• No results found

Charlestown Business Community Marketing Plan. For Business Charlestown Inc

N/A
N/A
Protected

Academic year: 2021

Share "Charlestown Business Community Marketing Plan. For Business Charlestown Inc"

Copied!
31
0
0

Loading.... (view fulltext now)

Full text

(1)

Charlestown

Business

Community

Marketing Plan

For Business

Charlestown Inc

Linda Hailey

Hailey Enterprises Pty Ltd

10

th

December 2010

(2)

Table of Contents

First Impressions ... 3

Charlestown Focus Group ... 10

Key Issues & Opportunities ... 12

Target Markets ... 15

Consolidation ... 16

(3)

First Impressions

General

This information has been gathered from an initial site visit to Charlestown which included an orientation tour of the area by car, a walking tour and review of the main street retail precincts including Hilltop Plaza. The site visit also included a tour of the new Charlestown Square Development (Stage One) and a brief review of the Kotara Westfield development offering. A further visit was made in February to review the retail mix as several businesses had closed and to tour the final stage of the

Charlestown Square Development.

Jenny Barrie, Business Development Officer of Business Charlestown Inc acted as my guide for the onsite visit.

Additional information was gathered from the Commercial Centre Study of Charlestown (2009).

Objectives

The aim of the retail review was to identify the key issues that will have an impact on the future marketing of the Charlestown CBD precinct.

The review encompassed:

 Approaches to the CBD  Main street

 Architecture and Streetscape  Retail Mix

 Product Mix  Signage

 Identity and branding  Parking

 Retail Skills

Town Review

Approaches

 Charlestown is a major retail and service centre located 15 minutes from the

Newcastle CBD and 15 minutes from Swansea to the south

 It is well signposted on approached including RTA signs from the F3 freeway and

throughout the Newcastle metropolitan area

 Charlestown is located on the Pacific Highway and there are three main

approaches

 From Newcastle CBD and surrounding suburbs via the Pacific Highway

 From Jesmond and surrounding areas via

 From the South via Swansea and Belmont

 Locals from Warners Bay would join the Southern approach at Warners Bay Road  Through traffic travels North and South along the Pacific Highway

 Directional signage in and around the town centre is confusing for first time

visitors

 Traffic to Charlestown Square is directed down side streets and into the Square car

parks

 Traffic from Newcastle CBD to Charlestown Square is directed down Smith Street

 It is not clear where you are going as you cannot see any sign of shops or retail development

(4)

 There are a high number of medical service businesses in the street

 At the time of the site visit Smith Street was subject to road works

 There is a new sign on corner of Smart Street, indicating right to the Charlestown Square

 Smart Street takes traffic across the Pacific Highway and through a section of the CBD

 The entrance from the South is less complicated and traffic is directed left into Frederick Street to Charlestown Square or straight on along the Pacific

Highway

 The town entrance from Jesmond along Charlestown Road avoids the Pacific Highway and takes traffic behind the Hilltop Plaza down Chapman Street to Charlestown Square parking

 On this approach it is not clear where the CBD is and it is easy for drivers to end up travelling North away from Charlestown on the Pacific Highway

 The approach from Newcastle offers views of the CBD and high rise buildings

which indicates it is a major centre

 The town entrance from Newcastle is clearly indicated with a “Welcome to

Charlestown” sign

 This sign looks old and is bent

 The sign has no branding and looks more like the entrance sign to a small regional town rather than major CBD

 There is a pylon and vacant land adjacent to the entrance sign

 Opposite the town entrance sign is an old water or gas tank painted with a mural  There is an entrance sign on this approach to Charlestown which is also run down

and dated looking

 Through traffic in both directions travels along the Pacific Highway

 Individual businesses are visible from the road but many businesses in arcades or

side streets can’t be seen by passing traffic

Business Precincts

 Charlestown is divided into two main retail precincts, The Charlestown Square

Mall, which has recently been redeveloped, and the main street or CBD shopping area.

 These two precincts are divided by a number of physical and visual barriers which

divide up the retail areas and do not allow pedestrian and vehicle traffic to flow easily between the areas. Barriers include:

 Pearson Street and the backs of buildings facing shoppers as they leave Charlestown Square

 The Pacific Highway

 The white fence running down the centre of the Pacific Highway also creates a visual and physical barrier for shoppers in the CBD

CBD Area

 The CBD area consists of retail and service businesses predominantly located

along the Pacific Highway.

 Within the CBD there are other smaller retail precincts including

 The Hilltop Plaza

 This precinct seems to be in decline and has lost some major businesses to the new development

 This complex has parking but signage is limited

 Although there is some signage indicating the name of the

development there is little consistency in branding and the different levels and arcades do not appear to be interrelated

 There are a number of vacancies (especially in the arcades) and a couple of businesses were closed on the day of the initial site visit

(5)

 On a follow up visit Rebel had relocated to Charlestown Square and two other businesses had closed

 The Rebel site is currently used as a clearance outlet but it is assumed this will only operate for the term of their lease

 This is the only area in the CBD with a shady outdoor area and dedicated seating but looked tired and rundown

 On the return visit the area still looked run down with a number of unattractive Sulo bins positioned around the seating area

 Takeaway hub on the Southern approach

 This is a strong cluster of takeaway and food retailers with the added bonus of street level and underground parking

 This area looks more vibrant and alive with a number of progressive retailers

 There were no vacancies in this complex??

 There is no corporate branding of the businesses in this complex

 Smith Street – predominantly medical and service businesses, many in former residential properties

Charlestown Square

 Traditionally Charlestown Square has been a catalyst for retail development

attracting shoppers from a broad area. It is the largest mall in the region and offers a strong alternative to the Newcastle CBD which has seen a declining retail mix in past years and Kotara which was redeveloped in 2008

 Like any major new development, it is likely that the new look Charlestown Square with its mix of retailers will increase the catchment area for

Charlestown in general

 Initially the new development will attract shoppers from the main street area especially in areas where the mix is weak e.g. cafes and eating “experiences”

 Charlestown Square has a main pedestrian entrance feeding out onto Pearson Street but shoppers entering from the rear car parks in Canberra Street will not have seen the main street and have no reason to venture out of the mall

Streetscape

 A number of new buildings and smart facades cannot hide the fact that the CBD

streetscape is looking tired and run down. This is particularly evident following the redevelopment of Charlestown Square and the smart interface between the centre and Pearson Street which immediately gives the impression that you are crossing the street into a down market area. Some of the negative aspects of the

streetscape include:

 Mix of pavement styles

 Some areas have been paved whilst others have a mix of patched concrete

 Uneven and patched pavements, especially along the Pacific Highway

 Sloping pavements which could be difficult for the elderly or disabled to navigate

