The document summarizes a presentation given by Ben Wright of Atlas Advertising at the 2012 GEDA Annual Conference on using marketing in economic development. The presentation covered principles of effective economic development marketing, research on high performing communities, benchmarking data collected from over 100 economic development organizations, and tactics for organizations of different sizes and objectives. Wright emphasized generating awareness, inquiry, jobs, and investment and provided frameworks and examples for small cities/counties, regions, and states to focus their marketing efforts.
This document summarizes a presentation by Ben Wright on measuring the performance of economic development organizations (EDOs). It discusses determining what metrics to use, results from a survey of EDOs, and comparisons between high performing EDOs and those in Georgia. Key findings include the average EDO receives 96 inquiries and announces 1,497 new jobs and $179 million in capital investment annually. Metrics vary significantly based on factors like market size, staff size, and budget. The presentation encourages EDOs to benchmark themselves and provides next steps to improve.
This report summarizes the findings of the EngageHK initiative, which mapped Hong Kong's social sector ecosystem. Over 100 leaders from 80 organizations were interviewed across sectors like non-profits, social enterprises, foundations, and government. Key findings include a lack of collaboration between stakeholders that results in duplicated efforts. The report recommends fostering cross-sector dialogue and partnerships, focusing on both social and economic benefits, creating platforms to share ideas and resources, promoting transparency, and defining an enabling role for government. The goal is to build a more collaborative social ecosystem that increases collective impact for a sustainable future.
This document provides an introduction to major giving for a fundraising event. It discusses the importance of major gifts in providing sustainable support and revenue diversification. It outlines the major donor continuum and describes the strategic objectives and environment major donors operate within. It emphasizes that major gifts are built on relationships and personalized solicitation is important. The role of major gifts in the donor pyramid is also highlighted.
How DMOs and EDOs Can Champion the Three-Legged Race and Be Better TogetherAtlas Integrated
DMOs and EDOs can better collaborate to promote economic growth. When tourism organizations and economic development organizations work together on initiatives like placemaking, livability campaigns, and workforce attraction, it leads to greater economic impacts through increased tourism and business development. The document outlines several case studies that show when DMOs and EDOs partner effectively and have a unified marketing strategy, it drives job creation, business relocations, and overall community prosperity.
The Social Innovation Generation program at MaRS (SiG@MaRS) has been offering programs and services for social innovators and social entrepreneurs for over a year now.
Find out what has been done; what programs and services are available to help you advance your social purpose efforts, and join SiG@MaRS in planning for the future of the program.
More information: http://www.marsdd.com/mars/About-MaRS/Partners/sig.html
State of Central Florida Arts Organizations 2012PresentMark
This document summarizes data from 81 arts organizations in Central Florida. It finds that while revenues for the arts universe were $59.5 million in 2012-2013, expenses were $55.9 million. Most arts organizations have small endowments, relying more on donations, grants, and earned revenue. The data also shows that arts organizations have relatively low overhead but need to improve board governance and management practices to increase long-term sustainability.
THE IMPACT INVESTOR’S HANDBOOK Lessons from the World of MicrofinanceIDIS
A CAF Venturesome: Market Insight Series Publication
February 2011, First Edition
The UK social investment market has now reached a critical juncture. Although there is some evidence of coordinated market-building efforts, the market remains
fragile. By reviewing the development of the global microfinance industry, this handbook aims to equip practitioners in the social investment market with some of
the analytical tools and insights for making the tactical and strategic decisions which may systematically advance our sector.
Atlas White Paper Why Metrics Matter: A Guide to Measuring the Impact Economic Development Organizations Have on Their Communities is the definitive study that compares organizational metrics such as conversations with companies, jobs announced, and capital investment announced among 200+ organizations worldwide.
This document summarizes a presentation by Ben Wright on measuring the performance of economic development organizations (EDOs). It discusses determining what metrics to use, results from a survey of EDOs, and comparisons between high performing EDOs and those in Georgia. Key findings include the average EDO receives 96 inquiries and announces 1,497 new jobs and $179 million in capital investment annually. Metrics vary significantly based on factors like market size, staff size, and budget. The presentation encourages EDOs to benchmark themselves and provides next steps to improve.
