Download Programme - Red Hot Locations

FDI Investor
Aftercare Seminar
Thursday 27th & Friday 28th March, 2014
Apex City of London Hotel, UK
For everyone who works in investor development,
retention and expansion.
Step 3: Pick your Partners
Camilla Sharp, Vice President, Red
Hot Locations
In Step 2 you identified your regional
and national economic goals.
Given those goals, who will you
have to co-ordinate your Aftercare
programme with?
• Who should you work with?
• How would you work with them so that
you co-ordinate and add value, and do not
duplicate?
• Can they contribute resources?
The aims of this two-day seminar are to:
• introduce participants to the fundamental building blocks in developing an investor retention and
expansion or “aftercare” plan;
• look at how other agencies are doing it;
• assist participants in the development of aftercare plans relevant to their locations.
Thursday 27th March, 2014
08:30Registration and refreshments
08:45Welcome and Introduction by
Red Hot Locations
09:00Aftercare: The Seven Steps to Success
Jan Smit, Centre for Strategy &
Evaluation Services (CSES)
Contact:
Kitty Wicker
+44 [0]207 237 8885
[email protected]
redhotlocations.com
A Division of
New Concordia Wharf, Mill
Street
Tower Bridge, London SE1 2BB
Tel: +1 770 325 3412 US
or +44 [0]207 237 8885 UK
In this unit we introduce participants to
the core concept of aftercare and set
out the building blocks that are required
for developing a successful “Aftercare”
or “Investor Development” programme.
Aftercare — The Nature of the Beast:
• What do we mean by Aftercare?
• Some private sector analogies
• Why Aftercare?
• The seven steps to Aftercare success.
Step 1: Taking Stock: Identify and
Understand the Population of Established
Inward Investors
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
Aftercare is fundamentally a marketing activity.
The first step is to get an idea of what the
(potential) market is, and its nature.
15:00Step 6: Delivering Programmes (1) —
Contact Strategies
We hear Best Practice Case Study
Presentations from IPAs/EDO’s which
have structured retention and
expansion strategies with success
Step 4: Segmenting, Targeting, Positioning
• illustrate how companies make expansion/reinvestment decisions by presenting relevant case studies;
and
Workshop leader:
Jan Smit, Partner, Centre for Strategy &
Evaluation Services (CSES)
Guest speakers and panellists:
Christopher Panas, Founder, Ecleqtiq
Camilla Sharp, Vice President, Red Hot Locations
What can you do to increase your responses
(the business case for aftercare)?
specific needs and requirements
• Companies of different sizes have different
needs: small growing IT companies are
different to large auto companies.
• It may be that it is decided that a
combination of segments is targeted for
Aftercare activities, e.g. small fast growing IT
companies from a certain area – or just focus
on major multinationals
• Short, medium and long term programmes
can be developed, with different resource
requirements and operational drivers.
Philip Steden, Head of Unit Promotion Berlin Districts,
Berlin Partner for Business and Technology
Terry Hansen, Principal, Hickey & Associates
Arul Nathaniel, Head of Strategy, Hinduja
Global Solutions
(See last page for speaker profiles)
Numbers, Behaviours, Implications …
• How do firms re-invest, expand and grow —
example
• Dynamics of inward investment
• Where to begin? — taking stock
• What do you need to know?
• The aftercare audit — SWOT —
understanding your position.
10:30Break for refreshments
and networking
11:00Step 2: Developing the Goals for
Your Aftercare Activity
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
Aftercare strategy and programmes do not
exist in a void. Resources and plans need to
be directed in way supportive of regional and
national economic and other development
goals.
• What are your regional and national
economic development aims (e.g. sectors,
firm sizes, other)?
• What does that mean for setting goals of
your Aftercare programme?
• How do you think you can contribute
through an Aftercare programme?
• What do you think you can easily achieve?
• Short, medium and long term goals
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
Once you have a good understanding of
your market (Step 1), and you have identified
the goals you are going to pursue (Step 2),
a critical step is to decide which parts of the
market you should address to ensure the best
results given the resources you have available.
To an extent, this will be influenced by partners
who will be working with you, as identified in
Step 3.
