CITY OF SPOKANE

RFP # 4429-18
STRATEGIC MARKETING INITIATIVE

City of Spokane - Purchasing

4th Floor, City Hall
808 W. Spokane Falls Blvd.
Spokane, WA 99201-3316

1/29/18
 CONTENTS

LETTER OF SUBMITTAL 3
PROPOSED CAMPAIGN 4
AGENCY INFORMATION 27
REFERENCE PROJECTS 36
REFERENCE CLIENTS 40
COST PROPOSAL 42
APPENDIX 47

PROPRIETARY AND CONFIDENTIAL:

THE CONTENTS OF THIS PROPOSAL CONTAIN PROPRIETARY AND CONFIDENTIAL INFORMATION FOR THE SOLE PURPOSE OF
THE INTENDED RECIPIENTS. ANY DUPLICATION OR SHARING BEYOND THE INTENDED RECIPIENTS IS PROHIBITED. THIS
DOCUMENT CONTAINS INTELLECTUAL PROPERTY CREATED BY AND THE EXCLUSIVE PROPERTY OF QUINN AND TREATMENT.
DISTRIBUTION AND PUBLICATION OUTSIDE OF IDENTIFIED RECIPIENTS IS NOT PERMITTED EXCEPT AS OTHERWISE DEFINED IN
THE RECIPIENT’S RFP (SEE RFP #4429-18; SECTION 3.4)

RFP # 4429-18 2
 LETTER OF SUBMITTAL
Dear Selection Committee,

On page 19 of this proposal, you’ll see data from a survey from marketers all over America professing that, for B2B
campaigns, content marketing is the most powerful and effective tool for reaching decision makers within
companies, and spurring them to action.

QUINN & TREATMENT decided to team up to respond to this proposal because we both believe passionately that
powerful content, targeted with pinpoint accuracy is the only — and we honestly mean only
— way to lure businesses east and achieve the results the City of Spokane is looking to attain.

QUINN looks to TREATMENT and sees one of the most talented creative teams in Spokane and we know that, with
over 30 years of combined experience, TREATMENT is the deepest and most experienced team of
content creators in our area. Through their involvement with organizations like Terrain and businesses like
Fellow Coworking, the team at Treatment knows the story of Spokane’s recent growth better than almost anyone
because they’ve been helping to build that success, with their sweat and their passion, every day for the last decade.

TREATMENT looks to QUINN and sees a firm whose historical roots dating back almost 50 years embedded in
Spokane’s business community demonstrates a commitment to this place that cannot be matched. We also know,
having worked with several area media specialists, that QUINN’s strategic insights in both digital and
traditional media are the best in Spokane — the strategy built into this proposal is literally a master class in
insight, research and analysis — and will make every story we tell more impactful by its laser targeting and delivery to
our desired audiences.

Our proposal is deep, and we’ve worked hard to deliver what we believe is the best possible plan for getting companies
along the I-5 corridor to take a hard look at Spokane, and get the region’s alumni to get so excited about our city’s
growth, ambition and opportunity that they boomerang back, and continue to succeed from the comfort — and
awesomeness — of their hometown.

Thanks for taking the time to review it.

The teams at QUINN + TREATMENT

QUINN TREATMENT
727 W. Garland Ave. 304 W. Pacific Ave. #210
Spokane, WA 99205 Spokane, WA 99201

t. 509.327.6688 t. 509.280.7873
f. 509.327.4148 luke@wearetreatment.com
bonnie@quinn.agency benji@wearetreatment.com
jerry@quinn.agency

QUINN is a woman-owned S-Corp and is OMWBE certified. TREATMENT is a Limited Liability Corporation.

Neither TREATMENT nor QUINN have current or former Spokane City employees employed. Both organizations
agree to comply with all terms and conditions set forth in the RFP.

RFP # 4429-18 33
 SECTION 1

PROPOSED
CAMPAIGN

RFP # 4429-18 4
 PROPOSED CAMPAIGN
CONTENTS

1. CAMPAIGN OVERVIEW 6
2. CAMPAIGN OBJECTIVES 7
3. TARGET AUDIENCE 8
• INDUSTRY PRIORITIES 8
• TARGET SIZING 9
• TARGET PRIORITIES 10
• TARGET PERSONAS 11
4. CREATIVE MESSAGING 12
5. MEDIA STRATEGY 19
• MOST EFFECTIVE TACTICS 19
• MEDIA EVALUATION 20
• SOCIAL MEDIA EVALUATION 21
• DIGITAL TARGETING METHODS 22
• OPTIMIZATION METHODOLOGY 23
• MARKETING AUTOMATION & 24
LEAD GENERATION
• OWNED/EARNED MEDIA 25
• BUDGET ALLOCATIONS 26

RFP # 4429-18 5
 PROPOSED CAMPAIGN
1. CAMPAIGN OVERVIEW AND KEY ELEMENTS
The only way this campaign will meet its expected goals and provide value for the City of Spokane for
years to come is through powerful content and an extremely precise and targeted media strategy.
Content, in this case, goes beyond attention-getting ads; it’s changing perceptions, capturing the imagination
and changing the paradigm for business decision-makers and influencers along the I-5 corridor.
The below diagram is a simple conceptual framework of our campaign strategy. The italicized items reveal
the importance of content throughout the lifecycle - from ads and social media content to automated e-
mails delivered based on the visitor’s interest in specific Spokane stories. In the following pages each of
these will be explained in detail.

TARGET AUDIENCES

SOCIAL / CONENT
PAID MEDIA CHANNELS

ADS EARNED MEDIA

WEBSITE

STORIES (OWNED
EMAIL DATABASE
MEDIA)

ADS
EMAIL (STORIES)
(RETARGETING)

WHITEPAPER

LEAD GEN

RFP # 4429-18 6 3
 PROPOSED CAMPAIGN
2. CAMPAIGN OBJECTIVES
The City of Spokane has provided clear and achievable objectives for this Strategic Marketing Initiative.
Our proposed campaign will demonstrate how the QUINN/TREATMENT partnership will successfully:

1. Establish Spokane as an attractive location for key business functions or secondary headquarters.
2. Promote Spokane’s business, entrepreneurial, and natural assets to:
• Inform and educate I-5 corridor business decision-makers
• Reintroduce the City to former residents (“alumni”)
• Generate local momentum with Spokane-based influencers and residents.
3. Support and provide foundations for lead generation with key decision-makers and influencers.

RFP # 4429-18 7 3
 PROPOSED CAMPAIGN
3. THE TARGET AUDIENCE

INDUSTRY PRIORITIES:
Specific industry sectors were identified in the RFP representing the best fit for the City of Spokane. Two
industries were identified as being primary for this effort, with three additional segments as lower priority:

PRIMARY INDUSTRIES:

TECHNOLOGY HEALTHCARE

SECONDARY INDUSTRIES:

AEROSPACE MANUFACTURING LOGISTICS

Based on our own knowledge of Spokane as well as the explicit and appropriate rationale for these segments in
the RFP we find these industries to be logical and desirable segments for Spokane location/co-location
opportunities.

We suspect that there are also some other industry categories that meet the objectives of this initiative which we
would explore with project stakeholders at the appropriate time.

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 PROPOSED CAMPAIGN
3. THE TARGET AUDIENCE

SIZING THE TARGET AUDIENCE

There are approximately 6,206 employers along the I-5 Corridor with more than 50 employees.
However, in our targeted industries there are a total of 7,654 organizations; with approximately 556 having
more than 50 employees:

6,206 556 7,654

ORGANIZATIONS TARGET ORGANIZATIONS
w/ 50+ INDUSTRIES TECH, HEALTH
EMPLOYEES w/ 50+ LOGISTICS, AEROSPACE,
EMPLOYEES
MANUFACTURING

The chart below drills down into each target category and segments them by the number of employees
(at their location in the I-5 corridor). Note that this view examines those with 50 or more, but we also
wanted to understand how many more were in the 20-49 employee range - which significantly increases
our potential target audience:
# of Organizations by Segment and # of Employees

LOGIST 2,843 196 216

TECH 1,990 160 124

MANUF 1,289 128124

HEALTH 331 33 70

17
AERO 111
22

Less than 20 20- 49 Employees 50 + Employees

SOURCE: Demographics Now (2010 Census and aggregated business data)

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 PROPOSED CAMPAIGN
3. THE TARGET AUDIENCE (CONTINUED)
TARGET AUDIENCE PRIORITIZATION

One of the objectives of the RFP is to identify organizations with the above categories that not only match
Spokane’s Centers of Excellence, but also would materially impact the Spokane economy.

Our analysis of the relationship between the number of employees in the I-5 corridor and their reported
annual sales demonstrates significant average annual revenue in health and technology companies with less
than 50 employees, but more than 20.

HEALTH: # Employees & Average Annual Sales There are 103 companies with
more than 20 employees in the
$120.0m
$101.8m health care category along the I-5
$100.0m corridor.

$80.0m As mentioned above, while these are

our primary targets, they would not
$60.0m
necessarily be our only ones.
$40.0m
Data includes employers in the
$20.0m pharmaceutical, biomedical, research and
$20.0m
$7.8m health care categories who are located in
$0.4m $2.3m
$0.0m
Snohomish, King, Pierce and Thurston
5 and Under 6 to 20 21 to 50 51 to 100 100 + counties.
SOURCE: Demographics Now (2010 Census and aggregated business data)
Organizations without reported sales data
were excluded.

