1

GEDAAnnual Conference 2012:

Using Marketing in the Battle to be the Best EDO

2

About Atlas AdvertisingAtlas 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– Webster City, Iowa

3

Fun with themes

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

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.

6

Getting your input, and sharing it anonymously via text

7

8

Questions we will answer1. 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?

9

A few principles that drive (or should drive) economic development marketing

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.

11

At some point, if we don’t shape the debate over what results are important, other parties will do that for us.

12

As economic developers, we are the sales, service, and product development portion that drives the ultimate vitality of our product – our communities.

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.

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.

15

Due to tremendously different (and sometimes changing) priorities and capabilities, organizations with similar economies and similar budgets can deliver wildly different results.

16

How research can inform your

marketing decisions

17

Current perceptions-communities in the SE United States

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 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.”

20

Please rate the following in terms of their importance as a source of information:

Factor %

ImportantThird 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%

Trade magazines 7.4%

21

A simple framework for driving results

22

The framework

Generating

Awareness

Generating

Inquiry

Generating Jobs and

Investment

Knowledge of theOrganization

Visits to websitePhone/email inquiriesProspect meetingsProspect pipeline

Number of jobsCapital investment

23

The data we have collected so far

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 report comparing your community to your peers!

25

26

27

We all know that small cities and large communities should get different results. But how different?POPULATION

YEARLY WEB VISITS

INQUIRIES PAST

12 MONT

HS

JOBS WON LAST 12 MONTHS

CAPITAL INVESTMENT WON LAST 12

MONTHS

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

Average for all Sizes

29,181 148

1,768

244,629,502

28

Which one of these is not like the other one?

ORGANIZATION YEARLY

WEB VISITS

INQUIRI

ESJOBS WON

CAPITAL INVESTMENT WON LAST 12

MONTHS

JOBS PER INQUIRY

ANNUAL OPERATING

BUDGET

Ohio Community

43,618

169 4,171 $875,700,000

25

Over $2,500,00

0

Indiana Community

25,572

107 2,329

$424,082,780

22

$500,000 to

$999,000

Tennessee Community

338,388 400 14,415

$2,232,616,082

36

Over $2,500,00

0

Virginia Community

50,236 101 3134 $418,200,000

31

Over $2,500,00

0

Florida Community

67,440

621 4033 $43,600,000

6

Over $2,500,00

0

Average for Above Communities

105,051 280 5,616 $798,839,772 24

29

30

How certain metrics drive ultimate results

31

The average economic development website receives 29,181 unique visits per year, or 2,432 per month.

32

The average economic development website receives 194 unique visits per qualified inquiry.

33

The average economic development organization receives 148 qualified inquiries per year, or 12.3 per 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.

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!

36

How marketing should differ by organizational objective, size and funding type

37

Economic development organizational objectives

Deal focusedInfrastructure/ Policy focused

Retention/ Entrepreneurship focused

Mission Jobs and wealth from outside

Awareness, Inquiry

Jobs and wealth from inside

Improve the business environment

Key audience

Site selectors, prospective companies

Site selectors, prospective companies

Local companies and entrepreneurs

Local elected officials, government

Metrics Deals closed, deals in pipeline

Awareness, inquiries/mo.

Meetings, issues solved, policy

Projects built, legislation passed

Staffing ½ business developers, ½ marketers

2/3 marketers and information producers

½ business developers, ½ , service providers

½ lobbyists, ½ policy/infrastructure

Core Skills Service, person to person communication, sales.

Content creation, digital communications

Service, consulting

Lobbying, public affairs

Promotion focused

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

39

2012’s Top tactics for each organizational size and type

40

How to focus your Marketing at the correct “moment” for the company

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 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 state3. 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.

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.

44

Highest Performers by Market Size

Extra Large Market EDO:

(Over 2,500,000

pop):

Large Market EDO (1,000,000

to 2,500,000 pop):

Large Mid- Market EDO:(250,000 to 1,000,000

pop):

Mid Market EDO:

(100,000 to 250,000 pop):

Small Region

(25,000 to 100,000 pop):

Small/Rural City or County

(Under 25,000):

45

46

Thank You!

Contact information:

2601 Blake Street, Suite 301Denver, CO 80205

Contact: Ben Wrightt: 303.292.3300 x 210

benw@Atlas-Advertising.comwww.Atlas-Advertising.com

LinkedIn Profile | LinkedIn Group | Twitter | Blog | Slidespace