Downtown Estacada Market Study & Business Development Action Plan

Transcription

1 Downtown Estacada Market Study & Business Development Action Plan Estacada, Oregon February 2009 For the City of Estacada & Estacada Main Street Program 9220 SW Barbur Blvd Portland, Oregon

2 Table of Contents Introduction... 1 Section 1: Retail Market Analysis... 3 Section 2: Community Input & Competitive Assessment...13 Section 3: Retail Development Strategy...17 Section 4: Business Development Plan...22 Appendices Appendix A: Market Area Demographic Data...29 Appendix B: Retail Analysis Supplemental Charts...35 Appendix C: Shopper Survey Results...37 Appendix D: Business Survey Results...46 Appendix E: Profiles of Downtown Success...52 Appendix F: Property Evaluation Worksheet...55 Appendix G: Sample Marketing Flyer...56 Appendix H: Sample Specialty Retail Campaign...57 Appendix I: Strategies for Developing Local Entrepreneurs...58 Appendix J: Sample Business Incubator Agreement...60 Estacada Downtown Market Study & Business Development Plan i

3 Introduction At the heart of downtown Estacada s long term success is its ability to offer residents, employees and visitors a unique and welcoming environment and shopping/entertainment experience unlike any they can find elsewhere. This document focuses on one of the four key elements of the City s Main Street Program Economic Development. The specific purpose of this project is to develop a Retail Business Development Action Plan that directly addresses Estacada s desire to have a strong and vital downtown. This retail market analysis and business development plan was prepared as part of the Next Steps Strategy for downtown developed in partnership with the Estacada Main Street Program. Downtown Program Approach The Estacada Main Street Program is organized according to the Main Street Approach. This approach focuses on four critical components for creating downtown success and vitality: Promotion/Identity-Building, Design/Physical Improvements, Economic Development and Organization. 1) Promotions/Identity-Building: Identify, develop and promote the image and promise of downtown by marketing its districts unique characteristics to shoppers, investors, new businesses, and visitors; create an effective promotion strategy to forge this positive image; create an atmosphere of fun and activity. 2) Design/Physical Improvements: Capitalize on and improve downtown s physical assets; create an inviting atmosphere to convey a visual message about the comfort and vibrancy of downtown; increase the utility and user-friendly quality of downtown. 3) Economic Development: Support existing and recruit new downtown businesses to respond to the current market; balance business mix, and provide amenities for all downtown shoppers; convert unused space into productive property; sharpen the competitiveness of business enterprise. 4) Organization: Establish common goals for downtown s development, and build and organize consensus and cooperation among downtown stakeholders. Estacada Downtown Market Study & Business Development Plan Introduction 1

4 Project Purpose The purpose of this analysis is to: Provide a comprehensive assessment of potential market support for retail uses in the downtown Estacada commercial district. Create an accurate picture of Estacada s retail industry including the characterization of the existing supply of businesses; consumer preferences, needs and buying patterns; and opportunities and challenges for growth and development in the downtown. Provide the City with a factual base for developing strategies to strengthen and diversify the downtown retail base and capture more consumer dollars in downtown Estacada. Recommend business development and marketing strategies to strengthen the downtown retail base. Project Methodology In addition, Marketek conducted a community-wide resident survey of shopping preferences and a survey of business owners regarding the business climate in Estacada. As part of this assignment, Marketek visited over 25 businesses in the downtown area and helped facilitate a community meeting about downtown economic development and benefits of the Main Street Program. The statistical retail market analysis includes an estimate of potential retail sales and supportable space within a ten-year time period from , which is a realistic projection period for retail development. This report is organized into four principal sections: 1) Retail Market Analysis 2) Community Input & Competitive Assessment 3) Retail Development Strategy 4) Business Development Action Plan Estacada Downtown Market Study & Business Development Plan Introduction 2

5 Retail Market Analysis This section outlines downtown Estacada s key retail target markets and provides an estimate of existing and future support for retail space potential in the Estacada market area. A summary of opinion research, business focus group findings and in-store interviews is also included. TARGET MARKET ANALYSIS Downtown Estacada has the potential to serve and to attract sales from local residents, area employees and visitors. This section depicts each customer group. Local Resident Market Based upon the patronage of existing businesses, downtown Estacada s location within the region, its competitive assets and proposed redevelopment activity, the Estacada Market Area is defined as shown on the map below. It is similar to the school district boundaries. For comparative purposes, demographic data are presented for the City of Estacada, Clackamas County and the State of Oregon. Estacada Market Area Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 3

6 As of 2008, population within the Estacada Market Area was estimated at 17,089 persons and 6,018 households (Exhibit 1). Since 2000, the Market Area saw moderate population and household growth, with average annual rates of 0.82% and 0.71% respectively (or an average of 132 additional persons and 40 additional households per year). These rates fell short of those of the City of Estacada, Clackamas County and the State, which ranged from 1.30% (household growth in Clackamas) to 1.97% (population growth in the City). By 2013, the Market Area is expected to reach 18,055 persons and 6,377 households, representing an increase in growth rates from the period. EXHIBIT 1 DEMOGRAPHIC & HOUSING SNAPSHOT City of Estacada, Estacada Market Area, Clackamas County & Oregon 2008 Demographic City of Estacada Clackamas State of Indicator Estacada Market Area County Oregon Population 2008 (estimate) 2,744 17, ,043 3,814, (forecast) 2,989 18, ,910 4,105,010 Avg. Ann. % Change ('00 to '08) 1.97% 0.82% 1.50% 1.44% Avg. Ann. % Change ('08 to '13) 1.79% 1.13% 1.79% 1.52% Households 2008 (estimate) 973 6, ,554 1,484, (forecast) 1,062 6, ,344 1,598,922 Avg. Ann. % Change ('00 to '08) 1.81% 0.71% 1.30% 1.42% Avg. Ann. % Change ('08 to '13) 1.83% 1.19% 1.81% 1.54% Average Household Size Median Household Income $52,575 $61,044 $67,406 $53,474 Median Age (Years) Race Percent White Alone 82.0% 90.1% 89.4% 84.1% Percent Other Race/2+ Races 18.0% 9.9% 10.6% 15.9% Percent Hispanic 16.9% 7.9% 6.8% 10.8% Homeownership 67.4% 83.0% 72.3% 60.3% Educational Attainment Associate Degree 6.7% 7.3% 7.7% 7.4% Four Year Degree or More 12.4% 16.6% 30.7% 27.4% Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 4

7 In the Market Area, household size averages 2.81 persons which is slightly larger than in the County and State. The median income for Market Area households ($61,044) is above that of those in the City ($52,575) and State ($53,474) but below that of those throughout the County ($67,406). Median age in the Market Area is well above that of the City of Estacada (42 years versus 35 years). Compared to the median age of Clackamas County (40 years) and the State (38 years), the Market Area median remains slightly higher. In terms of race, the Market Area is less diverse than the City and State, but similar to the County. Ninety percent (90%) of Market Area residents are white; African Americans, Asians/Pacific Islanders and American Indians each constitute one percent. The remaining 7% is composed of other races and persons of two or more races. Hispanics make up 8% of Market Area population, compared to 17% of City population, 7% of County population and 11% of State population. Detailed charts characterizing the Market Area population are provided in Appendix A. Employee Market An estimated 278 businesses operate within a three-mile radius of downtown Estacada employing 1,507 persons (Exhibit 2). The largest share of employees work in the services industry (35%), retail trade (26%) and manufacturing (8%). Industry Businesses Employees Businesses Employees % % % % Agriculture & Mining 2.6% 5.1% 4.3% 5.0% Construction 4.5% 4.1% 12.9% 5.3% Manufacturing 1.9% 0.9% 5.0% 8.2% Transportation 3.2% 2.8% 3.6% 2.6% Communication 1.9% 6.0% 1.1% 4.4% Electric/Gas/Water/Sanitary Services 0.0% 0.0% 0.0% 0.0% Wholesale Trade 2.6% 3.6% 4.7% 7.4% Retail Trade 26.6% 28.9% 22.3% 25.8% Finance/Insurance/Real Estate 7.8% 5.0% 6.1% 4.4% Services 47.0% 41.1% 38.2% 34.6% Government 1.3% 2.5% 1.1% 2.3% Other 0.6% 0.0% 0.7% 0.0% Total 154 1, ,507 Source: ESRI BIS EXHIBIT 2 BUSINESSES AND EMPLOYMENT 1-Mile and 3-Mile Area Mile Area Note: Distance is measured from the intersection of S. Broadway St. & Clackamas Hwy. 3-Mile Area Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 5

8 Employees working in and close to downtown are an important captive market for retail and service businesses, as they are in the area on a daily basis throughout the year and are in close proximity to retail, restaurant and service establishments. Market research conducted by the Building Owners and Managers Association of America demonstrates that office workers (as one segment of the workforce) spend between 10 and 15 percent of their expendable income at and near their places of work. Visitor Market The visitor market is another potential influence for downtown Estacada s business base. The Clackamas County visitor market which includes Estacada has witnessed a strong rise in travel spending over the past sixteen years, growing from $177.4 million in 1991 to $448.5 million in 2007 (Exhibit 3). By 2018, visitor spending is expected to increase by $142.2 million to reach $590.7 million. EXHIBIT 3 TOTAL VISITOR SPENDING Clackamas County $700 $600 $500 Spending (in millions) $400 $300 $200 $100 $ Actual Projected Source: Dean Runyan Associates; Marketek, Inc. Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 6

