FinalCampaignBook-PritchPerfect2

Katie Cheshier, Lucy Colonnetta, Jessica
Dillard, Olivia Guerra, Karen Gutierrez
Prepared by Pritch Perfect:
GREATER OKLAHOMA
CITY CHAMBER
Protect & Progress Campaign Report
December 14, 2016
ECONOMIC DEVELOPMENT

TO: Greater Oklahoma Chamber of Economic Development
FROM: Pritch Perfect
DATE: December 14, 2016
SUBJECT: Research Report
Dear Greater Oklahoma Chamber of Economic Development,
We are pleased to present you the Protect & Progress Campaign to increase
awareness, acceptance, and action among Chamber members, business
owners, and Oklahoma voters. With this campaign, we hope the Greater
Oklahoma City Chamber of Economic Development can protect the State’s
incentive programs and tax credits for years to come. It has been a pleasure
to work with the Chamber and present this campaign for consideration to
achieve your goals.
We thank you for the opportunity to learn more about the Chamber and to
help further its mission.
Sincerely,
COVER LETTER
Pritch Perfect
Pritch Perfect

PROJECT PROPOSAL
TABLE OF CONTENTS
EXECUTIVE SUMMARY3
MEET THE TEAM4
PROBLEM AND MISSION STATEMENT5
SUMMARY OF RESEARCH6
SITUATION ANALYSIS
• INTERNAL FACTORS
• EXTERNAL FACTORS
• TARGET STAKEHOLDERS
• SWOT
• COMPETITIVE ANALYSIS
7
RECOMMENDATIONS
• GOALS
• OBECTIVES
• STRATEGIES
• TACTICS
18
PLAN OF ACTION & MILESTONES38
BUDGET43
APPENDICES44
1

EXECUTIVE SUMMARY
The goal of the Protect & Progress Campaign is to expand the positive relationship between the Greater
OklahomaCityChamber’sEconomicDevelopmentIncentiveProgramsandtheOklahomaCitycommunity
by increasing support of the State’s incentive programs and tax credits from Chamber members, business
owners, and Oklahoma voters. Specifically, this campaign aims to protect and progress the State Incentive
Programs as fundamental aspects of the local economy.
Research demonstrates that the effectiveness the Oklahoma City Chamber of Economic Development
Incentive Programs have on Oklahoma Citizens is questioned or misunderstood. Consequently, each year
these programs are at a high risk of being eliminated due to State budget concerns. In order to combat
these challenges, this plan is focused on increasing the awareness, acceptance, and action of the main
stakeholders.
By employing digital, traditional, and community tactics, this campaign serves as a way to inform and
persuade stakeholders through digital advertising, print media, special events, and outdoor advertising.
Through the objectives, strategies, and tactics of the plan, the motive is to increase the stakeholders’
understanding and acceptance of the incentive programs and tax credits. In conclusion, the call to action
from this campaign encourages engagement with State Legislators to preserve the incentives. This 14-
week campaign will protect and progress Oklahoma City’s incentive programs and tax credits.
3

MEET THE TEAM
4
Major: Public Relations
Minor: Enterprise Studies
Hometown: Dallas, TX
KATIE CHESHIER LUCY COLONNETTA JESSICA DILLARD OLIVIA GUERRA KAREN GUTIERREZ
MEET THE TEAM
Hometown: Wylie, TX
Minor: Human Relations
Hometown: Norman, OK
Minor: Business
Hometown: Houston, TX
Minor: Business
Hometown: Dallas, TX

THE PROCESS
MISSION &
PROBLEM
STATEMENT
PROBLEM STATEMENT:
Oklahoma’s incentive programs have been questioned
regarding the effectiveness they have on Oklahoma’s
economic growth.The following campaign and research will
provide information and recommendations to protect the
State’s incentive programs and tax credits.
MISSION STATEMENT:
The Greater Oklahoma City Chamber of Commerce helps
businesses succeed in Oklahoma City. The Chamber works
to create a business climate that attracts new investment
and enhances growth and expansion opportunities for
existing companies.
5

SUMMARY OF RESEARCH
Pritch Perfect conducted both primary and secondary research in order to gain a better
understanding of how we can build a successful campaign for the Greater Oklahoma City
Chamber of Economic Development. Secondary research was based on findings from
scholarly articles, newspapers, and online sources. Results from secondary research included
information on individual’s opinions of the incentive programs, the unemployment rise in
the State of Oklahoma, and the growth of population in Oklahoma City. Primary research
included five interviews with employees from various Oklahoma chambers, an interview with
an Oklahoma State Representative, and a 10-question survey sent to 500 members of the
Greater Oklahoma City Chamber. Results from the interview showed an overall support of the
incentiveprogramsandmostparticipantssaidtheincentiveprogramswerecrucialtotheState
of Oklahoma. While results from the survey showed Chamber members were in high support
of the incentive programs, their responses showed an overall lack of awareness. Primary and
secondary research methods allowed Pritch Perfect to create the Protect & Progress Campaign
to increase awareness, acceptance, and action of the incentive programs and tax credits.
6

INTERNAL FACTORS
EXTERNAL FACTORS
TARGET STAKEHOLDERS
SWOT ANALYSIS
COMPETITIVE ANALYSIS
SITUATION
ANALYSIS
7

FACTOR 1: LOCAL ORGANIZATION
The Greater Oklahoma City Chamber of Economic Development is a local organization that supports and defends the interests of the corporate
community in the Oklahoma City area. According to the“About the Chamber”page on the Greater Oklahoma City Chamber Website, the Chamber
is organized into an Economic Development division that works closely with community and business leaders. Their team works to attract new
businesses and provide high-quality jobs to the OKC community (“About the Chamber,”2016). Economic Development strives to enhance quality of
life in OKC by focusing on public improvements (“Economic Development,”2016).
FACTOR 2: ATTRACTS NEW BUSINESSES
The Chamber takes a stand to protect the incentive programs in order to provide success for the OKC community. The Chamber does this through
leading business efforts to expand current companies, recruit new businesses, and develop an involved entrepreneurial setting. Ultimately, these
efforts create quality jobs and a diverse economy (“Economic Development,” 2016). For example, the Community Redevelopment division works
to boost retail development in OKC among neighborhoods that lack retail activity (“Retail Development,” 2016). As a result, this will continue to
improve social health and the community’s economy.
FACTOR 3: IMPROVEMENT
The Chamber has access to many resources such as the City Government, a sufficient budget, over 4,000 members, stakeholders, 65 staff members,
The Greater Oklahoma City Partnership, and Forward OKC. The Chamber believes they are a well-respected organization throughout the community,
but continues to strive for improvement in all areas. The Chamber of Economic Development’s core competencies meet their mission to be the voice
of businesses and the visionary organization in OKC (“What We Do,”2016).
INTERNAL FACTORS
SITUATION ANALYSIS
8

SURROUNDING
CITIES
OUT-OF-STATE
COMPETITIORS
The cities surrounding Oklahoma
City, such as Tulsa and Edmond,
are competing with OKC to bring
in new businesses, and vice-versa.
BUDGET CRISIS
There are 10 out-of-state cities
that have been ranked the best for
economic growth presented on
Business Facilities’ (2016) website.
Oklahoma City was not included
in the ranking. Three cities on the
top-10 list are San Antonio, TX,
Reno-Sparks, NV, and Kansas City,
MO.
The $1.3 billion budget crisis in
the State of Oklahoma is causing
the economic growth of OKC to
decline. The future of the incentive
programs is unpredictable and
the future is unforeseen. There
is uncertainty as to whether the
state legislators want to keep the
programs.
1 2 3
EXTERNAL FACTORS
SITUATION ANALYSIS
9

TARGET STAKEHOLDERS
CHAMBER MEMBERS
When researching the Oklahoma City Chamber of Economic Development, it was discovered that most of
the resources found for this subject were very broad and not specific to the Economic Chamber. The target
stakeholders were chosen based on research of who is knowledgeable about the incentives as well as who
benefits the most from them.The research team will be targeting three stakeholders.The target stakeholders
will allow Pritch Perfect to present an ideal representation of what these different groups want to know and
the different ways they will be targeted. The target stakeholders will allow Pritch Perfect to present an ideal
representation of what these different groups want to know and the different ways they will be targeted.
SITUATION ANALYSIS
The first target audience will be Chamber
Members in favor of the incentive
programs. Chamber members that favor
the economic development incentive
programs are the individuals that can
have a higher influence on others. The
motivations of these members are to
drive OKC forward and help develop a
smaller gap between the government
and the people.
REGISTERED VOTERS BUSINESS OWNERS
The second target stakeholder will be
Oklahoma voters and this audience will
range from 18 year olds to senior citizens.
Voters can be a priority when it comes to
saving the incentive program because
they can have an influence on Oklahoma
State Legislators.
The third target stakeholder will be
business owners. The audience will be
large-scale businesses that can benefit
from the incentive programs and
tax credits. By increasing awareness,
acceptance, and action this stakeholder
has the opportunity to influence State
LegislatorstoprotecttheState’sincentive
programs.
10

REGISTERED VOTER
LISA WHITE
I do not know much
about the State’s
incentive programs.
I feel like they don’t
really have an
effect on me as an
individual.
MOTIVATIONS: Her children and
husband
GOALS: Wants her kids to succeed in
school, be financially stable
BEHAVIORS: Minimally informed with
the State’s incentive programs, manages
family finances
SITUATION ANALYSIS
“
”
PRIMARY STAKEHOLDER
PAIN POINTS: Watches the news a lot,
worries about her husband’s job security
11

BUSINESS OWNER
MIRANDA COVES
With the help
of Oklahoma’s
incentive programs
my business
has expanded
more than I ever
imagined.
MOTIVATIONS: Feeling of self-worth in
fulfilling a lifelong dream, financial stability,
being her own boss
GOALS: Making a living, making own
unique mark in the community
BEHAVIORS: Hardworking, values
networking to promote her business, creates
relationships with customers
PAIN POINTS: Competition, long hours,
online shpping
SITUATION ANALYSIS
“
”
SECONDARY STAKEHOLDER
12

