Investment Promotion Marketing Training Course

Participants can assess location strengths, constraints and policy credibility from an investor perspective.

• PESTLE analysis focused on investor risks, costs and operating conditions
• OECD Policy Framework for Investment diagnostic questions for public institutions
• Mapping permits, licences and approvals along an investor establishment pathway
• Infrastructure readiness assessed through power, logistics, digital connectivity and land
• Workforce evidence covering skills supply, wages, productivity and training capacity
• Comparing regulatory certainty, contract enforcement and dispute-resolution arrangements

Participants can position a location against realistic competitor locations and investor alternatives.

• SWOT analysis separating internal capabilities from external market conditions
• Competitor set selection based on investor shortlist and project requirements
• Location benchmarking using cost, talent, market access and risk indicators
• Perceptual maps revealing investor associations, differentiators and credibility weaknesses
• Substitution threats from automation, reshoring and alternative operating models
• Positioning statements linking investor needs with provable location advantages

Participants can select priority sectors using transparent market potential and location-fit criteria.

• Sector screening matrix combining market attractiveness, capability and strategic fit
• Value-chain mapping identifies investable activities, suppliers and infrastructure dependencies
• Global value chain shifts affecting manufacturing, services and resource projects
• Demand drivers assessed through growth forecasts, customer concentration and trade flows
• Location quotient analysis identifies sector specialisation and employment concentration
• Scoring sector opportunities with weighted criteria and documented assumptions

Participants can define investor segments and personas that guide targeted marketing decisions.

• Segmenting investors by sector, function, ownership, geography and project stage
• Greenfield, expansion, reinvestment and M&A projects require different propositions
• Investor personas capture decision criteria, information needs and likely objections
• Headquarters, regional offices and operating subsidiaries hold distinct decision authority
• Site-selection consultants mapped as influencers, gatekeepers and information channels
• Segment prioritisation balances project value, probability, effort and public benefit

Participants can build a defensible target-account list for a priority investment proposition.

• Target-account lists built from expansion signals, strategic fit and decision access
• Annual reports reveal capital expenditure, footprint changes and stated corporate priorities
• Company ownership structures identify parents, subsidiaries and ultimate decision-makers
• Trigger events include plant closures, acquisitions, funding rounds and market entry
• Account scoring ranks prospects by project likelihood, impact and engagement feasibility
• Research briefs record sources, confidence levels, contacts and recommended next actions

Participants can create concise value propositions supported by investor-relevant evidence.

• Value proposition canvas aligns investor jobs, pains and gains
• Proof points connect location assets with quantified investor operating outcomes
• Message hierarchy distinguishes headline proposition, supporting claims and evidence
• Benefit statements avoid generic superlatives and unsubstantiated comparative assertions
• Objection-handling messages address risk, cost, talent and implementation concerns
• Value propositions adapted for corporate executives, advisers and operational leaders

Participants can develop sector-specific investment narratives for priority investor segments.

• Sector narratives connect global trends, local capabilities and investor opportunities
• Cluster maps show anchor firms, suppliers, research institutions and service providers
• Investment cases quantify addressable demand, operating economics and expansion potential
• Reference investors selected carefully without disclosing confidential commercial information
• Supply-chain opportunity maps identify gaps suitable for new investor entry
• Narrative architecture links strategic rationale, evidence, offer and action request

Participants can produce investor materials that substantiate location claims and decision criteria.

• Location fact packs organise verified data, sources, dates and definitions
• Cost comparison models separate labour, utilities, property, logistics and taxes
• Site-selection scorecards compare locations against weighted project requirements
• Investment incentive descriptions state eligibility, approvals, conditions and limitations
• Data visualisation choices improve interpretation without overstating certainty or causality
• Version control prevents obsolete statistics and inconsistent investor-facing materials

Participants can align place branding with sector propositions and investor evidence.

• Place brand architecture connects national, regional, city and sector identities
• Brand promise tested against investor experience, service capacity and policy delivery
• Message discipline aligns agency teams, embassies, partners and political leaders
• Visual identity rules protect recognition across presentations, websites and event materials
• Editorial standards govern tone, terminology, claims, sources and approval processes
• Reputation recovery communications address adverse events, investor concerns and misinformation

Participants can design a targeted campaign with channel choices, assets, budget and measures.

• Campaign objectives specify target segments, desired actions and conversion milestones
• Channel selection compares paid, owned, earned and partner communication routes
• Account-based marketing sequences coordinate personalised outreach and supporting content
• Content calendars schedule sector reports, case stories, webinars and follow-ups
• Media plans allocate budget by audience reach, response quality and timing
• Campaign briefs define audience, proposition, assets, approvals and success measures

Participants can improve digital investor engagement using discoverable, measurable content and journeys.

• Investor website journeys guide users from sector interest to qualified enquiry
• Search intent research identifies investor questions, terminology and content gaps
• Landing pages match campaign messages with clear calls to action
• Email nurture sequences provide staged evidence after initial investor engagement
• Web analytics track source, engagement, enquiry quality and conversion paths
• Privacy notices and consent controls govern investor contact-data collection

Participants can manage investor relationships from initial contact through qualified opportunity development.

• Investor enquiry qualification tests project seriousness, fit, timing and decision authority
• Discovery questioning uncovers investment drivers, constraints and information requirements
• CRM pipeline stages define ownership, next actions and evidence requirements
• Service-level standards set response times, handovers and escalation routes
• Key account plans coordinate senior outreach, tailored materials and stakeholder access
• Confidentiality protocols protect investor information, commercial sensitivity and trust

Participants can plan investor-facing events that advance specific investment decisions.

• Site-visit agendas follow investor decision criteria and unresolved project questions
• Stakeholder briefings align messages from government, utilities, educators and businesses
• Familiarisation visits target advisers and influencers with defined follow-up pathways
• Investment missions prioritise prequalified accounts, meeting objectives and senior access
• Event lead-capture forms record consent, needs, ownership and next steps
• Post-event follow-up converts interactions into account plans and CRM actions

Participants can use aftercare intelligence to support retention and identify reinvestment opportunities.

• Aftercare account reviews identify expansion barriers, supplier needs and workforce constraints
• Investor satisfaction surveys distinguish service issues from policy and infrastructure problems
• Reinvestment triggers include capacity utilisation, product launches and regional mandates
• Escalation maps assign ownership for permits, utilities, land and regulatory obstacles
• Corporate engagement plans maintain relationships beyond individual project transactions
• Investor testimonials require consent, factual verification and appropriate approvals

Participants can measure marketing performance while maintaining accountable public-sector governance.

• Marketing funnels track awareness, engagement, qualified leads, projects and reinvestment
• KPIs distinguish activity measures from outcomes, attribution and economic impact
• CRM data standards define mandatory fields, definitions and data-quality checks
• Campaign dashboards report spend, response, pipeline value and conversion rates
• Attribution rules prevent double counting across agencies, partners and channels
• Governance reviews test claim approval, privacy, procurement and conflict-of-interest controls

Participants can build, review and present a complete investment promotion marketing plan for a priority location and sector.

• Location diagnosis synthesises investor risks, assets, competitors and policy constraints
• Priority segment selection justifies sector focus, target accounts and project rationale
• Sector proposition presents evidence, messages, objections and supporting proof points
• Campaign plan specifies channels, assets, budget, calendar and conversion targets
• Investor engagement process defines qualification, CRM stages, service standards and escalation
• Performance dashboard sets KPIs, data sources, reporting cadence and governance controls