Web 2.0 and Business Attraction - Canadian Cities Online Marketing Index

Web 2.0 And Business Attraction
Canadian Cities Online Marketing Index®

Canadian Premiere
2009

By Isabelle Poirier, Ian Smith
www.ebdata.com
www.ebdata.com 1
Contents

Preamble: Why is “F” in “FDI” does not mean « foreign » anymore! ................................ 2
Introduction ........................................................................................................................ 4
1. Methodology ............................................................................................................... 5
2. Best Practices of Social Media Tools ........................................................................... 6
3. Best Practices of Site Selection Information ............................................................. 13
4. Results........................................................................................................................ 16
5. Final Thoughts ........................................................................................................... 20
Frequently Asked Questions ............................................................................................. 22
Biblography ....................................................................................................................... 24

Canadian Cities Online Marketing Index© ‐ September 2009
www.ebdata.com 2
Preamble: Why is “F” in “FDI” does not mean « foreign » anymore!

Here are a few thoughts of an old timer of the EDO profession in Canada

Thirty years ago, the investment attraction world was simpler. There were two principal
sources of investments: domestic and foreign. Domestic was here and foreign
investments were mostly in US or UK. It was considered exotic to talk to an investor or a
head office located in France or Italy. Economic developers traveling to Oslo or
Amsterdam were facing dismissal or at least a severe reprimand. Decision making
process was relatively straightforward; decision makers were a handful in headquarters
if not a single individual.

Over simplification? Maybe…

What is clear though is there is a real shift in paradigms in FDI attraction.

Consider:

a) Decision making process is not a “behind‐closed‐doors‐process” anymore and a
myriad of individuals and/or consultants are involved making it very hard to
pinpoint THE decision maker;
b) The number of levels of decision has also increased and “Yeah or Nay” situations
are even present outside the corporation itself. Environment related decisions
are just one example of this phenomenon – research can prove to be a very
important deal maker or breaker, etc;
c) Investors and financial decision centers are shifting from developed countries to
emerging countries;
d) Corporate ownership is not stable anymore; a Canadian corporation yesterday
may be Australian today and Chinese tomorrow. Is GM still American? (Canadian
collectively own 20% of the Corporation and a large portion of the ownership is
financed through Chinese banks).

The result is that your former antennas in the USA and in Europe are not enough
anymore. In order to be a player on the FDI field, it is essential to be aware of decisions
and discussions in a myriad of exotic places.

It is next to impossible for a small, even medium‐size corporations to efficiently carry
out the cost of monitoring FDI with traditional means. This is why new challenges call for
new tools.

One of the most promising tools to keep contact with selected targets world wide are
social networks (Facebook, Twitter, Flickr, etc). As their usage is spreading, social
www.ebdata.com 3
networks have the undisputable advantage to regroup communities of interest around
any topic regardless of frontiers and boundaries. As a two‐way, real‐time, low‐cost
communication tool, social networks allow small communities to be “on the radar” by
providing updated information on their community development targets but also by
providing a window on the world and a capacity to respond to opportunities.

Social networks are just one of the new tools to answer new challenges. What we want
to stress is that attraction strategies will always demand hard, sustained work and a
sensible investments in both financial and human resources.

What has shifted is where this investment shall now be directed. So now you know what
the “F” stands for…It is Flickr or Facebook…Bet you thought it meant something else!

Perspectives from Louis Grenier,
Associate at E&B DATA
September 17, 2009

www.ebdata.com 4
Introduction
Social Media Marketing (SMM) applications can be seen everywhere on the web. There
are fewer and fewer websites without a Facebook button, a "Follow Us on Twitter"
hyperlink, or a blog or a RSS feed. Social media marketing tools permit companies to
execute various branding initiatives to reach established marketing objectives.
According to study conducting by Penn State University in September 2009, 20% of the
messages or “Tweets” send via Twitter are brand‐oriented1.
Chris Brogan, president of New Marketing Labs and an expert of online communities
and social media refers to blogs as "great way to establish thought leadership, and
further, to encourage lead generation." 2
Can the same Web 2.0 tools apply to Canadian cities for their needs to promote their
territory as the best location for investment attraction? How many cities have a set of
tools that compliment a section on their website dedicated to site selection? How can
these two marketing avenues work together to showcase investment opportunities for
economic development?
In order to answer the questions, E&B DATA conducted its first benchmark exercise of
assessing top Canadian cities’ economic development agency websites.
1
Penn State University, “Tweeting is more than just self‐expression”, September 2009,
http://live.psu.edu/story/41446.