TECH: # Employees & Average Annual Sales

Within the technology category, there
$45.0m $41.0m are 284 employers with more than
$40.0m 20 employees that would be in our
$35.0m
$30.6m primary target audience.
$30.0m
Data includes employers in the software and
$25.0m
technology categories who are located in
$20.0m Snohomish, King, Pierce and Thurston
$15.0m counties.
$10.0m $6.3m
Organizations without reported sales data
$5.0m
$0.2m $1.5m were excluded.
$0.0m
5 and Under 6 to 20 21 to 50 51 to 100 100 +
SOURCE: Demographics Now (2010 Census and aggregated business data)

We recommend targeting health care and technology companies in the I-5 corridor with more than 20
employees based on the significant annual revenue impact that happens at this number, and a hypothesis that
companies on the verge of growing to more than 50 employees may be at an ideal stage to find more
economical locations. For brevity purposes, we may assume similar trends for lower priority segments.

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 PROPOSED CAMPAIGN
3. THE TARGET AUDIENCE (CONTINUED)
THE DECISION MAKERS: UNDERSTANDING THE PERSONAS

The CEO or owner of many companies is typically going to principal driver or decision-maker of selecting
alternative business locations, larger organizations often have a much more distributed process with specific
responsibilities. Some of the senior-level roles or department leaders that we would want to reach at
larger/publicly-held organizations would include the following:

CEO COO CFO

Within larger organizations, the
CEO may rely more on one or
more departments and their
leaders for compiling lists of
potential locations. In any case,
this is a key decision maker.
The operational leadership of
larger organization often
oversees decision related to
daily business process,
recruitment, and business
efficiency and will be a key
contributor or leader of
changes when this role is
present.
The CFO and finance
department increasingly figure
into strategic business decisions
which may provide analytical
support or justification for a
location or drive
recommendations on improving
business operations.

REAL ESTATE/ HUMAN

FACILITIES
A dedicated headquarters
department with the core
responsibility of managing
business sites – and
responsibilities for selecting new
sites is an obvious organization
we would seek to influence.
LEGAL
RESOURCES
Technology and health care Organizational legal teams may
companies rely on human replace or support other teams
resources to recruit and retain or roles. Ultimately, lawyers will
talented information workers to be involved in reviewing or
drive the business, but in evaluating the legal/contractual
increasingly competitive markets opportunities or challenges for a
like the Puget Sound, they face new/secondary location.
challenges in both areas. Senior
leaders in these roles can be
influential with other decision
makers to drive consideration of
future locations.

RFP # 4429-18 11 3
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

JAB THEN

HOOK
Living in the I-5 Corridor is a trade-off.
It’s a question of cost and benefits.
Risk and reward.

Many business owners, professionals and residents have experienced the increase in the costs - and for
many reasons are not able to leverage the benefits.

Many still love the cultural, artistic and natural dimensions of living in the I-5 corridor, but the increasingly
longer commutes, expensive housing and perhaps their own growing families, are causing many people to
reevaluate their priorities and what is important to them at this stage in their life.

For those that live in the I-5 corridor, the cost/benefit equation is no secret. Almost any resident would like
more personal time back - instead of spending two or more hours in traffic every day. Or more housing
options closer to work - which they can also afford.

Living in the I-5 corridor is difficult.

That is not hyperbole (one of us actually lives here); this is reality in today’s Puget Sound.

It’s the truth. Connecting with the truth can be powerful. That’s our jab.

Our hook is the revelation that they don’t have to sacrifice culture, arts and environment. There is
another city with tree-lined streets and classic architecture and a thriving arts scene with passionate sports
fans beyond the Seattle area.

That city is Spokane.

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 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

THE JAB
These statements form the basis of the ads. They are simple but designed to connect with both truth and
emotion. These oppositional statements are meant to intrigue, to create interest...and set them up for
the payoff in the next creative stage:

PAY EMPLOYEES TWICE AS MUCH THEY STILL WON’T BE ABLE TO

AFFORD A HOME

YOU CALL THAT HOUR-LONG DRIVE WE CALL THAT RITZVILLE

YOUR DAILY COMMUTE

HIRE A PROMISING NEW EMPLOYEE WATCH AS THEY ARE HIRED AWAY

SIX MONTHS LATER

LEARNING FRENCH ON THE BUS TO LIVING MINUTES FROM WORK

WORK IS AWESOME IS MORE AWESOME

SPEND YOUR WEEKENDS IN THE LEAVE EARLY SO YOU CAN FIND

GREAT OUTDOORS PARKING

YOU LIVE IN ONE OF THE MOST BUT YOU NEVER LEAVE YOUR
VIBRANT CITIES IN THE WORLD NEIGHBORHOOD

RFP # 4429-18 13 3
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

THE HOOK

RFP # 4429-18 14 3
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING
The Right Messages & the Right Messengers
The RFP does an excellent job of outlining all the factors that make Spokane a uniquely interesting place for a relocation, second
headquarters or satellite office. The mix of culture, quality of life and the concrete business benefits feels spot on.

The key next step — a step that is best addressed with content marketing — is to find the right voices to tell those stories. The
reason we believe so strongly in a broad, multi-channel campaign anchored on a foundation of deep narrative storytelling is that,
while the message of Spokane is clear — and compelling — the messenger is equally important.

In a media environment saturated with advertising, audiences are increasingly numb to efforts that feel slick, overly produced, and
self-serving. Authentic, familiar, authoritative voices carry so much more weight than disembodied ad copy, especially when
contemplating a decision as big as whether or not to move or expand into a market a decider may have no previous knowledge of.

Spokane’s story is best and most convincingly told by its thought leaders, its culture creators and by those people who can serve as
avatars for our target audiences. We want creatives to convince creatives, HR pros to convince HR pros, & CEOs to convince CEOs.

Thus, as we work to identify the messages that need communicating, we will also work to identify the
proper messengers:

WE WILL LET THE

STORY OF SPOKANE’S
BURGEONING FOOD
SCENE BE TOLD BY
ITS CHEFS

AND THE STORY OF

OUR THRIVING ARTS
SCENE BE TOLD BY
ITS ARTISTS

RFP # 4429-18 15 3
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

The Right Messages & the Right Messengers (continued)

WE WILL LET THE STORY

OF HOW ACCESSIBLE AND
ATTENTIVE CITY STAFF ARE
BE TOLD BY THE YOUNG
ARTS ORGANIZER WHO
NEEDED HELP WITH AN
EVENT PERMIT

AND THE DEVELOPERS

WHO WORKED WITH
THE CITY TO CREATE AN
AWARD-WINNING,
PEDESTRIAN-CENTERED
DEVELOPMENT IN
SOUTH PERRY

WE WILL LET THE STORY

SPOKANE’S YOUNG
WORKFORCE BE TOLD BY
THE HR DIRECTOR OF A
HOMEGROWN STARTUP

RFP # 4429-18 16
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

The Right Messages & the Right Messengers (continued)

WE WILL LET THE TEAM AT

MCKINSTRY EXPLAIN HOW
THEY CAME TO PICK
SPOKANE AS THEIR THIRD
INNOVATION HUB,
ALONGSIDE SEATTLE AND
PORTLAND

WE WILL LET CITY STAFF

TALK ABOUT HOW THE
INNOVATIVE CSO
PROJECT IS REDUCING
POLUTION IN OUR RIVER
AND CREATING NEW
GREEN SPACES

WE WILL LET THE CEO OF INB

TALK ABOUT MOVING HERE
FROM BELLINGHAM AND
HOW HE LOVES BIKING TO
WORK (even in winter!) FROM
WANDERMERE TO
DOWNTOWN

RFP # 4429-18 17
 PROPOSED CAMPAIGN
4. CREATIVE MESSAGING

The Right Messages & the Right Messengers (continued)

WE WILL LET THE YOUNG

DEVELOPER WHO JUST
REBUILT STARBUCKS’ PAYMENT
APP TO RUN ON THE WEB
FROM A COWORKING SPACE
ON PACIFIC AVE. TALK ABOUT
WORK LIFE BALANCE HERE

In this way, we won’t just be telling the right story, we’ll be telling the story in the voice of
people who will be familiar, authentic and impressive to our target audiences.

Deep, then shallow

Once we have these stories identified, we can capture them in a way that ensures we have the coverage — textual,
photographic, videographic — to deploy them both as pieces of deep content — a 400-word story, a 75-second video
— but also as parts of shallower, broader content — a display ad, a 15-second pre-roll — that entices the audience to
begin the process of digging deeper.

Emotion and Data

In addition to original storytelling, we recommend seasoning the content mix with:
• Facts and figures that make the business case (workforce, operational cost, average commute times) and the cultural
case (the bounty of our agricultural growing region, # of ski hills, breweries)
• Curated national media accolades, but only from sources that are institutions and/or tastemakers (NYTimes, WSJ,
LATimes, Outside, Nat Geo)
• Again, this is to prioritize authentic, authoritative content undiluted by clickbait. Quality over quantity.

The stories, videos and photography need to be individually compelling, and created to target the discrete interests,
needs, hopes and concerns of the audiences.

Together they will create an overwhelming sense that Spokane is the right place for our target companies to grow a vital
piece of their business.

