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Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO
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Atlas Georgia Economic Development Association - Using Marketing in Your Battle to Be the Best EDO

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Atlas CEO Ben Wright Presents "Using Marketing in Your Battle to Be the Best EDO"

Atlas CEO Ben Wright Presents "Using Marketing in Your Battle to Be the Best EDO"

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  • 1. GEDA Annual Conference 2012:Using Marketing in the Battle to be the Best EDO 1
  • 2. About Atlas AdvertisingAtlas Advertising helps economic developersreach national and international prospect and siteselection audiences. We deliver branding, websitedevelopment, GIS mapping, research, socialmedia, and creative services professionally andwith a staff experienced in economicdevelopment. Unlike firms with little or noeconomic development experience, AtlasAdvertising uses a proven mix of economicdevelopment marketing tactics that generateinterest from site selection audiences.Featured clients: – Indy Partnership – City of San Francisco – State of Ohio – Charleston County, South Carolina – Savannah EDA 2 – Webster City, Iowa
  • 3. Fun with themes 3
  • 4. Join the community, continue thedialogue, get the slides • Join 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 • Get the slides: www.atlas-advertising.com/community- marketing-presentations.aspx 4
  • 5. Why did I write this speech?1. Though economic development is not a winner take all battle to the death, it is a competitive endeavor, and we all admire the best.2. I think at it’s core as a profession we want to make a difference in our communities – and whoever makes the biggest impact should be considered the best.3. There are standout organizations and standout practitioners all over the nation, and there are organizations in search of direction all over the nation.4. By sharing best practices, we can continue to elevate this valuable profession to be better known, and to consistently drive vitality in our communities. 5
  • 6. Getting your input, and sharingit anonymously via text 6
  • 7. 7
  • 8. Questions we will answer1. How do we as a profession (in this room) feel about the impact we are making on our communities today?2. What are the basic principles that we believe your competitive strategy and your marketing should be based on?3. What are the basic benchmarks that you can be comparing your community against? What is good performance, and what isn’t?4. How should marketing and attraction approach differ depending on your organization’s size, goals, and funding?5. What should you be doing in 2012?6. Who are the top performing communities in the nation in 2012? 8
  • 9. A few principles that drive (orshould drive) economicdevelopment marketing 9
  • 10. In economic development, we tendto think in terms of winners andlosers.Until a higher percentage of businessleaders understand what we do, thereis plenty of room for positive resultsfor all of us, if we focus. 10
  • 11. At some point, if we don’t shape thedebate over what results areimportant, other parties will do thatfor us. 11
  • 12. As economic developers, we are thesales, service, and product developmentportion that drives the ultimate vitalityof our product – our communities. 12
  • 13. If there is one metric that should driveall others, it is inquiry. Inquiry drivesattraction, retention, entrepreneurialdevelopment, and ultimately jobs andcapital investment.If we are not being contacted, we arenot making a difference. 13
  • 14. States are different from regions anddifferent from individual cities and counties.The area you represent, your organizationalgoals, and how you are funded each shoulddrive the tactics you use to drive inquiry. 14
  • 15. Due to tremendously different (andsometimes changing) priorities andcapabilities, organizations with similareconomies and similar budgets can deliverwildly different results. 15
  • 16. How research can informyour marketing decisions 16
  • 17. Current perceptions-communitiesin the SE United States 17
  • 18. The Elements That High PerformingCommunities Excel in (Product)• “Solid infrastructure and directionally moving toward environmentally friendly locations.”• “Air access, talent markets.”• "Geographic advantage for outbound distribution to eastern US- Trainable workforce for basic job requirements“• “Either depth of a specific skill set or a low cost/non-competitive labor environment.”• “Existing industrialized base, positive business climate, low energy costs.”• “Location, transport and labor costs.”• “Aggressive lease rates - good city amenities.”• “Ports with good business climates and great sites.”• “Competitive operating costs such as labor costs and utility costs; access to customer markets which helps with transportation costs and service 18 characteristics”
  • 19. The Elements That High PerformingCommunities Excel in (Service) • “Great ED teams and quick response to queries.” • “These regional groups accurately respond to RFPs, have a good inventory of buildings and sites, and can well document utility and labor costs.” • “Pro business; good incentives; good labor pool at good cost. RTW” • “Pro-active business climate.” • “Deal making and closing.” • “Good ED staff.” • “Incentives available at the state and local levels.” 19
