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WINNING STRATEGIES
In Economic Development MarketingA Study By Development Counsellors International
2017
A View From Corporate America
xx
TABLE OF CONTENTS
Index of Charts and Tables
Executive Summary
Introduction and Methodology
Influencing Executive Perceptions: Leading Sources of
Information
Leading Sources of Information: Corporate Executives
vs. Location Advisors
Best Marketing Techniques from the Customer’s
Perspective
The Web and Location Decisions
First Contact: When and How Decision Makers
Approach Economic Development Organizations
Social Media and Executive Decision Makers
Best and Worst Places for Business
Outlook for International Investment
The Consultants Speak :
Best Economic Development Groups
Looking Forward: Location Decisions During the Years
Ahead
Appendix A: Questionnaire and Invitation to Participate
Appendix B: Most-Favorable Business Climate Rankings
for All States
Appendix C: Least-Favorable Business Climate
Rankings for All States
Appendix D: Demographic Profile of Respondents
A Word About DCI
4
6
10
11
13
15
18
22
25
27
30
32
33
36 44
45
46
47
4
Table A Leading Sources of Information Influencing Executive
Perceptions of an Area’s Business Climate
Table B Most-Effective Marketing Techniques
Chart H Likelihood of Visiting Economic Development
Organizations’ Websites During Next Site Search
Table C First Contact with Economic Development Groups
Table D Most-Favorable Business Climate
Table E Least-Favorable Business Climate
COMPARISONS: RESPONSES OVER TIME
Chart A Leading Sources of Information Influencing Executive
Perceptions of an Area’s Business Climate
Chart C Most-Effective Marketing Techniques
Chart E Frequency of Internet Use in Most-Recent Site-Location
Search
Chart G Likelihood of Visiting Economic Development
Organizations’ Websites During Next Site Search
Chart J Most-Useful Features of an Economic Development
Organization’s Website
Chart L First Contact with Economic Development Groups
Chart N Executives Most Likely to Lead Location Decisions
Chart P Social Media Channels Used for Business
Chart R Part of the World with the Best International Growth
Opportunity
Chart T Trump Administration’s Impact on Investment Plans
Chart V Projected Location Decision in the Next 24 Months
Chart W Plans to Outsource a Portion of Site-Selection
Process
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15
18
19
20
22
24
26
30
33
34
34
12
16
19
23
28
29
INDEX OF CHARTS AND TABLES | 2017 SURVEY RESULTS
5
Chart B Leading Sources of Information Influencing Executive
Perceptions of an Area’s Business Climate
Chart D Most-Effective Marketing Techniques
Chart F Frequency of Internet Use in Most-Recent Site-Location
Search
Chart I Likelihood of Visiting Economic Development
Organizations’ Websites During Next Site-Location
Search
Chart K Most-Useful Features of an Economic Development
Organization’s Website
Chart M First Contact with Economic Development Groups
Chart Q Social Media Channels Used for Business
Chart D Most-Effective Marketing Techniques
Chart O Executives Most Likely to Lead Location Decisions
Chart U Trump Administration’s Impact on Investment Plans
Chart S Part of the World with the Best International Growth
Opportunity
Chart X Professional Likely to Assist with Site-Location Search
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17
18
19
21
23
26
17
24
33
31
35
COMPARISONS: RESPONSES BY RESPONDENT TYPE LOCATION ADVISORS VS. CORPORATE EXECUTIVES
EXECUTIVES FROM MIDSIZE VS. LARGE COMPANIES
MANUFACTURING VS. SERVICE INDUSTRY EXECUTIVES
UNITED STATES VS. INTERNATIONAL EXECUTIVES
EXECUTIVE SUMMARY
Since 1996, Development Counsellors
International (DCI) has provided economic
development professionals with a unique
opportunity — to hear directly from their
“customers” through a comprehensive survey
of corporate executives and their advisors.
Through the Winning Strategies survey
and analysis, DCI has provided insights into
current best practices in marketing places
and how these practices have changed
over time.
The outlook for the U.S. economy is
strong. The economy is approaching
full employment, long-term inflation
expectations remain low and gross domestic
product (GDP) is projected to continue
growing at a moderate rate in 2017 and 2018.
However, uncertainty remains regarding
the new U.S. administration’s policies and
how they affect the U.S. economy and
the worldwide economy. The interest in
how executives make location decisions
has never been higher, given this current
political and economic climate. Winning
Strategies continues to deliver new insights
into the minds of key influencers and their
decision-making process by asking them
questions about the impact of the current
administration on location decisions.
The interest in how executives make location decisions has never been higher, given this current political and economic climate.
7
With the election of President Trump, DCI
was interested in the new administration’s
impact on location decisions. Respondents
were presented with the following statement
and question: “President Trump was
elected into office several months ago.
Please indicate how this has affected your
investment plans,” and “What is the most
important thing President Trump/the federal
government could do to encourage U.S.
companies to expand in the United States?”
Key findings are as follows:
• The majority of respondents (57 percent)
reported that the Trump administration
hasn’t affected their investment plans.
• Only 10 percent of respondents reported
that they are more likely to explore
international locations, 33 percent are
more likely to explore growth locations in
the United States.
• About 38 percent of respondents
reported that reducing corporate tax
rates/reforming corporate tax policies
should be a priority to encourage U.S.
companies to expand in the United States.
Beyond the administration-related questions,
the survey queried executives on factors
related to best practices in attracting
corporate investment (which has been
the focus of the survey since 1996). Key 2017
findings, based on the aggregate responses, are:
• Dialogue with industry peers, as it has
been since 1996, continues to be the top
source of information about an area,
followed by business travel and articles
in newspapers and magazines.
• In order, The Wall Street Journal,
The New York Times and local daily
newspapers rank as the top news source
of executives.
indicate the election of President Trump hasn’t impacted their investment plans.
57%
Location advisors said staff contact information and incentive information are the most useful features of an economic development organization’s website.
• Having an internet/website presence is
rated as the most-effective marketing
technique, followed by planned visits to
corporate executives.
• Sixty-five percent of respondents used
the internet during their last site-selection
search, and 65 percent reported a
strong likelihood that they would visit an
economic development organizations’
website during the next site search.
• As has been the case since 2008,
incentive information (57 percent),
demographic information (48 percent)
and a searchable database of available
buildings and sites (44 percent) rank as
the most-useful features of an economic
development organization’s website.
• Location advisors said staff contact
information and incentive information are
the most-useful features of an economic
development organization’s website.
• For the third time, LinkedIn (77 percent)
is the top-used social media outlet for
business.
