1. AttractingEstablishingGrowingBranding Business Attraction Management Strategies & processes -Helping the investor to get established -Providing soft landing for firm and employees -Providing investment after- care -Helping the investor to get established -Providing soft landing for firm and employees -Providing investment after- care -Generating leads -Attracting the firm or investor -Connecting the investor with stakeholders at your location -Facilitating visits -Generating leads -Attracting the firm or investor -Connecting the investor with stakeholders at your location -Facilitating visits -Helping the investor to thrive, grow and innovate with advice and access to critical networks, value chains and resources -Helping the investor to thrive, grow and innovate with advice and access to critical networks, value chains and resources -Brand building strategies -Working out the smart specialisation and value proposition of the location -Brand building strategies -Working out the smart specialisation and value proposition of the location ORCHESTRATION

2. AttractingEstablishingGrowingBranding Business Attraction Management Who are the actors in BAM? -Typically business development department/organisation or investment promotion agency in city, and/or -Cluster networks, science parks or incubators -Typically business development department/organisation or investment promotion agency in city, and/or -Cluster networks, science parks or incubators - Typically business development department/organisation or investment promotion agency in city and region - Typically business development department/organisation or investment promotion agency in city and region -Typically city/regional administration and/or business development/organisation or investment promotion dept, and/or -Cluster networks, science parks or incubators -Typically city/regional administration and/or business development/organisation or investment promotion dept, and/or -Cluster networks, science parks or incubators -Typically city/regional administration (possibly with lead from business development/investment promotion dept./organisation) -Typically city/regional administration (possibly with lead from business development/investment promotion dept./organisation) ORCHESTRATION

3. AttractingEstablishingGrowingBranding Business Attraction Management Possible tools -Soft landing -Office space & other infrastructure -Access to social and business networks -Innovation hubs & clusters -Soft landing -Office space & other infrastructure -Access to social and business networks -Innovation hubs & clusters -Marketing & packaging -Sales & lead generation -Public Procurement of Innovation – PPI -Test beds -Matchmaking -One-point-entry for investors -Marketing & packaging -Sales & lead generation -Public Procurement of Innovation – PPI -Test beds -Matchmaking -One-point-entry for investors -Access to talent -Innovation networks & projects -Social & professional networks -Cluster development -Access to talent -Innovation networks & projects -Social & professional networks -Cluster development -Brand building -Toolkits for co-branding – place/investor -Storytelling -Smart specialisation -Place-based networks -Brand building -Toolkits for co-branding – place/investor -Storytelling -Smart specialisation -Place-based networks ORCHESTRATION Orchestration tools Orchestration tools to get the mandate By merit – earning the mandate by creating results By proxy – assuming the mandate delegated by top level decision makers By external demands Orchestration tools to get the job done Mapping and meeting the quad-helix actors Form functional teams, such as a “task force” per activity Orchestration tools to cut lead time Minimize time of approval processes Creating sense of urgency - using importance of external actor/investor Orchestration tools Orchestration tools to get the mandate By merit – earning the mandate by creating results By proxy – assuming the mandate delegated by top level decision makers By external demands Orchestration tools to get the job done Mapping and meeting the quad-helix actors Form functional teams, such as a “task force” per activity Orchestration tools to cut lead time Minimize time of approval processes Creating sense of urgency - using importance of external actor/investor