2008 9.17 Team NEO Emerging Leaders Advisory Council


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  • 2008 9.17 Team NEO Emerging Leaders Advisory Council

    1. 1. Becoming a Team Member Team NEO Emerging Leaders Advisory Council Meeting Kickoff Meeting September 17, 2008
    2. 2. Is Cleveland “Dying”? <ul><li>According to Forbes.com, Cleveland, Canton and Youngstown are among America’s 10 Dying Cities despite the facts… </li></ul>
    3. 3. Cleveland Plus is ALIVE <ul><li>Positive NEO GRP Growth: 30% Higher than 15 Years Ago </li></ul><ul><li>Growing Industries, Diversifying Economy: </li></ul><ul><ul><li>Professional, Scientific & Technical Services up 74% </li></ul></ul><ul><ul><li>Information Industry up 64% </li></ul></ul><ul><ul><li>Management of companies and enterprises up 88% </li></ul></ul><ul><li>Strong Industrial Real Estate Market: Low Vacancy Rate </li></ul><ul><li>More than $4 Billion in Active Investments/Projects </li></ul><ul><li>Regional Vitality: </li></ul><ul><ul><li>29 Colleges/Universities:175,000 students, 26,000 degrees/yr </li></ul></ul><ul><ul><li>Largest performing arts center in US outside of NYC </li></ul></ul><ul><ul><li>Downtown Cleveland housing: 93% occupancy/10,000 units + </li></ul></ul><ul><li>Cleveland Plus Earns Top Honors: </li></ul><ul><ul><li>Ranks better for Young Professionals than Orlando, Las Vegas, Miami </li></ul></ul><ul><ul><li>Top 20% of best cities for outdoors </li></ul></ul><ul><ul><li>Ranked above LA, San Fran, NYC, Minneapolis and Orlando for Entrepreneurs </li></ul></ul><ul><ul><li>Ohio has more VC firms than any state not on the coast </li></ul></ul>
    4. 4. Agenda <ul><li>Introductions </li></ul><ul><li>Deeper Dive: Regional Economy </li></ul><ul><li>Team NEO: Mission, Metrics </li></ul><ul><li>Cleveland Plus Business: Our Work, Next Steps </li></ul><ul><li>Advisory Council: Objectives </li></ul><ul><li>Projects for Consideration </li></ul><ul><li>Next Steps </li></ul>
    5. 5. NEO Per Capita Income in Top Third of All Metro Areas NEO Atlanta Portland Charlotte Raleigh
    6. 6. Northeast Ohio Gross Regional Product (GRP) Increasing
    7. 7. Higher Skilled Employment Growing
    8. 8. Growth Industries
    9. 9. Team NEO: Mission, Metrics, Work
    10. 10. NEO Regional Economic Development System Funding and Leadership: Greater Cleveland Partnership,FFEF *(Other Metro Chambers in part) One Regional Brand: (Created by GCP, Positively Cleve CVB, Team NEO) Retain/Grow Largest Industry (Manufacturing): Grow Existing Businesses: Chambers of Commerce, Local Govt. Attract New Businesses : Attract Venture Capital for Emerging BioMed Industry: Launch Entrepreneurship: Incubate future technologies: Goal: Accelerate NEO Economic Growth
    11. 11. Regional Business Attraction Agent: - Northeast Ohio’s Sales Force <ul><li>Mission: Unite the Region to Attract High Growth Businesses to Northeast Ohio </li></ul><ul><li>Objectives: Increase high quality targeted lead flow and execute effectively to increase NEO investment </li></ul><ul><li>Strategies: </li></ul><ul><ul><li>Targeted marketing leveraging Cleveland+ brand </li></ul></ul><ul><ul><li>Focused sales team sells business case by connecting prospects to State and local resources </li></ul></ul><ul><ul><li>Institute Economic Dev System to close deals </li></ul></ul><ul><ul><li>Engage and Inform NEO Business Community as Ambassadors, Partners </li></ul></ul>
    12. 12. <ul><li>15 Employees </li></ul><ul><li>$3 Million Budget Funded by: </li></ul><ul><ul><li>30% Fund for our Economic Future </li></ul></ul><ul><ul><li>25% Cleveland Plus Marketing Alliance </li></ul></ul><ul><ul><li>25% Metro Chambers of Commerce/ED Orgs </li></ul></ul><ul><ul><li>10% Private Support </li></ul></ul><ul><li>Serve and Promote 16 County Region </li></ul><ul><li>Joint Venture Metro Chambers of Commerce </li></ul><ul><li>22 Person CEO Regional Board of Trustees </li></ul>Small Organization Serving Large Region
