Post on 14-Dec-2015
transcript
WEDA: Comprehensive
Economic Development
Marketing & Attraction
Agenda
• About Atlas • A few formative ideas about ED marketing• How research can inform your marketing decisions• What the customers (Site Selectors) say• How marketing should differ by organizational size and
type– Ohio BDC– Tucson Regional Economic Opportunities– Webster City, IA
• What should your community be doing in 2011?• Interesting findings on social media, online marketing
and new media• View and share the slides• Q+A
About Atlas
Atlas Advertising helps economic developers reach national and international prospect and site selection audiences. We deliver branding, website development, GIS mapping, research, social media, and creative services professionally and with a staff experienced in economic development. Unlike firms with little or no economic development experience, Atlas Advertising uses a proven mix of economic development marketing tactics that generate interest from site selection audiences.
Atlas Advertising is led by a former economic development practitioner and has worked with 70+ different economic development clients in nearly 40+ US states. Our approach and experience means that our campaigns generate an average of three to ten times the response of other campaigns.
Featured clients:– State of Ohio– Indy Partnership– City of San Francisco– Greater Phoenix Economic Council – Greater Omaha Economic Development Partnership– Webster City, Iowa
Download the slides, join the community, continue the dialogue
• Continue the Conversation: – Follow us on Twitter:
www.twitter.com/AtlasAd– Tweet questions using hashtag #AskAtlas
• Join the community of innovative economic development marketers– Join our Next Gen Economic Development
Marketers LinkedIn Group• View and share the slides with your
colleagues (available now): http://bit.ly/fQB6hC
Are you a State, Region, or Individual City/County?
Is Your Marketing Budget Growing, Staying the Same, or Shrinking?
A Few Formative Ideas About ED Marketing
Whether or not you market, your community and its brand already exists. It is up to you to shape, not create, the brand and story of your community. If you don’t, you will leave that up to others who may have different interests.
When considering your marketing efforts, set quantitative goals. If you can’t measure it, you shouldn’t buy it.
States are different from regions and different from individual cities and counties. The area you represent and how you are funded means you should market differently.
Economic developers should respond to those who are already looking before speaking to those who aren’t.
Businesses may do one major relocation in their management’s entire time there. Our job as economic developers is to educate, coach, and be relevant to them. If we don’t, we will be cut out.
How research can inform your marketing decisions
Some examples of standard benchmarks for quantitative goals
Goal City or County
Benchmark
Region Benchm
ark
State Benchm
arkDeals/Jobs in the pipeline Varies Varies Varies
RFI requests per month Varies Varies VariesIncoming email and phone inquiries per month
15 50 200
Property searches on my website per month 500 2,500 5,000
Website visits per month 1,500 5,000 20,000
Social media followers/ connections 200 500 1,000
How to focus your marketing at the correct “moment” for the prospect
[Atlas Site Selector Survey Results] Please rate the following in terms of their importance as a source of information:Information Source
% Important,
2011
% Important,
2006 Site visits (familiarization tours) 100% 100%Existing relationships with ED officials 95% 88%
Community websites 90% 63%Third party national data sources 90% n/a Past experience with other deals 81% 71%Word of mouth from peers 57% 43%Calls from local officials 48% 29%Existing relationships with local real estate community
38% 29%
National conferences 29% 0%Trade magazines 29% 14%Social Media/Social Networks 24% n/a
2011 Results: Access to Customers, Incentives, Proximity to Univ., Access to Workforce Lead the “Fastest Growing” Factors List
2011 2006%
differenceAccess to customers (large markets) 95% 69% 26%
Financial incentives from communities 95% 69% 26%
Proximity to a research university 67% 43% 24%
Access to technical/scientific workers 90% 70% 20%
Quality or fit of specific real estate 90% 75% 15%
Access to transportation infrastructure 90% 76% 14%
Pro-business tax-regulatory climate 95% 83% 12%
Access to senior management talent 76% 64% 12%
Quality of life for employees 62% 60% 2%
Ability to recruit workforce 95% 96% -1%
A rapidly growing region 57% 60% -3%
Access to cultural amenities 43% 49% -6%
Access to outdoor recreation 10% 38% -28%
Climate (weather) 29% 58% -29%
What the Customers (Site Selectors) Say
Tracey Hyatt Bosman
1. Based in Chicago, IL
2. Former economic developer
3. Specializes in renewable energy and data
centers
Director of Grubb & Ellis
Strategic Consulting Group
Tracey.Bosman@Grubb-Ellis.com
What Tracey needs and doesn’t need
What We Need• Contact information• Incentive programs• Tax rates• Recent
announcements• Industry-targeted
info• Map of your territory• Largest employers• Area colleges and
universities
What We Don’t
• General labor statistics
• Secondary source wage information
• Real estate listings
• Rankings
• Distance to other major cities
How marketing should differ by
organizational size and funding
type
Types of ED Organizations• Geographic coverage