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 PROPOSED CAMPAIGN
5. MEDIA STRATEGY

MOST EFFECTIVE TACTICS FOR REACHING INFLUENCERS

The objectives of this initiative require a process similar to that of a business-to-business (B2B) marketing
campaign. Engaging key decision-makers requires more than the a typical ad campaign.

Both QUINN and TREATMENT recognize that success only comes through changing minds and
perceptions. And the most effective way to do that is through amazing stories and content. This best
practice is supported by hundreds of studies and experiences, and the chart below is a typical
representation of this reality.

Marketing Tactic Effectiveness According to B2B Marketers in North

America

Content marketing 7.8

Experiential marketing 7.5

Sponsored social marketing 7.3

Online display advertising* 6.6

TV advertising 6.5

Celebrity endorsements 6.3

TV program embedded sponsorship 6.2

TV program official sponsorship 6.1

Radio advertising 5.7

Magazine advertising 5.5

Newspaper advertising 4.8

Source: Izea, "State of Sponsored Social" conducted by Research Now in partnership with Halverson Group, Nov 3, 2015
Methodology: Data is from the November 2015 Izea report titled "State of Sponsored Social" conducted by Research Now in partnership with Halverson Group. 511 B2B
marketers in North America were surveyed online during July-August 2015. Note: n=511; *on a scale of 1-10 where 1="least effective" and 10="most effective"

RFP # 4429-18 19 3
 PROPOSED CAMPAIGN
5. MEDIA STRATEGY

PAID MEDIA EVALUATION

Evaluation of media is actually relatively simple. What does it cost to reach the audience we want and
what is the quality of that experience? There are other factors, but this is a solid starting point. Considering
these two dimensions on two axis, and then evaluating various media relative to our target audience
demonstrates our best media options (a more detailed summary is provided in the appendix):

TRADITIONAL MEDIA:
MOST
As shown in the matrix at right, there EFFICIENT
COST

are three potential traditional media OUT-OF-HOME

options that could be effective:

COST EFFICIENCY

• Out-of-Home (e.g. billboards in

areas of concentration with our
MAGAZINES*
target) CABLE

• Magazines (Business and trade DIRECT MAIL

journals, in-flight magazines)

• Cable TV (high indexing networks, NEWSPAPER

such as the Golf Channel or CNBC) RADIO

LEAST BROADCAST
COST * “Magazines” includes business and trade journals.
EFFICIENT
LESS IMPACT OPPORTUNITY MORE IMPACT OPPORTUNITY
CREATIVE IMPACT

DIGITAL MEDIA:
MOST
Relative to traditional media, it is COST
EFFICIENT
important to note that the cost
effectiveness of all digital is not RETARGETING ADS** SOCIAL MEDIA
COST EFFICIENCY

comparable to traditional (digital has a

huge edge). Having said that, our
primary tactics would be: PAID SEARCH
• Social Media (see detail to follow) DIGITAL VIDEO
BANNER ADS
• Digital video (effective, disruptive
and extremely targetable to our
audience)
• Paid search (capture ’in-market’
searches for business re-location) LEAST
COST STREAMING AUDIO
EFFICIENT
• Retargeting (Both banners and LESS IMPACT OPPORTUNITY MORE IMPACT OPPORTUNITY
retargeting) CREATIVE IMPACT

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 PROPOSED CAMPAIGN
5. MEDIA STRATEGY (CONTINUED)
SOCIAL MEDIA RECOMMENDATIONS

The line between business and personal activities online has always been blurred. A recent study by
Hotwire and VansonBourne acknowledges this, while discovering that nearly one in four business
decisions utilizes Facebook to gather information.

Social Media Channels used by Business LinkedIn and Twitter to lesser degrees,
Decision Makers for Purchasing Decisions also provide channels for business
30%
decision makers to collect relevant
information and feedback.
25%

20% 24%
15%
17%
10%

5%
6%
0%

SOURCE: The Changing Face of Influence; Hotwire and VansonBourne, 2016

The data cited in this report is based on interviews with 1,000 marketing and IT decision makers from
large organizations across various sectors in the US, UK, Germany, Spain, France, Australia and New
Zealand. The survey was conducted during March and April 2016.

However, it is the below observation from the same study that rings the most true and supports the role
of social media in this campaign:

So what role does social media play in the

purchasing process for decision makers?

It’s about the initial curation of information –

taking advantage of the sheer breadth of
these channels to compile first impressions.
As such, our recommendation is for a strong prioritization of both paid digital media and content on these
three channels.

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 PROPOSED CAMPAIGN
5. MEDIA STRATEGY (CONTINUED)

PAID DIGITAL MEDIA: IP TARGETING OF BUSINESS PROSPECTS

Targeted digital video ads (and to a lesser extent, banners/display/native ads) will complement social media
in our recommended paid digital media strategy.

One of the principles of this campaign is the importance of precision and getting in front of the right
audiences. QUINN uses programmatic media platforms to enable the most precise delivery of ads –
complemented with real-time reporting and insights to monitor and improve the performance of our ads
and targeting.

For targeting the industries and the right roles as defined in the target audience, we will be using IP-based
targeting methods to programmatically focus our efforts on the right organizations.

The Target Audiences: We provided data earlier revealing that there are 387* companies with more
than 20 employees in the Health Care and Technology categories. Reaching the decision makers at 387
companies in a market area with over four million people can be like looking for the proverbial needle in a
haystack.

By leveraging programmatic technology and contemporary data segmentation tools and platforms, we can
reach these audiences with amazing precision: by targeting them at their workplace.

IP Targeting: A key method to precisely reach decision makers:

While there are many good methods of targeting digital ads (additional tactics we will use are on the
following page), a highly sophisticated method that will ensure cost-efficient reach of the decision-makers
and influencers is called “IP Targeting” based on the ability to target a specific IP address location.

This method is based on creating a digital target audience based on the physical address of a building. The
creation of this target audience allows us to deliver digital ads to just that one office location (Note: QUINN
already has the physical addresses for all target organizations; see Appendix for an example). The below
diagram is a simplified overview of how it works:

387
Target Organizations Corporate Mailing Physical Addresses Ads targeted to the specific
Identified Addresses Matched to Specific building where one of our
Buildings Individual IP 384 targets is located
Address

*Important Note: We believe this count of 387 is a minimum and in time may be increased to include organizations in other similar, related or
sub-categories. Given the time constraints of this proposal process, we are limiting our focus to just these two categories.

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5. MEDIA STRATEGY (CONTINUED)

PAID DIGITAL MEDIA: OTHER TARGETING METHODS

In addition to IP targeting with both banners and digital video, there are literally dozens of additional
targeting methods that would be used to reach our key decision makers. These include the following:

Job title(s) Group memberships Schools attended

Profession(s) Contextual Hobbies/interests
Industry Keyword Purchasing authority
# employees in org Alumni organizations Demographics

OPTIMIZATION METHODOLOGY

Digital marketing - particularly with a lead-generation component - is hard work.

One of the axioms to describe this difficulty is comparing the amount of time and effort for a traditional
media plan versus a digital media plan.

With traditional media, 80% of the effort is invested before the ads are live.

With digital media, 80% of the effort is invested after the ads are live.

Why? With real-time performance data available for all digital media, we should pay close attention to this
data. This requires that digital campaigns are constantly monitored and reviewed. And tactics, audiences,
ads, placements not performing to expectations are fixed, modified or replaced.

This is what is often referred to as optimization, and it applies to all digital media.

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5. MEDIA STRATEGY (CONTINUED)
MARKETING AUTOMATION: CONTENT TO NURTURE LEADS
As potential prospects experience our engaging content, these messages drive them closer and closer to a
decision about a Spokane location.

We will encourage this interest and help to drive lead generation through marketing automation and content
marketing. One method of generating leads will be by providing a white paper on the advantages for I-5
corridor businesses to add a Spokane location. Other methods of generating email leads will be through
Facebook lead forms adjacent to our social media content and posts.

As this email database of influencers and decision makers grows, we will leverage the ability to automatically
market to them based on multiple triggers: a period of time following a request, or specific actions related to
content they viewed on the website.

Marketing automation is essentially connecting the website – and its organization of content – to a marketing
automation platform. The marketing automation is configured to collect contact information and designed to
automatically delivery semi-personalized emails based on a users action or a certain period of time. The
diagram below is a simple overview of this arrangement:

STEP 1. STEP 3.
A visitor gives us their Weeks later, the prospect
WEBSITE email/contact info to returns to the website and
receive more reads a page on Spokane’s
CONTENT information. higher ed options.
PAGES
SPOKANE SPOKANE
WHITE PAPER CASE STUDY(IES)
CULTURE EDUCATION

STEP 2. STEP 4.
The contact info is Based on her visit to the
collected, and the above page, an email
desired information is providing more stories
automatically delivered to surrounding education in
MARKETING the visitor. Spokane is sent –
automatically.
AUTOMATION
PLATFORM WHITE PAPER EMAIL: ARTS in EMAIL: EDU in EMAIL: SUCCESS
EMAIL SPOKANE SPOKANE STORY

The delivery of relevant, timely content based on a visitors actions (reading a specific topic on our website)
or after a pre-determined period of time (a week after a white paper requests) helps to maintain top-of-
mind awareness and consistently puts contact information in the inbox of our prospect.