2
Brogan Chris. “How to Create Business from a blog”, July 2008,
http://www.chrisbrogan.com/how‐to‐create‐business‐from‐a‐blog/
www.ebdata.com 5
1. Methodology
To perform this exercise, researchers and analysts adhered to the following guidelines:
1. Provincial capital cities and cities that are ranked in the Top 10 Canadian Census
Metropolitan Statistical Areas (CMSA) as defined by Statistics Canada in 2006
were selected to create the list along with their respective economic
development agencies. For cities that have more than one agency responsible
for economic development such as Toronto and Montreal, E&B DATA selected
the agency representing the CMSA. Overall 20 cities (metropolitan areas) were
retained.

2. Each site was examined on the basis of the presence of social media marketing
applications that are directly linked on the agency’s sites such as:
• Blogs
• Online Social Networks (i.e., Facebook, Twitter, LinkedIn)
• Podcasts
• Content sharing tools (i.e. YouTube, Flickr, Digg, StumbleUpon)
• RSS Feeds
In addition, Web 1.0 applications (forums, news alerts and newsletters) were
also assessed.
In evaluating sections destined for investors and site selection, the following
criteria were considered:
• Easy access to location factors information (i.e., taxes and incentives,
infrastructure, labor market and costs, utilities, real estate availabilities, etc.)
• Complete contact information for the individual(s) responsible for
investment attraction (i.e., name of the representative, email address, phone
number.)
• Multilingual functionality of the website. (i.e., content available in more than
two languages.)

3. Representatives of three finalists were willing to share their insights behind their
strategy using social media marketing applications and information resources for
site selectors.
www.ebdata.com 6
2. Best Practices of Social Media Tools
This section attempts to validate the following hypotheses:
“You must take advantage of web 2.0 or social media tools to be easily
found by investors and site selectors on the web”.
“You must also tackle into these tools to facilitate knowledge sharing
and feedback to get the buy‐in of your community and prospects”.
While most cities didn’t wait for the slowdown of the economy and some available time
on their hands to look differently at the way they promote their territory, it is
interesting to realize that since the beginning of 2009, top Canadian cities and capitals
are working on new ways to push information and interact with their stakeholders.
Digital marketing guru, Mitch Joel suggests in his book, “Six Pixels of Separation”3, that
"We are all a click (or a pixel) away from one another. This means a big change for
business. This means a change in how you sell people your products and services."4 The
same can be held true for economic agencies
Cities such as Halifax, London and Hamilton are building the pillars of their new
economic development strategy taking into account new internet applications,
commonly known as social media tools and applications.
Halifax
The Greater Halifax Partnership agency began its presence in the Web 2.0 environment
almost two years ago with its Facebook page. Since then, the agency has adopted a full
complement of social media marketing tools on their site which will play a role in their
relatively new marketing plan. Visitors to the site are able to access:
o A LinkedIn profile
o A Facebook Fan Page
o A Twitter feed
o A blog
o A Flickr page
o A YouTube Channel (see Figure 1)
3
Joel Mitch, Six Pixels of Separation, Hachette, New York, Boston: Business Plus, 2009, p. 4.
4
Ibid. p. 4
www.ebdata.com 7

Figure 1 Greater Halifax Partnership’s YouTube Channel
Greater Halifax Partnership acknowledges LinkedIn is their preferred social network to
reach CEOs and government employees. Seen as “Facebook for grown‐ups” their
LinkedIn page allows them to test new strategies and get the reliable feedback they
need before the official launch.
The use of Twitter is assisting Greater Halifax Partnership convey confidence. Their
Twitter page acts as a tool to receive questions from “followers” efficiently. Even more,
the agency’s tweets are been “retweeted” by the followers on a weekly basis.
The agency was willing to share some of the challenges they are facing in regards to
their strategy.
• How long will Twitter be around? Like many other entities that utilize social
media marketing tools, the agency keeps in mind the shelf life of these
applications and must be on alert regarding the newest tools to reach and
engage stakeholders.