9
• The percentage of respondents who
do not use social media for business
purposes continues to decline — 11
percent of respondents in 2017 vs. 21
percent in 2014 and 38 percent in 2011.
• Top executives within a company (49
percent), such as the chairman/CEO/
president, are most likely to lead location
decisions, followed by the COO (27
percent). In addition, a notable difference
exists between midsize (less than $100
million in revenue) and large companies
(more than $100 million in revenue).
Among midsize companies, the chairman/
CEO/president is the primary decision
maker; in large companies, the chairman/
CEO/president, the COO and the CFO
location are typically included in the
location decisions.
• Texas has the most-favorable business
climate, followed by Florida, Georgia,
South Carolina and North Carolina.
• North America outside of the United
States (32 percent) and Asia/Pacific
locations (29 percent) represent the best
opportunities for international expansion.
reported a strong likelihood of visiting an economic development website during their next site location search.
65%
INTRODUCTION & METHODOLOGY This survey and all preceding Winning Strategies surveys are studies of perceptions. A perception is an attitude, belief or impression and not necessarily a reflection of reality. Business executives have certain identifiable opinions and beliefs about doing business in the United States and throughout the world. Some of these perceptions might be accurate; some might be genuine misperceptions.
In 1996 and subsequently every three years,
DCI has conducted a comprehensive survey
of corporate executives with site-selection
responsibilities to determine the “customer’s
perspective” on the most-effective strategies
and techniques in economic development
marketing. Now in its eighth iteration, Winning
Strategies continues to document changes in the
perceptions of corporate decision makers in the
United States. The survey has been conducted
online since 2008, and participants are incented
for their participation via an Amazon or
Starbucks gift card.
The survey audience consists of executives at
a random selection of U.S.-based companies
with direct site-selection responsibilities and
is heavily weighted toward the following titles:
CEO, president, CFO and vice president. The
distribution list was augmented with the addition
of more than 300 location advisors/consultants,
a similarly influential group providing guidance
and counsel to corporate executives nationwide.
DCI received 331 responses. The survey — which
includes multiple-choice, close-ended and
open-ended questions — contains a series of
classification questions to categorize responses
into large-company executives (more than $100
million in revenue), midsize-company executives
(less than $100 million in revenue) and location
advisors, as well as into select demographic
categories. The report contains data presented by
the various classification categories (in Appendix
D) or as trend data over time. The responses
to open-ended questions were edited for
completeness and coded into thematic groupings.
11
INFLUENCING EXECUTIVE PERCEPTIONS: LEADING SOURCES OF INFORMATION How are perceptions of a location’s business climate formed? More importantly, how can an economic development organization promote a favorable perception of its community among corporate decision makers? Although many factors influence awareness of a location for investment purposes, dialogue with industry peers, as it has been since 1996, continues to be the top influencer on perceptions of an area, followed by business travel and articles in newspapers and magazines.
Since the inaugural survey in 1996, Winning Strategies has asked corporate decision makers who possess selection responsibilities a series of questions to determine the leading sources of information influencing executive perceptions of an area’s business climate. Respondents can choose up to three of the 13 provided responses. Over time, to reflect changing trends, responses have been added or slightly altered, such as advertising (which had previously consisted of two separate categories — print advertising and TV/radio advertising), rankings/surveys (previously called national surveys), online sources (added in 1999) and social media (added in 2011).
Chart A: Leading Sources of Information – 2017
46%
42%
34%
33%
27%
22%
21%
17%
11%
9%
8%
6%
2%
Dialogue with industry peers
Business travel
Articles in newspapers and magazines
Meetings with economic development groups
Online sources
Word of mouth
Rankings / surveys
Social media
Advertising
Other
TV and radio newscasts / shows
Direct Mail
Personal travel
OmnisDam corum qui con rem conem ipsunt.
Genienit eveniat iatque vel illorit rem int audae min nos simenis et veres anis aut qui officie nihitiate
As shown in Table A, the leading sources of information have remained relatively constant since the survey was first conducted. Results from 2017 saw business travel displace articles in newspapers and magazines as the second-most-influential source of information. For the first time since
the category was included as a response in 2011, social media garnered more than 10 percent of responses and has become a more influential source of information. Consistent with previous years, the fewest number of executives chose direct mail.
Sources 2017 2014 2011 2008 2005 2002 1999 1996
Dialogue with industry peers 46% 55% 50% 61% 54% 56% 71% 68%
Business travel 42% 37% 27% 42% 45% 47% 45% 52%
Articles in newspapers and magazines 34% 44% 46% 53% 45% 62% 61% 60%
Meetings with economic development organizations 33% 31% 28% 32% 33% 21% 27% 24%
Online sources 27% 22% 20% 28% 22% 9% 9% --
Word of mouth 22% 21% 19% 19% 16% 29% 21% 24%
Rankings/surveys 21% 24% 36% 22% 17% 23% 31% 34%
Personal travel 17% 13% 9% 14% 13% 14% 8% 21%
Social media 11% 2% 0% -- -- -- -- --
Advertising 9% 4% 3% 4% 3% 4% 4% 4%
Other 8% 12% 13% 10% 14% 14% 8% 15%
TV/radio newscasts/shows 6% 9% 14% 7% 5% 14% 7% 4%
Direct mail 2% 2% 0% 2% 2% 2% 3% 4%
Table A: Leading Sources of Information Influencing Executive Perceptions of Business Climate Comparisons (Responses over Time)
13
Online sources
28%24%
Meetings with economic development organizations
23%55%
Dialogue with industry peers
42%55%
Subgroups within the survey audience collect
information differently. The following chart
illustrates the differences between corporate
executives and location advisors and what
each audience perceives to be its leading
sources of information.
As Chart B shows, corporate executives rely
heavily on first-hand experience — business
travel and dialogue with industry peers — as
leading sources of information. Although
location advisors also rely heavily on
dialogue with industry peers, this information
source is valued equally with information
gleaned from meetings with economic
development groups (each being selected
by 55 percent of respondents). Corporate
executives value meetings with economic
development groups significantly less than
location advisors (23 percent vs. 55 percent).
LEADING SOURCES OF INFORMATION: CORPORATE EXECUTIVES VS. LOCATION ADVISORS
Chart B: Leading Sources of Information Influencing Executive Perceptions of an Area’s Business Climate (Responses by Respondent Type)
Corporate Executives Location Advisors
Business travel
45%36%
Articles in newspapers and magazines
34%35%
Word of mouth
26%14%
WHERE DO EXECUTIVES GET THEIR NEWS?
When designing a comprehensive
marketing program, economic development
organizations must know how and where
decision makers consume their news.
