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DOWNTOWN FARMVILLE, INC. ECONOMIC RESTRUCTURING TECHNICAL ASSISTANCE VISIT REPORT FARMVILLE, VIRGINIA MARCH 2012

Prepared by Todd Barman, Sr. Program Officer National Trust Main Street Center 1785 Massachusetts Avenue, NW Washington, D.C. 20036 www.MainStreet.org Twitter: NatlMainStreet www.facebook.com/NationalMainStreetCenter

Economic Restructuring Technical Assistance Visit Report – Farmville, Virginia – March 2012

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INTRODUCTION

On March 21‐23, 2012, Todd Barman, senior program officer with the National Trust Main Street Center, conducted an Economic Restructuring Technical Assistance Visit for Downtown Farmville, Inc. (DFI). The service was designed to provide DFI with specific direction on how to be a more effective economic development organization and how to develop their dream marketplace. The schedule was as follows: March 21 4:00 p.m. – 7:30 p.m. Barman toured downtown Farmville and other Farmville commercial districts

with DFI’s Board Chairman and then met with representative of DFI’s Board to discuss priorities and desired outcomes for the visit

March 22 7:00 a.m. – 9:00 a.m. Barman met with DFI’s Economic Restructuring Committee to discuss priorities

and desired outcomes for visit and to facilitate a market position discussion (downtown’s best product/service, best customer)

9:15 a.m. – 10:15 a.m. Barman met with DFI’s Promotion Committee to discuss their marketing efforts and facilitate a market position discussion

10:30 a.m. – 11:15 a.m. Barman explored more of downtown Farmville 11:30 a.m. – 1:30 p.m. Informal Q&A with cross section of local/regional economic development

players 2:30 – 5:30 p.m. Downtown clustering/leasing work session with DFI’s Economic Restructuring

Committee and others interested/involved March 23 11:30 a.m. – 1:30 p.m. Presentation of preliminary observations and recommendations with an

opportunity for feedback

In addition to the crucial input provided by local Farmville experts during the scheduled meetings, Mr. Barman examined background materials provided by DFI and available online. This report includes the foundation for a Downtown Farmville Development Plan.

Farmville is encouraged to share this report with its board of directors, committee members, partners, and other downtown stakeholders, and to use it to guide future discussions and work planning. They are also encouraged to not be overwhelmed and to look at the recommendations as good ideas that they are free to implement or not implement, now or in the future, depending on their priorities and resources. DFI volunteers know their community best and should adapt the recommendations made in this report to best fit their vision and goals. Allow these projects to be ‘owned’ by the stakeholders/stakeholder groups that support and define the individual projects. DFI is the organizer and conduit for sustaining downtown revitalization and can help find resources and lend organizational strength to projects.


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ECONOMIC DEVELOPMENT PHILOSOPHY

This service was designed around the National Trust Main Street Center’s reassertion that all of Main Street’s Four Points (Design, Promotion, Economic Restructuring, and Organization) play an economic development role. The Main Street Four‐Point Approach® is an asset‐based economic development strategy. The assets common to historic commercial districts are heritage assets and human assets. Heritage assets encompass both built and cultural history. Human assets encompass both entrepreneurs (local/independent owner operators) and an engaged public (locals with a sense‐of‐ownership/buy‐in). While each Point within the Four‐Point Approach ideally makes use of all four assets, each Point takes the lead in leveraging one of the four assets.

Heritage assets o Design takes the lead on leveraging built history. o Promotion takes the lead on leveraging cultural history.

Human assets o Economic Restructuring takes the lead on leveraging entrepreneurs. o Organization takes the lead on leveraging an engaged public.

In this way, a Main Street program can operate as a nonprofit commercial developer. Private,

for‐profit commercial developers often structure their operations around four development tasks; property development/management, marketing, leasing, and human/financial resource management. Here again, while each Point within the Four‐Point Approach ideally assists with all four development tasks, each Point takes the lead on one of the four tasks.

Design takes the lead on property development and management;

Promotion takes the lead on marketing;

Economic Restructuring takes the lead on leasing; and

Organization takes the lead on human and financial resource management.

A Main Street program is a grassroots, volunteer‐driven nonprofit business. Its volunteers are mobilized through committees or teams that reflect the Main Street Four‐Point Approach®. For successful asset‐based economic development, each committee or team must embrace its development role.

The design committee or team must take the lead on developing space by leveraging built history and other related local assets;

The promotion committee or team must take the lead on developing markets by leveraging cultural history and other related local assets;

The economic restructuring committee or team must take the lead on developing businesses by leveraging entrepreneurs and other related local assets; and

The organization committee or team must take the lead on developing partners by leveraging an engaged public and other related local assets.

The focus on entrepreneurs rather than business owners is intentional. Entrepreneurs by

definition are never satisfied and forever working on their business (tinkerers). Business owners may be satisfied simply working in their business Monday‐Friday from 9‐5 or less. To be successful in an ever‐changing market, historic commercial districts need more entrepreneurs. It takes a concrete and


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compelling vision of a fully functioning future downtown marketplace (see Downtown Development Plan Philosophy below) to attract the entrepreneurs and investors who will eventually realize that vision.

The recommendations that follow reflect this Economic Development Philosophy. In other words, the recommendations are intended to help DFI and each committee embrace and fulfill their development role. That said, it is understood that Virginia Main Street prefers a broader community development approach over a more narrowly focused economic development approach. The reader is welcome to expand their own philosophy and strategies to encompass asset‐based community development and to operate as a nonprofit community developer.

DOWNTOWN DEVELOPMENT PLAN PHILOSOPHY The Downtown Development Plan Philosophy picks up where the Economic Development Philosophy leaves off; with the concrete and compelling vision of a fully functioning future downtown marketplace. Successful private, for‐profit commercial developers attract investors and tenants by helping them see a vision of themselves making money as part of a successful place. That vision is founded on:

A sound market position and marketing plan;

Well‐developed and managed leasable space; and

A well‐designed clustering/leasing plan. It also helps if the private, for‐profit commercial development company is a credible, trusted,

and well‐run business. Similarly, a Main Street program can be a credible, trusted, and well‐run nonprofit business operating as a commercial developer, and can attract entrepreneurs and investors by understanding how its own marketplace functions and proactively designing its own dream marketplace.

Successful private, for‐profit commercial developers define a market to go after, and use numbers (e.g. demographics) to inform their decision‐making. They position their developments within regional and local markets and do targeted market research to gauge if there are enough of the right customers available to support the amount of leasable space. They don’t do business‐specific market research; leaving each potential business tenant and investor to run his or her own numbers to inform their own decision‐making. Similarly, a Main Street program should use numbers to inform its decision‐making and shape how they:

Develop space (design);

Develop markets (promotion);

Develop businesses (economic restructuring); and

Develop partners (organization) Main Street programs can use the numbers along with local experience and a little gut intuition

to settle on a market position — a commercial district specialization or niche based on a primary consumer segment served and/or a primary set of goods and services offered (what the district is best at selling and to whom). The goal is to differentiate; to be memorable and remarkable so consumers consistently choose your commercial district over the competition.

Successful private, for‐profit commercial developers develop their space to visually communicate a brand message and to encourage exploration. They attempt, through science and art, to script people’s movement into and through their development to their advantage; script the “theater” of their space. Think about a mall, for example. Its floor plan includes commercial spaces on the edge of the development that serve as points‐of‐entry and accommodate anchor businesses. Parking is concentrated near those points‐of‐entry. The majority of interior commercial spaces (called inline


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spaces) are arranged between those anchor spaces. The goal is for potential customers to find (or, really, be exposed to) as many businesses as possible through a sequence of storefronts that is interesting and uninterrupted. Research shows that breaks in the sequence will cause a person to lose interest, stop, and turn around. People won’t find businesses beyond that point so won’t shop those businesses. Therefore inline storefronts are designed to be narrow, frequent, with proximity to and lots of visibility from the pedestrian traffic flow (just like the way historic commercial districts originally developed).

Likewise, Main Street programs need to develop space that stimulates strolling so that customers shop the district and not just a single destination business. Single destination shopping misses opportunities to share customers and strains on‐street parking spaces. With a strong commercial district brand and space that stimulates strolling, customers and parking can be shared and parking can work well located near the gateways to the district. For downtowns, anchors can be a little further removed (e.g. residential units, employers), so proactively designing for multimodal transportation is also key. If I can walk or bike between where I live and work, and if that path takes me past downtown storefronts, I am a downtown customer waiting to happen.

Successful private for‐profit commercial developers also use science and art to lease their space to create not only a critical mass, but an effective combination of businesses to attract the available customers. The collective – all of the businesses in the district together – determines commercial district success. It’s not just design that makes a storefront interesting (and keeps a person strolling/shopping), it’s the business visible through the storefront.

In today’s global economy, downtowns rarely become strong marketplaces thinking about one property at a time, one lease at a time, or one business at a time. Independent and impulsive leasing results in weaker marketplaces than cooperative and strategic leasing. The axiom for real estate has always been location, location, location. The fact is that locating a business downtown is simply not enough; its placement on the street strongly affects its chances of success. Businesses need to be clustered and should consider paying more rent to locate closer to complementary businesses. Remember, customers are often attracted to a commercial development by an anchor and look for parking near that anchor, but will stroll from that anchor all the way to another anchor if they find each business and attraction they pass interesting. Part of the challenge is that different consumer segments will find different businesses and attractions interesting.

While Main Street programs won’t likely be able to actively cluster businesses through lease management (they don’t own or control the properties), they can indirectly inspire owners to cluster by communicating (selling) the downtown development plan. Three‐way communication among the Main Street Program, property owner, and business owner about the financial benefits of following a clustering plan is the key to success. (For more information see http://fyi.uwex.edu/downtown‐market‐analysis/putting‐your‐research‐to‐work/building‐usage/.)

Finally, successful private, for‐profit commercial developers are good at communicating their development vision and selling their development proposals to potential reviewers, funders, and tenants by using verbal descriptions, architectural renderings, and diagrams or schematics. That is why they are able to get approval, attract investors, and lease space even before they break ground. Main Street programs need to use similar tools to attain similar results. The downtown development plan should communicate a vision for the physical development of the district as well as a strategy for leasing; the more specific, the more useful. The leasing plan should include strategies for arranging or locating current and future businesses within the mix to positively impact foot traffic and sales. The clustering/leasing work session included in the visit was designed as a participatory process involving creative brainstorming and hypothetical rearrangement and addition of businesses within the district to visually map out or model the ideal business district.


