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Business Retention & Expansion by Grady Batchelor
 

Business Retention & Expansion by Grady Batchelor

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Soaring to Success with Business Retention & Expansion, a presentation given by Grady Batchelor at the Economic and Community Development Institute (ECDI) at Auburn University

Soaring to Success with Business Retention & Expansion, a presentation given by Grady Batchelor at the Economic and Community Development Institute (ECDI) at Auburn University

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    Business Retention & Expansion by Grady Batchelor Business Retention & Expansion by Grady Batchelor Presentation Transcript

    • Soaring To Success With Business Retention & Expansion (BR&E) Grady Batchelor President, Industrial Development Authority of Winston County, Alabama www.idawinston.org
    • What I’ve Learned About BR&E
      • BR&E Can Be Done
      • BR&E Is Key To Success
      • BR&E Opens Doors
      • BR&E Creates Demand & Awareness
      • BR&E Supports Funding Initiatives
      • BR&E Uncovers Facts
      • BR&E Promises Tremendous Future Value
    • What Is Synchronist®?* A Tool A Process A Foundation for Growth Synchronist® is a service of Blane-Canada Ltd.
    • Why BR&E – WIIFM? Primary Outcomes
      • Business Retention
      • Business Expansion
      Secondary Outcomes
      • Introduce Goodwill
      • Identify Opportunities
      • Develop Trust
      • Uncover Niches
      • Shape Policy
      • Secure Funding
      • Show the Love
      Show your industries you care and they are important to you
    • Key Elements of BR&E Programs Confidentiality People Planning BR&E Model Partners
    • BR&E Begins & Ends With Confidentiality – Vital to Success
      • No information, written or verbal, concerning the industry shall be shared with any other individuals.
      • All information is for statistical analysis and is not to be revealed to third parties.
      • The rules of confidentiality will continue to apply after the interviews are completed.
    • BR&E Model Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Pre-Launch Planning Company Visits / Interviews Post Visit / Red Flag Identification Data Analysis Follow Up Strategic Planning and Implementation
    • BR&E Model Post Visit/Red Flag Pre-Launch Planning Visits/Interviews
      • Define Objectives
      • Leadership
      • Publicity
      • Business Selection
      • Training
      • Business Contacts
      • Visits/Interviews
      • Post-Visit/Red Flag
      • Data Analysis
      • Strategic Planning
      • Implement Strategy
      • Plan Next Visit
      • Add clarifying details
      • Make adjustments as needed
      • Complete the Post Visit form
      • Make personal observations
      • Identify warning signs / Red Flags
      • Return the survey(s) to the appropriate party
      • Setup Meeting Time
      • Accept a Survey by Mail as a Last Resort
      • Take Two Copies of the Survey Forms to the Visit
      • Familiarize Yourself with the Survey Forms
      • Arrive 5 Minutes Early and Allow Time for Tour
      • Make Introductions as Appropriate
    • Synchronist Forms
      • Company Background Form
      • On-Site Form
      • Post-Visit Form
    • Interview Dos
      • Do review the questions before the meeting.
      • Do ensure you are familiar with all of the terminology used in the survey.
      • Do ask every question on the survey instrument.
      • Do ask questions exactly as they are worded.
      • Do mark answers with “does not apply” (DNA) or “no response” (NR).
      • Do ask probing questions where appropriate to elicit information supporting the answer, especially on open-ended questions. (e.g., ask Who, What, When, Where, How and How Much).
      • Do record comments.
    • Interview Don’ts
      • Don’t try to solve a problem on the spot.
      • Don’t make any promises of assistance.
      • Don’t overreact to something said when you know or believe the facts to be different.
      • Don’t try to market services during the visit.
      • Don’t accept a tour if it will delay your arrival at another visit.
      • Don’t suggest answers even if you believe you know the correct answer. Allow the executive to respond.
      • Don’t get off the subject.
      • Don’t skip survey items.
    • Identifying Red Flag Issues
      • Handle Red Flag items immediately.
      • Dominant Warning Signs
        • Corporate Warning Drivers
          • ___________________
          • ___________________
          • ___________________
          • ___________________
          • ___________________
          • ___________________
    • Red Flags - Continued
        • Operations Warning Drivers
          • ___________________
          • ___________________
          • ___________________
          • ___________________
        • Facility Warning Drivers
          • ___________________
          • ___________________
        • Market Warning Drivers
          • ___________________
          • ___________________
          • ___________________
    • More Red Flag Items
      • Product / Service
      • Market
      • Industry
      • Management
      • Workforce
      • Others
    • BR&E Initial Outcomes
      • New Product Line, A New Facility and 50 New Jobs
      • Retained a Top Ten Industry and 450 Jobs
      • Top Ten Industry, 75 Jobs Retained, 50 Jobs Gained and 600 Additional Jobs Impacted
      • Gained $450,000 in Community and Economic Development Funding
      • Identified a Unique Niche Market
      • 2005 BREI Award for Excellence in Small Community BR&E Programming
    • BR&E Fast Forward
      • New Industry Located to Lynn, IDA Approves $2.5M Bond Issue, 25-50 New Jobs
      • New Industry Locates in Haleyville, $1.5M Capital Investment, 30-50 New Jobs
      • Industry Expands in Double Springs, $2.5M Capital Investment, Water Infrastructure Grant for Industrial Park, 50 New Jobs
      • Cooperative Improvement District, Countywide Industrial Park Development, Site Selection Based on Key Economic Development Factors
      • Transorganizational Development
    • Transorganizational Development
      • Transorganizational Development
      • Planned change in the collective relationships of a variety of stakeholders to accomplish something beyond the capacity of any single organization (Culbert et al. 1972).
    • Major Positive Change
    • Major Positive Change
    • What I’ve Learned About BR&E
      • BR&E Can Be Done
      • BR&E Is Key To Success
      • BR&E Opens Doors
      • BR&E Creates Demand & Awareness
      • BR&E Supports Funding Initiatives
      • BR&E Uncovers Facts
      • BR&E Promises Tremendous Future Value
    • Conclusion and Contact Info
      • Questions and Answers
      • Contact Information
        • Grady Batchelor
        • (205) 269-1780
        • [email_address]