Iowa 2015 MA Template CM

Transcription

DOWNTOWN AVOCA
AVOCA, IOWA
MARKET STUDY AND STRATEGIES
2015
TABLE OF CONTENTS
Table of Contents ................................................................................................................................... 1
Introduction ............................................................................................................................................ 2
Community Profile.................................................................................................................................. 3
Downtown Avoca Market Snapshot ....................................................................................................... 6
Community Insights .............................................................................................................................. 10
Business Insights................................................................................................................................... 16
Opportunities ....................................................................................................................................... 19
First Steps Implementation Strategy .................................................................................................... 22
Conclusion ............................................................................................................................................ 24
This report was created by Avoca Main Street with technical assistance provided by DPN, under contract by the Iowa Economic Development Authority (IEDA).
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Downtown Avoca Market Study and Strategies • 2015
•1
INTRODUCTION
PUTTING A PLAN ON THE FUTURE
The economic landscape of traditional downtown and
neighborhood commercial districts continues to change and
evolve. Expanding retail competition, life-altering technologies,
and shifting lifestyle trends will continue to affect business
opportunities and the ways in which people interact within the
traditional downtown environment.
The key to improving the economic performance of the Avoca
downtown business district ultimately lies in the development
and implementation of market-driven business development
and marketing strategies that capitalize on our community’s
assets and emerging opportunities.
Avoca Main Street spearheaded the downtown market analysis
process to promote an in-depth understanding of local and
regional market conditions and trends impacting the
downtown district’s current economic performance and
opportunities for the future. Information and direction gained
throughout the market analysis process will provide a sound
basis for local decision-making processes and strategies aimed
at enhancing the Avoca downtown business district.
Avoca was one of seven Main Street Iowa communities
selected to receive 2015 market analysis training and technical
assistance. The self-help process is engaging local leaders,
business persons, residents and stakeholders. Key steps in the
process include:
This market study report was completed with assistance
from Iowa Economic Development Authority (IEDA) and
Main Street Iowa. United States Department of
Agriculture Rural Community Development Initiative
funding and Community Development Block Grant funding
were procured by IEDA to underwrite market analysis
training and technical assistance furnished to select Main
Street Iowa communities in 2015.
The mission of the IEDA is to engender and promote
economic development policies and practices which
stimulate and sustain Iowa’s economic growth and climate
that integrate efforts across public and private sectors.
The IEDA conducts training and provides technical
assistance to designated Main Street programs, including
market analysis. These services include capacity building
on understanding the regional marketplace and how to
develop and proceed locally with an implementation
plan.
Downtown Professionals Network, a planning and
research firm, was hired by IEDA and worked with Main
Street Iowa to provide training, technical assistance and
support to local Main Street organization leaders and
volunteers.
 Site visits and work sessions with the Main Street Iowa
and Downtown Professionals Network team.
 The collection and review of background information.
 The analysis and summary of trade area demographic
and economic data provided by Main Street Iowa.
 The performance of consumer and business surveys.
An extensive amount of information and data was compiled
and analyzed throughout the course of the market analysis
process. This report has been prepared to highlight key
information and findings that could be particularly relevant to
our community’s ongoing downtown enhancement efforts.
For more information contact:
Avoca Main Street
209 Elm Street
Avoca, Iowa 51521
Telephone: (712) 249-8042
Email: [email protected]
Website: www.cityofavoca.com
Limitations and Disclaimers
Retail market analyses, their components (such as retail sales gap
analyses) and derivative business development plans provide
important guidance on how a commercial area should,
theoretically, be able to perform and on the sales levels
businesses should be able to achieve. However, a number of
factors affect the actual performance of businesses and
commercial areas, including the skills of the business operator,
level of business capitalization, the quality of the physical
environment, changes in overall economic conditions, the
effectiveness of business and district marketing programs, and
many other factors. The information in this document is intended
to provide a foundation of information for making business
development decisions, but it does not and cannot ensure business
success.
As is true of all demographic, economic and market studies, our
analysis’ reliability is limited to the reliability and quality of the
data available. Our research assumes that all data made
available by and procured from federal, state, county, city,
primary and third party sources is accurate and reliable.
Because market conditions change rapidly and sometimes without
warning, the information and opinions expressed here represent
a snapshot in time and cannot predict or gauge future changes or
results.
•2
COMMUNITY PROFILE
Avoca, Iowa
Just off Interstate 80, Avoca is a progressive community that sits on
the east side of Pottawattamie County. With the split of the West
Nishnabotna River running along both sides of the community that
started a colony in 1869, to later years as the railroad paved the
way to more modern ways of life, Avoca has thick roots of history
and cultural.
With a rich history of agricultural background, the roots of farming
are still strong in Avoca with Ag retail and service businesses along
with a one of a kind tractor museum. The community offers a
veterinarian clinic, two implement dealerships and related services,
a small engine dealership, two seed and chemical businesses and
grain storage.
A third component to the local economy are services related to
Interstate-80. Avoca have a travel center, four hotel/motel
facilities, three gas stations, and four trucking firms located in the
community.
The health industry also plays a key role in Avoca with a Medical
Center, Nursing and Rehab facility, and Pharmacy being a local
option available for Avoca and local residents.
Avoca is home to excellent public services. A regional school
district, MidAmerican Energy, the Iowa Department of
Transportation, select County services, and the United States Post
Office are located in Avoca. The City of Avoca also provides a full
complement of recreational opportunities and other essential
infrastructure to the public.
“Our downtown is the heart of our
community. As we continually try to
reinvent and adapt to the challenges
facing small towns. Avoca Main
Street is helping us improve the
economy in our downtown district.
The benefits we are experiencing
from the program are really clearly
evident.
— Clint Fichter, Avoca City Manager
Outdoor life is essential to the citizens in Avoca. Accommodating
their needs, the Edgington Memorial Park offers an Aquatic center,
walking trial, and a dog park, soccer and baseball fields, a
basketball court, a place for social gathering, and access to the
West Nishnabotna River. Across town lies a 9-hole golf course and
driving range with a clubhouse facility which grants opportunities
for additional food and drinks.
Improvements made to the Elm Street Town Center have been a
priority. The new streetscape has given the community a complete
and cohesive look with new awnings, signage and a clean look to
the Main Street District. The streets are lined with light poles with
hanging floral baskets, and music fills the air.
•3
COMMUNITY PROFILE
Main Street District
The Main Street District is located in the heart of the
community and is also the traditional downtown area. The
district is three blocks long on Elm Street and three blocks wide
along the Tamarack Road corridor. The Main Street District
houses a general store, pharmacy, children’s clothing, car sales,
floral, liquor, and automotive repair stores; core services such
as health, telecommunications, beauty, legal, financial, auto,
transportation, nonprofit and insurance services; and your
choice of eating and drinking establishments. With Avoca’s
history of being the county seat for East Pottawattamie County,
the Avoca Main Street office is located in the historic
courthouse at 209 N Elm Street.
Recent improvements to the Main Street District were made
possible by the City of Avoca and the Iowa West Foundation.
Each committed funds to a Downtown Improvement grant
which provided 75% of the project costs to building owners in
the plan area to complete façade and interior restoration
projects. The program also helped preserve architectural
elements of the building and revived the atmosphere of Elm
Street. Over the life of the program twenty buildings have been
completed.
One project in particular was headed by the Avoca Betterment
Association with help from the State of Iowa, Iowa West
Foundation, City of Avoca, Grow Iowa Foundation, MidStates
Bank and private investments. A former hotel, which was the
most dilapidated structure in the downtown, was converted
into seven apartment spaces and created one commercial
space while restoring historical architectural elements to the
building.
“I have been in business in downtown Avoca for
20 ½ years. Our business district has changed
for the better over recent years. We have seen
new streetscape projects completed which has
attracted some new businesses to town. I would
like to see some new small business entrepreneurs’
work together in a co-op environment. It would
possibly allow them to share building space and
expenses. They could then have the opportunity to
get their business venture started without so much
cost and risk.”
— Rhonda Hope
State Farm Agent in Downtown Avoca
Approximately 60 businesses are located in the Main Street
District’s 56 commercial buildings. These businesses employ
approximately 148 people. The mix of businesses is as follows:

Three taverns and one restaurant.

Retail places such as the Dollar General, liquor store,
and drugstore.

Service industry businesses, such as a florist,
automotive, insurance, banks and real estate.

Government services, such as City of Avoca and the
USPS.

Twenty two upper story housing units are available for
rent in the Main Street District. The district averages a
90% occupancy rate for upper story housing.
•4
COMMUNITY PROFILE
The City of Avoca offers several grants which are beneficial to
the Main Street District. City of Avoca grants include the
following:

Downtown Improvement Grant which provides funding
and architectural services to facade and interior
rehabilitation within the guidelines of the Downtown
Master Plan. The majority of the district has participated
in this program already.

Small Business Start-Up/ Retention/ Expansion. The
program provides $5,000 in matching funds to help
businesses start-up/ retention/ expand. The program
requires the applicant to be loan- worthy and to have
completed a business plan with the Small Business
Development Center and the E-Coach provided by
Western Iowa Development Association.
Avoca provides a good balance of interstate travel industry and
a quaint rural community setting that provides for the basic
needs of its citizens. Economic development for the town will
always be a priority, with essential services being equally
important.
We are working to attract both traditional businesses and hightech companies. New business opportunities will also create
opportunities for new families to become part of the Avoca
community. These outcomes will produce a sustainable
community for the future.
“My family has a true appreciation for downtown
Avoca. I’ve had the pleasure of working in
downtown Avoca for the last 26 years and my
wife and children have all enjoyed their time with
friends and family shopping, eating and attending
church activities in downtown Avoca. We love it!”
— Brent Hansen
Avoca Resident and Businessman
•5
DOWNTOWN AVOCA MARKET SNAPSHOT
Demographic Snapshot
The demographic snapshot compiled for the Downtown
Avoca Drive Time Markets benchmarks and tracks
changes in the marketplace. Analysis and comparison of
data for the three drive time areas reveal:
►
Trends and projections for the population and
households within the drive time geographies
anticipate five-year decreases in population ranging
from 0.3% to 1.3%; and five-year increases and
decreases in households of less than one percent. At
the state level, population and number of
households are expected to grow at five-year rates
of 2.8% and 3.1%, respectively.
►
Consistent with the “Greying of America”
phenomenon, average household size is anticipated
to decrease slightly across the drive time areas and
median age is expected to increase by a little less
than one year in the various drive time areas
through 2019. Median age for the Iowa population
in 2014 is estimated at 38.5 years and is expected to
reach 38.9 years by 2019.
►
►
The concentration of renter-occupied housing units
is consistent across the drive time areas – estimated
at about 23% to 24% in 2014. Between 8% and 10%
of all study area housing units are classified as
vacant in 2014 and a small increase in vacant units is
expected through 2019. State figures for 2014
assigned a vacant status to 8.9% of all housing units,
and the figure is expected to rise to 9.0% by 2019.
Overall, median household and per capita income
figures for the drive times are higher than those
estimated for the state. Median household income,
highest in the five-minute drive time, is expected to
increase across the drive time geographies by about
13% to 15% through 2019. Projected five-year
growth rates for median household, average
household and per capita income are about 2% to
3% less than increases forecast for the state.
Downtown Avoca Drive Time Market
Fast Facts
Population
2014
2019
+%
Median HH
$52.4K
$61.3K
16.9%
Average HH
$65.7K
$76.7K
16.8%
Per Capita
$26.7K
$31.3K
17.1%
Note: The complete Downtown Avoca Market Snapshot is available as a
supplemental document to this report.
10 Min
20 Min
2000 Census
1,798
3,139
15,855
2010 Census
1,633
2,851
15,255
2014 Estimate
1,628
2,829
15,100
2019 Projection
1,623
2,808
14,904
-0.3%
-0.7%
-1.3%
Change 2014—2019
Households
5 Min
10 Min
20 Min
2000 Census
718
1,242
6,310
2010 Census
715
1,244
6,370
2014 Estimate
718
1,245
6,366
2019 Projection
720
1,243
6,317
0.3%
-0.2%
-0.8%
Change 2014—2019
Iowa Income
5 Min
Median HH Income
5 Min
10 Min
20 Min
2014 Estimate
$56,053
$54,870
$54,084
2019 Projection
$63,387
$62,389
$62,166
13.1%
13.7%
14.9%
Change 2014—2019
Source: Esri
•6
Lifestyle Profile
Top Consumer Lifestyle Segments | Esri 2014
The Esri Community Tapestry consumer segmentation
system adds color to the “black& white” demographic
description of residents and households within drive time
areas.
The Tapestry Household Distribution Report identifies
prevalent segments and describes the population’s likes,
dislikes, lifestyles and purchase behaviors for households
within the defined geographies. The information can be
particularly helpful for assessing opportunities for
business growth and for designing marketing strategies
and messages to reach targeted consumer segments.
The following tables show concentrations of the three
most prevalent Tapestry household segments found
within the Downtown Avoca5, 10 and 20-minute drive
time areas.
5 Minute Drive Time Households
Count
Pct.
Heartland Communities
384
53.5%
Prairie Living
330
46.0%
4
0.6%
718
100.0%
Midlife Constants
Count/Pct. of 5 Minute Drive Time
Count
Pct.
Prairie Living
495
39.8%
440
35.3%
Midlife Constants
302
24.3%
1237
99.0%
Count
Pct.
Midlife Constants
1,939
30.5%
Prairie Living
1,700
26.7%
1,107
17.4%
4,746
77.7%
Heartland Communities(#1 in 5-Minute Drive Time)
Well settled and close-knit, Heartland Communities are
semirural and semiretired. These older householders are
primarily homeowners, and many have paid off their
mortgages. Their children have moved away, but they
have no plans to leave their homes. Their hearts are with
the country; they embrace the slower pace of life here but
actively participate in outdoor activities and community
events. Traditional and patriotic, these residents support
their local businesses, always buy American, and favor
domestic driving vacations over foreign plane trips.
Market Profile
 Traditional in their ways, residents of Heartland
Communities choose to bank and pay their bills in
person and purchase insurance from an agent.
 Most have high-speed Internet access at home or on
their cell phone but aren’t ready to go paperless.
 Many residents have paid off their home mortgages
but still hold auto loans and student loans. Noninterest
checking accounts are common.
 To support their local community, residents participate
in public activities.
 Home remodeling is not a priority, but homeowners
do tackle necessary maintenance work on their
cherished homes. They have invested in riding lawn
mowers to maintain their larger yards.
 They enjoy country music and watch CMT.
 Motorcycling, hunting, and fishing are popular;
walking is the main form of exercise.
 To get around these semirural communities, residents
prefer domestic trucks or SUVs.
 They prefer to travel in the US and favor the
