Report

Crookston Housing and
Economic Development
Authority (CHEDA)
Marketing Plan
Rachel Lundbohm, MBA
Kenneth Myers, Associate Professor
November 2010
About The EDA Center
The EDA Center at the University of Minnesota, Crookston is one of
more than 40 university centers nationwide, supported by the Economic
Development Administration, U.S. Department of Commerce. The EDA
Center conducts applied research, provides direct technical assistance
and delivers educational programs to economic development agencies
that support the economy of economically-distressed communities
throughout Minnesota.
Our Mission:
Our mission is to engage university faculty, staff and students with local,
county, tribal and regional economic development agencies in support
of our Minnesota economy. Our focus is to utilize the capacity of the
University of Minnesota, Crookston in partnership with the broader U of M
system and economic development agencies to support job creation, capital
investment, business recruitment and job retention.
To learn more about The EDA Center go to: www.umcedacenter.org
This document was prepared by the University of Minnesota, Crookston under award number 06-66-05304
from the Economic Development Administration, U.S. Department of Commerce. The statements, findings,
conclusions and recommendations are those of the author(s) and do not necessarily reflect the views of the
Economic Development Administration or the U.S. Department of Commerce.
© 2010 The EDA Center at the University of Minnesota, Crookston
Contents
Executive Summary............................................................................................................4
Goals of this Report............................................................................................................5
Goals of the Campaign.......................................................................................................5
Organization Background.................................................................................................5
Organization Overview......................................................................................................5
Target Markets and Segmentation...................................................................................6
Key Benefits.........................................................................................................................7
Literature Review - Introduction......................................................................................8
Business Development Trends..........................................................................................8
Factors Affecting Rural Economic Growth.....................................................................8
Migration Trends................................................................................................................9
Tourism Trends...................................................................................................................9
Marketing Trends – Crookston Residents.....................................................................10
Internet Usage....................................................................................................................10
Media Usage......................................................................................................................10
Marketing Trends – Site Selection..................................................................................13
Industry Background........................................................................................................14
Interviews with New Businesses in Crookston............................................................14
Interviews with Well Established Businesses & Local Leaders in Crookston.........15
Interviews with Surrounding Area EDA Centers........................................................16
Prior Projects Related to Economic Development in Crookston...............................21
Current Relationship with Crookston Chamber of Commerce.................................23
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User Analysis.....................................................................................................................24
Demographics of Crookston, MN..................................................................................24
Site Selection Consumer Behavior..................................................................................24
SWOT Analysis for CHEDA............................................................................................24
Creative Recommendations.............................................................................................25
Message Strategy and Appeals.......................................................................................25
Branding.............................................................................................................................25
Housing Incentive and Voucher Program Recommendations..................................27
Objectives...........................................................................................................................27
Grant Opportunities.........................................................................................................27
Media Recommendations................................................................................................27
Message Appeal................................................................................................................27
Print Advertising...............................................................................................................28
Radio ................................................................................................................................29
TV
................................................................................................................................29
Direct Marketing...............................................................................................................29
Outdoor..............................................................................................................................30
Internet...............................................................................................................................30
Personal Selling.................................................................................................................30
Public Relations.................................................................................................................30
Evaluation..........................................................................................................................31
Building and Site Selection and Valley Technology Park Recommendations.........31
Objectives:..........................................................................................................................31
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Media Recommendations................................................................................................31
A promotional plan is recommended to include
promotion from the sources below...........................................................................32
Print Advertising...............................................................................................................32
Radio/TV...........................................................................................................................32
Direct Marketing...............................................................................................................32
Outdoor..............................................................................................................................33
Personal Selling.................................................................................................................34
Public Relations.................................................................................................................34
Business Tourism Promotion..........................................................................................35
Evaluation..........................................................................................................................36
Website Analysis...............................................................................................................36
Analysis of Analytics........................................................................................................41
Website Optimization – keyword optimization...........................................................42
MnPro Website..................................................................................................................42
Keyword and Key Phrase Assessment – Website Optimization...............................43
Campaign Flow Chart & Budget....................................................................................45
Conclusion.........................................................................................................................45
Works Cited.......................................................................................................................46
Appendix A – Questionnaire for New Businesses in Crookston...............................48
Appendix B – Economic Development Authority Questionnaire.............................48
Appendix C – Edited Brochures.....................................................................................49
Appendix D – Campaign Flow Chart............................................................................52
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Executive Summary
The following marketing plan has been created for the Crookston Housing and
Economic Development Authority (CHEDA). The goals of this marketing plan
include: 1) to identify the target markets of CHEDA, 2) to determine what tactics
and marketing mediums work most effectively for the selected target markets; 3)
to increase the use of CHEDA’s offerings.
A significant number of secondary sources as well as primary research were
utilized in the development of this plan. It is important to remember that the
following are recommendations for CHEDA and it is at the discretion of the
Executive Director of CHEDA as to which of these recommendations will be
implemented.
The recommendations for this plan have been separated into two groups 1) Site
Selection (including the Valley Technology Park), and 2) Community Housing Info
and Incentives.
Site selection should focus on three aspects 1) retaining the businesses that you
have, 2) growing new businesses from within the town, and 3) attracting new
external businesses.
Based on the research conducted, it was determined that personal contact with
site selection decision makers is the preferred and the most effective source of
communication. This includes dialogue with industry peers, planned corporate
visits, hosting special events, and trade shows.
Rather than spend resources on traditional print advertising and radio, CHEDA
should ‘piggy back’ with businesses they have assisted in order to get their name
out for no cost or a low cost.
CHEDA should also work in conjunction with the Crookston Chamber of
Commerce and the City of Crookston in order to provide a seamless connection
between all three entities.
Research indicated that Crookston residents have a high level of radio listenership,
favoring country and adult alternative/contemporary music. Additionally, it was
found that a large number of residence read newspapers, especially on Sunday,
with the largest viewing of the main page, local news and sports sections. In order
to most effectively communicate the housing options available through CHEDA,
it is recommended that CHEDA participate in the Grand Forks Home and Garden
Show with a booth displaying the offerings. The home and garden show takes
place at the end of March. CHEDA should place newspaper and radio ads two
weeks prior, and two weeks following the home show in order to solidify the
messages of CHEDA.
Included in this marketing plan, is a comprehensive analysis of the CHEDA
website. The website should be keyword optimized in order to get the best
ranking on search engines. Additionally, all links should be checked to insure they
are working, and all links should open in a new window so that viewers of the
CHEDA website do not navigate away from this site.
Lastly, website analytics should be monitored to track views of the website and to
evaluate the effectiveness of the marketing tactics employed by CHEDA.
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Goals of this Report
• To develop a marketing plan for the Crookston Housing and Economic Development Authority of Crookston, MN with an emphasis on
business and community development recruitment efforts to include :
o Identify the target markets and segments of CHEDA
o Conduct an analysis of the current website
o Prepare an analysis of current CHEDA brochures
o Identify current businesses in the Crookston Area
o Recommend ways to better utilize the resources available
o Identify how new and existing residents should be made aware of
resources available from CHEDA.
o Identify how businesses should be made aware of resources from CHEDA
Goals of the Campaign
The goals to be achieved by this marketing plan as set forth by Dan Johanneck,
Executive Director of CHEDA, are as follows:
• To identify the target markets of CHEDA.
• To determine what tactics and marketing mediums work most effectively
for the selected target markets.
• To increase the use of CHEDA’s offerings.
Organization Background
Organization Overview
The Crookston Housing and Economic Development Authority, also known as
CHEDA, provides assistance for the following services:
• Community and Housing Information and Incentives
• Building and Site Selection
• Financial Alternatives
• Training Opportunities
• Business Start-up, Retention, Expansion and Relocation
• Oak Court Apartments (Assisted Living Services Available)
• Housing Choice Voucher Program
• Home Ownership Program
• Shelter Plus Care Program
• Management of Flood Rental Property
(Crookston Housing and Economic Development Authority, 2005)
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After speaking with Dan Johanneck, Executive Director of CHEDA, it was
determined that the following assistance programs should receive priority
(listed in order of importance).
1.Community and Housing Info and Incentives
2.Building and Site Selection Assistance
3.Valley Technology Park
4.Housing Choice Voucher Program
(Johanneck, 2010)
Target Markets and Segmentation
The Crookston Housing and Economic Development Authority (CHEDA) has
various target markets and segments of consumers that are served. A target
market is a “segment or group of people to whom a firm decides to direct its
marketing efforts and ultimately its goods and services.” (Kurtz, 2008) Each of
the services offered by CHEDA has its own unique target market which is served.
The target markets and various segments are described below:
Table 1 – CHEDA Target Markets
Crookston Housing and Economic
Development Authority Target Markets
Service Offered
Target Market
Community and Housing
Info and Incentives
Individuals residing within 30 miles
of Crookston, or new residents to the
area, that are interested in building a
home.
Building and Site
Selection Assistance
Corporations, small business owners,
and site selection consultants looking to locate their existing business
or start a new business in Crookston,
MN
Housing Choice Voucher
Program
Low income individuals and families
in need of rental assistance.
Valley Technology
Park
New and developing companies looking to establish a location in Crookston,
MN without high overhead costs.
Oak Court Apartments
Individuals in the Crookston area who
are looking for affordable and assisted
living accommodations.
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Key Benefits
Each of the services provided by CHEDA provides unique key benefits. These
benefits are listed below:
Table 2 – CHEDA Key Benefits
Crookston Housing and Economic
Development Authority Key Benefits
Service Offered
Key Benefits
Community and
Housing
Info and Incentives
Lots in specified sub divisions for $5000
Two year property tax abatement
Free water and sewer hookup
Two months free water, sewer and garbage
Free swimming pool pass
1 free parks and recreation activity per child
50 free garbage bags
4 free recycling bins
Boulevard trees
Building and Site
Selection Assistance
List of properties available for sale or lease
Job Opportunity Building Zones (JOBZ)
-no property tax on new development
-no sales tax on goods and services
-no corporate income tax or individual income tax on investments
Minnesota corporate income tax credit or rebate for higher paying jobs
Housing Choice
Voucher
Program
Oak Court
Apartments
Flexible lease and term rates
Flexible work bays and office areas
Small Business Development services
Easy access to AURI (Agricultural Utilization and Research Institute)
Easy access to student population for employment opportunities
Flexible manufacturing spaces including 22-foot ceilings and loading docks.
JOBZ zone (see above for more info)
Fully equipped offices
Shared access to conference room, copier, fax and other office equipment
and services
On-site postal and freight services
Ground Maintenance and snow removal
On-site notary services
24 hour security
Free parking
Affordable rent
Studio and 1 bedroom apartments
-equipped with kitchen, private bath and living space.
