This slide is for display to the audience to show them how they will vote on your polls in your presentation. You can remove this slide if you like or if the audience is already comfortable with texting and/or voting with Poll Everywhere.Sample Oral Instructions:Ladies and gentlemen, throughout today’s meeting we’re going to engage in some audience polling to find out what you’re thinking, what you’re up to and what you know. Now I’m going to ask for your opinion. We’re going to use your phones to do some audience voting just like on American Idol.So please take out your cell phones, but remember to leave them on silent. You can participate by sending a text message.This is a just standard rate text message, so it may be free for you, or up to twenty cents on some carriers if you do not have a text messaging plan. The service we are using is serious about privacy. I cannot see your phone numbers, and you’ll never receive follow-up text messages outside this presentation. There’s only one thing worse than email spam – and that’s text message spam because you have to pay to receive it!
Press F5 or enter presentation mode to view the poll\r\nIn an emergency during your presentation, if the poll isn't showing, navigate to this link in your web browser:\r\nhttp://www.polleverywhere.com/multiple_choice_polls/MjEyNjI1OTYyMgIf you like, you can use this slide as a template for your own voting slides. You might use a slide like this if you feel your audience would benefit from the picture showing a text message on a phone.
Press F5 or enter presentation mode to view the poll\r\nIn an emergency during your presentation, if the poll isn't showing, navigate to this link in your web browser:\r\nhttp://www.polleverywhere.com/multiple_choice_polls/LTMyNjUxODk5MwIf you like, you can use this slide as a template for your own voting slides. You might use a slide like this if you feel your audience would benefit from the picture showing a text message on a phone.
Press F5 or enter presentation mode to view the poll\r\nIn an emergency during your presentation, if the poll isn't showing, navigate to this link in your web browser:\r\nhttp://www.polleverywhere.com/multiple_choice_polls/LTEwODE1Njk3OAIf you like, you can use this slide as a template for your own voting slides. You might use a slide like this if you feel your audience would benefit from the picture showing a text message on a phone.
Press F5 or enter presentation mode to view the poll\r\nIn an emergency during your presentation, if the poll isn't showing, navigate to this link in your web browser:\r\nhttp://www.polleverywhere.com/multiple_choice_polls/MTAyNDA4MzUyOAIf you like, you can use this slide as a template for your own voting slides. You might use a slide like this if you feel your audience would benefit from the picture showing a text message on a phone.
IEDC Atlas Understanding the Product - IEDC Marketing and Attraction
IEDC Marketing andAttraction: Understanding the Product 1
Questions We Will Answer1. What is the purpose of knowing everything about my community?2. What data should I measure about my community?3. Who are the audiences for the data I produce?4. What formats do those consumers want information in?5. How to use data to position your community6. What data should I measure about my organization?7. How should I go about selecting targeted industries?8. Who in the organization should do this work?9. What tools make it easier for me?10. What should I outsource versus do in house? 3
Download the slides, listen to thevideo, continue the dialogue • Continue the Conversation: – Follow us on Twitter: www.twitter.com/AtlasAd – Tweet questions using hashtag #AskAtlas – Join Next Gen Economic Development Marketers LinkedIn Group • View and share the slides with your colleagues (available now): http://bit.ly/fQB6hC 4
What hasn‟t changed: To make a difference, we have to serve companies face to face.Our main value is the information we possess. 13
What has changed:The ways we start conversations have changed forever. 14
What High Performance EconomicDevelopment Is• It is the first measurement of the outcomes (Inquiries, jobs, capital investment) that EDO‟s create on this scale.• It proves the ways we make a difference, and in some cases, the ways we don‟t.• It can help drive your strategic and marketing planning using actual outcomes, instead of activities, using national benchmarks as your guide. 15
What Data Should IMeasure about my Community? 16
Don‟t reinvent the wheel – startwhere others have left off Demographics Four year colleges Labor Union information Labor Force Community colleges Transportation assets Employment by Vocational/ technical Real estate industry centers occupancyNew companies to the Payroll costs by Utilities area industry Military bases Average salary by Environmental occupation information Research institutions Workers comp costs GovernmentInternational resources Quality of Life Available Real Estate 17 http://www.iedconline.org/?p=data_standards
Who Are the Audiences for the Data I Produce? 18
Consider your audience whenspending your time:1. Site selectors and companies value workforce, labor, cost, and other comparative data.2. Your investors, stakeholders, and other local businesses want to know about the performance of the economy over time. 20
Tracey Hyatt Bosman1. Based in Chicago, IL2. Former economic developer3. Specializes in renewable energy and data centersMidwest Practice Leader – Biggins, Lacy and Shapiro 21
What Tracey needs anddoesn‟t needWhat We Need What We Don‟t• Contact information • General labor statistics• Incentive programs • Secondary source wage• Tax rates information• Recent announcements • Real estate listings• Industry-targeted info • Rankings• Map of your territory • Distance to other major• Largest employers cities• Area colleges and universities 22
