Commercial Market Analysis for Ancaster Heritage Village

Transcription

Commercial Market Analysis for
Ancaster Heritage Village
April 2010
URBAN  MARKETING  COLLABORATIVE  a division of J.C. Williams Group
17 DUNDONALD STREET, 3RD FLOOR, TORONTO, ONTARIO M4Y 1K3. TEL: (416) 929-7690 FAX: (416) 921-4184 e-mail: [email protected]
350 WEST HUBBARD STREET, SUITE 240, CHICAGO, ILLINOIS 60610. TEL: (312) 673-1254
Ancaster Heritage Village
Table of Contents
Executive Summary
1
1.0
8
Introduction
1.1
2.0
Background And Project Information
Fact-Finding And Analysis
8
11
2.1
Ancaster Heritage Village Trade Area Delineation
11
2.2
Trade Area Boundaries
16
2.3
Trade Area Population Characteristics
19
2.4
Consumer Expenditure And Attitude Analysis
30
2.5
Consumer Survey – General Overview
36
3.0
Retail/Commercial Audit
53
4.0
Strengths, Weaknesses, Opportunities, And Threats
57
5.0
Ancaster Heritage Village Commercial Action Plan
60
5.1
Ancaster Heritage Village Commercial Realities, Niche, Vision, And Principles
60
5.2
Target Markets
67
5.3
Organizing For Success
68
5.4
Economic Development
75
5.5
Major Marketing And Branding Strategies
85
5.6
Programs For Enjoyable Shopping
93
5.7
Measuring Success
APPENDICES
101
101
Appendix B Retention And Resources
URBAN  MARKETING  COLLABORATIVE  a division of J.C. Williams Group
17 DUNDONALD STREET, 3RD FLOOR, TORONTO, ONTARIO M4Y 1K3. TEL: (416) 929-7690 FAX: (416) 921-4184 e-mail: [email protected]
350 WEST HUBBARD STREET, SUITE 240, CHICAGO, ILLINOIS 60610. TEL: (312) 673-1254
Commercial Market Analysis Ancaster Heritage Village BIA
Ancaster Heritage Village BIA
Executive Summary
Ancaster Heritage Village Business Improvement Area (BIA) is a recently formed
organization. Currently, it represents most of the businesses that front on Wilson Street
from Montgomery Drive to Dalley Drive as well as others such as The Old Mill on Old
Dundas Road. The Ancaster Heritage Village BIA was created with input from and the
guidance of stakeholders and interest groups, including the City of Hamilton.
Urban Marketing Collaborative was contracted by the City of Hamilton to develop a
commercial market strategy for the newly formed BIA. The scope of work was to assess
the retail area’s strengths, weaknesses, opportunities, and threats, with respect to
developing both short and long-term recommendations. This action plan incorporates:
 Organizational elements;
 Economic development, including retail retention and recruitment;
 Marketing and communications;
 Other programs, activities, and policies that help the retail environment.
The following recommendations in the report are guidance measures for the BIA and the
City and not direct policy documents. This report should be used as reference for the
future Secondary Plan process.
Niche and Vision
The overall vision for Ancaster Heritage Village will be built upon the idea of heritage,
respite, rejuvenation, and a small shopping village. It will be family focused with a
range of town functions including the library, cultural attractions, a community centre,
and recreational facilities, along with mixed-use buildings with offices or residential
above. People who visit Ancaster Heritage Village will be able to absorb the atmosphere,
relax, and, when they leave, they will feel refreshed.
Urban Marketing Collaborative
1
Overall, Ancaster Heritage Village commercial businesses must have a focus that works
to support the local population first. It would be very easy to recommend a strategy that
focuses on the tourist market to become akin to places such as Mount Tremblant, St.
Jacobs, Merrickville, or Niagara on the Lake. While these are interesting places, they lack
focus as it relates to the local population, and are primarily tourist destinations. This
means they are at the mercy of exchange rates and fickle tourists.
The retail strategy for Ancaster Heritage Village must work to enhance the needs of the
local population to want to shop and visit Ancaster Heritage Village as a complete,
livable, and walkable community. The visitor strategy then works to re-enforce an
authentic small-town atmosphere. The visitors will want to come and experience this
slice of “paradise” about which the local residents are very passionate. The visitors will
be immersed in the local Ancaster Heritage Village culture (third oldest town in Ontario)
that is authentic, real, and heartfelt. Visitors will be able to “live the Ancaster Heritage
Village way of life” for a brief period.
This strategy will place Ancaster Heritage Village in a unique situation compared to
other smaller towns in Canada and the United States. Ancaster Heritage Village
becomes a sort of club to which residents want to belong. The village core becomes the
place where locals socialize and interact – a type of third place away from
work/volunteer commitments or home. This is where they meet their friends and
neighbours at the Purple Pony, Rousseaux House, Tim Hortons, or browsing through
Needles. To this end, the physical improvements must work towards enhancing the
latter brand image of belonging, in addition to fostering a sense of casual socialization
for local residents in a more intimate retail setting. To accomplish this, there needs to be
a better understanding of traffic flow, in terms of both vehicular origins and the final
destinations that these vehicles are travelling to. With this information, it will be
possible to determine how traffic that is only passing through the village core can be
diverted.
A strategy that focuses on local residents related to heritage, art, culture, recreation, and
entertainment would provide a return on investment. Consumers want to be entertained
in the retail commercial locations of Ancaster Heritage Village. They demand excellent
service, knowledgeable staff, and a fun and casual atmosphere.
2
Ancaster Heritage Village will be the vibrant, active centre of a community node in the
City of Hamilton and the community of Ancaster. A community wants to foster the
notion of being known as close knit and friendly. The “town/community centre”
steeped in tradition and history, with buildings, streets, and streetscapes that reflect its
unique past and its role as the town meeting and gathering place. It will:
 Incorporate the small-town tradition between the country and the city. The word
“quaint” does not fully encapsulate the entire atmosphere of Ancaster Heritage
Village. It is more sophisticated than most rural towns and villages due to its
proximity to Hamilton and the Greater Toronto Area.
 Maintain its small-town tradition with links to the surrounding rural, escarpment,
natural springs, waterfalls, and adjacent urban areas.
 Be a sociable and friendly community whose heritage and rural traditions will be
preserved and enhanced.
 Maintain its historic village core as a central meeting place and shopping area for the
community and adjacent rural and urban areas.
 Be an environmentally aware community with a linked green space system,
including protected natural heritage features.
 Be economically and physically accessible to people of all ages and interests.
 Be a well-designed community incorporating its heritage roots with attractive
streetscapes and building designs that encourage socialization in a friendly manner.
The scale of development has to have a pedestrian-oriented focus, with strong linkages
to trail systems that link residential to the commercial areas along Wilson Street, as well
as to recreational activities. The ease of vehicular access to the village and the provision
of parking areas are effectively promoted. This enhances visits to businesses and
recreational, cultural, entertainment, and religious venues. A community centre would
reinforce the village’s role as a meeting place, and serve as a focal point. The Ancaster
Town Hall/library and nearby recreation areas should serve as a meeting place for
residents and visitors.
3
Action plan recommendations include:
Recommendations – Organization
Action Step
Time Frame
Responsibility
Develop a full set of communication tools, assign
a budget, and resource time against each
Immediate
Ancaster Heritage
Village BIA
Finalize a job responsibility program for the
executive director
Immediate
Ancaster Heritage
Village BIA
BIA to canvas for support and increase
communication and work with non-members
Immediate
Ancaster Heritage
Village BIA, City
Evaluate BIA committees ensuring that they are
working towards strategic planning and
developing tactics to carry out the goals set
Within 18
months
Ancaster Heritage
Village BIA, City
Develop methods for increasing private/public
sector investment including corporations,
foundations, public sectors, houses of worship,
and other private sector bodies
Short-tomediumterm
Ancaster Heritage
Village BIA
Coordinate with local groups, clubs, and
associations (e.g., Golf Club, Garden Club, etc.) to
discuss opportunities to fund specifically
identified local-based projects within the village
Short-term
Ancaster Heritage
Village BIA and
other groups and
organizations
4
Recommendations – Economic Development Strategies
Action Step
Time Frame
Responsibility
BIA to set goals and objectives for retail
recruitment as well as other community activities
(community centre, recreational facilities, arts,
culture, etc.). Goals should be to increase retail
merchandise to 15% in the short term and with the
overall goal of 20% in the longer term.
Convenience retail should increase to 6% in the
short term and 10% in the long term
Immediate
Ancaster Heritage
Village BIA
Continue to enhance farmers’ market
Begin commercial retention programs
Ancaster Heritage
Village BIA
Short-term
Ancaster Heritage
Village BIA
Develop a one page of strengths of Ancaster
Short-term
Heritage Village BIA that a potential retailer would
find helpful (facts on why you should locate here)
Ancaster Heritage
Village BIA
Develop programs related to improved customer
service
Short-term
Ancaster Heritage
Village BIA
Develop program of potential retail and
community uses along the entire BIA including
conversion of residential to retail, mixed-use
building opportunities, other infill potential, and
redevelopment of existing buildings
Short-term to
mediumterm
Ancaster Heritage
Village BIA
Develop potential incentives, ideas, and programs
to help facilitate new businesses to open in the BIA
Mediumterm
Ancaster Heritage
Village BIA, City
Act as a liaison for retail investment opportunities
Mediumterm
Ancaster Heritage
Village BIA
5
Recommendations – Marketing and Branding Strategies
Action Step
Time Frame
Responsibility
Coordinate joint marketing programs among businesses
Immediate
Ancaster Heritage
Village BIA
Work with all businesses to ensure that they include
Ancaster Heritage Village in their address cards, yellow
pages, website contact information, etc.
Immediate
Ancaster Heritage
Village BIA
Develop a website and then ensure that it is linked to
many other organizations (e.g., City, arts and culture
organizations, recreation, etc.) – use programs such as
Constant Contact to develop direct mail campaigns
Immediate
Ancaster Heritage
Village BIA
Enhance public relations with local media (Ancaster
News, Dundas Star, The Spectator) and search out
where possible national coverage in larger circulation
media such as The Globe and Mail or blog/Internet sites
Immediate
Ancaster Heritage
Village BIA, media
A tourist information kiosk should be enhanced at the
library (not necessarily staffed)
Immediate
Ancaster Heritage
Village BIA, library,
Tourism Hamilton
Establish consistent shopping hours to promote the
hours of operation. Organize a special village service
and retail workshop to discuss hours of operation and
customer service excellence
Immediate
and ongoing
Ancaster Heritage
Village BIA
Develop an Ancaster Heritage Village brand
Short-term
Ancaster Heritage
Village BIA
Explore the feasibility of cross-marketing businesses
with other activities – accommodation, art and cultural
programs, Farmers’ Market, and professional services
Short-term
and ongoing
Ancaster Heritage
Village BIA, other
organizations
Develop and establish distinctive gateways on the
approaches to Ancaster Heritage Village and signage
within the Village that reinforces a consistent theme and
provides useful/effective information. Ensure that these
are both pedestrian and vehicular scaled
Short-term
Ancaster Heritage
Village BIA, City
Explore opportunities for increased events and
programs – designed to raise the profile of the Village as
a community destination
Short-term
and ongoing
Ancaster Heritage
Village BIA
Explore partnerships with regional tourism sectors –
such as agri-business and culinary activities, ecotourism and recreational trails
Short-term
and ongoing
Ancaster Heritage
Village BIA, City, and
other organizations
6
Recommendations – Programs for Enjoyable Shopping Strategies
Action Steps
Time Frame
Responsibility
Explore infill opportunities to create a consistent
street front
Immediate
and ongoing
Ancaster Heritage
Village BIA and
City
Explore feasibility of diverting traffic (e.g., by
providing additional westbound access ramps to
Hwy 403, including from Main St. W.) and creating
an intimate shopping environment through curb
line, widening sidewalks and narrow intersections.
These areas could be enhanced with benches, street
trees, and public art
Immediate
and ongoing
Ancaster Heritage
Village BIA and
City
A full evaluation of parking locations is required in Short-term
view of the need for both additional general
parking and street parking in front of as many
businesses as possible
Ancaster Heritage
Village BIA and
City
Establish a level of service for enhanced
maintenance and appearance of the public realm
(e.g., roads, sidewalks, gardens and planters,
signage, street furniture, and public buildings)
Short-term
Ancaster Heritage
Village BIA and
City
Consider the establishment of urban design
guidelines to ensure that a consistent building
theme is enforced and discuss the pros and cons of
establishing a Heritage Conservation District
Short to
mediumterm
Ancaster Heritage
Village BIA and
City
7
1.0
Introduction
Ancaster Heritage Village Business Improvement Area (BIA) is a recently formed
organization. Currently, it represents the businesses that front on Wilson Street from
Montgomery Drive to Dalley Drive. The Ancaster Heritage Village BIA was created with
input from and the guidance of stakeholders and interest groups, including the City of
Hamilton.
Urban Marketing Collaborative was contracted by the City of Hamilton to develop a
commercial market strategy for the newly formed BIA. The scope of work was to assess
the retail area's strengths, weaknesses, opportunities, and threats, with respect to
developing both short and long-term recommendations. This action plan incorporates:




Organizational elements
Economic development, including retail retention and recruitment
Marketing and communications
Other programs, activities, and policies that help the retail environment
Report Organization
This document presents a strategic commercial vision and detailed action plan to guide
the development and evolution of Ancaster Heritage Village BIA. It lays out a clearly
organized agenda for a series of immediate and near-term actions and projects.
Adhering to the agenda will help Ancaster Heritage Village BIA realize its full potential
as a vital, distinct, and exciting commercial street in an active neighbourhood.
1.1
Background and Project Information
Ancaster Heritage Village includes all of the central commercial areas of the historic
village in Ancaster. The BIA runs along Wilson Street. At approximately 6,000 feet long,
it spans from Montgomery Drive in the north to Dalley Drive in the south. In the core
area it is just over 2,000 feet in length. Bordered by two small parkettes that act as
anchors for the district, these are ideal gateways to Ancaster Heritage Village.
8
Perched on the edge of the escarpment, Ancaster has a long history dating back to the
third oldest settlement in Ontario (1792/1793). The location of numerous creeks and
waterfalls facilitated the development of a community associated with agriculture and
industry through the use of mills. The agrarian and pioneer roots of the community are
still very evident. Today, the creeks, waterfalls, and natural areas attract outdoor
enthusiasts to visit and residents to raise their families. The history of Ancaster is well
documented and a proud legacy for the community. Ancaster is one of the gateways to
the Golden Horseshoe urban area following Highway 403.
9
10
2.0
Fact-finding and Analysis
The fact-finding and analysis step is vital to the development of a customized and
comprehensive action plan. This section of the report provides general demographic and
consumer profile data on the target markets for Ancaster Heritage Village, with some
specific details related to the BIA. The key person interview analysis is located in
Appendix A.
2.1
Ancaster Heritage Village Trade Area Delineation
Trade area delineation is a fundamental part of any market analysis. This section of the
report delineates a trade area for Ancaster Heritage Village based on site location
factors, natural and man-made barriers, the direct competitive retail environment, travel
time, and a license plate survey.
Factors Influencing the Trade Area Delineation
The trade area is considered to be the geographic region from which a majority of the
Ancaster Heritage Village visitors originate. The boundaries of the trade area are
influenced by the following factors:





