Good project, how to "recruit, attract, fall"?

Before the inspection "test period", after the park "breakthrough race".

An investment bureau chief, to us frankly:

Have done investment people, more suitable for investment.

Quality projects, research, judgment, due diligence, more professional than investment people.

In the "Tea will be friends talk about investment" thinking salon, the investment bureau chief of the gold sentence frequently:

✓ Project attraction process, talk about one or two times can not land.

✓ Economically developed regions, never rely on policy investment.

✓ Businesses are concerned about nothing more than people, money, and the market.

✓ Jointly with the state-owned platform, step into the market-oriented investment.

At this stage, new strategies, new methods, new regulations, endless.

No matter what changes, seize the "recruitment, attraction, fall" breakthrough point, is still the key.

01 enterprise location grasp the core

Honestly, there is no 100 points of the park.

Enterprise site selection requirements, it is impossible to meet all.

Invitation to investment, how to gain insight into the concerns of enterprises?

One or two core needs are captured, and the project is on the ground.

The rest is trivial, or even "icing on the cake".

All in all, there's a reason why those projects didn't get off the ground all those years ago.

Looking at a case of investment, from the whole process of follow-up to see a glimpse of two:

A foreign-funded egg processing company to choose a site, plans to take 30 to 50 acres of land, in the southwest to establish a production base.

This project, has the following highlights:

High market share, large value-added in the industry, and customers from head enterprises.

When we analyzed it, we found that the average tax paid per mu also exceeded that of most electronic information projects.

A lot of government parks, at that time, attached great importance to this foreign investment project.

First of all, we concluded that Park A, which we were fortunate enough to recommend, was on the "short list" of sites for the company.

In the end, Park A was eliminated by the foreign investor in a two-way race, and the project landed in Park B, which is located next door.

Park A has certain advantages in terms of location, support, logistics and industry concentration.

But the most important factor was overlooked, including the project side did not consider it in advance.

In the vicinity of Chengdu, the foreign enterprise had an important customer, which was the largest partner in the southwest region.

At that time, this important customer received the project side together with Park B, indicating that it was more convenient to supply in the same park.

From an upstream and downstream perspective, the investment in the closest place to the customer far outweighs considerations on other site selection elements.

Standing in the perspective of foreign investment, never invested in the place where the A park, the guarantee of market orders is the best starting point for business operations.

Re-examined, the project did not land on a reason:

Foreign enterprises to choose the location, did not seize the most core, the most important concern.

02 Park Breakout Trilogy

How to stand out in the decision-making stage of enterprises?

There are three main breakthrough points for project follow-up:

Highlighting the winning indicators, weakening the fatal indicators, and strengthening the dormant indicators.

Back to the foreign investment projects, there is a very key winning indicator for A Park.

Food and beverage is one of the pillar industries in the park, gathering leading enterprises such as Coca-Cola and China Resources Snow.

In terms of industrial support, water, electricity, natural gas, as well as some pipelines for sewage treatment, or logistics and transportation, can all go to the appropriate support.

Because of the close proximity to the city center, the early development of Park A and the high land price, there is only one plot on the land supply for enterprises, which is considered a fatal indicator.

The other parks that the project side matched with were able to come up with two to three plots for the enterprises to choose from.

The saying goes, there is no such thing as a project that can't get a plot of land, only that the project is of good enough quality.

The company also proposed to adopt the "proximity principle" for the supply of raw materials. This was an advantage of the C-park, which was almost 20 minutes away.

In fact, the project will probably change before it really gets off the ground. As far as follow-up is concerned, there are different competitors in each segment.

So how does Merchants weaken the fatal indicator, or reduce their disadvantage?

Take Park A, although the distance from the raw materials, not as advantageous as the C park. However, under the cold chain logistics transportation, it is only about 1 hour.

In order to make up for the problem of raw material supply, Park A emphasizes that the local area is a logistics hub, whether it is going to the province, or outside the province, for the enterprise has a clear advantage of shipping.

This is superior to Park C, which only has a single advantage in raw material support.

Other than that, what are the sleeping indicators in project follow-up?

Elements that should have been focused on when the company selected the site were not noticed or were not evaluated for a short period of time.

As an example, the site selection of the whole car enterprise, in addition to the industrial chain is perfect, there is a foundation of the automobile industry, convenient transportation from the port, etc..

Also worthy of attention is the automobile manufacturing technology talent. Does the local area have the conditions of colleges and universities, vocational schools or relevant automotive research specialists?

For automobile manufacturing workers and research and development personnel, local sustainable convenience supply, is also an aspect of the car companies to consider.

Back to the foreign investment projects, the dormant indicator in the follow-up, that is, where the important customers, to a certain extent, will affect the start of the development.

In particular, supporting enterprises, generally follow the customer. If the chain master enterprise, downstream will only follow their own strategic layout to make adjustments.

The key to this is to have a certain depth of knowledge of the industry in which the enterprise is located, the production process, as well as product supply.

Simply put, let the outsiders think you're an insider, and the insiders think you're not an outsider.

Even, from the beginning with the project docking, repeated deliberations, adjustments, sorting out, come up with the most suitable place to undertake the program.

On the scene, we have seen an investment promotion director, has been revising the project undertaking plan, in order to be able to have a certain breakthrough in the enterprise decision-making stage.

We believe that no project is a 100% match for the park.

Look beyond the park to follow up the project from the perspective of corporate site selection to find the most critical breakthrough point.

03 Merchants competition look at the way

Invitation to attract investment and strengthen the industry self-regulation.

In the "Tea will be friends talk about investment" thinking salon, investment ministers have said:

At this stage, around the world no longer rely on the "policy than the price".

Since last year, an anti-involution wind blowing to the field of investment.

It must be said that a few happy, a few sad.

Some people bluntly said, policy investment is not the core means of economically developed regions.

There are also questions about how the various provisions of the restricted is how to carry out investment promotion work.

Each investment director, have different answers:

For example, relying on state-owned platforms, in the form of rent concessions, step into the market-oriented way.

Again, for example, the special introduction of industrial policy for investment, but not all for investment.

Enterprise cultivation and support, not only can not be cut, but also need to be legally compliant.

On the scene, a Chengdu Hi-tech Zone leaders, responsible for investment and operation of state-owned assets, she said:

For key projects, or can be put forward to support the relative. Or the supporting projects of the chain's main enterprises, it is possible to go for resource allocation support.

Speaking of which, the importance of people was also mentioned.

One is, the relevant leadership vision, action foresight, and the ability to communicate and negotiate with enterprises.

Another one, the professionalism of the investment team, basically in the 5 to 6 years of experience accounted for more than 50% of the personnel.

In this configuration, speak out of the "connoisseur language", in order to with the enterprise, and the market "on the word".

The ability to talk, answer, and negotiate is a reflection of each person's professional ability.

In the investment promotion, neither excessive competition, nor monopoly without competition.

For local development, attracting enterprises is only the beginning, it is more important to break the barriers to the flow of factors, optimize the business environment, with a good industrial ecology, "let the water feed the fish".

Or in other words, the water is big, the water is muddy, the fish are mixed.

Quality project "recruitment, attraction, fall", in essence:

Seize the project itself, attention and deadlock one or two core elements will be enough.