Additionally, this process is reported in real-time and ‘hot prospects’ or new leads would be shared with the
City of Spokane so that key economic development can personally engage directly with the contact.

RFP # 4429-18 24 3
 PROPOSED CAMPAIGN
5. MEDIA STRATEGY (CONTINUED)
OWNED/EARNED MEDIA

Referenced multiple times in this proposal has been the concept of owned and earned media and
the related concept of content marketing. All of these terms are critical components of our
proposed recommendation and it is therefore critical that we summarize what they mean in the
context of this proposal.

OWNED MEDIA: Owned media refers to the content developed to support this campaign,
owned by the City of Spokane and hosted on your website or various social media channels.
EARNED MEDIA Your owned media becomes earned media when it is recommended, shared,
liked, etc. by others.

Our recommendation is to create three branded accounts (or ’pages’ or ‘channels’) with the
following three social media platforms: Facebook, YouTube and LinkedIn:

These channels will host our content (our owned media). Through paid media and public
relations, we build momentum for individual stories and content to be shared and liked.

BRANDED CONTENT BRANDED CONTENT BRANDED CONTENT

PAGE CHANNEL PAGE

LIMITLESS RETURN FOR THE CITY: The value of the above is that once content is
shared, and a spark of paid media or PR ignites interest and sharing, this investment continues to
provide benefits for the City of Spokane.

THE SECRET OF CONTENT MARKETING

THERE IS NO SECRET: It's not secret because it's obvious: have good content. Content that
people want to watch. Content that they enjoy and find memorable/shareable.
The better the content, the more impact it will have, potentially for many years to come.
No RFP’s to send. No budgets to approve, but the benefits continue.

RFP # 4429-18 25 3
 PROPOSED CAMPAIGN
5. MEDIA STRATEGY (CONTINUED)
BUDGET ALLOCATIONS

Having identified the media channels and tactics with highest probabilities of success for this
project, our final level or prioritization and selection requires calibration with our finite budget.
The additional challenge being to select media that will be effective with a finite budget for almost
two years.

Our criteria for prioritizing media is based is based on the following:

Establish and maintain effective frequency levels: Showing an ad in any medium to any
individual just once or twice is always going to be ineffective. Over a 20-22 month period
we need to have frequency levels between 8-12.
Leverage media that shares common creative development: Our content will rely on
video, photos and text, we should leverage this investment for ad development as well.
Radio or audio-streaming would involve a significant investment of resources.
Measurability is key: With a finite budget, we should prioritize media- primarily digital -
where the results (i.e. leads) can be directly measured against what is invested in that media
tactic.

The result of applying these criteria to our expected media budget, results in a recommendation
that is focused on digital, with Social Media being the largest share of overall budget. Note that
this recommendation includes three of the four top tactics shown on page 19.
Social media, search, browser-based IP targeting and email create a multi-mode and comprehensive
paid digital media strategy. Detailed media allocations are provided in the Cost Proposal
section.
BUDGET ALLOCATION % BY TACTIC

EMAIL/
REPORTING, 10%
PAID SEARCH,
13%

DIGITAL VIDEO/ SOCIAL MEDIA,

DISPLAY, 16% 61%

Results matter more than plans: Optimization Note: An important consideration in the above - and a
critical component of successful digital marketing - is that each tactic and channel recommendation will be
continuously evaluated based on their performance. Optimization management may result in shifts in the
above to maximize the impact of this project.

RFP # 4429-18 26
 SECTION 3

AGENCY
INFORMATION

RFP # 4429-18 27
 WHO WE ARE
AGENCY INFORMATION
A COLLABORATIVE EFFORT: QUINN and TREATMENT
BRINGING THE BEST MINDS TOGETHER TO MAXIMIZE RESULTS
FOR THE CITY OF SPOKANE.
Both QUINN and TREATMENT believe in the idea that diversity is a strength. This submission and our
proposed approach is based on that idea.

Our partnership reflects that different experiences, backgrounds and skills can and should join hands to
provide the best skills for a task. One is an established ad agency with Spokane roots going back to the
sixties; the other represents the new entrepreneurial and creative spirit that makes Spokane both a cultural
and professionally desirable place to live and work.

We also want to provide transparency into how we expect to work with each other, the City of Spokane,
and with other partners and stakeholders who may be involved with or contribute to this effort.

SHARED RESPONSIBILITIES: QUINN & TREATMENT

Both QUINN and TREATMENT will share responsibilities for overall strategy (see below) as well as with
working with and engaging with other external partners.

EXTERNAL
STRATEGY EMAIL MARKETING
COLLABORATION

Includes meetings with Includes building and Collaboration and

Project Stakeholders and leveraging synergies with implementation of email and
internal meetings. Visit Spokane, DSP, GSI and content channels, to include
other supportive marketing automation set-
organizations. up.

SPECIFIC RESPONSIBILITIES

TREATMENT QUINN

CREATIVE CONTENT DIGITAL & TRAD

MEDIA STRATEGY
STRATEGY STRATEGY MEDIA MGMT

WEBSITE PRINT / GRAPHIC CAMPAIGN CONTRACT

DEVELOPMENT DESIGN REPORTING OWNER

RFP # 4429-18 428

 WHO WE ARE
AGENCY INFORMATION
QUINN
QUINN has been an enthusiastic participant in the commercial life of Spokane for almost fifty years. In the
turbulent and dynamic world of advertising we value adapting and embracing change because it is
absolutely essential if we are to provide the best to our clients and partners.

In addition to being the region’s oldest agency, QUINN is frequently recognized

• As an excellent ad agency (See Catalyst Magazine “Best Ad Agency”; 2014-2017)
• An influential, woman-owned business (Bonnie Quinn)
• The region’s leaders in traditional media buying
• Spokane’s most sophisticated digital media agency

Our recent evolution into digital:

No marketer can understate the importance of digital in the media mix, but different agencies will have
different answers to how they solve the complexities and processes required to do digital marketing
successfully. The path that QUINN chose was to invest in becoming Spokane’s digital leader.

Jerry Quinn chose to join his sister at QUINN in 2016. Passing over opportunities in Seattle and other
markets with large, well known brands - to work with Bonnie and bring his twenty years of digital
marketing knowledge, experience and technology solutions together with the traditional media
powerhouse of traditional media buying at QUINN.

This evolution is based on a philosophy and approach that passionately embraces change and the essential
need for our clients to have recommendations that are objective, data-driven and highly effective - and not
merely those that worked in the past or are based on comfort or habit.

The evidence for our success is not given in awards or articles, but the tenure and longevity of our client
relationships, the majority of which tend to be measured in decades, not years.

RETAIL NON-PROFIT CIVIC

IDENTIFY OPPORTUNITIES TO LEVERAGE
COMMUNICATIONS TO MEET BUSINESS
STRATEGY GOALS, PRIORTIZE BUDGET, DELIERY,
SELECTION OF ADS AND PROMOTIONS

RFP # 4429-18 29 4
 WHO WE ARE
AGENCY INFORMATION
TREATMENT
At TREATMENT, we believe in creative agility, resourcefulness and curiosity. We believe deeply in team
cohesion and that all work is made better when approached with a sense of joy, pride, fun and respect for
your clients and collaborators. We believe that is doubly true of creative work.

Our core abilities are deep, encompassing branding, creative strategy, copywriting, web, photography,
video, sound design and even musical composition. And because we also have backgrounds in filmmaking,
journalistic writing, fine art, arts organizing, and even video game development, our mindset and strategic
thinking goes beyond basic marketing standards. We know the time-tested stuff that works and we love
thinking through new approaches and emergent technologies.

The depth, production experience, and creative power of our team has led us, throughout our careers, to
do incredible work for a range of businesses, from startups to Fortune 500 brands.

Our love of Spokane has kept TREATMENT focused on securing the brightest creative talent in the area,
and putting those dazzling minds to work in service of this community.

Spokane’s whole creative community is our palette, and we use it to create memorable and impactful
work that tells our clients’ stories and forwards their business goals.

SELECT CLIENTS

RFP # 4429-18 30 4
 AGENCY INFORMATION
THE TEAM

RFP # 4429-18 31
 AGENCY INFORMATION
THE TEAM
Bonnie Quinn-Clausen
TRADITIONAL MEDIA STRATEGY / ENGAGMENT MANAGEMENT

Bonnie Quinn-Clausen is the owner and agency principal of

QUINN and brings 25 years of successful advertising expertise
and leadership resulting in becoming one of the state’s most
respected and award-winning advertising agencies.

Bonnie has been developing brand and advertising strategies for

clients throughout the country in automotive, grocery, furniture,
tourism and hospitality.
Bonnie’s focus on strategic objectives and commitment to developing impactful advertising and
campaigns the drives measurable improvement and results have generated success for clients
across the western United States for hotel chains, restaurant chains and auto dealer groups in
Spokane, Seattle, Portland, Boise, Las Vegas, Phoenix, Tucson, Dallas, Denver, Indianapolis, Kalispell,
Missoula and Great Falls.

In 2013, 2016 and 2017 QUINN was named Best Advertising Agency by Spokane CDA
Magazine, and Bonnie was named one of top three local Business-women in Spokane.

Bonnie has served on many boards & committees including the Spokane Advertising
Federation, and Vanessa Behan Crisis Nursery, while also volunteering as the President of the
Garland Business District and is a representative of the Mayor’s Small Business Advisory Board
in Spokane. Bonnie has recently joined the Spokane Valley Chamber Board.

