Jackson showboat and other entertainment and hospitality businesses. Tom began his working career in print media. He was a copy editor at The News - Sentinel in Knoxville, Tennessee, assistant news editor of The Birmingham News in Birmingham, Alabama, and assistant travel editor of Southern Living Magazine. He has written articles for publications ranging from The Los Angeles Times and The Christian Science Monitor to Travel & Leisure Magazine and American Way Magazine. His public relations career began in 1979 when he became public relations manager for the Opryland theme park and the newly -opened Opryland Hotel in Nashville. He is accredited by the Public Relations Society of America and was president of the PRSA Nashville Chapter in 1999. PRSA Nashville selected him for its highest professional honor, the Hercules Award, in 2001 for service to the chapter, the community and the public relations profession. He is a past chairman of the Southeast Tourism Society and serves on the board of the United Way of Middle Tennessee. He is active in the Society of American Travel Writers and has served two terms on SATW's board of directors. 10 NORTH,NORTH,4 STAR. Ted Nelson Strategic Planning — Creative A native New Englander, Ted started his fifteen year career in Boston, MA. He was trained at such respected creative agencies as Arnold Advertising and Pagano, Schenck and Kay, under the watchful eye of several industry legends. At the age of 25, he was chosen by Joey Reiman to help open Babbit & Reiman's New York office. There he managed the Trump Plaza Hotel and Casino account. His creative contributions were quickly recognized and earned him a one-way airline ticket to the agency's Atlanta Headquarters. Over the next five years, he would help B&R add many national accounts. These included Days Inns of America and The Bahamas Ministry of Tourism, both of which he supervised. Ted was hired away from B&R and Atlanta by Earle Palmer Brown. As Senior Vice President/Creative Director, he produced award winning print and television for USAir, Roy Rogers Restaurants and Pinellas County, FL. Ted was brought back to Atlanta in 1998 the newly -merged West Wayne. In less than six months, he was promoted to Creative Director with responsibility for many of the agency's print and broadcast accounts. Two years ago, Ted left the comfort of his corner office at WestWayne for the "adventure of a lifetime." To date, this has included projects for Georgia Department of Tourism, Orient -Express Hotels, Hyatt Hotels, and Wild Dunes Resort, SC. Dori Nicholson Strategic Planning - Creative Dori Nicholson, a graphic designer for North Star, has regional and national experience developing logo and identity packages for corporate clients such as WebMD, VeriFone, Evidien Home Services, NationsBank Plaza, Tarpley & Underwood Accounting and many more. Dori has also developed many logos for city and county government including Glasgow, KY; Gwinnett County and Henry County, Georgia; Mountain Longleaf Region, Alabama and others. Dori's experience expands beyond identity development to include marketing collateral such as brochures, annual reports, advertising, newsletters and direct mail. She has worked with such clients as AirTran, BellSouth, Days Inn of America, Allergy Relief Stores, Easter Seals, Franklin National Bank, GTE, etc. She has won many awards for her work through the Public Relations Society of America and the American Marketing Association. Dori received a Bachelor of Arts Degree in Visual Communication Design from Purdue University in West Lafayette, Indiana. II NORTH _,/ STAR. Anchorage, Alaska Anniston, Alabama Athens, Georgia Augusta, Georgia Bay City, Michigan Beaches of South Walton, Florida Black Hills, South Dakota Cape Girardeau, Missouri Chandler, Arizona Charlottesville, Virginia Columbus, Georgia Columbus, Indiana Conyers, Georgia Corinth, Mississippi Dothan, Alabama Douglasville, Georgia Dublin, Ohio Fort Wayne, Indiana Gainesville, Florida Galveston Island, Texas Georgetown, Kentucky Glasgow, Kentucky Glendale, Arizona Grand Rivers, Kentucky Grapevine, Texas Greeley, Colorado Gwinnett County, Georgia Hattiesburg, Mississippi Henry County, Georgia Jackson, Mississippi Lansing, Michigan Lawrence County, Tennessee Lowndes County, Georgia Madison, Alabama Mesquite, Texas McKinney, Texas Mobile, Alabama Monterey, California Pigeon Forge, Tennessee Plano, Texas Plymouth, Michigan Reading and Berks, Pennsylvania Rome, Georgia Santa Rosa County, Florida Seward, Alaska S. Alleghenies, Pennsylvania Spartanburg, South Carolina Springfield, Massachusetts State Parks of Tennessee Sumner County, Tennessee Texarkana, Texas