convenience of packaged deals.
Information on Esri Tapestry methodology along with descriptions for
prevalent Downtown Avoca Drive Time Market Tapestry segments is
available in the complete Downtown Avoca Market Snapshot—a
supplemental document to this report; and at the Esri website at:
http://doc.arcgis.com/en/esri-demographics/data/tapestrysegmentation.htm.
•7
Prairie Living (#1 in 10-Minute Drive Time)
Midlife Constants (#1 in 20-Minute Drive Time)
Prairie Living is Tapestry Segmentation’s most rural
market, comprising about 1 percent of households,
located mainly in the Midwest, with a predominance of
self-employed farmers. These agricultural communities
are not diverse, dominated by married-couple families
that own single-family dwellings and many vehicles.
Median household income is similar to the US, and labor
force participation is slightly higher. Faith is important to
this hardworking market. When they find time to relax,
they favor outdoor activities.
Midlife Constants residents are seniors, at or
approaching retirement, with below average labor force
participation and above average net worth. Although
located in predominantly metropolitan areas, they live
outside the central cities, in smaller communities. Their
lifestyle is more country than urban. They are generous,
but not spendthrifts.
Market Profile
► Many own a truck, riding lawn mower, and
ATV/UTV and have a satellite dish.
► They purchased plants and seeds in the past
year for their vegetable garden, where their
tiller comes in handy.
► They favor banking in person, have noninterest
checking accounts, invest in CDs (more than 6
months), and have term/whole life insurance.
► They are pet owners.
► Leisure activities include fishing, hunting,
boating, camping, and attending country music
concerts.
► Residents prefer to listen to faith and
inspirational, as well as country music on the
radio.
► They read home service, fishing/hunting, and
automotive magazines.
► They contribute to religious organizations and
belong to religious clubs.
► Walmart is a favorite shopping stop; Subway is
a favorite eating spot.
Market Profile
► Prefer practical vehicles like SUVs and trucks
(domestic, of course).
► Sociable, church-going residents belonging to
fraternal orders, veterans’ clubs and charitable
organizations and do volunteer work and fundraising.
► Contribute
to arts/cultural, educational,
political, and social services organizations.
► DIY homebodies that spend on home
improvement and gardening.
► Media preferences: country or Christian
channels.
► Leisure activities include scrapbooking, movies
at home, reading, fishing, and golf.
•8
Retail Sales
Retail Performance
Esri's Retail Market Place data provides a direct comparison between
retail sales and consumer spending by industry. To capture a snapshot
of an area's retail market place, the leakage and surplus factor
summarizes the relationship between supply (retail sales by businesses)
and demand (consumer spending by household). Deviations from
potential sales may reveal areas of opportunity in the trade area’s retail
sectors, keeping in mind any extenuating circumstances that may be
driving the results.
All estimates of actual sales (supply) reflect current dollars derived from
receipts of businesses primarily engaged in selling merchandise.
Potential sales (demand) is estimated by using Esri's consumer spending
data which provides estimated expenditures for more than 700
products and services that are consumed by U.S. households. The
estimate of a trade area’s demand is based upon estimated
expenditures by households within the trade area.
Leakage within a specified trade area represents a condition where
supply is less than demand. Retailers outside of the trade area are
fulfilling demand for retail products. Surplus within a specified trade
area represents a condition where supply exceeds demand. Thus
retailers are attracting customers that reside outside the trade area.
Drive Time Market ($MM)
5 Min
10 Min
$22.1
20 Min
$37.3
$195.9
Source: Esri Retail MarketPlace Report 2014
Totals shown for all North American Industrial Classification
System (NAICS) Retail categories (NAICS 441—454) and
Foodservice and Drinking Places (NAICS 722).
Retail Pull
Categories and subcategories with some of the
highest and lowest pull factors—an indication
of relative strength or possible opportunities in
the market—include:
Category/Subcategory
Factor*
▲ Other Miscellaneous Store Retailers
87.1
▲ Beer, Wine and Liquor Stores
80.2
▲ Gasoline Stations
57.1
▲ Other Motor Vehicle Dealers
49.2
▲ Auto Parts, Accessories, Tire Store
0.6
Sales Surplus and Leakage Estimates
Total Retail Trade and Food & Drink demand versus sales estimates for
the drive times show sales surpluses at all drive time geography levels,
ranging from about $0.9 million for the five-minute drive time to
nearly$18.8 million for the twenty-minute drive time area.
▼Furniture Store
(100.0)
▼Home Furnishings Store
(100.0)
▼ Lawn & Garden Equip & Supply
(100.0)
▼ Specialty Food Stores
(100.0)
Sales Surplus & Leakage ($MM)
Total Retail Trade and Food & Drink
(NAICS 44 – 45, 722)
Total Retail Trade (NAICS 44 – 45)
Total Food & Drink (NAICS 722)
5 Minutes
10 Minutes
20 Minutes
▼Shoe Stores
(100.0)
Surplus/
(Leakage)
Surplus/
(Leakage)
Surplus/
(Leakage)
▼Jewelry, Luggage & Leather Goods
(100.0)
▼ Book, Periodical & Music Stores
(100.0)
($60.6)
▼ Florist
(100.0)
▼ Used Merchandise Stores
(100.0)
▼Limited-Service Eating Places
(100.0)
▼ Building Materials & Supplies
(78.3)
▼ Office Supplies & Gift Stores
(70.7)
▼ Clothing Stores
(64.3)
▼ Other General Merchandise Stores
(62.3)
▼Electronics & Appliance Stores
(60.7)
▼ Health & Personal Care Stores
(56.8)
▼ Drinking Places- Alcoholic Beverages
(53.0)
▼ Grocery Stores
(39.0)
▼ Sporting Goods, Hobby, Musical
Source: Esri
(32.9)
$63.7
$77.2
$58.8
$78.8
($74.3)
$4.9
($1.6)
$13.7
Drive time estimates and patterns for Retail Trade are consistent with
overall figures, with sales surpluses ranging from about $2.3 million in
the five-minute drive time to $17.1 million in the twenty-minute drive
time area. Notably, Retail Trade sales surpluses reported in the drive
times, and particularly in the five- and ten-minute drive times, are
largely influenced by substantial surpluses reported for the Gasoline
Stations category and Other Miscellaneous Store Retailers subcategory.
Estimates for Food & Drink sector sales in comparison to projected
demand show a departure from Retail Trade trends, with sales leakage
of about $1.3 to $1.4 million reported at the five- and ten-minute drive
time levels, and a sales surplus of more than $1.6 million reported for
the twenty-minute drive time area. Food & Drink sector performance in
the twenty-minute drive time is driven by surplus sales in the LimitedService Eating Places subcategory.
The factor is a measure of the relationship between supply and
demand that ranges from +100 (total surplus) to -100 (total
leakage). A positive value represents a surplus of retail sales
(often indicative of a market where customers are drawn in from
outside the trade area).
•9
COMMUNITY INSIGHTS
The process behind the completion of this study and the resulting
strategies consider findings from background research, current market
data and stakeholder input provided via:

A business survey completed by 26 downtown Avoca area
businesses

Consumer online and intercept surveys completed by 358
participants
Following are examples of key findings which provide insights and a
sound basis for proposed strategies outlined in this document.
The Downtown Market
Comparison of consumer intercept and online survey data reflects the
“pull” of downtown Avoca across a broader geographic region. More
than 19% of consumer intercept survey participants indicated their
residence was located more than ten miles from Downtown Avoca—a
figure consistent with the 20.4% of online survey participants who
indicated the same.
The findings are also consistent with Esri Retail MarketPlace data
showing retail sales surpluses in the five- and ten-minute drive time
geographies and which suggest that, overall, local retail establishments
are effectively capturing the local market and pulling consumers from
outside the ten-minute drive time area. Growth strategies should seek
to build upon retail sector strengths and Avoca’s presence as a retail
hub or destination for certain retail lines.
Traffic Generators and Visit Frequency
Consumer survey results show that over 66% of the participants visit the
downtown most frequently to do errands or for office and service
related purposes. Visitor frequency for those shopping in the downtown
area on a daily or weekly basis, measured at more than 30% of online
respondents, is comparatively lower, yet a positive indicator of strength
and “pull” in certain retail categories.
When marketing strategies come in to place they should be designed to
increase visit frequency across the various business sectors and should
serve to heighten awareness for the full range of products and services
available. Cross-marketing and promotion strategies should consider
opportunities to intercept visitors, and for the delivery or placement of
messages and collateral (i.e., posters, banners, brochures, etc.) at street
level, and at both retail and non-retail traffic-generating attractions.
Table 1
Question
How far is your residence located from
Downtown Avoca?
Consumer Responses
Percent
In downtown or within 2 miles
49.4%
2 to 5 miles
10.6%
5 to 10 miles
19.8%
More than 10 miles
20.1%
Source: 2015 Downtown Avoca Consumer Survey.
Table 2
Question
How often do you visit Downtown Avoca…
Frequency—Daily or Weekly
Percent
To do errands or for office and
service-related purposes??
66.7%
For eating, drinking and/or
entertainment?
27.6%
To shop?
30.6%
• 10
COMMUNITY INSIGHTS
Media Preferences and Effectiveness
Consumer rankings of media preferences demonstrate the strong
presence of the local newspaper publication and the growing influence
of the Internet and social media applications as a resource for news, for
researching products and services, and for communicating with clients.
The Internet can be a particularly valuable resource for businesses
because it provides the potential for businesses to expand their trade
area well beyond local or regional geographies. Businesses with
collectible, specialty, and custom merchandise lines, in particular, can
use the Internet, and sites such as Amazon, eBay and Etsy, to market to
the entire United States or even globally. Even traditional retailers and
businesses carrying “staple” products are reaping benefits as, more and
more, consumers use the Internet to “shop and compare” products and
services, and then use it – in much the same way previous generations
of consumers used the Yellow Pages – as a resource to find a local outlet
or vendor where they can make their purchase.
Downtown Avoca’s promotion and collaborative marketing efforts
should continue to consider how the Internet and various social media
applications might be most effectively used to communicate with
consumers and to further downtown promotional goals. The growing
popularity of Facebook, Twitter and other social media applications is
evident in consumer survey results that show 62.1% of all respondents
selected Social Media and 20.5% selected Internet Websites as one of
their top two sources for news and information.
A Downtown Avoca branding system needs to be created and
consistently deployed across a variety of medium, including Internet
based sites and applications. This would enhance further awareness and
will create a connection with the businesses in Downtown Avoca. When
the branding system is created, businesses should be encouraged to
“plug in” and make connections with the Downtown Avoca website and
social media sites. The branding system’s components should also be
used in businesses’ electronic and print media applications to reinforce
their connection with the brand.
Strategies and applications should be designed to use the Avoca Main
Street Facebook page as a portal site, of sorts, to feature and easily
share postings highlighting new and unique products, local personalities,
special offers, events and other features. Facebook advertising
applications might be considered and experimented with in an effort to
build traffic to these sites, and businesses would be encouraged to
maintain fresh content and to share links and posts to leverage traffic
generated at the Downtown Avoca portal page and the pages of other
downtown area businesses.
Businesses should also be encouraged to experiment with other social
media applications, where appropriate. For example, more than 33% of
consumers surveyed indicated they regularly use Pinterest, Instagram
and/or YouTube, yet less than 12% of businesses surveyed currently
have a presence on these platforms.
Table 3
Question | Consumer Survey
Of the following, which two (2) media and
information sources do you most rely on for
Avoca area news and information?
Top Consumer Survey Responses
Social Media (Facebook, Twitter, etc.)
62.1%
Newspapers
61.8%
Internet Website(s)
20.5%
Television
18.6%
Email Marketing and News Feeds
18.3%
Source: 2015 Downtown Avoca Consumer Surveys.
Table 4
Question
Which of the following social media networks or
online applications do you regularly use?
Top Consumer Survey Responses
Facebook
76.8%
YouTube
39.3%
Pinterest
37.5%
Instagram
33.3%
Twitter
31.3%
eBay
13.1%
• 11
COMMUNITY INSIGHTS
Opportunities Ahead?
Suggestions revolving around Eating & Drinking Places and Specialty
Foods were popular with consumer survey participants and could lend
support for new and expanded eating, drinking and specialty foods
entries in downtown Avoca.
Other business types and attractions frequently identified as candidates
for expansion or recruitment in consumer survey responses included
entries in the Fitness/Recreational; Music, Film and Performance; and
Clothing categories.
Products frequently purchased online by consumer survey participants
could also provide queues for the potential expansion of merchandise
lines and complementary product lines for new and existing Downtown
Avoca businesses.
Table 5
Opportunities?
What types of new businesses or attractions
would make you visit downtown more often.
Top Responses—Categorized
Question
What type(s) of products have you purchased on the Internet within the last
three months?
Products
Table 6
Limited Service Eating—Coffee/Tea
14.1%
Restaurants - All
13.5%
Count
Percent
Gifts
128
36.8%
Music, Film & Performances
7.9%
Women’s Clothing
128
36.8%
Clothing and Clothing Accessories
7.8%
Sporting Goods
123
35.3%
Books
107
30.0%
Specialty Foods and Bakeries
7.7%
Electronics
97
27.9%
5.6%
Home Furnishings
67
19.3%
Sporting Goods, Arts, Crafts, Toys and
Hobbies
Men’s Clothing
62
17.8%
Desserts & Sweets
5.6%
Children’s Clothing
59
17.0%
Fitness Centers & Recreational Sports
5.2%
Hobbies and Crafts
56
16.1%
Beauty Supplies
56
16.1%
Drinking Places—Alcoholic Beverages
2.5%
Pharmacy
39
11.2%
Limited Service—Deli/Sandwiches
1.7%
Jewelry
37
10.6%
Books & Music
1.0%
Specialty Foods
29
8.3%
Flowers
23
6.6%
Table 7
Surveys were among a number of tools used to help identify and gauge
the potential for possible business expansion and recruitment prospects
in downtown Avoca. The information is helpful in assessing business
opportunities and in identifying possible gaps in the downtown business
mix. Consumer survey responses could provide additional insight and
help to gauge how the trade area might respond to various types of new
and expanded businesses.
Question
Do you transact sales on your website or
through another website (i.e., eBay, Etsy, etc.)?
Business Survey Responses
Percent
Yes
30.8%
No
69.2%
Source: 2015 Downtown Avoca Business Survey.
• 12
COMMUNITY INSIGHTS
Leveraging Assets
Consumer survey participants gave Downtown Avoca high marks for a
variety of identifiable—and marketable—qualities and traits which
provide a solid foundation for images and messages to be reinforced as
part of a downtown branding strategy and system.
Table 8
Question
How does Downtown Avoca compare to other places you frequently shop
and do business in terms of:
Consumers Rating
A. Stronger
B. Equal
A+B
Cleanliness
43.6%
49.0%
92.6%
Attractiveness
45.8%
40.7%
86.5%
Customer Service
31.4%
52.1%
83.5%
Quality of Dining
12.4%
56.8%
69.2%
Quality of Products and Services
8.5%
59.2%
67.7%
Quality of Festivals and Events
17.0%
31.5%
48.5%
Variety of Dining
7.9%
18.9%
26.8%
Consumers (C) and Businesses (B) Rating as a
“High Priority”
Variety and Selection of Shopping
