This document outlines a marketing strategy to support the Strategic Economic Plan (SEP) for Northamptonshire. The strategy aims to establish Northamptonshire as a top performing Local Enterprise Partnership (LEP) recognized for its delivery capabilities and strategic vision. Key goals include attracting new investment and jobs, supporting business growth, developing skills, and promoting infrastructure and housing development. The strategy identifies high profile moments from 2014-2017 and emphasizes collaboration with partners. It provides marketing objectives and plans for each of the SEP's four focus areas: business and innovation, employment and skills, infrastructure and connectivity, and housing. Expected results include measurable impacts across public relations, digital media, social media, and leverage of sponsorship funds.
WENA Market Product Strategy from GST ResearchCole Wirpel
The document outlines the market research process undertaken by GIP Market Research Global to define key issues and trends in the WENA region. It involved reviewing reports, current data on AIESEC's platform, employment data, and discussions. Two industries were identified - enabling incubators/startups and the energy industry. For each, the document proposes a marketing subproduct and IT talent subproduct, provides an example TN, discusses evidence and recommendations for implementation, and suggestions training for members to sell the strategies effectively.
Prince George economic development model for Delta?DeltaChamber
The document summarizes the strategic plan and initiatives of Prince George's Economic Development Authority. The authority aims to enhance Prince George as a sustainable, knowledge-based resource economy connected to the world. Its 2011-2013 strategic plan has 5 thrusts: strategic leadership and partnerships, downtown development, sustainable connections, resource-based economy, and knowledge-based economy. It outlines objectives and timeframes for each thrust area to achieve its vision of positioning Prince George as an opportunity for business and quality of life.
The Partnerships and Business Development Lead will be responsible for securing partnerships and jobs for graduates of Generation Spain's skills training programs. Specifically, the role involves forging institutional partnerships to provide funding and infrastructure, and securing employer commitments to hire graduates. Key responsibilities include developing strategic partnerships, fundraising, managing employer relationships, and representing Generation Spain externally. The position is based in Madrid and requires a minimum of 7 years of relevant work experience in fundraising, sales, education or employment fields.
Apprenticeship marketing and_communications_prospectus_march_2015The Pathway Group
This document outlines a proposal for a £500,000 marketing and communications grant to promote apprenticeships in Greater Manchester over two years. Key aspects of the proposal include:
- Developing an online hub and coordinated marketing campaign to increase uptake of apprenticeships.
- The campaign will target potential apprentices, parents, employers, schools and other stakeholders through various marketing activities aligned with national campaigns.
- An online hub will be created to act as a central resource for apprenticeship information in Greater Manchester and will incorporate social media engagement.
- Milestones include developing branding, an initial summer campaign, ongoing campaigns and evaluation of impacts on awareness and participation in apprenticeships.
China Interactive Education 2010 Q3 Earning Releasesierrallc
China Interactive Education reported financial results for the third quarter of 2010, with revenues increasing 117% over the previous quarter to $11.6 million due to strong demand for their new interactive classroom solutions and electronic learning products. However, net income decreased 27% to $2.2 million due to higher costs associated with the new product lines and increased marketing expenses to promote the new brand. For the nine month period, revenues increased 120% to $26.5 million while net income decreased 45% to $3.3 million due to the factors affecting the third quarter results as well as increased selling and administrative expenses. The company updated their 2010 guidance to project full year revenues between $52-54 million and net income between $8.
2021 Job description Generation Spain - Partnership ManagerLaila Muharram Rey
Seeking a Partnerships and Business Development Lead who embodies the values, understands the future challenges and opportunities for business development and is passionate
about creating impact in Spain’s education to employment ecosystem.
The Outset Norfolk programme exceeded its targets by helping over 600 people consider self-employment and creating over 50 businesses. A county council cabinet member praised the programme for its success in growing the local economy and encouraging enterprise. The programme utilized over 2,100 hours of volunteer mentor time to provide tailored support to disadvantaged individuals, helping more people start businesses than expected.
Halifax, Nova Scotia's current economic plan (Strategies for Success-2005-2010) expires this fall. All three levels of government and the private sector are working together to develop a renewed Economic Strategy for 2011-2016.
The Greater Halifax Partnership is leading this review and renewal process which began in April 2010 and will conclude in March, 2011. Throughout the process, we are sharing the evolution of the strategy. This is a living document that will continue to evolve until the strategy is approved in late March, 2011.