Uvalde, Texas Warrensburg, Missouri Williamsburg, Virginia Williamson County, Tennessee Yarmouth, Massachusetts 12 NORTH,4 STAR Most companies provide three references; one would assume their best three. Below please find contact information for all of North Star's completed BrandPrint clients. Augusta, Georgia Ms. Sherri Sumners P.O. Box 1331 President Augusta, GA 30903 Chamber of Commerce Contact: 256.237.3536 Mr. Barry White Mr. David Lyons Executive Director Tourism Director Augusta CVB Chamber of Commerce 706.823.6600 256.237.3536 Bay City, Michigan Cape Girardeau. Missouri 901 Saginaw St. 100 Broadway Bay City, MI 48708 Cape Girardeau, MO 63701 Contact: Contact: Ms. Patti Stowell Mr. John E. Mehner Economic Development President Mktg. Mgr. Chamber of Commerce City of Bay City 573.335.3312 989.894.8227 Mr. Chuck Martin Ms. Shirley Roberts Director Executive Director Cape Girardeau CVB Bay City CVB 573.335.1631 989.893.1222 Chandler. Arizona Beaches of South Walton. Florida 215 E. Buffalo St. P.O. Box 1248 Chandler, AZ 85225 Santa Rosa Beach, FL 32459 Contact: Contact: Ms. Kimberly Janes Ms. Kriss Titus Tourism Director Executive Director City of Chandler 850.267.1216 480.782.3037 Calhoun Counts Alabama Columbus. Georgia 1330 Quintard Avenue 100 Tenth St. Anniston, Alabama 36202 Columbus, GA 31901 Contact: Contact: 13 NORTH, STAB Mr. Carmen Cavezza Georgetown Renaissance City Manager Incorporated 706.653.4029 160 E. Main St. Georgetown, KY 40324 Mr. Peter Bowden Contact: Director Columbus CVB Ms. Darlene Albin 706.322.1613 Main Street Director 502.863.5424 Mr. Mike Gaymon President and CEO Mr. John Simpson Chamber of Commerce Director 706.327.1566 Tourism Commission 502.863.2547 Conyers, Georgia 1 184 Scott Street Glasgow, KY Conyers, GA 30012 118 East Public Square Contact: Glasgow, KY Contact: Ms. Harriet Gattis Tourism Manager Mr. Bobby Lee Hurt City of Conyers Chairman 770.929.4270 Glasgow/Barren Co. Tourist Comm. 270.646.2151 Dothan. Alabama P.O. Box 8765 Glendale, Arizona Dothan, AL 36304 5850 W. Glenn Dr. Contact: Glendale, AZ 85301 Contact: Mr. Bob Hendrix Executive Director Ms. Elaine Scruggs Dothan CVB Mayor 334.794.6622 623.930.2260 Douglasville. Georgia Grand Rivers, Kentucky 6694 Broad St. P.O. Box 102 Douglasville, GA 30134 Grand Rivers, KY 42045 Contact: Contact: Ms. Collin Cash -Smith Mr. Bill Gary Executive Director Chairman Douglasville CVB Grand Rivers Tourism Commission 770.947.5920 270.362.8364 14 NORTH ,,,4 STAR Grapevine, Texas One Liberty Park Plaza Grapevine, TX 76051 Contact: Mr. George Kakos Assistant Executive Director Grapevine CVB 817.410.3185 Mr. Paul W McCallum Executive Director, CVB 817.410.3185 Gwinnett County, Georgia 6500 Sugarloaf Parkway, Suite 200 Duluth, GA 30097 Contact: Ms. Lisa Anders Communications and Mktg. Mgr. Gwinnett County CVB 770.623.3600 Hattiesburg, Mississippi P.O. Box 16122 Hattiesburg, MS 39404 Contact: Mr. Richard Taylor Director Hattiesburg CVB 601.268.3220 Henry County, Georgia 1709 Highway 20 West McDonough, GA 30253 Contact: Ms. Kay Pippin Executive Dirertor Chamber of Commerce 770.957.5786 Jackson, Mississippi 921 North President Street Jackson, MS 39202 Contact: Mr. John Lawrence President Jackson Downtown Partners 601.353.9800 Ms. Wanda Perry Director, Jackson CVB 601.960.1891 Ms. Janet Scott Executive Director Jackson Arts Alliance 601.960.1557 Lansing, Michigan 1223 N. Turner St. Lansing, MI 48906 Contact Mr. Lee Hladki President Greater Lansing CVB 517.377.1404 Ms. Tracy Padot Director, Mktg. Communications Greater Lansing CVB 517.377.1419 Lawrence County. Tennessee P.O. Box 86 Lawrenceburg, TN 38464 Contact: Mr. Randy Brewer President Chamber of Commerce 931.762.4911 15 NORTH ,4 SCAR Mesquite. Texas Piano, Texas 1515 N. Galloway 2000 E. Spring Creek Pkwy. Mesquite, TX 75149 Plano, TX 75074 Contact: Mr. Tom Palmer Economic Development Manager Mr. Mark Thompson City of Mesquite Executive Director 972.216.6340 Plano CVB 972.422.0296 McKinney, Texas 222 N. Tennessee St. Reading and Berks County McKinney, TX 75069 Pennsylvania Contact: 352 Penn St. Reading, PA 19602 Ms. CoCo Good Contact: Dir. Of Mktg. and Communications City of McKinney Ms. Crystal Seitz 972.547.7508 President Visitors Bureau Mobile. Alabama 610.375.4085 10" Floor Government Plaza Mobile, AL 36633 Rome. Georgia Contact: 402 Civic Center Drive Rome, GA 30161 Mr. Mike Dow Contact: Mayor City of Mobile Ms. Lisa Smith 251.208.7395 Executive Director ' Rome CVB Mr. Landon Howard 706.295.5576 Vice President Mobile CVB Santa Rosa County Tourism 251.208.2003 Development Council 8543 Navarre Parkway ' Pigeon Forge. Tennessee Navarre, FL 32556 P.O. Box 1390 Contact: 2450 Parkway Pigeon