ADVERTISING SERVICES
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1) Could you provide some insight into the scope of UNB's recruitment marketing budget? For example, what was the 2017-18 recruitment budget for UNB's media spend and the related strategic, creative, and production services?
As stated in Appendix B, in section 3.2.0, 'The University will work with the selected Proponent to determine the budget for Year One as part of its marketing planning process. Each year the University will advise the selected Proponent of its media spend and related strategic, creative and production services needed for the next year. The University may also engage the successful Proponent in ad-hoc projects from time-to-time.' An actual amount has not been formally finalized yet.
2) Appendix E #4 references the requirements around the "proposed methodology and approach to developing a new campaign strategy for UNB." Is this requirement being scored as part of the Evaluation Criteria? If so, could you please confirm the corresponding section and/or points in the evaluation criteria chart.
This is addressed with the amended section E.
3) Further to this (Appendix E #4) RFP requirement, a 'plan' is referenced as well as the 'strategy', but the last bullet states "speculative work or strategy will not be accepted." Can you please provide clarity around this requirement. (I.e., is the requirement for a process, approach, and planning framework versus an actual strategic plan?)
What we mean is that we are not looking for actual work. Rather we would like to see an approach to developing the strategy which could include topics such as process, framework, timeline, etc.
4) For the Creative Samples (3), will a write up, such as a short overview of the concept and strategy, be accepted?
A write up (overview of concept, strategy, objectives, etc.) should accompany the creative samples we receive.
5) How many 'top ranked' proponents will be shortlisted for the vendor presentations? It depends on the quality of the submissions we receive.
6) Appendix E, page 1, requests "Proposed methodology and approach to developing a new campaign strategy for UNB". Does this section get evaluated as part of our score?
Yes
If yes, may I ask you to identify where on the score sheet it falls?
The capabilities section. Changes have been made to reflect this.
Appendix E, page 3, 2. Capabilities - if you total the points allocated by each topic, there are a total of 34 points, but the Maximum points noted lists 32. Is there a clarification required?
Changes have been made to correct this - Appendix E updated
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1) On https://www.unb.ca/advancement/marketing/brand-toolkit/index.html, the access to the current brand book is locked off to registered users. Is it possible to receive a copy of the full brand book (PDF) for reference?
The brand book link https://www.dropbox.com/sh/6qyx7wv4bed1gnv/AADbem-him1Su58ifOPv16wMa?dl=0
2) On https://www.unb.ca/advancement/marketing/team/index.html, we notice that you do have an in-house team with a variety of competencies. Could you briefly describe how you envision your internal team working with your AOR? For instance, are there projects where the AOR might set the direction, and your internal team would be responsible for execution?
The breakdown of roles and responsibilities between the AOR and internal marketing team will be defined by the nature and scope of the project and internal skillsets and capacity. We have a talented and experienced in-house marketing team and we will be looking to our AOR to add-value through strategic thinking, project management, campaign development, creative vision, etc.
3) Do you have a current AOR relationship? If so...
We do not currently have an agency of record. We've been in a productive working relationship for the past four years with a strategic creative partner under an advertising and communications services agreement.
a) what successes and efficiencies have you had in that relationship that you hope a new AOR will continue to deliver?
b) what (if any) shortcomings have you had in that relationship that you hope a new AOR will be able to address?
Answer to b and c: We are looking for an agency of record that will be a team player in our journey and effectively an extension of our team. We value, above all, partnership; strategic thinking and execution; excellent communication skills - including honesty, positivity, mutual respect and diplomacy; expertise; effectiveness and efficiency; innovation and results. We hope for transparency and honesty in all aspects of our working relationship. We have a hefty marketing mandate with aggressive
objectives and goals, and we want a partner that collaborates, supports and delivers on-time, on-budget solutions.
c)as a point of reference for expected annual activity, could you provide an estimate of your annual gross budget for the AOR (inclusive of all agency, production and media fees)? If you don't currently have an AOR, do you have a similar estimate in mind for this new relationship?
As stated in Appendix B, in section 3.2.0, 'The University will work with the selected Proponent to determine the budget for Year One as part of its marketing planning process. Each year the University will advise the selected Proponent of its media spend and related strategic, creative and production services needed for the next year. The University may also engage the successful Proponent in ad-hoc projects from time-to-time.' An actual amount has not been formally finalized yet.
4) Could you briefly describe your internal community's relationship with the #OnlyHere brand? Do you have any research (anecdotal or otherwise) that shows strong attachment and/or fatigue to that brand position? If you were to revisit the brand with your new AOR, do you anticipate that exploration would be closer to an 'evolution' of #OnlyHere; or a 'revolution', possibly involving an entirely new positioning?
