Business Retention & Expansion in Rabun County
A fully comprehensive Existing Industry Retention and Expansion Strategy has many elements, some of them optional, depending on a community’s resources. These factors include an Industry Survey, an Area Industry Directory, Wage Survey, Plant Manager Meetings, Resource Guide, Pro-Business Agenda, Media Promotion, Existing Industry Recognition, Speculative Building Program, Marketing Assistance, and a Visitation Program.
Industrial Directory
An Industrial Directory consisting of each manufacturing, warehousing, or shipping industry within the county with essential facts that include products, NAICS and SOC categories, number of employees, product line(s), physical address, website, manager, owner, and how long they have been in the community. This document is useful when applying for grants, and recruiting suppliers, and vendors. It’s also an essential guide for new companies’ locations in the area.
Plant Manager Forum or Council
A Plant Manager Forum or Council that meets regularly on a monthly or bi-monthly basis should be headed by one of the plant managers or business owners. Common legal, workforce, public policy, and infrastructure issues or special unmet needs (such as childcare, workforce training, public policy, etc.) can be discussed, and solutions formulated and presented to local leadership.
Media Promotion
Media Promotion helps the community to understand the business and its economic importance to the community. Promotion in the local media several times a year helps residents understand the value of the business within the community and its contributions. It’s also a chance for local businesses to do a bit of self-promotion, seek employees, or express both their concerns and appreciation to the community.
Visitation Program
A Visitation Program is perhaps the most important service a community can offer to a business. Such a program provides constant contact with local industries and their management. Such a program should always be scheduled by appointment with the plant manager or human resources manager. The community representative must answer questions but most importantly, listen. Document any problems and communicate them to local or state leadership and attempt to solve them, if possible. No matter the outcome, always report progress back to the person interviewed. Developing a relationship of trust and future visits will be very much appreciated by the industry.