dun laoghaire retail report

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“A Retail Renaissance” Dún Laoghaire Town Retail Strategy

Final Report


Dún Laoghaire town retail strategy – “A Retail Renaissance” 1.

5 point executive summary.

2.

10 priorities for Dun Laoghaire Retail. 1.

Focusing on the positives of Dun Laoghaire.

2.

Heeding the warning signs for Dun Laoghaire.

3.

Rebuilding of the retail mix.

4.

1.

Recognising the weaknesses of the current retail mix.

2.

Realising the potential of the new retail mix.

Developing Dun Laoghaire’s retail geography 1.

5.

Creating the “retail quarters” 1.

George's Street Upper – “Edwardian Quarter”

2.

George's Street Lower – “Artisan Quarter”

3.

Central “Commercial Quarter”

Introducing a leisure retail offer 4.

The “Harbour Quarter”

6.

Stimulating cooperation between retail stakeholders

7.

Creating “destination snowball” publicity

8.

Managing the “hype” over parking

9.

Harnessing events as the “lifeblood for increased footfall”

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4 12 14 16 19 29 47 50 55 64 66 68 87 88 91 93 94 97 101


Dún Laoghaire town retail strategy – “A Retail Renaissance” 3.

104

5 point action plan 1.

Create the “Retail Steering Committee.”

2.

Develop the “Retail Marketing Document.”

3.

Implement “Quick-wins”

4.

Drive forward “Medium-term gains”

5.

Initiate “long-term goals”

4.

Retail Audit – Full report

5.

Appendix

111

Tunbridge Wells Benchmark Background

Gunwharf Quays Benchmark Background

Dun Laoghaire Interviewees

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1). 5 point executive summary “A Retail Renaissance” Dún Laoghaire Town Retail Strategy


5 point executive summary 1

Footfall is the key to unlocking the retail potential of Dun Laoghaire a

The improvement and profitability of the Dun Laoghaire Retail offer depends on the creation of a virtuous cycle between improving the footfall to the town and improving the retail offer to serve these new customers which in turn will drive more new footfall

b

The current retail offer does not have the credibility or critical mass to be a destination in itself and to generate this improved footfall. It lacks credible national and international multiples/brands and local destination retailers, has an imbalance with too little fashion for women and family, too little home and too many “occasional� retailers. There is a poor level of retail professionalism amongst the existing retailer base.

c

Increased footfall will not be organic. There is very limited potential for an increase in the population of the town in the short-term due to the current economic situation in DL and Ireland generally, the limited new work opportunities created in the town and the problems and obstacles to new housing developments. It would require a significant and unlikely shift to reverse the current trend of falling population.

d

Therefore improved footfall must be generated initially through the re-selling of the town to the local, regional, national and international visitor, as a destination for social and leisure, particularly marine leisure, using the impressive harbour development plans, events programme and the equally impressive re-branding of the town.

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5 point executive summary 1

Footfall is the key to unlocking the retail potential of Dun Laoghaire (cont.) e

Positive communication to the local area, particularly the wealthier and more older customer base is also important to bring-back the sizeable group of “lost” customers

e

The success of the Dun Laoghaire retail offer depends on its ability to attract & retain the towns population itself, and the residents of local and neighbouring towns

f

The priority order of targets for new visitors and customers must be…

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1.

DL town

2.

Local

3.

Regional

4.

National

5.

International

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5 point executive summary 2

The “renaissance” of the Dun Laoghaire retail offer a.

The significant development programmes and plans for the town, and critically the promise of increased footfall need to be used as the tool to attract new and recognised retailers into the town.

b.

A steering group drawn from the council, DLBA, shopping centres, DEB must draw up a shopping list of desired retailers, and product sectors, and then actively “court” these retailers to the town.

c.

Retailers must be approached as groups rather than individual retailers to increase the power of the proposition and the reassurance to retailers of real improvements in footfall, and the status of Dun Laoghaire.

d.

It is important to divide the town into “retail quarters” to be populated with the appropriate new and existing retailers. To create “secondary destinations” in the town.

e.

The commercial centre of the town needs more concentration of fashion, whereas the more character quarters need to develop their character through more home based retailers with a daytime and evening “café” culture.

f.

The retail “quarters” need to be communicated with signage and street furniture as well as a programme of store front refreshment appropriate to each quarter

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5 point executive summary 2

The “renaissance” of the Dun Laoghaire retail offer (cont.) g.

The main issue is not the “quantity of retail space” but the quality of the retail offer

h.

Priorities are to attract more recognised chains, particularly in clothing/fashion/home, operating from 200sqm upwards, and to turn more “independents into local destinations”

i.

To facilitate this the current lack of medium and large units in the DL Shopping Centre and central commercial area above 150 sqm needs to be addressed.

j.

The promise of new retailers must be “backed-up” with practical and visible “quickwin” actions to the existing retail offer and the retail environment of the town.

k.

A series of workshops need to be developed for existing retailers to improve core retail skills and to educate about good retailing practices, and the value of healthy competition. Turning “independents into local destinations”

l.

A “leisure” retail offer needs to be developed as part of the harbour development which complements the core retail offer of the town, but does not compete with it.

m.

A logical, but ultimate, option would be a brand outlet centre to act as a destination for the region & Dublin, and to serve tourists and potentially cruise ship passengers.

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5 point executive summary 3

The importance of prioritising actions a.

Actions must be prioritised and addressed in the correct order i.

improving the level of existing retail

ii.

attracting new retailers

iii.

developing leisure retail

b.

However, all three actions and certainly the first two actions should happen concurrently and immediately.

c.

Dun Laoghaire has a history of leaving behind its mistakes and moving on to new more exciting horizons. Now is the time to retrace some steps and make “the town retail work!” beginning with the DL Shopping Centre and George's Street

d.

This is why a “re-naissance” is required

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5 point executive summary 4

Throw-out the scapegoats a.

Dun Laoghaire also has a history of using “scapegoats” such as parking, town architecture and social issues as an excuse for poor retail.

b.

It needs to face the reality that it has a very poor retail offer, which is why it performs so badly.

c.

There is a lot of discussion regarding “pushing” the consumers to the retail offer, when in fact, and more importantly, it simply has no “pull!” to attract or keep its customer base.

d.

Scapegoats such as parking need to be controlled from a PR perspective, as much as a practical one - although increased footfall will require increased parking, with more imaginative pricing, and more sympathetic policing.

e.

Social issues surrounding the hostel and methadone clinic are real, and a relocation of the clinic to a less central location would be desirable. But again the perception is greater than the reality

f.

The external architecture of the DL shopping centre is not perfect but it is the retail assortment inside which is the heart of the problem

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5 point executive summary 5

Working together a

There has been a history of suspicion and non-communication between all the retail stakeholders of the town from the council, shopping centre owners, DLBA, DEB, retailers, landlords and the residents and customers.

b

The formation of the Retail Steering Committee is an essential first step, to sell and promote the renaissance of the town with one coordinated voice to the outside world, prospective retailers and customers.

c

The Council Communication department must work to communicate clearly and positively the benefits to everyone in the town, particularly through the local and national press.

d

Only together, will sufficient momentum be generated to create the “Destination Snowball” required to make Dun Laoghaire the “place to be” for commercial and leisure retail, and much more…

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2). 10 priorities for Dun Laoghaire retail

“A Retail Renaissance” Dún Laoghaire Town Retail Strategy


10 priorities for Dun Laoghaire Retail. 1.

Focusing on the positives of Dun Laoghaire.

2.

Heeding the warning signs for Dun Laoghaire.

3.

Rebuilding of the retail mix.

4.

1.

Recognising the weaknesses of the current retail mix.

2.

Realising the potential of the new retail mix.

Developing Dun Laoghaire’s retail geography 1.

5.

Creating the “retail quarters” 1.

George's Street Upper – “Edwardian Quarter”

2.

George's Street Lower – “Artisan Quarter”

3.

Central “Commercial Quarter”

Introducing a leisure retail offer 4.

The “Harbour Quarter”

6.

Stimulating cooperation between retail stakeholders

7.

Creating “destination snowball” publicity

8.

Managing the “hype” over parking

9.

Harnessing events as the “lifeblood for increased footfall”

10. Realising the “Retail Marketing Plan”

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1) “Focusing on the positives of Dun Laoghaire!” The Positives of Dun Laoghaire Dun Laoghaire has many positives. These must be celebrated and communicated to potential new retail stakeholders in the town 1

The location of DL between the mountains and the sea with its historic and spectacular harbour offers an excellent opportunity for the day, weekend and week visitor. It has one of the Top 5 harbours in the world!

2

There is an excellent all year events programme which should be celebrated and championed, and developed further as the “kick-start” to increase the perception of the town, and critically the footfall to the town, with the internationally recognised, and newly modified “Festival of Culture” as its “jewel” for the future.

3

The fabric of the town is excellent and certainly does not reflect a town in decline. The streets are clean, well maintained and free of graffiti and the council should be congratulated in its initiatives to make the town attractive such as the summer flower displays

4

There are plans for an exciting new harbour development, to develop the marine leisure opportunities, including retail leisure and potentially an outlet brand centre to complement the retail of the main town.

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1) “Focusing on the positives of Dun Laoghaire!” 5.

Exciting plans to develop the harbour to accommodate cruise ships, and super cruiseships visiting the West Coast of Ireland and Dublin

6

DL has an excellent new brand identity which should be used at every opportunity to show that DL is a town going somewhere, and to break free from the “Dreary Dun Laoghaire” banner.

7

DL has excellent transport connections, DART links to Dublin and the region, as well as fast bus connections to Dublin airport, and a large Irish population centre within easy travelling distance.

8

Whilst there is potential to attract a wide variety of visitors and footfall to the retail offer, the priority of customer groups for increased sales are:

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1

Residents of DL

2

Local area

3

County region & Dublin City

4

National

5

International

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2) “Heeding the warning signs for Dun Laoghaire!” The warning signs for Dun Laoghaire It is important to consider the future against a positive and optimistic back-drop and to recognise the real potential of increased footfall to the town and to its retail destinations, however there are substantial obstacles and warning signs… 1

It is important that DL town and its retailers do not see the cruise ships and their thousands of passengers and crew as a “knight in shining armour” coming to save the retail offer of the town. i.

2.

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When the cruise ship development matures it will have some limited and specific benefit to some areas of the retail offer, however its main benefit will be to reenforce the reputation of DL as a forward thinking renaissance town and the place to be for retailers, and shoppers today.

The issue of parking is largely a scapegoat for poor footfall, but whilst it is an issue that the public and the press focus on it should be addressed with imagination and sensitivity, or will continue to be another perceived reason not to visit the town. (see separate parking section)

Dún Laoghaire Town Retail Strategy

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2) “Heeding the warning signs for Dun Laoghaire!” 3.

Social behaviour is another issue where the reality is not nearly as bad as the perception but continues to deter visitors and shoppers coming to the town i.

The methadone clinic has attracted a halo of undesirables into the town, and its location should be continually raised with the authorities so that the centre is moved to a less sensitive and visible place.

4

The council is to be congratulated on enforcing the new legislation to outlaw begging in the street which has improved the situation and its policy for zero tolerance on antisocial behaviour

5

The burden of “rates” is becoming very heavy on the ever diminishing group of paying retail units. The council needs to be amenable and flexible to avoid the vicious spiral of less and less retailers paying more and more, and a collapse of the retail offer and the rates revenue.

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2) “Heeding the warning signs for Dun Laoghaire!” 6

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Much of the required “destination snowball” effect will need to be built initially on branding, marketing and PR i.

In time this snowball will become fuelled by the reality of new retailers and developments, but in the short-term it is very important that press and publicity generated from the town is positive.

ii.

DL is a “whipping boy” for bad press and the council communication department must work harder than ever, and capitalise on every opportunity to project a new, exciting DL image to both residents and visitors.

Dún Laoghaire Town Retail Strategy

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3) “Rebuilding the retail mix!” Of upmost urgency are “real actions” to improve the existing retail offer 1.

The non-performance of the existing retail offer is because of the weakness of the current assortment of shops – the retail mix

2.

Local competitor destinations such as Blackrock whilst having less stores have a substantially higher quality retail profile, and better balance of offer and are successful in taking customers from DL

3.

Extraordinary “neighbours” such as Dundrum cannot be competed against on a store by store basis, and highlight the intrinsic weakness of the retail offer of DL

4.

However Dundrum’s strength is based around the fashion sector and homogeneous retail brands. Where DL should compete is by offering a balance and complete assortment of stores, and a more unique retail experience, so that shoppers are primarily, not forced to go to Dundrum for everyday commodity retailing, and secondly, that they enjoy the retail experience and “character of DL”.

5.

Smaller neighbours such as Glasthule, Monkstown and Dalkey are successful because of high quality focused offers on specific and affluent customer groups, focused on relevant product categories relevant to that customer. For example Glasthule offers a substantially more complete offer of ladieswear in its limited number of stores, than does DL.

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3) “Rebuilding the retail mix!” “Quality needs to justify the quantity” 6.

DL currently has a high amount of retail space for the immediate population of the town

7.

Because of its low destination status we are seeing a contraction of the retail offer with a high number of vacant outlets

8.

To justify the space it has, it needs to attract to the town both town residents and importantly residents from the local area

9.

Therefore, an increased retail offer, with more destination status, attracting more customers could justify the existing space.

10.