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ABOUT TODD BARMAN

Todd Barman is a senior program officer for the National Trust Main Street Center who has more than 20 years of experience in the development field and more than 15 years of firsthand Main Street experience. With a background in landscape design and urban planning, Mr. Barman served as the assistant state coordinator for the Wisconsin Main Street Program from 1999 until 2006, where he provided comprehensive technical assistance in the field of downtown revitalization to Wisconsin’s Main Street communities. He has continued that role nationally since 2006. He is a leader at the Center in the area of economic restructuring, including research and applications in the area of entrepreneurship and market position. Mr. Barman coordinated the market analysis technical support service in Wisconsin and led efforts to develop the nationally recognized Downtown and Business District Market Analysis Toolbox.

MARKET POSITION As mentioned within the Economic Development Philosophy, DFI’s economic development strategy will be based on downtown Farmville’s unique assets which are many and include: Built history

Downtown Farmville Historic District – National Register of Historic Places and Virginia Landmarks Register

Farmville Train Station building (owned by the Town)

Tobacco buildings (many of which are accessible to the public since they house Green Front)

First Baptist Church building Cultural history

Education history (Longwood University, Hampden‐Sydney College – in continuous operation since November 10, 1775, and the former Moton High School)

History of civil rights in education story and the Robert Russa Moton Museum and the Civil Rights in Education Heritage Trail

High Bridge story and High Bridge State Park

Lee’s Retreat story and Lee’s Retreat Civil War Driving Tour

Tobacco heritage story and proximity to the developing Tobacco Heritage trail

Farmville Train Station story

Traditional events o Heart of Virginia Festival. It is a celebration of the arts, culture, and music of Southside

Virginia held on the first Saturday in May in Farmville. It draws thousands of visitors from around the state.

o Farmville Jaycee’s Christmas Parade (held annually in December). o First Fridays. Sponsored by the Town of Farmville during the months of May, June, July,

and August. This event is geared toward the families and children within the area. Various activities include music, balloon animals and magic shows. The event is held in a green area located beside the Appomattox River but could be moved to the Farmers Market.

“Downtown Stage” outdoor theatre. On the 3rd Friday night of July, August and September, the Town shows old movies. Also Open Mic Night.


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Entrepreneurs

Downtown Farmville’s business mix is predominantly independently owned and operated. Many of those business owners are clearly entrepreneurial and some of their businesses are downtown anchors (more on anchors below). Downtown Farmville has a high percentage of long standing business owners (64%, DFI business owner survey)

Engaged public

This might best be described as a still largely untapped asset. DFI voiced an opportunity to improve the sense‐of‐public ownership/buy‐in to DFI as an organization and to downtown Farmville. This opportunity for improved ownership/buy‐in extends to downtown business and property owners as well.

Other assets

The Appomattox River (dyed green on St. Patrick’s Day)

World‐class fishing, boating, hunting, and sporting venues Recommendation: DFI volunteers and future staff need to define the market that downtown Farmville will go after; proactively, confidently, and aggressively. Don’t settle for downtown Farmville’s existing trade area; current and future downtown businesses may not be able to survive, let alone thrive, on that market alone. As reported by participants in the Economic Restructuring Technical Assistance Visit, downtown Farmville currently draws a primary customer segment of local residents (Town of Farmville and Prince Edward and Cumberland Counties). However, downtown Farmville clearly does not draw all local residents equally (e.g. downtown Farmville reportedly does not currently draw Longwood University students very well).

There are two aspects to the local market; the collective marketplace of the commercial district as a whole and the unique market of any particular business. To illustrate the difference, every business within a commercial district is going to have a unique trade area from which it targets and draws the majority of its customers. Convenience businesses may target and draw almost exclusively from the neighborhood while destination businesses may target and draw from a large region. Their individual trade areas will be impacted by the location of their nearest and strongest competition as well as their marketing strategies. To further illustrate, two businesses drawing from the same geographic trade area may be targeting and attracting completely different customers from within that area. Like for an individual business, downtown Farmville’s targeted trade area will be impacted by the location of your nearest and strongest competition as well as your marketing strategies.

Downtown Farmville’s dream marketplace has the potential to capture a higher percentage of potential customers from a larger trade area. Attracting customers from a larger geographic area (e.g. day trippers from Richmond, Lynchburg, Charlottesville, etc. or regional visitors initially attracted by High Bridge Trail and Green Front) will only be possible if downtown Farmville collectively can achieve the right combination and critical mass of businesses. The right combination and critical mass of businesses will also be necessary to draw more local residents (e.g. Longwood University students); much of whose spending is currently not taking place in downtown, but elsewhere in Farmville or outside the community. Recommendation: DFI staff and volunteers need to shop downtown Farmville’s primary competition. A commercial district’s position within the market can only be understood relative to its competition. When shopping the competition, make note of what they are best at selling and to whom and their


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competitive advantage; in other words, judge their market position. During the Economic Restructuring Technical Assistance Visit, downtown Farmville’s competition was identified as follows (in no particular order):

Richmond VA Carytown “A Mile of Style” (~65 miles): “With hundreds of locally owned shops, boutiques, restaurants and specialty stores, there's something for everyone in Carytown… The whole family is welcome to the many Carytown festivals and events. In fact, Carytown hosts some of the largest festivals in the state! From the Watermelon Festival to the Food & Wine Festival "A Taste of Carytown", Carytown has an event for you.” (www.carytownrva.com)

Richmond VA malls in general (~65 miles): Competitive edge is selection and variety, especially for women’s clothing.

Lynchburg VA River Ridge Mall (~45 miles): “…offers a fine selection of stores like Victoria's Secret, Hot Topic, Journeys, Shoe Dept. Encore, and more! Plus enjoy a state of the art Regal Cinema Movie Theater, and many other specialty retail shops and amenities like Planet Fitness and Bounce About, that are sure to please the whole family.” (www.shopriverridgemall.com/shop/riverridge.nsf/index)

Lynchburg VA downtown, Lynch’s Landing (~45 miles): “If you’re looking for truly unique gifts, head to Downtown Lynchburg, where you can find everything from antique shops to jewelry stores. And while you’re here, make sure you stay fueled up and have some lunch or dinner at one of our many Downtown restaurants.” (www.lynchslanding.com)

o Shop: Antiques, Farmer's Market, Jewelry, Children’s Boutiques, Clothing, Furniture, Gift Items, Frame Shops, Salons & Spas, Specialty Items

o Dine

Charlottesville VA Historic Downtown Mall (~75 miles): “A dynamic place where history is intertwined with a thriving city center. This vibrant historic district is replete with live theater, music and cinema. Enjoy the limitless dining choices and specialty shops for every taste, all located along seven blocks on brick‐ and tree‐lined streets once walked on by Jefferson, Madison and Monroe. The classic and the contemporary dwell side by side, creating an energy and excitement that draws praise from the Washington Post, New York Times and numerous magazines that all rate Charlottesville as one of the ‘Top 10 Places’ for you and your family to visit. Come see what they are talking about.” (www.downtowncharlottesville.net)

o Shopping: Antiques, Apparel, Bookstores, Fabrics, Gifts & Specialty Retail, Handcrafts, Jewelers, Rugs & Carpets

o Dining

Charlottesville VA Barracks Road Shopping Center (~75 miles): “Our shopping center offers the finest boutique shopping and restaurants near UVA.! Okay, so getting to Barracks Road is easy. And you’ll be amazed at the fabulous fashion and one‐of‐a‐kind accessories you can find. The collection of stores and boutiques at Barracks Road is truly unusual—seemingly handpicked for discerning shoppers—with all the latest styles for this season.” (www.barracksroad.com)

Staunton VA downtown (~95 miles)

Lexington VA downtown (~90 miles)

Elsewhere in Farmville: Competitive edge is reportedly parking and hours. o College Plaza (The Shoppes @ College Park). This commercial district has been

“revamped” and may be downtown Farmville’s strongest local competition. o The Shops @ Wal‐Mart: This commercial district may be downtown Farmville’s second

strongest local competition, with Wal‐Mart identified as the single strongest competitor (although Wal‐Mart is not apples to apples competition).

o Southgate: This commercial district is reportedly doing “pretty well.”


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o Longwood Village Shopping Center/Food Lion: This commercial district is reportedly doing “fair.”

o The Shoppes at Sunchase: This commercial district reportedly has some of the highest rents and vacancies.

o Midtown Square: This commercial district also has some of the highest rents and vacancies although the residential upper floors are the money generator for the development. Midtown Square is downtown Farmville’s most proximate competition and lies between downtown and Longwood University students. ). There is the potential to cooperate rather than compete with Midtown Square. Cooperation will only be possible if each district has a distinct market position, and is not attempting to sell the same products/services (which should be easy since Midtown Square is currently defined by new buildings and chain/franchise businesses). They could actually sell to the same people and collectively create a stronger draw.

o Main Street Plaza Even this incomplete list would be tough competition if downtown Farmville were competing

head to head with all these commercial districts. The good news for DFI is that comparing downtown Farmville with these commercial districts is really comparing an apple to a bunch of oranges (Carytown, Lynch’s Landing, and Charlottesville’s Historic Downtown Mall may be the closest things to apples). The bad news is that while downtown Farmville isn’t and shouldn’t be competing head to head with these districts, these districts are attracting a high percentage of consumer expenditures within downtown Farmville’s current and potential trade area. DFI will need to refine the list of downtown Farmville’s apples to apples competition, and what commercial districts are defined as competition may vary depending on the target customer. For example, if downtown Farmville decided to target daytrippers from Lynchburg, downtown Lynchburg/Lynch’s Landing would appear to be apples to apples completion and downtown Farmville would need to be distinct from and attractive relative to that competition. Refining the list of downtown Farmville’s competitors will also be easier after drafting a market position statement (see below). The fact is, no matter how strong downtown Farmville becomes, local residents will still choose to take shopping trips to Carytown, Lynch’s Landing, Charlottesville’s Historic Downtown Mall, and local and regional shopping centers featuring chains and franchise because what they offer is distinct and desirable. Downtown Farmville just needs to be equally distinct and desirable. Recommendation: DFI staff and volunteers need to define Downtown Farmville’s market position. At the time of the Economic Restructuring Technical Assistance Visit, downtown’s market position had yet to be defined. As explained with the Downtown Development Plan Philosophy above, market position is a commercial district specialization or niche based on a primary consumer segment served and/or a primary set of goods and services offered; what the district is best at selling and to whom. It used to be that if you had a business it was downtown and if you needed or wanted to do business, including to shop, you went downtown. Back in its hay day, downtown could probably be all things to everyone, but not today.

Downtown Farmville’s working market position (which can change over time) must represent reality so that downtown lives up to expectations; expectations shaped by efforts of the Economic Restructuring Committee (with help from the Promotion, Design, and Organization Committees) based on that market position. In other words, they will want to be able to deliver what they promise as relates to downtown Farmville’s market strengths. Over time, and with the strategic efforts of DFI (developing businesses, partners, space, and markets), the reality of the market position statement will move closer to the ideal of a vision statement.

