HomeMy WebLinkAboutReg 2016-12-05 Item 4H - Agreement - Day Marketing Campaign (Branding) with Total Destination Marketing for $105,075COUNCIL AGENDA SYNOPSIS
nifials
Meeting Date Prepared b y Ya 4r is 4 1 , Council review
12/05/16 BM
ir
ITEM INFORMATION
Wyno
RIP
77
ISTAFF SPONSOR: B. MILES
I ORIGINAL AGENDA DATE: 12/5/16
AGENDA ITEM TITLE Authorize the Mayor to sign a contract with Total Destination Marketing.
CATEGORY ❑ Discussion
Mtg Date 0
Z Motion
Mt
,g Date 1215116
❑ Resolution
Mtg Date
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public` Hearing
Aft
,g Date
❑ Other
Mtg Date
SPONSOR ❑ Council Z Major ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ TS ❑ P&R ❑ Police ❑ PW1'
SPONSOR'S Staff is requesting the City Council authorize the Mayor to execute a consultant agreement
SUMMARY with Total Destination Marketing, not to exceed $105,075.00, for branding and marketing
services for the City's day marketing campaign for the Southcenter District. A majority of
the funding will come from lodging tax funds previously approved by the City Council and
Lodging Tax Advisory Committee.
REVIEWED BY El cow Mtg- ❑ CA&P Cmte Z F&S Cmte ❑ Transportation Cmte
❑ Utilities Crate ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: 11/22/16 COMMITTEE CHAIR: SEAL
RECOMMENDATIONS:
SPONSOR/ADMIN. Mayor's Office/Economic Development
COMMITTEE, Unanimous Approval; Forward to Consent Agenda
COST IMPACT/ FUND SOURCE
EXPENDrruiu.," REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$105,075.00 $105,075 $0.00
Fund Source: LODGING TAX FUNDS (101) FUND ($90,000), COMMUNICATIONS AND ECON. DEVELOPMENT ($15,075).
Comments:
MTG. DATE E
RECORD OF COUNCIL ACTION
12/5/16
MTG. DATE
ATTACHMENTS
12/5/16
Informational Memorandum, dated November 10, 2016
Draft Agreement
Minutes from the Finance and Safety Committee Meeting of 11/22/16
77
W.
City of Tukwila
Allan Ekberg, Mayor
TO: Finance and Safety
FROM: Brandon J. Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: November 10, 2016
SUBJECT: Consultant Agreement with Total Destination Marketing for Southcenter
Brand Strategy Development.
ISSUE
Staff is requesting the City Council authorize the Mayor to execute a consultant agreement with
Total Destination Marketing, not to exceed $105,075.00, for branding and marketing services for
the City's day marketing campaign for the Southcenter District.
BACKGROUND
In June of this year the City Council approved Economic Development's lodging tax funding
application for $90,000.00' to develop an initiative to promote the City to potential day visitors2.
The goal of the initiative is to:
1. Attract more customers to area businesses, thus increasing revenue to these
businesses;
2. Market the Southcenter area as a fun and exciting place and thus improve the
perception of the area and the City in Puget Sound.
DISCUSSION
The first step in the Southcenter Day Marketing Initiative is to contract with a qualified consultant
to help develop a comprehensive brand strategy. The brand strategy will be designed to focus
on day visitors to the Southcenter District, but will also benefit overnight guests staying at area
hotels.
It is important to note that a brand strategy is more than just a logo, brandmark, and tagline, but
includes the development and understanding of "who are we" with regards to attracting day
visitors to the Southcenter District. How can the City and our partners bring more people to this
neighborhood in the City? What message will resonate with potential customers to encourage
them to come to the Southcenter District? How can we improve the visitor experience?
After significant research, Economic Development staff selected Bill Baker, with Total
Destination Marketing out of Portland Oregon, to assist the City. Mr. Baker and his firm have
extensive experience in branding districts and cities. He is an industry leader in the field and
has worked with numerous cities throughout the globe. Staff research of Mr. Baker, which
included reading his book Destination Branding for Small Cities and contacting other cities he
has worked for, found him to be extremely qualified for the project.
' The use of lodging tax funds is limited by Washington State law to tourism promotion.
2 Prior to the City Council approving the funding request, the City's Lodging Tax Advisory Committee
recommended the funding be authorized at its May meeting. 79
INFORMATIONAL MEMO
Page 2
The following are some highlights of the brand strategy process that will be completed by
Mr. Baker and his team:
1. The completion of a quantitative research study on how the Southcenter District is
viewed by Puget Sound residents. The study will include surveys conducted in the
City of Seattle, Seattle Metropolitan area residents outside of Seattle, City of Tacoma,
City of Olympia, and City of Tukwila. Additionally, information will be obtained about the
Southcenter District's competitors.
A key outcome in the quantitative research study is the development of a net promoter
score (NPS). An NPS is a marketing tool used to track brand awareness and brand
loyalty. Examples of brands that have high NPS are Nike, Nordstrom, and Apple.
Examples of brands that have low NPS include Time Warner Cable and US Airways.
The City can use the NPS over time to track our branding and marketing efforts to see
if we are increasing the Southcenter District's reputation in the area.
2. Brand name research for the Southcenter District. What is the right name for the area
commonly referred to as Southcenter?
3. A review and analysis of the City and Southcenter District's digital reputation.
4. Development of a "Brand Style Guide" which includes graphics, expressions, and
language to be used in promoting the Southcenter area in various visual communication
avenues.
5. Development of a "Brand Action" report, which will include recommendations on how the
City can draw more people to the Southcenter District and improve the visitor
experience.
The development of the brand strategy also includes a significant amount of public outreach and
public participation:
1. As discussed above, Mr. Baker and his team, in collaboration with City staff, will develop
and employ a quantitative survey of Puget Sound residents.
2. The formation of a Brand Advisory Committee to assist in the development of the brand
strategy.
3. Interviews with key business, elected officials (Mayor and all City Councilmembers), and
community leaders.
4. An online survey for Tukwila residents, businesses, non - profit, and other community
members to obtain unfiltered opinions regarding the City of Tukwila and the Southcenter
District.
5. Conduct two focus groups.
6. Regular updates to the City Council.
The bulk of work approved with this consultant agreement is scheduled to be completed in the
summer of 2017.
80 DCouncil Agenda Itemsftyors Office0aker Contract, Finance and SafetyllnfoMemo, Baker Contract.doc
INFORMATIONAL MEMO
Page 3
FINANCIAL IMPACT
The total contract scope is not to exceed $105,075. The approved lodging tax application for
day marketing will contribute $90,000 to the project. The remaining $15,075 will come from
2016 budgeted funds for Communications and Economic Development.
RECOMMENDATION
Staff recommends the contract with Total Destination Marketing be placed on the December 5,
2016 consent agenda.
ATTACHMENTS
• Draft Consultant Agreement.
Z:\Council Agenda IternsWayor's OfficeMaker Contract, Finance and SafetyftfoMerno, Baker Contract.doc 81
m
City of Tukwila Contract Number:
• 6200 Southcenter Boulevard, Tukwila WA 98188
CONSULTANT AGREEMENT FOR
BRAND STRATEGY AND RESEARCH SERVICES
THIS AGREEMENT is entered into between the City of Tukwila, Washington, hereinafter
referred to as "the City ", and Total Destination Marketing, hereinafter referred to as "the
Consultant ", in consideration of the mutual benefits, terms, and conditions hereinafter specified.
1. Project Designation. The Consultant is retained by the City to perform branding,
marketing, surveying, and other professional services in connection with the project titled
"Southcenter Brand Strategy and Brand Development ".
2. Scope of Services. The Consultant agrees to perform the services, identified on Exhibit "A"
attached hereto, including the provision of all labor, materials, travel, equipment and
supplies.
