Reaching its Full Potential or Wasting Space

Sep 18, 2024 | Advertising, Branding, Print, Tourism, Travel

One of my favorite travel magazines arrived in the mail recently. I started to glance through it while I ate lunch. Because of what I do for a living, I enjoy looking at the ads more than most people. A few ads got my attention for different reasons. Note that I will mention the advertiser by name if I love the work and am offering a compliment. If I am using a specific ad for, let’s just say a teachable moment, I will describe it, but not mention the destination.

Today, I saw an ad in a campaign that I had never seen before. It was from the Tennessee state tourism office. For years, Tennessee has been focused on building their brand on music. After all, every region of the state has rich music heritage, from mountain music in the east to Memphis blues in the west and Music City itself, Nashville, in the center. The ad was stunning in its simplicity. It featured a concert photo of a performer on stage seeming to make a connection with a fan in the audience. The image had a Photoshop effect applied so it wasn’t just another concert photo. It was artistic, with a deep red hue. Definitely attention-getting. Then I saw the headline: “Bring your ears to their knees.” The unique look and clever messaging made this ad effective.

Just a few pages later, there was a full-page ad for another destination. This ad featured the destination logo at the top, followed by a grid of small photos. The photos were decent quality. It was not a terrible layout. Below the photos was a paragraph of copy that started with “Visit __…” I’d share more of what it said, but honestly, that is as far as I got. There was no clever concept to the ad. No brand building. Nothing about that page made me think this destination is worth visiting, or even reading to the end of the ad.

Most people would just turn the page and move on to an article or a better ad. Not me. It made me think. To be more accurate, it made me sad and a bit nostalgic. It reminded me of something many of us probably heard every time report cards were issued at school — “not living up to his potential.” To be fair, those nuns who taught at my school were tough and they expected a lot from every student. That ad simply was not living up to its potential, and, as a result, suggests that the destination is doing the same.

Conclusion: Creativity moves the needle. It always has and it always will. It’s an undeniable fact of modern marketing and advertising. Strong brands win. Great advertising in support of strong brands (yes, there is a difference between advertising and branding, which could be the subject of another post) is the difference between success and failure.

Shifting the Focus: A RFP Process Based on Value

Sep 10, 2024 | Advertising, Blog, Branding, Tourism

The government procurement system that issues RFPs, especially when soliciting proposals for creative and other professional services, is completely broken. The system is so riddled with flaws that it is essentially useless. The process rarely results in the best selection for the issuing city, county or state. To make matters worse, it frequently increases the cost of the products and services being sought. There are more thoughts on this in the previous blog. Today, we will focus on solutions.

We are not merely suggesting a few minor tweaks to the system. The process, as it is commonly used, needs to be entirely scrapped and replaced with a better model. The RFP method simply does not work for creative services, and it never will. The inherent problem is that it tries to apply an artificial evaluation/scoring formula — one that overemphasizes pricing — to a situation that requires the judgment of professionals who have some experience in the marketing world. That outdated process needs to be completely eliminated and replaced with a system that allows people to select the a firm best suited to the need, while still safeguarding fairness and competition. When the goal is getting the highest-caliber creative work that the community can afford, instead of choosing the least expensive that is still barely acceptable, the result is maximum value for the taxpayer money.

Here are the highlights of a system that would make it possible for a government department to have the opportunity to choose wisely, while allowing the competitive procurement process to work:
  • The department seeking the creative services would be required to research and reach out to a minimum of three firms or individuals that they think are suited to the project(s). There is no upper limit on the number of firms identified. They can find qualified firms via Google, or confer with colleagues in other cities, or, perhaps, they are aware of firms from trade shows or professional associations. They then communicate with each firm by phone, Zoom or in-person to discuss the details. This step allows the firms to ask questions, and possibly, offer suggestions that the department may not have thought about. The meeting or conversation gives the firm a chance to summarize its expertise, processes, and to share examples. It gives the government department a chance to ask questions and get to know the firms.
  • The budget should always be disclosed. No exceptions. An honest discussion about budget allows potential bidders the chance to see if the project is even a good fit. If it is not, they part on friendly terms, and neither the bidder nor the department will have wasted any more than a few minutes of meeting time. Plus, the give and take with potential bidders might lead to an idea to actually save money. Small businesses genuinely want to be efficient and save their clients money. It can be a learning experience for the department seeking the services.
  • After the initial meeting, potential bidders will have an understanding of the department’s needs and can then submit a detailed price proposal. Any good price proposal will summarize the details of the project, including deliverables and a timetable, to demonstrate their understanding of the project.
  • The department seeking the services can document and report everything to the procurement department to show that fair competition exists without collusion. Otherwise, the judgments and decisions for how to proceed and how to spend their department’s budget most effectively is left up to the people who know best. After a firm is selected, the procurement team can assist in making sure the paperwork is in order, including insurance requirements, SCC registration and other necessities.