The size and type of the existing commercial environment
Accessibility and visibility
Travel time features
Relative location and strength of competitive retail areas
Natural and man-made barriers
In order to complement the above trade area analysis, customer-origin data was
collected from a license plate survey conducted in August 2009.
The table on the map illustrates the Dissemination Area (DA) where the vehicle is
registered (e.g., the owner’s home address, or a commercial vehicle’s business address).
DAs are small geographic areas that contain approximately 400 to 700 persons (note that
rural DAs represent a larger area than urban DAs). Red is used to highlight those DAs
where a larger number of vehicles originated from and green shows that only one
vehicle originated from this defined geographic area.
Even though there are limitations to license plate surveys, it is beneficial data in
application to key person interviews. The primary limitation is the capture of license
plates from those who are not local shoppers (e.g., local employees as well as visitors).
11
License Plate Survey by Dissemination Areas
While each of these factors in isolation has a bearing on the trade area boundaries, it is
their cumulative effect that leads to the definition of the trade area. The importance of
each of these factors was considered for the trade area boundaries. For Ancaster
Heritage Village, the trade area delineation is a composite trade area for the existing 101
commercial operations for the entire retail corridor.
12
The existing commercial environment can be defined as a historic small village setting,
with setbacks, residential to retail conversions including a combination of
neighbourhood goods and services but primarily destination and appointment based
goods and services.
Ancaster Heritage Village has been the commercial centre in the community dating back
to 1792/1793. The core retail area includes both historic retail properties, historic homes
converted to retail use, and new retail properties, some of which have a noticeable urban
design that complements the existing properties. Most of the retail is service based
including medical offices, professional offices, automotive, and beauty. Most of these
businesses are appointment based and less reliant on walk-in traffic. Other retail
businesses include destination retailers and appointment based retailers such as higherend dining.
Accessibility and Visibility: Very Good Accessibility and Good Visibility
Ancaster Heritage Village is located on Wilson Street which is the only major road (with
the exception of Highway 403) through Ancaster. Traffic from Dundas and West
Hamilton is funnelled up and down Wilson Street. In addition, due to current on and
off-ramps at Highway 403 in West Hamilton, a significant amount of traffic must flow
along Wilson Street either through or nearby the retail core.
This has a positive and negative impact. While providing the retailers along Wilson
Street with good accessibility and visibility, the excessive volumes for the street actually
create a dis-incentive for potential customers to stop. The drivers’ primary concern is to
get through the heavy traffic areas. They do not want to risk getting out of their spot in
line to visit a store since it will be more difficult to re-emerge back into traffic.
13
While accessibility is good is affected by larger than normal traffic volumes through this
retail commercial and neighbourhood street. This is reflected in the available traffic and
pedestrian volumes for relevant intersections:
Vehicular and Pedestrian Volumes
7 Hr Veh.
Total
7 Hr Ped
Trucks and
Buses
Wilson @ Montgomery Thurs May 15, 08
8,122
13
292
Wilson @ Rousseaux Thurs May 15, 08
14,723
210
457
Wilson @ Church/Sulphur Fri May 30, 08
9,938
116
322
Wilson @ Halson Fri May 9, 08
11,423
136
282
Source: City of Hamilton
It is also noted that the City has undergone several exercises related to the creating of
Wilson Street/Ancaster Transportation Master Plan: a major focus of which is the
intersection of Wilson Street East and Rousseaux Street. At the date of this report, the
transportation issues have not been resolved.
Relative Location and Strength of Competitive Retail Facilities: Competitive
For unique neighbourhood and leisure-oriented retail areas, there are several to choose
from in the Hamilton and Burlington area:






Downtown Dundas (leisure retail)
Westdale (entertainment and restaurants)
Locke Street (eclectic shopping)
Downtown Burlington (main street shopping)
Downtown Oakville (higher-end retail and restaurants)
James Street North (art galleries)
For higher-end shopping, consumers will travel to Toronto and some may prefer to go
to New York, London, or Paris.
14
Natural and Man-made Barriers
Natural and man-made barriers include:




Escarpment
Ancaster Creek
Highway 403
Conservation areas, golf courses
Psychological barriers include the area’s image as expensive, too posh, and/or snobby.
15
2.2
Trade Area Boundaries
Based on the analysis from the previous section, trade areas have been developed for
Ancaster Heritage Village.
To identify the importance of the sub-areas, the trade area can be divided to help
distinguish the significance of these areas to the retail/commercial sales potential of
Wilson Street. The major division is as follows:
 Immediate Trade Area – this is the core historic Ancaster Village. It includes
Rousseaux Street and the escarpment to the north, Ancaster Creek to the east, Golf
Links Road and Jerseyville Road to the south, and Lover’s Lane to the west.
 Old Ancaster – this includes the built up area of Ancaster primarily west of Highway
403/Highway 6. It includes Lions Club Road and the escarpment to the north,
Highway 403 and Highway 6 to the east, Book Road to the south, and Trinity
Road/Martin Road to the west.
 Primary Trade Area – includes Ancaster, Dundas, West Hamilton, and West
Mountain
 Secondary Trade Area – includes the Primary Trade Areas as well as the rest of
Downtown Hamilton and the Mountain to Upper Centennial Parkway
These boundaries are identified on the map on the following page.
In addition, demographics for Hamilton have been provided for benchmarking
purposes.
16
Ancaster Village BIA Trade Areas – Zoomed In View
17
Ancaster Village BIA Trade Areas
18
2.3
Trade Area Population Characteristics
An analysis of the demographic composition of local neighbourhood area residents and
West Hamilton residents provides the most accurate description of the target markets
that will be generating the demand for business products and services in the Ancaster
Heritage Village area. The following analysis is based upon the preceding trade area
analysis.
Residents
Within the core there are 1,366 residents and in Old Ancaster the population is just less
than 23,000. A sizeable population, it can support a broad range of retail businesses and
services. The Primary Trade Area includes 140,793 residents. The population of Old
Ancaster (which excludes the Meadowlands development) has steadily increased at a
fast annual rate of 4.1%, whereas in the historic core it has fallen.
Household growth is faster than population growth in all regions, reflecting the overall
shift to smaller households as larger families are replaced with singles and smaller
family couples (married and common law).
There is very little difference in gender among the trade areas.
Core
Old
Primary
Secondary
City of
Ancaster
Trade Area
Trade Area
Hamilton
Population 2009
1,366
22,928
140,763
319,005
542,691
Annualized Growth
-1.1%
4.1%
2.0%
1.2%
1.0%
525
7,864
52,402
124,689
211,923
-0.1%
5.0%
2.9%
2.0%
1.8%
Male
48.4%
49.1%
48.6%
48.9%
49.3%
Female
51.6%
50.9%
51.4%
51.1%
50.7%
Households 2009
Annualized Growth
Gender
Source: Statistics Canada, Environics
A review of the City of Hamilton’s growth projections for Ancaster reveals that the area
is anticipated to grow to approximately 31,500 by 2031. Growth is anticipated in the
areas to the south and north of the BIA. Future developments such as the potential
Mount Mary, Woodland Manor redevelopment and other infill projects along Wilson
will continue to add more residents to the village area.
19
City of Hamilton Projected Population and Employment
Population
Employment
Annual
Annual
Node
2006
2031
Growth
2011
2031
Growth
2623
8,860
9,911
0.4%
1,467
1,705
0.8%
2624
3,805
5,399
1.4%
657
852
1.3%
2625
5,136
6,372
0.9%
802
1,055
1.4%
2641
1,989
2,053
0.1%
372
416
0.6%
2642
1,603
1,504
-0.3%
230
221
-0.2%
2643
5,745
6,246
0.3%
1,025
1,016
0.0%
Total
27,138
31,485
0.6%
4,553
5,265
0.7%
Note – this does not include all of the community known as Ancaster.
Planning Units for City of Hamilton
20
Age Profile
The Core contains a lower proportion of young children compared to elsewhere. In
addition, there is a lower proportion of young adults from age 20 to 39 in the Core as
well as Old Ancaster. Just 16% of the population is from 20 to 39 in the Core compared
to 28% in the Secondary Trade Area.
While the Core is consistently older in its age profile, Old Ancaster is a mix of young
families on the fringes and older families in the centre. The median age of the Core is
49.0 compared 42.5 in Old Ancaster and 39.5 in the Secondary Trade Area (almost a 10
year difference).
Proportionately, there are fewer younger children and older children in the Core.
Primary Trade
Secondary
City of
Area
Trade Area
Hamilton
24.9%
23.2%
23.0%
23.2%
10.6%
11.9%
13.5%
14.8%
14.3%
30 to 39
5.6%
9.8%
11.5%
12.7%
12.8%
40 to 49
14.5%
15.8%
14.7%
15.3%
15.5%
50 to 59
20.9%
17.3%
14.1%
13.5%
13.8%
60 to 69
13.2%
9.4%
10.0%
9.0%
9.4%
70+
14.3%
10.9%
13.1%
11.7%
10.9%
49.0
42.5
41.4
39.5
39.8
Age Profile
Core
Old Ancaster
< 20
20.9%
20 to 29
Median Age
Children Age
Profile
Core
Old Ancaster
Primary
Trade Area
Secondary
Trade Area
City of
Hamilton
<6
10.8%
17.4%
18.9%
19.6%
19.8%
6 to 14
27.9%
32.8%
33.6%
34.3%
34.5%
15 to 17
19.9%
13.5%
12.3%
12.3%
12.2%
18 to 24
27.6%
26.4%
23.6%
22.1%
21.0%
25 +
13.8%
9.9%
11.6%
11.7%
12.1%
21
This map illustrates the sharp contrast in ages within the trade areas. In essence, those
residents clustered in Old Ancaster and west of Highway 403 have an older age profile
than those east. Also note that newer developments to the south of the LINC are
younger compared to the older residents to the north.
Median Age
22
Household Status and Size
While there are a very low proportion of households that rent in the Core, the rate falls
to 6.1% for Old Ancaster. Over 80% of households own in the Primary Trade Area.
Interestingly, despite changes in age profiles, the number of persons per household in all
trade areas is relatively consistent and high. Overall, household sizes are large in Old
Ancaster. In the Core there are 38% of households that only have two people. In Old
Ancaster there are 33% of households that have four-to-five people.
In the Core and Old Ancaster there are a lower proportion of single residents as well as
separated, divorced, or widowed residents compared to elsewhere.
In addition, there is a fairly high mobility rate among households in the Core. 20% of
households have moved there in the past five years.
Old
Primary
Secondary
City of
Housing Status
Core
Own
87.3%
93.9%
80.5%
68.2%
69.8%
Rent
12.7%
6.1%
19.5%
31.8%
30.2%
Household Size
Core
Old
Primary
Secondary
City of
1
19.7%
13.7%
21.1%
26.9%
25.9%
2
38.8%
32.1%
33.4%
31.0%
31.6%
3
12.3%
18.3%
16.4%
16.0%
16.4%
4 to 5
26.3%
33.2%
26.2%
23.3%
23.2%
6+
2.8%
2.6%
3.0%
2.8%
3.0%
Persons Per Household
2.59
2.87
2.62
2.50
2.52
Old
Primary
Secondary
City of
Ancaster
Ancaster
Trade Area Trade Area Hamilton
Marital Status – 15 Years +
Core
Single
21.5%
22.5%
23.6%
25.3%
24.3%
Married, Common Law
63.9%
64.7%
60.7%
57.1%
57.8%
Separated, Divorced, Widowed
14.6%
12.8%
15.7%
17.6%
17.9%
Ancaster
23
Mobility
Core
Old
Ancaster
Primary
Secondary
City of
Moved to Area Within 1 Year
7%
3%
4%
4%
4%
Moved to Area Within 5 Years
20%
12%
13%
12%
12%
Education, Occupation, and Household Income
Ancaster residents and Primary Trade Area residents are well educated.
There is a good combination of well paid occupations. This includes management,
health, government and other quasi-government occupations. It also includes finance,
business, and administrative occupations all for residents in the Core, Old Ancaster, and
the Primary Trade Area. Interestingly, the trade area does include a number of farms. In
addition, relative to other trade areas, the Core, Old Ancaster, and the Primary Trade
Area have a higher proportion of residents employed in arts, culture, and recreation.
In tandem with the higher education levels and occupation levels, the household income
levels are high in the Core, Old Ancaster, and Primary Trade Area. Average household
income in the Core is $175,967 which is 2.2 times higher than the average for the City of
Hamilton.
Old
Primary
Secondary
City of
Education – 15 Years +
Core
Less than High school
9.7%
12.0%
17.3%
22.1%
24.7%
High school Graduate
27.7%
24.4%
24.6%
26.5%
27.2%
Technical or College Degree, Cert.
24.4%
25.1%
27.3%
28.7%
29.0%
University
38.2%
38.5%
30.8%
22.7%
19.1%
Ancaster
24
Old
Primary
Secondary
City of
Occupation – 15 Years +
Core
Finance, Insurance, Admin.
20.8%
19.7%
16.8%
16.8%
16.4%
Sales/Services
17.5%
21.9%
22.8%
24.7%
24.4%
Management
13.7%
14.0%
10.9%
9.0%
8.8%
Health Profession
12.3%
8.4%
8.1%
7.4%
6.3%
Education, Government, Faith, Social
11.6%
11.7%
12.7%
9.9%
8.3%
Trades, Transport
10.1%
8.2%
10.8%
14.3%
16.7%
Primary Industry
4.0%
2.6%
1.8%
1.5%
2.3%
Manufacturing, Utilities
3.2%
2.0%
4.3%
5.9%
7.2%
Art, Culture, Recreation, Sport
3.1%
3.4%
3.4%
2.8%
2.5%
Natural and Applied Science
2.7%
6.3%
6.7%
5.9%
5.3%
Old
Primary
Secondary
City of
Ancaster
Household Income
Core
Under $20,000
1.9%
2.4%
8.5%
14.3%
14.5%
$20,000 to $39,999
4.9%
5.6%
13.9%
19.1%
19.7%
$40,000 to $59,999
5.1%
7.0%
14.3%
17.0%
17.7%
$60,000 to $79,999
7.5%
12.3%
14.4%
13.9%
14.0%
$80,000 to $99,999
18.2%
19.7%
14.2%
10.7%
10.1%
$100,000+
62.3%
53.1%
41.7%
25.2%
24.0%
Average Household Income
$175,967
$143,475
$102,421
$81,852
$79,148
Median Household Income
$106,586
$101,924
$78,473
$59,579
$57,565
Ancaster
The following map illustrates the high proportion of university educated residents in
West Hamilton and the surrounding Ancaster Heritage Village area.
25
26
The following two maps illustrate the high degree of residents employed in either
management or government and quasi-government occupations particularly in the
Ancaster Heritage Village area.
27
28
The following map illustrates the very high average household income.
29
2.4
Consumer Expenditure and Attitude Analysis
The estimates of consumer spending by major category for the delineated trade areas are
derived from the combination of (a) an analysis of income characteristics, and (b) an
analysis of consumer expenditure and lifestyle information as determined by Statistics
Canada and Environics1.
The amount of consumer spending is a function of many influencing factors such as
income, family size, and age. Of all the influencing factors, income is the most important
because the more money people make, the more able and likely they are to spend. While
the relationship between income and expenditures is strong, it is not a directly
proportional relationship. As incomes rise (in real terms), a greater share of the income
is spent on services, vacations, investments, and other non-consumable items. In
addition, lifestyle plays an important factor because urban dwellers tend to spend more
on eating out and less on larger family purchases such as large entertainment units,
garden supplies, and large furnishings.
The table on the following page provides a breakdown of major spending categories and
selected shopping behaviour that relates to pinpointing those residents that would
demand products and services from a boutique retail area. Expenditure and behaviour
information on a per household basis for the trade areas are shown. They do not
represent sales to Ancaster Heritage Village retailers. Rather, they illustrate household
expenditures from the trade area residents that are spent throughout the City and
region.
It is noted that due to the high average household incomes in the Core and Ancaster
Village, household expenditures are high in comparison to other trade areas. However,
there are certain retail categories that households spend a high percentage of their
income on relative to Primary Trade Area households. This information is extremely
useful to retailers in evaluating market viability.
1
Environics updates consumer expenditure information from Statistics Canada and makes it
available to UMC based on defined geographic trade areas.
30
Annual Average Household Expenditure
Annual Per Household Expenditure
Core
Old
Ancaster
Primary
Secondary
Trade Area Trade Area
City of
Hamilton
Convenience
Food and Beverage, Convenience
$8,497
$8,023
$6,432
$5,578
$5,569
Household Supplies
$700
$803
$620
$541
$552
Alcohol Purchased at Stores
$953
$829
$611
$531
$536
Tobacco
$502
$771
$723
$742
$786
$1,380
$1,225
$1,056
$924
$915
$315
$228
$181
$150
$148
Home Furnishings
$1,787
$1,679
$1,144
$950
$929
Household Equipment
$1,160
$1,369
$987
$856
$857
Home Entertainment Equipment
$756
$744
$545
$488
$504
Pets and Pet Supplies
$553
$552
$446
$385
$400
Gardening and Nursery Products/Services
$725
$544
$348
$273
$282
Reading
$627
$486
$365
$307
$303
Sporting Goods
$278
$302
$194
$162
$164
Toys
$155
$159
$137
$117
$116
Electronics
$10
$98
$77
$67
$68
Health Care
Eye Care and Supplies
Retail Merchandise
Art, Hobby
$56
$57
$47
$41
$40
Computer Equipment
$735
$599
$449
$376
$358
Photographic Equipment and Supplies
$416
$342
$253
$204
$196
Women's Clothing and Accessories
$2,519
$2,073
$1,392
$1,114
$1,081
Men's Clothing and Accessories
$1,585
$1,205
$875
$725
$727
Children’s Clothing and Accessories
$548
$560
$381
$305
$300
Fabric, Notions, Sewing
$186
$152
$138
$132
$134
$2,684
$2,298
$1,857
$1,634
$1,603
$459
$283
$270
$243
$235
$272
$154
$94
$70
$69
Eating and Drinking
Restaurants
Alcohol Served at Licensed Premises
Services
Dry Cleaning
Personal Care Services
$946
$775
$557
$464
$454
$1,053
$844
$519
$383
$376
Movies
$218
$202
$155
$127
$121
Sporting Event
$100
$82
$64
$56
$56
Arts Event
$256
$181
$128
$100
$92
$1,287
$1,048
$815
$636
$619
Packaged Travel
Entertainment
Other
Charity
31
The following map illustrates household expenditure on restaurants. It shows the
relatively high expenditure by West Hamilton residents and, in particular, surrounding
Ancaster Heritage Village that is a potential source of revenue for retailers.
32
Assatated, both the Core and Ancaster Village Trade Areas have extremely high average
household incomes that are 40% to 70% higher than the Primary Trade Area. With the
exception of tobacco products household expenditure on all retail product categories are
higher than in the Primary Trade Area. Some product categories are exceptionally
higher, some are very high, and others are just higher than elsewhere.
A review of the Core and Ancaster Village Trade Areas reveals the following shopping
behaviour characteristics.
33
Core Trade Area Household Spending Compared to Primary Trade Area