3. Duration of Agreement; Time for Performance. This Agreement shall be in full force and
effect for a period commencing upon execution and ending December 31, 2018 unless
sooner terminated under the provisions hereinafter specified. Work under this Agreement
shall commence upon written notice by the City to the Consultant to proceed. The
Consultant shall perform all services and provide all work product outlined in Exhibit "A" no
later than December 31, 2017 unless an extension of such time is granted in writing by the
City.
4. Payment. The Consultant shall be paid by the City for completed work and for services
rendered under this Agreement as follows:
A. Payment for the work provided by the Consultant shall be made as provided on Exhibit
"B" attached hereto, provided that the total amount of payment to the Consultant shall
not exceed $105,075.00 without express written modification of the Agreement signed
by the City.
B. The Consultant may submit vouchers to the City as outlined in Exhibit "B ". Such
vouchers will be checked by the City and, upon approval thereof, payment shall be
made to the Consultant in the amount approved.
C. Final payment of any balance due the Consultant of the total contract price earned will
be made promptly upon its ascertainment and verification by the City after the
completion of the work under this Agreement and its acceptance by the City.
D. Payment as provided in this section shall be full compensation for work performed,
services rendered, and for all materials, supplies, equipment and incidentals necessary
to complete the work.
E. The Consultant's records and accounts pertaining to this Agreement are to be kept
available for inspection by representatives of the City and the state of Washington for a
period of three (3) years after final payments. Copies shall be made available upon
request.
MW
5. Ownership and Use of Documents. All documents, drawings, specifications and other
materials produced by the Consultant in connection with the services rendered under this
Agreement shall be the property of the City whether the project for which they are made is
executed or not. The Consultant shall be permitted to retain copies, including reproducible
copies, of drawings and specifications for information, reference and use in connection with
the Consultant's endeavors. The Consultant shall not be responsible for any use of the said
documents, drawings, specifications or other materials by the City on any project other than
the project specified in this Agreement.
6. Compliance with Laws. The Consultant shall, in performing the services contemplated by
this Agreement, faithfully observe and comply with all federal, state, and local laws,
ordinances and regulations, applicable to the services rendered under this Agreement.
7. Indemnification. The Consultant shall defend, indemnify and hold the City, its officers,
officials, employees and volunteers harmless from any and all claims, injuries, damages,
losses or suits including attorney fees, arising out of or resulting from the acts, errors or
omissions of the Consultant in performance of this Agreement, except for injuries and
damages caused by the sole negligence of the City.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or
damages to property caused by or resulting from the concurrent negligence of the
Consultant and the City, its officers, officials, employees, and volunteers, the Consultant's
liability hereunder shall be only to the extent of the Consultant's negligence. It is further
specifically and expressly understood that the indemnification provided herein constitutes the
Consultant's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the
purposes of this indemnification. This waiver has been mutually negotiated by the parties.
The provisions of this section shall survive the expiration or termination of this Agreement.
8. Insurance. The Consultant shall procure and maintain for the duration of the Agreement,
insurance against claims for injuries to persons or damage to property which may arise from
or in connection with the performance of the work hereunder by the Consultant, its agents,
representatives, or employees. Consultant's maintenance of insurance as required by the
agreement shall not be construed to limit the liability of the Consultant to the coverage
provided by such insurance, or otherwise limit the City's recourse to any remedy available at
law or in equity.
A. Minimum Amounts and Scope of Insurance. Consultant shall obtain insurance of the
types and with the limits described below:
CA revised : 1 -2013
Fir,
1. Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $1,000,000 per accident. Automobile Liability
insurance shall cover all owned, non - owned, hired and leased vehicles.
Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a
substitute form providing equivalent liability coverage. If necessary, the policy
shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance with limits no less than $1,000,000 each
occurrence, $2,000,000 general aggregate. Commercial General Liability
insurance shall be written on ISO occurrence form CG 00 01 and shall cover
liability arising from premises, operations, independent contractors and personal
injury and advertising injury. The City shall be named as an insured under the
Consultant's Commercial General Liability insurance policy with respect to the
work performed for the City.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of
the State of Washington.
Page 2
4. Professional Liability with limits no less than $1,000,000 per claim and
$1,000,000 policy aggregate limit. Professional Liability insurance shall be
appropriate to the Consultant's profession.
B. Other Insurance Provision. The Consultant's Automobile Liability and Commercial
General Liability insurance policies are to contain, or be endorsed to contain that they
shall be primary insurance with respect to the City. Any Insurance, self- insurance, or
insurance pool coverage maintained by the City shall be excess of the Consultant's
insurance and shall not be contributed or combined with it.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M.
Best rating of not less than A:VII.
D. Verification of Coverage. Consultant shall furnish the City with original certificates and
a copy of the amendatory endorsements, including but not necessarily limited to the
additional insured endorsement, evidencing the insurance requirements of the
Consultant before commencement of the work. Certificates of coverage and
endorsements as required by this section shall be delivered to the City within fifteen (15)
days of execution of this Agreement.
E. Notice of Cancellation. The Consultant shall provide the City with written notice of any
policy cancellation, within two business days of their receipt of such notice.
F. Failure to Maintain Insurance. Failure on the part of the Consultant to maintain the
insurance as required shall constitute a material breach of contract, upon which the City
may, after giving five business days notice to the Consultant to correct the breach,
immediately terminate the contract or, at its discretion, procure or renew such insurance
and pay any and all premiums in connection therewith, with any sums so expended to be
repaid to the City on demand, or at the sole discretion of the City, offset against funds
due the Consultant from the City.
9. Independent Contractor. The Consultant and the City agree that the Consultant is an
independent contractor with respect to the services provided pursuant to this Agreement.
Nothing in this Agreement shall be considered to create the relationship of employer and
employee between the parties hereto. Neither the Consultant nor any employee of the
Consultant shall be entitled to any benefits accorded City employees by virtue of the services
provided under this Agreement. The City shall not be responsible for withholding or
otherwise deducting federal income tax or social security or for contributing to the state
industrial insurance program, otherwise assuming the duties of an employer with respect to
the Consultant, or any employee of the Consultant.
10. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or
retained any company or person, other than a bonafide employee working solely for the
Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any
company or person, other than a bonafide employee working solely for the Consultant, any
fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent
upon or resulting from the award or making of this contract. For breach or violation of this
warrant, the City shall have the right to annul this contract without liability, or in its discretion
to deduct from the contract price or consideration, or otherwise recover, the full amount of
such fee, commission, percentage, brokerage fee, gift, or contingent fee.
11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under
this Agreement, will not discriminate on the grounds of race, religion, creed, color, national
origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political
affiliation or the presence of any disability in the selection and retention of employees or
procurement of materials or supplies.
CA revised : 1 -2013
Page 3
+.
12. Assignment. The Consultant shall not sublet or assign any of the services covered by this
Agreement without the express written consent of the City.
13. Non - Waiver. Waiver by the City of any provision of this Agreement or any time limitation
provided for in this Agreement shall not constitute a waiver of any other provision.
14. Termination.
A. The City reserves the right to terminate this Agreement at any time by giving ten (10)
days written notice to the Consultant.
B. In the event of the death of a member, partner or officer of the Consultant, or any of its
supervisory personnel assigned to the project, the surviving members of the Consultant
hereby agree to complete the work under the terms of this Agreement, if requested to
do so by the City. This section shall not be a bar to renegotiations of this Agreement
between surviving members of the Consultant and the City, if the City so chooses.
15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be subject to, and the
Consultant shall at all times comply with, all applicable federal, state and local laws,
regulations, and rules, including the provisions of the City of Tukwila Municipal Code and
ordinances of the City of Tukwila. In the event any suit, arbitration, or other proceeding is
instituted to enforce any term of this Agreement, the parties specifically understand and
agree that venue shall be properly laid in King County, Washington. The prevailing party in
any such action shall be entitled to its attorney's fees and costs of suit. Venue for any action
arising from or related to this Agreement shall be exclusively in King County Superior Court.