This process ensures that the spirit of competitive bidding resulted in the city, county or state selecting the absolute best firm within their budget. The final selection may or may not be the least expensive. But, if it results in the best quality creative work within the budget, that means the government got maximum value for its money. The process does not reward mediocrity by making price a greater factor than excellence, nor does it unwittingly drive up the cost with unneeded steps and processes. Price is only a factor to the extent that all of the bidders have to stay within the budget. Therefore, the department is free to select a firm solely on the merits.

Postscript
:
As long as the old, bloated, inefficient system is used, there should be at least one requirement added. After proposals are reviewed and a decision is made, it should be mandatory and standard operating procedure for the soliciting entity to not only post the decision, but contact in writing or email every bidder informing them of the outcome, and a brief summary explaining the decision. That does not seem to be an undue burden on the procurement department, considering the dozens, or even hundreds, of hours a firm might spend on submitting a proposal.

Time to Reform the RFP Process for Professional Services

Aug 28, 2024 | Advertising, Blog, Branding, Tourism

Over the course of our 30 years as a creative services firm, we have responded to quite a few Requests for Proposals (RFPs) from government procurement offices, and received many more that did not deserve a response. Since some tourism offices are part of local or county governments, it is a necessary process for them and us. We can’t speak for a firm that sells other services or products, especially commodities, like office supplies or fertilizer. But, when it comes to securing creative services, the government RFP process is badly broken. At best, it rewards mediocrity. More often than not, it does a disservice to the community that it claims to protect. At worst, the process contains lies and deceptions that many unwitting bidders don’t even know about.

  • A department of local government usually seeks a creative firm to help them address a marketing need. By definition of the creative process, it is unknown what the end product will be. Yet, most RFPs, in an effort to be thorough, borrow boiler plate language from other communities to describe what they think is needed. The truth is, they have no clue what is needed. The result is that the details of the RFP either add in a lot of unnecessary steps that drive up the price, or limit what a great creative firm could deliver if only they had been allowed to shine. The result is that the community either ends up spending more than is necessary just to comply, or the agency is forced to think small because that’s what was dictated by the terms of the RFP — terms written by the least qualified person in the mix.

  • Most of the government departments we deal with are tourism offices. The destination marketing professionals in those offices know how competitive the market is for travelers. Their mindset is (or ought to be) to work with the creative team that will produce the very best, most impactful work they can possibly afford. As marketing pros, they want brochures, ad campaigns and websites that will inspire people to take action. Their jobs are on the line if they don’t get results. However, the procurement process prioritizes finding the lowest price. An RFP may include an evaluation criteria in which price is supposedly only 15% – 20% of the score, with experience and past performance being the remaining 80% – 85%. It’s a lie. As long as pricing is introduced into the proposals and review process, it will always be the item that matters most. It will be the page that gets dog-eared by reviewers to come back to time and again. “This firm is clearly the best, most experienced choice, and they are within our budget, but maybe it would be OK to go with one of the less impressive, but less expensive firms.”

  • Procurement departments exist to ensure that rules are followed. Often the rule is that projects over a certain dollar value require an RFP, and that recurring projects/contracts require a new RFP every few years. In far too many instances, it is known even before the RFP hits the internet who the chosen firm will be. No department will ever publicly admit this, but we all know it to be true. If that is not deception, I don’t know what is.