    13. 13. Partners/Funders: The Greater Team
    14. 14. Team NEO Metrics and Goals: 3 Year Plan Increase Business Investment Opportunities and Annual Payroll for Continuous Regional Benefit *5% will be Minority-Owned Businesses $46M 37 95 2007 Actual $70M $50M $25 M New Payroll Added 9 36 2007 Goal 100 100* New Qualified Leads 20 13 Leads to Short List 2009 Goal 2008 Goal Objectives
    15. 15. Cleveland Plus Business: Our Work
    16. 16. What is Cleveland Plus? <ul><li>Cleveland Plus = Inclusive, Excellence, Positive </li></ul><ul><li>Covering 16 Counties </li></ul><ul><li>6000 Square Miles to Promote </li></ul><ul><li>Business + Travel + Talent Recruitment </li></ul><ul><li>One Cohesive Marketing Campaign </li></ul><ul><li>One Positive Attitude </li></ul>
    17. 17. The Case for Regional Marketing <ul><li>Competition among regions intensified - effective marketing a key differentiator (St. Louis, Nashville, Kansas City, Indianapolis) </li></ul><ul><li>NEO out-spent and out-hustled on marketing by other regions that do not have the assets we have </li></ul><ul><li>Our lack of competitive marketing was an impediment to the economic health and development of the region, </li></ul><ul><li>because it: </li></ul><ul><ul><ul><li>Hinders recruitment and retention at all levels </li></ul></ul></ul><ul><ul><ul><li>Negatively affects decisions about investment, expansion, and relocation </li></ul></ul></ul><ul><ul><ul><li>Dampens tourism </li></ul></ul></ul>
    18. 18. <ul><li>Umbrella brand: identity and messaging </li></ul><ul><ul><li>Research based, regionally inclusive </li></ul></ul><ul><ul><li>Developed tools for local use: chambers, EDOs, CVBs, attractions, businesses </li></ul></ul><ul><li>Business recruitment (Team NEO) </li></ul><ul><li>National “earned media” story placement </li></ul><ul><li>Talent attraction and retention </li></ul><ul><li>In-region fact-based campaign </li></ul><ul><li>Visitors/Convention advertising </li></ul>Marketing Campaign Tactics Increase Awareness and Advance Perception of Region
    19. 19. <ul><li>Aultman Hospital </li></ul><ul><li>AultCare </li></ul><ul><li>Cleveland Clinic </li></ul><ul><li>Cleveland Foundation </li></ul><ul><li>Cleveland Mus of Art </li></ul><ul><li>Cleveland Orchestra </li></ul><ul><li>Cleveland Playhouse </li></ul><ul><li>Charter One </li></ul><ul><li>Developers Diversified </li></ul><ul><li>Eaton Corporation </li></ul><ul><li>Ernst & Young </li></ul><ul><li>First Merit </li></ul><ul><li>Parker Hannifin </li></ul><ul><li>Playhouse Square </li></ul><ul><li>Positively Cleveland </li></ul><ul><li>RPM International </li></ul><ul><li>Sherwin Williams </li></ul><ul><li>Squire Sanders & Dempsey </li></ul><ul><li>Steris </li></ul><ul><li>Team NEO </li></ul><ul><li>Timken </li></ul><ul><li>The Cleveland Foundation </li></ul><ul><li>University Hospitals </li></ul><ul><li>Westfield Insurance </li></ul>Cleveland+ Support: $2.5 Million/yr. Budget <ul><li>First Energy </li></ul><ul><li>Forest City Enterprises </li></ul><ul><li>GAR Foundation </li></ul><ul><li>George Gund Foundation </li></ul><ul><li>Grtr Cleveland Partnership </li></ul><ul><li>KeyCorp </li></ul><ul><li>Lubrizol </li></ul><ul><li>Medical Mutual of Ohio </li></ul><ul><li>Mercy Medical Center </li></ul><ul><li>National City Corporation </li></ul><ul><li>Ohio Bus Dev Coalition </li></ul>
