1. IEDC Marketing and
Attraction: Understanding
the Product
1

2. I Data
2

3. Questions We Will Answer
1. What data should I measure about my community?
2. Who are the audiences for the data I produce?
3. What formats do those consumers want information in?
4. How to use data to position your community
5. What data should I measure about my organization?
6. How should I go about selecting targeted industries?
7. Who in the organization should do this work?
8. What tools make it easier for me?
9. What should I outsource versus do in house?
3

4. Download the slides, listen to the
video, continue the dialogue
• Continue the Conversation:
– Follow us on Twitter: www.twitter.com/AtlasAd
– Tweet questions using hashtag #AskAtlas
– Join Next Gen Economic Development Marketers
LinkedIn Group
• View and share the slides with your
colleagues (available now):
http://bit.ly/fQB6hC
4

5. What Data Should I
Measure about my
Community?
5

6. Don‟t reinvent the wheel – start
where others have left off
Demographics Four year colleges Labor Union
information
Labor Force Community colleges Transportation assets
Employment by Vocational/ technical Real estate
industry centers occupancy
New companies to the Payroll costs by Utilities
area industry
Military bases Average salary by Environmental
occupation information
Research institutions Workers comp costs Government
International resources Quality of Life Available Real Estate
6
http://www.iedconline.org/?p=data_standards

7. Who Are the Audiences for
the Data I Produce?
7

8. Consider your audience when
spending your time:
1. Site selectors and companies value
workforce, labor, cost, and other comparative data.
2. Your investors, stakeholders, and other local businesses
want to know about the performance of the economy over
time.
8

9. Tracey Hyatt Bosman
• Midwest Practice Leader –
Biggins, Lacy and Shapiro
• Based in Chicago, IL
• Former economic developer
• Specializes in renewable energy and
data centers
9

10. What Tracey needs and doesn‟t need
What We Need What We Don‟t
• Contact information • General labor statistics
• Incentive programs • Secondary source wage
• Tax rates information
• Recent announcements • Real estate listings
• Industry-targeted info • Rankings
• Map of your territory • Distance to other major
• Largest employers cities
• Area colleges and
universities
10

11. Keith Gendreau
• Based in Cushman & Wakefield‟s
headquarters in New York City, NY,
moving to Minneapolis this fall
• Consulting Manager within C&W‟s
Global Business Consulting division
• Geographer by Trade. Master‟s Degree
in Economic Development
• Very specialized skills in GIS analysis
and tools
11

12. Site Selection Trends
• The location strategy process has remained largely unchanged over the past decade. What
has changed are the timeframe and tools for which to deliver results and recommendations.
Today, more so than ever, clients are:
• Making decisions quickly and efficiently;
• Seeking available buildings meeting specific requirements;
• Cost sensitive (labor, utilities, freight, occupancy, incentives offset); and,
• Interested in the „bottomline‟ operating cost vs. non-cost environment classic tradeoff.
• General Trends
• C&W Business Consulting has experienced a significant uptick in site selection activity
by foreign companies seeking to manufacture products locally in the United States vs.
abroad
• Exchange rates and rising transportation costs a possible contributing factor to foreign
interest
• Continued revelation of spatial integration of data
12

13. Decision Support Data Sources and Tools
• C&W Global Business Consulting maintains the most up to date demographic databases
and spatial analysis tools to execute projects of this type.
Geographic Information Systems (GIS) Mapping
Comprehensive demographic and segmentation
database
Comprehensive Industry employment forecast, population
mobility data
Location specific wage database
Spatial and non-spatial data integration
C&W Team, 150+ years of specific relevant experience
13

14. Case Study 1:
Workforce Analysis
• Situation:
– Headquarters relocation from Midwest
– Includes a new showcase manufacturing facility
– Critical international air service requirement
• Once 2 priority metros were identified, a sub-market location screen was conducted:
– Headquarters
• “Cluster” analysis focused on satisfying executive lifestyles including, quality-
of-life, commute times, and airport access.
– Manufacturing Facility
• Facility must reside within 45-60 minutes of the new headquarters. Human
resources driven, other key considerations include sites/buildings and
incentives.
• Results support:
• Site recommendations for due-diligence field study (define top two
headquarters and three manufacturing in order of preference)
• Viability of least preferred markets
14
• Likelihood and magnitude of incentive benefits

