By Dale Kasler dkasler@sacbee.com
Published: Thursday, Jul. 2, 2009 - 12:00 am Page 1A
California's budget crisis is turning into a worldwide spectacle that could harm the state's business climate – and chase companies away.
Rival states are revving up their economic-development efforts as global news outlets fixate on the $26.3 billion deficit and the IOUs the state is expected to issue today.
California companies are making inquiries to out-of-state groups like the Economic Development Authority of Northern Nevada. Besides asking about tax rates and other expenses, many are worried about California's "general overall chaos, that uncertainty," authority marketing director Julie Ardito said from her office in Reno.
The recession is freezing many companies in place. But as the economy begins to stir, CEOs are starting to compare the costs of doing business in California vs. going elsewhere. Ardito said the volume of calls to her organization – from California and other states – has jumped 40 percent from a year ago.
Jack Boyd of the Boyd Co., a relocation consultant in New Jersey, predicted "a new wave of companies … leaving California." Many other firms looking to reach California consumers will do so from locations just outside the state, he said.
Boyd said Sacramento's budget problems are feeding the perception that California is a high-cost, overregulated, out-of-control place to do business.
"The California business climate has always been difficult," he said. "This is a whole new overlay to that."
The media aren't helping California's cause. On Wednesday, former Gov. Gray Davis was interviewed on CNBC over a headline that said, "The IOU State." London's Financial Times ran a lengthy piece on the IOUs, while a Washington Post column was headlined, "California: A Dream Decimated." An Associated Press story said that because California is so big, its economic woes could delay the national recovery. More here.
Thursday, July 02, 2009
Wednesday, July 01, 2009
The Sales Pitch is Dead
By Geoffrey James
June 22nd, 2009 @ 11:30 am
Anybody you know still giving sales pitches? Me neither. Maybe that stuff still works for carnival barkers and the home shopping network, but in the B2B world, the sales pitch is deader than a dinosaur. Successful sales reps know that, far from being a “sales pitch,” every customer meeting is an opportunity to strengthen the relationship. Here are the 3 rules to make certain this happens:
RULE #1: Always seek the truth. You want to find out if you really have something that can help the customer. To do this, the meeting must be a quest to discover the real areas where the two of you can work together. Quick tip: your customer knows that you’re telling the truth when you’re not afraid to say something negative (but true) about your product or company.
RULE #2: Always keep an open mind. When you walk into a customer meeting absolutely convinced that the customer needs your product or service, the customer will sense you’re close-minded and become close-minded in return. If, by contrast, you’re open to the idea that the customer might be better served elsewhere, the customer will sense that you’ve got his or her best interests at heart and will be more likely to listen to what you have to say.
RULE #3: Always have a real dialog. A customer meeting should be a conversation, not a mere sales call. This means that you should be listening to the customer at least half of the time that’s spent at the meeting. Furthermore, the dialog should be substantive and about real business issues, not just office patter or chit-chat about sports.
The above is based on a conversation with Jerry Acuff, author of The Relationship Edge in Business: Connecting with Customers and Colleagues when It Counts,
June 22nd, 2009 @ 11:30 am
Anybody you know still giving sales pitches? Me neither. Maybe that stuff still works for carnival barkers and the home shopping network, but in the B2B world, the sales pitch is deader than a dinosaur. Successful sales reps know that, far from being a “sales pitch,” every customer meeting is an opportunity to strengthen the relationship. Here are the 3 rules to make certain this happens:
RULE #1: Always seek the truth. You want to find out if you really have something that can help the customer. To do this, the meeting must be a quest to discover the real areas where the two of you can work together. Quick tip: your customer knows that you’re telling the truth when you’re not afraid to say something negative (but true) about your product or company.
RULE #2: Always keep an open mind. When you walk into a customer meeting absolutely convinced that the customer needs your product or service, the customer will sense you’re close-minded and become close-minded in return. If, by contrast, you’re open to the idea that the customer might be better served elsewhere, the customer will sense that you’ve got his or her best interests at heart and will be more likely to listen to what you have to say.