16. Severability and Survival. If any term, condition or provision of this Agreement is declared
void or unenforceable or limited in its application or effect, such event shall not affect any
other provisions hereof and all other provisions shall remain fully enforceable. The
provisions of this Agreement, which by their sense and context are reasonably intended to
survive the completion, expiration or cancellation of this Agreement, shall survive termination
of this Agreement.
17. Notices. Notices to the City of Tukwila shall be sent to the following address:
City Clerk
City of Tukwila
6200 Southcenter Boulevard
Tukwila, WA 98188
Notices to Consultant shall be sent to the following address:
Bill Baker
Total Destination Marketing
2021 SW 86th Ave.
Tualatin, OR 97062
(503) 592 -4603
18. Entire Agreement; Modification. This Agreement, together with attachments or addenda,
represents the entire and integrated Agreement between the City and the Consultant and
supersedes all prior negotiations, representations, or agreements written or oral. No
amendment or modification of this Agreement shall be of any force or effect unless it is in
writing and signed by the parties.
CA revised : 1 -2013
i •
DATED this
CITY OF TUKWILA
Allan Ekberg, Mayor
Attest/Authenticated:
City Clerk, Christy O'Flaherty
CA revised : 1-2013
day of
,20
CONSULTANT
By:
Printed Name:
Title:
Approved as to Form:
Office of the City Attorney
Page 5
RYA
r-I on
Exhibit "A"
SOUTHCENTER DISTRICT BRAND IMAGE
PROPOSAL
CONTENTS
Introduction................ ............................... ....................
4
Project Deliverables Summary ......................... ...............................
5
Our Process ..... ............................... ......................... ....
6
OurTeam ............ ............................... ... .........................
16
Experience and References ............................. ...............................
18
Budget... ............................... ... ........ ........................
19
Project Schedule ........................................... ...............................
21
OurNeeds ................................................... ...............................
21
Appendices............. .... ............ ...............................
zz
CONTACT
Bill Baker, Team Leader
Total Destination Marketing
20212 SW 86th Ave.
Tualatin, OR 97o62
Phone: (503) 692-4603
Email: bilIb@DestinationBranding.com
Website: Destination Branding.com
Southcenter District Brand Image Proposal
INTRODUCTION
It is with great pleasure that Total Destination Marketing (TDM) presents this proposal to conduct
research to develop a comprehensive brand strategy for the Southcenter District of the City of
Tukwila. The brand strategy will be designed to focus on day visitors to the district and will be
developed to be in alignment with the Southcenter Districts various partners and stakeholders.
on the following pages outline our methodology for conducting research and defining the most
potent brand strategy for the city. Critical to our consultative approach will be the provision of
opportunities for residents, elected officials, and key stakeholders to participate in the process.
We have assisted hundreds of destinations: cities, regions, states and nations to address complex
marketing and branding issues. This work has led us to know what works, what doesn't, and what
gets the best results from research, and brand communications across traditional and digital media.
We will bring this experience into play in the Southcenter District. Importantly, we will follow our
proven 7A Destination Branding System which consistently delivers breakthrough results for places
of all sizes.
I am sure that you will find the 7A process energizing, educational, and a great unifying force for the
Southcenter District of the City.
Southcenter District Brand Image Proposal z
PROJECT DELIVERABLES SUMMARY
The Southcenter District Brand Blueprint and Style Guide set the directions for unifying stakeholders,
using one look, one voice, signature experience themes, images and messages to gain increased
effectiveness and efficiencies from the City's tourism marketing investments. The deliverables are:
KEY DOCUMENTS
➢ Tukwila City Image Research: This comprehensive report summarizes the results of the
research conducted to benchmark the image of Tukwila as a place to visit, live, work.
The final report will provide aggregate responses of all respondents in the Seattle- Tacoma Metro
Area (including Seattle, Tacoma, and suburbs). The data will also be divided into individual areas,
including Seattle, Tacoma, and suburban tracts, based on the residence of the respondent.
Analysis will also include data about where the individuals work. Olympia data, if included in the
study, will be presented in the same format, but not combined with the Seattle- Tacoma Metro
area data. This study will be the subject of an in- person presentation to the City of Tukwila
separate to the brand strategy meetings.
Benefits: The City can ascertain the competitive strength of some of Southcenter and Tukwila's key
attributes and monitor their performance and perceptions over time.
➢ Research Fieldwork Report: This is a detailed summary of the qualitative and quantitative
research findings conducted on behalf of Tukwila including the external perceptions study,
community online survey, stakeholder interviews, external interviews and stakeholder
workshops.
Benefits: These provide important data and detailed perspectives which will inform the creativity
and analysis required to define the brand strategy.
➢ Brand Action Blueprint: This 5o -page practical manual outlines the brand rationale,
communications, marketing, management, and experience delivery checklists. The Brand
Blueprint will provide the tools for improved targeting, pin point positioning, and the
communications and designs to resonate with target audiences. This includes an Action Plan
prescribing the major activities for implementing the brand in first 30/90 days to 3 years.
Benefits: The brand will be utilized accurately and creatively in strategies, marketing
communications and experience development programs.
➢ Brand Style Guide: These comprehensive standards provide rules and advice for graphic
expressions, language, tone of voice, style and personality.
Benefits: The style guide is the best way to ensure brand sustainability through consistent and
correct use of the brand no matter who is projecting it.
SERVICES
➢ 7A Branding System: In Tukwila, for the Southcenter District, we will follow our time - tested 7A
Destination Branding System to provide the framework for the assignment. This proven and
acclaimed process builds the brand from the inside out by engaging key stakeholders and
partners throughout while researching Southcenter's competitive place in key markets.
Benefits: The 7A's enables us to capture the `heart & soul' of the city, and ensures that solutions are
grounded in operating realities, market situations and community values.
Southcenter District Brand Image Proposal
➢ Outreach: Essential to our approach is active collaboration and consultation with multiple,
diverse local stakeholders and opinion leaders. This will occur through face -to -face interviews,
workshops, an online community survey, a Brand Advisory Committee to oversee brand
development and a project website to provide a readily available resource to inform residents
about the project and enable them to communicate with us.
Benefits: We have found that consultation is extremely valuable in clearing the way for long term
support for the brand. This enables us to capture resident and partner values, opinions and goals.
Most of our clients experience unexpected bonuses such as renewed support, revitalized
relationships, and a rekindled sense of purpose. Importantly, it establishes the sponsoring
organization as an important community leader and positive future - focused: force.
➢ Brand Coaching: We propose conducting regular coaching sessions to show how to use the
brand and learn the keys to success, pitfalls to avoid, and how to use the brand strategy as a
strategic management tool. The TDM team is available for twelve months to provide advice on
the implementation of specific brand elements.
Benefits: This will ensure that staff and key partners are able to creatively, consistently and
accurately lead and deploy the brand.
➢ Research: We will conduct at least twelve research studies. As seasoned place marketers, we
adopt a pragmatic approach that is a blend of community planning, the research and analytical
techniques used in tourism marketing and brand planning principles learned from working with
some of the world's leading destinations. The research studies will include:
• Marketing communications review • External influencer interviews
• Community online survey • Interviews
• Competitor research ■ Online reputation review
• Consumer perceptions research ■ Tagline and brandmark research
• Desk research — past reports, studies etc ■ Visitor readiness review
• Destination assessment ■ Workshops
• Destination name research ■ City image perceptions
Benefits: These studies provide insights to determine the most advantageous way to position
Southcenter in the environment in which Southcenter has to excel and which of your assets are
most compelling and distinctive.
➢ Destination Name Research: Identify places in the Southcenter District that are attractive and
recognizable as destinations in their own right and can form viable companion brands.
Recommend names that resonate with consumers and residents to optimize performance with
visitors.
Benefits: Consistent use of strong, relevant destination names will make the locations easily
identifiable, increase visitation and aid the development of complementary brands.
INTANGIBLES
➢ Positioning: Following analysis of the research conducted for Tukwila we define three strong
brand positioning concepts that capture the Southcenter District's competitive identity. These
will be presented to the Brand Advisory Committee to select the most potent and appropriate.