Spend Exceptionally Higher
Spend Very High Compared to
Compared to PTA
PTA


Packaged travel

Arts events

Men’s clothing and accessories 
Women’s clothing and

accessories

Dry cleaning
Photographic supplies
Gardening
Computer equipment
Charity
Sporting events
Home furnishings
Alcohol purchased
Restaurants
Eye care
Reading material
Alcohol served
Personal care services
Spend High Compared to PTA

Children’s clothing and
accessories











Sporting goods
Electronics
Movies
Home entertainment
Food and beverage
Health care
Pets
Art, hobby
Home equipment
Toys
Household supplies
Ancaster Village Trade Area Household Spending Compared to Primary Trade Area





Spend Exceptionally Higher
Spend Very High Compared to
Compared to PTA
PTA
Dry cleaning
Packaged travel
Gardening
Sporting goods
Women’s clothing and
accessories

Children’s clothing and
accessories



Home furnishings
Arts events
Personal care services










Men’s clothing and accessories 
Home entertainment

Alcohol purchase

Photographic supplies

Computer equipment

Reading material

Movies

Household supplies



Household equipment
Spend High Compared to PTA
Charity
Sporting events
Electronics
Eye care
Food and beverage
Pets
Restaurant
Art, hobby
Toys
Health care
Alcohol served
34
Both trade areas spend very high amounts compared to Primary Trade Area residents
on looking good. For example, they spend on things like dry cleaning, packaged travel,
arts events, and personal care services like beauty, etc. They also spend high amounts on
clothing. In the Core this is more on women’s and men’s clothing and accessories. In
Ancaster Village this is more on Women’s and Children’s clothing and accessories. Both
spend high amounts on gardening equipment and supplies. While there are higher
proportions of children in Ancaster Village, there is a correspondingly high proportion
of budgets spent on sporting goods, and on home entertainment. In the Core, the
households tend to spend more on alcohol served. Overall, there is very high proportion
of spending on home furnishings such as art, antiques, and rugs, and less on tools and
lawn care equipment. The high expenditure on gardening is probably more related to
services rather than on equipment.
As stated, most expenditures related to running a household such as on food and
beverage, household supplies, and health care supplies are higher than elsewhere.
35
2.5
Consumer Survey – General Overview
Background and Methodology
To understand the consumer dynamics and retail potential, 100 intercept surveys were
conducted in the Ancaster Heritage Village in October 2009. These surveys were
complemented by the license plate surveys gathered in August 2009. Together, these
surveys helped to define the trade areas.
Based on the trade area analysis, a telephone survey was conducted of 200 residents in
the Primary and Secondary Trade Areas. This included both ‘Visitors’ (visited Ancaster
Heritage Village within the past six months) and ‘Non-Visitors’ (have not visited
Ancaster Heritage Village within the past six months).
These surveys were undertaken as part of the research required to understand the
consumer market. It includes Ancaster Heritage Village’s strengths, weaknesses,
opportunities, and threats as they relate to developing a stronger commercial retail core.
The Telephone Survey examines the behaviour of a wider cross-section of regional
residents who primarily visit the Wilson Street area on an occasional basis. The Intercept
survey examines the behaviour of those who visit the Wilson Street area on a frequent
basis.
Market Penetration
Of the total household population of 52,402 in the Primary Trade Area, 40% had visited
Ancaster Heritage Village in the past six months. This is equivalent to 20,961
households.
36
Respondent Profiles
Before proceeding to analyze the survey results, it is important to understand the way in
which the profile of the various survey respondents differ from one another, and from
the population of the Primary Trade Area. Differences in demographic characteristics
offer important insights that can help explain survey results.
Demographic Comparisons
Visitor
Non-Visitor
Intercept
Primary
Trade Area
79
121
104
140,763
Female
78.5%
76.9%
68.2%
48.6%
Male
21.5%
23.1%
31.8%
51.4%
Primary Shopper
74.7%
79.3%
59.8%
74.7%
16 to 24
0.0%
0.0%
16.8%
17.3%
25 to 34
6.3%
5.8%
15.0%
13.6%
35 to 44
6.3%
11.6%
16.9%
15.4%
45 to 54
16.5%
19.0%
14.0%
18.3%
55 to 64
30.4%
22.3%
6.5%
15.0%
65 to 74
20.3%
18.2%
16.8%
9.3%
75+
12.7%
13.2%
14.0%
11.1%
26.6%
33.1%
36.4%
48.1%
Under $25,000
3.8%
11.6%
4.5%
12.0%
$25,001 to $50,000
16.5%
18.2%
13.6%
22.0%
$50,001 to $75,000
16.5%
24.0%
6.1%
18.0%
$75,001 to $100,000
16.5%
11.6%
28.8%
16.0%
$100,000 +
20.2%
14.0%
37.0%
32.0%
Refused/Don’t Know
26.6%
20.7%
38.0%
Demographic
Base Population
Gender
Age Profile
Children at Home
Yes
Household Income
37
Demographic Comparisons
Visitor
Non-Visitor
Intercept
Primary
Trade Area
Under a year
1.3%
0.8%
5.6%
n/a
1 to 5 years
22.8%
33.1%
32.7%
n/a
6 to 10 years
21.5%
24.8%
25.2%
n/a
11 to 15 years
12.7%
13.2%
16.8%
n/a
16 to 20 years
13.9%
9.9%
5.6%
n/a
20 years +
27.8%
18.2%
14.0%
n/a
Working full-time
38.0%
47.1%
42.9%
n/a
Working part-time
16.5%
6.6%
15.2%
n/a
Retired
29.1%
28.9%
22.9%
n/a
Homemaker, at home
3.8%
5.8%
10.5%
n/a
Student
5.1%
5.0%
6.7%
n/a
Other non-working
7.6%
6.7%
1.9%
n/a
Demographic
Length of Residency
Employment Status
A summary of some of the most significant differences between the visitors, non-visitors
and intercept respondents is provided below.
Ancaster Heritage Village Visitors




Females
Older – 55 years old +
Higher household income
Long-term resident
Non-visitor Telephone Survey
While Ancaster Heritage Village attracts all types of residents whether working fulltime, part-time, or other, demographic groups who have a higher probability of not
visiting Ancaster Heritage Village include a significant proportion of:




Males
16 to 24 year olds
lower-to-middle household incomes
and newer residents
38
The main reasons residents do not visit Ancaster Heritage Village include the following:
Primary Reason for Not Visiting Ancaster Heritage Village
Reason
Non-Visitor
Other stores are closer to me
21.7%
Nothing to do there, not enough to do
18.2%
Inconvenient to get to, traffic flow
19.9%
Too far away/not close to home
8.3%
No transportation options
6.6%
Never heard of it, unfamiliar, don’t know where it is
5.8%
No need
5.0%
Don’t shop much, don’t get out much
4.1%
Too busy
3.3%
Not interested
2.5%
Not enough parking
1.7%
Poor selection of stores
1.7%
Too expensive
1.7%
Better stores elsewhere
1.7%
Do not feel safe
0.8%
Other
5.0%
What are the main reasons you have not visited Ancaster Heritage Village recently?
Primarily, middle-to-lower household income residents were less likely to visit Ancaster
Heritage Village. Those who live in L9G ( built up Ancaster area west of Highway
403)were very likely to visit due to proximity but as the distance from the BIA grew,
residents were less likely to visit. Those in Dundas, West Hamilton, and the West
Mountain were equally likely to not visit as to visit. Beyond these areas residents were
much less likely to visit unless they had higher household incomes.
Non-Visitor postal codes included a mix of residents from nearby neighbourhoods such
as Dundas, West Hamilton, Meadowlands, and the West Mountain.
39
This compares to the postal codes of visitors whereby local residents are very loyal.
Residents in Dundas, West Hamilton, Meadowlands, and West Mountain are equally
likely to be visitors of Ancaster Heritage Village as to be non-visitors.
40
Improvements and related comments by non-visitors include:
Improvements to Ancaster Heritage Village to Encourage Non-Visitors to Reconsider
Reason
Visitors
Nothing
53.7%
More advertising, flyer, let me know what is out there
14.0%
Better location closer to my home
10.7%
More stores, better selection of stores, more variety of restaurants
6.7%
Improve parking, more parking
4.1%
Better public transit access
2.5%
More grocery, food stores
2.5%
More special events. Activities
2.5%
Wider traffic lanes, improve traffic flow
1.7%
Need someone to drive me
1.7%
More local businesses
0.8%
Better hours of operation, extended hours, open in the evening
0.8%
Miscellaneous
7.4%
What changes could be made to Ancaster Heritage Village to encourage you to go there more often?
41
Activities of Ancaster Heritage Village Visitors
People who visit Ancaster Heritage Village primarily come for eating-related activities.
The primary reasons include:
Primary Reason for Visiting Ancaster Heritage Village
Reason
Visitor
Intercept
Eating, drinking, café
20.3%
44.9%
Shopping
13.9%
9.3%
Grocery, food shopping
12.7%
0.9%
Medical, Vet
7.6%
2.8%
Passing through
6.3%
2.8%
Beauty services
5.1%
3.7%
Meeting people
5.1%
3.7%
Library
3.8%
1.9%
Culture, entertainment, music, event
3.8%
0.0%
Funeral
3.8%
0.0%
Fitness, recreation, hiking, biking
2.5%
7.5%
Automobile service
2.5%
0.9%
Working, business, meeting clients
2.5%
0.0%
Local resident
1.3%
10.3%
Drug store, pharmacy
1.3%
2.8%
Other personal services
1.3%
2.8%
Professional business
1.3%
0.0%
Education, school, learning
1.3%
0.0%
House of worship
0.0%
4.7%
Farmer's market
0.0%
0.9%
Social organization
0.0%
0.0%
The last time you visited Ancaster Heritage Village, what was your primary reason for going?/ Primary reason for
being on Wilson Street today? (unaided)
42
As discussed, the overall strength of Ancaster Heritage Village is eating-related
activities. Using the village as a place to meet is also very popular. For telephone
visitors, shopping was a highly rated activity as was grocery/food shopping2. In
addition, 26% stated they did not have another reason other than their primary purpose.
Primary and Other Reasons Combined for Visiting Ancaster Heritage Village on Last
Visit
Reason
Visitor
Intercept
Eating, drinking, café
43.1%
65.5%
Shopping
38.0%
16.8%
Grocery, food shopping
24.1%
2.8%
Medical, Vet
11.4%
3.7%
Beauty services
8.9%
4.6%
Library
7.6%
8.4%
Meeting people
6.4%
28.0%
Passing through
6.3%
14.0%
Drug store, pharmacy
5.1%
3.7%
Funeral
5.1%
0.0%
Fitness, recreation, hiking, biking
5.0%
12.2%
Automobile service
5.0%
0.9%
Other personal services
3.8%
3.7%
Culture, entertainment, music, event
3.8%
0.0%
Local resident
2.6%
12.2%
Professional business
2.6%
0.0%
Education, school, learning
2.6%
0.0%
Working, business, meeting clients
2.5%
0.0%
Social organization
2.5%
0.0%
House of worship
1.3%
5.6%
Farmer's market
1.3%
0.9%
Nothing
35.4%
26.2%
Primary and other reasons for being on Wilson Street today or last time you visited? (unaided)
2
As the telephone respondents were clearly given the boundaries of the BIA study area some
may have inadvertently included the grocery stores in their thinking of Ancaster Heritage
Village.
43
Visitation
Visitation is split between frequent, average, and infrequent visitation amongst visitors.
As stated, the intercept survey respondents were more frequent visitors to Ancaster
Heritage Village. Of these respondents, males, long-term residents, locals, and lower
household income residents were most likely to visit the area several times a week.
Among the telephone survey respondents, there was a relatively good split between
frequent, average, and infrequent visitation. All the frequent visitation was not from just
the immediate area but also from further away.
Ancaster Heritage Village Visitation
Visitors
Intercept
Daily
5.1%
7.5%
Two times a week or more
15.2%
16.8%
Once a week
15.2%
28.0%
Less than once a week but more than once a month
15.2%
14.0%
Once a month
12.7%
9.3%
Less than once a month
11.4%
7.5%
Two to six times per year
19.0%
5.6%
Less than twice per year
6.3%
2.8%
First time/ Don’t know
8.4%
How often do you come to Ancaster Heritage Village?
Given that there are only 101 retail businesses in the area, it is not surprising that the
length of visitation is short (30 minutes to 2 hours). It was mentioned by non-visitors
that there was a lack of stores in the area. Not only do intercept respondents visit more
frequently they also tend to stay longer. However, there are a number of telephone
survey respondents who indicated they stay for very long periods. Clearly, people like
to come to Wilson Street and Ancaster Heritage Village purely to socialize.
Length of Visitation
Visitors
Intercept
Less than 30 minutes
19.5%
1.9%
30 minutes to 1 hour
40.2%
31.8%
1 to 2 hours
22.1%
42.1%
2 to 3 hours
9.1%
17.8%
3 hours +
9.1%
6.5%
When you come to Ancaster Heritage Village, how long do you stay on average?
44
Transportation and Parking
A large percentage of visitors drive to Ancaster Heritage Village. However, for local
residents, walking and bicycling to Ancaster Heritage Village is a method used by a
significant number of visitors (19% of intercept survey respondents). This is especially
true for the active, older population base. Younger residents do not have the spare time
to devote to these leisurely pursuits due to family obligations. This point adds to
Ancaster Heritage Village’s strength as an accessible, local neighbourhood location.
Public Transportation is not well used by Ancaster Heritage Village visitors because of
its limitations. There are two bus lines including Bus 16 that travels through Ancaster
and Meadowlands and Bus 5A and 5C that comes from Downtown, through McMaster,
and turns east at Wilson Street East and Rousseaux Street. Bus 16 operates
approximately every hour during the late morning and early afternoon and then every
half hour in the late afternoon. Buses 5A and 5C operate approximately every half hour.
It is also noted that the Ancaster Heritage Village BIA is conducting a parking supply
study.
Method of Transportation
Visitors
Intercept
Park in a business or plaza specific lot
43.5%
33.6%
Walk, bicycle
5.8%
18.7%
Park at library or church parking lot
10.1%
16.8%
Park on Wilson St.
15.9%
11.2%
I am usually driven, dropped off
4.3%
10.3%
Park in Municipal parking lot
14.5%
5.6%
Public transportation, bus
5.8%
3.7%
For your most recent visit, how did you travel to Ancaster Heritage Village?
45
In terms of the overall image of Ancaster Heritage Village, it is lovely, pleasant, upscale,
fancy, and trendy combined with a historic, small-town atmosphere.
Image of Ancaster Heritage Village
Visitors
Intercept
Nice, lovely, pleasant
16.5%
7.5%
Good, excellent, wonderful
12.7%
2.8%
Upscale, posh, fancy, classy
6.3%
15.0%
Quaint, charming
6.3%
7.5%
Convenient, accessible
4.8%
0.0%
Friendly, welcoming, inviting
3.8%
5.6%
Expensive, pricey
3.8%
5.6%
Boring, monotony
3.8%
0.0%
Serene, relaxed
2.6%
1.9%
Attractive, beautiful, pretty, gorgeous
2.5%
2.8%
Unique, a special place
2.5%
1.9%
Pedestrian-friendly, walkable
2.5%
0.0%
Occasional, sporadic
2.5%
0.0%
Old-fashioned, nostalgic, antique feeling, heritage
1.3%
12.1%
Trend, trend setting, hip, fashionable
1.3%
9.3%
Small, small-townish, village like
1.3%
4.7%
Quiet
1.3%
1.9%
Homey, home-town, home
0.0%
8.4%
Clean
0.0%
3.7%
Rustic - country feel
0.0%
3.7%
Changing, evolving
0.0%
2.8%
Variety - all I really need
0.0%
1.9%
Potential, encouraging
0.0%
1.9%
What one word or group of words best describes Ancaster Heritage Village?
46
Strengths and Weaknesses
Ancaster Heritage Village received a comparably average rating of 7.85 out of 10.0 from
the visitor telephone survey and a very positive review of 8.77 out of 10.0 from the
intercept survey. Those visitors who visit more frequently are more positive about the
village than those who visit on an infrequent basis.
In addition, it is interesting to note that the intercept survey respondents listed all the
factors as important to extremely important. Not surprisingly, the most important
factors visitors use to determine where they go to shop or eat include the quality of the
service and the cleanliness and overall appearance. As one interviewee noted, the store
must be pristine.
The quality of the stores and restaurants, perceived safety levels, the overall atmosphere,
easy to get to, and convenient parking were also very important factors for both
intercept and telephone survey respondents. These factors were of greater importance to
higher income households, long-term residents, and locals.
Ancaster Heritage Village’s top ratings are associated with its: safety, cleanliness, up-todate businesses, family friendly atmosphere as well as its welcoming overall
atmosphere.
However, visitors believe that there is room for improvement. Along with the
requirement for excellent service and overall cleanliness, visitors believe that all factors
were not being achieved by Ancaster Heritage Village.
The top rated deficiency is convenient parking, price of goods, and selection of stores
and restaurants. In addition, visitors were most critical and believe there is room for
improvement related to the quality of service provided and the quality of the stores as
well as hours of operation.
47
Importance versus Ancaster Heritage Village’s Ratings — Gap Analysis - Visitors
Visitors
Importance
Factor
Wilson Street
Rating
Gap
Cleanliness and overall appearance
8.72
8.41
-0.31
Excellent service
8.67
7.74
-0.93
Easy to get to
8.39
7.88
-0.51
Clean, up-to-date businesses
8.38
8.09
-0.29
Safety
8.30
8.21
-0.09
Convenient parking
8.30
7.16
-1.14
Quality of the stores and restaurants
8.18
7.46
-0.72
Price of goods and services
8.00
6.11
-1.89
Overall atmosphere
7.71
7.88
0.17
Selection of stores and restaurants
7.59
6.34
-1.25
Brands that I trust
7.55
6.81
-0.74
Family friendly environment
7.47
7.73
0.26
Open in the evenings
7.10
5.93
-1.17
Places to socialize
6.17
6.96
0.79
Unique, one-of-a-kind items
6.06
6.82
0.76
48
Importance versus Ancaster Heritage Village’s Ratings — Gap Analysis - Intercept
Intercept
Importance
Factor
Wilson Street
Rating
Gap
Excellent service
9.86
9.10
-0.76
Cleanliness and overall appearance
9.86
9.25
-0.61
Quality of the stores and restaurants
9.84
9.12
-0.72
Safety
9.81
9.35
-0.46
Overall atmosphere
9.73
9.21
-0.52
Price of goods and services
9.70
7.96
-1.74
Selection of stores and restaurants
9.66
8.37
-1.29
Places to socialize
9.61
8.98
-0.63
Easy to get to
9.55
9.16
-0.39
Clean, up-to-date businesses
9.54
9.32
-0.22
Convenient parking
9.50
7.75
-1.75
Family friendly environment
9.48
9.34
-0.14
Unique, one-of-a-kind items
9.14
9.01
-0.13
Open in the evenings
9.02
8.61
-0.41
Brands that I trust
9.00
8.67
-0.33
49
Stores and Services That Would Encourage Increased Visitation
Visitors
Intercept
More stores, better selection
25.3%
5.6%
Improve parking, more parking
15.2%
7.5%
Closer to home
12.7%
0.0%
More variety overall
10.1%
4.7%
Less pricey, cheaper, more affordable
6.3%
11.1%
More variety of restaurants, coffee shops
6.3%
4.7%
Better hours of operation
6.3%
0.0%
Crosswalks with lights, improve crosswalks for pedestrians
5.1%
3.7%
More local independent businesses, no more big chains
3.8%
1.9%
Wider streets, wider traffic lanes, improve traffic flow
2.5%
6.5%
More coffee places
2.5%
1.9%
Better signage
2.5%
0.0%
Better bus access, shuttle bus, public transit
1.3%
7.5%
More bookstores
1.3%
2.8%
More clothing, youthful clothing
1.3%
3.7%
Brighter, more lights
0.0%
3.7%
People drive too fast, should discourage poor driving
0.0%
2.8%
Less traffic
0.0%
1.9%
Bakery
0.0%
1.9%
Nothing
2.5%
33.6%
Other
28.0%
0.0%
What other stores, restaurants, entertainment, or cultural amenities would bring you to Ancaster Heritage Village
more often?
There is a mix of need for more stores and improved selection especially related to more
unique items. In addition, there is a strong need to improve traffic, congestion, and
parking.
Market Share
A review of market share of the trade area visitors and non-visitors is a good
benchmarking tool for going forward. Although market share is relatively low across
most retail store categories surveyed, it does show the strength of the area in eating and
drinking.
50
Market Share of Ancaster Heritage Village
Market Share
Eating and drinking
6.1%
Clothing and shoes
2.9%
Gifts
2.4%
Beauty, spa, barber services
1.6%
Drug store and pharmaceutical
1.4%
Sporting goods
1.0%
What percentage of your household spending budget was spent in Ancaster Village?
Attitudes
The following are perceptions and attitudes of visitors and non-visitors. The following is
based on a scale of one to five with one being strongly disagree and five being strongly
agree.
Attitudes
Visitors
Non-Visitor
Healthy choices are important to me and my family
4.42
4.37
I enjoy keeping fit
4.08
3.99
I look for broad selection of choice when shopping
4.00
3.83
I am prepared to pay more for good quality
3.95
3.85
I play close attention to ingredients in products
3.95
3.83
I enjoy entertaining
3.85
3.68
I enjoy dressing for formal occasions
3.43
3.03
I love to cook
3.40
3.49
Material things really don't mean that much to me
3.39
3.50
I like to stay abreast of fashions and styles
3.38
3.09
I feel most comfortable in jeans
3.32
3.46
I love to spend time looking at decorating items
3.19
3.00
I will pay a little more to save time shopping
3.04
3.25
There is a lot of stress in my life
2.81
2.92
I am more of a spender than a saver
2.75
2.61
I generally look for designer labels when shopping
2.42
2.23
I prefer to dine out as opposed to cooking at home
2.40
2.50
Agreement with statements
51
Attitudes related to health are extremely important. This reflects a strong sense of
identity and individualization. As stated throughout, Ancaster Heritage Village visitors
are very demanding when it comes to quality of service and are very knowledgeable
about products and services. It is interesting to note that the statements “I feel most
comfortable in jeans”, “I like to stay abreast of fashions and styles”, and “I enjoy
dressing for formal occasions” all received similar ratings. There is a mix of casual
comfort but refined elegance as well. This too was reflected in the image of shopping in
Ancaster Heritage Village whereby visitors stated that the area was both upscale, classy,
and trendy, as well as homey and comfortable. While visitors will spend more for
quality they are very reluctant to spend more than what they perceive the value of the
product or service to be. Finally, it is also interesting to note that the statement “I prefer
to dine out as opposed to cooking at home” received a low rating given the fact that
eating was such as highly rated activity in Ancaster Heritage Village. However, in the
household expenditure analysis, eating at restaurants was relatively low in the
expenditure categories.
52
3.0
Retail/Commercial Audit
An audit of the existing retail/commercial businesses in Ancaster Heritage Village BIA
was conducted during September 2009, in order to understand the current retail/
commercial situation in the area. The area studied includes the Ancaster Heritage
Village corridor of Wilson Street East from Montgomery Drive to Dalley Drive. It is
comprised of all retail commercial uses as well as other easily accessible retail spaces.
Large office buildings, houses of worship, libraries, schools and other buildings were
noted but not included in the audit.
In completing this inventory, the strengths and weaknesses of Ancaster Heritage
Village’s business mix were identified. The following are the salient findings based on
the retail audit:
 There are 101 retail commercial businesses representing approximately 175,000 sq. ft.








