pages: Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce/2019-12-05.pdf, 2
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Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce | EconomicRecoveryTaskForce | 2 | Minutes of the Mayor's Economic Development Advisory Panel Regular Meeting Thursday, December 5, 2019 business districts), request that Panel advise on general city branding vs. economic development-focused branding. Speaker Joe Ernst with Harbor Bay Business Park. Key points: history of park; rebranding process included identifying target market (STEM, hard-tech, S.SFO companies), location's key amenities, capturing key message (interviewed tenants) "in an important place doing important work"; redeveloping logo, aim to produce focused 12-mo campaign, and correct challenges of park (transportation). Clarifying questions: focus of campaign - brokers and CEOs (facilitators and decision makers). Demonstrate key assets - space, modern facilities, and improved transportation. Speakers Dan McGill and David Ferrell with Marina Village. Key Points: rebranding to focus on research, Life-Science and innovation, collaborative "University feel"; transportation challenges (identifying and supporting alternatives to tunnel); rebranding aims are to focus on plentiful space, collaborating w/ other businesses, increasing container amenities (food/coffee like Bay Meadows), and invest in tenant base engagement and retention (kayaks, gym, mixers, etc). Discussion. Key points: Branding purpose to represent business parks, municipality, tourism, small business and retail businesses in scope of branding; RFP Ideas/Suggestions: develop tags/key words for RFP so that RFP proposals can be properly assessed and to guide branding process, include in branding RFP (duration of contract, be specific in type of branding consultants/agencies- - general vs. specialized, clarify scope of RFP (overall city vs. variety of specific segments), specify who target audience is (branding for business, hospitality, and community all very different); good branding consultant will evoke key words; specify branding focus (living, working, hospitality/tourism, etc); identify metrics for quantifying successful branding, identify channels of distribution (brochures vs. social media), identify target audience, should branding firm capture both B2B and B2C (Business to Business and Business to Consumer) message; identifying attraction for existing companies (locational benefit for existing employees); contemplate intersection of EDSP and branding and express aesthetic that is modern and exciting, successful branding captures and sells what differentiates Alameda from other cities, tie-in hospitality (the outlier) to existing features; branding could weight certain aspects/tags from EDSP that drive other economic strategic aims (i.e. business activities require adequate hotel amenities, choice foods, etc); suggest Harbor Bay's concept/logo/themes could be starting point for City's branding (effective and attractive branding). Alameda's distinguishing features: hidden gem, ease of permitting process, full concierge service from city, quality of life, reduced business costs, ample undeveloped space and parking, variety of transportation options, ability to grow/scale, ability to make products/things onsite, innovation and applied innovation, oasis in Bay Area, surrounded by natural resources, beauty of views, educated community, Alameda could be seen as innovation district, "where innovation meets tradition", historic buildings, restoration/preservation (new-wave innovation versus preservation/reuse). 2 | Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce/2019-12-05.pdf |