But “Quality needs to justify the quantity” Quality means the quality of the retailing experience and expertise, not exclusively quality of product

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

Population at c.50,000 is twice the size but the demographic is similar •

Older, wealthier population with some areas of lower wealth

Main areas of employment are local council, hospitals and retail with relatively light industries

Significant tourist attraction with the Victorian Spa, Common and architectural heritage

Very long retail geography to the shape of the town similar to DL

Against this backdrop… •

Has developed itself as a local and regional destination for Retail

Has a excellent retail mix and balance of categories, and retailer types

Introduced a destination Shopping Centre, Royal Victoria Place in 1992

Has a number of successful independent “local destination” retailers

Clearly segments the retail geography into “quarters” or districts with local/visitor focus

Operates a fortnightly farmers market in the town centre

Runs a vibrant events programme in the town

Encouraged a vibrant “café” culture with daytime and evening cafes & restaurants

Impressive retail focus on-line – store directories/itineraries

Proud display of the importance of retail in the town

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

Royal Tunbridge Wells Strong focus on Retail

Long thing retail footprint through the town

Prime Destination Secondary Destinations

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3) “Rebuilding the retail mix!” Conclusion • DL is well served by the selling space it has in the town • In terms of an overall offer compared to Dundrum it should be able to compete • In terms of Blackrock, DL has the potential to be the dominant retail force

total sales area 100000 80000 60000 40000 20000 0

sqm

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Tunbridge Wells 84116

Dun Laoghaire 52475

Blackrock

Dundrum

18145

41930

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3) “Rebuilding the retail mix!”

total number of sales outlets 600 500 400 300 200 100 0 Tunbridge Wells no. outlets 524

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Dun Laoghaire 311

Blackrock

Dundrum

130

144

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Conclusion • In terms of the number of outlets DL is the dominant partner compared to both Blackrock and Dundrum • The potential as a destination is to offer a variety and breadth of retail experience that neither Blackrock or Dundrum can compete with


3) “Rebuilding the retail mix!”

retail space per head of urban population

2.5 2 1.5 1 0.5 0

sqm

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Tunbridge Wells 1.48

Dun Laoghaire

Blackrock

2.19

0.88

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Conclusion • Tunbridge Wells has a good benchmark ratio for a thriving retail orientated town – 1.5 sqm per head of population • DL has a higher than average retail space per head of population • Blackrock a significant low retail space per head • The relationship between the close adjacency of DL and Blackrock is clearly important


3) “Rebuilding the retail mix!”

retail space per head of urban population

2 1.5 1 0.5 0 Tunbridge Wells sqm

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1.48

Dun Laoghaire /Blackrock 1.58

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Conclusion • Taken as one retail offer the retail space per head for DL/Blackrock is a good benchmark • For DL to thrive as a retail offer with its current sqm of space it needs to attract customers from the town of DL itself and the surrounding towns including Blackrock • If DL fails to attract local shoppers into the town there will be an inevitable decline in the number of outlets and retail space • This effect can be seen already


3) “Rebuilding the retail mix!”

Destination Index: Total 2500 2000 1500 1000 500

Conclusion • The size of DL makes it more of a destination than Blackrock • Despite its larger size and outlet numbers it is less of a destination than Dundrum • It does however have the potential to compete in variety of retailer types and the range of retail experiences

0 Tunbridge Wells Rating score 2500

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Dun Laoghaire 757

Blackrock

Dundrum Stores are grouped and scored

439

1066

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Empty

0

Independent

1

Local destination/recognised

5

Multiple/retail specialist

10

Destination mixed offer

20


3) “Rebuilding the retail mix!”

Destination Index: Quality Index 8 7 6 5 4 3 2 1 0

Quality Index

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Tunbridg e Wells 4.8

Dun Laoghaire 2.4

Blackrock

Dundrum

3.4

7.4

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Conclusion • The quality of retail in DL undermines the dominant retail space and number of outlets •

The average “Quality” of the retail makes it less of a destination than smaller neighbours such as Blackrock

It needs to double its “Quality” index to that of Tunbridge Wells to compete with both local destinations such as Blackrock and regional/national destinations such as Dundrum


Retail spread of vacant outlets Vacant

Conclusion • DL is contracting due to many empty stores • It needs to attract more customers from the town and local competitor locations • It is the secondary destinations that are losing retailers • These need to be built up as a priority, particularly G ST Lower as an artisan and trendy area, and G St Upper as a boutique area • We need “quality to justify the quantity”

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Current geography: shrinking core and growing sea-front destination Prime Destination Secondary Destinations

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3) “Rebuilding the retail mix!” Weaknesses of the current DL retail mix: 1.

A serious deficit of national and international retailers to create destination status and satisfy the needs of the customer

2.

A lack of “professional” and “commercial” retailers to “raise the retail competence bar” of DL

3.

Old formats and poor maintenance of the outlets of those multiples present in DL such as A/Wear, New Look, Dunnes. DL seen as low priority within the portfolio. “It’s only Dun Laoghaire!”

4.

Lack of any logical or strategic grouping of the retail offer on George's Street and the town in general to focus on the different demographic customer profiles

5.

The complete lack of desirable product “brands” in the town to satisfy the needs of younger and more brand conscious consumers – from Superdry to Levis, from Apple to G-Star

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3) “Rebuilding the retail mix!” 6.

Low retail competence, discipline and professionalism of the local and independent retailers.

7.

Competencies such as range assortment, store layout, visual merchandising, promotions and marketing need to be improved across the board to the level of a few best practice examples in the town.

8.

There are a low number of local independent retailers that have moved on to be credible and desirable “local destinations”

9.

There is also a distinct lack of a “healthy” competitive environment and cooperation between retailers,

10.

It is important to change the current “all competitors are bad competitors” mentality

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Where to buy fashion brands in Dun Laoghaire? Top 100 UK Men's Clothing Brands - AW 2010 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Adidas Nike Levi Strauss & Co Fred Perry G-Star Raw Diesel Polo Ralph Lauren Boss Hugo Boss The North Face Jack & Jones All Saints Ted Baker Lacoste Superdry French Connection Firetrap Berghaus Fat Face Tommy Hilfiger Bench Armani Ben Sherman Gant Barbour Henleys

Top 50 UK Women's Clothing Brands - AW 2010 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Adidas Nike Coast All Saints French Connection The North Face Hobbs Phase Eight Reiss Karen Millen Ted Baker Fat Face Jaeger Berghaus Superdry Whistles Country Casuals Lipsy London Bench Levi Strauss & Co East Fenn Wright Manson Armani Jigsaw Puma

Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations Source: Brandmonitor VM-unleashed 17.05.11

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Conclusion • It is simply not possible to buy the vast majority of fashion brands in Dun Laoghaire •

These brands have a key role in creating destination status for a retail offer

As a priority as many of these brands as possible need to be introduced into the town

Multi-brand independents/local destinations

Single brand franchises and brand-owned stores


Retail offer by type of retailer: Dun Laoghaire

Dun Laoghaire: retailer groups empty

small independ't

multiple specialist

destinati'n leader

Conclusion • DL retail offer is dominated by small independent retailers

local destinat'n •

Of concern is the low number of small independents that have become local destinations

• •

20% of offer is empty Only 10% of offer are multiple specialists

2% 15%

8%

20%

55%

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% Retail Offer: Independents & Local Destinations Conclusion • The conversion of independents to local destinations has a large effect on overall location “pull” • TW is a benchmark for DL and Blackrock • This is particularly important in the absence of multiples

% retailers: Independents 70 60 50 40 30 20 10 0

%

Tunbridge Wells 40

Dun Laoghaire 55

Blackrock

Dundrum

61

22

% retailers: Local Destinations 25 20 15 10 5 0

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Tunbridge Wells 25

Dun Laoghaire 15

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Blackrock

Dundrum

16

16


% Retail Offer: Multiples Conclusion • Destinations SCs such as Dundrum have higher than average multiples • TW at 29% has a good level • DL, at 8% is significantly poor in multiples, almost half of Blackrock • It is imperative for DL to increase significantly its % of multiples

% retailers: Multiples 60 50 40 30 20 10 0

%

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Tunbridge Wells 29

Dun Laoghaire 8

Blackrock

Dundrum

15

51

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Retail spread of ladies fashion – specialist and mixed fashion offer Fashion Fashion Fashion Fashion

– – – -

classic young fashion middle market value

Conclusion • Women's fashion is concentrated in the town centre • Classic ladieswear is diluted across the central area • A lack of real “fashion” specialists for young customers • A lack of fashion in secondary destinations to help define the demographic positioning • Require more fashion multiples in the town centre

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Retail spread of jewellery Jewellery

Conclusion • Jewellery is a strong category in the town • Well clustered • Strong mix but with diverse offer • Opportunity to use jewellery in the secondary destinations to differentiate the offer

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3) “Rebuilding the retail mix!” Weaknesses of the current DL retail mix: 11.

The imbalance of the retail offer by product category, in relation to current market buying patterns and benchmark retail locations i.

Lack of credibility in the key categories of clothing & fashion, across womenswear, menswear and childrenswear, and mixed clothing retailers.

ii.

Within fashion a good balance of offer for young/trend, older/classic and mass/value

iii.

Under-represented important categories such as electrical/technology

iv.

Some relatively strong home retailers but more offer and diversity

v.

Dearth and focus of shops aimed at younger consumers/teenagers and students

vi.

Dearth and focus of “quality” shops aimed at older customers

vii.

A proliferation of peripheral and secondary retailers with “uncertain” proposition

viii.

An over-concentration of stores in categories which are struggling to compete in the modern retail market such as books, music, toys

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3) “Rebuilding the retail mix!” Weaknesses of the current DL retail mix: i.

A high proportion and highly visible number of banks and insurance companies in prime retail locations, with large footprint stores

ii.

Over proportion of services in the core retail offer in particularly hairdressers/beauty salons

iii.

Despite perceptions there is not a significantly over-concentration of charity shops, telecom shops and discount shops i.

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The perception is higher because of the lack of core retail categories

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3) “Rebuilding the retail mix!”

Tunbridge Wells: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 2% 5% 1% 16%

17%

22% 37%

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Conclusion • As a benchmark for an urban town retail mix • Small % of grocery • About 20% clothing/footwear, services and eating out • About 40% specialists in a variety of retail categories • Minimal charity


3) “Rebuilding the retail mix!”

Dun Laoghaire: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 2% 21% 29%

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2% 10%

9%

27%

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Conclusion • DL has a higher than average grocery and services sector • This links to the customer research that the town is used for banking and food shopping • There is a high % of eating out • The low % of fashion retailers is a big issue as a retail destination • Half as many as Blackrock.


3) “Rebuilding the retail mix!” art/ frames/ restaurants galleries 5% (evening)

technology/ electrical 5%

5%

home 22%

banks/ building socs/ ins. 5%

jewellers 6% cafes/ fast food 17% beauty/ hair salons 10%

womens fashion 12%

gifts/speciality/ niche mixed clothing 7% 6%

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Dún Laoghaire Town Retail Strategy

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Conclusion • The 2 most important categories with around 20% of outlets are home and clothing (mixed/women's) • The combination of women's and mixed offer mens/womens is very important • A strong food offer particularly during the day is used to support the retail offer • Variety of home areas in the category – soft, décor, kitchen, bathroom, bed, gifts • Strong impulse categories • Good technology category • Relatively low number of banks/services


3) “Rebuilding the retail mix!”

Tunbridge Wells: Top 10 retailer categories 70 60 50 40 30 20 10 0

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no.outlets

Dún Laoghaire Town Retail Strategy

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3) “Rebuilding the retail mix!” gifts/speciality/ pubs niche 5% 7% CTN 6%

womens fashion 8%

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home 11%

jewellers 5% cafes/ fast food 17%

beauty/ hair salons 12%

restaurants (evening) 16%

banks/ building socs/ ins. 13%

Dún Laoghaire Town Retail Strategy

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Conclusion • 58% of the top categories are not core retail • Eating out is strong with a surprisingly robust evening restaurant offer • This needs to be focused, publicised and driven by events • Services account for 25% of the top categories • Core retail needs to be increased in particularly clothing and mixed clothing with a men's/ women's offer • Home needs to be developed further particularly in the secondary destinations • Stronger technology offer • Stronger impulse categories


3) “Rebuilding the retail mix!”

Dun Loaghaire: Top 10 retailer categories 25 20 15 10 5 0

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no. outlets

Dún Laoghaire Town Retail Strategy

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3) “Rebuilding the retail mix!” Realising the potential of the new retail mix: 1.

Introduction of new retailers to create the correct shopping mix by category

2.

Introduction of national and international multiple retailers to add credibility and destination status to the DL retail offer.

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Increasing the serious retail companies in DL would also raise the level of professionalism which would have a positive halo effect on existing local and independent retailers who would need to, and have to, improve their game to survive and profit

Creation of a new competitive environment where retailers must “sink or swim”, “develop or die”

The increased footfall driven by the better, more professional offer, would create a healthy environment where more and better retailers can survive and flourish

Dún Laoghaire Town Retail Strategy

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3) “Rebuilding the retail mix!” 3.

Injection of “quality” into how the town’s retailers operate and present themselves to the customer, irrespective of the price position, product quality or brand position.

4.

Initiatives to turn “independents into local destinations” A series of “workshops” on basic retail competencies to help independent retailers who want to evolve and flourish i.

Assortment planning

ii.

Store layout and space allocation

iii.

Visual merchandising

iv.

Pricing & promotions

v.

Marketing

vi.

Customer service

vii.

Store operations

5.

A mystery shopper competition to create healthy competition and rivalry

6.

Health-checks and make-over recommendations for enlightened retailers coordinated by the CEB

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Dún Laoghaire Town Retail Strategy

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3) “Rebuilding the retail mix!” 7.

Creation of a healthy and competitive retail environment for mutual benefit

8.

Encourage the understanding that a critical mass of excellence in any category is good for everyone in that category.

In Summary: 1.

Introduce more national/international multiples

2.

Improve existing independent retailers to the level of “local destinations”

3.

As a single category increase substantially the clothing offer

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4) “Developing Dun Laoghaire’s retail geography!” 1.

There is a need to concentrate and group the retail offer to appropriate areas of the town and to “define” these areas visually and environmentally

2.

The development of – retail “quarters”

3.

The “retail quarters” must be “character quarters” with a retail offer focused on an appropriate customer demographic and “mind-set”

4.

The retail quarters must be used to create “secondary destinations” and to begin the process of expanding the retail geography and reversing the current trend of a shrinking retail offer

5.