• The capacity of capturing the “total” audience. Is the online marketing function
of the agency able to reach the right individuals? It takes time to assess all the
information on visitors. But one of the signals that convey the agency to pursue
in this approach is that it now welcomes more specific inquiries about the region
opportunities.

• Dealing with “no access” internet policies. Some companies and governmental
agencies still deny access to social media sites to their employees. However, it’s
just a question of time before this policy changes. Indeed concerning the later
point, Josh Gordon with Social Media Today, shares the following: “in 2009,
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41.2% of businesses have employees whose job function includes spending time
on social sites, while only 9% report blocking internal access for employees”.5
This trend will just continue to grow and become reality. Everyone remembers the
days where browsing the Internet was perceived as the evilest thing to do while they
were at work. Today organizations and companies that don’t have a website don’t
exist.
London
The London Economic Development Corporation (LEDC) applies social media marketing
applications on many of its micro sites and by doing so it targets different stakeholders.
By using a customized approached when creating a page on one of the Web 2.0
platforms, the agency can address the needs of different audience segments.
Videocasts are utilized pretty effectively to announce and promote new investments in
the region (see figure 2). This is a definite change from the dry press releases that are
often used.
Figure 2 Videocast Announcing Dancor's Investment In London
Though a little hard to find on their website, London initiated two targeted strategies
that with time should be effective.
5
Gordon, Josh: “The Coming Change in Social Media Business Applications, Separating the Biz from the
Buzz, Social Media Today, 2009, p. 4.
www.ebdata.com 9

Via the Student‐2‐Business Networking Facebook page, the agency has established a
resource in which students and local businesses can connect and network.
Also, in terms of promoting a sector, LEDC has created the following tools to act as
promotional vehicles for the city’s digital gaming industry.
o Facebook Fan Page
o Twitter Page
o Blog
o Wikipedia entry
Hamilton
Hamilton Economic Development Office launched its new website including social media
marketing tools this last spring. Implementing new tools is never easy. However, the
agency worked through the process of implementing the different web 2.0 applications,
with the unconditional support of the mayor into the initiative. In addition, the
information technology department was very receptive, which is not always the case for
this type of organizations.
The Invest In Hamilton website offers over 50 + bookmarking and content sharing
applications to push information across the web as seen in Figure 3. These tools are
efficient and effective for viral online marketing efforts for the city.
www.ebdata.com 10

Figure 3 Bookmarking And Sharing Applications Via Invest In Hamilton
Courtesy of the media centre section, visitors can access links to the following social
media tools:
• Facebook
• YouTube
• LinkedIn – As a person
• Twitter
Representatives from the agency believe that having a “phone number or email is not
enough”. To connect with people they need to use the tools young entrepreneurs are
using. Twitter and Facebook are part of them.
Hamilton is building its foundation via Facebook with its “Invest In Hamilton” and more
specifically with the “Hamilton Business Ambassador Program”. The use of the Facebook
pages is one of the many ways the agency is slowly engaging local businesses and
university into a more complete worldwide connection with potential investors. This
spring, McMaster University representatives were equipped with the “Ambassador
Program” (In depth information on the region characteristics and opportunities) on
memory sticks to share with their counterparts in China. Since this trip, they have seen
a steady number of visitors from China on their website and more specifically from the
province that was visited. It’s little, but taking into account that they were not on the
www.ebdata.com 11
radar of Chinese investors prior to the program, they are confident that they are
working in the right direction.
Representatives of the agency can see one important challenge with this promotion
strategy. The investment of time needed to supply information and interact with
stakeholders on the different platforms is getting more and more important. They
foresee the challenge of hiring more qualified personnel to manage the different tools if
the strategy proves to be successful.
Ottawa

