This slide discusses about the core-periphery model given by John Friedmann. This model is basically a model of regional Development. You will able to learn about the core-periphery model very easily by this slide.
City region is a term in use since about 1950 by urbanists, economists and urban planners to mean a metropolitan area and hinterland, often having a shared administration. Typically, it denotes a city, conurbation or urban zone with multiple administrative districts, but sharing resources like a central business district , labour market and transport network such that it functions as a single unit.
the concept of city regions
stages of urban development
kcro dmh kansas city mo
liverpool city region
global city region
sheffield city region
cardiff city website
urban development models
gayathrysatheesanslieshare
ciity region ppt
This slide discusses about the core-periphery model given by John Friedmann. This model is basically a model of regional Development. You will able to learn about the core-periphery model very easily by this slide.
City region is a term in use since about 1950 by urbanists, economists and urban planners to mean a metropolitan area and hinterland, often having a shared administration. Typically, it denotes a city, conurbation or urban zone with multiple administrative districts, but sharing resources like a central business district , labour market and transport network such that it functions as a single unit.
the concept of city regions
stages of urban development
kcro dmh kansas city mo
liverpool city region
global city region
sheffield city region
cardiff city website
urban development models
gayathrysatheesanslieshare
ciity region ppt
The National Commission for Enterprises in the Unorganised Sector (NCEUS) was set up in 2004 by the United Progressive Alliance (UPA) government as an advisory body and a watchdog for the informal sector. That same year, the Prime Minister’s Office asked the NCEUS to examine the National Policy on Urban Street Vendors. The policy’s objective was to provide urban street vendors with a supportive environment in which they can earn their livelihoods. After consulting various stakeholders, the Commission recommended a revision of the policy’s implementation mechanisms.
The NCEUS noted that the urban poor in most Indian cities worked in the informal sector because of a lack of jobs in rural areas, few employment opportunities in the formal sector, and low levels of education that restricted access to better-paying jobs. As unorganised sector workers, street vendors did not have government-assisted social security.
Remittances - Economic Growth and Developmenttutor2u
Remittances are monies sent by people living and working overseas back to their country of origin – usually sent back to their families. To what extent are remittance inflows an important / significant contributor to economic growth and development in lower and middle income developing countries?
POPULATION GEOGRAPHY vs. DEMOGRAPHY
Preface of the terms.
Variability between the terms.
Skills to the study of Population Geography.
Importance of Demographics and its Data.
Factors examined by the field of demography.
Demographic Transition Theory (DTT).
Population Pyramid.
Association between the terms.
Stats / Graphs of India – with referencing to Population and Demography.
India’s population projection.
Bibliography.
Theories and models for Regional planning and developmentKamlesh Kumar
This is a work on the major theories of Regional planning mainly consisting the work of Francois Perroux, Gunnar Myrdal, Albert O. Hirschman, Walter Whitman Rostow and John Friedman.
The National Commission for Enterprises in the Unorganised Sector (NCEUS) was set up in 2004 by the United Progressive Alliance (UPA) government as an advisory body and a watchdog for the informal sector. That same year, the Prime Minister’s Office asked the NCEUS to examine the National Policy on Urban Street Vendors. The policy’s objective was to provide urban street vendors with a supportive environment in which they can earn their livelihoods. After consulting various stakeholders, the Commission recommended a revision of the policy’s implementation mechanisms.
The NCEUS noted that the urban poor in most Indian cities worked in the informal sector because of a lack of jobs in rural areas, few employment opportunities in the formal sector, and low levels of education that restricted access to better-paying jobs. As unorganised sector workers, street vendors did not have government-assisted social security.
Remittances - Economic Growth and Developmenttutor2u
Remittances are monies sent by people living and working overseas back to their country of origin – usually sent back to their families. To what extent are remittance inflows an important / significant contributor to economic growth and development in lower and middle income developing countries?
POPULATION GEOGRAPHY vs. DEMOGRAPHY
Preface of the terms.
Variability between the terms.