of space.
Vacancy is relatively low at 3%. In addition, there are several buildings that are in the
process of opening. These have not been included under a specific category but are
not considered open as of yet.
Over 50% of the total square footage is devoted to personal and professional services.
This includes medical offices, professional offices such as lawyers, insurance, real
estate, etc., as well as beauty-type services.
Eating is the second largest category representing 16% of the total square footage.
This represents a sizeable portion of the village.
Retail merchandise accounts for just over 10% of the total square footage. There is a
mix of apparel, footwear, and leisure based businesses. This is a small amount of
retail.
Convenience goods account for a very small proportion of the total square footage.
This is represented by a convenience store and two small pharmacies.
Overall, the quality of the business operations is excellent. There are several very well
run businesses that do an excellent job at merchandising.
The village is extremely long. The entire length is over 6,000 feet making it too long
for one person to walk the entire length for a shopping exercise. The retail core
running from Mount Mary to St. John’s Church is a more manageable 3,000 feet.
However, this is still on the long side.
The overall look is very historic.
53
 Most businesses have their own parking lots and there is limited on-street parking.
According to the City of Hamilton there are approximately 26 on-street parking
spaces and 46 spaces in the municipal parking lot. Currently, there is limited crossshopping due to the retailer types (destination and appointment based retailing), the
building configuration, and the parking arrangements (note - this can be changed).
 There has been significant investment in the village over the years. A review of the
retail building permits (excluding signage) issued within the BIA area includes the
following.
Retail Building Permits
Year
Retail Building Permits
2001
$511,900
2002
$2,230,000
2003
$46,900
2004
$99,350
2005
$97,500
2006
$2,591,000
2007
$144,500
2008
$154,850
YTD 2009
Total
$0
$5,875,950
54
Ancaster Heritage Village Commercial Audit – Number of Businesses and Square
Footage
Number of Businesses
Square Footage
Number
% of Total
Sq. Ft.
% of Total
Apparel and Accessories
6
5.9%
8,300
4.7%
Home
1
1.0%
800
0.5%
Leisure
8
7.9%
9,100
5.2%
Other General Merchandise
0
0.0%
0
0.0%
Total Retail Merchandise
15
14.9%
18,200
10.4%
Convenience Store
1
1.0%
1,500
0.9%
Drug Store
2
2.0%
3,000
1.7%
Grocery
0
0.0%
0
0.0%
Specialty Food
1
1.0%
400
0.2%
Total Convenience
4
4.0%
4,900
2.8%
Café
4
4.0%
4,400
2.5%
Restaurant
4
4.0%
22,800
13.0%
Total Eating
8
7.9%
27,200
15.6%
Total Personal Services
5
5.0%
3,100
1.8%
Beauty, Hair, Spa, Nail
7
6.9%
9,400
5.4%
Professional Services
28
27.7%
48,700
27.9%
Medical Services
24
23.8%
30,100
17.2%
Total Services
64
63.4%
91,300
52.2%
Automotive
1
1.0%
8,500
4.9%
Recreation, Entertainment
2
2.0%
9,000
5.1%
Total Occupied
94
93.1%
159,100
91.0%
Vacant - Redevelop
3
3.0%
10,500
6.0%
Vacant
4
4.0%
5,200
3.0%
101
100.0%
174,800
100.0%
Retail Merchandise
Convenience
Eating
Services
Total
Source: UMC, City of Hamilton
55
56
4.0
Strengths, Weaknesses, Opportunities, and Threats
Strengths
 Beautiful, Historic, and Serene Environment
- Natural environment on the cliff of the escarpment including beautiful wooded
forests, parks, year-round trails, waterfalls, natural springs, golf courses – creates
a natural, serene, and relaxed atmosphere
- Heritage – beautifully restored heritage buildings, attention to historic details in
many newer buildings
- Good community facilities including recreation, religious, library, town hall
building – that help foster a town centre idea
 Consumers
- Very high income and well educated consumers
- Population growth in the local area
- Sizeable population base of over 22,000 residents within the Old Ancaster Trade
Area (excluding Meadowlands)
- Propensity to spend on quality including both casual and formal attire
 Traffic/Visibility
- High vehicular volumes
- Only major street through Ancaster (with the exception of Highway 403)
- Centre of the neighbourhood — easy socialization
 Business Climate
- High local business ownership and/or involvement
- Product mix that matches the high quality buildings and beautiful setting
57
Weaknesses
 Traffic/Visibility
- Very high vehicular volumes disaffecting retailer sales potential
- Parking – perceived lack of parking
- High service demands from visitors means that they expect to be able to park in
front of the store they want to visit
 Business Climate
- Lack of variety and lack of retail merchandise
- Lack of convenience retail
- Streetscaping that doesn’t match the higher-end appeal
- Street conditions are tired-looking
- Destination business district – appointment based business district
 Perception vs. Reality
- Image as too expensive, high-end, and snobby
 Business Retention
- Rising rents may push independents out
Opportunities
 Build upon the unique historical setting to create a tranquil but fun shopping street
based on the principles of health, relaxation, and rejuvenation including the
following examples:
- Beauty and spa services
- Trails and natural setting
- Natural springs and waterfalls
- Health and wellness
- Abundance of greenery
- Socialization spaces
- Recreational spaces
- Houses of worship
- Art and culture
- Historic buildings and attention to detail in new buildings
- Appreciation for quality
- Excellent customer service attention
 Develop mixed-use infill projects that include retail along with office or residential.
Look at key catalyst sites such as the post office
 Maintain low building heights
 Match current setbacks of historic buildings
 Slow traffic or regulate traffic so that those who want to be in Ancaster Heritage
Village are there to enjoy the setting and not just use it as a pass through
58

Opportunities include:
- Appeal to locals for convenience specialty food goods
- Offer unique destination oriented retailers – develop direct marketing database
- Develop more community amenities to bring the local residents to the village on
a frequent basis.
- Additional conversion of residential to commercial may add more retail space
- Unique restaurants that build upon the existing strengths of Ancaster Heritage
Village
- Gather momentum for increased tourism
- Assess the mix of nationals, regionals, and independents
- Address parking issues
- Create synergy with local neighbourhood activities and arts and entertainment
activities
Threats
 Other higher-end streets such as Downtown Oakville, Downtown Burlington,
Toronto, Downtown Dundas, that are pursuing the same retailers and target markets
 Any new development that is currently proposed, accepted, or under construction
(such as Innovation Park at Aberdeen Avenue and Highway 403) may provide more
competition, especially for smaller sized retailers and restaurants that accompany
the big box retailers
 Difficult to find a balance between independents and nationals — too many
nationals and franchises affect the unique character attributes and create sameness to
the local and regional malls
 Required maintenance of the street will affect sales for existing retailers; this has to
be taken into consideration
59
5.0
Ancaster Heritage Village Commercial Action Plan
5.1
Ancaster Heritage Village Commercial Realities, Niche, Vision,
and Principles
In November 2009, a BIA workshop was conducted to review the facts of the analysis
and to provide input into the vision and action plan. A further small meeting of select
BIA members was held to debate and refine some of the ideas related to the action plan.
During the visioning session, participants were asked to use images to tell their story of
the future on Ancaster Heritage Village. In addition, they were asked to write on the
map of the BIA specific ideas that they would like to see happen. This included retail
opportunities, beautification and streetscaping ideas, as well as other ideas.
60
Strong and repeated ideas related to families, community, care, art, good food, cooking,
quality design, the natural environment, tourism, fashion and overall specialized retail,
gateways, and parking.
From these workshops and BIA meetings, the action plan and overall niche/vision was
developed.
The action plan is structured to help Ancaster Heritage Village BIA capitalize upon its
strengths. However, a number of commercial realities facing Ancaster Heritage Village
commercial businesses include:



From a merchandising standpoint, destination retail businesses must be exceptional
to survive; mediocre retail businesses will not last. Thus, a professional approach to
retail operations must be undertaken.
Rents are higher than elsewhere making it risky to start a new business in Ancaster
Heritage Village. Higher rents and property values tend to attract professional
service firms – lawyers, accountants, and medical offices – that are willing to pay the
higher rents/property values. Rents for retailers will have to be adjusted
downwards.
Ancaster Heritage Village commercial businesses must differentiate themselves.
There is very much suburban competition from the Meadowlands, Lime Ridge Mall,
and Walmart Plaza.
61


Currently there is a very high proportion of professional services in the village. In
addition, a vast majority of the businesses are primarily destination and
appointment-based retailers (e.g., medical services, beauty services, restaurant
dining, and retailers that have a highly specialized – narrow and deep
merchandising such as Hanley Shoes and Needles).
Ancaster Heritage Village has a well-recognized brand for residential but is less
known for shopping. Branding for Ancaster Heritage Village is important.
Semantics becomes key – the meaning of ‘Heritage’ must be clearly defined, in the
context of urban design. This relates to buildings and streetscapes, marketing and
events, customer relations, etc.
Niche and Vision
The overall vision for Ancaster Heritage Village will be built upon the idea of heritage,
respite, rejuvenation, and a small shopping village. It will be family focused with a
range of town functions including the library, cultural attractions, a community centre,
recreational facilities, along with mixed-use buildings with offices or residential above.
People who visit Ancaster Heritage Village will be able to absorb the atmosphere, relax,
and, when they leave, they will feel refreshed.
Overall, Ancaster Heritage Village commercial businesses must have a focus that works
to support the local population first and foremost. It would be very easy to recommend
a strategy that focuses on the tourist market to become akin to places such as Mount
Tremblant, St. Jacobs, Merrickville, or Niagara on the Lake. While these are interesting
places, they lack focus as it relates to the local population, and are primarily tourist
destinations. This means they are at the mercy of exchange rates and fickle tourists.
The retail strategy for Ancaster Heritage Village must work to enhance the needs of the
local population to want to shop and visit Ancaster Heritage Village as a complete,
livable, and walkable community. The visitor strategy then works to re-enforce an
authentic small-town atmosphere. The visitors will want to come and experience this
slice of “paradise” about which the local residents are very passionate. The visitors will
be immersed in the local Ancaster Heritage Village culture (third oldest town in Ontario)
that is authentic, real, and heartfelt. Visitors will be able to “live the Ancaster Heritage
Village way of life” for a brief period.
This strategy will place Ancaster Heritage Village in a unique situation compared to
other smaller towns in Canada and the United States. Ancaster Heritage Village
becomes a sort of club to which residents want to belong. The village core becomes the
place where locals socialize and interact – a type of third place away from
work/volunteer commitments or home. This is where they meet their friends and
neighbours at the Purple Pony, Rousseaux House, Tim Hortons or browsing through
62
Needles. To this end, the physical improvements must work towards enhancing the
latter brand image of belonging, in addition to fostering a sense of casual socialization
for local residents in a more intimate retail setting. To accomplish this, there needs to be
a better understanding of traffic flow, both in terms of vehicular origins and the final
destinations that these vehicles are travelling to. With this information, it will be
possible to determine how traffic that is only passing through the village core can be
diverted.
A strategy that focuses on local residents related to heritage, art, culture, recreation, and
entertainment will provide a return on investment. Consumers want to be entertained in
the retail commercial locations of Ancaster Heritage Village. They demand excellent
service, knowledgeable staff, and a fun and casual atmosphere.
Ancaster Heritage Village will be the vibrant, active centre of a community node in the
City of Hamilton and the community of Ancaster. It is a community that wants to foster
the notion of being known as close knit and friendly. It will be the “town/community
centre” steeped in tradition and history, with buildings, streets and streetscapes that
reflect its unique past and its role as the town meeting and gathering place. It will:
 Incorporate the small-town tradition between the country and the city. The word






“quaint” does not fully encapsulate the entire atmosphere of Ancaster Heritage
Village. It is more sophisticated than most rural towns and villages due to its
proximity to Hamilton and the Greater Toronto Area.
Maintain its small-town tradition with links to the surrounding rural, escarpment,
natural springs, waterfalls, and adjacent urban areas.
Be a sociable and friendly community whose heritage and rural traditions will be
preserved and enhanced.
Maintain its historic village core as a central meeting place and shopping area for the
community and adjacent rural and urban areas.
Be an environmentally aware community with a linked green space system,
including protected natural heritage features.
Be economically and physically accessible to people of all ages and interests.
Be a well-designed community incorporating its heritage roots with attractive
streetscapes and building designs that encourage socialization in a friendly manner.
The scale of development has to have a pedestrian-oriented focus, with strong linkages
to trail systems that link residential to the commercial areas along Wilson Street, as well
as to recreational activities. The ease of vehicular access to the village and the provision
of parking areas are effectively promoted. This enhances visits to businesses and
recreational, cultural, entertainment, and religious venues. A community centre would
reinforce the village’s role as a meeting place, and serve as a focal point. The Ancaster
63
Town Hall/library and nearby recreation areas should also serve as a meeting place for
residents and visitors.
As stated, the village’s first priority is to serve its local community with retail stores,
businesses, recreation, entertainment and cultural opportunities that support, and are
supported by, the nearby residents. It will be this focus on a real and authentic place that
will engender visitor traffic to want to experience and participate in Ancaster Heritage
Village’s unique sense of belonging and way of life.
Principles
Principle – Small Town Atmosphere
Any change in Ancaster Heritage Village’s commercial businesses should maintain or
enhance its unique small-town character. This principle is intended to preserve the
community’s unique small-town character and strong historic heritage. What should
also be upheld are ties to the surrounding rural community and accessibility to
Hamilton and the Greater Toronto Area. The qualities and features, which have been
identified as important to Ancaster Heritage Village’s character, include:




The home-town feel
Exceptional personal service
Preservation and enhancement of the many heritage features
Linkages to the village’s natural heritage and recreation opportunities
Objectives
 To provide for new development which will be respectful of the heritage of the
community and its relationship with the surrounding region through appropriate
design
 To protect the heritage of Ancaster Heritage Village through the preservation and
enhancement of heritage buildings, streetscapes and other features
 To provide for a linked open space and trail system including natural attributes and
parkland as a central feature of Ancaster Heritage Village – those things that will
reinforce its special character
 To provide for business development as well as housing forms in the village core,
which is consistent with the character of Ancaster Heritage Village
 To encourage an urban design and development strategy at all levels of development
that provides opportunities for social interaction and communications among
residents and activity centres
64
Principle – Preserve and Enhance the Integrity of the Natural Environment
Any change in Ancaster Heritage Village should be undertaken in a manner that will
preserve and enhance the integrity of the natural environment of the community.
This helps to ensure that the impact on environmental sustainability is considered as a
major factor in the assessment of any proposed changes in Ancaster Heritage Village.
Environmental sustainability refers to the preservation and enhancement of the natural
environment including surface and groundwater systems, natural habitats, landforms,
natural area corridors and the establishment of linkages between natural features.
Objective
 To maintain and enhance the natural systems
Principle – Economically Sustainable Community
Decisions made with respect to the future of Ancaster Heritage Village will reflect the
need to establish an economically sustainable community. This encourages a broadly
based planning approach that will maintain, and where feasible, enhance the economic
health of Ancaster Heritage Village. As one principle, economic vitality (e.g., sound
commercial businesses) will be encouraged through the promotion of Ancaster Heritage
Village as a place for professionally run retail businesses.
Objectives
 To foster an economic climate which supports the economic health of existing
businesses and encourages the location of new businesses that fit within the overall
vision
 To maintain and enhance the historic village as a central meeting place and shopping
area for Ancaster Heritage Village, including those who live nearby
 To foster opportunities for tourism through a wide variety of mechanisms which
enhance the community for residents as well as visitors
65
Principle – Healthy Community
Decisions made regarding the future of Ancaster Heritage Village will reflect the need to
establish a healthy community. This helps to encourage a broad based planning
approach, which will maintain, and where feasible, enhance the health of Ancaster
Heritage Village. Determinants of a healthy community include several things. In this
case, a sense of belonging to Ancaster Heritage Village is one determinant. Also, features
that foster social interaction and a caring community are also requisite. Lastly, business
and recreational opportunities and linkages also serve as determinants of a healthy
community.
Objectives
 To provide within the context of Ancaster Heritage Village for a range of recreational,
educational, and cultural facilities and activities that meet the needs of all residents
 To build and maintain the physical services required to ensure the health and safety
and well-being of Ancaster Heritage Village
 To ensure that all changes to Ancaster Heritage Village promote safety through the
use of appropriate design strategies
 To encourage pedestrian, bicycle, and wheelchair accessibility throughout
Principle - Financial Feasibility
Any change in Ancaster Heritage Village should be financially feasible both in
association with capital and operating costs.
Objectives
 To keep the capital and operating costs of public sector development in Ancaster
Heritage Village at a level that can be borne financially by residents and businesses
 To ensure that the capital costs of new development are covered
Principle – Slower Pace
To ensure that the traffic that moves through Ancaster Heritage Village is there for the
express purpose of supporting the village to create a safe, pedestrian-friendly, shopping
street.
Objectives
 To ensure that Wilson Street is not used solely as a bypass.
 To ensure that businesses can create a pedestrian-friendly environment that is easily
accessible, easy to get around, and promotes cross-shopping. Also, that the stores be
merchandised in the front so as to pull potential customers into their store.
66
5.2
Target Markets
The following target markets are presented:
Local Workers
 Closest and high impact market
 Very small group but marketable
 Inexpensive to reach and highly targeted
 Biggest return on investment
Ancaster Heritage Village Residents in Primary Trade Area
 High impact market
 Over 20,000 residents
 High affinity to shop in Ancaster Heritage Village
Regional Visitors
 For destination businesses, recreation, arts, and culture
 Opportunities for greater synergy
Property Owners
 Must tell the story to make the deals
 Must buy into the vision and be motivated to offer deals – reserve space for retailers
and not just accept the highest rent available
 Opportunity to create programs that will improve buildings, facades, and
developing infill buildings
67
5.3
Organizing for Success
Strategy Goal
Urban Marketing Collaborative strongly believes that a core principle of commercial
success is organizational strategy. The pillars of success are sound economic
fundamentals, innovative design, and implementation tools and programs. Success is
realized through bringing these latter together under strong leadership through
organizational development.
The Ancaster Heritage Village BIA was established in 2008 and was preceded by a
merchants’ association. The BIA has quickly established itself and its priorities through
active participation by property owners and businesses, have set tasks for themselves
and delivered on them. The fruits of their labours include many things. For starters, the
establishment of strong working committees and a successful farmers’ market.
Additionally, there are now new holiday decorations and a tree-planting program. As
for the organization itself, there is a new executive director. These are but a few of the
positive changes that the Ancaster Heritage Village BIA has ushered in.
A BIA is not a panacea for every issue. It is, rather, a tool to help achieve desired
outcomes. If the BIA wants to improve the aesthetics of the streets,
transportation/traffic, landscapes, facades, and in-fill developments, then the BIA can
work effectively with the City and property owners.
Organizational Characteristics, Structure, and Resources
 The Ancaster Heritage Village BIA should develop into a strong organization
representing the interests of businesses and a voice in the City of Hamilton. At
present, the BIA is well established with working committees, active participation,
an executive director, and moving towards refined strategic planning.
 The committees include those related to aesthetics, parking, marketing, City
relations as a whole, and an executive committee. The overall function is to have
strategic plans and tactics developed at the committee level. These would then be
quickly presented to the overall board.
 It is important for the BIA to keep track of successes (have an evaluation) to monitor
progress.
 At present, there is a tremendous amount of learning with regard to City
departments and functions as well as developing committee strategic plans that it
can seem overwhelming. The committees must have competent members, there
must be delegation and freedom to develop plans at the committee level, and
encouragement for new ideas.
68