9 RETAIL DEMAND POTENTIAL Marketek estimated potential demand for additional retail and restaurant space in the Estacada Market Area from two sources. The first, existing demand, is demand for retail goods by current market area households that is not being met inside of the market area. The second, future demand, is demand for retail space based on projected household growth within the market area over the next ten years. Finally, Marketek estimated potential demand for retail space based on projected increases in visitor spending. Existing Retail Demand Retail MarketPlace data prepared by ESRI Business Information Solutions weighs estimated retail sales against estimated demand to help gauge how well a defined market area is currently meeting its retail potential. Retail supply is based on estimates of actual retail sales using the Census of Retail Trade and a variety of other business and government databases. Retail demand represents the expected amount spent by market area residents for various retail goods and services, based upon consumer expenditure patterns derived from the U.S. Consumer Expenditure Survey. When estimated retail demand exceeds supply, a leakage presumably occurs, causing consumers to look outside of the market area for retail goods and services. A surplus, conversely, suggests that supply exceeds demand and that certain business categories are importing sales from shoppers who live outside the market area. It is important to note that the data only reflects potential spending from resident shoppers and does not include spending from visitors and employees working but not living in the market area. In reality, the consumer marketplace is quite fluid. Even if goods are locally available, priced appropriately and of good quality, local shoppers will always do a certain amount of shopping away from home, including catalogue and Internet purchases. However, the leakage/surplus factor provides a reasonable indication of the availability of goods in the local market. Exhibit 4 shows a leakage in nine of ten retail categories, with the largest leakages occurring in general merchandise ($30.3 million), restaurants ($14.9 million) and groceries ($13.5 million). Using sales per square foot standards provided by the Urban Land Institute, the $80.3 million in sales potential leaking from the Estacada Market Area translates into 332,369 square feet of potential supportable retail space. If downtown Estacada were to capture 25% of sales leakage, this would translate into potential support for an additional 83,092 square feet of retail space. Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 7

10 EXHIBIT 4 EXISTING RETAIL BALANCE Estacada Market Area 2008 Merchandise Category Demand/ Target Spending Supply/ Leakage Sales Potential Potential Retail Sales (or Surplus) ($/SF)* Space Shoppers Goods Apparel $4,974,903 $401,377 $4,573,526 $209 21,883 Home Furnishings $4,828,431 $395,667 $4,432,764 $199 22,275 Electronics & Appliances $4,851,275 $306,063 $4,545,212 $199 22,840 Home Improvement & Gardening $6,310,081 $1,411,953 $4,898,128 $216 22,677 Sporting Goods, Hobbies, Books & Music $2,279,713 $627,485 $1,652,228 $216 7,649 General Merchandise $34,233,328 $3,977,605 $30,255,723 $ ,073 Miscellaneous Specialty Retail (florist, office supplies, gift stores, etc.) $2,572,150 $4,311,986 ($1,739,836) Convenience Goods Grocery $26,466,991 $12,966,147 $13,500,844 $395 34,179 Health & Personal Care $4,081,538 $2,636,457 $1,445,081 $365 3,959 Restaurants $22,704,608 $7,757,331 $14,947,277 $263 56,834 Total Leakage $80,250,783 Estimated Supportable Square Footage 332,369 * Target sales are based on the Urban Land Institute, "Dollars and Cents of Shopping Centers." Source: ESRI BIS; Marketek, Inc. Future Retail Demand The methodology for estimating statistical market support for retail space in the Estacada Retail Market Area applies expenditure potential 1 by type of merchandise to market area population figures in order to obtain potential sales volume for trade area residents. Potential sales are divided among five merchandise and service categories: shopper s goods, convenience goods, restaurants, entertainment and personal services. Note that gas and auto-related sales and service are not included as these are not retail sales typically desired in downtown business districts. The types of goods and services within several of these categories are provided in Appendix B. For instance, apparel includes women s apparel, men s apparel, children s apparel, footwear, watches and jewelry. 1 Consumer spending is estimated from the Bureau of Labor Statistics Consumer Expenditure (CEX) Surveys. The CEX surveys have been used for over a century to provide data to study consumer spending and its effect on gross domestic product. Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 8

11 Exhibit 5 depicts potential retail sales for the Retail Market Area for the time frame. Estimates of sales per square foot of store space derived from the Urban Land Institute s Dollars and Cents of Shopping Centers are used to convert adjusted potential sales to supportable space estimates. For example, in the case of apparel, potential sales of $12.3 million in 2008 at sales per square foot of $209 will support 58,707 square feet devoted to this type of merchandise. EXHIBIT 5 RETAIL EXPENDITURE POTENTIAL Estacada Market Area Per Target Merchandise or Household Sales Sales Space Sales Space Sales Space Service Category Expenditure ($/SF)* (in mil $) (SF) (in mil $) (SF) (in mil $) (SF) Apparel $2,039 $209 $ ,707 $ ,209 $ ,920 Home Furnishings $1,569 $199 $9.4 47,458 $ ,290 $ ,290 Home Improvement $1,361 $140 $8.2 58,494 $8.7 61,983 $9.2 65,681 Misc. Specialty Retail $2,106 $216 $ ,686 $ ,186 $ ,896 Shoppers Goods $ ,344 $ ,668 $ ,786 Grocery $6,185 $390 $ ,435 $ ,128 $ ,161 Health/Personal Care $1,118 $365 $6.7 18,438 $7.1 19,538 $7.6 20,703 Convenience Goods $ ,873 $ ,666 $ ,864 Restaurants $3,607 $263 $ ,534 $ ,458 $ ,675 Entertainment $435 $90 $2.6 29,099 $2.8 30,835 $2.9 32,674 Personal Services $931 $151 $5.6 37,087 $5.9 39,299 $6.3 41,644 Total $ ,938 $ ,926 $ ,644 Five Year Net Gain $6.9 28,988 $7.4 30,718 * Target sales are based on the Urban Land Institute, "Dollars and Cents of Shopping Centers." Sources: ESRI BIS; Urban Land Institute; Marketek, Inc by Marketek, Inc Retail Potential Retail Potential 2018 Retail Potential Exhibit 5 shows that in 2008 there is the potential for approximately 486,000 square feet of retail space based on potential expenditures of residents who reside in the Market Area. That is, Market Area residents have the potential to generate sales demand that will support 486,000 square feet of retail space. However, these potential expenditures by residents may occur outside of the trade area if desirable goods and services are not available locally. Estacada Downtown Market Study & Business Development Plan Retail Market Analysis 9

12 Exhibit 5 also conveys the same analysis for 2013 and By 2013, potential Market Area sales of $123.4 million will support 515,000 square feet of retail space, growing to $130.8 million by 2018 with 545,600 square feet in retail space potential. The anticipated increase in sales potential from 2008 to 2018 translates into a potential total of 59,706 square feet of supportable new retail space in the Estacada Market Area over the next ten years. If downtown Estacada sought to capture a third of this increase in demand, it would translate into 19,902 square feet of new retail space. Visitor Demand Dean Runyan Associates tourism data for Oregon, national visitor spending patterns and Marketek s understanding of the local visitor market were used to establish the distribution of visitor spending among four key categories: retail, grocery, restaurants and entertainment/recreation. Exhibit 6 depicts the distribution of projected visitor spending by commodity purchased for 2008, 2013 and Spending is then converted to space demand using industry standards provided by the Urban Land Institute. The net gain in square footage space demand for growth in visitor spending is calculated for the and time frames and appears in the last row. By 2018, visitor spending will generate demand for an additional 351,434 square feet of retail space countywide. EXHIBIT 6 RETAIL POTENTIAL BASED ON VISITOR EXPENDITURE Clackamas County Retail Category Target Sales ($/SF) 2008 Spending Space (SF) (in millions) Spending Spending Space (SF) Space (SF) (in millions) (in millions) Retail $216 $ ,632 $ ,805 $ ,977 Grocery $390 $ ,054 $ ,962 $ ,870 Restaurants $263 $ ,732 $ ,368 $ ,003 Total $ ,417 $ ,165,134 $ ,340,851 Five Year Net Gain $ ,717 $ ,717 Note: This analysis assumes Retail spending makes up 26% of visitor spending, Groceries make up 6% and Restaurants make up 24%. The remaining 44% of spending is in Accomodations (15%), Entertainment/ Recreation (9%) and Ground Transportation (20%). Source: Dean Runyan Associates, Marketek, Inc. Estacada Downtown Market Study & Business Development Plan 10 Retail Market Analysis

13 Downtown Estacada has the potential to offer a critical mass of unique shopping and dining experiences that are highly attractive to the visitor market, although the Estacada Market Area remains a small part of Clackamas County s tourist market. Assuming the Estacada Market Area makes up 5% of Clackamas visitor spending, this would translate to the potential for 17,572 square feet of new retail space by Demand Summary Exhibit 7 provides a summary of total potential supportable retail space in the Estacada Market Area over the next ten years. Growth from the resident market combined with existing sales leakage and visitor market demand results in the potential demand for 409,647 square feet of retail, restaurant, entertainment and service space development by Total Merchandise/ Potential Supportable Service Category Existing Unmet Market Area Visitor Space Resident Demand Resident Demand Demand (SF) (SF) (SF) (SF) Shoppers Goods Apparel 21,883 7,213 NA 29,096 Home Furnishings 45,115 5,831 NA 50,947 Home Improvement 22,677 7,187 NA 29,863 Misc. Specialty Retail 147,722 7,211 9, ,250 Subtotal 237,397 27,442 9, ,156 Convenience Goods Grocery 34,179 11,726 1,191 47,096 Health/Personal Care 3,959 2,265 NA 6,225 Subtotal 38,138 13,991 1,191 53,321 Restaurants 56,834 10,141 7,064 74,038 Entertainment NA 3,575 NA 3,575 Personal Services NA 4,557 NA 4,557 Total 332,369 59,706 17, ,647 Source: ESRI; Urban Land Institute; Marketek, Inc by Marketek, Inc. EXHIBIT 7 RETAIL EXPENDITURE POTENTIAL Estacada Market Area Estacada Downtown Market Study & Business Development Plan 11 Retail Market Analysis