– States – Regions– Individual Cities/Counties
• Funding– Predominantly publicly funded– Public/Private funding
Case Study 1: State
of Ohio
Size: State
Funding: Public
Ohio’s Goals• Mission
– Develop a brand and messages to aggressively sell Ohio as a profitable location for business investment
– Develop the sales tools and collateral information– Market the state in coordination with other state
agencies and local/regional development organizations– Conduct business recruitment and attraction activities– Generate and coordinate lead generation and intake
process for the State of Ohio; coordinate the response to these leads with appropriate state, regional and local organizations and officials
• Objectives– Retain and expand companies already doing business
in Ohio– Attract new companies to Ohio
• Funding– Predominantly publicly funded
Ohio’s Target Audience• Targeted industries
– Advanced Energy & Environmental Technologies– Aerospace and Aviation– Agriculture and Food Processing– Bioscience and Bioproducts– Corporate and Professional Services– Distribution and Logistics– Instruments, Controls and Electronics– Manufacturing– Motor Vehicle and Parts Manufacturing– Polymers and Advanced Materials
• Targeted geographies– US– Western Europe
Ohio’s Challenges
• Marketing multiple, diverse large regions plus rural areas
• Combating a rust belt, pro-union image• Coordinating hundreds of state stakeholders
in the lead generation, management, and submission process
Ohio’s Tactics • Partnership with the State initiative Jobs
Ohio• Large scale media in the US to change hearts
and minds• Direct lead generation using multiple lead
gen vendors, in various geographies• A leading website that gets 30,000 visits per
month• A world class GIS system, integrated into
their website, that manages all properties, all leads, all prospect companies and prospect submissions
• Distributed business development professionals throughout the state
• Trade shows• Website: www.ohiomeansbusiness.com
Ohio’s Results
• Awarded 4 straight Governor’s Cups from 2006-2009 for most deals
• In 2009 alone, Ohio announced 381 expansion or relocation projects
• Ranked in the top 10 Pro-business states
Case Study 2: Tucson
Regional Economic
Opportunities
Size: Region
Funding: Public (35%)/Private (65%)
Tucson’s Goals
• TREO's Values– Nurture Competitive Economic Growth– Build Strategic Partnerships– Promote Regionalism– Be an Economic "One Stop"– Maintain a Customer Focus
• TREO JobOne– Acceleration of regional and national marketing– Local company assistance– Enhanced tools to spur job creation– Creating a strong and unified voice– Leveraging the federal stimulus
Tucson’s Challenges
• In the shadow of Phoenix• Seen as more of a tourism destination• In an economically troubled state, and public
funding cut dramatically as a result• In the storm of political infighting around
immigration, incentives, etc.
Tucson’s Target Audience•
Targeted industries–
Aerospace and Defense
–Bioscience
–Solar
–Transportation & Logistics
•Targeted geographies–
Southwestern US
–California
–Western Europe
Tucson’s Tactics • Partnership with Phoenix and Nogales,
Mexico to form a “super-region”• Industry targeted media trips with local
CEOs• A leading website that gets 5,000 + visits per
month• Industry content, online and in proposals• Strong legislative presence in favor of
incentives• Large scale local event (800 + attendees)• Website: www.treoaz.org
Tucson’s Results
• From 2005 to 2010:– 37 relocations– 9,200 jobs– $1.4 billion in new investment
Case Study 3: City of
Webster City, IA
Size: Individual City/County
Funding: Public
Webster City’s Goals
• Increase awareness of the City as a destination for business
• To recruit/add 500 jobs from 2010-2012 • Maximize the reuse of the Electrolux
facilities • A clearly articulated image for the City and
its economic future– Build a brand – Establish an internal marketing program toward
residents– Launch communications to site selectors, allies,
and targeted industries – Launch targeted industry marketing
• Inspire a generation of local entrepreneurs to forge ahead
Webster City’s Target Audience• External Audiences:
– Midwest based site selection consultants– Companies in targeted industries– Commercial real estate brokers in large Iowa cities– Buyers and/or suppliers to companies in and
around the Webster City area. • Internal Audiences:
– Residents of Webster City– Existing employers– Economic development allies at the local, regional,
and state levels
Webster City’s Challenges• Small market in a rural part of a rural state• Not a well known, household name• No established, centralized economic
development entity
Webster City’s Tactics
• Build a clear product brand that differentiates Webster City as a business location
• Feature rich website, with a virtual familiarization tour
• Prospect communications – standard PPT presentation
• Limited advertising campaign, focused on Midwest site selectors
• Direct communications with site selectors and targeted industry list
• Limited Trade show participation, focused on targeted industry shows
• LinkedIn for prospecting • Website: www.buildwebstercity.com
Webster City’s Results, 2011 •
Since launch of new website 3 new prospects have visited Webster City. Two have yet to make decisions
(Campaign launched January 2011)
•The City receives increased calls direct from prospects. Site selectors or realtors mention they have
already looked at Webster City’s website for preliminary information.
