Relationship-Building and Business Retention: The Community Call Blitz Program (cont.)

Shortly after the letters reach their recipients, the community representatives and the Cincinnati USA Partnership call the companies to schedule appointments. This step occurs approximately three weeks prior to blitz week. A prompt follow- up call to the letter is essential and helps to assure a very positive response rate. A point person at the community level is designated to keep track of all key information in an appointment call sheet.

The blitz itself is limited to a week to sustain momentum and to motivate volunteers in a high-energy environment. One week before the blitz, the Cincinnati USA Partnership and community staff divide the list amongst themselves and the RBRC volunteers in order to cover all of the scheduled appointments. Throughout the weeks leading up to the blitz, Partnership staff are available to train volunteers to ensure consistency in the collection of information.

The City of Blue Ash chose an approach unique from past blitzes. Clark paired RBRC volunteers with City of Blue Ash staff members from across various departments – from the Parks and Recreation Division to the city manager’s office – in order to conduct joint appointments and provide a higher level of comfort to the city staff who would be conducting the meetings. City of Blue Ash employees received training from the Cincinnati USA Partnership on how to lead a meeting in order to develop a relationship with business leaders in the community.

“We have internal discussions about customer service and the importance of creating a positive image of our community,” says Clark. “Sometimes staff thinks it’s only one department’s responsibility, but when it comes to projecting a positive community image, we need all hands on deck.”

Ensuring a successful company meeting

Prior to each appointment, volunteers are expected to familiarize themselves with the companies on their visitation lists. This pre-meeting research is critical to building a genuine rapport with company leadership. Once on site, volunteers thank the executive on behalf of the community for operating their business in the area. The volunteer then explains that the purpose of the blitz is twofold: one, to help the community understand the company’s needs, and two, to help support the company in its growth.

Businesses are asked to identify any needs or concerns they face, such as zoning, permitting, workforce development or assistance with expansion plans. Volunteers use a 43-question survey to guide the discussion, but naturally, the flow of each meeting varies. Oftentimes, company executives are handed a copy of the survey at the onset of the meeting. Some company executives use the survey to guide the discussion, while others prefer to have a conversation about their operations and the challenges they face.

Thus, it is important that the volunteer has a good understanding of the survey and is able ask the questions in a conversational format. Seldom is there any mention of a survey prior to the meeting.We believe that the mention of a “survey” prior to the appointment carries a negative connotation and can impede the goal of candid dialogue during a face-to-face meeting.

After the blitz: Analyzing key findings

After the last meeting is concluded, the Cincinnati USA Partnership aggregates the data from each question and benchmarks it against regional aggregate numbers from the previous year. The Partnership can tailor each report to the specific needs of the partner community, but it generally includes:

• An aggregate report on each of the questions asked, complete with detailed charts and graphs
• A list of companies with expansion plans
• Comments about operating in the community
• A copy of the appointment call sheet
• A roster of the Cincinnati USA Partnership staff and volunteers

Through the blitz, the City of Blue Ash acquired critical information that officials may not have learned otherwise. For example, of the 42 companies surveyed, 70 percent expected to expand their operations in the next three years, at an average expansion cost of more than $300,000. The majority of respondents – 74 percent – also plan to increase their number of employees. Another benefit of the blitz, according to Clark, was “not just learning more about what organizations plan to do in the area of growth, but also hearing their experiences anecdotally, why they felt Blue Ash is a good place to do business.”

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