The Ancaster Heritage Village BIA’s primary responsibility is to improve the local
business climate through a combination of management, maintenance, and
marketing. The BIA must play the roles of:
-
Advocate – Being an advocate for Ancaster Heritage Village businesses is
important but it is only part of its roles and responsibilities. The BIA must ensure
that Ancaster Heritage Village’s interests are represented and advanced in policy
and resource allocation decisions at the City level (potentially at the provincial
level). The organizational plan provides recommendations for improving
communication. The objective is to better inform, engage, and mobilize all local
community interests. The City and Parking Committees are primarily involved
in this function.
-
Marketer – Ancaster Heritage Village BIA needs to solidify its role as the
village’s umbrella marketer, with the aim of developing a broader base of target
markets to draw to the area. It may also oversee communication to attract
investor markets, thereby creating new businesses, jobs, and investment.
-
Facilitator – Ancaster Heritage Village BIA can play a strong role as facilitator or
“deal maker” to encourage new types of marketable real estate investment and
design recommendations. In addition, it may also take a more aggressive
position on the real estate delivery system (e.g., ease of using incentive
programs; beautification projects, permits, retail recruitment, etc.). This may be
primarily with the Aesthetics Committee.
Communication
Communications programs are intended to better inform and educate all Ancaster
Heritage Village stakeholders (including BIA members and non-members) on issues,
challenges, and opportunities affecting the area. To fulfill the Ancaster Heritage Village
BIA’s role as the advocate, promoter, and facilitator of new investments, the following
program initiatives are recommended:


Bi-weekly fax or email blasts: frequent communication will provide timely updates
on Ancaster Heritage Village issues and activities. The fax/email is targeted to the
primary Ancaster Heritage Village BIA retailers, property owners, and other
stakeholders (e.g., houses of worship, Fieldcote, and cultural and recreational
institutions)
Website: plans are underway for an Ancaster Heritage Village website to build both
internal communications and external marketing.
69
An example of an effective website produced by Downtown Boulder:


Bi-annual newsletter: a quarterly or bi-annual newsletter is recommended to
achieve several communication goals. This includes providing in-depth information
on pertinent activities and improvements, and providing a visually stimulating
medium with which to market Ancaster Heritage Village. Newsletters should have a
broader distribution beyond BIA members.
Ancaster Heritage Village maps and directories: maps and directories can fulfill
several objectives. This includes providing an inventory of Ancaster Heritage Village
businesses, promoting the diversity of Ancaster Heritage Village, providing a useful
resource to employees and visitors, and offering a direct visible benefit to ratepayers.
Advertising could also be sought for the directory to defray costs. It is important that
the directory be directly applicable to select target markets such as workers, tourists,
and locals. Eating and drinking establishments, being a primary need of map users,
should be listed directly across from the map, making them easy to locate. These can
be online first with hardcopy directories at a later date. A simple directory on a
bookmark-type postcard is an effective way to communicate the businesses along
Ancaster Heritage Village BIA.
70




Annual General Meetings: the Ancaster Heritage Village BIA should provide an
annual update in a town hall format to showcase Ancaster Heritage Village
improvements, challenges, and opportunities.
Quarterly issue forums: quarterly forums can feature speakers on a variety of issues
ranging from updates on projects, expansion news, festivals and events, construction
projects, and retailing workshops (e.g., merchandising displays, trends, and holiday
season retail)
Member and ratepayer surveys: annual or regularly scheduled member surveys
should be undertaken to track overall satisfaction with both the BIA’s programs and
general Ancaster Heritage Village perceptions in order to establish benchmarks and
monitor progress.
Funding: an initial budget of approximately $90,000, composed of a ratepayer’s
special assessment for operational programs, has been complemented by other
grants from the City of Hamilton. As new buildings are built and existing buildings
are redeveloped, their assessment value will increase. The BIA should allow for a
natural increase in the BIA budget by keeping existing buildings paying the same
amount each year. Subsequently, an increase in the budget will come from increased
assessed values.
-
Additional funds may be raised for project-specific activities such as festivals
and events or specific capital projects.
-
The budget should be split one-third on administrative expenses, one-third on
marketing and promotion, and one-third on beautification.
Comparable Markets
An examination of business district management organizations in other communities
provides a context for evaluating Ancaster Heritage Village commercial’s organizational
needs.
Picton is a historic Town in Prince Edward County, Ontario. The Town has
approximately 5,000 full-time residents but grows in the summer with cottagers and
seasonal residents. A Business Improvement Area (BIA) had been established in the
Downtown area for a number of years, but it was volunteer run. The organization only
worked on one major event each year: there was little coordination. The BIA budget was
$30,000.
71
Today, the organization has completely transformed itself. The municipality has
supported the BIA and helped them move forward with hiring a part-time staff person
and increasing the budget. The budget for the BIA is $60,000 and will move to $80,000
this year and $120,000 in three years. The BIA has been able to secure an additional
$160,000 from the Ontario Rural Economic Development Program that will be
augmented by Prince Edward County ($357,000). The money is to be used from 2008 to
2010 on signage, lighting, street furniture, staff wages, and a strategic marketing plan.
The budget is split between:
Administration:
Marketing:
Beautification:
60%
30%
10% - not including the additional grant monies
Perth is another historic community that is similar in size to Ancaster Heritage Village
(6,000 people). There are approximately 70 retailers in the Downtown BIA. The BIA has
a paid part-time executive director and a volunteer board of directors. The BIA raises
$76,000 through a business levy and the Town contributes an additional $19,000. There
is a letter of understanding between the Town and the BIA that is renewed every three
years regarding beautification services. The BIA provides these services (e.g., floral
fixtures, benches, trees, etc.) but capital costs for streetscaping are paid for by the Town.
The BIA spends their budget on:
Administration salaries and supplies:
Promotion:
Beautification:
53%
22%
25%
In addition, the festival costs $60,000, which the BIA raises and spends as a net flowthrough account.
Plans for Perth BIA are to raise the levy by about 3% annually. The average levy for each
business is approximately $1,000. The Town has a joint economic development officer
and community development (heritage) person.
In Rutland, Vermont, a slightly larger town of 17,000 has had a Downtown Business
Improvement District (BID) for the past 15 years. The BID has a budget of approximately
$300,000 that includes $237,000 that is raised from the business levy. There are
approximately 300 businesses (retailers and professional services) in the Downtown.
Staff includes a full-time executive director, two part-time staff (full-year) for office
administration and marketing, and a part-time seasonal staff for cleaning.
72
The BID funds are distributed as follows:
Administration salaries:
37%
Office overhead:
10%
Special events:
16%
Marketing:
22%
Streetscape:
10%
Business development:
5%
The goal going forward is to spend more money on business development and less on
special events.
Other larger and smaller towns with BIAs include:
Community
Population BIA Budget
Downtown Cobourg
19,000
$120,000
Downtown Dundas
30,000
$115,000 plus sponsorship and municipal support
Downtown Haliburton
2,500
$31,500
Downtown Orillia
30,000
$225,000 plus $75,000 in sponsorship
Downtown Bracebridge
15,000
$100,000
Downtown Bowmanville
25,000
$138,000 plus municipal support
73
Recommendations – Organization
Action Step
Time Frame
Responsibility
Develop a full set of communication tools, assign
a budget, and resource time against each
Immediate
Ancaster Heritage
Village BIA
Finalize a job responsibility program for the
executive director
Immediate
Ancaster Heritage
Village BIA
BIA to canvas for support and increase
communication and work with non-members
Immediate
Ancaster Heritage
Village BIA, City
Evaluate BIA committees ensuring that they are
working towards strategic planning and
developing tactics to carry out the goals set
Within 18
months
Ancaster Heritage
Village BIA, City
Develop methods for increasing private/public
sector investment including corporations,
foundations, public sectors, houses of worship,
and other private sector bodies
Short-tomediumterm
Ancaster Heritage
Village BIA
Coordinate with local groups, clubs, and
associations (e.g., Golf Club, Garden Club, etc.) to
discuss opportunities to fund specifically
identified local-based projects within the village
Short-term
Ancaster Heritage
Village BIA and
other groups and
organizations
74
5.4
Economic Development
Strategy Goal
The overall goal is to encourage and facilitate private and public sector investment and
the recruitment of commercial, art, cultural, and recreational businesses and
organizations in Ancaster Heritage Village as well as in-fill developments (mixed-use).
The emphasis is on creating a unique experience, founded on a traditional, heritagecentered, small-town atmosphere. A place that is a complete livable and walkable
community with strong cultural and entertainment elements, all in proximity to urban
markets (Hamilton and Greater Toronto Area).
While the specific emphasis in this report is on retail and commercial businesses, it is
important to approach commercial development in Ancaster Heritage Village from a
business-plan model. Specific goals should be predetermined and refined on a
continuous basis. This applies to occupancy rates, growth, types of commercial
businesses, marketing plans, special event programs, and real estate development
projects. It is understood that the overall area should develop into a complete livable
and walkable community and a real functioning town centre. Of importance is that the
small-town uniqueness and atmosphere be preserved. But this requires planning and
resource commitments.
Recommendations – Economic Development
To foster investment and re-investment within Ancaster Heritage Village, there needs to
be encouragement and promotion of an atmosphere that supports positive action. This
can be made possible through cooperative efforts between the public and private
sectors, along with the community at large.
The refocus should be on projects that reinforce the premise of a meeting place or focal
destination. The village should have the primary focus of serving the day-to-day retail
and service needs of the community, while simultaneously broadening the opportunities
of providing complementary services and facilities that attract visitors.
75
Like any marketed product, Ancaster Heritage Village contains a number of unique and
important elements that are central to achieving the vision set out. This includes strong
heritage, destination businesses, professionally run businesses, and sophisticated yet
also more home-town/rustic in nature. Complemented by this is the customer’s desire
to stay fit and to enjoy entertaining, which is afforded by Ancaster Heritage Village
retail businesses. While tastes are more sophisticated, they are not stuffy. Rather, it is a
contemporary and casual atmosphere related to entertainment that is being sought after
and should be encouraged. Consumers value customer service, knowledgeable staff, and
a personable, friendly atmosphere.
Many retailers and businesses already fit into this cultural and entertainment
description. There are several cultural organizations including theatre, music, and
performance. There are several recreational organizations ranging from the golf and
country club, trail associations, the tennis club, the lawn bowling club, among others.
Cultural retail can include restaurants and cafés, art galleries, decorations stores, and
leisure oriented retail. There are businesses geared to selling food, goods, services, and
gifts that relate to entertainment as well. This includes goods related to serving food,
hostess gifts, catering services, and unique foods. But the definition is broader than the
literal definition of arts, culture, recreation, and entertainment. Many businesses are run
by or employ people that have unique and interesting personalities. This provides a
quirky and unique entertainment function. A business can be entertaining whether it is
home improvement, financial service, food/grocery, restaurant, or gift related. Ancaster
Heritage Village commercial businesses will not be bland and banal, but unique,
interesting, and entertaining. People will want to gather at the local men’s clothing store
to socialize. They enjoy meeting up at the Purple Pony to check up with friends. They
can grab a glass a wine at the Coach and Lantern pub. Overall, the economic
development policy for Ancaster Heritage Village should be centered on the idea of
fostering the art, cultural, and recreational attributes in an entertaining environment.
Retail Commercial Strategy
The strategy for Ancaster Heritage Village commercial businesses will be to selectively
increase the commercial square footage and to analyze redevelopment opportunities on
a case-by-case basis. The focus of the commercial strategy will be to preserve and grow
the existing cluster of strong commercial businesses (that are primarily appointment and
destination based). This will be leveraged to create improved, complementary retail
commercial uses. In this manner, commercial sales will not be cannibalized by new
developments, and retail will grow with increased demand. As stated, it is understood
that Ancaster Heritage Village wishes to retain its small heritage village atmosphere and
close-knit community. Therefore, any development must be reviewed in this context.
76
Wilson Street will be the principle commercial corridor. In terms of importance,
Ancaster Heritage Village commercial should concentrate on the following areas:
1. Focus on a core area of Wilson Street from Academy to Halson Street
2. Create infill opportunities and redevelopment of residential to commercial (at grade)
3. Remove barriers to accessing commercial properties including fences
4. Assess opportunities for shared driveways and access to shared parking lots
5. Create clusters of retail such as convenience goods and services near Halson,
restaurants between Academy and Church, and leisure retailers south of Church and
north of Academy
77
78
The retention and recruitment plan should work towards retaining certain key business
categories and expanding others. Examples of commercial stores3 that support this
strategy include the following (important to note that many businesses currently exist in
Ancaster Heritage Village and strong efforts should be made to retain them):
Eating and Drinking
 Quality contemporary restaurants and evening entertainment
 Contemporary cafés: quick lunches/café – salad, sandwich, coffee using fresh,
unique ingredients, eat-in or take away
 Book store/café
Home Furnishings
 Kitchen, dining room, and gift
 Home furnishings or furniture (destination type retail)
- Bedding and linen
- Bathroom fixtures
- Floor covering, rugs
- Fabric – sewing and notions
 Framing, art galleries
 Small florist or garden store (retail) excluding nursery, wholesalers, or lumber
supply stores
 Home décor, interior decorating
Convenience Goods and Services
 Quality convenience stores
 Drug stores (emphasis on health and well-being) including smaller specialist health
and wellness focused stores
 Specialty food: butcher, other meat and seafood, cheese, bakery/café, prepared and
semi-prepared foods
 Temporary kiosks for ice cream and drinks
 Quality wine shop
 Natural/health food/green grocer
 Specialty travel adventure
 Banking
 Dry cleaning
 Beauty, spa, barber services, tanning, nails, brows, medical services related to
aesthetics
 Medical, dental, and other specialists
3
For businesses listed that already exist in Ancaster Heritage Village, the focus should be on retention
services
79
Specialty Apparel and Accessories
 Contemporary, unique clothing that is not available in malls or power centres
 Bridal/formal wear
 Cosmetics
 Contemporary jewellery
Leisure
 Arts and culture related stores
 Art gallery
 Antiques – need to adjust to contemporary times but quality higher end items
 Sporting goods (higher-end camping, cycling, climbing –stores that have a crossgenerational appeal
 Sports clothing
 Hobby, arts and crafts (e.g., very specialized art supplies)
 Pet store, veterinarian
 Photography
 General merchandise store - Emporium
Other
 Cooking school
 Boutique hotel
 Fitness facility
 Recreational centre – dance, singing, ballet, yoga, Pilates
 Professional offices on upper floors and side streets
Claramont Inn and Spa in Picton, ON
80
Recruitment Programs
The new business organization should not directly become actively involved in
recruiting commercial uses. They can work collaboratively with the property owners
(acting as facilitators) concerning the retail commercial vision for Ancaster Heritage
Village. This applies particularly to retail retention and recruitment. The Executive
Director and board chair of the BIA should be available to answer questions concerning
vision and future development. They should also act as a welcoming committee for new
retail and commercial businesses in Ancaster Heritage Village.
The BIA should establish goals and objectives related to the commercial health of
Ancaster Heritage Village. They must be familiar with the current business profile, as
well as vacancies, rental rates, new projects, property owners, and the like. This will
facilitate their working with the committees to devise a strategy of selectively increasing
the retail and cultural components in the village. Goals related to occupancy rates, the
percentage of square footage devoted to retail merchandise, and objectives of searching
out these new businesses need to be developed.
Ancaster Heritage Village BIA will need to narrow down a list of a few prospects,
approaching them with the correct facts, including a store location. The objectives are
not solely retail commercial based but can include broader arts, cultural, community,
recreation, and entertainment activities as well. This may include assistance with the
Firehall Theatre, Fieldcote, or other programs.
In addition, the BIA should develop and distribute a well-organized, current market
information package related to the commercial potential for Ancaster Heritage Village. It
should be targeted at potential business owners who are interested in establishing a
business. The executive director, along with the board members, can work proactively
with individuals to determine gaps in the marketplace and how to successfully fill them.
Property owners in Ancaster Heritage Village should be prepared to offer incentives to
help attract quality retailers. This means not taking the first tenants that are the highest
bidders. Possible program incentives include rent breaks – offering very low or no rent
in the beginning months and gradually increasing rent up to market levels.
In addition, programs to introduce more residential in the village core (where it is
appropriate) should be encouraged.
81
Retention Programs
Retail retention is important because the strength of the existing retailers and businesses
will encourage prospective businesses to locate in Ancaster Heritage Village. First, the
information from the background report and consumer surveys for this project should
be made available to the businesses and property owners. Existing retailers can begin to
refocus their own retailing/marketing efforts to take advantage of the local traffic’s
socio-economic and shopping preferences. Merchandising, overall store presentation
and window displays, store layout, price-point restructuring, store renovations and
expansion, or even relocation should be re-evaluated. For example, specialized stores
with a limited target market, such as a high-end jewellery store, would not do as well.
But products geared to quality health, fitness, and recreation will, as this type of store
will have cross-generational appeal.
As the retail climate in Ancaster Heritage Village becomes more competitive, marginal
retailers will face more competition. These retailers must become as strong as the newer
retailers. One of Ancaster Heritage Village’s strengths was excellent service/helpful
staff. If retailers believe they offer great service, they should be willing to take the
necessary action to sustain and improve it rather than rest on their laurels. It is often
better to improve an area of strength rather than to tackle an area of significant
weakness as a starting point. While many retailers believe that they already offer great
assistance to their customers, it will be important to offer additional benefits. This can
include personal shopping help, style assistance, free delivery, a men-only shopping
night, advance notice of new products, free products/samples with purchase, open
extended hours, and gift-wrapping, among others.
There are numerous resources from motivational speakers, books, videos/DVDs and
workshops that address areas of retail operations. Retailers should offer incentives to
their staff to understand the products and services they are selling.
Ancaster Heritage Village and the new business organization will be able to supply
retention services through the following means:
 Making educational tools, including videos, guidelines and books, available to
businesses and coordinating special learning events for members.
 Offering seminars on topics such as: merchandising, effective use of window
displays, how to offer good customer service, accounting, public policy, marketing
and advertising, buying for your business, developing an Internet site (multi-channel
retailing), security and safety techniques, importance of store cleanliness… could be
part of the retail advisory committee. The BIA can include a customer service
personal shopping program that rewards retailers that offer exceptional service.
 Making demographic information available so that businesses can better target their
promotions to customers.
82
 Helping businesses identify and develop business opportunities for growth and





