32601-26001_Marketing_and_Advertising_Amendment_1.pdf

RFP # 32601-26001 Amendment # 1

STATE OF TENNESSEE

Department of Tourist Development

REQUEST FOR PROPOSALS # 32601-26001

AMENDMENT # 1

MARKING AND ADVERTISEMENT SERVICES

DATE: February 9, 2026

RFP # 32601-26001 IS AMENDED AS FOLLOWS:

1. This RFP Schedule of Events updates and confirms scheduled RFP dates. Any event, time, or date containing revised or new text is highlighted.

EVENT

TIME

(central time zone)

DATE

1. RFP Issued January 7, 2026

2. Disability Accommodation Request Deadline 2:00 p.m. January 12, 2026

3. Pre-response Conference 10:00 a.m. January 14, 2026

4. Notice of Intent to Respond Deadline 2:00 p.m. January 16, 2026

5. Written “Questions & Comments” Deadline 2:00 p.m. January 21, 2026

6. State Response to Written “Questions & Comments”

February 9, 2026

7. Response Deadline 2:00 p.m. February 25, 2026

8. State Schedules Respondent Oral Presentation March 18, 2026

9. Respondent Oral Presentation 9 a.m. – 11:00 a.m.

March 24-25, 27, 2026

10. State Completion of Technical Response Evaluations

April 1, 2026

11. State Opening & Scoring of Cost Proposals 8:00 a.m. April 2, 2026

12. Cost Negotiations April 2-10, 2026

13. State Notice of Intent to Award Released and RFP Files Opened for Public Inspection

2:00 p.m.

April 13, 2026

14. End of Protest Period April 20, 2026

15. State sends contract to Contractor for signature April 21, 2026

16. Contractor Signature Deadline 2:00 p.m. April 24, 2026

2. State responses to questions and comments in the table below amend and clarify this RFP.

Any restatement of RFP text in the Question/Comment column shall NOT be construed as a change in the actual wording of the RFP document.

RFP SECTION Page # QUESTION/COMMENT STATE RESPONSE

1. Does the State have an incumbent agency or agencies performing this work? If so, may you identify them?

WPP Group USA INC dba VML LLC is the incumbent.

RFP 5.2.2. 18 2. Will pricing be opened only for the top 3 technical scorers, or will pricing submissions for all respondents be made public at any point?

Cost proposals will only be opened for the top three (3) respondents based on the technical scores and only those cost proposals will become public during the open file period. T.C.A. 4-3-2205, T.C.A.

10-7-503 and 504 are applicable thereafter.

3. Are national agencies going to be considered, if a trusted, local (TN) contractor was used for in-person daily communications?

Yes. Any Respondent that meets the minimum qualifications outlined in the solicitation will be considered. This includes either national agencies or in-state agencies, provided they can fulfill all requirements. Please note pro forma Contract Section A.3.a.

4. Will the awarded agency be expected to execute based on the strategic plan, or use that as a foundation to develop a full brand strategy?

The awarded Contractor will use the existing strategic plan as a foundation for all work. Execution will be guided by the strategic plan, and any brand strategy development should align with and support the priorities and objectives outlined in that plan. The State will provide input and direction prior to the awarded Contractor developing any brand strategy to ensure alignment with State goals and expectations. The current brand strategy is relatively new and the State is pleased with how “Tennessee Sounds Perfect” is performing.

5. Are audience personas already developed, or should the agency plan to lead persona creation?

Audience personas have already been developed as part of the State’s current marketing strategy and campaigns.

6. Is the agency expected to facilitate stakeholder workshops or regional partner input sessions for brand and campaign planning?

Yes, the awarded Contractor is expected to facilitate stakeholder workshops or regional partner input sessions as subject matter experts. In such cases, the State would collaborate to determine the scope and approach.

7. Are there any KPIs already defined that the agency must align to — or will agency participation in defining those metrics be expected?

The awarded Contractor and the State will work together to set KPIs. See pro forma Contract Section A.5.e.

8. What research platforms/tools does TDTD currently subscribe to (e.g., Zartico, Arrivalist, Symphony, etc.), and will access be shared with the agency?

See response to #46.

9. How have you typically structured media buys in the past? Was it equally amortized across the year or were there seasonal spikes etc.?

Our media buys are not equally amortized across the year. They are strategically structured based on program priorities, specific initiatives, and seasonal opportunities.

10. Do you currently manage any programmatic buys in-house, or are all digital media buys executed by the incumbent?

The vast majority of digital media buys are managed by the incumbent Contractor, with only limited exceptions for specific internal programs.

11. Are there specific platforms

(e.g., OTT, CTV, YouTube, Meta, Google, etc.) that the State prefers to prioritize?

The State does not have a fixed preference for specific platforms. Platform selection is determined by the strategy and objectives of each campaign, as different tactics call for different channels to achieve optimal results.

12. Are there any pre-negotiated state or cooperative rates the agency must use for media?

Yes. The State does take advantage of some co-op programs from organizations like Brand USA and Travel South.

Pro Forma A.6.g.