    20. 20. What is Cleveland Plus Business? <ul><li>Cleveland Plus Business </li></ul><ul><li>Northeast Ohio’s Business Climate and Opportunity </li></ul><ul><li>Targeted New Business Recruitment Effort </li></ul><ul><li>16 Counties Collaborating, Earning Equal Opportunity </li></ul><ul><li>6000 Square Miles to Promote </li></ul><ul><li>One Cohesive External Marketing Campaign </li></ul>
    21. 21. Business Attraction Process Lead Management Process Prospecting Lead Generation Lead Execution <ul><li>Attend target-rich events </li></ul><ul><li>Targeted brand-building efforts </li></ul><ul><li>Invest in national trade media </li></ul><ul><li>Invest in PR – in and out of the region </li></ul><ul><li>Proactively contact individual companies that are identified </li></ul><ul><ul><li>By Industry </li></ul></ul><ul><ul><li>By “Trigger Event” at Company </li></ul></ul><ul><ul><li>Through Leveraging an Existing Relationship </li></ul></ul><ul><li>Market the region to site selectors based on benefits through </li></ul><ul><ul><li>Industry Events </li></ul></ul><ul><ul><li>Location Trips </li></ul></ul><ul><ul><li>Fam Events </li></ul></ul><ul><ul><li>Leverage in-region marketing campaigns and events to cultivate referral sources </li></ul></ul><ul><li>Team NEO qualifies the Lead </li></ul><ul><ul><li>Entity commits resources </li></ul></ul><ul><ul><ul><li>FTE or consultant </li></ul></ul></ul><ul><ul><li>Timeline </li></ul></ul><ul><ul><ul><li>18-36 months </li></ul></ul></ul><ul><ul><li>Revenues ≥$10M </li></ul></ul><ul><ul><li>Capital Investment ≥ $M </li></ul></ul><ul><ul><li>Jobs ≥ 20 </li></ul></ul><ul><li>Team NEO Assesses NEO’s alignment with Lead </li></ul><ul><ul><li>Qualify NEO in eyes of site selector </li></ul></ul><ul><ul><ul><li>Qualify and Assemble sites </li></ul></ul></ul><ul><ul><ul><li>Assemble data of regional assets such as work force and logistics </li></ul></ul></ul><ul><ul><li>Lead Creates a Short List </li></ul></ul><ul><li>Team NEO Facilitate Site Visits </li></ul><ul><ul><li>Lead Selects Site </li></ul></ul>Metrics <ul><ul><li>Number of New Qualified Lead </li></ul></ul><ul><li>Number of qualified leads that result on short list </li></ul><ul><li>Leads' contribution to new payroll in NEO </li></ul>
    22. 22. Generate Impressions Sales: NEO Region Economic Development System Close Deal # qualified leads # short list $Payroll Metrics Qualify Leads Qualify NEO Negotiate Deal Increasing Local Role
    23. 23. Direct Attraction Increases Leads in Growth Areas: Improves Close Potential Support Regional Effort Cleveland+ Business Tiered Marketing Strategy Increases Qualified Leads, Opportunity Highly Targeted Industry Attraction -Collateral, Web, PR -Site Visits, Events -Research, Creative Core Marketing Needs Site Consultant Targeted Marketing Full Year: -6 Mkt Visits -2 Big FAM, 6 Mini -Core SS Industry Events Key Industry/Market Infusion -Key Industry Collateral -Partner Event Support
    24. 24. Core Attraction Marketing: Support ED System Direct Marketing Collateral for Regional Use Trade Show Booth, Event Presence “ Do the Math” Video Tells Story Clevelandplusbusiness.com Designed for Site Selection
    25. 25. Core Marketing Needs: Engaging Community <ul><li>Annual State of the Region Meeting: (April) </li></ul><ul><ul><li>150+ regional C-level executives and civic leaders discuss regional economy with major urban mayors </li></ul></ul><ul><li>Economic Development Impact Awards: (June) </li></ul><ul><ul><li>Attracts 350+ NEO community leaders to recognize the best achievements in economic development – those adding jobs and adding positive economic growth. </li></ul></ul><ul><li>Economic Outlook Conferences (November) </li></ul><ul><ul><li>Traveling conference to share economic update/outlook with 300+ regional professionals in 3 areas of NEO </li></ul></ul><ul><li>Regional Economic Reviews: </li></ul><ul><ul><li>Only source of up-to-date economic information for the entire 16-county region; covered by all regional media, distributed to 10,000 professionals nationally quarterly </li></ul></ul><ul><li>Monthly e-newsletter: reporting regional economic development news to 3000+ business and community professionals </li></ul><ul><li>Advisory Councils: Senior Leaders, Emerging Leaders, Marketing, Real Estate </li></ul>