14 The absorption and distribution of retail demand into the marketplace is a highly dynamic and fluid process, influenced by factors ranging from the timing and availability of quality space and existing business anchors to district marketing and incentives. All smart shopping districts or centers strive to offer the marketplace a diversity of quality businesses, including specialty goods which are so prevalent in today s consumer market. If downtown Estacada sought to capture 15% of market area demand, it would translate to potential for 61,447 square feet of new retail space. If the downtown sought a more aggressive capture of 25%, it would translate to an additional 102,412 square feet of retail space over the next ten years. Estacada s success in capturing this opportunity will be strongly influenced by a number of factors, including the commitment to quality new development in downtown, property redevelopment, aggressive marketing and strong management of the downtown business district. In an effort to put these demand estimates into context, Appendix B provides the median sizes of several types of businesses that may be appropriate for downtown. Estacada Downtown Market Study & Business Development Plan 12 Retail Market Analysis

15 Community Input & Competitive Assessment COMMUNITY INPUT Two electronic surveys (one for shoppers and one for businesses) were completed by the community during the months of November and December Surveys were posted on the Chamber and City websites and publicized through these organizations. The survey results are fully detailed in Appendices C and D. Shopper Survey Highlights Ninety-nine (99) people participated in the survey. Twenty-nine (30%) reported doing most of their non-grocery shopping in Sandy, while another 28% do most of their non-grocery shopping in the Clackamas Town Center. By far, the most common reasons influencing shopping choice were the availability of a wide selection of goods and price-levels, cited by 77% and 66% of respondents respectively. The main goods and services purchased in Estacada are hardware and groceries. When people choose to shop in Estacada, their primary reasons are the convenient location, the ability to support local businesses and less traffic and crowds, expressed by 87%, 68% and 69% of participants respectively. The major deterrents to shopping in Estacada were the high prices and poor selection mentioned by 75% and 73% of respondents. The kinds of merchandise most frequently cited as being needed in Estacada were sporting goods, electronics, music & CDs, linens & towels, and shoes. Computer repair and appliance repair were the primary general service interests. Regarding leisure/entertainments services, about 50% cited the need for more restaurants, followed by indoor recreation (42%). The predominant restaurants desired are fast food, a steakhouse, and family style. Estacada shoppers think downtown merchants can improve their stores by improving selection, lowering prices, and having more sales. Residents love the small-town feel, but they would like to see a focus on the cleaning up of the town buildings and businesses and improving the overall appearance. In addition, they would like for Estacada to be more inviting to visitors by having more rustic, quaint décor, holding local artisan craft fairs, and having a friendlier appearance. Estacada Downtown Market Study & Business Development Plan Input & Assessment 13

16 Business Owner Survey Highlights The survey generated responses from 22 Estacada business owners. Retail, personal service and professional service businesses were among key participants each representing 14% of the total. The biggest advantages to doing business in Estacada are its strong community and small-town atmosphere. However, the disadvantages are complementary in that they are the small market and lack of store diversity. Over one-half of the businesses (57%) reported business activity as fairly steady. Six businesses grew moderately, and three saw a decline in business activity. About 38% of businesses plan to expand upon current products, services, and/or inventory in the next one-to-two years. The same number has no plans to change. In the past two years, almost sixty percent of businesses have expanded their marketing and promotional activities, with an additional 52% making physical improvements to the store. In addition, 52% also expanded their products, services and inventory. The greatest obstacles to success were the weakening economy, rising costs, the lack of growth in the community, and potentially reduced visibility because of proposed highway 224 changes. Business owners feel that by improving selection, pricing and marketing, they would be able to attract residents who do not shop in downtown as well as visitors and other shoppers. When asked what image downtown Estacada should develop for itself, the most common responses included a unique, historical destination with an emphasis on outdoor recreation. Businesses identified what they most would like to change in downtown as being the old run-down buildings and the lack of a general theme related to appearance. COMPETITIVE ASSESSMENT Through the surveys of shoppers and business owners as well as site visits and interviews with business owners, Marketek gathered public input about downtown Estacada s key strengths, challenges and opportunities, which is summarized below. Estacada Downtown Market Study & Business Development Plan Input & Assessment 14

17 Downtown Estacada Competitive Assessment Geography/Description Core downtown retail area is Highway 224 to 1 st Avenue and Main Street to Zobrist Street Strengths/Assets Steady population growth and solid incomes Young, upwardly mobile family market Relatively small compact area Small blocks easy to travel on foot or in a vehicle Key civic anchors remain in downtown post office, city hall Significant business anchors grocery, pharmacy, hardware, banks, specialty retail/restaurant Over a dozen unique specialty businesses Strong resident market and growing employee and visitor market Historic Broadway core is an enticing draw for locals and visitors Active urban renewal district with a completed downtown infill development project (Reliance Connects) Engaged business community/chamber/new Main Street organization ready to take action Eleven unique murals in downtown are an underpromoted asset Significant private investment in last two years, including rehabilitation of the Mason Building and the new Reliance Connects mixed-use building Clean, safe, positive public image Challenges Dispersed retail with a number of isolated destination businesses (ex: Harmony, liquor store) Multiple commercial nodes: southside of Highway 224 (motel, convenience store); Broadway Street; Hi-School Pharmacy strip center; Les Schwab area; hilltop area near schools and the library Many streets are single loaded with a limited number of contiguous buildings making them less conducive to pedestrian-oriented district Street layout and multiple (four) connections to and exits from Highway 224 Several ground floor (and upper story) vacancies Rundown, outmoded properties such as Safari Club diminish the image of downtown Hard to locate the heart of the shopping district Several blank walls and underutilized spaces/empty lots Signage to and through the downtown district gets lost in the visual clutter Estacada Downtown Market Study & Business Development Plan Input & Assessment 15

18 Opportunities Capture more spending from teens/young people who visit downtown daily Downtown offers a fresh, unique alternative to homogenous retail in other locales 2008 Market Area leakage of $80.3 million or 332,369 square feet Many business niches to be filled Capitalize on the growing visitor industry Several ground floor (and upper story) vacancies in good condition Several infill development sites (EX: corner of Broadway and 3 rd ) Redevelopment sites including McCrae Motel and the Cazadero Inn on Hwy 224 and surrounding area with a unique vista of Clackamas River Unique arts and alternative culture Underutilized spaces (EX: large video store on Broadway) Estacada Downtown Market Study & Business Development Plan Input & Assessment 16

19 Retail Development Strategy At the heart of downtown Estacada s long term success is its ability to offer businesses, residents and visitors a unique and welcoming environment unlike any they can find elsewhere. The following recommended retail strategies are provided for downtown Estacada related to: 1) Market Position 2) Business Mix and Targets 3) Business Clustering 4) Property Development MARKET POSITION Downtown Estacada must view itself as a product and market itself to compete with other nearby shopping centers and business districts. It is beyond the scope of this project to suggest a brand identity, though marketing themes and taglines suggested in the community input are highly valuable. Developing a common message and identity will provide guidance for downtown s marketing, urban design elements, signage, advertising, marketing collateral, website, etc. In general, downtown Estacada should promote itself as the true heart of the community a unique and special destination for residents, visitors and businesses. A sample market position statement focused on market advantages follows: Downtown Estacada is an historic mixed-use business district with unique specialty shopping, casual dining, local business owners and hometown service. It is the heart of Estacada where friends and family gather together and enjoy a sense of community. BUSINESS MIX AND TARGETS A successful business district in virtually any size community will have a balance and mix of uses that includes retail shopping, professional, cultural, financial and government services, entertainment, housing and personal services. Downtown Estacada already exists as a mixed-use shopping center bringing residents, businesses and employees together for many purposes. The community fills its daily shopping needs in downtown. A critical goal over the next five years and longer will be to increase the number of retail businesses in the core downtown area and maintain ground floor space for in the core area on Broadway and beyond for retail businesses. Estacada Downtown Market Study & Business Development Plan Retail Development Strategy 17

20 The results of the statistical market analysis as well as the opinion research indicate that Estacada has ample opportunity to grow its retail base and fill niches and voids in the local marketplace. Identifying the most appropriate business mix for Estacada, as earlier noted, is a function of demographics and lifestyle characteristics, spending potential, survey research, the existing business base and retail trends. Success will be achieved in downtown Estacada with business owners dedicated to: Providing a good quality product at a fair price Providing exceptional customer service Responding to the changing needs of both trade area customers and visitors Aggressively marketing to these target customer groups Offering multiple, complementary product lines Filling specific, unique niches Having focus, imagination and a deep desire to meet the needs of the customer Downtown Estacada s best business opportunities are for specialty retail, restaurants and entertainment-type businesses. Attraction of additional anchors particularly restaurants is critically important. The following list of business and merchandise opportunities (Exhibit 8) potentially can be supported based upon the market analysis. They support the goal of concentrating on specialty goods, and were identified as priorities by shoppers and business owners. The recent and anticipated future expansion of the Estacada area housing market in recent years calls attention to the need for more home furnishings products and services of all kinds. Combinations of the goods and services as well as many others that have unique appeal to area markets should be considered for business development efforts. Estacada Downtown Market Study & Business Development Plan Retail Development Strategy 18