WENA Market Product Strategy from GST ResearchCole Wirpel
The document outlines the market research process undertaken by GIP Market Research Global to define key issues and trends in the WENA region. It involved reviewing reports, current data on AIESEC's platform, employment data, and discussions. Two industries were identified - enabling incubators/startups and the energy industry. For each, the document proposes a marketing subproduct and IT talent subproduct, provides an example TN, discusses evidence and recommendations for implementation, and suggestions training for members to sell the strategies effectively.
Prince George economic development model for Delta?DeltaChamber
The document summarizes the strategic plan and initiatives of Prince George's Economic Development Authority. The authority aims to enhance Prince George as a sustainable, knowledge-based resource economy connected to the world. Its 2011-2013 strategic plan has 5 thrusts: strategic leadership and partnerships, downtown development, sustainable connections, resource-based economy, and knowledge-based economy. It outlines objectives and timeframes for each thrust area to achieve its vision of positioning Prince George as an opportunity for business and quality of life.
The Partnerships and Business Development Lead will be responsible for securing partnerships and jobs for graduates of Generation Spain's skills training programs. Specifically, the role involves forging institutional partnerships to provide funding and infrastructure, and securing employer commitments to hire graduates. Key responsibilities include developing strategic partnerships, fundraising, managing employer relationships, and representing Generation Spain externally. The position is based in Madrid and requires a minimum of 7 years of relevant work experience in fundraising, sales, education or employment fields.
Apprenticeship marketing and_communications_prospectus_march_2015The Pathway Group
This document outlines a proposal for a £500,000 marketing and communications grant to promote apprenticeships in Greater Manchester over two years. Key aspects of the proposal include:
- Developing an online hub and coordinated marketing campaign to increase uptake of apprenticeships.
- The campaign will target potential apprentices, parents, employers, schools and other stakeholders through various marketing activities aligned with national campaigns.
- An online hub will be created to act as a central resource for apprenticeship information in Greater Manchester and will incorporate social media engagement.
- Milestones include developing branding, an initial summer campaign, ongoing campaigns and evaluation of impacts on awareness and participation in apprenticeships.
China Interactive Education 2010 Q3 Earning Releasesierrallc
China Interactive Education reported financial results for the third quarter of 2010, with revenues increasing 117% over the previous quarter to $11.6 million due to strong demand for their new interactive classroom solutions and electronic learning products. However, net income decreased 27% to $2.2 million due to higher costs associated with the new product lines and increased marketing expenses to promote the new brand. For the nine month period, revenues increased 120% to $26.5 million while net income decreased 45% to $3.3 million due to the factors affecting the third quarter results as well as increased selling and administrative expenses. The company updated their 2010 guidance to project full year revenues between $52-54 million and net income between $8.
2021 Job description Generation Spain - Partnership ManagerLaila Muharram Rey
Seeking a Partnerships and Business Development Lead who embodies the values, understands the future challenges and opportunities for business development and is passionate
about creating impact in Spain’s education to employment ecosystem.
The Outset Norfolk programme exceeded its targets by helping over 600 people consider self-employment and creating over 50 businesses. A county council cabinet member praised the programme for its success in growing the local economy and encouraging enterprise. The programme utilized over 2,100 hours of volunteer mentor time to provide tailored support to disadvantaged individuals, helping more people start businesses than expected.
Halifax, Nova Scotia's current economic plan (Strategies for Success-2005-2010) expires this fall. All three levels of government and the private sector are working together to develop a renewed Economic Strategy for 2011-2016.
The Greater Halifax Partnership is leading this review and renewal process which began in April 2010 and will conclude in March, 2011. Throughout the process, we are sharing the evolution of the strategy. This is a living document that will continue to evolve until the strategy is approved in late March, 2011.
The document discusses updates related to HEIF (Higher Education Innovation Fund) funding. It provides details about the new DIUS (Department for Innovation, Universities, and Skills) department and its strategic objectives. It then summarizes the proposed formula for allocating HEIF4 funding, which will give less weight to university size and more to income from small/medium enterprises. Most institutions will see funding increases, with substantial increases for many. An evaluation of past HEIF funding rounds is also discussed.