5 13. Does the State expect the agency to manage media billing or will it be direct-billed by platforms/vendors?

See pro forma Contract A.6.g. (iv.)

Marketing Services: “The media buy fees shall include, but not be limited to, the Contractor developing and managing … (iv) media billing and payment to any and all third parties…”

14. Is the website (tnvacation.com) hosted and maintained by an internal team or third-party vendor?

Do you currently own all IP for the site or is it owned by an incumbent agency or other identity?

The website tnvacation.com is hosted by Acquia (a third-party hosting provider).

This covers the technical hosting environment and platform-level maintenance.

The incumbent Contractor currently manages ongoing content maintenance (updates, edits, publishing). The awarded Contractor will take over this responsibility.

Yes, the State either owns all intellectual property or holds the necessary permissions to use any intellectual property featured on the site. All materials created under the Contract become the property of the State.

Also see response to #46.

Pro Forma A.7.d.

8 15. Is web development in scope for this contract, or is it limited to maintenance and content strategy?

See pro forma Contract A.7.d., “Any development of a newly created website or a full website redesign or rebuild of either the primary site or any sub-site shall be considered a new scope of work and shall be subject to a separately defined budget and would require a Contract Amendment. However, website updates or redesign work required to comply with Federal or State rules and regulations shall be performed within the existing scope of services and shall not require a contract amendment. Such work shall fall within the overall maximum liability established under this Contract and shall be pre-approved in writing by the State prior to initiation.”

A.7.i.

9 16. Are there performance benchmarks or SEO KPIs already established?

See pro forma Contract A.7.i., “…The Contractor shall understand and acknowledge that the State’s definition and measurement of the Website success may evolve over the duration of the Contract. Metrics may include, but are not limited to, user engagement metrics, traffic volume, content performance, referral sources, conversion rates, accessibility compliance, search engine optimization effectiveness, and alignment with broader marketing objectives.”

Metrics will evolve over time.

17. What CMS is the website built on?

The website is built on Acquia, utilizing the Drupal content management system (CMS). Also see also response to #14.

A.7.i.

9 18. Will the agency be expected to provide monthly analytics dashboards or integrate into existing tools?

See pro forma Contract A.7.i. “Contractor shall create dashboards that provide up-to-date statistical and site traffic reporting regarding the State’s website(s).

Contractor shall provide to the State access to site data at all times to allow additional data upon the State’s request within two (2) weeks of a request.”

19. What is the number of social media handles (e.g. FB and IG for @tnvacation) are there any other handles expected to be managed within this contract?

If so, can you provide the number and which channels?

See response to #46.

20. What are social content shoot expectations? Do you have an internal team creating content that agency would direct/strategically oversee, or is the expectation that the

The awarded Contractor will play a key role in supporting content needs that align with campaign objectives. The State has an internal team that gathers and produces content for always-on channels and certain program needs, while the agency will be shooting all content?

awarded Contractor will provide strategic oversight and direction as required.

21. Is there an existing content calendar or management tool/platform (e.g., Sprout, HeyOrca, Airtable) in place?

If so, are you open to changing if a strategic benefit is revealed?

See response to #46.

22. What is the expected split between local, regional, and national PR efforts?

The State does not have a fixed split between local, regional and national PR efforts. The State’s internal PR team works closely with our PR incumbent Subcontractor and incumbent Contractor to determine focus based on strategy, objectives, opportunities and staffing needs. The State maintains established media relationships at the local, regional and national/international levels and will lead outreach where relationships are in place. The awarded Contractor will be expected to compliment these efforts by expanding reach, identifying new opportunities, and providing additional capacity as needed.

Pro Forma A.11.c.

12 23. How often does the State anticipate media missions, FAM tours or press events per year?

Do you have an annual marketing calendar you are able to share for a previous year?

An overview of key PR activities is available in the Strategic Planning Tool on Industry.TNVacation.com (pages 94–99 and 122).

As outlined in the pro forma Contract Section A.11.c., the State anticipates hosting up to six (6) small group media FAM tours and approximately 20-25 individual hosted research trips annually.

The State also participates in and hosts a range of press events throughout the year.

The timing, scale, and mix of media missions, FAM tours, and press events are evaluated and finalized through the annual strategic planning process and may be adjusted to support broader marketing objectives, including international markets, when appropriate.

24. Which CRM or email platform is currently used?

See response to #17.

25. Will the agency be responsible for content creation, deployment, segmentation, and reporting — or only certain pieces?

The awarded Contractor will be responsible for content creation, deployment, segmentation, and reporting for all content that supports media campaigns. For other content initiatives outside of media campaigns, those efforts will be a collaborative partnership between the awarded Contractor and the

State.

26. How many newsletters or email campaigns are typically sent monthly or quarterly?

Typically, the State sends 2–3 email newsletters per month.

27. Are audience segments already defined for email targeting, or should the agency include in strategy development?

Audience segments for email targeting are already defined and actively used in our current campaigns. However, the State expects the awarded Contractor to provide ongoing strategic input to refine and optimize segmentation as part of the overall email marketing strategy.