Whilst retailers selling the same category of product should be encouraged to group to create destinations it is the grouping of retailers by customer profile which is most important.

6.

Although more long-term and more difficult to coordinate it should also be encouraged for retailers to re-locate along George's Street to ensure that they are ultimately in the correct “quarter” according to their demographic focus.

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Destination Index – Retail areas of Dun Laoghaire town centre Conclusion • Not surprisingly the largest pulling power as a retail destination is based around the centre of the town

DL Retail Areas: Destination Index total 200 180 160 140 120 100 80 60 40 20 0

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score

Dún Laoghaire Town Retail Strategy

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The pulling power slips away dramatically after the 3 central areas

There are no “secondary destinations”

A big opportunity to develop “secondary destinations” in the “Character Quarters”


Destination Index – Retail areas of Dun Laoghaire town centre George's Street Upper - Inner Marine Road George's Street Lower - Inner DL Shopping Centre

8

4

Bloomfield's Centre” George's Street Upper - outer

7

George's Street Lower - outer Crofton Road/Queen’s Road

5

1

2 3 6

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Dún Laoghaire Town Retail Strategy

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Current geography: shrinking core and growing sea-front destination Prime Destination Secondary Destinations

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DĂşn Laoghaire Town Retail Strategy

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Development of “Secondary Retail Destinations” Prime Destination Secondary Destinations Priority is to develop secondary destinations with distinctive “character” along George's Street as well as the harbour area The core will “stretch” to embrace these areas

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Development of “Commercial and Character Quarters” “Commercial Quarter” – Prime Destination George's Street Upper “Commercial quarter” Marine Road “Commercial quarter” George's Street Lower “Commercial quarter” DL Shopping Centre “Commercial quarter” Bloomfield's Centre “Commercial quarter” Patrick Street “Commercial quarter” “Character Quarters” – Secondary Destinations George's Street Upper “Edwardian quarter” George's Street Lower “Artisan quarter” Crofton Road/Queen’s Road “Harbour quarter”

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Dún Laoghaire Town Retail Strategy

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“Commercial and Character Quarters” – Tunbridge Wells

“Commercial Quarter” – Prime Destination Royal Victoria SC Calverley Road Mt Pleasant “Character Quarters” – Secondary Destinations Camden Road – “Lower Street Quarter” Monson Road – “Upper Street Quarter” High Street – “Boutique Quarter” Pantiles – “Heritage Quarter”

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Dún Laoghaire Town Retail Strategy

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Retail geography of eating out: already beginning to cluster Cafes Restaurants – evening opening also Pubs/Bars

Conclusion • Eating out is establishing itself in key secondary destinations in the town • Important to develop these clusters of restaurants to create character eating in the evenings/weekends, linked to entertainment and evening retail • Central area should continue to add quality to the daytime offer of cafes

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Dún Laoghaire Town Retail Strategy

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4) “Developing Dun Laoghaire’s retail geography!” `

George's Street Lower 1.

The area of George's Street Lower has the potential to develop as one of the “character” quarters with an artisan, creative and Artisan feel.

2.

The development of an evening and weekend culture should be stimulated in this quarter, particularly an evening culture.

3.

The cinema and Bloomfield’s Centre must play their part in attracting and maintaining customers into the evening, along with the introduction of an eclectic mix of restaurants and cafes representing a variety of cultures and flavours.

4.

In addition to retailers, crafts and artisan enterprises should be stimulated in this area by the DEB. A varied and distinct home based offer is essential.

5.

The selective pedestrianisation of this area, particularly along The Lanes, for specific events should also be introduced to create a market atmosphere.

6.

Pedestrianisation in any permanent form will not work, largely because of the lack of alternative routes for buses through the town

7.

The square in front of the Bloomfield’s centre should be acquired and landscaped at the earliest opportunity to create a cultural heart for the Artisan quarter.

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Dún Laoghaire Town Retail Strategy

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4) “Developing Dun Laoghaire’s retail geography!” `

George's Street Upper 1.

The area on George's Street Upper should be developed as a more select shopping area, with boutiques and specialist shops attracting the older and more affluent customer from the south of DL. The area should stretch as far as the People’s Park, and attract residents of the Royal Marina Hotel and ultimately cruise ship passengers and leisure visitors to the area.

2.

An effort should be made to attract several local and regional destination retailers to the area - ladieswear boutiques and home furnishing retailers who are currently present in Blackrock, Glasthule, Dalkey and Dublin.

3.

A important retail sector to introduce into the area would be retailers of local, regional and national products who offer genuine Irish “souvenir” products which are authentic and desirable, as well as quality home products for residents.

4.

An eclectic food offer should also be encouraged from cafes and tea-shops to organic and local cooperative food stores.

5.

The DEB should also develop their “made in DL” pop-up concept here. i.

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This could be used as an initial “stepping stone” for local retailers taking a permanent outlet in the town, again with the help of the DEB

Dún Laoghaire Town Retail Strategy

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4) “Developing Dun Laoghaire’s retail geography!” `

George's Street Upper 1.

There should be a strong link developed between this “Edwardian quarter” and the Royal Marine Hotel to stimulate appropriate interaction between the hotel and the town’s retail.

2.

Whilst Marine Road is the main thoroughfare from the sea to George's Street, visitors to the sea front and harbour area should be encouraged through the town via several routes, particularly to the new “Edwardian quarter”.

3.

This will be particularly viable with the redevelopment of the area in front of the Marine Hotel, the building of the new library and cultural centre and the paving over of the DART, the metals. The re-opening of the Maritime Museum will also be a link to bring customers up through the town.

4.

The development of Marine Road itself - narrowed, with avenues of trees and attractive lighting will also entice the customer to venture up to the town centre via this main artery.

5.

A novelty train or “streetcar” should also be introduced, particularly in summer months, to transport visitors from the sea-front to George's Street and the retail “quarters” – free of charge.

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Dún Laoghaire Town Retail Strategy

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4) “Developing Dun Laoghaire’s retail geography!” Developing town trails 1.

A number of town trails should be developed to bring “sea-front” visitors through the interesting areas around the Royal Marine hotel and into the town – from traditional heritage routes, culinary routes, souvenir routes, pub-crawls…

2.

Seasonal and event trails could also be developed around the town linking places for “Halloween trails” or “Easter Egg hunts” with activities and “passport stamping” in destination retail stores, with gifts and collectables to encourage full participation in the trail.

3.

A wider development of a DL “loyalty” shopping card with rewards for shopping from the towns retailers would encourage repeat purchasing from the town, as well as “DL town gift cards” where customers can use the card to buy from subscribing town retailers as well as top up the cards for gift or self-purchase.

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Dún Laoghaire Town Retail Strategy

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4) “Developing Dun Laoghaire’s retail geography!” Building the “quarter” atmospheres 1

The atmosphere of both “character quarters” of George's Street should be developed using street furniture, lighting, seats and signage which is appropriate to that character.

2

It is also recommended that the council begin a scheme to work with existing landlords and retailers, as well as with new retailers, to refresh and repaint and re-sign store fronts.

3

By offering a select number of paint colours and signage options for each area the creation of the character of these areas can be re-enforced.

4

The “Artisan quarter” could offer brightly coloured storefronts with thematic signage, whilst the “Edwardian quarter” could recommend subdued colours with sedate fonts.

5

The character of each area could be enhanced, particularly in summer, and at event periods with “bunting” in the “Edwardian quarter” and “carnival banners” in the “Artisan quarter”

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4) “Developing Dun Laoghaire’s retail geography!” 6.

Each quarter should have a physical entrance at the DL town boundary with decorative arches and signage across the main street at a major cross-road junctions as you enter the town – the “Artisan quarter” begins at the Giddy Goose, whilst the “Edwardian quarter” begins at the Peoples’ Park and pop-up shop. This not only defines the “quarters” but introduces DL to its visitors.

7

The initiative should be coordinated between the council planning and conservation departments, working alongside the DEB using local painters and job creation.

All of the work to “push” the customer to the retail quarters” of the town must be rewarded with an appropriate destination, working also to “pull” the customer

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Actions for George's Street Upper – “Edwardian Quarter” George's St. Upper, DL: % retail mix

High St. Tunbridge Wells: % retail mix

eating-out 31%

services 17%

services 35%

charity 9%

sector specialists 19%

sector specialists 41%

grocery 6% dept/variety 0% clothing/ footwear 0%

Increase: • Specialist clothing/footwear brands • Boutiques/leisure fashion • Specialist home stores/crafts • Antiques • Specialist food • Restaurants VM-unleashed 17.05.11

Decrease: • Take-aways • Services • Low quality retail • Charity

Dún Laoghaire Town Retail Strategy

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eating-out 15% clothing/ footwear 23%

charity 1% grocery 3% dept/variety 0%


Actions for George's Street Upper – “Edwardian Quarter” High St. Tunbridge Wells: % retailer type

George's St. Upper, DL: % retailer type small independ't 77%

multiple specialist 22%

local destinat'n 5% empty 18%

local destinat'n 32%

multiple specialist 0% destinati'n leader 0%

Increase: • More local destinations • Promote independents to local destinations through best practice • Introduce selected multiple brands appropriate to the “character”

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Decrease: • Small independents • Poor quality locals • Empty stores

Dún Laoghaire Town Retail Strategy

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empty 3%

small independ't 43%


Actions for George's Street Lower – “Artisan Quarter” Increase: • Specialist home stores/crafts • Home specialists/florists • Retro/trend stores • Bric ‘a’ Brac • Young trend clothing/footwear brands • Culture/galleries/gift • Music/books/extreme sports/surf

eating-out 22%

charity grocery 4% 5%

grocery 3% dept/variety 0%

sector specialists 19%

clothing/ footwear 0%

services 53%

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Decrease: • Services • There is currently not enough to buy in this district

Camden Road, TW: % retail mix

George's St. Lower, DL: % retail mix charity 3%

Increase: • Restaurants/world cuisine • Evening culture

Dún Laoghaire Town Retail Strategy

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dept/variety 0%

eating-out 20%

services 31%

sector specialists 37%

clothing/ footwear 3%


Actions for George's Street Lower – “Artisan Quarter” Increase: • “quality” of independents to become local destinations • New innovative independents • “trend” brands – in independent, franchise or multiple • Appropriate multiples across all sectors

Decrease: • “dead” independents • Empty stores with new innovation

Monson Road, TW: % retailer type

George's St. Lower, DL: % retailer type local destinat'n multiple specialist 16% 4% small independ't 53%

destinati'n leader 0%

local destinat'n 36%

empty 27%

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small independ't 47%

multiple specialist 17%

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4) “Developing Dun Laoghaire’s retail geography!” The Commercial Town Centre 1.

The centre of the town where Marine Road meets the centre of George's Street should be re-enforced as the heart of the commercial retail offer giving DL a retail “backbone” and credibility as a retail destination. The “Commercial Quarter”

2.

At the centre of this renaissance is the Dun Laoghaire Shopping Centre, and the route to the Bloomfield's centre including the major retailers such as Penny and Shaws, and the part of George's Street adjacent to DL Shopping Centre including hopefully a revitalised Dunnes.

3.

The importance of the renaissance of this central commercial retail area cannot be overestimated and all parties must focus their efforts here as a priority.

4.

Of absolute priority is the re-naissance of the DL Shopping Centre itself.

5.

Not the architecture but the retail offer!!!

6.

A major issue is to create larger unit size opportunities to attract major retail chains

7.

Units in excess of 15--300 sqm need to be created through combining adjacent units

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Dun Laoghaire Conclusions: Store size - % and number Conclusion

Dun Laoghaire: store size % small < 150sqm

medium 150-300sqm

large >300sqm

Blackrock: store size % small < 150sqm 6%

20%

medium 150-300sqm

Overall the town has a surprisingly good balance of store sizes

Breakdown of outlet by size (small, medium, large) is not an issue for DL and is in line with Tunbridge Wells

6%

89%

Tunbridge Wells: store size % medium 150-300sqm

large >300sqm

Dundrum: store size % small < 150sqm

medium 150-300sqm

large >300sqm

3% 9%

20% 35% 77%

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5%

74%

small < 150sqm

large >300sqm

Dún Laoghaire Town Retail Strategy

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56%


Shopping Centre store size: Royal Victoria Place, TW

Royal Victoria place, TW: store size % small < 150sqm

medium 150-300sqm

• •

large >300sqm •

Conclusion As a good benchmark for DL, Royal Victoria Place in Tunbridge Wells has a good balance of large, medium and small units It has the majority of large units in the town

23% 47%

30%

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Significantly 53% of all outlets over 150sqm


Shopping Centre store size: Dundrum

Dundrum: store size % small < 150sqm

medium 150-300sqm

large >300sqm

Conclusion • Dundrum displays a similar breakdown to Royal Victoria place but with more smaller units than a UK centre •

9% 35%

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56%

Dún Laoghaire Town Retail Strategy

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Even so it still has 44% of outlets over 150 sqm


Shopping Centre store size: DL Shopping Centre

DL Shopping Centre: store size % small < 150sqm

20%

medium 150-300sqm

large >300sqm

6%

74%

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Conclusion • For the anchor centre in the town the DL Shopping Centre is low on medium and large stores • Significantly only 26% of outlets are above 150 sqm


4) “Developing Dun Laoghaire’s retail geography!” DL has a history of developments which nearly work, but when subsequently they struggle, are simply left to flounder, whilst new initiatives are focused elsewhere leaving a trail of failures throughout the town. It is critical to go back and “make these developments work!” - This process begins with the DL Shopping Centre 1.

Not one but several new retailers of national standing need to be courted, encouraged and attracted to the centre, with units re-developed and enlarged to create expanded, commercially viable retail spaces.

2.

A large multi-category anchor retailer should be sought incorporating several floors and embracing the existing escalators into its environment.

3.

Ideally Tesco would exit the centre allowing this large space to be developed as a family store with a high fashion offer. This would also reduce the towns reliance on one retailer, and on food to be the main attraction of retail.

4.