This report summarizes the findings of the EngageHK initiative, which mapped Hong Kong's social sector ecosystem. Over 100 leaders from 80 organizations were interviewed across sectors like non-profits, social enterprises, foundations, and government. Key findings include a lack of collaboration between stakeholders that results in duplicated efforts. The report recommends fostering cross-sector dialogue and partnerships, focusing on both social and economic benefits, creating platforms to share ideas and resources, promoting transparency, and defining an enabling role for government. The goal is to build a more collaborative social ecosystem that increases collective impact for a sustainable future.
This document provides an introduction to major giving for a fundraising event. It discusses the importance of major gifts in providing sustainable support and revenue diversification. It outlines the major donor continuum and describes the strategic objectives and environment major donors operate within. It emphasizes that major gifts are built on relationships and personalized solicitation is important. The role of major gifts in the donor pyramid is also highlighted.
How DMOs and EDOs Can Champion the Three-Legged Race and Be Better TogetherAtlas Integrated
DMOs and EDOs can better collaborate to promote economic growth. When tourism organizations and economic development organizations work together on initiatives like placemaking, livability campaigns, and workforce attraction, it leads to greater economic impacts through increased tourism and business development. The document outlines several case studies that show when DMOs and EDOs partner effectively and have a unified marketing strategy, it drives job creation, business relocations, and overall community prosperity.
The Social Innovation Generation program at MaRS (SiG@MaRS) has been offering programs and services for social innovators and social entrepreneurs for over a year now.
Find out what has been done; what programs and services are available to help you advance your social purpose efforts, and join SiG@MaRS in planning for the future of the program.
More information: http://www.marsdd.com/mars/About-MaRS/Partners/sig.html
State of Central Florida Arts Organizations 2012PresentMark
This document summarizes data from 81 arts organizations in Central Florida. It finds that while revenues for the arts universe were $59.5 million in 2012-2013, expenses were $55.9 million. Most arts organizations have small endowments, relying more on donations, grants, and earned revenue. The data also shows that arts organizations have relatively low overhead but need to improve board governance and management practices to increase long-term sustainability.
THE IMPACT INVESTOR’S HANDBOOK Lessons from the World of MicrofinanceIDIS
A CAF Venturesome: Market Insight Series Publication
February 2011, First Edition
The UK social investment market has now reached a critical juncture. Although there is some evidence of coordinated market-building efforts, the market remains
fragile. By reviewing the development of the global microfinance industry, this handbook aims to equip practitioners in the social investment market with some of
the analytical tools and insights for making the tactical and strategic decisions which may systematically advance our sector.
Atlas White Paper Why Metrics Matter: A Guide to Measuring the Impact Economic Development Organizations Have on Their Communities is the definitive study that compares organizational metrics such as conversations with companies, jobs announced, and capital investment announced among 200+ organizations worldwide.
Buy Newark: A Guide to Promoting Economic Inclusion through Local Purchasing.
Developing institutional policy priorities, building the capacity of local businesses, and cultivating relationships are the keys to implementing a successful Buy Newark effort.
Presented at the ANSER Conference, 28th May, 2009
Based on a forthcoming paper on the social finance landscape in Canada, from an investor perspective. Download the paper from carleton.ca/3ci
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
Measuring Social Enterprise Impacts and Benefits:Emerging Approaches and IssuesKarim Harji
Presentation at the CASC/ANSER conference, Ottawa, May 27, 2009
For many social enterprises, the important issues of accountability and performance often get funneled into a discussion around metrics and measurement. Yet the measurement of the “blended value” (financial, social and environmental) that is created by social enterprise is a relatively under-developed facet of the social finance marketspace. This session will present emerging approaches and methods to assess, manage and communicate the complexity of social and financial value creation. Drawing on Canadian and international examples, the potential contributions of these approaches to the broader debate around social impact measurement will also be examined.
Here are some suggestions for critiquing and improving your CEDS:
- Focus performance measures on quantifiable outcomes that demonstrate impact, not just process. For example, instead of "# of businesses assisted", measure job creation or private investment attracted.
- Clearly link goals, strategies, and performance measures so the reader understands how implementation will benefit the economy. Use a matrix, graphic, or executive summary to make these connections explicit.
- Prioritize readability for non-planners. Use plain language, minimal jargon, and visual elements like infographics to engage diverse audiences.
- Highlight regional competitive advantages and opportunities to attract partners. Feature success stories and businesses to build enthusiasm.
