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Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
Atlas IEDC Marketing Specific Sites
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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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  • 1. IEDC Marketing &amp; Attraction: Marketing Specific Sites <br />
  • 2. Outline<br />What Atlas Research Says about Marketing Sites<br />How a Site Selector Specializing in Manufacturing and Office Gathers Information Today <br />How Economic Developers Can Take Advantage of These Trends<br />Q+A <br />
  • 3. What Atlas Research Says <br />
  • 4. The Corporate Location Process<br />
  • 5. Please rate the following in terms of their importance as a source of information:<br />
  • 6. Most Important and “Fastest Growing” Location Factors<br />
  • 7. Top Pages Used on Atlas Websites That Include a Link to An Outside GIS System/Property Database<br />Source: Study of Analytics of Atlas websites with a link to an external GIS, May 2011 <br />
  • 8. Top Pages Used on Atlas Websites That Include Integrated GIS<br />Source: Study of Analytics of Atlas InSite websites with integrated GIS, May 2011 <br />
  • 9. Question:What is the information you most frequently get asked to provide for Site Selectors?<br />
  • 10. How a Site Selector Specializing in Manufacturing Gathers Information Today <br />
  • 11. Keith Gendreau<br /><ul><li>Based in New York, NY
  • 12. Senior Consultant with Cushman &amp; Wakefield. Formerly with Wadley Donovan Gutshaw Consulting.
  • 13. Geographer by Trade. Master’s Degree in Economic Development.
  • 14. Specializes in Location Strategy and Labor Analytics.</li></li></ul><li>Strategic Analysis Framework<br />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:<br />Workforce recruiting and retention <br />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.<br />Human Resources<br />Access to an experienced workforce<br />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.<br />Industry Concentration<br />Lowering operating costs <br />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.<br />Financial Opportunity<br />Creating efficiencies <br />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.<br />Operational<br />Existing facility vs. build-to-suit <br />Organizations often must react quickly to the customers they serve. Readily available real estate is critical when decision time frames are tight.<br />Real Estate<br />Operational constraints and/or risk mitigation <br />Typical drivers of geographic criteria include contractual obligations, alignment with customers, and continuity of business concerns.<br />Geographic<br />Proximity or accessibility to other operations and/or customers <br />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. <br />Access<br />
  • 15. The Location Evaluation Process Evolution<br />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:<br /><ul><li>Making decisions quickly and efficiently
  • 16. Seeking available buildings meeting specific requirements
  • 17. Cost sensitive (labor, utilities, freight, occupancy, incentives offset)
  • 18. Interested in the ‘bottomline’ operating cost vs. non-cost environment classic tradeoff</li></ul>GIS Applications<br />GIS Applications<br />GIS Applications<br />GIS Applications<br />1<br /> Business &amp; Workforce Assessment<br />2<br />Market Screening <br />&amp; Evaluation<br />3 <br />Short-list Comparison<br />4<br />Incentives Negotiations<br />Screen and evaluate alternative markets on select criteria and workforce factors to determine short-list markets for comparison<br />Field-validate and compare markets based on economic and non-economic performance to determine location recommendations<br />Establish business drivers, non-economic location criteria and target demographic and skill profiles<br />Develop strategy for competition across communities and negotiate economic incentives<br />
  • 19. Decision Support Data Sources and Tools<br />Cushman &amp; Wakefield Global Business Consulting maintains the most up to date demographic databases and spatial analysis tools to execute projects of this type. <br />Geographic Information Systems (GIS) Mapping<br />Comprehensive demographic and segmentation database<br />Comprehensive Industry employment forecast , population mobility data<br />Location specific wage database<br />ACCRA cost of living index; State incentives database<br />C&amp;W Team, 150+ years of specific relevant experience<br />
  • 20. Situation: <br />HQ relocation from Midwest<br />Includes a new showcase manufacturing facility<br />Critical international air service requirement<br />Once 2 priority metros were identified, a sub-market location screen was conducted:<br />Headquarters<br />“Cluster” analysis focused on satisfying executive lifestyles including, quality-of-life, commute times, and airport access.<br />Manufacturing Facility<br />Facility must reside within 45-60 minutes of the new HQ. Human resources driven, other key considerations include sites/buildings and incentives.<br />Results support:<br />Site recommendations for due-diligence field study (define top two HQ and three MFG in order of preference)<br />Viability of least preferred markets<br />Likelihood and magnitude of incentive benefits<br />Case Study 1: Workforce Analysis<br />