On-site assisted living 24/7
Safe location and security system
Community rooms and lounge areas
Close to downtown shopping, senior center and medical facilities
Indoor mail service
On-site coin-operated laundry facilities
Social activities
Public transportation pick-up on location
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Literature Review - Introduction
It is estimated that there are 20,000 economic development groups in the United
States ranging from public, private, civic and various combinations spending
upwards of $500 million in marketing alone. These funds are used to encourage
business retention, expansion, attraction, and entrepreneurship. (Levine, 1999)
In recent years, the populations of rural economies have slowed, with many rural
areas experiencing population declines, especially in the Great Plains. The decline
in populations is most often attributed to a lack of amenities. To combat this trend,
many affected rural communities are developing strategies that rely on technology,
including cable TV, broadband Internet service, and improved public services to
offer conveniences such as distance learning and telemedicine, in order to improve
these lacking amenities and the quality of life in these areas. (United States
Department of Agriculture Economic Research Service, 2009)
Business Development Trends
It is important to understand what businesses are currently expanding. A survey
conducted between 1996 and 1999 by Development Counselors International
(DCI) found that a facility that combines a regional sales office with a multi-level
corporate headquarters is the most likely to expand, contributing to approximately
48% of expansions during the studies time period. When back offices are added to
this figure, 62% of all expansions are in the form of office development. Coming
in second, at 20% of all expansions, is manufacturing. Many economic developers
continue to seek manufacturing as their primary target, however this study shows
that it is more beneficial to target corporate /division/regional headquarters,
regional sales/service centers and back offices. (Levine, 1999)
Factors Affecting Rural Economic Growth
According to Aldrich and Kusmin (1997) there are 24 factors that may affect rural
economic growth. These factors can be separated by policy and non-policy factors. Policy factors include taxation, public spending, public capital stocks, brand
banking laws, and availability of industrial-revenue bond financing. The tax and
spending variables indicate that government can create a business-friendly environment that can enhance economic growth. Research indicates that businesses
are looking for areas with low taxation, good public capital stock (buildings,
sewers, roads, etc), easy access to financing through favorable banking laws, and
finance assistance through bonds. (Aldrich & Kusmin, 1997)
Non-policy factors include wage levels, unionization levels, unemployment levels,
labor quality (measured by education), proximity to higher education institutions,
access to highways, airports, and other transportation, proximity to metropolitan areas, per capita or family income, population size and density, urbanization,
minority population concentration, temperature and precipitation, energy prices,
industry mix or concentration, availability and price of land, local fire protection
ratings, small business activity measures, and population age distribution measures. It is believed that businesses prefer an educated labor pool at a low cost
with limited union restrictions. Low land and energy prices are favored, as well
as areas with fire protection and access to transportation all enhance the attractiveness of a region. (Aldrich & Kusmin, 1997)
Non-policy variables also have a significant effect on economic growth. Earnings
growth is found to be greater in counties that are covered by state right-to-work
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laws. Economic growth is greater in counties that have a more educated population. Coinciding, greater public education spending is conducive to higher earnings growth. Counties with a passenger airport within 50 miles also lead to higher
earnings, and access to an interstate highway contribute to earnings growth in
rural areas (Aldrich & Kusmin, 1997)
Migration Trends
Rural areas are experiencing an increase in migration in recent years from the baby
boomer population. Baby boomers are those born between 1946 and 1964. These
individuals have demonstrated a preference for moving to rural and small towns,
especially those with scenic amenities and lower housing costs. Retirees are much
less apt to move than those in their youth; however those that choose to move
are more likely to move to the countryside. They begin to look for locations with
leisure and recreational opportunities, lower housing costs and a slower pace of
life. For these retired Americans, this rural migration is highest in early years of
retirement and declines sharply as health care needs increase. (Cromartie &
Nelson, 2009)
Boomers tend to be drawn to areas with the right combination of scenery, lakes or
coastal areas, recreational or cultural opportunities, and reasonable housing costs.
These individuals are not likely to pick a random rural location to move; rather
they develop strong ties to a particular place over an extended period of time.
Many times individuals have vacationed or visited friends/family in these
locations. Additionally, baby boomers often purchase a second home or may
visit the same location annually or on weekends with their family. These
individuals often begin visiting for longer stretches of time as their children
begin to leave home and they become “empty nesters”. The Internet has greatly
facilitated working from remote locations and has contributed to an increase
in permanent moves to second-home destinations on the part of the boomer
generation. The migration of this demographic often brings significant new
money into an area’s economy, generates new demand for a variety of services,
and boosts job levels. (Cromartie & Nelson, 2009)
Tourism Trends
Rural tourism appeals to many Americans with 62% of all U.S. adults taking a trip
to a small town or village in the U.S. within the past three years. (U.S. Travel Association, 2010)
More than half (55%) of travelers to rural locations travel with their spouse. When
people travel to small towns, the top four activities that travelers engaged in are
dining (70%), shopping (58%), beach/lake/river (44%), and historical sites (41%).
Historical sites are more popular among baby boomers and seniors. A growing
number of rural towns are attracting tourists by showcasing their history and culture through folk art projects, historic museums, and festivals.
(Miller & Washington, 2009)
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Marketing Trends - Crookston Residents
Internet Usage
Approximately 81.3% of people in Crookston have Internet access. Of these people
60.9% have used the Internet in the last month, with 15.3% using the Internet 2-4
times per day, and 16.1% with use of 5 or more times daily. Additionally, 51% of
all Internet users have used email in the past month. Persons utilizing the Internet
in the last month were looking for the following information: latest news (26.7%),
financial info (15.6%), sports news/info (15.3%) medical info (13.2%), new/used
car info (7.7%), and real-estate info (7%). (Extension, Market Potential: Internet
Crookston, 2010)
Media Usage
The following table represents radio access of Crookston, MN residents.
Table 3 - Radio Listener Rates
Radio Access (Crookston, MN)
Light radio listener
Light-medium radio listener
Medium radio listener
Medium-heavy radio listener
Heavy radio listener
21.8%
17.5%
16.8%
19.2%
23.3%
(Extension, Market Potential: Media Listen Crookston, 2010)
The following are the most popular radio formats listened to in the
Crookston Area:
Table 4 - Radio Format Listener Rates
Radio Formats Listened to
Country
Adult Contemporary
Contemporary hit radio
News/talk
Classic Rock
Urban
Rock
33%
17%
13.4%
12.2%
11.4%
10.2%
9%
(Extension, Market Potential: Media Listen Crookston, 2010)
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Additionally, listed below are the times and days Crookston residents listen
to the radio:
Table 5 - Days and Times of Listening
Days and Times of Listenership
6-10 am weekday
49.5%
10 am-3 pm weekday
39%
3-7 pm weekday
43%
7 pm-midnight weekday
16.7%
Midnight-6 am weekday
5.3%
6-10 am weekend
33.5%
10 am-3 pm weekend
40.8%
3-7 pm weekend
32.4%
7 pm-midnight weekend
17%
Midnight – 6 am weekend
5%
Newspaper readership amongst Crookston residents is as follows:
Table 6 - Newspaper Readership
Newspaper Readership - Crookston, MN
Light 20.3%
Light-medium 17.8%
Medium
18.9%
Medium-heavy
22.1
Heavy
19.5%
Read any daily newspaper
44.4%
Read one daily newspaper
35.9%
Read two or more daily newspapers
8.6%
Read any Sunday newspaper
54%
(Extension, Market Potential: Media Listen Crookston, 2010)
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Additionally, it was found that the following newspaper sections have the
highest readership:
Table 7 - Readership of Various Newspaper Sections
Section
% of readership
Main news/front page
60.20%
Local news 59.20%
Sports
35.50%
Classifieds
34.40%
Comics
28.30%
Editorial page
27.10%
Entertainment/lifestyle section
26.20%
Food/cooking section
24.20%
Business/finance section
21.90%
Advertisements
20%
Movie listings/reviews
20.00%
International/national news
18.90%
TV listings section 18.90%
Home/furnishings/gardening
section
15.70%
Health section
14.30%
Travel
14.30%
Circulars/inserts/fliers
14.20%
Science and technology section
14.20%
Fashion section
11.10%
(Extension, Market Potential: Media Listen Crookston, 2010)
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Marketing Trends - Site Selection
Marketing to those influential in site selection can be a daunting task. Site
selectors prefer personal contact and rely on fellow business persons and
endorsed third party publications for information on this topic. The leading sources of information for executives involved in site selection are
shown in the following table. (Levine, 1999)
Table 8 - Leading Sources of Site Selector Information
Leading Sources of Information
71%
61%
45%
31%
ue
og
l
Dia
h
wit
y
str
u
ind
pe
les
ic
rt
ea
in
az
g
ma
er/
ap
sp
w
Ne
ers
rav
t
ss
e
sin
Bu
el
rve
u
lS
na
tio
Na
ng
eti
Me
ys
h
wit
ED
27%
(s)
p
u
gro
f
do
r
Wo
21%
uth
Mo
8%
7%
es
el
ws
urc
o
eS
lin
On
9%
n
rso
Pe
dio
/ra
TV
av
tr
al
a
sc
w
ne
ho
/s
sts
3%
ail
ing
tm
c
ire
D
3%
int
Pr
rtis
a
e
dv
io
ad
/r
TV
1%
a
ing
rtis
e
dv
(Levine, 1999)
This information shows that personal communication is significantly preferred over non-personal marketing tools. Additionally, this shows that
peer influence, as well as newspaper and magazine publications are
influential to site selectors. (Levine, 1999)
The effectiveness of each of these techniques was also measured.
The results are listed in the table below:
Table 9 - Effectiveness of Marketing Techniques Among Site Selectors
Effectiveness of Marketing Techniques
60%
50%
40%
30%
20%
10%
0%
Series 1
Planned visits
to corporate
execs
Hosting
special
events
Trade
shows
Public
relations/
publicity
Internet/
Web site
Direct mail
Advertising
Telemarketing
49%
43%
43%
39%
35%
27%
20%
6%
(Levine, 1999)
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Again, it is clear that personal contact and information from trusted publications is the most effective means of marketing to executives involved in
the site selection process. Additionally, it can be seen that the Internet and
the EDA’s website are more effective than other traditional marketing techniques such as direct mail, advertising and telemarketing. (Levine, 1999)
Additionally, those involved in the site selection process are most interested
in the following aspects of a location: fast growth, availability of labor (especially skilled labor), available appropriate space that can be moved into immediately, updated and honest statistics, closures and downsizings (suggest
the availability of good workers), and local corporate executives available
for confidential interviewing without participation of local officials.
(Levine, 1999)
It is also suggested by Levine (1999) that economic developers get to know
site selection consultants. There are thousands of corporate executives,
but only a few hundred site selection consultants. Many of the larger consultants will grant an initial interview with representatives of a community
to gain knowledge on the locations attributes. Some of the larger site location consultants are Deloitte Touche & Fantus in Chicago; Wadley Donovan
in Morristown, New Jersey; Arthur Andersen in New York City; Fluor
Daniel in Greer, South Caroline; and JM Mullis in Collierville, Tennessee.
(Levine, 1999)
Industry Background
Interviews with New Businesses in Crookston
Seven newer businesses in Crookston, MN were interviewed to determine
their reasons for choosing Crookston as a location for their business, whether they used CHEDA, and to determine what aspects of Crookston positively and negatively impact their business. (See Appendix A for questionnaire) The following businesses in Crookston, MN were interviewed: 1) El
Gordito, Hispanic store, 2) Verizon Wireless, 3) Hong’s, Chinese restaurant,
4) Krazy Kiln, Pottery 5)Wal-Mart, 6) Equity Management, and 7) Crookston Pet Clinic.