• Identify, based on your research, the key
segments of the market. The degree of
sophistication with which this is done
will depend on how good the data and
information you have is
• Decide which segments to target. Selecting
your target segment(s) depends on several
factors such as your goals, your chances of
success (your offer compared to company
needs and the competition) and your
resources
• Targets need to understand clearly what your
region stands for and why, and how being
there will be good for them: your positioning
must be clearly communicated.
13:00Break for lunch
14:30Step 5: Developing Programmes
Jan Smit, Centre for Strategy & Evaluation
Services (CSES) and
Camilla Sharp, Vice President, Red Hot
Locations
For segments targeted it is necessary
to develop a specific service offering or
programme, that combines what the region
has to offer with what the target groups are
looking for:
• For specific activities: RHQ’s, R&D, sales and
marketing operations or various kinds of
service centres (call, shared services)
• For specific sectors such as IT, automotive,
mineral beneficiation, pharmaceuticals or life
sciences
• Companies from specific regions may be of
interest: USA/Canada, UK, China. Each has
Guest Speaker:
Philip Steden, Head of Unit
Business Promotion Berlin Districts,
Berlin Partner for Business and
Technology
Once the programmes have been
developed, they must be launched
and delivered to targeted groups.
Organising and Delivering for Aftercare:
Design and Structure:
• Options: How to structure your aftercare
activity, staffing profile
• Making best use of resources
• Approaches to questionnaire development
• A working model of the visitation process
• How to manage and effectively use your
data
• Programme design and development
• Delivery mechanisms
• Working with partners/municipalities in your
country/region.
Approaches to Resolving Issues:
• How to efficiently resolve company specific
issues
• A strategic approach to dealing with
company common or “systemic issues”
• Examples of company specific and systemic
issue resolution.
.
15:45Break for refreshments
and networking
16:15Approaches to Resolving Issues:
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
•
•
•
How to efficiently resolve company
specific issues
A strategic approach to dealing with
company common or “systemic issues”
Examples of company specific and
systemic issue resolution.
17:00Networking Drinks Reception
SPEAKER PROFILES
Friday 28th March, 2014
08:45Refreshments and networking
09:00Step 6: Delivering Programmes (2) —
Organisation Structures and
Implementation Programmes
Christopher Panas, Founder, Ecleqtiq
What organisational structures can be
used to deliver the programmes?
• Ways of organising at the municipal
and provincial level — how to plan and
co-ordinate
• Account management for programme
delivery — what is account management?
The banking industry as an example
• The role of the account manager
• Five steps for account management success.
Step 7: “Talk is Cheap” — Are we Making a
Difference? Evaluating Performance
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
How do you know which part of the Aftercare
programme is working? Which aspects
produce the best results in terms of resources
used? What should you do more of, less of,
not at all or what should you do that you are
not doing? These evaluation questions will be
dealt with by referring to and explaining key
concepts such as:
• Deadweight
• Additionality
• Leakages
• Substitution
• Multipliers
• Outcomes
We will present a case study by way of
example.
10:15Break for refreshments
10:45Panel Session: From the
Corporate’s Point of View
Guest Panellists:
Arul Nathaniel, Head of Strategy,
Hinduja Global Solutions
Moderator:
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
This is a moderated Q&A session with a
corporate investor, and with a site selector who
works with corporates who can talk about
incentives and how best to use them with
existing foreign direct investors.
You prepare questions so that we hear firsthand how companies feel about all the issues
you have been discussing in your Aftercare
programmes. What kind of services would
they value and appreciate after setting up in a
location? Are they getting the best out of their
incentive packages?
What do they need and what challenges are
they facing which could be solved/eased by a
comprehensive “account management” system
set up by the local government economic
development organisations? What will make
these companies grow and re-invest/expand
in the region? Who does it well? We hear a
candid view of how your region could improve
services to the corporate investor.