During the Economic Restructuring Technical Assistance Visit, downtown Farmville’s competitive advantage (strongest selling point) was identified as “quality and service.” Downtown Farmville’s current


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commercial identity is strongly tied to furniture and home furnishings/accessories/decor due in no small part to Green Front (although there are many other businesses within this niche). As mentioned above, downtown Farmville’s current best customer is reportedly residents of the Town of Farmville and Prince Edward and Cumberland Counties (although, as discussed above, the best customer for each individual business will vary).

Weighing all this market information and more, downtown Farmville’s primary goods and services (what they are and can be best at selling) could be defined in order of strength as 1) Furniture and home furnishings/accessories/décor anchored by Green Front, 2) Student products/services anchored by Longwood University, 3) Trail hub products/services anchored by High Bridge Trail, 4) Visual arts anchored by the Longwood Center for the Visual Arts, and 5) Music culture/scene anchored by Buffalo Creek Guitar Company. All five of these niches represent reality, but all five can be strengthened. Downtown Farmville’s primary consumer segment served (to whom they are best at selling) could be defined in order of strength as 1) residents within 20‐40 miles of Farmville (ellipse stretching more to the south and little more to the north) particularly Longwood University students; 2) regional visitors attracted by High Bridge Trail (forecast to reach ½ million/year) and Green Front; 3) daytrippers from Richmond, Lynchburg, and Charlottesville; and 4) parents of Longwood University students. All four of these consumer segments are tapped to some extent now, but all are arguably under‐tapped, and together represent the market that downtown Farmville should go after; proactively, confidently, and aggressively. Based on these assumptions, the following DRAFT market position statement for downtown Farmville is offered:

Downtown Farmville primarily offers furniture and home furnishings/accessories/décor to residents with 20‐40 miles of Farmville, regional visitors attracted to Green Front, and daytrippers from Richmond, Lynchburg, and Charlottesville. Downtown Farmville secondarily offers student products/services to students and parents of Longwood University. Downtown Farmville has a growing niche of trail hub products/services ready for regional visitors attracted by High Bridge Trail and daytrippers from Richmond, Lynchburg, and Charlottesville.

The visual arts and music culture/scene are not believed to be strong enough yet to be featured

in the working market position statement. They do contribute to the student products/services niche. They may be featured in the future if daytrips become overnight stays with the development of downtown hotels or if more visual arts and music culture/scene venues are added to downtown Farmville’s business mix.

SCOPE OF WORK PROGRAM Recommendation: DFI, the whole program and all four committees, needs to be market driven and perform targeted market research. Market information has an important role to play within DFI’s entire Main Street program. It provides each of the committees with knowledge that guides smart decision making. By understanding the market, each committee can act strategically. Therefore, targeted market research is a program initiative crossing all committees.

Targeted market research should become part of your whole organization’s operations. DFI’s economic development strategy should be based on downtown Farmville’s unique heritage and human


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assets. So start by having each DFI committee help research what they are (expanding on the list provide above).

What are downtown Farmville’s built history (Design) assets?

What are downtown Farmville’s cultural history (Promotion) assets?

What are downtown Farmville’s entrepreneur (Economic Restructuring) assets?

What are downtown Farmville’s engaged public (Organization) assets? Understanding the collective marketplace of the commercial district as a whole is the

responsibility of the Main Street organization; defining and refining the district’s market position (see above). Step‐by‐Step Market Analysis, soon to be available electronically for free to members of the National Trust Main Street Center or the Downtown and Business District Market Analysis Toolbox (also free) at http://fyi.uwex.edu/downtown‐market‐analysis/, both include an overview of how to collect market data and analyze it. There have also been many useful articles on this topic in Main Street News over the years, many of which are available online at www.mainstreet.org. However, you should be sure to first assemble your community’s past market research efforts, including those that were part of larger planning efforts (e.g. the Town of Farmville Market Analysis Frequency Report prepared by Longwood Small Business Development Center, June 10, 2011, and the Town of Farmville Comprehensive Plan, November 2005). For each, digest and distribute useful knowledge such benchmarking of economic conditions, key conclusions, and identified market opportunities (this important step may not have been done before). Be sure to acknowledge the strengths and limitations of each effort. For example, in the Town of Farmville Market Analysis, only 350 people (or 29.3%) weren’t students or faculty, so that research has more reliable information on the student and faculty market. Being knowledgeable about your downtown or neighborhood district’s market will help you strengthen your assets and focus your efforts on revitalization work that enhances your position in the regional and local market.

Secondary data on the demographics and psychographics (buying personality) of customers within your targeted trade area can be purchased a la carte from vendors like ESRI (www.esri.com/data/find‐data.html) and Nielsen Claritas (www.claritas.com/sitereports/demographic‐reports.jsp).

A good way to keep a finger on the pulse of the local economy is by following the “health‐of‐district indicator” businesses. Choose a few businesses that you could argue “as they go, so goes the district”; these are often your anchor businesses. They must be willing to share information that can indicate the relative health of your district, such as how their sales changed from the same time last year and by what percent (given a range), how foot traffic in the district changed, and if they are seeing a shift in the makeup of customers. Track trends throughout the community related to property values, prevailing rents, space availability, and sales tax revenues. Don’t be discouraged by the fact that in the Town of Farmville Market Analysis (June, 2011) 58% of businesses weren’t willing to share the data they collect on their customers. That question was asked without much needed context including clarity on what information (e.g. just zip codes not customer names and addresses) confidentiality and even more importantly, how they would benefit.

Communicate what you find with local businesses, but be sure to respect the confidentiality of your sources. But don’t stop there. Teach business owners how to collect and analyze market information on their own so they can act strategically, too. Your district‐wide market research cannot replace business‐specific market research. Understanding the unique market of any particular business is the responsibility of each respective business. You really need a detailed understanding of a business’s concept and marketing strategies before you are able to understand, research, or test its market through targeted research. Through capacity building, you can help existing businesses identify ways to sell more products and services to existing customers, respond to market trends, and identify new


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customers and ways to attract them. Downtown Farmville has a lot to gain simply by having each and every business in the downtown more in tune with their market.

Targeted market research will help business owners understand their competition and sharpen their own market position. It will also help them understand the motivation and rationale behind their customers’ purchasing decisions so they can better work their business concept to meet those needs. Every downtown business should make an ongoing practice of posing and answering questions about their own customers and market in order to make more informed decisions; from how to design and locate their businesses to which products and/or services to offer. For example, focus groups could help a business uncover what product or service features are important to current and potential customers right now and why those customers are or aren’t purchasing from them. In the least, businesses should maintain a detailed customer database or zip code/area code tally of their customers.

Being market driven and performing targeted market research shouldn’t stop with defining downtown Farmville’s market position. Each DFI committee can ask questions about the market to drive its asset‐based economic development work.

The design committee or team should ask, “What kind and how much space do we need?” For example, before advocating for upper‐floor and other downtown housing, answer questions about the housing market and housing demand (e.g. the demand for more Longwood University student housing).

The economic restructuring committee or team should ask, “What kind of businesses do we need and how many?” For example, before desperately trying to fill vacancies with any business, determine which businesses will strengthen the district’s market position.

The promotion committee or team should ask, “What are customer perceptions, preferences, and brand awareness?” For example, before developing a new event, answer questions about how events appeal to the district’s target market. Do existing events meet demand? Where and how is the best way to market to customers?

The organization committee or team should ask, “Who else is developing space, businesses, and customers and how?” Before trying to partner with everyone, answer questions to strategize and prioritize partnerships and make successful pitches to potential sponsors. For example strategically partnering with Walk 2 Campus to develop downtown housing. For another example, strategically partnering with the Town of Farmville and Prince Edward County on a mutually agreeable asset based economic development strategy. Based on this Economic Restructuring Technical Assistance Visit, the following strategies would appear to be jointly beneficial.

o Developing recreational and tourism opportunities particularly as it relates to tourism amenities in support of High Bridge Trail users

o Developing river access o Supporting “green” development o Developing downtown housing o Note: Prince Edward County has a Regional Economic Development Strategy and Action

Plan (adopted by the Commonwealth Regional Council 3/6/2008, Sharon Carney, Economic Development Director)

o Note: the Commonwealth Regional Council has planning/grants/resources (Mary Hickman, Acting President & CEO).

SUMMARY OF THIS RECOMMENDATION

Research Farmville’s unique heritage and human assets

Assemble Farmville’s past market research efforts. Digest and distribute useful knowledge.


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Draft Farmville’s working market position statement. It can change over time but must represent reality so that you deliver what you promise and downtown lives up to expectations.

Shop Farmville’s primary competition. Judge their market position

Define Farmville’s existing trade area

Define the market that Farmville will go after (target trade area) o This is where I think DFI would most benefit from outside help (e.g. from the Longwood

Small Business Development Center). These targeted market research strategies are designed to be well within the capabilities of DFI volunteers and future staff since the goal is to make targeted market research part of operations. The targeted market research work load should also be well within the tolerance of staff and volunteers since that load is spread between all committees.

Purchase secondary data

Follow the health of “district indicator businesses”

Teach business owners how to collect and analyze market information on their own

Have each DFI committee ask questions about the market Recommendation: DFI, the whole program and all four committees, needs to build relationships. Form personal relationships with all downtown business and property owners based on communication and mutual trust. This may require the establishment of an owner relations team. If this important activity isn’t part of a team’s work plan, it won’t get done. Relate to them. Get to know them on a more personal level one‐to‐one with no strings attached (no agenda or ulterior motives). For example, take downtown property and business owners to lunch (or breakfast, dinner, etc.) and simply ask them how DFI can help. Property and business owners have to trust DFI to take their interests into account as they work to revitalize the downtown.

Case example: Viroqua Partners (WI) Shepherding Program. The Viroqua Chamber Main Street implemented a Shepherding Program to improve their member relations and ensure that they have a consistent presence throughout the year at their local businesses. They have 12 board members that assume the responsibility for shepherding all of their member businesses. As they add a new member, that business is discussed at the following board meeting and one board member will add them to their list. If a board member has less than other directors it may go on their list or if a relationship has already been developed with a business owner the board member may choose to add them to their list. At the annual retreat every year they take the time to review the shepherd list and trades are made within the group to equalize the number of businesses on each list and make sure that the best board member for each business is paired with them. The organization asks that each board member visit all of their shepherds at least twice a year to touch base about various issues and gather feedback from the businesses. Shepherds are also asked to solicit donations from the businesses for their annual bash and other events throughout the year. Partner with the Farmville Area Chamber of Commerce on Business‐After‐Hours. Open and

thorough communication strategies will foster trust, which will be earned over time. By understanding business and property owners’ motivations and reasons for their decisions regarding their investments, the Economic Restructuring Committee can more successfully inspire investment in the Downtown Farmville Development Plan (see below). This is also the best way to get the property and business owners who need assistance to accept assistance.

