Miami Gardens Issues RFP For Branding and Advertising of Super Bowl 2020
The City of Miami Gardens is seeking proposals from professional firms to provide services related to community branding and advertising to showcase the positive attributes as the host City of Super Bowl 2020 game. This is a request for proposal for such consulting services to execute and create a successful imaging and branding campaign. The proposer should be able to develop a comprehensive community branding and marketing campaign, whereas the goal is to enhance the image of the community as a great destination and community. The brand should represent the varied economic sectors of the City and be used for residential, business and visitors recruitment. Recommendations for the brand rollout and implementation should include interactive and social media marketing as well as traditional marketing, micro-site development, media and promotions; and recommendations for results tracking/measurement.
The City of Miami Gardens was incorporated on May 13, 2003, as the 33rd city in Miami-Dade County. At a population of 105,457, it is the third largest city in Miami-Dade County (after Miami and Hialeah). The City is located in North-Central region of the county, mid-way between Fort Lauderdale and Miami, and is easily accessed by I-95, the Palmetto Expressway (SR 826) and the Florida Turnpike. The city comprises approximately 20 square miles. Miami Gardens is home to Dolphin Stadium (used by the Miami Dolphins and the Florida Marlins) and Calder Race Track. It has vibrant commercial corridors along the Palmetto Expressway (serving as the central shopping district for the furniture trade) and along U.S. 441 (serving the automobile trade). The city has rail access through the Florida East Coast Railway and the South Florida Tri-Rail System.
Scope of Work:
The proposer will develop strategic objectives that will include implementation of the proposed campaign and ongoing promotion of the City of Miami Gardens as the host City of the Super Bowl 2020 game at Hard Rock Stadium. To include, but not be limited to the following:
1. Promotion and maintenance of the City’s brand to varying target audiences – residents, businesses and visitors.
2. Recommendation of ways to articulate the brand; define markets and promotional avenues and advise on strategies to better promote and create brand awareness.
A. Targeted Audiences
The City of Miami Gardens’ target audiences shall include the following:
1. Miami Gardens Residents – Residents of the City of Miami Gardens who have the greatest stake in the local economy and ultimately pay for the business and tourism marketing efforts undertaken by the City.
2. Businesses – Businesses within City of Miami Gardens and South Florida.
3. Business Leaders/Decision-makers – Higher-level executives in businesses specifically in Healthcare and Social Services; Tourism and Hospitality; Transportation and Logistics; Education; =Marine; High- Tech Manufacturing including Aerospace, Aeronautics, and Biotech, who are currently, or in the future, looking for sites to locate or expand their business.
4. Third Party / Site Selection Consultants, Service Providers including site selection professionals, relocation consultants and corporate real estate professionals in consultation with the City and key economic development partners and stakeholders and other partner organizations identified by City to assist with economic development and corporate recruitment.
5. Local Economic Developers – Economic development professional staff (public/private, utilities) who promote the South Florida Region for business opportunities, including new business ions and existing industry retention and expansion.
6. Local Tourism Partners – Retail, restaurant, and lodging sectors and all other entities that provide services to travelers and support the tourism industry.
B. Phase I: Discovery and Research
Using qualitative and quantitative research, the vendor will conduct research that best meets the needs of this project based on the vendor’s previous work. Research to include:
1. An assessment and review of current brand assets
a. The selected firm will conduct strategic analysis including analysis of demographics, business trends, and Strengths, Weaknesses, Opportunities, and threats (SWOT) as the foundation for the marketing program and corresponding program areas.
b. Distinguishing characteristics.
d. Messaging and creative development and deployment of research tools and tactics to gain strategic insights on how the City is perceived by residents, businesses, visitors and tourists.
e. Obtain, as needed, and analyze consumer, media and market research including demographics and psychographics to include: residents, corporations, retailers/restaurants, visitors, employees, property owners, and developers. Additionally, the selected firm will incorporate pertinent information and review\ existing research that will be provided by the City.
2. To determine how the City of Miami Gardens is perceived by these target audiences. Influencers are those that have the greatest impact on the decision.
3. Conduct Gardens from other neighboring cities.
4. Conduct a scan of the City’s social media position.
5. Analysis of findings and recommendations for branding and marketing.
Information gathered during this phase will inform the development of a strategic framework for branding and marketing.
C. Phase I: Deliverables
1. Supply written reports on data/research/findings that includes final recommendations and an executive summary in PDF format, with an accompanying PPT or other media presentation.
2. Analysis of findings and recommendations for strategic branding and marketing.
3. Deliver a minimum two (2) presentations to project stakeholders (City Staff and a presentation open to the public)
D. Phase II: Creative / Development of Strategic Marketing Framework and Online and Print Campaign
1. Develop overarching positioning statement emphasizing what makes the City of Miami Gardens unique.
2. Develop a strong, reliable identity for the City’s Super Bowl Campaign with brand positioning and messaging that clearly communicates the City’s value proposition to its target audiences. This includes the design of graphic images such as a logo and any related tag line(s), color palettes, style guides, and signature fonts.