Skills to the study of Population Geography.
Importance of Demographics and its Data.
Factors examined by the field of demography.
Demographic Transition Theory (DTT).
Population Pyramid.
Association between the terms.
Stats / Graphs of India – with referencing to Population and Demography.
India’s population projection.
Bibliography.
Theories and models for Regional planning and developmentKamlesh Kumar
This is a work on the major theories of Regional planning mainly consisting the work of Francois Perroux, Gunnar Myrdal, Albert O. Hirschman, Walter Whitman Rostow and John Friedman.
Focus India Group - INDIA, today, is an established land of opportunities acting as Credible Business Partner, Preferred Investment Destination, Rapidly Growing Market, Provider of Quality Business Infrastructure and Unprecedented High Growth Economy.
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FIG facilitate organizations in Establishing, Partnering and Conducting business effortlessly in INDIA.
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Overview of Samsung corporation and its mobile devision, and my recommendations for improving its market share in the United states. Brandon Means. Markting 350- Internet marketing
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
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(i.e., industry structure in the language of economics).
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
1. Windsor Economic Development
Strategic Master Plan
Christa Johnson and David Kelley, Town of Windsor
Mary Bosch, Marketek, Inc.
December 3, 2008
2. Project Purpose
Stimulate economic/business
development through creation
and implementation of a
roadmap to expand and diversify
the economy and job base while
improving quality of life and
protecting the environment
Windsor Economic Development Strategic Plan Marketek, Inc. 2
3. Windsor Strategic Planning Process
Economic
Assessment
Industry
Public Input & Cluster
Perceptions Analysis
Visioning & Competitive
Asset Assets
Mapping
Strategy &
Action Plan
Windsor Economic Development Strategic Plan Marketek, Inc. 3
4. Windsor Strategic Planning Phases
Phase 1 – Getting Organized:
Review all existing plans, organize ED Working
Group, site visit, visioning & competitive assessment
Phase 2 – Assessment of Current Conditions:
40 Interviews, business survey, site visit, retail &
industrial analysis
Phase 3 – Strategy Development & Implementation Plan:
5 Action planning meetings, 7 key initiatives, draft
strategies & actions
Windsor Economic Development Strategic Plan Marketek, Inc. 4
5. Windsor’s Economic Development Goals
Retain and Attract Business
Expand Business Resources
Provide Diverse Employment for
Residents
Accommodate Commercial &
Industrial Expansion
Reinforce the Old Downtown as
Heart of Windsor
Maintain and Enhance Windsor’s Quality of Life
Windsor Economic Development Strategic Plan Marketek, Inc. 5
6. Economic Landscape
Industry Cluster Analysis
Retail Market Analysis
Economic & Business Climate
Business Outlook
Windsor Economic Development Strategic Plan Marketek, Inc. 6
7. Industry Cluster Analysis
Industrial Analysis Targets
• Agriculture, Food, Wine & Tourism Employment – 2.5 times national
levels in Sonoma County
• Technology Producing – semiconductors & electronic components,
navigational instruments manufacturing, medical equipment &
supplies
JOBS & BUSINESSES BY INDUSTRY
Town of Windsor
2006
Industry Employees Businesses
The Sonoma Experience 379 21
Technology Producing 30 2
Construction & Green Services 980 116
Creative/Professional 207 35
Health/Wellness 15 1
Retail/Wholesale Trade 1747 70
Windsor Economic Development Strategic Plan Marketek, Inc. 7
8. Industry Cluster Analysis
Windsor Resident Wages
RESIDENT EMPLOYMENT & WAGES
Town of Windsor
2008
2008 Windsor Median Annual
Occupation
Employment Salary/Range
Management, Business & Financial 14.7% $59,010 - $87,048
Professional 21.7% $33,654 - $90,813
Administrative Support 13.9% $34,050
Services 16.5% $18,616 - $43,992