Trust versus credibility. Trust and credibility are both crucial ingredients for building business relationships. Credibility is the intellectual side (logic/mind) while trust is the visceral side (emotion/heart) of the relationship. DFI’s credibility will be judged based on its resume, which can be


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communicated through an annual report. Quantitative data helps demonstrate ability but ultimately visible action will speak louder than words. Trust is more complicated. Credibility may be necessary for trust. However, you can be judged credible without being trusted. Trust in business requires ongoing attention to:

Being open and transparent

Being empathetic (caring)

Being useful

Being dependable/reliable

Being visibly accountable

Building shared experiences The annual report, therefore, should also include references and testimonials, which can help

corroborate and strengthen the organization’s reputation and instill trust by documenting the intangible. DFI needs to communicate the value of all the things they do for the community that can’t be quantified – qualifying their successes in a convincing and compelling way. Simply communicating the fresh activity, progress, and excitement associated with implementing the Main Street Four Point Approach® often goes a long way toward strengthening the downtown’s image, increasing consumer and investor confidence, and attracting investment.

Consider creating a property owners group to form personal relationships with and between property owners. This would provide an opportunity for property owners to network and discuss topics of mutual interest. Facilitate the development of personal relationships between building owners and their current and future tenants. The objective is for those relationships to become mutually beneficial business partnerships rather than just an exchange of space for cash. Provide lease assistance (technical first, although financial could always be Phase 2). Educate business and property owners about more collaborative approaches to leasing, including prorated or escalating leases and profit sharing leases. Learn mediation techniques and offer to assist with lease negotiation. Recommendation: DFI, the whole program and all four committees, needs to inspire action. It was pointed out in the Downtown Development Plan Philosophy that Main Street programs can indirectly inspire owners to cluster by communicating/selling the downtown development plan and that three‐way communication among the Main Street Program, property owner, and business owner about the financial benefits of following a clustering plan is the key to success. DFI, like nearly all Main Street programs, does not own property within the district they are trying to develop. Their development strategies must include indirect strategies that target the individuals who own property. DFI can inspire others to implement the Downtown Farmville Development Plan by having an inspirational mission statement, downtown vision statement, market position statement (see above), and brand (see below). The Downtown Farmville Development Plan itself should also be inspirational.

One way that organizations inspire is through their mission statement. The best mission statements reach and resonate with the general public and other desired audiences. They are a useful guidepost for the Board of Directors as they make policy decisions and allocate scarce volunteer and financial resources. Each committee needs to regularly reevaluate its efforts based on DFI’s consensus mission.

Another way that organizations inspire is through their downtown vision statement. The ideal vision statement needs to describe what the community wants downtown Farmville to be in the future; visually, functionally, and emotionally. A vision statement needs to represent a community consensus on social, economic, and physical development goals for downtown. It is like saying to people: “Imagine it is 10 (or more) years from today and we have, remarkably enough, created our most desirable


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district,” and then providing them the vision. It establishes the ultimate target toward which all Main Street efforts are directed.

Vision is an important tool for implementing downtown development plans; particularly when that vision is rendered (see www.gardinermaine.com/Public_Documents/GardinerME_EcDev/marketing/gardiner_vision.pdf). Vision inspires and leads to confidence. Investors may choose to invest in downtown Farmville simply because they buy into the vision. How‐to instructions and a sample vision statement are attached at the end of this report. Invite all residents to participate in the process to achieve the most buy‐in and to reflect/represent their interests. Use Farmville’s vision for downtown, along with DFI’s mission statement, as litmus tests or guideposts for all projects and initiatives undertaken.

Finally, host an ongoing conversation about Downtown Farmville’s Development Plan (more on this later). Recommendation: DFI, the whole program and all four committees, needs to coordinate the development process. Explore joint work planning, joint projects, and joint meetings. These strategies will help the four committees feel more connected. Successful development of downtown will require coordinating the development process. At least have committee chairs meet regular (e.g. monthly) to compare committee notes and to coordinate crosscutting initiatives. In practice, the line between committees should be grey, not black and white. If there is going to be project overlap, make sure to develop a joint work plan that details overall project management and coordinates the unique roles, responsibilities and key actions of each committee. ECONOMIC RESTRUCTURING Recommendation: Start to develop entrepreneurs. (As introduced in the economic development philosophy above,) The economic restructuring committee or team must take the lead on developing businesses by leveraging entrepreneurs. Independent and local owners (of property and businesses) are a key downtown Farmville asset. To be successful in an ever‐changing market, historic commercial districts need more entrepreneurs. Developing entrepreneurs will not only reestablish the economic health but also the social health of downtown Farmville. More locally‐owned properties and businesses, more family owned and operated businesses, and more independent owned businesses will translate into more civic minded owners. It will also reinforce downtown Farmville as the center of commerce, culture, and community life. Developing entrepreneurs, particularly small ventures, is a way to differentiate Downtown Farmville’s Economic Restructuring committee from other area economic development players. The following entrepreneurial development strategies are recommended for Downtown Farmville and its’ partners:

Plant the seed for entrepreneurship and grow Farmville’s entrepreneurial spirit/culture. The majority of owners that are attracted to historic commercial districts are independent mom & pop entrepreneurs with some existing tie to the community that are ready to plant roots and grow. The more Farmville residents that see business ownership as a viable career path, the larger the pool of potential entrepreneurs to fill downtown vacancies. It is also usually necessary to tend the seed of entrepreneurship in downtown property and business owners (not all are entrepreneurial). Entrepreneurs by definition are never satisfied and forever working on their business (tinkerers). Business owners may be satisfied simply working in their business Monday‐Friday from 9‐5 or less. Suggested strategies include:

o Show and tell people about the value and importance of homegrown, independent, and entrepreneurial businesses. Specifically celebrate the entrepreneurial activity.


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Talk with staff at the Farmville Herald about including a regular feature column on the “Downtown Entrepreneur of the Month.” Economic Restructuring Committee volunteers can write these features and provide them as press releases.

Hold ribbon cutting ceremonies for important downtown Farmville entrepreneurial events (e.g. a grand opening or anniversary, a business improvement or expansion, the purchase or rehabilitation of a property). Partner with the Farmville Area Chamber of Commerce if the entrepreneur is a Chamber member.

Host open houses to showcase successful entrepreneurs and their investments. Case example: Ellensburg (WA) Downtown Association’s Emerging Entrepreneur

Symposium. The Ellensburg Downtown Association and Central Washington University (CWU)’s Alpha Kappa Psi fraternity teamed up to host the second annual Emerging Entrepreneur Symposium June 2010. The event featured presentations from local Ellensburg entrepreneurs throughout the day at CWU. The symposium also included two downtown entrepreneur walking tours showcasing downtown businesses, and a special keynote presentation. Quoting EDA Executive Director, Timothy Bishop “Working with the Alpha Kappa Psi students has been a great way for us to reach out to CWU students and recent graduates who might be thinking about starting their own businesses and through the symposium, show them that there are opportunities for small businesses to succeed in Downtown Ellensburg… We’re thrilled at the number of great local businesses that we’re able to showcase as part of this event.”

o Establish or support entrepreneurship coursework in schools (elementary on up). Set up presentations by downtown Farmville entrepreneurs to students; ideally

as part of curriculum. This could be partnered with a field trip to the actual property or business.

Prince Edward County High School’s Principles of Business and Marketing course and/or Culinary Arts I course which emphasizes entrepreneurship opportunities.

Prince Edward County High School’s Future Business Leaders of America (FBLA) Club and Longwood University’s Phi Beta Lambda ([email protected]). FBLA‐PBL is a dynamic organization of young people preparing for success as leaders in our businesses, government, and communities.

Hampden‐Sydney College Center for Entrepreneurship and Political Economy. Dr. Jennifer Dirmeyer, Director (www.hsc.edu/CEPE/About‐CEPE.html).

Develop a high school job shadowing program. High Schools, including Prince Edward County’s, are looking more and more like community/technical colleges offering “vocational skills training.” Prince Edward County has a Career and Technical Education Center http://www.pecps.k12.va.us/pages_05_ct/ct_courses.php (in particularly the Business and Information Technology and Culinary Arts courses). Exposing students to the lifestyle choice of an entrepreneur would be a nice complement. Mary Beth P. Echeverria, Coordinator of Career and Technical/Adult and Continuing Education, may be a resource/contact. Make sure job shadow sites


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are the properties or businesses of true entrepreneurs and make sure to time the visit to expose the student to the entrepreneur’s tinkering.

Case example: Simsbury (CT) Main Street Partnership & Simsbury High School Culinary Arts Training Pilot Program (http://articles.courant.com/2008‐12‐06/news/simculinary1206.art_1_culinary‐students‐culinary‐arts‐riverview). In 2008, Simsbury Main Street Partnership and Simsbury High School developed a partnership, matching high school students with the local business community. To kick‐off this program, SHS Culinary Arts students were paired with a brand new banquet facility, The Riverview, giving students hands‐on experience while earning class credit. More at [http://articles.courant.com/2008‐12‐06/news/simculinary1206.art_1_culinary‐students‐culinary‐arts‐riverview]

Case example: Start Your Own Business Course, Flint Hills Technical College (Emporia, KS). The Business Enhancement Committee of Emporia Main Street determined they had to work much more efficiently to encourage entrepreneurship in their town. They determined what entrepreneurs really needed was education (how to start and run their business) and funding, so they worked on the class and worked with a local foundation to give them $30,000 to start a local revolving loan fund that is just for entrepreneurs – specifically those who had graduated from the class and were going to open a business in the downtown district. After the first 6 classes, 7 graduates had opened businesses downtown – none had closed. To date, they’ve had 17 people start up businesses throughout town, losing only two: one had a severe health related issue as they were gearing up for another expansion, and one closed as her spouses' job required more travel and she decided to stay home more with their two young children. See a video PSA for the Class: www.facebook.com/#!/photo.php?v=3361708404517 and another: www.facebook.com/#!/photo.php?v=10150767524642782

o Create and maintain an entrepreneurial network. Begin proactively connecting with local and regional entrepreneurs and prospects. This is a challenge because these individuals may not see themselves as entrepreneurs and may not be part of the mainstream (especially immigrant entrepreneurs). The key is to take advantage of every opportunity where entrepreneurship is being celebrated and showcased (see above) and to provide Downtown Farmville contact information to “learn more.” Each and every individual who makes an inquiry should be put on the “entrepreneurship mailing list” and efforts should be made to maintain regular, meaningful contact. Suggested strategies include: One‐to‐one mentorships. The key is finding the right mentors. Connect new

entrepreneurs with both another new entrepreneur and a successful entrepreneur. It can make all the difference in the world for new entrepreneurs to be able to talk with someone who is in the same boat. In the same way, it is important to be able to talk with someone who has already made it. Nonlocal mentorships could be facilitated through a Sister‐Store mentoring program.