When interviewees were asked how they heard about Crookston, MN and
why they came to this town, the responses were varied. One business owner grew up in Crookston and had parents who owned the building where
their business was located. Two businesses had locations in surrounding
towns and noticed that they had a lot of Crookston residents traveling to
their location for their services. Two businesses had friends and family in
Crookston and moved here because of the nice people, slower pace of life,
and safe community.
Only two of the seven businesses that were interviewed indicated that they
received services from CHEDA. Additionally, two interviewees received
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assistance from the City of Crookston and two received assistance from the
Crookston Chamber of Commerce and Convention and Visitors Bureau
(CVB).
When asked which aspects of Crookston most positively impact their
business, a significant number of businesses mentioned that they benefited
from the traffic on Highway 2, traffic from surrounding lakes, and the close
proximity to the University of Minnesota, Crookston.
When asked which aspects of Crookston had a negative impact on their
business, many indicated that there were no negative features that impacted
their business. Two businesses mentioned that the lack of businesses and
the number of businesses closing drove people to shop in larger towns,
such as Grand Forks, because residents could not get everything they
needed in Crookston.
Interviews with Well Established Businesses & Local
Leaders in Crookston
Representatives of well established businesses and local leaders were interviewed for their impression on strengths and opportunities that they see for
Crookston as it relates to economic development. Some of those contacted
include: Riverview Hospital, the University of Minnesota-Crookston,
Eickhof Columbarium, as well as leaders such as the Mayor. Additional
individuals were contacted, but desired to remain anonymous. There
appeared to be four common threads that could be seen. Those common
threads are as follows:
1. “Historical Heritage”. Crookston is very strong and rich in its historical heritage. Interviewees pointed out that there are multiple
buildings in Crookston that are unique and lend themselves to
exactly what draws visitors to a city; the “historical heritage” of a
town. Some of these buildings include the “Eagle Building”, the “Old
Carnegie Library”, the “Old Catholic Church”, etc. Each is special
and cannot be replicated. These are the types of old buildings, that
if restored and developed into a historic site, or with small specialty
stores inside, or other activities, will draw people to the city to stop
and visit various sites and spend money. This is the type of focus
that may be very important to the economic development of Crookston.
2. “Transitioning”. Respondents noted that Crookston is at a very
critical point in time with businesses that are owned and operated
by individuals that are getting closer to retirement with little or no
transition plan. Due to this phenomenon, Crookston faces losing
businesses. Business owners need assistance on options for transitioning. Some of these businesses may not be large, but they are very
unique and important to Crookston. Transitioning will allow the city
to maintain businesses, especially those that are a unique part of the
town’s heritage.
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3. “Service Industries”. There are two aspects of the “service industry” that were expressed: 1) retail services, and 2) hospitality services
provided by hotels and restaurants. Hotels and restaurants typically
have extended hours, but the retail sector in this community needs
to be more sensitive to consumers as they set hours of operation.
Some stores have not yet taken the leap to be open when most convenient for consumers. As the stores expand their hours as a group,
people tend to be responsive and give greater support via the use of
the services. Interviewees said that hotels and restaurants seem to
be a core service for any developing town, but after the town has a
basic café, any more is the frosting on the cake. In other words, as
the town shows strong economic growth and stability, more hotels
and restaurants will appear. The type of restaurant can often indicate
the possible phase of development of the town. For example, many
small towns will have a basic café. As the town develops, it may add
a steak house, fast food restaurant, pizza place, etc. Later, there are
more options within those categories and eventually the development
of more chain operations or refined restaurants. These later developments are in direct response to good economic development within a
town.
4. “Tourism”. Crookston has many resources that simply need to be
further developed and marketed. There are many aspects of “tourism,” and as a city there are many that could be capitalized on relating to economic development. People travel and stop to take advantage of various tourism-oriented cities. Respondents said Crookston
has wonderful possibilities with “River Tourism”, “Historical Tourism”, and “Agricultural Tourism” and all other related industries.
Interviews with Surrounding Area EDA Centers
Several economic development leaders were contacted in Minnesota and
other states to draw on the views from the region and country to see what
they believed were critical to a successful economic development center.
Some of the economic development administrators interviewed included
Redwing MN, Mankato MN, Detroit Lakes MN, Fergus Falls MN, and cities
in West Virginia, Idaho, as well as the Wisconsin Economic Development
Association. Additional EDA Centers were contacted, but asked to remain
anonymous. (Appendix B provides a list of questions asked during these
interviews.)
According to those interviewed, there are several key ways to have success
in any given city:
1. “The stool approach”. Think of a stool that has three legs, one is to
retain the businesses that you have, the second is to grow new businesses from within the town, and the third is to attract new external
businesses. Most of the new opportunities are actually in your back
-16-
yard waiting to be developed. Too many economic development
centers want to chase smokestacks and waste time. In reality, when
there are businesses of various sizes, new opportunities seem to start
coming more naturally from within and without.
2. “Coordination & communication”. The most successful cities have
had a foundation laid on coordination and communication between
the city, the economic development center, and the chamber of commerce. This is not something that can be done overnight. It takes
an extremely well developed plan that is coordinated with constant
meetings between the three entities as each has a specific charge, yet
each overlap and support the other. Examples of coordinated items
include everything from common guidelines for printed materials,
logos, shared mailing lists, co-op advertising, etc.
3. “Proper use of the MNPro web site”. This site is used by many prospective companies as they try to look for possible options. A company can search for a potential site by keying in specific parameters
they require such as the number of acres needed to build on, or if
looking for an office building, the number of square feet needed to
meet their needs. They can search the entire state or narrow it down
to possible cities. The secret to a city’s success in connecting to a lead
is making sure that ALL relevant information is being entered on all
buildings, land, etc. When complete information is not entered, it
has a direct impact on possible clients as they search the database for
sites, as it will yield only a partial return. In other words, it leaves out
various office buildings in the database that are available. It is a great
resource, but time must be taken to complete all information on available buildings for a city to take true advantage of this resource.
4. “The treasure within”. An economic development center must be a
true advocate for business opportunities from within. This is where
the “hidden treasure” can be found. In coordination with the city and
chamber, identification of all businesses is done and each of these
businesses is looked at for potential growth. That growth may be
very small at first, but with the potential great things can happen.
This can mean being aggressive in the approach to assist. Creating
successes from within, and using those as examples to other business
owners, will create awareness of what is possible and ultimately creates more successes.
5- “Grants”. Even at times when things are economically tight, there are
many grant opportunities. Federal listings are emailed regularly from
sites such as grants.gov. The listings vary in grant sizes and that is
the “jewel”. An economic development director can locate potential
-17-
grants from as little as $1,000, identify companies that could benefit
from that small grant, then work with the business on completing
needed materials. One example was a grant that an economic
development director helped complete for a small company requesting funds for the local library in the amount of $2,000 from a dairy
grant out of state. Very few applied for this grant and they received
the grant. These small grants add up to tens of thousands of dollars
that create great opportunities in the community. Another example
was a small grant that assisted in the display of the arts. That small
grant sparked enthusiasm within the community that grew into a
regular annual event. That event is now a key community event that
brings many hundreds into the town which promotes tourism, and all
businesses are benefiting in greater sales from that small grant.
Example of sites include:
Federal grant listings that may be updated several times a week -l www.usa.gov (site under “grants”)
l http://www.grants.gov/
l [email protected]
Some other general sources -l www.nea.org/grants (National Education Association sponsored grants)
l http://grantwrangler.com
l www.raconline.org
l www.regencefoundation.org (Regence Foundation - building
healthier communities)
l www.dosomething.org (grants and awards for service projects)
6. “Cultivating the future”. Build very close relationships with local
colleges/universities and specifically with degree program faculty
that may sprout future community leaders. By developing the relationships with the Faculty, economic development directors may find
themselves being utilized for presentations in classes, campus clubs,
etc. Work with the alumni association to reach out to community
alumni, those with entrepreneurial possibilities, those looking for development or expansion, and ask those alumni to think of your city as
they look at developing a business. Some alumni have created a company in other towns and an EDA center can attempt to pave the way
to help them consider expansion to your town. This cultivation takes
time, but the rewards are there. The alumni have roots in the area and
with some help will give serious consideration to that city.
7. “Pulling together”. One simple item that makes a key difference is attempting not just to cultivate opportunities, but to pull the key players
together at the same time. The economic development director is like
an orchestra conductor and must know the score well enough to pull
the sections together to have success. Being premature, late, or not
having all the players there when needed can make the difference.
-18-
8. “Old model”. Doing marketing such as magazines, mail, attending
shows or having booths at shows is simply not a productive and good
way to market a town. That type of advertising simply just doesn’t
work. What works is developing relationships with people in town,
alumni out of town, as well as other businesses so that they will think
of your town when the opportunity arises. The phrase “if I build it they
will come” doesn’t apply (if I have an empty building they will come).
It is all about relationships, to be “first in mind”. That doesn’t guarantee
they will come, but it does help ensure that they will seriously consider
the town as they look at options.
9. “Coordinated Web Page”. When potential companies are looking at
a city, they want to see a seamless connection between various entities within the city. An excellent way to do that today is the web. One
single page that serves as a springboard to all key organizations is critical. An example of that type of web page is http://www.fergusfalls.
com/. It is a portal that shows obvious connection between the Chamber of Commerce, Tourism & Convention, City of Fergus Falls, and the
Economic Development site. It aids in a central portal to everything.
10.“Certification”. Becoming certified by the American Institute of Certified Planners (AICP) and the International Economic Development
Council (CEcD) can be extremely helpful in connecting with others and
staying current in the field. The AICP is “the American Planning Association’s professional institute, providing recognized leadership nationwide in the certification of professional planners, ethics, professional
development, planning education, and the standards of planning practice”. (American Planning Association, 2010) CEcD certification is granted
via The International Economic Development Council (IEDC) which is
“a non-profit membership organization dedicated to helping economic
developers do their job more effectively and raising the profile of the
profession.” “When we succeed, our members create more high-quality
jobs, develop more vibrant communities, and generally improve the
quality of life in their regions”. (International Economic Development
Council, 2010)Web resources are: http://www.planning.org/aicp/index.htm and http://www.iedconline.org/?p=Certification_Process.
Interviewees identified the following as their greatest challenges in
economic development:
1- “Economics”. The greatest challenge is such things as an increase in
state taxes, the fear of losing jobs between now and 2015, and not having
the tools in order to compete on a national level.
2- “Differentiation”. A city must work hard on differentiating itself from
other cities. There are many growth opportunities that some communities will simply lose out on because of not having the physical space
ready for big companies. It can be very difficult to differentiate from
other communities. It is important to identify the unique strengths of
the community and the offerings that can draw in an outside company,
-19-
and to help identify how they can be prosperous and in doing so, help
the community. No one person can think of all of the unique strengths
and that is why it is so important to work with others like city leaders
and the chamber.