 Damaged and uneven areas where pedestrians cross

 Unattractive Sulo bins on stands along Pacific Highway

 A number of these are stained or defaced by graffiti

 Telegraph poles defaced with posters

 Torn and ripped awnings

 Faded and rust stained signs

 Rusty downpipes

 Traffic signal boxes covered in stickers or graffiti

 Electrical boxes the length of the street that are dirty or have been marked with stickers or graffiti

(6)

 The seating area in Hilltop Plaza is covered in bird droppings

 The seats are showing signs of wear

 Unattractive Sulo bins do not add to the ambience

 Bike stands with chipped paint

 Positive aspects of the streetscape include

 A well tended rose garden outside Golf Mart

 Seating area in Hilltop Plaza with large shade trees and decorative light poles

 The retail architecture is mainly modern 60’s to 80’s design with no heritage

buildings in the CBD area

 Modern developments at both ends of the CBD add a clean, contemporary feel to

the streetscape

 A good example of this is Charlestown Road at the back of the Hilltop Plaza which has a distinctly different feel to other retail areas in the CBD

 Decorative tree surrounds used in Frederick/Smart Street and outside Charlestown

Square add real character to the streetscape

 There is a significant contrast between the streetscaping around the new

development and the CBD area.

 The streetscaping around the bus stop and decorative tree surrounds enhance the perception that you are moving from a modern, hip precinct to a more downmarket area

 Pearson Street is currently acting as a half way zone with the modern grey building, consistent paving, stainless steel bike rack, planters and seating plinths opposite the bus stop

Ambience

 Charlestown CBD looks and feels like an older suburban retail strip that is past its

heyday. Like many suburban strip precincts there are remnants of better times with successful long term businesses continuing to trade. However, there is also evidence of premises that have changed hands a number of times and retailers that are struggling

 There is no real sense of community on the main street. Unlike regional main

streets where there is a sense that the main street is a meeting place, Charlestown CBD has no hustle and bustle

 On both site visits the weather was hot and the pavements were in full sun,

shoppers were keen to get to their destination and out of the heat

Signage

 Signage in the Charlestown CBD is contributing to the run down look of the main

street and is also confusing for new visitors to the area. Observations include

 There are new street signs around the Charlestown Square development but in other areas of the CBD some signs are old, bent or faded

 Some directional signs are bent or damaged

 Some directional signage for Charlestown Square is confusing

 There are a number of business owners who have been very proactive with

signage using coordinated colours and corporate branding to create colourful shop fronts.

 These proactive businesses generally have above awning, front of awning and below awning signs

 Lack of building and shop signage is a problem in some areas of the main street

along with

 A large number of faded and peeling signs

 Dirty and rusty above awning areas and facades

 Torn or faded awning blinds

 Out of date signs where a business has closed but signs haven’t been removed or replaced

(7)

 A lack of above awning signage which can make it difficult for passing traffic to identify what businesses are operating in the main street

 A lack of under awning signage so it is difficult for pedestrians so see the retail mix

 Cracked and missing panels in under awning signs

 In some areas business owners have failed to capitalise on signage opportunities

with small, hard to see signs instead of larger signs

 Rusty down pipes

 Large grey bins in Pearson Street

 White fence on cracked concrete, weeds

 Wide pavements

 A large number of businesses are also using A Boards, generally these are placed

safely and used well to promote products and services

Identity and Branding

 There is no visible branding for Charlestown in the form of a town logo or

positioning statement

 The gateway signs do not carry a positioning statement

 Charlestown Square is currently using the positioning line “It’s all in our backyard” to promote the redeveloped centre

 Business Charlestown Incorporated have a logo featuring a stylised “sun/circle” featuring the colours tan and shades of green

 The Chambers’ positioning statement is for “business and lifestyle”

 A web search for Charlestown ranked Charlestown Square number one followed by

VisitNSW and Lake Macquarie Council. The rest of page one featured local businesses such as the cinema and Charlestown Toyota

 Business Charlestown was the top listing on the second page

 Google searches for Charlestown business/es ranked Business Charlestown Inc top

second and third under free listings

 Business Charlestown Inc publish a monthly newsletter for local businesses  Business Charlestown have a dedicated website which includes

 Information about the Chamber

 Details of events and booking facilities

 Listings of businesses

 These are not comprehensive and don’t necessarily represent the range of businesses in the area

 Downloads of relevant documents

 Other marketing material carrying the Chamber logo includes

 DL size full colour business directory (Published 2007)

 DL sized full colour Map and Special Offer leaflet (Published 2009)

 DL sized Membership Prospectus

Retail Mix

 The Charlestown main street has been the main focus of the retail review but

Charlestown Square contributes significantly to the overall retail mix and it is likely that locals travel to the Square rather than the main street for their day to day shopping needs.

 There are approximately 155 ground level businesses in the main street, Pearson

street and Ridley Street

 This does not include the businesses in Smith Street

 Charlestown has traditionally had a strong cluster of fashion retailers and there

are still 12 businesses focused on fashion in the main street

(8)

 Since the initial site visit 2 main fashion retailers Lynette Fing and Princess Bazaar have closed

 The fashion mix is complemented with a couple of strong giftware retailers such as French Chateau

 There is also a cluster of 25 health and medical businesses in the CBD

 This does not include the practitioners based in Smith Street which further enhance the mix

 There is a wide range of professional service businesses (including insurance) with

15 destination businesses including AAMI. Charlestown is their major processing site for vehicle insurance in Newcastle

 This does not include a number of businesses that were located above street level

or in surrounding streets

 There are a number of destination businesses that will attract traffic to the area.

These include Sunbeam Service Centre, Adult shop Tattooist, Beer’n’Gear, dancewear and balloon shops

 The CBD is the location for a number of local community and employment services

including Department of Housing, Department of Community Services and Centre Link

 The amount of traffic and associated noise on the Pacific Highway is not conducive

to outdoor eating and there are only 3 cafes in the CBD

 The takeaway and bakery food mix is much stronger with 18 outlets

 Many of these are clustered around the Southern end of the main street

 There are also 8 restaurants or bistros providing evening meals

 This mix includes the Mattara Hotel and Charlestown Bowling Club

 The CBD has maintained most of its banks and building societies but it is possible

many of these will eventually close their main street branches and focus on their Charlestown Square operations

 There are few “daily needs” or fresh food retailers still located in the main street  There are a growing number of vacancies in the main street. At the time of the

second site visit there were 11 ground level vacancies

 These empty premises contribute to the run down look of the area

Product Mix

 It is often relatively easy to judge a retail community’s target customers by

looking at the retail mix and products stocked in each outlet. In Charlestown there appear to be some conflicting messages. There is some evidence that some retailers have been struggling and have added new lines of stock or diversified into other products in an attempt to attract more customers and boost revenue.