This document provides a summary and analysis of Botswana's 2014/15 national budget. It discusses the key features of the budget, including maintaining existing infrastructure, funding economic infrastructure, and social welfare programs. It notes that while the budget aims to promote growth, Botswana's growth rates have slowed and remain below targets. The analysis recommends a greater focus on effective implementation of programs and sector-specific strategies to promote diversification and non-mining sector growth.
The document outlines an Inove program presented by Vale to develop local suppliers in Oman. It discusses the context of Vale's investments in Oman and challenges in developing local supply chains. It then summarizes the results achieved by Vale's Inove program in Brazil and proposes applying a similar approach in Oman, including conducting a supply and demand diagnosis, identifying gaps, and developing an action plan to support local Omani suppliers. Next steps proposed include sharing technology with local Brazilian suppliers and organizing supplier missions to Oman.
There is no direct link between international trade and economic growth or poverty reduction - this relationship depends on coherent government policies. For trade to benefit an economy, a country must identify its trade interests and implement consistent trade policies and strategies. Successful trade also requires resources and capacity building at all levels, from trade analysis to implementing agreements, as well as participation from all relevant stakeholders.
This document summarizes the business case for establishing a business in Guelph, Ontario. It highlights Guelph's central location within North America, low costs of doing business including taxes and labor, highly skilled workforce, culture of innovation and support for R&D, and partnerships between local government, businesses and post-secondary institutions. The document provides statistics on Guelph's economy, demographics, industries and major employers to promote the benefits and opportunities of doing business in the city.
Where In The World_Business Process Outsourcing_low_2015Krasimir Antonov
This document summarizes the key points of a report published by Cushman & Wakefield on business process outsourcing (BPO) and shared service center locations. It discusses how global economic and political events have impacted BPO dynamics and costs. Emerging markets like China and India are no longer seen as attractive due to rising costs, while countries like Vietnam and the Philippines have emerged as major players. The report also examines trends like reshoring, outsourcing driving innovation, and the development of niche markets. It describes the methodology used to develop Cushman & Wakefield's BPO and shared service location index, which is designed to help companies evaluate locations based on factors like risk, costs, and their individual requirements
The document outlines a strategic framework for economic development in the Bay Area, including a vision, four main goals, and supporting objectives. The vision is for a dynamic, resilient, innovative and inclusive economy providing opportunities and prosperity for all. The four goals are to: 1) Improve the business climate and retain/expand key industries and innovation, 2) Improve workforce training and economic mobility, 3) Provide sufficient housing and work spaces, and 4) Prioritize infrastructure investments to address strains on public services and transportation. Objectives under each goal provide specific, measurable targets to work towards through implementation strategies.
The document outlines the priority areas and strategic goals of Renewal of Halifax Regional Municipality’s Economic Strategy. The 4 priority areas are: 1) Developing more qualified people for high-wage jobs, 2) Developing a vibrant urban core as the primary economic driver, 3) Developing an entrepreneurship ecosystem to reduce risk and improve productivity, and 4) Marketing Halifax as a global city. Each priority area includes 3-4 specific strategic goals to work towards that objective.
Sello Manyapye has over 30 years of experience in sales, marketing, business development, and operations management. He has a proven track record of growing revenue, expanding market share, and building client relationships. He is skilled in strategic planning, new business development, budget management, and key account management. His areas of expertise also include training, community relations, and risk analysis.
Matthew Spry, NLP: What role can planning play in stimulating economic growth?PAS_Team
This document summarizes an economic planning presentation about the role of planning in stimulating economic growth. It discusses how planning can shape markets through various instruments like developing plans, strategies and visions to guide development. It provides examples of how planning can make places more attractive for business investment by considering quality of life, infrastructure, and available land and space for growth. The document also notes how economic and retail trends are changing, requiring planning to adapt policies and properties to support clusters, technology, convenience retail, and experiential leisure.
This 3-sentence summary provides the high-level information about the document:
The document outlines the 2017-2021 strategic plan of Tools for Self Reliance, an organization that empowers people in Africa to build sustainable livelihoods through vocational training and business support. The plan details Tools for Self Reliance's model, goals to expand successful programming, increase annual funding to £1 million by 2021, and share lessons learned to have greater impact on poverty reduction across Africa. Tools for Self Reliance aims to support over 1,200 people annually through expanded partnerships and in-country presence.