RULE #3: Always have a real dialog. A customer meeting should be a conversation, not a mere sales call. This means that you should be listening to the customer at least half of the time that’s spent at the meeting. Furthermore, the dialog should be substantive and about real business issues, not just office patter or chit-chat about sports.
The above is based on a conversation with Jerry Acuff, author of The Relationship Edge in Business: Connecting with Customers and Colleagues when It Counts,
At Chicken Plant, a Recession Battle
By LAUREN ETTER
DOUGLAS, Ga. -- This small town was devastated in February when its largest employer, Pilgrim's Pride Corp., said it would close a chicken-processing plant as part of the company's bankruptcy filing.
Since then, city and county officials have been working to find a buyer who could save the plant's nearly 1,000 jobs and $300,000 in annual county tax revenues. But there's a problem: Pilgrim's Pride isn't eager to sell. The standoff shows how two important imperatives in a recession -- creating jobs and cutting excess capacity -- can collide.
Pilgrim's has so far rejected a $32 million bid for the plant from Amick Farms LLC of Batesburg, S.C., company and city officials say. Another chicken company took a look and decided Pilgrim's asking price was too high, say people familiar with the matter. City officials say the company kept a prospective bidder from touring the plant, making it a challenge to market.
"We've played by the book," says JoAnne Lewis, executive director of the Douglas-Coffee County Economic Development Authority. But "there has been no meeting in the middle. We feel like we're part of a giant game."
Pilgrim's says it hasn't been offered a fair price for the plant and is cautious about letting rivals see its manufacturing processes. Company emails and court documents suggest the Pittsburg, Texas-based company also is concerned about adding capacity in an already struggling industry. More here.
DOUGLAS, Ga. -- This small town was devastated in February when its largest employer, Pilgrim's Pride Corp., said it would close a chicken-processing plant as part of the company's bankruptcy filing.
Since then, city and county officials have been working to find a buyer who could save the plant's nearly 1,000 jobs and $300,000 in annual county tax revenues. But there's a problem: Pilgrim's Pride isn't eager to sell. The standoff shows how two important imperatives in a recession -- creating jobs and cutting excess capacity -- can collide.
Pilgrim's has so far rejected a $32 million bid for the plant from Amick Farms LLC of Batesburg, S.C., company and city officials say. Another chicken company took a look and decided Pilgrim's asking price was too high, say people familiar with the matter. City officials say the company kept a prospective bidder from touring the plant, making it a challenge to market.
"We've played by the book," says JoAnne Lewis, executive director of the Douglas-Coffee County Economic Development Authority. But "there has been no meeting in the middle. We feel like we're part of a giant game."
Pilgrim's says it hasn't been offered a fair price for the plant and is cautious about letting rivals see its manufacturing processes. Company emails and court documents suggest the Pittsburg, Texas-based company also is concerned about adding capacity in an already struggling industry. More here.
Monday, June 29, 2009
How People Make Purchase Decisions: An Update
Despite the ascendancy of social media, customers still prepare for purchase decisions using a combination of old media, new media, and old-fashioned conversations with friends and family.
According to a March 2009 survey by Harris Interactive, the most common methods of gathering information prior to making a purchase are using a company website (36%), face-to-face conversation with a salesperson or other company representative (22%), and face-to-face conversation with a person not associated with the company (21%). 18- to 24-year-olds are more likely to use social networking sites than adults of all ages (16% vs. 4%). But they're also more likely to rely on conversations with friends and family than all adults (33% vs. 21%).
Source: The Harris Poll
According to a March 2009 survey by Harris Interactive, the most common methods of gathering information prior to making a purchase are using a company website (36%), face-to-face conversation with a salesperson or other company representative (22%), and face-to-face conversation with a person not associated with the company (21%). 18- to 24-year-olds are more likely to use social networking sites than adults of all ages (16% vs. 4%). But they're also more likely to rely on conversations with friends and family than all adults (33% vs. 21%).
Source: The Harris Poll
Opinion: Seattle's bid to lure Russell Investments from Tacoma is a losing strategy no matter who wins
By Jim Kastama and Lisa Brown
Special to The Times
RECENTLY, Seattle Mayor Greg Nickels offered Russell Investments a tax break if the global financial company will agree to leave Tacoma for Seattle.
