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104 | RMA | Tab 8 | Strategic Thinking | RFP No. 19-07-02 State how the Firm identifies the key target audiences for its clients and how it then determines the appropriate media to best communicate with those audiences. RMA identifies key target audiences based on the market and situation analysis conducted in Phase 1 of the project, coupled with the municipality’s goals. Once target audiences are identified, how those audiences receive news and information is either revealed through survey findings, and/or through industry research findings published by leading industry experts such as DCI Winning Strategies, Hubspot, ESRI Tapestry Segmentation, The Daily Carnage, The Place Brand Observer or other marketing and behavior strategy analysts. Example: f In Oakland Park, RMA needed to attract businesses and consumers. The city had spent $30 million to improve the aesthetics of the area, but still no one came. After months of research and analysis, RMA created the Culinary Arts District brand and began a targeted campaign to attract businesses and the primary and secondary markets . The consistent campaign words were “savory, sweet and spicy”. These words and design graphics were utilized on all ads, downtown banners, signs, events, social media and website. The campaign message to culinary related businesses was “Downtown Oakland Park Culinary Arts District, where we savor ideas, make sweet plans and help you spice up your bottom line. The primary and secondary consumer market (identified as being residents within a 15 -20 minute drive-time of Downtown Oakland Park) message was “where we savor moments, make sweet memories and spice up your life”. State what experience the Firm has with the development of creative or nontraditional strategic alliances/sponsorships (i.e. industries outside of the travel business) to implement PR programs. State what experience the firm has with measurement of PR results. RMA’s experience with creative or non-traditional alliances is illustrated best and woven throughout this proposal through our multidisciplinary lens we use to approach each project. We have developed alliances with industry professionals in virtually every aspect related to a city’s success. The principals of RMA authored the book Reinventing Your City – 8 Steps to Turn Your City Around and are recognized as industry leaders in Florida and beyond. Our philosophy on measuring PR results is typically based on the identification of the original problem, which becomes an opportunity to overcome. Examples of measuring PR results are Northwood Village in West Palm Beach, Pompano Beach and Oakland Park. Example: f Please see project pages for specific PR results/examples. An example of a creative, non-traditional alliance was RMA’s Events & Promotions Assistance Program. Businesses in the Northwood Village area needed to attract new audiences to the area and to their stores, so we developed a program to encourage cross-promotional events and promotions between the businesses and in partnership with local non-profit organizations. Each event, hosted by one store location with participation by area restaurants for the refreshments, was a shopping and non-profit fundraiser. The program attracted hundreds of young professionals affiliated with the non-profit of the host businesses choice and introduced new audiences to the emerging district. State what experience the Firm has in developing strategic PR and crisis management plans. (Examples may be shared and results may also be included.) RMA outsources crisis management to one of our strategic partners, however includes Public and Media relations strategies and tactics in Comprehensive Strategic Marketing Plans.