15. Case Study 1:
Workforce Analysis
• To identify best HQ submarkets, the
analysis focused on resident
characteristics aligned with relocatee
demographics and quality-of-life
indicators.
• Plotting of “executive lifestyle clusters”
(green shading) within a 60-minute
drivetime of Philadelphia airport.
• Client expressed interest in
considering the Navy Shipyard as a
possible co-location scenario for both
manufacturing and headquarters
operations.
• Radnor submarket & vicinity identified
as optimally positioned for maximum
regional commutable executive
housing options.
15

16. Your local stakeholders want your
opinion and analysis
1. What are the trends in
the local economy?
2. What does this data
mean?
3. What does it mean for
their business?
LAEDC: 25,000 person mailing
list, updates sent weekly
16

17. What Formats Do Those
Consumers Want
Information in?
17

18. Sample Formats and Delivery
Delivery
Data Format
method
Workforce data Online, in GIS In GIS system,
system exporting to excel
Employment data Online Downloadable
Excel
Cost data Online Downloadable
Excel
Infrastructure Online GIS maps and
illustrated maps
Commentary on Online, in print Narrative
18
the economy

19. What Data Should I
Measure About My
Organization?
19

20. Key organizational data
(for internal use)
1. Interactions with the organization
a. Web visits
b. Inquiries and companies served
2. Impact of the organization
a. Projects completed
b. Jobs created/influenced
c. Capital investment
3. Other operating metrics
20

21. Offer to Webinar Attendees:
Benchmark your community‟s activity against
similarly sized communities
http://Atlas2012BenchmarkingSurvey.questionpro.co
m
21

22. Sample report
22

23. How Should I Go About
Selecting Targeted
Industries?
23

24. How to select targeted industries
•The easy way: Use the industries that states and regions
you are in have selected
•The hard way: Do your own research, and do positioning
statements for each industry. If you have no differentiators
for an industry, don‟t select the industry.
•The expensive way: Hire a firm for a 3-9 month study
24

25. How to use data to position your community
competitively
For: Aerospace, Biomedical
Positioning is answering the
location decision makers
following questions:
Who need: Highly technical
workforce, competitive labor
Who are my target customers?
costs, and access to intl. airport
What are their needs?
Houston is: a large region
What type of community are
That offers: Workforce trained
we in their minds?
by NASA and the Texas Medical
What needs of theirs do we
Center, and a cost of doing
meet?
business that is 5% below the
What needs of theirs do we
national average
meet better than other
Unlike: Other large
communities?
cities, Houston has a larger
workforce pool at costs as much
as 30% less than comparable
25 coastal communities.

26. DIY: Foundation for positioning
1. Decide on your audience
2. Understand their drivers and needs
3. Understand who your comparison communities are
4. Do the research on yourself and the other communities
5. Find out the one or two unique elements of your
community
26

27. Who in the Organization
Should Do This Work?
27

28. Roles in the organization (in house)
Title Research they Key audience
access served
Executive All All, including investors,
stakeholders
Business Product research Relocating, and
Development Expanding companies
Marketing Product research Relocating, and
Expanding companies
Research All Internal and external
audiences
28

29. What Tools Make it
Easier For Me?
29

30. What tools are available to you to
understand your community?
Government Sources Private sources
30

31. Tools to gather organizational data
31

32. What Should I Outsource
Versus do In House?
32

33. What should I outsource vs. do myself?
Data Do in house Outsource
Comparative X
product data
Time series X
product data and
narrative
Organizational X
data
33

34. Questions We Will Answer
1. What data should I measure about my community?
2. Who are the audiences for the data I produce?
3. What formats do those consumers want information in?
4. How to use data to position your community
5. What data should I measure about my organization?
6. How should I go about selecting targeted industries?
7. Who in the organization should do this work?
8. What tools make it easier for me?
9. What should I outsource versus do in house?
34

35. Contact Atlas
Contact information:
1128 Grant Street
Denver, CO 80203
Contact: Melissa Pasquale
t: 303.292.3300 x 223
melissap@Atlas-Advertising.com
In the event of a water landing, I www.Atlas-Advertising.com
have been designed to serve as a
flotation device.
--DATA, Star Trek: Insurrection
35