Although we are confident Tacoma can hold its own in this contest, Nickels' overture demonstrates an economic-development strategy whose time is past — the poaching of businesses from one region to another. Moving a company 35 miles up the freeway is not economic growth.
Any city or state that believes it can grow only by luring companies with tax breaks will be left behind in today's increasingly competitive global economy.
Businesses favor communities that are rich in intellectual capital, produce workers who are adaptable to quickly changing needs, and most of all, offer an environment with innovative people who can develop products or services that are a step ahead of the rest of the world.
This is where Seattle and Tacoma should focus their efforts — not in a tug of war that will do little, if anything, to improve the overall economy of our state.
To this end, the Washington Legislature — and in particular the Senate — has taken its lead from the state Economic Development Commission, whose stated goal is to make our state the most attractive, fertile and creative environment for innovation in the world by 2020.
We target three areas essential to this goal:
• Talent and work force — Instead of educating people for jobs they will hold for the rest of their lives, we need to instill the concept of lifelong learning so workers can adapt and excel as companies evolve. The days of one career are over; we need to prepare workers for tomorrow's changing businesses.
• Infrastructure — We need a lean, green and clean infrastructure. This means independence from the ever-rising cost of petroleum, and taking advantage of the global green economy as the Tri Cities has with its push to be the global leader in alternative energy. We must also expand broadband Internet, which will prove as important as the interstate highway system was to our country's economic expansion in the 1950s and 1960s.
• Investment in entrepreneurship — We need to attract the best talent from around the world. Our innovative STARS program already has recruited the world's best scientists at converting wood and municipal wastes into biofuels; this is the true future of biofuels, unlike soybeans, which we are discovering actually harms the environment. The economic recovery will not come from huge corporations like Boeing, Microsoft and Amazon, as important as they are, but from startup companies that will lead the world in innovative technologies and services in everything from computers to agriculture, such as our rapidly evolving wine industry.
This is the new path of economic development.
The sooner Seattle, Tacoma and the state of Washington understand this, the sooner we will stop engaging in the self-destructive strategies of competing for existing companies and get on with the kind of economic development that will position our cities and our state for global competition.
If Seattle persists in its pursuit of Russell, Tacoma is prepared. It has identified tax breaks of its own, it has recruited a nationally renowned professor in the field of business, and it has designated a downtown international financial-services area. But this is a battle that would squander both cities' resources unnecessarily.
In the best interest of all concerned, we urge Seattle to look to the future instead of its neighbors' backyards. Poaching businesses is no substitute for true economic strategy.Sen. Jim Kastama, D-Puyallup, left, chairs the Senate Economic Development and Innovation Committee. Sen. Lisa Brown, D-Spokane, is the Senate majority leader.
Special to The Times
RECENTLY, Seattle Mayor Greg Nickels offered Russell Investments a tax break if the global financial company will agree to leave Tacoma for Seattle.
Although we are confident Tacoma can hold its own in this contest, Nickels' overture demonstrates an economic-development strategy whose time is past — the poaching of businesses from one region to another. Moving a company 35 miles up the freeway is not economic growth.
Any city or state that believes it can grow only by luring companies with tax breaks will be left behind in today's increasingly competitive global economy.
Businesses favor communities that are rich in intellectual capital, produce workers who are adaptable to quickly changing needs, and most of all, offer an environment with innovative people who can develop products or services that are a step ahead of the rest of the world.
This is where Seattle and Tacoma should focus their efforts — not in a tug of war that will do little, if anything, to improve the overall economy of our state.
To this end, the Washington Legislature — and in particular the Senate — has taken its lead from the state Economic Development Commission, whose stated goal is to make our state the most attractive, fertile and creative environment for innovation in the world by 2020.
We target three areas essential to this goal:
• Talent and work force — Instead of educating people for jobs they will hold for the rest of their lives, we need to instill the concept of lifelong learning so workers can adapt and excel as companies evolve. The days of one career are over; we need to prepare workers for tomorrow's changing businesses.
