RECOMMENDATIONS FOR BUILDING A STRONGER BUSINESS
RETENTION OR RECRUITMENT PROGRAM
ANDERSON, SOUTH CAROLINA
June 11, 2013
1. CLARIFY MARKET TRENDS
America is getting older and more culturally diverse. Americans also are delaying
retirement and living in intergenerational households. Changing demographics along with
changing attitudes and lifestyles will create new opportunities for downtown businesses
as well as challenges. Social media and E-commerce sites are generating new customers
for downtown, but are blurring traditional trade area boundaries.
1. Work with retailers to identify trade area boundaries based on zipcode surveys,
business and shopper surveys. Use free reports offered by on-line data companies to
prepare maps based on zip codes, miles and time traveled.
2. Identify relevant demographic and retail sales trends using computer demographic
reports and Census. Summarize information and post to website and distribute to
downtown business and property owners.
3. Review national and local lifestyle trends that impact consumer expenditure. Lifestyle
data can be purchased from on-line demographic companies and supplemented with local
surveys. Examples of national consumer trends that are impacting sales downtown
include
− Eco-friendly business consumer
− Frugal shopper
− Independent business consumer
− Farm to fork consumer
4. Work with Visitor Bureau to monitor changes in visitor traffic to downtown. Develop
a profile that can be distributed to interested businesses to help them increase sales
revenue from tourists.
2. ASSESS DOWNTOWN’S COMPETITIVENESS.
Too often, communities focus on what is missing instead of what they have. As part of an
overall assessment of downtown’s competitive advantages and liabilities, the City should
work with Downtown stakeholders to clarify downtown strengths and unique assets that
can be used to differentiate the downtown business district from competing centers within
the region. To effectively retain or attract new businesses to Downtown, the City must
build upon existing competitive advantages and continue to ameliorate perceived
liabilities and issues.
1. Evaluate downtown’s physical condition including building conditions, streetscape,
physical environment, parking, City ordinances and regulations. Also assess social
conditions such as crime, litter and pan handling. Make sure to assess downtown’s
pedestrian accessibility as part of this review.
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2. Evaluate downtown’s existing businesses by function and use. Purchase Downtown
Diva or similar software to manage inventory. Use GIS mapping system to prepare
business cluster maps showing location of similar uses.
3. Identify “at risk” businesses using business surveys, in-store audits and interviews to
clarify issues. Common issues facing small businesses include
- Availability of capital
- Changing technology
- Declining sales
- Rising expenses
- Increasing regulations
- No retirement plans
3. CLARIFYING THE MESSAGE: MARKETING AND PROMOTION
Sustaining excitement and enthusiasm for a long-term downtown revitalization effort can
be challenging. It also is difficult to change public perception regarding a business district
when changes occur over many years. Special events, image building campaigns,
websites and marketing material can all be used to build a strong image for the
Downtown within the region.
1. Use special events to support existing business clusters or support emerging trends.
For example a Shop local campaign builds on a national consumer trend and highlights
downtown’s concentration of locally owned businesses. Consider holding special events
that promote the City’s industrial heritage or build upon the City’s “Electric City” logo.
2. Develop small targeted promotions that focus on niche markets such as older
residents, Lake Retiree’s, college students, wedding and special event customers,
company employees.
3. Continue to use a variety of marketing materials such as the City’s downtown website,
brochures and signage to promote downtown’s unique image within the region. Recent
building façade improvements, the City’s streetscape and new park are good examples of
how visual change can be used to create investor confidence in downtown.
4. Look for inexpensive ways to increase sales performance such as cross merchandising
between similar businesses, web sales and social media.
4. STRENGTHENING THE MIX: DOWNTOWN BUSINESS ASSISTANCE.
A strong business base is a prerequisite for a successful business recruitment effort. Too
often, communities focus on “what is missing” rather than work to strengthen their
existing commercial base. Downtown businesses would benefit from a variety of business
assistance activities ranging from specialized technical assistance, access to alternative
sources of financing, workshops and seminars.
1. Improve business performance by working with downtown business owners to
develop an on-going educational assistance effort that includes seminars and workshops.
Experiment with podcasts and webinars to increase participation.
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Greenberg Development Services
Charlotte, North Carolina
2. Develop a technical assistance program based on findings from business surveys and
interviews. This assistance program should include mentor programs to pair new
businesses with established business owners, counseling services through SCORE and
one-on-one counseling on inventory management, merchandising or customer service
training.
3. Encourage entrepreneurial ship opportunities downtown through various activities
including a business plan competition, entrepreneurial fair, creating places for
entrepreneurs to share ideas and get support. Lake Hartwell retiree’s and Clemson and
Anderson University graduates could be a source for new business start-ups downtown.
4. Increase financing opportunities for small businesses and developers. In addition to
increasing utilization of existing sources of funding, the City should explore other types
of financing tools such as a development corporation, LLC or Community Investment
Foundation. Consider developing a CDBG façade easement program and a shared risk
loan program through local lenders. Existing incentives such historic tax credits should
be promoted through educational material and workshops for downtown property and
business owners.
5. DEVELOP A PRO-ACTIVE APPROACH TO BUSINESS RECRUITMENT
AND REDEVELOPMENT.
While property owners or their Brokers are responsible for the leasing or sale of property,
many could use assistance in identifying appropriate tenants to fill vacant or underutilized
space. The type of recruitment assistance that Cities provide varies greatly depending on
staffing, funding and support from downtown property owners, Realtors, businesses and
Developers. Business recruitment activities can range from simply providing Realtors
with useful market data to providing financial assistance to resolve financing gaps. Many
communities are taking a more aggressive role in business recruitment through a
“targeted recruitment effort” that focus on attracting specific uses as well as on increasing
general leads. While Anderson’s ability to attract desired tenants will depend primarily
on the availability of ready to rent space and market demand, it also will depend upon the
level of support developed among local businesses, Realtors and property owners to
network and market downtown to identified prospects.