Southcenter District Brand Image Proposal
Benefits: Competitive positioning is at the heart of effective marketing because it enables the city
stands apart from other choices in ways that are valued by customers. It ensures that marketing
messages are relevant and resonate with target consumers.
➢ Brand Platform: We identify the nucleus or engine of the brand and outline the Southcenter
District's competitive edge, what the city believes it is, how it makes customers feel, and what
makes it distinctive and gives it personality. These will be crystallized from the interviews,
workshops, research and the analysis and filtering conducted with the Brand Advisory
Committee.
Benefits: The brand platform is the foundation on which the Destination Promise and all future
brand designs, actions and experiences will be based.
➢ Destination Promise: We create a concise statement to capture the essence of the Brand
Platform and guide everything Tukwila will do to communicate and deliver the Southcenter
District's brand. It's a unique blend of physical, intangible and emotional benefits which clearly
differentiate Tukwila from other choices.
Benefits: This is the beacon that will guide all aspects o of how Tukwila presents the Southcenter
District, how it organizes and unifies brand behavior to deploy the brand.
➢ Brand Designs: We design the visual identity system to capture and dramatize Southcenter's
personality and Promise. This includes distinctive and expressive brandmark options, logotype,
fonts, color palette, and image guidelines to articulate the brand. it is supported by examples for
using design applications in brochures, websites, advertising, merchandise, wayfinding and
gateway signage, smart phone apps, and even street banners.
Benefits: These designs subconsciously influence consumers' feelings toward Tukwila to shape
how it is recognized, remembered and respected.
➢ Brand Language: The verbal identity includes brand messages, tagline, key words, brand stories
and copy style.
Benefits: This ensures that we translate the brand in into language that will fine -tune the brand in
a compelling manner and resonate with specific target audiences.
➢ Brand Experience Delivery: What are the improvements required to optimize the brand and
achieve the brand vision? Are there infrastructure, services, products and experiences that need
attention? Are there rules, policies, guidelines or regulations that need attention, modification
and enforcement?
Benefits: These actions assist in aligning the city's promise with what visitors actually experience,
and in turn lead to increased satisfaction and positive social media.
➢ Marketing Communications: Demonstrate and discuss how Tukwila can leverage the
Southcenter District's brand in a range of media and communications channels and how the
actions can be considered in developing the marketing plan.
Benefits: Considering how to embed the brand in marketing programs will improve the
effectiveness and efficiency of marketing activities.
Southcenter District Brand Image Proposal
Is] ' • • '
STEP is ASSESSMENT
This is one of the most important phases because it provides the knowledge for all analysis and
creativity that follows. We begin by reviewing and analyzing the world in which the Tukwila brand
must excel.
A. Project Commencement
• Scoping Meeting: Fine -tune the process and individual components with City executives
• Brand Advisory Committee (BAC): We encourage the appointment of a small Brand Advisory
Committee, comprising 8 -12 members, representing a cross section of Government, community
and business organizations. We will assist in the selection of a BAC to act a sounding board for
the TDM team. The BAC will possibly meet four times for approximately z hours per meeting to
provide insights, feedback, understand the brand and empower them to become brand
champions for the eventual brand launch and deployment.
• Target Audiences: Confirm the target audiences for researching the Southcenter District brand.
B. Research
• Data Review: Access relevant past research, surveys and reports to identify trends, campaigns,
past performance, competitors,_ seasonality patterns, opportunities and issues;
• Communications Review: Review the content of current and past Tukwila and Southcenter
regional marketing, well as the levels of integration across organizations and media;
• Digital Reputation: A general examination of Tukwila /Southcenter's profile and reputation on
blogs, media, review sites, social media, and relevant websites;
• Tukwila Community Survey: Capture the unfiltered attitudes, perceptions and opinions of
Tukwila residents, business, non - profit partners and stakeholders through an online survey. This
is confidential and designed to make it easier for all constituents to participate. The survey will
complement the City Image Study. Importantly, this poll will be comprised of many open -ended
questions to provide the greatest freedom possible to express opinions in regard to:
- Competitive strengths (and weaknesses)
- Their level of advocacy for the city as a place to visit, meet, live and do business
- Opinions and attitudes toward tourism and day visitors
- Suggested improvements to Tukwila experiences and marketing
- Tukwila infrastructure, facilities and service enhancements needed;
■ Tukwila Interviews (Approx. 35): Face -to -face and phone interviews with key business, elected
officials, City, community and opinion leaders;
Southcenter District Brand Image Proposal
■ External Influencers (Approx. 10-15): Phone interviews with individuals outside Tukwila such as
regional tourism officials, SSRTA, media /blogs, meeting planners, Seattle tour operators, and
sports event organizers;
■ Competitor Research: Create profiles of 3 -4 competitor cities /locations /Districts using inputs
collected during the research studies (Possible competitors include Downtown Seattle,
Downtown Bellevue, the Renton Landing, Kent Commons, and Downtown Tacoma);
• Community / Partner Workshops: Conduct two focus group sessions for a mix of stakeholders,
City staff and partners to participate in z hour workshops with 12-15 invited participants in each;
• Brand Vision Workshop: In conjunction with the first Brand Advisory Committee meeting we will
facilitate a brand visioning session for BAC members. We will capture their insights, aspirations
for the project, and advice relevant to the process;
• Consumer Perceptions Study: Qualitative and quantitative research to be conducted online with
panels within the Greater Seattle region. The specifics of this panel will be finalized after
discussions with City staff. The survey will aim to generate at least 1,200 completed surveys.
Note: This research will be conducted in conjunction with the City Image Study.
Purpose: The purpose of this study is to gain prospective target customer insights to assist in
formulating Tukwila's competitive positioning and brand promise. This study will gain insights in
regard to:
- Perceptions of Southcenter District and three competitors as a'place and as a place to visit
- Top of mind awareness of the Southcenter District
- Awareness and attractiveness of specific Southcenter District features and attributes
- Assess competitiveness of Tukwila to specific features and attributes
- Differences in perceptions between past visitors and non - visitors
- Rating of attractiveness of the Southcenter District as a place to visit
■ Tukwila Image Benchmark Study: Qualitative and quantitative research to be conducted via
telephone interviews and online surveys. Interviews will include a sample of Tukwila, Tacoma and
Seattle Metro residents. The specifics of this sample will be finalized after discussions with the
City. Importantly, the design of this scientific survey will enable the use of results as a baseline to
monitor the city's image and progress over the coming years.
Where appropriate, responses will be calibrated with the results from the Knight Foundation
Soul of the Community 2010 report to provide comparisons on the basis of national performance
relative to specific features and issues. The questions to be included in the study are likely to
address the following issues:
• Top of mind perceptions of Tukwila (and 2 -3 other cities) on the basis of a variety of criteria
• Rating of Tukwila
a place with a positive image
a place to live (net promoter score ?)
Southcenter District Brand Image Proposal
a place to visit (net promoter score!
a place to feel safe / personal experience ortold
a place that is tolerant and welcoming / personal experience ortold
a place to find affordable housing
- a place with good public schools
a good place bn meet people and make friends
a good place for families to live
- a good place for young professionals tnlive �l
- a good place for seniors tolive
a good place for shopping / dining /entertainment / sporting events
a place to experience Seattle
people care about each other `
�� ^
- availability of arts and cultural opportunities
availability of social community events
^ �
- parks playgrounds, trails, gathering places
�^�
appearance �
and physical upkeep
good signage and wayfincling systems
• Visited Tukwila/Southcenter during past year?
• Personal experiences in Tukwila have been positive?
• By way people talk, what kind of experience would you expect in Tukwila?
• Demographics (Age, sex, location, income, education)
Purpose: in addition to benchmarking the image of the city, responses will be calibrated with the
results from the Knight Foundation Soul of the Community 2010 report to provide performance
comparisons on the basis of national results relative to specific community features and issues.