- Consider new formats like
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
This document proposes a new online platform called Pajebal that aims to revolutionize microfinance by directly connecting small businesses in developing countries with social investors in developed countries. Pajebal will address issues with current platforms by requiring businesses to publish financial statements and pitch videos, directly matching individual investors and businesses to foster mentorship, and expanding beyond microloans to include small businesses. The platform is proposed to launch with a pilot program in Guatemala connecting U.S. companies' CSR funds with vetted small businesses through Pajebal's local partners.
The document discusses the challenges faced by charities in fundraising due to increased competition and decreased donations as a result of the global financial crisis. As a main charity funding research for a disease, the organization has committed $10 million annually but is now unable to raise sufficient funds. It considers hiring an external fundraising firm to help achieve its fundraising target, though there are concerns about the cost of fundraising. The document argues that using a professional fundraising firm can help access new donors, justify fundraising costs as an investment, and allow the charity to focus on its mission while leveraging external expertise, resources and flexibility. It stresses the need for transparency regarding how funds are spent to maintain public trust.
thrdPlace is a digital platform that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and resources to accomplish local goals. The platform allows users to discover opportunities to get involved, and helps organizations and individuals mobilize funds, supplies, and volunteers. thrdPlace expects rapid growth by converting its pipeline of potential clients and expanding its user base to over 166,000 users generating $161 million in revenue by 2020.
This investment deck summarizes thrdPlace, a digital network that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and their collective resources to accomplish local projects. The deck outlines thrdPlace's business model, financial projections showing rapid growth and profitability, and case studies demonstrating benefits for both non-profit and for-profit partners. It requests a $1.2 million convertible note to fund further product development and hiring to achieve profitability.
Social Finance and Impact Investing in CanadaKarim Harji
Presentation at OISE - November 21, 2012
• An overview of the state of social finance and impact investing across Canada
• An analysis of why Canada is well positioned to become a leader globally
• A participatory discussion on the key issues such as:
-- The perceived trade-offs between social impact vs. financial return;
--- How philanthropy can complement social finance;
--- Measurement of social value creation;
--- Legislation and public policy; and
--- Bridging silos between sectors and organizations.
LETTER OF INTENT FOR BUSINESS TRANSACTION & GUIDELINEScrysatal16
This newsletter provides advice and answers questions from development officers about fundraising. It discusses topics like whether to mention personal connections in cover letters, using fiscal sponsors before obtaining 501(c)(3) status, reflecting in-kind donations on financial statements, and negotiating grant amounts lower than the requested amount. It also shares articles and resources of interest to fundraisers. Readers are invited to submit new ideas for bringing in money and feedback on the newsletter.
Atlas CEO Ben Wright presents "Marketing for Success" at the International Economic Development Council's 2013 Marketing and Attraction Conference on October 3, 2013 in Philadelphia PA.
- LinkedIn reported strong revenue growth of 110% year-over-year in Q1 2011 to $93.9 million.
- Adjusted EBITDA and non-GAAP expenses provide useful information to investors by excluding certain non-cash expenses like equity-based compensation.
- Cost of revenue, sales and marketing expenses, and research and development expenses are adjusted to exclude stock-based compensation, providing non-GAAP measures of these operating expenses.
Peer business advisory groups are made up of 6-12 business owners or executives who meet regularly to discuss challenges and opportunities. Membership can cost hundreds to thousands per year. Groups help members reduce isolation, boost profits by sharing strategies, and open doors by joining with other companies. There are industry-specific groups where members are in the same field but different locations to share comparable issues, and cross-industry groups where members are in different fields but the same region to learn about the local business environment. A good facilitator is key to keep discussions productive. While requiring preparation and accountability, members find the groups make them think more strategically and execute plans more quickly.
Social enterprise signals not the noise iiiP.K. Mutch
This document discusses social enterprises, including what they are, where the idea came from, and the current landscape. A social enterprise has a social mission that it pursues through revenue generating activities. The concept emerged from movements promoting cooperative models and in response to concerns about corporate practices. There is now interest in establishing a distinct legal form for social enterprises that would help them attract investment and distinguish themselves while ensuring social priorities. Various jurisdictions have introduced new organizational forms but there remains debate around appropriate regulations and definitions.
Is Your Community Prepared for Economic Development?MBEDC, LLC
The document discusses trends impacting economic development and strategies for communities to stay competitive. It notes that communities must adapt to major economic transitions, changing business needs, and shifts in economic development practices. Further, communities face replacing retiring workers with fewer new workers, budget cuts, and other challenges. The presentation then outlines 10 strategies for communities, including emphasizing collaboration, entrepreneurship, retention and expansion efforts, and fine-tuning marketing and financing tools. It stresses the importance of understanding the community and establishing goals and priorities to guide economic development efforts.