This document provides a summary of an individual's professional experience and qualifications. The individual has extensive experience in business expansion, marketing, strategic partnerships, and leadership. Areas of expertise include business growth strategies, marketing, partnership development, revenue generation, and public speaking. Notable roles include consulting to help companies expand revenue, partnerships, and leads through marketing and business development. The individual also has experience leading teams and business units to achieve significant growth.
This document contains a summary of Hellen Kariuki's professional experience and qualifications. She has over 15 years of experience in business development, marketing, sales, and fundraising. Her current role is as an Account Manager at Symphony, a large IT company in Kenya, where she manages client relationships and works to expand the business. Previously, she held marketing and fundraising roles for an athletics foundation and sales roles for media companies. She has a bachelor's degree in social sciences and is proficient in tasks like client relations, proposal writing, and data analysis.
Kiran Mistry has over 20 years of experience in business development, project management, inventory planning, and supply chain roles. He has a proven track record of successfully generating revenue, negotiating deals, and delivering projects on time and under budget. Notable achievements include generating over £150,000 in revenue through a transportation services deal and implementing an EPOS system rollout for 400 stores across multiple countries.
Philips Andre Manning: Planning, research & accountabilityVPRA
The document provides an overview of Philips' Planning, Research & Accountability department (VPRA). It notes that VPRA has 150 communications professionals globally and 25 at their Amsterdam headquarters. It also discusses key metrics for measuring communications effectiveness such as impressions, message penetration, tone, and Net Promoter Score. The document emphasizes the importance of goal setting, measurement, transparency and replicability in communications evaluation according to the Barcelona Principles. It provides examples of Philips' measurement methodology and shows output metrics for August 2013.
This CV summarizes Mark Day's career in sales spanning over 15 years, primarily within the IT and telecommunications industries. He currently works as an Enterprise Sales Manager at Virgin Media Business, where he leads a team of 6 account managers and has consistently exceeded sales targets. Prior roles include Senior Business Development Manager, Account Manager, Strategic Account Manager, and Sales Manager at various telecom and medical equipment companies. Mark holds relevant certifications and a BTEC National Diploma, and seeks to leverage his proven track record of success in sales management and business development.
Bis g6 finance business partner jd 150116Edward Harvey
This job posting is for up to 7 Finance Business Partner roles in the Department for Business, Innovation and Skills located in London and Sheffield. The roles will involve partnering with business areas to ensure financial governance and provide financial analysis to inform decision making. Key responsibilities will include managing budgets, developing business cases, and leading a team of finance professionals. Ideal candidates will have an accountancy qualification and experience analyzing complex financial information and translating it for non-finance audiences.
The Genesee Regional Chamber of Commerce 2010-2011 Strategic Plan aims to collaborate with public, private, and nonprofit partners to maximize economic growth in the region. The plan's key objectives are to diversify the local economy, increase investment and job creation, and enhance workforce development. Strategies include business retention and expansion efforts, attracting new investment and jobs, and strengthening partnerships across sectors. The Chamber will measure progress towards annual goals for job creation, investment, and other economic indicators.
Lanthorn Consulting provides strategic advisory services to help clients succeed in complex markets like defense, security, and transport. They have over 30 years of experience working with private and public sector organizations. Their services include developing robust business strategies and plans, assisting clients to enter new markets and win business, and building client capabilities. Some of their recent projects involved supporting strategic planning for the UK Ministry of Defense and emergency planning governance for a critical infrastructure program.
Lanthorn Consulting provides strategic advisory services to help clients succeed in complex markets like defense, security, and transport. They work with clients of all sizes to develop robust business strategies and plans, enable market entry and growth, and increase revenues. Their experienced directors bring over 30 years of expertise delivering business success across sectors. They take a collaborative approach, building client capability while achieving goals like new client wins, market share growth, and performance improvement.
Ian Grieve is seeking a new role that allows him to apply his 20 years of finance experience. He has worked for Nexus for the past 10 years, where he is currently responsible for delivering financial analysis and business cases for major projects. Prior to this, he held roles at Newcastle City Council and You Move Estate Agents. He is qualified through CIMA and has a BTEC in Business and Finance.