Brand Name Research: Assess the appropriateness of the destination name "Southcenter" and
possible alternatives. To achieve this, we will establish name selection criteria and conduct
stakeholder online research to assess opinions to naming options and preferences, provide open-
ended questions to enable comprehensive feedback (note this survey will be conducted
simultaneously with the community survey). Also include naming questions in interviews and
City Image Research Presentation:
This meeting will provide an intensive review and discussion of the findings of the City Image
Research. The meeting will also consider implications of the research on the development of
Tukwila's brand strategy.
C. On the Ground
Southcenter District Brand Image Proposal
■ Destination Assessment: It is critical that visitor experiences fulfill Southcenter's Brand Promise.
Team members will plan, drive and walk unaided to experience what Tukwila has to offer a first -
time visitor. We will:
- Assess elements that make for a great sense of place and compelling visitor destination,
- Prioritize definable links, trails, districts and experience clusters,
- Locate points where critical encounters and key touchpoints influence Tukwila visitor
experiences, including pre- visit,
- Identify gaps and opportunities in gateways, wayfinding, infrastructure, linkages,
experiences and customer service,
- Are there rules, policies, guidelines or regulations that may need attention?
BRAND ADVISORY COMMITTEE MEETING (BAC) #t: BRAND VISIONING (During Visit i)
The first BAC meeting will set the scene for the brand journey. This meeting may include staff and
community leaders, if desired. Importantly, participants will be in a position to understand the
process and likely outcomes, what place branding will and will not do, and be ready to take
ownership and champion the new brand.
It will feature:
• An introduction to place branding,
• Overview of the Southcenter branding process,
• A Brand Visioning Workshop to gain insights, advice and opinions from participants,
• A discussion of research findings to date,
• A discussion of possible positioning considerations — and realities.
Note: Shaded sections in this proposal indicate meetings/presentations/ seminars.
STAFF BRAND MANAGEMENT MEETING #t:
This is the first of four meetings for key staff who will be responsible for the brand. The meeting will
provide an introduction to place branding, the branding process, positioning Southcenter, the keys
to success, and the pitfalls to avoid, and critical factors for success. We will also consider how place
branding is different and what this means for Tukwila.
STEP 2: ANALYSIS
The information and insights gained in Step One provide a strong foundation and realistic context to
decide Tukwila's positioning, strategic brand priorities and directions.
A. Analyze Findings
• City Image Report: This comprehensive report will provide segmented analysis of the research
findings for each major geographical area included in the study.
• Research Fieldwork Report: Create, analyze and distribute a detailed summary of all research
findings to date for BAC members. It will contain the findings and data from the studies and
activities in Step One. This summarizes findings from research, interviews and workshops
Southcenter District Brand Image Proposal 9
(confidentiality Destination Assessment, and discussion points in regard to target
audiences and key strategy considerations;
0 Target Audiences: Confirm the Southcenter District's target markets relevant to the brand;
Critical Dispersal Issues: Identify issues critical tospreading visitor benefits throughout the city
�
Brand Influencers: Identify the leading drivers, channels and influencers that are affecting
positive and negative perceptions of Tukwila;
• Signature Experience Themes: Identify the experience themes to form the Brand Pillars.
• SWOT Analysis: Conduct strengths, weaknesses, opportunity and threat assessments to aid in
assessing the city's strength and competitiveness, as well as areas for improvement;
• Critical Issues: Identify issues that directly relate to enhancing the Brand of Southcenter;
• Communications: in general terms identify the types of messages that may be required to
influence the Tukwila brand among key audiences through critical channels at specific times.
B. Positioning
• Points of Difference: Identify the points of difference that enable Tukwila to be clearly and
meaningfully differentiated from competitors;
• Positioning: Identify several competitive brand positioning options to be considered by the BAC;
• Brand Concepts: Select three different Tukwila brand directions for presentation to the BAC and
then together choose the most potent to shape the Tukwila brand.
'
The focus of this meeting will be to review the outcomes and findings from all of the research
conducted during the Assessment phase. We will discuss critical issues arising from the research and
seek feedback and comments from BAC members. Following a recap and discussion of the
Fieldwork Research Reports and critical issues, we:
• Review proposed SWOT outlines
• Outline three brand concepts that provide distinctive positioning options
• Decide the most potent brand positioning option
• Consider tagline options, if appropriate
• Discuss the proposed Brand Platform and Brand Promise
Following this meeting we will complete the Brand Platform, create the visual and verbal identity.
STAFF BRAND MANAGEMENT MEETING #a:
We examine how Tukwila can develop the most potent positioning, Brand Platform and Brand
Promise and how these important brand elements will shape the brand. We will take a critical
microscope to examine the Southcenter District's competitive strengths, experiences and services to
Southcenter District Brand Image Proposal 10
identify opportunities andgaps. Together vve will consider positioning options and create key
messages, content priorities, communications matrix and core identity themes.
511-07 "ist,09=1i
Fo|lowingEAC #2 we finalize the Brand Platform which is the nucleus or engine of the brand.
• Target Audiences: Who are the target audiences that the brand must influence?
• Brand Strengths: What are the points nf difference that support th brand?
• Emotional Benefits: What feelings do you want customers to gain from their visit?
• Brand Essence: What is the DNA of the brand?
'
• Brand brand?
• Brand Personality: What is the character n1 Tukwila brand asa destination?
�~
�.'�
• Brand Reasons bm Believe: VVhatis the proof th brand dainnsare cnedb| deliverable?
• Brand Stories: What are the stories that can add meaning and �value to the brand?
/�
D. Southcenter's Brand Promise
We finalize a compelling statement that encompasses the Brand Platform and positioning to express
the distinctive value and benefits that the Southcenter District's offers. This will be the beacon to
rally partners and guide future Tukwila marketing, communications and product development.
STEP 3: ALIGNMENT
It is important to have consistency and alignment across the many messages and experiences
emanating from Tukwila and its partners, including Seattle Southside, Westfield Southcenter and
Visit Seattle.
in conjunction with your staff and the BAC, we will consider:
- Who are the current and potential brand messengers, both internally and externally?
- Who are the most influential partners with key audiences (positive and negative)?
|s the proposed brand likely tnbein harmony with partners hn meaningful and appropriate vvays!
- Can the proposed brand be leveraged with prominent local, regional and State brands?
Does the proposed brand provide ondrna| opportunities for new business, product development
and the expansion of current strengths?
Can the brand work effectively across tourism, cultural and economic development and
community lifestyle marketing if required?
STEP 4: ARTICULATE
Our focus moves to the design of the visual and verbal identity systems to articulate the brand.
A. Designing the Verbal Identity
Southcenter District Brand Image Proposal 11
• Tagline: A series Of 3-4 distinctive iaglines will be created for the EAC and City to consider, if
appropriate;
• Brand Language**: Craft enticing key words and phrases to resonate with individual target
audiences e,g, family getaways, shopping/ etc;
• SEO**: Provide guidelines and recommendations for Search Engine Optimization to be included
in the marketing plan, including use of key words and phrases across multiple digital platforms;
• Brand Names: Confirm the city's destination brand names and their hierarchy.
** These elements will be developed in collaboration with City staff.
^ |�
B. Designing the Visual Identity
-
We now design the attractive and distinctive visual identity�..
^ `
• 8randnlark: Create several bnandnnark designs for BAC and City to select the most appropriate
for city marketing;
• Typography: Design the suite of expressive fonts;
• Colors: Create a color pallet to bring personality and emotion to Tukwila designs,
• Identity Research (Optional): After passing our rigid internal standards, we will use the TDM
Global Test Panel to review and seek comments on the brandmark and tagline alternatives. This
panel comprises 7o-8o discerning, frequent travelers and place marketing experts from around
the world. Their rankings and comments help to view the designs in a broader perspective and to
fine tune as necessary (See page 19);
� ..
• Design Concepts: look in a variety of
marketing, create visual mock-ups that may
include marketing materials, displays, -- ole ise and vvavfinding, signage.
