“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. e Positive communication to the local area, particularly the wealthier and older customer base is also important to bring-back the sizeable group of “lost” customers f 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 g The priority order of targets for new visitors and customers must be… 1. DL town 2. Local 3. Regional 4. National 5. International
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
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
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
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…
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. i. Recognising the weaknesses of the current retail mix. ii. Realising the potential of the new retail mix. 4. Developing Dun Laoghaire’s retail geography Creating the “retail quarters” i. George's Street Upper – “Edwardian Quarter” ii. George's Street Lower – “Artisan Quarter” iii. Central “Commercial Quarter” 5. 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”
Dún Laoghaire has potential – let’s work together to make it better