28. We understand that you have worked with your current Agency of Record for many years. Given the robust nature of this RFP, we would like to ask: if this process were not state-mandated, would you currently be seeking a new agency partner? Are you satisfied with your current relationship, and are there specific areas where you feel your current partner is either succeeding or falling short?

This question is not applicable. State law and procurement regulations require that services of this nature be competitively procured at regular intervals. Accordingly, this RFP is issued as part of a mandatory rebid process and is not influenced by satisfaction, dissatisfaction, or discretionary business considerations regarding any incumbent Contractor.

The State does not evaluate or comment on the performance of the incumbent Contractor within the context of this solicitation. The purpose of this RFP is to conduct a fair, open, and transparent competitive process to identify the Contractor that best meets the State’s requirements and strategic objectives at this time.

Please see the Department's Industry facing site, at industry.TNvacation.com.

29. Who is the incumbent? How long have they been the incumbent? Will they be responding to this RFP?

WPP Group USA INC dba VML LLC is the incumbent Contractor, from January 29, 2014, to the present. The State is not able to disclose that information at this time.

See RFP Section 4.8. Disclosure of Response Contents.

30. If able, can you share the media spend vs agency fee for the past year of the contract?

Fiscal Year 24-25:

Media Spend: $13,271,061 Contractor Fees: $5,325,368 Note: Bike TN and Bill Dance media are not included here as they are separate programs.

31. Is the incumbent defending? The State is not able to disclose that information at this time. See RFP Section

4.8. Disclosure of Response Contents.

32. How far do you desire to move from current brand positioning and creative approach - what is working well, and what needs improvement?

facing site, at industry.tnvacation.com.

33. How satisfied are you with the current campaign?

The State is actively monitoring the results of the current campaign and evaluating performance. Also see response to #28.

34. Who do you consider competitive destinations?

Tennessee’s primary competitive markets include other Southern states, as well as destinations that offer strong music, outdoor recreation, and culinary experiences. These states compete most directly for similar traveler motivations and audience segments, making them the key set Tennessee benchmarks against when assessing performance and strategic facing site, at https://industry.tnvacation.com/ which contains information about markets.

35. What business challenge(s) does the new work need to address?

The new work needs to address several key challenges impacting travel behavior and decision-making. These include:

Traveler Confidence: Current concerns around international travel, including safety, logistics, and global uncertainty.

Economic Pressures: The influence of economic conditions on discretionary spending and travel planning.

Evolving Consumer Behavior: The continuous shift in how people discover, plan, and are inspired to travel, driven by changing media consumption habits and emerging platforms.

The State's goal is to develop strategies that build trust, demonstrate value, and inspire travel in ways that resonate with today’s dynamic audience.

RFP

Attachment

6.2 – A.7.

Pro Forma D.37.

25-31

36. Regarding Mandatory Requirement A.7 and the Information Technology Security Requirements outlined in Section D.37 of the Pro Forma Contract, can the State confirm whether the required certification must be fully completed at the time of proposal submission, or if having the certification actively in process is acceptable, provided it is completed prior to contract execution?

See Amendment Item 3 below for revised RFP ATTACHMENT 6.2. — Section A - Mandatory Requirement Item A.7.

RFP

Attachment

6.2 – C.16.

28 37. Regarding question c.16 is your question referring to expertise in managing content across owned channels like website and social media platforms – or are you asking about full funnel marketing?

The State is seeking insight into the Respondent’s expertise in managing content across owned channels while also demonstrating how those efforts integrate into a full-funnel marketing approach. The goal is to understand how the Respondent maintains brand consistency, leverage trends, and drive measurable outcomes across the entire customer journey.

Pro Forma E.17.

35-36 38. What are the most current State policies or guidelines regarding the use of emerging technologies (such as Artificial Intelligence (AI)) by the Respondent in the services provided under this contract?

How does the State foresee embracing technology over the next five years?

See Enterprise Artificial Intelligence Policy 200-POL-007 linked here:

https://www.tn.gov/finance/ai-council/ai-council-resources-and-policies.html

The State will evaluate new technologies as they become available, subject to approval by Strategic Technology Solutions, Department of Finance & Administration.

E.17.

35-36

39. As part of the future scope of work, will the Respondent be required to store or handle Personally Identifiable Information (PII) or first-party data on behalf of the State? If so, what requirements and protocols do the State require of the respondents?

The Respondent will not handle PII but will handle first-party data on behalf of the

State. First-party data is collected through email lists, website analytics and sweepstakes collection.

Full requirements are provided in the pro forma Contract in whole and specifically stated in D.37. and E.17.

RFP

Attachment 6.4.

30-33 40. Regarding references (RFP Attachment 6.4), please confirm that a minimum of three (3) different individuals are required, and that these individuals must collectively attest to two (2) currently serviced projects and three (3) completed projects.

