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; sreATEGY 5 <br />8.2 Positioning <br />85 <br />If an essential finding of this analysis is accepted; that there is sufficient market demand <br />to support I million square feet of additional office development in the Town of Chapel <br />Hill over time; and, the policy framework is honed to facilitate its introduction and <br />sustainability, then the Town may choose to take steps to position itself for this market <br />strategy. Among those steps the Town might consider in the positing strategy include: <br />• Ensure that existing office projects receive the highest level of consideration in <br />positioning the market to encourage occupation of vacant space, continued <br />tenancy of space, and demand for space that is in the development pipeline. <br />Functionally full occupancy is probably the best advertisement for future <br />investment. <br />• Identify development opportunities sites that coincide with site selection criteria, <br />current Town zoning and regulatory framework, synergy with the existing office <br />clusters and corridors, etc. These may be inventoried, quantified, photographed <br />and placed into the context of this and other studies to provide the investment <br />community with confidence that the Town supports private investment in this <br />type of real estate development. These efforts can compliment, and be <br />complimented by, local real estate brokers and other real estate professionals. <br />• Prepare small areas plans that further define and conceptualize office projects on <br />the opportunity sites suggested above. These can provide a platform for imbuing <br />projects with community values, local design preferences, and solving physical <br />development hurdles in advance — thus facilitating and encouraging investment by <br />the real estate industry. Similar to small area plans, site - specific corridor plans, <br />transit - oriented development (TOD) plans, etc. can be used in a like fashion. <br />• Undertake proactive developer /investor solicitations for these projects. The <br />realm of investment interest need not exceed the local /regional boundaries, but <br />consider that Chapel Hill and the Research Triangle have international recognition <br />and desirability. <br />8.3 Promotion <br />Given the reality of a global market with technology transfer, transportation links, and <br />increasing co- dependence between nations, industries, etc. it is not unreasonable to view <br />the potential for office in Chapel Hill with something of a world view. If this view is <br />accepted then the objective becomes capture. If capture is the objective, promotion <br />becomes the essential tool. There is already a sophisticated promotion and marketing <br />system in place that can (and does) benefit Chapel Hill. There are a myriad of <br />organizations at the national level (e.g. U.S. Department of Commerce), state level (e.g. <br />Cy] <br />