For respondents who selected articles
in newspapers and magazines, online
sources, rankings/surveys and/or TV/radio
newscasts/shows as influential sources of
information, DCI asked follow-up questions
to determine the specific media consumed in
these categories.
As has been the case for several years, The Wall Street Journal ranks first in the list of most-read print publications in the
newspapers and magazines category.
However, the percentage of respondents
choosing the outlet fell from 82 percent in
2011 to 62 percent in 2017
The Wall Street Journal 62%
The New York Times 42%
Local daily news 21%
Forbes 13%
The Economist 13%
Washington Post 13%
USA Today 12% Bloomberg Businessweek 11%
Financial Times 10%
Time 8%
Area Development 7%
Respondents who selected online sources
first turn to general internet searches via
Google to obtain information about an area’s
business climate. In 2014, WSJ.com was the
most-used online source, unlike this year
when it failed to place in the top four sources.
Google 17%
Bloomberg.com 7%
NYTimes.com 7%
Private data vendors
(CCH, ESRI, PCensus) 7%
Forbes continues to have the greatest
following among respondents who chose
rankings/surveys as an influential information
source, followed by Site Selection Magazine
and Area Development.
Forbes 21%
Site Selection 16%
Area Development 14%
Tax Foundation 11%
Chief Executive 7%
15
51%
Hosting Special Events
51%
Media Relations / Publicity
BEST MARKETING TECHNIQUES FROM THE CUSTOMER’S PERSPECTIVE
Chart C: Most Effective Marketing Techniques (% Rating 4 or 5 on a 5-Point Scale)
74%
66%
39%
32%
23%
17%
Internet / Website
Planned Visits to Corporate Executives
Trade Shows
Advertising
Direct Mail
Telemarketing
DCI asked respondents to gauge the
effectiveness of eight conventional marketing
techniques used by economic development
groups. Since 1996, respondents have rated
each technique (advertising, direct mail,
internet/website, media relations/publicity,
hosting special events, planned visits to
corporate executives and telemarketing) on
a scale from 1 (poor) to 5 (excellent). Chart C
shows the percentage of respondents who
rated each technique as a 4 or a 5.
Having an internet/website presence rates
as the most-effective marketing technique,
followed by planned visits to corporate
executives. Media relations/publicity and
hosting special events tied for third.
The perceived value of having a well-designed internet/website presence has increased steadily. Also, a consistent, perceived value
exists in face-to-face contact, evidenced by
the placement of planned visits to corporate
executives as one of the top-two-rated
techniques since the first edition of the survey.
Considering responses by company size and
type (midsize company, large company and
location advisors), midsize- and large-company
Table B: Most Effective Marketing Techniques % Rating 4 or 5 on a 5-Point Scale (Response over Time)
executives (77 percent and 64 percent,
respectively) said, in order, a location’s internet/
website presence, planned visits to corporate
executives and media relations/publicity
are the top-three most-effective marketing
techniques for economic development groups.
Location advisors’ top-three choices for best
form of marketing are, in order, planned visits
to corporate executives (79 percent), hosting
special events and internet/website.
*Trade shows was excluded inadvertently in the 2008 survey.
Technique 2017 2014 2011 2008 2005 2002 1999 1996
Internet/Website 74% 67% 55% 56% 53% 34% 37% 18%
Planned Visits to Corporate Executives 66% 64% 57% 55% 54% 53% 46% 53%
Media Relations/ Publicity 51% 48% 33% 52% 50% 21% 19% 19%
Hosting Special Events 51% 46% 35% 45% 49% 37% 42% 49%
Trade Shows* 39% 38% 35% -- 33% 32% 45% 39%
Advertising 32% 17% 16% 15% 20% 21% 19% 19%
Direct Mail 23% 14% 15% 19% 23% 33% 25% 25%
Telemarketing 17% 6% 4% 4% 6% 4% 6% 7%
17
Advertising
%
%
%
34
36
20
Trade Shows
%
%
%
41
42
30
Hosting Special Events
%
%
%
32
45
74
Internet/Website
77 %
%
%
64
73
Planned Visits to Corporate Executives
%
%
%
53
60
79
Media Relations / Publicity
%
%
%
43
48
56
Direct Mail
%
%
%
24
26
16
Telemarketing
%
%
%
22
21
6
Chart D: Most Effective Marketing Techniques % Rating 4 or 5 on a 5-point scale (Responses by Respondent Type)
Midsize Large Location Advisors
THE WEB AND LOCATION DECISIONS
Chart E: Frequency of Internet Use in Most Recent Site Location Search Distribution of Responses on a 1-5 scale (1 = Not at all and 5 = Often)
Not at all Often21 3 4 5
8%7% 21% 16% 48%
Chart F: Frequency of Internet Use in Most Recent Site Location Search Distribution of Responses on a 1-5 scale 1 = Not at all and 5 = Often (Responses by Respondent Type)
Not at all Often1 2 3 4 5
Corporate Executives 9% 9% 20% 18% 44%
Not at all Often1 32 4 5
Location Advisors 1% 7% 21% 13% 58%
A common theme among several of this year’s findings is the increasing value placed on the internet and other digital information during the site-selection process. When respondents were asked to rate how often they used the internet during their last location search, on a scale of 1 (not at all) to 5 (often), 65 percent of the executives reported a score of 4 or 5.
As was the case in 2011 — when this question was incorporated into the survey — and in 2014,
this year’s data show that location advisors use the internet in their site-selection search more
than corporate executives. Overall, both groups use the internet frequently, with 71 percent of
location advisors and 62 percent of corporate executives rating their usage as a 4 or 5. About
58 percent of location advisors selected a 5, whereas 44 percent of corporate executives
selected a 5.
All
19
Often, an economic development organization’s website is the first introduction to a location being considered for investment. When asked the likelihood of visiting an economic development organization’s website during their next site-location search, 65 percent of respondents reported a rating of 4 or 5 on a five-point scale, in which 1 is low and 5 is high.
The percentage of corporate executives in 2017 who are likely to visit an economic
development organization’s website has held steady from 2014 (54 percent in 2017 vs. 53
percent in 2014) and is significantly lower than the percentage of location advisors (87
percent) that will turn to an economic development organization’s website.