• Infrastructure — We need a lean, green and clean infrastructure. This means independence from the ever-rising cost of petroleum, and taking advantage of the global green economy as the Tri Cities has with its push to be the global leader in alternative energy. We must also expand broadband Internet, which will prove as important as the interstate highway system was to our country's economic expansion in the 1950s and 1960s.
• Investment in entrepreneurship — We need to attract the best talent from around the world. Our innovative STARS program already has recruited the world's best scientists at converting wood and municipal wastes into biofuels; this is the true future of biofuels, unlike soybeans, which we are discovering actually harms the environment. The economic recovery will not come from huge corporations like Boeing, Microsoft and Amazon, as important as they are, but from startup companies that will lead the world in innovative technologies and services in everything from computers to agriculture, such as our rapidly evolving wine industry.
This is the new path of economic development.
The sooner Seattle, Tacoma and the state of Washington understand this, the sooner we will stop engaging in the self-destructive strategies of competing for existing companies and get on with the kind of economic development that will position our cities and our state for global competition.
If Seattle persists in its pursuit of Russell, Tacoma is prepared. It has identified tax breaks of its own, it has recruited a nationally renowned professor in the field of business, and it has designated a downtown international financial-services area. But this is a battle that would squander both cities' resources unnecessarily.
In the best interest of all concerned, we urge Seattle to look to the future instead of its neighbors' backyards. Poaching businesses is no substitute for true economic strategy.Sen. Jim Kastama, D-Puyallup, left, chairs the Senate Economic Development and Innovation Committee. Sen. Lisa Brown, D-Spokane, is the Senate majority leader.
AT&T gone but not forgotten
By David Saleh Rauf - Express-News
In the 15 years AT&T called San Antonio home, it grew into one of the largest and most internationally recognized companies. And even after moving its headquarters, its presence is still felt in city policy, philanthropy and even real estate.
Today marks the first anniversary of AT&T's stunning announcement to move its headquarters from San Antonio to Dallas.
With it, the company plucked 700 high-paying jobs from the local economy, mostly top-level executives and support staff, and created a vacuum in the already slowing housing market.
But possibly the most significant impact the move had was the public relations black eye it stamped on the city's image.
“You never like to have bad news, and economic development is a lot about image and momentum,” said Mario Hernandez, president of the San Antonio Economic Development Foundation. “The announcement certainly took us back.”
The move has by no means crippled San Antonio, as the local economy continues to fare better during the recession than most other large metropolitan cities. City leaders also celebrate landing 1,400 professional-level jobs from Medtronic Inc. and another anticipated 400 jobs with the Air Force's choice to headquarter its new cyber command here.
One year later, city leaders say AT&T's relocation has served as a catalyst to revamp economic development strategy. In all, it shifted the focus to retaining jobs.
“It was just a wake-up call,” Mayor Julián Castro said. “There's a greater appreciation for the jobs we already have and are determined to keep.” More here.
In the 15 years AT&T called San Antonio home, it grew into one of the largest and most internationally recognized companies. And even after moving its headquarters, its presence is still felt in city policy, philanthropy and even real estate.
Today marks the first anniversary of AT&T's stunning announcement to move its headquarters from San Antonio to Dallas.
With it, the company plucked 700 high-paying jobs from the local economy, mostly top-level executives and support staff, and created a vacuum in the already slowing housing market.
But possibly the most significant impact the move had was the public relations black eye it stamped on the city's image.
“You never like to have bad news, and economic development is a lot about image and momentum,” said Mario Hernandez, president of the San Antonio Economic Development Foundation. “The announcement certainly took us back.”
The move has by no means crippled San Antonio, as the local economy continues to fare better during the recession than most other large metropolitan cities. City leaders also celebrate landing 1,400 professional-level jobs from Medtronic Inc. and another anticipated 400 jobs with the Air Force's choice to headquarter its new cyber command here.
One year later, city leaders say AT&T's relocation has served as a catalyst to revamp economic development strategy. In all, it shifted the focus to retaining jobs.
“It was just a wake-up call,” Mayor Julián Castro said. “There's a greater appreciation for the jobs we already have and are determined to keep.” More here.
