As we all know, foreign investment projects, investment competition is very fierce.

A company, after locking the target area, often will visit 2~3 parks.

The advantages of the parks in the target area are actually similar.

Taking the Yangtze River Delta as an example, these parks are like a ring competition, and each has its own specialty:

Some rely on location and transportation advantages, some rely on complete industrial support, and some rely on the soft power of service to attract people.

In the face of peripheral competition, how do we take the project?

The key is to come up with comparative advantages, the three details are in place.

01 Mapping out the needs of the business

First, we built up a corporate portrait and demand insights to see what they really care about, whether it's supply chain stability, or policy continuity?

The first time you deal with them, you have to feel them out and match them precisely to the needs of the project.

In addition to the hardware, when companies visit, they also look at the "attitude" -

Is the park sufficiently committed to the project? Policy support is not able to do what it says? Will today's commitment, tomorrow change their minds?

For example, enterprises are more concerned about the industrial fund, may be the first meeting are more detailed.

There are also projects concerned about industrial support, some projects require not too far away, within the 3-hour supply circle.

For example, Hefei generally do new energy vehicles core components. Part of the project, such as interior parts, etc., occupies a high energy consumption, output value contribution is small, often "can not reach" the threshold of the park here, can only look to the surrounding counties.

For these spillover projects, how do we compete with neighboring parks?

First of all, let's figure out the details of each, we and the neighboring parks are what conditions. First of all, we have to figure out the location: how far is the drive from the corporate headquarters, and is the transportation convenient?

Then look at the supporting facilities, the size of the land, the structure of the plant, water, electricity, steam, sewage treatment and other hardware supporting how?

Is it our unique advantage, or is it a tie with others? We have to show the place where "no one has what I have, and where I have what I have is superior". Even if the conditions are more or less the same, we still have to find out our "exclusive selling point".

Summary, in one sentence, in the case of homogenization, to find their own comparative advantage.

Taking the park we serve as an example, we calculate the development account of enterprises in advance, and bring the "exclusive program" to every communication.

Enterprises can feel the differentiated service program every time they meet and communicate with each other.

The innovative advantages of the supporting policies, basically give enough.

Enterprises go around the neighborhood will find that other parks may only talk about "what we have", while we are "what you need, we will prepare what", will be more inclined to choose here.

02 Interpretation to the point

Investment is like making friends, the first meeting you have to come up with real skills.

As soon as a company comes here, it first hands over a list of tailor-made talent policies. At the same time, to help the new company planning structure, so that enterprises from the moment of landing, know where to start.

Next, like spreading out the "service menu", the enterprise concerned about the land, approval and other needs, one by one to understand.

From the professional guidance of the project before landing, to the construction of the structure, development planning, to provide a package of supporting services.

In addition, the establishment of trust is also very important and needs to be taken one step at a time. If you don't get the details right, trust will be built slower.

We have to set up a project promotion task force, led by the park leadership, investment, industry, service team to work together, all-round service for enterprises.

In addition, dealing with the heads of enterprises, not just on the surface, and they establish a friendly relationship.

Understand the most real situation of the enterprise, and then quickly give specific landing program. Can not just talk about empty words, have to break down the program to how to do each step.

For example, to find who to sign, where to do the formalities?

With professionalism and execution, let the enterprise know that we not only understand the policy, but also to the point. This way, the enterprise will feel that we are reliable, and trust will be slowly built up.

Preliminary services to lay a solid foundation, we must strike while the iron is hot to promote the decision-making level to meet. You can invite the district mayor and the project executives to have a direct dialogue with the previously developed program, to come out and report to the enterprise.

If the enterprise verification, found and we introduced the same, the trust will be further deepened.

When communicating and negotiating, enterprises will also measure whether the park is reliable or not.

This time, the success stories of the enterprises in the park are the best "recommendation letter", which can prove the attractiveness of our investment.

03 The degree of attention to the realization of the

General parks in the comparison of multiple parks, but also feel that these parks on their own degree of attention to how.

Take the park we serve as an example. At that time, the neighboring parks had already had initial contact with a Singaporean hydrogen manufacturing foreign enterprise, and we were in a late-catching-up position.

Our park was late to the party, but acted quickly. The local community attaches great importance to the project, from the first phone call, to the first meeting, the whole process with the sincerity of seeking cooperation. The first to deliver a sincere, and ultimately hold the "project to return".

Looking at the investment experience of one of our service counties in Jiangsu Province.

In and around the A, B two counties on the same stage competition, everyone hardware conditions are similar. The competition, the investment team has become a "soft power" of the competition.

County A's leadership of the initial contact with the enterprise, arranged to the first line of investment to follow up. But the grassroots follow up slack, the enterprise has no interest in continuing to contact.

County B, in order to attract enterprises, deliberately put the personnel labor costs are very low. For example, the original 4,000 to 5,000 yuan monthly salary, hard to say 2,000 yuan. False promises, on the contrary, reveal the lack of sincerity, so that enterprises feel fooled, they will rush to "avoid the pit".

The last county C, frank communication local real advantages, not exaggerated not hidden. Like a "personal butler" to solve the details of the problem.

Even after signing the contract, we will continue to follow up. From the preliminary docking, to the production and operation, a pole in the end. This kind of professionalism and responsibility makes enterprises feel valued.

This kind of service throughout the whole process, so that enterprises feel valued, no worries here, naturally more willing to take root here.

For investment people, everyone is the eyes of the enterprise "brand spokesman", not only to show professionalism, but also to maintain the enthusiasm for service.

After all, enterprises are willing to cooperate or not, mainly by us to promote.

Overall, to provide personalized service, do a good job of detail work, to give enough project support, so that enterprises actually feel valued, really "profitable".

In this way, the project landing natural water to the canal.