3. Develop an application strategy and guide for logo usage.
4. The proposer will develop creative elements that may include design concepts, logos, messages, tagline, and other products to support the overall community branding initiativTHrselected logo design will be delivered with a style manual and guidelines for use and the capability of use in the following:
a. Print and electronic advertising
b. Website design.
c. Outdoor signage and brand recognition.
5. Develop economic development marketing campaigns, special events, and other promotionsto provide recommendations to the City.
6. Identify specific messaging objectives that the brand needs to be effective for each of the identified Target Audiences.
7. Test brand concepts among key Target Audiences.
E. Phase II: Deliverables
1. Provide an overview of the creative process.
2. Present at least two (2) brand concepts that will serve as potential directions for voice, look and feel of creative design.
3. Create a strategic branding and marketing plan that includes a roadmap for creative execution across traditional and digital platforms.
4. Provide a strategic assessment and recommend market positioning based upon overall research in a report format.
5. Evaluate all available media (trade, print, out-of-home, television, radio, internet and social media) and base its recommended media schedule on cost, reach, allocation and fit.
6. Develop a community relations strategic plan/timeline and within that planning guide the City on \the most appropriate avenues and strategies for engaging residents in the goals of economic development and sustainable redevelopment.
7. Make public presentations and/or assist in the development of public presentations on the progress of the brand development initiative and the marketing plan to the City of Miami Gardens City Council and other stakeholder groups.
8. Create appropriate collateral material mutually agreed upon by the City and which falls in line with the recommended brand positioning and messaging.
9. Provide website collateral and implementation in conjunction with City staff.
10. Provide copies of all media, including native design files and raw video footage, created for the City to keep in house and on file. All creative products will be the sole property of the City – templates, fliers, logos, messaging and any other creative works related to this project.
11. Work with the City Attorney’s Office to copyright/trademark any new logo(s), tag line(s), and all other necessary materials.
F. Phase III: Strategic Communication, Marketing, and Creative Implementation
1. The proposer will develop an action plan for implementation of the community branding and advertising campaign in sufficient detail to allow staff to understand the approach and work plan. The
Action Plan should include, but not limited to the following:
a. Estimated costs/budget associated with the implementation process.
b. Proposed timelines for the development of creative elements.
c. Recommended campaign logo and brand guidelines.
d. Implementation plans for brand identity applications.
e. Potential funding sources/partnerships/sponsorship opportunities
2. The proposer will develop a plan for evaluation of the brand’s effectiveness during the campaign period (September 2019 through February 2020) and reporting of results of the strategy.
3. Implement marketing strategies and associated tactics that elevate the exposure of the City of Miami Gardens that have strategic advantages to new residents, business and visitors in- and out-of-state and out of country markets.
4. Execute the strategic marketing plan to achieve greater awareness of Miami Gardens, among the regional, national and international business community, corporate site selectors and real estate professionals, prospective and existing residents and visitors to the destination.
5. Prepare targeted lists for direct economic development outreach by the City such as:
a. Media Placement.
c. Production Services.
6. In coordination with the City, solicit and negotiate media buys, third party promotion partners and media partners.
7. If approved as part of the media mix in the marketing plan, create, produce and distribute the following:
a. Out-of-home Advertisements.
b. Radio Spots.
c. Internet Advertisements.
d. Print Advertisements.
e. Collateral materials such as trade show materials, a media kit, design templates, and presentation materials.
f. Other advertising.
8. Define a comprehensive plan to measure the value of media the City has purchased and its effectiveness.
G. Phase III: Deliverables
1. Deliver a comprehensive and strategic marketing plan that demonstrates how the firm will leverage the City’s strengths to accomplish its marketing objectives. This plan should include a recommended media schedule and budget. The budget should clearly define all costs associated with the media campaign including but not limited to the following: agency fees/account services, creative, advertising costs, production costs, public relations, printing and event expenses.
2. Deliver distinct strategies for the targeted audiences, identified by the City of Miami Gardens be marketed to include.
a. Deliver brand concepts for those targeted audiences.
b. Outline strategies for the delivery of those messages across traditional and digital platforms as well as a draft plan to evaluate their effectiveness.
3. Provide a written summary report of the firm’s successes within thirty (30) days of conclusion f the Marketing Campaign Timeline.
July 29th, 2019.
City of Miami Gardens, City Hall
Office of Procurement Management
Attention: Erlyne Marin
18605 NW 27th Avenue
Miami Gardens, FL 33056