You need a program decision
roadmap that considers the “what
ifs” of the decision tree.
Supply: Place and Promotion —
“We are the best location!”
Next are some representative parties on the supply-side.
These groups represent candidate locations for the project and
those who want to attract the investment to the community:
• Economic developers — These groups are charged
with attracting jobs and capital investment to the area. They
are the community’s principal ambassadors as well as the
managers of local intelligence and networks to guide the
decision and deliver commitments.
• Local business and employer representatives —
An essential source of knowledge for prospective site-seek-
ers, these groups can make or break a community’s chances
to win a project. They can open up local networks and,
sometimes, broader business opportunities for site-seekers.
• Recruiters and educators — These are important
representatives and entry points to the work force and new
sources of talent.
• Infrastructure providers — The roles of utility,
telecommunications, and transportation services vary with
the type of project, sometimes key (e.g., for manufacturing
or data center projects), and other times less visible (e.g. for
office projects).
• Property and construction advisors — These
groups transact the site and deliver the “bricks and mortar”:
lease commitments, land acquisition, environmental due
diligence, permitting, project design, and construction.
• Other implementation partners — These include
business structuring, regulatory, and tax advisors, and other
sources of start-up and operating support.
These groups should strive to give the end-user confi-
dence, backed up with facts. They need to focus on client
needs and how the community can be part of the solution
and deliver the project. One of the most important things
this group can collectively do is to present an orchestrated,
unified client-facing team with clear messaging.
The Evaluators: “What are the benefits
and risks, real and imagined?”
This is a rather diverse group of parties who determine
or influence the decision, objectively or subjectively. Evalu-
ators include:
• Executive Leadership — This group includes the C-
suite, business unit leadership, or board of directors who
will authorize spending for the project and be driven by
bottom-line considerations.
• Corporate influencers and gatekeepers — These
may be crucial links to access executive leadership and gain
their endorsement.
• Consultants — Their role is to provide objective
framing, consistency, experience, and unbiased decision
support to the project team and /or executive leadership.
The consultant also provides a crucial firewall to protect
confidentiality relative to external groups.
• Political leadership — Although local, state and/or
national leaders usually want to add jobs and capital invest-
ment for the citizenry, they will likely evaluate the project
relative to community benefit. They hold the purse strings
to approve incentives and other means of supporting project
start-up and long-term operation.
• Permitting authorities — Zoning, regulatory, envi-
ronmental and other public officials will weigh in at some
level for nearly all projects.
• Financial analysts — The role of Wall Street is occa-
sionally very visible, e.g., in considering the bottom-line
benefits of a post-merger footprint rationalization or the
subtle messaging that headquarters relocation communicates
about the company’s vision.
• Family members impacted by relocation — Per-
sonal move situations can quickly become emotional, and
can sidetrack a project if key employees or their families are
distressed.
• Current employees — Workers impacted by the
decision represent both a sensitive, and potentially costly
and disruptive issue.
• Other local constituents — Neighbors, local competi-
tors, community groups, and the media may seek to influence
(positively or negatively) political support for the project.