EDUCATION:
University of Washington, BA Marketing & Communications

CURRENT BOARDS:
• Mayor’s Small Business Advisory Board
• Spokane Valley Chamber

PAST BOARDS:
• Garland Business District
• Spokane Advertising Federation
• Vanessa Behan Crisis Nursery

RFP # 4429-18 32
 AGENCY INFORMATION
THE TEAM
Jerry Quinn
DIGITAL STRATEGY

Jerry Quinn is a former US Army 82nd Airborne Paratrooper

who left Spokane in 1998 for San Francisco to work in the
nascent digital advertising industry.

While in the Bay Area he led the pioneering digital advertising

efforts for Apple, 20th Century Fox, Audi and other national
and global brands, ultimately directing a team of 25 media
planners at Agency.com.

Jerry returned to the Northwest to lead the global management of Microsoft’s digital direct
response, programmatic and exchange advertising businesses.

With two decades of digital marketing experience Jerry has a profound understanding of the
value of digital technology while also having a passion to help his clients what it means for their
business and their marketing efforts.

Jerry works in Spokane, but lives in Seattle where he secretly promotes the Spokane lifestyle to
miserable commuters and frustrated business owners.

EXPERIENCE
• Product Marketing CDK Global 2015-2016
• Media Director, MICROSOFT 2004-2014
• VP Media Director, AGENCY.COM 2001-2003
• Media Supervisor, marchFIRST 1998-2001
• Media Planner, Quinn Group 1994-1998

EDUCATION:
Eastern Washington University, BS Business Administration; Marketing

PROFESSIONAL ACHIEVEMENTS
• Created personal YouTube channel with over one million views
• Multiple awards and professional honors

RFP # 4429-18 33
 AGENCY INFORMATION
THE TEAM
Luke Baumgarten
CREATIVE DIRECTION | CONTENT STRATEGY

Luke is a storyteller, community organizer and creative problem

solver. He has spent most of his career in Spokane, first as an
editor and writer at the Inlander and later as a creative
strategist at Seven2.
As a community organizer and arts advocate, he is a co-
founder of Terrain, a non-profit arts organization supporting
local artists and the founder of Fellow Coworking, a place
where small companies, non-profits, start-ups and freelancers
can thrive together.
Luke’s writing has won numerous national awards and has been collected in a volume of
best arts journalism. He has over a decade of experience managing writing, photographic
and design teams, with a particular interest in cultivating talent.

EXPERIENCE
• Arts & Culture Editor, THE INLANDER 2005-2012
• Creative Strategist, SEVEN2 2012-2014
• Principal, TREATMENT 2014-Present

EDUCATION:
BA, English and Philosophy | Gonzaga University

CURRENT BOARDS:
• Spokane Symphony
• Gonzaga Advisory Committee to the Dean of the College of Arts & Sciences
• Terrain
• Laboratory

PAST BOARDS:
• Spokane International Film Festival

RFP # 4429-18 34
 AGENCY INFORMATION
THE TEAM
Benji Wade
CREATIVE DIRECTION | INTERACTIVE & VIDEO

Benji Wade is a digital producer, filmmaker, and media strategist

who began building web experiences at (almost) the dawn of
the world wide web for an NSF-funded non-profit.

From 2011 to 2012, Benji joined the tech startup, Ookla Net
Metrics (makers of Speedtest.net, acquired by Ziff Davis in
2014), where his clients included Charter Communications,
Time Warner Cable, and Dell.
At film school, he developed production skills to go along with his love of narrative
storytelling, then merged theory and practice, becoming a digital and video producer in
his adoptive home of Spokane.

At the 2014 Spokane ADDYs, his team at NXNW was awarded with the Best of Show:
Digital ADDY for an integrated project for Pearson Packaging Systems.

EXPERIENCE
• Web Developer, ARCTIC RESEARCH CONSORTIUM 2001-2009
• Senior Account Manager, OOKLA 2011-2012
• Producer, NXNW 2012-2014
• Principal, TREATMENT 2014-Present

EDUCATION:
BA, Film/Video & Photographic Arts | Montana State University

RFP # 4429-18 35
 SECTION 3

REFERENCE
PROJECTS

RFP # 4429-18 36
 REFERENCE PROJECTS
WASHINGTON STATE CHINESE LANTERN FESTIVAL
CHALLENGE: Build a Chinese cultural festival from the ground up, connect it to the Spokane
community, then draw visitors from all over Washington, Idaho, Oregon, British Columbia, Alberta
and Montana.

SITUATION
In 2015, an organizing committee featuring executives from Riverfront Park, Visit Spokane, Downtown Spokane
Partnership, Spokane Parks Foundation engaged TREATMENT to build a comprehensive brand identity and all
creative for its ambitious Chinese Lantern Festival from the ground up, engaging with QUINN to create a multi-
channel marketing strategy that would draw patrons from a 450-mile radius. The event needed to be authentic,
connected to the local community, and compelling enough to draw people from Seattle, Portland and Calgary.
The campaign needed to be the same.

STRATEGY
Internally, TREATMENT became a core part of the organizing team, offering creative A beautiful and flexible brand
insights into all aspects of the event planning. We built a brand, website, executed all
levels of design, from banner ads to social media collateral to wayfinding signage.
To both entice locals and offer travelers a hint of our region, we spearheaded the
creation — along with restauranteurs Jeremy and Kate Hansen — of a five-week pop-
up restaurant concept offering a Spokane take on regional Chinese cuisine.
Despite a relatively modest out-of-market budget, QUINN was able to identify and
reach our audience with precise digital targeting and whip-smart traditional media
placement.
Becomes a targeted, authentic campaign
THE WORK + CAMPAIGN
We knew marketing a Chinese cultural festival in Spokane would
require finesse. We needed to engage Chinese culture without
appropriating it. We needed it to feel modern, fun and energetic
without losing sight of tradition.
Crucially, it needed to appeal to people on Spokane’s South Hill
and those in Seattle’s International District.
Tapping a designer with a fine arts background, we crafted a hand-
painted logo and illustrations that paid homage to Chinese cultural
touchstones and the tradition of calligraphy while still keeping
things modern and fresh.
With focused insights and planning from QUINN, each piece of
creative was built to the format and the intended audience,
resulting in ads that reached hundreds of thousands of people but
felt tailored to each audience.

RESULTS:
The committee, QUINN & Treatment set incredibly ambitious attendance goals for this first-year festival.
We nearly doubled them:
Attendees Diners
Goal 50,000 Goal 1,000
Actual 80,000+ Actual 2,200+

RFP # 4429-18 37
 REFERENCE PROJECTS
INB COMMUNITY STORIES
CHALLENGE: Use deep, consistent storytelling about
businesses, non-profits and people to demonstrate a local
bank’s commitment to its community.

SITUATION
As the second-largest community bank in the region — and one of the
few not acquired by out of market banks or private equity — INB
wanted to highlight its dual emphasis of business excellence and
community embeddedness.

STRATEGY
The strategy is simple: tell compelling stories about our
neighbors and, as the audience’s pride and love for our
community grows, they will begin to equate that pride and love
with the outlet telling the story.
Leveraging the TREATMENT team’s backgrounds in print
journalism, photography and videography, along with QUINN’s
expertise in identifying exactly the right channels for delivery,
we have turned people’s interest in their region’s success into
an incredibly powerful exercise in brand-building.
CAMPAIGN
Telling between 2 and 5 stories a month for over 3 years, we
have built what we think is the deepest collection of inspiring,
heartwarming, triumphant stories of our region outside of our
local news outlets, and we have connected those stories to INB
in people’s minds.

Starting from a basis of medium-form written stories and

photojournalism, we have grown the campaign as technologies
have emerged and video has become a more vital part of
consumption trends on the Internet.

We’ve also grown our storytelling footprint as INB expands

into new markets across southeastern, central and western
Washington, north Idaho, and central and western Oregon. We
keep our targeting and delivery tight, focusing stories on the
communities that spawn them, anchoring INB more deeply in
these new markets more quickly than any traditional ad
campaign ever could.

RESULTS:
Promotions over the course of two years using social media, pre-roll
video, print, television and other media have been a key factor in
supporting INB’s increase in assets by 51% to to $636m, and a 53%
increase in deposits. to $548m, while more directly influencing their
increased share of banking customers under the age of 44 by 20%.

RFP # 4429-18 38
 REFERENCE PROJECTS
SPOKANE REGIONAL SOLID WASTE SYSTEMS
This campaign - and the results it generated - underscores QUINN’s commitment to driving results, creatively
engaging audiences, leveraging research and insight, and effectively managing successful traditional and digital
media elements.

CHALLENGE: Address low recycling participation and apathy in the city

SITUATION:
In 2011, the City of Spokane had one of the lowest recycling rates in the state. Further research by QUINN
indicated that the public was confused about how to recycle, and what items could be recycled. We also
identified a level of apathy that considered recycling to be a waste of time.