 Others appear to have been in business for a number of years and have

diversified over a period of time.

 Both of these strategies have led to “mixed messages” about stock, price

ranges and target markets.

 The large majority of retail businesses are actively targeting the local market  Judging by the products stocked in many outlets, there also appears to be a

general assumption that the local market is conservative, not affluent and is somewhat price focused.

 There are also a number of businesses that are targeting a higher spending

segment e.g. fashion and gift retailers

 The refurbishment of Charlestown Square will increase the catchment and

attract shoppers from a wider area. There will be potential for the CBD businesses to capitalise on the increased volume of visitors to the area but retailers will need to understand the market segments

(9)

Parking

 There are approximately 4000 parking spaces in the CBD. 3500 of these are for

Charlestown Square with 450 located along the Pacific Highway, at the Hilltop Plaza, in the takeaway hub and around a number of buildings in the CBD

 Underground The redevelopment of Charlestown Square has dramatically

increased the number of parking spaces in the shopping centre which should reduce the demand for parking in the CBD area

 A recent survey has confirmed that parking in the CBD area has been affected by

the number of staff parking in the area which has reduced parking for shoppers and visitors

Retail Skills

 Levels of general retailing skills vary greatly with some very professional outlets

standing out from the pack

 There was also evidence of very low level skills where owners had little or no retail experience and had chosen the wrong location or mix of stock for their target market

 There are some excellent examples of professional window displays, however,

there are also a large number who are not maximising the opportunities to attract customers. Typical problems include:

 Windows filled with posters and notices which block the view into the shop

 Dirty windows or dated window displays that haven’t been changed in months

 Non existent window displays or stock facing inwards only

 Faded or old stock in the window

 Poor lighting or lights turned off in window displays

 Merchandising also varied amongst outlets. Typical problems include:

 Cluttered displays that are hard to navigate

 Fixtures and fittings screening the view of stock

 Stock not arranged in a logical or easy to find way

 Messy shelves

 Lack of branding for the outlet within the shop

 Lack of directional signage and branding within the outlet

 Customer service is hard to judge on two visits and obviously varies from outlet to

outlet but overall appears friendly.

 There was generally a good differentiation between outlets in the same category

(10)

Charlestown Focus Group

A meeting of selected Chamber members was held at the offices of Charlestown Square on September the 27th 2010 from 1.30 – 3.pm Participants were selected business owners or managers from the area including retail and service businesses. This was an opportunity for local business operators to have their say about the marketing of the area. They also provided valuable insights into the profile of locals and visitors to the area. This session helped identify the issues that need to be addressed before marketing can begin.

The group was asked a series of questions in relation to Charlestown. Responses to questions and issues are as follows. Please note that these are the opinions of

the participants and do not necessarily reflect the opinions of the consultant.

How would you describe the local market?

 The market is diverse but includes families, seniors and retirees

 Most come from an immediate 5k radius

 During the holidays and key sales periods the catchment would extend to Swansea in the South and Merewether in the North

 Most of these are commodity and essential services shopping

 Almost 70 – 80% of people cross shop between Kotara and Charlestown Square

 New markets are likely to be families outside the 5k radius visiting Charlestown

Square for their regular shop

 It is forecast that the redevelopment will increase the catchment by 2 – 3k

Are there any emerging markets in Charlestown?

 Likely new markets for the new centre include

 DINKS and baby boomer couples

 Leisure and entertainment and “after five” shoppers

 30 plus females attracted by the fashion mix

 Teenagers will also be attracted to the area by the leisure facilities

 Increasing staff numbers mean that business owners, operators and staff will

become a more significant market

 Although not a new market, there are a large number of employees working for

major organisations such as Centrelink

 There are also staff from the medical precinct who could shop in the area

 New bus services will bring more people directly to town which could help

businesses at the top end of town

 Up to 10% of trade comes from people who arrive by bus

 There is growing residential development in the CBD

 Anecdotal evidence suggests there is growing demand for Real Estate from the

Sydney market so these new residents could be an emerging market

What are some of the key issues facing Charlestown

businesses?

 Strong apathy amongst a lot of retail businesses

 But a number of property owners are showing confidence and improving their

properties

 Potential to piggy back on the Square’s marketing

 The target market in Charlestown is generally price focused

(11)

 There is a work to live philosophy in the area, leisure is important

 There is a lack of awareness of the mix of services and depth of the offer in the

area especially around

 Medical  Insurance  Banking  Entertainment  Fashion  Professional services

 Chamber funding stops in June

 Difficulty finding parking due to staff taking up CBD parking

How do you think Charlestown is perceived in the marketplace?

 The town is emerging as growth centre and a business centre

 The area is increasingly feels like a CBD with apartments, new buildings, office buildings

 The area is perceived as suburban rather than CBD

 There is currently a lack of understanding about what the Charlestown Square

offer will actually be

 People don’t realise that the mix has changed with major businesses moving to

the area

 Charlestown has no image or brand as a centre

What are the benefits of the area?

 Central location

 Potential revenue from Charlestown Square

 The overall retail mix is stronger than the Newcastle CBD

 There are a number of iconic retail businesses in the CBD who have been

performing well for years and built a strong reputation

 There is a strong mix of medical services and this is growing

 The area still has banking and a broad range of services such as financial advice,

stock broking, legal firms

 Businesses can do all their banking and service transactions in the one place  Charlestown is a destination for insurance companies, Suncorp, GIO, Alliance  The main street retail has a strong mix of mix of services

 There is potential for more IT and service businesses

What are the gaps in Charlestown?

 Bulky goods as we don’t have the land available  No obvious gaps in the market

What marketing has been done previously?

 Brochures targeting shoppers

Is there a tourism market?

 The centre is likely to attract people from Maitland, Singleton  Visiting friends and relatives is a large market in Charlestown

(12)

Key Issues & Opportunities

The Charlestown business community faces a unique set of opportunities and

challenges. Although technically a suburban shopping precinct, Charlestown acts more like a CBD for the region and is already attracting shoppers away from the Newcastle CBD. The mix of businesses in Charlestown is second to none and covers a wide spectrum from cafes and entertainment to health practitioners and professional services.

The redevelopment of Charlestown Square has had a dramatic effect on businesses in the CBD precinct as traffic flow and visitation has changed during the construction phase. The centre will continue to impact on local businesses as the catchment area increases and the Square attracts a broader range of shoppers. Increased visitation to Charlestown Square is a key opportunity for CBD businesses who can tap into both existing and new markets attracted to the area.

