NIAGARA REGION BIOECONOMY INVESTMENT MARKETING PLAN
December 2008
NIAGARA REGION BIOECONOMY INVESTMENT MARKETING PLAN
Executive Summary The Bioproducts Investment Marketing Program is a follow-up action plan that flows directly from the Bioeconomy Industry Development Opportunities for Niagara report undertaken by VISTA Science and Technology 1. The study has set the stage for concerted action building upon a foundation of broad-based strategic intelligence and understanding of three bioproducts industry sectors in Niagara: Biomass Waste to Energy; Bioechemicals from Fermentation Processes; and Biomaterials from Biomass /Renewable Components. These industry sectors are distinctive but inter-related as they all have fundamental links to Niagara’s bio-based resources and assets. The marketing strategy underscores the importance of acquiring in-depth knowledge of industry sector trends and niche industries where growth is taking place and investments are being made. The marketing strategy has a strong company-based focus that stresses the need to gather intelligence on corporate direction, activity, products/services, technologies, market orientation and the barriers that impact expansion plans. The implementation of a client management system characterized by direct personal contact and frequent communication with decision-makers or those who can directly influence the direction of a company’s capital and operational expenditures is recommended as an essential component of an international investment marketing plan. To leverage expertise, political influence and help to advance the growth of Niagara’s bioproducts sector, the marketing strategy recommends the creation of a Niagara Bioproducts Industry Council or leadership group led by industry owners and industry association champions, institutional experts, investors/developers and economic developers. Strategies that enhance engagement, face-to-face interaction with decision-makers, and the nurturing of mutually beneficial partnerships with industry leaders and international investors are the cornerstones of a customized investment marketing program. To 1
Bioeconomy Industry Development Opportunities for Niagara, VISTA Science and Technology. December 2008
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establish and strengthen business relationships, an integrated outreach program that generates contacts and business leads through networking activities, participation at industry trade shows and diligent follow-up is suggested. Follow-up activity through organized, targeted outbound investment missions and the hosting of inbound investor orientation programs that inform decisions and produce results are encouraged. To market bioproduct development in Niagara as part of an international investment outreach program the development of awareness and communication programs are suggested using an array of information dissemination tactics that include: the targeting of industry sector media channels through news releases; the development of high quality promotional materials for direct marketing; creating multimedia marketing formats including the placement of coop ads, corporate website content, and internet outreach; and the organization of industry-led orientation sessions. Each communication medium should raise the profile of Niagara’s bioproduct capacities and assets emphasizing regional growth potential, competitive advantages, a supportive business climate and local company successes in the bioproducts sector. Messaging must be bold, comprehensive and aligned with the development priorities of Ontario and Canada for high technology industries. A final section of the marketing strategy directs attention to the importance of cultivating a supportive community environment and partnerships that lead to the expansion of Niagara’s research and development capabilities. Stimulating a more intensive focus on R&D generally will require many actions that are directly linked to successful industry sector development. Advancing this environment of discovery and innovation will necessitate fostering mutually beneficial, collaborative business relationships. Likewise, it will place a premium on leveraging the expertise and business development facilities of the region’s post-secondary education system and government research institutes. Examples of partnership activity could include joint research initiatives related to commercialization of new product, or expanding institutional-based business incubation capabilities with the provision of assistance to entrepreneurs who might need access to government R&D support programs. A regional and municipal response that is reflected in supportive regulations, incentives and tax considerations will be needed to ensure that small to medium sized companies are able to engage in R&D activities that ultimately convert ideas into new products, services and markets. To implement a full range of international investment marketing programs that will help advance and expand a regional biosciences economy will require the concerted effort of all regional economic and industry partners.
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A.
