CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
CBRE Labor Analytics
Understanding your Workforce –Preparing Your Community for a Consultant’s Visit
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 1
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Agenda
1. Before we start - Some things to ponder…
2. How we do site selection – An overview of our process
3. First Contact - Requests For Information
4. The Community Visit – How to make it a ‘home run’
5. Question and Answer session
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 2
1. Before we start - Some things to ponder…
2. How we do site selection – An overview of our process
3. First Contact - Requests For Information
4. The Community Visit – How to make it a ‘home run’
5. Question and Answer session
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Labor analytics group
#187InformationWeek
500 mostinnovative usesof technology
#187InformationWeek
500 mostinnovative usesof technology
80%Labor portion ofmost occupier
operating costs
80%Labor portion ofmost occupier
operating costs
2xCoreNet Global
Innovator’sAward Winner
2xCoreNet Global
Innovator’sAward Winner
WHAT WEDO
Workforce and location strategies for occupier locations: Optimized site selection for access to talent and cost savings Portfolio strategy development for existing locations by skill M&A analysis – balancing legacy and acquired site talent and costs Risk and sensitivity analysis for market scalability and saturation
RESULTS800+Consulting
projects since1995
800+Consulting
projects since1995
$467MRecent projectedsavings for M&A
project
$467MRecent projectedsavings for M&A
project
$500MRecent projected
portfoliooptimization
savings
$500MRecent projected
portfoliooptimization
savings
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 3
#187InformationWeek
500 mostinnovative usesof technology
#187InformationWeek
500 mostinnovative usesof technology
80%Labor portion ofmost occupier
operating costs
80%Labor portion ofmost occupier
operating costs
2xCoreNet Global
Innovator’sAward Winner
2xCoreNet Global
Innovator’sAward Winner
OUREXPERTS
RESULTS800+Consulting
projects since1995
800+Consulting
projects since1995
$467MRecent projectedsavings for M&A
project
$467MRecent projectedsavings for M&A
project
$500MRecent projected
portfoliooptimization
savings
$500MRecent projected
portfoliooptimization
savings
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Our clients
Financial Healthcare Technology BPO Industrial
34% of Fortune 100 | 25% of Fortune 500 | 90% Repeat Clientele
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 4
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Our Typical Consulting ServicesEvaluate Existing Locations• LaborPlan™ longevity analysis• Market assessments• Workforce portfolio optimization
Greenfield Site Selection• Location analysis• Community tours• Economic incentives• Real estate negotiation
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 5
Greenfield Site Selection• Location analysis• Community tours• Economic incentives• Real estate negotiation
Research/Subscription• Global LaborView• Client Portal• Scheduled analysis
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW BEFORE WE BEGIN,SOME THINGS TO PONDER……
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 6
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EWAre you competing effectively?
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 7
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EWHow do consultants view your community?
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 8
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EWAre you thinking proactively?
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 9
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW HOW WE DO SITE SELECTION
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 10
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW How We Think About LaborThe Strategic Impact of Labor
Labor often makes up 80% ofoperating costs
For office and back office operations, alocation’s workforce is the key driver ofoperational cost & performance
Two ways to save $1 millionbased on 500 employees @ 125 SF ea.)
Labor72%
RealEstate12%
OtherOperatingExpenses
16%
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 11
Labor72%
RealEstate12%
OtherOperatingExpenses
16%
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW How We Classify Markets - Market Tiers
Market Tier I II IIISkill LevelJob ExperienceSalary RangeEducationEmployment Capacity
SpecializedMid-late career$80,000+Bachelors degree+Greater than 1,000
Professional3-7 years$35,000 - $80,000Associates – Bachelors500 – 1,000
Basic0-3 yearsBelow $35,000High School – AssociatesLess than 500
Opportunities
Risks
• Broad skill base• Scalability• Accessibility• QOL
• High labor costs• Strong employment
competition• High turnover
• Good skill/cost balance• Lower cost• Less competitive
• Fewer highly specializedskills
• More competitive forbasic skills
• Lowest labor costs• Least competitive• "Employer of Choice"
status
• Limited scalability• Limited skill base• Less accessible
Increased Skill AvailabilityIncreased Skill Availability
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 12
Opportunities
Risks
• Broad skill base• Scalability• Accessibility• QOL
• High labor costs• Strong employment
competition• High turnover
• Good skill/cost balance• Lower cost• Less competitive
• Fewer highly specializedskills
• More competitive forbasic skills
• Lowest labor costs• Least competitive• "Employer of Choice"
status
• Limited scalability• Limited skill base• Less accessible
Corporate Functions Information TechnologyResearch & DevelopmentSenior Management
Finance & AccountingComplex TransactionalProcessing
Back-Office ProcessingCustomer Service
Sample Markets Atlanta, GADallas-Fort Worth, TXCharlotte, NC
Austin, TXDes Moines, IAColumbus, OH
Muncie, INTwin Falls, IDPensacola, FL
Lower Labor Costs & CompetitionLower Labor Costs & Competition
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Some Benefits of an Optimal Labor Market
• Operating Cost Reduction– Labor Costs make up 70% - 80% of overall operating costs
• Turnover reduction– Markets with less employment competition help keep turnover and payroll costs low
• “Employer of Choice” Status– Markets that lack strong corporate presence or jobs offering benefits and career
paths give corporate users a distinct hiring advantage– Substantially lower turnover– Higher quality workforce
• Specialized skills– Ability to source specific skill requirements (i.e. Technical Sales, F&A, complex
processing, information technology, healthcare, etc.)