Based on the retail review of Charlestown main street precinct and discussions with business owners and members of the Chamber the following key issues have been identified:

Disconnected business precincts

There is currently a physical “disconnection” between Charlestown Square and the CBD precincts which could make it difficult for CBD businesses to capitalise on the increased volume of shoppers that Charlestown Square will generate. The

disconnection comes from a number of factors including barriers such as roads and the fencing that runs down the centre of the Pacific Highway through to lack of visibility of the CBD for both motorists and pedestrians. There is potential to connect the East and West sides of the CBD with maps, directories and visual devices that lead shoppers seamlessly from one area to another.

Lack of visibility of the CBD

Much of the vehicular traffic in the CBD is diverted around the main street area but since the opening of the final stage of the Charlestown Square redevelopment, traffic now approaches one of the main car park entries via Smart Street which crosses the Pacific Highway. This is an opportunity to showcase the CBD offering to passing traffic.

As pedestrians exit Charlestown Square onto Pearson Street the main CBD is not visible and there are no clear pathways to the different shopping precincts. However, there are a number of a arcades and laneways in the CBD that do connect the various areas but these are not very visible and in some cases are not very pleasant

thoroughfares marked with graffiti and filled with vacant shops.

There is potential to create “ant tracks” through the CBD, improve navigation and visually tie together the various precincts.

Lack of a clear market positioning

Charlestown CBD has no clear identity or branding in the marketplace. There is no promise of what to expect and the area comes across as a grab bag of service and retail businesses. Previous marketing has simply promoted a Directory list of the businesses in the area without attempting to promote the strong clusters or competitive advantages of the retail and service mix. There is potential for

Charlestown CBD to actively market itself and develop a positioning with a logo and brand driver statement that will relate to both locals and destination visitors to the area.

As Charlestown Square focuses on the needs of the local market with a strong fresh food and supermarket offering, there is a real risk that more CBD street businesses will relocate to where the majority of locals are doing their day to day shopping. This

(13)

means that without a clear market position the main street could become less relevant to the local shopper and businesses may experience falling visitation rates.

There is potential for the Charlestown Chamber to play a key role in positioning the CBD, driving the new positioning, developing a website and marketing material that will brand the local CBD.

Capitalising on recent promotion of Charlestown Square

There is potential for Charlestown CBD to capitalise on the extensive marketing campaigns run by Charlestown Square by finding a market positioning that

complements their strategy rather than competes directly. There is also potential to capitalise on recent publicity for the new WIFI accessibility by developing other “hi tech” initiatives that position Charlestown as a progressive, go ahead business community.

Capitalising on the existing mix of businesses in the CBD

A review of the retail mix has identified that there are several strong business clusters in the CBD which complement the retail mix in Charlestown Square. There are also a significant number of destination businesses that are already pulling people into the area. Unlike many CBD’s which have a “me too” mix of businesses that compete with a large shopping complex Charlestown CBD has enough diversity to actively promote to target markets.

No consistent promotion of the CBD retail Mix

The growing number of vacancies means there is potential for the Chamber of Commerce to play an active role in revitalising the retail mix in the CBD street so it fills the gaps for service and destination shopping. Changing the retail mix typically takes a number of years but in the short term there is potential to actively promote some of the existing clusters such as health, professional practices, government services and fashion retailers to reinforce the strength of the overall offering in Charlestown.

The rundown appearance of the Charlestown CBD

It will be difficult to position the CBD offering and convince shoppers to visit the area more often whilst it looks rundown and neglected. The area is badly in need of basic streetscaping including upgrading of pavements and pedestrian approaches to crossings. Modern decorative bins, seating and tree guards would also add to the street appeal. Realistically this is unlikely to be fixed in the short to medium term but there is potential to improve the look of the area by adding colour to the streetscape and improving signage.

Perception that there is no parking or parking is difficult in the

CBD

Parking is a hot topic in most retail communities and recent research has shown that although the redeveloped Charlestown Square has introduced more parking spaces for shoppers there has been an increased demand for staff parking which has led to workers parking in CBD spaces. In regional communities such as Newcastle there is a shopper expectation that in retail strips they should be able to park right outside their destination. There is potential for a two pronged approach which would encourage staff not to park in the CBD or contain staff parking to fixed areas whilst promoting available car parking to shoppers.

Lack of tenure for Chamber of Commerce

The success of any business community marketing plan depends on the resources available to adopt and implement recommendations. Communities without a

representative body or dedicated coordinator rarely manage to implement more than one or two initiatives. Charlestown is fortunate to have a Chamber of Commerce and a part time coordinator. However, there is some concern that Chamber funding is due

(14)

to end in June 2011. It is also likely that it will be difficult to develop initiatives without the contribution of time and resources from members of the local business community. There is also potential to increase the profile of the chamber amongst the business community and build future membership.

Encouraging local businesses to capitalise on business

Opportunities

The Charlestown CBD business community generally seems to have a passive attitude to attracting new customers and clients. This is quite common in regional businesses communities that have not suffered from adversity such as drought or who have historically experienced mainly buoyant trading conditions. This apathy can lead to a stagnant retail mix and lack of new developments along with a feeling that problems such as security, lack of parking etc are insurmountable.

This attitude may be compounded by the thought that CBD businesses cannot compete with Charlestown Square. However, there are opportunities for local

businesses to benefit from the redevelopment. There is potential for the Charlestown Chamber to take a leadership role for the community and encourage more networking and interaction between businesses including cross promotion of businesses in the main street.

Capitalising on target markets

Charlestown has a “hidden” target market in the employees who work in the town. There is potential to maximise revenue from local workers by encouraging them to spend their money where they work.

(15)

Target Markets

Target Markets for the Charlestown business community include:

Local Residents

Visiting Friends and Relatives

New Residents

Destination Visitors

Retail Staff

(16)

Consolidation

There are two main phases to developing and marketing a business community. The initial phase is to define and consolidate the offering to the target markets, decide on the market positioning and develop any necessary marketing collateral. Once a direction has been established, the business community can then actively promote to its target markets.

Retail Mix

Defining the Retail Mix

An effective way of changing the current perception of Charlestown CBD as

“suburban”, run down or “in decline” is to educate existing and potential shoppers on the range and quality of products and services available. This is especially important for services that flesh out the total mix and those that are not available at

Charlestown Square.

The retail review of the CBD conducted as a part of this consultancy has already identified a number of clusters which are major components of the retail mix. These include health and medical services, professional services, business services and fashion retailers. However, this review did not include businesses above street level or those in Smith Street or surrounding streets.

