1 Orleans part i, 2-4

Transcription

Part Three
Business District Profile and
Analysis of Commercial Mix
FinePoint Associates, LLC, Peg Barringer, pegsquare@aol.com
Page 3 - 1
Part Three: Business District Profile and Analysis of Commercial Mix
I. Commercial District Profile
A. Overview
In total, the Village Center encompasses approximately 600,000 square feet of
commercial and institutional space “under roof” and contains approximately 189
establishments. To put this in perspective, this is more than twice the size of Mashpee
Commons and three-quarters of the size of the Cape Cod Mall.
Approximately 77% of the space in the Village Center is devoted to retail and services
traditionally found in commercial districts or shopping centers (including personal
services, food service and professional services). A small percentage of the space (6%) is
devoted to community institutional uses such as the post office, library government and
a few nonprofit organizations. Manufacturing and contractors comprise approximately
3% of the space and other service businesses account for 8% (including 2 motels). There
are 19 vacant commercial spaces totaling approximately 38,000 square feet.
Figure 3-1.
Page 3 - 2
B. Business Mix
Retail Personal and Professional Services
Orleans Village Center contains 165 retail and service establishments. Retail businesses
make up two-thirds of the retail and service portion of the Village Center. The retail mix is
comprised of a strong representation of art, gifts, clothing/accessories and home
improvement/home furnishings along with a smaller representation of day-to-day food
and drug stores. The convenience goods stores include a small supermarket, 2 bakeries,
a few other small food stores and 2 drugstores. The shoppers goods stores include: a
long established general merchandise store (Snow’s Home and Garden), several
clothing stores, 2 shoe stores, 5 jewelers, a large discount home accessories store (the
Christmas Tree Shop), 7 other smaller home furnishings stores, several special interest
stores (including 2 bike shops), 2 book stores and 2 toy stores, 3 hardware/home
improvement stores, an office supply store (Staples), 6 used goods shops, 2 eyeglass
shops and an auto parts store. In addition, the Village Center is home to 12 galleries that
feature art and handcrafted goods along with 5 specialty/gift shops.
Services comprise one-third of the retail and service portion of the Center -- restaurants
occupy the largest amount of space devoted to services, followed closely by
professional services and lastly personal services. The Village center has 22 restaurants.
There are 11 full service restaurants (9 that serve alcohol) and 11 limited service
restaurants. There are 8 seafood restaurants, 1 traditional American restaurant, a pub,
pizza place, deli, hamburger restaurant, 7 cafe/coffee shops and 2 ice cream shops. (A
“full service” restaurant is an establishment where customers order and pay at the table.)
There are 43 professional service establishments in the Village Center including 6 major
banks and 4 other financial – related businesses (accountants, planners, etc). The Village
Center is home to 8 legal firms, 7 real estate companies, 3 insurance businesses and 9
other professional services, mostly architect/engineering and design firms. In addition,
there are 5 health care establishments including a physical therapy center and several
small medical specialties (e.g., hearing center, chiropractor, audiology, psychotherapy);
there are no dentists, medical centers or general medical practitioners.
There are 18 personal service establishments in the Village Center -- 13 hair, nail and skin
salons, 2 dry cleaners, a tailor shop, and a couple of other services such as a travel
agency and video rental.
Other Establishments in Downtown
The Village Center has a strong presence of community institutions and nonprofits
including the Post Office, Snow Library, French Cable Station Museum, Chamber of
Commerce, Town Recreation Department and others.
There are two motels in the Village Center, the Governor Prence Inn (56-rooms) and the
Cove (47 rooms). Other service businesses include a gym/fitness center, social club and
4 auto related services.
In addition, there are 8 contractors, utilities and miscellaneous businesses located in the
Village Center that likely do not generate much “walk-in’ customer traffic.
Page 3 - 3
C. Composition Analysis
Table 3 - 1.
Orleans Village Center
All Businesses
# of Businesses
GLA (S.F.)
165
8
8
8
462,362
46,273
38,760
18,158
189
565,553
# of Businesses
GLA (S.F.)
Share of GLA
Retail
82
307,807
67%
Convenience Goods
Food, Liquor
Drugs, Health, Beauty
Florist
Shoppers Goods
Apparel, Footwear, Jewelry
Furniture, Home Furnishings
Hobby/Special Interest
Sporting Goods
Gifts, Party Supply, Luggage, Trophies
Hardware, Bldg. Materials, Paint
Home Appliances/Computer/Music
General Merchandise, Department Stores
Other Retail (eyeglasses, fabric, office supply, telecom.)