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 13
• Operating Cost Reduction– Labor Costs make up 70% - 80% of overall operating costs
• Turnover reduction– Markets with less employment competition help keep turnover and payroll costs low
• “Employer of Choice” Status– Markets that lack strong corporate presence or jobs offering benefits and career
paths give corporate users a distinct hiring advantage– Substantially lower turnover– Higher quality workforce
• Specialized skills– Ability to source specific skill requirements (i.e. Technical Sales, F&A, complex
processing, information technology, healthcare, etc.)
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Site SelectionDatabaseCriteriaProcess Tours Incentives Plug ‘n PlayLaborPlan
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 14
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
2-4 WEEKS1 WEEK3 WEEKS2 WEEKS2-3 DAYS
PHASE I – SITE SELECTIONPHASE I – SITE SELECTION PHASE IIPHASE II
MARKET TOURSFINAL ANALYSISPRIMARYRESEARCH
STATISTICALANALYSIS
CLIENTDIAGNOSTICS
Site Selection: Process & Methodology
Concise executivereporting andrecommendations
Overlay qualitativeresearch to validatemarket viability
Intelligent interpretationof data for comparabilityacross markets
Project objectives, datafields, criteria andtimeline set; Geographicarea defined
Final location selected
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 15
Assemble project team
Complete project profilequestionnaire
Develop demographicprofile
Refine project schedule
Construct BenchmarkAnalysis ModelCreates national indicesand compares over3,800 markets acrossthe US
Stack rank markets bydemographiccompatibility
Filter out poorly rankedmarkets
Diligent verification ofmarkets by LAGconsultants & analysts
Competitor Analysis• Identify competing
employers• Conduct wage
surveys
Saturation analysis
Local interviews• Employers• Economic
development• Employment agencies
Site SelectionOptimization ModelStack-rank finalistmarkets based on finallocation criteria
LaborPlan™Workforce longevityanalysis to model andassess risk surroundingscalability, cost andlongevity
Develop Market TourScorecards to evaluate:• Labor skills/cost• Competition• Real estate viability• Economic incentive
environment
Coordinate markettours in shortlistmarkets:• Meet with economic
investment agencies• Tour local schools• Interview staffing
agencies• Interview competition• Tour real estate
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Client DiagnosticsUp-Front Considerations
• Select locations aligned with labor needs– Quality: Skill set & occupational requirements, education levels, language– Availability: Labor force, unemployment, market growth– Cost: Competitor wages, average market wages for skill set
•Skill sets•Education levels•Operation size•Experience•Licensing•Training
•Skill sets•Education levels•Operation size•Experience•Licensing•Training
•Starting wage•Benefits•Cost of living•Incentives•Taxes•Unions
•Starting wage•Benefits•Cost of living•Incentives•Taxes•Unions
•Market size•Region preference•States•Time zones•Accessibility•Accents•Weather
•Market size•Region preference•States•Time zones•Accessibility•Accents•Weather
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 16
Labor Cost Geography
•Timeline•Square feet•Parking ratio•Lease vs. own•Existing vs. new•Plug ‘n Play•Amenities
•Timeline•Square feet•Parking ratio•Lease vs. own•Existing vs. new•Plug ‘n Play•Amenities
Facility/Site
•Local competitors•Wage rates•Saturation levels•Industry presence
•Local competitors•Wage rates•Saturation levels•Industry presence
Competition
•Scalability•Future Risk•Home Agent
•Scalability•Future Risk•Home Agent
Additional
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Translating requirements to data
Project Profile
Supply/Availability:• College educated• Availability of technology talent• Availability of sales talent• Near local universities
Costs:• Wages lower than existing• Affordable home values• Household income levels• Cost of living
Business Environment:• Union presence• Relocation attractiveness• Weather conditions• Ease of access
Sample profile (weightingsand data to be adjusted forexact requirement) Over1,500 data points tocustomize
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 17
Supply/Availability:• College educated• Availability of technology talent• Availability of sales talent• Near local universities
Costs:• Wages lower than existing• Affordable home values• Household income levels• Cost of living
Business Environment:• Union presence• Relocation attractiveness• Weather conditions• Ease of access
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Using profiles to evaluate potential locations
Demographic Benchmark Modelling
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 18
Final documentation provides clear analytics as to potential locations as well asdocumenting why certain locations have been removed from consideration
Using the customized demographic profile, we evaluate over 6,768 cities and 942 metropolitan areas across theUS to find the best balance of talent, education and costs for short list consideration
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Narrowing potential locations through market intelligence
Primary research
Interviews are critical in mitigating risk.