21 EXHIBIT 8 TARGET BUSINESS OPPORTUNITIES Downtown Estacada Merchandise Restaurants/Food Toy store/children s books Unique, casual apparel & accessories for all ages Books/cards/music Bed & bath linens/accessories Kitchen accessories shop Furniture-locally made & other Garden & outdoor accessories Quality consignment kids, ladies Computer supply Expanded grocery Breakfast/lunch (more) Steakhouse/seafood Health food store/natural food Burgers (not fast food) Art & craft supplies Art locally produced (more) Jewelry Lighting/Home accessories Pet supplies Used CDs Sporting goods Bike shop Electronics Ethnic Italian, Thai Family dining More moderately priced dining Entertainment Personal Care/ Service Other needs Live restaurant or coffee house Community art/performance center General health care Vision care Naturopathic/homeopathic/alternative health (more) Tailoring/alterations Dry cleaner and laundry Computer repair Appliance repair Lodging: bed & breakfast; quality motel/hotel Day care To provide downtown Estacada stakeholders with an understanding of what a successful business mix might be, Appendix E profiles three successful Oregon downtowns--gresham, Troutdale and McMinnville. It is of interest to note the highly diverse and unique business mix of these prominent downtowns that have been actively working over a decade or more to strengthen their business base with retail, restaurant, entertainment and service tenants. BUSINESS CLUSTERING Downtown Estacada s success in capturing new and expanding retail development and its long term viability as a business district will be strongly influenced by a number of factors, including the ability to locate retail and related businesses in the downtown core. A critical success factor for downtown development is the creation of a critical mass of Estacada Downtown Market Study & Business Development Plan Retail Development Strategy 19

22 complementary businesses that benefit from each other s sales, customers and markets. The primary vehicle for developing unified groups of stores and businesses is clustering creating mutual advantages in terms of pedestrian flow and shared markets between businesses. Clustering, a management tool used extensively by shopping centers, involves strategically locating businesses within a downtown or business district to take advantage of relationships between nearby businesses. To implement a clustering strategy, it is important to understand existing assets or clusters, to know where building vacancies exist and to identify and actively target businesses to suitable locations. Clustering strategies include locating businesses near compatible businesses, complementary businesses, competitive businesses, or traffic generators. Successful clustering is dependent on having the appropriate mix of businesses that generate market synergies and an uninterrupted grouping of retail businesses that draw customers to and through the entire business district. Clustering businesses that share customers or that have complementary goods will strengthen downtown s market position. Restaurants can be located as entertainment-type anchors throughout the district with sensitivity to avoiding conflicts with neighboring businesses that may be seeking to serve a different market segment. Downtown Estacada should continue to strengthen and build upon its strongest blocks and existing retail anchors. At present, Broadway between Highway 224 and 1 st Avenue represents the area with the greatest potential for retail clustering. The strongest block is between 3 rd and 4 th Avenues. The greatest physical unity exists in this block with contiguous buildings many with restored facades. In addition there are many strong business anchors there. Any number of specialty businesses with appeal to a similar target market would do well in these blocks ranging from sporting goods and restaurants to home décor and unique apparel. A second cluster area exists on Zobrist Street which is largely office and should remain that way for the foreseeable future. The effort here should be to encourage personal and professional service and professional office and encourage retailers to cluster with other retailers on Broadway first. Several very busy loner businesses exist in downtown blocks with no other retail nearby. The Estacada Downtown Market Study & Business Development Plan Retail Development Strategy 20

23 liquor store and Harmony Bakery are two examples. These are destination businesses with the potential to help activate other blocks in the core and ideally, should be located close to other like businesses. Streetscape improvements, flower baskets and renovated facades directly contribute to a positive pedestrian environment in any downtown district. Pedestrian activity should be encouraged and enhanced throughout Estacada s core shopping blocks. Over time, the downtown retail/restaurant core area will spread out to include more blocks. This guideline is directly linked to urban design, marketing and clustering and speaks to the need to call out in all possible ways what the retail focus is in downtown Estacada through good building design, signage, landscaping and traffic calming endeavors. PROPERTY DEVELOPMENT One of the best strategies for recruiting business prospects and developers is to be able to provide an inventory of available real estate (properties and lots), and better yet, be in the position to bring key properties to the table. The goal in Property Development strategies is twofold--to stimulate interest and action toward property improvements and to enhance the appearance and condition of downtown Estacada properties to attract quality tenants. Ideally, the City of Estacada Urban Renewal Agency with the help of the Estacada Main Street organization will target priority infill properties in the core downtown area for redevelopment. Downtown Estacada has a number of catalytic infill sites that are prime redevelopment opportunities. Next steps will be delineated in the action plan section to follow. Estacada Downtown Market Study & Business Development Plan Retail Development Strategy 21

24 Downtown Business Development Action Plan Successful implementation of downtown Estacada s business development program requires strong coordination, consistent communication and commitment to a vision for a more cohesive downtown. The steps outlined below assume that a collaborative team will work together on the downtown commercial base including the City of Estacada, Urban Renewal Agency, the Chamber of Commerce and the Estacada Main Street organization, which will spearhead the process. However, the team should also include a range of individuals from realtors and property owners to business owners and marketing professionals. Downtown Estacada s Business Development Action Plan addresses all the key components of success from a strong vision and quality product to specific targets and organized campaigns to generate results. The plan is organized similar to a Downtown Program Workplan with target actions, strategies and next steps/tasks. ACTION 1: PACKAGE & PROMOTE THE DOWNTOWN VISION Newcomers to Estacada developers, investors and business prospects need to be reassured that there is a strong vision and game plan for downtown s long term success. Much groundwork has been laid recently ( ) with the market analysis, surveys and Main Street downtown forum in the fall Next steps are outlined below. Package Vision. Create a summary vision a visual aid, map or a one page synopsis of the future of downtown Estacada over the next 10 years: market position, business mix, key redevelopment projects and significant changes. Call out any projects underway or planned. Using a one-piece visual map format with the market data will help reduce confusion and quickly introduce a prospective business or developer to the opportunities available. A map can visually communicate the context of the larger area highlighting the core area. It can be front and back and include photos of redeveloped Main Street properties. Share and promote the downtown vision with all stakeholders and influencers brokers, property owners, and business owners. Organize small and large group presentations to share the top three goals for tied to the recent Main Street organizing efforts. Estacada Downtown Market Study & Business Development Plan Business Development Plan 22

25 ACTION 2: PREPARE AND DEVELOP YOUR REAL ESTATE PRODUCT A key short term focus for Downtown Estacada s business attraction and expansion program is to inventory built retail space available for occupancy in the core retail area, particularly of a suitable size. Quality business tenants need attractive, appropriately sized commercial properties in the right location for attracting customers. Specialty shops generally seek small square footages from 500 to 3,000 square feet (SF). Become thoroughly knowledgeable about and actively promote what real estate product downtown Estacada has to offer. Property Database. Support the development of a property database, focusing in the near term on the downtown core. Market-ready Properties. Determine what properties are ready for tenants. Within core area, contact property owners of vacant buildings/sites to discern plans, availability, willingness to make improvements. Identify and provide assistance ranging from help in posting For Lease signs and cleaning up to façade improvement assistance to generally make properties more marketable. Property/Building Profiles. Create a one-page information sheet for top priority, prime downtown sites and buildings including square footage, lease/sale terms, store fronts/parking, photos, target business types for each property. Put links on the City s and Estacada Main Street Program s websites showing Commercial Properties Available. Property Redevelopment. To significantly influence the retail mix the City and Estacada Main Street Program must identify priority properties and sites for new tenants, for redevelopment or new infill development and create a gameplan for moving ahead. Use the Property Evaluation Worksheet in Appendix F. Actively explore and evaluate buildings/sites in the core for readiness and timing in terms of development or improvements. Cross Match Property to Business Target. Work to match vacant spaces to specific store types and tenants. Targets. Create site-specific business location targets for Broadway, Main Street and 3 rd and 4 th Avenues to begin with, as more information is gleaned about property opportunities and business status. Ground Floor Space. Although Estacada is not dominated by office users in retail space, keep in mind the importance of encouraging ground floor retail in the core area. As time permits, talk with office-type users on ground floors of the core retail area to encourage relocation to sites out of the core retail area or in second-floor locations. Gain permission to market their space if they are willing to relocate. Estacada Downtown Market Study & Business Development Plan Business Development Plan 23

26 ACTION 3: STRENGTHEN EXISTING BUSINESS Businesses are more challenged than ever before to be smart, efficient, focused and marketable. Helping existing downtown businesses succeed is a critical step in the business development process. Most often, Main Street businesses want and need help with marketing and merchandising, finance, systems improvements, tenant and façade improvements, business location/expansion and staying on top of marketplace trends and opportunities. A key weakness of small independent businesses, including many observed in downtown Estacada, is their inattention to overall image and visual appeal. Store image and identity includes signage, storefronts appearance, window displays, store merchandising, lighting and other elements that collectively send customers a strong impression about business quality and offerings. As the Estacada Main Street Program seeks to address key business needs and connect businesses to resources and services, it should focus on the following top small business issues: Image and Identity, Finance, Marketing and Promotion. Continue and enhance all existing efforts with a range of formats and programs from one-on-one in-store assistance and mentoring to business recognition programs and financial assistance. Offer one-on-one marketing assistance visits with e-market/business expert on merchandising, merchandise-mix, pricing, and target marketing. Create matching grant technical assistance program for free or with commitment from business to follow through. Package and promote all of the resources and benefits available to downtown Estacada businesses, perhaps as part of a Downtown Program s Downtown Business Toolbox. ACTION 4: BUSINESS RECRUITMENT Downtown Estacada will need to work hard and smart to encourage quality businesses to locate there over other established or newer shopping centers. Business development efforts should emphasize unique, locally-owned businesses but also carefully target regional Estacada Downtown Market Study & Business Development Plan Business Development Plan 24