Monday, June 22, 2009
How to Sell to a C-Level Executive
By Geoffrey James
June 18th, 2009 @ 5:30 am
Your sales manager may expect you to “sell high” — but do you know what to say when you actually get in the presence of a C-level exec? While plenty of sales training programs teach consultative selling, they mostly focus on questioning techniques and needs analysis for lower level employees. Selling at the C-level requires an entirely different approach. Here’s exactly what you need to know…
Lower level employees don’t mind if you probe around and ask questions to get a better picture of their requirements and needs. In fact, they often like showing off their knowledge. Try to “probe” a C-level exec and chances are you’ll be told where to stick that probe. C-level execs don’t have time to give you an education, so you’d better have done your research long before you step into the corner office.
Similarly, lower level employees love to talk about features, functions and price. In fact, they’ve probably been trolling around on the Web, reading brochures and white papers. C-level execs don’t have that kind of time to waste.
They’re interested in broad business issues like corporate strategy, revenue and profitability. So you’d better have a business-focused value proposition that justifies C-level attention. If not, don’t go bothering the bigwig.
Once again, lower level employees will sit though presentations with dozens of slides,chockablock with detail. In fact, those employees probably have a few of those presentations of their own that they’ll be happy to share with you. (Yawn!)
For C-level execs, though, that kind of communication is strictly a one-way street. They’re willing to be boring themselves, but they’re not going to sit there and let you deluge them with trivia.
So here’s the scoop. When you present to a C-level exec, your sales approach has got to be fully-researched, short and sweet, and targeted at C-level challenges.
When I say short and sweet, I’m talking 10 slides here and 25 words per slide, more or less. Can’t fit your pitch into that format? Then go back to the drawing board, because you’re not ready for prime time, buddy.
Now, although the specifics of the presentation will vary, it must be structured into three segments:
A research-based summary of the business, strategy, challenges and opportunities inside the exec’s firm. This summary must couched in the language that’s used inside the customer’s firm.
And slap the customer’s logo on it, for cryin’ out loud.
A VERY brief summary of your company and offerings. One slide…max.
A business case for how your two firms can work together, using your offerings to solve a C-level problem or achieve the a C-level goal.
Within those basic guidelines, the final structure varies according to circumstances. For example, if you already do business with the C-level’s firm, include (probably sandwiched between the second and third segment) a summary — one slide, max — of how your two firms have worked together in the past.
Similarly, if the purpose of the meeting is to close business, add a slide at the end that bridges to your close.
One more thing. Sometimes C-level executives will “drill down” into one area of presentation to find out whether there’s actual substance behind it. So you should still have all the detailed slide that used on the lower-level employees on hand, just in case. Just don’t trot them out on your own.
Got that?
BTW, the above is based upon a conversation with Mark Shonka and Dan Kosch, co-authors of the bestseller “Beyond Selling Value“. Smart guys, both of them.
Tomorrow, I’m going to share with you the “secret sauce” of selling at the C-level. It’s arguably themost important thing I’ve ever shared with you when it comes to selling high, so you’ll want to check it out…
Meanwhile, to hone your “selling high” skills, check out:
How to Call on a CEO
Four Ways to Sell to a CEO
Sell to the CEO: Can You Win the Game?
June 18th, 2009 @ 5:30 am
Your sales manager may expect you to “sell high” — but do you know what to say when you actually get in the presence of a C-level exec? While plenty of sales training programs teach consultative selling, they mostly focus on questioning techniques and needs analysis for lower level employees. Selling at the C-level requires an entirely different approach. Here’s exactly what you need to know…
Lower level employees don’t mind if you probe around and ask questions to get a better picture of their requirements and needs. In fact, they often like showing off their knowledge. Try to “probe” a C-level exec and chances are you’ll be told where to stick that probe. C-level execs don’t have time to give you an education, so you’d better have done your research long before you step into the corner office.
Similarly, lower level employees love to talk about features, functions and price. In fact, they’ve probably been trolling around on the Web, reading brochures and white papers. C-level execs don’t have that kind of time to waste.