It is recommended that a more detailed audit be conducted to create a definitive list of businesses. This list can then be used to identify which are the strongest clusters and how they may be grouped for marketing e.g. health and wellbeing or business to business.

Ideally in the short to medium term these prominent clusters should be the focus of any marketing.

In addition to promoting the clusters, any short term marketing also needs to actively promote the variety and quality of the retail offering and service mix in the CBD. The review should also identify iconic or destination businesses which can be promoted to define the range of products and services available.

Revitalising the retail mix

As there are approximately 11 vacancies in the CBD and it is likely that this number will increase, there is potential to actively change the retail mix.

Realistically this will take a number of years but the above review will give Chamber an idea of what is needed to fill gaps or build clusters. The review should also be a starting point for discussions around the future retail mix of the CBD.

It is recommended that the Chamber form a working committee to look at

opportunities to build on specific clusters or fill “gaps” in the product mix. This is also a chance to look at the bigger picture and investigate gaps in the Newcastle market that could turn the CBD into a destination.

For example, there is currently in no dedicated factory outlet centre in Newcastle. Rebel has already turned their CBD outlet into a clearance store and there may be potential for Charlestown to actively promote vacancies to manufacturers or retailers who want to test this market in Newcastle. This sort of retail mix would complement the overall mix in the area and Charlestown could be an attractive proposition because of lower retail rents, the range of different sized premises available and existing traffic into the area.

Business Charlestown can play a key role by developing a retail mix “wish list” and working with local real estate agents to develop a strategy for improving the retail mix. This approach would involve:

(17)

 Setting up a Chamber sub-committee to develop a hit list of businesses that

will fill gaps and fit the future positioning of Charlestown

 Reviewing main street vacancies to identify properties available

 Contacting property owners and real estate agents to see if they would agree

to proactive marketing of their property

 Details of property owners can also be useful when marketing the need for signage or building upgrades (see under signage)

 Working with real estate agents to identify appropriate or preferred use for

premises.

 Work with Real Estate agents to develop property profiles for each vacancy including Business Charlestown’s’ recommendations for usage

 These profiles could also be available as PDF’s or “slide shows” on the real estate website

This approach has the added benefit of giving potential owners or tenant’s confidence that they are meeting a need in the town and will have the support of other

businesses.

It is important to note that new businesses may already have a “link” with

Charlestown. Potential business owners could be partners of people relocating to the area for work, someone with family members in the area or people on holidays in the region. For this reason it is important to promote the fact that the CBD is looking for new businesses in as many areas as possible. Tactics might include:

 Developing a retail (or business) opportunities prospectus for the town

 Promoting the prospectus on the council website, in council newsletters (if available) or rate notices that are sent to local residents

 Placing card sized messages re retail gaps in local real estate agents windows

 Using signs or displays in the windows of vacant shops to identify possible usages

There may also be an opportunity for the Chamber to actively source new businesses; this would involve:

 Approaching service businesses or retailers in other areas who may wish to

open a second store in Charlestown e.g. two members of a Chamber from a town on the North Coast of Victoria went on a 2 day road trip to find a café that would fit their existing mix and then approached owners to see if they were interested in opening a second outlet

 Actively marketing to business owners in specific areas of regional and

metropolitan NSW through advertising or publicity in local papers e.g. a town on the Central Coast of NSW advertised in the fast growing suburbs of western Sydney for deli operators and gift shop retailers who were looking for a “sea change”.

There is also potential for property owners to build the property mix themselves. In one community the owner of an arcade who had suffered from long term vacancies actively promoted his arcade to start up or small businesses working from home by offering short term leases and business support through the local Business Enterprise Centre. He sourced a number of these businesses through markets. Another property owner renovated two properties so they were ideal for “pop up” shops and marketed to manufacturers, distributors and retailers who were interested in a 2 – 6 week retail opportunity.

Image and Branding

CBD Logo and Positioning Statement

A key issue for Charlestown is the lack of a clear image or brand associated with the town or CBD. Most communities have a gateway sign or a logo that has been developed by Shire Council which can act as a starting point but Charlestown has no

(18)

graphic representation apart from the Chamber logo and their positioning statement “for business and lifestyle”.

As it is unlikely that any other body or group will develop branding for the Charlestown CBD there is potential for Business Charlestown to facilitate the

development of a logo and positioning statement that differentiates the CBD business community. During the review phase of this project a couple of logos and positioning statements were discussed including:

 Using the term CBD when referring to the Charlestown Business District to

reinforce the positioning that the area is a serious choice when it comes to range and quality of services e.g. Your CBD for health and wellbeing

 Capitalising on the branding of Charlestown Square e.g. Think Outside the

Square e.g. Think outside the square for business services

There are a couple of alternatives that would work for Business Charlestown:

 Adapting the current Chamber logo and positioning statement

 The existing “sun/circle” logo could be modified so it is more user friendly in terms of signage or promotional material

 The positioning statement could be changed to reflect the competitive advantages of the Charlestown retail precinct

 Developing a new logo that will work well for the business community and also

be appropriate for the broader community

 Developing a positioning statement for the Chamber and one for the CBD that would be used with the same logo or a slight variation of the logo

 This variation could be as simple as a change of colour or one colour more dominant in each logo

 Town or business community logo development should be a project for an

experienced designer, preferably with experience in developing town logos,

 Recommended specialists are Jacinta Mackey of Cre8ing Growth and Ching Ching Li of CC Designs; both have extensive experience developing

township and community branding.

In addition to creating a logo and positioning statement there is potential for the Chamber to take a “campaign” approach and build a promotion around the implementation of recommended initiatives in the plan. This is a great way of motivating business owners to reconnect or get involved with the Chamber. In communities where there has been resistance to the Chamber because of past management or political issues a campaign can attract new members and demonstrate a fresh approach to past members.

A number of regional Chambers or Councils have adopted the campaign approach and some of their campaign names include:

 Lismore Unlimited  Growing Inverell  Nambour Futures  Coffs Streets Ahead  Karuah Working Together  Lifestyle Dookie

 Woodburn – stop, shop and play

In some instances, business groups have adopted a program name to fit in with Shire branding, for instance Singleton Council use the positioning statement A Better Future, their business group are considering operating a campaign called A Better Business Future. Creating a name to encompass Chamber business focused activities can also build the Chamber profile amongst the local community and position the group as innovative, progressive “champions” for the business community. Any new logos and positioning statements could be used on:

 Town entry signs  CBD directional signs  Street flags

(19)

 Individual retail outlets – window strips or decals  Chamber website

 Existing and new printed marketing material

 Social media such as facebook or Google Place pages  Dedicated pages on the Council website

Online Visibility

Website

Websites have traditionally been regarded as more important for tourism destinations than suburban or CBD retail precincts as it has been assumed that locals will source their information through local papers and phone books. Research has shown that more and more locals are now conducting more web searches and look to the web as a primary source of information. It is also now commonplace for shoppers to Google for information while they are shopping so Charlestown and the Chamber of

Commerce would benefit from stronger online visibility and a clearer message in the online environment.