The document discusses updates related to HEIF (Higher Education Innovation Fund) funding. It provides details about the new DIUS (Department for Innovation, Universities, and Skills) department and its strategic objectives. It then summarizes the proposed formula for allocating HEIF4 funding, which will give less weight to university size and more to income from small/medium enterprises. Most institutions will see funding increases, with substantial increases for many. An evaluation of past HEIF funding rounds is also discussed.
This document provides a summary and analysis of Botswana's 2014/15 national budget. It discusses the key features of the budget, including maintaining existing infrastructure, funding economic infrastructure, and social welfare programs. It notes that while the budget aims to promote growth, Botswana's growth rates have slowed and remain below targets. The analysis recommends a greater focus on effective implementation of programs and sector-specific strategies to promote diversification and non-mining sector growth.
The document outlines an Inove program presented by Vale to develop local suppliers in Oman. It discusses the context of Vale's investments in Oman and challenges in developing local supply chains. It then summarizes the results achieved by Vale's Inove program in Brazil and proposes applying a similar approach in Oman, including conducting a supply and demand diagnosis, identifying gaps, and developing an action plan to support local Omani suppliers. Next steps proposed include sharing technology with local Brazilian suppliers and organizing supplier missions to Oman.
There is no direct link between international trade and economic growth or poverty reduction - this relationship depends on coherent government policies. For trade to benefit an economy, a country must identify its trade interests and implement consistent trade policies and strategies. Successful trade also requires resources and capacity building at all levels, from trade analysis to implementing agreements, as well as participation from all relevant stakeholders.
This document summarizes the business case for establishing a business in Guelph, Ontario. It highlights Guelph's central location within North America, low costs of doing business including taxes and labor, highly skilled workforce, culture of innovation and support for R&D, and partnerships between local government, businesses and post-secondary institutions. The document provides statistics on Guelph's economy, demographics, industries and major employers to promote the benefits and opportunities of doing business in the city.
Where In The World_Business Process Outsourcing_low_2015Krasimir Antonov
This document summarizes the key points of a report published by Cushman & Wakefield on business process outsourcing (BPO) and shared service center locations. It discusses how global economic and political events have impacted BPO dynamics and costs. Emerging markets like China and India are no longer seen as attractive due to rising costs, while countries like Vietnam and the Philippines have emerged as major players. The report also examines trends like reshoring, outsourcing driving innovation, and the development of niche markets. It describes the methodology used to develop Cushman & Wakefield's BPO and shared service location index, which is designed to help companies evaluate locations based on factors like risk, costs, and their individual requirements
The document outlines a strategic framework for economic development in the Bay Area, including a vision, four main goals, and supporting objectives. The vision is for a dynamic, resilient, innovative and inclusive economy providing opportunities and prosperity for all. The four goals are to: 1) Improve the business climate and retain/expand key industries and innovation, 2) Improve workforce training and economic mobility, 3) Provide sufficient housing and work spaces, and 4) Prioritize infrastructure investments to address strains on public services and transportation. Objectives under each goal provide specific, measurable targets to work towards through implementation strategies.
The document outlines the priority areas and strategic goals of Renewal of Halifax Regional Municipality’s Economic Strategy. The 4 priority areas are: 1) Developing more qualified people for high-wage jobs, 2) Developing a vibrant urban core as the primary economic driver, 3) Developing an entrepreneurship ecosystem to reduce risk and improve productivity, and 4) Marketing Halifax as a global city. Each priority area includes 3-4 specific strategic goals to work towards that objective.
Sello Manyapye has over 30 years of experience in sales, marketing, business development, and operations management. He has a proven track record of growing revenue, expanding market share, and building client relationships. He is skilled in strategic planning, new business development, budget management, and key account management. His areas of expertise also include training, community relations, and risk analysis.
Matthew Spry, NLP: What role can planning play in stimulating economic growth?PAS_Team
This document summarizes an economic planning presentation about the role of planning in stimulating economic growth. It discusses how planning can shape markets through various instruments like developing plans, strategies and visions to guide development. It provides examples of how planning can make places more attractive for business investment by considering quality of life, infrastructure, and available land and space for growth. The document also notes how economic and retail trends are changing, requiring planning to adapt policies and properties to support clusters, technology, convenience retail, and experiential leisure.