They’re interested in broad business issues like corporate strategy, revenue and profitability. So you’d better have a business-focused value proposition that justifies C-level attention. If not, don’t go bothering the bigwig.
Once again, lower level employees will sit though presentations with dozens of slides,chockablock with detail. In fact, those employees probably have a few of those presentations of their own that they’ll be happy to share with you. (Yawn!)
For C-level execs, though, that kind of communication is strictly a one-way street. They’re willing to be boring themselves, but they’re not going to sit there and let you deluge them with trivia.
So here’s the scoop. When you present to a C-level exec, your sales approach has got to be fully-researched, short and sweet, and targeted at C-level challenges.
When I say short and sweet, I’m talking 10 slides here and 25 words per slide, more or less. Can’t fit your pitch into that format? Then go back to the drawing board, because you’re not ready for prime time, buddy.
Now, although the specifics of the presentation will vary, it must be structured into three segments:
A research-based summary of the business, strategy, challenges and opportunities inside the exec’s firm. This summary must couched in the language that’s used inside the customer’s firm.
And slap the customer’s logo on it, for cryin’ out loud.
A VERY brief summary of your company and offerings. One slide…max.
A business case for how your two firms can work together, using your offerings to solve a C-level problem or achieve the a C-level goal.
Within those basic guidelines, the final structure varies according to circumstances. For example, if you already do business with the C-level’s firm, include (probably sandwiched between the second and third segment) a summary — one slide, max — of how your two firms have worked together in the past.
Similarly, if the purpose of the meeting is to close business, add a slide at the end that bridges to your close.
One more thing. Sometimes C-level executives will “drill down” into one area of presentation to find out whether there’s actual substance behind it. So you should still have all the detailed slide that used on the lower-level employees on hand, just in case. Just don’t trot them out on your own.
Got that?
BTW, the above is based upon a conversation with Mark Shonka and Dan Kosch, co-authors of the bestseller “Beyond Selling Value“. Smart guys, both of them.
Tomorrow, I’m going to share with you the “secret sauce” of selling at the C-level. It’s arguably themost important thing I’ve ever shared with you when it comes to selling high, so you’ll want to check it out…
Meanwhile, to hone your “selling high” skills, check out:
How to Call on a CEO
Four Ways to Sell to a CEO
Sell to the CEO: Can You Win the Game?
Dallas Fed chief: Businesses ripe for Texas to steal
By BRENDAN CASE / The Dallas Morning News bcase@dallasnews.com
It's time to start stealing, says the president and chief executive of the Federal Reserve Bank of Dallas.
Not money, mind you, but talent. And jobs.
Texas is one of the few big states not flat on its back from the recession. Using its greener pastures as a selling point, the state should "go out and steal everything we can from the rest of the country," says Dallas Fed boss Richard Fisher.
"That means stealing the best brains from places that are depressed, like Rhode Island and Michigan and California," he said. "Jam them into what I call the triangle, which is Austin-San Antonio, Dallas, Houston."
And why not snag some choice employers, while we're at it?
"We ought to be out recruiting every business we can," Fisher said. "No one wants to operate a business in California anymore. Nobody." More here.
It's time to start stealing, says the president and chief executive of the Federal Reserve Bank of Dallas.
Not money, mind you, but talent. And jobs.
Texas is one of the few big states not flat on its back from the recession. Using its greener pastures as a selling point, the state should "go out and steal everything we can from the rest of the country," says Dallas Fed boss Richard Fisher.
"That means stealing the best brains from places that are depressed, like Rhode Island and Michigan and California," he said. "Jam them into what I call the triangle, which is Austin-San Antonio, Dallas, Houston."
And why not snag some choice employers, while we're at it?
"We ought to be out recruiting every business we can," Fisher said. "No one wants to operate a business in California anymore. Nobody." More here.
Bright days ahead for SW Fla. business marketing campaign
By LAURA LAYDEN
ESTERO — Put on your sunglasses.
Southwest Florida’s new branding campaign is “bright.” Community leaders received a sneak peek at the campaign Wednesday as they met for a regional strategic planning forum at Florida Gulf Coast University in Estero.