“
OKC CHAMBER MEMBER
JOSE MORALES
MOTIVATIONS: Improving
Oklahoma’s quality of life, to help increase
awareness of incentive programs,
development of Oklahoma’s economy
GOALS: Setting an example for his
children, develop areas in Oklahoma that
lack retail
PAIN POINTS: Lack of time being a
parent and business owner, fear of voicing
opinions that will drive business away
SITUATION ANALYSIS
BEHAVIORS: Making business
connections with other members,
promotes the incentive programs on social
media to increase awareness
”
Oklahoma’s
incentive programs
are vital to the
State. As a
business owner
and Chamber
member, it is my
job to protect them.
SECONDARY STAKEHOLDER
13

STRENGTHS OPPORTUNITIES
WEAKNESSES THREATS
• Number one most affordable metro
for young adults
• One of top 2016’s best large cities to
start a business
• Number one city worth moving to in
order to launch a business
• One of the top-10 fastest-growing
cities
• The local, state, and federal incentive
programs
• Continue to help businesses through
its existing incentives
• Continue to enhance the quality of life
in Oklahoma
• Enhance the Chamber website and
make it more functional for the general
public
• Increase interaction and
communication on social media
platforms
• There is a lack of awareness
surrounding the incentive programs
• There are doubts on the
effectiveness of the programs
• OKC does not offer some incentive
programs that other states offer
• The State Official’s lack of acceptance
of the incentive programs
• The lack of communication and
awareness
• Competing cities and states
• The increasing unemployment rate
• Oil and gas downturn
S
W
O
T
SWOT
SITUATION ANALYSIS

Since 2015, the State of Oklahoma has faced
major economic issues from the downturn
of the oil and gas industry. This energy
downturn led to a $1.3 billion budget crisis
in which Oklahoma House of Representatives
were forced to cut funding to various
statewide and governmental organizations.
In an effort to create the State’s final budget,
Oklahoma State Representatives highly
considered the elimination of the State’s
incentive programs and tax credits. However,
the Greater Oklahoma City Chamber of
Economic Development sees each program
as vital to Oklahoma to create economic
growth, enhance quality of life, and expand
new businesses within the city. In addition,
the Chamber of Economic Development has
called the incentive programs and tax credits
a necessity, as each of the other 49 states has
similar programs in some shape or form.
Although Oklahoma’s State incentive
programs and tax credits are considered to
be on the“chopping block”when creating the
State’s budget, state officials should realize
the importance of these programs when
trying to remain competitive among other
states. In comparison to Oklahoma City’s top
competitors, Oklahoma City did not rank in
the top-10 list of cities for economic growth
potential. The following list is taken from
Business Facilities’(2016) website:
1. San Antonio, TX
2. Reno-Sparks, NV
3. Huntsville, AL
4. Salt Lake City, UT
5. Cleveland-Akron-Canton, OH
6. El-Paso, TX
7. Charleston-Berkeley County, SC
8. Frederick County, MD
9. Kansas City, MO
10. Boulder, CO

COMPETITIVE ANALYSIS
SITUATION ANALYSIS
15

OUR OBJECTIVES
In an effort to gain a better understanding of Oklahoma City’s top economic development competitors, our research team analyzed three cities from the
top-10 list: San Antonio, Texas, Reno-Sparks, Nevada, and Kansas City, Missouri, which will be discussed in the table on page 18. The cities listed on the table
can be considered a few of Oklahoma City’s top competitors.The competitor analysis table takes a look at the strengths of various cities while also comparing
each city to Oklahoma City. Without the incentive programs and tax credits, Oklahoma will lose its competitive edge among other cities and become less
relevant when businesses are looking for a city to call home. While Oklahoma City employs various programs to stand out among other cities, San Antonio,
Reno-Sparks, and Kansas City offer other unique propositions as to why a business may choose to expand in those cities instead of Oklahoma City.
COMPETITIVE ANALYSIS CONT.
SAN ANTONIO RENO-SPARKS KANSAS CITY
One unique proposition San Antonio utilizes is InSA.
InSA is a program that helps make international
business as simple as possible. It is known as the
initiative to “make San Antonio the largest export
center in the United States” (“InSA,” 2012, para. 1).
InSA helps with the export of a business’ products
globally as well as domestically. This program gives
businesses direct contact with groups that can
make their business known around the world. InSA
could potentially attract entrepreneurs more than
Oklahoma City (“InSA,” 2012). This program gives
businesses direct contact with groups that can make
their business known around the world. InSA could
potentiallyattractentrepreneursmorethanOklahoma
City (“InSA,”2012).
Next, Reno-Sparks offers a program called the Young
Entrepreneurs Academy (YEA!).YEA! offers a year-long
program to educate middle and high school students
the fundamentals of beginning and running their own
business (“The Chamber,” 2015). This program allows
students to work with a real business and become
CEO’s of their own companies (“The Chamber,” 2015).
YEA! is a unique proposition to Reno-Sparks because
this shows the Reno-Sparks Chamber not only focuses
on helping college graduates and other individuals
with their entrepreneurial efforts, but also middle
and high school students. YEA! believes if younger
individuals can gain hands-on business experience
at an earlier time than college, they will be able to
potentially expand their business within the Reno-
Sparks community and further develop the economy
(Roberts, 2015).
Finally, one of the unique propositions Kansas City
offers is the Land Clearance for Redevelopment
Authority (LCRA) property tax abatement. The LCRA
incentive is intended to influence investment and
support in the removal of neglected and abandoned
buildings located in urban renewal areas (“Tax
Abatement,” 2016). This plan offers up to “100% real
property tax abatement on property improvements
for up to 10 years”(“Tax Abatement,”2016, para. 3).This
program is somewhat similar to Oklahoma’s Historical
Building Rehabilitation Tax Credit, but Oklahoma’s
program wants renovations done to historic buildings,
rather than the option of tearing the building down
and starting over like Kansas City offers.

SIMILARITIES
• 35 companies headquartered in
Kansas city (“Growth Areas,” 2016)
• Expansion Authority
• LCRA Property Tax Abatement
• InSA, Café Commerce
• San Antonio Economic
Development Foundation,
considered one of the fastest-
growing cities in the U.S. (“Why is
San Antonio,” n.d.)
• Young Entrepreneurs Academy
(YEA!)
• Combining two cities
• Economic Development Authority
of Western Nevada (EDAWN)
• Provides various incentive
programs and tax credits,
which help Oklahoma stand
out among 49 other states
DIFFERENCES
• Both cities have similar quality
jobs programs as well as
enterprise incentives for the
creation of jobs
• OKC has a Business Retention &
Expansion program, as well as a
Business Improvement District,
which is similar to SAGE and
WDC
• OKC also has casino resorts,
award-winning universities,
downtown river walks, and tax
abatements
KANSAS CITY
OKLAHOMA
CITY
SAN ANTONIO
RENO-SPARKS
17

RECOMMENDATIONS
GOALS
OBJECTIVES
STRATEGIES
TACTICS
18

1 9 14 17
GOAL OBJECTIVES STRATEGIES TACTICS

Increase Support For
The State’s Incentive
Programs And Tax
Credits From Oklahoma
Voters, Business
Owners, And Chamber
Members.
CAMPAIGN GOAL:
20

OBJECTIVE 3: To have an effect on the action of
Chamber members specifically for them to reach out
to Oklahoma State Legislators to encourage their
support of Oklahoma’s incentive programs and tax
credits (15 percent of Chamber members by March
2017).
TACTIC 1:
Post weekly updates on Facebook. Send a biweekly email with links to contact
Oklahoma State Legislators.
TACTIC 1: TACTIC 1:
Monthly Lunch & Learn held at the
Chamber.
Post weekly updates on Twitter.
AWARENESS
STRATEGY 1: To inform Chamber members of
Oklahoma’s six incentive programs and tax credits
through a special event.
STRATEGY 1: To persuade Chamber members to
reach out to Oklahoma State Legislators through an
email campaign.
ACCEPTANCE ACTION
OBJECTIVE 2: To have an effect on the acceptance
of Chamber members specifically to advance positive
attitude regarding Oklahoma’s incentive programs
and tax credits (40 percent of Chamber members by
March 2017).
OBJECTIVE 1: To have an effect on the awareness
of Chamber members specifically to understand the
incentive programs and tax credits in Oklahoma (50
percent of Chamber members by March 2017).
STRATEGY 1: To inform Chamber members of the
importance of Oklahoma’s six incentive programs and
tax credits through a social media campaign.
RECOMMENDATIONS
CHAMBER MEMBERS

RECOMMENDATIONS
TACTICS: LUNCH & LEARN
On the first Thursday of every
month, Chamber members will
have the opportunity to attend
a Lunch & Learn to further
their knowledge regarding
the incentive programs and
tax credits. These classes will
be taught by individuals who
are lobbying for the incentive
programs such as Oklahoma
mayors, Oklahoma State
Representatives, or Oklahoma
Chamber presidents. The Lunch
&Learnwilldiscusstwoincentive
programs per class and provide
a free lunch to the 25 Chamber
members who RSVP.
22

RECOMMENDATIONS
TACTICS: SOCIAL MEDIA CAMPAIGN
In order to increase acceptance
and awareness of the incentive
programs for Oklahoma voters,
there will be weekly updates
on social media platforms such
as Facebook and Twitter. These
posts will include information
about the several businesses
that have benefited from the
incentive programs and tax
credits. In addition, the posts
will include infographics,
photos, and videos that will
further engage the user.
23

RECOMMENDATIONS
TACTICS: BIWEEKLY EMAIL
There will be a biweekly email sent to Chamber members with a call-to-
action message encouraging them to contact Oklahoma State Legislators
regarding their support for the State’s incentive programs and tax credits.
The email will discuss the importance of the programs as well as provide a
link to the list of State Representatives’emails.
24

of Oklahoma business owners specifically to
understand the tax incentives in Oklahoma (50
percent of business owners by March 2017).
OBJECTIVE 5: To have an effect on the acceptance
of Oklahoma business owners specifically to advance
positive attitude regarding Oklahoma’s incentive
programs and tax credits (40 percent of business
owners by March 2017).
business owners specifically for them to reach out
credits (15 percent of business owners by March
2017).
RECOMMENDATIONS
AWARENESS ACCEPTANCE ACTION
TACTIC 1 & 2:
Create a video of testimonials of business
owners who have had a positive impact from
the incentive programs.
Host Business After Hours for business
owners to network and hear from prominent
industry professionals.
TACTIC 1: TACTIC 1:
Create a six-episode Podcast series focusing
on one incentive program per episode
including interviews with business owners
and individuals who are lobbying for the
incentives.
STRATEGY 1: To inform business owners of
through a digital media campaign.
STRATEGY 1: Create an advertising campaign
promoting the benefits of the incentive programs
and tax credits.
STRATEGY 1: To inform business owners of the
importance of Oklahoma’s six incentive programs and
tax credits through community relations.
Develop a digital feature story highlighting
an incentive program success story to be
published on The Oklahoman’s website.
BUSINESS OWNERS
STRATEGY 2: Create a Podcast series promoting
thebenefitsoftheincentiveprogramsandtaxcredits.
TACTIC 1:
STRATEGY 2: To inform business owners of
through a traditional media campaign.
Develop a print feature story highlighting
an incentive program success story to be
published in The Oklahoman newspaper.
TACTIC 1:
Create billboard advertisements with a call
to action encouraging business owners to
protect the incentive programs.