•Other contacts have come from recent press, the ED blog, social media, print advertisements and the
city's direct mail program – all which direct traffic to the website.
•Website traffic has grown fourfold and is receiving more traffic from ED specific keywords, as well as
certain key phrases that relate to economic development interests.
•The City is now receiving emails from other entities ranging from prospects to ED groups asking “How
they are doing this?”
“Our marketing efforts have resulted in leads from our own community and inquiries from existing business looking to expand in the
future.”
What should your community be doing in
2011?
The Corporate Location Process
Atlas Top Tactics for States1. States can and should play at the top of the funnel,
gaining visibility using the following tactics:– Familiarization tours/virtual familiarization tours – Prospect trips/trade shows– Outbound direct communications– International outreach
2. States should also work hard to develop a brand that is business friendly: See Ohio, Tennessee, North Carolina.
3. States should have comprehensive websites, including detailed incentives information as well as information on key industries. States should also be delivering a robust GIS system to enable the evaluation of properties and the identification of clusters.
4. States should actively drive traffic to their websites, using search engine marketing, email, and more.
5. States and their Business Development teams should develop a dedicated approach to using LinkedIn for prospecting.
Atlas Top Tactics for Regions 1. Depending on budget, regions can also play at the top
of the funnel, though less so than States. – Virtual familiarization tours – Outbound direct lead generation, working with States– International outreach, working with states
2. Regional brand should differentiate within the state3. Regions should have comprehensive websites,
including detailed incentives information as well as information on key industries. Sites should also be delivering a robust GIS system to enable the evaluation of properties and the identification of clusters.
4. Regions should actively drive traffic to their websites, using search engine marketing, email, and more.
5. Though regions may have smaller BD teams, they should engage in Linkedin prospecting.
Atlas Top Tactics for Cities and Counties
1. Small Cities and counties must rely on regions and States to generate awareness for them.
2. Where budget allows, a City/County brand can differentiate within the region
3. Cities and Counties can also should have comprehensive websites, including local incentives
information. Sites should also be delivering a robust GIS system, often provided by the State
or region, to enable the evaluation of properties
4. Cities can use search engine optimization to drive traffic
5. Cities should maintain a Linkedin presence so that their contact information is available.
Interesting Findings on Online, Social Media, and New Media
Top 10 pages used nationally on ED websites1. About Us (about the organization)
2. Programs (that the organization offers)
3. Data Center
4. News
5. Relocate and Expand
6. Find Property
7. Site Selection Services
8. Workforce data and Information
9. Database of Companies or Largest Employers
10.Maps of the Area
What new media advancements have you seen that you think are valuable to the site selection profession?
What percentage of site selectors use social media at least weekly?
The Frequency Site Selectors are using Social Media is rising – 86% use weekly or more, compared to 71% in late 2009
Daily Two or three times a week
Weekly0%
5%
10%
15%
20%
25%
30%
35%
25%
31% 31%
Late 2009
Early 2011
What Social Media/Networks Site Selectors are Using
LinkedIn 61%Facebook 21%RSS Feeds 21%Twitter 18%Blogs 14%Foursquare or other location based social media
0%
For more information on specific marketing topics
http://
atlas-advertising.com/community-marketing-presentations.as
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Download the slides, join the community, continue the dialogue
• Continue the Conversation: – Follow us on Twitter:
www.twitter.com/AtlasAd– Tweet questions using hashtag #AskAtlas
• Join the community of innovative economic development marketers– Join our Next Gen Economic Development
Marketers LinkedIn Group• View and share the slides with your
colleagues (available now): http://bit.ly/fQB6hC
Contact Atlas
Contact information:
2601 Blake Street, Suite 301
Denver, CO 80205
Contact: Guillermo Mazier
t: 303.292.3300 x 232
guillermom@Atlas-Advertising.com
www.Atlas-Advertising.com
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