I 70 75 Keynote Presentation: High Performance Economic DevelopmentAtlas Integrated
Atlas Advertising CEO gives the keynote to the I-70/75 Development Association's Annual Economic Development Summit in Dayton, Ohio on May 29, 2013. Ben discusses Atlas Advertising's High Performance Economic Development framework, and how those approaches apply in the Dayton, Ohio region.
High Performance Economic Development Tying Marketing to Metrics Atlas Integrated
This document discusses high performance economic development and how to implement it. It begins by outlining benchmarks for things like website visits, conversations, jobs announced, and capital investment announced based on population, staff size, and budget. It shows how some economic development organizations outperform others. It then discusses putting high performance into practice by setting goals, implementing marketing tactics, and adjusting to improve results. The overall message is that economic development organizations should set measurable goals and track key metrics to ensure their marketing and programs are making a difference.
Buy Newark: A Guide to Promoting Economic Inclusion through Local Purchasing.
Developing institutional policy priorities, building the capacity of local businesses, and cultivating relationships are the keys to implementing a successful Buy Newark effort.
Presented at the ANSER Conference, 28th May, 2009
Based on a forthcoming paper on the social finance landscape in Canada, from an investor perspective. Download the paper from carleton.ca/3ci
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
Measuring Social Enterprise Impacts and Benefits:Emerging Approaches and IssuesKarim Harji
Presentation at the CASC/ANSER conference, Ottawa, May 27, 2009
For many social enterprises, the important issues of accountability and performance often get funneled into a discussion around metrics and measurement. Yet the measurement of the “blended value” (financial, social and environmental) that is created by social enterprise is a relatively under-developed facet of the social finance marketspace. This session will present emerging approaches and methods to assess, manage and communicate the complexity of social and financial value creation. Drawing on Canadian and international examples, the potential contributions of these approaches to the broader debate around social impact measurement will also be examined.
Here are some suggestions for critiquing and improving your CEDS:
- Focus performance measures on quantifiable outcomes that demonstrate impact, not just process. For example, instead of "# of businesses assisted", measure job creation or private investment attracted.
- Clearly link goals, strategies, and performance measures so the reader understands how implementation will benefit the economy. Use a matrix, graphic, or executive summary to make these connections explicit.
- Prioritize readability for non-planners. Use plain language, minimal jargon, and visual elements like infographics to engage diverse audiences.
- Highlight regional competitive advantages and opportunities to attract partners. Feature success stories and businesses to build enthusiasm.
- Consider new formats like
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
This document proposes a new online platform called Pajebal that aims to revolutionize microfinance by directly connecting small businesses in developing countries with social investors in developed countries. Pajebal will address issues with current platforms by requiring businesses to publish financial statements and pitch videos, directly matching individual investors and businesses to foster mentorship, and expanding beyond microloans to include small businesses. The platform is proposed to launch with a pilot program in Guatemala connecting U.S. companies' CSR funds with vetted small businesses through Pajebal's local partners.
The document discusses the challenges faced by charities in fundraising due to increased competition and decreased donations as a result of the global financial crisis. As a main charity funding research for a disease, the organization has committed $10 million annually but is now unable to raise sufficient funds. It considers hiring an external fundraising firm to help achieve its fundraising target, though there are concerns about the cost of fundraising. The document argues that using a professional fundraising firm can help access new donors, justify fundraising costs as an investment, and allow the charity to focus on its mission while leveraging external expertise, resources and flexibility. It stresses the need for transparency regarding how funds are spent to maintain public trust.
thrdPlace is a digital platform that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and resources to accomplish local goals. The platform allows users to discover opportunities to get involved, and helps organizations and individuals mobilize funds, supplies, and volunteers. thrdPlace expects rapid growth by converting its pipeline of potential clients and expanding its user base to over 166,000 users generating $161 million in revenue by 2020.
This investment deck summarizes thrdPlace, a digital network that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and their collective resources to accomplish local projects. The deck outlines thrdPlace's business model, financial projections showing rapid growth and profitability, and case studies demonstrating benefits for both non-profit and for-profit partners. It requests a $1.2 million convertible note to fund further product development and hiring to achieve profitability.