RECOMMENDATIONS
TACTICS: VIDEO TESTIMONIAL
Thetestimonialvideowillhelpbusinessownersfurthertheirknowledgeregardingtheincentive
programs and tax credits. For example, Dennis A. Muilenburg, Boeing CEO and president, will
be interviewed for the testimonial video. Boeing benefits from the Aerospace Engineering Tax
Credit and the video will be telling the story of how the incentive programs has helped the
success of the company. The video will be in story telling format. Muilenburg will have three
talking points: experience, expansion, and success. This three minute video will be posted on
YouTube so that it can easily be shared through Facebook and other social media formats.
26

RECOMMENDATIONS
TACTICS: BUSINESS AFTER HOURS EVENT
Business After Hours will be an
event for business owners to
network and hear from prominent
industry professionals. The event
will take place at the Skirvin
Hilton Hotel in February and will
provide drinks, hor d'oeuvres, and
dessert. The Greater Oklahoma
City Chamber President will speak
about the importance of the
incentive programs and the history
of the Skirvin and its success from
Historical Building Rehabilitation
Tax Credit. While 500 invitations
will be sent out, we will expect a
turnout of around 150 people.
27

RECOMMENDATIONS
TACTICS: PODCAST SERIES
The Podcast series will consist of six episodes
discussing individual incentive programs.
The series will explain how listeners can help
protectOklahoma’sincentiveprograms.They
will be recorded, edited, and aired biweekly.
The Podcasts will be targeted to reach
business owners and allow them to engage
and educate themselves. Each episode will
include an interview with individuals who
are lobbying for the incentives and business
owners who have utilized these incentives.
For example, the Quality Jobs episode could
include interviews with CEO’s from Devon,
American Airlines, and AT&T. Questions can
target how Quality Jobs has helped expand
their business. These podcasts will include a
call-to-actionmessageencouraging listeners
to reach out Oklahoma State Legislators
expressing their support for the incentive
programs.
28

RECOMMENDATIONS
TACTICS: BILLBOARDS
In order to highlight the “Protect
and Progress” theme, three
billboards will be placed in high-
traffic locations that are a gateway
to Oklahoma City including
Moore, Downtown Oklahoma
City, and Edmond. They will be
displayed for three months. Each
billboard will be aimed toward
business owners and will feature a
business that has benefited from
the selected incentive program
as well as their CEO. The CEO will
be proudly standing in front of a
symbolic aspect of their business.
The Chamber website address
(okcchamber.com) will be placed
at the bottom of each billboard in
order for business owners to find
out more information. This process
can be done through Lamar
Advertising.
29

RECOMMENDATIONS
TACTICS: FEATURE STORY
The feature story will be published
digitally on The Oklahoman’s website
regarding the history of the Skirvin
Hilton Hotel and its use of the Historical
Rehabilitation Tax Credit. This success
story will allow business owners to
gain a better understanding of how
the Chamber helps Oklahoma City
businesses not only grow and prosper,
but also stay true to their hometown
roots and values. The Skirvin Hotel is a
historic, famed, and loved landmark in
the heart of Downtown Oklahoma City
and without benefiting the Chamber’s
Historical Building Rehabilitation Tax
Credit they wouldn’t be what they are
today.The feature story will highlight this
success story through a warm-hearted
and nostalgic tone that will target all
proud Oklahomans who want to see
their city grow and prosper just like the
Skirvin Hotel.
The Essential Element That is Keeping History Alive in OKC
The Skirvin Hilton, Oklahoma City
The streets of Oklahoma City are filled with years of history. Many historical buildings line the
streets, connecting the new with the old. Certain tax credits are preserving the culture and history
of the City.
Coined as one of the Federal Government's most successful and cost-effective community
revitalization programs by The Oklahoma Historical Society, the Federal Historic and State Tax
Credits helps to keep the history alive in OKC. The tax credits make way for rehabilitation of
historic and older buildings.
The City’s most historical building
The Skirvin Hilton is just one example of how the historic tax credits can bring alive the walls of
a 100- year-old building.
According to The Skirvin Hilton’s website, the hotel first opened its doors in 191l. The hotel was
called “The newest, finest hotel in the Southwest.” The original structure included two 10-story
towers and had 225 rooms. Throughout the years, the hotel hosted several notable figures, such
as Harry Truman, Dwight D. Eisenhower, and Elvis, to name a few.
In 1988, the hotel closed its doors and remained unused until it reopened 19 years later on
February 26, 2007. Today, the Skirvin Hilton remains a historic landmark in OKC.
The hotel offers accommodations for everyone from business savvy to event-goers.
The Skirvin Hilton is one of the many historical buildings that have been revitalized by the
historic tax credits. To learn more about the historic tax credits, contact the State Historic
Preservation Office at Oklahoma Historical Society in OKC.

30

AWARENESS ACCEPTANCE ACTION
of Oklahoma voters specifically to understand the
tax incentives in Oklahoma (50 percent of voters by
March 2017).
OBJECTIVE 8: To have an effect on the
acceptance of Oklahoma voters specifically to
advance positive attitude regarding Oklahoma’s
state incentive programs and tax credits (40 percent
of voters by March 2017).
Oklahoma voters specifically for them to reach out
credits (15 percent of voters by March 2017).
TACTIC 1 & 2:
Post weekly on Facebook with infographics
and videos promoting the incentive
programs.
Create a news article to be published on The
Oklahoman’s website.
Create a commercial public service
announcement that highlights how
Oklahoma has benefited from the incentive
programs.
TACTIC 1: TACTIC 1:
STRATEGY 1: Launch social media campaign
targeting Oklahoma voters regarding the incentive
programs and tax credits.
STRATEGY 1: To inform Oklahoma voters of
through digital media relations.
STRATEGY 1: Launch social media campaign
Post weekly on Twitter with information
regarding the incentive programs.
STRATEGY 2: Create an augmented reality
advertisement campaign.
TACTIC 1:
Facebook social media competition for
most shared posts among voters (Thunder
TIcket Thursday).
STRATEGY2:Launchpublicserviceannouncement
Createaradiopublicserviceannouncement
with information regarding the incentive
programs.
TACTIC 1 & 2:
Augmented reality at bus stop and mall.
STRATEGY 2: To inform Oklahoma voters of the
importance of Oklahoma’s incentive programs and
tax credits through media relations.
TACTIC 1:
Create press releases focusing on monthly
events.
RECOMMENDATIONS
TACTICS: OKLAHOMA REGISTERED VOTERS

RECOMMENDATIONS
TACTICS: AUGMENTED REALITY
The purpose of the augmented reality
advertising is to raise awareness
for Oklahoma voters regarding the
State’s six incentive programs and tax
credits. By utilizing Trifecta Marketing
& Communication’s augmented reality
app, TrifectAR, this advertisement will
allow users to become engaged and
learnmoreabouttheincentiveprograms.
Once an individual opens the TrifectAR
app, and points his or her phone to
the advertisement, the advertisement
will come to life. The screen will have
information about each of the six
incentive programs that the individual
can tap on to learn more information.
In addition, the screen will show which
businesses in Oklahoma have benefited
from the selected incentive program and
providetheusertheopportunitytoreach
out to an Oklahoma State Representative
via email.

FOR IMMEDIATE RELEASE MEDIA CONTACT: CARRIE SNODGRASS
February 6, 2017 csnodgrass@okcchamber.com
GREATER OKLAHOMA CITY CHAMBER THUNDERS UP THE CITY WITH
THUNDER TICKET THURSDAY GIVEAWAY
Economic Development to Host Social Media Thunder Ticket Competition
OKLAHOMA CITY (February 6, 2017) – The Greater Oklahoma City Chamber of Economic
Development will host a social media competition every Thursday in February to promote their
local incentive programs. By engaging in the competition through social media, Oklahomans will
have the opportunity to win free Thunder basketball tickets.
The Greater Oklahoma City Chamber unveiled the social media competition on their website and
social media channels today. ‘Thunder Ticket Thursday’ will allow followers to enter the
competition to win free tickets to Oklahoma City Thunder basketball tickets for this season. The
competition aims to entice Oklahoma City residents to root for the conservation of The
Chamber’s Economic Development local incentive programs while rooting for the Thunder.
To enter the competition to win, followers must simply ‘Like’ The Greater Oklahoma City
Chamber’s Facebook page, ‘Tag’ three friends, and ‘Share’ the post about the giveaway
promoting the incentive programs. The winners will be announced every Friday in February at
noon.
“The boys are excited to partner with the Greater Oklahoma City Chamber to spread the word
about the importance of the Economic Development incentive programs,” said Thunder Center
Steven Adams. “These programs are crucial to the success and growth of our great city and what
better way to promote and protect the programs than by cheering on the best team in the
country,” continued Adams.
Chamber spokesperson John Doe elaborated on the importance of protecting the incentive
programs and the opportunity to partner with the Thunder to promote and preserve them. “The
Thunder organization is one of the largest and most cherished in Oklahoma City and we are
thrilled they have joined the effort to continue growing Oklahoma City as one of the best cities in
the country for jobs,” said Doe.
Follow the Greater Oklahoma City Chamber on Facebook to learn more about Thunder Ticket
Thursday and enter to win!
For more information about the Chamber and incentive programs, visit www.okcchamber.com.
###
RECOMMENDATIONS
TACTICS: PRESS RELEASE
Press releases should be pushed to
the media to announce and highlight
all important Chamber events and
happenings. The sample press release
included in this campaign features the
opportunity to participate in the Greater
Oklahoma City Chamber“ThunderTicket
Thursday” Facebook Competition. It will
be pitched to The Oklahoman, Tulsa
World, Oklahoma Gazette, and OKC BIZ.
Other topics for additional press releases
can include Business After Hours at the
Skirvin, Augmented Reality, and the
airing of a new podcast series featuring
the incentive programs.
33