Introduction
The Niagara Region Bioeconomy Marketing Plan is a follow-up component of the research initiative undertaken by VISTA Science and Technology. The study sought to document regional bio-based industry sectors and leading companies, uncover the pockets of related research and development activity that support the sectors, and identify trends and critical success factors that could spur the expansion and growth of a local bioeconomy. The findings from the report, Bioeconomy Industry Development Opportunities for Niagara, and the ideas and opinions related to specific marketing strategies offered by local economic partners, have become the foundation upon which the marketing plan for the sector rests. The investment marketing plan mirrors the growth opportunities in Ontario’s transforming bioeconomy. Exploiting the growth potential of the sector is aligned with larger re-structuring efforts occurring within the Niagara economy and has become one of the priority growth sectors for the future. The impetus to advance sector development opportunities is grounded in a recognition that many of the building blocks to advance a bioeconomy are already in place. The plan presents a multi-faceted approach that will inform and expand local understanding of the regional bioproduct sector concentrations and companies that have established their operations and roots in Niagara. The plan also outlines an engagement strategy with economic partners supported by unique marketing and communication initiatives that will help stimulate growth in Niagara. Key strategic directions each outlining a menu of focused short-term and longer term actions are identified to heighten awareness and help secure investment in the sector locally. A number of actions in each of the strategies are currently underway that reenforce the importance of growing the bioeconomy as a regional priority, e.g., the widespread dissemination of the regional economic strategy, implementation of emerging industry sector priorities outlined in Niagara Economic Development Corporation’s 2009 Business Plan, and corporate staff and industry participation in industry trade shows and symposia. However, there is more to be done to market Niagara as a location for bioeconomy activity to meet the competitive challenges from other Canadian jurisdictions and distant economies. The Niagara Region Bioeconomy Marketing Plan is not meant to be a static document. It’s a framework to guide and focus actions that create new levels of awareness, enhance regional capacities, and foster stronger public and private sector partnerships. The marketing plan invites ongoing input from the wider business and institutional communities and a commitment to help make Niagara an attractive, forward-looking investment location for regional bioeconomy development.
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B.
Canada and Ontario are Leaders in Bioproduct Development
Growth in Ontario’s Economy The binational ‘Golden Horseshoe’ economy stretching from the Greater Toronto Area around to Rochester, New York, is the third-fastest growing metropolitan area in North America. Commodities and goods produced or sourced by Ontario companies are able to reach 135 million consumers in the heartland of Canada and the United States within a day’s drive. In terms of population and household growth, and therefore growth in consumer markets, an additional 3.7 million people are expected to live in Central Ontario’s Greater Golden Horseshoe (GGH) region by 2031. This will raise the provincial population in this wider region to 11.5 million and create an additional 1.8 million new jobs. 2 The GGH has the most diversified economy in Canada with leading-edge industries and a highly skilled, agile workforce.
Bioproducts-An Industry Sector with Momentum Growing, diversifying and establishing a pre-eminent position in the highly competitive biotechnology industry is a development priority for both Canada and Ontario.
* A National Priority Canada is one of the leading jurisdictions in the world in its development of bioproduct industries with strong concentrations in biomedical, pharmaceutical, medical devices, agricultural-biotechnology and biomaterials. Bioproduct research and development, and commercialization are supported by major national strategies or programs, such as the Federal Innovation Agenda, Investment Partnerships Canada, the Agriculture Policy Framework, Technology Partnerships Canada, Sustainable Development Technologies Canada and various funding programs of federal departments. For example, developing new products, services and markets in the life sciences (biotechnology, medical devices and pharmaceuticals) are among Industry Canada’s investment priority sectors. * Ontario at the Forefront of Bioproduct Development
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Places to Grow. Growth Plan for the Greater Golden Horseshoe. Ontario Ministry of Public Infrastructure Renewal. June 2006
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Ontario in particular is home to a diverse group of bioproduct industries, manufacturing processes, research activities and commercialization services distributed throughout its regions. With one of the largest concentrations in North America, the sector is a strategic priority for growth, enunciated repeatedly in both policy direction and resource allocation, with exceptional potential for generating high-paying provincial jobs as well as contributing to a greener healthy environment.