Chart G: Likelihood of Visiting Economic Development Organizations’ Websites During Next Site Search (1 = Not at all likely and 5 = Highly likely)
Chart H: Likelihood of Visiting Economic Development Organizations’ Websites During Next Site Search % Rating 4 or 5 on a 5-Point Scale (Response over Time)
65%
2017 2014 2011 2008 2005 2002
63% 47% 64% 65% 39%
Chart I: Likelihood of Visiting Economic Development Organizations’ WebsitesDuring Next Site Search Distribution of Responses on a 1-5 Scale (Response by Type)
1 2 3 4 5
Corporate Executives 13% 10% 23% 25% 29%
1 32 4 5
Location Advisors 0% 7% 6% 21% 66%
Highly Likely
Highly Likely
Highly Likely
Not at allLikely
Not at allLikely
Not at allLikely
21 3 4 5
All 9%9% 17% 24% 41%
As seen in Chart H, this percentage of respondents reporting a rating of 4 or 5 has rebounded
after falling to a low of 47 percent in 2011 and then rising again to 63 percent in 2014.
Winning Strategies asked respondents to rate those features that are most important to the usefulness of an economic development organization’s website. Respondents could select up to five of the 14 offered features most typically included in an economic development website.
As has been the case since 2008, incentive information (57 percent) is ranked as the most-useful feature of an economic development organization’s website, followed by demographic information (48 percent), a searchable database of available buildings and sites (44 percent) and workforce statistics (43 percent).
Decision makers place less weight on testimonials from local employers and video content, which were selected by 8 percent and 3 percent of the respondents, respectively.
Chart J: Most-Useful Features of an Economic Development Organization’s Website
57%
48%
44%
43%
39%
38%
32%
25%
22%
18%
18%
8%
3%
29%
Incentive information
Demographic information
Searchable database of available buildings and sites
Workforce statistics
Comparisons to competitor locations
Major employer list
Quality of life information
Staff contact information
Target industries and related information
Maps of the community / region
Current press releases / announcements
Educational institution information (K-12 & post-secondary)
Testimonials from local employers
Video content
21
Educational institution information
18%16%
19%29%
Maps of the community / region
23%27%
Target industries and related information
10%69%
Staff contact information
Quality of life information
40%14%
Major employer list
28%60%
Comparisons to competitor locations
48%21%
Searchable database of available buildings and sites
42%51%
24%Demographic information
60%
Incentive information
52%69%
Significant differences exist between the habits of location advisors and corporate executives. As seen in Chart K, 60 percent of corporate executives said demographic information is the most-useful feature on an economic development organization’s
Corporate Executives
Location Advisors
Chart K: Most Useful Features of an Economic Development Organization’s Website (Responses by Respondent Type)
43%42%
Workforce statistics
10%36%
Current press releases / announcements
8%7%
Testimonials from local employers
4%
Video content0%
website, compared to 24 percent of location advisors. Location advisors chose staff contact information and incentive information (both with 69 percent) as the most-useful features of an economic development organization’s website.
Respondents indicated during which of the five stages of the site-selection process they are most likely to make first contact with an economic development organization. As seen in Chart L, the most-frequent response is following the development of a short list of communities to request specific information or to arrange site visits, with 42 percent of respondents selecting this option.
FIRST CONTACT: WHEN AND HOW DECISION MAKERS APPROACH ECONOMIC DEVELOPMENT ORGANIZATIONS
After a location has already been selected, for assistance in identifying a suitable building/lot.
Chart L: First Contact with Economic Development Groups
First Contact with Economic
Development Groups
30%
12%
5%
11%
42%
After we have developed a shortlist of potential communities, to request specific data or arrange site visits.
During the initial screening of all possible locations, to request preliminary data.
We would not contact an economic development organization at any stage in a site location search.
After the field has been narrowed to a few finalists, to negotiate incentive offers.
Since 2005, corporate decision makers and
location advisors are most likely to contact
an economic development organization
after a short list of potential communities
has been developed, to request data
or arrange site visits. About 12 percent
of respondents report that they would
not contact an economic development
organization at any stage during a site-
location search, down from a peak of 17
percent in 2011 and 16 percent in 2014.
23
12%
6%
After the field has been narrowed to a few finalists, to negotiate incentive offers.
8%
0%
After a location has already been selected, for assistance in identifying a suitable building/lot.
17%
0%
We would not contact an economic development organization at any stage in a site location search.
27%
36%
During the initial screening of all possible locations, to request preliminary data.
36%
58%
After we have developed a shortlist of potential communities, to request specific data or arrange site visits.
Table C: First Contact with Economic Development Groups (Response over Time)
Location advisors continue to be more likely than corporate executives to use the services of economic development organizations. As shown in Chart M, location advisors will
always contact an economic development
organization during the site-selection
process and often earlier in the process than
Chart M – First Contact with Economic Development Groups (Response by Respondent Type)
Corporate Executives Location Advisors
corporate executives. About 17 percent of
corporate executives would not contact an
economic development organization at any
stage during a site-location search, and 8
percent will contact an organization only after
a location has been selected, for assistance in
identifying a suitable building/lot.
Timing of First Contact 2017 2014 2011 2008 2005
After we have developed a shortlist of potential communities, to request specific data or arrange site visits. 42% 41% 40% 40% 48%
During the initial screening of all possible locations, to request preliminary data.
30% 25% 24% 29% 27%
We would not contact an economic development organization at any stage in a site location search. 12% 16% 17% 8% 8%
After the field has been narrowed to a few finalists, to negotiate incentive offers. 11% 15% 13% 18% 15%
After a location has already been selected, for assistance in identifying a suitable building/lot. 5% 3% 6% 5% 2%
1%
7%
Other Vice President/Director
3%
3%
Vice President/Director of Human Resources
3%
6%
Vice President of Manufacturing
6%
7%
Vice President/Director of Strategic Planning
16%
24%
Chief Financial Officer
9%
19%
Vice President/Director of Corporate Real Estate
For the first time, Winning Strategies
provided a list of eight executive titles and
asked respondents who is most likely to lead
corporate location projects. Respondents could
choose more than one option. Respondents
report that top executives — chairman/CEO/
president (49 percent) and COO (27 percent)
— were most likely to lead a location decision.
At midsize companies, the chairman/CEO/
president is the primary decision maker
for location decisions, whereas it’s the
chairman/CEO/president, the COO and
the CFO at large companies.
Chart N: Executives Most Likely to Lead Location Decisions
49%
27%
24%
22%
10%
9%
5%
5%
Chairman/CEO/President
Chief Operating Officer
Vice President/Director of Corporate Real Estate
Chief Financial Officer
Vice President/Director of Strategic Planning
Vice President of Manufacturing
Vice President/Director of Human Resources
Other Vice President/Director
Chart O: Executives Most Likely to Lead Location Decisions (Responses by Respondent Type)
Midsize Large
73%
39%
Chairman/CEO/President
15%
35%
Chief Operating Officer
xx
SOCIAL MEDIA AND EXECUTIVE DECISION MAKERS
Social media has become an increasingly
important source of information during the
site-selection process. For the third time,
Winning Strategies asked location advisors
and corporate executives which top social
media channels they use for business
purposes. Also for the third time, LinkedIn
(77 percent) is the No. 1 social media outlet
for business, beating out the other such
options as Facebook, Twitter, Blog Forums,
YouTube, Instagram, Podcasts and other
social media channels. 2017 is the first year
that podcasts (17 percent) and Instagram (18
percent) have been included in the options.