27 chain-lets that offer credibility and/or the ability to draw a broad middle income market (when property is available). Business Recruitment involves two strategic efforts, Marketing and Sales. Marketing without follow-up and personal meetings with businesses, brokers and developers is not an aggressive program. Important to both efforts is clear understanding of: Product what do we have to offer? Audience who are we targeting? Benefit compelling reason why a business will want to be located here. The preceding actions are critical in defining the product. Based on the property inventory, further narrowing of specific targets will help to focus marketing and sales efforts on those targets that provide the most opportunity for the available property. Business targets are identified in Section 3-Retail Strategy, but will need matching to available space. The outline below provides three steps for implementing a Business Recruitment program: 1) Sales Package 2) Marketing 3) Sales Sales Package Create sales material and distribution channels. Appendix G shares a simple one page marketing tool highlighting the market data. This page should be augmented with property sheets, a business resource/incentive guide and information on Estacada Main Street and the Estacada community. It should be available in a simple folder/package for a proposed business seeking a location or for pitching a proposed location to a business. Use existing websites to promote sales info Update the City and Chamber websites with the Market Analysis and Target Business list and eventually a property database, information on business/developer incentives and related. Add a blog and RSS feed to website which will help drive businesses to the website and track information. Report on the blog regarding downtown developments. Also add a sign-up for news. Marketing Marketing is all about creating awareness of the opportunity. The goal is to have consistent, frequent and meaningful messages to the target audience that demonstrate why they should consider a location. Estacada Downtown Market Study & Business Development Plan Business Development Plan 25

28 Lists the first step is to create and maintain a target list. The list should include all existing businesses (who may have opportunity to expand) and all target businesses. Create the database list using the following sources and information gathering tactics: Existing businesses in the Estacada area. Clackamas County has already prepared this data base for downtown Estacada and beyond. Existing businesses in the retail market area and beyond that could consider a location in downtown Estacada. Often adding a new location for a small, existing, well known, successful business, is the best way for the business to expand. Guerilla tactics include searching other successful downtowns for unique stores that fit Estacada, best to stay within an hour or so drive so owners can check on the store. Real Estate Brokers build relationship so brokers trust sharing their information and knowledge of potential business leads. When properties for key sites/locations become available first work with local brokers to determine best method and source for developing marketing list. Electronic postcards or hard copy postcards with a good list, messaging can be easy by using electronic postcards. Keep messages short, simple and newsworthy push them to website for more information. Electronic services such as Vertical Response, are excellent resources or an post card program can be easily designed and implemented by firms experienced in campaigns. Launch the marketing campaign Once the property database is uploaded; use this as opportunity to launch the marketing efforts. If the list has not been confirmed for distribution, launch with hard copy postcards, 6 x 9. Postcard templates can be printed at a low cost using same image as folder, leaving back side blank to add specific messages for each mailing. First postcard announces the downtown Estacada database and drives contacts to website for sign-up of news or market prospectus. General Campaigns postcards send messages of new developments, events, new market information, new property available. Targeted Campaigns Further mailings can focus on specific targets. Select 2-3 target clusters, such as restaurants, home furnishings, based on available properties and those businesses most desired by the community. Create a 3-4 piece series of postcards promoting the desire for this type of business that is missing in the retail mix, the property, some market data, and assistance available. Note: These campaigns should only be implemented when there is a property match or potential of property match coming on the market. Estacada Downtown Market Study & Business Development Plan Business Development Plan 26

29 Sales Sales is the personal, one-on-one follow-up to marketing and cold calling. Use the flyer or sales packet as a speaking piece and leave-behind. Canvass existing, recognized businesses in the greater Estacada area to determine their potential interest in relocating or an additional location. Second, if there is interest find out facility size, configuration and any specific requirements they might have. Put them on mailing list/database for follow-up. The meeting should determine interest, specific needs and timeline. Canvass unique businesses in Clackamas County and surrounding close-in areas regarding an additional location. Targeted Sales Focus on the 2-3 targets selected for target marketing campaigns. After the mailing series begin to schedule meetings with companies on the target list. Customize packets for target presentation, i.e., grocery, drug stores, apparel, etc. Personalize each packet with information that demonstrates the business would be successful in the downtown location market data, property sheets. Implement a Sample Specialty Retail campaign such as the one outlined in the Appendix H. Innovative Approaches Rural communities can be extremely creative in encouraging entrepreneurs and developing successful local start-up companies through mentorship and technical support. Two popular concepts, Enterprise Facilitation and Economic Gardening, are based upon the thinking that the best chances for growth are by seeding and supporting local entrepreneurs, youth included. See Appendix I for examples of two rural Oregon communities that have successfully used this economic development approach: Enterprise and Baker City. Another out of the box initiative was recently employed by the City of Independence when they created a youth retail incubator on Main Street focused on Bed and Bath products. See the agreement outlined for this program in Appendix J. IMPLEMENTING THE PLAN Implementation of the downtown retail business development plan is dependent upon a commitment to downtown as a priority economic development goal, an organized, proactive local business development team, and management by one or more qualified staff with strong sales and marketing skills. Estacada Downtown Market Study & Business Development Plan Business Development Plan 27

30 Successful downtown business development programs for small towns and large cities alike have the following key organizational elements in common: Public-private partnership where goals, responsibilities, commitment and funding are shared through a unified game plan and common vision. A clear delivery system for ongoing market education, target marketing and sales. Among the stakeholders involved are the City, Chamber, developers, established businesses, residents, lenders, entrepreneurs, schools and major employers. The Estacada Main Street Program is organizing with most of these constituents involved. Keep the net cast wide in the process of ongoing recruitment of key influencers to focus on downtown s success. The capacity to follow-through on work plans is well established. The most creative marketing and sales efforts will not succeed without continuous follow-through and systematic adjustment to the market and business targets, which are in constant motion. Estacada Downtown Market Study & Business Development Plan Business Development Plan 28

31 Appendix A: Market Area Demographic Data POPULATION & HOUSEHOLD GROWTH City of Estacada, Estacada Market Area, Clackamas County & State of Oregon Geographic Area Avg. Ann. Change Avg. Ann. Change Number Percent 2013 Number Percent (Estimate) (Forecast) City of Estacada Population 2,371 2, % 2, % Households % 1, % Avg. Household Size Estacada Market Area Population 16,037 17, % 18, % Households 5,696 6, % 6, % Avg. Household Size Clackamas County Population 338, ,043 5, % 412,910 6, % Households 128, ,554 1, % 154,344 2, % Avg. Household Size State of Oregon Population 3,421,399 3,814,725 49, % 4,105,010 58, % Households 1,333,723 1,484,798 18, % 1,598,922 22, % Avg. Household Size Average Annual Population Growth Rates, % 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% City of Estacada Estacada Market Area Clackamas County State of Oregon Avg. Ann. Change Avg. Ann. Change Source: Portland State University Populatoin Research Center; ESRI BIS; Oregon Office of Economic Analysis Estacada Downtown Market Study & Business Development Plan Appendix A 29

32 HOUSEHOLD INCOME City of Estacada, Estacada Market Area, Clackamas County & Oregon 2008 Income City of Estacada Clackamas State of Estacada Market Area County Oregon Less than $15, % 7.0% 6.1% 10.6% $15,000 - $24, % 8.2% 6.4% 9.7% $25,000 - $34, % 8.2% 7.4% 10.3% $35,000 - $49, % 14.3% 13.4% 15.6% $50,000 - $74, % 26.3% 22.5% 22.0% $75,000 - $99, % 13.9% 14.2% 15.4% $100,000 - $149, % 17.0% 18.3% 10.0% $150,000 - $199, % 3.1% 5.8% 3.1% $200,000 or More 1.5% 2.0% 5.9% 3.3% Total 973 6, ,554 1,484,798 Median Household Income $52,575 $61,044 $67,406 $53,474 30% Household Income Distribution, % 20% 15% 10% 5% 0% Less than $15,000 $15,000 - $24,999 $25,000 - $34,999 $35,000 - $49,999 $50,000 - $74,999 $75,000 - $99,999 $100,000 - $149,999 $150,000 - $199,999 $200,000 or More City of Estacada Clackamas County Estacada Market Area State of Oregon Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Appendix A 30

33 POPULATION BY AGE City of Estacada, Estacada Market Area, Clackamas County & Oregon 2008 Age Category City of Estacada Clackamas State of Estacada Market Area County Oregon Under 5 7.2% 5.3% 6.3% 6.5% % 12.2% 13.0% 12.4% % 7.8% 6.8% 6.8% % 5.7% 6.0% 7.0% % 10.3% 12.0% 13.4% % 13.3% 13.6% 13.4% % 18.1% 16.6% 15.0% % 15.2% 13.5% 12.4% % 7.4% 6.4% 6.6% % 3.4% 3.9% 4.4% % 1.3% 1.9% 2.1% Total 2,744 17, ,043 3,814,725 Median Age % Age Distribution of the Population, % 10% 5% 0% Under City of Estacada Clackamas County Estacada Market Area State of Oregon Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Appendix A 31

34 RACIAL & ETHNIC COMPOSITION City of Estacada, Estacada Market Area, Clackamas County & Oregon 2008 Race/Ethnicity City of Estacada Clackamas State of Estacada Market Area County Oregon White Alone 82.0% 90.1% 89.4% 84.1% Black Alone 0.1% 0.6% 0.7% 1.7% American Indian Alone 1.2% 1.0% 0.7% 1.3% Asian/Pacific Islander 1.9% 0.9% 3.4% 3.9% Some Other Race Alone 12.4% 4.6% 3.1% 5.7% Two or More Races 2.4% 2.8% 2.7% 3.3% Hispanic Origin (any race) 16.9% 7.9% 6.8% 10.8% Total 2,744 17, ,043 3,814, % Racial/Ethnic Composition, % 80% 70% 60% 50% 40% 30% 20% 10% 0% White Alone Black Alone American Indian Alone Asian/Pacific Islander Some Other Race Alone Two or More Races Hispanic Origin (any race) City of Estacada Clackamas County Estacada Market Area State of Oregon Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Appendix A 32

