Creating the Long Hallwayan integrated internal/agency MARCOM solution

May 16, 2013

2

Background

Requests for materials far outpaced (with the quality we were looking for) our ability to deliver efficiently. We needed a traffic management solution to be more efficient with the volume we were receiving from a broad range of users.

This need resulted in a decision to enhance our existing internal and external (Agency) creative support with timeline management, production and proofreading, and additional copywriting and design support.

2010 2011 2012

829

11921345

Projects

44%increase

13%increase

3

Creative Services highly productive, but stealing focus

Safeco Marketing Design Allocation (2012)

• Completed 1,345 projects (avg. 5 per day), but only 17% directly supporting Safeco Marketing

• Resources include three internal staff and support from Hunt Marketing Group.

• Decrease in internal communications and social media responsibilities, as well as streamlined brand management efforts with Field Mgmt should allow us to put more attention toward Safeco Marketing, but is it enough? Appropriate?

Discussion

14%

22%

1%12%

4%

1%

26%

6%

1%

2%

0%

2%

3%

7%

Field

Product

Management

Marketing

Brand

Corp Adv

Comm

Distribution

UW

B&C

Claims

Service

Training

Comm Rel

Cust Exp

AdminSafeco Marketing = 17%

4

Key Implementation Goals and Decisions

1. All projects funneled through the agency to perform traffic-management duties between both project owners and internal/agency creative teams.

2. Award creatively challenging projects in balance to both agency and internal resources.

3. Keep all work “on brand.”

4. Execute efficiently and cost effectively.

Project Owner

New project Intake

Daily Status

Creative

Creative Output

5

How are we doing

1. All projects funneled through the agency to perform traffic-management duties between both project owners and internal/agency creative teams.

• Large improvements in requestor’s knowledge about their project’s status.

• Deliverables have been met, projects are meeting deadlines.

• Current process includes:

• Daily creative meetings

• Standardized project brief

• Monthly reporting

6

How are we doing

2. Award creatively challenging projects in balance to both agency and internal resources.

• Discussion of all new project briefs during morning status meetings.

• Allow both internal and agency creative teams to express an interest.

• For large-scale projects, both internal and agency teams participate in creative concepting and execution.

7

How are we doing

3. Keep all work “on brand.”

• File sharing via Dropbox

• Internal creative review meetings to share creative work done by both internal and agency teams.

• Round 1 artwork funneled through Brand lead (Andy)

8

How are we doing

4. Execute efficiently and cost effectively.

• Provide project owners with schedule at project start. Traffic management in place to manage key milestones and deadlines.

• Centralized management enables creative efficiency:

• Knowledge sharing

• Daily monitoring of workload, shifts when necessary

• Monthly reporting provides complete visibility into hours spent by month, group, by project type and by audience.

9

What people are saying

“The desktop start-up app with the DIAL team and it was a HUGE HIT!!! They want to know when when when!! And more, more, more!”

“Thanks, Jeanette. Great working with you as well. I do believe this new process will work out great…Thanks for the fast turnaround Jeanette…very much appreciated.”

“Perfect and way ahead of scheduled, thanks!”“I love working with you guys and am happy to have more projects coming your way!”

“You guys are amazing. Thank you SO much!”“Thanks so much for your patience as we work through all the moving parts of this!”