Strategic Advantage: New features overview video now available

October 26th, 2007

EMSI has put together a short video walkthrough of the new features in Strategic Advantage, including instant region switching, economic indicators, smart tables, and much more.

Click here to view the video in Flash format.

How to use Strategic Advantage for Community Based Job Training Grant Applications

October 22nd, 2007

EMSI has developed a document to assist colleges applying for Community-Based Job Training Grants. The PDF takes users step-by-step through the Strategic Advantage tool to gather data that meets a number of the requirements in the solicitation. Note: the solicitation for applications has been extended. Applications must now be submitted by October 31 of this year.

Download the PDF: How to Use Strategic Advantage for CBJTGs

EMSI’s Input/Output Multipliers: A Comparison with Other Models

October 2nd, 2007

This brief document reviews the methodology behind EMSI’s input/output multipliers in comparison with IMPLAN, RIMS II, and REMI’s PolicyInsight.

Read the full PDF here: EMSI Input-Output Multipliers Comparison

Introduction to EMSI’s Industry & Cluster Gap Analysis Tools

September 20th, 2007

Clusters are one of the hottest topics in economic and workforce development. The concept of industry cluster analysis, however, can be somewhat ambiguous. This document walks through the industry and industry cluster gap analysis reports available in EMSI’s Strategic Advantage (specifically the Economic Impact module). These tools allow economic development professionals to identify “missing links” in a regional economy so that they can target recruitment efforts on businesses that will complement existing industries and clusters, thus maximizing return on investment.

Read the full document (PDF): Introduction to the Industry and Cluster Gap Analysis Tools in Strategic Advantage

Practical input-output modeling: predict economic impacts

September 13th, 2007

Because individual businesses and entire industries are connected in a complex web of interdependent relationships, regional planners can never afford to make decisions based solely on changes affecting a single employer or industry sector. Any changes in one will have very real ripple effects not only on suppliers but also indirectly on local businesses that depend on the spending of affected employees. How will these indirect effects be addressed by the region’s government agencies, economic development council, workforce board, and community college?

Download the full document (PDF): Practical Input-Output Modeling