Forge, TN 37868 Ms. Kathy Newby Contact: Executive Director . Santa RosaTDC Mr. Leon Downey 850.939.3267 Executive Director Department of Tourism Seward, Alaska 865.453.8574 P.O. Box 749 Seward, AK 99664 Contact: 16 NORT14 ,4 TAR Ms. Laura Cloward Executive Director Seward Chamber of Commerce 907.224.8051 Ms. Vanta Shafer Mayor City of Seward 907.224.8060 Spartanburg, SC 145 West Broad Street Spartanburg, SC 29304 Contact: Mr. Randy Barnett Mayor City of Spartanburg 864.596.2020 Mr. Mark Scott City Manager City of Spartanburg 864.596.2026 Ms. Mandy Merck Public Information Director City of Spartanburg 864.596.2796 Ms. Jules Bryant Director Spartanburg CVB 864.594.5051 Springfield. Massachusetts 1 141 Main Street Springfield, MA 01 103 Contact: Ms. Mary Kay Wydra President Greater Springfield CVB 413.787.1548 Mr. Craig Rydin CEO Yankee Candle Company 416-665-8306 Sumner County, Tennessee P. O. Box 947 Gallatin, TN 37066 Contact: Ms. Kaye Ireland Executive Director Sumner County CVB 615.230.8474 Texarkana, Texas P. O. Box 1468 Texarkana, TX 75504 Contact: Mr. Jim Cherry President Chamber of Commerce 903.792.7191 Warrensburg. Missouri 100 South Holden St. Warrensburg, MO 64093 Contact: Ms. Tammy Long Executive Director Chamber of Commerce and Visitor's Center 660.747.3168 Williamsburg, Virginia 6665 Delmar Blvd., Suite 300 St. Louis, MO 63130 Contact: Mr. Terry Herbert Momentum Advertising 314.290.8628 17 Williamson County. Tennessee P.O. Box 156 Franklin, TN 37065-0156 Contact: Mr. John Whisenant Vice President of Tourism 615.794.1225 Yarmouth. Massachusetts 424 Route 28 West Yarmouth, MA 02673 Contact: Mr. Bob Dubois Executive Director Chamber of Commerce 508.778.1008 x I I Ms. Karen Greene Director of Community Development Town of Yarmouth 508.398.2231 x278 18 Fort Collins BrandPrint Just as the North Star has guided individuals for centuries, we help communities guide visitors, businesses and residents to their destinations. We provide complete, research - based branding solutions specifically for communities. This is the only reason we are in business. We have a proven approach that we call Community BrandPrintTM. It combines research, strategic planning and creative implementation to assist cities and counties in receiving the greatest possible return for their investment. We are the only company to combine research, strategy and creative work specifically for branding communities. North Star assists communities in discovering their optimum brand positioning, and then leveraging their equity in that brand through communications and strategic initiatives. NORTH STAR The total investment for the Fort Collins BrandPrint is $76,000. Please note that out- of-pocket expenses such as travel, long distance telephone charges, manual input of lodging data, color copies, etc. are billed at net. Terms of Payment We request half of the payment up front with an agreed upon signed contract. 25% is due at the completion of the mid -point. The remaining 25% is to be paid in equal payments over the 3 months following the mid -point. 19 NORTH ,,4 STAR We are delighted with the opportunity and would consider it an honor to work with you and Fort Collins. At the completion of the Fort Collins BrandPrint, we will have discovered together: the optimum brand positioning, the best use of resources to leverage your equity in that brand and the ideal creative message to positively influence visitors, residents and businesses. n Don McEachern Date CEO 220 Disspayne Drive Nashville, Tennessee 37214 615.27.9192 888.260.7827 don@northstarideas.com www.northstarideas.com 20 NORTH,4 STAR No Text PROBLEM: An unbiased viewpoint. Forward thinking communities understand the value of a consistent and powerful brand. However, it is impossible for a community to brand itself from within. Inherently, each member of the community is a stakeholder and therefore holds a bias. Bringing in a consultant from outside the area is difficult because there may be talented local people within the commu- nity that have marketing experience. INSIGHT: There are plenty of ad agencies. There are several research companies that specialize in tourism or economic development. And there are a few consulting companies that specialize in brand marketing. But no one company provides complete branding solutions - research, strategy and creative, specifically for communities. STRATEGY: Become a leader in the category of community branding by combining research, strategy and creative within one company wholly dedicated to growing community brands. RESULTS: More communities have turned to North Star to provide complete branding solutions than any other company in