  • 20. Please rate the following in terms oftheir importance as a source ofinformation: Factor % Important Third party national data sources 88.9% Past experience with other deals 85.2% Site visits (familiarization tours) 81.5% Existing relationships with economic development officials 77.8% Community Websites 61.5% News stories about communities 59.3% Word of mouth from your peers 48.1% Existing relationships with local real estate community 42.3% National conferences 33.3% Social Media/Social Networks 32.0% Calls from local officials 29.6% 20 Trade magazines 7.4%
  • 21. A simple framework for driving results 21
  • 22. The frameworkGenerating Generating Generating Jobs andAwareness Inquiry InvestmentKnowledge of the Visits to website Number of jobsOrganization Phone/email inquiries Capital investment Prospect meetings Prospect pipeline 22
  • 23. The data we have collected so far 23
  • 24. Data collection1. Five separate emails were sent to the Atlas list, as well as by state economic development organizations, including GEDA2. Hundreds of organizations clicked on the survey, 103 thus far have completed it3. Organizations from 30+ states have now participated4. Our goal: 350+ communities from all 50 states.5. To take the survey, click this link:http://Atlas2012BenchmarkingSurvey.questionpro.com If you take the survey we will give you a confidential 24 report comparing your community to your peers!
  • 25. 25
  • 26. 26
  • 27. We all know that small cities andlarge communities should getdifferent results. But how different? INQUIR CAPITAL YEARLY WEB IES JOBS WON LAST 12 INVESTMENT WON VISITS PAST 12 MONTHS LAST 12 MONTHS MONTHPOPULATION SLess than 25,000 8,418 20 98 $28,333,33325,001 to 100,000 8,324 46 576 $63,750,000100,001 to 250,000 22,412 65 1,198 $149,376,418250,001 to 1,000,000 28,374 208 2,422 $365,923,0771,000,000 to 2,500,000 45,543 228 2,646 $447,794,260Over 2,500,000 23,445 170 5,359 $399,630,000 27Average for all Sizes 29,181 148 1,768 244,629,502
  • 28. Which one of these is not like the other one? CAPITAL ANNUAL YEARLY WEB JOBS PERORGANIZATION JOBS WON INVESTMENT WON OPERATING VISITS INQUIRIES INQUIRY LAST 12 MONTHS BUDGET Over 4,171 $875,700,000Ohio Community 43,618 169 25 $2,500,000 $500,000 to 2,329 $424,082,780Indiana Community 25,572 107 22 $999,000 Over 338,388 400 14,415 $2,232,616,082Tennessee Community 36 $2,500,000 Over 50,236 101 3134 $418,200,000Virginia Community 31 $2,500,000 Over 4033 $43,600,000Florida Community 67,440 621 6 $2,500,000Average for Above 105,051 280 5,616 $798,839,772 24Communities 28
  • 29. 29
  • 30. How certain metrics drive ultimate results 30
  • 31. The average economic development website receives 29,181 unique visits per year, or 2,432 per month.31
  • 32. The average economic development website receives 194 unique visits per qualified inquiry.32
  • 33. The average economic development organization receives 148 qualified inquiries per year, or 12.3 per33 month.
  • 34. The average qualified attraction or retention inquiry you receive is worth 25 jobs and $7.9 million to your community in terms of wages and capital investment.34
  • 35. Benchmark yourcommunity todayJoin the study by clicking this url:http://Atlas2012BenchmarkingSurvey.questionpro.comOr, contact Atlas and we will be in touch with the link! 35
  • 36. How marketing should differby organizational objective,size and funding type 36
  • 37. Economic developmentorganizational objectives Deal focused Promotion Retention/ Infrastructure/ focused Entrepreneur Policy focused ship focusedMission Jobs and wealth from Awareness, Inquiry Jobs and wealth from Improve the business outside inside environmentKey audience Site selectors, prospective Site selectors, Local companies and Local elected companies prospective entrepreneurs officials, government companiesMetrics Deals closed, deals in Awareness, Meetings, issues Projects built, pipeline inquiries/mo. solved, policy legislation passedStaffing ½ business developers, ½ 2/3 marketers and ½ business ½ lobbyists, ½ marketers information developers, ½ , policy/infrastructure producers service providersCore Skills Service, person to person Content creation, Service, consulting Lobbying, public communication, sales. digital affairs communications 37
  • 38. Size and funding of EDOrganizations• Geographic coverage – States – Large Regions (1,000,000 people plus) – Small Regions (between 100,000 and 1,000,000 in population) – Individual Cities/Counties under 100,000• Funding – Predominantly publicly funded – Public/Private funding 38
  • 39. 2012’s Top tactics for eachorganizational size and type 39
  • 40. How to focus your Marketing at thecorrect “moment” for the company 40
  • 41. 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 outreach2. 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 41 dedicated approach to using LinkedIn for prospecting.
  • 42. Atlas Top Tactics for Regions1. 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 states2. 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. 42
  • 43. Atlas Top Tactics for Cities andCounties under 100,000 in population 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. 43
  • 44. Highest Performers byMarket Size Extra Large Large Market Large Mid- Market Market EDO: EDO EDO: (Over 2,500,000 (1,000,000 to (250,000 to pop): 2,500,000 pop): 1,000,000 pop): Mid Market EDO: Small Region Small/Rural City or (100,000 to 250,000 (25,000 to County pop): 100,000 pop): (Under 25,000): 44
  • 45. 45
  • 46. Thank You! Contact information: 2601 Blake Street, Suite 301 Denver, CO 80205 Contact: Ben Wright t: 303.292.3300 x 210 benw@Atlas-Advertising.com www.Atlas-Advertising.com LinkedIn Profile | LinkedIn Group | Twitter | Blog | Slidespace 46

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