5.3%
15.7%
21.0%
Enhancement Efforts
Downtown Avoca marketing and branding strategies should emphasize
images and messages which capitalize on “known” qualities and assets
to deliver a powerful statement and resonating impressions. Leveraging
assets already identified as strengths in the marketplace provides
opportunities to make natural connections with consumers, and
enhances the ability for the Downtown Avoca brand to readily gain
traction through repeated and consistent applications and extensions.
A Work in Progress
Consumer and business survey participants place a high priority on
business expansion and recruitment efforts—including proposals for
creating incentives for new and expanding businesses in the downtown
area. Efforts to restore and preserve the downtown’s historic character
and to stage additional festivals and special events in the downtown
area are also viewed favorably by consumers and businesses alike.
Table 9
Question
Would you place a high, moderate or low
priority on possible Downtown Avoca
enhancement efforts to:
(C)
(B)
Create incentives for new and
expanding downtown
businesses
56.4% 52.4%
(1)
(2)
Restore and preserve the
downtown’s historic character
39.8% 54.5%
Stage additional festivals and
special events in the downtown
area
38.5% 40.0%
(3)
(3)
Improve the downtown’s streets,
sidewalks, lighting, furnishings,
green spaces, trails, etc.
35.8% 21.7%
(4)
(5)
Improve and/or create more
housing in the downtown area
20.9% 34.8%
(5)
(4)
(2)
(1)
Source: 2015 Downtown Avoca Consumer and Business Surveys.
The ranking of priorities provides direction for new and ongoing
downtown enhancement initiatives. In some cases, a divergence in the
opinions of consumers and businesses regarding possible enhancement
efforts could suggest a need to share information and perspectives with
businesses as a means of more closely aligning with, or responding to,
the market.
• 13
COMMUNITY INSIGHTS
First Things
Input regarding priorities for the downtown district generally aligns with
suggestions offered by consumer and business survey respondents
when asked, “What is the first thing you would do to improve
Downtown Avoca?” Economic restructuring initiatives, dominated by
business recruitment, business enhancement and efforts to diversify the
business mix, ranked highly, followed closely by design-oriented
subjects and topics.
Table 10
Question
What is the first thing you would do to improve Downtown Avoca?
Categorized Topics
Consumers
Businesses
Add/Recruit Businesses
44.1%
22.2%
Buildings and Appearances
12.6%
16.7%
Parking, Traffic and Transportation
5.0%
22.2%
Streetscape and Public Spaces
5.0%
-
Festivals and Events
4.6%
—
Business Operations/ Practices
3.8%
5.6%
2.9
5.6%
Public Relations
1.7%
-
Planning/ Development
.8%
-
Programs/Programming
-
11.1%
Marketing
What is the first thing you would do
to improve Downtown Avoca?
Economic restructuring initiatives,
dominated by business recruitment,
business enhancement and efforts to
diversify the business mix, ranked highly,
followed closely by design-oriented
subjects and topics.
Source: 2015 Downtown Avoca Consumer and Business Surveys. Most frequent categorized responses
shown.
Businesses offered suggestions in the Parking category with higher
frequency. Parking, Traffic and Transportation-related items tend to
revolve around parking management and the volume and flow of traffic
on Elm Street, while Business Recruitment related topics include
sustainability for downtown business opportunities.
Parking, Traffic and Transportation-related concerns and suggestions
were cited four times more frequently as a concern by business survey
participants. With specific regard to parking, the findings could suggest
that parking for business owners and employees is troublesome or a
perceived barrier; but customers do not appear to share the same
concern or identify it as a barrier to doing business in the downtown
area.
• 14
COMMUNITY INSIGHTS
Most Loved
Consumers and businesses surveyed overwhelmingly identified features
associated with the downtown’s general appearance, environment,
character and history as the things they love most or would never
change, showing a great affection for the small town atmosphere and
friendly nature of downtown. The findings can lend direction for
marketing and branding strategies which connect with the downtown’s
tangible and intangible features most loved by both consumers and
businesses, and help to distinguish Downtown Avoca in the regional
marketplace.
Table 11
Question
What is the one thing that you love most, or that you would never change,
about Downtown Avoca?
Categorized Responses
Consumers
Businesses
Appearances; Décor & Special Features
26.1%
29.4%
Environment; Character and Feel
25.7%
35.3%
History and Historic Character; Buildings
20.9%
23.5%
Business(es); Business Mix
19.3%
5.9%
Accessibility & Convenience
2.4%
—
Consumers and businesses show a great
affection for the small town atmosphere
and friendly nature of downtown.
Features identified as most loved can lend
direction for marketing and branding
strategies which connect with the
downtown’s tangible and intangible
features, and help to distinguish Downtown
Avoca in the regional marketplace.
Source: 2015 Downtown Avoca Consumer and Business Surveys. Most frequent categorized responses
shown.
• 15
BUSINESS INSIGHTS
Business Tenure and Climate
Seventy-six percent of downtown business survey participants indicated
their business has been located in Downtown Avoca for ten or more
years. The figure could be viewed as an indicator of stability in the
downtown business mix, but it could also suggest the need for a certain
level of succession planning given that 14 businesses (56%) indicated
they have been located in the downtown for 21 or more years.
The downtown business climate also appears to be conducive to
business start-up and entrepreneurial activity, as evidenced by 16% of
the business survey sample indicating they have been located in
Downtown Avoca for four years or less.
Table 13
Question
How long has your business been located in
Downtown Avoca?
Responses
Less than 1 year
12.0%
1 to 4 years
4.0%
5 to 9 years
8.0%
Customer Base
10 to 20 years
20.0%
More than 92% of businesses surveyed identified Local/Regional
Residents as their primary customer base. The findings are consistent
with the overall consumer survey sample showing that 80% of all
respondents live within ten miles of Downtown Avoca. The findings are
also consistent with a market that tends to be loyal to local brands and
businesses, and that values customer service, reputation and quality.
21+ years
56.0%
Table 14
Question
Which of the following best describes the main
reason for customers to do business with you?
Table 12
Question
Which of the following best describes your primary customer base?
Responses
Responses
Selection and variety
Local/Regional Residents
92.3%
Downtown Area Employees
0.0%
Visitors and Tourists
Other
0.0%
Customer service
29.2%
0.0%
Convenience
16.7%
7.7%
Price of goods and services
8.3%
Reputation
33.3%
Connections
Other
12.5%
A majority of Downtown Avoca businesses appear to recognize the
value and importance of the Internet and social media trends. More
than 61% of business survey participants have an Internet website and
eight businesses (31%) indicated they engage in sales over the Internet.
Fifty - Six percent of businesses indicated their business has a Facebook
page.
Given the relatively high Internet presence of downtown businesses,
and high levels of interest in marketing topics and potential programs,
Internet and social media applications could be an obvious—and
important—component of Downtown Avoca collaborative marketing
programs and campaigns.
Table 15
Question
Would you consider participating in a
collaborative marketing campaign for
Downtown Avoca?
Responses
Yes
34.6%
Maybe
46.2%
No
19.2%
• 16
BUSINESS INSIGHTS
Changes Ahead?
More than 52% of business survey respondents indicated the likelihood
for their business to expand within the next one or two years as being
moderate, high or very high. Other business survey results provide
insight on the nature of potential changes that could occur within the
downtown area and the business mix based on affirmative responses to
a list of possible modifications.
Table 16
Question
In the next year or two, do you plan to change or modify your business in
any of the following ways?
Table 17
Responses
Of the following business seminar topics, which
two would be of most interest and/or most
useful to you?
Expand Services and Product Lines
52.9%
Increase number of Employees
52.9%
Increase marketing
41.2%
Start and/or complete building improvements
23.5%
Expand Hours of Operation
11.8%
Question
Responses
Marketing for Small Business
40.0%
Social Media for Small Business
35.0%
Finding and Keeping Customers
30.0%
Finding and Keeping Employees
25.0%
Business Succession Planning
20.0%
Employee Benefits
10.0%
Ecommerce for Small Businesses
10.0%
Source: 2015 Downtown Avoca Business Survey. Most frequent responses shown.
The nature of changes being considered by downtown businesses, along
with interest expressed in possible business assistance and training
programs, suggests that the timing could be opportune for Avoca Main
Street to introduce or escalate efforts to:

Share market study data and findings regarding product lines
showing potential for expansion.

Work with Avoca Main Street Business Improvement Committee on
a workforce job fair.

Facilitate collaborative marketing programs, possibly including a
social media-based “meet your neighbor” campaign that focuses on
the downtown’s personalities and/or a cooperative advertising
program designed to extend and reinforce the Downtown Avoca
brand.


Explore interest in, and identify resources for, marketing and
clientele development for small businesses, business succession
planning, and employee management topics.
Work with the Main Street Design Committee, the Main Street Iowa
Design Specialists, City of Avoca and other partners to:
o
Promote Main Street Iowa design assistance and technical
training services.
o
Develop, review or fine tune design guidelines
o
Explore and pursue opportunities for financial and
technical assistance to promote high quality building and
business improvements, and to catalyze business
expansion opportunities
Table 18
Question
Would you be inclined to use any of the following
Building Assistance programs and incentives?
Responses
Free/low-cost building improvement
design services
Assistance to sell your building and/or
business
Low-interest building improvement
loans
38.5%
7.7%
30.8%
• 17
BUSINESS INSIGHTS
Benchmarks
Certain data collected and compiled as part of the business survey
provides valuable insights on Downtown Avoca today and can be used
to benchmark, track and measure changes and progress stemming from
Avoca downtown enhancement and economic development initiatives.
The information can also be valuable to prospective businesses,
investors, developers and entrepreneurs as they consider opportunities
in Downtown Avoca.
Downtown Sales and Revenues Trends
Survey results show more than seventy-four percent of downtown
business survey respondents reported an increase in gross sales or
revenues in 2014 as compared to 2013, and 21% reported gross sales or
revenues stayed about the same.
Table 19
Question
Which of the following describes the change in your business’ gross sales or
revenues in 2014 as compared to 2013? (If unsure, use your best estimate)
Table 21
Responses
Question
Increased by 1% to 5%
26.3%
21.1%
0.0%
10.5%
Rent
40.0%
Increased by more than 20%
15.8%
Own
60.0%
Decreased by 1% to 5%
0.0%
5.3%
0.0%
0.0%
Decreased by more than 20%
0.0%
Stayed about the same
21.1%
Business survey participants expect the positive trends in sales and
revenues reported by business survey participants for 2013 to 2014 to
continue in 2015. All told, 71% of business survey respondents indicated
they expect gross sales or revenues to increase in 2015 as compared to
2014, with most (48%) anticipating increases within a range of 1% to
10%. While 29% anticipate sales or revenue figures will stay about the
same.
Do you rent or own your business location?
Responses
Over half of downtown business survey
participants indicated they own their
business location—a relatively high
owner-to-renter ratio. Business assistance
programs should consider special needs
of owners versus renter-occupied
businesses; and development strategies
should monitor, consider and promote
improvement to buildings along with
opportunities for mixed-use development
to accommodate future demand by
commercial tenants.
• 18
OPPORTUNITIES
Retail Uses
Business types and merchandise lines that might be considered primary
targets and candidates for expansion and recruitment, based on the
downtown area’s existing business mix, trends in the marketplace and
related findings from local input, consumer and business surveys, Esri
retail data, and the sales surplus & leakage analysis performed as part of
this study include:
Foodservices & Drinking Places (NAICS 722)
Subcategories:
7221
7225
7221
Full-Service Restaurants
Coffee Shops & Tea Rooms
Desserts & Sweets
Notes: Input from the surveys suggest that most people would like to
see more variety with food and drink choices in the Downtown. There
may be expansion opportunities for some of our existing businesses to
devote space and expand offerings to meet this demand, such as a
coffee shop or an outlet for local baked goods. In time, these smaller
and complementary offerings could develop into another fulltime
business for Avoca’s Main Street.
Recreation & Entertainment (NAICS 711)
Subcategories:
7113
7139
Music, Film & Performances
Fitness Center & Recreational Sports
Notes: Additional recreation opportunities appear to be another area
that the community would like to expand upon. Performances such as
music and film were cited frequently and could be addressed through a
commercial venture, such as a theatre, or existing Downtown venues
might be sought to host performing arts. Consumers also identified
possible opportunities revolving around the health and fitness needs of
the community. This may be an opportunity for an existing business to
expand or an opportunity for a new venture.
Table 21
Opportunities?
Please list one or two specific types of
businesses or attractions that might make you
visit Downtown Avoca more often.
Coffee Shops & Tea Rooms
14.4%
Restaurants – All
13.5%
Clothing and Clothing Accessories
9.5%
Music, Film and Performances
7.9%
Bake Goods Store & Bakeries
7.7%
Desserts & Sweets
5.6%
Fitness Centers & Recreational Sports
5.2%
Sporting Goods & Hobby
4.4%
Gift, Card, Novelty & Souvenir Stores
2.7%
Clothing and Clothing Accessories Stores (NAICS 448)
Subcategories:
4481
4482
4481
Source: 2015 Downtown Avoca Consumer Surveys
Clothing Stores
Shoe Stores
Family Clothing
Notes: Clothing for families was cited as a need in consumer surveys,
and would help to generate additional traffic in the downtown area.
Expansion opportunities might explore possibilities to nestle specialty
boutique shops or areas within our existing salons or even the
pharmacy.
The retail business targets listed and described here serve as a starting
point. Downtown Avoca stakeholders must infuse local knowledge and
expertise into the process of analyzing market information contained in
this study to further develop profiles for business types and uses which
are a good fit for Downtown Avoca and which appear to have the very
best chance to succeed.
• 19
OPPORTUNITIES
Office and Service Uses
The continued transition to a service-oriented society suggests demand
for new service and office uses in the downtown area could increase,
accordingly. Other trends could also serve to essentially change the
behavior of the market and generate demand for additional office and
service uses including:

Increasing demand for personal care and medical services
related to the “Graying of America” phenomenon.

The downtown’s appeal to office, service and residential uses
that will continue to grow as success is realized from Avoca
Main Street and community downtown enhancement efforts –
and the possibility that existing office and service businesses
currently located in other parts of the region will seek to
relocate in or within close proximity to the Downtown Avoca
district.
The importance of, and opportunities for, new and expanding office and
service uses in Downtown Avoca may best be demonstrated by:

Two thirds of consumer survey respondents indicated they visit
Downtown Avoca on a daily or weekly basis for office and
service-related purposes.