Though interviews, intelligence can be gathered on:• Quality of workforce• Work ethic• Current market activity• Ease of hiring• Preferred employers• Presence of specific skills or experience levels
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 19
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Evaluating competitive presence
Competitive analysis
Understanding competitive presence,positioning and saturation is critical inselecting an optimal location
LAG maintains records on more than 9,240operations across the US, evaluating size, wage,operation types, skills and location by geography.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 20
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Evaluating educational attainment and pipeline
Education Analysis
Availability of specific graduates andenrollment by program, level and schoolis instrumental in understanding theability to support future workforcedemands
LAG maintains records on more than 4,690institutions and 403 degree programs, as well asexisting attainment levels by location
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 21
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
• Evaluating market sustainability through LaborPlan™
Longevity Analysis
LaborPlan™ is essential inunderstanding the long termviability and success of anoperation
Labor Analytics evaluates thescalability and longevity of a labormarket through proprietary supply &demand modeling
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 22
2007 Winner
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
Labor Cost Analysis
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 23
Once the quality, talent and supplyof labor have been verified,additional cost analysis can beperformed to estimate potentialsavings
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
Financial analysis
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 24
Expanded financial analysis canalso be modeled to include allareas of investment and return.
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
Final recommendationsFinal analytics incorporate allareas of analysis for a finalscore card ofrecommendations and breakdown of strengths andweaknesses by market.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 25
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Economic Incentive Environment
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 26
2014
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
Global LaborView
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 27
Global LaborView
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW What is Global LaborView?Global LaborView is a starting point to your critical workforce optimization and locationstrategy decisions. The online application delivers leading demographic/economic indicatorscoupled with labor market and business intelligence on locations worldwide.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 28
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW DiscoverSlice and dice data across all 987 metro areas by regions, skill
sets, wagesDiscover trends, patterns, outliers and opportunities
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 29
Financial AnalystEmployment Density vs.Wage
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Compare Multiple MarketsCompare your markets across skillsDrill into each skill set across all markets at any level of data
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 30
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
FIRST CONTACT:REQUESTS FOR INFORMATION
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 31
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW EDCs and Consultants
EDCs spend a lot of money, resources, and effort toattract companies. Site Selection Consultants bringprospects right to your door.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 32
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW You Are Already on the Medium List
By the time a consultant reaches out to you, they havelikely vetted through 1,000s of communities and youare already part of their medium list
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 33
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW The Next Steps
Making the medium list is a great thing,but ultimately, you want to make it tothe short list of communities thatreceive community tours
Medium List (20 markets)
Short List (8 markets)
Final List for Tours (2-3 markets)
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 34
Medium List (20 markets)
Short List (8 markets)
Final List for Tours (2-3 markets)
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Our clients
Financial Healthcare Technology BPO Industrial
34% of Fortune 100 | 25% of Fortune 500 | 90% Repeat Clientele
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 35
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Why an R.F.I.?
• There are a lot of ways to gather market intelligence. Working witheconomic development groups is one of the methods that siteselection consultants use to efficiently gather information.
• By the time we send you an R.F.I:
We are working on verifying the data we already have,
or
We may already be convinced your community can work and aretrying to build a case that supports your labor market.
• The point is, we are already far down the path when we contact you.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 36
• There are a lot of ways to gather market intelligence. Working witheconomic development groups is one of the methods that siteselection consultants use to efficiently gather information.
• By the time we send you an R.F.I:
We are working on verifying the data we already have,
or
We may already be convinced your community can work and aretrying to build a case that supports your labor market.
• The point is, we are already far down the path when we contact you.