The Ottawa Centre for Research and Innovation (OCRI) offers six main social media
marketing tools on its website.
• LinkedIn Page
• Facebook Group
• Twitter Page
• Blog
• Podcast
• RSS Feed

Courtesy of OCRI Radio (see Figure 4), a resource where podcasts are available, the OCRI
does a very good job at positioning Ottawa as the best place to invest in terms of the
high technology sectors.

Figure 4 OCRI Radio Website
www.ebdata.com 12
Notable Mentions
• Calgary Economic Development created, “Calgarypedia”, a wiki‐based tool where
Calgarians can communicate and others can find any information about Calgary
(see Figure 5). In the “Working in Calgary” section, there is some relevant
information for investors.
Figure 5 Index page of Calgarypedia
• Saskatoon Regional Economic Development Authority (SREDA) Inc., a public‐

private partnership has a small collection of podcasts (audio). These podcasts
are meant to inform individuals about SREDA.
Therefore considering the hypothesis stated at the beginning of this section, one
can conclude that the paradigm of top down communication is fading away.
Economic development agencies that embrace social media tools to connect with
stakeholders and prospects slowly but surely live by the principal that there is no
time to conduct “business as usual”
www.ebdata.com 13
3. Best Practices of Site Selection Information
In the following section, E&B DATA assesses how the following hypothesis is applied in
Canadian cities’ websites destined to potential investors.
“Know what you’re selling; know what your client needs
and fulfill their needs”
London
Potential investors in the city of London are supplied with a wealth of information
regarding site selection. On the homepage, the section, “Site Selection” contains details
such as:
• Real Estate Inventory
• Infrastructure
• Taxes & Incentives
• Workforce
• Education
• Quality of Life
• Cost Estimator
By understanding that the capital investment market is not national but international,
the content on the London Economic Development Corporation website is available in
six different languages: Chinese, French, German, Italian, Japanese and Korean as
illustrated in Figure 6.

Figure 6 Multilingual Functionality of LEDC’s Website
www.ebdata.com 14
According to LEDC, the multilingual option has translated into an increase in the request
for information from 1 to 10 queries per week. A Korean version of the website
combined with visits to Korea by the agency’s representatives has led to an average of
14 inquiries per week.
The agency welcomes constructive critics. Two years ago, they invited American site
selectors to assess their website. From there, they continued to improve customized
and compelling content for their visitors.
Clicking on the “Contact Us” and the LEDC Team links, individuals may access complete
information about the economic development officers including biographies.
Hamilton
The “Invest In Hamilton” website provides a very good database for site selectors via
Locate & Expand tab. Potential investors have the option to search for land, buildings or
both for free by property type (i.e., agricultural, commercial, industrial). After the query
is submitted, a detailed property report is supplied with information such as the address
of the site, property type, size of the property, leasing details, the price of the property
and general description of the property (see Figure 7).

Figure 7 Screen Shot Of The Result Page For Property Search Query
www.ebdata.com 15
Edmonton
The Edmonton Economic Development Corporation furnishes an extensive list of
resources for businesses which are seeking to locate their operations in the city. The list
includes series of updated promotional documents and videos packaged as “Edmonton
Marketing Toolkit” (see Figure 8)