3. “Time”. Spending the right amount of time with a company is a challenge. When they are ready to move, you need to be ready. The EDA
does not want to waste their time or the companies, but it is imperative
that enough time be spent with the company to fully understand their
needs and for them to understand how the EDA center can make it easy
for the company to move into the community. This includes assisting
with the navigation through the necessary processes to get them up and
running. This can mean that some weeks the economic development
director may put in some very long hours to meet those needs.
4. “Details”. Each potential company may be in a different phase of development and have a slightly different need or questions and concerns
when coming in contact with them. Economic development directors
need to be the conduit for virtually all activities. Sometimes that may
be as simple as introducing the company leaders to local city leaders,
or it can be as complex as coordinating the relocation of multiple businesses in order to aid in the development of a new business that needs a
particular site and make it a win-win for everyone involved. The details
are many and critical to stay on top of. Each participants needs must be
heard and met.
Interviewees also noted whether their greatest growth in the last 5 years has
been on the Manufacturing/Commercial side or the Retail/ Service side.
1. “The pendulum”. Some cities currently see growth in manufacturing
and commercial, and others the retail and service side. The pendulum
appears to lean one direction for a few years and then in the other direction simply depending on where the city is in their overall development.
One town actually had both Target and Wal-Mart open on the very
same day!
2. “Chicken and the Egg”. A city knows they are having good growth
success when hotel rooms are being built and filled. Hotel development
takes place when the city has activities that bring in travelers; those
travelers spend money which strengthens current retailers, which helps
build opportunity for new retailers in the community, etc., and the cycle
is complete. The Convention and Visitors Bureau focuses on bringing
in groups or conventions to fill those hotel rooms. Interested companies
look at the hotels and the quality level provided. Whether it is a Super
8 or a Hilton, it must not be run down and must create an appropriate
atmosphere. The economic development director must work in conjunction with the city to keep the desired look and establish municipal
appearance and signage codes, especially when a historic district is
involved.
-20-
Prior Projects Related to Economic
Development in Crookston
The “Crookston Vitality Project” (CVP) was developed by more than 200
people in the Crookston community. The key focus was to build a vision
for Crookston. In 2001 a steering committee helped identify community
strengths and weaknesses related to the emotional and social well being of
citizens and quality of life. In 2003 the CVP committee sponsored a community consortium with over 45 representatives from community agencies and
community projects. In 2004 input was gathered from many different community groups, employees, and employers. People were invited to attend
various meetings to collect and record thoughts on concerns, hopes and
dreams of local citizens.
The following is the list that the CVP prepared from these various groups
on “What would bring more economic growth to Crookston”. (Crookston
Vitality Project, 2006)
Table 10 – Crookston Vitality Project Results
BUSINESS/INDUSTRY
• New, More Business & Industry (14)
• Retail/Business
o Better selection
o Greater variety will help keep business
o Clothes
o Furniture
o Bring more business to town to compete with Pamida
o Shoe store
o Variety stores
• Shopping Mall/Strip Mall (2)
• More Businesses so we don’t have to go out of town to shop by
allowing bigger chains to come into the City, by stopping these
smaller businesses from stopping economic development by the
bigger chains.
• Allowing companies/corporations to come in
• The City being more welcoming of business – new, expanding, etc.
• Encourage small businesses to come here, not just large ones
• Wal-Mart
• Programs for entrepreneurs
• More manufacturers / industry (4)
• Big K
• People to shop here, including food
• Encourage local people to start businesses
• Ethanol Plant
• Bring Prosperity? Our retail shops like Nicholas Collections,
Willow & Ivy, Limited Edition, Quilt Shop
Market the above shops like areas do with antique shops
• Value-added manufacturing sector
-21-
FOOD/DRINK
RIVER
•
•
•
•
•
•
•
•
Develop & improve river (9)
Use it
Riverway
Restaurant on river
Catfish tournament
Pontoon rides with lunch
Have canoes and kayaks available
Use the river as recreation
•
•
•
•
•
•
•
•
•
•
More restaurants (9)
Downtown restaurants
Not fast food
Fine dining
24 hour
Olive Garden
Soup & sandwich
Better and decent
Fewer bars
Stripper bar
EMPLOYMENT
•
•
•
•
•
•
•
More jobs (4)
The slogan “Shop Crookston First” should also apply to “Shop
Crookston First For Employees”; people from out of town are
getting jobs locally
Skilled labor pool
Strong work ethic, workforce development (3)
Workforce Vo-Techs
Better paying jobs
More career opportunities
HOUSING
• More housing, affordable homes
• Housing Incentives, continue it
RECREATION/TOURISM
•
•
•
•
•
•
•
Bird watching – ecotourism
Water Park
New Hockey/Skating Arena
Trails – bike, walking, rollerblading
Use Central Park – add swing sets and other equipment
Outdoor recreation
Do we need more seasonal things?
-22-
OTHER
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Retain college graduates, keep young people here
More people to live here
More to do
Dare to try, not hesitate
More publicity on what we have, like industry, hospital and
churches
Youth center
All new city leaders
More non-smokers
People who care
Let people who need help, get it
Bedroom community for Grand Forks
Stop light system – improvement
Multi-purpose facility
Improve bus / train transportation
Wayne Hotel – Donate to UMC, therefore bringing UMC students
to downtown Crookston where they would use the services there.
Seek Federal and State grants to help fix up the hotel.
Two way streets, not conducive for shopping, bigger street signs
Fix dikes so we don’t worry about flooding
Become a destination city
Expand school and medical impact
Fill the empty buildings
Toot our own horn about what we have in Crookston
Current Relationship with Crookston
Chamber of Commerce
An interview was conducted with Lori Wagner, President and CEO,
Crookston Chamber of Commerce and Convention and Visitors Bureau
(CVB). According to Ms. Wagner, most parties inquire with the Chamber
first about the potential of locating in Crookston. These inquiries are then
sent to CHEDA.
The Chamber and CVB are responsible for conducting ‘blanket’ marketing,
meaning broad marketing activities to promote all businesses that are
members of the Crookston Chamber of Commerce. The Chamber currently
has marketing activities which could be utilized by CHEDA. The Chamber
and CVB has a website that currently provides links to the CHEDA
website as well as to the city of Crookston website. A visitor’s guide is
also produced. A new, smaller version is due out in 2011. Additionally, a
chamber directory is released as well as an online newsletter. The Chamber
also hosts the largest event in Crookston, Oxcart Days, an annual event held
every August.
-23-
User Analysis
Demographics of Crookston, MN
According to the 2000 census, the population of Crookston, MN is 8,192
with a median age of 35.8 years. Approximately 75.8% of the population
is 18 years and over. There are 1,717 single-family owner-occupied homes
in Crookston, MN with the average median value of $62,400. In total there
are 3,383 housing units with an average of less than one occupant per room.
(US Census Bureau, 2000)
Site Selection Consumer Behavior
The Development Counselors International (DCI) study determined the
most important and influential individuals in making a site selection. It has
been suggested that five senior corporate executives, as well as an outside
executive, play an influential role in this process. These corporate executives include the corporate real-estate expert, vice president, president,
CFO, and human resource executive. The president and vice president have
traditionally carried a role in site selection; however the decision is more of
a joint decision than ever before. (Levine, 1999)
SWOT Analysis for CHEDA
• Strengths:
o Very quick response time to all inquiries
o Very organized
o Material generally current
o Relationships with other organizations (NW MN Foundation,
SBA, Chamber, USDA, City, MN Housing Coalition, etc.)
• Weaknesses:
o Lack of diversity (primarily agriculturally based)
o Depressed property values, so lower tax base
o Aging community with no exit strategy
o Need to accomplish more business visits within the community
o Dependent on local government aid
o Budget; limited revenue sources
o Politicking
o Limited public transportation
o Not a “high value” community due to depressed property values
and high tax rates.
• Opportunities:
o Land prices relatively low so great opportunities for development
o Gaps in the retail area of what is offered
o Opportunity to utilize the assets of the University of Minnesota,
Crookston campus
o Good infrastructure
o Ease of transportation – access to major highways/roads and
airports
• Threats:
o Proximity to Grand Forks – major retailing center
o Tightening regulatory environment (lending / natural resources)
-24-
Creative Recommendations
Message Strategy and Appeals
The concept of Integrated Marketing Communications (IMC) “involves
coordinating the various promotional elements and other marketing activities that communicate with a firm’s customers.” (Belch & Belch, 2009)
This coordination involves portraying a unified look and feel for the brand
including consistent branding and messages throughout all marketing communications.
When analyzing the communications of CHEDA it was found that there are
various messages that are utilized to promote the services of this organization.
• Crookston: small town living, big city opportunities
• Providing assistance to get your business on target
• Dedicated to growing a strong community
Currently CHEDA is employing the use of rational appeals, which appeal to
consumers’ rational thoughts, rather than appealing to the emotions of the
target market. The following rational appeals are currently being portrayed
in the marketing communications distributed by CHEDA: Opportunity,
wholesomeness, and a reasonable/fair/positive atmosphere. It is suggested
that these appeals continue to be utilized. Based on the research conducted,
it is also suggested that the following appeals be utilized: safety, comfort
and pleasure. When interviewing local businesses owners, it was found
that many of them had started their business in Crookston because of the
safety of the community, as well as the quality of life.
Overall, CHEDA’s message should convey the following:
opportunity wholesomeness, reasonable/fair/positive atmosphere, safety,
comfort, pleasure, and high quality of life.
It is suggested that CHEDA utilize one of the messages that is currently being communicated. The suggested slogan is as follows:
Crookston: Small Town Living, Big City Opportunities.
This message conveys that Crookston is a wholesome and safe place to live
with a high quality of life, while offering a variety of opportunities that can
be exploited by businesses and residents.
This slogan should be utilized on all marketing materials to give the marketing communications of CHEDA an integrated message.
Branding
Branded materials should be consistent. Logos that are displayed on CHEDA brochures are different. All brochures and print materials produced by
CHEDA should have the same cohesive look and feel, including the same
colors and logos that are currently utilized on the website.
-25-
Currently the CHEDA brochures do not have a unified look in style colors,
logo variations, layout, and fonts. Additionally, and they contain grammatical errors. It is recommended that these be revised and re-printed. Three
brochures have been edited for errors and are attached in the appendix as
examples. (See Appendix C)
Additionally, it is recommended that CHEDA, the city of Crookston and
the Crookston Chamber of Commerce utilize a similar look and feel in
order to provide an integrated brand for Crookston, MN. Currently
CHEDA, the City of Crookston, and the Chamber all utilize a similar font,
look and feel within their logos. As shown below, each of these logos
places their organizations name on top of the word Crookston with a line
in-between. Each logo has small graphics which sets them apart. This
consistency should remain intact and should be utilized in all branding for
Crookston, MN. Shown below are the current logos for CHEDA, the City
of Crookston, and the Crookston Chamber of Commerce.