Retailers which would be appropriate would be Heatons, TK Maxx, Mothercare, Woodies Home, Next, Clarks, M&S, amongst others whilst existing retailers such as AX fashions and New Look should be encouraged to re-furbish and enlarge their existing offer.

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4) “Developing Dun Laoghaire’s retail geography!” 5.

New retailers would ideally be fresh to the area such as Heatons however under the correct circumstances some retailers may be persuaded to dual-sight in Blackrock/Dundrum and DL.

6.

A multi-level store in a rejuvenated town would be a good location for M&S.

7.

It would be anticipated that an initial wave of new, larger retailers would create a “destination snowball” where smaller, less established but equally desirable brands may be encouraged to enter into the town, not just in the Shopping Centre, but to add authority in the appropriate quarters.

8.

The DL Shopping Centre should also develop a concentrated cafe offer on the upper level creating a destination for the general shopper in contrast to the more diverse food offer in the George's Street quarters.

9.

Whilst the exterior of the DL shopping centre is not perfect it is the offer inside which is of importance, however, one improvement to the exterior of the centre would be the addition of the retailer names and logos (with the improved retailer assortment)

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Retail offer by type of retailer: Shopping Centres

DL Shopping Centre: Retail Groups empty

small independ't

multiple specialist

destinati'n leader

local destinat'n

Conclusion • DL Shopping centre has less than 20% retailers that can be considered destination •

There is a larger % of empty outlets than destination retailers

For DL Shopping centre to become a destination for retail it must aim for at least 50% of outlets as destination

2% 5%

12%

28%

53%

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Dún Laoghaire Town Retail Strategy

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% Retail Offer Shopping Centres: Destination retailers & empty outlets Conclusion • The DL shopping centre must replace some of its empty outlets with destination stores • Essential to develop larger units for destination retailers

Shopping Centres: % destination stores 80 70 60 50 40 30 20 10 0 Royal Victoria Place, TW % retailers 52

Dun Laoghaire SC 19

Blackrock SC

Dundrum SC

32

73

Shopping Centres: % empty 30 25 20 15 10 5 0 Royal Victoria Place, TW % retailers 3

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Dun Laoghaire SC 28

Blackrock SC

Dundrum SC

5

5


Retail Mix – Sectors: Shopping Centres – Royal Victoria Place

Royal Victoria SC: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 0% 9%

1% 5% 16%

31%

38%

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Conclusion • As a town centre the RVP has highest % in clothing and specialist sectors, with other sectors higher than the clothing offer • Again services are low and eating out less than a destination centre


Retail Mix – Sectors: Shopping Centres – Dun Laoghaire SC

Dun Laoghaire SC: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity

empty 0% 28% 8%

0%

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9%

9%

30% 16%

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Conclusion • The 2 largest sectors are the specialist sectors and empty stores, which is a concern • There are no multicategory anchors in the centre • Clothing is very low in the centre and needs to be 3 to 4 times larger • Eating out offer is small but more importantly it is dispersed • A consolidated food offer on a destination floor would create a destination to all floors • A good range of other categories but here quality is an issue


Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter” Royal Victoria Pl. TW: % retail mix

DL Shopping Centre: % retail mix services 22%

eating-out grocery 11% 13%

sector specialists 41%

charity 0%

sector specialists 38%

dept/variety 0% clothing/ footwear 13%

services 9% eating-out 16%

clothing/ footwear 31%

charity 0% grocery 1% dept/variety 5%

Increase: • Increase significantly clothing & footwear • Introduce a multi-category anchor • Strengthen and consolidate eating offer • VM-unleashed 17.05.11

Decrease: • Services for core retail • Replace grocery for other retail categories, particularly fashion

Dún Laoghaire Town Retail Strategy

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Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter” DL Shopping Centre: % retailer type

Royal Victoria Pl. TW: % retailer type

local destinat'n 5%

small independ't 53%

multiple specialist 48%

multiple specialist 12% empty 28%

local destinat'n 14%

destinati'n leader 2%

Increase: • Multiple specialists are the key priority to increase by up to 4x • More local destinations

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destinati'n leader 4% empty 3% small independ't 31%

Decrease: • Small independents – remove or convert into local destinations by improving quality • Clearly reduce number of empty units

Dún Laoghaire Town Retail Strategy

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Actions for George's Street Upper – “Commercial Quarter” Mt Pleasant, TW: % retail mix

George's St. Upper, DL: % retail mix

services 32%

eating-out 19%

sector specialists 24%

charity grocery 5% 3%

clothing/ footwear 14%

eating-out 20%

dept/variety 3%

sector specialists 16%

Increase: • “Quality, quality, quality!” • Some more fashion as one sector to increase

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services 31%

Dún Laoghaire Town Retail Strategy

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charity grocery 7% 6% dept/variety 2% clothing/ footwear 18%


Actions for George's Street Upper – “Commercial Quarter” George's St. Upper, DL: % retailer type

Mt Pleasant, TW: % retailer type

local destinat'n 13% small independ't 50%

multiple specialist 42%

multiple specialist 15%

local destinat'n 25%

empty 20% destinati'n leader 2%

Increase: • More local destinations • Promote independents to local destinations through best practice • Introduce selected multiple brands appropriate to the “character”

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destinati'n leader 2%

Decrease: • Small independents • Poor quality locals • Empty stores

Dún Laoghaire Town Retail Strategy

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empty 3% small independ't 28%


Actions for George's Street Lower – “Commercial Quarter” Increase: • Build on hat is the strongest retail area in DL • Increase % of clothing & footwear specialists • Increase variety of other specialist retail categories

Decrease: • Services for core retail • Establish this area as an absolute destination for retail

Calverley Rd, TW: % retail mix

George's St. Lower, DL: % retail mix eating-out 9%

charity 2%

dept/variety 6%

services 35% sector specialists 26%

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eating-out 11%

grocery 13%

clothing/ footwear 9%

Dún Laoghaire Town Retail Strategy

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services 27%

sector specialists 34%

charity grocery 1% 7% dept/variety 2% clothing/ footwear 18%


Actions for George's Street Lower – “Commercial Quarter” Increase: • Essential to build on the presence of Pennys and Shaws with a strong mix of multiple specialists

George's St. Lower, DL: % retailer type local destinat'n 24%

Decrease: • Local independents

Calverley Road, TW: % retailer type

multiple specialist 11% destinati'n leader 4% empty 17%

empty 4%

multiple specialist 66%

small independ't 44%

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small independ't 10%

local destinat'n 20%


4) “Developing Dun Laoghaire’s retail geography!”

1.

The Council, Business Association, Shopping Centres and landlords must work together and actively support and mould the existing retail offer, creating retail “quarters” to serve distinct customer groups represented in the demographics of the population of the town, the local, area, the region and national and international visitors.

2.

All available financial tools should be used to help the introduction and growth of new retailers and businesses, using flexible rental agreements, rates and service charge amnesties, flexible rates payments, as ways of attracting new businesses, and helping them grow and survive particularly in this difficult trading environment.

3.

Council initiatives to help “dept-laden” landlords to retain tenants, and to let to new tenants at lower rental levels, and with turnover based rental agreements.

4.

Council intervention and mediation between landlords and the banks and financial institutions behind the landlords.

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4) “Developing Dun Laoghaire’s retail geography!” ` 5.

The principles of the excellent “pop-up shop” initiative should be extended from council properties, to the shopping centre license agreements and finally to the “eyesore” of empty units owned by individual landlords, coordinated by the CEB.

6.

A flexible attitude from the council towards the payments of rates from retailers who add to the offer of the town but are suffering in the current climate (better to be flexible with an existing retailer than be faced with another empty outlet)

The introduction of new tenants should be used as the main tool to create the different retail “quarters” of the town. The council and “steering committee” must actively seek out and “court” the correct retailers to come to each part of the town.

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5) “Introducing a leisure retail offer” •

The sea-front offers the opportunity for a final retail development in the town to maximise the retail potential of current visitors and to attract additional footfall, and complement the town centre retail offer – “the harbour quarter”

1.

Local, regional and national retailers and manufacturers of genuine and quality souvenirs and produce should be encouraged to the seafront area, to maximise and capitalise on the “leisure” retail offer

2.

Here, more than ever, a range of daytime and evening cafes and restaurants need to be developed to create the “café culture”

3.

The “Harbour Quarter” concept should be developed with appropriate signage and furniture to complement and work on the “Artisan” “Edwardian” and “Commercial” quarters so that the town is seen as cohesive yet diverse.

4.

The “Harbour Quarter” will be a focal naturally for many leisure events but common events and seasonal promotions should be communicated simultaneously and powerfully across all quarters.

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Actions for Crofton Road/Queens Road – “Harbour Quarter” Increase: • Core retailing • Leisure/tourist/marine focus • Clothing – leisure/marine brands • Boating equipment • Gift/souvenir/craft • Galleries/tourist shops • Specialist food/confectionary

Decrease: • Build on the very good café/restaurant culture • Serve the same customer with a retail offer • Ultimately complement with an “outlet” centre to create leisure destination

Pantiles, TW: % retail mix

Crofton/Queens Rds, DL: % retail mix

services 10%

grocery 0% eating-out 78%

dept/variety 0% sector specialists 22%

services 0% VM-unleashed 17.05.11

eating-out 20%

charity 0% clothing/ footwear 0%

Dún Laoghaire Town Retail Strategy

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sector specialists 56%

charity grocery 7% 0% dept/variety 0% clothing/ footwear 7%


Actions for Crofton Road/Queens Road – “Harbour Quarter” Develop: • Keep the good balance of independents and local destinations • Introduce some appropriate multiples in keeping with the “Harbour Quarter” culture

Crofton/Queens Rds, DL: % retailer type

Pantiles, TW: % retailer type

multiple specialist 0% local destinat'n 60%

destinati'n leader 0% small independ't 30%

empty 13%

empty 10%

local destinat'n 35% multiple specialist 6%

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small independ't 46%


5) “Introducing a leisure retail offer” There is the potential to develop a destination retail offer with the redevelopment of harbour area. This has the potential to bring additional regional, national and international visitors It is important that any development of the ferry terminal/harbour into retail is focused on an “outlet centre” to complement the core retail offer of the town and not to compete with it. 1.

Simply leaving the DL Shopping Centre to decline further whilst starting again at the sea-front would create an even larger divide between the town and the sea front and be disastrous for the existing retailers along George's Street, where retail contraction would be catastrophic.

2.

An outlet centre with genuine international brands at reduced prices for old season stock would attract visitors regularly to the town which would also benefit the existing retail offer and the town in general. Brands which are leisure focused and classic middle-market such as Fat Face, White Stuff, J Crew, Gant would be recommended

3.

It is recommended that at least 20 brands are attracted in a variety of unit sizes of average 200 sqm each. 4000 sqm development

4.

The adjacency to the DART would also allow easy access from Dublin to this retail and leisure destination.

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6) “Stimulating cooperation between retail stakeholders” An enormous historical barrier to the development of the retail offer is the mis-trust and lack of communication between the Council, Business Association, Retailers, Shopping Centre owners and individual retailers as well as the Royal Marine Hotel and Harbour Development Board and yacht clubs. 1.

A “Steering Committee” of selected representatives of these stakeholders needs to be created and maintained which has the “vested” interest of the whole town at its heart.

2.

Retail is fundamental to the psychology and the future economy of the town

3.

The committee needs to be organised by an independent chair –with no affiliation to any organisation. This role needs to be in place and supported for the foreseeable future.

4.

One of the first major tasks of the committee would be the development of a “Retail Marketing Document” and the liaison through the Council Communications department with the wider press, and the people of the town and locality.

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6) “Stimulating cooperation between retail stakeholders” 5.

The process of identifying and approaching potential retailers to the town must be coordinated through the steering committee and not individual landlords, with dialogue with retailers channelled through several coordinated parties including a “Council Retail Representative”

6.

Smaller “first-time” retailers should also be able to access the “Council Retail Representative” who should be a one-stop solution for all issues regarding planning, finance and legal issues with the council.

7.

The “council Retail Representative” makes it easy for any retailer, large or small, multiple or independent, established or first-time to set-up as a retailer in Dun Laoghaire, and to profit on an ongoing basis.

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7) “Creating “destination snowball publicity” It is critical to manage publicity and Press for a positive “destination snowball” Dun Laoghaire suffers from a bad press which has become an obstacle to the development of the town and the potential to attract retailers and visitors alike. 1

Whilst it is impossible to remove bad press it needs to be counteracted through a systematic and strategic campaign of good news focused around the re-development of the town and the plan of the DL “Retail Marketing Document.”

2

The members of the “Steering Group” must be guardians of the Dun Laoghaire brand

3

An education of the towns retail population must also be undertaken so that they recognise that “complaining” in a vocal and public way is ultimately bad for them and the town as a whole.

4

“Complaining” in private through official and responsive channels, whilst celebrating through visible and public channels needs to be encouraged as a priority

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8) “Managing the ‘hype’ over parking” Parking is not the fundamental issue in the failure of retail in DL It is neither a competitive advantage nor a disadvantage compared with other retail destinations in the area, and is not the underlying reason why people do not come to Dun Laoghaire to shop. However there are some practical problems to be addressed as well as the larger problem of perception.

1.

Retailers need to be educated in separating their own self interest regarding parking, and their commercial success as retailers. A continuous stream of potential customers parking in the town unhindered is the absolute priority above the requirements of parking for the shopkeepers themselves and their staff.

2.

Residents need to appreciate that the parking regulations recently introduced are sensible and necessary for the town’s retail to thrive, and are the normal reality for the rest of the world.

3.

A relaxation of the “aggressive” parking enforcement would be a good initiative, at the very least on a political level.

4.

Improved directional signage, car park maps, improved price communication would also help both residents and visitors.

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8) “Managing the ‘hype’ over parking” 5.

6.

For car parks: i.

Intelligent pricing with “happy hours” and “parking amnesties” could be trialled to encourage visits at potentially quiet times.

ii.

