Atlas Advertising CEO Ben Wright presents Marketing For Success at the International Economic Development Council's Marketing and Attraction Conference in Madison, Wisconsin in October 2012
2. Questions we will answer
1. How do we as a profession (in this room) feel about the
impact we are making on our communities today?
2. What are the basic principles that should drive your
economic development marketing?
3. How do we define success as a profession?
4. Who are the top performing communities in the nation in
2012?
5. What can we learn from high performing communities?
6. How can we evaluate our own past performance, and
plan for our future performance?
7. How can we implement high performing marketing
programs in our own communities?
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5. Download the slides, listen to the
video, continue the dialogue
• Continue the Conversation:
– Follow us on Twitter: www.twitter.com/AtlasAd
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– Join Next Gen Economic Development Marketers
LinkedIn Group
• View and share the slides with your
colleagues (available now):
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6. A few principles that drive (or
should drive) economic
development marketing
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7. What worked 20 years ago is
not the same as what
works today.
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12. A simple framework to help
define success:
High Performance
Economic Development
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13. What High Performance Economic
Development Is
• It is the first measurement of
the outcomes (Inquiries,
jobs, capital investment) that
EDO‟s create on this scale.
• It proves the ways we make
a difference, and in some
cases, the ways we don‟t.
• It can help drive your
strategic and marketing
planning using actual
outcomes, instead of
activities, using national
benchmarks as your guide.
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20. A definition of success:
Benchmarked results by
population size
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21. Benchmarked Results by
Population Size
POPULATION YEARLY WEB INQUIRIES JOBS LAST 12 CAPITAL
VISITS PAST 12 MONTHS INVESTMENT
MONTHS LAST 12
MONTHS
Less than 25,000
20 $28,333,333
8,418 98
25,001 to 100,000
46 576 $63,750,000
8,324
100,001 to
22,412 65 1,198 $149,376,418
250,000
250,001 to
28,374 208 2,422 $365,923,077
1,000,000
1,000,000 to
45,543 228 2,646 $447,794,260
2,500,000
Over 2,500,000 23,445 170 5,359 $399,630,000
Average for all
29,181 148 1,768 $244,629,502
Sizes
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22. Which one of these is not
like the other one?
CAPITAL
YEARLY JOBS ANNUAL
INVESTMENT
ORGANIZATION WEB INQUIRI JOBS WON PER OPERATING
WON LAST 12
VISITS ES INQUIRY BUDGET
MONTHS
Over
4,171 $875,700,000
Ohio Community 43,618 169 25 $2,500,000
$500,000 to
2,329 $424,082,780
Indiana Community 25,572 107 22 $999,000
Over
338,388 400 14,415 $2,232,616,082
Tennessee Community 36 $2,500,000
Over
50,236 101 3134 $418,200,000
Virginia Community 31 $2,500,000
Over
4033 $43,600,000
Florida Community 67,440 621 6 $2,500,000
Average for Above
105,051 280 5,616 $798,839,772 24
Communities 22
24. Who are the top performing
communities in the nation in 2012?
24
25. Highest Performers by
Market Size
Extra Large Large Market Large Mid- Market
Market EDO: EDO EDO:
(Over 2,500,000 (1,000,000 to (250,000 to
pop): 2,500,000 pop): 1,000,000 pop):
Mid Market EDO: Small Region Small/Rural City or
(100,000 to 250,000 (25,000 to County
pop): 100,000 pop): (Under 25,000):
25
26. What can we learn from high
performing communities?
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27. What one community has done to
be the best
Nashville, TN has moved from being
the Country Music Capital of the
world to being that and a world class
business destination. Over the past
20 years, the community has raised
its profile, and has the results to show
it: the EDO there, the Nashville Area
Chamber of Commerce, has
generated more jobs and more
capital investment than any other
community its size.
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28. What one community has done to
be the best (2)
“The Nashville region has had a public-
private economic development initiative for
twenty years, and we have learned a lot
along the way. Including:
1. Don‟t be afraid to be measured…….this is how
your funders approach their own businesses
so metrics „speak their language‟, and having a
set dashboard is essential for mid-course
corrections;
Janet Miller, 2. Work regionally, no matter how challenging
Nashville Area that may be……….because the customer
Chamber of demands it. Preach it and live it;
Commerce
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29. What one community has done to
be the best (3)
3. Consistency pays off. We have worked the site
selection consultant audience for twenty years, and this
has paid off through consistently high rankings of our
program in site consultant place surveys, and deals
being introduced that we may not have seen without
long relationships and on-site exposure of these
consultants to the „true‟ Nashville;
4. Be who you are…………Nashville is a creative, quirky
entrepreneurial place that has been built by people
throwing the guitar in the car and moving to the city to
make their dreams come true. That theme of hope,
creativity and confidence has been leveraged outside of
the music sector into the spirit of the whole place. And
who doesn‟t want to live in a creative, entrepreneurial
place where dreams come true?”
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33. Tucson‟s Challenges
• In the shadow of Phoenix
• Seen as more of a tourism destination
• In an economically troubled state, and public
funding cut dramatically as a result
• In the storm of political infighting around
immigration, incentives, etc.
