fremantle leaders luncheon. retailing in fremantle realising the vision
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Fremantle Leaders Fremantle Leaders LuncheonLuncheon
Retailing in FremantleRetailing in FremantleRealising the Vision
Retail Model PlanRetail Model PlanVision for the Development of
RetailLocations and TimelinesKey Principles of Retailing –
Management and MarketingPoint of Difference
Retail Model PlanRetail Model PlanVision for the Development of RetailLocations and TimelinesKey Principles of Retailing –
Management and MarketingPoint of Difference Not an Economic Assessment, but
a Framework within which City of Fremantle may seek to Encourage Development
The Starting PointThe Starting PointCity of Fremantle Strategic Plan 2010-
201520,000 sqm of Additional Retail SpaceIncreased Residential DevelopmentIncreased Commercial DevelopmentIncreasing Number of Visits to FremantlePreserving and Growing Arts and CulturePreserving Importance of Social Capital,
Built Heritage and History
The Starting PointThe Starting PointCity of Fremantle Strategic Plan 2010-
201520,000 sqm of Additional Retail SpaceIncreased Residential DevelopmentIncreased Commercial DevelopmentIncreasing Number of Visits to FremantlePreserving and Growing Arts and CulturePreserving Importance of Social Capital,
Built Heritage and History ie Growth is a Given
The Vision The Vision (from City Strategic Plan (from City Strategic Plan 2010-2015)2010-2015)
For Fremantle to be Recognised as a
Unique City of Cultural and Economic Significance and for there to be a
Vibrant, Creative and Innovative, Diverse and Sustainable Fremantle
The ChallengeThe ChallengeDoes Existing Retailing
Contribute to the Vision?If Not – What Needs to Happen?
Growth is Demanded How can this be Achieved?
Focus on Where and by Who?
Two-Pronged Approach Two-Pronged Approach Meeting the Competitive
Challenge
Strategy for Additional Space
Meeting the Competitive Meeting the Competitive ChallengeChallengeImportant for Current RetailingSurvey ResultsSWOT AnalysisPrinciples of RetailingStreetscape & Services Offer
Opportunity to Differentiate, butManagement is the Real
Difference Between High Streets & Retail Centres
Some Key Survey ResultsSome Key Survey ResultsLow Preference for Fashion, Home
WaresStrong for Cafes, EntertainmentLike AtmosphereDislike Access and Parking, Safety34% from Fremantle, and broadly
South17% broadly East10% from Interstate and Overseas4% from North of the River
SWOT AnalysisSWOT AnalysisStrengths -
Size, Heritage, Transport Hub, University, Port, Tourist Sites, Conferences, Some Major Brand Retailers, Markets
Weaknesses -Performance of Some Majors, Trade Area Constrained by Sea, Access & Parking, Limited Collective Marketing, Lacks Focus, Attractions Spread (Weekends), Streetscape Lacks Interest, Leads to a Lack of Activity
SWOT AnalysisSWOT AnalysisOpportunities -
Inner City Residential & Commercial Development, Metro Centres Hierarchy Plan, Cruise Ships, Rail to South
Threats -Developments at Garden City, Claremont and Cockburn, Local Convenience Centres, Downturn in Overseas Visitors ($A), Some Majors Close
Some Key Principles of Some Key Principles of RetailingRetailingConvenience, Comparison,
Experiential – (Fremantle Poor, Poor, Good)
Pedestrian & Vehicle Circulation (Activity)
Attractors – Clusters, DestinationsManagement of the Public RealmWell Managed ParkingQuality Mix of ShopsWell Maintained, Clean and SafeStrong Identity and Character
All About ManagementAll About ManagementManagement and OrganisationMarketing and PromotionBusiness and Economic
DevelopmentUrban Design Streetscape
All About ManagementAll About ManagementManagement and OrganisationMarketing and PromotionBusiness and Economic
DevelopmentUrban Design Streetscape
Business Improvement District (BID)
Business Improvement Business Improvement DistrictDistrictClearly Defined Geographical AreaBusinesses Vote to Improve - Elect