Parking price reductions linked to purchases in the towns shops would be an incentive to buying in the town and not just parking.

For on-street parking: i.

the introduction of sensible parking zones for the town where the central zone is more expensive (€3 per hour) the next zone is less expensive (€2 for 2 hours) and an outer zone which is just €1 for 3 hours or €5 for all day… all for example

ii.

The idea of older customers having concessions of price for central street parking has logic, good PR and the potential to attract back a “lost consumer” however would require invention, initiative and patience to make it workable

iii.

Important to balance the street parking cost correctly with the other parking in the town so that people parking can appreciate and understand what they get for your money

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i.

for example at Bloomfield’s you get shelter, security, toilets, good lighting, better environment and can stay for as long as you want

ii.

Street parking you get convenience Dún Laoghaire Town Retail Strategy

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8) “Managing the ‘hype’ over parking” 7.

The amount of current parking is adequate and correct for the town – the central car parks are about 90% full all of the time.

8.

However, considering that increased footfall is required to develop the town then increased car parking will be required to accommodate this footfall.

9.

Currently it is just the shopping centres that offer central secure car parking.

10.

There is the opportunity for a council owned car park in the town centre with a possible new development of a 500 car parking places adjacent to St Michael’s church.

11.

This could potentially be a good source of revenue for the council and relieve the pressure on rates.

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9) “Harnessing events as ‘the lifeblood for increased footfall’” The events programme is a real asset to Dun Laoghaire, and will be essential as an early driver of footfall before a revitalised retail offer can be established and generate its own footfall 1.

The calendar needs to be developed in a more collaborative way ensuring that visitors are taken to the heart of the retail town, and appropriately to the different “character quarters” of George's Street, and the Harbour area.

2.

Events should be focused at the heart of the “Artisan Quarter” or in the Peoples’ Park, Royal Marine hotel grounds, “Harbour Quarter” and “Edwardian Quarter” according to the demographic groups attracted by each event

3.

Regular destination events such as the Sunday COCO Market in the Peoples’ Park are a great success with 10,000 people per week. This should be complemented by the Friday Organic market expanding in size and geography to the Lanes Area.

4.

The Friday market to “take back” the very visible St Michael’s square from the methadone users on a Friday is to be commended, and is well supported by the general security having been improved with the “no begging” legislation and zero tolerance policy.

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9) “Harnessing events as ‘the lifeblood for increased footfall’” 5.

It is Important to continue to develop events into the evening such as the DL5-8 initiative to use the performers and artists at the local DL institute of Design & Technology to create entertainment focal points around the town after 5pm.

6.

This is important not just to respond to criticism that the town dies after 5pm, which has been recognised as a major weakness of the town, but also as an initiative to take the town back after 5pm from the homeless.

7.

Social problems will always be sucked into a vacuum left by the wider community and the events programme is essential to fill the vacuums with positive initiatives.

8.

It is important to focus the evening initiatives at the heart of each “character quarter” and not in the Commercial Centre.

9.

It is already at the extremes of George's Street, and the harbour area that restaurants have become established. They need help in attracting evening customers to these “clusters” of after-dark venues.

10.

There is the potential for late opening evenings (until 8pm) for retailers to realise the shopping opportunity of the many people who work in the town. •

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A regular weekly day such as Thursday, and specifically in the weeks before Christmas, and during the summer tourist months

Dún Laoghaire Town Retail Strategy

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9) “Harnessing events as ‘the lifeblood for increased footfall’” 11.

The annual “World Culture” festival is essential in continuing to put Dun Laoghaire on the map. Under a new incarnation it should spread through the town applying culture to each appropriate “quarter of the town”

12.

Events such as the “le Figaro” race and “Le Bateau” which also put DL on the map are an exciting addition to the programme, and whilst focused in the “Harbour Quarter” offer potential to other areas of the town.

13.

The summer festival season should be embraced by a “summer” incarnation of the new brand identity signifying DL as the summer event destination with a suitable visual identity carried along the sea-front, up Marine Road and along to the George's Street Quarters, and into the Shopping Centres

14.

Whilst the harbour and the sea will continue to be the “hook” for attracting the footfall the retail of the town must develop into something that can entertain and serve this footfall.

15.

Christmas should be developed as an evening or weekend festival focused on shopping and with a re-invigorated retailer involvement.

16.

In the weeks before Christmas regular weekly evening should be used to attract shoppers into the town, where the concept of a DL Christmas Shopping Loyalty Card, or a DL Christmas Shopping Gift Card” should be highly promoted

17.

A DL Shopping Christmas Party

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9) “Harnessing events as ‘the lifeblood for increased footfall’” 18.

Equally retailers need to respond with enthusiasm to the initiatives of the council and the events programme to generate more footfall, and subsequently be prepared to invest time and resources themselves into making DL a place to visit and shop.

19.

Whilst initially, and particularly in the current economic situation, funding will essentially come from the council for events, progressively, and on the back of proving the commercial worth of events, retailers themselves must be more open to financially supporting them.

20.

An essential workshop programme for retailers in the town is required which should focus on marketing, events and promotional activity

21.

Education needs to be given to many of the towns existing retailers to ensure they understand and generate their own professional marketing campaigns to complement and embrace the wider events calendar of the town, coordinated by the DEB.

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10) “Realising the ‘Retail Marketing Plan’” The Retail Marketing Plan - “The Renaissance of Retail in Dun Laoghaire” A priority development tool for the steering group should be the “Retail Marketing Plan” used to communicate the “Retail Vision” for Dun Laoghaire to existing retail stakeholders in the town, and to potential retail investors in the town. It should be supported by a “Retail Marketing & Information Pack” 1.

The Retail Marketing Plan should be built around the recommendations of this report, the New DL branding project, the proposed creation of the retail “quarters,” the renaissance of the DL Shopping Centre, the events calendar for 2011, the harbour development plans, the cruise ship scheme - the new “vision” for the town of Dun Laoghaire

2.

The underlying message to existing & potential retail investors in the town is

“DL is the retail place to be now – commercially and emotionally”

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10) “Realising the ‘Retail Marketing Plan’” This vision of the “Retail Marketing Plan” must be communicated to: 1.

Existing retailers

2.

Landlords and investors

3.

DL and Bloomfield’s Shopping Centres

4.

Important current retailers: 1.

Tesco head office

2.

Dunnes head office

3.

Shaws head office

4.

Pennys Head Office

5.

Potential new retailers in the town

6.

Harbour development Board

7.

Outlet centre developers and tenants

8.

Cruise Ship Operators

9.

Tourist boards

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Dún Laoghaire Town Retail Strategy

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10) “Realising the ‘Retail Marketing Plan’” 10.

A key role of the steering group will be to identify and to “court” the appropriate and desirable new retail stakeholders in a strategic and planned order.

11.

With the national and international brands it will be essential to “capture” a group of relevant retailers and to make the proposition to a prospective “destination cluster” minimising their risk of isolation, whilst maximising the potential of their combined investment in the retail offer of Dun Laoghaire.

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Dún Laoghaire Town Retail Strategy

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3). 5 point action plan

“A Retail Renaissance” Dún Laoghaire Town Retail Strategy


5 Point Action Plan 1.

Create the Retail Steering Committee i.

An independent chair person

ii.

Council members

iii.

Business Association

iv.

Shopping Centre managers

v.

Retailers & Landlords

vi.

Harbour board

vii.

DEB

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5 Point Action Plan 2.

Develop the “Retail Marketing Document” i.

Dun Laoghaire Town Retail Strategy Recommendations

ii.

Dun Laoghaire branding project

iii.

The vision for retail “quarters”

iv.

The renaissance of the DL Shopping Centre

v.

The events calendar for 2011

vi.

The harbour development plans

vii.

The cruise ship scheme

viii.

The new “vision” for the town of Dun Laoghaire

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5 Point Action Plan 3.

Implement “Quick-wins” i.

Improve the standards/environment of the existing retail offer and retailers

ii.

Training workshops in assortment ranging, visual merchandising, promotions and window displays with “mystery shopper” competitions

iii.

Creation of retail “quarters” with environmental features

iv.

Creation of “retail gateways” to each “quarter”

v.

Specific focus on developing a strong “food” café/restaurant offer for each quarter

vi.

Re-location of existing retailers, and lease re-negotiations

vii.

Façade painting, store refreshment, and signage in-line with retail “quarter” identity guidelines

viii.

Pop-up stores, license agreements, empty store initiatives

ix.

Events and promotions linking retail to the town

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Dún Laoghaire Town Retail Strategy

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5 Point Action Plan 3.

Implement “Quick-wins” x.

The “landing” of events in the appropriate retail “quarters” with selected pedestrianisation

xi.

Development of maps and trails linking the sea-front to the retail “quarters”

xii.

Development of the DL Shopping Loyalty card and gift card

xiii.

DL Shopping carrier bags for Christmas across a variety of participating stores

xiv.

Focus on developing an evening and weekend culture for the character quarters “Artisan” quarter, “Edwardian” quarter and “Harbour Quarter”

xv.

Contact and liaise with councils of UK towns successful in retail such as Tunbridge Wells, Brighton…

xvi.

Contact and liaise with successful outlet developers such as McArthurGlen

xvii.

Contact and liaise with Gunwharf Quays – Land Securities/Berkeley Group plc

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Dún Laoghaire Town Retail Strategy

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5 Point Action Plan 4.

Drive forward “Medium-term gains” i.

Introduce new retailers with particular focus on DL Shopping Centre. i.

Initial Identification and clustering of potential new retailers for DLSC

ii.

Joint pitching to retailer clusters

iii.

Incentives and financial “sweeteners” to commit to DLSC

iv.

Redevelopment of centre – unit expansion and food offer consolidation

ii.

Continue the “destination snowball” with a second wave of identification and pitches to major retailers for commercial “quarter”

iii.

Courting of local chains and individual boutiques to form secondary destination clusters in DL in the “Edwardian” and “Artisan” quarters

iv.

Encourage and introduce a wave of small entrepreneurial retailers/creatives and craftsmen for the “quarters”

v.

Introduction of the first elements of a “leisure retail culture” in the “Harbour Quarter” with regional and national product focus

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Dún Laoghaire Town Retail Strategy

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5 Point Action Plan 5.

Initiate “Long-Term goals” i.

Develop the current ferry terminal and harbour with an outlet centre of genuine brands and destination status

ii.

Develop a genuine “tourist” retail offer for the arrival of the cruise ships linking the harbour, sea-front, hotels and retail “quarters of the town”

iii.

Establish Dun Laoghaire as “the place to be for retail!”

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Dún Laoghaire Town Retail Strategy

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4). Retail Audit

“A Retail Renaissance” Dún Laoghaire Town Retail Strategy


Retail Audit •

The retail audit looks at the retail offer in a quantitative way

It measures the.. •

Size of shops – large, medium, small

A “guestimate” of actual sqm size (from store location visits) – for comparative rather than actual application

Category of shop e.g. CTN, women's fashion, bank etc.

Grouping of shop by sector e.g. Clothing, Grocery, Service etc.

It also measures the strength of individual stores and locations based on their “destination quality”

Stores are grouped and scored •

Empty

0

Independent

1

Local destination/recognised

5

Multiple/retail specialist

10

Destination mixed offer

20

Disclaimer: All results and scoring are as accurate as possible at the time of the audit (April 2011) Sqm space is a “guestimate” estimated from a basic location visit Decisions on category designation grouping/scoring are at the discretion of the auditor

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Dún Laoghaire Town Retail Strategy

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Retail Audit 1.

Overall space & outlet numbers

2.

Size of outlets

3.

Shopping Centre sizes

4.

Retail offer by type of retailer

5.

Destination Index

6.

Quality Index

7.

Product sector comparisons

8.

Product categories

9.

Key category geographies

10.

DL areas: actions for retail mix and retailer type

Comparisons: Tunbridge Wells is a good benchmark for DL, and is used as a comparison for Dun Laoghaire and its various retail districts Tunbridge Wells is also a good benchmark for any town with a strong retail presence but should be taken as an example with its own uniqueness and variables from Dun Laoghaire and its retail districts The comparison must also be seen against the wider market differences between Ireland and the UK VM-unleashed 17.05.11

DĂşn Laoghaire Town Retail Strategy

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Overall retail/eating/service space - sqmetres Conclusion • DL is well served by the selling space it has in the town • In terms of an overall offer compared to Dundrum it should be able to compete • In terms of Blackrock, DL has the potential to be the dominant retail force

total sales area 100000 80000 60000 40000 20000 0

sqm

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Tunbridge Wells 84116

Dun Laoghaire 52475

Blackrock

Dundrum

18145

41930

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Overall retail/eating/service space – outlet number

total number of sales outlets 600 500 400 300 200 100 0 Tunbridge Wells no. outlets 524

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Dun Laoghaire 311

Blackrock

Dundrum

130

144

Dún Laoghaire Town Retail Strategy

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Conclusion • In terms of the number of outlets DL is the dominant partner compared to both Blackrock and Dundrum • The potential as a destination is to offer a variety and breadth of retail experience that neither Blackrock or Dundrum can compete with


Retail space against urban population

retail space per head of urban population

2.5 2 1.5 1 0.5 0

sqm

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Tunbridge Wells 1.48

Dun Laoghaire

Blackrock

2.19

0.88

Dún Laoghaire Town Retail Strategy

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Conclusion • Tunbridge Wells has a good benchmark ratio for a thriving retail orientated town – 1.5 sqm per head of population • DL has a higher than average retail space per head of population • Blackrock a significant low retail space per head • The relationship between the close adjacency of DL and Blackrock is clearly important


Retail space against urban population

retail space per head of urban population

2 1.5 1 0.5 0 Tunbridge Wells sqm

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1.48

Dun Laoghaire /Blackrock 1.58

Dún Laoghaire Town Retail Strategy

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Conclusion • Taken as one retail offer the retail space per head for DL/Blackrock is a good benchmark • For DL to thrive as a retail offer with its current sqm of space it needs to attract customers from the town of DL itself and the surrounding towns including Blackrock • If DL fails to attract local shoppers into the town there will be an inevitable decline in the number of outlets and retail space • This effect can be seen already