References from at least three (3) different individuals are required to satisfy the requirement. An individual may provide a reference about a completed project and another reference about a currently serviced account.

https://www.tn.gov/finance/ai-council/ai-council-resources-and-policies.html https://www.tn.gov/finance/ai-council/ai-council-resources-and-policies.html

RFP 2.1. 6 41. When should the Respondent expect oral instructions, including requested outline and state attendees? Ideally this information would be shared prior to Technical Scoring & Scheduling for top 3, so there is adequate time to prepare.

The State will schedule Oral Presentations with the top three (3) rated respondents on the date listed in RFP Section 2. RFP Schedule of Events and conducted in accordance with RFP Section 5.2.1.5.

42. Reviewing past recent earned media results, what is the one dream placement that the State has yet to secure?

As the State office representing all 95 Tennessee counties, no single placement defines success. That said, a dream placement would be a multidimensional destination feature in the NY Times or WSJ travel section to help signal Tennessee as culturally relevant and shape broader travel narratives. The ideal story would highlight cities beyond the gateways and include a broad range of experiences including outdoors, culinary, heritage and culture.

43. How does the State balance qualitative indicators (message pull-through, narrative quality, sentiment) versus quantitative measures when evaluating earned media success?

The State uses Muckrack to track quantitative measures, including total placements and UVM. Qualitative measures are determined as part of the strategic planning process and tracked by our incumbent Contractor. The State evaluates a number of qualitative indicators, including but not limited to:

coverage among our top-tier media list, priority markets, coverage beyond traditional verticals, messaging of core narratives, and coverage that includes rural destinations. The State also uses SMARI and Sprout which measure general sentiment but do not measure earned media.

A.3.a.

2 44. We are reviewing the Contract, specifically the Administration requirements and would like clarification on item A.3.(a):

“Contractor shall maintain a business address in Tennessee with personnel available to meet with the State at its central office location.”. Our firm’s principal office is in Ohio;

however, we maintain a Nashville-based home office location that we can list as our Tennessee business address.

We can also ensure personnel are available for in-person meetings at the State’s central office in Nashville within 24 hours’ notice.

Could you please confirm whether this satisfies the intent of requirement (a), or if the State requires a staffed commercial office/branch location in Tennessee (or Tennessee-resident personnel) as a condition of responsiveness?

See Amendment Item 5 below, pro forma Contract Release #2 for revised A.3.a. and new definition A.2.c.

45. Can the State confirm whether respondents are required to use the existing brand mark and platform, “Tennessee Sounds Perfect,” or whether alternative brand expressions or evolutions may be proposed, provided core brand equity is preserved?

We are currently pleased with the performance of our existing brand and see innovation as an opportunity to build on that success. The State is open to discussing potential modifications or alternatives during the Contract Term. Any changes to branding shall be subject to the State’s approval and compliance with applicable marketing and tourism guidelines based on strategic priorities.

A.8.

RFP

Attachment 6.7.

9-10 46. Can the State clarify the expected scope and scale of the research, analytics, and reporting tools the agency is required to provide? Are specific platforms preferred, or is flexibility allowed as long as reporting objectives and deliverables are met?

See “Chart.pdf” provided with this Amendment and pro forma Contract Section A.8. The awarded Contractor shall maintain access to research, analytics, and reporting tools currently in use to support robust strategic planning, performance measurement, and a clear demonstration of ROI. Additionally, the State shall require continuity in reporting metrics for a minimum of the first fiscal year of the Contract term.

However, after the first fiscal year, the State is open to discussing flexibility for additional tools as long as the tools used can reliably deliver the required insights.

Per pro forma Contract Section A.8, the State at its sole discretion will make the final determination on use of tools.

In addition, the state expects the awarded

Contractor to provide research related to campaign and creative planning/justification/optimization;

market and creative recommendations;

and evidence-based campaign effectiveness reporting, including but not limited to third-party lift, ad exposure analysis, return on ad spend, and tax return on investment.

See also RFP Attachment 6.7. State’s Strategic Plan, Overview of Audience Approach.

Pro Forma D.7.

17 47. Can the State clarify expectations regarding subcontractor utilization, including any limits on scope or percentage of work?

The State does not prescribe a specific limit on the percentage or scope of work that may be performed by subcontractors.

However, subcontractor utilization is subject to the requirements and approvals set forth in RFP Sections 4.4. and 4.5. and pro forma Contract Section D.7.

48. Can you share an architecture diagram of your existing marketing technology stack including ownership information of the platforms?

No, the State does not possess a “architecture diagram” to distribute.

However, see “Chart.pdf” provided with this Amendment.

49. Can you share an architecture diagram of your existing marketing technology stack including ownership information? Do you have any of the following applications as a part of your marketing ecosystem? If yes, please tell us the platform (like Adobe) used:

- Customer Data Platform (CDP)

- Campaign Management Platform

- Digital Ad Server

- Content Management System

(CMS)

- Digital Asset Management

(DAM)

- Data & Web Analytics Platforms

See response to #46.

50. Does TDTD or the current vendor have a customer master that is used to create audience segments for targeting campaigns?

No.