The Bioproducts Sector-Diversity and Strength In terms of industry sector development, Ontario is one of the leading jurisdictions in the world in its development of bioproducts industries with strong concentrations in biomedical, pharmaceutical, medical devices, agricultural-biotechnology and biomaterials. A development framework for Ontario, the Biotechnology Cluster Innovation Program, has spurred widespread innovation and collaborative activity involving research institutions, colleges and universities, industry, investors and community economic partners. The province and bioeconomy industry leaders continue to stimulate product diversity, value-added innovation and networking activity within Ontario’s regional economies. For example, biotech cluster development in selected communities of Ontario, such as, the Agri-Technology Commercialization Center in the Guelph Area, has become economic anchors unlocking the commercialization potential of agriculture. This multi-focused, consortium of companies is developing products and services for a burgeoning regional economy. Industry associations such as Ontario Agri-Food Technologies are playing a major coordination role by sharing best practices and business experiences with partners whether they be regions, sectors, or companies. They actively seek to undertake or promote collaborative biotechnology development initiatives. Research undertaken at key provincial institutes and centres, such as, Brock University’s Cool Climate Oneology and Viticulture Institute and the Vineland Research and Innovation Centre in Niagara have become focal points of new discovery and product diversification in the field. Professional networking organizations, such as the Golden Horseshoe Biosciences Network, continue to provide support to the sector through their lobbying, advocacy and policy guidance to governments as well as their monitoring of global trends.
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C.
Niagara’s Bioproduct Competitive Strengths
Niagara’s Natural, Physical and Location Assets Niagara is one of the economic hubs within the Greater Golden Horseshoe area with unique location, natural and physical assets that have the potential to support a bioeconomy. With a robust agricultural and agrifood business infrastructure; abundant supplies of water, energy and biomass; milling operations; institutional bioscience research, and industry expertise drawn from a number of leading-edge companies, the region has become an attractive location for investment in bioproduct enterprise development. Agricultural activity in Niagara is diverse and deep; however, the landscape is rapidly changing. Many of the competitive advantages once enjoyed by Niagara growers and producers have diminished as a result of new trade and regulatory environments coupled with increased energy, operational and transportation costs. Small to medium-sized growers and food producers are continually challenged to diversify and expand their businesses. They need to develop new products, identify new market opportunities, and access investment capital to grow their businesses and help sustain an agribusiness economy. Expanding research and development built upon the region’s extensive horticulture and viticulture operations, and its access to carbohydrate feed stock, presents a unique opportunity. Located on or close to major highway networks, rail, marine and air routes, Niagara is one of the key 'gateways' to Canada that link companies continentally and to the global marketplace. Over 19 percent of all bi-national trade in goods between Canada and the United States pass through border crossings into Western New York State and then on to established north-south trade corridors. Expanding Niagara’s Nascent Bioeconomy Independent assessments of Niagara’s existing bioproduct industries and its inherent competitive strengths have identified ‘critical success factors’ that underpin and have the potential to activate this sector within the region 3. Specific research such as a recently commissioned study4 by the City of Port Colborne describes that community’s bioproduct development options for the future built upon its base of bio-manufacturing industries located in an industrial site known as ‘Carbohydrate Valley’.
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BioeconomyIndustryDevelopment Opportunities for Niagara. VISTA Science and Technology. 2008 Biotechnology Industry Strategy. City of Port Colborne. 2004
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Likewise, an industry overview undertaken by VISTA Science and Technology for Niagara Economic Development Corporation, and Niagara College 5 examined bioenergy and biochemical growth opportunities within Niagara and offered a first-stage implementation strategy specific to these sub-sectors. The Golden Horseshoe Biosciences Network has commissioned regional research to help create a new vision for bio-based industry development in Niagara. In its report, Biotechnology Cluster Innovation Strategy 6, the growth potential of the region’s agricultural assets, its base of existing related bio-based industries, and its potential to capitalize on emerging trends are highlighted.
Expanding the Base of Bioscience Companies and Related Applied Research Global manufacturers are already discovering that Niagara is a highly competitive location to build leading-edge bio-product processing plants. The ‘Carbohydrate Valley’ in Port Colborne has become the region’s major hub of bioproduct manufacturing with the presence of transnational firms like Casco Inc. and Jungbunzlauer Canada Inc. as anchor corporations. Domestic companies such as Norgen Biotek Corporation in Thorold, Biolyse Pharma Corporation in St.Catharines, and Envirofix Corporation in Niagara Falls are establishing niche bioproducts, such as, health-related bioproducts and environmental remediation processes, grounded in applied bioscience research. These industries are underpinned by major investments in the region’s post-secondary training infrastructure. Brock University’s Cool Climate Oneology and Viticulture Institute, its doctoral level graduate studies in Biotechnology, its Institute of Molecular Catalysis and Centre of the Environment, and its planned Biosciences Research Complex along with the Centre of Innovation for Bio-manufacturing are major assets that attract talent, expertise and research support. Niagara College’s skills training programs in agribusiness, horticulture and environmental studies, its unique Teaching Winery and vineyards, and its vision to transform the Glendale Campus into an ecological-oriented learning environment for students, staff and visitors has become a focal point of applied research activities. Graduating students from its bioscience and business programs are skilled practitioners needed for an emerging regional bioeconomy. The Niagara Region maintains a Centre for the Environment to administer water quality and waste water treatment programs. Many of its secondary treatment and disinfection programs involve the conversion of organic and biosolid materials into bioproducts eg., methane, fertilizer.