Dun Laoghaire: Store size - % and number Conclusion • Overall the town has a surprisingly good balance of store sizes

Dun Laoghaire: store size % small < 150sqm

20%

medium 150-300sqm

large >300sqm

6%

Dun Laoghaire: store size outlets

74%

250 200 150 Number of outlets

100 50 0 small < 150sqm

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medium 150-300sqm

DĂşn Laoghaire Town Retail Strategy

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large >300sqm


Blackrock: Store size - % and number Conclusion • Blackrock has a high number of small sized outlets as would be expected

Blackrock: store size % small < 150sqm 6%

medium 150-300sqm

large >300sqm

5%

Blackrock: store size outlets

89%

120 100 80 60

number of outlets

40 20 0 small < 150sqm

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medium 150-300sqm

DĂşn Laoghaire Town Retail Strategy

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large >300sqm


Dundrum: Store size - % and number Conclusion • Dundrum has a higher number of medium sized outlets as would be expected in a “Shopping Centre”

Dundrum: store size % small < 150sqm

medium 150-300sqm

large >300sqm

9% 35%

56%

Dundrum: store size outlets 100 80 60 number of outlets

40 20 0 small < 150sqm

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medium 150-300sqm

Dún Laoghaire Town Retail Strategy

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large >300sqm


Tunbridge Wells: Store size - % and number Conclusion • As a benchmark for DL Tunbridge Wells has a similar overall breakdown of space

Tunbridge Wells: store size % small < 150sqm

medium 150-300sqm

large >300sqm

3% 20%

Tunbridge Wells: store size outlets

77%

500 400 300 number of outlets

200 100 0 small < 150sqm

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medium 150-300sqm

DĂşn Laoghaire Town Retail Strategy

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large >300sqm


Dun Laoghaire Conclusions: Store size - % and number Conclusion

Dun Laoghaire: store size % small < 150sqm

medium 150-300sqm

large >300sqm

Blackrock: store size % small < 150sqm 6%

20%

medium 150-300sqm

Breakdown of outlet by size (small, medium, large) is not an issue for DL and is in line with Tunbridge Wells

It is the size of medium sized outlets which makes Dundrum distinct as a shopping centre

6%

Tunbridge Wells: store size % medium 150-300sqm

large >300sqm

89%

Dundrum: store size % small < 150sqm

medium 150-300sqm

large >300sqm

3% 9%

20% 35% 77%

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5%

74%

small < 150sqm

large >300sqm

Dún Laoghaire Town Retail Strategy

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56%


Shopping Centre store size: Royal Victoria Place, TW

Royal Victoria place, TW: store size % small < 150sqm

medium 150-300sqm

• •

large >300sqm •

Conclusion As a good benchmark for DL, Royal Victoria Place in Tunbridge Wells has a good balance of large, medium and small units It has the majority of large units in the town

23% 47%

30%

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Dún Laoghaire Town Retail Strategy

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Significantly 53% of all outlets over 150sqm


Shopping Centre store size: Dundrum

Dundrum: store size % small < 150sqm

medium 150-300sqm

large >300sqm

Conclusion • Dundrum displays a similar breakdown to Royal Victoria place but with more smaller units than a UK centre •

9% 35%

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56%

Dún Laoghaire Town Retail Strategy

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Even so it still has 44% of outlets over 150 sqm


Shopping Centre store size: DL Shopping Centre

DL Shopping Centre: store size % small < 150sqm

20%

medium 150-300sqm

large >300sqm

6%

74%

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Dún Laoghaire Town Retail Strategy

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Conclusion • For the anchor centre in the town the DL Shopping Centre is low on medium and large stores • Significantly only 26% of outlets are above 150 sqm


Retail offer by type of retailer: Dun Laoghaire

Dun Laoghaire: retailer groups empty

small independ't

multiple specialist

destinati'n leader

Conclusion • DL retail offer is dominated by small independent retailers

local destinat'n •

Of concern is the low number of small independents that have become local destinations

• •

20% of offer is empty Only 10% of offer are multiple specialists

2% 15%

8%

20%

55%

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Retail offer by type of retailer: Blackrock

Blackrock: retailer groups empty

small independ't

multiple specialist

destinati'n leader

local destinat'n

2% 15%

6%

16% 61%

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Conclusion • Blackrock has significant independents as would be expected • However a higher proportion of local destinations suggesting that the quality of the independent retailers is higher than DL • Higher proportion of multiples retailers (twice as many as DL) signifies a stronger destination


Retail offer by type of retailer: Dundrum

Dundrum: retailer groups empty

small independ't

local destinat'n

multiple specialist

destinati'n leader 5% 6%

51%

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Conclusion • Dundrum’s strength is its very high proportion of multiples • This gives it its USP in Ireland •

22%

16%

Dún Laoghaire Town Retail Strategy

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Nearly 40% are local/regional independents The high % of local destinations shows the quality of this independent offer compared to DL


Retail offer by type of retailer: Tunbridge Wells

Tunbridge Wells: retailer groups empty

small independ't

multiple specialist

destinati'n leader

local destinat'n

1% 5% 29% 40% 25%

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Conclusion • Tunbridge Wells as a benchmark for DL shows a good balance of retailers • Particularly well balanced is the number of multiples and local destinations


% Retail Offer: Independents & Local Destinations Conclusion • The conversion of independents to local destinations has a large effect on overall location “pull” • TW is a benchmark for DL and Blackrock • This is particularly important in the absence of multiples

% retailers: Independents 70 60 50 40 30 20 10 0

%

Tunbridge Wells 40

Dun Laoghaire 55

Blackrock

Dundrum

61

22

% retailers: Local Destinations 25 20 15 10 5 0

% VM-unleashed 17.05.11

Tunbridge Wells 25

Dun Laoghaire 15

Dún Laoghaire Town Retail Strategy

- 130 -

Blackrock

Dundrum

16

16


% Retail Offer: Multiples Conclusion • Destinations SCs such as Dundrum have higher than average multiples • TW at 29% has a good level • DL, at 8% is significantly poor in multiples, almost half of Blackrock • It is imperative for DL to increase significantly its % of multiples

% retailers: Multiples 60 50 40 30 20 10 0

%

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Tunbridge Wells 29

Dun Laoghaire 8

Blackrock

Dundrum

15

51

Dún Laoghaire Town Retail Strategy

- 131 -


Retail offer by type of retailer: Shopping Centres

Royal Victoria Place: Retail Groups empty

small independ't

multiple specialist

destinati'n leader

local destinat'n

4% 3%

31% 48% 14%

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Conclusion • As a benchmark, the RVP centre has a good balance of nearly 50% multiples and about 50% independents and local destination

Dún Laoghaire Town Retail Strategy

- 132 -

Overall 2/3rds of retailers act as a destination


Retail offer by type of retailer: Shopping Centres

Blackrock/Frascati Centres: Retail Groups empty

small independ't

multiple specialist

destinati'n leader

15%

local destinat'n

6% 5%

11% 63%

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Dún Laoghaire Town Retail Strategy

- 133 -

Conclusion • In comparison the smaller Blackrock centres have 1/3rd retailers as destination • More multiples than destinations


Retail offer by type of retailer: Shopping Centres

DL Shopping Centre: Retail Groups empty

small independ't

multiple specialist

destinati'n leader

local destinat'n

Conclusion • DL Shopping centre has less than 20% retailers that can be considered destination •

There is a larger % of empty outlets than destination retailers

For DL Shopping centre to become a destination for retail it must aim for at least 50% of outlets as destination

2% 5%

12%

28%

53%

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Dún Laoghaire Town Retail Strategy

- 134 -


% Retail Offer Shopping Centres: Destination retailers & empty outlets Conclusion • The DL shopping centre must replace some of its empty outlets with destination stores • Essential to develop larger units for destination retailers

Shopping Centres: % destination stores 80 70 60 50 40 30 20 10 0 Royal Victoria Place, TW % retailers 52

Dun Laoghaire SC 19

Blackrock SC

Dundrum SC

32

73

Shopping Centres: % empty 30 25 20 15 10 5 0 Royal Victoria Place, TW % retailers 3

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Dún Laoghaire Town Retail Strategy

- 135 -

Dun Laoghaire SC 28

Blackrock SC

Dundrum SC

5

5


Destination Index: Total

Destination Index: Total 2500 2000 1500 1000 500

Conclusion • The size of DL makes it more of a destination than Blackrock • Despite its larger size and outlet numbers it is less of a destination than Dundrum • It does however have the potential to compete in variety of retailer types and the range of retail experiences

0 Tunbridge Wells Rating score 2500

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Dun Laoghaire 757

Blackrock

Dundrum Stores are grouped and scored

439

1066

Dún Laoghaire Town Retail Strategy

- 136 -

Empty

0

Independent

1

Local destination/recognised

5

Multiple/retail specialist

10

Destination mixed offer

20


Destination Index: Quality Index (average index per outlet)

Destination Index: Quality Index 8 7 6 5 4 3 2 1 0

Quality Index

VM-unleashed 17.05.11

Tunbridg e Wells 4.8

Dun Laoghaire 2.4

Blackrock

Dundrum

3.4

7.4

Dún Laoghaire Town Retail Strategy

- 137 -

Conclusion • The quality of retail in DL undermines the dominant retail space and number of outlets •

The average “Quality” of the retail makes it less of a destination than smaller neighbours such as Blackrock

It needs to double its “Quality” index to that of Tunbridge Wells to compete with both local destinations such as Blackrock and regional/national destinations such as Dundrum


Destination Index – Shopping Centres: Total

Destination Index Shopping Centres: Total 1200 1000 800 600

Conclusion • As the core of the towns retail offer the overall destination attraction of the DL Shopping Centre is lower than the competition

400 200 0 Royal Victoria Place, TW Rating Score 650

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Dun Laoghaire SC 149

Blackrock /Frascati SC 235

Dundrum SC Stores are grouped and scored

1066

Dún Laoghaire Town Retail Strategy

- 138 -

Empty

0

Independent

1

Local destination/recognised

5

Multiple/retail specialist

10

Destination mixed offer

20


Destination Index – Shopping Centres: Quality Index (average index per outlet) Destination Index Shopping Centres: Quality Index 8 7 6 5 4 3 2 1 0 Royal Victoria Place, TW Quality Index 6.6

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Dun Laoghaire SC 2.3

Blackrock /Frascati SC 3.8

Conclusion • In terms of quality the DLSC is even weaker compared to Blackrock • The quality weakness of the DLSC significantly contributes to the overall weakness of the town as a destination • “Quality and not Quantity” is the answer to the Retail problems of DL

Dundrum SC Stores are grouped and scored

7.4

Dún Laoghaire Town Retail Strategy

- 139 -

Empty

0

Independent

1

Local destination/recognised

5

Multiple/retail specialist

10

Destination mixed offer

20


Destination Index – Retail areas of Dun Laoghaire town centre Conclusion • Not surprisingly the largest pulling power as a retail destination is based around the centre of the town

DL Retail Areas: Destination Index total 200 180 160 140 120 100 80 60 40 20 0

VM-unleashed 17.05.11

score

Dún Laoghaire Town Retail Strategy

- 140 -

The pulling power slips away dramatically after the 3 central areas

There are no “secondary destinations”

A big opportunity to develop “secondary destinations” in the “Character Quarters”


Destination Index – Retail areas of Dun Laoghaire town centre George's Street Upper - Inner Marine Road George's Street Lower - Inner DL Shopping Centre

8

4

Bloomfield's Centre” George's Street Upper - outer

7

George's Street Lower - outer Crofton Road/Queen’s Road

5

1

2 3 6

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Dún Laoghaire Town Retail Strategy

- 141 -


Quality Index – Retail areas of Dun Laoghaire town centre

DL Retail Areas: Quality Index 3.5 3 2.5 2 1.5 1 0.5 0

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quality index

Dún Laoghaire Town Retail Strategy

- 142 -

Conclusion • The regeneration of Pennys contributes to the highest quality on George's Street Lower • Significantly some of the best quality/newer retailing is being pulled from the town towards the sea front • Currently small in number but recognised names and more professional in their retailing • A dangerous trend to the traditional retailing areas • Shopping centres are a focus for quality improvements


Destination Index – Retail areas of Dun Laoghaire town centre George's Street Upper - Inner Marine Road George's Street Lower - Inner DL Shopping Centre

3

7

Bloomfield's Centre” George's Street Upper - outer

2

George's Street Lower - outer Crofton Road/Queen’s Road

5=

1

5=

4 8 VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 143 -


Destination Index – Retail areas of Tunbridge Wells town centre Conclusion • Not surprisingly the largest pulling power as a retail destination is based around the centre of the town with the SC first

TW Retail Areas: Destination Index total 700 600 500 400 300 200 100 0

VM-unleashed 17.05.11

However the centres of the “character areas” – High Street and Camden Road are still good secondary destinations

They create a range/variety of retail experience through the assortment of stores they offer

score

Dún Laoghaire Town Retail Strategy

- 144 -


Destination Index – Retail areas of Tunbridge Wells town centre Royal Victoria SC Calverley Road

1

2

High Street

5

Mt Pleasant Camden Road Monson Road Pantiles

6

4 3 7 VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 145 -


Destination Index – Retail areas of Tunbridge Wells town centre Conclusion • The stores at the town centre command the highest quality rating with more multiples

TW Retail Areas: Quality Index 8 7 6 5 4 3 2 1 0

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quality index

Dún Laoghaire Town Retail Strategy

- 146 -

The secondary destinations are less highly rated individually but work well as a group


Destination Index – Retail areas of Tunbridge Wells town centre Royal Victoria SC Calverley Road High Street

2 1

7

Mt Pleasant Camden Road Monson Road Pantiles

5

3 4 6 VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 147 -


Retail Mix – Sectors: Tunbridge Wells

Tunbridge Wells: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 2% 5% 1% 16%

17%

22% 37%

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 148 -

Conclusion • As a benchmark for an urban town retail mix • Small % of grocery • About 20% clothing/footwear, services and eating out • About 40% specialists in a variety of retail categories • Minimal charity


Retail Mix – Sectors: Blackrock

Blackrock: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 0% 15% 8% 33%

VM-unleashed 17.05.11

1% 18% 25%

Dún Laoghaire Town Retail Strategy

- 149 -

Conclusion • For a small local destination retail mix Blackrock has a high level of services • It has also developed a high percentage of clothing and footwear retail which is in direct competition to DL • A lower % of retail category specialists because of the small number of units


Retail Mix – Sectors: Dun Laoghaire

Dun Laoghaire: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 2% 21% 29%

VM-unleashed 17.05.11

2% 10%

9%

27%

Dún Laoghaire Town Retail Strategy

- 150 -

Conclusion • DL has a higher than average grocery and services sector • This links to the customer research that the town is used for banking and food shopping • There is a high % of eating out • The low % of fashion retailers is a big issue as a retail destination • Half as many as Blackrock.