Social Finance and Impact Investing in CanadaKarim Harji
Presentation at OISE - November 21, 2012
• An overview of the state of social finance and impact investing across Canada
• An analysis of why Canada is well positioned to become a leader globally
• A participatory discussion on the key issues such as:
-- The perceived trade-offs between social impact vs. financial return;
--- How philanthropy can complement social finance;
--- Measurement of social value creation;
--- Legislation and public policy; and
--- Bridging silos between sectors and organizations.
LETTER OF INTENT FOR BUSINESS TRANSACTION & GUIDELINEScrysatal16
This newsletter provides advice and answers questions from development officers about fundraising. It discusses topics like whether to mention personal connections in cover letters, using fiscal sponsors before obtaining 501(c)(3) status, reflecting in-kind donations on financial statements, and negotiating grant amounts lower than the requested amount. It also shares articles and resources of interest to fundraisers. Readers are invited to submit new ideas for bringing in money and feedback on the newsletter.
Atlas CEO Ben Wright presents "Marketing for Success" at the International Economic Development Council's 2013 Marketing and Attraction Conference on October 3, 2013 in Philadelphia PA.
- LinkedIn reported strong revenue growth of 110% year-over-year in Q1 2011 to $93.9 million.
- Adjusted EBITDA and non-GAAP expenses provide useful information to investors by excluding certain non-cash expenses like equity-based compensation.
- Cost of revenue, sales and marketing expenses, and research and development expenses are adjusted to exclude stock-based compensation, providing non-GAAP measures of these operating expenses.
Peer business advisory groups are made up of 6-12 business owners or executives who meet regularly to discuss challenges and opportunities. Membership can cost hundreds to thousands per year. Groups help members reduce isolation, boost profits by sharing strategies, and open doors by joining with other companies. There are industry-specific groups where members are in the same field but different locations to share comparable issues, and cross-industry groups where members are in different fields but the same region to learn about the local business environment. A good facilitator is key to keep discussions productive. While requiring preparation and accountability, members find the groups make them think more strategically and execute plans more quickly.
Social enterprise signals not the noise iiiP.K. Mutch
This document discusses social enterprises, including what they are, where the idea came from, and the current landscape. A social enterprise has a social mission that it pursues through revenue generating activities. The concept emerged from movements promoting cooperative models and in response to concerns about corporate practices. There is now interest in establishing a distinct legal form for social enterprises that would help them attract investment and distinguish themselves while ensuring social priorities. Various jurisdictions have introduced new organizational forms but there remains debate around appropriate regulations and definitions.
Is Your Community Prepared for Economic Development?MBEDC, LLC
The document discusses trends impacting economic development and strategies for communities to stay competitive. It notes that communities must adapt to major economic transitions, changing business needs, and shifts in economic development practices. Further, communities face replacing retiring workers with fewer new workers, budget cuts, and other challenges. The presentation then outlines 10 strategies for communities, including emphasizing collaboration, entrepreneurship, retention and expansion efforts, and fine-tuning marketing and financing tools. It stresses the importance of understanding the community and establishing goals and priorities to guide economic development efforts.
I 70 75 Keynote Presentation: High Performance Economic DevelopmentAtlas Integrated
Atlas Advertising CEO gives the keynote to the I-70/75 Development Association's Annual Economic Development Summit in Dayton, Ohio on May 29, 2013. Ben discusses Atlas Advertising's High Performance Economic Development framework, and how those approaches apply in the Dayton, Ohio region.
High Performance Economic Development Tying Marketing to Metrics Atlas Integrated
This document discusses high performance economic development and how to implement it. It begins by outlining benchmarks for things like website visits, conversations, jobs announced, and capital investment announced based on population, staff size, and budget. It shows how some economic development organizations outperform others. It then discusses putting high performance into practice by setting goals, implementing marketing tactics, and adjusting to improve results. The overall message is that economic development organizations should set measurable goals and track key metrics to ensure their marketing and programs are making a difference.
Online Marketing For Economic Development: What's Now, What's NextAtlas Integrated
We all know prospects are doing research on our communities 24x7x365, and we now get up to 20 times the interactions on our websites as we do through all other communications combined. Do you know what information and digital tools your economic development organization needs in order to market itself effectively? Find out how the latest technologies and digital trends, such as Web-based geographic information systems, can help your community compete in today’s global marketplace.