Sales & Related 11.7% $28,766
Farming, Fishing & Forestry 1.2% $19,718
Construction & Extraction 7.4% $50,211
Installation, Maint. & Repair 3.5% $44,512
Production 4.8% $28,725
Transportation & Material Moving 4.6% $28,018
Total 100.0% $36,130
Windsor Economic Development Strategic Plan Marketek, Inc. 8
9. Industry Cluster Analysis
Tourism & Hospitality
Agriculture
Retail Sales
Wine
Windsor Economic Development Strategic Plan Marketek, Inc. 9
10. Retail Market Analysis
Windsor Market Area
• Windsor
• Healdsburg
• Cloverdale
• Middletown
• Calistoga
• Forestville
• Guerneville
Windsor Economic Development Strategic Plan Marketek, Inc. 10
11. Retail Market Analysis
Population
Town of Windsor
• 2008: 25,669 persons in 8,585 households
• 2013: 26,703 persons in Average Annual Population Change, 1990 to 2013
8,923 households 9%
8%
7%
Retail Market Area 6%
5%
• 2008: 113,735 persons 4%
in 42,024 households 3%
2%
• 2013: 117,621 persons 1%
in 43,489 households 0%
Town of Windsor Retail Market Area Sonoma County
1990-2000 Av g. Ann. Change 2000-2008 Av g. Ann. Change
2008-2013 Av g. Ann. Change
Windsor Economic Development Strategic Plan Marketek, Inc. 11
12. Retail Market Analysis
Household Income
Median Income
• Town of Windsor:
Household Income Distribution,
Town of Windsor & Retail Market Area, 2008 $79,674
40% • Retail Market Area:
$67,978
30%
• Sonoma County:
$68,962
20%
Trends
10%
• More high income
0% households in Windsor
Less than $25,000 to $50,000 to $100,000 to $150,000 to $200,000 or than Retail Market Area
$25,000 $49,999 $99,999 $149,999 $199,999 more
and Sonoma County
Town of Windsor Retail Market Area
Windsor Economic Development Strategic Plan Marketek, Inc. 12
13. Retail Market Analysis
Retail Analysis – Leakage or Gap
EXISTING RETAIL BALANCE
Windsor Retail Market Area
2008
Demand Supply Difference
NAICS
(Potential) (Sales) (Leakage/Surplus)
Windsor Retail Market Area
442: Furniture & Home Furnishings Stores $54,159,668 $28,192,888 $25,966,780
443: Electronics & Appliance Stores $39,662,239 $18,207,800 $21,454,439
444: Building Materials, Garden Equip. & Supply Stores $55,867,950 $54,496,077 $1,371,873
445: Food & Beverage Stores $296,352,981 $353,880,934 -$57,527,953
446: Health & Personal Care Stores $57,086,219 $41,290,184 $15,796,035
448: Clothing & Clothing Accessories Stores $73,294,564 $33,715,963 $39,578,601
451: Sporting Goods, Hobby, Book & Music Stores $23,614,865 $64,418,521 -$40,803,656
452: General Merchandise Stores $119,267,848 $64,982,399 $54,285,449
453: Miscellaneous Store Retailers
(florist, office supplies, gift stores, etc.) $28,057,162 $23,200,721 $4,856,441
722: Food Services & Drinking Places $198,799,425 $154,017,563 $44,781,862
Total Leakage $208,091,480
Estimated Supportable Square Footage 924,823
Windsor Economic Development Strategic Plan Marketek, Inc. 13
14. Retail Market Analysis
Retail Analysis – Potential
Windsor Retail Market Opportunities
•Unique specialty POTENTIAL SUPPORTABLE RETAIL SPACE
Windsor Retail Market Area
2008-2018
•Discount
Merchandise/Service Total New
•Big Box Category Supportable Space (SF)
Shoppers Goods 848,003
Potential Supportable New Space
Convenience Goods 111,154
(Retail Market Area)
Restaurants 220,112
• 924,823 SF based on existing
Entertainment 18,294
demand
Personal Services 22,709
• 295,448 SF based on future
demand Total 1,220,272
Windsor Economic Development Strategic Plan Marketek, Inc. 14
15. Economic & Business Climate
Business Climate Factors
• Housing Affordability
• Quality of Life Factors
• Workforce & Education
• Available Space
• Commute Time
• Business Support Resources
• Image & Reputation
Windsor Economic Development Strategic Plan Marketek, Inc. 15
16. Business Outlook
Windsor Business Survey Results (38 responses)
Reasons for Locating in Windsor Recent Business Levels
• Hometown • Steady business - 15
• Demographics & growth • Moderate expansion - 10
• Sense of community • Declining business - 10
How would you characterize your recent business activity level?