51. What are your current data sources for 1st Party, 2nd Party & 3rd Party data? How do you store and access this data?

Current data sources include a mix of 1st Party (State and incumbent Contractor-owned platforms and CRM), 2nd Party (strategic partnerships), and 3rd Party (industry and syndicated data). Data is stored securely within centralized systems and accessed through standard reporting and analytics tools.

52. What is your defined taxonomy or tagging structure for campaigns across platforms (paid, owned, earned) to ensure unified measurement?

Will the potential vendor be responsible for authoring web content, developing taxonomy and metadata for TNVacation.com? Are there other TDTD sites the potential vendor would have to maintain and improve?

Our taxonomy and tagging structure is designed to enable unified measurement across paid, owned, and earned channels while remaining flexible enough to account for platform and campaign nuances. We follow a core, standardized framework grounded in the incumbent

Contractor’s best practices, with consistent naming conventions applied across all initiatives.

This core structure is adapted as needed to meet the technical requirements of individual platforms, while maintaining alignment on key measurement fields to ensure cross-channel reporting, comparability, and performance analysis at the campaign level. We regularly review and refine our taxonomy to support evolving campaign needs and ensure data integrity across partners and platforms.

53. Is the application maintenance of all platforms in the current marketing technology stack in scope (in addition the ask for web content management)?

See “Chart.pdf” provided with this Amendment. The awarded Contractor will only be responsible for application maintenance (updates, patches, integrations, bug fixes, security support, compatibility testing, etc.) that they license and provide access to the State.

54. Who performs tagging of web pages to generate data for web analytics? Is this part of website development & maintenance to be provided by the service provider?

Tagging web pages for analytics and ongoing website maintenance are shared responsibilities between the State and the awarded Contractor. The specific responsibility for tagging and maintenance will depend on the scope of each project and may be assigned to one party or handled collaboratively. This applies to both the development of new pages and the maintenance of existing pages.

A.7.

Pro Forma

7-9

55. On Page 8, the RFP states under web content management that all work should be performed in the continental US. On page 25, the RFP allows for development and testing to be done outside the US. Is it fair to assume that the we can perform services outside the US so long as PII or other privileged data as well as access to perform administration of production systems is restricted to US based resources only?

No. State Data includes any data provided by the State, including PII and other privileged data, as well as derivative works, such as campaign materials or analytics created by the vendor and later published on the State’s website. All State Data must be stored in the continental United States, encrypted at rest and in transit, and accessed only by U.S.-based resources. Development or testing performed outside the U.S. must use non-production, non-State Data only.

Production data may not be accessed or used outside the U.S. Vendors may leverage global resources so long as it aligns with the above requirements.

RFP

Attachment 6.7.

56. Can you please provide annual volumes by campaign type?

See RFP Attachment 6.7. State’s Strategic Plan.

RFP

Attachment 6.7.

57. Can you please provide your recent campaign calendars?

See RFP Attachment 6.7. State’s Strategic Plan.

Attachment 6.7.

58. Can you please provide your current media plans?

59. How does the current vendor generate and maintain leads for TDTD?

Requests for Vacation Guides are considered leads and are generated through calls and online requests. The vendor manages online requests and provides them to the State to process.

60. What is the volume and frequency of content updates for web content?

We typically update or create 3–4 pieces of web content per month.

61. Can you provide ticket data for web management?

Regarding all sites besides .gov sites – updates that require coding changes and troubleshooting errors or breaks, the State averages 3-5 requests a month.

62. Are there authenticated experiences on the web we need to support?

No, our site is public facing only.

63. Are there current vendor/subcontractor relationships we would need to take over?

No.

64. Is there a list of sub-sites that require support as a part of this

RFP?

Yes.

Bike TN.com BillDanceSignatureLakes.com classic.tnvacation.com/civil-war/ Industry.tnvacation.com Press.tnvacation.com Retiretennessee.org Tncivilrightstrail.com Tnsongwritersweek.com

65. Can you share a list of existing sub-brands that will need to be maintained?

Yes.

Bill Dance Signature Lakes, Bike TN, Discover Tennessee Trails & Byways, Fish Tennessee, Civil War Trails, Tennessee Music Pathways, Tennessee Songwriters Week, Tennessee Sports Hall of Fame, Civil Rights Trail, and Colorblind Viewfinders.

66. Can you share existing brand guidelines?

https://industry.tnvacation.com/industryr esources/branding

67. What platform is enabled for the state's consumer database?

The State’s consumer database is enabled through Acquia.

68. What are the data sources and size for the state's consumer database? How frequently is it updated?

The State’s consumer database is sourced primarily from owned channels (website sign-ups, email subscriptions, visitor guides, and event registrations) and supplemented by partner data and opt-in programs. The database size is significant and continues to grow, with updates occurring regularly to maintain accuracy and compliance. Our current database includes 147,345 subscribers.

69. Please clarify expectations around licenses. Does the state expect vendor to hold marketing technology platform licenses on their behalf? Or will the state be the signatory for those relationships?

See response to #46. The State intends to maintain the current licensing structure.