11:30Designing your Aftercare Programme
Jan Smit, Centre for Strategy & Evaluation
Services (CSES)
In this final session participants will be given
the opportunity to work through the Seven
Steps to begin to draft an Aftercare Plan for
their city/region/country. The structure will be
based on the preceding sessions
13:00Lunch and Discussion Topics
14:30Conclusion of the
Workshop Proceedings
Jan Smit
Partner,
Centre for Strategy
& Evaluation
Services (CSES)
Jan is a specialist
in inward investment
promotion,
corporate location
and industrial policy,
a field he has worked in for nearly 25
years. He has worked on projects in Africa,
Europe and the Americas, in all aspects of
inward investment promotion, including
strategy development, benchmarking, lead
generation, organisational structuring,
operational reviews, training, evaluation
and impact assessment. Before joining CSES
Jan worked for the International Location
Advisory Services Group of Ernst & Young,
in London, the Economists Advisory Group
(EAG), the Government of Quebec and for
the South African DTI.
Camilla Sharp
Vice President,
Red Hot Locations
Camilla has
recently joined
Red Hot Locations,
the events arm
(division) of Conway
Data, the US based
specialist in site
selection intelligence. London-based Red
Hot Locations is the only international firm
exclusively dedicated to producing Foreign
Direct Investment (FDI) events, uniting FDI
dealmakers worldwide: corporate direct
investors with economic and investment
promoters.
Prior to joining Red Hot Locations, Camilla
worked for many years in Spain, first for the
Region of Madrid and latterly for Invest in
Spain, helping inward investors to establish
their operations. She has worked in every
IPA function, from promotion and attraction,
through project management and sector
specialisation, to budgeting, strategy and
new product and service design. Before
working for local and national governments
in Spain, she worked in London in venture
capital, consultancy, journalism, ECA the
multinational trade association, KPMG,
Electra, and the Times among others.
Philip Steden
Head of Unit
Business
Promotion
Berlin Districts,
Berlin Partner
for Business and
Technology
Philip heads the
investor services
unit for companies already in Berlin at Berlin
Partner GmbH, Berlin’s official investment
promotion and business development
agency. This unit is in charge of aftercare
and retention management for foreign and
domestic, large as well as SME, companies
in Berlin. Philip was responsible for
establishing this aftercare operation. After
merging with the Technology Foundation in
2013 Berlin Partner is now — with over 200
employees — one of the largest investment
promotion agencies in Europe.
Prior to joining Berlin Partner in 2010
Philip worked for 8 years as a senior
manager for Swiss-based consulting firm
Prognos AG, European Center for Economic
Research and Strategy Consulting. He
worked with clients from the private
and public sector in all issues concerning
strategy, regional development, market
research as well as economic impact
analysis, investment analysis and financial
markets.
Arul Nathaniel
Head of Strategy,
Hinduja Global
Solutions
Christopher Panas
Founder, Ecleqtiq,
UK
Ecleqtiq is a
consulting firm
specialising in
helping clients
realise their
internationalisation
and growth
ambitions. Chris was a board level director
for over ten years of a privately owned
multinational with manufacturing, import
and distribution activities in a range of
industries in over 30 countries. Chris
has also held senior roles in the London
Development Agency (LDA), the Mayor of
London’s economic development agency,
where he was initially Head of Inward
Investment, Business Growth and Trade
and then Head of Global Competitiveness,
leading a team responsible for developing
the programme to promote London
internationally. He is currently working
with a UK investment promotion agency,
delivering their Aftercare programme.
Chris has strong theoretical and hands on
knowledge of foreign direct investment and
trade development. He is a Fellow of the
Royal Society of Arts (FRSA), a Fellow of the
Chartered Management Institute (FCMI) and
a Member of the Academy of International
Business.
Terry Hansen
Principal, Hickey
and Associates
Terry has decades
of experience
in the realms of
public incentives
and workforce
development.
For the majority
of those years, Terry led IBM’s worldwide
relationships with public agencies. In this
leadership role, Terry was responsible for
obtaining government funding assistance
for human resource projects, for both
IBM and external clients. These efforts
included such fields as training, employment
expansion, special initiatives and other
workforce development activities. Terry is
often called upon to advise and counsel
corporate clients, government officials
and academic institutions on workforce
initiatives and incentive opportunities.
Terry Hansen, Principal, Hickey &
Associates
Contact:
Kitty Wicker
+44 [0]207 237 8885
[email protected]
redhotlocations.com
A Division of
New Concordia Wharf, Mill Street
Tower Bridge, London SE1 2BB
Tel: +1 770 325 3412 US
or +44 [0]207 237 8885 UK