Rapid growth
Moderate growth
Steady
Declining
0 2 4 6 8 10 12 14 16
Number of Responses
Windsor Economic Development Strategic Plan Marketek, Inc. 16
17. Business Outlook
73% – Excellent or Good Place to Do Business
Windsor Advantages
• Sense of community & family-
friendly atmosphere
• Business environment & resources
• Location & accessibility
Windsor Disadvantages
• Lack of marketing
• Competition with Santa Rosa
• “No growth” attitude
Windsor Economic Development Strategic Plan Marketek, Inc. 17
18. Business Outlook
Business Survey Results
Improving Windsor’s Business How do you rate your confidence
Climate in Windsor’s economic future?
• Reduce restrictions on businesses
• Increase nightlife at Town Green Don't
know
11%
• Better marketing High
29%
Low
• Business mix – attract local 18%
residents & tourists
Confidence in Windsor
• Moderately confident – 12 Mod-
erate
• Highly confident – 8 42%
• Low confidence – 5
Windsor Economic Development Strategic Plan Marketek, Inc. 18
19. Economic Development Vision Statement
“In the year 2020 Windsor has quietly
distinguished itself as one of the most livable
communities in the Western United States.
Windsor’s success is the direct result of its ability
to take advantage of its location in the heart of
wine country without relinquishing its identity as
a wonderful place to raise families and enjoy a
sense of genuine community…”
Windsor Economic Development Strategic Plan Marketek, Inc. 19
20. Windsor’s Top Competitive Assets
Downtown Windsor Green Construction
and Services
Retail
Development
Agriculture, Food & Wine
Community
Tourism
Leadership
+ Business Climate = Windsor’s 7 Strategic Initiatives
Windsor Economic Development Strategic Plan Marketek, Inc. 20
21. Windsor’s 7 Strategic Initiatives
Organizing for Success Retail Expansion
Green Construction &
Downtown Development
Services
Tourism Industry
Business Climate Expansion
Expansion
Wine & Culinary
Expansion
Windsor Economic Development Strategic Plan Marketek, Inc. 21
22. 1. Organizing For Success
Opportunities Challenges
Better exposure of Improved clarity on
resources & incentives econ dev responsibilities
Excellent partners Limited visibility
Untapped local talent Potential community divide
“We all take pride in living and working here.
Let’s work to engage more of the local
businesses and residents…
More community-bonding is
needed.”
Windsor Business Owner
Windsor Economic Development Master Plan Marketek, Inc.
WindsorEconomic Development Strategic Plan Marketek, Inc. 22
23. 1. Organizing For Success
1.1 Roles and Responsibilities
1.1.1 Build Consensus & Adopt Vision for Economic Success
1.1.2 Create Economic Develop. Dept. Organization Chart
1.1.3 Expand Staff Assistance
1.1.4 Create Internal Business Solutions Team
1.1.5 Monitor and Measure Progress on the EDSP
1.2 External Visibility & Collaboration
1.2.1 Communicate Who is in Charge of Economic Development
1.2.2 Promote the Economic Development Strategic Plan
1.2.3 Increase Visibility in Sonoma County Initiatives
1.3 Broaden Leadership Base
1.3.1 Pursue a Community
Leadership Program
Windsor Economic Development Master Plan Marketek, Inc.