This document summarizes a social media training company called Comply Socially. It explains that the company provides specialized social media training courses to help employers manage risk and maximize opportunities related to social media in the workplace. It notes the large market opportunity, as most companies offer little training on appropriate social media usage, despite widespread access and advantages. The company's courses cover platform-specific, role-based, and compliance-focused social media training using an online learning platform. It projects strong revenue growth over the next 5 years as it capitalizes on the large and growing market for social media training in businesses.
Updated presentation as presented at the Community 2.0 Conference in Las Vegas in May 08.
Email me to get access to the latest study results @ francois [at] beelinelabs.com
How to Convert Community Stakeholders to Impact InvestorsTechSoup
This document discusses how to convert community stakeholders into impact investors. It begins by outlining some of the major barriers to starting and scaling impactful solutions, including a lack of capital. It then discusses opportunities in the impact investing space, including growing regulations, technology, experienced intermediaries, and mobilizing local communities. The document provides examples of how community capital raising can work, such as a direct public offering that raised $1.2 million for a grocery store. It emphasizes that SVX, a social venture platform, can help issuers raise capital and investors make good impact investments.
Competing in Economic Development? Use BenchmarkingAtlas Integrated
As economic developers, each one of us is interested in what our peers are doing. The most admired EDOs always seem to be doing things a little bit differently, a little bit better. During this webinar, we will show you how certain communities are taking the time to find new, meaningful ways to measure their impact, adjust their tactics, and play on an entirely different level. Find out who the highest performing economic development organizations in the country are and what they are doing to stay on top.
The document discusses measuring the vitality of entrepreneurial ecosystems to support different types of entrepreneurs. It analyzes ecosystems with a mix of urban and rural areas. Small and medium enterprises (SMEs) focus on local markets with linear growth, while innovation-driven enterprises (IDEs) focus on global markets requiring investment. The study examines New River and Roanoke Valley regions, finding strengths in quality of life and resources but challenges in collaboration across regions and supporting IDEs' needs. Metrics are proposed to measure ecosystem density, fluidity, connectivity, and diversity as inputs, outputs, and outcomes for SMEs and IDEs.
The document discusses measuring the vitality of entrepreneurial ecosystems to support different types of entrepreneurs. It analyzes ecosystems with a mix of urban and rural areas. Small and medium enterprises tend to focus on local markets with linear growth, while innovation-driven enterprises focus on global markets requiring investment. The study examines ecosystems in Virginia's New River and Roanoke Valley regions. Results found strengths in networking, quality of life, and resources, but challenges in regional collaboration and leveraging success. Metrics are proposed to measure ecosystem density, fluidity, connectivity, and diversity to assess support for small/medium and innovation-driven enterprises.
A presentation to local business groups demonstrating how they can use .id's publicly available toolkit to understand the local demographic and economic profile.
Deluxe saw a need to build an online talent community to engage potential job candidates as its business needs shifted from print to digital. It hired Stacy Van Meter as its first Talent Community Manager. Her role is to learn about Deluxe's business, collaborate internally, establish an online strategy, and create a roadmap for engaging talent through social media and a dedicated online channel. She is working with various departments to develop a hybrid structure to effectively lead and manage Deluxe's social media and talent initiatives.
Atlas 7 Keys to High Performance Economic DevelopmentAtlas Integrated
Atlas Advertising CEO Ben Wright and Manager of Strategic Accounts Guillermo Mazier are joined by Janet Miller, from the Nashville Area Chamber of Commerce, Sara Dunnigan of the Greater Richmond Partnership, and Clint Kolby of the Brenham Economic Development Foundation to discuss 7 Keys to High Performance Economic Development.
How the Internet has Changed Economic DevelopmentGIS Planning
Effective economic development organizations put the Internet at the core of their initiatives. Discover how to maximize success from the most effective online tools and strategies. If you aren't implementing these efforts, you're falling behind
Atlas and leading economic development professionals are always trying to find ways to be more targeted, more precise, and more relevant to the needs of recruitment and retention prospects. As a way to help economic developers refine their marketing and business development offerings to prospects, Atlas presents “Four Things Economic Development Prospects Want"
Anatalio Ubalde, CEO of GIS Planning, discusses how to innovate in economic development and other markets. Case studies include media relations marketing, corporate site selection, GIS, creative class, young professionals, and predictive analytics. More at http://www.GISplanning.com
Craig Rispin Keynote for Cincom 16 December 2016Craig Rispin
The document discusses trends in marketing, sales, and business including the convergence of marketing and sales, the importance of thought leadership, and changing buyer-seller dynamics. It provides examples of large companies that own no assets in their industries. The document encourages learning from sales and marketing experts and adopting new approaches like social selling. It addresses upcoming technologies like machine learning and trends in enterprise software and marketing technology.