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34. Tucson‟s Tactics
• Partnership with Phoenix and Nogales, Mexico to
form a “super-region”
• Industry targeted media trips with local CEOs
• A leading website that gets 5,000 + visits per month
• Industry content, online and in proposals
• Strong legislative presence in favor of incentives
• Large scale local event (800 + attendees)
• Website: www.treoaz.org
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39. Tucson‟s Results
• From 2005 to 2011:
– 37 relocations
– 9,200 jobs
– $1.4 billion in new investment
39
40. Detailed Case
Study: City of
Webster City, IA
Objective: Recruitment
Size: Individual City/County
(7,500 population, 200,000 in labor
shed)
Funding: Public
40
41. Webster City‟s Challenges
• Small market in a rural part of a rural state
• Not a well known, household name
• No established, centralized economic development
entity
41
42. Webster City‟s Tactics
• Build a clear product brand that differentiates Webster
City as a business location
• Feature rich website, with a virtual familiarization tour
• Prospect communications – standard PPT presentation
• Limited advertising campaign, focused on Midwest site
selectors
• Direct communications with site selectors and targeted
industry list
• Limited Trade show participation, focused on targeted
industry shows
• Linkedin for prospecting
• Website: www.buildwebstercity.com
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47. Webster City‟s Results
• Campaign launched January 2011
• Quantitative results
– Electric car company opened operations in
former Electrolux facility in Q1 2011
– 300+ jobs of 500 goal have been recruited or the
result of expansions
• Qualitative results
– The City‟s profile and visibility for ED efforts have
grown, as has their network of connections
across the region/nation.
– The City is now receiving emails from all sorts of
entities ranging from prospects to other ED
groups asking “How they are doing this?”
47
48. How can we implement high
performing marketing programs
in our own communities?
48
49. Putting High Performance Into
Practice: The Steps
1. Benchmark your community – get a baseline.
2. Plan for Performance with your board and
stakeholders.
– Website visits
– Inquiries / Conversations
– Jobs Announced
– Capital Investment Announced
3. Implement the basics, plus additional tactics that your
organization can support.
4. Adjust to improve your execution.
5. Report out and celebrate your results.
49
50. Benchmarked Results by
Population Size
POPULATION YEARLY WEB INQUIRIES JOBS LAST 12 CAPITAL
VISITS PAST 12 MONTHS INVESTMENT
MONTHS LAST 12
MONTHS
Less than 25,000
20 $28,333,333
8,418 98
25,001 to 100,000
46 576 $63,750,000
8,324
100,001 to
22,412 65 1,198 $149,376,418
250,000
250,001 to
28,374 208 2,422 $365,923,077
1,000,000
1,000,000 to
45,543 228 2,646 $447,794,260
2,500,000
Over 2,500,000 23,445 170 5,359 $399,630,000
Average for all
29,181 148 1,768 $244,629,502
Sizes
50
51. Plan for Performance.
1. Get buy in from your leadership
and stakeholders on a few key
goals. Push hard to track the
following:
a. Awareness: Website visits
b. Conversations / inquiry
c. Jobs Announced
d. Capital Investment Announced
2. Set a marketing plan that drives
those goals.
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52. Implement the basic tools to manage,
measure, and produce results.
1. Economic development website, with a content management
system to enable you to make changes
2. A base of content about your area and your organization
3. A customer relationship management system (or Excel
spreadsheet to track inquiries and results)
4. Email marketing management tools, such as Exact Target,
Constant Contact
5. Social media management tools, such as HootSuite, Tweet Deck,
etc.
6. Proposal templates and delivery systems (email, online)
7. PowerPoint template for community and company presentations
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53. Basics +1: Additional tactics that drive
awareness and traffic to your website.
Typical spending Total Typical cost per
conversations/ conversation
inquiries
Slideshare promotion $2,000 25 $80
LinkedIn promotion $1,000 8 $125
Search engine $6,000 35 $171
marketing
Display advertising $2,000 10 $200
Email marketing $5,000 25 $200
Facebook promotion $1,000 3 $388
Twitter promotion $2,000 3 $776
Direct mail $5,000 5 $970
YouTube promotion $10,000 5 $1,940
Print advertising $10,000 5 $1,940
Earned media/Media $20,000 10 $2,000
placement
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Total $64,000 134 $478
54. Basics +2: Additional tactics that convert
website visits to conversations.
Typical spending Total Typical cost per
conversations/ conversation
inquiries
GIS systems $5,000 97 $52
Blogs/community $4,000 25 $160
generated content
Virtual $10,000 12 $833
familiarization
tours
Total $19,000 134 $142
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55. Basics +3: Additional tactics that bypass
the website and go straight to conversations.
Typical spending Total Typical cost per
conversations/ conversation
inquiries
Lead generation $20,000 10 $2,000
Trade missions $10,000 2 $4,850
Trade shows $10,000 2 $4,850
/conferences
Cold calling $10,000 2 $4,850
State or Regional $5,000 1 $4,850
Partnering
Familiarization $50,000 4 $12,500
tours
Total $105,000 21 $4,949
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57. Contact Atlas
Contact information:
1128 Grant Street
Denver, CO 80203
Contact: Ben Wright
t: 303.292.3300 x 210
benw@Atlas-Advertising.com
www.Atlas-Advertising.com
LinkedIn Profile | LinkedIn Group | Twitter
| Blog | Slidespace
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