Greater Pensacola Area Economic Development Marketing Strategy Executive Summary
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1 February 2013 Greater Pensacola Area Economic Development Marketing Strategy Executive Summary Local Employer Marketing Target Industry Marketing Readiness Key Influencer Top of Mind Awareness Talent Marketing Community At-Large Communications PREPARED BY: CHABIN CONCEPTS Chico, California TICKNOR & ASSOCIATES Evanston, Illinois
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3 An Actionable Marketing Strategy A key priority of the Greater Pensacola Area Economic Development Strategy is superior economic development marketing. This marketing strategy is the action plan for carrying out professional, best practice economic development marketing for the greater Pensacola region. Current Situation In the context of competitive economic development, significant gaps exist in the region for marketing readiness. Broad generic claims are not enough in today s sophisticated business climate to prove a case for investment decisions. For this plan, asset readiness is the lead driver of priorities for business attraction marketing. The availability of plug-and-play call center buildings and the proximity of Pensacola s deep water port to Gulf offshore oil production have created an important but temporary marketing window for the region. Significant assets that position the region with comparative opportunities in cyber security could be framed up with effective documentation and go to market in the short-term. Although there is tremendous community interest in recruiting Airbus suppliers, the scale up of operations at this new plant indicate that it could be 4 or 5 years before most Airbus suppliers will likely consider the Gulf Coast for a new facility location. Marketing to aircraft part manufacturers and maintenance repair operations for aviation must be longerterm due to lack of shovel-ready sites and limited specialized skills. Immediate marketing to local employers, especially gazelle companies and minority-owned businesses, will accelerate business growth and job creation via effectively linking businesses to resources and services. Marketing Objectives The marketing strategy encompasses seven initiatives: Readiness: Institute best-of-class economic development content, materials, and systems for a marketing and sales program. Local Employer Marketing: Connect local employers to information, resources, and services for accelerated business growth. Target Industry Marketing: Proactively pursue recruitment of target industries to foster diverse economic growth throughout the region. Key Influencer Top of Mind Awareness: Position Greater Pensacola region as premium service providers who credibly provide information to assist key influencers in meeting the needs of their location clients. Talent Marketing: Expand current and future generations of human capital that will contribute to economic growth and raise personal income as a result of higherskilled workers. Community At-Large Communications: Increase awareness of economic development with the community at-large, in order to foster support for economic development initiatives. Executive Summary Page 1
4 I. Readiness Initiatives Why Important: In order to market the region effectively, fundamental information and professional presentation of that information is necessary. This preparation supports strong content for proactive marketing and more customized, responsive sales efforts, contributing to more opportunities to convert leads into wins. Site selectors and companies seeking a new location or expansion site sort through volumes of information as a means to make an investment decision. Their goal is narrowing down a list of potential communities. Their focus on elimination versus inclusion requires economic developers to constantly prove why your area earns the right to stay in the mix for consideration. Effective proving occurs with custom data presentation relevant to each specific project. With an organized foundation of relevant data and resources, economic developers can be more efficient with time to frame up proof points into compelling cases and better serve target needs, essentially doing more with less time and smaller budget. Additionally, new marketing tools require special attention to be effective and adhere to antispam laws. With the growth of internet applications and social media, more platforms of communication require focused content and planning for these robust marketing channels. Readiness Initiatives: Data: Site location data, labor shed data, property data, case studies, industry and business intelligence. Tools: Develop a new regional economic development website ( establish new contact management database, comparison data for business operation costs, plus social media and software tools to enhance staff efficiencies. General Marketing Collateral: maps, business cards, media kit. Sales Materials & Readiness: Organization of key data and partners for preparation of competitive proposals and highly customized site visits. Organizational Alliances: Build systems and protocols for regional marketing with Santa Rosa County Office of Economic Development. Initiate regional marketing collaboration with a wide variety of groups marketing the region (i.e. Chambers, County governments, City of Pensacola, tourism groups, Innovation Coast). Leverage marketing with Florida s Great Northwest and Enterprise Florida. Executive Summary Page 2