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW The Smoking Gun
Beyond the statistics, site selection islike solving a murder mystery novel.
We are looking for the smoking gunwith the fingerprints that solves‘whodunit’ or in other words, “yes,here’s evidence that the labor marketcan work!”
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 37
Beyond the statistics, site selection islike solving a murder mystery novel.
We are looking for the smoking gunwith the fingerprints that solves‘whodunit’ or in other words, “yes,here’s evidence that the labor marketcan work!”
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Sample R.F.I.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 38
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
COMMUNITY TOURSHow to Give Yourself the Best Chance to Win
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 39
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Believe it or not!Site Selection Tours Are Like A Beauty Contest
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 40
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW But Beauty is in the Eye of the Beholder!
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 41
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW So Put your Best Foot Forward
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 42
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Things to consider (in advance)…
These are the things you should know about and ask theconsultant, pre-visit:
1. What industry is the client in?
2. What is important to the client?
3. What are potential deal breakers?
4. What is the client hoping to gain out of this meeting?
5. What doesn’t the client know?
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 43
These are the things you should know about and ask theconsultant, pre-visit:
1. What industry is the client in?
2. What is important to the client?
3. What are potential deal breakers?
4. What is the client hoping to gain out of this meeting?
5. What doesn’t the client know?
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW Typical Client Objectives1. Validate the labor market
– Can the client find the labor?– What are companies employing similar skill sets paying?– How much competition is there in the market?– Are other companies having a tough time hiring?– Talk to people (on the streets, a local community college class, people at the local
job center)
2. Meet with Community Leaders– How important is this?
• Often shown by who attends (mayor, city manager, governor?)– How strong are their capabilities?– How supportive will they be?
3. Get a look and feel for the community.– Does it match their corporate culture.
4. What incentives are available?
5. Are there suitable real estate options?© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 44
1. Validate the labor market– Can the client find the labor?– What are companies employing similar skill sets paying?– How much competition is there in the market?– Are other companies having a tough time hiring?– Talk to people (on the streets, a local community college class, people at the local
job center)
2. Meet with Community Leaders– How important is this?
• Often shown by who attends (mayor, city manager, governor?)– How strong are their capabilities?– How supportive will they be?
3. Get a look and feel for the community.– Does it match their corporate culture.
4. What incentives are available?
5. Are there suitable real estate options?
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW TYPICAL COMMUNITY TOUR AGENDA
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 45
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW HOW TO HIT A HOME RUNThe following list of items can often help to make the best impression with the client:
1. DO show enthusiasm during the tour.
2. DO try and invite participants to the labor panel that like to talk (personable)
3. DO show the importance of the client’s business to your community
4. DO have government officials attending the meetings (e.g. mayor, city manager, governor)
5. Do make the client’s logistics easy as possible (airport pickup/drop-off, transportationbetween meetings)
6. DO have breakfast with the client and dinner the night before, whenever possible
7. DO invite knowledgeable peers to discuss their experiences for labor panels.o Action- and quantifiable reaction theory = smoking gun
8. When doing presentations about your community, DO make sure the materials are relevantto the client’s business model.
9. DO discuss your community’s weaknesses (in an appropriate manner).
10. If possible, DO create unique positive memorable experiences
11. DO show the client how the community will support their business.
12. DO round tables with college students. These have been a home run for clients.
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 46
The following list of items can often help to make the best impression with the client:
1. DO show enthusiasm during the tour.
2. DO try and invite participants to the labor panel that like to talk (personable)
3. DO show the importance of the client’s business to your community
4. DO have government officials attending the meetings (e.g. mayor, city manager, governor)
5. Do make the client’s logistics easy as possible (airport pickup/drop-off, transportationbetween meetings)
6. DO have breakfast with the client and dinner the night before, whenever possible
7. DO invite knowledgeable peers to discuss their experiences for labor panels.o Action- and quantifiable reaction theory = smoking gun
8. When doing presentations about your community, DO make sure the materials are relevantto the client’s business model.
9. DO discuss your community’s weaknesses (in an appropriate manner).
10. If possible, DO create unique positive memorable experiences
11. DO show the client how the community will support their business.
12. DO round tables with college students. These have been a home run for clients.
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 47
QUESTION & ANSWER PERIOD
CB
RE
Labo
r Ana
lytic
sSE
RVI
CES
OVE
RVI
EW
www.cbre.com/lag
Mark SeeleySenior Managing Director
For more information, please contact:
James J. TrobaughSenior Vice President
© 2014 CBRE | CONFIDENTIAL & PROPRIETARY | Page 48