Retail Mix – Sectors: Shopping Centres -Dundrum

Dundrum: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out 4%

Conclusion • A destination centre has highest proportion clothing & footwear retailers •

Other sector specialists are the other high category

The several high profile multi-category anchors are important

Only essential services and a small often specialist food offer

% eating out is high as a destination

6%

21% 8%

38% 23%

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 151 -


Retail Mix – Sectors: Shopping Centres – Royal Victoria Place

Royal Victoria SC: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity 0% 9%

1% 5% 16%

31%

38%

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 152 -

Conclusion • As a town centre the RVP has highest % in clothing and specialist sectors, with other sectors higher than the clothing offer • Again services are low and eating out less than a destination centre


Retail Mix – Sectors: Shopping Centres – Dun Laoghaire SC

Dun Laoghaire SC: retail mix - sectors grocery

dept/variety

clothing/footwear

sector specialists

services

eating-out

charity

empty 0% 28% 8%

0%

VM-unleashed 17.05.11

9%

9%

30% 16%

Dún Laoghaire Town Retail Strategy

- 153 -

Conclusion • The 2 largest sectors are the specialist sectors and empty stores, which is a concern • There are no multicategory anchors in the centre • Clothing is very low in the centre and needs to be 3 to 4 times larger • Eating out offer is small but more importantly it is dispersed • A consolidated food offer on a destination floor would create a destination to all floors • A good range of other categories but here quality is an issue


Retail Mix % – Tunbridge Wells art/ frames/ restaurants galleries 5% (evening)

technology/ electrical 5%

5%

home 22%

banks/ building socs/ ins. 5%

jewellers 6% cafes/ fast food 17% beauty/ hair salons 10%

womens fashion 12%

gifts/speciality/ niche mixed clothing 7% 6%

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 154 -

Conclusion • The 2 most important categories with around 20% of outlets are home and clothing (mixed/women's) • The combination of women's and mixed offer mens/womens is very important • A strong food offer particularly during the day is used to support the retail offer • Variety of home areas in the category – soft, décor, kitchen, bathroom, bed, gifts • Strong impulse categories • Good technology category • Relatively low number of banks/services


10 largest product categories – Tunbridge Wells

Tunbridge Wells: Top 10 retailer categories 70 60 50 40 30 20 10 0

VM-unleashed 17.05.11

no.outlets

DĂşn Laoghaire Town Retail Strategy

- 155 -


Retail Mix % – Dun Laoghaire gifts/speciality/ pubs niche 5% 7% CTN 6%

womens fashion 8%

VM-unleashed 17.05.11

home 11%

jewellers 5% cafes/ fast food 17%

beauty/ hair salons 12%

restaurants (evening) 16%

banks/ building socs/ ins. 13%

Dún Laoghaire Town Retail Strategy

- 156 -

Conclusion • 58% of the top categories are not core retail • Eating out is strong with a surprisingly robust evening restaurant offer • This needs to be focused, publicised and driven by events • Services account for 25% of the top categories • Core retail needs to be increased in particularly clothing and mixed clothing with a men's/ women's offer • Home needs to be developed further particularly in the secondary destinations • Stronger technology offer • Stronger impulse categories


Retail Mix – 10 largest product categories

Dun Loaghaire: Top 10 retailer categories 25 20 15 10 5 0

VM-unleashed 17.05.11

no. outlets

DĂşn Laoghaire Town Retail Strategy

- 157 -


Retail spread of ladies fashion – specialist and mixed fashion offer Fashion Fashion Fashion Fashion

– – – -

classic young fashion middle market value

Conclusion • Women's fashion is concentrated in the town centre • Classic ladieswear is diluted across the central area • A lack of real “fashion” specialists for young customers • A lack of fashion in secondary destinations to help define the demographic positioning • Require more fashion multiples in the town centre

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Dún Laoghaire Town Retail Strategy

- 158 -


Retail spread of men's fashion – specialist and mixed fashion offer Fashion Fashion Fashion Fashion

– – – -

classic young middle market value

Conclusion • Virtually no fashion offer for young men in the town • Nowhere to buy brands • George's St Lower should be a focus for young trends • Classic menswear is well clustered but arguably at the wrong end of the town • More mainstream men's fashion and mixed fashion in the centre

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 159 -


Where to buy fashion brands in Dun Laoghaire? Top 100 UK Men's Clothing Brands - AW 2010 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Adidas Nike Levi Strauss & Co Fred Perry G-Star Raw Diesel Polo Ralph Lauren Boss Hugo Boss The North Face Jack & Jones All Saints Ted Baker Lacoste Superdry French Connection Firetrap Berghaus Fat Face Tommy Hilfiger Bench Armani Ben Sherman Gant Barbour Henleys

26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

Puma Reiss Voi Jeans Paul Smith Umbro Timberland Henri Lloyd Sergio Tacchini Gio Goi Lyle & Scott Wrangler Penguin Animal Fila Dolce & Gabbana Duck and Cover Jack Wills Austin Reed Lee Reebok Crew Clothing Company Craghoppers White Stuff Jaeger Hackett

Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations Source: Brandmonitor VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 160 -

Conclusion • It is simply not possible to buy the vast majority of fashion brands in Dun Laoghaire •

These brands have a key role in creating destination status for a retail offer

As a priority as many of these brands as possible need to be introduced into the town

Multi-brand independents/local destinations

Single brand franchises and brand-owned stores


Where to buy fashion brands in Dun Laoghaire Top 50 UK Women's Clothing Brands - AW 2010 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Adidas Nike Coast All Saints French Connection The North Face Hobbs Phase Eight Reiss Karen Millen Ted Baker Fat Face Jaeger Berghaus Superdry Whistles Country Casuals Lipsy London Bench Levi Strauss & Co East Fenn Wright Manson Armani Jigsaw Puma

26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

Diesel White Stuff Jacques Vert G-Star Raw Mango Vero Moda Ann Harvey Precis Viyella Planet Austin Reed Barbour Polo Ralph Lauren Eastex Animal Esprit Firetrap Reebok Boss Hugo Boss Tommy Hilfiger Jack Wills Yumi Desigual Max Mara Gerry Weber

Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations Source: Brandmonitor VM-unleashed 17.05.11

DĂşn Laoghaire Town Retail Strategy

- 161 -


Retail spread of children's fashion – specialist and mixed fashion offer Fashion Fashion Fashion Fashion

– – – -

classic young middle market value

Conclusion • Childrenswear is very poorly represented • No specialist boutiques in the town • Offer is middle market and value orientated • Mass market specialists in the town centre • Trendy or boutique shops in the secondary destinations

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 162 -


Retail spread of jewellery Jewellery

Conclusion • Jewellery is a strong category in the town • Well clustered • Strong mix but with diverse offer • Opportunity to use jewellery in the secondary destinations to differentiate the offer

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 163 -


Retail spread of financial sector Banks/Building Societies

Conclusion • Banks/Building societies are a main destination for the town • Occupy large areas of prime retail land in the town centre • Facet jewellers is an excellent example of good use of old bank buildings

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 164 -


Retail spread of eating out Cafes Restaurants – evening opening also Pubs/Bars

Conclusion • Eating out is establishing itself in key secondary destinations in the town • Important to develop these clusters of restaurants to create character eating in the evenings/weekends, linked to entertainment and evening retail • Central area should continue to add quality to the daytime offer of cafes

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 165 -


Retail spread of grocery/food Grocery stores Supermarkets Health food/speciality Off-license Fresh specialist Conclusion • DL relies too heavily on Tesco for traffic • In town centre develop more small grocery • In the secondary destinations develop more speciality food shops linked to the demographic, as well as wine stores, or real bear stores and fresh specialists appropriately • Already a strong fresh offer in G Street Lower

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 166 -


Retail spread of vacant outlets Vacant

Conclusion • DL is contracting due to many empty stores • It needs to attract more customers from the town and local competitor locations • It is the secondary destinations that are losing retailers • These need to be built up as a priority, particularly G ST Lower as an artisan and trendy area, and G St Upper as a boutique area • We need “quality to justify the quantity”

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 167 -


Current geography: shrinking core and growing sea-front destination Prime Destination Secondary Destinations

VM-unleashed 17.05.11

DĂşn Laoghaire Town Retail Strategy

- 168 -


Development of “Retail Destinations” Prime Destination Secondary Destinations Priority is to develop secondary destinations with distinctive “character” along George's Street as well as the harbour area The core will “stretch” to embrace these areas

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 169 -


“Retail Destinations” – Tunbridge Wells Prime Destination Secondary Destinations

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 170 -


“Commercial and Character Quarters” – Tunbridge Wells

“Commercial Quarter” – Prime Destination Royal Victoria SC Calverley Road Mt Pleasant “Character Quarters” – Secondary Destinations Camden Road – “Lower Street Quarter” Monson Road – “Upper Street Quarter” High Street – “Boutique Quarter” Pantiles – “Heritage Quarter”

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 171 -


Development of “Commercial and Character Quarters” “Commercial Quarter” – Prime Destination George's Street Upper “Commercial quarter” Marine Road “Commercial quarter” George's Street Lower “Commercial quarter” DL Shopping Centre “Commercial quarter” Bloomfield's Centre “Commercial quarter” Patrick Street “Commercial quarter” “Character Quarters” – Secondary Destinations George's Street Upper “Edwardian quarter” George's Street Lower “Artisan quarter” Crofton Road/Queen’s Road “Harbour quarter”

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 172 -


Focusing of product sectors and categories – drive commercial & build character Prime Destination • Fashion & Footwear • Mixed clothing • Dept/variety stores • Mass specialists • Electrical • Telecoms • Books • Gift/impulse • Grocery • Cafes Secondary Destinations • Home specialists • Hand-made/crafted • Speciality food • Leisure fashion specialist • Boutiques • Culture • Galleries • Services – repairs… • Quality/unique gift VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 173 -


Actions for George's Street Lower – “Artisan Quarter” Increase: • Specialist home stores/crafts • Home specialists/florists • Retro/trend stores • Bric ‘a’ Brac • Young trend clothing/footwear brands • Culture/galleries/gift • Music/books/extreme sports/surf

eating-out 22%

charity grocery 4% 5%

grocery 3% dept/variety 0%

sector specialists 19%

clothing/ footwear 0%

services 53%

VM-unleashed 17.05.11

Decrease: • Services • There is currently not enough to buy in this district

Camden Road, TW: % retail mix

George's St. Lower, DL: % retail mix charity 3%

Increase: • Restaurants/world cuisine • Evening culture

Dún Laoghaire Town Retail Strategy

- 174 -

dept/variety 0%

eating-out 20%

services 31%

sector specialists 37%

clothing/ footwear 3%


Actions for George's Street Lower – “Artisan Quarter” Increase: • “quality” of independents to become local destinations • New innovative independents • “trend” brands – in independent, franchise or multiple • Appropriate multiples across all sectors

Decrease: • “dead” independents • Empty stores with new innovation

Monson Road, TW: % retailer type

George's St. Lower, DL: % retailer type local destinat'n multiple specialist 16% 4% small independ't 53%

destinati'n leader 0%

local destinat'n 36%

empty 27%

VM-unleashed 17.05.11

small independ't 47%

multiple specialist 17%

Dún Laoghaire Town Retail Strategy

- 175 -


Actions for George's Street Upper – “Edwardian Quarter” George's St. Upper, DL: % retail mix

High St. Tunbridge Wells: % retail mix

eating-out 31%

services 17%

services 35%

charity 9%

sector specialists 19%

sector specialists 41%

grocery 6% dept/variety 0% clothing/ footwear 0%

Increase: • Specialist clothing/footwear brands • Boutiques/leisure fashion • Specialist home stores/crafts • Antiques • Specialist food • Restaurants VM-unleashed 17.05.11

Decrease: • Take-aways • Services • Low quality retail • Charity

Dún Laoghaire Town Retail Strategy

- 176 -

eating-out 15% clothing/ footwear 23%

charity 1% grocery 3% dept/variety 0%


Actions for George's Street Upper – “Edwardian Quarter” High St. Tunbridge Wells: % retailer type

George's St. Upper, DL: % retailer type small independ't 77%

multiple specialist 22%

local destinat'n 5% empty 18%

local destinat'n 32%

multiple specialist 0% destinati'n leader 0%

Increase: • More local destinations • Promote independents to local destinations through best practice • Introduce selected multiple brands appropriate to the “character”

VM-unleashed 17.05.11

Decrease: • Small independents • Poor quality locals • Empty stores

Dún Laoghaire Town Retail Strategy

- 177 -

empty 3%

small independ't 43%


Actions for Crofton Road/Queens Road – “Harbour Quarter” Increase: • Core retailing • Leisure/tourist/marine focus • Clothing – leisure/marine brands • Boating equipment • Gift/souvenir/craft • Galleries/tourist shops • Specialist food/confectionary