1. Focus on destination businesses that support existing business clusters or help attract
new customer groups to downtown. Examples of these types of uses include:
− Additional housing. (Possible products include extended stay apartments, condo,
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live/work)
A hospital wellness or fitness center
Expand programming at ACT Theater
Educational classrooms (classes, office space)
Indoor farmers’ market
Executive office suite (office space for small tenants such as IT, design firms)
Company store (products manufactured in Anderson)
Destination restaurants or brew pubs
Local radio station (glass window to allow visitors to watch DJ perform)
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Charlotte, North Carolina
− Auction house – would support hotel and could be relocated when demand for space
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increases
Design Center – (graphic design, print, architectural, showroom)
Design Emporium – include mixture of antique, furniture and home accessories that
are rotated to maintain freshness and new visitors. (See Salisbury NC)
Entertainment or cultural activity uses – Children’s theater, bowling, dance hall or
club, indoor race track or sports complex
2. Create space for small businesses through office and retail incubators. Retail
incubators can include two businesses sharing same building as well as temporary pop-up
retailers locating in vacant space. Farmers’ Markets can be used as food and beverage
incubator space.
3. Develop non-retail destination uses that can be used to facilitate community
interaction and meeting within the Downtown. Examples of these types of spaces include
greenways, parks, community stages, etc. Temporary destinations include outdoor iceskating rinks, street festivals, mobile farmer’s market stalls.
4. Work with local realtors to attract a greater number of “lifestyle” retailers, primarily in
the gift, hobby and home décor categories. Examples of “lifestyle” businesses that have
been successfully recruited by similar communities include:
− Gourmet foods and gift basket
− Candy store (Lexington, NC)
− Toy store (O.P. Taylor, Greenville)
− Artist cooperative – (Laurens, SC)
− Bath and body products
− Outdoor or sporting goods
− Fabric, quilting, bead, scrapbook
− Pet products
− Exercise or dance studio.
5. Evaluate existing incentives and financial programs and revise to increase utilization
and address specific issues. Consider developing local sources of financing such as
community investment funds or private partnerships to facilitate development or new
business formation.
6. Work with property owners to identify appropriate uses for vacant and underutilized
space based on owner’s long-term plans and building conditions.
7. Ask businesses and residents for help in locating unique businesses that would
complement existing business mix.
8. When necessary, be prepared to secure key buildings either thru donation or purchase
of property.
9. Take field trips to visit other similar communities to identify potential new uses and
ways to better market downtown.
10. Make sure that you have effective website and marketing materials to solicit new
investment. Website should contain both market and available property information.
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Greenberg Development Services
Charlotte, North Carolina
6. BUILD PRIVATE SECTOR SUPPORT FOR REVITALIZATION
The City of Anderson has a strong, well managed downtown development effort
coordinated by their Downtown Development Office (DDO). The Office is responsible
for implementing plans and programs that foster the economic growth of the downtown.
While the DDO can act a go-between and resource for downtown businesses and
property owners, it is not responsible for coordinating retail events, organizing volunteers
or raising private funds for desired downtown projects. While the DDC and City’s
mission is not necessarily the same as the private sector, they work closely with
downtown businesses and property owners on a variety of projects. While there are many
ways to implement a comprehensive downtown revitalization program, we believe that
Downtown’s private sector could take a more direct role in on-going activities. While the
Main Street program once acted as the private sector’s “voice” for downtown, it no
longer plays this role. Currently, there is no single organization that represents downtown
stakeholders that can partner with the City to carryout a comprehensive downtown
revitalization effort.
1. Hold an organizational meeting with Downtown stakeholders to define a vision for
downtown. The vision should identify key assets, short and long term priorities and
identify those individuals or organizations that could help implement desired projects.
2. Develop a two-year work plan that identifies projects that would strengthen existing
businesses as well as attract new investment to downtown.
3. Research ways to raise funds to support identified programs or projects within the
community.
4. Improve communication between stakeholders through an automated text messaging
system, regular block meetings, organized affinity groups (downtown restaurants and
bars, specialty retailers, professional services etc.) to resolve specific concerns.
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Greenberg Development Services
Charlotte, North Carolina
RESOUCE INFORMATION
SMALL BUSINESS ORGANIZATION/ASSOCIATION NEWSLETTERS
www.Businenessweek.com
www.BizPlanit.com
www.openforum.com
www.NFIB.org (National Federation of Ind. Business)
www.score.org
DEMOGRAPHIC/ RETAIL SALES
Census American Factfinder
www.factfinder.census.gov
County Business Patterns
www.census.gov/econ
Consumer Exp. Survey
www.bls.gov/cex
Mapping local employment
http://lehd.did.census.gov/led/
www.bea.gov/regional/reis
Bureau of Economic Analysis
Google public data
www.google.com/publicdata?ds=uspopulation
ESRI marketplace profile
www.ESRI.com (code marketplace)
EASI Demographics
www.easidemographics.com
Free Demographics
www. freedemographics.com
Claritas Site reports
www.claritas.com/sitereports
WI Main Street Online toolbox
www.uwex.edu/ces/cced/dma
SMALL BUSINESS ASSISTANCE
National Main Street Center
www. www.preservationnation.org/main-street
Downtown Idea Exchange
www.downtowndevelopment.com
Small Business Center
www.score.org/downloads
MASC
www.masc.sc
NC Rural EDC
www.ncruralcenter.org/
Free Business Plans
www.pitchtheplan.com
Score
www.score.org
Fast Trac
www.fastrac.org
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Greenberg Development Services
Charlotte, North Carolina