Large group meetings/entrepreneur clubs. Partner with Farmville Jaycees or create a Farmville Entrepreneurs Club.

Contact high school alumni. Many alumni email/mailing lists are extensive. Alumni who have left the region may have made their fame and fortune as entrepreneurs and may be ready to come back home. Even if they don’t come home, their story could serve as inspiration and they may be willing to mentor.


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Partner with Farmville’s major employers including Longwood University (586 Full Time), Southside Community Hospital (470 Full Time), Trinity Mission of Farmville (145 Full Time), Town of Farmville (115 Full Time), and County of Prince Edward (99 Full Time). Spouses of employees recruited by Farmville’s major employers may be prospective new business owners.

Inventory hidden or home‐based talents. Put them on the “entrepreneurship mailing list” and maintain regular contact. Foster growth of this talent (e.g. by creating or expanding social clubs based on those talents or through supportive infrastructure like commercial kitchens).

Case example: Emporia (KS) “Home Based Business” membership level. To facilitate growth in their pool of community entrepreneurs and aid in the growth and development of home based businesses with the eventual goal of transitioning entrepreneurs from the “home” to a bricks and mortar location, the Emporia Main Street Economic Restructuring committee helped create a “Home Based Business” membership level. Within that level, home based businesses have a separate committee that aids in networking, but each home based member is exposed to various points of the Main Street Four Point Approach to encourage more traditional business expansions. For example, Home Based businesses are encouraged to decorate windows of vacant buildings to advertise their products, entice people to look into vacant store fronts and facilitate building rentals with Main Street contact information. This Design activity exposes home based businesses to potential areas of operation. Because of their different perspective, Home Based businesses were trained to become “secret shoppers” and offer feedback to different store front businesses on a variety of service, selection, pricing and design criteria. This Economic Restructuring activity serves the dual purpose of offering valuable feedback to storefronts and preparing Home Based Businesses to excel in the critical areas unique to store front service. Within the past year and a half, twelve home based businesses have transitioned into store fronts in the Emporia Community. Interacting with businesses on a very basic starting level has created a healthier and more diverse local economy, while encouraging entrepreneurship that avoids high initial overhead and produces organic business growth. With national trends indicating an increase in home based businesses, it is critical for our organization to produce coordinated outreach to help shape this growing business trend.

Don’t forget to include downtown property and business owners that are entrepreneurial on the “entrepreneurship mailing list” and maintain regular, meaningful contact with them as well.

Partner with Farmville Area Chamber of Commerce on Leadership Farmville. Host workshops covering personal skill building topics that will be of interest to

business owners and their employees as well as Farmville residents (e.g. the art of negotiation, dealing with difficult people, managing personal finances, planning for retirement, setting and achieving goals). Broad appeal, should translate into higher attendance, which will make for a better workshop


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atmosphere and increases the number of downtown stakeholders who will benefit and become engaged with DFI.

Case example: Are You a B‐Girl? (NJ). www.areyouabgirl.com o Be entrepreneurial as a committee and organization (another initiative across all

committees). Facilitate entrepreneurial volunteering. Describe the needs but then put out a

call for people with creative ideas for how to meet them. Some people are more attracted to being innovators than to filling an established assignment. Pre‐developed assignments (volunteer position descriptions) do not welcome totally new approaches to the problems at hand. “Take‐this‐and‐run‐with‐it opportunities” not square pegs, round holes. Susan J. Ellis, www.energizeinc.com/hot/2005/oct05.html

Explore for‐profit ventures.

Grow entrepreneurial ventures (Phase 1). Growing includes starting, improving, expanding, spinning‐off, and transitioning. While the Economic Restructuring committee must take the lead on developing businesses by leveraging entrepreneurs, growing entrepreneurial ventures includes helping businesses develop their own partners, spaces, and markets; so growing entrepreneurial ventures is an initiative across all committees.

o Learn how good businesses work then communicate best business practices Read Why We Buy: The Science of Shopping by Paco Underhill.

Case example: Ellensburg (WA) Downtown Association’s Brown Bag Business Basics. The Brown Bag Business Basics was a book review based seminar series. Each month a member of their Economic Restructuring committee or other local business owner reviewed a new business related book (Why We Buy for example). The review was followed by a general discussion of the featured topic and a list of other related titles.

Help businesses to keep pace with the market (see targeted market research recommendation above), including repositioning when necessary. Many businesses could reposition by adjusting their hours of operation. Many others could reposition by raising their prices to match the buying power of visitors to Farmville while at the same time offering a “resident discount” (e.g. 25%) to keep their products and services within reach of local customers.

From the Town of Farmville Market Analysis Frequency Report prepared by Longwood Small Business Development Center, June 10, 2011

o 58.9% of consumer surveyed would be more likely to shop downtown if businesses in Downtown Farmville were to remain open in the evenings.

o 16 businesses surveyed that currently don’t stay open after 5:00 would consider it (with Friday night being preferred).

Case Example: Main Street Wausau, Inc. uniform (or expanded) business hour initiative. They’ve had three members of their committee go door‐to‐door visiting with business owners to get a better understanding of why they keep the hours that they do. Their strategy has been to start with the positive businesses first (i.e. Those that already keep lengthy business hours) so that as they meet with business owners that keep more restricted hours they’re able to shed positive light on why some of


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their neighbors keep more expanded hours. Their plan is to continue these visits, digest the information gathered as an entire committee and formulate an appropriate strategy given what they’ve learned. They recognize that an initiative of this sort could go in one of two directions: 1) a uniform hours initiative including some or all expanded evening hours and/or Sunday hours, or 2) the development of programmatic means to support businesses that are in need of specific forms of assistance to expand their individual hours.

Learn the six best business practices that can make a business more valuable at the time of sale, but also more profitable right now. Communicate these via a series of workshops/newsletter articles.

Write down the business processes

Set financial goals/cleanup financial statements

Have a marketing budget

Keep track of customer information

Keep employees in the loop

Do a literal housekeeping, cleanup Develop downtown Farmville business guidelines. Business guidelines would

“set the bar” for downtown Farmville business greatness. They could include the above six best business practices, but also:

Ideal hours of operation

Ideal frequency of window display turnover

Ideal level of investment in marketing

Ideal customer service policies

Ideal hospitality policies

Ideal parking practices

Ideal referral policies including knowledge of neighbors

Ideal cleanliness and maintenance standards

Ideal attitude (positive and appreciative)

Ideal level of buy‐in to Farmville Downtown Development plan It is in the best interest of property owners and the businesses themselves to make adhering to business guidelines part of any lease (as is done with most shopping center leases). Agreeing to follow best business practices increases the probability of business survival and has been shown to improve chances for getting a business loan. Business guidelines, like design guidelines, are not mandated; but should be used as a tool for educating and encouraged through incentives. In fact, receipt of business incentives should be tied to business guideline adherence.

As an extension of business guidelines, Farmville is encouraged to develop a Downtown Business Pledge (or Promise or Guarantee) and get business to adopt and prominently display the pledge in their front windows. Run ads marketing the pledge and the businesses that are participating. During initial “sign up” ensure business owners that you will only hold them to the pledge if you get at least 25% of the businesses signed up. Of course strive for 100%. Possible components to Downtown Business Pledge:

[insert business name] pledges to join our business neighbors in opening no later than ___ and closing no earlier than ___ during the


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week, opening no later than ___ and closing no earlier than ___ on Saturday, and opening no later than ___ and closing no earlier than ___ on Sunday.

We pledge to reserve (or leave) the best parking spaces for our customers and our neighbor’s customers.

We pledge to refer you to our neighbor businesses if you can’t find everything you need with us.

We pledge to positively promote our progress toward achieving our shared vision for Downtown Farmville.

We pledge to personally (or graciously) welcome any and all potential customers including youth.

o Be a Business Information Center Create a physical lending library of printed and recorded resources on being an

entrepreneur and for growing a business; ideally in future Downtown Farmville space, but possibly in a business section within the Longwood University or Farmville Libraries.

Create a web based lending library of electronic resources and links on being an entrepreneur and for growing a business. Check out Main Street Orrville’s (OH) EntreprenOrrville www.mainstreetorrville.org/entreprenorrville‐center‐business‐innovation for an example (including their entrepreneur in residence). Downtown Farmville’s efforts in this area should coordinate with Longwood Small Business Development Center’s efforts.

Offer training that matches local entrepreneur training needs and interests. Partner with the workshops offered by Longwood Small Business Development Center’s (LSBDC).

Offer information on and assistance with Marketing/Branding/Advertising and E‐Commerce/Web Design. Communicate that information on and assistance with other topics is available from LSBDC and Kathy Frazier. Provide and educate businesses about the value of Marketing of Main Street district as shopping destination.

Offer information on and assistance with business succession (buying/selling/transitioning a business). Business succession is a common issue faced by historic commercial districts and is clearly an issue faced by downtown Farmville. Green Front in particular, due to its size, will be more difficult to buy, sell, and transition. If allocating technical and financial resources in the present results in a smooth succession of Green Front in the future, it will be well worth the investment. Other downtown Farmville businesses will also benefit from succession planning.

o 65% of business plan to expand (From the Town of Farmville Market Analysis Frequency Report prepared by Longwood Small Business Development Center, June 10, 2011).

Educate businesses about clustering, and the fact that being located next to a business that sells similar products and services can actually help their business.


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o Seventy‐two percent (72%) of retail respondents, 83.3% of restaurant respondents, and 63% of service respondents indicated that a similar new business would affect them either somewhat or very negatively (From the Town of Farmville Market Analysis Frequency Report prepared by Longwood Small Business Development Center, June 10, 2011).

o Facilitate access to existing human and financial capital. Identify and communicate all human and financial capital available to develop entrepreneurs. Be knowledgeable of all existing technical and financial assistance resources and providers and make referrals. Walk prospects through the entrepreneurial process (literally). Suggested strategies include: Develop a “Being an entrepreneur in Farmville” brochure. Develop a brochure

to market the availability of all assistance (e.g. historic rehab tax credits) including the assistance available through partners (e.g. Longwood University, Longwood University Small Business Development Center, Hampden‐Sydney College, and Southside Virginia Community College). Develop a simple “entrepreneurial venture start‐up checklist” that provides local, state, and federal contact numbers entrepreneurs will need as well as other information pertinent to establishing a business. Host an Entrepreneur Workshop. Use local service business owners or employees as instructors. Have resource materials (e.g. publications on developing a business plan, marketing on a shoestring, etc.) available to check out.