RADIO PSA
The radio PSA will state, “Oklahoma City depends on the State’s incentive programs to create
vibrant communities and high quality of life.These incentive programs are crucial to bring the best
businessestoOklahoma.However,everyyeartheincentiveprogramsareatriskofbeingeliminated
during the State’s Legislative Session.To learn how you protect and progress Oklahoma’s incentive
programs, visit okcchamber.com.” The PSA will air on three radio stations to attract a wide range
of Oklahoma voters. These stations include: KJ103, Magic 104.1 and Jake 93.3.

RECOMMENDATIONS
TACTICS: COMMERCIAL
Targeting Oklahoma voters, the commercial
will consist of 7-10 professionals with
different careers and will last 30 seconds.
Each professional will be reciting the PSA
that states “Oklahoma City depends on
the State’s incentive programs to create
vibrant communities and high quality of
life. These incentive programs are crucial
to bring the best businesses to Oklahoma.
However, every year the incentive programs
are at risk of being eliminated during the
State’s Legislative Session. To learn how you
protect and progress Oklahoma’s incentive
programs, visit okcchamber.com.” There
will be a constant scene change between
the professionals. The end of the PSA will
bring everyone together to say, “Protect and
Progress Oklahoma’s incentive programs.”
This will demonstrate how the incentive
programs can positively affect every citizen
in OKC.The commercial will be aired 10 times
on News Channel 9.
35

RECOMMENDATIONS
TACTICS: FACEBOOK COMPETITION
Thunder Ticket Thursday will
be an interactive Facebook
competition encouraging
Oklahoma voters to participate
in sharing Oklahoma City
incentive program content. The
competition will start on March
9, 2017 and end on March 23,
2017, and will take place every
Thursday. Users will be asked
to “Like” the Greater Oklahoma
City Chamber Facebook Page,
tag three friends on the post,
and share the post. Winners
will be announced at noon the
following day.
36

RECOMMENDATIONS
TACTICS: NEWS ARTICLE
In order to increase acceptance for Oklahoma voters, there will be a news article
submitted to The Oklahoman’s website. The news article will be focusing on the
Quality Jobs Program and the benefits the program has provided to business owners.
Inaddition,the“ProtectandProgress”picturewillbedisplayedabovethenewsarticle.
37

DECEMBER 2016
PLAN OF ACTION &
MILESTONES
WEEK 1 WEEK 2
12/14 12/19
Campaign presentation
PREPARATION WEEK
Contact Indivuals regarding
video production for
testimonial video
12/22
Follow up for testimonial
video
Pitch press release #1 to media
outlets
12/27
Hire Trifecta for augmented
reality creation
38

JANUARY 2017
WEEK 3 WEEK 5
1/12
Shooting video testimonials Submit feature story to The
Oklahoman
1/15
1/04
1/05
Submit news article to The
Oklahoman
1/19
Record and edit commercial
WEEK 4
Startposting weeklysocialmedia
updates:
• Twitter
• Facebook
Display 3 billboards in designated
locations Release podcast #1
1/03
Record and edit podcast #1
1/17
Lunch & Learn #1
1/10
Release testimonial videos
1/11
Display augmented creation
39

FEBRUARY 2017
WEEK 6 WEEK 7 WEEK 8
Release podcast episode #3
2/07
1/30
Pitch press release #2 to media
outlets
2/01
Start sending biweekly email to
Chamber Members with links to
contact State Officials
2/02
1/24
Release podcast #2
Air commercial
Lunch & Learn #2
1/31
40

FEBRUARY-MARCH 2017
WEEK 9 WEEK 10 WEEK 11
2/28
2/27
Record and edit podcast
episode #5
Start sending biweekly email to
Chamber Members with links to
contact State Officials
2/15
2/17
Business Afters Hours
Pitch press release #3 to
media outlets
2/21
41

WEEK 13WEEK 12
FEBRUARY-MARCH 2017
3/23
Socialmediacompetition
3/21
Record and edit podcast #6 Release of podcast #6
3/14
3/16
Socialmediacompetition
3/09
Social media competition
WEEK 14
3/07
Release of podcast #5
3/08
Radio PSA
42

Budget
December 2016 - March 2017
Digital Advertising Cost Quantity Audience
Hiring Videographer for Video Testimontials 1,000 1 Business Owners
Podcast Series 3,000 6 Business Owners
Commercial 10,000 1 Registered Voters
Hiring Videographer for Commercial 3,000 1 Registered Voters
Social Media Competition 1,800 3 Registered Voters
Radio PSA 1,440 30 Registered Voters
Digital Augmented Reality 4,000 2 Registered Voters
Total 24,240
Print Media Cost Quantity Audience
Feature Story in The Oklahoman 2,500 1 Business Owners
News Article in The Oklahoman 2,500 1 Registered Voters
Total 5,000
Special Events Cost Quanitity Audience
Business After Hours 4,300 1 Business Owners
Lunch & Learn 1,500 3 Chamber Members
Total 5,800
Outdoor Advertising Cost Quantity Audience
Billboards 6,000 3 Business Owners
Outdoor Augmented Reality 2,500 1 Registered Voters
Total 8,500
Other Cost Quantity Audience
Hire Trifecta Marketing for Augmented Reality 1,500 1
What if Not Funded? 3,000
Total 4,500
Budget Total 48,04048,040
Budget
December 2016 - March 2017
Digital Advertising Cost Quantity Audience
Hiring Videographer for Video Testimontials 1,000 1 Business Owners
Podcast Series 3,000 6 Business Owners
Commercial 10,000 1 Registered Voters
Hiring Videographer for Commercial 3,000 1 Registered Voters
Social Media Competition 1,800 3 Registered Voters
Radio PSA 1,440 30 Registered Voters
Digital Augmented Reality 4,000 2 Registered Voters
Total 24,240
Print Media Cost Quantity Audience
Feature Story in The Oklahoman 2,500 1 Business Owners
News Article in The Oklahoman 2,500 1 Registered Voters
Total 5,000
Special Events Cost Quanitity Audience
Business After Hours 4,300 1 Business Owners
Lunch & Learn 1,500 3 Chamber Members
Total 5,800
Outdoor Advertising Cost Quantity Audience
Billboards 6,000 3 Business Owners
Outdoor Augmented Reality 2,500 1 Registered Voters
Total 8,500
Other Cost Quantity Audience
Hire Trifecta Marketing for Augmented Reality 1,500 1
What if Not Funded? 3,000
Total 4,500
Budget Total 48,040
43

COVER LETTER
TO: Greater Oklahoma Chamber of Economic Development
FROM: Pritch Perfect
DATE: November 2, 2016
SUBJECT: Research Report
Dear Greater Oklahoma Chamber of Economic Development,
We are pleased to present to you the research results our campaign group compiled for the Greater Oklahoma City Chamber of Economic Development. The purpose of this report was to learn
more about the Chamber in order to effectively conduct a campaign that will be of best benefit to the Chamber. Our group conducted secondary and primary research and will discuss the
findings in the report. We hope that you will find the information helpful for the Chamber.
We thank you for the opportunity to learn more about the Chamber and to help further its mission.
Sincerely,
Pritch Perfect
EXECUTIVE SUMMARY
The Greater Oklahoma City Chamber of Economic Development is devoted to help businesses succeed in Oklahoma City through creating a business climate that boosts growth and
development opportunities for existing companies. In order to further develop the Oklahoma City community, the Chamber is reliant on various incentive programs and tax credits. However,
every year these programs are at a high risk of being eliminated due to State budget concerns. In order to help protect the State’s programs, our team, Pritch Perfect, has conducted secondary
and primary research methods to gain a better understanding of how our team can build a strong campaign. The following research study seeks to determine the attitudes and opinions from
Oklahoma State Officials, Chamber members, and Oklahoma voters about these programs and credits.
Secondary research included information regarding various viewpoints and facts about the State’s programs. Scholarly articles, newspapers, and online sources presented our team with
information regarding whether the programs are important to Oklahoma’s economic growth, the rising rate of unemployment in Oklahoma, the importance of MAPS 3, and information about
Oklahoma City’s competitors. This research provided our team with a solid foundation of pre-existing information and issues that our team needed to address in our primary research.
Our primary research efforts included both qualitative and quantitative methods. Our qualitative method included several in-depth interviews and our quantitative method included a
10-question survey. The interview questions were aimed towards asking whether the individual found Oklahoma’s incentive programs and tax credits as vital programs to Oklahoma and whether
they believe the State would still be competitive without the programs. Furthermore, survey questions were sent to 500 randomly selected Chamber members and were aimed towards gaining
the members’knowledge and perceptions of the State’s programs. By utilizing both qualitative and quantitative methods, our team was allowed to gain a better understanding of the exact
attitudes and opinions of Oklahoma State Officials’, Chamber members’, and Oklahoma voters’of the State’s incentive programs and tax credits.

