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<br /> � , {,:� �� .,\\ Y- Solicitation Number: 17-10-01 �./'1/ 1111�;, : f.,7—W.4"-,r„ii, :'/',
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<br /> previous research, and surveys, as well as the SWOT Analysis. We use secondary research ,
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<br /> data where necessary. The perceptual map helps outline SIBTMC's positioning inis
<br /> comparison with similar programs. Defining the attributes provides the foundation for the
<br /> creation of positioning statements and value proposition used in all materials and outreach
<br /> efforts. The assessment of target audience psychographics also helps to better understand
<br /> consumer behavior. Psychographics are incorporated into every public relations approach
<br /> because they reveal attitudes and interests rather than objective demographic information.
<br /> Consensus Building
<br /> The final step is creating the integrated communications plan and recommendations of
<br /> products to match SIBTMC's goals. Consensus building requires all internal stakeholders to
<br /> buy in to the direction the research findings suggest. A summary report is distributed to
<br /> SIBTMC for review and discussion. This is the final step before creating the integrated
<br /> communications plan.
<br /> Management Approach
<br /> Our strategic approach offers continuity and can be executed across multiple and specific
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<br /> accounts within SIBTMC. IGS executes all strategic communications campaigns in a
<br /> systematic process that enables us to effectively integrate research, planning, execution,
<br /> and evaluation. Although IGS uses Microsoft Project (MP), our process can integrate with
<br /> most account management systems. IGS will review SIBTMC's internal communications
<br /> planning models and follow all approved business processes. We will adjust our approach
<br /> as necessary.
<br /> IGS will host a kick-off meeting with SIBTMC to set priorities and define a high-level Project
<br /> Management Plan (PMP). During this meeting IGS, in conjunction with SIBTMC, will discuss
<br /> all technical, management, and reporting issues, as well as review the Performance Work
<br /> Statement (PWS) tasks in order to execute a final PMP. Using daily, weekly, and monthly
<br /> status meetings and deadlines, IGS will develop a PMP that also considers the development
<br /> and implementation phases, allowing time for SIBTMC approval processes. An IGS team
<br /> member is on hand to take detailed notes during the kick-off meeting. The summary notes
<br /> document the major details of the meeting, including project objectives, contract
<br /> deliverables, timelines, personnel, important dates discussed, action items, and questions
<br /> raised about the contract. IGS also records the kick-off meeting. Summary notes are
<br /> forwarded to all attendees within 48 hours of the meeting to ensure accuracy. The SIBTMC
<br /> is allotted 72 hours to make any changes or updates.
<br /> In addition to strategic communications milestones, the PMP will specify administration-
<br /> related tasks, such as client/contractor meetings, activity reports, and billing and invoicing.
<br /> ® At the start of a contract, IGS follows a New Contract Checklist (NCC) outlining all tasks to
<br /> be performed for successful contract initiation.
<br /> Proprietary and Confidential.This proposal response includes data that shall not be disclosed outside of the u '=,;;<,�.^ -,)
<br /> fla© CITY OF SUNNY ISLES BEACH,and shall not be duplicated,used,or disclosed — in whole or in part—for any �� "'�79='
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<br /> Isom Global Strategies purpose other than to evaluate this response. i,
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