    26. 26. Site Selectors Offer Low Hanging Fruit <ul><ul><li>From the outside, it is difficult to identify companies actively researching sites </li></ul></ul><ul><ul><li>In reality, many companies have no interest in expanding or relocating to a new site </li></ul></ul><ul><ul><li>Companies can be reached through Site Selectors. They are known to be interested </li></ul></ul>Set Of Companies That Could Potentially Be A Fit For NEO Company Interested in sites for expansion or relocation Company with no interest in expansion or relocation Site selector clients ? Interest level in sites is unknown to Team NEO ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
    27. 27. Site Selector Conducts On-Going Research Site Selector begins working with company Company Operates at Current Site Company Researches Potential Sites Through Site Selector Company Researches Potential Sites Internally Company Creates a Short List Company Selects a Site Site Selection Process Marketing To Site Selectors Can Influence Current As Well As Future Searches Example: Site Selection for ONE Company Company Operates at Current Site Company Researches Potential Sites Through Site Selector Company Researches Potential Sites Internally Company Creates a Short List Company Selects a Site ? Company Operates at Current Site Company Researches Potential Sites Through Site Selector Company Researches Potential Sites Internally Company Creates a Short List Company Selects a Site ? Company Operates at Current Site Company Researches Potential Sites Through Site Selector Company Researches Potential Sites Internally Company Creates a Short List Company Selects a Site ? Company Operates at Current Site Company Researches Potential Sites Through Site Selector Company Researches Potential Sites Internally Company Creates a Short List Company Selects a Site ?
    28. 28. Key Market Infusion and Targeting <ul><li>Beginning Stages: </li></ul><ul><ul><li>BioMedical (Cardiovascular, Imaging) </li></ul></ul><ul><ul><li>Minority-Owned Businesses </li></ul></ul><ul><li>Future: </li></ul><ul><ul><li>Advanced Energies (Wind Turbine Mfg.) </li></ul></ul><ul><ul><li>Chemicals/Polymers </li></ul></ul><ul><ul><li>Increased International Attention </li></ul></ul>
    29. 29. Results To Date: Perceptions Changing <ul><li>FROM: </li></ul><ul><li>My perception was of a struggling rust-belt town. </li></ul><ul><li>I didn’t know anything about it, so I couldn’t describe it. </li></ul><ul><li>Very industrial, blue-collar town. Major manufacturing with limited quality employment base. </li></ul><ul><li>Not particularly excited about the region - primarily due to a lack of knowledge and info. </li></ul><ul><li>Perceptions of high cost, union workforce, rust-belt, primarily manufacturing focus, economically challenged due to loss of legacy manufacturing. </li></ul><ul><li>TO: </li></ul><ul><li>Progressive, tech savvy, cultural, regional </li></ul><ul><li>Will probably lead me to come back and entice customers to the area. </li></ul><ul><li>More diverse than previously thought. More confident in selling NE Ohio. </li></ul><ul><li>Cost of living and doing business more favorable than previously perceived. </li></ul><ul><li>Northeast Ohio is in a place to support expansion! </li></ul><ul><li>Cleveland Plus has tremendous potential as a progressive region with variety of great sites and wonderful cultural arts. </li></ul><ul><li>You succeeded in positively impacting my perceptions. </li></ul>