The Chamber website has an excellent structure and provides good quality information for the business community but seems to be a “work in progress”. There is potential for the website to become a key marketing tool for Charlestown CBD businesses. The site would benefit from

 Better Search Engine Optimisation

 More content overall especially about the benefits of the area

 There is also potential to create a sense of community on the website

 More specific content about the business mix in Charlestown

 There is potential to add specific information about the clusters and destination businesses in the CBD

 Adding information on parking and local bus timetables

 More detailed information about Chamber events and activities  More photos of Chamber events and activities

 An archive of newsletters

 Inclusion of the “welcome kit” for business owners

 Developing a more comprehensive general business directory by adding a brief

description of the business, opening hours and link to their website if applicable

 Some Chamber websites give businesses direct access to their listing so they can update information easily

 Promoting the diversification of businesses in the CBD with a “Did You Know?”

or “We’ve Got It All” section on the home page which rotates some of the interesting businesses in the precinct

 There may also be potential to add a menu tab for business opportunities

where the Chamber can cross promote vacancies and “gaps” in the retail mix

 Although there are photographs included on the site there may be potential to

add more photographs to increase the impact of the site. This could be done by

 Commissioning a local photographer to capture the attractions of the area including the CBD

 Holding a competition inviting locals and those who work in the area to capture their “vision” of Charlestown or represent a moment of a “day in” Charlestown. Typically this would be a one day activity which everyone from school children to keen amateurs could participate in.

 Finalist entries in this competition could be displayed in retail windows or used to dress up the vacant shop events and activities

 This promotion could be coordinated and promoted by the Chamber or held in conjunction with a camera retailer

(20)

 One small town who took this approach ended up with so many great photos they produced a town calendar and postcards which they sell in local retail outlets. They now run the competition as an annual event.

Social Media

In addition to upgrading their website it is recommended that the Chamber build visibility for Charlestown CBD through social media which will also improve search engine optimisation. Initially this could be achieved by developing a facebook page, ensuring that local businesses appear on Google Maps and creating a Google Place page which is very effective for promoting local businesses.

There is also potential to build on the recent WIFI launch and position Charlestown as innovators by creating a CBD app for mobile phones. Although in their infancy, these locational apps are great opportunity to provide information to shoppers in the immediate area. Features of the app would include a Search function by category, name, maps and navigation including short cuts, special offers, news and events, parking information.

This app could also include information on key CBD clusters along with information targeted at locals e.g. suggested activities for people who have visiting friends and relatives. An app could become the major marketing tool for the area without the need for printed material.

To maximise the effectiveness of this tool it would be advisable to consider this as a joint project with Charlestown Square so shoppers have a complete picture of what is available in the area. Westfield has recently launched an app for their major centres (search under Westfield).

Signage

and Navigation

Signage Review

There is potential to dramatically improve the impact of signage in Charlestown. RTA and directional signage is currently mixed with promotional signage for individual outlets which creates visual clutter. Signage that was put in place during the construction phase of Charlestown Square is still in place and in some cases will be confusing for visitors. The XXXXX signage review project will hopefully rationalise the directional signage but there is potential to conduct a CBD signage audit to clean up visual clutter and maximise the effectiveness of directional and retail signage. There is a lack of under awning signage and poor above awning signage in some areas. The streetscape needs a “designer make-over” to increase its appeal to locals and first time visitors to the area. This will require some negotiating and discussion with building owners and business owners but a few basic changes can have a major impact.

 A “snapshot” audit of all main street signs and retailer signs to identify

 Redundant signs e.g. business no longer operates, road signs, old parking signs

 Signs that cannot be read clearly from the road because they are too small or too cluttered

 Handwritten signs

 Faded signs

 Signs that are misleading

 Signs that can’t be seen because they are blocked by other signs or foliage

 Areas where there is potential to add under or above awning retail signage

 Following the audit the Chamber should be able to work with the Council to

 Nominate optimum positions for any new or replacement signs

 Remove or replace unsightly signs

 Negotiate with building owners to remove or paint over redundant signs

(21)

 Repaint handwritten or cluttered signs so they will be more effective for the business

 Reposition signs that can’t be seen.

 Identify which businesses would benefit from under awning or front of awning signage

Realistically this will be a difficult initiative to implement or enforce, but a letter to the relevant businesses or property owners explaining the reasons behind this strategy may encourage some business owners to comply

Some communities have funded this type of initiative with support from their local council or from levies. One community provided a dollar for dollar subsidy of $500 for each business to upgrade signage, repaint shop front or introduce an A Board. Offices or commercial businesses that already have or don’t need signage could use this subsidy to beautify their building e.g. add awnings to soften a harsh exterior. A sign writer was appointed to carry out the work and ensure that each business had an individual, appropriate look.

Parking Signage

It is clear that parking in the CBD will continue to be an issue and it is recommended that Chamber lobby both Council and Charlestown Square for this to become a priority. Although not my key area of expertise I can provide examples of how other communities dealt with their parking issues. Strategies included:

 Conducting a parking space audit to identify available parking in the CBD

precinct

 Reviewing the mix of parking and establishing time limits that discourage local

workers from parking in the area e.g. a mix of 15 minute, 1 hour and 3 hour spaces

 Erecting parking “boards” on the main entrances to the precinct detailing the

location of the parking areas, number of spaces and time limits

 One community followed this with the introduction of space monitoring which

has an electronic display at the car park entrance showing number of spaces available.