Ben Wright of Atlas Advertising presents What Would Google Do if it Were in Charge of Economic Development? At the Arkansas Economic Developers Conference in Hot Springs, Arkansas
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
How to Humanize Your Economic Development Metrics With Stories & Quirky DataAtlas Integrated
Economic development metrics are all the same. How many locations or expansions did your community see? How much capital was invested? How many jobs were created? And while these metrics are critical to measure, it's time to go beyond the basics. What if our profession started talking about the human aspect of these measurables? In other words, how does your work as an economic developer have an impact on people? Families? Future generations?
Talent Attraction Strategies to Build America's Greatest CitiesAtlas Integrated
Talent Attraction Strategies to Build America's Greatest Cities will coalesce economic development thought leaders, place branding experts, and talent strategists to discuss the ways cities and other places can position themselves to be talent magnets – to attract the best and brightest, the most skilled and eager, to come and live and work in their cities.
The 6 R's Reshaping Downtowns: Ridesharing & app-driven business models; rechargeable battery technologies; residential development in the urban core; revitalization of downtowns as 24/7 districts; really bad traffic; rise of the remote workers
What Site Selectors Really Want From Your MarketingAtlas Integrated
This webinar covers: the role of the modern day economic development marketer, how consultants really see your marketing, what tools and technology consultants use and what information communities should have available for them, how site selectors experience communities, how the site selection process has changed over the past year, and 19 irrefutable laws of site selection.
Design Thinking for Destinations introduces you to the concept of design thinking and how it applies to community marketing. Learn how to use design thinking to solve your biggest challenges of today: Millennial marketing, strategic initiatives and planning, community branding and marketing, collaboration, and more.
EDOs have been measuring their performance for years, but with differing viewpoints, metrics have gotten muddy and misunderstood. In 2011, Atlas put together its first survey of EDO outcomes to assist EDOs in planning their marketing, business attraction, and business retention programs.
Top 5 Ways to Get More Marketing Investment in Your CommunityAtlas Integrated
The Top Five Ways to Get More Marketing Investment in Your Community will help you understand how to best position your organization (rationale for support) for financial consideration, how to validate (measure) your marketing efforts so that prospects see their worth, how to put together a proposal to solicit funds, and how to create a holistic approach (and not miss any key steps) to a funding campaign.
Your Rock Solid Digital Approach to Attract More Industry AttentionAtlas Integrated
Learn how to identify which digital tools attract attention from companies, how to incorporate industry attraction into your digital media strategy, how to digitally target entrepreneurs within an industry, and how to digitally target site selectors and business location decision makers.
The Road to Economic Development Marketing ReinventionAtlas Integrated
The future of economic development is about focused reinvention. And that means ruthlessly evaluating your core practices, pushing the market, testing boundaries, investing in new ideas that haven't been done before, and enhancing ones that you already think are good.
The Road to Economic Development Marketing ReinventionAtlas Integrated
Metrics drive outcomes, and the best outcomes for economic developers are found using digital means. In economic development, digital is the ideal methodology for the foreseeable future, and the preferred platform for business decision makers and site selectors. Much of the success we’re seeing from EDOs stems directly from digital efforts.
Disrupting Economic Development Through Leadership, Technology, and Grit. (Presentation given by Atlas' Guillermo Mazier at IEDC's Annual Conference in Cleveland.)
To differentiate your message and strategy is to stand apart, to be unique, to tell a story unlike any others. In economic development, it means raising your community profile, and getting noticed as a viable option for companies all over the world.
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2. About Atlas Advertising
Atlas Advertising helps economic developers
reach national and international prospect and site
selection audiences. We deliver branding, website
development, GIS mapping, research, social
media, and creative services professionally and
with a staff experienced in economic
development. Unlike firms with little or no
economic development experience, Atlas
Advertising uses a proven mix of economic
development marketing tactics that generate
interest 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
4. Join the community, continue the
dialogue, 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
8. Questions we will answer
1. 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 (or
should drive) economic
development marketing
9
10. In economic development, we tend
to think in terms of winners and
losers.