    30. 30. Generate Impressions NEO Region Economic Development System Close Deal Qualify Leads Qualify NEO Negotiate Deal $46M New Annual Payroll 1500 Jobs *Goal $25M Total Regional Benefit $100 M Per Year 95 New Qualified Leads *Goal - 30 2007 Metrics # qualified leads # short list $Payroll
    31. 31. Generate Impressions NEO Region Economic Development System Close Deal Qualify Leads Qualify NEO Negotiate Deal $15.6M New Annual Payroll 249 Jobs: $63K/yr Avg. Salary 57 New Qualified Leads 2008 YTD Metrics # qualified leads # short list $Payroll
    32. 32. 2008 Wins <ul><li>Company Primary Business Employment </li></ul><ul><li>Group Travel Planning Corporate Event Planning 25 </li></ul><ul><li>M2M Imaging Imaging Components 30 </li></ul><ul><li>ViewRay Image Guided Radiation Therapy 93 </li></ul><ul><li>Glenda* Medical Device for Heart Treatment 25 </li></ul><ul><li>Clear Catheter Medical tubing 15 </li></ul><ul><li>Affymetrix Pharmaceutical reagents 61 </li></ul><ul><li>*Client has requested that we keep company name confidential </li></ul>
    33. 33. Business Attraction : Project Updates <ul><li>Get Smart </li></ul><ul><ul><li>Global Media Monitoring company </li></ul></ul><ul><ul><li>135 jobs & $5.0 MM payroll </li></ul></ul><ul><ul><li>University partnership with MBA and Ph.D. </li></ul></ul><ul><ul><li>Keys: Location, Talent & Costs </li></ul></ul><ul><li>Breeze </li></ul><ul><ul><li>International Wind Turbine manufacturing company </li></ul></ul><ul><ul><li>150 jobs, $5.6 MM payroll, $25MM investment </li></ul></ul><ul><ul><li>Lead generated through relationships with local business, ED pros and ODOD </li></ul></ul><ul><ul><li>Keys: Location, Workforce, Transportation & Logistics, State Energy Policy </li></ul></ul>
    34. 34. Business Attraction : Project Updates <ul><li>Irish </li></ul><ul><ul><li>Steel processor, fabricator, and cutter </li></ul></ul><ul><ul><li>100 jobs and capital investment of $30 MM </li></ul></ul><ul><ul><li>Keys: Location, workforce, logistics </li></ul></ul><ul><li>Callie </li></ul><ul><ul><li>Contact center outsourcer with first US operation </li></ul></ul><ul><ul><li>400 jobs & $6.5 MM investment </li></ul></ul><ul><ul><li>Partner generated lead </li></ul></ul><ul><ul><li>Keys: Workforce, real estate </li></ul></ul>
    35. 35. Cleveland Plus Business: Next Steps OBJECTIVE: Increase high quality targeted lead flow and execute effectively to increase NEO investment
    36. 36. Best in Class Regional Business Attraction <ul><li>Lead Generation </li></ul><ul><li>Extensive knowledge, strong pitch on key industries, assets, issues </li></ul><ul><li>High national visibility of key industries, assets, Globally active </li></ul><ul><li>Strong working relations with site consultants, R/E professionals </li></ul><ul><li>High impact campaign at targeted companies </li></ul><ul><li>Easy, comprehensive web-based information </li></ul><ul><li>High visibility in the community and with other Lead Generators </li></ul><ul><li>Lead Execution </li></ul><ul><li>Ability to convene and influence “all the players”, work as a Team </li></ul><ul><li>Visible, trusted lead-sharing and management process </li></ul><ul><li>Fast, accurate response presenting the right regional assets </li></ul><ul><li>Effective relations with State, Counties, Cities, Chambers </li></ul><ul><li>Effective relations with Real Estate, Workforce providers </li></ul><ul><li>Engaged business/community leadership to “make the sale” </li></ul><ul><li>Consistent process across the region, roles clear and followed </li></ul>