35 Community Tapestry Segments Recognizing that people who share the same demographic characteristics may have widely divergent interests and shopping preferences, Community Tapestry data (developed by ESRI Business Information Solutions) categorizes neighborhoods throughout the nation into 65 consumer groups or market segments. Neighborhoods are geographically defined by census blocks, which are analyzed and sorted by a variety of demographic and socioeconomic characteristics as well as other determinants of consumer behavior. Market area households have been grouped into Tapestry market segments. The market segments within the Estacada Market Area are identified and summarized in the chart on the following page. While the characteristics of each market segment vary, households within the Market Area tend to be family households consisting of married couples with or without children. Homeownership predominates and home improvement and lawn and garden projects are popular. Incomes range Main Street, USA and Salt of the Earth segments have median incomes comparable to the national median. Other segments Green Acres and Exurbanites have incomes above the national median and the Rooted Rural segment has a median considerably below the national level. Top market segments include Green Acres, Main Street, USA, In Style and Exurbanites. Estacada Downtown Market Study & Business Development Plan Appendix A 33

36 TAPESTRY MARKET SEGMENTS Estacada Market Area 2008 Market Segment % of Hhold Median Median Consumer Preferences & Hholds Type Age Income Purchases Blue collar families w/ children 6-17 living in pastoral 1 Green Acres 45.2% Married couples 41 $63,922 settings. These do-it-yourselfers are not afraid to tackle home improvement projects and enjoy watching football and NASCAR and going hunting and hiking. 2 Main Street, USA 19.4% Family Mix 37 $55,144 These fairly well-educated consumers tend to purchase software, savings certificates, home improvement iterms and prescription medication. Civic-minded, they often attend public meetings and work as volunteers. Empty nester couples who spend time working in their 3 Exurbanites 13.4% Married couples 45 $88,195 garden or decorating their homes. Enjoy domestic wine, attending the theater and outdoor activities such as boating and hiking. These households are typically made up of do-it- 4 Rooted Rural 11.0% Married Couples 42 $37,509 yourselfers who enjoy working on their homes and cars. Favorite pastimes include attending country music performances, reading hunting and fishing magazines and shopping by mail, phone or online. Families with a rural or small town lifestyle who take on 5 Salt of the Earth 5.6% Married couples 41 $50,538 small home projects and vehicle maintenance. They frequently own a truck, motorcycle and two or more pets. Leisure activities include hunting and fishing. These families reside in rural locations, with nearly 30% 6 Midland Crowd 5.1% Married couples 37 $49,748 living in mobile homes. They are do-it-yourselfers who may own 3 vehicles and enjoy watching TV, hunting, fishing and pets. Enjoy simple life and consumer tastes describe these 7 Rural Resort Dwellers 0.3% Married couples 47 $47,311 residents. Own domestic 4-wheel drive trucks. Lifestyle includes baking and home cooked meals, as well as participation in local civic issues. They go hunting, fishing and listen to country music. Total Households 100.0% Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Appendix A 34

37 Appendix B: Retail Demand Analysis Supplemental Charts SUMMARY OF MERCHANDISE AND SERVICE CATEGORIES Merchandise/Service Category Apparel Home Furnishings Home Improvement Misc. Specialty Retail Groceries Restaurants Entertainment Personal Services Types of Goods/Services Women's Apparel, Men's Apparel, Children's, Footwear, Watches & Jewelry Furniture, Floor Coverings, Major and Small Appliances, Household Textiles, Floor Coverings, PC Software and Hardware, Housewares, Dinnerware, Telephones Maintenance and Remodeling Materials, Lawn & Garden Pet Care, Books & Periodicals, Sporting Equipment, Toys & Hobbies, Video Cassettes & Games, TV/VCR/Cameras, Audio Equipment, Luggage, Eyeglasses Food at Home, Nonalcoholic Beverages at Home, Alcoholic Beverages, Smoking Products Food Away From Home, Alcoholic Beverages Admission to Movie/Theater/Opera/Ballet, Recreational Lessons, Participation in Clubs Shoe Repair, Video Rental, Laundry & Dry Cleaning, Alterations, Clothing Rental & Storage, Watch & Jewelry Repair, Photo Processing & Supplies, Child Care Source: ESRI BIS Estacada Downtown Market Study & Business Development Plan Appendix B 35

38 TYPICAL SIZE OF SELECTED BUSINESSES Merchandise or Service Category/Business Median National Local Chain Independent Specialty Retail Appliances 5,956 6,292 5,911 ~ Art Gallery 1,802 ~ 1,802 1,907 Arts/Crafts Supplies 8,928 20,957 ~ 3,070 Beauty Supplies 1,807 1,634 2,450 1,829 Bike Shop 3,440 ~ ~ 2,596 Bookstore 10,093 23,000 9,990 2,740 Cameras 2,000 2,000 ~ ~ Children's Wear 3,913 4,879 3,054 2,105 Family Shoe Store 4,000 4,113 5,100 2,460 Family Wear 8,000 8,500 3,474 5,132 Gift/Cards 4,200 4,900 3,780 1,653 Hardware 13,200 13,900 ~ ~ Home Accessories 7,595 10,215 5,365 2,462 Jewelry 1,500 1,610 1,968 1,200 Luggage 2,500 2,499 ~ ~ Men's Clothing Store 3,500 4,319 3,065 2,750 Pet Supplies 7,995 17,600 3,201 3,200 Record/Tapes 4,464 6,178 ~ 2,017 Sporting Goods 8,465 22,000 4,980 2,995 Toys 7,855 12,000 ~ 3,344 Women's Ready to Wear 4,400 4,503 3,960 2,145 Convenience Drugstore/Pharmacy 10,920 10,860 16,668 4,977 Supermarket 50,420 49,071 51,495 23,300 Bakery 1,990 4,000 ~ 1,700 Gourmet Grocery 18,000 ~ ~ ~ Wine/Liquor 3,440 ~ 6,237 2,920 Personal Services Day Spa 2,875 ~ 2,563 3,060 Women's Hair Salon 1,400 1,450 1,250 1,361 Nail Salon 1,200 ~ 1,200 1,200 Picture Framing 1,600 1,703 ~ 1,588 Health Club 10,249 9,548 5,508 10,249 Mail/Packaging/Photocopying 1,278 1,240 ~ 1,236 Tailor/Alteration 950 ~ 900 1,035 Video Rental 6,000 6,333 4,240 4,733 Shoe Repair 855 ~ ~ 795 Drycleaners 1,800 ~ 1,800 1,649 Film Processing 1,252 1,600 1,304 1,150 Day Care 4,000 ~ ~ 3,901 Laundry 2,114 ~ 2,150 1,955 Restaurants Restaurant with Liquor 5,204 6,669 5,600 3,362 Restaurant without Liquor 3,581 6,500 3,025 2,625 Bar/Cocktail Lounge 3,821 ~ ~ 3,821 Ice Cream Parlor 1,137 1,144 1,137 1,116 Coffee/Tea 1,578 1,650 1,624 1,400 Entertainment Cinema 35,022 37,161 35,022 21,250 Source: Urban Land Institute, "Dollars and Cents of Shopping Centers" Estacada Downtown Market Study & Business Development Plan Appendix B 36

39 Appendix C: Shopper Survey Results Section 1: Shopping Habits 1. Where do you do most of your non-grocery shopping (e.g., apparel, home furnishings, sporting goods, etc.)? (99 respondents) Almost 30% (29 respondents) shop in Sandy, and another 28% (28 respondents) shop in the Clackamas Town Center. About seven percent (7.1%) do most of their shopping in Estacada. Of the 39 respondents who checked other, popular responses include Clackamas, other than downtown (12) and Gresham (20). Estacada Clackamas Town Center Oregon City Portland Sandy Internet and/or mail order Other Number of Responses 2. What are the primary reasons for shopping where you do? (Please select your top 3 reasons). (99 respondents) The most common reasons motivating shopping location are selection, selected by 77% of respondents, and price, selected by 66% of respondents. Other popular factors behind shopping location include convenience (30%) and quality (27%). Convenience Familiarity Loyalty Price Quality Selection Service Other Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 37

40 Section 2: Shopping Needs in Estacada 3. What types of SPECIALTY MERCHANDISE do you think we are missing or need more of in Estacada? (Check all that apply.) (89 respondents) Sporting goods and Electronics were chosen by 54% each by respondents (48 respondents each). Other top specialty merchandise shopping needs in Estacada include music and CDs (44%), computers & accessories (36%), arts & crafts supplies (29%), pet supplies (30%), electronics (25%), and books (27%). Antiques Art & Craft Supplies Beauty Supplies Books Cameras & Supplies Crafts/Handmade Items Computers & Accessories Art Galleries Auto Supplies Gifts & Cards Luggage Pet Supplies Sporting Goods Fabric/Sewing/Yarn Electronics Music & CDs Consignment/Used Toys & Hobbies Other Number of Responses 4. What kinds of HOUSEHOLD FURNISHINGS do you think we are missing or need more of in Estacada? (Check all that apply.) (78 respondents) Seventy-two percent (72%) of respondents checked linens & towels as missing or lacking in Estacada, followed by appliances (65%), and furniture (64%). Furniture Appliances Linens & Towels Garden Supplies Lighting Other Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 38

41 5. What kind of APPAREL do you think we are missing or need more of in Estacada? (Check all that apply.) (84 respondents) Women's Casual Women's Business Women's Specialty Men's Casual Men's Business Men's Specialty Children & Infants Teen/Young Adult Shoes Jewelry Other Shoes are the number one apparel item listed by respondents as missing or lacking in Estacada (74%). Other top responses include men s casual (69%), women s casual (64%), and apparel for teens/young adults (52%). Additionally, 46% of respondents selected children & infants apparel Number of Responses 6. What kinds of CONVENIENCE MERCHANDISE do you think we are missing or need more of in Estacada? (Check all that apply.) (73 respondents) Groceries top this list, with 77% of respondents selecting it as missing or lacking in Estacada. Almost 40% of respondents identified a bakery as missing/lacking and 28 respondents (38%) specified the need for building supplies. Bakery Groceries Pharmacy Hardware Building Supplies Other Number of Responses 7. Some of the above merchandise may be available locally. Please explain why you may not be buying these products in Estacada if you are aware of them. (69 respondents) The reason most frequently cited reason for not shopping in Estacada is a lack of selection and very high prices. Other responses included a lack of grocery stores and bakeries, and often a limited quantity of goods. Estacada Downtown Market Study & Business Development Plan Appendix C 39