Figure 8 Edmonton Marketing Toolkit
The documents are available for download in “pdf” format and the videos can be
viewed directly on their site in English, Chinese and German.
At the end of the toolkit, the individual responsible for business development contact
name is displayed along with phone number and email address.
Thus, given the assumption brought up at the beginning of this section
we can see that some cities know their product and are really seriously
investing resources to come up with relevant and up‐to‐date content to
sell their region for foreign direct investment.
www.ebdata.com 16
4. Results
This third part integrates results from previous sections and identifies early adopters of
web 2.0 marketing strategies with existing initiatives.
E&B DATA recognizes that these results are a snapshot of available information of the
last three months. No doubt that by the time the information is released new tools and
content could be added within the 20 agencies websites.
Table 1 presents the top early adopters of web 2.0 applications integrated in their
branding strategy and ranked in order on a scale from 0 to 13:
Top Canadian Cities
City Agency Website Score
London Economic
London Development www.ledc.com 10 /13
Corporation
Greater Halifax
Halifax www.greaterhalifax.com 10/13
Partnership
Ottawa Centre for
Ottawa Research and www.ocri.ca 9/13
Innovation
Hamilton
Hamilton Economic www.investinhamilton.ca 8/13
Development
Table 1: Top Early Adopters of Web 2.0 Applications
www.ebdata.com 17
The complete picture of the score per city is shown in Figure 9.
Top 20 Canadian Cities Web 2.0 Usage
14
12
Score Based On 13 Criteria
10 10
10 9
8
8 7 7
6 5
4 4
4 3 3 3
2 2
2 1 1 1 1 1 1
Fredericton
Winnipeg
Regina
Whitehorse
London
Québec
Montreal
Vancouver
Saint John's
Victoria
Iqaluit
Yellowknife
Halifax
Toronto
Saskatoon
Hamilton
Calgary
Ottawa
Edmonton
Charlottetown
Top 20 Canadian Cities

Figure 9 Scores for Top 20 Canadian Cities Web 2.0 Usage
Three Ontario cities are leading along with Halifax. One can observe that the three
largest cities of our 20‐cities sample are not embracing social media tools as quickly as
you would expect.
This benchmark is not about being dogmatic about technology. Effective use of social
media is not the only key ingredient for good marketing strategy. If the information on
the website has been well referenced over the years, there is a good chance that these
cities are doing a good work on the web.
The site‐selection process as documented by the World Bank in the Global Investment
Promotion Benchmarking 2009 Summary Report6 outlines that “companies undertake a
6
Global Investment Promotion Benchmarking 2009 Summary Report (World Bank, 2009) p. 54
http://www.ifc.org/ifcext/fias.nsf/AttachmentsByTitle/GIPB2009/$FILE/GIPB2009.SummaryReport.pdf
www.ebdata.com 18
structure strategy in researching possible locations”. To aid in the process, especially in
the benchmarking phase, relevant, up‐to‐date, and good‐quality information must be
online and easily accessible to individuals who are conducting the web‐based research.
To evaluate the specific information that is offered to site selectors by the top Canadian
cites, each agency site was examined based on:
• Currency of the content (i.e., year of the latest publication)
• Ease to retrieve on the web (i.e., using the search engine Google Canada with
keywords:
• “Invest in” and the city’s name,
• “Investment” and the city’s name,
• “Incentives” and the city’s name,
• How many pages on Google Canada before finding the link.
Figure 10 illustrates how well agencies invest on customized information and tries to
keep up‐to‐date.
High 7
Level Of Currency And Customized-Contant
Low 0
Figure 10 Level of Currency and Customized Information
www.ebdata.com 19
Figure 11 gives us an idea of how cities through their economic development agencies
are easy to retrieve on the web using Google.ca.
Figure 11 Level of Ease To Retrieve An Agency’s Website Using Google Canada
This figure is interesting because it discards the effect of new tools and concentrates on
the effect of relevant and well referenced content.
Is the combination of web 2.0 marketing tools and compelling content for investors and
site selectors enough to attract investment? At E&B DATA, we don’t believe so.
Facilitating the whole process from being on the long list, to the short list to negotiation
remains the key to landing an investment.
But the contribution of the three pillars of a successful business attraction agency: (1)
innovative marketing strategy, (2) compelling information and (3)outstanding facilitators
welcoming inquiries and questions from investors and site selectors, will position these
cities as the best place for business in addition to increasing the awareness of their area
among potential investors.
The performance of these cities over the next 24 months, given the willingness to adopt
web 2.0 tools, improving their capacity to provide site selectors with up‐to‐date and
relevant information and reinforcing there assistance to prospects, is certainly the
subject that everyone will be interested in knowing more about.
Looking at the age of the technology and speed at which it is evolving, it is too early to
try to do correlation between these initiatives and actual capital investments. Surely
enough, E&B DATA will continue to investigate this avenue, based on its capital
Investment observatory.
www.ebdata.com 20
5. Final Thoughts
According to the report, “A View From Corporate America: Winning Strategies in
Economic Development Marketing by Development by Counselors International (DCI)7,
articles in newspapers and magazines and online sources were among of the top five
responses by corporate decision makers when asked about sources that influences their
perceptions of a region’s business climate. The response of “online sources” has seen a
significant increase between 1999 and 2008. “Dialogue with industry peers” is one of
the leading sources of information influencing executive perceptions (response based
on respondent type, i.e., large company, midsize company and location advisors.)