5 II. Local Employer Marketing Initiatives Why Important: Local businesses are the greatest source of jobs growth. Historical national data attribute 70-80% of job growth from local establishments versus newly recruited companies. These employers are busy running their businesses and not experts on available resources. The key role for economic developers is to organize information in an easilyaccessible format and promote directly to businesses. Well-executed marketing materials and communications should enhance business interactions during outreach services so that business get what they need and can simply focus on their business growth instead of programmatic bureaucracy. Target Audiences: Although the Greater Pensacola Chamber serves all businesses, this marketing initiative focuses on primary industry businesses those businesses that serve markets beyond the local region as a means to infuse wealth into the regional economy. In addition to local headquarters and branch operations of companies headquartered elsewhere, targeted local businesses also include entrepreneurs, especially fast-growing gazelles and minority-owned businesses. Local Employer Marketing Initiatives: Research: Data and systems to enhance local company tracking efforts and formalize local business situation research. Marketing Materials: Develop robust guide for available business resources, including a special minority-owned business resource guide. Enhance website content with guide information. E-newsletter to promote available resources to local employers. Local Business Recognition Program Executive Summary Page 3
6 III. Target Industry Marketing Initiatives Why Important: When a community markets itself as everything to every industry, the economic development marketing message is convoluted and generally ignored. Best practices for economic development marketing focus on the specific needs of target audiences and draws attention to community assets that match industry-specific needs. The sales process, referred to as prospecting and negotiations in economic development, builds on this marketing approach to match specific project needs with local assets. Target marketing is important to hone in on each relevant audience-specific value proposition, communicated in target-specific terminology. By using industry-specific factors as basis for the argument to promote the Greater Pensacola Region, more credibility is earned with target audiences. This targeted approach to marketing also accelerates the sales process, thus earning the right to competitively propose and negotiate for investment projects. Targets: Four specific industries are recommended for strategic and focused marketing. 1. Call Center/Back Office not limited to outbound, scripted call centers. Includes financial services, tech support, and related operations with higher wages. 2. Maintenance Repair Operations (MRO) for ships (off-shore oil and gas, cargo) and aviation (fixed-wing aircraft, military helicopters, other military aircraft). 3. Cyber Security segment of information technology that leverages regional military assets and private sector military contractors. 4. Aircraft Manufacturing There is great interest from the community in this industry due to the announced Airbus assembly plant of the A319, A320 and A321 aircraft in Mobile, Alabama. Other than proximity to Mobile, the region s business case for winning Airbus supplier operations is weak no ready-to-go sites, lack of demonstrated industry skills, limited business base in this sector and no robust training programs for aviation and manufacturing. Airbus anticipates low production levels of approximately four aircraft per month by It is not cost-effective for vendors to invest capital into relocating or developing a new facility for the initially low production volume at the Mobile plant. Airbus understands this situation and is investigating sourcing opportunities with existing local businesses. Local employer initiatives should be higher priority, versus long-term timing for more proactive recruitment efforts. Executive Summary Page 4
7 Target Industry Marketing Initiatives: 1. Call Centers/Back Office Marketing: Business case, industry-specific web page, case studies and direct mail/prospecting campaign, focused on site consultants specializing in call centers/back office operations. 2. MRO Marketing: Feature maps for specialized sites, business cases, industry-specific web page, and targeted lead generation. 3. Cyber Security Marketing: Business case, industry-specific web page, case studies, media relations, tradeshow/conferences, targeted lead generation, and leverage state programs. 4. Aircraft Manufacturing Marketing: Track industry to monitor scale-up of operations in Mobile for Airbus. Develop business case and industry-specific web page. Assist with tours for Escambia Airbus Supplier Initiative and leverage marketing with Enterprise Florida and Florida s Great Northwest to minimize marketing expenses. In addition to specific target industries, unique messaging opportunities will surface as a result of implementing the Greater Pensacola Area Economic Development Strategy. Enterprise Florida Familiarity Program to raise awareness of new initiatives in the Greater Pensacola Region, such as certified sites, new focus for industry targets and regional marketing cooperation. Site Certification Program - to raise awareness about the region s new competitive advantage in certifying sites. Enhance website content, e-blast announcements, direct mail postcards, and news releases to economic development publications, Enterprise Florida and industry associations (IAMC, CNG, industry-specific publications). Executive Summary Page 5