70. Who are your current tourism partners?

Local, regional and statewide destination marketing organizations; attractions, https://industry.tnvacation.com/industryresources/branding https://industry.tnvacation.com/industryresources/branding lodging and experience providers; industry associations; local and state government partners; national and international DMOs.

71. What is your current reporting technology for the TDTD websites?

72. What support will the State provide to ensure a successful transition to a new vendor?

The State will provide a structured ramp-up period to ensure a smooth transition to the new vendor. During this time, the State will maintain continuity by allowing all current marketing media plans—set at the beginning of the year—to run as scheduled without disruption. The State will also provide access to existing platforms, assets, and documentation, facilitate knowledge transfer sessions with the incumbent Contractor, and ensure timely approvals and coordination to support the new vendor in aligning with ongoing campaigns while preparing for future initiatives.

73. During Transition, will the State's current marketing data be transferred to the new vendor? If so, how?

Yes, during the transition, the State’s current marketing data will be transferred to the awarded Contractor. See “Chart.pdf” provided with this Amendment. See response to #46. This will include access to all relevant platforms and assets such as Acquia DAM and CrowdRiff DAM, where creative files and user-generated content are stored. The State will provide secure access credentials and facilitate access through approved methods, ensuring compliance with State security and privacy requirements. Additionally, the State will coordinate with the incumbent Contractor to share historical campaign data, performance reports, and planning documents to maintain continuity and support a successful ramp-up period.

74. During Transition, which currently used technology platforms and data will be provided to the new vendor?

Does TDTD have a marketing technology platform preference?

See “Chart.pdf” provided with this Amendment. Refer to response #46.

75. How long will the current vendor be available for transition?

The State anticipates a three-month transition period.

76. Beyond the five priority international markets identified in your strategic plan (Canada, UK, Germany, Australia, Japan), are there emerging international markets you would consider for near‑term investment?

The State consistently looks at trends and emerging international markets with potential impact for Tennessee and identifies top target markets annually.

77. How much does TDTD forecast that Nashville International Airport’s new Concourse opening in 2028 will increase the number of direct international flights—and open new markets for international tourism?

The State does not forecast specifically around airport enhancements. Expanded airport capacity including new international flights is expected to have a positive impact on continued growth of visitation to Tennessee.

6.7.

78. Which specific target audience segments—demographic, psychographic, or niche travel groups— does TDTD focus on now in its international multi channel campaigns?

79. Please prioritize the KPIs you expect your agency to optimize toward—visitation, reach, engagement, incremental lift, $ spent, length of stay, brand awareness, or others.

All KPIs are prioritized under the State’s primary objective: driving economic impact for Tennessee through visitor spending and the resulting tax revenue for the state. Metrics such as visitation, reach, engagement, incremental lift, length of stay, media impressions and brand awareness are important indicators, but they are evaluated on a campaign-by-campaign basis to ensure alignment with specific objectives. Campaign strategies and optimization efforts are designed to ladder up to this overarching goal, ensuring that media investments ultimately support increased travel and spending within the state.

80. What benchmarks are currently used to understand media performance (e.g., CPM, CPE, CPA, cost per engagement ≤$0.07 in some markets)? What are your market specific ROI expectations for media spend?

Tennessee tourism evaluates media performance using standard digital efficiency metrics (CPM, CPE, CPA) and tracks ROI through statewide brand‑impact studies. Expectations are to maintain efficiency to deliver consistent metrics YOY with consideration for media cost increases.

81. How much has TDTD explored incrementality testing on media campaigns?

The State has explored incrementality testing conceptually and continues to evaluate opportunities to incorporate it into media measurement strategies.

82. Is the State currently using or planning to use attribution partners (e.g., SMARI, Longwoods, Brand USA data), and how should these be integrated into campaign performance evaluation?

The State intends to continue to use these tools to evaluate and inform strategies.

The incumbent Contractor utilizes SMARI through its media partners on a per campaign basis to validate campaign impact. The State has used Longwoods International data for the visitor profile and annual state and county-level economic impact reporting with Tourism Economics. Also, see response to #46.

RFP

Attachment 6.7.

83. How does the current agency coordinate co op media programs with DMOs and attraction partners, and what approval processes or shared KPIs apply?

84. What are the requirements for the current vendor for securing added value for media —bonus placements, editorial integration, measurement

The State expects the awarded Contractor to proactively identify added value opportunities throughout the media evaluation and buying process. All proposed added value will be reviewed and considered as part of the overall tools—and how is that added value evaluated?

media plan assessment to ensure it aligns with campaign objectives and delivers meaningful impact.

85. How does TDTD prioritize media partner investments? Do you prefer flexibility or deeper integration/partnerships with firm, fixed investment?

The State prioritizes media partner investments on a case-by-case basis, guided by the specific objectives and requirements of each campaign.

86. What are your expectations for influencer activations—are these intended to drive awareness, visitation intent, link clicks, UGC, or earned media value?

Expectations for influencer activations are determined on a case-by-case basis, guided by the specific objectives of each campaign.

87. How are social media insights (trending topics, search term recommendations, sentiment) fed back into paid media planning and cross channel optimization currently?