Foster networking between technical and financial assistance providers such as quarterly roundtables or through economic summits.

Develop a marketing campaign to get the word out to the right people, including individuals on the “entrepreneur mailing list.”

Attract entrepreneurs to the Main Street district and field entrepreneur inquiries. The best way to find today’s and tomorrow’s entrepreneurial property and business owners is to let the world know how attractive you are and let them find you. By identifying and promoting downtown’s assets, including the success of the Main Street program, the Economic Restructuring committee will essentially create an entrepreneur attraction program. The public needs to see and hear about the entrepreneur‐friendly efforts of all four of the Main Street committees. Projects from all Four Points have the ability to make the downtown more attractive to entrepreneurs and the employees they need. So while the Economic Restructuring committee must take the lead on developing businesses by leveraging entrepreneurs, attracting entrepreneurs is an initiative across all committees.

Efforts by the Organization committee to develop partners will result in everyone working toward the same vision for downtown. Efforts by the Design committee to develop space will result in a downtown that is in top physical shape. Efforts by the Promotion committee to develop markets will result in a downtown that is the center of commerce, culture, and community life. Efforts of the Economic Restructuring committee to develop entrepreneurs will result in downtown properties that offer a return on investment and businesses that are busy with the potential to be busier. In other words, what downtown Farmville needs most is a successful base of existing entrepreneurs supported through a visible entrepreneurial development program along with effective organization, design and promotion activities that help entrepreneurs make more money. Communities and districts that have these ingredients are preferred over those that don’t. Don’t forget to be prepared to field


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investor/entrepreneur inquiries. Those inquiries will increase with an organized entrepreneur attraction program.

o Document and communicate your tangible (quantitative) and intangible (qualitative) successes. The best way is through the publication of a DFI Annual Report.

o Market your Business Information Center and available human and financial capital. Check out “A Guide to Starting your Business in Biddeford” (ME) www.mdf.org/documents/Biddefordbusinessretention‐3.pdf for an example.

o Market the district as being entrepreneurial friendly Case examples: Paducah (KY) Artist Relocation Program

www.paducahalliance.org/artist_relocation_program.php Case examples: Blue Collar Creative (Oregon City, OR)

www.bluecollarcreative.org/Oregon‐City/

Grow entrepreneurial ventures (Phase 2). There are a lot of strategies in this area, but to keep DFI focused on phase 1 strategies, one two will are provided in this report.

o Set a future goal of making Downtown Farmville an incubator‐without‐walls. There is no better place than the whole of downtown to serve as incubator; an incubator‐without‐walls. This is downtown’s heritage. Case example: Leavenworth (KS). Faced with many empty or underutilized

buildings in the core commercial district, Leavenworth Main Street has focused for the last three years on recruiting local entrepreneurs to lease/purchase buildings downtown. The Economic Restructuring Committee worked with the Design Committee to make appropriate changes in the exterior and interior of the buildings as needed. They have partnered with Kansas Main Street to provide IWW loans, and with the Small Business Development Center to host five workshops designed to help entrepreneurs think about their business goals, budgets, benchmarking and planning. Since fall 2009, the downtown has benefited with 15 projects that opened, re‐located, expanded and/or started renovation within the downtown district. The majority of the buildings in downtown Leavenworth are now in local ownership, a testament to the Economic Restructuring Committees campaign and tenacity.

Case example: Down East Business Alliance (ME) Incubator Without Walls (www.whcacap.org/business‐assistance/iww.php)

o Create new financial capital. Require adherence to business guidelines. Develop a Business Improvement Grant or Loan Program such as a small

specialty training grant to keep business up to date in their sector (e.g. through DHCD and Tobacco grants). Check out Jackson (TN) Downtown Development Corporation www.downtownjackson.com/about/downtown_jackson_incentive_programs.php for an example.

Proactively recruit entrepreneurs. Again, there are a lot of strategies in this area, but DFI is honestly not ready to proactively recruit entrepreneurs (and may not be for awhile). The good news is that DFI may not need to proactively recruit entrepreneurs if they develop a strong entrepreneur attraction program. However, it may be useful for DFI to know the components of an entrepreneur recruitment program especially as it connects to their plan to “map” existing business in town, including those outside downtown, to identify possible expansions into the downtown area. Implement that plan now, and later:

o Prioritize entrepreneurs within your entrepreneurial network. Particularly managers who are ready to be owners.


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o Prioritize entrepreneurs running business outside the downtown. Entrepreneurs in “competing” commercial districts within trade area that better fit your district’s market position. Entrepreneurs in neighboring communities outside primary trade area (ideally with 2 or more stores).

o Prioritize entrepreneurs running home based businesses o Build relationships with priority entrepreneurs o Celebrate successful entrepreneur recruitment

PROMOTION Recommendation: Write a downtown Farmville marketing plan. Business and district sustainability requires finding ways to continue promoting and building brand awareness 365 days a year. DFI needs to create a marketing plan (see attachment) and market‐driven promotions. Decide the who, what, when, where, why, and how of your advertising (branding/image campaigns) and your events (special events and business promotions). Target new promotions and retarget existing promotions. Tailor promotional activities (types and timings) to attract target customer segments (e.g. help existing and future downtown Farmville businesses do the same.

DFI needs to be very strategic with respect to downtown Farmville’s annual promotion calendar. Promotions have a way of taking on a life of their own. There is a phrase “run your promotions, don’t let them run you.” Reposition downtown Farmville’s promotions/events calendar to communicate downtown Farmville’s brand. This will not only improve the overall effectiveness of downtown Farmville’s marketing, but may free up volunteer and financial resources (and eventually staff). Ask the tough questions like “Which events, if any, communicate the brand?” (both in name and in nature). Consider it a wakeup call that 47% of businesses report that none of Farmville’s events increase their sales volume, neither during the event nor in the days that follow (even though this is skewed by service businesses, 54%). Recommendation: Brand downtown Farmville commercially. Creating a commercial brand starts with identifying commercial assets. Out of those assets comes a “promise” – a brand statement declaring what downtown Farmville will deliver (products/services) to its customers. What kinds of products, services, and experiences can I spend my money on? Furthermore, downtown Farmville’s promise to the consumer should be distinct from Farmville’s collective promise to the consumer, and distinct from competing commercial districts (College Plaza’s, etc.’s). Positive commercial brand awareness will increase the probability that customers will choose downtown Farmville when selecting a shopping or tourist destination. Before communicating the chosen brand, be sure you are prepared to fulfill the promise and expectations created (to avoid an unhappy customer).

A brand statement (external audience) is different from a market position statement (internal audience), but the two must be compatible. A commercial brand for downtown Farmville is also different than a corporate identify for DFI. DFI can work on this with its partners including the Town of Farmville (Cindy Morris), Prince Edward County (Margaret VanEps), and the Farmville/Prince Edward Tourism Advisory Board. However, DFI should consider hiring brand consultants to help guide this process or help develop the brand and associated messaging (including a succinct and clever tagline) and graphical images (including a well‐designed logo, color schemes, etc.).

Farmville and Prince Edward County’s current marketing and communication materials include the tag lines, “Just a Drive Away,” “Heart of Virginia,” and “where the Civil War meets the Civil Rights Movement.” “Just a Drive Away” doesn’t convey much about the essence of what kinds of products, services, and experiences I can spend my money on in Farmville or Prince Edward County. “Heart of


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Virginia” does build the expectation that I will find products, services, and experiences representing the essence of Virginia (although it may have originally been more of a geographical tag line) but Farmville and Prince Edward County may have a hard time fulfilling that expectation. In their defense, those taglines were likely not intended to convey a commercial brand, but a whole community brand for the purpose of attracting new residents, new visitors, and new businesses.

The fact is that downtown Farmville is a commercial district that needs a commercial brand/identity for it to be a choice that is on the consumer’s radar screen (both nearby residents and distant visitors). Downtown Farmville is in many ways indistinguishable within the area’s current electronic and printed marketing materials; even within shopping guides and business listings (simple lists don’t communicate strengths or overall essences well). Downtown Farmville currently doesn’t have a commercial brand. “Fall in Love with Downtown Farmville,” a tagline being considered for the near future, does not convey a commercial brand, and is not uniquely or distinctly downtown Farmville.

It is DFI’s job to establish a commercial brand for downtown Farmville (with the Town of Farmville, Prince Edward County, and the Farmville/Prince Edward Tourism Advisory Board’s job to establish the larger community brand). The downtown Farmville brand should be both compatible with and integral to that larger community brand. DFI needs to collectively settle on a single brand in which you will invest volunteer and financial resources to strengthen and promote. A strong brand will be necessary for downtown Farmville to have a strong presence within regional collaborations and cooperative marketing ventures with the Town of Farmville, Prince Edward County, the Farmville/Prince Edward Tourism Advisory Board, and other partners.

Commit for the long haul. All of DFI’s promotional materials, marketing campaigns, logo, messaging, social media/website presence, design aesthetic, and business development efforts should reflect and reinforce this brand. All of the committees will be supporting this brand in their projects and tasks. DFI’s investment in establishing a strong and effective brand will be a valuable service to downtown Farmville merchants. Coach those businesses on co‐branding themselves with downtown Farmville’s brand and show them how to benefit from collective promotions.

Based on this Economic Restructuring Technical Assistance Visit, Farmville’s and downtown Farmville’s brands are anticipated to include the following elements:

Home

Land

Education DESIGN Recommendation: Allow sandwich board signs downtown. Recommendation: Partner with the Town of Farmville on their new Comprehensive Plan. New comprehensive plans often grow out of old comprehensive plans, so it is worth looking at how Farmville’s old comprehensive plan is and isn’t downtown friendly:

Objective 2: Provide adequate land and resources for commercial and industrial uses. o Policy 2. Encourage the rehabilitation and use of existing vacant structures for

commercial use as an alternative to building new structures. This is downtown friendly! o Policy 3. Support beautification and improvement programs in the downtown areas,

such as general cleanup, joint advertising efforts, removal of unsightly outside advertisements and sign improvements in order to provide stable and attractive commercial locations. This is downtown friendly!


