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Atlas IEDC Marketing Specific Sites

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Atlas CEO Ben Wright's presentation about Marketing Specific Sites at the International Economic Development Council's 2011 Marketing and Attraction Conference. Topics include commercial real estate, ...

Atlas CEO Ben Wright's presentation about Marketing Specific Sites at the International Economic Development Council's 2011 Marketing and Attraction Conference. Topics include commercial real estate, Geographic Information Systems (GIS).

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    Atlas IEDC Marketing Specific Sites Atlas IEDC Marketing Specific Sites Presentation Transcript

    • IEDC Marketing & Attraction: Marketing Specific Sites
    • Outline
      What Atlas Research Says about Marketing Sites
      How a Site Selector Specializing in Manufacturing and Office Gathers Information Today
      How Economic Developers Can Take Advantage of These Trends
      Q+A
    • What Atlas Research Says
    • The Corporate Location Process
    • Please rate the following in terms of their importance as a source of information:
    • Most Important and “Fastest Growing” Location Factors
    • Top Pages Used on Atlas Websites That Include a Link to An Outside GIS System/Property Database
      Source: Study of Analytics of Atlas websites with a link to an external GIS, May 2011
    • Top Pages Used on Atlas Websites That Include Integrated GIS
      Source: Study of Analytics of Atlas InSite websites with integrated GIS, May 2011
    • Question:What is the information you most frequently get asked to provide for Site Selectors?
    • How a Site Selector Specializing in Manufacturing Gathers Information Today
    • Keith Gendreau
      • Based in New York, NY
      • Senior Consultant with Cushman & Wakefield. Formerly with Wadley Donovan Gutshaw Consulting.
      • Geographer by Trade. Master’s Degree in Economic Development.
      • Specializes in Location Strategy and Labor Analytics.
    • Strategic Analysis Framework
      Location decisions are among the more complex issues that companies face. They often involve long-term allocation of capital and human resources, and a major commitment of company resources in a short timeframe. Specific issues most important to each organization vary based on business objectives and strategies, resulting in different “top” locations for organizations. Issues considered during a location decision typically include:
      Workforce recruiting and retention
      Accessibility to the right workforce is a primary concern for nearly all location decision-makers. A location can improve a company’s ability to hire employees with “target” skills and attributes.
      Human Resources
      Access to an experienced workforce
      Organizations vary greatly regarding their desire to locate in areas with high levels or limited competition for labor. Organizations that require specialized skills are often drawn to areas with high industry concentration.
      Industry Concentration
      Lowering operating costs
      In order to remain competitive, organizations are constantly seeking ways to lower costs. Costs of labor, real estate, tax and other business costs are highly correlated with location.
      Financial Opportunity
      Creating efficiencies
      Depending on a company’s work process requirements and strategic positioning (quality-oriented, cost-driven, or a mix of both), co-location or bifurcation of operations may better support objectives or strategies.
      Operational
      Existing facility vs. build-to-suit
      Organizations often must react quickly to the customers they serve. Readily available real estate is critical when decision time frames are tight.
      Real Estate
      Operational constraints and/or risk mitigation
      Typical drivers of geographic criteria include contractual obligations, alignment with customers, and continuity of business concerns.
      Geographic
      Proximity or accessibility to other operations and/or customers
      Management often prefers quick and easy access to operations via nonstop or one-stop flights. Additionally, depending upon the nature of the business, potential customers may be invited to tour the facility.
      Access
    • The Location Evaluation Process Evolution
      The location strategy process has remained largely unchanged over the past decade. What has changed are the timeframe and tools for which to deliver results and recommendations. Today, more so than ever, clients are:
      • Making decisions quickly and efficiently
      • Seeking available buildings meeting specific requirements
      • Cost sensitive (labor, utilities, freight, occupancy, incentives offset)
      • Interested in the ‘bottomline’ operating cost vs. non-cost environment classic tradeoff
      GIS Applications
      GIS Applications
      GIS Applications
      GIS Applications
      1
      Business & Workforce Assessment
      2
      Market Screening
      & Evaluation
      3
      Short-list Comparison
      4
      Incentives Negotiations
      Screen and evaluate alternative markets on select criteria and workforce factors to determine short-list markets for comparison
      Field-validate and compare markets based on economic and non-economic performance to determine location recommendations
      Establish business drivers, non-economic location criteria and target demographic and skill profiles
      Develop strategy for competition across communities and negotiate economic incentives
    • Decision Support Data Sources and Tools
      Cushman & Wakefield Global Business Consulting maintains the most up to date demographic databases and spatial analysis tools to execute projects of this type.
      Geographic Information Systems (GIS) Mapping
      Comprehensive demographic and segmentation database
      Comprehensive Industry employment forecast , population mobility data
      Location specific wage database
      ACCRA cost of living index; State incentives database