42 Section 3: Services in Estacada 8. What kinds of LEISURE/ENTERTAINMENT services do you think we are missing or need more of in Estacada? (Check all that apply.) (81 respondents) The most popular type of leisure/entertainment service need in Estacada is restaurants (49% of respondents). Indoor recreation followed and was selected by 42% of respondents. Thirty-six percent (36%) of respondents selected exercise studio/gym. Fifty-eight percent (58%) of respondents selected other. Top responses in this category were bowling alleys (17 respondents), movie theater (15 respondents), skate park (4 respondents) and pool (4 respondents). Restaurants Exercise Studio/Gym Live Theater Art Galleries Concerts/Live Music Outdoor Recreation Indoor Recreation Other Number of Responses 9. What kinds of GENERAL SERVICES do you think we are missing or need more of in Estacada? (Check all that apply.) (59 respondents) The most frequently selected type of general service is appliance repair (48%), followed by computer repair (46%) and computer training (29%). Day care was selected by 29% of respondents followed by pack & mail services (11 respondents). Appliance Repair Computer Repair Computer Day Care Pack & Mail Video/DVD Rental 1-Hr Photo Other Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 40

43 10. What kinds of PERSONAL SERVICES do you think we are missing or need more of in Estacada? (Check all that apply.) (59 respondents) Of the 59 respondents that answered this question, 72% (43 respondents) selected dry cleaning/laundry services and 42% (25 respondents) selected tailoring/alterations. Thirty-six percent (21 respondents) selected day spa. 11. In your opinion, what types of RESTAURANTS AND CUISINES do you think we are missing or need more of in Estacada? (Check all that apply.) (85 respondents) The most popular restaurants and cuisines identified as lacking in Estacada are fast food (49%), a steakhouse/grille (49%), and family restaurants (49%). Other popular choices are a healthy/natural (46%), fine dining (35%) and seafood (37%). Forty percent (19%) of respondents selected other and identified a lack of Italian, Japanese and Thai restaurants. Bakery Family Coffee House Dessert Bar Fast Food Seafood Healthy/Natural Deli Steakhouse/Grille Dinner Theater Fine Dining Wine Bar Tea Room Ethnic Cuisines Other Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 41

44 12. What HEALTH SERVICES do you think we are missing or need more of in Estacada? (Check all that apply.) (59 respondents) The top health service selected by respondents was general health care (73% of respondents). Other top choices include vision care (31%) and for those who marked other (32%) most identified a lack of urgent care or emergency clinics. Chiropractic Dental Homeopathic/Naturopathic Hospice Vision Care General Health Care Other Number of Responses 13. Some of these services may be available locally. Please explain why you may or may not choose Estacada providers, if you are aware of their services. (35 respondents) The number one reason for not using local service providers is they do not accept their insurance carriers, and that doctors are not accepting new patients. 14. What are the best times for you to shop during the week (Monday to Friday)? (91 respondents) Sixty percent (60%) of respondents said after 5:00 p.m. is the best time for them to shop during the week. Forty percent (40%) of respondents said 8:30 a.m. to 5:00 p.m. is the best time for them to shop during the week. 15. What are the best times for you to shop on the weekend? (92 respondents) The most popular shopping time was Saturday afternoon, selected by 47% of respondents (43 respondents). Another 25% (23 respondents) selected Saturday morning as the best time to shop on the weekend. Twenty percent (18 respondents) selected Sunday afternoon. Estacada Downtown Market Study & Business Development Plan Appendix C 42

45 Section 4: Shopping and Doing Business in Downtown Estacada 16. What types of merchandise or services do you currently purchase in downtown? (59 respondents) The most popular merchandise purchased in downtown Estacada is hardware and emergency groceries. The local grocery store, Thriftway, is often cited as too expensive, and thus for emergency use only. Other top responses include art (such as Artsmith), pharmacy, video rental and gas. 17. Currently, what are the major ADVANTAGES of shopping or doing personal errands in downtown? (Please check the top 3.) (87 respondents) The biggest advantage to shopping or doing personal errands in downtown is the convenient location, which was selected by 87% of respondents. Other top reasons include its support local businesses (68% of respondents), less traffic & crowds (69%), friendly service (52%) and that you know the storeowner or employees (40%). Convenient location Fair prices Friendly service Easy to find parking Support local businesses Less traffic & crowds Within walking distance Selection of goods/services Know the store owner or employees Other Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 43

46 18. Currently, what are the major DISADVANTAGES of shopping or doing personal errands in downtown? (Please check the top 3.) (84 respondents) Seventy-five percent (75%) of respondents selected high prices as a major disadvantage to shopping or doing errands in downtown. Other major disadvantages were poor selection of goods/services (73%), limited hours (57%), poor appearance (26%) and unfriendly/poor service (14%). Poor appearance Poor selection of goods/services High prices Lack of parking Limited hours Traffic Unfriendly/poor service Inconvenient location Other Number of Responses 19. What can downtown merchants do to improve their stores? (86 respondents) Improve appearance Improve customer service Promotions/advertise Improve public safety Lower prices/sales Expand store hours Improve selection Be friendlier Other The number one way downtown merchants can improve their stores is by improving selection, which was checked by 67% of respondents. Lower prices and more sales (63%), expanded store hours (51%) and be friendlier (45%) were other top ways for downtown merchants to improve their stores Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix C 44

47 Section 5: General Information 20. What identity or image would you like to see downtown Estacada develop for itself as a unique business, shopping and entertainment district? (53 respondents) I would really like to see Estacada enhance the look of its downtown shops to reflect the nature and beauty around us. Rustic, quaint décor and buildings would really fit into our area. Local artisan crafts and farms. Green energy. Still a small town feel, but more businesses and restaurants to attract visitors and add to the community. Clean, friendly, well maintained, welcoming of visitors and new comers, newly remodeled to look like a little village of olden days where business and building owners take great pride in their appearance, their services and their community. Friendly! Stop with all the signs. No soliciting, no restrooms, no checks, no no no = no shopping. 21. Please check your age. (86 respondents) The highest share of respondents (33%) are in the 45 to 54 year age category. Nineteen percent (19%) of respondents are in the 25 to 34 age category and 19% are in the 35 to 44 age category. 14 to to to to to to to or over 22. Please tell us your home zip code. (85 respondents) Number of Responses Ninety-one percent (91%) of respondents live in the zip code. Four respondents (5%) live in the zip code and another 2% live in the zip code. One respondent lives in the zip code, and another one lives in the zip code. 23. Please share any other comments below. (42 respondents) There needs to be more entertainment and shopping for the younger generation. We need to have more to offer. I moved here in There were 3 grocery stores, a good clothing store, a theater, 2 auto dealerships and that was a 640 population? What happened!? I d love to see Estacada enhanced, without leaving the small Mayberry feel behind. There is something to be said for how Bend or Sandy has grown up yet kept its small town feel. Really, I d just like to see a larger variety. Estacada Downtown Market Study & Business Development Plan Appendix C 45

48 Appendix D: Business Owner Survey Results Section 1: Background Information and Operations 1. What is the nature of your business? (22 respondents) The greatest number of business respondents are retail, services, and professional, all marked by 14%. Retail Restaurant Services Professional Other Number of Responses 2. Name up to 3 advantages or strengths you associate with doing business in Estacada. (20 respondents) The biggest advantage or strength to doing business in Estacada identified by respondents is its strong community, its people and the small town atmosphere. Other advantages are Estacada s customer base and community, its proximity to their homes, and a desire to support the local economy. A third advantage is less competition to their business. 3. Please share any disadvantages (if any) to doing business in Estacada. (19 respondents) The greatest disadvantage to doing business in Estacada is the lack of diversity and the small market. Other reasons cited were lack of visibility and distance for some residents, as well as a small population. Estacada Downtown Market Study & Business Development Plan Appendix D 46

49 4. How would you characterize your current business activity level (i.e., last 12 months of operation)? (21 respondents) More than half of respondent businesses identified their business activity level as fairly steady/holding our own (57%/12 respondents). Almost thirty percent (29%/6 respondents) grew moderately over the last year and 14% (3 respondents) saw a decline in business activity. Business is moderately growing, increasing Holding our own (same level of business, fairly steady) Declining business activity (fewer clients, fewer sales, less income) Number of Responses 5. Which description below best characterizes your plans to expand or reduce your operations in the next one to two years? (21 respondents) Plan to expand operations No plans to change Uncertain The largest share of respondents plans to expand operations over the next one to two years (38%/8 respondents) or no plans to change (38%/8 respondents). Twenty-four percent (24%/5 respondents) were uncertain about plans Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix D 47

50 6. Please check any type of investment or improvement you have made in your business in the last two years. (21 respondents) Over half of respondent businesses (57%/12 respondents) have expanded marketing/promotional activities in the last two years. Other popular investments/improvements made in the last two years include: new/expanded products, services or inventory (52%), physical improvements (52%), and new/additional employees (33%). Physical improvements (store design/layout, interior/exterior remodeling) Systems improvements New/expanded marketing/promotional activities New/additional employees New/expanded products, services, inventory None Other Number of Responses 7. Please provide the total estimated dollar value for the investments/improvements checked in Question 6. (17 respondents) Of the 17 respondents, 6 made improvements valued under $10,000 and 3 made improvements valued from $10,000 to $49,999. Three respondents made improvements valued from $50,000 to $249,999 and 3 made improvements valued from $1,000,000 or more. Under $10,000 $10,000 to $49,999 $50,000 to $99,999 $100,000 to $249,999 $250,000 to $1,000, Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix D 48