Social media tools address both issues:

o Tools such as Twitter, YouTube and Flickr can supply data (which is not seen as
being “controlled”) will contribute to the decision making process of site
selectors.
o Networking platforms such Facebook and LinkedIn facilitates “peer‐to‐peer”
interactions among stakeholders, especially economic development officers and
potential investors.

Economic development agencies that have started to adopt social media marketing
strategies are challenging the conventional “Top Down” communications paradigm that
is attached to Web 1.0 and costly marketing campaign. By accepting to connect with
stakeholders such as potential investors, agencies via social media tool have opened up
another outlet to share information and communicate in an efficient and cost effective
manner. Agencies with limited budgets and the necessary “buy‐in” can formulate in‐
bound marketing strategies using the applications to enhance existing promotional
efforts for their region.

This study has uncovered that some Canadian cities have been slow to adopt social
media marketing tools. Possible reasons that can serve as discussion points regarding
the integration of the tools to promote their territory are:

o Business as usual
Decision‐makers have not bought into the use of social media tools for business
purposes. Web 1.0 tools, phone calls and face‐to‐face meeting are judge
sufficient.

7
Development Counsellors International (DCI), A Continuing Survey of Corporate Executives with Site Selection
Responsibilities, July 2008
www.ebdata.com 21
o Feedback is not always pleasant to read
Do cities really want to deal with real time feedback courtesy of Facebook,
LinkedIn and/or Twitter?

o The notion that the web only plays a small part of the site selection process for
potential investors
According to Mark Schaefer8 specialized in marketing strategist, if you are not
online, you do not exist. Site selectors are searching for content on promising
region across all platforms on the web. Cities remain in the old paradigm of
using expensive media offline vehicles in the form of tradeshows, magazines and
journals to market their region.

And more specifically for large cities…

o Bureaucracy gets in the way
The decision making process by a multi‐agency structure responsible for
economic development and investment attraction is often slow and decisions
are delayed. The department system in large metropolitan areas is typically
quite powerful and not always a help in pursuing innovative practices related to
business attraction.

8
Schaefer, Mark. "Social Media Best Practices For Economic Development" (Presentation) 2009, p 10
http://www.slideshare.net/Rialta/social‐media‐best‐practices‐for‐economic‐development
www.ebdata.com 22
Frequently Asked Questions
Q: How did you select the cities to be included in the benchmark study?
A: E&B DATA selected the provincial capital cities and the top 10 Canadian Census
Metropolitan Statistical Area (CMSA) as per Statistics Canada in 2006.
Q: What were the 13 used criteria?
A: Below are the 13 criteria that were used:
o Blogs
o Linked to Facebook
o Linked to Twitter
o Linked to LinkedIn
o Linked to other sharing platforms (ie, (i.e. YouTube, Flickr, Digg,
StumbleUpon)
o Podcasts (Audio or Video)
o RSS Feeds
o Newsletters
o News Alerts
o Forums
o Home page including link for site selection section
o Contact person name for site selection inquiry
o Multi‐language functionality
Q: When did you visit each website for this study?
A: Each site was visited between the dates of August 1st, 2009 and September 1st,
2009 to monitor any additions or modifications.
Q: How do you define a “social media marketing application”?
A: A social media marketing application is defined as social networks, online
communities, blogs, wikis or any other collaborative Internet form of media for
marketing, sales, public relations and customer service.
Q: How do you define “multilingual functionality”?
A: “Multilingual functionality” allows users to access content in more than two
languages.