The percentage of respondents who report they do not use social media for business purposes continues to decline — 11 percent of respondents in 2017 vs. 21 percent in 2014 and 38 percent in 2011.
Chart P: Social Media Channels Used for Business
77%
43%
37%
27%
26%
18%
17%
11%
5%
Blog forums
YouTube
Podcasts
I do NOT use social media for business purposes
Other
25
The percentage of respondents who report they do not use social media for business purposes continues to decline — 11 percent of respondents in 2017 vs. 21 percent in 2014 and 38 percent in 2011.
32%
13%
YouTube
30%
19%
Blog forums
Chart P: Social Media Channels Used for Business (Responses by Respondent Type)
74%
53%
38%
19%
9%
5%
82%
20%
34%
12%
16%
6%
25%
Podcasts
I do NOT use social media for business purposes
Other
Corporate Executives
Location Advisors
Corporate executives tend to use all social
media outlets — except for LinkedIn — for
business purposes more often than location
advisors, of which 16 percent reported they
do not use social media for business purposes.
2%
27
BEST AND WORST PLACES FOR BUSINESS
Every edition of Winning Strategies garners
tremendous interest, from media as well as
economic development organizations, from
states that are perceived favorably for their
business climate by key decision makers.
Starting in 2014, DCI broadened the scope of
research to include international locations.
All respondents were asked to provide up to
three states that they perceive to have the
most-favorable business climates. This year,
respondents rate Texas (42 percent) as
No. 1, followed by Florida (22 percent),
Georgia (20 percent), South Carolina (16
percent) and North Carolina (15 percent).
Respondents reported several qualities
supporting their perceptions through an
open-ended question. The top business-
related assets in Texas are a favorable tax
climate (40 percent), an overall pro-business
environment (26 percent) and a quality
workforce (22 percent), which displaced
incentives as a top factor since the 2014
edition of Winning Strategies.
TEXAS
GEORGIA
FLORIDA
SOUTH CAROLINA
NORTH CAROLINA
42%
22%
16%
20%
15%
1
2
3
4
5
Respondents who named Florida as having
a favorable business climate also frequently
mentioned the pro-business environment
(27 percent), the favorable tax climate
(22 percent) and its strategic location
(20 percent), including its proximity to
international markets.
Georgia was noted specifically for its
pro-business climate (21 percent) and its
responsive and coordinated economic
development program (19 percent). The
“team sport” mentality and local economic
Table D: Most Favorable Business Climate (Responses over Time)
development organizations were noted as
specific strengths of the state. Incentives
(19 percent) were also noted as a strength.
Texas has been the top-rated state for seven
consecutive editions of Winning Strategies,
and the top five states have been consistent.
Florida moved into the second-place position in
2014 and continued to hold this position in 2017.
Georgia held on to the third-place ranking, North
Carolina dropped to fifth and South Carolina
maintained the fourth-place ranking.
2017 2014 2011 2008 2005 2002 1999 1996
TX42%
TX 50%
TX 49%
TX 41%
TX 33%
TX 25%
TX30%
NC 33%
FL 22%
FL18%
NC 27%
NC 30%
NC 26%
NC 20%
CA22%
TX28%
GA20%
GA/NC 17% (tie)
SC14%
GA20%
SC20%
SC 18%
NC 20%
GA27%
SC15%
SC 12%
TN14%
FL/TN15%
GA18%
FL18%
GA17%
SC 21%
NC15%
TN 11%
FL14%
NV14%
NV16%
GA15%
FL14%
TN20%
29
STATES WITH THE LEAST FAVORABLE BUSINESS CLIMATES
Winning Strategies also reveals the states
that are perceived to have the least favorable
business climates. California has held the
distinction of being the least-favorable
state for the past six editions of the survey;
however, the percentage of respondents who
selected California declined from 74 percent
in 2014 to 57 percent in 2017. New York,
Illinois and New Jersey retain the dubious
distinction, and Connecticut enters the top-
five most-unfavorable states, a position not
held since 1999.
The top five responses are:
1. California 57%
2. New York 40%
3. Illinois 29%
4. New Jersey 16%
5. Connecticut 10%
Respondents, through an open-ended
question, said an unfavorable tax climate and
the regulatory environment are the top reasons
why they perceive certain states as having the
least-favorable business climates.
Table E: Least Favorable Business Climate (Responses over Time)
California was noted for having a
challenging/burdensome regulatory
environment (49 percent), an unfavorable
tax climate (42 percent) and high overall
operating costs (28 percent).
New York reportedly has an unfavorable tax
climate (47 percent), high overall operating
costs (22 percent) and a challenging/
regulatory environment (18 percent).
Illinois, as it has been since 2011, continues
to be plagued by the perception of
dysfunctional/corrupt government (35
percent), an unfavorable tax climate (35
percent) and fiscal challenges at the state
level (22 percent).
The least-favorable states have remained
consistent over the years. Since 2002,
California has held the top spot, followed
by New York. Illinois has held steady as the
third-ranked least-favorable state since 2011,
while New Jersey has consistently been
ranked as the fourth least-favorable state
since 1999.
Massachusetts has dropped in and out of the
top five since Winning Strategies was first
conducted in 1996 and recently was replaced
by Connecticut, which was No. 5 in 1999.
Responses over time are provided in Table E.
2017 2014 2011 2008 2005 2002 1999 1996
CA
57%
CA
74%
CA
71%
CA
72%
CA
66%
CA
57%
NY
29%
NY
55%
NY
40%
NY
42%
NY
47%
NY
42%
NY
34%
NY
36%
CA
25%
CA
47%
IL
29%
IL
34%
IL
24%
MI
17%
MA
22%
MA
18%
MA
19%
NJ
20%
NJ
16%
NJ
16%
NJ
24%
NJ
14%
NJ
21%
NJ
15%
NJ
14%
MA
19%
CT
10%
MA
11%
MI
16%
MA
12%
IL
13%
FL
10%
CT
10%
CT
9%
OUTLOOK FOR INTERNATIONAL INVESTMENT
Starting in 2014, DCI expanded the Winning
Strategies survey to include a select group of
questions about international business location
decisions. Because of the current global political
and economic climate, interest in U.S. companies
and their expansion plans overseas is a topic of
great interest.