STRATEGY
We developed a multi-channel media and creative
strategy to address recycling in a positive, friendly, Banner ads drove visitors to the
accessible manner; it was time to talk about recycling in a website where they could learn
new way. The “Let’s Talk Trash” campaign was born, and more about recycling
was followed by the “Big Blue” campaign promoting the
new 96-gallon recycling carts.
A simple, humorous, yet relevant
and engaging message was
developed by QUINN to show
people how recycling benefits
our communities
High visibility
environmentally and
transit and
economically. We made it look
outdoor
really easy, too.
helped drive
recall

THE CAMPAIGN:
The striking and attention-generating creative, with its simple, clear messaging maintained a similar look and
feel across television, print, billboards, bus benches, bus panels, bus wraps and on Facebook and the website.
In addition to identifying,
negotiating, and placing all
traditional media, QUINN created
and managed the Social Media
campaign (Facebook) as well as TV ads made
the TalkTrashSpokane.com recycling look
website. fun! But also
provided useful
information.

RESULTS:
Recycling in the City of Spokane DOUBLED between the start of the campaign and the end of the
contract in 2013. Not only are more residents participating they are also converting more items out of
the trash and into recycling.

RFP # 4429-18 39
 SECTION 4

REFERENCE
CLIENTS

RFP # 4429-18 40
 REFERENCE CLIENTS

CLIENT CONTACT COMPANY CONTACT

Jason Miller INB 509-462-3609

421 W. Riverside Ave
Spokane,WA 99201

Gus Johnson Gus Johnson Ford 509-924-1000

8300 E. Sprague Ave
Spokane Valley, WA 99212

Heather Alexander Goodwill Industries of the 509-444-4383

Pacific Northwest 130 E. 3rd Ave
Spokane, WA 99202

RFP # 4429-18 41
 SECTION 5

COST
PROPOSAL

RFP # 4429-18 42
 COST PROPOSAL
PROJECT PLAN

To support our strategy and the creation, implementation and management of the many components
required for this campaign, we are providing the below project plan overview.

As you will notice, we anticipate extremely high activity in the first two months with an expected launch of
the campaign in April.*

Following this project plan are some brief descriptions of what happens in each stage and what the project
stakeholders at the City of Spokane can expect to receive from us:

2018 2019
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
8

9
18

19
18

19
18

19
18

18

19

19
18

18

19

19
-1

-1

-1

-1
8

9
J-1

J-1

J-1

J-1

J-1
O-

O-
N-

N-
D-

D-
A-

A-

A-

A-
M

M
F-

S-

F-

S-
STRATEGY ● ●
WEBSITE DEV ● ●
CONTENT DEV ● ● ●
MEDIA PLANNING ● ● ●
MARKETING AUTOMATION ● ●
REVIEWS & ANALYSIS ● ● ●
CAMPAIGN LIVE ● ●

STRATEGY AND DEVELOPMENT: FEB-APR 2018

Alignment, Meetings and Reviews: This initial stages will naturally involve multiple meetings with project
stakeholders at the City, as well as general information collection, understanding of requirements, limitations and
the development of the strategy, to include finalization of the media strategy, website, content and creative.

Business Development Alignment: A priority during this foundation-laying stage involves meeting with
Spokane’s business development team to coordinate knowledge sharing and the establishment of a
communication process to share leads and other relevant data with the Business Development team.

Leveraging Allies: QUINN and TREATMENT also support leveraging resources from other organizations
with an interest in Spokane’s economic and cultural growth. During this stage we will be engaging with Visit
Spokane, GSI, DSP and others to leverage assets and encourage support for the message on their domains.

Development: While the above meetings, connections, and alignment described above is occurring, we will
simultaneously start negotiating media, securing technology resources necessary (marketing automation
platform, website hosting, domain name search, etc.), creating branded channels on YouTube, Facebook,
LinkedIn and Twitter while also developing the stories and content to be distributed through the website, social
channels, and pushed to audiences with ads.

* We’re assuming officially starting in early February per the timeline provided in the RFP.

RFP # 4429-18 43
 COST PROPOSAL
PROJECT PLAN: (Continued)

2018 CAMPAIGN PHASE: APR – DEC 2018

With the launch of the campaign in April, our engagement and communication shifts to management,
evaluation and communication with project stakeholders on the performance of the campaign, to include:

Reporting and Insights: City stakeholders will be able to track real-time campaign performance through an
online reporting dashboard – containing all key metrics for all paid and owned media.

Campaign Management and Optimization: One of our core beliefs about digital advertising is that the
real work starts after the campaign is live; so ongoing optimization of our digital media will be constant any
time digital media is active. This fundamentally requires weekly review of ad delivery and performance, and
minor adjusts in settings, placements and related details to maximize results.

Communications and Engagement: City stakeholders will not only have access to a dashboard, but
ongoing communications and insights from the QUINN digital media team describing performance and
tactical course corrections to optimize results.

END OF YEAR REVIEW: DEC 2018

By the end of 2018, we will have had ongoing messaging in market for around nine months - plenty of time
and data will have been collected to review where we are, assess our performance, and identify new or
modified media or creative opportunities.

2018 Performance Analysis Review: The QUINN team will prepare a review of our 2018 performance
and in collaboration with TREATMENT share these findings with the project stakeholders and review/discuss
any recommendations based on our insights and discovery.

2019 CAMPAIGN PHASE: JAN-DEC 2019

In early 2019, changes or modifications to the strategy agreed to by City of Spokane project stakeholders,
QUINN and TREATMENT will be implemented. Over the course of 2019, tactical optimizations by the
QUINN media team will continue on a weekly basis, while ongoing communications and reporting from the
previous year also remain unchanged.

FINAL REVIEW: DEC 2019/JAN 2020 (estimated)

Near the end of the contracted term, the QUINN team in collaboration with TREATMENT will provide a
final report detailing key observations, documentation of best practices, and overall performance delivery and
results.

Final Summary: A summary of the project will be provided the month following the completion of the
project contract.

RFP # 4429-18 44
 COST PROPOSAL
WHAT IT ALL COSTS

QUINN | TREATMENT Cost Estimates: Our anticipated cost for all key deliverables and services are
shown below per quarter.

Q1 '18 Q2 '18 Q3 '18 Q4 '18 Q1 '19 Q2 '19 Q3 '19 Q4 '19 TOTAL

MEDIA $8,750 $8,000 $6,000 $8,700 $6,000 $6,000 $6,000 $7,500 $56,950
Media Strategy $4,000 $1,200 $5,200
Media Planning/Buying $3,500 $3,500
Email Mgmt (Mktg Auto Impl.) $1,250 $2,000 $3,250
Media Mgmt/Optimization $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $42,000
Analysis/ Review $1,500 $0 $1,500 $3,000
CREATIVE: CONTENT $32,500 $17,550 $0 $7,475 $0 $0 $0 $0 $57,525
PROFILE Stories (6x Video) $19,500 $9,750 $4,875 $34,125
PROFILE Stories (6x Written) $10,400 $5,200 $2,600 $18,200
PROFILE Stories (2x - No video) $2,600 $2,600 $5,200
ADS $3,500 $3,250 $0 $1,500 $0 $0 $0 $0 $8,250
Digital Video ads (6x) $1,500 $1,500 $1,500 $4,500
Display ads (2x sets) $1,500 $1,500 $3,000
Multi-Image Social (e.g. Carousel) $500 $250 $750
WEBSITE $13,500 $0 $0 $0 $0 $0 $0 $0 $13,500
Design $7,500 $7,500
Development1 $0 $0
Content/Proj. Mgmt $4,000 $4,000
Copywriting $2,000 $2,000
Other Graphical ad design2 $2,000 $1,000 $3,000
CONTENT CHANNEL MGMT $1,500 $0 $0 $0 $0 $0 $0 $0 $1,500
FB, LinkedIN, YT Channel Creation $1,500 $1,500
TOTAL FEES (QTRLY) $59,750 $28,800 $6,000 $17,675 $6,000 $6,000 $6,000 $7,500 $137,725

NOTES:
1. To minimize costs, we are recommending that a cloud-based web development platform be used. While these
platforms likely have all or most of the capabilities that may be required, we may discover requirements from the City
for features not supported by these platforms and would require additional allocation of the above budget to web
development and programming.
2. Other graphic ad design: includes potential print, out-of-home, direct mail and other non-digital media required for this
campaign.