America. Anchorage, Alaska Anniston, Alabama Augusta, Georgia Bay City, Michigan Beaches of South Walton, Florida Black Hills, South Dakota Cape Girardeau, Missouri Chandler, Arizona Charlottesville, Virginia Columbus, Georgia Conyers, Georgia Dothan, Alabama Douglasville, Georgia Ft. Wayne, Indiana Gainesville, Florida Galveston Island, Texas Georgetown, Kentucky Glasgow, Kentucky Glendale, Arizona Grand Rivers, Kentucky Grapevine, Texas Greeley, Colorado Gwinnett County, Georgia Hattiesburg, Mississippi Henry County, Georgia Jackson, Mississippi Lansing, Michigan Lawrence County, Tennessee Luzeme County, Pennsylvania Madison, Alabama McKinney, Texas Mesquite, Texas Mobile, Alabama Pigeon Forge, Tennessee Plano, Texas Plymouth, Michigan Reading and Berks, Pennsylvania Rome, Georgia S. Alleghenies, Pennsylvania Santa Rosa, Florida Seward, Alaska Spartanburg, South Carolina Springfield, Massachusetts State Parks of Tennessee Sumner County, Tennessee Texarkana, Texas Uvalde, Texas Warrensburg, Missouri Williamsburg, Virginia Williamson County, Tennessee Yarmouth, Massachusetts No Text Yarmouth Cape Cod. Within Reach. KEY CHALLENGE: °Maturing gracefully."Growth vs. non -growth residents, a stagnant economy, barriers to redevelopment, and better known Cape Cod neigh- bors make Yarmouth's preferred future difficult to chart. CRITICAL INSIGHT: Visitors to the Cape see Yarmouth as a good value with a central location. Incentives are being put in place for redevelopment. Political differ- ences are celebrated. BRAND STRATEGY: Yarmouth makes Cape Cod accessible -"Cape Cod. Within Reach." No Text f Problem: Negative Imagery. Racial discord, poverty and crime are all issues that Jackson, Mississippi is working to overcome. It is an ongoing battle. Key Insight: People are aware of the struggles of Jackson, they are less aware of the abundance of art, culture and work ethic those struggles provided the community. Strategy: Allow the negative perceptions of Jackson to serve as permission to believe the promise: Beauty wrought from struggle. Results: "North Star saw the value of the arts in Jackson and used it as armature to position our community," said Janet Scott, Executive Director, The Arts Alliance. n] N I&I a] 0 0 a a I Li 4 Tol 0 m sirirewbu VIISSOUH 111l , (._Ie fresh dal KEY CHALLENGE: "Dog gone good town." Home to the famous speech that coined the phrase, "Man's best friend," Warrensburg was searching for a more relevant identity. Other than some recognition as a small, college -town, visitors, business leaders and residents alike had difficulty defining Warrensburg. CRITICAL INSIGHT: The transient population of Central Missouri State University and Whiteman Air Force Base is greater than the population of the town itself. This chum of people and ideas creates an unexpected level of youth, culture and energy amidst the rural charm of a small Midwestern community. BRAND STRATEGY: For those attracted to the comfort and charm of a small town, but are wary of parochialism, Warrensburg is the ideal Midwestern community shaped by a replenishing spring of people and ideas that makes you feel welcome, stimulated and at home. RESULTS: "North Star was able to capture what makes Warrensburg so special and package it in a way that all of the stakeholders can take advantage of the brand and put it to work," Tammy Long, Executive Director, Warrensburg Chamber of Commerce and Visitors Center. CJ North Star Destination Strategies, LLC 220 Disspayne Dr. Nashville, TN 37214 888.260.7827 www.northstarideas.com North Star Destination Strategies, LLC was established in 2000 and is owned by: Don McEachern — CEO/Chairman Shared ownership exists for the following two sister companies (from which North Star draws talent and resources as needed): BO/ HAN\ BOHAN I Advertising 115 I lth Avenue South Nashville, TN 37203 LOCOMOTION CREATIVE Locomotion I Design 115 1 1th Avenue South Nashville, TN 37203 North Star brings the talents of over 30 professionals to this project 2 NORTH STA No Text i HUBoBUB.COM KEY CHALLENGE: Go to Greenville. Due to a more developed and concentrated hospitality product nearby, "go to Greenville" was the response heard all too often when researchers asked residents what one should do in Spartanburg. CRITICAL INSIGHT: Good stewardship of resources demanded that Spartanburg's internal audience be addressed before significant investment could be justified outside the market. BRAND STRATEGY: Brand a movement within Spartanburg that would create a virtual entertainment district promoting cool cultural happenings in Spartanburg. RESULTS: RevPAR is up 21.4% in 2005 The website www.hub-bub.com launched in 2005. "We have PEOPLE