Winning Strategies asked corporate executives
which part of the world offers the best
international growth opportunities, and which
specific countries will offer the strongest
opportunities for international investment
during the next three years. In 2017, the option
of selecting North America outside the United
States was included to encompass location
decisions in Canada and Mexico.
In 2017, North America outside the United States
(32 percent) represents the best opportunity for
international expansion opportunities, followed
closely by Asia/Pacific locations (29 percent)
and Western Europe (22 percent). The remaining
regions, Africa, Eastern Europe, Latin America
and the Middle East, received less than 9 percent
of the responses.
Chart R: Part of the World with the Best International Growth Opportunity
Part of the World with the Best
International Growth Opportunity
Western Europe22%
North America outside of the U.S.32%
Africa2%
Asia/Pacific29%
Eastern
Europe5%
Latin
America8%
Middle East 2%
31
Depending on the industry sector of the
respondent, a difference exists in the
regions that offer the best opportunity
for international growth. Manufacturing
executives view the Asia/Pacific region as
the top region (39 percent), followed by
Western Europe (30 percent). Executives
in the service sector view North America
outside the United States and Asia/Pacific
region as the best international opportunities.
Executives indicated which specific
countries they are most likely to explore for
investment, and China (31 percent), United
Kingdom (22 percent) and Canada (21
percent) top the list. The United Kingdom
placed second in 2014, and Canada moved
up six places from the ninth-ranked spot in
2014 with triple the number of respondents
naming it as a top country of opportunity.
1. China 31%
2. United Kingdom 22%
3. Canada 21%
4. Germany 16%
5. Mexico 15%
6. India 13%
7. France 11%
8. Italy/Japan 8% (tie)
9. Australia 7%
Chart S: Part of the World with the Best International Growth Opportunity(Responses by Company Type)
Manufacturing Executive Responses
Eastern Europe3%
Latin America3%
Middle East3%
North America outside the United States 22%
Western Europe 30%
Africa 0%
Asia/Pacific 39%
Asia/Pacific23%
North America outside the
United States 38%
Africa 3%
Middle East 2%
Western Europe 18%
Latin
America 11%
Eastern
Europe 5%Services
Executive Responses
THE CONSULTANTS SPEAK: BEST ECONOMIC DEVELOPMENT GROUPS
Location advisors work with economic development organizations nationwide and tend to have greater interaction with these groups than corporate executives do, which allows them to compare and contrast the effectiveness of each organization and provide an unbiased assessment of which regional and statewide organizations are “best in class.” This year’s edition of Winning Strategies —in which 72 location advisors listed 80 regional organizations — had a tie for first place, with each organization receiving recognition from 21 percent of respondents.
BEST IN CLASS – REGIONAL OR COMMUNITY ECONOMIC DEVELOPMENT ORGANIZATION
1. Columbus 2020 21% Kansas City Area Development Council
2. Greater Phoenix Economic Council 15%
3. Nashville Area Chamber of Commerce 10%
4. Charlotte Regional Partnership Dallas Regional Chamber Orlando Economic Partnership
8%
5. Metro Denver Economic Development Corporation Tennessee Valley Authority
7%
A total of 73 location providers offered their input
on “best in class” state organizations, naming 34
different state economic development agencies. The
top responses are:
BEST IN CLASS – STATE ECONOMIC DEVELOPMENT ORGANIZATION
1. Georgia 32%
2. South Carolina 30%
3. Ohio 21%
4. North Carolina
Texas 19%
5. Tennessee 18%
Comparatively, 38 location advisors provided input
on who they perceive to be “best in class” foreign
investment agencies. The clear leaders in this
category are:
1. Ireland (IDA) 32%
2. Costa Rica (CINDE) 27%
3. Singapore (EDB) 16%
TIE
TIE
TIE
TIE
33
LOOKING FORWARD: LOCATION DECISIONS IN THE YEARS AHEAD IN LIGHT OF THE NEW ADMINISTRATION
With the election of President Trump, DCI requested input for this statement: “ President Trump was elected into office several months ago. Please indicate how this has impacted your investment plans.” A majority of respondents (57 percent) report that the Trump administration hasn’t impacted our investment plans, 33 percent are more likely to explore growth locations in the United States and 10 percent are more likely to explore international locations.
The majority of midsize (57 percent) and large
(56 percent) companies report that the election of
President Trump hasn’t impacted their investment plans.
Chart T: Trump Administration’s Impact on Investment Plans
Chart U: Trump Administration’s Impact on Investment Plans (Responses by Respondent Type)
Hasn’t impacted our investment plans 57%
I’m more likely to explore growth locations in the United States 33%
I’m more likely to explore international locations 10%
Trump Administration
Impact on Investment Plans
Midsize57%
33%
10%
Large56%
10%
34%
Respondents were also asked to complete
the following sentence: “The most important
thing President Trump/the federal
government could do to encourage U.S.
companies to expand in the United States is
…” The top answers were reduce corporate
tax rates/reform corporate tax policies (38
percent), provide better/more financial
incentives (7.1 percent), resign (5.8 percent)
and to act more presidential/less erratic
(4 percent).
Every edition of Winning Strategies has
asked executives about future location
decisions. 2017 results show that corporate
executives are optimistic about investment
plans during the next two years, with 50
percent reporting that their company will
make a location decision (such as move,
expand or consolidate) during the next 24
months — 6 percentage points up from 2014
— 31 percent report that they are not sure if
their company will make a location decision
during the next 24 months (vs. 30 percent
in 2014) and 19 percent reported that their
company would make no location decision
during the next 24 months, down from 26
percent in 2014.
Corporate executives are optimistic about investment plans during the next two years, with 50 percent reporting that their company will make a location decision during the next 24 months
Chart V: Projected Location Decision During the Next 24 Months
Yes 50%
Not Sure 31%
No 19%
Chart W: Plans to Outsource a Portion of the Site-Selection Process
Yes 54%
No 46%
To understand the site-selection process further, Winning Strategies asked corporate executives if they anticipate outsourcing a portion of the site-selection process during their next site-selection search. Showing a significant increase from 2014 (40 percent), 2017 results show that 54 percent
answered “yes,” they would outsource some or all
of the site-selection process.
The same percentage of large companies and midsize companies (53 percent) report they will outsource a portion of the site-selection process, compared to 59 percent of large companies and 37 percent of midsize companies in 2014.