Interest expressed on the part of consumers in new housing
that could be developed in the downtown area, and the close
proximity of potential redevelopment sites which could be
ideally suited for mixed-use development.
Office and services uses in Downtown Avoca already play an important
role in generating consistent traffic to support the district’s economy
and sense of vitality. Predictably, office and service uses will continue to
be important to downtown in the future. These uses should continue to
be encouraged to locate within the downtown district and, where
appropriate and applicable, Avoca Main Street and community
development partners should work to locate these uses in buildings and
spaces that are conducive to creating and maintaining a strong sense of
retail vibrancy throughout the district.
Office and services uses in Downtown
Avoca already play an important role in
generating consistent traffic to support the
district’s economy and sense of vitality.
Table 22
Question
How often do you visit Downtown Avoca for
office and service-related purposes? (Examples:
library, city hall, salon/barbershop, dentist, doctor,
chiropractor, attorney, accountant, dry cleaning,
auto repair, etc.)
Daily
27.0%
1 or 2 times a week
39.7%
Once or twice a month
21.4%
A few times a year
5.9%
Seldom or never
5.9%
• 20
OPPORTUNITIES
Housing
Consumer survey results show relatively strong interest in potential
downtown housing options. The findings could lend support for the
rehabilitation of existing housing and the development of new, mixeduse concepts in Downtown Avoca.
Demographic data for those indicating interest in downtown housing
options reveal a market which might demand more upscale downtown
housing styles and options.
Table 23
Potential Downtown Housing Market | Demographic Profile
For Consumer Survey participants indicating interest in new or renovated
Downtown Avoca housing.
Table 24
Q: Would you consider living in Downtown
Avoca?
Age
Percent
24 or younger
33.3%
25 to 34
9.7%
35 to 44
15.0%
Yes
14.5%
45 to 54
11.2%
Maybe
28.6%
55 to 64
19.3%
65 or older
11.5%
No
48.8%
Household Size
Percent
Responses
I live downtown
1
9.7%
2
27.4%
3
15.4%
4
22.6%
5 or more
36.4%
Household Income
Percent
Less than $35,000
14.4%
$35,000 to $49,999
13.3%
$50,000 to $74,999
26.9%
$75,000 to $99,999
19.3%
$100,000 to $149,999
15.9%
$150,000 and greater
10.2%
Source: 2015 Downtown Avoca Consumer Online Survey.
The best prospects for new downtown housing might be directed
toward the development of units that are quite different from the
current inventory of housing options available in the broader
community – including styles that might take advantage of the unique
dimensions, layouts and materials found in the upper levels of
downtown commercial buildings to create distinguishable and even
“funky” living and/or live/work spaces; and for higher-density mixed-use
development at potential redevelopment sites in the downtown district
and immediate surrounding area.
8.1%
Table 25
Q: Would you prefer to own or rent housing in
Downtown Avoca?
Responses
Own
64.4%
Rent
35.6%
Table 26
Q: What kind of housing in Downtown Avoca
would you look for or consider?
Responses
Apartment
41.2%
Loft
29.4%
Condo
36.3%
Townhouse
43.1%
Senior Housing
7.8%
Source: 2015 Downtown Avoca Consumer Online Survey.
• 21
FIRST STEPS IMPLEMENTATION STRATEGY
The Downtown Avoca Market Study provides a snapshot of the downtown area today and explores opportunities for the
future. The time frame for planning and implementing projects based on findings and opportunities identified as part of this
study could extend up to ten years – or even more.
Because commercial business district redevelopment occurs within a dynamic environment, no set of specific
implementation steps can remain valid for such a long time. Even in the short term, changing economic, social, political and
cultural conditions may dictate a different sequence of events. Some projects might be implemented earlier if the right set
of opportunities present themselves, or the community may determine that a project should be tabled as new
opportunities emerge and others take priority. Because of these limitations, an implementation strategy can only be a
general guide for implementing key aspects of the study.
The First Steps Implementation Strategy summarizes and prioritizes projects and activities that, undertaken as part of a
comprehensive and incremental approach, will advance long-term goals for downtown Avoca. Key market study findings
and implications are summarized and potential Action Steps are organized in the areas of Business Improvement,
Promotion, Design and Organization – a format consistent with the Avoca’s Main Street Organization structure and its 4point approach. By the very nature of the market study, implementation strategy actions are primarily focused in the areas
of economic restructuring and promotion.
The list of potential projects and actions contained in this summary report is neither exhaustive nor exclusive. The projects
and actions proposed for implementation area considered a “starting point” for the development of a more comprehensive
strategy that is the product of market analysis findings, local knowledge, and the ongoing work of Avoca Main Street staff
and volunteers, partners, local business persons, community leaders and residents working together.
Priority Action Steps – Organization
Action Description
Priority Level
1
Work with High School Students wanting an opportunity to create a space on the Main Street that
would fit their needs. Also, work with the school on creating a class that would work outside the
school for creating knowledge of merchant services and entrepreneurism
0
2
Work with Main Street committees to disseminate the findings – and proposed projects – related
to this study, to identify project funding needs, and to pursue funding sources and implement
projects adopted as a result of this study
0
3
Create a webpage focused on the incentives offered to businesses. With a step by step process to
achieving the goal of receiving the incentives.
0
4
Work to involve residents, business persons, elected officials, community leaders and other
community organizations in all phases of downtown planning, implementation and management
0
Priority Level Key:
0 = Immediate and/or Ongoing
1 = Within 1 Year
2 = Within 2 Years
3 = Within 3 Years
Priority Action Steps – Economic Restructuring