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A Niagara Region Bioproducts Initiative. VISTA Science and Technology. 2007 Biotechnology Cluster Innovation Stategy. SHI Consulting. July 2004
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Investments by Canada and Ontario in the newly established Vineland Research and Innovation Centre are building regional capacity to develop collaborative programs with academia and both the public and private sectors in order to share research expertise, disseminate new knowledge, and develop commercial products and services that the market wants. A new regional hospital, under development as part of Niagara’s Health Care System, will become a hub of biomedical research and practice.
Niagara’s Economic Strategies Foster Bioeconomy Growth Niagara’s revised Niagara Economic Growth Strategy 2009-2012 embodies a commitment to maximize the innovative capacity, intellectual assets, and business regulatory environments that help create entrepreneurial activity as well as build the collaborative partnerships that can convert opportunities into new forms of economic activity. Stimulating growth in emerging regional industry sectors, such as bioproduct manufacturing, is a cornerstone of the strategy. The Niagara Region’s ongoing support for agriculture, captured in research undertaken by its Agricultural Task Force, such as the Regional Agricultural Economic Impact Study 7and the Agricultural Action Plan: Growing the Industry. Farm Economic Viability for the Long-Term 8, has endorsed the expansion, growth and a repositioning of regional agriculture into new economic areas, such as, agri-based bioproducts. Research undertaken by KPMG has conclusively documented Niagara’s competitive advantages as a cost-effective location to establish business operations. 9
Niagara’s Lifestyle and Amenities Site location specialist and investors are increasingly drawn to regions or communities that can offer reasonable operating costs, easy transportation and, above all, quality of life with a full spectrum of social, cultural and recreational amenities. Over the years Niagara’s easy lifestyle and its abundant attractions have attracted both retirees and industries that can grow in any economic environment. This is an intangible but important feature of the Niagara economy that adds value to the region’s attractiveness for investment and a key consideration in marketing the region.
In summary, Niagara has an emerging base of enterprising bioeconomy companies that are creating new products and serving new markets, led by entrepreneurial business leaders, and supported by significant regional investments in research and development infrastructure. While Niagara’s bioproducts industry sector is still in its nascent stages of 7
Regional Agriculture Economic Impact Study. Regional Municipality of Niagara. July 2003 Agricultural Action Plan: Growing the Industry. Farm Economic Viability for the Long-Term. Regional Municipality of Niagara. 2006 9 Competitive Alternatives. KPMG 2006 8
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development the fundamental building blocks and assets are available for developing a stronger cluster of industries or unique services within this sector. D. Investment and Market Development Opportunities Niagara’s competitive advantages and other strategic assets have set the stage for increased levels of investment in a regional bio-economy. Most of the components to advance Niagara-based bio-products development agenda are in place. They constitute a mosaic of ‘critical success factors’ 10 that are necessary to advance regional bioproduct development. What is needed is a targeted and integrated investment marketing plan that builds upon industry sector research, competitive intelligence and industry trends. The marketing plan will help guide industry diversification and begin to reposition growth away from traditional and declining industry sectors. It will target sectors and key companies that can build upon and complement Niagara’s existing bioeconomy base. The strategies outlined below will help focus institutional research and the regional training system on emerging bioproducts industry sectors for Niagara. The longer term goal will be to stimulates industry-government-institutional collaboration and develop a public and business climate that is supportive of biotechnology enterprise development.
E.
GOAL
To strategically position Niagara as one of Ontario’s emerging bio-economies by expandng the market base and scope of existing industries and attracting new enterprises into the region through investment marketing initiatives and industry partnerships in both domestic and international markets.
