Transcript Document

High Street UK 2020
An update
Simon Quin
Institute of Place Management
Vitality
& viability
Alsager
Altrincham
Ballymena
Barnsley
Congleton
Holmfirth
Market Rasen
Morley
St George, Bristol
Wrexham
Literature review
finding the evidence
22 experts ranked
201 factors
1.How much influence each
factor has on the vitality and
viability of the High Street
2.How much control a location
has over the factor
HSUK 2020 model
Not worth
it
Get on
with it!
Forget it
Live
with it
How much control over a factor
Child-minding
centre
Deliveries
Political climate
Methods of
classification
Opening hours
Spatial structure
Leadership
Location
How much each factor influences vitality and viability
3.900
APPEARANCE
PLACE MARKETING
How much town can influence factor
3.700
PLACE ASSURANCE
3.500
ENTERTAINMENT AND
LEISURE
RECREATIONAL SPACE
3.300
NECESSITIES
NETWORKS &
PARTNERSHIPS
EXPERIENCE
ACTIVITY HOURS
MANAGEMENT
MERCHANDISE
Anchors
VISION&STRATEGY
WALKING
DIVERSITY
ADAPTABILITY
RETAILERS
Chain vs independent
Safety/crime
3.100
LIVEABLE
ATTRACTIVENESS
Comparison/convenience
Barriers to Entry
2.900
ACCESSIBLE
2.700
3.300
3.500
3.700
3.900
4.100
4.300
4.500
How much factor influences vitality and viability
4.700
Attractions
Amenity
4 As
Accessibility
Action
1. Attractions
what the centre has to offer
Retailers
Comparison/convenience
Chain vs Independent
Merchandise
Anchors
Diversity
Entertainment & Leisure
2. Accessibility
getting into, out of, and around
the centre
Walking
Accessible
Liveable
3. Amenity
experience within the centre
Appearance
Experience
Necessities
Attractiveness
Recreational space
Safety and crime
Store development
4. Action
making things happen
4. Animator
making things happen
Activity hours
Vision & strategy
(leadership)
Place marketing
Management
Barriers to entry
Place assurance
Adaptability
Networks & partnerships
Repositioning
Rebranding
4 Rs
Reinventing
Restructuring
Repositioning
“a strategy to enable places to
identify distinct capabilities
and develop competitive
advantages”
(Kavaratzis & Ashworth 2008; Edensor 1998)
Footfall data
indicator of vitality
Supplied by Springboard
62 UK towns and cities
30 months of footfall (2012-2014)
563,828,709 people counted!
Spatial
Macro
FOOTFALL
Competition
Economy
Location
Organisation
Offer
Internet
Micro
Vacancy
Catchment
Meso
Spatial
Macro
Meso
Micro
MORLEY FOOTFALL FORECAST
Spatial
Resident
population
Location
+ Morley
is located in a densely
and populated area
employment
+ Has a high walkable resident
population
+ Has 1.040 businesses
- It is in the North
451,793
Meso
Competition
Vacancy
- Catchment is attracted to other,
stronger centres
- Town’s attractiveness is weakened by
vacancy
232,280
Micro
Organisation
- 13%
of footfall lost throughOffer
lack of
organisational control
- Lack of footfall profile. Is Morley
providing an appropriate offer?
(Comparison, Convenience or
Speciality?)
167,424
Mansfield, Gravesend, Grimsby
Macro
Average monthly footfall in 2020
Economy
Internet
shopping
150,581
Smaller, comparison shopping towns more at risk. Retail parks and Internet taking more footfall.
Why measure footfall?
 Represents how important you are to your
catchment – not just retail
 Tells you what type of town you are
 Tells you if initiatives are working
 Helps town and stakeholders adapt to changing
conditions
What type of town are you?
1. Comparison Shopping Town
A strong retail offer.
Comparison Shopping towns
 Wide range of retail choice
 Strong retail anchor(s)
 Large catchment area
 Accessible by choice of means of transport
 Organise themselves to compete with other
comparison towns and channels
What type of town are you?
2. Speciality town
A unique offer, including retail, events,
heritage, etc.
Speciality towns
 Offer something unique and special
 Anchor(s) not retail
 Attract visitors but serve local population
 Have longer dwell time
 Organise themselves to protect and promote
identity and positioning
What type of town are you?
3. Convenience/Community town
A convenient location for a mix of retail,
services and other benefits.
Convenience/community town
 Focused on local community – offer, opening times,
events etc
 Convenience anchor – work, public transport, food
shopping, markets
 Offers convenient mix of goods and services
 Accessible and locally connected
Convenience/community town
 Organise themselves to manage accessibility,
concentration, reliability, and customer service……
and identify additions to augment offer (click &
collect etc)
and Morley?
 We don’t know….
 A convenient/community town with some
comparison shopping offer?
 Footfall profile needed to assess
Questions
1. Will the business plan position Morley with the
correct offer for catchment?
2. Is business plan addressing the 25 HSUK2020
priorities?
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