Action Description
Priority Level
1
Distribute the four-page summary version of the market study to existing downtown business and
property owners, and to potential business prospects and investors.
0
2
Update and maintain a downtown property and business inventory; maintain a current list of
available properties and businesses and distribute the list to area realtors and brokers as changes
occur.
0
3
Devise and update a business clustering strategy which is compatible with resulting land use plans
and strategies, which serves to build on existing and evolving niches, and which provides guidance
for the preferred placement of business types and uses targeted for expansion and recruitment.
0
• 22
FIRST STEPS IMPLEMENTATION STRATEGY
Priority Action Steps – Economic Restructuring (Continued)
4
Organize and maintain a programmed Business Visitation Program as part of an ongoing business
assistance program that engages downtown businesses, promotes available resources, facilitates
the delivery of business assistance resources, and helps to identify business expansion candidates.
1
5
Spearhead new housing development for Downtown. Look at upper housing area not already
utilized and create opportunities for those spaces.
1
6
Identify and actively recruit specific business types and prospects based on business types
identified in the market study and the availability of appropriate spaces.
2
7
Facilitate cooperative advertising and marketing efforts that involve property owners and agents
to market available space and potential infill and redevelopment opportunities.
3
8
Identify and assist businesses in succession planning by using resources and facilitating access to
assistance available through Main Street Iowa and other local, regional and state resources.
3
Priority Level Key:
1 = Within 1 Year
2 = Within 2 Years
3 = Within 3 Years
Priority Action Steps – Promotion
Action Description
Priority Level
1
Study promotion and marketing-related information and findings resulting from the market study
and assess events and marketing activities for consistency and effectiveness. Incorporate “buzz
words” in marketing headlines and messages and use images that capitalize on those features
most liked and identifiable with the downtown district.
0
2
Downtown Branding; create and implement a brand for the Main Street District and use for
business promotional pieces and events happing in the Downtown.
0
3
Review the existing events calendar. Work and support efforts to enhance and maintain existing
downtown festivals and events and to introduce new events and activities – or new event
components – which are consistent with downtown marketing strategies.
0
4
Continue to “freshen” and maintain feature content for the website and to share links and content
with other community and visitor-oriented websites and social media applications.
0
5
Support, promote and facilitate downtown district cooperative advertising, cross-marketing, and
Internet and social media marketing efforts.
1
Priority Action Steps – Design
Action Description
Priority Level
1
Continue efforts to incorporate pedestrian-oriented and intermodal transportation features in
the design and implementation of future downtown area improvements.
0
2
Maintain ongoing historic preservation education efforts designed to enhance the community’s
awareness of, and appreciation for, the preservation of downtown historic architecture and
resources. Share results of surveys as a step toward aligning viewpoints and values related to the
historic and cultural features of the downtown area.
0
3
Continue to promote available incentives and downtown building improvement assistance
programs. Continue to promote assistance available from and through Main Street Iowa,
especially design assistance available to owners contemplating changes and improvements to
downtown buildings.
0
Priority Level Key:
1 = Within 1 Year
2 = Within 2 Years
3 = Within 3 Years
• 23
CONCLUSION
For Avoca Main Street and the entire community of Avoca, the
completion of this market study is not an end but rather the
beginning of a new phase in the community’s downtown
revitalization and enhancement initiative. Currently, efforts are
being made to research other funding possibilities to finish façade
renovations and upper story opportunities.
This summary report serves to highlight only a small sample of the
knowledge and direction that can be synthesized from analysis of
data collected during the market analysis process. Similarly, the
implementation strategy outlined in the document is only a
starting point for a more comprehensive slate of projects that is
likely to emerge as local leaders and stakeholders work together
and continue to study the market.
As Avoca Main Street moves forward, we will continue to involve
partners, community leaders, business persons and residents in
efforts to analyze and interpret the information collected through
the market analysis process in order to develop a complete
understanding of the findings and results – and the implications for
downtown. The ensuing process will “dig deep” into the results
and their meanings and incorporate local knowledge into the
analysis and interpretation of the study’s findings. Such a process
will serve to aid in the development and implementation of
strategies that are both market-driven and intrinsic to our
community’s goals and aspirations for downtown Avoca.
Indeed, the detailed market analysis process orchestrated to date
may be, in and of itself, one of the most important “results” to
emerge. While the process has served to help identify present-day
priorities, existing and looming challenges, and immediate and
emerging opportunities, it cannot, and does not pretend to
anticipate tomorrow’s priorities, next year’s unexpected
challenges, or exciting and unanticipated opportunities still over
the horizon.
Now, and in the future, Avoca Main Street and the entire
community will be able to use these results for the betterment of
Avoca. It will serve as a useful and flexible tool for business
recruitment and retention, as well as remain a “living and
breathing” document. It will be able to change along with the
times and trends of the community, and remain very useful in
aiding Avoca Main Street’s enhancement of the downtown area.
• 24

Iowa 2015 MA Template CM

Transcription

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