WindsorEconomic Development Strategic Plan Marketek, Inc. 23
24. 2. Green Construction & Services
Opportunities Challenges
Green practices demand Green industry fast changing,
‘green’ installers multi-faceted
Sonoma County high Stiff competition
visibility in this niche
Mandatory Green Building
Shiloh Sustainable Village Standards add to project costs
High fuel costs inc’d Strict ordinance impact
market for green contractors/homeowners
Windsor Economic Development Strategic Plan Marketek, Inc. 24
25. 2. Green Construction & Services
2.1 Promote Local Green Building
2.1.1 Develop a Green Services Showcase Center
2.1.2 Research a Permanent/Larger Sustainability Complex
2.1.3 Update Website to Highlight Green Services/Activities
2.1.4 Support/Promote Sustainable Demonstration Projects
2.2 Green Incentives
2.2.1 Develop and Actively Market Green Incentives
2.3 Green Building Industry Cluster
2.3.1 Create a Green Building and
Services Cluster Group
Windsor Economic Development Strategic Plan Marketek, Inc. 25
26. 3. Tourism Industry Expansion
Opportunities Challenges
Capitalize on Windsor as Wayfinding signage
overnight, family
Competition
destination
Increase and package family
Capitalize on wine industry
activities
Promote central location
Better promote and link local
Boutique hotel assets
SMART rail line
Windsor Economic Development Strategic Plan Marketek, Inc. 26
27. 3. Tourism Industry Expansion
3.1 Family Destination Branding & Marketing
3.1.1 Brand Windsor as Sonoma’s Premier Family Destination
3.2 Visitor Infrastructure
3.2.1 Create a Windsor Tourism Team
3.2.2 Physical Improvements to Support Tourism Expansion
3.3 Attract Family Venues
3.3.1 Pursue Location of Children’s Museum in Windsor
3.3.2 Develop a Destination Playground
3.4 Boutique Hotel
3.4.1 Conduct Feasibility Study For Boutique Hotel
3.5 Meeting Space Venues
3.5.1 Evaluate Potential for Add’l Meeting Space
3.6 Tourism & Youth
3.6.1 Involve Youth in Tourism
Windsor Economic Development Strategic Plan Marketek, Inc. 27
28. 4. Wine and Culinary Expansion
Opportunities Challenges
Location in heart of Pinot Noir Put Windsor on wine/culinary
map
Events, tasting rooms, cross-
marketing Well organized effort;
incentives
Encourage youth
involvement in food industry Results will
take time
Year-round farmer’s market
Leverage existing
culinary assets to
create new
collaborations
Windsor Economic Development Strategic Plan Marketek, Inc. 28
29. 4. Wine and Culinary Expansion
4.1 Collaboration & Marketing Connections
4.1.1 Organize a Half-Day Facilitated Winemaker Forum
4.1.2 Explore Formation of Windsor Wine & Food Association
4.1.3 Organize a Get Close to Your Food Tour/Camp
4.2 Organize a Signature Windsor Event
4.2.1 Develop an Event Master Plan
4.2.2 Implement Plan for Inaugural Event in
Fall 2009
4.3 Culinary Center
4.3.1 Explore Culinary Collaborative and
Other Partnerships
4.4 Connect to Other Initiatives
Windsor Economic Development Strategic Plan Marketek, Inc. 29
30. 5. Retail Expansion
Opportunities Challenges
Retail leakage; niches to fill Define community desires
(chain vs. independents;
Target prospects to
business types)
