South Dakota Department of Tourism -

2017 RFP – Advertising, Marketing & PR Services

Questions & Answers #51-75


#1-25   |   #26-50   |   #51-75   |   #76-100   |   #101-125   |   #126

# 51

Q:   (Component Two)  How is your social team structured?

A:   One full-time Social Media Manager within the Global Marketing and Brand Strategy Team Studio.


# 52

Q:   (Component Two)  Who will be managing visitor inquiries/customer service?

A:   It will be a partnership between the Social Media Manager and the successful Offeror.


# 53

Q:   (Component Two)  How does long-form (blog and website) content fold into your social strategy? Is it part of your social planning?

A:   Yes, it is an important part of our social strategy and is also part of our planning.


# 54

Q:   Per 6.1D: You requested a reference / contact information for each travel and tourism account. With over 500 travel and tourism clients can you confirm if a reference is required for each account? Or as an alternative can we provide a reference for a percentage of our current accounts? We do provide a full client list on our website (link below), and can provide references for any specific accounts upon request.

A:   No, just provide five references. You can choose who your references are.


# 55

Q:   Per 6.1E: You request a reference for each account either lost or resigned over the last 5 years. Again, with over 500 tourism and travel clients and our standard contract being 3 years, this would encompass just about every client. Can you please confirm the requirement or provide a percentage of the accounts needed? We can also provide references for any specific accounts upon request.

A:   Please provide five accounts gained and five accounts lost. You can choose which accounts.


# 56

Q:   Component Two: How does your target audience or fan base differ by social network?

A:   Facebook efforts are targeted more towards our identified personas of “Bucket Listers” (age 50+, looking for once-in-a-lifetime experiences) followed by “Young Families” (age 25-45, with children under 12 and high social engagement). On Instagram, our focus is very much focused on the great outdoors and on “Active Couples” (age 25-45, no children, soft outdoor adventure). Twitter efforts are geared towards general consumers, with a bit more of an emphasis on the “Bucket Listers” and the “Active Couples”. Pinterest targets “Young Families” and “Bucket Listers”, while Snapchat is used to engage a younger, more active traveler (millennials, Gen Z, etc.).


# 57

Q:   Component Three: [H] Is there a budget recommendation for the digital campaign request much like the traditional media request?

A:   No, we did not identify a budget for this Component.


# 58

Q:   Should we include digital in the $5.5 million media request from component one?

A:   No, please treat that separately (with a separate budget).


# 59

Q:   Should paid social media also be included here?

A:   No, please treat that separately, too.


# 60

Q:   Component Five: Do you have data/insight on your website translation efforts?

A:   While these website pages currently receive less than 1% of our total site traffic, we would still like to explore solutions for implementing translated content for countries where we see the most interest: Germany, France, Italy, Belgium, Netherlands and China.


# 61

Q:   Does it need to be taken further than what you currently have knowing your international travel presence?

A:   Yes, most definitely.


# 62

Q:   Component Five: What are the hosting expectations/requirements for the two sites?

A:   We prefer to have both websites hosted on a non-state server. All of the industry standards for hosting are expected, such as back-up servers, anti-virus protection, proven history of up-time, speed, balance loading, 24-7 support and redundancy, etc. We expect all of these to be outlined in the proposal.


# 63

Q:   Component Five: [Evaluate current design, navigation, usability and function of current consumer website,] Has the Department of Tourism conducted any of this research to date that would inform this process, or is the Department of Tourism interested in the agency conducting future research as a part of this project?

A:   We are interested in the successful Offeror conducting this future research.


# 64

Q:   Component Five: Beyond the current functionality that exists on the two sites today, is there any new functionality that the Department would like to add to the sites moving forward?

A:   We are looking for Offerors to recommend and propose a state-of-the art travel website with functionality that engages our audiences and inspires them to travel to our state.


# 65

Q:   Component Five: What are the detailed expectations for the mock website?

A:   We are leaving it up to each Offeror to decide the content of this mock website based upon their research of our audiences, our product, and our brand.


# 66

Q:   Is the exiting South Dakota Tourism mobile app part of any of the components?

A:   No, it is not..


# 67

Q:   What type of event activations have you done in the past? What ones would you consider the most successful?

A:   The department has done a variety of efforts including 15-day-long bus tours, street team efforts with our Mount Rushmore mascots on the streets and public areas of New York City and Philadelphia in conjunction with the Macy’s Thanksgiving Day Parade, celebrating President’s Day at the Mall of America with activations, event activations in conjunction with taking over wallscapes within skyscrapers, sports arenas, baseball and football event activations, hosted media events in target markets, etc.


# 68

Q:   Where have your event activations taken place previously? Trade shows? Bigger public areas (Times Square for instance)?

A:   A range between zoos, baseball and football games, streets of New York City, large trade shows and food festival/events, theme parks, MLB stadiums, and in small communities.


# 69

Q:   How many events do you anticipate?

A:   We typically do a 2-3 social activations and media/PR activations each year.


# 70

Q:   Budget expectations for social media and event activations?

A:   Depending on the scale, we have done both very small activation events with minimal costs to a full campaign that has utilized all platforms from social and public relations to eCRM, web and traditional placements to engage consumers with the activation. We are open to ideas big and small.


# 71

Q:   In 9.2.4 you ask for cost proposals - is there a specific template/format you’d like us to use for consistency? You note “offerors may submit multiple cost proposals,” should we assume that’s one cost proposal per component?

A:  No, there is no specific template/format you must follow. Yes, one cost proposal per component.


# 72

Q:   Does the "mock social media campaign" need to include full creative, or can we provide a directional description? What are your expectations there?

A:  A detailed description covering strategy and voice will work, but we highly encourage Offerors to include some creative as social media is so highly visual.


# 73

Q:   In the proposal formatting section, where exactly should our responses to 6.0/7.2 be under?

A:   Don’t worry about We are required to put that language in the RFP. Just put together a proposal to 6.0/7.2 that is sequential and makes sense.


# 74

Q:   What are your key marketing goals for 2017 and 2018?

A:   Through increases in awareness through our ad placements and more meaningful engagement across all our branded channels, what we ultimately hope to achieve over the next three years is to increase web traffic by 16%, social-engagement by 50% annually and inquiries by 9%.


# 75

Q:   Related, do you have greater leverage in building visitor volume, length of stay or average visitor spending?

A:   Yes, and over the same three year time-frame we hope to increase: visitation from 13.7 million to 14.5 million, length of stay from 2.3 days to 2.8 days and Tourism promotion tax by 16%. To do so, we went through a lengthy strategic planning process in 2016/2017 to identify those goals, structure the department accordingly to meet them, and are investing in data projects to make our approach more effective going-forward.



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