(Crookston Housing and Economic Development Authority, 2005)
(Wagner, 2010)
(The City of Crookston, MN, 2008)
In marketing, it is important to understand the meaning of colors that are
utilized in the branding efforts of the organization. CHEDA uses red/
burgundy, green and tan in its logo and branding initiatives. Each of these
colors has the following meanings:
Red: Draws attention and is where the eye looks first. It is the color of
energy and is associated with movement and excitement. Red is a color
used to get people excited. (Precision Intermedia, 2009)
Green: Green is the color of growth, nature, and money. It is calming and
pleasing to the senses. It is the traditional color of peace, harmony, comfort,
nurturing, support and well paced energy. (Precision Intermedia, 2009)
Brown(tan): It is the color most often associated with reliability, stability
and friendship. It is also associated with being natural or organic.
(Precision Intermedia, 2009)
It is suggested that CHEDA continue to utilize their current logo and color
scheme. The colors of red, green and tan (brown) have a cohesive meaning
that can be easily associated with the message appeals utilized by CHEDA.
The current CHEDA logo should be placed on all marketing materials that
are distributed by CHEDA. Additionally, all materials should employ the
red/green/tan color scheme in order to solidify the message and appeals.
-26-
Housing Incentive and Voucher
Program Recommendations
Objectives
•
•
•
Increase the number of housing inquiries from 1 in 2009 to 5 between
September 1, 2010 – August 31, 2011 (Johanneck, 2010)
Increase traffic to the CHEDA website by 10% from
September 1, 2010 – August 31, 2011.
Obtain one additional grant each year from September 1, 2010 –
August 31, 2011
Grant Opportunities
There are many federal, state and private grant opportunities that should
be explored. One such grant would be with the USDA Rural Development
Housing Programs. They offer grants to individual communities and will
coordinate media efforts with those communities. The USDA currently has
a page listed on Channel 3 Access. This advertising becomes confusing to
consumers when considering local housing programs. Other opportunities
may exist with green building programs, local power and energy
companies, etc. By receiving grants from other outside entities, CHEDA
can reach a larger audience with their message. In addition, CHEDA can
also coordinate sponsorships for smaller programs. For example, if
CHEDA coordinates with the local power company to offer incentives
on heating systems, the audience for those programs is greater than the
audience that might want to build homes at that moment, therefore
planting the seed in a larger audience. Additionally, these coordinated
activities provide opportunities for news releases. Other collaborative
resources or grant opportunities may come from the Greater Minnesota
Housing Fund, the Family Housing Fund, the Community Development
Non-profit Enterprise, and the Minnesota Green Communities Initiative.
Media Recommendations
It is suggested that CHEDA conduct a main campaign for the housing
incentives and voucher programs. It is widely known that the housing
market, as well as new home construction, pick-up pace in the spring.
Therefore, this campaign will take place beginning the third week of March
and running consecutively for 4 weeks. It will coincide with the Grand
Forks Home Show and will be publicized in both the Crookston and Grand
Forks areas.
Message Appeal
The message for this campaign should stick with the main theme of
CHEDA, “Small Town Living, Big City Opportunities.” It is suggested
that this campaign appeal to a variety of segments, including potential new
home owners, low income families, and the elderly. Each advertisement
should utilize the following sub-theme to coincide with this campaign:
-27-
Taking Care of All Your Housing Needs At Every Stage of Your Life:
- New Home Incentive Program
- Rental Voucher Program
- Assisted Living Apartments
www.crookstoncheda.com
Note that all advertisements should point potential users of CHEDA’s
services to the CHEDA website at www.crookstonheda.com. This will
allow for individuals to access the website for additional information and
will allow for evaluation of campaigns using websites analytics.
Print Advertising
Based on research obtained from the University of Minnesota Extension
(2010), it was found that 44.4% of Crookston residents read a daily newspaper and 54% read a Sunday paper. Additionally, it was found that 60.2%
of readers view the front page, 59.2% read the local news section and 34.4%
read the classifieds.
(Extension, Market Potential: Media Read Crookston, 2010)
Based on this information, it is suggested that print advertisements be
placed in the Valley Shopper, Crookston Daily Times and the Grand Forks
Herald during the month of April. Currently CHEDA places ads in the
Valley Shopper to promote this program; however it is suggested that
ads be concentrated during the months of March and April in order to
maximize the exposure for these services. Additionally the Grand Forks
Herald puts out a special section that focuses on building and remodeling
homes during the spring. This would also be prime placement for CHEDA
ads.
It is also suggested that all print ads be run on Sundays when possible. It
may be necessary to reserve these spaces months in advance in order to
guarantee that the ad will be run on the chosen dates.
Table 11 – Housing Recommendations – Newspaper
Newspaper
Dates
Size of Ad
Number of Ads Cost Per Ad
Total Cost
Crookston Daily Times
2 weeks prior and weeks
following home show
Front Page Strip
6 col by 1 1/2”
4
$130
$520
Valley Shopper*
2 weeks prior and 2 weeks
following home show
Front Page Strip
6 col by 1 1/2”
4
3.45 per
column inch
x 9 = $31.50
$126
*The Crookston Daily Times and the Valley Shopper offer a double coverage rate for advertising in both papers, which is
reflected in the price of the Valley Shopper.
Grand Forks Herald
2 weeks prior and 2 weeks
following home show
City Briefs –
3 Line Minimum
– 3 Lines with
2 words bolded
Buy 3 get 3
free in the
same week.
7.82/line
Cost per
week
(6 days,
Tues – Sun) =
$86.10
$344.40
2.62 per
bolded word
Total Print Cost for Housing Incentives
(Times, 2010) (Herald, 2010)
-28-
$990.40
Radio
In addition to print advertising, radio advertising should be utilized
during the same period of this campaign to reiterate the message being sent.
According to research conducted by the University of Minnesota Extension
(2010), 59.3% of Crookston residents are medium to heavy listeners of radio.
Additionally, 33% of residents listen to country music with the next highest
percentage listening to adult contemporary/contemporary hit radio (30.4%).
(Extension, Market Potential: Media Listen Crookston, 2010) It is suggested
that radio advertising be run on a country and adult contemporary station
that reaches both the Crookston and Grand Forks market.
There are two radio broadcasters in the Crookston/Grand Forks area;
Clear Channel Radio and Leighton Broadcasting. The profiles and rates
for each station within these two broadcasters were analyzed and it is
recommended that CHEDA utilize Leighton Broadcasting. Within
Leighton Broadcasting’s offerings, it is suggested that advertisements be
run on the country station, 97 KYCK, as well as the adult contemporary
station, LITE Rock 104.3. Leighton Broadcasting offers a package of ads
that are run the first seven days of the month. It is suggested that 50
commercials be run on each station the first 7 days of April. This will
help to reiterate the print advertising, and provide reminder advertising
to individuals who attended the Home and Garden Show. The following
is a breakdown of the cost associated with this radio advertising:
Table 12 – Housing Recommendations – Radio
Radio Station
Cost – First Week Per Month
(50 commercials)
Dates
97 KYCK
$450
First Week in April
LITE Rock 104.3
$275
First Week in April
Total Cost
$725
(Leighton Broadcasting, 2010)
TV
Due to the limited budget of CHEDA, it is not suggested that TV
advertising be utilized at this time.
Direct Marketing
Previously, CHEDA has participated in the annual Home and Garden Show
at the Alerus Center in Grand Forks, ND. This home show attracts a large
number of people from the Crookston and Grand Forks area. Among these
patrons are individuals looking to build a new home or relocate. This is
a great opportunity for CHEDA to promote the various housing options
in Crookston, specifically the housing incentives available for individuals
looking to build a new home. The home show in Grand Forks is usually
held at the end of March. It is recommended that CHEDA continue to participate in this event at an approximate cost of $200. (Johanneck, 2010)
-29-
Housing brochures should be distributed at the Annual Home and Garden
Show. Additionally, it is recommended that a drawing be held. This
drawing will not only attract show participants to the CHEDA booth, but
will also allow for CHEDA to develop a database of possible users of
Crookston’s housing program. CHEDA and the Chamber could partner
together to promote local Crookston businesses by offering a drawing to
receive gift cards from local Crookston businesses. These gift cards can be
donated, allowing CHEDA not to incur any direct costs associated with the
drawing. All registration slips should provide a spot for the consumers
name, address, phone and email. There should also be a place for
registrants to opt-out of being placed in the database. On the bottom of the
registration card should be a box that can be checked to not receive offers
from CHEDA.
Outdoor
In order to gain exposure and awareness of CHEDA’s offerings, it is
suggested that outdoor signs be place at the construction locations of new
houses in the developments supported by CHEDA. The approximate cost
to purchase eight large lawn signs is $111.92. (VistaPrint, 2010)
Internet
It is recommended that the CHEDA website continue to be the main Internet medium for informing consumers of the housing options provided by
CHEDA. CHEDA also has eight links on their website specifically relating
to housing. When possible, CHEDA should attempt to have a link on these
sites that goes back to the CHEDA site. Not only does this increase awareness of CHEDA’s programs, but also increases website optimization.
Personal Selling
In order to gain awareness of the housing incentives program, it is recommended that CHEDA work with local realtors, contractors, and rental
property managers/owners. Information on the incentive programs in
Crookston can be hand-delivered by a CHEDA staff to realtors and contractors in the Crookston area. During delivery, the CHEDA representative
can answer any questions and provide in-depth information on the housing
incentive program.
Public Relations
Look for opportunities to write and distribute news to the media. Any
time there is a change or an item that can be reported, a news release
should be written to keep the CHEDA name and programs in the minds
of the public.
If there is some data about the people who have used the program (example: we have helped “X” number of families and this is the tenth year
anniversary of the program), it is an excellent opportunity to do a news
release.
This type of coverage is free and most news media will publish the news release. Sometimes this will spark a story to be written by the media as well.
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Any public events held by CHEDA to discuss housing options should be
posted in the following places:
•
•
•
Crookston Daily Times Community Calendar (free)
Grand Forks Herald: email events to jjohnson2@grandforksherald
com and they will place events in “Area News”, “Master Business
Calendar”, “Business Briefs”, “What’s Up Calendar”, at their
discretion. (free)
Crookston Public Access Channel 3 (free), also can be viewed as a
web page at www.crookston.mn.us.
Evaluation
As stated previously, all advertisements for CHEDA should point consumers to the CHEDA website. This will allow CHEDA to utilize web analytics
for the majority of the campaign evaluation.
•
•
•
Utilize the CHEDA website analytics to determine if there was an
increase/decrease in web traffic between September 1, 2010 –
August 31, 2011. Sources of web traffic should also be noted.
Keep a record of all housing inquiries between September 1, 2010 –
August 31, 2011 and compare with the prior year’s numbers to
determine effectiveness.
Keep a list of all grants obtained each year. This will allow CHEDA
staff to compare what grants were received, and how many dollars in
grants were received each year to assist CHEDA.
Building and Site Selection and Valley
Technology Park Recommendations
Objectives:
•
•
•
Increase the number of housing inquiries from 23 in 2009 to 30
between September 1, 2010 – August 31, 2011 (Johanneck, 2010)
Increase web traffic to the CHEDA website by 10% from September
1, 2010 – August 31, 2011.