Decrease: • Build on the very good café/restaurant culture • Serve the same customer with a retail offer • Ultimately complement with an “outlet” centre to create leisure destination

Pantiles, TW: % retail mix

Croften/Queens Rds, DL: % retail mix

services 10%

grocery 0% eating-out 78%

dept/variety 0% sector specialists 22%

services 0% VM-unleashed 17.05.11

eating-out 20%

charity 0% clothing/ footwear 0%

Dún Laoghaire Town Retail Strategy

- 178 -

sector specialists 56%

charity grocery 7% 0% dept/variety 0% clothing/ footwear 7%


Actions for Crofton Road/Queens Road – “Harbour Quarter” Develop: • Keep the good balance of independents and local destinations • Introduce some appropriate multiples in keeping with the “Harbour Quarter” culture

Croften/Queens Rds, DL: % retailer type

Pantiles, TW: % retailer type

multiple specialist 0% local destinat'n 60%

destinati'n leader 0% small independ't 30%

VM-unleashed 17.05.11

empty 13%

empty 10%

local destinat'n 35% multiple specialist 6%

Dún Laoghaire Town Retail Strategy

- 179 -

small independ't 46%


Actions for George's Street Upper – “Commercial Quarter” Mt Pleasant, TW: % retail mix

George's St. Upper, DL: % retail mix

services 32%

eating-out 19%

sector specialists 24%

charity grocery 5% 3%

clothing/ footwear 14%

eating-out 20%

dept/variety 3%

sector specialists 16%

Increase: • “Quality, quality, quality!” • Some more fashion as one sector to increase

VM-unleashed 17.05.11

services 31%

Dún Laoghaire Town Retail Strategy

- 180 -

charity grocery 7% 6% dept/variety 2% clothing/ footwear 18%


Actions for George's Street Upper – “Commercial Quarter” George's St. Upper, DL: % retailer type

Mt Pleasant, TW: % retailer type

local destinat'n 13% small independ't 50%

multiple specialist 42%

multiple specialist 15%

local destinat'n 25%

empty 20% destinati'n leader 2%

Increase: • More local destinations • Promote independents to local destinations through best practice • Introduce selected multiple brands appropriate to the “character”

VM-unleashed 17.05.11

destinati'n leader 2%

Decrease: • Small independents • Poor quality locals • Empty stores

Dún Laoghaire Town Retail Strategy

- 181 -

empty 3% small independ't 28%


Actions for George's Street Lower – “Commercial Quarter” Increase: • Build on hat is the strongest retail area in DL • Increase % of clothing & footwear specialists • Increase variety of other specialist retail categories

Calverley Rd, TW: % retail mix

George's St. Lower, DL: % retail mix eating-out 9%

charity 2%

sector specialists 26%

VM-unleashed 17.05.11

eating-out 11%

grocery 13% dept/variety 6%

services 35%

Decrease: • Services for core retail • Establish this area as an absolute destination for retail

clothing/ footwear 9%

Dún Laoghaire Town Retail Strategy

- 182 -

services 27%

sector specialists 34%

charity grocery 1% 7% dept/variety 2% clothing/ footwear 18%


Actions for George's Street Lower – “Commercial Quarter” Increase: • Essential to build on the presence of Pennys and Shaws with a strong mix of multiple specialists

George's St. Lower, DL: % retailer type local destinat'n 24%

Decrease: • Local independents

Calverley Road, TW: % retailer type

multiple specialist 11% destinati'n leader 4% empty 17%

empty 4%

multiple specialist 66%

small independ't 44%

VM-unleashed 17.05.11

Dún Laoghaire Town Retail Strategy

- 183 -

small independ't 10%

local destinat'n 20%


Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter” Royal Victoria Pl. TW: % retail mix

DL Shopping Centre: % retail mix services 22%

eating-out grocery 11% 13%

sector specialists 41%

charity 0%

sector specialists 38%

dept/variety 0% clothing/ footwear 13%

services 9% eating-out 16%

clothing/ footwear 31%

charity 0% grocery 1% dept/variety 5%

Increase: • Increase significantly clothing & footwear • Introduce a multi-category anchor • Strengthen and consolidate eating offer • VM-unleashed 17.05.11

Decrease: • Services for core retail • Replace grocery for other retail categories, particularly fashion

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Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter” DL Shopping Centre: % retailer type

Royal Victoria Pl. TW: % retailer type

local destinat'n 5%

small independ't 53%

multiple specialist 48%

multiple specialist 12% empty 28%

local destinat'n 14%

destinati'n leader 2%

Increase: • Multiple specialists are the key priority to increase by up to 4x • More local destinations

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destinati'n leader 4% empty 3% small independ't 31%

Decrease: • Small independents – remove or convert into local destinations by improving quality • Clearly reduce number of empty units

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5). Appendix

“A Retail Renaissance” Dún Laoghaire Town Retail Strategy


i). Royal Tunbridge Wells Benchmark “A Retail Renaissance” Dún Laoghaire Town Retail Strategy


Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

Population at c.50,000 is twice the size but the demographic is similar •

Older, wealthier population with some areas of lower wealth

Main areas of employment are local council, hospitals and retail with relatively light industries

Significant tourist attraction with the Victorian Spa, Common and architectural heritage

Very long retail geography to the shape of the town similar to DL

Against this backdrop… •

Has developed itself as a local and regional destination for Retail

Has a excellent retail mix and balance of categories, and retailer types

Introduced a destination Shopping Centre, Royal Victoria Place in 1992

Has a number of successful independent “local destination” retailers

Clearly segments the retail geography into “quarters” or districts with local/visitor focus

Operates a fortnightly farmers market in the town centre

Runs a vibrant events programme in the town

Encouraged a vibrant “café” culture with daytime and evening cafes & restaurants

Impressive retail focus on-line – store directories/itineraries

Proud display of the importance of retail in the town

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

Royal Tunbridge Wells (usually shortened to Tunbridge Wells) is a town in west Kent, England, about 40 miles (64 km) south-east of central London by road, 34.5 miles (55.5 km) by rail. The town is close to the border of the county of East Sussex. It is situated at the northern edge of the High Weald, the sandstone geology of which is exemplified by the rock formations at the Wellington Rocks and High Rocks.

The town came into being as a spa in Georgian times and had its heyday as a tourist resort under Richard (Beau) Nash when the Pantiles and its chalybeate spring attracted visitors who wished to take the waters. Though its popularity waned with the advent of sea bathing, the town remains popular and derives some 30% of its income from the tourist industry.

The town has a population of around 56,500 and is the administrative centre of Tunbridge Wells Borough and the UK parliamentary constituency of Tunbridge Wells. In the United Kingdom Tunbridge Wells has a reputation as being the archetypal conservative "Middle England" town, a stereotype that is typified by the fictional letter-writer "Disgusted of Tunbridge Wells".

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

As of 2002 there were around 50,000 people employed in the borough of Tunbridge Wells. The largest sector of the local economy consists of hotels, restaurants, and retail (the centrally located Royal Victoria Place shopping centre, opened by Diana, Princess of Wales in 1992, covers 29,414 square metres (96,503 ft), which accounts for around 30% of all jobs; the finance and business sector makes up just under a quarter of jobs, as does the public administration, education and health sector.

Tunbridge Wells is arguably the most important retail centre between London and Hastings.

The largest single employer in the town is the Maidstone and Tunbridge Wells NHS Trust, at the Kent and Sussex and Pembury Hospitals, which employs around 2,500 people; the largest single commercial employer is AXA PPP healthcare, which employs around 1700. Tunbridge Wells enjoys a relatively low unemployment rate of around 1.0% as of August 2008, compared to a UK national rate of around 5.4%.

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• • •

Royal Tunbridge Wells Strong focus on Retail Segmentation of the town’s retail offer by geography and “character”

Excellent Council website with store directories, itineraries planner, search facility and retail offer descriptions


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

Royal Tunbridge Wells Strong focus on Retail

Long thing retail footprint through the town

Prime Destination Secondary Destinations

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

Royal Tunbridge Wells Strong focus on Retail

Segmentation of the town’s retail offer by geography and “character”

“Commercial Quarter” – Prime Destination Royal Victoria SC Calverley Road Mt Pleasant “Character Quarters” – Secondary Destinations Camden Road – “Lower Street Quarter” Monson Road – “Upper Street Quarter” High Street – “Boutique Quarter” Pantiles – “Heritage Quarter”

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Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• • •

Royal Tunbridge Wells Strong focus on Retail Segmentation of the town’s retail offer by geography and “character”

The old High Street, Chapel Place & Vale Road

Full of character the old High Street and Chapel Place have a wonderful range of small, independent shops many still retaining their original Victorian frontages, selling designer clothes, home furnishings, jewellery and gifts.


Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• • •

Royal Tunbridge Wells Strong focus on Retail Segmentation of the town’s retail offer by geography and “character”

Calverley Road, Mount Pleasant & Mount Ephraim

The streets at the "top" end of town both are home to many big High Street names as well as numerous smaller independent shops and the Great Hall Shopping Arcade.


Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• • •

Royal Tunbridge Wells Strong focus on Retail Segmentation of the town’s retail offer by geography and “character”

Camden Road & Monson Road

A friendly, local feel normally found in a smaller town or village is still very much alive here - full of small, specialist shops.


Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• • •

Royal Tunbridge Wells Strong focus on Retail Segmentation of the town’s retail offer by geography and “character”

Royal Victoria Place (RVP) is an award winning undercover shopping centre with over 100 well known High Street brand names all under one roof.


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

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Royal Tunbridge Wells Strong recognition of the importance of cafes and restaurants to the town


Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

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Farmers Market in the heart of the town


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • •

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Royal Tunbridge Wells The Pantiles Leisure & tourist shopping


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Regular markets throughout the town


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Regular workshops and interactive demonstrations Seasonal competitions and “fun days”


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Food, music & culture


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Food, music & culture


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Food, music & culture


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • •

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Royal Tunbridge Wells The Pantiles Vibrant events programme Food, music & culture


Royal Tunbridge Wells as a benchmark for Dun Laoghaire •

• • • •

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Royal Victoria Place offers a vibrant retail destination Events and dynamic information Seasonal magazine Loyalty gift card Late night shopping every Thursday


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • • • • •

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Seasonal magazine Retail news Fashion trends Advertisements Promotions and competitions


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

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Royal Victoria Place Gift Card 90 stores participating


Royal Tunbridge Wells as a benchmark for Dun Laoghaire • •

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Royal Victoria Place Late night Thursday and Sunday opening


ii). Gunwharf Quays Benchmark Background “A Retail Renaissance” Dún Laoghaire Town Retail Strategy


Gunwharf Quays as a benchmark for Dun Laoghaire •

The centre opened on 28 February 2001 and is located on the site of the former Royal Navy shore establishment HMS Vernon

The centre contains 95 designer shopping outlets as well as 25 bars and restaurants and the Spinnaker Tower.

There is also a 14-screen Vue cinema, a Bowlplex bowling centre with 26 lanes, 2 bars and 13 American sized pool tables, a Jongleurs comedy club, which turns into a nightclub past 10pm, a Tiger Tiger nightclub, a contemporary art gallery, and a 120 bed hotel.

There is also a 26 storey Skyscraper under the title Number One (aka Lipstick Tower), built to resemble a funnel. This makes a seafaring composition with the existing sail-like Spinnaker Tower. There are numerous bars, cafes and restaurants located by the waterfront with a view of shipping movements into Portsmouth Harbour.

The waterfront overlooks the Gunwharf Quays Marina which has hosted many national and international sailing events such as the Volvo Ocean Race in Summer 2006. The marina accommodates luxurious multi-million pound superyachts and famous tall ships from around the globe.

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Gunwharf Quays as a benchmark for Dun Laoghaire •

The centre is located close to the Historic Dockyard and "Old Portsmouth". It can be accessed quickly from Portsmouth Harbour railway station and "the Hard" bus interchange, or via a relatively short walk from Commercial Road in the city centre.

The Berkeley Group plc was responsible for the development of Gunwharf Quays, which is now owned by Land Securities. The area has also become an extremely affluent residential area of Portsmouth, and houses many luxurious apartment buildings.

Shops include: Superdry, Jack Wills, Polo Ralph Lauren, Gant, LK Bennet and Lacoste.

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Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Mixture of leisure, outlet shopping at waterfront


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Dynamic Shopping Environment

Strong branding


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Mixture of leisure, outlet shopping at waterfront


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Top Brands

Strong focus on outdoor and leisure brands


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

• •

Café culture Very strong daytime café and evening/weekend restaurant offer


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Strong link to the Marina


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Loyalty club with discounts and offers on shopping at the centre


Gunwharf Quays as a benchmark for Dun Laoghaire

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Gunwharf Quays

Strong & dynamic events programme


iii). Dun Laoghaire Interviewees

“A Retail Renaissance” Dún Laoghaire Town Retail Strategy


Dun Laoghaire interviewees •

Adele Ryan: Dun Laoghaire Shopping Centre Manager

Aidan Ryan: Royal Marine Hotel – General Manager

Bob Hannon: Senior Architect – DIRCC

Don McManus: Dun Laoghaire Business Association & Harbour Board

Emma Olson: Bloomfield's Shopping Centre Manager

Georgina Sweetnam: Director – County Enterprise Board

Hal Ledford: Director of Chamber of Commerce

Kay Gleeson: Resident Association

Liam & Patrick Shannon: Joint owners of “Facet Jewellers”

Nicola Fitzgerald: Dublin Tourism

Owen Keegan: County Manager – DIRCC

Richard Shakespeare: Director of Environment, Culture and Community – DIRCC

Thelma Keenan: Joint owner of “Homes in Heaven”

Tim Hannon: SEO Finance – Rates

Torry Schelhorn: Communications Department - DLRCC

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“A Retail Renaissance” Dún Laoghaire Town Retail Strategy

Final Report


tim radley managing director 0044 796 76 09 849 tim.radley@vm-unleashed.com 11 Moat Farm tunbridge wells tn2 5xg

www.vm-unleashed.com


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