PROBLEM STATEMENT
The incentive program in the Oklahoma City Chamber of Economic Development has been questioned regarding the effectiveness it has on Oklahoma’s citizens. The research conducted
will provide information about the attitudes and knowledge regarding Oklahoma’s incentives and tax credits.
INTERNAL FACTORS
The Greater Oklahoma City Chamber of Economic Development is a local organization that supports and defends the interests of the corporate community in the Oklahoma City area.
According to the“About the Chamber”page on the Greater Oklahoma City Chamber Website, the chamber is organized into an Economic Development division that works closely with community
and business leaders. Their team works to attract new businesses and provide high-quality jobs to the OKC community. Economic Development strives to enhance quality of life in OKC by focusing
on public improvements.
The Chamber takes a stand to protect the incentive programs in order to provide success for the OKC community. The Chamber does this through leading business efforts to expand
current companies, recruit new businesses, and develop an involved entrepreneurial setting. Ultimately, these efforts create quality jobs and a diverse economy. For example, the Community
Redevelopment division works to boost retail development in OKC among neighborhoods that lack retail activity. As a result, this will continue to improve social health and the community’s
economy.
The Chamber has access to many resources such as the City Government, a sufficient budget, over 4,000 members, stakeholders, 65 staff members, The Greater Oklahoma City
Partnership, and Forward OKC. The Chamber believes they are a well-respected organization throughout the community but continues to strive for improvement in all areas. The Chamber of
Economic Development’s core competencies meet their mission to be the voice of business and the visionary organization in OKC.
EXTERNAL FACTORS
The Greater Oklahoma City Chamber of Economic Development has several external factors. The first external factor is the cities surrounding Oklahoma City, such as Tulsa and Edmond.
These cities are competing against Oklahoma City to bring in new business, and vice-versa. The next factor is the top cities for economic growth presented on Business Facilities’(2016) website.
Oklahoma City was not ranked as one of the top-10 cities for economic growth. Three cities on the top-10 list are San Antonio, TX, Reno-Sparks, NV, and Kansas City, MO. The environment
surrounding the Chamber is declining due to the $1.3 billion crisis in the state. The future of the incentives programs is unpredictable and the future is unforeseen. There is uncertainty as to
whether the state legislators want to keep the programs.

TARGET STAKEHOLDERS
SWOT ANALYSIS
Strengths:
- Ranked as the number one most affordable metro for young adults
- Ranked as one of the top 2016’s best large cities to start a business
- Ranked as the number one city worth moving to in order to launch a business
- Ranked as one of the top-10 fastest-growing cities
- The local, state, and federal incentive programs
Weaknesses:
- There is a lack of awareness surrounding the incentive programs
- There are doubts on the effectiveness of the programs
- OKC does not offer some incentive programs that other states offer
When researching the Oklahoma City Chamber of Economic Development, it was discovered that most of the resources found for this subject were very broad and not specific to the
Economic Chamber. The target stakeholders were chosen based on research of who is knowledgeable about the incentives as well as who benefits the most from them. The research team will be
targeting four stakeholders. These stakeholders have an influence on the incentives programs from benefiting from them to voting for them.
Chamber members that favor the economic development incentive programs are the ones that can have a higher influence on the people around them. The first stakeholder the
research team will target are chamber members in favor of the incentive programs. By reinforcing the importance and benefits these program have on the community will vouch for more reliable
sources. These members motivations are to drive OKC forward and help develop a smaller gap between the government and the people. This is an overall justification of the incentive programs
and how keeping them in the economic development positively affect the OKC community.
The second stakeholder the research team will be targeting are the State Officials in Oklahoma. State officials recognize the incentive program and are aware of what they have to
offer. Some may or may not agree with the incentive programs and that is why it is important that even though they work within the government, they too can see the benefits of the incentive
programs.The state official will be a state representative with the motivations of holding power as well as crafting the state budget.
The third stakeholder targeted will be the Oklahoma voters. This will range from 18-year-old college students to senior citizens as long as they are planning on voting in state elections.
Voters can be a priority when it comes to saving the incentive program; they get to decide on what stays and what goes. If voters recognize the importance of the incentives or how they benefit
them and their families, it will go in favor of the economic development. The persona will be a stay-at-home mother who prioritizes watching the news and being aware of government issues.
The OKC Chamber is partnered with many businesses and companies for their incentives programs. It is important that one of the stakeholders is a small business owner. Oklahoma
City has been recognized by being one of the top cities for small business owners. The incentive programs are promoted as being beneficial to business owners. The research team identified that
small business owners can get the most out of the programs and by targeting them they will be more aware of what the programs have to offer. Targeting stay-at-home moms as well as business
owners will allow the research team to cover a wide range of voters.
The target stakeholders will allow the research team to present an ideal representation of what these different groups want to know and the different ways they will be targeted.
Opportunities:
- Can continue to help small businesses through its existing incentives
- Can continue to assist in expanding existing businesses
- Can continue to enhance the quality of life in Oklahoma
- To enhance the Chamber Website and make it more functional for the general public
- To increase interaction and communication on social media platforms
Threats:
- The State Official’s lack of acceptance of the incentive programs
- The lack of communication and awareness between awareness
- Competing cities and states

Kansas City, MO
CLIENT PERFOMANCE AND COMPETITOR ANALYSIS
Since 2015, the State of Oklahoma has faced major economic issues from the downturn of the oil and gas industry. This energy downturn led to a $1.3 billion budget crisis in which
Oklahoma House Representatives were forced to cut funding to various statewide and governmental organizations. In an effort to create the state’s final budget, Oklahoma State Representatives
highly considered the elimination of the state’s incentive programs and tax credits. However, the Greater Oklahoma City Chamber of Economic Development sees each program as vital to
Oklahoma to create economic growth, enhance quality of life, and expand new businesses within the city. In addition, the Chamber of Economic Development has called the incentive
programs and tax credits a necessity, as each of the other 49 states has similar programs in some shape or form.
Although Oklahoma’s state incentive programs and tax credits are considered to be on the“chopping block”when creating the state’s budget, state officials should realize the importance
of these programs when trying to remain competitive among other states. In comparison to Oklahoma City’s top competitors, Oklahoma City did not rank in the top-10 list of cities for economic
growth potential. The following list is taken from Business Facilities’(2016) website:
San Antonio, TX, Reno-Sparks, NV, Huntsville, AL, Salt Lake City, UT, Cleveland-Akron-Canton, OH, El-Paso, TX, Charleston-Berkeley County, SC, Frederick County, MD, Kansas City, MO, Boulder, CO
In an effort to gain a better understanding of Oklahoma City’s top economic development competitors, our research team analyzed three cities from the top-10 list: San Antonio, Texas,
Reno-Sparks, Nevada, and Kansas City, Missouri, which will be discussed in the table below.Stakeholders will help develop the campaign behind the incentive program. They will set up the
objectives and priorities of the research team and further developments.
Cities
Provides various incentive
programs and tax credits, which
help Oklahoma stand out
amongst 49 other states.
Similarities to OKC
35 companies headquartered in
Kansas city (“Growth Areas,”2016),
Expansion Authority, LCRA Property
Tax Abatement
Young Entrepreneurs Academy
(YEA!), combining two cities,
Economic Development Authority
of Western Nevada (EDAWN)
InSA, Café Commerce, San
Antonio Economic Development
Foundation, considered one of
the fastest-growing cities in the
U.S. (“Why is San Antonio,”n.d.).
Unique Propositions and Strengths/
Differences
Oklahoma City, OK
San Antonio, TX
N/A
Both cities have similar quality
jobsprogramsaswellasenterprise
incentives for the creation of jobs.
OKC also has casino resorts, award-
winning universities, downtown river
walks, and tax abatements
OKC also has a Business Retention &
Expansion program, as well as a Business
Improvement District, which is similar to
SAGE and WDC.
Reno-Sparks, NV

CLIENT PERFORMANCE AND COMPETITOR ANALYSIS CONT.
The cities listed on the table above can be considered a few of Oklahoma City’s top competitors. The competitor analysis table takes a look at the strengths of various cities while also
comparing each city to Oklahoma City. Without the incentive programs and tax credits, Oklahoma will lose its competitive edge amongst other cities and become less relevant when businesses
are looking for a city to call home.
While Oklahoma City employs various programs to stand out among other cities, San Antonio, Reno-Sparks, and Kansas City offer other unique propositions as to why a business may
choose to expand in those cities instead of Oklahoma City. One unique proposition San Antonio utilizes is InSA. InSA is a program that helps make international business as simple as possible. It is
known as the initiative to“make San Antonio the largest export center in the United States”(“InSA,”2012, para. 1). InSA helps with the export of a business’products globally as well as domestically.
This program gives businesses direct contact with groups that can make their business known around the world. InSA could potentially attract entrepreneurs more than Oklahoma City (“InSA,”
2012).
Next, Reno-Sparks offers a program called the Young Entrepreneurs Academy (YEA!). YEA! offers a year-long program to educate middle and high school students the fundamentals of
beginning and running their own business (“The Chamber,”2015). This program allows students to work with a real business and become CEOs of their own companies (“The Chamber,”2015).
YEA! is a unique proposition to Reno-Sparks because this shows the Reno-Sparks Chamber not only focuses on helping college graduates and other individuals with their entrepreneurial efforts,
but also middle and high school students. YEA! believes if younger individuals can gain hands-on business experience at an earlier time than college, they will be able to potentially expand their
business within the Reno-Sparks community and further develop the economy (Roberts, 2015).
Finally, one of the unique propositions Kansas City offers is the Land Clearance for Redevelopment Authority (LCRA) property tax abatement. The LCRA incentive is intended to influence
investment and support in the removal of neglected and abandoned buildings located in urban renewal areas (“Tax Abatement,”2016). This plan offers up to“100% real property tax abatement on
property improvements for up to 10 years”(“Tax Abatement,”2016, para. 3). This program is somewhat similar to Oklahoma’s Historical Building Rehabilitation Tax Credit, but Oklahoma’s program
wants renovations done to historic buildings, rather than the option of tearing the building down and starting over like Kansas City offers.
POSITIONING STATEMENT
The Greater Oklahoma Chamber of Economic Development incentives will be seen as an essential aspect in advancing the quality of life in Oklahoma City by State Officials and the public.