    37. 37. Team NEO’s Strategic Plan Update Is Focused On Achieving Long Term Sustainability The Objective The Challenge Update Team NEO’s current strategy to achieve long term sustainability Engagement Overview: Objectives <ul><ul><li>Achieve a balanced budget for 2009 and determine a sustainable financial plan for the future </li></ul></ul><ul><ul><li>Achieve alignment among the key stakeholders as to Team NEO’s: </li></ul></ul><ul><ul><li>Scope and scale of operations and mix of services </li></ul></ul><ul><ul><li>Evaluation metrics </li></ul></ul><ul><ul><li>Sources of funding </li></ul></ul><ul><ul><li>Governance structure and board engagement </li></ul></ul>Key Topics Talent Attraction, Scale of International Attraction, Creating Regional System, Increasing Regional Business Engagement
    38. 38. The Work Plan Allows for Collaboration Within And Across Issue Teams Engagement Overview: Timeline Summary Define Strategic Intent Define Transition Needs Define Strategic Plan Define Implementation Plan Finalize 2009 Budget Develop Long-Term Budget Prepared for the Teams <ul><li>Strategic Intent </li></ul><ul><li>Initial Fact Base </li></ul><ul><li>Project Plan </li></ul>Compile Fact Base Evaluate Options Issue Team Activities for Board Retreat Board Retreat I Agenda <ul><li>Fact Base Presentations (by Issue Team) </li></ul><ul><li>Large group dialogue </li></ul><ul><li>Issue Team Breakout Sessions to refine Strategic Hypotheses & Evaluation Plans </li></ul>Board Retreat II <ul><li>Each Issue Team: </li></ul><ul><ul><li>Evaluate Hypotheses </li></ul></ul><ul><ul><li>Refine Strategy </li></ul></ul><ul><ul><li>Integrate with other issue teams </li></ul></ul><ul><ul><li>Prioritize Initiatives </li></ul></ul><ul><ul><li>Identify Required Resources (people & funding) </li></ul></ul>enlight/Issue Teams Work Based On Feedback enlight/Steering Committee Compile To Present At Board Retreat II <ul><li>Refined Strategies, Priorities, and Resource Needs from Each Issue Team </li></ul><ul><li>Holistic Strategy </li></ul><ul><li>Revised 2009 Budget (if nec.) </li></ul><ul><li>Proposed Long-Term, Sustainable Funding Plan </li></ul>Board Retreat II Agenda <ul><li>Share Strategy </li></ul><ul><li>Present 2009 Budget </li></ul><ul><li>Propose LT Funding Plan </li></ul><ul><li>Attain Buy-In </li></ul><ul><li>Develop Transition Plan Priorities </li></ul>Phase I Phase II Phase III Issue Team Activities Staff Retreat Refine 2009 Balanced Budget Evaluate Hypotheses Refine Strategy Develop Fact Base Form Strategic Hypotheses Balance Initial 2009 Budget Board Retreat I June July August September October November December January
    39. 39. Emerging Leaders Council Mission, Projects and Discussion
    40. 40. Team NEO Emerging Leaders Advisory Council Mission <ul><li>Team NEO’s Emerging Leaders Advisory Council will serve as a platform for Northeast Ohio’s next generation of business leadership to provide insight and input to regional business attraction so as to further accelerate our region’s growth. </li></ul>
    41. 41. Project/Discussion Topics <ul><li>Increasing Business Community Engagement </li></ul><ul><ul><li>Spreading the Message, Increasing Ambassadorship is Critical </li></ul></ul><ul><li>Business Attraction </li></ul><ul><ul><li>Next generation of business leaders </li></ul></ul><ul><ul><li>Smaller/Entrepreneur companies growing </li></ul></ul><ul><li>Talent Attraction: Filling the tech gap </li></ul><ul><ul><li>Attracting 25-40 year olds to NEO </li></ul></ul>
    42. 42. Advisory Council Next Steps: <ul><li>2009 Meeting Schedule </li></ul><ul><li>Topics of Interest: Follow Up and Special Projects </li></ul><ul><li>Ongoing Communication </li></ul>
    43. 43. Thank You