The investment marketing strategies to achieve this goal for the region’s emerging bioproducts sector will consist of a multi-dimensional effort that combines expanding our understanding and intelligence of the regional bioeconomy sector in Niagara and, utilizing the knowledge of company products and services as well as markets and research focus, seek to attract additional investment into the region. This sector and company focus will be supported by traditional marketing and engagement programs that tell a compelling story about Niagara’s competitiveness in this emerging field.
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See Appendix A CRITICAL SUCCESS FACTORS
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F.
STRATEGIES AND NEEDED ACTIONS
Strategy 1: Focus on Targeted Bioproduct Sectors Over the years Niagara’s economic development agencies have sought to develop strategic intelligence and develop programs to expand existing industry clusters and to attract new investment into their areas. This requires an in-depth understanding of the requirements of the particular industry sector-access to basic resource inputs, products and services, supply chain networks, the application of unique technologies and processes, an available pool of expertise and skills, market outreach, and supportive public administrations. Developing investment attraction strategies for targeted sectors is based on acquiring this broad range of knowledge as well as developing partnerships and identity derived from the synergies associated with collective action. In the study, Bioeconomy Industry Development Opportunities for Niagara, commissioned by the Niagara Economic Development Corporation and financially supported by Canada’s Community Investment Support Program, the following targeted sectors have been identified as the foundations upon which a regional Bioproducts economy will be built: Biomass Waste to Energy Bioechemicals Derived from Fermentation Processes Biomaterials from Biomass /Renewable Components.
These industry sectors are distinctive but inter-related as they all have fundamental links to bio-based resources and assets. Companies within each of the sub sectors have made Niagara their home. We need to focus the region’s marketing efforts on their expansion and growth.
Strategy 1: Implement a Targeted Bioproduct Sector Development Marketing Strategy The first major marketing strategy focuses directly on building a broad base of strategic intelligence and acquiring an in-depth understanding of the three bioproducts industry sectors in Niagara: Biomass Waste to Energy; Bioechemicals from Fermentation Processes; and Biomaterials from Biomass /Renewable Components. a) Biomass Waste to Energy
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•
Build on the agriculture production and processing receptor base for the utilization of biomass waste to energy technologies.
Biomass Waste to Energy refers to any form of energy produced from biomass/renewable feedstock that develop end products such as steam, electricity, thermal forms of energy. The waste to energy receptor base in the Niagara offers a compelling environment to attract waste to energy technology providers to the region. Three Niagara companies highlight the diversity of biomass waste to energy activities that are already in this sector of the regional bioproducts industry base: • •
•
Planet Biogas Solutions, a local firm designs, builds and installs anaerobic digester systems for use in greenhouses, poultry barns or factories that produce organic by-products; Walker Industries is involved in several markets of the bioeconomy including the generation of biogas from landfill biomass. Biogas generated from the company’s landfill sites help power the electrical energy requirements of a nearby paper mill manufacturing operations. Vandermeer Greenhouses is using vineyard biomass to generate heat and electrical energy using anaerobic digester systems and is diverting excess power back into the electrical grid.
Other R&D initiatives are exploiting the potential to generate biofuels from organic feedstock. For example, although not present in Niagara, SME entrepreneurs in other locales are at work processing algae feedstock as a source of biofuels. With Niagara’s extensive shoreline within the Great Lakes Basin, there may be potential to pursue economic activity utilizing this resource. b) Bioechemicals from Fermentation Processes •
Leverage regional expertise in fermentation to build on and expand industrial fermentation processes
Biochemicals are derived from biological processes such as fermentation and other processes where at least part of the product is a biological organism or component e.g. enzymes, molecular probes, microbes, yeast, bacteria. • •
•
Research undertaken by the Cool Climate Oenology and Viticulture Institute at Brock University, in partnership with local wineries, is helping probe the potential of fermentation processes related to generating new varieties of wine. Jungbunzlauer Canada Ltd in Port Colborne’s “Carbohydrate Valley” manufactures natural, biodegradable ingredients for the food, cosmetics and pharmaceutical industry. Some of the products include, for example, citric acid a natural occurring fruit acid produced commercially by microbial fermentation. The Vineland Research and Innovation Centre (VRIC) will focus its research on developing a bio-active compound industry in the Niagara based on the extraction 11
of individual molecular species from regional crops, and/or processing coproducts. c) Biomaterials Derived from Biomass /Renewable Components •
Build on research and manufacturing processes that produce industrial compounds/products from biomass/renewable components
Biomaterials are compounds produced from biomass or composites that incorporate biomass/renewable components. The range of products developed is diverse and include such products as bioplastics, natural fibre composites, biobased paints and coatings, rigid components (e.g. tiles, panels, beams and posts, tubes/pipes, casings, or other formed products), or granulated products (e.g. chips, pellets, dust). A limited number of companies are developing products based on biocompounds. •
Sherwin-Williams Canada Inc in Fort Erie is conducting R&D and through its GreenSure Initiatives is using sustainable raw materials such as soy and sunflower oil in their paints.
