My WebLink
|
Help
|
About
|
Sign Out
Home
Browse
Search
09-20-06
ArdenHills
>
Administration
>
Commissions, Committees, and Boards
>
Economic Development Commission (EDC)
>
EDC Packets
>
2006
>
09-20-06
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
9/17/2015 1:18:24 PM
Creation date
9/17/2015 1:17:34 PM
Metadata
Fields
Template:
General
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
32
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
Middle: Years: 2—4 <br /> 23) Decision Influencers. <br /> Site selection consultants deal with the larger, more sophisticated projects that <br /> are decided upon each year. Marketing dollars could be well spent on <br /> approaching these individuals, sharing with them the benefits of an Arden Hills <br /> site selection and working with them in the future as projects materialize. <br /> Consultant approaches in the Minneapolis/St. Paul market would be the most <br /> affordable to approach followed by those in the Chicago market areas. <br /> 24) Joint Marketing. <br /> As the program matures, the City would be well served to partner with other <br /> surrounding cities in a joint marketing effort. This is a common strategy in <br /> economic development as companies who are focusing on an area are able to <br /> be approached earlier in the decision making process through group marketing <br /> than they can be with individual marketing. The sooner that the community can <br /> make an impression on a company, the higher their chances are of securing the <br /> new investment. <br /> Late: Years 4 - 5 <br /> 25) Individual Marketing. <br /> 10P On rare occasions the community may opt to pursue its individualized market <br /> efforts. As stated before, these are very expensive and frequently result in little <br /> or no return on investment. However, for highly targeted instance where a niche <br /> opportunity presents itself, the community would be well served to have the <br /> capacity to pursue specific prospects by having the appropriate funds budgeted. <br /> Workforce Development <br /> f <br /> e ills has one of the most highly skilled, highly educated workforces in the State of <br /> nnesota. This strength is a blessing that needs to be protected as much as possible. <br /> Promoting the excellent school system as a community asset is essential to long term <br /> success in economic development. <br /> For the rank and file workers, much of the City's success in Workforce Development will <br /> result in partnering with The Ramsey County Workforce Investment Board (RCWIB) in <br /> this area. RCWIB is networked into a statewide system of education and training that <br /> prepares people for high-skill jobs and assures employers of a skilled flexible workforce <br /> in the future_ This comprehensive program is designed to improve the productivity level <br /> of the workers and allow companies to grow in the future. We recommend that this <br /> 40 Strategic Plan for Economic Development Page 20 of 23 <br /> Draft—Subject to Approval and Adoption <br />
The URL can be used to link to this page
Your browser does not support the video tag.