downtown! People are parking IN parking garages AT NIGHT! Who knew? We are very excited about what seems to be igniting here. North Star has done us a great service in what they've contributed." - Mark Scott, City Manager, Spartanburg, South Carolina. No Text Columbus, GA Columbus, Columbus, GA CHAMBER OF COMMERCE CONVENTION 19 VISITORS BUREAU CONSOLIDATED GOVERNMENT What progress has preserved. What progress has preserved. What progress has preserved. KEY CHALLENGE: Sleepy Southern Town. Columbus, Georgia is in the midst of a renaissance. Over 200,000 citizens enjoy world class facilities, Fortune 500 businesses, and an exceptional cultural product - yet are still perceived as a small southern town. CRITICAL INSIGHT: Business prospects and visitors alike spoke of their experience in the amenity filled, urban setting of uptown Columbus as one that was serene, relaxing and had an outdoor feeling. BRAND STRATEGY: Communicate that the small-town charm of Columbus still exists amont the big city amenities. RESULTS: RevPAR is up 14.8% in 2005. "This is not only a brand we can live with, it is a brand that I can see this community prosper with," said Columbus State University president, Frank Brown. "It is really a pretty profound statement. We got here because we preserved the right things and improved others." Laura Lowe, Marketing Director for the River Center for the Performing Arts, said, "When I saw the brand, I said, 'That's why I decided to live here. That's why I decided to stay here."' Yet it's the smallest details we worry about. Over 20,000 square feet of meeting space. lfiln .vc., u G.a.n iMir.m.xa ul IM1r lwrl,- ,�ryx' R is Jiahtmvl [ � a u ha`1 Iry tlx rydlxrin-anlryp�llll'i llv l,yn'.F i.,ux vfa,vlN r.a Ix m.vl.Tas...... n ...in utJi� a th WJwWk u,, It i. tktg aal hryn�' I lai lua the lnvnl. —1 1,—.1, all 11.� We built a world -class facility for all the hours you'll spend performing. And world -[sass housing for the few hours you'll spend sleeping.'�'� .,—... Ili n l... nl...... errnv I. a' ...n Nu,l •..II , a.vi Ia,mtay. aryl n/,�. n^hra.plN .mt nx. ni-Wzl:ily �r �r.l N.. 11.a I^•.v.:�.�..vl 111' 1�1e "I 11'.a nil.1 It all i J, I x Iw�Jxi .�Il .lalu •i nIF�: r...,n,. _Al nxl M To To local residents, removing the clams. To local businesses, ne're opening the flood gates. Thar area 1, for an wdita t of th, lKKly- npp 11 is dcxl;;rmd to giav a 4xi 4rt Iho pomtvbe and I,K4tylr of tIm cop, It is not im,eili d to Nx If hd hm rhr pentxbr and evp"tlil of the c,,, it i. not intclu lrll to Iv: thn'lilt aplxar in 11111'cull o.cl all .md •._ cattmbus cA <eneu eirn eenuNlu. wrw.r,p.0 And line that sailed through space. See a ship that sailed under water. IM1i..�nn n M1� �n, xxl'.rnhavl al Ilv (.xlr� ,"yl II i. aluk"nl I., y.. n 11�,V lug 11z nh vlaa' I.� h I� Nx14n tM1a IvnMJ.c a�ul 11 Il.c 11yn 111. F. m.v 111111. Ix Mn ,.il a1,.11 xt tlr. 1111.- .ar,Jl unl Now" KEY CHALLENGE: A "tell me" city in a "show me" state. Cape Girardeau is one of many river cities with several historic events that have yet to become historic attractions. CRITICAL INSIGHT: The community is full of residents ready to tell the many colorful stories of Cape Girardeau. BRAND STRATEGY: Position Cape Girardeau as a river town flowing with stories. RESULTS: RevPAR is up 16% in 2005 John Mehner, President/CEO of the Chamber of Commerce, said, "North Star has given us a positioning that all the agencies within the city can rally around and the entire community can be proud of and participate in, we are very pleased. Inquiries received during 1 st quarter 2004 surpassed total inquiries from the entire year in 2003." BEACfliS OF S0UTfl W A L T 0 N KEY CHALLENGE: Putting the Beaches of South Walton on the map. Not a physical place but rather a marketing cooperative of 13 beach communities, the Beaches of South Walton needed a strong brand identity. CRITICAL INSIGHT: Research revealed a primary consumer segment of high -income, well-educated women who make bragging rights a priority when choosing a vacation destination. BRAND STRATEGY: Use fashion -inspired imagery and thought -provoking headlines that allow our target to place herself in the ad. RESULTS: Gross receipts and occupancy have enjoyed double-digit growth over the last two years. 