We finalize the Brand Platform, then consider the verbal and visual identity options, and how the
brand should be adapted for each target audience. This will involve:
- Finalize Destination Promise and Brand Platform
- Fine-tune the selected brand positioning concept
- Discuss the communications matrix to connect with specific target audiences
- Provide identity designs including a series of distinctive brandmark and tagline options
- Finalize visual identity and tagline
- Key messages
- Seek input relevant to critical touchpoints and brand experience delivery
- Consideration of the issues related to the Brand Alignment in Step 3.
STAFF BRAND MANAGEMENT MEETING #3:
Southcenter District Brand Image Proposal
12
Examine techniques for deploying the visual and verbal identity, then how to use them through
traditional and digital media, as well as marketing, collateral and environmental applications. We
then consider how to deliver outstanding brand experiences through Tukwila brand touchpoints,
product development, and outreach programs.
STEP 5: ACTIVATION
A. Communicating the Brand
• Brand Com ications&8atrb** Comprised of th key words, phrases, images, benefits and
strengths, brand stories that should be used when communicating with possibly key target
• Brand |nnages^^: Suggestions for high quality photography and video Tukwila brand
communications.
• Content Marketing **: To integrate communications most effectively across all platforms, we
will .' establish guidelines for .gand delivering content _--that attracts,
engages, and drives preferences among Tukwila target audiences.
`.,
• Target Personas ^^ We will consult research and work with City staff and partners to create
portraits of target audiences that describe s.
• Marketing Recommendations": We will provide a variety of marketing plan elements arising
from research, consultation and brand communications techniques to be considered in
developing the City's marketing plan. These will include descriptions, approximate budget,
timing and rationale.
• Brand Management vvepnovmeao and cnccm/stsonu the most c//ccuveuse v/
-
the brand inmarketing applications, management cf the brand and suggested inclusions inthe
marketing plan.
These elements will be developed in collaboration with City staff.
`
B. Brand Experience Design -
� late points where positive encounters with the brand may be
presented or points where there may be opportunities to improve or develop visitor experiences
and the sense of place. City and partners must match product and experience delivery with the
Tukwila Brand Promise. Where can enhancements be made to optimize the brand? Are there
infrastructure, services, products and experiences that need attention? Are there relationships,
rules, policies, guidelines or regulations that need attention, modification or enforcement?
** These elements will bedeveloped in collaboration with City staff.
STEP 6: ADOPTION
Great brands are great because they have people who will champion theircause.Thevarethe
internal and external sparks for the development of the brand. True success will only come when
leaders, staff, partners and stakeholders are united, motivated, completely understand the brand,
Southcenter District Brand Image Proposal 13
and know their roles in using it. Ideally, a partnership of key stakeholders is needed to energize,
activate and provide leadership for the strategy.
- Together we determine the specific goals, messages, and actions needed to encourage adoption
and use of the brand across the city by specific groups and individuals.
- Guidance on how to select and manage brand ambassadors and spokespersons.
- Provide advice and tips on a smooth rollout and launch.
- Are new partnerships and relationships needed?
STEP 7: ACTION
A. Brand Blueprint
This practical manual outlines how the brand should be communicated, managed, and monitored to
ensure its long term sustainability. Importantly, it will demonstrate how to embed the brand in
strategies, marketing and product development programs. It includes:
- Target Audiences: The audiences with whom the brand must resonate,
- Brand Platform: Foundation of the brand and rationale includes key attributes, emotional
benefits, brand personality,
- Brand Promise: A concise statement of the city's distinctive; positioning, value and benefits,
- Brand Pillars: The clusters of product and signature experience themes that underpin the brand,
- Verbal Identity: The key words and phrases to verbally express the brand,
- Visual Identity: The brandmark and graphic assets to visually express the brand,
- Communications Matrix: Customized elements to fine -tune the brand to resonate with specific
target audiences,
- Design Guidelines: Demonstrates the correct (and incorrect) use of the visual identity system,
- Brand Management: Checklists and advice to aid the deployment and implementation of the
brand,
- Marketing Communications Checklists: Advice on the effective use of the brand in various key
media and channels to be considered in the marketing plan and deployment,
- Marketing Recommendations - Outline the marketing actions and approximate budget for key
elements that may be considered in the marketing plan.
- Evaluation & Accountability: The metrics and techniques to monitor brand performance,
- Brand Deployment: Outline implementation steps and checklists for actions during the first go
days to three years.
B. Brand Style Guide
Southcenter District Brand Image Proposal 14
The comprehensive standards help maintain brand consistency in all expressions of the brand. It
provides directions for designs, language, tone of voice, style and personality, and includes:
• Descriptions of the brand,
• How to embed the brand in Tukwila communications,
• How to apply the verbal and visual identity systems,
• What is the correct and incorrect use of the brand designs and graphics,
• How to use brand typography and colors,
• How to use brand photography and video,
• How the brand should be presented in marketing, merchandise, wayfinding, signage and
BRAND ADVISORY COMMITTEE MEETING #4: BRAND IMPLEMENTATION (During Visit 4)
We will review all aspects of the final Brand Strategy and the actions necessary to successfully deploy
and manage the brand. After this meeting we will prepare the final versions of the Tukwila Brand
Blueprint and Style Guide.
,
STAFF BRAND MANAGEMENT MEETING #4
During our final visit, vve will facilitate an intensive coaching session (depending upon how much
time you have available) for staff to discuss and demonstrate how to correctly and consistently
manage and deploy the Tukwila brand across marketing and development programs.
C. Brand Deployment
• Action Plan: Develop an activation plan to identify the key actions to deploy the brand from go
days to 3 years;
• Free Advice: For twelve months we will provide advice on specific brand deployment issues;
Southcenter District Brand Image Proposal 15
OUR TEAM
Bill Baker
Bill is Chief Brand Strategist for Total Destination Marketing. He is
highly respected internationally asan expert and industry pioneer in
assisting hundreds of cities and regions around the world.
He was a senior executive leading Australia's glob a| branding and
marketing for more than a decade. This firmly placed Australia as the #1
most desired destination in the world. |t was one of the pioneering
efforts in destination branding for a country and allowed him to shape
�
many of the ideas and techniques that we will apply in Tukwila.
Since establishing TDM in 1994, his strategic advice has been sought by the nations of Hong Kong,
India, Macau, Saudi Arabia, Korea, Malaysia and Australia. He has been involved,in the marketing of
hundreds of cities and regions in North America and Australia to boost their tourism performance.
Bill has been interviewed bv CNN, The Travel Ch
Yorker, Forbes, Inc, USA Today, asvveUasrnany|eadinghn-
and is the author of the best-seller, "Destination Branding
Carla Shrvuchislead strategist forShrvnck Associa
has extensive experience in and commu
tourism, retail, high-tech and newspaper industries
in research, competitive analysis an
deploying brand strategies and brin
advertising, publications, website, s
communications. For Tukwila, Carla
media, content management and bi
d positioning,
gin2r them to
strategies and marketing communicati
Oregon, Lane County OR, Salem OR an
Ancfinnfinnrz
York Times, Los Angeles Times, New
outlets. He is widely published
U[itkes",
)an
/hUespecializing
a is also adept at
ther brand
ana|vtics,soda|
messaging. Carla has developed
is for the State of Oregon, Southern
nnanv other Pacific Northwest
Todd Mayfield
Todd Mayfield is Creative Director for Axa Creative and has earned
numerous awards for design excellence and profound respect among his
peers. He is also an accomplished fine artist and illustrator. His work has
been featured in national publications and books. Heis the principal of
Axia Creative serving clients throughout the US, Canada and the
Caribbean.
Recent visual communications assignments include the development of the
logo and style guides for Sitka AK, Gulf Shores AL, Southeast Alaska, Russian River CA, Bothell WA,
Moses Lake WA, Stockton CA, Rapid City SD, and other cities in the states of Michigan, Texas,
Southcenter District Brand Image Proposal
ff-A
California, New Mexico, and Canadian Provinces of Alberta and Ontario. Axia Creative also specializes
in the design and development of wayfinding programs, helping communities provide excellent
destination navigation and creating a memorable sense ofplace. Todd collaborated with TDK8in
providing the visual identity for branding Mankato MN, Terrebonne Parish LA, Sitka AK and Gulf
Shores AL.