8 IV. Key Influencer Top of Mind Awareness Initiatives Why Important: Key influencers, especially site selection consultants, are prime economic development targets because their full-time job is advising companies on location decisions. An individual company representative may only be involved in one site search in their entire career. Often if a positive impression is made on a key influencer and the community does not win a project because the community is not a right fit for that specific project, the site selector may have another project in the future that would fit in your community. Having a positive experience in getting the information they need, on time and in convenient format, will favorably enhance their perception of a community s business climate. Target Audience: Key influencers represent a variety of professions that advise companies seeking new or expansion locations. This group typically includes site selection consultants, tenant representative real estate brokers national and regional, international foreign direct investment advisors, corporate tax and financial advisors. The highest priority key influencers are site selections consultants and tenant representative brokers. Key Influencer Initiatives: Communications: News clippings with personal message and e-newsletters. Portfolio Management Outreach: regional broker meeting, meetings at priority key influencer offices, events/conference, host inbound events. Executive Summary Page 6
9 V. Talent Marketing Initiatives Why Important: Economic development marketing goes beyond marketing to businesses. In today s global economy, talent shortages are emerging world-wide, with increasing challenges as US Baby Boomers approach retirement. Meanwhile, emerging countries are growing their economies and subsequently will increase competitive demand for talent globally. Targets Audiences Talent marketing for this plan focuses on four distinct groups corresponding to four specific programs to strengthen Pensacola s human capital competitive advantages: Workforce as compliment to graduates of regional higher education and workforce programs to meet local employer demands now and in the future, marketing to relocate skilled workers. Military retirees are also prospective skilled employee candidates, especially for the cyber security industry. Retirees specifically independent snowbirds and military retirees who bring pensions as infusion of wealth to local economy. They could also potentially become local entrepreneurs and youth mentors. Business Mentors local business leaders and young professionals who can serve as good role models for at-risk and minority youth. Students at-risk youth or adults re-entering the workforce who are seeking skill upgrades or new career opportunities. Talent Marketing Initiatives: Workforce Recruitment Marketing: Develop HR Recruitment Package, enhance website content, Facebook page, Ambassador Program, and military outreach activities. Retirees Marketing: Website enhancements, develop Community Profile Visitor Brochure, target topic-related bloggers, conduct retirement seminars and military reunion outreach. Youth Mentoring Program Marketing - solicit and connect business leaders and young professionals who can serve as mentors for at-risk and minority youth. Marketing activities include website portal, e-blasts and Public Service Announcements. Targeted Youth Employment Education Marketing - aimed at directing students to training and educational programs that address local workforce needs. Marketing activities include program website, career counsel outreach, local business tours to excite students about in-demand careers and cross-marketing with other youth/scholarship programs. Executive Summary Page 7
10 VII. Community At-Large Communication Initiatives Why Important: The greater Pensacola region has many divergent interests in economic development. Communicating consistently to enhance understanding of the key drivers for growing the regional economy can lay a foundation for influencing high-impact investments as well as build enthusiasm for priority economic development initiatives. Community At-Large Communication Initiatives: Why Economic Development Campaign - to build enthusiasm for economic development fundamentals as a means to engage commitment for the Greater Pensacola s Area Economic Development Strategy. Other communications include: Investor e-newsletter, Annual Report, and publicity/special events to celebrate economic development successes. The Consulting Team: Chabin Concepts is an economic development consulting firm with over 23 years of experience in business and community strategic development. Using proven methods they help communities and economic development professionals create strategic advantages to competitively compete in today s global marketplace. Chabin has conducted over 350 community assignments ranging from economic development strategies, target industrymarketing campaigns, Enterprise Zone applications, grant applications, feasibility analysis, and implementation/staff for economic development programs. Ticknor & Associates is a leading independent consulting practice having served more than 200 clients across North America. Tom Ticknor is a former state level development executive, Principal and member of the Executive Committee at Fantus Consulting (now part of Deloitte), when it was the world s largest business location and economic development practice. His client list includes Georgia Power, the states of North and South Carolina, and local economic development organizations in places as diverse as Indianapolis, Phoenix, Madison, and metropolitan Dallas. Executive Summary Page 8
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