  • RFPs set an adversarial tone before a relationship has even begun. We have spent an entire career building relationships with clients and getting them to think of us as partners. Honesty flowing in both directions is the best way to stay on time, on budget and producing the best quality work. RFPs, on the other hand, decline to share budgets, yet fill 20 pages with language about how they are not responsible for anything, make no promises at all, reserve the right to change terms, own the rights to everything that is created, and even claims a right to review our books and record keeping. Seriously?

The greatest irony of the RFP debacle is that a process meant to serve the community so often ends up costing it more. Over the course 30+ years, we have worked with more local, county and state government departments than we can count. They have included not only tourism offices, but also economic development, parks & recreation, public safety and administration. Without exception, every decision maker has always been extremely budget conscious. No department we have dealt with is rolling in cash. They are under pressure to make their budgets go as far as possible, and, as a result, act responsibly. So, the procurement/RFP process is both tying the hands of and driving up the compliance costs of the already cost-conscious professionals in every department.

Now that we have done a thorough examination of how broken the RFP process for professional and creative services is, the next blog will offer some thoughtful proposals to reform the system.

Back from Our Blogging Break – a Few Random Thoughts

Jul 30, 2024 | Advertising, Branding, Tourism, Travel

It has been awhile since we posted a blog here. We took a brief hiatus, although we stayed busy writing some blog posts for clients. It’s both a pleasure and an honor to be guest blogger for a client, because it gives us a reason to spend time in their community sampling a new restaurant, exploring a new trail or chatting with local business owners. But now, we’re back to sharing our thoughts on our very own blog.

Much has happened since our last post. The UK got a new king; Barbie was a big hit at the box office; and a team not lead by Tom Brady won the Super Bowl. The world continues to spin, and changes and advancements seem to come at light speed. We will be sharing thoughts on many of them.

We will be writing mostly about trends in advertising, branding, marketing and technology in future blogs. For this return to blogging, here are a few quick, random bits:

  • Overtourism is in the news lately, especially in Europe. Venice is charging additional fees to control the flow of visitors. Locals in Barcelona are downright hostile to tourists. Both sides have valid points. Local businesses are reaping the economic rewards, not to mention local governments collecting loads of sales and meals taxes. On the other had, it must be incredibly frustrating for local residents to not be able to enjoy the exceptional quality of life in their own community because they can’t get a table at a restaurant, or find enough square feet to spread a blanket on their overcrowded beach. We have delighted in helping communities expand tourism in recent years, but none have reached the saturation point like Barcelona, where it negatively impacts the community. Honestly, we hope it never happens to our clients. For now, we’re gratified to contribute to the economic growth and prosperity of the places we help promote and hope these places always have a great quality of life without overtourism.
  • From the beginning of modern advertising, the effectiveness of different media and platforms has risen and fallen. Have you noticed the size of your Sunday newspaper, or checked your MySpace page recently? Some people may have thought this would would happen with social media as a marketing tool. Well, they would be wrong. It’s not only still a good tool for reaching consumers, it’s bigger and better than ever. Of course, each brand has to determine which platform is best for them and develop creative ways to communicate with their prospective customers. The bottom line is, every DMO or direct to consumer marketer should make social media marketing a priority.
  • The travel sector has made a remarkable rebound from the depths of Covid a few short years ago. So much so, that tourism is bustling and the competition for travelers is fierce. Now, more than ever, marketers need every advantage they can get. Strong brands. Targeted campaigns. Very high caliber creative messaging. All of these things mattered before, they matter now, and will matter in the future for creating a program that hits on all cylinders.
  • The government procurement process, especially for selecting creative services, is irreparably broken. At its best, it rewards mediocrity. At its worst, it is filled with lies and deception. One thing is certain, it rarely leads to the best outcome for the community. We will have much more to say on this topic in future posts in hopes of starting a state-wide conversation about reforming this ineffective and outdated system.

Update on Bath County Tourism

Oct 10, 2022 | Tourism, Uncategorized

Many colleagues, clients and friends are aware of the unique relationship that Mikula-Harris has had with the Bath County Office of Tourism in recent years. Some have watched with interest to see what this partnership achieved for the county to see if there might be implications for similar collaboration in the future. There have been recent developments in the county. This is the perfect time for an update and a look at the past and future of tourism marketing in Bath County.

