Comprehensive Ec. Dev. Marketing & Attraction, Atlas Advertising

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18 Νοε 2013 (πριν από 3 χρόνια και 6 μήνες)

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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
Benchmark

State
Benchmark

Deals/Jobs in the pipeline

Varies

Varies

Varies

RFI requests per month

Varies

Varies

Varies

Incoming 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

% difference

Access 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 States

1.
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 state

3.
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 websites

1.
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

0%
5%
10%
15%
20%
25%
30%
35%
Daily
Two or three times
a week
Weekly
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.aspx

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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