  • 21. Case Study 1: Workforce Analysis<br />To identify best HQ submarkets, the analysis focused on resident characteristics aligned with relocatee demographics and quality-of-life indicators.<br />Plotting of “executive lifestyle clusters” (green shading) within a 60-minute drivetime of Dulles airport.<br />Both identified submarkets are optimally positioned for maximum exposure to regional commutable executive housing options.<br />
  • 22. Case Study 1: Workforce Analysis<br />Manufacturing Plant Location Screen.<br />Objective: Identify study sectors meeting minimum labor thresholds in production occupations, and specifically machine operators &amp; assembler occupations (red hatch marks).<br />Results: Rank order study sectors for field study validation on key non-cost (i.e., demographic, labor supply/demand, etc.) and cost variables.<br />
  • 23. Pull Factors<br />6<br />1<br />5<br />4<br />2<br />Push Factors<br />3<br />Case Study 2: Workforce Analysis<br />Intelligence Gathering<br />1<br /><ul><li>Recent merger provided a new service region in Houston and created high call volume/turnover and required greater customer service capacity
  • 24. Client was geographically constrained within the inherited service footprint but chose to stay at least 15 miles from the current site
  • 25. We requested HR data from both Houston and an established center elsewhere</li></ul>2<br />Findings<br /><ul><li>Although the tenure and gender percentage was nearly identical, Houston’s workforce was nearly 5 years younger on average
  • 26. Also, Houston hired twice as many candidates under age 25 than did the benchmark city</li></ul>i.e., Target Households, <br />Educational Institutions<br />3<br />Translation into Workforce Profile<br /><ul><li>Primary Group reflected the “core” demographic drawn to these jobs in Houston
  • 27. Secondary Group identified an older population segment, more like Benchmark, where a more mature, “stable” worker might be found</li></ul>4<br />Application<br /><ul><li>Mapped densities of both target groups
  • 28. 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</li></ul>5<br />Results<br /><ul><li>Set up a “Push – Pull” argument to be near positive factors (target households, education institutions) and away from negative factors (Natural Disaster, Competitors)
  • 29. Identified two leading candidates for Due Diligence
  • 30. Spring – North</li></ul>i.e., Natural Disaster Risk<br />Labor Market Competitors<br /><ul><li>Pasadena - Southeast</li></li></ul><li>Question:What Information Do You Believe is Accessed Most Frequently about your Sites and Buildings Today?<br />
  • 31. Additional GIS Use Examples<br />Site Overlays<br />Natural Disaster Risk Assessment<br />
  • 32. Additional GIS Use Examples<br />Labor Competitors Employment Plots<br />
  • 33. Additional GIS Use Examples<br />Commutation Analysis<br />
  • 34. GIS Content on Economic Development Websites<br />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.<br />Concerning GIS content, critical applications include:<br />Interactive Property Search Maps<br />Interactive Demographics &amp; Major Employer Plots<br />Interactive Base Layer, Land Use and Zoning Maps<br />Downloadable Shapefiles (.shp) for use in mapping software<br />To provide better service to the corporate site seeker, the following guidelines are suggested for economic development organization websites:<br />
  • 35. GIS Content on Economic Development Websites<br />Baseline content that would facilitate an interactive GIS platform should include the following “activateable” menus:<br />
  • 36. How Economic Developers Can Take Advantage of These Trends<br />
  • 37. Top-Notch Websites that Market Sites &amp; Buildings <br />Northern Kentucky:<br /><ul><li>Cincinnati Airport runway flight noise
  • 38. http://arcims.boonecountygis.com/AirportBase/</li></ul>Greater Wichita Economic Development Coalition<br /><ul><li>“Location Scout” section
  • 39. www.gwedc.org/index.php</li></ul>Ohio Business Development Coalition<br /><ul><li>www.ohiomeansbusiness.com</li></ul>Charlotte Regional Partnership<br /><ul><li>charlotteusa.com
  • 40. Mecklenburg County GIS: maps.co.mecklenburg.nc.us/edgis</li></ul>Kansas City Area Development Council<br /><ul><li>www.thinkkc.com/</li></ul>Indy Partnership<br /><ul><li>www.indypartnership.com</li></ul>Oklahoma Department of Commerce<br /><ul><li>stateok.zoomprospector.com</li></ul>Pennsylvania<br /><ul><li>pasitesearch.com</li></ul>Source: Boone County GIS<br />Alabama Power<br /><ul><li>www.amazingalabama.com</li></ul>Commerce Lexington Economic Development<br /><ul><li>www.locateinlexington.com</li></li></ul><li>Question:Based on This Presentation, What Are the One or Two Things You Would Change About How You Marketing Your Sites and Buildings? <br />
  • 41. Q+A<br />
  • 42. Continue the dialogue with Atlas<br />Continue the Conversation: <br />Follow us on Twitter: www.twitter.com/AtlasAd<br />Join the community of innovative economic development marketers<br />Join our Next Gen Economic Development Marketers LinkedIn Group<br />
  • 43. Contact Atlas <br />Contact information:<br />2601 Blake Street, Suite 301<br />Denver, CO 80205<br />Contact: Ben Wright<br />t: 303.292.3300 x 210<br />benw@Atlas-Advertising.com<br />www.Atlas-Advertising.com<br />LinkedIn Profile| LinkedIn Group | Twitter| Blog| Slidespace<br />

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