This 3-sentence summary provides the high-level information about the document:
The document outlines the 2017-2021 strategic plan of Tools for Self Reliance, an organization that empowers people in Africa to build sustainable livelihoods through vocational training and business support. The plan details Tools for Self Reliance's model, goals to expand successful programming, increase annual funding to £1 million by 2021, and share lessons learned to have greater impact on poverty reduction across Africa. Tools for Self Reliance aims to support over 1,200 people annually through expanded partnerships and in-country presence.
This document provides a summary of an individual's professional experience and qualifications. The individual has extensive experience in business expansion, marketing, strategic partnerships, and leadership. Areas of expertise include business growth strategies, marketing, partnership development, revenue generation, and public speaking. Notable roles include consulting to help companies expand revenue, partnerships, and leads through marketing and business development. The individual also has experience leading teams and business units to achieve significant growth.
This document contains a summary of Hellen Kariuki's professional experience and qualifications. She has over 15 years of experience in business development, marketing, sales, and fundraising. Her current role is as an Account Manager at Symphony, a large IT company in Kenya, where she manages client relationships and works to expand the business. Previously, she held marketing and fundraising roles for an athletics foundation and sales roles for media companies. She has a bachelor's degree in social sciences and is proficient in tasks like client relations, proposal writing, and data analysis.
Kiran Mistry has over 20 years of experience in business development, project management, inventory planning, and supply chain roles. He has a proven track record of successfully generating revenue, negotiating deals, and delivering projects on time and under budget. Notable achievements include generating over £150,000 in revenue through a transportation services deal and implementing an EPOS system rollout for 400 stores across multiple countries.
Philips Andre Manning: Planning, research & accountabilityVPRA
The document provides an overview of Philips' Planning, Research & Accountability department (VPRA). It notes that VPRA has 150 communications professionals globally and 25 at their Amsterdam headquarters. It also discusses key metrics for measuring communications effectiveness such as impressions, message penetration, tone, and Net Promoter Score. The document emphasizes the importance of goal setting, measurement, transparency and replicability in communications evaluation according to the Barcelona Principles. It provides examples of Philips' measurement methodology and shows output metrics for August 2013.
This CV summarizes Mark Day's career in sales spanning over 15 years, primarily within the IT and telecommunications industries. He currently works as an Enterprise Sales Manager at Virgin Media Business, where he leads a team of 6 account managers and has consistently exceeded sales targets. Prior roles include Senior Business Development Manager, Account Manager, Strategic Account Manager, and Sales Manager at various telecom and medical equipment companies. Mark holds relevant certifications and a BTEC National Diploma, and seeks to leverage his proven track record of success in sales management and business development.
Bis g6 finance business partner jd 150116Edward Harvey
This job posting is for up to 7 Finance Business Partner roles in the Department for Business, Innovation and Skills located in London and Sheffield. The roles will involve partnering with business areas to ensure financial governance and provide financial analysis to inform decision making. Key responsibilities will include managing budgets, developing business cases, and leading a team of finance professionals. Ideal candidates will have an accountancy qualification and experience analyzing complex financial information and translating it for non-finance audiences.
The Genesee Regional Chamber of Commerce 2010-2011 Strategic Plan aims to collaborate with public, private, and nonprofit partners to maximize economic growth in the region. The plan's key objectives are to diversify the local economy, increase investment and job creation, and enhance workforce development. Strategies include business retention and expansion efforts, attracting new investment and jobs, and strengthening partnerships across sectors. The Chamber will measure progress towards annual goals for job creation, investment, and other economic indicators.
Lanthorn Consulting provides strategic advisory services to help clients succeed in complex markets like defense, security, and transport. They have over 30 years of experience working with private and public sector organizations. Their services include developing robust business strategies and plans, assisting clients to enter new markets and win business, and building client capabilities. Some of their recent projects involved supporting strategic planning for the UK Ministry of Defense and emergency planning governance for a critical infrastructure program.
Lanthorn Consulting provides strategic advisory services to help clients succeed in complex markets like defense, security, and transport. They work with clients of all sizes to develop robust business strategies and plans, enable market entry and growth, and increase revenues. Their experienced directors bring over 30 years of expertise delivering business success across sectors. They take a collaborative approach, building client capability while achieving goals like new client wins, market share growth, and performance improvement.
Ian Grieve is seeking a new role that allows him to apply his 20 years of finance experience. He has worked for Nexus for the past 10 years, where he is currently responsible for delivering financial analysis and business cases for major projects. Prior to this, he held roles at Newcastle City Council and You Move Estate Agents. He is qualified through CIMA and has a BTEC in Business and Finance.