#OnlyHere is not a brand; it is the creative concept of the undergraduate domestic recruitment marketing campaign that has been in market for the past four years, and a creative manifestation of UNB's brand foundation. We conduct quantitative research on a yearly basis to measure campaign awareness and impact. We will share the results with the selected proponent. As stated in the RFP: 'The #OnlyHere campaign has been critical to establishing awareness of UNB in domestic markets and future
recruitment marketing efforts will need to complement and build upon the successes of this campaign.' In the next year, we are striving to develop a new integrated advertising campaign strategy that can be applied to multiple audiences and objectives (i.e. beyond undergraduate recruitment).
We do not wish to revisit our university's brand positioning as shown in the brand foundation. It is very much reflective of the University of New Brunswick and builds on extensive stakeholder engagement. There is still a lot of passion for and alignment with our brand promise and essence.
5) We are basing our response on the structure outlined in Appendix E, pages 2 - 4 as follows:
- Section 1: Experience and Qualifications
- Section 2: Capabilities
- Section 3: Proposed Team
- Section 4: Financials
Questions:
a) Can you confirm this is the correct outline for the submission?
This outline works.
b) If so, which section should "Proposed methodology and approach to developing a new campaign strategy for UNB" be included in?
You can include it in the capabilities section.
6) Does the section "Proposed methodology and approach to developing a new campaign strategy for UNB" only require the high level approach to developing strategy and the timeline of the process rather than developing a strategy?
We are not looking for speculative work. We would like to see an approach to developing the strategy which could include topics such as process, timeline, etc.
7) On Appendix C, Pricing, for the Sample Project - Would UNB like the proponents to include costs for a proofreader or will UNB assume responsibility for all proofreading?
Proofreading is an important step of every project. Before work is presented to UNB, we will expect that it has gone through an internal agency proof reading process.
8) Deadlines
On Page 4 of the RFP, section 1.4 RFP Timetable, the timeline notes that the deadline for issuing addenda is April 2nd and that RFPs are due April 4th. But Section 1.5.1 notes that all submissions must be issued in hard copy.
For agencies who choose to respond from outside the Maritimes, we need to be shipping our response by April 2nd in order to ensure that it arrives on time (given weather contingencies etc.) which means we would not have any time to respond to any addenda issued near or at the deadline.
Is it possible to revise the timelines to allow a few days between the issuing of the final addenda and the time required to ship a hard copy proposal? E.g. all addenda issued by Thursday March 28? I understand that would mean we would have to submit questions by Tuesday March 26 latest.
If an addenda is issued near the April 2nd deadline we will offer options at that time. No changes will be considered at this stage of the process
9) Taxes in or out?
On page 6, section 2.3 Pricing, term 2.3.2 - are prices to include or exclude taxes? We know UNB's effective tax rate is less than the provincial tax rate, so if taxes are to be included, which rate should be applied?
All Pricing shall be shown without tax. This will be necessary to equally compare all submissions.
10) Mandatory Submission Requirements
In Appendix B, page 4, section 4.0, is this list comprehensive? It lists Appendix A twice, Appendix C twice, but doesn't note that we need to submit Appendix D or the submission content identified in Appendix E. is it possible to revise this section to reflect all the deliverables so that respondents can be sure they are meeting all of the RFP expectations?
This section is for mandatory requirements only.
We do require all forms including Appendix D but it is not a form that falls under the "Mandatory" section. Which means if the information was provided but not on the appendix D form you will not be rejected.
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Please find the questions and answers below:
1. Do you have a preference for a supplier located in the Maritimes? If so, how much will supplier location factor into the evaluation?
Supplier location will not be one of the primary considerations when selecting an agency of record.
2. How frequently does the UNB marketing team expect to meet in-person with the supplier?
We expect to have bi-weekly touchpoints by conference call and correspond by phone and email as needed, and to meet in person one to three times per year for strategic sessions.
3. What are UNB's expectations about producing advertising in French and English? Is there a need for the agency to communicate in French, or is the ability to produce work in French and English sufficient?
The agency will not be required to communicate in French. The ability to produce work in French and English may be required.
4. If pre-approved, does UNB pay travel expenses for in-person meetings?
UNB will pay travel expenses for necessary and pre-approved in-person meetings.
The University of New Brunswick is requesting submissions for their Agency of Record. This is a 3 year contract with 2 optional 1 year renewals. Please find the attached documents for further details.
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Please email procure@unb.ca if you have any questions on this RFP
This is a tender notice only. In order to submit a bid, you must obtain official tender documents from the New Brunswick Opportunities Network, another authorized tendering service or as indicated in the tender notice.