Bruce Dickson
Bruce Dickson is President of Tourism Development Solutions. He has 3O
years' experience in tourism and destination development. Bruce
specializes in strategic planning, consumer research, visitor experience
evaluation, visitor product development with particular emphasis on
special interest tourism products and experiences including
cu|tura|/heritage, events and nature tourism. A hallmark ofhis work has
n v�
been his analytical and consultative techniques in assisting small `
communities and regions in the USA and Australia. Bruce has been
.,
collaborating in the USA with T for h decade by providing
reseanch, strategic analysis and product development advice.
Matthew Stone, PhD, CMP
Matthew Stone is assistant professor at California State University, Chico,
where he teaches courses in hospitality and event management. Prior to
teaching, Matthew spent twelve years as a manager in the hospitality
industry, including director of sales and marketing and director of catering
sales with Marriott and Hilton branded hotels. He is also a certified meeting
professional (CMP).
Matthew's major research projects include the recent completion of the
world's largest culinary tourism study and report for the World Food Travel
Association. He also completed a white paper for the United States Travel
A—_----__---'---_-__i � � s . " grant
researching the benefits tourism. When Chico needed help after losing commercial air service, he
donated his time to conduct a community travel, study and presented the report to the Chico
Chamber of Commerce and City Council.
His research has appeared in many academic journals, including Tourism Management, Journal of
,
Travel Research, Journal of Air Transport Management, Current Issues in Tourism, and Tourism and
Hospitality Research. |t has also been presented at the Travel and Tourism Research Association
international conferences in2013.2D14, and 2O15. Asa consumer travel expert, Matthew has been
quoted by USA Today, Houston Chronicle, Smart Money, Los Angeles Times, and Asian Hospitality.
Matthew is a native of small town in Central Illinois and holds degrees in business administration
(BS, University of Illinois), hospitality management (MHM University of Houston), and recreation,
park&tourisnnsciences(PhDTexasA&kA),
Somhoenter District Brand Image Proposal 17
EXPERIENCE AND TDM REFERENCES
Past Experience and Clients
Our clients are our most enthusiastic advocates. The following is a partial list of the organizations
and places that TDM (only) has assisted with their marketing and branding:
United States and Canada
Australia
Alameda, CA
Australian Tourist Commission*
Albany, NY*
Central West Region
Astoria Warrenton, OR*
City of Armidale
Bellingham, WA*
City of Lake Macquarie
Billings, MT*
City of Newcastle
Canada's Badlands*
City of Shepparton-
Chemainus BC*
City of Wollongong*
Chicago Northwest, IL*
Destination NSW
Columbia Gorge, OR
Hunter Region, Australia*
DuPont, WA
Inbound Tourism Organization of Australia
Durham, NC*
Legends, Wine and High Country, Vic
Fairfield, IA*
Newcastle Airport
Forest Grove, OR*
NSW Council of Tourist Associations
Galena, IL
NSW National Parks & Wildlife Service
Grants Pass, OR*
Office of National Tourism
Gulf Shores, LA*
Sydney Convention & Visitors Bureau
Hudson County NJ*
Sydney Olympic Authority*
Lane County, OR*
Tourism Australia
Mankato, MN*
Tourism New South Wales
Medford & Rogue Valley, OR*
Tourism Victoria
Oregon City, OR
International
Oregon Tourism Commission
Oshkosh, WI*
Fiji
Rockland County, NY
Government of India, Tourism
Sitka, AK*
Guam Visitors Bureau
Snohomish, WA
Hong Kong Tourism Board*
Southern Oregon
Hwaseong City, South Korea*
Tacoma, WA*
Kingdom of Saudi Arabia
Terrebonne Parish, AL*
Macau Government Tourist Office
Tillamook Coast, OR*
Mallorca, Spain*
Vernonia, OR
New Guinea
Washington County, OR
Pacific Asia Travel Association -PATA)
Wilsonville, OR
Sarawak, Borneo, Malaysia
Woodburn, OR*
South Korea
Yakima Valley, WA*
Timor, Indonesia
*Branding projects
Southcenter District Brand Image Proposal 18
oil] 110141 Al
Core Program Fees:
Professional fees and expenses for core program as outlined, including $67,500
expenses for team member visits
Included: The base project fee includes all team expenses for completing the scope of work as outlined,
including assessment and research, coaching, 4 BAC meetings, graphic design and documentation. Additional
meetings and visits may incur an increase in budget for expenses and fees. Fee includes completed logo and
brand design elements. All logo and design files created will be the property of the City of Tukwila.
Not included are advertising, printing, photography, and other production costs related to Tukwila's marketing
materials for implementation of the strategies, or additional Tukwila reference and research outside of those
outlined (if required). Depending upon the final scope of work and variations to research panels, there may be
the need to adjust the budget.
Logo and Tagline Research $3,475
After passing our rigid internal standards, we use the TDM Global Test
Panel to review and seek comments on the brandmark and tagline
alternatives, if required. This panel comprises 7o -8o discerning,
frequent travelers and place marketing experts from around the world.
Proposal: Page 12
Tukwila Image Benchmark and Perceptions Study $31,600
qualitative and quantitative research to be conducted via telephone
interviews and online surveys. Proposal: Pages 7
Inclusion of Olympia
Extension of the study to include 120 online respondents from Olympia. $2,500
Southcenter District Brand Image Proposal 19
PROJECT SCHEDULE
Indicative Timeline
*
Dec Jan Feb Mar Apr May Jun Jul
i. Assessment
Proposed BAC meetings
- Timeline may change depending upon final scope, options selected, start date, budget availability,
extent of research, timing of meetings, and timeliness of approvals.
OUR NEEDS
To facilitate development of the strategy, we appreciate support with the following:
• Access to all relevant research, reports, strategies, and marketing materials
• A venue for conducting workshops and interviews
• Advice in nominating suitable individuals for local and external interviews
• Coordination, invitations and reminders for attendance at interviews and workshops
• Publicity of the online survey to generate community and stakeholder participation
• Timely approval at critical points
Southcenter District Brand Image Proposal 20
�
City Image Research
2. Advantage
3. Alignment
4. Articulate
5. Activation
6. Adoption
7. Action
APPENDIX is City Image and Perceptions Research Methodology
This methodology is proposed by Total Destination Marketing (TDM) to establish benchmarks for
monitoring Tukwila's city image and reveal the perceptions of key audiences toward the city as a
place to visit. The study will contribute directly toward developing the brand identity and positioning
that will resonate most strongly with target audiences.
Statement of the Problem
Tukwila and the Southcenter area have long been known as a hub of commerce in Washington State.
Located just south of the city of Seattle (Washington State's largest City), well over 150,000 people
come to Tukwila every day to work, for entertainment, to dine, and to shop. Tukwila is home to the
Southcenter District, one of the largest concentrations of retail and dining in Washington State. In
2015, over $z billion of taxable retail sales occurred in the City of Tukwila, with well over 95% of those
sales occurring in the Southcenter District. The Southcenter District draws visitors from all over the
Puget Sound region.
The Southcenter District is also changing. A high rise residential structure is currently under
construction, with more residential development envisioned. The Southcenter District is also
competing with downtown areas, such as downtown Bellevue and downtown Seattle for shoppers.
These downtowns are hard at work on creating a distinct brand for their shopping areas.
Nationwide, many shoppers are also turning towards online purchases and forgoing brick and mortar
shopping. Given that the City of Tukwila has a low residential population, the rise in online shopping
could pose a serious threat to the City of Tukwila's sales tax collection.
The Southcenter District and the City of Tukwila have also been seen, unfairly and incorrectly, as
having high crime. This perceptions comes from an annual "study" naming the most dangerous cities
in the United States.