RFP # 4429-18 45
 COST PROPOSAL
WHAT IT ALL COSTS (Continued)

PROJECT COSTS WITH PAID MEDIA & EMAIL MKTG:

MEDIA/TACTIC PLANNED BUDGET BUDGET % EST IMPR EST CLICKS EST VIEWS
SOCIAL MEDIA $68,000 61% 13,221,429 366,464 2,021,429
FACEBOOK $37,000 33% 7,400,000 222,000 1,850,000
LINKEDIN $15,000 13% 1,250,000 18,750
YOUTUBE $8,000 7% 571,429 5,714 171,429
TWITTER $8,000 7% 4,000,000 120,000
VIDEO/DISPLAY $18,275 16% 3,008,929 21,902 74,286
IP TARGETED DISPLAY $8,500 8% 1,000,000 10,000
PRE-ROLL VIDEO $6,500 6% 371,429 3,714 74,286
RETARGETING $3,275 3% 1,637,500 8,188
PAID SEARCH $15,000 13% 100,667 6,040
GOOGLE $15,100 13% 100,667 6,040
MEDIA ENABLEMENT/TECH $11,000 10%
Reporting Platform $3,150 3%
Mktg Automation Platform 7850 7%
MEDIA SUB-TOTAL $112,275 45% 16,331,024 394,406 2,095,714
QUINN | TREATMENT SERVICES $137,725 55%
MEDIA $56,950 41%
CREATIVE: CONTENT $57,525 42%
ADS $8,250 6%
WEBSITE $13,500 10%
CONTENT CHANNEL MGMT $1,500 1%
SERVICES SUB-TOTAL $137,725 55%
PROJECT TOTAL $250,000 100%

RFP # 4429-18 46
 APPENDIX
CAMPAIGN PRINCIPLES
TARGET AUDIENCE GEOGRAPHIC CONCENTRATION
SAMPLE IP TARGETING BUSINESS DATA
SUPPLEMENTARY MEDIA EVALUATION DATA
LEAD GEN FRAMEWORK
ADDITIONAL QUINN | TREATMENT DETAILS

RFP # 4429-18 47
 CAMPAIGN PRINCIPLES & BEST PRACTICES

Our evaluation of the goals of the campaign, the specific centers of excellence and additional features
defined in the RFP, combined with our marketing experience results in us defining six critical features for
the strategy which will ultimately result in success. We will refer to each of these six features throughout
the description of our Proposed Campaign:

TARGETING & VISUAL STORY-

AUTHENTICITY
DATA TELLING

The campaign must use the most
sophisticated data sources and
programmatic digital methods to
reach key influencers. Data will
also be used to perpetually
optimize campaigns and provide
insights.
Our message must accurately
reflect what Spokane is and its
benefits for business relocation.
The truth is paramount.
Our target audience is already
saturated with advertising – we
will not succeed through a barrage
of ads they won’t see, but through
stories they find interesting and
engaging.

OWNED &
EARNED
The development of entertaining
and educational stories about the
benefits of Spokane will create a
long-term library of content that
tells the Spokane story forming the
foundation of owned media
channels, while the stories will also
drive discussion and influence to
generate earned media exposure.
DISRUPTION
We are competing with a variety of
regions and cities across the
country, and while the Spokane
message has inherent benefits, we
must also prioritize the fact that
many ‘business relocation / regional
promotion’ messages tend to have
similar messages and promise
identical benefits. To break
through this clutter, our message
(and paid media) needs to be
(politely) disruptive.
COLLABORATION
The context of this submission is
based on the idea of leveraging
the best talents from two
marketing firms – but we do not
believe collaboration stops there.
A successful strategy will also
require the marketing effort to
leverage, partner and coordinate
with organizations with shared
interests (Visit Spokane, GSI,
etc...).

RFP # 4429-18 48
 APPENDIX
I-5 CORRIDOR: TECHNOLOGY w/20+ EMPLOYEES

RFP # 4429-18 49
 APPENDIX
I-5 CORRIDOR: PHARMACUETICAL w/20+
EMPLOYEES

RFP # 4429-18 50
 APPENDIX
I-5 CORRIDOR: BIO MEDICAL w/20+ EMPLOYEES

RFP # 4429-18 51
 APPENDIX
I-5 CORRIDOR: MANUFACTURERS w/50+
EMPLOYEES

RFP # 4429-18 52
 APPENDIX
SAMPLE PHYSICAL LOCATION DATA
(IP TARGETING)

Phone
Legal Name Address City State ZIP Code # of Emp Sales
Number
2 C Media, LLC 10047 38th Ave Ne Seattle WA 98125 (206) 522- 25 $2,300,000
3md Inc. 17735 Ne 65th St Ste 130 Redmond WA 98052 7211
(425) 467- 153 $238,127,184
3r Technology 5511 1st Ave S Seattle WA 98108 8000
(206) 582- 11 $1,428,140
Access Analytics 2100 Lake WA Blvd N APT Renton WA 98056 7100
(425) 985- 10 $500,000
International, LLC Group,
ACS Technologies A
1505 Westlake Ave N Seattle WA 98109 1121
(843) 413- 65 $0
Inc.
Adapx Inc. 720 Olive Way Ste 1000 Seattle WA 98101 8032
(206) 448- 32 $12,386,493
Add Three Inc 500 E Pike St Ste 200a Seattle WA 98122 3114 568-
(206) 30 $2,568,140
Adobe Systems Incorporated 801 N 34th St Seattle WA 98103 3772
(206) 675- 500 $0
Advanced Computer No 1, 340 Industry Dr Ste 180 Tukwila WA 98188 7000
(206) 575- 5 $1,384,719
Incorporated
Advanced Laser Solutions 835 7th Ave Ste B Kirkland WA 98033 4410
(425) 822- 5 $1,000,000
Inc
Advanced Toolware LLC 808 Traffic Ave Ste 101 Sumner WA 98390 4400 770-
(253) 11 $1,039,223
Aegis Technologies Group, 110 Cherry St Seattle WA 98104 4823
(206) 447- 150 $21,029,990
Inc.
Aircon Soft 1925 Ne 143rd St Seattle WA 98125 4175 851-
(206) 3 $800,000
Alchemy Software, Inc 15127 Ne 24th St 106 Redmond WA 98052 8476 359-
(831) 6 $729,000
Alden Associates Inc 17735 Ne 65th St Ste 120 Redmond WA 98052 9378
(425) 882- 8 $2,886,133
Allied Business Systems, Inc 10604 Ne 38th Pl Ste 118 Kirkland WA 98033 2902
(425) 576- 8 $999,999
Amplicom Computer 11532 15th Ave Ne Ste Seattle WA 98125 9747 367-
(206) 4 $600,000
Incorporated
Apex Datacom LLC 101
19125 North Creek Pkwy # Bothell WA 98011 0528
(206) 521- 10 $5,000,000
Apian Software 120
200 Ne Pacific St Ste 100 Seattle WA 98105 8980
(206) 547- 20 $2,400,000
Application Technology 6923 205th St SE Snohomis WA 98296 5321
(425) 844- 2 $825,000
Corporation
Applied Voice & Speech 20000 North Creek Pkwy # h
Bothell WA 98011 0138
(425) 951- 50 $0
Technologies,
Apptio, Inc. Inc. 200
11100 Ne 8th St Ste 600 Bellevue WA 98004 1600
(425) 453- 136 $160,569,000
Archer USA Inc 2025 1st Ave Ste Garage Seattle WA 98121 5861 567-
(206) 36 $3,900,000
Arenanet, LLC 3180 139th Ave SE FL 5005 Bellevue WA 98005 5343 247-
(425) 45 $9,039,073
Argogroup Inc 2003 Western Ave Seattle WA 98121 2500
(206) 219- 35 $3,100,000
Arrowdisc, LLC 23008 68th Ave S Kent WA 98032 5326
(253) 518- 70 $9,400,000
Auction Edge, Inc. 1424 4th Ave Ste 920 Seattle WA 98101 3900 858-
(206) 35 $5,937,795
Automic Software, Inc. 14475 Ne 24th St Ste 210 Bellevue WA 98007 4808
(425) 644- 55 $32,686,816
Bancard Services 218 Main St Kirkland WA 98033 2121
(425) 889- 11 $2,000,000
Corporation
Basho Technologies, Inc. 10900 Ne 8th St Ste 1580 Bellevue WA 98004 8200
(617) 714- 10 $6,708,836
Basic Business Systems, Inc 1123 Maple Ave SW Ste Renton WA 98057 1700
(425) 255- 9 $1,346,050
Basis Software, Inc. 100
18103 Ne 68th St Ste C100 Redmond WA 98052 0199
(425) 861- 4 $2,000,000
Bear Computer Systems 13219 Ne 20th St Ste 204 Bellevue WA 98005 9390 653-
(425) 7 $723,861
Beluga Software, Inc 304 West Bay Dr NW # 203 Olympia WA 98502 0200 867-
(360) 10 $900,000
Biblesoft Inc 22030 7th Ave S Ste 204 Des WA 98198 1100
(206) 824- 18 $1,443,755
Big Fish Games, Inc. 333 Elliott Ave W Ste 200 Moines
Seattle WA 98119 0547
(206) 213- 53 $86,947,075
Big Fish Premium LLC 333 Elliott Ave W Ste 200 Seattle WA 98119 5753 269-
(206) 10 $4,000,000
Bittitan, Inc. 3933 Lk WA Blvd Ne # 200 Kirkland WA 98033 3573
(206) 428- 30 $103,000,000
Bittium Usa, Inc. 22722 29th Dr SE Ste 100 Bothell WA 98021 6030
(425) 780- 1 $9,000,000
Blackpoint It Services Inc. 20435 72nd Ave S Ste 200 Kent WA 98032 4480
(206) 575- 38 $14,071,929
Blucapp, Inc. 4929 Stanford Ave Ne Seattle WA 98105 9511
(206) 629- 14 $787,024
Bocada LLC 5555 Lakeview Dr Ste 201 Kirkland WA 98033 8887
(425) 818- 50 $5,412,513
Brodieware Limited 9840 Willows Rd Ne # 102 Redmond WA 98052 4400 861-
(425) 12 $1,400,000
Builder Box, LLC 4025 Delridge Way SW # Seattle WA 98106 7120
(206) 778- 30 $1,927,824
Business Information 210
4720 200th St SW Ste 102 Lynnwood WA 98036 4753
(425) 778- 7 $1,000,000
Technologies,
Byndl AMC LLC Inc 13555 SE 36th St Ste 270 Bellevue WA 98006 2300
(855) 462- 20 $668,098
Ca, Inc. 10885 Ne 4th St Ste 250 Bellevue WA 98004 9635 201-
(425) 84 $0
Callvision, Inc. 1080 W Ewing Pl Ste 200 Seattle WA 98119 3500
(206) 352- 35 $5,100,000
Caminova, Inc. 15325 34th Dr SE Mill Creek WA 98012 3055
(206) 919- 2 $950,000
Campusce Corporation 1201 3rd Ave Ste 1580 Seattle WA 98101 2110
(206) 686- 7 $636,258
Captaris, Inc. 301 116th Ave SE Ste 500 Bellevue WA 98004 8003
(425) 455- 450 $26,773,241
Captaris, Inc. 301 116th Ave SE Ste 500 Bellevue WA 98004 6000
(425) 455- 450 $26,773,241
Care Zone Inc. 1520 Bellevue Ave Ste 202 Seattle WA 98122 6000 707-
(206) 50 $2,498,003
RFP
Caylx#Software
4429-18 Ltd Inc 16428 12th Ave SW Burien WA 98166 9127
(206) 241- 6 53
$700,000
9877
 APPENDIX
TRADITIONAL MEDIA EVALUATION MATRIX

