My
article that ran in this publication three weeks ago about how the city
of Davenport was marketing itself has led to a significant response,
and it’s running about six-to-one in support of what was said (23
positive and four negative). (See “Davenport Marketing Can’t Overcome
City’s Deficiencies, River Cities’ Reader Issue 577, April 19-25, 2006.)
Interestingly enough, during one telephone call from a rather prominent Quad Citian providing me with feedback, I learned of an effort to develop a comprehensive “commerce” effort for the Quad Cities. This effort would involve private enterprise funds, and would combine the efforts of all of the cities’ major chambers, including DavenportOne. This was confirmed by a second person.
“Why is this related to my column?” I asked. “Because your column is damned accurate,” said one insider working on the enterprise of a Quad Cities coalition to attract business. “What we’re doing today isn’t working. Many of us in business and organizations that depend upon attracting business are tired of incurring just what you said – little leadership, little listening, little openness [note this accusation while they meet in quiet and demand anonymity], little courage [note the same], and little marketing.”
All in all, there is a movement underfoot to either displace or augment the current chamber and civic marketing efforts with development of a Quad Cities-wide business-magnet effort. Little is being said about it, but I’ve seen an early draft of the organizational chart, and Quad Cities mayors and chamber leaders are involved. But, again, I believe the Quad City Development Group and perhaps even DavenportOne are trying valiantly to market the Quad Cities. After all, we are attracting some businesses to this area as a result of someone doing something.
If this organization is to be effective, it needs to develop a comprehensive strategic plan, starting with a goal and ending with budgeted tactics. I need to learn more about how this new effort will operate, and wonder how each city views its role in this infant effort to develop a community-wide coalition. I’ll investigate and see how serious this effort is, and hopefully learn some more.
I also read with interest Bettendorf Chamber President Scott Tunnicliff’s article in his organization’s newsletter. He says the Quad City Development Group (QCDG) is charged with attracting new business to Bettendorf, and the chamber is focused on current business-friendly efforts, which includes supporting the QCDG. That clarity in roles is probably why Bettendorf seems to do well with new-biz development.
Another civic leader said she agreed with my list of Davenport assets and wondered why the community-marketing brochure didn’t capture all of those. “Those assets would attract about any business, wouldn’t they?” she asked me. Another mayor called and said, “I read your article. I read it twice. I think it’s fair.”
A major corporate head called and wondered if Davenport had lost its unique identity because while most chambers feature businesses from that chamber’s specific community, DavenportOne brags of members from throughout the Quad Cities. This caller implies that DavenportOne’s recruitment success of businesses from all parts of the Quad Cities, each with its own hometown interest coming first, might contribute to a lack of progress on Davenport biz development. Interesting thought.
I also need to clarify a couple of points that have been brought up. First, Davenport City Finance Director Alan Guard led a friendly, fair, and firm objection to some of the article’s content. He points out that the city share of my $687 property taxes is only $254. The rest goes to schools and other beneficiaries. Okay. I said $687 in property taxes, but in fairness, the point is worth noting.
He also points out the city might have slightly higher taxes because of services such as city-owned golf courses. He says for “comparable” services, Davenport has the third lowest number of city employees per 1,000 population of seven of Iowa’s largest cities. Fair enough, but City Administrator Craig Malin is the source for the original comment that “Davenport has more city employees than any other city its size in Iowa.” I’ll let those two argue their respective points.
Finally, Guard says Davenport has received the Government Finance Officers of America Distinguished Budget Presentation Award 10 years running. The award is for budget detail, accuracy, and presentation. I’m proud of Guard (honest), but I’m not attacking his budget presentation. I’m questioning Davenport’s ability to keenly, insightfully, skillfully attract appropriately targeted businesses to itself. And that task is daunting, given the governmental infighting, a peculiar set of investment priorities that make the ink run pink, an even more peculiar set of values (closing schools and investing in traditionally privately financed investments), and a heavy tax load – regardless of the source of those tax levies.
All in all, I respect Alan Guard for calmly and diplomatically making his counterpoints. Tip of the hat to you, sir. I hope your points are fairly represented here.
I’m off in the hopes DavenportOne and the Quad City Development Group can explain some good marketing of not only Davenport, but the Quad Cities as well. I’ll be back with that story … with the wish it will be far more positive since these organizations are professional marketers.