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Objective 2: Find a balance between the Town’s single‐family neighborhoods and multi‐family developments, while protecting residential areas from commercial development.

o Policy 3. Buffer residential uses from commercial and industrial uses. This may not be downtown friendly. Euclidian zoning that separates land uses runs counter to the juxtaposition of land uses that made historic commercial districts successful in the first place.

o Policy 4: Restrict commercial uses outside of the downtown area, or away from main thoroughfares in town. This is downtown friendly, but including “main thoroughfares” leaves the door pretty open.

Objective 3: Provide for a stable and attractive downtown that meets the needs of the community.

o Policy 1. Promote new investment and commercial development in areas of downtown that are not being utilized. This is downtown friendly!

o Policy 2. Support beautification and improvement programs in the downtown areas, such as general cleanup, joint advertising efforts, removal of unsightly outside advertisements and sign improvements in order to provide stable and attractive commercial locations. This is downtown friendly, but sends the wrong message. “Beautification” in some ways makes light of the connection between commercial design and commercial sales.

o Policy 3. Study the downtown business district to determine what improvements are needed, such as adding parking, benches, building repairs/renovations and pedestrian/bike facilities. This will make the downtown business district a more attractive and appealing place for shoppers. This is downtown friendly!

o Policy 4. Encourage the placement of utilities in commercial areas either underground or along rear alleys. This is downtown friendly! Although it is interesting to note that some new lifestyle center developments are choosing to include above ground utilities because of the nostalgia associated with that infrastructure.

Objective 4: Preserve historical sites in the Town of Farmville. o Policy 1. Identify all sites worthy of historical preservation. This is downtown friendly! o Policy 2. Request that historical sites worthy of preservation be designated on the

National Register for Historical Places to allow tax breaks for developers. This is downtown friendly!

o Policy 3. Seek appropriate use of vacant buildings. This is downtown friendly!

Housing (nothing downtown specific). The Town of Farmville’s new comprehensive plan should include downtown specific housing strategies.

DOWNTOWN DEVELOPMENT PLAN RECOMMENDATIONS

DFI needs to take the lead on developing and advancing a Downtown Development Plan for Farmville. This doesn’t mean usurping the planning roles and responsibilities of city and county staff and elected officials. However, municipalities often follow the lead of the public, and usually welcome public input and participation. Everyone involved with DFI can and should be leaders. Partnerships (in particular with city and county staff and elected officials) are crucial for implementation of Downtown Development Plans, especially since cities have official planning authority.


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Recommendation: DFI volunteers and future staff need to become students of successful marketplaces. First, they can read and discuss Paco Underhill’s Call of the Mall. Second, they can study the malls and lifestyle centers (including collecting their maps/directories) where they are already shopping, applying the lessons learned from Call of the Mall. Third, they can organize group field trips to successful downtown marketplaces. Recommendation: Identify existing and potential downtown Farmville anchors and brainstorm business concepts to cluster around and between those anchors. Possible existing downtown Farmville anchors identified during the Economic Restructuring Technical Assistance Visit (in no particular order):

Green Front (primarily a Saturday anchor)

Amish Originals

High Bridge Trailhead

Longwood University

The Bakery

Caryn’s Bridals

Pairet's

Visual Arts Center, particularly during children’s events

Appomattox River Company

Courthouse and Town Hall

Post office During the Economic Restructuring Technical Assistance Visit, current and potential business concepts that fit with these anchors were brainstormed. The originals lists have been expanded taking into account the DRAFT market position statement and possible commercial brand above. There is a lot of synergy/connection between downtown Farmville’s anchor businesses, so many of the brainstormed business concepts show up under multiple headings. These brainstormed lists are an artistic way to explore positive combinations of business concepts. Inclusion on these lists does mean the business concepts are economically or politically feasible: Longwood University student cluster. West of 3rd (combine with Rock the Block list)

Entertainment (especially evening/after 5:00 PM) o Music venue o Dance club o Watering holes o Arcade o Skating rink

Eateries o Late night breakfast joint o Thai and Indian food o Small plate restaurant o Outdoor/patio dining o See extensive list from Rock the Block

Youthful and college related apparel o Old Navy like (affordable, funky) o Plato’s closet like (consignment)

Coffee/bookstore hangout

Shopping with lunch counter

College store


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Arts and crafts shops/art supplies

Art studio (student run)

Gaming, toys

College bookstore

College furniture

Gifts

Jewelry

Sporting goods

Bike shop

Pet store

Fitness center

From the Town of Farmville Market Analysis Frequency Report prepared by Longwood Small Business Development Center, June 10, 2011 (which was mostly students and faculty):

o Kitchen supply/gourmet foods o Outdoor adventure/recreation o Butcher o Bike shop o Pet store o Comedy club o Cooking classes o Ice cream parlor and kitchen supply/gourmet foods are the top two choices among

faculty/staff as well as residents and others. Faculty and staff at both institutions listed a butcher shop as a third choice, followed closely by arts and crafts and entertainment. Students listed ice cream parlor and entertainment as top choices followed by arts and crafts.

o Students are looking for atmosphere and low price when considering businesses downtown. Faculty and staff consider the availability of specific goods and services, proximity to work, and quality. Residents and others also consider the availability of a specific good or service and atmosphere.

Home cluster. East of 3rd. Anchored by Green Front (primarily on Saturdays) and Amish Originals [couples, 40‐60, upper income >$100,000]

High end kitchen store

High end dining o Steak/seafood o Brew Pub, microbrewery o Outdoor seating o Home cooking/southern comfort foods

High end appliances

High end home finishing (e.g. Paris ceramics)

High end stereo/home theater

High end jewelry/accessories

Lodging (right in downtown)

Pottery store

Quilt hobbiest store

Linen store/outlet

Knitting/needle point shop


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Artisan collective (including student art)

Local food (co‐op)

Spa

Credit counseling, loan, pawn

Interior designer Trail amenity cluster. Near trail hub. High Bridge Trail user.

Bike shop – sales, rental, repair

Brew pub

Outdoor recreation store – clothing

General store – Bodega (trail stuff)

Sandwich shop (quick food) with picnic tables

More casual food with picnic tables

Healthy food grocery – Whole Foods like

Street music

Ice cream/desert/yogurt with picnic tables

Lodging/campground

Spa

Guided historic tours

Farmers market

Gifts, “souvenirs”

Laundry

Note: High Bridge Trail State Park does not want to be in the business of providing amenities. It would be great if downtown Farmville business could be listed instead of “None.” See www.dcr.virginia.gov/state_parks/hig.shtml#parkmap

o “OVERNIGHT FACILITIES: None” o “CAMPING: None” o “VISITOR CENTER, GIFT SHOP: None” o “ENVIRONMENTAL EDUCATION CENTER: None” o “PICNIC SHELTERS: None” o “SPECIAL FEATURES: None” o “CONCESSIONS: None” o “LAUNDRY: None” o “RESTAURANT: None”

Electric vehicle (EV) charger; a fast charger (Level 2 or better yet Level 3 when reliability goes up and price comes down). This forward thinking amenity will add to the draw of the anchor. While Level 2 might keep them shopping in the downtown longer (1‐4 hour charge time), in the future places with Level 2 chargers might be bypassed for places with Level 3 (20‐60 minute charge time). Installation of Level 3 EV chargers requires significant upgrades to the power infrastructure (e.g. dedicated line from the power pole), so the best time to install one would be when other streetscape work is being done.

Visual art cluster. 3rd and Main. Anchored by the Visual Arts Center

Children’s museum

Art galleries

Import store


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Art supply store

Art classes

Make your own art studios (like Kil'n Time Ceramics www.kilntimeceramics.com in Bristol VA/TN)

Jewelry stores (particularly custom design)

Home lighting store (to show off art)

Restaurants (higher end)

Wine bar/shop

Artisan cheese store

Fashion stores Downtown as “center of community life” cluster

Current public gathering spaces o “Downtown Stage” outdoor theatre o “Green” around courthouse

More public gathering spaces

3rd spaces o The Bakery (existing) o Coffee/bookstore hangout

Comedy club

Movie theater

Live performance theater

Churches

Playground

Splash park

Skateboard park

Skating rink

Community center/senior center

Music venue

Dance club

Watering holes

Arcade

Street events and performers Other possible business concepts:

Downtown urban residential development (lofts, townhouses, condos, apartments) Recommendation: DFI volunteers and future staff need to draft a Farmville Downtown Development Plan. The Plan should communicate a vision for the physical development of the district as well as a strategy for leasing; the more specific, the more useful. The leasing plan should include strategies for arranging/locating current and future businesses within the mix to positively impact foot traffic and sales. The goal should be for downtown to be visually distinct and for there to be a fit between the message delivered through that distinction and the customer focus the downtown is trying to achieve.

The map included as an attachment is a rough illustration of the kind of map that DFI will need to create for downtown Farmville in order to communicate effectively to customers and investors (including loan officers and potential new business owners). The map will need to show building


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footprints and business mix (like a mall directory). The map represents the start of a hypothetical Farmville Downtown Development Plan based on the work session held in Farmville on March 22 and further development by Barman offsite. It must be stressed that this proactive design of a dream marketplace is for illustrative purposes only. It was developed using the art of combination and is consistent with the market position statement included above, but must be checked against the science of the market and the reality of any given space. Each potential investor is still responsible for running his or her own numbers. DFI should settle on a working Plan by either revising the one provided or starting its own from scratch. Actual business concepts will shift with the entrepreneur and detailed market feasibilities, but should always connect back to the dream. Don’t settle for just “filling vacancies!”

Economic development can be defined as providing just enough stimuli to trigger a business investment that the community desires. Stimuli can take the form of information such as communicating DFI’s mission, vision, market position, commercial district brand and Development Plans. Architectural renderings showing improved buildings occupied by dream businesses would be another powerful tool. DFI can inspire action by current and future entrepreneurs and help investors visualize future possibilities. Entrepreneurs may choose to locate in downtown Farmville and investors may choose to invest in downtown Farmville simply because they buy into the dream.

DOWNTOWN DEVELOPMENT PLAN IMPLEMENTATION The specificity of Downtown Development Plans is new to most Main Street Programs. It is understood that there will be a certain level of discomfort and growing pains associated with their use. It may be helpful for DFI to understand the pros and cons; to argue the pros and be prepared to address the cons. Pros

Help entrepreneurs evaluate potential locations

Help property owners evaluate potential tenants

Help investors decide how best to invest

Increase investor confidence

Tackle the market and downtown revitalization from a confident position of strength, proactive not reactive. It does not pay to present downtown as being desperate.

Cons

Potential negative response of business owners who are relocated in the dream scenario o The Development Plan does not require the relocation, just presents what may be a

better future location as a means to inform and improve future decisions.