MM - Wider Economic Benefits and Business Case Development 2016Stephen Cox
This document discusses how the company can help clients assess the economic impact of local development projects to support infrastructure funding and economic growth. It provides specialist support throughout a project from planning to delivery, using tools like economic modeling to develop robust business cases. The company applies multi-disciplinary expertise from its global team to help clients deliver infrastructure schemes and achieve wider social and economic benefits for local areas.
The document discusses the formation and goals of Coast to Capital, a Local Enterprise Partnership (LEP) in southeast England. It aims to drive economic growth through enterprise and international trade. Its goals over 5 years include creating 4,500 new businesses, 4,000 more exporting businesses, and 20,000 new jobs. It will work with local councils and businesses to promote entrepreneurship, boost international trade, provide funding, and improve skills and education.
Planning can shape markets in several ways:
1. Through plans, strategies and visions that articulate how places should change over time and encourage private sector actors to help implement and invest in that vision.
2. By considering the implications of land allocations and ensuring sufficient employment space is available to accommodate business expansion.
3. By reforming property rights to encourage developer behavior that meets policy objectives and development opportunities.
This document outlines draft priorities for the Leeds City Region Local Industrial Strategy. It summarizes the region's economy, strengths, and challenges like its productivity gap compared to the UK average. The priorities identified to address in the strategy include supporting businesses and innovation, building on the healthcare sector, environmental sustainability, developing skills, and creating healthy communities where everyone can reach their potential.
Similar to Marketing Strategy for LI May 2016 (20)
2. 1.0 Introduction
The purpose of this strategy is to concentrate resources on optimal opportunities, with the aim of achieving local,
regional and national visibility, as well as sustainable competitive advantage. The strategy and accompanying Page
Plans set out our priorities for the coming three years; enabling everyone working in, or closely with, NEP Marketing
and Communications to understand our collective goals and take ownership of achieving excellence in our
communications.
1.1 Goal setting; what do we aim to achieve?
This marketing strategy is underpinned by an ambitious growth strategy. The Strategic Economic Plan (SEP) for
Northamptonshire outlines NEP and our partners’ growth strategy, which will deliver 32,500 new jobs and 37,000
new homes by 2021; increasing to 70,000 new jobs and 80,000 new homes by 2031.
We know that Northamptonshire is the place for growth, but it is important that our local and regional partners
understand this, as well as the rest of the UK and beyond. Our goal is to work in collaboration with Government,
business and our wider partners and stakeholders to deliver economic growth, increased prosperity, more jobs and a
well-qualified workforce. Our marketing strategy establishes NEP as:
One of the UK’s preeminent LEPs,
Recognised both for its delivery and strategic capability,
A thought leader in local, regional, national and key sector trade networks,
An organisation whose opinions matter, and
Representing a county that delivers on its ambition and priorities.
See Appendix One – SEP Strategy on a Page for more information.
1.2 Background to Northamptonshire
Northamptonshire continues to enjoy one of the fastest growing populations and highest employment rates in the
country, reflecting the vibrancy of the economy and our overall lifestyle offer.
Northamptonshire is positioned in the SEP as The Place for Growth - perfectly situated at the heart of the country
and the crossroads of the rail and road network, providing a premier location for inward and local investors.
Importantly, Northamptonshire has a serious appetite for growth, welcoming employment and housing
development, with a portfolio of market ready sites and premises to deliver on our ambitions.
1.3 Outperforming our Competitors through differentiation and collaboration
One of 39 LEPs in the UK with responsibility for driving economic growth in partnership with the private and public
sector, NEP has an excellent track record to build upon, with 95% of our businesses commending us.
Different from many other LEPs, in that we deliver products and services to businesses and are effectively resourced
to do so, through effective collaboration we will accelerate the reputation of NEP as a high performing ‘top 3’ LEP –
an authority not only on the whole local economy locally, but also in the national LEP landscape – an asset to
Northamptonshire with a voice at the micro ‘super local’ level through to the national and international stage.
2.0 Context; High Profile Moments
2014-17 will be marked by a series of planned high profile events and milestones, where marketing and
communications will play a significant role (some 2014-15 examples are included in Figure 1.0 below). Whilst these
high profile moments will shape the months ahead and demand the very best of our team, of equal import is the
vital day-to-day function which underpins not only the delivery, but also the strategic reputation building and overall
effective operation of NEP.