In the spring of 2019, Bath County tourism was in a slump. Frankly, that’s putting it mildly. The county had been without a tourism director for a while and lost significant momentum. Local businesses were feeling the sting because the previous tourism director was a dynamic and hard-working professional who created a fantastic program. The long vacancy in the department is what caused the slump. Thankfully, we had worked with the previous director years earlier who helped us understand the people and assets that make Bath County special. We built the website and designed their visitor guide. When the county hired us to handle pretty much every aspect of tourism marketing, we were prepared to hit the ground running.

What Bath County needed from Mikula-Harris was not like a typical client-agency relationship. It placed the entire burden of succeeding squarely on our shoulders. The truth is, we liked that. It allowed us to emulate every successful tactic we’d observed over our careers and, more importantly, to avoid every mistake that we had seen tourism offices make.

Here is some of what we did:

• We developed a balanced media plan that included print, digital, social media and a small amount of broadcast. Balance is critical. We chose media outlets based on their demographics and reach. Bath County isn’t exactly as well-known as Richmond or Virginia Beach, so building brand awareness was a key objective.

• We launched an e-newsletter so that we could re-market to hot prospects. We hoped this tool would convert prospects into actual visitors, as well as turn visitors into repeat customers. We designed the newsletter to be more than a list of upcoming events, which is a common format for destination newsletters. The newsletter actually helps to reinforce the core brand messages. It communicates the main reasons why Bath County is special and worth visiting. Of course, it promotes events, too.

• We were determined to make maximum use of social media. Even with a large following, social media isn’t free, but it is affordable. We budgeted accordingly to ensure that our messages were widely seen. That message, much like the newsletter, is more than blatant marketing. We strived to offer a variety of content that was interesting, informative and consistent with other brand messaging. Social media grew to become the third leading source of website clicks, usually behind organic search and paid search.

• Because content is so important to social media success, we added a few new things to the website and shared them generously. The new blog has been wildly successful. We added themed itineraries and a page to feature package deals offered by lodging properties. Among the top 50 most viewed pages on the website, 16 of them didn’t exist prior to our partnership.

• We identified the motorcycle touring and scenic drives market as an area for growth. We developed a brochure that features five loop rides. We put all five rides and some additional information on a robust scenic drives page on the website. Then, we promoted the niche with some advertising and social media exposure. The online version of the brochure gets tons of views and we have had to reprint the paper brochure. Perhaps the best indication of the success of this initiative is that the scenic drives page has been the second most viewed page of the website, second only to the homepage.

That is a pretty solid list of marketing achievements. How can we measure if they have brought about real results? That can be difficult, especially with an unprecedented global pandemic in the mix. Some things can be measured. Website traffic during the final six months of FY22 averaged 2.4x more than the six months prior to the start of our partnership with Bath County. There have been months where the traffic is more than triple where we started, but a six-month average seems like a fair, if not conservative, measure of how far the program has come.

Website traffic, along with inquiries and social media engagement, are good indicators of the caliber of the marketing. Does that put heads in beds, as tourism folks like to say? Eventually, it does. No one ever emerged from the marketing funnel as a customer without first going into the top of the funnel. The annual Economic Impact Report for 2021 was just released. The report measures direct visitor spending in each county and independent city in Virginia. The travel industry is rebounding from a terrible year in 2020. The average year over year increase across the Commonwealth was 44%. Direct visitor spending in Bath County exceeded that with a 60.3% increase. Only seven communities out of the 133 measured saw an increase of 60% or more.

While we’re proud of what we have done for Bath County over the past three years, change is inevitable. The growth of tourism in the county — and the desire to have greater local control over how occupancy tax dollars are spent — have lead community leaders to form a tourism board and hire a full-time president. It’s a logical step in the evolution of the program. The new team inherits a solid destination marketing program. As the recovery continues and more occupancy tax dollars become available for marketing, their objective is to take the program to new heights.

The future is bright for Bath County. The historic Jefferson Pools, which have been closed for several years, are being meticulously restored. They will be re-opening soon. The Omni Homestead Resort is in the midst of a major renovation that will make the grand resort one of the finest in the nation. There has been a renaissance in family farming, which pleases local chefs offering farm-to-table dining experiences. We predict continued success for Bath County tourism.

540.774.9932

6 Walnut Avenue • Vinton, Virginia 24179

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