Potential negative response of property owners whose tenants are relocated in the dream scenario

o Again, the Development Plan does not require the relocation and does not leave the property owner without a tenant. It presents what may be a better future tenant as a means to inform and improve future decisions (the potential for a more successful tenant who can eventual pay a higher rent and can survive a longer term lease).

Potential for the dream scenario to hinge upon investment by individuals who are not able or willing to invest

o We face that con now. The Development Plan may attract investment partners or buyers who will be more willing and able to invest.


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Potential escalation of asking prices for property o This is certainly a possibility and would make it harder to assemble properties and could

hinder individual project feasibilities. However, we want properties values to rise and if they rise simply by having a Development Plan we will have evidence of the power of the vision provided by a Development Plan.

By inviting input and helping others achieve their collective vision, DFI adds value far in excess of its individual power. This is the basis of the Main Street Four‐Point Approach®; to coordinate the definition of long‐term goals, involve local individuals and organizations in determining the near‐term projects, and find ways/resources to help make those projects happen.

How can DFI implement the Downtown Development Plan? Following the recommendations found throughout this report is certainly a good place to start. However, in many ways implementation is even simpler than that. Drawing from the Downtown Development Plan Philosophy, DFI can attract investors and tenants by helping them see a vision of themselves making money as part of a successful downtown Farmville. A vision founded on:

A sound market position and marketing plan

Well‐designed and managed leasable space

A well‐designed clustering/leasing plan

ATTACHMENTS Brief Exercise for Developing a Vision Statement Creating a Marketing Plan Map Illustration

BRIEF EXERCISE FOR DEVELOPING A VISION STATEMENT Instructions: 1. Share the definition and an example of a vision statement with as many Board members, committee

volunteers, and interested residents as you can. (group or homework exercise) 2. Have each of them answer the Vision Questions below. (group or homework exercise) 3. Next have them write complete sentences that capture important pieces of their vision for downtown. For

example, “All downtown buildings have been restored to reflect their original design and craftsmanship.” Each sentence should be a standalone thought. Do not attempt to write complete paragraphs at this time. (group or homework exercise)

4. Collect all the Vision Question answers and Vision Sentences. 5. Have a volunteer wordsmith the vision sentences into a vision statement. (homework) 6. Have each board member separately edit the vision statement. (homework) 7. Have a volunteer combine the edits into a revised vision statement. (homework) 8. Have the board adopt the vision statement. (meeting) Definition:

A formal statement that describes what you want your downtown to be in the future; visually, functionally, and emotionally. It establishes the ultimate target toward which all Main Street efforts are directed. It represents a consensus on social, economic and physical development goals for downtown. It is like saying to people: “Imagine it is ten years from today and we have, remarkably enough, created our most desirable district,” and then providing them the vision.

Example: Monroe’s Vision Statement

The Monroe Square of the future will reflect a vital and energetic quality of life that provides a place of energy and vitality for residents and visitors alike. The Square will be the city's heart, anchored by its historical centerpiece, the Green County Courthouse, and flanked by businesses and residences, cafes, shops and offices. It will serve as a four-seasons destination for its residents, visitors, and business people.

The Square will be both unique and memorable, offering modern amenities while preserving the rich heritage of the city's history. It will provide a safe haven for adults, teens and children as they gather for formal and informal socializing, shopping and transacting business in a welcoming atmosphere where people can stroll or relax as they take in the color, tradition and quaintness of a downtown area that features Victorian architecture.

Lit by the sun during the day and by charming street lamps at night, the Square¹s townspeople and visitors will revel in the quiet, friendly yet vibrant fresh air - a scent occasionally enhanced by blooming flowers, fresh popcorn, baked gingerbread and homemade chocolate. A walk by one of the downtown¹s outdoor cafes or into one of its brewpubs, will tease the senses as well.

Businesses, both old and new, led by long-time residents or new-to-town entrepreneurs, will flourish around the Square¹s perimeter. Patrons will find an eclectic mix of shops, offering everything from clothing, unique gifts, basic office supplies and groceries, to one-of-a-kind artwork, rare antiques and valued collectibles.

Bankers, attorneys and other service professionals will house firms within Square as well. These business leaders will support the downtown with more than their individual presence. They will partner with local merchants to spur commerce, support community values and help recruit and retain downtown stakeholders.

Monroe¹s downtown will be the greatest source of the community’s pride: It will include traditional Swiss festivals, open air markets, events such as a chili cook-off, cheese and wine tastings and concerts that will dot the calendar year-round; ensuring that everyone who comes to downtown Monroe will have things to do, places to go and an opportunity to experience modern life in a rural community where values and family are equally as important as progress and economic stability.

As the Square prospers, so will the entire community as residents return their attentions to the heart and center of Monroe, making it a primary part of their day to day lives while maintaining it as the core of commerce and activity.

Vision Questions: Why is downtown ___ special to you personally?

How do you wish downtown ___ were better?

What will downtown revitalization success look, sound, smell, and taste like?

What will downtown revitalization success feel like emotionally?

What do you want downtown ___ to be known for in ten years?

What activities and businesses do you hope to enjoy downtown in ten years?

Vision Sentences:

1785 Massachusetts Avenue, NW Washington, DC 20036 P 202.588.6219 F 202.588.6050 E [email protected] www.MainStreet.org

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Creating a Marketing Plan

The purpose of a marketing plan is to define your market, to outline a strategy for attracting and keeping

customers, and to identify and anticipate change. Defining your market (or market position) includes indentifying a specialization or niche based on a primary consumer segment served or a primary set of goods and services offered. With this competitive advantage (or brand awareness) in-hand, the Promotion Committee should evaluate and reevaluate existing promotions to determine their fit (e.g. do they draw the same markets that downtown businesses are attempting to draw). Based on this evaluation, some promotions may need to be refocused. Also, look for gaps and opportunities in the local promotional calendar; including promotions in which the Main Street program partners. Those gaps can be categorical in nature or they may be seasonal.

If the Promotions Committee decides to develop downtown tie-ins as complements to larger community wide promotions, it should make sure those add-ons focus on the downtown’s target markets. The Promotion Committee may also need to create new, appropriately sized promotions designed specifically for a target market or a business niche/cluster identified in the market position. The National Trust Main Street Center generally recommends that Main Street programs balance their annual promotional calendar by focusing on three special events, producing six business promotions, and addressing image development with one project. It is important not to overload or overtax the available human and financial resources. The Promotion Committee’s annual action plan taken as a whole, if it is comprehensive enough, could serve as a marketing plan because it will contain all the considerations that are part of a marketing plan - the strategies for attracting and keeping customers.

It will be necessary to establish pre-determined, measurable goals for each promotional activity as relates to effectively reaching the target market. Those goals should reflect whether the given event or activity is an image campaign, special event, business promotion or tourism campaign. Having specific goals will allow the group to be more effective when planning and more objective when evaluating. Most often, goals should focus on:

1) Participation/identification by targeted groups or individuals (quantified if possible, e.g. number of impressions, number of people exposed to downtown window displays, or attendance numbers/foot traffic)

2) Income generated either by promotions or contributing activities 3) Business sales figures and/or percentage increases in sales during business promotions 4) Secondary measures may include the amount of publicity (or media coverage) generated and the

general perception of the audience (as indicated through surveys during/after the promotion). One way to strengthen the connections between your promotional efforts and downtown businesses is to

develop a one or two page protocol sheet for each promotion. The promotion protocol sheets can be hand delivered or mailed to downtown businesses so they clearly know what to expect and how they can get involved/benefit. Clearly defining each promotion can help you avoid a perception of ineffectiveness on the part of the business community (e.g. special events have value even though they don’t typically ring the cash registers). Send the promotion protocol sheets to businesses far in advance of the event, so they can build any related marketing expenses into their budgets. The protocol sheet should include:

1) Name and description of the event (including the dates) 2) Whether it is an image campaign, special event, business promotion, or tourism campaign 3) Goals of the event (see above) 4) Targeted customer market (for example, local versus tourist) 5) How the promotion will be promoted: tv, radio, newspapers, flyers, etc. 6) Ways that businesses can participate/piggyback 7) Volunteer needs

1785 Massachusetts Avenue, NW Washington, DC 20036 P 202.588.6219 F 202.588.6050 E [email protected] www.MainStreet.org

Promotional development is extremely volunteer intensive. For this reason it is important to evaluate each event and eliminate what is not working based on your original expectations and goals for the events. Did you accomplish your goals? Should the promotion continue or be altered? Of course, those expectations and goals must exist (see above). One or two volunteers should be assigned to collect the information necessary to measure promotion success. Promotions should be evaluated on a variety of points, including (but not limited to):

1) Whether or not the promotion achieved its goal(s) as identified above 2) Participation/identification by targeted groups or individuals (whether this was a goal or not). This

will require strategies for determining viewership of advertising and the makeup of event attendees. What were traffic counts? Are they local residents or visitors? Are they coming specifically for the event or do they just happen to be in the area? What is downtown’s signature event, or the event that either draws the most attendees or creates the most lasting and far reaching impressions? The answers to these questions can provide valuable information for future marketing (help the Promotion Committee and individual downtown businesses target the appropriate media to utilize for advertising). One strategy for gathering this kind of information is to have a free giveaway that would require entry. Entry forms will include name, address and one or two simple questions relating to the marketing questions of the committee. Other communities have done intercept surveys of tourists at events.

3) The cost-benefit ratio of the amount of money and/or volunteer hours necessary to implement the promotion versus the income, good will, recognition, etc. that the promotion generates. The goal of every promotion may not be to generate revenue (particularly image campaigns). For example, if the primary goal of an event is to attract visitors to the community, it may be in the best interest of the organization to allocate more dollars to advertising if it results in higher attendance. If the event only breaks even (or costs money) it will still be successful if attendance reaches the targeted goal. The economic impact of promotional efforts is normally measured by estimating/calculating the lodging, food, beverage, souvenir, and other spending by visitors to the event.

4) Business satisfaction and feedback (not just sales figures). Strategies would include a short evaluation survey or a focus group of businesses (especially, if you are evaluating business promotions). The Promotions Committee should not include questions like “how were your sales?” on the evaluation form for a special event (no point in contributing to misperceptions). In contrast to business promotions, the cash register is not expected to ring the day of a special event. However, the Promotion Committee needs to consciously strengthen the connections between those events and downtown business/economics (via the market position). Business owners need to look at special events as opportunities for personal contact with potential customers, the best kind of advertising (if the event attracts the target market). For retail businesses, special events often lead to future sales when giving people a reason to come back downtown, and when attendees have a positive experience admiring window displays, browsing open shops, and chatting with friendly staff.

5) Audience/attendee satisfaction and feedback. One strategy would be a short attendee evaluation survey (see item 2 above for an example).

6) To what extent the promotion contributes to the mission of the organization