Keith Gendreau• Based in Cushman & Wakefield‟s headquarters in New York City, NY, moving to Minneapolis this fall• Consulting Manager within C&W‟s Global Business Consulting division• Geographer by Trade. Master‟s Degree in Economic Development• Very specialized skills in GIS analysis and tools 23
Site Selection Trends• The location strategy process has remained largely unchanged over the past decade. What has changed are the timeframe and tools for which to deliver results and recommendations. Today, more so than ever, clients are: • Making decisions quickly and efficiently; • Seeking available buildings meeting specific requirements; • Cost sensitive (labor, utilities, freight, occupancy, incentives offset); and, • Interested in the „bottomline‟ operating cost vs. non-cost environment classic tradeoff.• General Trends • C&W Business Consulting has experienced a significant uptick in site selection activity by foreign companies seeking to manufacture products locally in the United States vs. abroad • Exchange rates and rising transportation costs a possible contributing factor to foreign interest • Continued revelation of spatial integration of data 24
Decision Support DataSources and Tools• C&W Global Business Consulting maintains the most up to date demographic databases and spatial analysis tools to execute projects of this type. Geographic Information Systems (GIS) Mapping Comprehensive demographic and segmentation database Comprehensive Industry employment forecast, population mobility data Location specific wage database Spatial and non-spatial data integration 25 C&W Team, 150+ years of specific relevant experience
Case Study 1:Workforce Analysis• Situation: – Headquarters relocation from Midwest – Includes a new showcase manufacturing facility – Critical international air service requirement• Once 2 priority metros were identified, a sub-market location screen was conducted: – Headquarters • “Cluster” analysis focused on satisfying executive lifestyles including, quality- of-life, commute times, and airport access. – Manufacturing Facility • Facility must reside within 45-60 minutes of the new headquarters. Human resources driven, other key considerations include sites/buildings and incentives.• Results support: • Site recommendations for due-diligence field study (define top two headquarters and three manufacturing in order of preference) • Viability of least preferred markets 26 • Likelihood and magnitude of incentive benefits
Case Study 1:Workforce Analysis• To identify best HQ submarkets, the analysis focused on resident characteristics aligned with relocatee demographics and quality-of-life indicators.• Plotting of “executive lifestyle clusters” (green shading) within a 60-minute drivetime of Philadelphia airport.• Client expressed interest in considering the Navy Shipyard as a possible co-location scenario for both manufacturing and headquarters operations.• Radnor submarket & vicinity identified as optimally positioned for maximum regional 27 commutable executive housing options.
Your local stakeholders want youropinion and analysis1. What are the trends in the local economy?2. What does this data mean?3. What does it mean for their business?LAEDC: 25,000 person mailing list, updates sent weekly 28
What Formats Do Those Consumers Want Information in? 29
Sample Formats and Delivery Data Delivery Format methodWorkforce data Online, in GIS In GIS system, system exporting to excelEmployment data Online Downloadable ExcelCost data Online Downloadable ExcelInfrastructure Online GIS maps and illustrated mapsCommentary on Online, in print Narrative 30the economy
What Data Should IMeasure About My Organization? 31
Key organizational data(for internal use)1. Interactions with the organization a. Web visits b. Inquiries and companies served2. Impact of the organization a. Jobs created/influenced b. Capital investment3. Other operating metrics 32
Benchmark your community‟s activityagainst similarly sized communities http://Atlas2012BenchmarkingSurvey.questionpro.co m 33
How to select targeted industries•The easy way: Use the industries that states andregions you are in have selected•The hard way: Do your own research, and dopositioning statements for each industry. If youhave no differentiators for an industry, don‟t selectthe industry.•The expensive way: Hire a firm for a 3-9 monthstudy 37
DIY: Foundation for positioning1. Decide on your audience2. Understand their drivers and needs3. Understand who your comparison communities are4. Do the research on yourself and the other communities5. Find out the one or two unique elements of your community 38
How to use data to position your community competitivelyPositioning is answering thefollowing questions: For: Aerospace, Biomedical location decision makersWho are my target customers? Who need: Highly technicalWhat are their needs? workforce, competitive laborWhat type of community are costs, and access to intl. airportwe in their minds? Houston is: a large regionWhat needs of theirs do we That offers: Workforce trainedmeet? by NASA and the Texas MedicalWhat needs of theirs do we Center, and a cost of doingmeet better than other business that is 5% below thecommunities? national average Unlike: Other large cities, Houston has a larger workforce pool at costs as much as 30% 39 less than comparable coastal communities.
Who in the OrganizationShould Do This Work? 40
Roles in the organization (in house) Title Research they Key audience access servedExecutive All All, including investors, stakeholdersBusiness Product research Relocating, andDevelopment Expanding companiesMarketing Product research Relocating, and Expanding companiesResearch All Internal and external audiences 42
What Should I Outsource Versus do In House? 46
What should I outsource vs. domyself? Data Do in house OutsourceComparative Xproduct dataTime series Xproduct data andnarrativeOrganizational Xdata 47
Contact Atlas Contact information: 1128 Grant Street Denver, CO 80203 Contact: Ben Wright t: 303.292.3300 x 210 benw@Atlas-Advertising.com www.Atlas-Advertising.com LinkedIn Profile | LinkedIn Group | Twitter | Blog | Slidespace 48