expansion. Programs include: how to attract more customers through marketing;
building a repeat customer base; how to encourage customers to spend more; adding
new product lines to capture a wider market range; expanding or relocating within
Ancaster Heritage Village; and, opening a complementary business in Ancaster
Heritage Village - creating your own competition.
New businesses should be encouraged to take root in Ancaster Heritage Village –
these businesses may need assistance with business planning, loans, bookkeeping,
rent abatement deals, merchandising, etc.
Supporting cross-promotional efforts: restaurants should give discounts to local
businesses that help promote them; businesses such as accommodation related, art
and cultural related, and recreational venues. Also, local resident loyalty programs
and joint marketing similar businesses should also be pursued.
Businesses must be encouraged to use the words ‘Ancaster Heritage Village’ in their
promotional materials, business cards, yellow page directories, etc. to help re-enforce
the brand.
Planning for business transition. If a business owner plans to sell, close, or retire, it is
important to find this out as soon as possible. Services offered by the BIA could
include the following:
- Serving as a liaison between business owners and potential buyers;
- Identifying potential buyers and providing information; and
- Helping to prepare marketing materials.
Ancaster Heritage Village businesses need to support one another’s business by
being seen shopping and conducting business on a regular basis in Ancaster
Heritage Village. Business owners and staff should easily recommend other
businesses in the BIA to customers. Becoming actively involved with each other
provides opportunities for visual monitoring, keeping communication channels
open, and building relationships that are essential.
See Appendix for examples from retention programs.
83
Recommendations – Economic Development Strategies
Action Step
Time Frame
Responsibility
BIA to set goals and objectives for retail recruitment
as well as other community activities (community
centre, recreational facilities, arts, culture, etc.). Goals
should be to increase retail merchandise to 15% in the
short term and with the overall goal of 20% in the
longer term. Convenience retail should increase to 6%
in the short term and 10% in the long term
Immediate
Ancaster Heritage
Village BIA
Continue to enhance farmers’ market
Ancaster Heritage
Village BIA
Begin commercial retention programs
Short-term
Ancaster Heritage
Village BIA
Develop a one page of strengths of Ancaster Heritage
Village BIA that a potential retailer would find
helpful (facts on why you should locate here)
Short-term
Ancaster Heritage
Village BIA
Develop programs related to improved customer
service
Short-term
Ancaster Heritage
Village BIA
Develop program of potential retail and community
uses along the entire BIA including conversion of
residential to retail, mixed-use building
opportunities, other infill potential, and
redevelopment of existing buildings.
Short-term to
medium-term
Ancaster Heritage
Village BIA
Develop potential incentives, ideas, and programs to
help facilitate new businesses to open in the BIA
Mediumterm
Ancaster Heritage
Village BIA, City
Act as a liaison for retail investment opportunities
Mediumterm
Ancaster Heritage
Village BIA
Consideration may also be given to the idea of encouraging certain retail types to locate
in the village. This has been used in some municipalities such as Collingwood. Rather
than restrict ground level space to only retail (to the exclusion of professional services),
the municipality requires that some retail types (e.g., government agencies such as
libraries small professional offices, small specialty retail, stores serving the day-to-day
needs of residents, liquor stores, full-service banking and financial institutions, etc.)
must consider a location in the business district before being allowed to consider other
locations such as power centres, malls, or stand alone retail locations. They must provide
a rationale for not locating in the business district.
84
5.5
Major Marketing and Branding Strategies
Strategy Goal
The goal is to build a comprehensive marketing and branding platform to leverage
commercial activity in Ancaster Heritage Village.
To encourage people to visit, shop, and dine in Ancaster Heritage Village on a frequent
basis, the mission should be to focus on those who currently visit to increase their
patronage. It is easier to work with current visitors than to convince non-visitors to come
to the village. The goal is to increase the number of times they visit and the duration of
the visit. These customers are already loyal to Ancaster Heritage Village and aware of
what there is to offer. Programs to increase expenditure incrementally will have a higher
payback than programs geared to non-visitors. With non-visitors, there is higher risk
that they will never become Ancaster Heritage Village shoppers.
The starting point is the strong brand recognition of Ancaster and the heritage aspects of
the village.
Some Ancaster Heritage Village businesses have some well-established marketing
programs in place and the efforts to date have been well executed. The BIA marketing
programs should not interfere with individual retailer marketing programs but serve to
enhance an overall umbrella image of what Ancaster Heritage Village is about. Also, the
BIA can bring businesses together for joint or cross-promotional marketing programs.
Marketing can be the catalyst that helps build the image of Ancaster Heritage Village.
The image is that of a meeting place, a livable and walkable community, a focal point,
and as a central area of activity for arts, culture, recreation, and entertainment. It is a
place to rejoice in the heritage atmosphere. It can play an integral part in creating a
“buzz” for the village and helps put a face on the efforts of the businesses, property
owners and art, culture, and recreational organizations and associations. Marketing is
also a key element in retail retention.
The BIA needs to focus on finding the appropriate mechanisms to embrace the concept
of a powerful marketing program with the requisite funding to support the execution of
these efforts. The marketing recommendations made herein assume this commitment of
funding will be in place in the not-too-distant future. This will enable the marketing
recommendations to be rolled out and executed towards the overall success of Ancaster
Heritage Village commercial businesses.
85
Five Major Marketing Strategies
There are five major areas of work for Ancaster Heritage Village commercial businesses
from a marketing perspective. Each of these strategies is presented with example tactics
to help bring the strategy to life. Implementation of a well-conceived marketing program
requires execution of all five strategies. No single strategy is more important than
another and we strongly recommend finding the resources to execute all five strategies.
Strategy One: Build upon Ancaster Heritage Village Commercial Brand
A Town/City or BIA brand is different from a consumer product or other brand. The
Town/City or a BIA has limited control over the use of the name Ancaster Heritage
Village or how it is affected by others. However, there are many things that can be done
to build a single brand for Ancaster Heritage Village. A key element of this process is
deciding what the brand stands for and can be answered by several questions:









What are the key messages about Ancaster Heritage Village BIA that should be
included in all communications by related and involved organizations – especially
related to the word heritage?
What is our voice for community marketing?
What colours, personality characteristics, and overall look convey the brand?
What is our positioning strategy vis-à-vis our competition?
What are our current and desired perspectives on key issues?
Who are the key targets for these communications?
What are the key words that we associate with Ancaster Heritage Village
commercial businesses?
What is the full articulation of the word “heritage” for the BIA and how is that
manifested?
How can we all speak in unison about the positive nature of Ancaster Heritage
Village commercial businesses as a place to meet, recreate, live, enjoy, do business
and shop?
86
The following brand positioning is proposed for Ancaster Heritage Village commercial4
Ancaster Heritage Village is the centre point of life in the Ancaster region. Our retail, restaurant,
recreation, cultural and entertainment offerings provide a unique set of positive experiences
unequalled in the region and the village is the hub of activity. Ancaster Heritage Village BIA will
bring together a powerful mix of a warm small-town friendly environment in a single location.
The village will reflect the best of our region rooted in the strength of our history.
Once the brand is established for Ancaster Heritage Village BIA, all creative elements
produced for the village should carry a single look and feel and a single positioning
statement.
Advertising and Public Relations (PR) are the two major marketing tools used to create
the brand. Ancaster Heritage Village BIA should consider a multi-pronged approach
using a combination of media options – newspapers, magazines, and direct mail. The
focus should be on the most likely customers who will shop/eat/experience Ancaster
Heritage Village. These advertisements and PR efforts are used to build the overall
brand of the village in the eyes of the most profitable customers. The frequency of the
advertisements should be dictated by each season: it is not advisable to run
advertisements in the depth of winter. Advertisements should focus on spring, summer,
and holiday shopping periods with PR efforts filling the gaps.
Marketing should focus on the top loyal customers that have a higher direct impact on sales revenue and
gross margins.
4
Note: this is one version of a positioning strategy for Ancaster Heritage Village commercial and there
could be many others. The BIA should work together to formulate a positioning strategy that is agreeable to
a majority of the group.
87
If there are events and programs produced by the BIA or website sign up, there should
be efforts to collect visitation data to build a database of customers that can be part of a
direct mail campaign. Programs such as Constant Contact (I Contact) are beneficial for
tracking website visits and email distributions. A loyalty card may also be considered
for rewarding the most loyal customers with gift certificates and additional programs.
The combination of a defined brand position, consistent and powerful tagline,
advertising and PR campaign and unified voice for the village will help to create
momentum for the area. Additionally, it will support business recruitment efforts as
well as help to keep the existing businesses healthy.
Strategy Two: Traffic and Sales Building Promotions
Unfortunately, it is not enough to simply run advertisements to generate interest and
excitement for the village businesses. The advertisements “open the door” to the
consumer, helping them to understand the identity and purpose of Ancaster Heritage
Village. However, there is a secondary marketing strategy to supplement this effort.
There are several events in Ancaster and the BIA that should draw people to experience
the village. While there may be an opportunity for the BIA to run and manage a limited
number of events, the stronger benefit is when other organizations run the events in the
village. The BIA can assist by providing the venue.
BIA special events and promotions are typically executed during key merchandising
seasons. For example, there could be an early summer promotion and a holiday season
promotion – during the summer there are too many residents who are away at cottages
and holidays. The intent of each sales promotion is to get people motivated to visit the
village and make purchases at the same time. They can be categorical (e.g., retail, food,
etc.) or they can be general.
Some tactical examples of this type of promotion are as follows:


Major seasonal giveaways/contests that requires the customer to enter to win. The
entry form can be printed as part of an advertisement in the newspaper and made
available in-store. These types of promotions are very effective in generating traffic
in other markets.
Major categorical events such as “Heritage Food and Wine Festivals”, a “Health and
Wellness Fair”, and a “Wedding Show” support a specific area of business. In either
case, special offers are made to the consumer to drive them into the village.
88