11 1 ( OPI.1) All ANN WHI,HE as CL E CL ■ C s C M CL Vo UM O PfiCIK C � McKINNEY Uvligtne by KAtUre. n McKINNEY W(ve by vlature. P" to be a part of McKINNEY Uvuve by nhAre. McKINNEY UvtIUe by v attnre. PROBLEM: "In Texas, it's called walking. " McKinney. Texas has a solid dose of Texas swagger and a tendency to do things their own way. KEY INSIGHT: The fastest growing city in the nation, rolling hills, and green space separates McKinney in a positive sense from the Dallas Metroplex. STRATEGY: Capitalize on McKinney's self-sufficient, independent nature with the brand strategy: "McKinney's got its own." No Text We believe the most -powerful ideas exist at the -point where the consumer's deepest desires intersect the brand's most relevant promise. Through the Community BrandPrint process, we determine Fort Collins's most relevant promise by triangulating your competitive situation, the vision of the stakeholders and the perceptions of your consumer. From that promise, we craft a brand identity that positions Fort Collins in the minds of visitors, residents and economic development influencers. Then, we can develop precise strategic planning, powerful business -building ideas and effective communication, all of which reinforce the positioning and assure brand equity and growth. Vision of Community Fort Collins BrandPrint Positioning Competitive Situation Perception of Consumers & Influencers NORTHASTAR 3 KEY CHALLENGE: Caught in a sandtrap. Augusta means golf. That worldwide reputation was limiting the types of visitors the city attracted. CRITICAL INSIGHT: Visitor profiles and interviews revealed that people who don't love the sport perceive golf and de facto Augusta as staid, closed and conservative. BRAND STRATEGY: Reclaim ownership of Augusta as a destination by "having fun with" the existing association the city has with golf. RESULTS: RevPAR up 13.2% in 2005 "North Star rose to the challenge of capitalizing on our dominant association with golf to communicate our wide range of offerings," said Barry White, Executive Director, Augusta Convention and Visitors Bureau. "The community is putting the branding to work in economic development, tourism and even the recruitment of employees." 0 � No Text S AM uward(R)COM 3 CHALLENGE: "Get off the boat. " With $80 million spent annually by the cruise line industry, how can a small town of 5,000 promote an alternative experience to get their share of Alaska's tourism and trade? KEY INSIGHT: Located on the northern most ice -free port, Resurrection Bay, Seward is a natural hub for business and tourism alike. It is also filled with character and characters. STRATEGY: Position Seward as the authentic portal to the Alaskan experience. i ty'Y�-wl, ,riif5 -tNf Mif� C✓ r li� a, are anf Seward com Sewardam No Text KEY CHALLENGE: Low self esteem. Lost manufacturing jobs and a struggling economy made the internal audience even more important. The brand had to be authentic and partcipatory. CRITICAL INSIGHT: Due to its central location, Lansing is known as the capital of Michigan and the home of MSU. It is also home to a surprising number of "creative class" citizens and a corresponding culture. BRAND STRATEGY: Make the connection between the center of the state and the center of creativity. RESULTS: "Lansing has been able to take ownership of an almost universal symbol for Michigan," said Kent Love, Vice President of Marketing for the Greater Lansing Convention and Visitors Bureau, "Our outlying cities, chambers and economic development offices are incorporating this powerful concept for their purposes." 0 No Text A beautiful view ...of life C� Michigan CHALLENGE: Hard working, hard partying town, resistant to change. The high - paying industrial jobs are gone and not coming back. Too many of Bay City's youth are leaving as well. Bay City is struggling through a time of transition. KEY INSIGHT: Water, affordable housing, an excellent entertainment product and a real sense of community made Bay City special and attractive to investors, residents and visitors. STRATEGY: Make the connection between the unique quality of life the Bay Area provides and the qualities in life that are often found missing in today's culture. NEW ■ ■ ■ No Text KEY CHALLENGE: Lemons to a lemonade stand. Henry County was one of the fastest growing counties in the state of Georgia. However, it suffered from a nega- tive association with South Atlanta. CRITICAL INSIGHT: Economic development prospects, visitors and residents spoke of a community that was laid-back and simple to navigate, unpretentious and easy to do business with. "I know I can pronounce everything on the menu in Henry County". - Anonymous visitor to Henry County BRAND STRATEGY: Tum Henry County's proximity to Atlanta from a negative "south side" perception into a positive "Comfortably South of Atlanta" perception by distinguishing it as a great place to live, work and play. RESULTS: "Comfortably South of Atlanta" has been adopted by tourism and economic development alike. Employment is up 11.59% in 2005. RevPAR is up 2.5% in 2005. K I • No Text 1. Understanding: Where the Brand has Been and Why This stage addresses the current brand positioning of the community. We invite vital organizations and leaders to share their perceptions to help coordinate activities to market the community as a whole. We evaluate the environment, community attitudes, current communications, and perceptions of target audiences and their influencers. • Communication, Research and Media Audit - Downtown Business Association - Downtown Development Authority - Convention and Visitors Bureau - Colorado State University - Chamber of Commerce - Cultural Resources Board - Arts Alive - Natural Resources - Community Foundation - Retailers - City of Fort Collins - Any pertinent private sector information available • Situation Analysis - Background Meetings - Situation Brief • Competition - Lodging Report - Competitive Economic Opportunity Analysis - Brand Message Assessment • Stakeholders/Community - Key Stakeholder Interviews - Stakeholder Focus Group - Vision Survey — Mail - Vision Survey — Online (community wide) - "Man on the Street" Intercept Interviews • Consumers - Inquiry Origin - Attraction Origin - Lodging Origin - Geo-demography (consumer profiling) Who, What and Where Reports o Visitors & Residents - Perception Study (Qualitative) o Visitors/Meeting Planners/Group Tour Leaders o Prospects/Site Selectors/Relocation Executives - Perception Study (Quantitative) o Visitors/Non-Visitor 4 NORTH A STAR CHALLENGE: Identity crisis. This charming Southern town was searching for its own essence ... as well as more visitors and investors. KEY INSIGHT: Interviews revealed an extremely value -conscious, family -oriented consumer who appreciates Southern hospitality. STRATEGY: Position Hattiesburg as a regional getaway offering family fun, a warm environment and economic value. Personify Hattiesburg through Hattie - a welcoming, maternal figure that provides both family and economic values. RESULTS: "North Star showed us the opportunities we were missing within the value -motivated market. They helped us hone in on our strengths and bring the Hattiesburg brand to life," said Rick Taylor, Director, Hattiesburg Convention and Visitors Bureau, "The City used "Hattie" in their pursuit of the All -American city destination - everyone loves it." Hattiesburg received the Shining Example Award from STS and the research in Action Award from TTRA. No Text KEY CHALLENGE: Shedding anonymity. How does a Southern port city boast- ing cultural diversity and attractions make a national name for itself? CRITICAL INSIGHT: Non -visitors to Mobile have no clear picture of the city. A significant number of those interviewed did not even know Mobile is located on the Gulf Coast. BRAND STRATEGY: Embrace the Bay by changing the name to "Mobile Bay" and positioning as a port city showcasing a paradox of cultures. RESULTS: RevPAR is up 42.6% in 2005. The CVB, Chamber of Commerce and local government have all adopted the Mobile Bay brand. The term "Baycation" has been trademarked. Mayor Mike Dow said "North Star got to the essence and the future of Mobile. Be on the lookout for Mobile Bay." 3 Q :D9 No Text Ilk AO f m ta11 The ��� can of Cave Camray 0 N%eswrtt Spirit TEXARKANA �mo voee Beta C O N Y JJJ Eggq' R S HOME Of THE GEORGIA INTERNATIONAL HORSE PARK d11 olumbus, GA CHAMBER OF COMMERCE What progress has preserved. G-o GETowN A KENTUCKY 'rRF.ASURE chandler A R I Z O N A where trips feel more like vacations. Georgia's Rome A short trip. A lasting impression &,))Ai,4 A beautiful view. of life 00 f Michigan BLACKEW s Beyond All Expectations. McKINNEY Uvt I Ae by MlAre. 1 fuowokU vw"r wbir,e. Offi✓s CafionS. (N✓s IN(iib,(." -Yarmouth Cape Cod. Within Reach. ADW MESQUITE T E X A S Real. Texas. Flavor. Vintage Texas rb4� f BfACHfS OF SOUTH WILTON NUB-BU6 COM . _ '.._ :. DI{��ereHl ANllude Seward.com +jGas� Srarrs�tere. —w ". ZNI ! GVNlnnett Caetvv Nan MA V1940r• ;Vf?iU ITSINE ON Of fIURIDR (011IN4 ;ATRIUM� O� THE HUMAN SPIRIT GRAND RIVERS \KENTUCKY 2. Insights: Where the Brand Should Be The goals for the community may involve a number of elements: gross receipts, business recruitment and retention, population, higher education matriculation, overnight guests, and bed -tax collected. Branding influences these goals by influencing expectations and affecting attitudes, thus affecting behavior and usage. The most successful brands establish an emotional — not simply an intellectual — connection. Our insights come from asking a number of thought -provoking questions. What emotional attachments can the brand hold? How does the brand fit into his or her lifestyle? It is from these insights that we determine the overall positioning of the brand. • Situation Brief • Blue Sky Meeting • Brand Strategy Presentation - Brand Essence (reason for being) - Brand Values (guiding principles) - Brand Truths (help deliver the promise) - Brand Promise (what can you provide that others cannot) - Brand Benefits (consumer appeal) - Brand Personality (tonality) - Brand Platform Statement Note: Here, we conduct a midpoint meeting to present all of the research findings as well as our recommended brand positioning based on those findings and request approval before proceeding. 