Opportunities exist to produce and market biomaterial products derived from other forms biomass conversion, e.g., organic fertilizer from waste water purification processes. Developing an inventory of biomaterial operations and future opportunities could encourage future research and product development. Required Action •
Develop an in-depth, understanding of the requirements of each targeted bioproduct sector with strategic intelligence on links to regional assets, supportive infrastructure; technologies, products and services; suppliers and supply chain networks, and domestic and international markets Responsibility: Niagara Economic Development Agency (NEDC); Golden Horseshoe Biotechnology Network (GHBN)
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Create a regional Niagara Bioproducts Industry Council or leadership group led by industry practitioners and industry association champions, institutional experts, investors/developers and economic developers Responsibility: NEDC, GHBN and industry partners
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Designate an organization to assume a lead role in mobilizing existing capacity and fostering inter-company collaboration as well as partnership development with post-secondary institutions, especially with Brock University and Niagara College, and research institutes such as the Vineland Research and Innovation Centre, Agriculture and Agrifood Canada.
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This will be a major goal of the Niagara Bioproducts Industry Council as part of a regional mobilization strategy that gives direction and leverages resources to create competitive advantage for regional bioproduct sector development. Responsibility: GHBN (lead), NEDC
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Commission industry sector research that provide in-depth analysis of human resource needs, capacities and required skills to expand current bioproduct operations or to attract new companies into the sector Responsibility: NEDC, Niagara Workforce Planning Board; post-secondary institutions
Strategy 2: Implement Marketing Programs to Expand or Grow Niagara Bioproduct Companies. Over the years the economic development community has learned that promoting Niagara as a location for investment and corporate development involves having an in-depth knowledge of company operations and direct personal contact with decision-makers or those who can directly influence the direction of a company’s capital and operational expenditures. It has also recognized that there are a number of business development mediators that directly or indirectly influence a company’s investment decisions. These include professionals from the site selection community; suppliers of goods and services; municipal/regional economic development staff; staff from provincial or federal international trade centres; investment, financial and legal professionals; chambers of commerce; industry sector champions; and potential economic partners. Engagement, face to face interaction and nurturing mutually beneficial relationships becomes increasingly important in this type of marketing. This company-focused component of the marketing strategy requires a significant investment of time, energy and resources to affect positive outcomes.
Required Action •
Develop and implement a business-focused ‘key account’, or ‘Corporate Calling Program’ to establish frequent and regular contact with the senior management of Niagara’s major bioproduct employers. The intent of this company-based activity is to understand each company’s products/services, technologies and market orientation and ascertain what they need to survive and grow. Regular
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contact with these firms, characterized by personal relations with decision-makers and ongoing communications, would highlight the issues and barriers faced by these companies in their expansion plans. Responsibility: NEDC and municipal economic developers
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Develop a business development orientation program that targets intermediaries, and suppliers to local bioproduct companies, real estate groups, accountants, investment community Responsibility: NEDC (primary) and municipal economic developers
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Organize and host, in cooperation with local bioproduct firms, industry orientation familiarization tours for domestic and international investors, developers and site selection specialists. Responsibility: NEDC, municipal economic developers and industry partners
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Solicit the participation of senior executives in local economic development activities as well as external and in-bound investment and trade missions, eg., Niagara Week, biotech investment missions Responsibility: NEDC, municipal economic partners and industry partners
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Qualify investment leads and develop a coordinated follow-up program with companies identified in the sector’s marketing efforts Responsibility: NEDC and municipal economic partners
Strategy 3: Communication and Outreach The competitive environment from other jurisdictions domestically and internationally is intense, focused, and has momentum. Niagara is determined to establish a strong position and brand identity around key bioproduct sectors and its leading edge companies. An intensive communication and outreach investment marketing programs is suggested in the following strategy and actions. It must be bold, comprehensive and aligned with the development priorities of Ontario and Canada for high technology industries. It must also ensure that the messaging is delivered to the appropriate bioproduct sector targets, the corporate decision makers and intermediaries, and business and community stakeholders.