RESEARCH GOALS AND OBJECTIVES
The Greater Oklahoma City Chamber of Economic Development requested research to be done to discover how they can protect Oklahoma’s incentive programs and tax credits. In order to
provide the client with an appropriate data evaluation, the research team conducted both primary and secondary research approaches. Primary research included a survey to 500 randomly
selected Oklahoma City Chamber members as well as various in-depth interviews with an Oklahoma City Chamber member, Oklahoma State Representative, and President and CEO of the Norman
Economic Development Coalition. Secondary research included an examination of scholarly journals, news articles, and a competitor analysis.
RESEARCH QUESTIONS
RQ1: What is the relationship between the Greater Oklahoma City Chamber of Economic Development and the Oklahoma City community?
RQ2: What are people’s attitudes and opinions regarding the State’s incentive programs and tax credits?
RELATIONSHIP MANAGEMENT GOAL
Increase support for the State’s incentive programs and tax credits from Oklahoma state officials, Chamber members, and Oklahoma voters.
OBJECTIVES
1. To have an effect on the acceptance of Oklahoma state officials, specifically to create a desire to keep Oklahoma’s incentive programs and tax credits (30 percent of Oklahoma state officials by
2018).
2. To have an effect on the action of Greater Oklahoma City Chamber members, specifically for them to demonstrate the importance of Oklahoma’s state incentive programs and tax credits (10
percent of Chamber members by 2018).
3. To have an effect on the awareness of registered voters in Oklahoma, specifically to increase their understanding of the importance of Oklahoma’s state incentive programs and tax credits (15
percent of Oklahoma voters by 2018).
METHODOLOGY AND SAMPLING APPROACH
Overall, our research team has a goal of gaining increased support of Oklahoma’s incentive programs and tax credits. In order to reach this goal and gain a better understanding of the
Chamber’s problem, our team conducted both secondary and primary research methods. To begin our secondary research, our team examined several scholarly articles, newspaper articles, and
online news sources to understand why the State’s incentive programs and tax credits were at risk. Following secondary research, our research team established a quantitative-based survey with
the assistance of other research teams in our Public Relations Campaigns class. The survey was sent to 500 randomly selected Oklahoma City Chamber members to gain their knowledge, attitudes,
and opinions regarding the State’s incentive programs and tax credits. By using Qualtrics, the survey questions were sent electronically via email and analyzed in Microsoft Excel. Furthermore, the
secondary research also provided the research team with information to start the advancement of qualitative research. Qualitative research allows the researcher to go more in depth with the
subject and get personalized answers to what they are trying to find.
The research team performed five total interviews with individuals of various backgrounds and experiences to provide our team with their insight regarding the State’s incentives. By
utilizing convenience and snowball sampling methods, two of the interviews were conducted in person while the other three interviews were distributed electronically via email. The interview
questions were customized based on the individual’s previous work experience with the incentive programs. The interviewees were informed their name would be kept confidential in our
final research report. Our research group did not perform a focus group due to the lack of contacts with enough knowledge regarding the incentive programs. In conclusion, both primary and
secondary research methods will allow the research team to gain a better understanding as to how we should build a campaign for the Chamber. The following section of the report will discuss
the results regarding relevant secondary research sources as well as results from the survey and in-depth interviews.

RESEARCH RESULTS
SECONDARY RESEARCH RESULTS
Although several secondary research articles discussed how individuals were not particularly in favor of the State’s incentive programs and tax credits, other articles found the programs
to have a positive impact. The Oklahoma City Chamber of Economic Development has a strong belief the Quality Jobs Program is vital to the growth of the Oklahoma community. Additionally,
Oklahoma has received praise for its Quality Jobs Program because the program is seen as innovative (Whitacre, Shideler, & Williams, 2016). This program offers cash payments, not tax incentives,
to certain industries for up to 5% of newly created payroll (Whitacre et al., 2016). However, according to Whitacre et al. (2016), most research indicates that incentive programs are not the cause
of economic growth, which leads to various arguments surrounding the Quality Jobs Program. For example, while some individuals believe this program influences business owners to move to
Oklahoma, others have a strong belief that businesses would have moved to Oklahoma regardless of the incentive program (Whitacre et al., 2016). Furthermore, Krehbiel (2011) discusses the
positives of the Quality Jobs Program and refers to the program as a“success story”in the article’s title. Krehbiel’s (2011) news article discusses how the Quality Jobs Program is seen as one of the
best job recruitment programs in the nation. The businesses have to create the jobs before receiving the incentive (Krehbiel, 2011). More recently, however, the State’s recent $1.3 billion budget
crisis has had a major effect on the state’s economy, reputation, and creation of new jobs (Meyer, 2016). In 2014, WalletHub ranked Oklahoma City as one of the“best cities to start a business”
(Meyer, 2016, para. 2). This ranking changed dramatically a year later when Oklahoma City moved to 21st on the list (Meyer, 2016). Energy, education, and infrastructure are all struggling sectors
in which the State of Oklahoma greatly depended on (Meyer, 2016). Meyer (2016) states how the Oklahoma City Chamber was surprised by the ranking because they are still creating jobs in other
sectors that help grow a healthy economy. Although the Oklahoma City Chamber is creating jobs in new sectors, the unemployment rate in Oklahoma City is still on the rise.
The unemployment rate in Oklahoma has been increasing since January. According to The Associated Press, the rate increased from 4.9 % to 5.1% in August, which makes Oklahoma top
the national average by .2 % (“Oklahoma Revenue Falls,”2016). Currently, Oklahoma has 77 counties, and 73 of them have higher unemployment than they did a year ago. Unemployment in the
Oklahoma City metro area was .7 percent higher than August 2015. The metro area also lost 3,800 energy sector jobs over the past year, resulting in a 20.3 percent decline (“Oklahoma Revenue
Falls,”2016). Education and health services (combined industry) saw the largest increase in unemployment during July, losing 2,500 jobs (Summars, 2016). Additionally, trade, transportation, and
utilities lost 1,900 jobs in July. Leisure and hospitality in OKC had the biggest decline, losing 1,100 jobs, while the State continually had the largest job gain throughout the year with an increase
of 8,800 jobs (Summars, 2016). Southern Oklahoma has the highest unemployment rate at 6.3 percent, with Stephens County holding the highest in the state, at 10.3 percent, and Grant County
with the lowest, at 3.1 percent (Summars, 2016). Brianna Bailey (2016) found that Oklahoma City’s unemployment decreased to 4.4 percent in August. In addition, OKC added 4,000 jobs in August,
according to the Oklahoma Employment Security Commission (Summars, 2016). Professional and business services added 300 jobs in July (Summars, 2016) and then another 2,100 in August
(Bailey, 2016). Government jobs in OKC saw the largest increase in August adding 2,500 jobs.
Between the years of 2004-2014, there was an increase in the population of about 50,000 in Oklahoma City (“Behind Oklahoma,”2015). A large portion of those who moved to Oklahoma
City were millennials (“Behind Oklahoma,”2016). In 2016, OKC was ranked as one of the best cities for those in their 20s (Uvaldo-Nelson, 2016). Oklahoma City was also ranked as one of the most
affordable metro areas for young adults (Selbe, 2016). According to the article, Behind Oklahoma, the growing number of businesses is likely to have contributed to the growth of millennials in
OKC (“Behind Oklahoma,”2015). According to a Free Enterprise article, Oklahoma City has over 18,600 small businesses, which is double the national average for metro areas (“Behind Oklahoma,”
2015). The“young and educated millennials”are taking advantage of the job market in the city (“Behind Oklahoma,”2015). In addition, OKC’s efforts in making the city a healthier place are also
drawing in millennials. MAPS 3 is“a 10-year, citywide construction and development initiative,”which seeks to transform Oklahoma City into a healthier city by putting in more walking spaces,
parks, and recreational areas (“Behind Oklahoma,”2016, para. 7). The efforts of MAPS 3 have brought down OKC’s obesity rate, thus attracting millennials (“Behind Oklahoma,”2016). Based on this
research, if Oklahoma continues to bring in new businesses and maintains its effort in improving the quality of life in Oklahoma City through incentives, the economy should continue to advance.
The incentive programs have been questioned not only in Oklahoma but the country as a whole. Oklahoma is estimated to give corporates $2.19 million in annual giveaways (Story, Fehr,
Warkins, 2012). The date for Oklahoma ranges they are in the mid-range for business Incentives per Capita. According to the U.S Bureau of Labor Statistics there is no correlation between economic
development and the measure of economic performance (“U.S Bureau of Labor Statistics,”n.d.). The places where economic development incentives are more likely is in poorer areas of the country
(Greenbaum & Bondonio, 2011). It is necessary to present both sides of the incentives programs in order to find the right way to promote them.