Used Goods
Auto Related Retail
7
5
2
0
75
17
8
19
2
5
3
5
1
8
6
1
42,027
23,291
18,736
265,780
46,073
51,230
28,328
2,480
8,631
40,062
7,417
33,188
33,040
12,631
2,700
9%
5%
4%
0%
57%
10%
11%
6%
1%
2%
9%
2%
7%
7%
3%
1%
Services (Food Service, Personal and Professional)
83
154,555
33%
Food Service and Personal Services
Restaurants and Bars
Beauty, barber, nails, skin
Laundry, dry cleaning
Tailoring, shoe repair
Printing, copying, packaging, delivery
Video Rental
Travel
Other Personal Services
Professional Services
Health Care
Finance, Insur, RE, Legal, Acctg
Other Professional Services
40
22
13
2
1
0
1
1
0
43
5
29
9
82,458
60,691
12,377
4,602
1,288
2,500
1,000
72,097
8,488
51,231
12,378
18%
13%
3%
1%
0%
0%
1%
0%
0%
16%
2%
11%
3%
165
462,362
100%
Retail and Services (incl. personal, prof. and food)
Other Service Businesses
Institutional
Manufacturing, Construction, Misc.
Total all Businesses
Retail, Personal and Professional Service
Total Retail and Services (Food, Personal and Prof.)
* Gross Leasable Area
Page 3 - 4
# of
Businesses
Entertainment, Fitness, Function Halls
Hotels/Lodging
Auto Related Service
Total Other Service Businesses
Institutions
2
2
4
8
# of
Businesses
Community/Government/Nonprofit
Religion
Schools/Education
Hospitals/Large Health Centers/Nursing Homes
Total Institutional
7
1
0
0
8
# of
Businesses
Manufacturing
Construction/Contractors
Miscellaneous
Communications
Recycling
Utilities/Heating Oil
Other
Total Manufacturing, Construction, Misc.
Total Space Utilization
0
5
3
0
0
2
1
8
# Space
Retail and Services (incl. personal, prof. and food)
Institutional
Vacant
Total
165
8
8
8
19
208
GLA
(S.F.)
12,188
23,982
10,103
46,273
GLA
(S.F.)
37,336
1,424
38,760
GLA
(S.F.)
5,736
12,422
11,762
660
18,158
S.F.
462,362
46,273
38,760
18,158
38,401
603,954
%
77%
8%
6%
3%
6%
100%
*FinePoint Associates. LLC completed the analysis based on business inventory data provided by
Orleans Planning Department
Page 3 - 5
D. Downtown Businesses by Type
GENERAL MERCHANDISE
SNOW'S HOME AND GARDEN
GROCERY/FOOD STORES
SUNRISE BAKERY
PHOENIX FRUIT INC
ORLEANS WHOLE FOOD STORE
FRIENDS MARKET
COTTAGE STREET BAKERY
RESTAURANTS & BARS
NONNIES COUNTRY KITCHEN
JO MAMA'S COFFEE SHOP
DUNKIN DONUTS
HOT CHOCOLATE SPARROW
CAPE CUP
MOJO'S COFFEE
HOLE IN ONE DONUT SHOP
EMACK & BOLIO'S ICE CREAM
ICE CREAM CAFÉ
ORLEANS VILLA PIZZA
THE LOST DOG
DAN'S DELI
WOODIE'S HAMBURGERS
HOMEPORT RESTAURANT
COOKE'S SEAFOOD
ROSINA'S CAFÉ
CAPT'N ELMER'S LOBSTER & FISH
ACADEMY OCEAN GRILL
SALTWATER GRILLE
MAHONEY'S ATLANTIC BAR &
GRILL
LAND HO RESTAURANT
YARDARM RESTAURANT
CLOTHING AND ACCESSORIES
FRANCES FRANCIS DESIGNS
HC CLOTHING CORP D/B/A
WATSON'S MENS
MAGLEBEE'S
CHANGES CLOTHING
RAGG TIME, LTD
BETH BISHOP
IF THE SHOE FITS
KAROL RICHARDSON
THE RED BARN
SAVVY ON MAIN
SHOES
WESTIES SHOE WAREHOUSE
(OUTLET)
GIGI'S SHOE STORE
MAIN STREET GOURMET
JEWELRY
BILLINGSGATE FOX
ARGONAUTA
OCEANA
STEPHEN GALLANT JEWELERS
DESIGNS BY SR
HOME
APPLIANCES/COMPUTER/MUSIC
COMPUTERS OF CAPE COD
SURFSIDE SOFTWARE
CORE COMPUTERS
CAPE COD VACUUM MART, INC
BARROSO TAUROS CO.
HOBBY/SPECIAL
INTEREST/SPORTING GOODS
ORLEANS CYCLE, INC.