5 NORTH,4 STAR 3. Imagination: What Will Get us There In this stage, we consider communication and initiatives that need to be created (or changed) to influence responses and behavior toward the brand. A number of brand - shaping issues often must be confronted: organizational structure, ownership, funding, synergy within the community, packaging, budget allocation, stakeholder participation, sponsorship association, co-operative efforts and, of course, advertising and promotion. Business -building ideas are generated. Positioning lines and logos are created and tested. Foundation creative is developed. • Brand concept development • Positioning line development and testing • Foundation creative - Logo development and guidelines: finished art - Marketing materials: conceptual development • Brand building ideas 4. Evaluation: How the Brand is Performing Evaluation yields new information which may lead to the beginning of a new planning cycle. Information may be gathered from concept pre -testing, campaign impact in the marketplace and tracking studies to measure a brand's performance over time. Ideally, two basic questions will be answered: have responses to the brand among target audiences changed in the way the Community BrandPrintTm intended? And have these changes resulted in action that will achieve the desired objectives of the brand? Turnkey or do-it-yourself programs are recommended depending on the needs of the community. • Recommended Measures of Accountability • Three Annual Branding Check -Ups • Geo-demography consumer profiling, Who, What, and Where reports (3 year update) Note: Here, we conduct a final presentation that delivers the creative product, brand -building ideas and recommended measures of accountability. 6 NORT ,4 STAR Vision Survey sent, received and entered Week 2 — 6 Inquiry Origin data sent and report mapped Week 2 — 5 Hoteliers collectingisending visitor record files Week 2 — 6 Competitive Economic Development Data Week 2 — 6 *Data compiled and mapped Week 6 *Geo-demography who, what and where reports Week 6 *Perception Study Week 4 — 6 *Understanding and Insights development Week 6 — 8 *Strategy Meeting Week 9 *Understanding and Insights presentation Week 10 Blue Sky Meeting Week I I Creative Brief Week I I Imagination and Evaluation development Week 12 — 21 Final report development Week 12 — 21 Brand concepts developed Week 12 Approval of brand concept Week 13 Creative concept executions Week 14 **Logo development Week 15 -16 Positioning line development and testing Week 16 - 17 Imagination and evaluation presentation Week 20 Projected Timeline Week 20 - 22 * = Time dependent upon how quickly visitor records come in from hoteliers ** = Dependent upon how quickly approval from client is received 7 NORTH STAB Don McEachern and David Bohan founded North Star Brand Strategies in 2000. Their venture combines Bohan's extensive background in tourism with McEachern's credentials in packaged goods branding. The combination is a powerful beacon for communities across the United States. Don McEachern CEO McEachern, North Star's CEO, has been building brands for more than 20 years. He has worked for multi -national ad agencies such as D'Arcy Masius Benton & Boles and Gold Greenless and Trott as well as nationally recognized creative shops that include Babbit & Reiman. McEachern's stamp is on packaged goods brands such as Goldkist, Suntory Bottle Water Group, Lanier Worldwide and Panasonic ... and his numerous awards include a national Effie for marketing effectiveness as well as a Clio for excellence in creativity. McEachern now concentrates his efforts leading communities through North Star's BrandPrint program. By combining research, strategy and creativity, communities not only discover their optimum brand positioning, but also how to best leverage their equity in that brand through initiatives and communications to positively influence visitors, residents and business. Through this process, McEachern has pulled together over 40 communities in 18 different states making North Star the recognized leader in Community Branding. 8 NORTH A STAB