PRIMARY RESEARCH RESULTS
After gaining a better understanding regarding background information of the Chamber and its problem, our team began conducting primary research. Primary research allowed our
team to gain a better idea of the Chamber’s issue and how we can help build a strong campaign. In the next section, you will find the common themes from the in-depth interviews as well as the
most prominent information from the survey results.
INTERVIEW FINDINGS
Out of the 36 Oklahoma City Chamber members who responded to the survey, the majority of respondents were female at 53% (N=19), and 47% male (N=17). The ages of the
respondents varied with the majority aging from 35-44 at 22% (N=8). Respondents between the ages of 25-34 were 14% (N=5), with the 45-54 age group at 19% (N=7). Those in the 55-64 group at
19% (N=7), and those 65 and over were 14% (N=5). None of the respondents were under 25 years old.
Out of the five people our research team interviewed, the majority of the participants were male at 80% (N=4), and 20% female (N=1). Of the respondents, 100% (N=5) were White
Caucasian. The interview participants had an average age of 45 years old, ranging from 36 years old to 50 years old. Occupation titles varied among participants including 40% government- (N=2),
40% Chamber- (N=2), and 20% economic development-related jobs (N=1).
COMMON THEMES
Theme 1: Some incentive programs are seen as more important than others.
In each of the interviews, the moderator asked the interviewees what he or she thought about the six programs we are working to protect. Out of those six (Quality Jobs Act, Aerospace
Engineering Tax Credit, Historical Building Rehabilitation Tax Credit, Five-year Ad Valorem, Freeport Exemption, OK Investment/New Jobs), participants found the Quality Jobs Act and Five-year
Ad Valorem to be the most important tax credits available. In reference to the Quality Jobs Act and Five-Year Ad Valorem, one participant stated,“I feel like both of these programs are what we
need to do minimally to keep our competitiveness.”In addition, the same respondent referenced to the Quality Jobs Act and stated,“It’s easy to understand and easy to implement, easy to explain
as an economic developer how it works and how you can get it.”Between all of the interviews, the Quality Jobs Act was seen as the most important program that Oklahoma is offering. The State
Representative discusses how Quality Jobs is probably the most well-known program among the Oklahoma people and then stated,“Quality Jobs is one that’s probably help up for most people
as the model…..There’s still some that contend that there’s some flaws with that, but Quality Jobs is probably better than most.”When the moderator asked what the participants liked about Ad
Valorem, one participant stated,“Because everyone has some way of doing that pretty much, and that seems to be the number-one thing that people will ask about.”Furthermore, the majority of
the other participants discussed how they believed the Ad Valorem Tax Credit was one of the“more vital”programs that Oklahoma has to offer.
Next, many of the interview participants did not find the Historical Building Rehabilitation Tax Credit to be an important program in Oklahoma. In addition, participants also had mixed
feelings about the OK Investment/New Jobs Tax Credits. Several of the participants believe the Historical program is“less vital”and does not contribute much to the State’s economic growth.
Additionally, in reference to the Historical program, the State Representative discussed,“The general population believes,‘well if he wants to go paint a building, let him. But why do we have to
pay him to do it?’”In reference to the OK Investment program, there were mixed feelings as to whether the program was important to Oklahoma. One participant stated,“I’m not a big fan of the
Oklahoma Investment and New Jobs Tax Credit.”Similarly, some other participants discussed how the OK Investment program was seen as“less important.”However, because of the mixed feelings
about the program, some individuals found the for the OK Investment/New Jobs Tax Credit to be one of the“more vital”tax credits.
Theme 2: Oklahoma’s incentive programs and tax credits would be on the“chopping block”regardless of the budget crisis.
The state in which the incentive programs and tax credits currently stands with the people of Oklahoma are due to the uncertainty of what these programs offer. The Oklahoma State
Representative as well as the President and CEO Economic Development of Coalition believe that regardless of the budget crisis, the incentive programs and tax credits would still be on the
chopping block. These programs have deal with taxpayers money, so it is something that will always be questioned and tested.

The Oklahoma State Representative believes there’s more focus now on the incentive programs due to the growth in revenue and there’s more pressure for the city to spend the revenue
correctly.“So people are probably being more critical of them, that desire to evaluate them and make sure that money is being used correctly I think will always be there.” These incentives have
been going on for many years and the ideal case would to be able to reevaluate all of them and make sure they are all working how they are supposed to, but it is easier said than done. People will
always be critical if the state and their tax money is involved.
The President and CEO of Economic Coalition believes that with the far right and the far left there will always be a clash on idealism for the incentive programs and tax credits.“The one
thing those two groups tend to agree on is that the far left people think that you shouldn’t be giving anything to help businesses, they’re anti-business generally. And the far-right believes that no
one should pay taxes, so just wipe out taxes altogether, and incentives are a part of that.”Whenever politics are involved there are going to be two sides to each incentive program and tax credit.
The President and CEO of Economic Coalition believes that having a constant argument on these topics will allow each side to make their case stronger. The incentive programs and tax credits can
be seen from different directions and there will always be doubt in the state about them. In each of the interviews there was no question that the incentive programs and tax credits will be on the
chopping block.
Theme 3: All respondents (except the State Representative) found the incentive programs as important to keep Oklahoma competitive among other states.
When the moderator asked the participants if the incentives are important to keep Oklahoma competitive among other states, all of the interview participants, except for the State
Representative agreed. One participant stated that the incentives are“crucial”in keeping Oklahoma competitive. Without the incentives, Oklahoma would be at a competitive disadvantage, as
the majority of states have incentives to help grow and attract businesses. One participant stated that“it all comes down how do we stack up and how do we compare.”The participant stated that
Oklahoma shouldn’t try to be competitive with all the incentives because the State can’t afford to be competitive“across the board.”Instead, the participant stated that Oklahoma should be as
“competitive as possible”in certain incentives that pose as the most competitive. The participant used the Aerospace Program as an example of a more competitive incentive.
Also, one participant stated that the incentives“help us to bring desired services and businesses into areas that need them most. This, in turn, helps to enhance the quality of life in the
community overall and brings new life to blighted areas.”On the other hand, one participant agreed that the incentives help to keep Oklahoma competitive, but only to a certain degree. The
participant stated that the role of incentives in state competitiveness“is overrated.”The participant stated that businesses come to Oklahoma less because of the incentives, and more because of
other factors.
Theme 4: The respondents are in support of the new Incentive Review Commission.
Throughout the interviews many participants expressed their support towards the new Incentive Review Commission, a systematized evaluation program. While the Review Commission
is able to show what jobs are created through tax credits, The State Representative hopes that the Review Commission is more objective and not just who has the better lobbying pitch. He
explained that it had been in the works for a few years and there was effort even in good times to completely suspend all tax credits until they were reviewed. He also thinks,“It’s our job to be
the guardian of the tax payer dollars and so regardless of good or bad we need to make sure that it’s being spent correctly.”Now, because of the shortfall it has given them greater impetus to dig
deeper. According to the Policy Director,“The budget crisis adds urgency to push to reevaluate these programs, as it should.”
The State Representative explains when considering business incentives, it is important to ask whether they are going to build the economy or if money is just being thrown away. People
have to decide if they’re willing to spend more on an incentive in anticipation that it will last longer, based on the budget. The State Representative thinks“we are in a really good place as a State in
commission that’s going to review this. And, not let the political winds determine what we support and don’t support. I mean this is real money we are talking about, people’s hard-earned dollars.
And, we need to make sure we are spending it correctly if we are going to have these kinds of incentives programs. We want to make sure we have them doing what we want them to do.”
The President of Economic Coalition also fully supports the Incentive Review Commission and says he thinks it’s a fair process to go through. He believes,“if we can’t make the case
that it’s providing a positive impact, then we probably should not have the program. And, you are talking about 6 programs, but they are looking at about 100 programs.”Overall, the State
Representative thinks the commission will help out and show Oklahoma that they’re making a good investment. He said,“we have to be really smart what we do with their money. It’s important.
This commission is long overdue and I’m glad it’s here, and their work is going to be very important.”

SURVEY FINDINGS
Overall, the survey created by the research team was sent to 500 randomly selected Greater Oklahoma City Chamber members out of its 4,000 total members. Out of the 500 surveys sent
out, there were 36 participants, which was a 7% response rate. Our research seeks to determine the perceptions, opinions, attitudes, and levels of awareness from Chamber members regarding the
State’s incentive programs. Question 1 on the survey presents information as to why the respondents became a Chamber member. Out of the 34 participants, 17 became members for Chamber
events, 18 for networking opportunities, 17 for economic development, 17 for promotion of their business, 19 for the Chamber’s advocacy role, 9 for legislative updates, and a combined number
of 10 for education, Chamber publications, and“other.”The next question was aimed to determine Chamber members’involvement. Of the respondents, 15% claim they are very involved, 55%
are somewhat involved, and 30% are not involved at all. Question 3 on the survey was intended to establish Chamber members’level of support and knowledge of the six incentive programs and
tax credits (Quality Jobs Act, Aerospace Engineering Tax Credit, Historical Building Rehabilitation Tax Credit, Five-year Ad Valorem Abatement and Sales Tax Exemption, Freeport Exemption, OK
Investment/New Jobs Tax Credit). Results show that out of the six programs, Quality Jobs was ranked the highest for support and knowledge, Freeport Exemption had the least knowledge of its
program, and Historic Building Rehabilitation had the least support. According to question 4, 91% of respondents agreed the incentive programs contribute to the growth of Oklahoma’s business
environment. The question had a 9% neutral response and a 0% disagreement response. Question 6 reveals that 74% of respondents are easily able to find information on Economic Development
on the Chamber website and 24% are neutral towards the website’s functionality. Next, question 7 revealed 62% of respondents believed that new business would not come to Oklahoma without
the current incentive programs. Questions 8 and 9 were combined due to their similarities of comfort levels when speaking about the State incentive programs. More respondents were confident
when speaking to a State Legislator about the incentive programs (53%) while only 38% agree that they would feel comfortable speaking with an employer that is considering starting a business
in Oklahoma. Lastly, question 10 showed 59% of participants believed the general public is not aware of Oklahoma’s economic development incentives. In conclusion, Chamber members are
generally in support of the incentive programs and believe they are vital to business growth in Oklahoma.
CONCLUSIONS
Following primary research, Pritch Perfect can conclude that there are mixed feelings regarding Oklahoma’s incentive programs and tax credits. Aside from the State Representative, the
interview and survey participants generally felt the incentive programs are vital to make Oklahoma stand out among the other 49 competing states. Both the interview and survey participants
expressed support for the current incentive programs, and ranked some programs to be more important than others. For example, when question 3 on the survey asked which incentive program
the respondents supported the most, the response primarily supported Quality Jobs Act at 80%. Similarly, the interview respondents found Quality Jobs to be one of the most important programs
Oklahoma offers and discussed how it is an easy-to-use program for all parties associated.
In contrast, 82% of survey respondents supported the Oklahoma Investments and New Jobs Tax Credit, while some interview participants had mixed feelings about this program. Some
interview respondents discussed how they were“not a fan”of the Oklahoma Investment Tax Credit, although others discussed how this program was one of the“more important”tax credits.
When the survey asked if the incentive programs contribute to the growth of Oklahoma’s businesses, 91% agreed. However, when interview participants were asked the same question, a few of
the respondents believed the growth the programs caused was“very small”or that businesses would come here regardless of the programs. This finding shows the difference of beliefs between
Greater Oklahoma City Chamber members and the interview participants.
Many interview participants felt the incentive programs would be on the“chopping block”regardless of the budget crisis. Several individuals discussed how each year the State’s
incentives are at risk even during“good budget”years. Following this research, our team can conclude that the Greater Oklahoma City Chamber of Economic Development has the opportunity
to be proactive and highlight Oklahoma’s other competitive qualities to recruit businesses in the event that the incentives would be eliminated. Based on the previous research, Pritch Perfect will
redirect their focus on a campaign that will promote and inform target stakeholders of Oklahoma’s incentive programs and tax credits.