      C&W Team, 150+ years of specific relevant experience
    • Situation:
      HQ relocation from Midwest
      Includes a new showcase manufacturing facility
      Critical international air service requirement
      Once 2 priority metros were identified, a sub-market location screen was conducted:
      Headquarters
      “Cluster” analysis focused on satisfying executive lifestyles including, quality-of-life, commute times, and airport access.
      Manufacturing Facility
      Facility must reside within 45-60 minutes of the new HQ. Human resources driven, other key considerations include sites/buildings and incentives.
      Results support:
      Site recommendations for due-diligence field study (define top two HQ and three MFG in order of preference)
      Viability of least preferred markets
      Likelihood and magnitude of incentive benefits
      Case Study 1: Workforce Analysis
    • Case Study 1: Workforce Analysis
      To identify best HQ submarkets, the analysis focused on resident characteristics aligned with relocatee demographics and quality-of-life indicators.
      Plotting of “executive lifestyle clusters” (green shading) within a 60-minute drivetime of Dulles airport.
      Both identified submarkets are optimally positioned for maximum exposure to regional commutable executive housing options.
    • Case Study 1: Workforce Analysis
      Manufacturing Plant Location Screen.
      Objective: Identify study sectors meeting minimum labor thresholds in production occupations, and specifically machine operators & assembler occupations (red hatch marks).
      Results: Rank order study sectors for field study validation on key non-cost (i.e., demographic, labor supply/demand, etc.) and cost variables.
    • Pull Factors
      6
      1
      5
      4
      2
      Push Factors
      3
      Case Study 2: Workforce Analysis
      Intelligence Gathering
      1
      • Recent merger provided a new service region in Houston and created high call volume/turnover and required greater customer service capacity
      • Client was geographically constrained within the inherited service footprint but chose to stay at least 15 miles from the current site
      • We requested HR data from both Houston and an established center elsewhere
      2
      Findings
      • Although the tenure and gender percentage was nearly identical, Houston’s workforce was nearly 5 years younger on average
      • Also, Houston hired twice as many candidates under age 25 than did the benchmark city
      i.e., Target Households,
      Educational Institutions
      3
      Translation into Workforce Profile
      • Primary Group reflected the “core” demographic drawn to these jobs in Houston
      • Secondary Group identified an older population segment, more like Benchmark, where a more mature, “stable” worker might be found
      4
      Application
      • Mapped densities of both target groups
      • Used dot density map to identify proxy areas of Target Profile concentration which are within the service footprint, but outside of the 15 mile buffer from the current site
      5
      Results
      • Set up a “Push – Pull” argument to be near positive factors (target households, education institutions) and away from negative factors (Natural Disaster, Competitors)
      • Identified two leading candidates for Due Diligence
      • Spring – North
      i.e., Natural Disaster Risk
      Labor Market Competitors
      • Pasadena - Southeast
    • Question:What Information Do You Believe is Accessed Most Frequently about your Sites and Buildings Today?
    • Additional GIS Use Examples
      Site Overlays
      Natural Disaster Risk Assessment
    • Additional GIS Use Examples
      Labor Competitors Employment Plots
    • Additional GIS Use Examples
      Commutation Analysis
    • GIS Content on Economic Development Websites
      Many websites of economic development entities fall short of providing the information that site selectors need for discriminating among areas in the previously defined location screening process.
      Concerning GIS content, critical applications include:
      Interactive Property Search Maps
      Interactive Demographics & Major Employer Plots
      Interactive Base Layer, Land Use and Zoning Maps
      Downloadable Shapefiles (.shp) for use in mapping software
      To provide better service to the corporate site seeker, the following guidelines are suggested for economic development organization websites:
    • GIS Content on Economic Development Websites
      Baseline content that would facilitate an interactive GIS platform should include the following “activateable” menus:
    • How Economic Developers Can Take Advantage of These Trends
    • Top-Notch Websites that Market Sites & Buildings
      Northern Kentucky:
      • Cincinnati Airport runway flight noise
      • http://arcims.boonecountygis.com/AirportBase/
      Greater Wichita Economic Development Coalition
      • “Location Scout” section
      • www.gwedc.org/index.php
      Ohio Business Development Coalition
      • www.ohiomeansbusiness.com
      Charlotte Regional Partnership
      • charlotteusa.com
      • Mecklenburg County GIS: maps.co.mecklenburg.nc.us/edgis
      Kansas City Area Development Council
      • www.thinkkc.com/
      Indy Partnership
      • www.indypartnership.com
      Oklahoma Department of Commerce
      • stateok.zoomprospector.com
      Pennsylvania
      • pasitesearch.com
      Source: Boone County GIS
      Alabama Power
      • www.amazingalabama.com
      Commerce Lexington Economic Development
      • www.locateinlexington.com
    • Question:Based on This Presentation, What Are the One or Two Things You Would Change About How You Marketing Your Sites and Buildings?
    • Q+A
    • Continue the dialogue with Atlas
      Continue the Conversation:
      Follow us on Twitter: www.twitter.com/AtlasAd
      Join the community of innovative economic development marketers
      Join our Next Gen Economic Development Marketers LinkedIn Group
    • Contact Atlas
      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