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Create greater awareness of the importance of bioproduct development in Niagara and gain support for developing this sector within governments, media and the investment community
Required Action Develop a comprehensive communication program targeting industry sector media channels to raise the profile of Niagara’s capacities and assets emphasizing its potential, competitive advantages, supportive business climate and local company successes in each sector. The multimedia mix should include: posters, print media, e-news, web-based descriptive text, video and DVD imaging. would strengthen the perception and identity of the region as a place to invest. Develop a print and digitized library of successful local bioproduct industry images for trade show displays, web content, print media. Incorporate the new Niagara Original logo in all media messaging. Responsibility: NEDC and municipal economic partners
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Develop information bulletins describing funding sources and technical resources available to companies for bioproduct development available from governments to support R&D, industry-academic collaboration, technology transfer and commercialization, and human resources development, e.g., NRC Industrial Research Assistance Program; Ontario’s: Next Generation Jobs Fund, the Innovation Demonstration Program, the New Technology Tax Incentive program, the Next Generation Biofuels Fund, and the Community Power Fund. Responsibility: NEDC and the GHBN
Orchestrate the placement of articles and purchase coop ads in major business media and related trade publications to highlight the achievement of regional bioproduct companies, e.g, Bio Business, Biotechnology Focus, Ontario Agrifood Technologies, Ministry of International Trade and Investment’s Ontario Business Report; the Globe and Mail's Report on Business; Business Executive Director,and other BIO Industry affiliated journals Responsibility: NEDC, GHBN and industry partners •
Develop a Niagara-focused, sector-oriented Niagara Bioproducts Bulletin
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Responsibility: NEDC, GHBN and industry partners
Strategy 4: Engagement Focus Marketing initiatives must encourage the active engagement of corporate decisionmakers, civic leaders, government influencers and the development community around growing the regional bioeconomy. Participation at professional gatherings and nurturing mutually beneficial relationships becomes increasingly important in this type of informal marketing. This component of the marketing strategy requires a significant investment of time, energy and resources. Develop an efffective industry and government engagement program to promote investment attraction in Niagara’s bioeconomy Required Action: •
Actively participate and develop business relations with bioproduct industry leaders at industry trade associations gatherings and investment marketing missions Scheduled Industry Trade Shows: Agrifood Innovation Forum, Toronto February 2009; Renewable Biofuels Ethanol Conference, San Antonio, Texas February 2009; BIO, Atlanta, GA May 2009; World Congress BIO, Montreal, PQ., July 2009; BIOP Montreal November 2009;Canadian Farm and Food Biogas Conference and Exhibition, March, London, Ont; Growing the Margins Conference and Exhibition March 2009, London, Ont. Missions: A bioproduct component will be incorporated into 2009 missions planned for Germany and Japan. Responsibility: NEDC, GHBN and municipal economic developers
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Establish working relationships with staff from provincial and national research institutes to promote Niagara as a location for research, product/service development and investment eg, Ontario Ministry of Research and Innovation, Department of Foreign Affairs and International Trade, Industry Canada, Agriculture and Agrifood Canada, Vineland Research and Innovation Centre Responsibility: NEDC, municipal economic developers
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Work directly with staff from the Canadian embassies, the Trade Commissioners Services, Ontario’s International Marketing Centres to establish US and international
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business investment leads related to Niagara's biotech development. Develop effective follow-up programs Responsibility: NEDC (primary), municipal economic developers
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Host regular networking opportunities for local industry, academia and government leaders eg., workshops on bioproduct trends, research activities and joint projects Responsibility: NEDC, GHBN and industry partners
Strategy 5
Expand Niagara’s Research and Development Capacities
In order for Niagara to grow, excel in key industry sectors, or secure its share of emerging industries that are poised for growth, a commitment to expanding research and development capabilities must become a regional priority. In this competitive environment, expanding the base and scope of research and development (R&D) within the region’s post-secondary education and training system, and its leading companies, is imperative. Leaders at both Brock University and Niagara College have declared their intent to invest in and develop the right mix of educational resources that will enable Niagara to compete for investment, industries and jobs in an emerging bioeconomy. Each institution has a unique contribution to make to Niagara’s economy and must increasingly assume a major role in converting R&D opportunities into new forms of economic activity. Likewise governments and local public administrations have a significant role to play in cultivating a vibrant research and development environment that is attractive to investors and developers. The marketing strategy associated with changing directions, altering mind-sets and focusing investment on building research and development capacity must take many forms and new directions. Expand Niagara’s Research and Development Capacities as they Relate to Developing a Bioproducts Industry Sector Required Action: •