The positioning statement is: Southwest Florida — A Brighter Place to Do Business.
These aren’t just words, said Joe Bouch, president of Chisano Marketing Group, which was hired to develop the new brand for the six-county region that includes Lee, Collier and Charlotte.
“There’s something behind it,” he said.
The word brighter refers to the quality of life and the region’s intellectual capital, including an impressive group of former CEOs and successful business owners who have retired here, Bouch said.
The word place suggests a sense of belonging.
“Every business wants to have a sense of place,” Bouch said.
The word business is key in the branding statement. Growing businesses is what the campaign is all about.
“This is our bottom line ... Our call of action,” Bouch said. More here.
ESTERO — Put on your sunglasses.
Southwest Florida’s new branding campaign is “bright.” Community leaders received a sneak peek at the campaign Wednesday as they met for a regional strategic planning forum at Florida Gulf Coast University in Estero.
The positioning statement is: Southwest Florida — A Brighter Place to Do Business.
These aren’t just words, said Joe Bouch, president of Chisano Marketing Group, which was hired to develop the new brand for the six-county region that includes Lee, Collier and Charlotte.
“There’s something behind it,” he said.
The word brighter refers to the quality of life and the region’s intellectual capital, including an impressive group of former CEOs and successful business owners who have retired here, Bouch said.
The word place suggests a sense of belonging.
“Every business wants to have a sense of place,” Bouch said.
The word business is key in the branding statement. Growing businesses is what the campaign is all about.
“This is our bottom line ... Our call of action,” Bouch said. More here.
Gwinnett development group sets sights on Asia business
By Patrick Fox
The Atlanta Journal-Constitution
Wednesday, June 17, 2009
Less than a month after luring NCR headquarters from Ohio, Gwinnett County economic leaders have turned their sights overseas.
Partnership Gwinnett, an arm of the Chamber of Commerce, has scheduled a 15-day trip to Asia to promote economic development. It is the latest move in a strategy that has helped attract two Fortune 500 companies and more than 5,000 jobs to the county in the past two years.
“We’re not waiting for the phone to ring,” said Nick Masino, vice president of economic development for the Chamber and head of Partnership Gwinnett.
Luring business is Masino’s business and his whirlwind trip this week to China and South Korea is packed with meetings to sell officials on metro Atlanta.
“Once you’re over there, it’s not that expensive to move around,” he said. “We want to be very strategic while we’re there.”
The trip will also include more favorable news for Gwinnett. Plans for a business expansion by a Chinese frim already operated in the country will be announced June 26 but Masino could provide no further details.
Partnership Gwinnett’s strategy was laid out in 2006 when the Chamber sponsored a $150,000-study to craft a long-term economic development plan. The nine-month study became Masino’s bible.
The initiatives: create high-paying jobs, provide a strong workforce with a model education system, offer a high quality of life and market the area to outside interests. More here.
The Atlanta Journal-Constitution
Wednesday, June 17, 2009
Less than a month after luring NCR headquarters from Ohio, Gwinnett County economic leaders have turned their sights overseas.
Partnership Gwinnett, an arm of the Chamber of Commerce, has scheduled a 15-day trip to Asia to promote economic development. It is the latest move in a strategy that has helped attract two Fortune 500 companies and more than 5,000 jobs to the county in the past two years.
“We’re not waiting for the phone to ring,” said Nick Masino, vice president of economic development for the Chamber and head of Partnership Gwinnett.
Luring business is Masino’s business and his whirlwind trip this week to China and South Korea is packed with meetings to sell officials on metro Atlanta.
“Once you’re over there, it’s not that expensive to move around,” he said. “We want to be very strategic while we’re there.”
The trip will also include more favorable news for Gwinnett. Plans for a business expansion by a Chinese frim already operated in the country will be announced June 26 but Masino could provide no further details.
Partnership Gwinnett’s strategy was laid out in 2006 when the Chamber sponsored a $150,000-study to craft a long-term economic development plan. The nine-month study became Masino’s bible.
The initiatives: create high-paying jobs, provide a strong workforce with a model education system, offer a high quality of life and market the area to outside interests. More here.
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