Until a higher percentage of business
leaders understand what we do, there
is plenty of room for positive results
for all of us, if we focus.
10
11. At some point, if we don’t shape the
debate over what results are
important, other parties will do that
for us.
11
12. As economic developers, we are the
sales, service, and product development
portion that drives the ultimate vitality
of our product – our communities.
12
13. If there is one metric that should drive
all others, it is inquiry. Inquiry drives
attraction, retention, entrepreneurial
development, and ultimately jobs and
capital investment.
If we are not being contacted, we are
not making a difference.
13
14. States are different from regions and
different from individual cities and counties.
The area you represent, your organizational
goals, and how you are funded each should
drive the tactics you use to drive inquiry.
14
15. Due to tremendously different (and
sometimes changing) priorities and
capabilities, organizations with similar
economies and similar budgets can deliver
wildly different results.
15
18. The Elements That High Performing
Communities 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 Performing
Communities Excel in (Service)
• “Great ED teams and quick response to queries.”
• “These regional groups accurately respond to RFP's, 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 of
their importance as a source of
information:
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%
22. The framework
Generating Generating Generating
Jobs and
Awareness Inquiry
Investment
Knowledge of the Visits to website Number of jobs
Organization Phone/email inquiries Capital investment
Prospect meetings
Prospect pipeline
22
24. Data collection
1. Five separate emails were sent to the Atlas list, as well as by
state economic development organizations, including GEDA
2. Hundreds of organizations clicked on the survey, 103 thus far
have completed it
3. Organizations from 30+ states have now participated
4. 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!
27. We all know that small cities and
large communities should get
different results. But how different?
INQUIR
CAPITAL
YEARLY WEB IES JOBS WON LAST 12
INVESTMENT WON
VISITS PAST 12 MONTHS
LAST 12 MONTHS
MONTH
POPULATION S
Less than 25,000 8,418 20 98 $28,333,333
25,001 to 100,000 8,324 46 576 $63,750,000
100,001 to 250,000 22,412 65 1,198 $149,376,418
250,001 to 1,000,000 28,374 208 2,422 $365,923,077
1,000,000 to 2,500,000 45,543 228 2,646 $447,794,260
Over 2,500,000 23,445 170 5,359 $399,630,000
27
Average 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 PER
ORGANIZATION JOBS WON INVESTMENT WON OPERATING
VISITS INQUIRIES INQUIRY
LAST 12 MONTHS BUDGET
Over
4,171 $875,700,000
Ohio Community 43,618 169 25 $2,500,000
$500,000 to
2,329 $424,082,780
Indiana Community 25,572 107 22 $999,000
Over
338,388 400 14,415 $2,232,616,082
Tennessee Community 36 $2,500,000
Over
50,236 101 3134 $418,200,000
Virginia Community 31 $2,500,000
Over
4033 $43,600,000
Florida Community 67,440 621 6 $2,500,000
Average for Above
105,051 280 5,616 $798,839,772 24
Communities 28
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 per
33 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 your
community today
Join the study by clicking this url:
http://Atlas2012BenchmarkingSurvey.questionpro.com
Or, contact Atlas and we will be in touch with the
link!
35
36. How marketing should differ
by organizational objective,
size and funding type
36
37. Economic development
organizational objectives
Deal focused Promotion Retention/ Infrastructure/
focused Entrepreneur Policy focused
ship focused
Mission Jobs and wealth from Awareness, Inquiry Jobs and wealth from Improve the business
outside inside environment
Key audience Site selectors, prospective Site selectors, Local companies and Local elected
companies prospective entrepreneurs officials, government
companies
Metrics Deals closed, deals in Awareness, Meetings, issues Projects built,
pipeline inquiries/mo. solved, policy legislation passed
Staffing ½ business developers, ½ 2/3 marketers and ½ business ½ lobbyists, ½
marketers information developers, ½ , policy/infrastructure
producers service providers
Core Skills Service, person to person Content creation, Service, consulting Lobbying, public
communication, sales. digital affairs
communications
37
38. Size and funding of ED
Organizations
• 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
40. How to focus your Marketing at the
correct “moment” for the company
40
41. Atlas Top Tactics for States
1. 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 outreach
2. 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 Regions
1. 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 states
2. Regional brand should differentiate within the state
3. 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 and
Counties 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 by
Market 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