BoardDetermine Level of Services – CostsDetermine Special Levy – Paid to BoardServices Over and Above Council1700 BIDs all over the World95% Successfully Renewed after 3-5
YearsReport Includes Steps to Implement
Additional SpaceAdditional Space20,000 sqm in 5 Years – Very
AmbitiousWill Require Significant Commercial &
Residential Development to SupportFocus on Kings Square to Adelaide
StreetStrengthen Queen StreetCouncil Role in Queensgate, City
Admin, Spicer and Point Street
Council as CatalystCouncil as Catalyst
Additional SpaceAdditional Space20,000 sqm in 5 Years – Very AmbitiousWill Require Significant Commercial &
Residential Development to SupportFocus on Kings Square to Adelaide StreetStrengthen Queen StreetCouncil Role in Queensgate, City Admin,
Spicer and Point StreetHowever, Some Barriers to Development GFC & Finance Costs
ING – Enhance or Detract?ING – Enhance or Detract?Significant Investment in
FremantleOffice Accommodation and
Parking – Plus12,400 sqm Retail – Risk of
FragmentationNeed Strong Linkage & Strong
Retail OfferHave Neither Currently
ING – Enhance or Detract?ING – Enhance or Detract?Significant Investment in FremantleOffice Accommodation and Parking – Plus12,400 sqm Retail – Risk of
FragmentationNeed Strong Linkage & Strong Retail
OfferHave Neither Currently
Thus, Too Early in Transformation Process
Kings SquareKings SquareIntegrate Myer, Queensgate,
Spicer and City Administration Building (Norwood)
Norwood Town HallNorwood Town Hall
Kings SquareKings SquareIntegrate Myer, Queensgate, Spicer and
City Administration Building (Norwood)Strong Retail ComponentUpgrade Library – Open OutwardsIncrease Activity Around and ThroughInclude Car ParkingAgree with Urban Design Centre Report
- Barrow Stalls, Water Feature, etc
Kings SquareKings Square
Adelaide StreetAdelaide StreetIncorporate Retail in Point St
DevelopmentIntense Office/Residential/RetailBuildings as Tall as PossibleCreate a Grand Boulevard
Adelaide StreetAdelaide StreetIncorporate Retail in Point St
DevelopmentIntense Office/Residential/RetailBuildings as Tall as PossibleCreate a Grand BoulevardChallenge of Fragmented
Ownership
Adelaide StreetAdelaide StreetIncorporate Retail in Point St
DevelopmentIntense Office/Residential/RetailBuildings as Tall as PossibleCreate a Grand BoulevardChallenge of Fragmented Ownership
Land Bank, Catalyst Projects, Concentrated Effort
Queen StreetQueen StreetDevelop Gas and Coke Site –
Key Attractor from Transport Hub
Retail in Woolstores Redevelopment
Redevelop ANL House – Key Site (Gateway)
Ensure Linkage from Railway Station
Ultimate DevelopmentUltimate Development
Retail MixRetail MixStrong emphasis on Comparison
ShoppingAccessible Car ParkingEngage with BIDCreate a ‘Fremantle’ FeelCreate Activity in the Public RealmUse Street Art
Rundle Mall - AdelaideRundle Mall - Adelaide
Implementation Implementation (BID)(BID)
Council Policy re BID Special Levy Policy
Appoint BID Steering CommitteeBID Area and BoardAgree Tenancy Lease PlanBID Business Plan & Rate StructureComplete within 6 Months3 – 5 Years -
Review and Determine Future of BID
ImplementationImplementation (New (New Development)Development)
Appoint Project Manager (from City of Fremantle)
or Project Facilitator orRedevelopment Board
ImplementationImplementation (New (New Development)Development)
Appoint Project Manager (from City of Fremantle)
or Project Facilitator orRedevelopment Board
Such Focussed and Integrated Development Won’t Just Happen
The Vision RealisedThe Vision Realised
Fremantle is Recognised as aUnique City of Cultural and
Economic Significance and there is a
Vibrant, Creative and Innovative, Diverse and Sustainable Retail Sector
The Vision RealisedThe Vision Realised
Fremantle is Recognised as aUnique City of Cultural and
Economic Significance and there is a
Vibrant, Creative and Innovative, Diverse and Sustainable Retail Sector Fremantle is a ‘Primary Centre’
Fremantle Leaders Fremantle Leaders LuncheonLuncheon