Encourage a broad range of collaborative activities leveraging the assets of the region’s post-secondary institutions, government research institutes and leading companies in developing R&D capabilities focused on bioproduct development. Responsibility: GHBN; NEDC, institutional and industry partners
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Increase the profile and heighten the importance of Niagara’s bioeconomy development potential as a strategic direction for the future. Imbed and reaffirm its importance in updates of the Navigating our Future: Niagara’s Economic Strategy and the strategic directions of the Region and municipalities Responsibility: Niagara Region Council; municipalities, NEDC’s Board of Directors,
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Foster and maximize the growth of meaningful, collaborative relationships between Brock University and Niagara College and leverage their combined expertise and resources to stimulate joint research activities and advance the commercialization of innovative ideas. Utilize a full range of small business development supports to bioproduct companies, such as, directed activity to access start-up capital and demonstration funds through a more aggressive utilization of government R&D grant programs for industry that require institutional cooperation. 11 Responsibility: Brock University, Niagara College, Regional Council, NEDC and GHBN
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Encourage the early establishment of planned incubation facilities at Brock University’s Biosciences Research Complex and Centre of Innovation for Biomanufacturing, the proposed facilities to be housed at the Vineland Research and Innovation Centre; and encourage the expansion of Niagara College’s ‘learning enterprises’ program targeting horticulture, agribusiness and manufacturing technologies programs. Responsibility: Brock University, Niagara College, Regional Council, NEDC and GHBN
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Implement proactive regional and municipal business attraction policies and regulations that encourage investment in R&D-based development in Niagara’s bioeconomy, eg., incentives, development charges, taxes, access to capital. Responsibility: Niagara Region, municipalities, NEDC, Niagara Industrial Association
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Develop business case proposals to senior levels of government to secure political support and R&D funds for collaborative joint research ventures, technology transfer arrangements, staff exchanges and partnership activity between the region’s post-secondary institutions, government research institutes and leading companies related to the development of a biomass economy. Responsibility: NEDC, GHBN, municipal, institutional and government partners,
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Senior tier government support for innovation and R&D activities are growing. A number of programs are particularly relevant as they require or support mutually beneficial joint research and commercialization activities such as the federal government’s SHRED and IRAP programs and the ongoing support fo industry available through Ontario’s Centre of Excellence programs
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Develop international investment programs, focusing especially on US companies, to promote Niagara as a location for establishing satellite R&D operations in Canada. Responsibility: NEDC
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APPENDIX A
CRITICAL SUCCESS FACTORS
CRITICAL SUCCESS FACTOR Strong Science Base
Research & Development Support
Entrepreneurial Culture
Availability of finance
Business support services
Skilled workforce Effective networking
Supportive policy environment
Physical Infrastructure
INDICATORS • Leading research organizations; relevant and active university departments • Critical mass of researchers • Level of R&D funding from both public and private sources • National, provincial R&D ranking • Incentives offered to small businesses and inventors, Entrepreneurial activity in the region. • Business incubators • Number of new establishments • Commercial awareness and entrepreneurship in universities and research institutes • Seed capital • Venture Capital • Business Angels • Number of businesses that support other businesses: legal, accounting, intellectual property, human resources • Availability of skilled workforce • Training provision at all levels • Shared aspirations to be a cluster • Regional trade associations • Shared equipment and infrastructure • Frequent collaborations • National and provincial innovation support policies • Support from regional/local economic development offices • Telecommunication, transportation infrastructure • Access to consistent supply of inputs • Specialized premises such as incubators and laboratories
RANKING 3
4
4
2
3
3 2
2
3
20