Cause related programs that help to generate funding for a specific organization (i.e.,
arts, medical clinics, and charities) while helping to build sales. For example, one
town produces a shopping discount card for a specific two-week period. Shoppers
can “buy” the card for a donation to a charitable organization where the card
provides them with numerous discounts in the local stores, restaurants, etc. for that
timeframe.
Execution of at least two well-coordinated sales promotions during the year will be
critical to the success of the village’s retailers and restaurants as a supplement to the
overall branding initiative.
In addition, a weekly spring, summer, and/or fall event such as a late afternoon music
concert series at the Town Hall could be coordinated (e.g., Thursday afternoon Jazz).
For special events there needs to be consideration for the local commercial businesses.
Ancaster Heritage Village businesses must be given the right of first refusal related to
setting up booths for events. The BIA should look at ways to encourage business
participation by selling the benefits of database marketing to the increased traffic. Once
the Ancaster Heritage Village businesses have signed on and others have determined
that they are not going to particpatie, then other vendors can be recruited for the event.
Strategy Three: Niche Marketing
Ancaster Heritage Village commercial businesses need to have different marketing
strategies for local residents and out-of-town visitors.
Visitors can be marketed through partnerships with regional tourism organizations. In
addition, businesses need to develop effective concierge programs with local arts,
cultural, recreational, accommodation, and other tourism related organizations,
businesses and associations. The most effective marketing is in the form of direct
referrals. The accommodation staff/owners often make restaurant reservations on behalf
of visitors or offer suggestions. Ancaster Heritage Village businesses should be courting
these businesses to ensure that their business is recommended by the front-line workers.
89
Local residents have specific shopping and dining needs. The major premise of any local
resident marketing strategy is communication. They have to know what is available to
them to increase usage. This can be online communication, street banners, newspaper
advertisements, and so forth.
The sign into Niagara on the Lake highlights upcoming events and dates. The board
can be updated to show the next four events on a continual basis (each event slides
in and out of the sign board)
90
Strategy Four: Barrier Free Access and Usage
Marketing is not just about advertising and special promotions. It is also critical to break
down the barriers that may exist for consumers to utilize the village more frequently.
They need information to make the decision as to whether they will visit or not. For
Ancaster Heritage Village, there are several major pieces of work in this area. First, the
village must have visibility. There are signs along Highway 403 that help direct visitors.
Gateways need to be considered at the ends. The design solution for the external
gateways (Montgomery Drive and Halson Street) may be re-interpreted for use within
the BIA (e.g., as stop light poles). Other directional signage programs for pedestrians
and vehicles need to be considered throughout from different activity centres (e.g., from
trails systems, bike paths, parking lots, cultural venues, etc.). The city`s budgeting for
the Ancaster Heritage Village BIA gateways is underway.
Additionally, customers need to know where to go to get information. A well designed,
informative, and easy to use website is the best option for this as well as an information
kiosk in the Town Hall and/or the library. It can address many of the areas of
information requested by consumers including:





What stores and restaurants are in the village?
What are the shopping hours?
How do I get there?
Where do I park?
What is happening this weekend - special events?
Strategy Five: Business-to-Business Marketing to Lease Space
Ancaster Heritage Village has a need for a coordinated leasing marketing program to
impact those who lease space. Elements to this program should include the following:



Create coordinated sales collateral materials that tells the Ancaster Heritage Village
commercial story completely and concisely using research findings to make the case
for Downtown as a great place for your business
Develop online marketing strategy for quick information (website)
Use PR strategies to tell stories in targeted publications, including success stories of
Ancaster Heritage Village commercial businesses
91
Recommendations – Marketing and Branding Strategies
Action Step
Time Frame
Responsibility
Coordinate joint marketing programs among businesses
Immediate
Ancaster Heritage
Village BIA
Work with all businesses to ensure that they include
Ancaster Heritage Village in their address cards, yellow
pages, website contact information, etc.
Immediate
Ancaster Heritage
Village BIA
Develop a website and then ensure that it is linked to as
many other organizations (e.g., City, arts and culture
organizations, recreation, etc.) – use programs such as
Constant Contact to develop direct mail campaigns
Immediate
Ancaster Heritage
Village BIA
Enhance public relations with local media (Ancaster
News, Dundas Star, The Spectator) and search out
where possible national coverage in larger circulation
media such as The Globe and Mail or blog/Internet sites
Immediate
Ancaster Heritage
Village BIA, media
A tourist information kiosk should be enhanced at the
library (not necessarily staffed)
Immediate
Ancaster Heritage
Village BIA, library,
Tourism Hamilton
Establish consistent shopping hours to promote the
hours of operation. Organize a special village service
and retail workshop to discuss hours of operation and
customer service excellence
Immediate
and ongoing
Ancaster Heritage
Village BIA
Develop an Ancaster Heritage Village brand
Short-term
Ancaster Heritage
Village BIA
Explore the feasibility of cross-marketing businesses
with other activities – accommodation, art and cultural
programs, Farmers’ Market, and professional services
Short-term
and ongoing
Ancaster Heritage
Village BIA, other
organizations
Develop and establish distinctive gateways on the
approaches to Ancaster Heritage Village and signage
within the Village that reinforces a consistent theme and
provides useful/effective information. Ensure that these
are both pedestrian and vehicular scaled
Short-term
Ancaster Heritage
Village BIA, City
Explore opportunities for increased events and
programs – designed to raise the profile of the Village as
a community destination
Short-term
and ongoing
Ancaster Heritage
Village BIA
Explore partnerships with regional tourism sectors –
such as agri-business and culinary activities,
eco-tourism and recreational trails
Short-term
and ongoing
Ancaster Heritage
Village BIA, City, and
other organizations
92
5.6
Programs for Enjoyable Shopping
Strategic Goal
The goal is to create a dynamic local market place where commercial businesses are
encouraged and supported. The development of the environment should be pedestrianfriendly. One of the major challenges to creating an enjoyable shopping experience is the
traffic issues related to Wilson Street. The image of a pedestrian-friendly village is
countered by a situation whereby the traffic along Wilson Street either moves too fast or
too slow. Planning should encourage a steady flow of traffic through Wilson Street that
supports and cultivates a shopping atmosphere. Currently, a high proportion of the
traffic appears to be using the village core as a pass by area. This discourages shopping
and an intimate village atmosphere. It is important to note that these traffic issues are
primarily observational.
The goal should be to divert as much as possible those motorists who want to pass
through the village core onto other roads. This will contribute to preserving the village
core for those who want to be there and experience the great atmosphere.
Considerations may include diverting traffic with improved Highway 403 on-ramps at
Main Street and traffic calming design elements within the village core. Also, not that
the City-wide Truck Route Master Plan is being conducted with BIA input and a final
report is due in 2010.
Through strategically placed and appropriately scaled infill and redevelopment, a
greater critical mass of retail, residential, personal services, professional services and
arts, cultural, recreational, and entertainment services can be accommodated. The
streetscape elements such as signage, sidewalk materials, width, planters, street trees,
benches, and trash receptacles will add to the positive pedestrian character of the
village. Store-front windows and private sector building signage will reflect the
character of the area, as will store window displays, and upper building facades.
The diagram below shows how changes and improvements in the physical environment
can help improve the vibrancy and vitality of Ancaster Heritage Village. The influence
of the planning and regulatory framework is demonstrated as well.
93
Source: Brook McIlroy Inc.
Action items can include:
9. Prepare a tree inventory – this process has begun. It is important to remember that
trees create a dramatically different atmosphere on the street by shading the
sidewalk and lowering temperatures in the summer. They also create a more
intimate atmosphere. A tree inventory will identify species, a comprehensive palette,
and a long-term replacement schedule.
10. Investigate and adopt a palette of street furniture and streetscaping – this process
has begun. This includes heritage light standards and benches clustered in a way
that encourages social interaction (i.e., benches should face one another to foster
dialogue when sitting. The local artist community can assist with a streetscape
master plan. In addition, working with the senior community will help to ensure
that accessible issues are also addressed. Ensure that they are appropriately scaled
for pedestrian and vehicular usage.
94
Street furniture should encourage social
gathering. It may also include chairs rather than
benches located perpendicular to each other.
Also, street pavement can also be used to help
indicate intersections.
11. Review the City`s cycling master plan for specifics as they apply to Ancaster
Heritage Village BIA – identification of safe and scenic routes, cyclist signage, and
work with cyclists and the artist community on improvements. It is important to
include wayfinding signage from recreation trails to the retail areas to reinforce the
cohesive community connections.
In the example, the bicycle rack is
also used as a wayfinding to retail
and other activity centres
95
12. Encourage civic spaces – The City has been implementing the Ancaster Square
Master Plan to improve the municipal centre and library as a community gathering
space. Other community gathering spaces and recreational spaces should be
encouraged – splash pad/skating rink concepts. Consider a community centre for
the village and a permanent spot for the farmers’ market. Vacant lots should be
temporarily used for public seating and artistic work.
Public
gathering
spot on
Main
Street,
Unionville
.
In Kingston the
parking lot is used for
a farmers’ market,
parking, and skating
at different times of
the year/week.
96
13. Develop signage and lighting around recreational areas. A unique program that
builds off of the natural heritage and artistic cultural angle is to create signage
related to art. In the following examples artist work is used for wayfinding and
directional signage as well as learning.
Directional signage can use historical images and paintings to help draw context for pedestrian traffic. In addition,
new paintings can be used as directional wayfinding to places such as recreational trails, shopping, the farmers’ market
using local artists on small plaques. Note that the plaques would be small replicas of the images.
97
14. Respect the different historic character of the buildings and the various setbacks that
give Ancaster Heritage Village its different shopping setting as opposed to more
traditional main street downtowns.
15. Preserve sight lines, view corridors, and respect building heights
16. Façade improvements should consider the street-side and rear sides of buildings
17. Treat parking lots as the first point of contact with visitors by ensuring they are
clean, clear, and well-lit. They can be improved with landscaping. Consider
amalgamating some lots for a consistent experience behind buildings that are
available for all users. Employees should be encouraged to park away from high
demand spots (consideration for improved lighting and security should be taken
into account). Paid parking may encourage higher turnover of customer parking
spots. Visitors should be encouraged to park once and shop all day.
An overall parking management program is required by the Parking Committee of
the BIA that addresses not only parking supply issues but also management. A full
evaluation of parking locations is desired in view of the need for both general
parking and street parking in front of as many businesses as possible. Parking
management may also include education, marketing, marked lines, discounts and
promotions (when there is paid parking) to reward loyal shoppers, programs
whereby staff feed the meter, reminders to shoppers to feed the meter, among
others.
Parking lots should give
considerations for safety,
include exceptional
landscaping, and should
consolidate lots as much as
possible providing vehicular
access from side streets but
ensuring there is pedestrian
access to shopping streets.
98
18. Create an intimate pedestrian-friendly street. This includes pedestrian crossings,
bump outs, speed bumps, trees, preferential crossings for pedestrians at
intersections, and retailers and businesses who merchandise the front of their spaces,
including patios.
Main Street Unionville and
Downtown Kleinburg both
utilize a system of slightly
raised parallel parking that
also functions as an extended
pedestrian sidewalk, in
addition to places for planter
and light standards
99
11. Protect historic buildings. Consideration should be given to the pros and cons of
establishing a Heritage Conservation District5. This will require further discussion
between the BIA and the City.
12. Ensure quality infill – set regulations and urban design guidelines may be required.
This would apply to height and massing, setbacks, materials, retail uses on the
ground floor, avoidance of blank facades, signage, treatment of view termini at T
intersections, parking and services access, and drive-throughs.
13. Other key success factors
 Local championing – key community leaders in the public and private sectors
must commit to the implementation of the above recommendations with the
adherence to a schedule that ensures continual input. The BIA needs to have open
communication with property owners.
 Leading by Example – public and private realm improvements cannot be
dissociated. It is important that the City not demand higher standards from
private property owners than from its own real estate. In addition, that the quality
of the public realm not be allowed to fall below that of the private realm. The
Town must be prepared to invest in upgrades to the Town Hall and for
streetscaping, etc.
 Regular updates and timelines set – achievements must be recorded and the ‘todo’ list updated on a regular basis, all in a collaborative fashion. Some
communities find it difficult to spend this large amount of money in one year for
landscaping and streetscaping projects. In Alliston, Ontario, the capital cost of a
river park in Downtown was too much. However, the municipality agreed to set
aside $20,000 to $30,000 a year until enough money was raised to begin the
construction project.
 Incentives (time and funding) – the BIA needs to be able to promote City
incentive programs effectively as well as new incentives if a heritage conservation
district is developed.
 Seizing opportunities to piggyback other projects – external projects can provide
unique opportunities to implement desired changes, even though their timelines
can be different (e.g., redevelopment projects and transportation projects). Largescale private development and redevelopment can also provide opportunities to
improve the surrounding public realm. For example, through improvements to
sidewalks, streetscaping and civic spaces as well as removing excessive driveways
along Wilson Street.
 Enforcement – all zoning and property standards by-law should be enforced as
diligently as possible to reward compliance. The best policy framework can falter
with insufficient enforcement.
5
Examples include Collingwood Downtown Heritage Conservation District (2002), Unionville
Heritage Conservation District (1998), and Thornhill Heritage Conservation District (1984-1986)
and Yonge Corridor. There are over 75 districts in Ontario. See the benefits described in
http://www.culture.gov.on.ca/english/heritage/Toolkit/toolkit.htm
100
Recommendations – Programs for Enjoyable Shopping Strategies
Action Steps
Time Frame
Responsibility
Explore infill opportunities to create a consistent
street front
Immediate and
ongoing
Ancaster Heritage
Village BIA and City
Explore feasibility of diverting traffic (e.g., by
providing additional westbound access ramps to
Hwy 403, including from Main St. W.) and creating
an intimate shopping environment through curb line,
widening sidewalks and narrow intersections. These
areas could be enhanced with benches, street trees,
and public art.
Immediate and
ongoing
Ancaster Heritage
A full evaluation of parking locations is required in
view of the need for both additional general parking
and street parking in front of as many businesses as
possible
Short-term
Ancaster Heritage
Establish a level of service for enhanced maintenance
and appearance of the public realm (e.g., roads,
sidewalks, gardens and planters, signage, street
furniture, and public buildings).
Short-term
Ancaster Heritage
Consider the establishment of urban design
guidelines to ensure that a consistent building theme
is enforced and discuss the pros and cons of
establishing a Heritage Conservation District.
Short to mediumterm
Ancaster Heritage
5.7
Measuring Success
Overall, success can be measured by a number of factors including but not limited to:
 Increased sales
 Positive changes in consumer survey benchmarking – visitation, length of visitation,




expenditure, trade area, etc.
Lower vacancy rates
Positive press and media articles
Number of benches, light standards, and other landscaping put in each year
Public and private investment in Ancaster Heritage Village (value of private
redevelopment of buildings each year)
101
APPENDICES
Appendix B
Retention and Resources

Commercial Market Analysis for Ancaster Heritage Village

Transcription

Similar documents

View Enlarged Map

Free Movie Night 2016_April 15.ai

Music at Fieldcote 2011

Proudly Presenting 29 - 20 Meadowlands Blvd, Ancaster

Hummason - Music at Fieldcote

125 Wilson St. W #106, Ancaster L9G 0B9 Property Feature Sheet

Champaner-Pavagadh Archaeological Park

Directions to Ardgillan Travelling north from Dublin

The History of the Fieldcote Music Series: Friends of music at

007 Kardamyli (Wikipedia)