Social media insights are reviewed on a recurring basis and synthesized into actionable themes. These themes inform paid media planning and cross-channel optimization on a case-by-case basis, guided by campaign objectives.

88. For brands/sub brands currently in market, which are considered always-on vs.

campaign specific. Which are priority growth areas over the next 12-24 months?

The State’s overarching brand campaign typically serves as the primary ongoing effort, while other initiatives and sub-brands are activated as needed based on strategic priorities and market conditions.

Future growth areas will be determined by evolving consumer interests and opportunities that best align with our overall objectives.

89. Are there specific emerging sub brands the State would like the selected partner to proactively elevate or reposition?

Yes. While our overarching brand remains the foundation, priority focus areas for the next 12–24 months include Outdoor and Culinary experiences. The State expects the awarded Contractor to help elevate these pillars through creative and strategic activations.

90. Are there seasonal audience shifts that should be reflected in annual planning?

Yes, we take seasonal trends into account during annual planning, including variations in trip planning behavior and the types of trips travelers are most likely to consider at different times of the year.

91. Please share any detailed personas or audience segmentation frameworks currently in use.

Brand guidelines are found on the Department's Industry facing site, at industry.tnvacation.com/industryresource s/branding

92. It’s noted that the estimated spend is $25-$30M annually for the contract term. Are there expected quarterly or seasonal budget requirements?

Specifically, for:

o Domestic vs. International o Brand vs. Performance o Paid vs. Co-op media

Budget allocations are determined on a campaign-by-campaign basis, allowing flexibility across domestic vs.

international, brand vs. performance, and paid vs. co-op media based on strategic priorities.

93. Can you provide average/estimated split of paid media investment by channel and partner?

Channel and partner investment splits are determined on a campaign-by-campaign basis, guided by goals, strategies, and market conditions.

94. What KPIs are priority for your current campaign portfolio, are there prioritizations between brand-level metrics like ad recall vs. campaign-specific metrics like site visitors, and what is the source of truth for the data to report against it?

KPIs for our current campaign portfolio are prioritized based on overarching objectives and specific campaign goals.

Brand-level metrics such as ad recall and awareness are important for long-term equity, while campaign-specific metrics like site visits and engagement are evaluated on a case-by-case basis.

95. Advanced analytics & emerging areas:

• Describe how you use Marketing Mix Modeling

(MMM)

• Describe your efforts to improve LLM search visibility

Marketing Mix Modeling is used selectively as part of broader measurement strategies to understand channel impact and guide optimization.

The State is actively exploring ways to improve visibility in AI-driven search, monitoring best practices, and adapting content accordingly. The State expects the awarded Contractor to proactively and lead this strategy as the marketing landscape continues to evolve.

96. Are there preferred analytics data tool platforms currently in use that we will be expected to integrate with?

See response to #46.

97. How does the state currently evaluate co-op partners and performance? And are there priority partner categories and/or vendors that must be included?

Co-op partners and performance are evaluated based on historical collaboration with TDTD and their ability to deliver against defined KPIs for each strategy and campaign. Performance metrics guide ongoing participation and prioritization.

98. What data, if any, becomes vendor‑managed, vendor‑hosted, or vendor‑derived?

Any data that becomes vendor-managed, vendor-hosted, or vendor-derived will be limited to what is necessary for campaign execution and reporting. This typically includes performance data generated through media buys, platform analytics, and campaign-specific insights.

99. Will any customer data be stored, processed, or cached outside of the state’s controlled environment?

Yes, See response to #46 and #98.

100. There are several verified social channels aligned to a "Visit TN" brand (Nashville, Knoxville, Franklin, etc). Can we get a list of all state-controlled channels aligned to this RFP?

See response to #46. Please note the State does not have a TikTok account. At this time, TikTok is banned on all state-owned devices and networks. In 2023, legislation (SB 834/HB 1445) was signed banning TikTok on public higher education institution networks.

101. What are the top tnvacation.com referral sources from social?

Top referral sources from social to tnvacation.com include Facebook (Paid Social), Facebook (Referral), and Instagram (Organic).

102. What are the top performing content themes across social?

Top-performing content themes across social consistently highlight Tennessee’s natural beauty and culinary experiences.

Subjects that drive the highest engagement include waterfalls, outdoor scenic landscapes, and culinary-focused content showcasing local flavors.

103. What tools are currently being used to measure outcomes and insights on social media?

104. How does the State define the balance between stewarding Tennessee’s existing tourism brand and evolving it over the contract term? Are there specific brand elements, narratives, or audiences that are considered non-negotiable, and where does the State explicitly encourage innovation or expansion?

Maintain core brand integrity while using a structured test‑and‑learn approach to responsibly pilot new narratives, audiences, and formats that grow Tennessee’s tourism brand over the contract term. The State is currently pleased with the performance of our existing brand and sees innovation as an opportunity to build on that success.

105. Which traveler segments represent the highest strategic growth opportunity for

Tennessee over the next five years? Are there specific domestic or international audiences, or underserved travel communities, that the

State believes require disproportionate focus or new approaches?