Purposes of the Study
This study is being conducted to benchmark the image of Tukwila as a place to visit, live, work, and
invest, and to ascertain the competitive strength of some of Tukwila's key attributes. In addition to
benchmarking the image of the city, Tukwila responses will be calibrated with the results from the
Knight Foundation Soul of the Community 2010 report to provide performance comparisons on the
basis of national results relative to specific community features and issues. Responses will also
studied to determine Tukwila's competitive positioning and brand promise among various
geographic regions in the Tukwila area. This study will be complimented by face -to -face interviews,
workshops, an online community survey, and an examination of past studies relative to visitation to
the city.
Objectives
The research will explore:
■ The awareness and perceptions of Tukwila and Southcenter held by residents in the Puget
Sounds including Tukwila residents
Southcenter District Brand Image Proposal 21
• The community's competitive strengths compared to other nearby cities
• The awareness and attractiveness of selected Tukwila and Southcenter attributes
• Determining the most desirable brand positioning for the tourism marketing of the city
• Identifying the top of mind associations held about Tukwila
Limitations of the Study
Due to the scope of this project and the challenges of accessing sufficient sample sizes of target
participants, we have adopted a hybrid approach to each geographical area within the study region.
The cost of set -up and administering the survey by cell phone calls is approximately $60+ each,
landline phones $40+ each, and self- administered online survey responses are in the rage of $6+
each. This does not include costs related to survey design, management, collation, analysis, reports
and presentation. In some cases we were unable to access online samples of sufficient size. This will
result in the survey being administered through a combination of cell and landline phone calls.
When using telephone research, a combination of landline and cell phone responses is preferred
because many individuals, particular in Generation X and Millennials, do not use a home phone. Cell
phone responses are based on billing information. Using landlines only would miss a large segment
of the population.
Where possible, the samples are balanced to closely mirror the population in terms of gender and
age ranges. While an exact duplication of a population is impossible, the data collection methods
result in a wide range of respondents.
In smaller areas (for example, Olympia & Tukwila), we were unable to access online samples of
sufficient size to be "generalized" to the whole population of these cities. A smaller sample
increases the margin of error. This would be a major concern if generalizing economic data.
However, this survey is intended to learn about general attitudes and opinions. Therefore, it is less
important to have large samples to obtain quantifiable data.
Data Collection
The number of total respondents (over 1200) will generate sufficient data to help guide strategic
decision making and establish benchmarks for future studies. The results will be presented in
aggregate and broken down by geographic area.
The data will be collated using a combination of survey methods for each target area. These are:
Seattle
Area: This comprises the city of Seattle only, and does not include nearby cities or suburbs
Sample size: 400
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Southcenter District Brand Image Proposal 22
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace.
Seattle Metro
Area: This comprises the Seattle Metro, not including the City of Seattle, Tacoma, or Tukwila.
Sample size: 600
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace.
Tacoma
Area: The city of Tacoma.
Sample size: 220
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace. Because it is a smaller sample size, the data will have a higher margin of
error than the Seattle or Seattle suburb samples.
Tukwila
Area: The city of Tukwila
Sample size: 170
Panel Composition: Cell phone 7o; Landline phones loo
Survey Content: City Image Study only
Comments: This study is in addition to the community survey included in the brand strategy process.
Because of the relatively small number of individuals who can be identified to participate in an online
survey, a telephone survey will be used in Tukwila.
Reports
City image: The final report will provide aggregate responses of all respondents in the Seattle-
Tacoma Metro Area (including Seattle, Tacoma, and suburbs). The data will also be divided into
individual areas, including Seattle, Tacoma, and suburban tracts, based on the residence of the
respondent. Analysis will also include data about where the individuals work. Olympia data, if
Southcenter District Brand Image Proposal 23
included in the study, will be presented in the same format, but not combined with the Seattle -
Tacoma Metro area data. This study will be the subject of an in- person presentation to the City of
Tukwila separate to the brand strategy meetings.
Perceptions Study: The respondents related to the brand perceptions and competitive positioning of
Tukwila will be included in the Research Fieldwork Report. The results will be analyzed in sync with
the other brand research activities conducted, such as interviews, workshops and community survey.
Results will be presented to members of the Brand Advisory Committee as an element of the brand
planning process.
Timing:
The goal is to complete the data collection during the first week of December, 2o16. However, this
will be subject to timely approvals and the availability of outbound survey administrators through
the research agency. If the study is completed in December we will aim to present to the City of
Fairfield in January.
Cost:
The professional fees and expenses for designing, managing, analyzing and presenting the studies
for Seattle, Seattle Metro, Tukwila and Tacoma as outlined, including reports and presentation is
$ 31,600. This includes travel costs related to presentation of the final report. Please note that our
original proposal included an option of $7,450 for Perceptions Research. This study will no longer be
required as a stand -alone activity and it has been absorbed into this project and is included in this
methodology. However, the length of each survey, except for Tukwila), has increased in length due
to the combined studies.'
Option:
Olympia
Area: The city of Olympia
Sample size: 120
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace. Because it is a smaller sample size, the data will have a higher margin of
error. However, given the nature of the questions and data collected the margin of error will not be
crucial.
The addition of Olympia in the study as outlined is $ 2,500.
Southcenter District Brand Image Proposal 24
City of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
Exhibit "B"
Compensation Method
Consultant shall be compensated as outlined below:
Within 30 days of commencement of the
$20,000.00
agreement.
Presentation of City Image / Perceptions
$20,000.00
Research
Completion of Step 2 of the Scope of Work
$21,500.00
included in Exhibit "A".
Completion of Step 5 of the Scope of Work
$26,750.00
included in Exhibit "A".
Upon completion of project.
$16,825.00
Total Project Cost:
$105,075.00
Compensation listed above includes all costs of the project, including any travel or
accommodations, required for the consultant.
113
114
FINANCE AND SAFETY COMMITTEE
Meeting Minutes
City of Tu kwi la
City Council Finance and Safety Committee
November22, 2016 - 5:30 p.m. - Hazelnut Conference Room, City Hall
Councilmembers: Verna Seal, Chair; Joe Duffie, Kate Kruller (Absent: Dennis Robertson)
Staff: David Cline, Brandon Miles, Rachel Bianchi, Vicky Carlsen, Laurel Humphrey
CALL TO ORDER: Chair Seal called the meeting to order at 5:30 p.m.
I. PRESENTATIONS
11. BUSINESS AGENDA
A. Contract: Federal Government Affairs Services
Staff is seeking approval of a contract with Summit Strategies for a term ending December 31,
2018 forthe continued provision of federal representation and legislative services. The 2017 -2018
fee will remain unchanged at a monthly flat rate of $6,375 and annual expenses of $3,500, not to
exceed $80,000 peryear. UNANIMOUS APPROVAL. FORWARD TO DECEMBERS, 2016 REGULAR
CONSENTAGENDA.
B. Contract: Dav Marketing Campaign
Staff is seeking Council approval of a consultant agreement with Total Destination Management
in an amount not to exceed $105,075.00 for branding and marketing services for the City's day
marketing campaign for the Southcenter District. The application for lodging tax funding in the
amount of $90,000 was approved by Council in June. Bill Baker with Total Destination Marketing
was selected due to his extensive experience with cities and his industry reputation. The balance
of $15,075 not covered by lodging tax is available from 2016 budgets in Communications and
Economic Development. UNANIMOUS APPROVAL. FORWARD TO DECEMBER 5, 2016 REGULAR
CONSENTAGENDA.
C. Contract: City Attorney Services
Staff is seeking approval of a contract with Kenyon Disend, LLC for continued City Attorney
services during the 2017 -2018 biennium. The proposed contract includes a flat monthly rate of
$45,083 for 2017 and $46,436 for 2018. UNANIMOUS APPROVAL. FORWARD TO DECEMBER 5,
2016 REGULAR CONSENT AGENDA.
115