Selling Economic Development Programs
The City's Economic Development Department (EDD) offers technical and financial assistance to new and expanding businesses. Financial assistance is in the form of low interest loans or grants, generally tied to investment; job creation and/or job retention. EDD staff are responsible for answering inquiries from customers and selling our services to the public within the city limits.

Selling economic development loan and grant programs is similar to selling other products and services. General sales principles apply. We first present ourselves professionally. Second, establish a rapport. Third, determine customer needs. Fourth, qualify the prospect. Fifth, obtain commitments and finally, follow-up. 

EDD would be happy to assist every customer, but we have limited funding and it is our job to ensure the best use of taxpayer dollars. We must perform due diligence to determine if the customer is truly qualified. Two important steps are pin-pointing the customer needs and determining if the customer is a low risk investment. We ask for a business plan complete with financial projections. This is the first step in applying for funding. We ask questions about what type of help they need. If it is financial assistance, we determine how much funding is needed and its planned uses, as some EDD funding sources have restrictions. 

We strive to set realistic expectations from the initial contact regarding what is required during the application process including the time line for funding approval. There is usually a back and forth process with the customer after the initial submission during which EDD may require further information.  We are honest about the customer's chances of obtaining funding initially, and if there is nothing EDD can do, we provide the customer with other potential resources.

 

City of Rochester
R. Carlos Carballada, Commissioner, Economic Development
WWW.CITYOFROCHESTER.GOV


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The Small Business Council (SBC) of Rochester will mark a milestone in 2007, celebrating 25 years of working to create an environment that maximizes opportunities for small businesses.

The 25th anniversary provides a unique opportunity to recognize the legacy and future of the SBC, and as such, the SBC has planned a series of special events for the coming months.

 

On June 20, the SBC will hold its annual Headliner event at Nazareth College. The event will feature speaker Stewart Emery, co-author of Success Built To Last: Creating A Life That Matters. A visiting professor at the John F. Kennedy School of Management and best-selling author, Emery has led workshops and seminars and delivered keynotes all over the world. Last yearÕs headliner event drew an audience of nearly 700 people.

 

On Oct. 17, the SBC Gala Luncheon will take place at the Rochester Riverside Convention Center to honor the 2007 Small Business Person of the Year. The award is based on contributions to a business employing fewer than 500 people, outstanding leadership, and commitment to civic endeavors in the Rochester area. Drawing over 1,000 people annually, the event brings together community leaders and colleagues to honor the winner and finalists, as well as networking opportunities to help grow business.
The year's special events will culminate with an evening party on Nov. 29 at Artisan Works. Musical entertainment will be provided by Rochester's own JazzNik, a jazz trio.

Sponsors of SBC's 25th anniversary events include Real Lease, Inc. Small business professionals are invited to join in the celebration and learn more about how the SBC can benefit their organization.

 

Cindy DeVoldre
585-246-4619
SMALL BUSINESS COUNCIL OF ROCHESTER
WWW.ROCHESTERSBC.COM

 

 

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HTBC Is In A Change Mode
HTBC will continue its basic mission of providing an ongoing forumÊfor linking technology innovation to commercial implementation, and accelerating the growth of technology-based companies in the Greater Rochester area.

The change we are looking for, however, is to advocate more collaboration with other economic development organizations. We believe that by working with other very worthwhile organizations we can make a greater impact onÊachieving our mission.

 

One example of a very successful collaborative effort is the recently concluded Career Fair that was produced and managed with Digital Rochester at the Doubletree Inn. The fair focuses on established career technology people who are looking for a change or who have been displaced by downsizing. These events have consistently been supported by Senators Robach, Alesi, and Nozzolio.ÊThe four events, which have been successfully conducted over the last three years, have produced in excess of 65 new jobs at each fair. They have produced a total of 260Ênew jobsÊwith average salaries of $65,000 per year which represents over $16.9 million in annual salaries. This truly contributes to economic development.

Other collaborative efforts also include working with the Rochester Engineering Society (RES) on a tech transfer show that will be held this spring as well as multiple joint ventures by our bio-tech cluster with other important community groups.

HTBC will continue to change and work even harder on collaborative efforts that will add value to both our member companies and our community.
Look for us.

BILL HUGHES, CHAIRMAN
HIGH TECH BUSINESS COUNCIL
WWW.HTBC.ORG

 

 

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HIGH TECH ROCHESTER...The Innovator's Edge
WWW.HTR.ORG

Embark on Lean
Office functions--such as order entry, quoting, scheduling, purchasing and accounting--can represent 70% to 95% of the lead-time and effort of delivering a product or service.

Everyone has heard of Lean Manufacturing. We have all been duly impressed by the performance of its premier practitioner, Toyota Motor Corp. However, when we think of Lean, most people imagine factory floors with smooth, well-orchestrated flows of materials, small production lot sizes, and close-knit cells of workers and machines. Only the best run companies extend this thinking into the less-obvious realm of administrative and production support offices where huge costs and time delays make easy targets for Lean techniques.

Here are a few of the reasons why a company should embark on a Lean Office effort, preferably in concert with a Lean Manufacturing initiative:
¥ Most cost is in the office or in the decisions that flow from it.
¥ Implementing Lean in both office and plant gives the overall Lean effort credibility.  ItÕs not just an attempt to cut factory jobs. No one is exempt from the responsibility of thinking Lean.
¥ The experience and creativity of people in the office is harnessed to solving problems company-wide. Most major problems involve both office and plant processes and solutions will require everyoneÕs efforts.
¥ Office productivity is the most direct way to reduce information flow lead time and make rapid improvements in cash flow and time to market.
¥ Capacity is increased in the sales, engineering, purchasing, and administrative functions. This, in turn, can help generate new sales to fill the capacity released by Lean in the factory.

For information on the new Lean Office training course and to get help implementing Lean in your company, call Mike Sisson at High Tech Rochester's Manufacturing Extension Partnership Center at (585) 327-7935.