Personally meet with 60 business owners per year from September
1, 2010 – August 31, 2011
Media Recommendations
As previously discussed, direct mail, print, and TV/radio score the lowest
as sources of information for site selection decision makers. Based on this
data, limited direct mail, print, and TV/radio is suggested for communicating with the individuals involved in the site selection process. However
after all of the recommendations in this report are in place, paid advertising
in business and finance publications could help promote the community
to potential entrepreneurs within coming years. Some magazines that are
available in Minnesota include, Prairie Business Magazine, Finance and
Commerce, Twin Cities Business, and because of our historical business
district; the Preservationist.
-31-
A promotional plan is recommended to include promotion from the sources
below.
Print Advertising
Rather than purchasing print advertising for building and site selection, as
well as the Valley Technology Park, it is recommended that CHEDA “piggy
back” with businesses that utilize the services of CHEDA. It is suggested
that CHEDA request that all businesses receiving assistance from CHEDA
place the following slogan on their advertisements, “Our business is
supported by” followed by the CHEDA logo.
Radio/TV
The findings by Levine (1999) indicate that traditional advertising, such as
radio and television advertising, is not as effective as various other techniques. (Levine, 1999) Therefore, traditional radio and television ads are not
recommended.
Rather than traditional advertisements, it is recommended that CHEDA
partner with local radio stations to be a guest on local radio shows. Radio
stations could be informed whenever there is a change in a program, a grant
that has been received, or other special benefits that are newsworthy. This
effort is usually accomplished in conjunction with a news release notifying
the media that there is a speaker who is available for interviews. Since this
is information for the public, these appearances will most likely be free of
charge.
Direct Marketing
It is recommended that CHEDA partner with the Crookston Chamber of
Commerce to put together a database of current businesses in Crookston
and the surrounding area. Once this database is established, it is imperative
that the database be updated on a regular basis with current users and those
who inquire about building and site selection services, and the Valley
Technology Park. Additionally, a list of businesses in Crookston, MN
has been provided to CHEDA and future updates can be obtained for a
fee of about $30 from the state of Minnesota. This valuable list includes
businesses that tend to be “invisible”; businesses that are done from home,
or their market is outside of Crookston so they are not included in the
phonebook, or don’t have visible signage from their business site. The
list for Crookston businesses registered by the state includes almost 400
businesses, many of which are ‘hidden’ from the Crookston business
district.
The database should contain the names, title, phone number and email addresses for all listings. Once this database is compiled, a monthly e-newsletter can be distributed to all members in the database. Included in the
e-newsletter should be monthly updates, training opportunities, as well as
relevant news-worthy articles of interest to prospective businesses.
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This e-newsletter can be mailed using an email marketing service, such as
Constant Contact. Constant Contact charges a monthly rate based on the
number of email addresses on file. It is estimated that 501-2500 email address will be on file by CHEDA, which will cost $24 per month for a nonprofit group that pre-pays, for a total of $288 per year. (Constant Contact,
2010)
As previously discussed, it is suggested that economic developers get to
know site selection consultants. It is recommended that CHEDA identify
site selection consultants across the United States. As noted by Levine
(1999), some of the larger site location consultants are Deloitte Touche &
Fantus in Chicago; Wadley Donovan in Morristown , New Jersey; Arthur
Andersen in New York City; Fluor Daniel in Greer, South Caroline; and JM
Mullis in Collierville, Tennessee. (Levine 1999)
Once these site selection consultants are identified, a database of these
individuals should be compiled. The Director of CHEDA should contact
each of these consulting groups. Additionally, a professionally designed
folder with information on CHEDA should be compiled and mailed to the
consultants that were identified. The budget for this activity is estimated as
follows:
Table 13 – Site Selection Recommendations – Direct Marketing
Item
Quantity
Price
Total Price
Personalized Presentation
Folders
100
$2
$200*
Information for envelope –
brochures/informational flyers
100
$1
$100*
Postage – priority flat rate
envelope
100
$4.85
$485
Graphic Design Charges
TOTAL PRICE
$300*
$1,085
*Indicates estimated prices – prices may be differ depending on chosen provider
(United States Postal Service, 2010)
Outdoor
In order to gain exposure and awareness of CHEDA’s offerings, it is suggested that outdoor signs be place at the locations of business that are currently being supported by CHEDA. The approximate cost to purchase eight
large lawn signs is $111.92. (VistaPrint, 2010)
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Additionally, decals should be placed on the doors of businesses that have,
and are, receiving assistance from CHEDA. These decals can be simple
with a line that states, “this business is supported by,” then the CHEDA
logo. Decals can be purchased for approximately $104.99 for a qty of 50.
(VistaPrint, 2010)
Personal Selling
The goal of personal selling is to encourage current businesses to expand,
to find horizontal or vertically integrated business opportunities that would
relate, to seek new businesses, and business startup and incubation.
•
•
•
•
Meet with business leaders: Currently the director is averaging 2-3
visits with business leaders per month and the goal is to do 5 per
month or 60 per year. It is suggested that CHEDA holds focus
groups over lunch with 3-4 business leaders at each meeting. The
brainstorming that can occur in a group will also create a synergy
that spawns new ideas. This way the director will be able to meet
or exceed the stated goal. The cost per focus group should be
approximately $100.
Piggyback with Crookston Chamber of Commerce to host and
promote training opportunities and to help to promote Chamber of
Commerce training opportunities on the CHEDA website. This
action will strengthen the ties between CHEDA and the Chamber, as
well as provide greater connection with local businesses.
Regularly networking with local banks, venture capitalists within the
state, university business / entrepreneurship professors, and other
EDA Centers and industry associations. Consider using these
relationships to start a referral system.
From the above listed networking opportunities, actual sales calls can
be made to businesses considering expansion, relocation or startup.
Public Relations
The goal of public relations is to obtain free press relating to events or
newsworthy data pertaining to CHEDA.
•
Expand the impact of the CHEDA web page “Directors Quarterly
Update”. These updates are well written and provide an excellent
overview of activities that have been taking place as well as current
and future activities. Consider having a web database where
individuals can add their email so that they can be sent a link each
time a new update is posted or be sent a copy of the current update.
This way businesses and community members have an opportunity
to subscribe to this excellent resource. This can also be used as a way
to remind businesses and community members of the resources
provided by CHEDA. The chamber may be willing to provide
business email addresses as you are providing a service for their
members. (Keeping in mind that only about half of the local
businesses belong to the chamber).
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• A goal should be established to distribute newsworthy events
through a press release. This may involve the creation of events to be
publicized. A media kit should be available to distribute anytime the media wants to do a story on Crookston. The media kit should
include items such as logos, press releases, contact information,
previous articles, reports, and historical information.
• Host Events
o The creation of newsworthy events that was indicated earlier
could include hosting events cooperatively with the Chamber or
others.
Each month the Crookston Chamber of Commerce produces a newsletter. In
doing a review of several months, it was noted that CHEDA was not found in
any of them. CHEDA should coordinate a small article each month or at a
minimum, a note reminding members of a couple key services that are
offered. This would be free and directly go to key businesses CHEDA
attempts to serve. This newsletter is posted on the chamber webpage and
is emailed to all chamber members and any other businesses or individuals
interested in receiving it. CHEDA should consider helping in developing the
subscriptions to this simple yet important tool.
Additionally, CHEDA should post events in the following places:
•
•
•
Crookston Daily Times Community Calendar (free)
Grand Forks Herald: email events to jjohnson2@grandforksherald
com and they will place events in “Area News”, “Master Business
Calendar”, “Business Briefs”, “What’s Up Calendar”, at their
discretion. (free)
Crookston Public Access Channel 3 (free) also can be viewed as a web
page at www.crookston.mn.us.
Business Tourism Promotion
Many communities have expanded on their promotional activities by expanding on their business tourism. Crookston has a unique opportunity
here, especially in the area of agri-tourism. Often manufacturing plants are
tourism spots for local visitors and tour busses. Businesses develop tours
of the facility and/or offer short movies or displays about the history or
production practices. There is interactive learning with tasting, touching,
or experiencing and even museums. Retail products are created specifically for these tourists. Crookston has several manufacturing businesses
that would be of interest to tourists including the American Crystal Sugar
plant and Dahlgren’s sunflower products. There are many retail products
involving food that could be developed to promote both the product and
the community. New Flyer could create tours involving bus manufacturing
and give rides on new busses. Widman’s Candy in the retail district could
have the same appeal, as would businesses that offer hand crafted item such
as pottery and candle making where tourists could watch production and
buy products. This tourism would not only promote Crookston as a community, but would create business frenzy where businesses would want to
come to Crookston to promote their business products through tourism.
-35-
Evaluation
•
•
•
Keep track of all inquiries with CHEDA to determine if there was an
increase/decrease from September 1, 2010 – August 31, 2011 versus
the previous year. Additionally, the sources of web traffic should be
monitored.
Analyze website analytics from September 1, 2010 – August 31, 2011
to determine if there was an increase/decrease in website traffic from
the previous year.
Keep a list of all meetings with business owners from September 1,
2010 – August 31, 2011 to determine if CHEDA’s objective was met.
Website Analysis
The Seven C’s Framework was developed by Rayport and Jaworski (2001)
to identify aspects of a good commercial website. (Rayport & Jaworski,
2001) These seven C’s help to determine the degree to which the
organizations value proposition is represented on the specified website
(Mohammed, Fisher, Jaworski, & Paddison, 2004)
The Seven C’s and the aspects of each are listed in the table below.
Table 14 – Seven C’s
Context
Content
Community
Customization
Communication
Connection
Commerce
Aesthetics, look and feel.
Sum total of the subject matter on the site
Tools to allow relationship building between and among the
organization and customers
Ability to modify the site to fit user preferences
Dialog between the user and the website/organization
Link network between a site and other sites on the Internet
The ability to conduct business transactions via the site
It is important to note that not each of the “Seven C’s” will be present in
each website, depending on the purpose of the site.
(O’Keefe & Askim-Loveseth, 2005)
Context
Context refers to the look, feel and functionality of the website. (O’Keefe &
Askim-Loveseth, 2005) The CHEDA website maintains a consistent look and
feel. It is “clean”, easy to use and easy to navigate. It employs the same
branding throughout. Scrolling on a website should be limited, with the
most pertinent information “above the fold,” or at the top of the page where
scrolling is not required.
Listed on the next page are some suggestions for the context of the CHEDA
website:
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• Housing and economic development videos should be featured in a
more prominent location.
• Have only one menu on the left hand side, rather than a menu on the
left and the top of the page. This would allow the user to focus on
one section to find what they are searching for.
• Have all outside links (links that are not a part of the CHEDA website) open in a new window so that viewers of the CHEDA site do
not “lose” the site they are currently on. This is a common practice in
web development.
• “In the News” and “Current Projects” – put these into separate
pages. It is suggested that one tab be called “CHEDA Update” and
one “In the News”. Have “CHEDA Update” linked to each of the
most current reports. Have “In the News” link to the “In the News”
page that has news items sorted by date and the news headings with
a teaser about the article.