35
Chart X shows the individual/organizations that are most likely to assist with domestic or international location site-selection searches. In domestic searches, executives are most likely to use real estate brokers (35 percent) and site-selection consultants (21 percent). In international searches, executives report they are most likely to use site-selection consultants (28 percent).
Chart X: Professional Likely to Assist with Site Location Search
Site Selection Consultant
21%
Real Estate Broker
35%
Lawyer18%
Accountant16%
Other 10%
Domestic
Site Selection Consultant
28%
Real Estate Broker
18%
Accountant13%Other
23%
InternationalLawyer
18%
APPENDIX A:
QUESTIONNAIRE AND INVITATION TO PARTICIPATE
First Name,
Although the attached survey will take you less than five minutes to complete, your comments
will be of enormous help to the nation’s economic development professionals in better
understanding the site-selection needs of companies like yours.
Please share your opinions by clicking the link below and answering the survey’s questions.
LINK
The survey’s findings will be presented Monday, Sept. 18 at the International Economic
Development Council’s 2017 Annual Conference in Toronto. Your responses will remain
anonymous and confidential.
Thank you for your consideration of this request.
P.S. We will gladly send your choice of a $10 Starbucks or $10 Amazon e-gift card for
your participation. We’ll also share an executive summary of the findings when reported in
September.
Sincerely,
Andy Levine
President and Chief Creative Officer
Development Counsellors International
215 Park Avenue South, 14th Floor
New York, NY 10003
T 212.444.7107 C 908.397.4762
37
WINNING STRATEGIES 2017 – CORPORATE EXECUTIVE VERSION
1. Are you involved in the decision to relocate, expand, consolidate or build new facilities for
your company?
• Yes (Please continue.)
• No (Please forward to the appropriate person in your organization.)
2. During your next location search, do you anticipate outsourcing a portion of the site-
selection responsibilities?
• Yes
• No
2a. Which type of individual/organization likely will assist you with the search?
3. In general, during which stage in a site-selection search do you first contact economic
development organizations?
• During the screening phase of all possible locations, to request preliminary data
• Following the development of the short list of communities, to request specific information or to arrange a site visit
• After identifying finalists, to negotiate incentives
• After a final location has been selected and a suitable building or lot is needed
• We would not contact an economic development organization at any stage during a site-location search
4. Please indicate the three U.S. states with business climates you perceive as most favorable,
and then briefly indicate why.
State No. 1 ________________________________________________
Reason for state No. 1 ________________________________________________
State No. 2 ________________________________________________
Reason for state No. 2 ________________________________________________
Location of Search
Accountant
Lawyer
Site-selection consultant
Real estate broker
Other (please specify)
United States
O
O
O
O
O
International Location
O
O
O
O
O
State No. 3 ________________________________________________
Reason for state No. 3 ________________________________________________
5. Please indicate the three U.S. states with business climates you perceive as least favorable,
and then briefly indicate why.
State No. 1 ________________________________________________
Reason for state No. 1 ________________________________________________
State No. 2 ________________________________________________
Reason for state No. 2 ________________________________________________
State No. 3 ________________________________________________
Reason for state No. 3 ________________________________________________
6. Which part of the world represents the best international growth opportunity for your
company? (Please select one answer.)
• Africa
• Asia/Pacific
• Eastern Europe
• Latin America
• Middle East
• Western Europe
• North America outside the United States
6a. If you explore international investment during the next three years, which countries do you
believe offer the strongest investment opportunities for your company?
Country No. 1 ________________________________________________
Country No. 2 ________________________________________________
Country No. 3 ________________________________________________
7. In light of your responses to the previous questions, what are the three leading sources of
information influencing your perceptions of an area’s business climate?
• Advertising
• Articles in newspapers and magazines
• Business travel
• Dialogue with industry peers
• Direct mail
• Meetings with economic development groups
• Rankings/surveys
• Online sources
39
• Personal travel
• Social media
• TV/radio newscasts/shows
• Word of mouth
• Other ________________________________________________
7a. Which type of advertising do you view as the most effective?
• Online
• Radio
• Television
7b. Which newspapers and magazines do you read most frequently?
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
7c. To which specific rankings/surveys do you pay the most attention?
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
7d. Which online sources do you view most frequently?
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
7e. Which television/radio newscasts/shows do you listen to or view most frequently?
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
8. Please check all social/new media channels that you currently use for business purposes.
• Blog forums
• Podcasts
• YouTube
• Other ________________________________________________
• I do not use social media for business purposes
9. During your most-recent site-location search, how often did you use the internet as a source
of community information?
• 1 (not at all)
• 2
• 3
• 4
• 5 (often)
10. What is the likelihood that you will visit an economic development organization’s website
during your next site-location search?
• 1 (not likely)
• 2
• 3
• 4
• 5 (extremely likely)
11. Which of the following features do you consider most important to the utility of an
economic development organization’s website? (Please select up to five responses.)
• Comparisons to competitor locations (such as cost comparisons)
• Searchable database of available buildings and sites
• Demographic information (such as population, income, age distribution and education)
• Incentive information
• Major employer list
• Educational institution information (K-12 and postsecondary)
• Maps of the community/region
• Current press releases/announcements
• Quality-of-life information (such as cost of living and cultural/recreational opportunities)
• Staff contact information
• Target industries and related information
• Testimonials from local employers
• Video content
• Workforce statistics (such as labor force and employment by industry/occupation)
41
12. Within your organization, who is most likely to lead corporate location decisions?
• Chairman/CEO/president
• COO
• CFO
• Vice president/director of corporate real estate
• Vice president/director of HR
• Vice president of manufacturing
• Vice president/director of strategic planning
• Other vice president/director (please specify) ___________________________________
13. Understanding that each project is different, please select the top three factors in your
location decisions:
• Available sites/buildings
• Availability of skilled workers
• Competitive labor costs
• Availability of worker training programs
• Presence of postsecondary institutions
• Efficient transportation systems (highway, air, rail or port)
• Business-friendly government
• Competitive incentives
• Competitive corporate tax structure
• Low occupancy costs
• Strong quality of life (such as restaurants, shopping, and lifestyle and recreational opportunities)
• Availability of good K-12 education
• Low overall operating costs
• Presence of company’s business cluster
14. Please rate the effectiveness of the following marketing techniques as a means of
influencing your opinion when considering a new location.
Extra Credit: President Trump was elected into office several months ago. Please indicate how this has affected your investment plans.
• I’m more likely to explore growth locations in the United States
• I’m more likely to explore international locations
• Hasn’t affected our investment plans
Finish this sentence: The most-important thing President Trump/the federal government could do to encourage U.S. companies to expand in the United States is:
Business Classification: The last few questions will help classify your business (Confidential)
C1. Which of the following best describes your primary business?