locations-business
clustering Population growth limits retail
growth
Small flexible retail space
Need retail recruitment protocol
Youth entrepreneurship &
business incubation Hispanic consumers shopping
out of town
Windsor Economic Development Strategic Plan Marketek, Inc. 30
31. 5. Retail Expansion
5.1 Retail Expansion Program
5.1.1 Develop Targeted Business Recruitment Campaigns
5.2 Commercial Property Inventory
5.2.1 Identify/Inventory Developable Commercial Properties
5.3 Retail Strategy
5.3.1 Develop Market Position/Strategy for
Commercial Areas
5.4 Retail Retention & Expansion
5.4.1 Help Existing Business Succeed and Thrive
5.4.2 Encourage Local Retail Start-Ups
5.5 Local Shopper Attraction
5.5.1 Create Shop Local Campaign w/
6 Mo. Activity Schedule
5.5.2 Develop Survey of Shopping Preferences
Windsor Economic Development Strategic Plan Marketek, Inc. 31
32. 6. Downtown Development
Opportunities Challenges
Completion of Loop Retail Diversity Needed
Prime Development Sites Consensus Needed on
Marketing Plan
Multi-purpose Center
Signage
SMART rail line
High Vacancies
Available space
Business Clustering Needed
Windsor Economic Development Strategic Plan Marketek, Inc. 32
33. 6. Downtown Development
6.1 Create a Sustainable Organization
6.1.1 Implement Practices of a Main Street Program/Org.
6.2 Coordinated Marketing & Promotion
6.2.1 Create Coordinated & Comprehensive Marketing Plan
6.3 Business Attraction Campaigns
6.3.1 Develop Business Attraction Campaigns
6.4 Retail Leasing Strategy
6.4.1 Match Business Prospects to Vacant Properties
6.5 Expand Employment Base
6.5.1 Attract Mid-Size Office Users as Employment Anchors
6.6 Loop Completion & Development Strategy
6.6.1 Create Plan for the Loop and Top Infill Sites
6.7 Multi-Use/Multi-Purpose Center
6.7.1 Conduct Market and Site Feasibility Analysis
Windsor Economic Development Strategic Plan Marketek, Inc. 33
34. 7. Business Climate Expansion
Opportunities Challenges
Streamline Permitting & Limited Inventory of Ready-
Development Procedures to-Go Industrial Land
Address Town’s No Growth Locating Higher Wage,
Image Higher Employee/Acre Cos.
Focused Industrial Retain & Expand
Strategy/Policy Local Businesses
Business License Program Perception of
Business-Unfriendly
Windsor Economic Development Strategic Plan Marketek, Inc. 34
35. 7. Business Climate Expansion
7.1 Business Retention
7.1.1 Continue and Systematize Business Visitation
Program
7.2 Industrial Property Availability
7.2.1 Identify and Maintain Industrial Job Creation Sites
7.2.2 Expand Industrial Land near Conde Lane & Shiloh
Road
7.2.3 Prepare Electronic Property Information Sheets
7.3 Industrial Jobs Growth
7.3.1 Create Policy Encouraging Min. Jobs per Sq. Ft.
7.3.2 Target Developer for Job-Intensive Industrial Park
7.3.3 Monitor Industrial Location Project Leads/RFPs
7.3.4 Promote Windsor as Family Friendly &
Business Ready
7.3.5 Create Email Outreach Program to
Industrial Brokers
Windsor Economic Development Strategic Plan Marketek, Inc. 35
36. 7. Business Climate Expansion
7.4 Image & Positive Messaging
7.4.1 Improve Windsor’s Reputation as Business-Friendly
7.4.2 Train Staff to Work with Businesses
7.4.3 Expand Why Windsor? Section of Econ Dev. Website
7.5 Quality of Life
7.5.1 Invest in Assets and Amenities
7.5.2 Host Sustainable Development
Speaker Series
Windsor Economic Development Strategic Plan Marketek, Inc. 36
37. Windsor Economic Development
Strategic Master Plan
Christa Johnson and David Kelley, Town of Windsor
Mary Bosch, Marketek, Inc.
December 3, 2008
Editor's Notes
The purpose of the EDSP is to identify specific strategies and create a workplan to stimulate economic and business development by providing a roadmap for the formulation and implementation of a program that creates higher-skill, higher-wage jobs; raises income levels; diversifies the economy; and improves the quality of life, while protecting the environment
These come from General Plan
ESRI
Be sure to say WHY….?? …. The surplus….
Be prepared to answer Big Box and Discount….specialty….
Mention excerpt
Mention that the Community Leadership is throughout plan---many community partners…..