• The “Located in this Section” on the right side gets lost. It is suggested that there be a drop down menu below the main tab on the
left hand side. This is common practice in web design, therefore
consumers expect there to be a submenu underneath the main menu,
rather than in a different location.
• “Training Opportunities” is in two locations with different information. It is suggested that all training opportunities be listed under
the main training opportunities tab.
• Housing and economic development videos should be featured in a
more prominent location.
• Have only one menu on the left hand side, rather than a menu on the
left and the top of the page. This would allow the user to focus on
one section to find what they are searching for.
• Have all outside links (links that are not a part of the CHEDA website) open in a new window so that viewers of the CHEDA site do
not “lose” the site they are currently on. This is a common practice in
web development.
• “In the News” and “Current Projects” – put these into separate
pages. It is suggested that one tab be called “CHEDA Update” and
one “In the News”. Have “CHEDA Update” linked to each of the
most current reports. Have “In the News” link to the “In the News”
page that has news items sorted by date and the news headings with
a teaser about the article.
• The “Located in this Section” on the right side gets lost. It is suggested that there be a drop down menu below the main tab on the
left hand side. This is common practice in web design, therefore
consumers expect there to be a submenu underneath the main menu,
rather than in a different location.
• “Training Opportunities” is in two locations with different information. It is suggested that all training opportunities be listed under
the main training opportunities tab.
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Content
The content of a website includes all text, audio, video and images on the
site. Content should be emphasized, then the design of the site. Guidelines for the content of website including keeping all content up-to-date,
updating the website often in order to offer something new to repeat visitors, using concise and straightforward language, and providing the ability
to download and print information. In order to keep attention on the text,
there should be small and relevant graphics, and limited scrolling.
(O’Keefe & Askim-Loveseth, 2005)
The following are suggestions to improve the content of the CHEDA
Website:
• The links page of the website contains a lot of information and requires significant scrolling. In order to eliminate scrolling, provide
a “jump down” menu to each section of the links page. A menu
similar to that of the “Available Property Page” would be beneficial
explaining the financial assistance available through CHEDA.
• On the webpage http://www.crookstoneda.com/businessmarketing/index.htm are links to two videos posted on YouTube; one on
the EDA and one on Housing. Both are well done and give an excellent overview of services provided. Each video has been viewed approximately 78 times in the last eleven months they have been posted
(or about 7 views per month).
• On the webpage http://www.crookstoneda.com/jobopp/index.htm
are job opportunities. It states “No openings at this time”. When
was the last time there was an opening? Should this page only have
a link to it from the home page when there are openings?
• On the webpage http://www.crookstoneda.com/traningopp/cda_
training.htm it lists “CHEDA Sponsored Training Opportunities”. It
states “There are no training sessions at this time. Please check back
soon.” How many events have been listed in the last year? If there
are limited training opportunities from CHEDA, should this page
also list training that is offered by the Crookston Chamber of Commerce or City of Crookston, and regional opportunities as a way to
support other training that is occurring? If there are not any posts it
is doubtful that individuals will “check back soon”.
• On the webpage http://www.crookstoneda.com/housing/index.
htm it shows the “New Construction Incentives” that ended
December 31, 2009. Is this time period being extended? If not this
page should be removed until there are other incentives?
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Community
A sense of community is obtained when visitors are encouraged to return
to the website. This can be obtained by providing visitors with the opportunity to develop relationships through the website. Tactics for achieving
this include providing an opportunity for visitors to dialog with each other
through blogs, message boards, etc. This interactivity helps visitors of
the site to develop a level of commitment as well as a sense of community
(O’Keefe & Askim-Loveseth, 2005)
CHEDA is using these current tactics to form a community on their site:
• Updated information on available properties. This encourages
potential businesses/investors to check the website for new additions
• The ability to submit a property listing
The following are suggestions to improve the community of the CHEDA
website:
•
Testimonial page: provide a place where those who have used
CHEDA’s services can post a testimonial about their experience.
These could be submitted to the person maintaining the website,
screened, then posted to the website for others to read.
Customization
Customization refers to the user’s ability to alter the website experience
based on their personal needs. (O’Keefe & Askim-Loveseth, 2005)Many
times, a login is required in order for this function to be implemented. Currently, the CHEDA site does not offer the ability for visitors to customize
their experience with the site.
Some viable customization options are as follows:
•
Provide 2 different font sizes for visitors to chose from when viewing
the site. This will allow for users to customize the size of the font to
their needs, therefore positively enhancing their experience with the
CHEDA site.
Communication
Communication via a website can be either one-way or two way. One-way
communication occurs when one party, usually the website owner, is providing information to another party, without the option for feedback. Twoway communication allows for both parties to actively participate in the
communication process. (O’Keefe & Askim-Loveseth, 2005)
Current Communication options via the CHEDA website:
• “Contact us” page with information on how to contact the Executive
Director and Administrative Assistant
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Connection
Connection refers to the ability to link to other website through the use of
hyperlinks. (O’Keefe & Askim-Loveseth, 2005)
In Crookston, the following three entities that should have a seamless
connection:
i. http://www.visitcrookston.com/
ii. http://www.crookston.mn.us/
iii. http://www.crookstoneda.com/
Both the city and the chamber have a link to CHEDA’s home page.
CHEDA also has a link on their home page to these two entities; however
they have chosen to use linked logos that are not legible. These need to be
updated with clear names or larger logos. One option to consider would be
to create a home page for Crookston that is a portal similar to what Fergus
Falls has done (http://www.fergusfalls.com/).
Currently, the CHEDA website has many links connecting the site and
visitors of the site to a variety of additional sources.
The following are suggestions to improve the Connection via the CHEDA
Website:
l Ensure that all links are properly connected. As of 6/1/10 the
following links are broken:
o Links Page
n www.enterpriseminnesota.org
n www.mbfc.org
n www.condor.stcloudstate.edu/~medc
n www.mrdo.org
n www.nado.org
n www.rurdev.usda.gov
n www.deed.state.us/lmi/tool/laus
n www.mcknight.org
n www.blandinfoundation.org
n www.UPDATE.org
n www.gmhf.com
n http://www.dragon.princeton.edu/~dhb
n www.dot.state.mn.us
n http://www.nado.org/rtoc
n www.dot.gov
n www.bts.gov
n www.fta.dot.gov
n www.dot.gov/ost/govtaffairs/nonprofit.html
l Note: These are just the links on the Links page that are not
correctly hyperlinked. The entire site should be checked.
l Ensure that all links open in a new window. Many hyperlinks on
the site open in the same window, causing the visitor to leave the
CHEDA website.
l It is also necessary to have the CHEDA logo that is placed on the top
of the website link back to the CHEDA homepage. This is something
that web surfers have come to expect on web pages.
-40-
Commerce
Commerce is the ability to conduct transaction on a website via the
Internet. The CHEDA website does not utilize commerce, and does
not need to implement commerce into their website.
Analysis of Analytics
Analytics for the CHEDA website can be accessed at the following website:
http://www.crookstonheda.com/cgi-bin/awstats.pl?config=eda
These analytics should be utilized for the purpose of tracking web traffic
and evaluating campaigns.
The following items can be evaluated utilizing analytics:
• Page views – the number of times a page was successfully requested
(visited)
• Visit or session – an interaction by an individual with a website that
consists of one or more page views within a specific time period
• Unique Visitors – the number of individual people visiting a website
one or more times in a specified time period. Each person is only
counted once.
o New visitor – a unique visitor visiting the website for the first
time ever in the period of time being analyzed
o Repeat visitor – a unique visitor with two or more visits within
the specified time period
o Return visitor – a unique visitor that is not a new visitor
• Entry Page – the first page of a visit. Indicates which page of the
website the view entered the site on.
• Landing page – the page that marketing efforts identify as the
intended beginning page for visitors from a specific site
• Exit page – the last page of a visit to the website. Can analyze the
most common exit pages to identify reasons why visitors may be
leaving the site while on that specific page.
• Visit duration – the actual amount of time a visitor is on the site
• Referrer – the URL that sent the visitor to the website
o Internal referrer – URL that is part of the same website
o External referrer – URL that is outside of the website
o Search referrer – URL generated by a search function (i.e. Google,
Yahoo, etc)
o Visit referrer – the URL that originated a particular visit
o Original referrer – URL that sent a new visitor to the website
• Click thorough – the number of times a link was clicked by a visitor
• Click-through rate – the number of times a link was clicked divided
by the number of times it was seen
• Page views per visit – the number of page views in a particular time
period divided by the total number of visits during that same period
• Page exit ration – the number of exits from a page divided by the
total number of page views on that page
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• Single page visits – the visits that consist of only one page being
viewed, even if that page was viewed a number of times
• Bounces (single page view visits) – visits consisting of a single page
view
• Bounce rate – single page view visits divided by entry pages. A high
bounce rate usually means high dissatisfaction with a web page.
(Stokes, 2009)
CHEDA should utilize their analytics to determine when visitors are visiting their site including: which months have the highest number of visitors,
what day of the week and what hours during the day. This can be an important indicator as to when individuals and businesses are on the web, and
is an indicator of when email marketing should take place.
It is also pertinent that referring sites be monitored. This identifies where
web traffic is coming from and can help to identify which links on partnering sites are driving traffic to the website. Additionally, if any Internet
advertising takes place, CHEDA is able to determine if that advertising is
effective based on this information.
CHEDA is also able to determine which key phrases and keywords are
referring users to the site. These key phrases and keywords that are commonly used should be implemented into the content of the website to help
with search engine optimization.
Website Optimization – keyword optimization
Currently, the CHEDA webpage does not utilize Meta-Tag Keywords.
Meta-tags are not used by people, they instead are seen by many of the
search engines and are used to help decide where to place a web page in
their search engine results. They are the words that people will use to try to
find products or services on the internet using the various search engines
and directories. It is critical that keywords are chosen that are 100% related
to the services provided by CHEDA, and that they are listed in order of importance. Meta-tags can be programmed into a web site code by a website
developer/programmer.
MnPro Web site
MnPro.com is an excellent resource for businesses to begin their investigation for possible sites they may consider for opening a new business or the
expansion of an existing business. The site can list all available commercial
buildings as well as land sites and allow the interested company to search
by a variety of parameters. This is where local economic development
directors need to be aggressive in ensuring that all relevant information
is collected and entered into the database. Directors have found that this
can be a time consuming task as even the owners of current open buildings
frequently don’t have all the needed details that are critical for aiding companies in the selection of a site.
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Several cities throughout Minnesota have not entered the data correctly or
completely on the MnPro site and that greatly hinders the potential company from being able to quickly identify possible sites in a given city. When
a company is performing an initial investigation of various cities/sites, any
missing information can slow down or prevent that company from having
needed data that is critical to their decision making process. That missing
data can cause a city to miss out on being considered as a viable option by
that company. The company may actually be drawn to a different city in
their search for a positive site. As an example, if you search the MnPro site
under the city of Crookston looking for an “Office Building” it will show
two (2) listed; if you search for an “Industrial Building” it will show two
(2) listed; and if you search for “Land” it will show twelve (12) listed. Yet
if you look at the “Crookston City Community Profile”, it will show twelve
(12) “commercial” sites available and twelve (12) “land” sites available.