The State sees strong growth potential among experience-driven travelers, with particular emphasis on culinary explorers and outdoor enthusiasts. Additional opportunities include younger demographics and select international markets, while underserved communities remain areas for innovation.

106. Tennessee’s tourism offering is experienced as a collection of destinations, regions, and moments. How does the State think about the right balance between building the Tennessee brand as a whole and leading with specific destinations or experiences as entry points for different travelers?

Lead with Tennessee’s experience pillars to inspire, introduce destinations as intent grows, and ultimately hand off to partner sites for planning and booking.

107. What traits in an agency partner are most critical to longevity and collaboration?

Critical traits include strategic alignment with the brand vision, transparency in communication, adaptability to evolving priorities, proactive problem-solving, and a collaborative mindset that fosters trust and partnership during the term of the Contract.

108. Are you committed to retaining a separate brand and family campaign?

No.

109. Of the five primary target audiences are there any that have traditionally been more difficult to attract or engage?

More targeted audiences require more targeted campaigns to reach compared to our primary broader audiences.

110. Who does the State see as their primary competitors for visitors?

Tennessee’s primary competitors include other Southern states and destinations that emphasize music, outdoor recreation, and culinary experiences. These markets compete for similar traveler motivations and audience segments, making them the benchmark set for performance and strategic planning.

111. What SMEs do you have available to speak on behalf of the campaign?

Subject matter experts will be identified based on campaign needs and objectives.

113. Does the state have a preference in working with celebrities vs. smaller micro or macro influencers?

The State does not have a formal preference for celebrities over micro or macro influencers. Tennessee Tourism evaluates talent based on strategic fit, audience alignment, and project goals rather than follower size alone. That said, celebrities with authentic ties to Tennessee often provide added credibility and broader reach, making them especially valuable when they naturally align with the brand and its storytelling.

A.11.

11-12 114. Does the state have a preference in utilizing the $500k budget for working with influencers, or focusing on broader experiential stunts or brand partnerships?

Experiential activities and larger influencer activities are within the marketing budget.

For the PR-specific budget, see activities and responsibilities under pro forma Contract Section A.11.

115. Does TN Tourism have any existing programming, activations, or sponsorships happening that we can capitalize on? Any existing promotions we need to consider? Cultural or brand moments that are important to factor in?

Yes, Tennessee Tourism maintains ongoing programming and activations tied to its experiential pillars, seasonal campaigns, and major cultural moments such as music festivals, culinary events, and outdoor recreation initiatives. Existing sponsorships and partnerships may also provide opportunities for amplification.

116. What have you found is your biggest challenge in garnering media interest and participation?

As the media landscape continues to evolve, the State must continue to seek new ways to evolve Tennessee’s story to stand out in a crowded and competitive media environment.

A.2.h.

1 117. How does the Department define and validate “incremental lift” for tourism campaigns (e.g., visitation, spend, length of stay), and which attribution methodologies are currently used or preferred?

See pro forma Contract Section A.2.h.

“Incremental Lift (“Lift”): is the increase in sales or conversions directly attributable to a marketing campaign, beyond what would have occurred naturally without that campaign.”

The State leverages multiple data and research partners to measure incremental impact across our campaigns. This includes Arrivalist's Campaign Attribution Lift metrics for all tracked efforts, as well as incremental traveling households and their economic impact measured through our advertising effectiveness studies. The State also uses brand lift studies within media buys to assess changes in brand perception, travel consideration, and travel intent driven by our campaigns.

Together, this gives a full view of not just who is reached, but who actually travels, spends, and shifts perception.

118. Should the winner of this RFP plan to coordinate with an external measurement agency of some sort?

No.

119. What level of optimization authority would we have during live digital campaigns versus requiring pre-approval for changes to targeting, creative, or budget allocation?

In-campaign optimizations are expected and encouraged to maximize performance; however, all changes— including adjustments to targeting, creative rotations, and budget allocations—will require prior State approval before implementation.

120. How does the State define SEO success today, and is the SEO scope expected to focus on optimization of existing content versus net-new content production?

The State defines SEO success as improved visibility for priority keywords, increased organic traffic to TNVacation.com, and stronger engagement metrics.

121. Are monthly and quarterly reporting requirements standardized today, or does the State expect vendors to propose a consolidated reporting framework across media, web, and SEO?

No, a consolidated framework is not anticipated. Various facets of reporting are stated in the pro forma Contract.

122. From the Department’s perspective, what would make this contract an unquestionable success at the end of Year One?

Success at the end of Year One would mean the awarded Contractor exceed all established KPIs. Also see response to #7.

123. Is the incumbent agency invited to pitch the new contract?

The incumbent was sent the notice of solicitation.

124. Is the State open to new ideas for the Co-Op program?

Yes. Also see responses to #137 and #200.

125. Are there strategic considerations around the timing of this RFP?

The current contract is nearing expiration, and the State has established a transition period to ensure continuity and to align the new contract with the fiscal year for budgeting purposes.

126. What are your primary competitive markets?

Tennessee’s primary competitive markets include other Southern states,…