Investment Promotion Strategy Training Course

Participants can assess location conditions and agency performance using structured diagnostic evidence.

• PESTLE analysis separating national constraints from sector-specific investment conditions
• Porter's Diamond assessing factor conditions, demand, rivalry, and supporting industries
• Investor journey mapping from market scan to post-establishment expansion
• Benchmarking peer locations using cost, risk, capability, and market-access indicators
• Constraint tree analysis tracing investment barriers to responsible institutions
• Diagnostic evidence register distinguishing verified data from stakeholder perceptions

Participants can create an investment intelligence base from reliable FDI, sector and pipeline data.

• FDI stock, flow, greenfield, and reinvestment measures interpreted correctly
• UNCTAD FDI statistics matched with national balance-of-payments classifications
• Sector investment data cleaned, segmented, and documented with metadata
• Location quotient analysis identifying sector concentration and specialization patterns
• Investment pipeline stages defined with consistent conversion and value fields
• Data governance rules covering ownership, validation, confidentiality, and publication

Participants can assess policy issues affecting investors and develop a focused reform advocacy agenda.

• OECD Policy Framework for Investment used to structure policy review
• UNCTAD IPFSD principles tested against national investment policy priorities
• Investment incentives assessed for additionality, fiscal cost, and displacement
• Investor obligations incorporated through labour, environmental, and disclosure requirements
• Responsible business conduct expectations linked to promotion messaging and aftercare
• Policy advocacy agenda ranked by investor impact and reform feasibility

Participants can select priority sectors and investor segments using transparent development and feasibility criteria.

• Sector screening criteria combining market growth, capabilities, and strategic fit
• Value-chain mapping identifies investable activities, gaps, and anchor-firm requirements
• Market attractiveness matrix scores opportunity size against location competitiveness
• Cluster analysis distinguishes priority segments from broad sector labels
• ESG screening excludes projects inconsistent with development and safeguarding objectives
• Target-account profiles specify firm characteristics, decision triggers, and entry rationale

Participants can develop substantiated location value propositions for priority investor segments.

• Location value proposition built from investor needs and verified evidence
• Competitor comparison tables test claims on cost, talent, infrastructure, and access
• Proof points translated into concise sector narratives and investment propositions
• Objection-handling messages address risk, permits, skills, and operating costs
• Site selection criteria aligned with each target investor profile
• Value proposition governance assigns evidence owners and update cycles

Participants can structure a strategy linking targeted actions to investment and development results.

• Theory of change links promotion activities to development outcomes
• Strategic objectives written with measurable investment, jobs, and quality targets
• Targeting choices prioritized through impact, feasibility, and agency-control scoring
• Geographic market selection considers headquarters location, diaspora, and buyer networks
• Portfolio logic balances quick wins, strategic projects, and aftercare potential
• Strategy narrative aligns national plans, agency mandate, and partner roles

Participants can define roles, service standards and coordination arrangements for investment promotion delivery.

• Investment promotion agency operating models compared: centralized, networked, and delegated
• RACI matrix assigns responsibilities across ministries, regions, embassies, and agencies
• Service-level agreements define response times, handoffs, and escalation routes
• One-stop-shop functions mapped against actual legal authority and capacity
• Interagency steering arrangements resolve land, licensing, utilities, and customs issues
• Staff capability matrix identifies gaps in sector knowledge and investor servicing

Participants can plan targeted marketing campaigns and investor outreach for selected accounts.

• Account-based marketing plans connect named investors, messages, channels, and owners
• Investor personas distinguish board, site-selection, technical, and financial decision-makers
• Campaign calendars sequence thought leadership, outreach, events, and follow-up
• Digital content funnel tracks discovery, inquiry, qualification, and conversion
• Trade missions assessed against target-account access and pipeline objectives
• Marketing compliance protects confidential leads and avoids unsupported claims

Participants can qualify investor leads and manage opportunities through a disciplined CRM pipeline.

• Lead qualification criteria assess strategic fit, readiness, credibility, and impact
• CRM pipeline stages establish definitions, ownership, next actions, and ageing
• Discovery questions uncover project drivers, decision process, and information needs
• Investor meetings prepared with account intelligence, objectives, roles, and follow-up
• Lead scoring models allocate staff time to highest-value opportunities
• Confidentiality protocols govern data rooms, nondisclosure agreements, and stakeholder access

Participants can coordinate investor establishment services while maintaining fair and accountable processes.

• Investor servicing workflow coordinates permits, land, utilities, visas, and incentives
• Critical-path analysis exposes approval dependencies and preventable project delays
• Case management plans record milestones, owners, risks, and escalation decisions
• Investment facilitation measures benchmark transparency, predictability, and administrative simplicity
• Grievance handling procedures separate legitimate investor issues from preferential treatment
• Project risk registers cover political, regulatory, infrastructure, and community risks

Participants can design aftercare services that retain strategic investors and identify expansion opportunities.

• Aftercare segmentation prioritizes strategic investors, expansion prospects, and at-risk firms
• Key account plans schedule visits, issues, advocates, and expansion signals
• Investor satisfaction surveys distinguish service failures from policy constraints
• Early-warning indicators identify relocation, downsizing, supply-chain, and labour risks
• Reinvestment propositions use operating data, supplier opportunities, and capability upgrades
• Structured exit interviews convert closures into reform and retention evidence

Participants can connect investment promotion activity to supplier development, skills and inclusion outcomes.

• Supplier development diagnostics identify capability gaps, standards, finance, and certification
• Anchor-firm linkage programmes match procurement demand with local supplier readiness
• Workforce partnerships align investor skills demand with training-provider capacity
• Technology transfer pathways distinguish training, licensing, joint ventures, and spillovers
• Gender-responsive investment criteria examine job quality, access, and workplace safeguards
• Community engagement plans identify affected groups, concerns, commitments, and feedback

Participants can assess incentives and prepare accountable investment negotiations and agreements.

• Incentive policy matrix compares tax, financial, regulatory, and infrastructure instruments
• Cost-benefit analysis estimates fiscal expenditure, jobs, spillovers, and deadweight
• Performance-based incentives tie disbursement to verified investment and employment milestones
• State aid controls and transparency requirements reduce discretionary incentive risks
• Negotiation preparation identifies reservation points, tradables, approvals, and red lines
• Term sheets document investor commitments, government obligations, and monitoring provisions

Participants can measure strategy performance and use evidence to direct resources and corrective action.

• Results framework defines inputs, outputs, outcomes, indicators, baselines, and targets
• Balanced Scorecard connects investor service, pipeline, institutional, and development measures
• Attribution limits distinguished from contribution claims in investment promotion reporting
• Portfolio dashboards report leads, projects, jobs, capital expenditure, and conversion
• Data quality checks test completeness, timeliness, consistency, and audit trails
• Quarterly performance reviews trigger corrective actions, resource shifts, and escalation

Participants can build, review and present a complete investment promotion strategy with evidence, delivery arrangements and performance measures.

• Diagnostic findings synthesized into a defensible investment promotion problem statement
• Priority sectors and target accounts selected using documented scoring evidence
• Value propositions, outreach plans, and investor services integrated coherently
• Governance, budget, risks, and implementation milestones specified for delivery
• Performance framework sets indicators, targets, reporting cadence, and review ownership
• Peer review tests assumptions, evidence quality, feasibility, and presentation clarity
• Strategy presentation communicates decisions, trade-offs, and required executive commitments