So, why do only 33% of the actual commercial sites entered into the database display when performing a database search? Because when site data
was entered, some of the critical information was not entered correctly or
fully entered. This directly impacts the ability to properly pull sites from
the database during a search. There will be a new MnPro database program
later this year that will require all fields to be completed in order to post a
site. Sites currently in the system simply need to be updated with relevant
data in order to show properly during a search. For detailed assistance,
contact Judy Parker at 651-259-7443. (Minnesota Department of Employment
and Economic Development, 2010)
Keyword and Key Phrase Assessment – Web site
Optimization
In order to get the best rankings on search engines, it is necessary to ensure
that the correct keywords and key phrases are being utilized. Each web
page should be optimized for two to three key phrases; however any page
can be optimized for up to five key phrases. (Stokes, 2009)
The following are guidelines for utilizing keywords.
• Title Tag – use key phrases in titles, and as close to the beginning as
possible.
• Header – use key phrases in the header tag whenever possible.
• Body Content - use the key phrase at least three times on the
specified page. Aim for about 350 words of content, however keep in
mind that overdoing it could look like spam to search engines
• Bold – use <strong> tags around the keyword at least once. (i.e. bold
the keyword at least once on that page)
• ALT tag for an image – utilize keywords as an alt tag at least once to
describe an image on the page
• URL – use a URL rewrite so that keywords appear in the URL of the
page.
• Meta description – use keywords in the Meta description at least
once.
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•
•
•
•
Meta tags – use the keywords in the meta tags to provide context to
search engines
Link anchor text to another page, however don’t use when linking to
another page in your site. The anchor text describes the page being
linked to.
Domain name – utilize key phrases in the domain name whenever
possible. However usability and memorable domain names are to be
favored.
(Stokes, 2009)
The CHEDA website was analyzed for the quality of keywords and key
phrases. Utilizing seomoz.com, a tool that analyzes the content of a page
and extracts the terms that are targeted by search engines. The following
terms were extracted from the CHEDA website:
Table 15 – Extracted keywords/phrases
1 WORD
2 WORD
3 WORD
development
economic development
Crookston development authority
economic
development authority
the Crookston housing
Crookston
Crookston development
oak court apartments
authority
training opportunities
living services available
housing
Crookston housing
housing choice voucher
cheda
site selection
home ownership program
search
shelter plus
flood rental property
mission
services available
economic development creating
property
rental property
apartments assisted living
home
plus care
(SEOMOZ, 2010)
Additionally potential new keywords were examined to determine additional phrases and terms which should be utilized on the CHEDA website
in order to boost search engine rankings. The following keywords were
analyzed, with each pertaining to a various area that CHEDA specializes:
economic development, business start-up, housing programs, building and
site selection.
The following is a list of recommended key words for each of the keyword/areas of
specialization of CHEDA.
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Economic Development: development authority, housing authority, development planning, residential development
Business Start-Up: new business start-up, business plan, business start-up,
starting your own business, starting a small business, starting a new business, small business start-up, business start-up grant, business start-up opportunities, business start-up financing, business start-up funding, business
start-up capital, starting own business, setting up a business.
Housing Programs: Affordable housing, section 8 housing, senior housing,
rental housing, voucher housing, subsidized housing, HUD housing, housing programs, low income housing, rental assistance program
Building and Site Selection: site selection criteria, site selection process, site
selection services, site selection, industrial site selection, retail site selection,
manufacturing site selection, business site selection, building development,
JOBZ, JOBZ Zone.
Campaign Flow Chart & Budget
Appendix D provides a campaign flow chart and budget broken-down on a
monthly basis. A campaign flow chart provides a visual representation of the marketing activities that should take place during this marketing campaign. However,
note that public relations activities are not listed and should be conducted on an
on-going basis. Additionally, the cost associated with each activity is documented. Please note that the cost for activities that are ongoing have been distributed
evenly throughout the year on a monthly basis. The total estimated budget for this
campaign from September 1, 2010 through August 31, 2011 is $5,117.00.
Conclusion
This marketing plan has begun to achieve the goals set forth by CHEDA by 1)
identifying the target markets of CHEDA, and 2) the marketing tactics and mediums that work most effectively for communicating with the selected target markets. Through the implementation of this marketing plan, it is anticipated that
CHEDA will see an increased awareness and use of the services offered.
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Works Cited
Aldrich, L., & Kusmin, L. (1997). Rural Economic Development: What Makes Rural
Communities Grow? United States Department of Agriculture.
American Planning Association. (2010). American Planning Association. Retrieved
2010, from American Planning Association: http://www.planning.org/
Belch, G. E., & Belch, M. A. (2009). Advertising and Promotion: An Integrated Marketing Communications Perspective (8 ed.). (B. Gordon, Ed.) New York, New York:
McGraw-Hill Irwin.
Brackett, C. (2006, September 7). National Trust for Historic Preservation.
Boston Herald.
Constant Contact. (2010). Email Marketing Overview. Retrieved June 2010, from
Constant Contact: www.constantcontact.com
Cromartie, J., & Nelson, P. (2009). Baby Boom Migration Tilts Toward Rural America. Amber Waves , 7, 16-21.
Crookston Housing and Economic Development Authority. (2005). Retrieved June
2009, from Crookston Housing and Economic Development Authority: www.
crookstoneda.com
Crookston Vitality Project. (2006). A Roadmap for the Future. Crookston: Crookston
Vitality Project.
Extension, U. o. (2010). Market Potential: Internet Crookston. Regents of the University of Minnesota.
Extension, U. o. (2010). Market Potential: Media Listen Crookston. Regents of the University of Minnesota.
Extension, U. o. (2010). Market Potential: Media Read Crookston. Regents of the University of Minnesota.
Herald, G. F. (2010). Rate Card. Grand Forks, ND.
International Economic Development Council. (2010). How to Become Certified.
Retrieved July 2010, from International Economic Development Council: http://
www.iedconline.org/?p=Certification_Process
Johanneck, D. (2010). Executive Director, CHEDA. (R. L. Myers, Interviewer)
Kurtz, D. L. (2008). Contemporary Marketing (14 ed.). (J. W. calhous, Ed.) Mason,
OH: South-Western Cengage Learning.
Leighton Broadcasting. (2010). 30 Second Net Rate Card. Grand Forks, ND: Leighton Broadcasting.
Levine, A. (1999). Marketing Your Community for Economic Development. Public
Managment , 6-10.
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Miller, R., & Washington, K. (2009). Rural and Small-Town Tourism. In R. Miller, &
K. Washington. Richard K. Miller & Associates.
Minnesota Department of Employment and Economic Development. (2010).
Retrieved July 2010 , from MNPRO: http://www.mnpro.com
Mohammed, R. A., Fisher, R. J., Jaworski, B. J., & Paddison, G. J. (2004). Internet
Marketing: Building Advantage in the Networked Economy (2 ed.). Boston: McGrawHill Irwin.
O’Keefe, T. P., & Askim-Loveseth, M. K. (2005). Consumer-centric eMarketing
Value Assessment Model: An Adaptation of Heuristic Evaluation Usability Testing, the
Seven C’s Framework and the Value Bubble to Assess Website Marketing Objectives
Achievement.
Precision Intermedia. (2009). Color Psychology and Marketing. Retrieved July 2010,
from Precision Intermedia: http://www.precisionintermedia.com/color.htm.
Rayport, J. F., & Jaworski, B. J. (2001). Introduction to E-Commerce. New York:
McGraw-Hill Irwin.
SEOMOZ. (2010). Term Extracto. Retrieved July 2010, from SEOMOZ: www.
seomoz.org
Stokes, R. (2009). E-marketing: The essential guide to online marketing. Quirk
Emarketing.
The City of Crookston, MN. (2008). Retrieved July 2010, from The City of
Crookston: http://www.crookston.mn.us/
Times, C. D. (2010). 2010 - Rate Card Crookston Daily Times and Valley Shopper.
Crookston, MN.
U.S. Travel Association. (2010). Retrieved July 2010, from U.S. Travel Association:
http://www.ustravel.org/
United States Department of Agriculture Economic Research Service. (2009, April
24). Briefing Rooms. Retrieved July 2010, from United States Department of
Agriculture Economic Research Service: http://www.ers.usda.gov/Briefing/
RuralDevelopment/RuralDevelopment.htm
United States Postal Service. (2010). USPS-Priority mail. Retrieved July 2010, from
USPS - The United States Postal Service (U.S. Postal Service): http://www.usps.
com/shipping/prioritymail.htm
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from US Census Bureau: http://factfinder.census.gov/servlet/SAFFFacts?_event=ChangeGeoContext&geo_id=16000US2713870&_geoContext=&_
street=&_county=Crookston&_cityTown=Crookston&_state=04000US27&_
zip=&_lang=en&_sse=on&ActiveGeoDiv=&_useEV=&pctxt=fph&pgsl=010&_
submenuId=factsheet_
VistaPrint. (2010). Retrieved July 2010, from VistaPrint: www.vistaprint.com
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Appendix A – Questionnaire for New Businesses in Crookston
1. How did you hear about Crookston, MN as a location to start a business?
Ex. Local EDA, advertisement, word of mouth, grew up here….
2. Why did you choose Crookston , MN as the location for your business?
3. Did you utilize the Crookston Housing and Economic Development
Authority when starting your business?
4. What aspects of Crookston MN do you feel have most positively impacted
your business?
5. Are there any aspects that have negatively impacted your business?
Appendix B – Economic Development Authority
Questionnaire
1. What strategy has helped make your city successful?
2. What have been your greatest challenges in economic development?
3. Has your greatest growth in the last 5 years been in the Manufacturing /
Commercial side or the Retail / Service side?
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Appendix C – Edited Brochures
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-50-
-51-
-52-
9
9
100
90
25
Lawn Signs
Window Decals
Focus Groups
Presentation Folders and
Materials Mailed to
Consultants
Brochure Printing
Total Cost
24
Constant Contact
25
90
100
9
9
24
25
90
100
9
9
24
25
90
100
9
9
24
25
90
100
9
9
24
25
90
100
9
9
24
25
90
100
9
9
24
25
90
100
9
9
24
275
Radio 104.3
Building and Site Selection/Valley Technology Park
450
9
63
260
172
Radio 97.1
9
9
9
Lawn Signs
9
200
Grand Forks Home Show
9
63
Valley Shopper
9
260
Crookston Daily Times
9
172
Grand Forks Herald
25
90
100
9
9
24
9
25
90
100
9
9
24
9
Community Housing and Info and incentives/Housing Choice Voucher Program
25
90
100
9
9
24
9
25
90
100
9
9
24
9
Campaign Flow Chart/Budget SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
$5,117.03
300
1085
1200
105
112
288
275
450
112
200
126
520
344
TOTAL
Appendix D – Campaign Flow Chart