Mission Hills RFP Response - Additional.doc

FOLLOW-UP RESPONSE TO REQUEST FOR PROPOSALSubmitted November 2, 2004byADDITIONAL INFORMATION PER YOUR REQUEST(10/28/04)Core Program Tactics Press Release CampaignBased on our limited, existing knowledge of Mission Hills Golf Club and the proposed budget, we would recommend a press release campaign of one distribution per month (six press releases total for the initial six-month term of the project). While we believe each press release should be customized both in terms of content as well as targeted distribution, we would anticipate a monthly distribution to approximately 300-500 media outlets (inclusive of print and broadcast as appropriate). We would recommend targeted media follow-up with key outlets based on the news released each month. We would estimate that there are a total of nearly 6,000 media outlets within the categories of travel, lifestyle, business and golf and hundreds of additional publications that include content relevant to these topics. Media Pitch CampaignThe primary purpose of a media pitch campaign is to support, and often augment, the efforts of a press release campaign. In some cases, we will customize a pitch for a key media outlet in advance of broadly distributing a press release with more general information offering top journalists more of an exclusive opportunity. In other cases, we will pitch a story angle that is singularly appropriate for one publication. The frequency of outreach should be driven by relevant news available, but we would estimate distributing 1-2 pitches per month (up to 12 pitches total for the initial six-month term of the project). Editorial Calendar OutreachAs noted in our initial response, many U.S. media outlets publish an editorial calendar which includes scheduled features and round-up stories. We will obtain copies of these calendars and forward appropriate information for all relevant, planned editorial. It is difficult to forecast the number of opportunities that will arise from editorial calendar outreach, but we would estimate that up to 35 total media outlets will have upcoming coverage related to travel, lifestyle, golf, business and more.Core Program Tactics (cont.) Visiting Journalist ProgramWe agree that an aggressive visiting journalist program is paramount to securing significant feature coverage for a destination or travel product. Weber Shandwick employs a time-tested, systematic approach to pursuing journalists for travel. We create innovative invitations, develop exclusive pitch letters and leverage personal relationships and ensure expert follow-through by creating customized itineraries and bringing the experience to life on-location.We understand what works and what does not when it comes to hosting a successful visiting journalist program. Collectively for our existing clients we host nearly 200 journalists on various press trips over the course of one calendar year. However, journalists who are willing and able to travel based on editorial policy and staffing are extremely selective. Long-haul travel is a challenging pitch (we know, we represent Singapore Airlines), and the experience needs to be full, well-rounded and “special” in order to secure media interest. We typically distribute more than 200 invitations to secure 15 journalists for travel.We will initiate an aggressive visiting journalist program on behalf of Mission Hills Golf Club, complete with proposed angles/themes for pitching, recommended itineraries/timing and a qualified list of viable invitees. We would work to secure 3-5 visiting journalists within the initial six-month term of the project. Marketing Partnerships“Networking/sponsorship ideas” purely for media are challenging in that few of the truly top-tier, influential journalists participate in the large, mainstream clubs, organizations and conferences. However, the most relevant ones include:- Society of American Travel Writers (SATW)- Golf Writers Association- American Society of Travel Agents (ASTA)- Hotel Sales & Marketing Association International (HSMAI)- Travel Industry Association (TIA)- World Travel Market (international travel trade show)- POW WOW (international travel trade show)Core Program Tactics (cont.)Marketing Partnerships (cont.)- International Travel Business (international travel trade show)- Luxury Travel Expo (international travel trade show)We can discuss the membership and opportunities with these organizations and events in further detail once we gain additional insight into both your resources and objectives.However, we also considered a few consumer-oriented marketing partnerships, including:- Sponsor a PGA TOUR tournament in a major U.S. market or partner with on a prize giveaway- Identify a “sister” golf course(s) in the U.S. and create cross-marketing opportunities such as sponsoring a hole in one- Partner with travel sections of golf Web sites such as , , - Seek out an innovative sponsorship opp in Pinehurst for the 2005 U.S. Open Championship- Investigate advertorial and magazine event (e.g. sales meeting for Travel & Leisure Golf) opportunities- Partner with high profile driving ranges (e.g. Chelsea Piers) in key markets - Explore partnerships with golf retailers: online offers, in-store opps, catalog exposure, mailers, etc.- Brand coffee cups, driving range balls, innovative giveaways in key marketsProgram DeliverablesWithout a clear understanding of agreed-upon program scope, goals and tactics as well as significant insight into relevant property and destination news it is nearly impossible to project anticipated results. We would welcome an opportunity to discuss this component of the program further via a conference call at your convenience. In the meantime, we have included a sample measurement matrix for an existing Weber Shandwick client* below: CLIENT X: MEDIA WAVE III GOALSMediaNumber of PlacementsEstimated ImpressionsNational Broadcast (TV/Radio)12,000,000National Print n/an/aLocal TV Total, including: SMT VNR Local market television5020 3020 303 57,500,0002,500,000 5,000,0002,500,000 5,000,000100,000 200,000Local/Regional Print Total, including: Press kit Regional/parenting155 155 104,000,0001,000,000 4,000,000250,000 1,500,000Radio Total, including:- RMT- ANR150-2004 8150 - 25010,000,0002,000,000 3,000,0006,000,000 8,000,000Online102,000,000*Approximately a $500,000 programIn regard to the awards, we again welcome an opportunity to discuss this component further via a conference call. We have spoken directly with senior editorial staff at both GOLF Magazine and Cond Nast Traveler within the past three weeks regarding their respective awards process and resulting editorial.There is no way to influence these results other than consistently working to drive positive editorial coverage to keep brands top-of-mind with these all-important readers. Weber Shandwick can work with contacts at these publications to potentially have Mission Hills Golf Club added to the list of resorts and golf courses for consideration. In regard to the golf course rankings (e.g. Golf Magazines “100 Best Courses in the World”) its a challenge to break into them. Partly because theyre packed with great courses, but primarily because a certain number of panelists have to have played the course or at least seen it. As a result, the more remote places tend to get the least attention. But again, Weber Shandwick can reach out to key contacts to ensure that Mission Hills Golf Club is on the current ballot for consideration.The bottom line, garnering placements on these prestigious lists, polls, surveys and rankings isnt solely a function of public relations. Nor in our experience is a “spot” on these likely to be secured within the year. However, Weber Shandwick is committed to working closely with Mission Hills Golf Club and editorial contacts to advance awareness and consideration of the destination in every way possible.Team StructureBased on Weber Shandwicks staffing/title structure, a Group Manager is considered a middle manager, and he/or she would have day-to-day account responsibility and ownership. For Mission Hills Golf Club we proposed Kellie Pelletier due to her extensive travel experience, especially as it relates to luxury brands, golf resorts and international destinations. Additional account team members beyond Mary Henn, the Account Executive proposed in our initial response may be considered based on final scope of work. BudgetBased on our experience, we typically project out-of-pocket expenses to consume approximately 15% of the total budget for a core media relations program (exclusive of travel costs). Which, for the current available six-month budget of $142,500, translates to approximately $21,375 leaving approximately