Transcript Document

ERC Business Plan
Overview of Business Plan Process
Board Strategic Planning Session
February 6 at NCCA
• Overview of Economic Development 2.0
• Strengths/Weaknesses
• Local Business Taxonomy Exercise
• Scoresheet Inputs
4
Understanding the Local
Business Taxonomy
Major Corp.
with Division in
Your Community
Venture Backed
on Exit Path
JOBS IMPACT
Middle Market
Business
Seeking Growth
or Liquidity
Organic Growth Investment Backed
Lifestyle Middle
…Becomes
Market
Lifestyle Company
“Tweener”
Small Business
Small Business
Serving Local
Market
Micro-Enterprise
WEALTH OR PROSPERITY IMPACT
Local Icon
HQ Company
Economic Development 2.0:
The Local Economic Pie Theory
Local “Economic Pie”
The “Economic Pie” when
Businesses Compete for the
Same Local Market
Impact of the Innovation Model
Local “Economic Pie”
The “Economic Pie” when Local
Innovative companies Sell products
into National and Global Markets











Tabulate data from session
Gap Analysis (biggest gaps between importance and capacity)
Compile data into sections of the “draft” report
Vision, Goals and Objectives
3 Initiatives
Listing of growth companies identified in the planning process
Develop proposed Annual Work Plan (and Calendar)
Present concepts informally to various constituencies
Modifications based on inputs
Preliminary reaction very positive
Unanimous approval by ERC Executive Committee on Feb 27
Results of the Local Business Taxonomy Exercise
AJA Video
Ananda
Applied Technology
Ayurveda College
AutoMetrics
Beam Easy Living Center
Benchmark Thermal
Best Trailer, Inc
Bio Tech Calendar
Boga Paddle Boards
Briar Patch Co-op
Byers Leafguard Gutter Systems
California Organics
Caroline’s Coffee Roasters
Cedar House Sport Hotel
Center For The Arts
Clear Capital
Cranmer Engineering, Inc.
DeMartini RV Sales
Chris’ Collision Repair
Dignity Health
Electronic Carbide
Ensemble Designs
Eskaton Senior Retirement
Featherlite Trailers
Ferguson Supplies
Fifty Fifty Brewing Co.
Flour Garden
Friar Tuck Restaurant
General Dynamics
Gray Electric
High Sierra Music Festival
Hills Flat Lumber Co.
Holbrooke Hotel
Holdredge & Kull
Huntington Mechanical Labs.
Lazy Dog Ice Cream
Linear Technologies
Litton Engineering Labs
Maier Manufacturing
Micro Precision Calibration
Miners’ Foundry
Mini Mania, Inc.
Miranda
Miwall Corp.
National Semiconductor Corp.
Nevada City Winery
Nevada Irrigation District
O’ Republic Brewery
Peaceful Valley Farm & Garden
Supply
Plan It Solar
R. E. McCollum Construction, Inc.
RCD Engineering, Inc.
Rare Earth Landscape Materials
Riebes Auto Parts
Rincon del Rio
Robinson Enterprises
Share Point
Sierra Cinemas
Sierra Nevada Memorial Hospital
Sierra Woods
Smart Light Systems
South Yuba Club
SPD Market
Spiral Internet
SYRCL Film Festival
Tahoe National Forest
Telestream
Three Forks Brewery and Bakery
Tour of Nevada City
Tri Continent Scientific, Inc.
Tri-counties Bank
Truckee Sourdough
Vulcan Materials Company
XP Camper
Z.A.P. Manufacturing, Inc.
Thoughts That Are Relevant To Success
 Never do an event just to do an event!
 Events should maximize revenue/profitability while also having
a meaningful positive impact for members and other key
constituencies
 Should provide reason for CEOs and other top line influencers
to participate (or otherwise they will stay on the sidelines)
 Each event should create at least 4 different revenue streams
 Orchestrate event agenda to build and grow the ERC
“stakeholder community”
 Two Annual “Book End” Events are proposed
2 Annual Book-End Events
Panel Discussion
“Expo”
Networking
 5 Highly potential existing or new Nevada County
businesses receive organization-wide intensive
support
 Milestone based business objective serves as
impetus for ERC involvement
 Like a “12th man” concept except for business
instead of football!!
 Collectively up to 1,000 hours in a year across 5
ERC portfolio companies
 Committee needed to develop final criteria and
process
 Quarterly “Red Carpet” tours provided to a
growth-oriented business being targeted for
relocation to Nevada County
 Outreach to specific companies based on their
alignment with Nevada County’s attributes
 Highly targeted research process to determine
most likely candidates
 Business must have demonstrated potential to
bring or grow jobs in Nevada County, and not
directly compete with an existing Nevada County
employer
 Committee needed to develop final criteria and
process
Initiative #3 – Nevada County’s “Golden Challenge” (Phase 3)
 Ten businesses vie each year for a substantial prize
comprised of cash, gifts, and free services
 One requirement-the business most move its start-up
or existing business to Nevada County
 The company’s compete not just on their business
plan, but why they are a great fit for Nevada County
 Put’s Nevada County on the “economic development
map” with something that is meaningfully unique and
compelling and can generate substantial statewide,
national and even global attention
 2-year cycle for competition; year 1 build community
support throughout Nevada County; year 2 conduct
the competition and award the prize
 Committee needed to develop final criteria and
process