 All car parks in this community are outdoors not under cover

 The introduction of all day staff parking areas

 In one community these were located a distance from the CBD and a shuttle bus ran in peak periods

Navigation

There are a number of ways that Charlestown CBD can direct shoppers through the area and promote the retail mix. These include:

 The recommended app which would help shoppers find particular businesses

and direct them via the quickest route

 Directional signage in key locations e.g. Pearson Street, Hilltop Plaza and the

takeaway hub

 This sign should also include info on clusters or the mix of businesses in an area e.g. 4 banks, 5 accountants, 6 solicitors, 2 conveyancers

 Signs above arcades e.g. “Walk through to”

 A Boards at arcade entrances detailing shops and walk through to

 This may be an issue in the short term as there are a number of vacancies in most of the arcades

 Lane Cove in Sydney has a number of arcades and their Chamber has introduced standard arcade directory boards throughout their shopping precinct

(22)

Streetscape and Signage

Although streetscaping does not come under the auspices of Charlestown Business Chamber, the CBD would benefit from a beautification program replacing pavements, introducing more attractive bins, decorative tree guards and new seating. Pearson Street has recently been repaved and streetscaped so the rest of the CBD may have similar work scheduled. There are other recommended initiatives that will improve the overall attractiveness of the CBD. These include

 Gateway/directional signs promoting the new logo and positioning statement on

the approach roads to the town

 Minimising the visual impact of the fence on Pacific Highway by

 Weeding the concrete area under the fence

 Painting the fence a darker colour so it is less intrusive

 A number of newer fences in Sydney have been painted dark green so they blend more with the streetscape

 The above initiatives will depend on Council and RTA approval so may be longer

term initiatives

Street Flags

 Adding more colour to the main street with flags or pennants hung from street

lights. These are a relatively easy way of introducing more colour into the CBD and strengthen the overall image and branding of Charlestown. A series of flags could be based around the new logo colours and tie in with the themes of the positioning statement or reflect the diverse mix of businesses e.g.

 Retail mix, browsing shops

 Health and wellbeing

 Professional Services

 Major employers

 Community programs

 If funds are limited, this initiative should be trialled in Smart Street and

Pearson Street as they are key access points to and from the CBD to Charlestown Square

 These flags could be supplemented or replaced during the year with flags

promoting major events or promotions such as a Shop Local campaign

Business Flags

 Mini versions of the flags could be made available for local businesses who

want to show their support for the area.

 These look something like the Lotto flags outside newsagents and are placed near doorways which adds colour under the awnings

 Another way of adding colour to the main street is to use colour coded mini

flags to promote the clusters within the CBD

 This approach is used to identify businesses with a flag or pennant which is colour coded for their category e.g. health and wellbeing, professional services or fashion. These flags can be supplemented with smaller stick on signs which can be added to existing signage, displayed in office windows or added to foyer signage. This will create colour in the streetscape and improve visibility for clusters.

 These flags should include the town positioning statement or a variation on the overall positioning for the Charlestown CBD

 Window strips or stickers that tie in to the new branding would also create

strong visibility at shop level.

 Window strips run across the top and bottom of shop windows and create a “frame” for merchandise.

(23)

 These could be developed as a part of a retail promotion or provided at cost to interested retailers.

Vacant Premises

 Improving the look of the vacant outlets in the short term is an easy way to

improve the look of the streetscape. Depending on the owner or agent it may be possible to use the windows to promote the CBD or upcoming events. Initiatives could include:

 Local school project e.g. Charlestown murals or displays

 Display pics from a photographic competition

 Cross promotion of shopping precincts e.g. The Hilltop Plaza or takeaway hub

 Promotion of recommended usage for potential tenants

 Displays by local artists

 Displays promoting WIFI availability or mobile phone app

A Boards

 There is also potential to add branding and character to the main street

through A Boards. (This initiative will depend on Council regulations or may require negotiation of fees.) A number of local retailers already use A boards and there may be potential to increase the impact of A Boards by taking a team approach. Initiatives could include

 Placing A Boards in the same position on the pavement to create more visual impact

 Tying colour themed balloons to A Boards for special promotions or events (this could include a win by q local sports team)

 Developing a standard A Board that could be sold by the Chamber

 Typically A Boards would have common branding elements and an area that can be used by the business. They could feature

 A range of coloured borders or top and bottom borders which tie in with the town logo colours

 Colours could also be themed according to the business category e.g. orange for professional, blue for fashion stores, green for health and welling practitioners and red for destination browsing shops

 A positioning statement (as per the suggested branding) promoting the business community

 Concepts for A Boards could be developed by a graphic designer as a part of the logo and positioning statement project

Visual Impact

 Another alternative for creating more visual interest in the main street would

be through an arts project. An obvious focus for this would be the “electrical boxes” that are now a feature of the main street. It is unlikely that they could be painted directly but there may be potential to incorporate them into a theme which would draw attention and encourage visitors to explore the length of the main street

 An arts project could also activate and enhance the appearance of the arcades

and laneways. Initiatives used in other communities include:

 Historical displays in vacant shops

 Art or photography displays in vacant shops

 Adding impact with bright colour schemes and quirky signs for each outlet

 Creating a “trail” with painted mural strips on walls, ceilings or sides of walkways

(24)

 Greening the area with planters

 These can be a magnet for vandals

 Art installations in the public spaces

 These tend to be most successful in arcades or areas where art work is out of reach of potential vandals

 Art works can also be placed in shop windows

Window Displays

Window displays are a key communication tool for businesses who want to convince locals to stop and spend time in the CBD. At an individual shop level, improved window displays would enhance the image of the area and increase revenue for individual businesses. I would recommend a practical seminar for local retailers with additional in-store advice for interested outlets. The seminar should cover the basics of window display but also offer suggestions and alternatives for service businesses and health practitioners who want to present a professional image and smarten up their windows. This seminar could be followed with a window display competition, which will provide some fun and allow participants to show off their newly learned skills. One business community ran a children’s competition where children gather clues to a puzzle from the window displays. It may also be possible to involve local Newcastle Tafe students studying design or retailing to practise their skills with a project in Charlestown. This gives local retailers some inspiration and identifies potential visual merchandisers for ongoing projects.

Another area that could be improved is in-store signage and display. In some outlets stock was not laid out logically and there was a lack of directional signage. This is a topic which could also be addressed in a display and merchandising workshop.

(25)

Marketing Strategies

The following strategies have been developed based on the Retail Review and key issues facing the Charlestown business community. Some initiatives may be

precluded in the short to medium term because of insufficient time or funds required, however they have been included to give the Chamber an overall view of possible strategies and options.

Local Residents

It is likely that there are a significant number of locals who have not visited the main street for some time or made a decision that the retail mix is “not for them”. There will also be residents who have become so familiar with the main street they need to be reminded of its attractions.

A local area marketing campaign is an opportunity to promote the strengths of the retail mix, encourage lapsed shoppers to return and increase the numbers of people shopping in the main street.