51 8. Please check any type of investment or improvement you plan on making in the next one to two years. (20 respondents) Half of the respondents (50%/10 businesses) plan to have new/expanded products, services, or inventory. Fifty-five percent of respondents (55%) plan physical improvements. Forty percent (40%) plan systems improvements. Physical improvements (store design/layout, interior/exterior remodeling) Systems improvements New/expanded marketing/promotional activities New/additional employees New/expanded products, services, inventory None Other Number of Responses 9. What are the top issues or obstacles facing your business today? (List up to 3.) (21 respondents) The top issue facing businesses is the weakening economy. Other obstacles include the proposed changes on highway 224, rising costs, and a lack of growth in the community. 10. To keep your business healthy and competitive, which of the following types of information or assistance are important to your company s growth? (Please check all that apply.) (20 respondents) Other Computer/technology assistance Property and façade improvements Business management training Assistance with loan preparation Using the Internet for e-commerce Business planning and cash flow Marketing/advertising programs Market identification Employee hiring/skills training Business expansion/relocation information The most popular response was information or assistance with marketing/advertising programs, identified by 60% of respondents (12). Other popular responses included market identification (40%/8 respondents) and business planning and cash flow (35%/7 respondents) Number of Responses Estacada Downtown Market Study & Business Development Plan Appendix D 49

52 11. Are you interested in participating in a cooperative business marketing effort to attract customers to downtown Estacada or to encourage residents to shop locally? (18 respondents) Fifty-six percent (56%) of respondents are interested in participating in a cooperative marketing effort to attract customers and 44% are not. 12. If you answered yes, please tell us your name and phone number. All names and numbers provided will be separate from other survey responses. (21 responses) N/A Section 2: The Future of Downtown Estacada & Business in Estacada 13. What identity or image would you like to see downtown Estacada develop for itself as a unique shopping district attractive to residents and visitors alike? (18 responses) A unique, historical, rural destination with progressive products and current/with the trends and merchandise at a reasonable price. Locally-owned, quality goods and services, fair pricing. Emphasis on outdoor recreation associated with Clackamas River. 14. What types of businesses would you like to see downtown Estacada attract or grow to improve its business mix? (17 respondents) Top responses included a better grocery store (less expensive), outdoor store, and professional services. 15. Are there products or services that your business currently purchases out of town that you would purchase in town if they were available? (19 respondents) Fifty-three percent (10 businesses) reported that there are products or services they would purchase in town if they were available and the rest (9 businesses) reported that there are not. 16. If you answered yes, please name them and explain your responses. (11 responses) The top response was clothing such as men s clothing, shoes and outdoors. In addition, electronics and groceries were mentioned. Estacada Downtown Market Study & Business Development Plan Appendix D 50

53 17. In your opinion, what could local businesses do to attract more local residents who are currently shopping in other areas? (18 responses) The majority of respondents cited improving selection and pricing. Other ideas include a city slogan, marketing and advertising for activities, and cleaning up properties. 18. What could local businesses do to attract more visitors and other shoppers who live out of the area? (17 responses) Marketing and promotions seem to be the most popular ideas for attracting visitors. In addition, offering unique items, diversifying businesses, and holding themed days or festivals were ideas brought up by respondents. 19. Please provide us with the following information. Names, numbers and addresses will be separate from other survey responses, which will be used only in the aggregate. (18 respondents) N/A 20. Please share any other comments below. We need to build on restoration projects such as those which have taken place at the Mason Building and the Belly Dance place. Please do not block off access roads such as Main Street. What a great place to do business great place to live and work! We need to find a way to fix eyesores. Estacada Downtown Market Study & Business Development Plan Appendix D 51

54 Appendix E: Profiles of Downtown Success Sample Downtown Business Mix Restaurants Downtown Gresham Businesses Billiards N Bagels Serrano s M&M Restaurant & Lounge Boccelli s Restaurant Sugoy Teriyaki Main Street Ale House Bryant Station Sunny Han s Wok & Grill Musashi Japanese Rest. Café Delirium Gresham Inn Selma s Bagels & Deli Central Café India Oven Thai Orchard Restaurant The Elbo Room Jazzy Bagels Wall Street Pizza Gresham Farmer s Market Salons/Spas Alter Ego Salon DuBois Salon/Rainforest Spa Nails on 1 st & Hair 2 Body & Soul Day Spa Hair by the Fountain Pazazz Salon & Boutique Brilliance Salon & Spa The Mob Shop Salon Ambiance Specialty Shops/Services Accents of Elegance Allegri Wine Shop Pup Scrub Pet Wash Amiton Furniture Bricker Brac Springwater Jewelers Dakota Book Exchange Elegantly Funky Stillwater s Christian Bookstore Exclusive Pet Food Feathered Nest The Twisted Vine Free Living Gattozzi s William & Sons Jewelers Glass Butterfly Gold Art Second Options Gresham Village Florist Gromshop Stamp Connection Healthy Alternatives La Estrella Furniture Super Seams Alterations Lil Britches The Mystic Pony Toy Bear, Ltd. Oregon Paint Ball Present Tense Restaurants Downtown McMinnville Businesses Bistro Maison Harvest Fresh Grocery/Deli Primrose Tea Room Cornerstone Coffee Roasters Honest Chocolates Red Fox Bakery Cuvee Restaurant K&F at Union Block Coffee Sage Restaurant Dutch Brothers Coffee La Rambla Restaurant Serendipity Ice Cream Geraldi s Italian Eating Place Luigi s Daughter Thai Country Restaurant Golden Valley Brewery/Rest. Nick s Italian Café Trask Resaurant Haagenson s Catering & BBQ Orchards Bistro Wildwood Café Estacada Downtown Market Study & Business Development Plan Appendix E 52

55 Wine Cellars/Wineries Downtown McMinnville Businesses (continued) Anthony Dell Cellars NW Wine Bar Stoller Vineyards Art of the Vine, Inc. Panther Creek Cellars Walnut City Wineworks Cuerno Cellars R. Stuart & Company Youngberg Hill Vineyards & Inn The Eyrie Vineyards Salons/Spas Escape & Get Away Message Sense of Style Twist Salon Outer Visions Skin Sensations Urbanbliss Salon & Spa Rhapsody A Salon in the City Studio L Specialty Shops/Services Accessory Appeal Hopscotch Toys & Games Ranch Records Boersma s Sewing Center Jack of All Beads Red Berry Copy Cats La Bella Casa Rice Furniture & Appliances Country Garden Nursery Lowe s Shutterbug Currents Gallery Mac Prescription Shop Snap N Scrap Dowlen Artworks Mac Sports Solemates Footwear Dustpan Alley McMinnville Antique Gallery Third Street Books Eye of the Lady, Inc. The Merri Artist Time Stop Photography Found Objects Mes Amies Timmreck & McNicol Jewelers Granderson s Oregon Stationers TJ s Printing Habitat ReStore Pacific Frame & Gallery Tommy s Bicycle Shop Hawks World Gallery Pacific Reflex Signs Tutto Bella Hidden Treasures Gallery Poseyland Florist Valley Skate Surf Snow Entertainment/Clubs Crichter Studios Instep Music Mountain Warrior Kung Fu Evergreen Aviation Museum Masonic Hall Movietime Video Gallery Ballet McMenamins Hotel OR Union Lodge Gallery Theater Hotels McMinnville Grand Ballroom A Tuscan Estate B&B Red Lion Inn & Suites Steiger Haus B&B Baker Street Inn Estacada Downtown Market Study & Business Development Plan Appendix E 53

56 Restaurants Downtown Troutdale Businesses Ma-li Thai Stromboli s The Koffee Pot McMenamins Edgefield Tad s Chicken n Dumplins Troutdale General Store Rainbow s End Café Taste of Village Vicky s Country Secrets Antiques B. Frank Antiques Heaven Sent Antiques Troutdale Antique Mall Green Door Antiques Nostalgia Antiques Art Galleries Caswell Gallery & Studios Copper Leaf Yoshida s Fine Art Gallery Columbia River Gallery Gift and Specialty Gallery G Ambience Gardeners Holiday On the Wire Billiards Art, Ink, Letters Great Expressions Sandy River Cellers, Inc. Celebrate Me Home Jack s Snack n Tackle Simple Distractions Columbia River Jeweler Karate Straight to the Point II Columbia Winds Collectibles Malcom Outfitters Year Round Holiday Store Front Porch Originals Nitting Niche Attractions/Lodging Glenn Otto Park Lewis & Clark State Park Troutdale RR Depot Museum Harlow House Museum Brickhaven Bed & Breakfast McMenamins Edgefield Estacada Downtown Market Study & Business Development Plan Appendix E 54

57 Appendix F: Property Evaluation Worksheet So your downtown has a beautiful new streetscape. You ve got strong market opportunity, the great location, directional signage and the marketing package. Now, where are you going to locate all those great business prospects? The worksheet below is designed to help you think through what properties are really ready for business tenants and which need some minor or major work. VACANT PROPERTY ASSESSMENT Location of Property Size of Space Other Features Rate the following features of the property on a scale of 1 to 5, with 5 being Excellent and 1 being Poor. Physical Condition Physical Appearance Location Accessibility (pedestrian) Availability of Parking Visibility Relationship with & influence by neighbor businesses Owner attitude and involvement TOTAL SCORE (40 possible points) Draw Your Conclusions: Which vacant properties are most marketable? Are there inappropriate uses? Are there properties needing extensive remodeling or that should be subdivided for tenants? Are there properties that should be condemned? What are your top properties for leasing? What is the plan for working with the property owner to get properties ready to show? Source: Marketek, Inc. Estacada Downtown Market Study & Business Development Plan Appendix F 55

58 Appendix G: Sample Marketing Flyer Philomath Downtown Market Study & Business Development Plan Appendix G 56