Our challenge is to enable sufficient resource to be allocated to the day-to-day even during the busiest times. To this
end, effective planning and collaboration will be a prerequisite of achieving excellence in our communications. An
annual events programme (already in development) shaped in conjunction with business area leads will enable
equitable planning for all SEP related areas.
3. 2.0.1 FIGURE 1.0 – High Profile Moments
2.1 Collaboration
Building effective partnerships will play an increasingly important role in the coming months. At the time of writing
NEP is at a key point of transition as it gears up to deliver its SEP and European Structural and Investment Fund (ESIF)
Strategy, moving from a strong delivery focus to an organisation that is equally known for its strategic capability,
economic intelligence, inclusivity, commissioning capability and whole system mobilisation. Through effective
collaboration NEP’s transition will be communicated to a local, national and international audience, with the
organisation positioned as a high performing ‘top 3’ authoritative LEP in the process. We will draw not only on the
voices of trusted intermediaries (partners) but also our recently refreshed and wholly representative governance
structure.
2.1.1 FIGURE 2.0 – Partnerships – see over.
4.
5. 2.2 Our Environment
See Appendix Two - Northamptonshire SWOT.
3.0 Corporate and Marketing Objectives
Our strategy concentrates resources on the four key strands of the SEP, each having distinct marketing objectives
which are as follows:
Business and Innovation
Attract new investment to the county
Pursue opportunities to extend market reach
Support retention and development of big employers
Support key sector development
Enable business start-up and growth
Enable easy access to business support, funding and advice
Help businesses to internationalise their products
Employment and Skills
Help implement the Northamptonshire Skills strategy, prioritising future workforce supply-side issues
Champion high quality education and training
Attract young people into growth sectors
Stimulate apprenticeship referrals
Communicate progress in relation to critical infrastructure developments
Infrastructure and Connectivity
Communicate the immediate impacts of transport / office space investment as an enabler of local growth:
removing barriers to sustainable growth, accelerating housing delivery and bringing employment sites to market
Articulate the benefits of specific transport / office space investments, e.g. via Northamptonshire Revolving
Infrastructure Fund (NRIF), Local Growth Fund (LGF) and Growing Places Fund
Champion Northamptonshire’s collaborative approach to infrastructure investment across all areas – physical,
environmental, digital and social – as well as the benefits of investment in specific projects (right product, right
place)
Support the promotion of market ready major investment sites
Housing
Build the narrative at local level; Northamptonshire’s fast growing population, accelerated housing development
that is imperative to meet anticipated 2021 demand
Endorse the benefits to the local economy / communities of Northamptonshire’s sustainable approach;
Sustainable Urban Extensions (SUEs) and their important contribution to achieving housing targets
Champion best practice examples e.g. Priors Hall (OU recognised catalytic investment)
Help communicate the distinct and different housing markets that operate within Northamptonshire
4.0 The Plan for each business area
To follow are one page plans for each business area. These plans summarise:
Key partners
Target audience
Messaging
High profile moments
Day to day
Proposed marketing mix
Assumptions and principles of our approach
Budget
In delivering this work we advocate good planning (with flexibility where its needed); collaboration, where it makes
sense, from the micro ultra-local level through to regional and national partnerships; working with targets that are
measurable, expressed numerically where possible and focussed on outcomes not outputs; where possible relating
work to changing attitudes / behaviours; cost effective channels and routes to market.
6.
7.
8.
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10. 5.0 Expected Results
The marketing function will deliver measurable results for all four key SEP areas. In addition the University of
Northampton will support with an annual awareness benchmarking exercise for brand Northamptonshire.
Corporate metrics will vary according to objectives, will be agreed in advance with business area leads, and will
typically include:
PR/Press and Public Affairs Lobbying – both qualitative and quantitative performance measures, concentrating on
agreed targets / influence / tone and share of voice etc.
Web / digital – year on year increases in web engagement and E-Communications, as well as improved conversion
rates in relation to enquiries e.g. funding streams, Growth Hub leads.
Social Media – consistently top 3 in the LEP landscape on social media channels (based on an industry standard
KLOUT scoring).
Leverage - sponsorship and commercial contributions secured to part finance marketing activity.