App

This would be the ideal initiative to actively market to the local community. This initiative would attract publicity and create a buzz in the marketplace. The App could be marketed through:

Short Term

 A launch function in the CBD

 This will also generate local publicity

 A postcard drop to the local postcode and surrounding areas

 This is a cost effective program via LDN (The Salmat Group small business portal)

 Launch posters in all businesses

 Handout of postcards or quirky promotional flyers during peak periods in the CBD  Retailers including the postcard or promotional flyer in all bags or handing to

customers over a two to four week period

 Cafes and takeaways placing postcards or flyers on tables for a two to four week

period Ongoing

 Signage in vacant shops

 Stickers for display in all businesses  Promotion via Facebook and twitter  Inclusion of app on all marketing material

Website

The same approach could be used to market the Chamber website. The key aspect of this marketing would be the clusters and expanded business directory (if

implemented). Short Term

 A postcard drop to the local postcode and surrounding areas

 This is a cost effective program via LDN (The Salmat Group small business portal)

 Launch posters in all businesses

 Handout of postcards or promotional flyers during peak periods in the CBD  Retailers including the postcard or promotional flyer in all bags or handing to

(26)

 Cafes and takeaways placing postcards or flyers on tables for a two to four week

period Ongoing

 Signage in vacant shops

 Stickers for display in all businesses  Promotion via Facebook and twitter

 Inclusion of the website address on all future marketing collateral

New Residents

A New Residents pack is an ideal way to target newcomers to the area. The pack could include:

 A welcome letter from the Chamber

 Links to the website business directory and information about downloading the app  Value add offers from individual businesses e.g. free coffee with your first lunch

order at a cafe. Invitation to a seminar on wills at the local solicitor

 This concept also works particularly well with a welcome card which entitles new residents to special deals for a 3 month period. (I suggest that the pack focus on value add offers e.g. free gift wrapping rather than a 10% discount). The card quickly identifies the new resident to the retailer and helps build a strong relationship ensuring repeat visits.

 A simple fun flyer on “tips and tricks for locals”; this might include anything from

the chemist who makes deliveries to information about favourite parks or the best times to get a booking in a favourite cafe or when the bakery makes its famous fruit scones

 This information can also be included as a PDF on the website

 Information and suggested “planners” for locals who have friends or family

visiting. These could be themed e.g.

 Grand children are coming to visit

 Eating out

 Wet school holidays with nephews and nieces

 Great food options

 For the greatest impact this should include businesses and attractions from the Charlestown Square

 This pack is also one place where junk mail in the form of takeaway menus will be

welcomed rather than consigned to the rubbish bin!

 In most communities real estate agents are happy to distribute these packs on

behalf of the Chamber

 In Charlestown there is also potential to market directly to new residents in

apartment buildings in the CBD. The welcome kit could be distributed via building managers, concierges or strata management companies

 Alternatively the kit could be promoted on the apartment noticeboard so it can be

downloaded from the website

Destination Shoppers

Destination outlets

A diverse range of shops in the main street will already attract destination shoppers. It is likely that some of these businesses have mail lists and will blog, send

e-newsletters or produce mail outs for their clients or customers. There is potential for groups of businesses to work together to market to each other’s customer base. In some business communities a number of businesses have got together to cross promote other (non competing) services their customers may be interested in; for instance, a blind retailer, kitchen supply company, mortgage broker, lighting store and homewares store got together to promote their range of services to

(27)

homeowners/purchasers in their main street. The success of this strategy very much depends on how willing businesses are to work together. There is potential for the Chamber to facilitate a meeting of businesses to gauge support for this initiative. In one community, the Chamber provided a PDF flyer promoting the diversity of destination outlets and a number of businesses forwarded it to their client list at the same time as their e-newsletter

Business Clusters

Health and Wellbeing

Charlestown has an excellent retail mix in the health and wellbeing category with optometrists, dentists, medical practitioners, specialists, X-ray and pathology providers and physiotherapists are all represented. There are also supporting retail outlets such as health funds and pharmacies located in the CBD precinct. There is potential to increase awareness of this cluster:

Recommended strategies include:

 Identify businesses with a flag or pennant which is colour coded for health and

wellbeing. These can be supplemented with smaller stick on signs which can be added to existing signage, displayed in office windows or added to foyer signage. This will create colour in the streetscape and improve visibility for health

providers.

 This flag should include a positioning statement which is a variation on the overall positioning for Charlestown CBD e.g. Your CBD for good health These health and well being professionals will see thousands of patients over a year and many of those will also visit the area with friends, relatives or carers. There is potential to increase their length of stay and average spend by developing a Health and Wellbeing flyer which details all health and wellbeing services in the area along with other useful information e.g. disabled parking spots, cafés with wheelchair access etc.

There is also an opportunity to get individual cafes involved with promotions to these visitors. Health practitioners could be supplied with complimentary coffee vouchers which are given to clients or patients who have to wait to see their practitioner. Have a coffee on us! The practice can pay a nominal amount for this voucher if required, but most cafes find the visitor usually buys another coffee for a friend plus a cake or snack. It will be important to match the health or professional practice and café to make sure the voucher provides target customers for the café operator.

Professional Services

The above approach can also be used for other service clusters including business to business services, professional practices, insurance companies etc. It will be

important to gain the involvement of the professional practices that will hopefully see this initiative as a way of participating in the marketing of Charlestown.

Ideally these groups of operators should be brought together to discuss the opportunities to “brand” as a group. If they are keen to work together they could develop a list of specialities for each business so they could undertake group marketing.

Fashion Businesses

The fashion cluster has recently lost two operators so it could be advisable to add hair and beauty retailers to this group. Anecdotal evidence suggests that this cluster of fashion outlets is already referring clients between outlets but there may be further opportunities for this group to work together. In addition to the colour coded flags and flyers they may be able to run promotions together. In addition to traditional fashion parades successful promotions run by similar clusters in other areas include:

 Progressive sales or launch events where each outlets clients are invited to a VIP

night help outside normal trading hours. In the evening they will progress from one outlet to another to enjoy first pick of new seasons stock or pre sale bargains.

References

Related documents

local online marketing online marketing tools online marketing consultant online marketing plan online marketing agencies online marketing service online marketing business

- Capital cost per vehicle: $26,987 (Source: City Council Agenda; Item 18 “Purchase Order: Parking Enforcement Vehicle,” June 26, 2007).. - Maintenance: costly to fuel

The answer is that your standard email client is not designed to be used for email marketing and therefore has significant limitations. Even more importantly, email

A qualitative approach was used to explore young people’s experiences of using synchronous and asynchronous online forums to gain insight into the use of online services for

2.  (a)  If  the  sub  lord  of  the  Ascendant  (out  look)  is  the  significator  (in  the  star  of  the occupant  or  owner)  of  the  3rd 

In this paper I explore student teachers’ positionalities as knowers within school subject departments, drawing on an ethnographic study of three secondary school geography

International Letters of Social and Humanistic Sciences, (14), 66-72. Influence

Maximum File Size for Content Indexing: By default, Copernic Desktop Search does not index the contents of documents larger than 10 MB.. You can modify this limit at