• Manufacturing
• Services
C2. What was the gross revenue last year for your company, including all plants, divisions, branches and subsidiaries?
• Less than $25 million
• $25 million to $49 million
• $50 million to $99 million
• $100 million to $249 million
• $250 million to $499 million
• $500 million and higher
1 (poor) 2 3 4 5 Don’t Know
AdvertisingO O O O O O
Direct mail O O O O O O
Internet/website O O O O O O
Media relations/publicity O O O O O O
Hosting special events O O O O O O
Planned visits to corporate
executives
O O O O O O
Telemarketing O O O O O O
Trade shows O O O O O O
43
C3. Will your company make a location decision (move, expand or consolidate) during the next 24 months?
• Yes
• No
• Not sure
C4. Gender:
• Male
• Female
Thank you for completing this survey. All responses will be kept confidential, and you are not required to provide your name. If you want to receive a $10 Starbucks or a $10 Amazon e-gift card, then please provide your contact information and your choice of gift card below. If you do not provide your contact information, then simply submit your survey. In addition to your gift card, we would be happy to send you an executive summary of the results after the research has been released in September 2017. Check the box below if you want to receive the results.
Name ________________________________________________
Title ________________________________________________
Organization ________________________________________________
Email address ________________________________________________
Please send me:
• $10 Starbucks Card
• $10 Amazon Card
Please send me:
• An executive summary of the report
APPENDIX B:
MOST-FAVORABLE BUSINESS CLIMATE RANKINGS FOR ALL STATES
State %
Texas 41.9%
Florida 21.7%
Georgia 19.8%
South Carolina 15.8%
North Carolina 15.4%
California 14.2%
New York 14.2%
Tennessee 13.4%
Ohio 11.1%
Nevada 9.1%
Utah 9.1%
Indiana 8.3%
Colorado 7.1%
Virginia 6.7%
Alabama 6.3%
Washington 6.3%
Pennsylvania 5.9%
Louisiana 5.1%
Arizona 4.7%
Massachusetts 4.7%
New Jersey 4.3%
Oklahoma 3.6%
Delaware 3.2%
Illinois 3.2%
Kansas 2.4%
Michigan 2.4%
Maryland 2.0%
South Dakota 2.0%
Minnesota 2.0%
Arkansas 1.6%
Idaho 1.6%
Missouri 1.6%
Montana 1.6%
Wisconsin 1.6%
Iowa 1.2%
New Mexico 1.2%
Wyoming 1.2%
State %
Mississippi 0.8%
Oregon 0.8%
West Virginia 0.8%
Alaska 0.4%
Connecticut 0.4%
Hawaii 0.4%
Kentucky 0.4%
Maine 0.4%
Nebraska 0.4%
New Hampshire 0.4%
North Dakota 0.4%
Vermont 0.4%
45
APPENDIX C:
LEAST-FAVORABLE BUSINESS CLIMATE RANKINGS FOR ALL STATES
State %
California 57.0%
New York 39.8%
Illinois 29.1%
New Jersey 16.0%
Connecticut 9.8%
Florida 8.6%
Alaska 7.0%
Massachusetts 7.0%
Washington 6.1%
Hawaii 4.9%
Mississippi 4.9%
Texas 4.5%
Vermont 4.1%
Michigan 3.7%
North Dakota 3.7%
Oregon 3.7%
Pennsylvania 3.7%
Idaho 3.3%
Maine 3.3%
Ohio 3.3%
Alabama 2.9%
Oklahoma 2.9%
Arkansas 2.5%
Montana 2.5%
North Carolina 2.5%
West Virginia 2.5%
Wyoming 2.5%
Louisiana 2.5%
Kentucky 2.5%
Georgia 2.0%
Indiana 2.0%
Kansas 2.0%
Minnesota 2.0%
Missouri 2.0%
Tennessee 2.0%
Maryland 1.6%
Nebraska 1.6%
Nevada 1.6%
New Mexico 1.6%
State %
Rhode Island 1.6%
Arizona 1.2%
District of Columbia 1.2%
Iowa 1.2%
South Dakota 1.2%
Colorado 0.8%
Delaware 0.8%
New Hampshire 0.8%
South Carolina 0.8%
Wisconsin 0.8%
Utah 0.4%
Virginia 0.4%
C-level corporate executives . . . . . . . 75%
Location advisors/consultants . . . . . 25% Gender:
Male . . . . . . . 76%
Female . . . . . 24% Industry: Gross Revenue: Location Advisors Only:
Size of Company
I am a single practitioner. . . . . 11%
1-25 employees. . . . . . . . . . . . . 35%
25+ employees . . . . . . . . . . . . . 53%
APPENDIX D:
Services64%
Manufacturing36%
20
$500 million and higher
10
$250 million to $499 million
13
$100 million to $249 million
12
12
$50 million to $99 million
$25 million to $49 million
33
Less than $25 million
%
%
%
%
%
%
47
A WORD ABOUT
Interested in learning more? We’d love to explore how we might assist your community:
Andrew T. Levine
President/Chief Creative Officer
Development Counsellors International
215 Park Avenue South
New York, NY 10003
Phone: 212-725-0707 Ext. 107
aboutdci.com
Development Counsellors International (DCI)
specializes in economic development marketing
and lead generation. Our tailored approach raises
a community’s image, increases project inquiries
and generates investment opportunity. We achieve
this through a deep understanding of your target
audience—a niche segment that includes corporate
executives, their key influencers and skilled profes-
sionals—and the overall location selection process.
Our areas of expertise include:
• Editorial placement and media relations
• Website development
• Place branding
• Lead generation
• Social/digital media
• Location advisor relationship building
• Perception studies (corporate executives/location advisors and consultants)
• Media training
• Talent-attraction programs
• Special events
• Marketing blueprints
• Research
• Tourism development
• Crisis communications
DCI has worked with more economic
development groups than all other marketing
agencies combined. The firm also has formed
alliances with local advertising, public relations
and marketing agencies to provide specialized
economic development input.
48
DEVELOPMENT COUNSELLORS INTERNATIONAL
NEW YORK
215 Park Avenue South
New York, NY 10003
(212) 725-0707
DENVER
1786 Platte Street
Denver, CO 80202
(303) 627-0272
TORONTO
130 King Street West
Toronto, ON M5X 1E3
(647) 256-1913
LOS ANGELES
5670 Wilshire Boulevard
Los Angeles, CA 90036
(323) 648-6629
www.aboutdci.com