www.ebdata.com 23
Q: What is a podcast?
A: By definition, a podcast is a video or audio file that can be downloaded directly
from a website and be played via a media player. Video clips available on
YouTube or other sharing platforms are not considered to be podcasts.
Q: What is meant by Web 1.0?
A: The Web 1.0 is the portion of the web that contains static pages (instead of
dynamic user‐generated content) and online guestbook.
Q: What is meant by Web 2.0?
A: The Web 2.0 is the portion of the web that facilitates interactive information
sharing, interoperability, user‐centered design and collaboration on the World
Wide Web.
Q: What does RSS stand for?
A: RSS is the abbreviation for "Really Simple Syndication" and is often offered in web
feed formats used to publish frequently updated content.
Q: E&B DATA considered pages and feeds directly link to the metro area economic
development agency website?

A: To avoid pages and feeds that are not deemed to be official, E&B DATA considered
only pages and feeds linked on the agency’s website.

www.ebdata.com 24
Bibliography

Brogan, Chris. “How to Create Business from a blog”, July 2008,
http://www.chrisbrogan.com/how‐to‐create‐business‐from‐a‐blog/

Development Counsellors International (DCI): A Continuing Survey of Corporate
Executives with Site Selection Responsibilities, July 2008.
http://www.aboutdci.com/dci/media/docs/Winning%20Strategies/DCI%27s%20Win
ning%20Strategies%20Report.pdf

Gordon, Josh: “The Coming Change in Social Media Business Applications, Separating
the Biz from the Buzz, Social Media Today, 2009. www.socialmediatoday.com/

Joel, Mitch, Six Pixels of Separation, Hachette, New York, Boston: Business Plus,
2009. www.twistimage.com/blog

World Bank: “Global Investment Promotion Benchmarking 2009 Summary Report”,
2009
http://www.ifc.org/ifcext/fias.nsf/AttachmentsByTitle/GIPB2009/$FILE/GIPB2009.Su
mmaryReport.pdf

Penn State University, “Tweeting is more than just self‐expression”, September
2009, http://live.psu.edu/story/41446

Schaefer, Mark: "Social Media Best Practices For Economic Development"
(Presentation) 2009. http://www.slideshare.net/Rialta/social‐media‐best‐practices‐
for‐economic‐development

www.ebdata.com 25
About E&B DATA

E&B (Economic and Business) DATA is a North American leader in the supply of
economic and business information, specializing in the industrial, emerging and
energy sectors. E&B DATA performs benchmark analysis for economic development
initiatives. Equipped with proprietary databases and information systems, E&B DATA
operates the largest business capital investment monitoring activity in Canada since
2000.

Visit E&B DATA online at www.ebdata.com

Follow E&B DATA at www.twitter.com/EB_DATA

About The Authors
Isabelle Poirier

Isabelle Poirier is the Investment Strategist at E&B DATA. She has 15 years of
experience in economic development and investment attraction strategy.

Follow Isabelle Poirier at www.twitter.com/intelegia

Ian Smith

Ian Smith is the Senior Competitive Intelligence Researcher at E&B DATA. Ian
specializes in information monitoring systems for investment attraction intelligence.

Follow Ian Smith at www.twitter.com/citweetz

Contributor

Aicha Habiby

Aicha Habiby is Project Manager of E&B DATA’S Investment Observatory.

Follow Aicha Habiby at www.twitter.com/EB_DATA


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City Agency Website Score

Top 20 Canadian Cities Web 2.0 Usage

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