MOST
COST
EFFICIENT
OUT-OF-HOME
COST EFFICIENCY

MAGAZINES*
CABLE

DIRECT MAIL

NEWSPAPER

RADIO

LEAST BROADCAST
COST * “Magazines” includes business and trade journals.
EFFICIENT
LESS IMPACT OPPORTUNITY MORE IMPACT OPPORTUNITY
CREATIVE IMPACT

EVALUATION & SUMMARY

DIRECT MAIL: While typically considered at the top of the list of tactics to reach individual business decision
makers, it is also why we harshly grade it: easily ignored and extremely expensive to produce and distribute.
DAILY NEWSPAPERS: While newspaper rates have adjusted to their reduced readership, the relative cost of
advertising in traditional newspapers to reach our exclusive audience is too far out of proportion.
RADIO: While there are radio formats with higher rates of listenership with business owners, it is another
expensive medium to reach a small audience.
BROADCAST TV: While providing an extremely powerful format for engaging audiences, the cost of
broadcast television in the Seattle DMA is prohibitively expensive.
OUT-OF-HOME: Given the geographic concentration of many of the employers in our desired categories,
cost-efficient media options like billboards provide high frequency for short, simple, memorable messages. See
Appendix pages “Geographic Concentration”.
CABLE TV: When compared to other traditional media, cable provides some options that broadcast does not:
Networks that skew high with business decisions makers (e.g. Golf, CNBC) while also providing the ability to
target specific geographic zones in the Puget Sound area.
MAGAZINES: Several publications targeting business leaders make this a potential option. Seattle Business, the
Puget Sound Business Journal, and related publications will be in our consideration set.

RFP # 4429-18 54 3
 APPENDIX
PAID DIGITAL MEDIA EVALUATION MATRIX

MOST
COST
EFFICIENT

RETARGETING ADS** SOCIAL MEDIA

COST EFFICIENCY

PAID SEARCH

DIGITAL VIDEO
BANNER ADS

LEAST
COST STREAMING AUDIO
EFFICIENT
LESS IMPACT OPPORTUNITY MORE IMPACT OPPORTUNITY
CREATIVE IMPACT

EVALUATION & SUMMARY

STREAMING AUDIO: While providing the ability to better target specific types of audiences compared to its
terrestrial relative, this targeting does not match what we can get through other digital tactics – and the creative
impact relative to the cost are not nearly as significant.
BANNER ADS: While the absolute cost of banner ads is among the least expensive of nearly every digital
media tactic, their generally poor performance as a mechanism to influence or educate on their own makes
them a less than desirable tactic for most campaigns.
RETARGETING: While banner ads may not perform well in isolation, as a means of retargeting, they can act as
an effective message recall tool – particularly considering their low overall cost, retargeting ads (both banners as
well as social media) should be supplementary tactic.
PAID SEARCH: Obviously text alone is one of the least impressive forms of advertising; but considering their
relevance to precise search requests regarding a potential Spokane relocation, paid search should be another
essential tactic for those decision makers and influences evaluating new locations.
SOCIAL MEDIA: Yes. See following for detailed analysis of recommended social media platforms.
DIGITAL VIDEO: While commanding relatively high digital cost-per-views, it is still an extremely effective way
of accomplishing both objectives of efficiency (cost + targeting) as well as an intrusive/engaging creative format.

RFP # 4429-18 55 3
 APPENDIX
BUSINESS DEVELOPMENT AND LEAD GENERATION

The process for a campaign designed to generate awareness and ultimately results in a qualified lead is a
long-term process understood through a classic market funnel.

Conceptually we should understand that the initial exposure to our campaign message will be through the
identified media vehicles (both traditional and digital) is focused on creating awareness of the many
benefits of a Spokane location. The most critical factor at this stage is frequency.

With our impactful message at the right frequency levels, potential prospects’ will have reasons to consider
Spokane as an option as our message creates interest. Website visits enable retargeting while requests for
more information or content related to Spokane build an email database we use for ongoing
communications based on actions of the prospect.

An increase in active requests for more information and continued presentation of the benefits of a
Spokane location represent prospects who are not merely aware or interested, but are actively looking for
information to support their decision.

When a prospect is ultimately determined to move forward with a location but is in the process of
collecting approvals, financing, etc... We can qualify this as a lead that is ready to make the move, but has
not yet completed the action.

CABLE MAGAZINES OUT-OF-HOME DIGITAL VIDEO SOCIAL MEDIA

RETARGETING ADS EMAIL AUTOMATION

94% of business decision

makers perform a search before
PAID SEARCH making a decision.
SOURCE: Accenture: 2014 State of B2B
Procurement Study

RFP # 4429-18 56 3
 APPENDIX
AGENCY INFO: QUINN DETAILS

STRATEGY & INSIGHTS

Our guiding principal is: “Driven by Strategy.”

Everything we do moves forward on the strategy we forge with our clients.

QUINN seeks to first understand your business. We seek to find out about your customers, competitors
and challenges. Frequently, at this point, QUINN researches your competitive landscape. Next, we
explore your goals, timeline and budget. From there we will partner with you to articulate the best path
forward. This strategic blueprint becomes our marching orders.

In essence, we specialize in creating a brand platform that creates brand preference.

TRADITIONAL MEDIA
While digital media is growing, traditional media still delivers a huge impact. Television, Radio, Outdoor and
Print still represent a large portion of your audience’s media time. Before they get to your website, they
frequently hear your name and brand message through traditional media.

Through careful research and planning, QUINN will allocate the media budget in such a way as to maximize
the impact of each dollar spent by getting your message out to as much of the target audience, as many
times, as possible.

DIGITAL MEDIA
QUINN has always utilized digital advertising, but recently we rebranded our agency to reflect the change
digital media has brought.

In 2015, Jerry Quinn Jr. came back to QUINN to execute our full service integrated digital advertising
program. Jerry has been on the leading edge on digital advertising for almost 20 years. He has worked with
the biggest names in the business and is bringing his national expertise to our local clients.

Digital advertising brings a big impact for a fraction of the cost of traditional media. We are finding digital
advertising is a great way to economically target your audience using one of the many screens they use
throughout the day. QUINN also handles the content creation for social media and blogs on the websites
for some of our clients.

RFP # 4429-18 57 5
 APPENDIX
AGENCY INFO: TREATMENT DETAILS

CREATIVE PROCESS
We believe that team-based ideation and collaboration — with everyone, including clients,
bringing their unique skills, competencies and insights to the table — achieves results that just
can’t be replicated with traditional production practices where siloed teams divvy up projects
and work in isolation.

By pooling collective knowledge and the intangible sparks of creativity and insight that come
from an agile process, everyone has a voice and everyone plays to their strengths. This process
naturally yields thoughtfulness, deliberation, mutual support and creative consensus throughout,
leading to truly outstanding outcomes.

CONTENT MARKETING
The buzzword of the last half-decade, everyone talks about content marketing, but not all content
is created equal. It’s easy to go shallow and fleeting, but our lives are inundated with that. We
don’t do listicles or clickbait because they’re tacky and coercive and, while they can drive
temporary spikes in traffic, those spikes are fleeting.

Our audiences are smart; they are discerning; they value authenticity and they will reward
meaningful content with trust and even loyalty. That’s why we always start with deep, probative
storytelling to lay an authentic foundation that demonstrates a deep, true understanding of our
subjects and lays a platform for all other marketing efforts.

That way, when we take a journalistic story and turn it into a Facebook ad, or take a 90-second
video and cut it into a flashy pre-roll, and a reader or viewer rewards us by clicking through, we
reward them with the sort of meaningful, resonant storytelling that is memorable and persuasive,
leading to greater engagement and, ultimately, conversion.

PRODUCTION

Our team of filmmakers, writers and designers, along with our web developer, pushes every day
to expand our repertoire of skills and refine our production process to make them as efficient
and effective as possible.

We affectionately call ourselves “multidisciplinary weirdos,” and each person’s interest and
proficiency in multiple forms of media-making allows our relatively small team to do surprisingly
huge things.

RFP # 4429-18 58 5