David C. Aeschliman is the CEO of Results IMC, Inc., a comprehensive sales and marketing firm offering its clients strategic growth plans and implementation on pay-for-performance arrangements. For more information about Results, visit (http://www.resultsimc.com).
Interestingly enough, during one telephone call from a rather prominent Quad Citian providing me with feedback, I learned of an effort to develop a comprehensive “commerce” effort for the Quad Cities. This effort would involve private enterprise funds, and would combine the efforts of all of the cities’ major chambers, including DavenportOne. This was confirmed by a second person.
“Why is this related to my column?” I asked. “Because your column is damned accurate,” said one insider working on the enterprise of a Quad Cities coalition to attract business. “What we’re doing today isn’t working. Many of us in business and organizations that depend upon attracting business are tired of incurring just what you said – little leadership, little listening, little openness [note this accusation while they meet in quiet and demand anonymity], little courage [note the same], and little marketing.”
All in all, there is a movement underfoot to either displace or augment the current chamber and civic marketing efforts with development of a Quad Cities-wide business-magnet effort. Little is being said about it, but I’ve seen an early draft of the organizational chart, and Quad Cities mayors and chamber leaders are involved. But, again, I believe the Quad City Development Group and perhaps even DavenportOne are trying valiantly to market the Quad Cities. After all, we are attracting some businesses to this area as a result of someone doing something.
If this organization is to be effective, it needs to develop a comprehensive strategic plan, starting with a goal and ending with budgeted tactics. I need to learn more about how this new effort will operate, and wonder how each city views its role in this infant effort to develop a community-wide coalition. I’ll investigate and see how serious this effort is, and hopefully learn some more.
I also read with interest Bettendorf Chamber President Scott Tunnicliff’s article in his organization’s newsletter. He says the Quad City Development Group (QCDG) is charged with attracting new business to Bettendorf, and the chamber is focused on current business-friendly efforts, which includes supporting the QCDG. That clarity in roles is probably why Bettendorf seems to do well with new-biz development.
Another civic leader said she agreed with my list of Davenport assets and wondered why the community-marketing brochure didn’t capture all of those. “Those assets would attract about any business, wouldn’t they?” she asked me. Another mayor called and said, “I read your article. I read it twice. I think it’s fair.”
A major corporate head called and wondered if Davenport had lost its unique identity because while most chambers feature businesses from that chamber’s specific community, DavenportOne brags of members from throughout the Quad Cities. This caller implies that DavenportOne’s recruitment success of businesses from all parts of the Quad Cities, each with its own hometown interest coming first, might contribute to a lack of progress on Davenport biz development. Interesting thought.
I also need to clarify a couple of points that have been brought up. First, Davenport City Finance Director Alan Guard led a friendly, fair, and firm objection to some of the article’s content. He points out that the city share of my $687 property taxes is only $254. The rest goes to schools and other beneficiaries. Okay. I said $687 in property taxes, but in fairness, the point is worth noting.
He also points out the city might have slightly higher taxes because of services such as city-owned golf courses. He says for “comparable” services, Davenport has the third lowest number of city employees per 1,000 population of seven of Iowa’s largest cities. Fair enough, but City Administrator Craig Malin is the source for the original comment that “Davenport has more city employees than any other city its size in Iowa.” I’ll let those two argue their respective points.
Finally, Guard says Davenport has received the Government Finance Officers of America Distinguished Budget Presentation Award 10 years running. The award is for budget detail, accuracy, and presentation. I’m proud of Guard (honest), but I’m not attacking his budget presentation. I’m questioning Davenport’s ability to keenly, insightfully, skillfully attract appropriately targeted businesses to itself. And that task is daunting, given the governmental infighting, a peculiar set of investment priorities that make the ink run pink, an even more peculiar set of values (closing schools and investing in traditionally privately financed investments), and a heavy tax load – regardless of the source of those tax levies.
All in all, I respect Alan Guard for calmly and diplomatically making his counterpoints. Tip of the hat to you, sir. I hope your points are fairly represented here.
I’m off in the hopes DavenportOne and the Quad City Development Group can explain some good marketing of not only Davenport, but the Quad Cities as well. I’ll be back with that story … with the wish it will be far more positive since these organizations are professional marketers.
David C. Aeschliman is the CEO of Results IMC, Inc., a comprehensive sales and marketing firm offering its clients strategic growth plans and implementation on pay-for-performance arrangements. For more information about Results, visit (http://www.resultsimc.com).