REFERENCES
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Behind Oklahoma City’s booming economy, lessons for up-and-coming cities. (2015, February 20). Retrieved October 31, 2016, from https://www.freeenterprise.com/behind-oklahoma-
citys-booming-economy-lessons-for-up-and-coming-cities/
Business Facilities’12th annual rankings report: Metro, global rankings. (2016, August 3). Retrieved October 15, 2016, from http://businessfacilities.com/2016/08/business-facilities-12th-annual-
metro-rankings/
Enchassi, N. J., & Tribune Media Wire. (2016, May 25). Oklahoma City ranks top of 10 most affordable metro areas for young adults. Retrieved October 09, 2016, from http://kfor.com/2016/05/25/
the-10-most-affordable-metro-areas-for-young-adults/
Florida, R. (2012, December 10). The uselessness of economic development incentives. Retrieved October 31, 2016, from http://www.citylab.com/work/2012/12/uselessness-economic-
development-incentives/4081/
Greenbaum, R., Bondonio, D. Incentivizing economic development: An empirical examination of the use of grants and loans. Retrieved October 18 from South Carolina Journal of International Law
and Business: Vol. 7: Iss. 2, Article 3.
Growth areas: Fastest-growing industries in Kansas City, Missouri. (2016). Retrieved October 15, 2016, from http://edckc.com/business-solutions/growth-areas/
InSA. (2012). Retrieved October 15, 2016, from http://insa.us/
Kiernan, J. S. (2016, May 2). 2016’s Best large cities to start a business. Retrieved October 09, 2016, from https://wallethub.com/edu/best-cities-to-start-a-business/2281/
Kotkin, J., & Cox, W. (2015, October 07). The cities Americans are thronging to and fleeing. Retrieved October 09, 2016, from http://www.newgeography.com/content/005066-the-
cities-americans-are-thronging-to-and-fleeing
Krehbiel, R. (2011, October 9). Oklahoma’s Quality Jobs program is seen as success story. Retrieved October 19, 2016, from http://www.tulsaworld.com/news/government/oklahoma-s-quality-jobs-
program-is-seen-as-success-story/article_5157256b-08fc-53fb-8bb7-b1f5daba9afb.html
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straight-month
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REFERENCES CONT.

TRANSCRIPTION: INTERVIEW WITH OKLAHOMA STATE REPRESENTATIVE
1. Can you please give us a brief history of your experience with Oklahoma’s incentive programs and tax credits?
I’ve known a little bit about them prior to my elected service, which started in 2006. I was in city government prior to that time, and we would come in contact with them
occasionally at City Hall. You know, some different incentive programs that were taking place. But, my primary interaction with the incentive programs and tax credits curved
after I got elected in 2006, and for 8 of those years I’ve served on the House Appropriations and Budget House Committee. We’ve reviewed, talked about, discussed and looked
at many, many of the incentive programs the state has for those years.
2. Are you for or against the state’s incentive programs and tax credits? Why or why not?
Yeah, I’ve always maintained that I’m for the ones that are working. If, as they are evaluated, which up until recently we didn’t have a systematized evaluation program--so it’s
kind of a hit or miss. You’d have both sides come in and talk to us and kind of give their pitch about why one was better than the other, or why we should keep this one or not
get rid of it. Now, with the review commission that’s in place, we’re hoping that it’s more objective and not just who has the better lobbying pitch. But, for the most part they’re
able to show kind of what jobs are created through tax credits because that’s the bottom line; are we creating jobs and sparing the economy by having these tax credits? If we
are, well then I’m for them, but if we’re not, then we need to get rid of whatever ones aren’t working or, maybe they’ve outlived their purpose. We had an incentive a few years
ago for alternative fuel vehicles and we were trying to encourage people to purchase alternative fuel vehicles in the state. Well what happened was we created any economy for
souped-up golf carts. It wasn’t CNG vehicles, it wasn’t real electric cars, it was golf carts is what it was. It didn’t go at all what we had thought or planned, so we ended up getting
rid of that. We cut it off and got rid of it. Because we were trying to incentive alternative fuel vehicles, it didn’t work out as planned.
Follow-up: Do you think that there’s an incentive program that works better than the other? So like Quality Jobs, Ad Valorem, Aerospace?
Quality jobs is one that’s probably held up for most people as the model. Now, there’s some people who still contend, and I think this is in your questions, that if business is
going to grow and create, they’re going to grow and create regardless of any tax credit. Another one that I think is an interesting idea that seems to be successful is our Film
Rebate Program. So, we incentivize people who come here and do motion pictures, that kind of thing with the state. But, it’s a rebate so you’re rebated after the fact. We don’t
have anyone coming in and taking our money and running. They’ve already come here, filmed, they’ve done everything, they brought their jobs here, they stayed in our hotels,
they ate in our restaurants, they created the economic activity. So we’re rebating them after the fact, so that’s good we don’t lose anything. The Quality jobs is similar in that
businesses have to show and prove they actually grew those number of employees. There’s still some that contend that there’s some flaws with that, but it’s probably better
than most.
Follow-up: Do you believe implementing a clawback provision would help or hurt Oklahoma’s incentive programs?
Yeah, it probably wouldn’t hurt the program if we had a clawback provision and maybe it would weed out some bad actors, but I think for the most part people, when they avail
themselves in these programs, their intent is to be successful, their intent is to grow their business. Sometimes it doesn’t happen because of whatever reason, it could be the
national economy, it could just be the widget they were hoping to make didn’t take off like they had hoped. So, it just varies. I think if it makes sense to do a claw back great but
I don’t know, it may completely stifle if you had a business that was going to utilize it, they may not at all if because they don’t want to take the risk. But, entrepreneurs are risk
takers, so typically that’s their mindset in the thought process anyway.

3. Do you believe the incentive programs would be on the“chopping block”regardless of the State’s budget crisis?
I do, I do it’s a lot of money that gets paid out every year. So, we as a legislative body, every session we’re looking at how we can do things can be better, how we can spend the
people’s tax dollars more wisely. Be more efficient, make sure it’s going to meet the needs of people. So even one of my colleagues who I came in with in 2006, he passed away
a couple years ago, for years ever since we were in the legislature he was talking about we need to evaluate these credits, we need to look at these, and that was even in good
years. It’s our job to be the guardian of the tax payer dollars and so regardless of good or bad we need to make sure that it’s being spent correctly. Now, because of the shortfall
it certainly has given us greater impetus to dig deeper. But, this review commission that finally was passed, it had been in the works for a few years. There had been efforts like
I said in good times to completely- at one point in time even when we had growth revenue- it was proposed to completely suspend all tax credits until we review them. So
there’s more focus on it now and clearly we’re looking for revenue, we want to make sure we’re spending the revenue we have correctly. So people are probably being more
critical of them, that desire to evaluate them and make sure that money is being used correctly I think will always be there.
4. In your opinion, without the State’s incentive programs and tax credits, what would induce a business looking to relocate or expand to consider Oklahoma?
Yeah, so this isn’t like the only reason people come here. We have great quality of life, we have low cost of doing business here, and that’s things that are real. We have highly
trained people, great college students that are graduating and looking for jobs in a myriad of different areas, that often want to stay in Oklahoma but can’t find the kind of job
they’re looking for. Or, maybe one that’s not paying quite enough as much as they would like. I think there’s a lot of reasons for people to want to be here. We’re right in the
middle of the country, so depending on what you’re making, buying, selling, or developing, we’re right kind of at the crossroads transportation to move your product or idea
is easy to do depending on what it is if you’re manufacturing something, um, we have pockets of high-tech industries in here. Certainly like on campus. We have the research
campus at OU on the south campus, so we’ve got that. You’ve seen GE has moved some high-tech jobs here in the last year or two… Google just expanded their plant in Pryor,
Oklahoma, so there’s a little bit of everything and a lot of reasons why people would want to be here. Our overall tax burden is relatively low, um, like I said quality of life is big.
It’s helped create a lot of exciting things going on in the state. Certainly the two metro areas get a lot of the attention, but there’s other areas of the state where there are some
exciting things happening, and the people are good. We have good-quality people here, and I think I’ve talked to a lot of employers and they are like“Look, I would love to
hire somebody that has already been trained in something, but I really want to hire somebody that is worth their salt, that’s going to show up on time, that’s dependable, hard
working”… and that’s Oklahomans, that’s who we are. And so, they can go back and train people if they need to.
5. How much of the recent growth in business in Oklahoma do you attribute to currently available tax incentive programs?
I don’t have the exact number. But like I said, I think that there’s examples of, um, growth, and one that was kind of controversial at the time that we passed in my tenure was the
tax credit for the Oklahoma City Thunder. A lot of people thought that was just corporate graft and we didn’t need to do it and all of that. Some people thought they would’ve
come here regardless, it didn’t matter, because the owners were from here and they were going to come. Well, we’ll never know, we’ll never know. But, looking at the payoff
that it has brought to Oklahoma City and to the entire state. Not only in notoriety, but also in the attention, you know, during the playoffs, you’ve got national media that’s here
on a regular basis and during their regular season and then the attention the team has brought worldwide to Oklahoma. And the economic development that it spurred..what
do they play? Close to 80 games a season, I’m guessing half of those roughly I assume are going to be at home. Well, if you’re going to go to a Thunder game, you’re going to
fill up your gas tank, you might go eat somewhere, and for those that are coming out of town, it’s a weekend game or something maybe they come and stay in a hotel. So, the
multiplier effect is real. And so just that alone has helped grow the economy. And that’s just one. Those guys aren’t manufacturing something, but it’s still a real payoff.

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