ANNIE'S BOOK STOP
MAIN STREET BOOKS
LEE COIN & STAMP
DKE ENTERPRISES LLC
FOCALPOINT STUDIO, INC.
IDLE TIMES BIKE SHOP, INC.
RED BALLOON TOY SHOP
FIVE STAR VENTURES LLC
ART GALLERIES
LOCAL CRAFTMEN
8 CUMMINGS RD LLC
COASTAL CRAFT GALLERY
GALLERY AT 31 MAIN, THE
EASTWIND GALLERY
SALTWORKS FINE ARTS
ADDISON ART GALLERY
JEEPERS TREE'S PLACE, INC
DOUG JOHNSON GALLERY
LEFT BANK ART GALLERY
THE BLUE BOAT GALLERY
ROWLEY ART GALLERY
GIFTS/SPECILATY/FLORIST
YAK ARTS
THE BASEBALL SHOP
HONEY CANDLE CO.
GOTLAND HORSE/MOPPET SHOP
PLEASANT BAY TRADING
COMPANY
HOME FURNISHINGS
CONTINUUM ANTIQUES
CAPE COD INTERIORS INC
CARPETS OF CAPE COD & MORE
CARDI'S FURNITURE
GLADSTONE FURNITURE
CHRISTMAS TREE SHOP
LIGHTING SHOWROOM
BUILDING
MATERIALS/HARDWARE
MID CAPE HOME CENTERS
SHERWIN WILLIAMS PAINT
TRUE VALUE HARDWARE
DRUGS, HEALTH & BEAUTY
CVS PHARMACY
RITE AID PHARMACY
AUTOMOTIVE RETAIL
ORLEANS AUTO SUPPLY
OTHER RETAIL AND USED
GOODS
KID & KABOODLE
THE THRIFT SHOP
CLOTHES DEN
VINTAGE IN VOGUE
THRIFT SHOP
LOCAL COLOR RESALE BOUTIQUE
ORLEANS OPTICAL
CIACCO OPTOMETRIST
MURRAY'S FABRICS
STAPLES THE OFFICE
SUPERSTORE
MAC REED'S BAIT & TACKLE
THE HOOK-UP!
ADLUMIA
CAPE RENTAL WORLD
PERSONAL CARE/SALON
OFF THE TOP
RAMZI BARBER SHOP
MR. KEN'S BARBER SHOP
HEAVEN SCENT YOU
DONNA MARIE COIFFURES
HAIR DESIGN SALON
NEW YORK HAIR CO.
WELSTAR, LLC
LIFE CENTER
Page 3 - 6
IMAGE MAKERS, HAIR & TANNING
COASTAL CUTS HAIR SALON
FANCY NAILS
ELEGANT NAILS
LAUNDRY, CLEANING, TAILOR,
SHOE REPAIR
PERFECT FIT TAILORS
1ST CHOICE DRYCLEANERS
PRESTIGE DRY CLEANERS
OTHER PERSONAL SERVICES
TRAVEL SPECIALISTS
CLOUD 9 MOVIE RENTALS
AUTO RELATED SERVICES
BILL'S SUNOCO
LOWER CAPE REPAIR, INC. D/B/A
FRANK'S CITGO
EXXONMOBIL D/B/A MOBIL #17321
CUMBERLAND FARMS #2352
ENTERTAINMENT, FITNESS,
FUNCTIONS
NAUSET NEWCOMERS, INC.
WILLY'S GYM
FINANCE, INSUR, R.E., LEGAL,
ACCTG
CITIZEN'S BANK
TRUTH IN LENDING AUDIT AND
RECOVERY SERVICES LLC.
BANK OF AMERICA
TD BANKNORTH
SOVEREIGN BANK
EASTERN MORTGAGE
ROCKLAND TRUST CO
INVESTMENT CAPITAL
MORTGAGE, L.L.C.
WHITE OAK TAX SERVICES,
D/B/A H & R BLOCK
CAPE COD FIVE CENTS SAVINGS
BANK, INC
ROGERS AND GRAY INSURANCE
AGENCY
CHAGNON INSURANCE
NICHOLAS PANGAKIS INSURANCE
MCCORMICK & MCCORMICK
ORLEANS LEGAL ASSOCIATES
STACIE HIGGINS LAW OFFICES
PLUMB FREDERICK K
LARAJA & KANAGA PC
SHIRLEY LOTUFF LAW OFFICES
GUZZEAU LAW OFFICES
HALLISEY JOHN
SHEPHERD HENRY L
UNIQUE PROPERTIES REAL
ESTATE, INC.
WILLIAM RAVEIS REAL ESTATE
KINLIN GROVER REAL ESTATE
YOUR REAL ESTATE OFFICE, INC
REMAX REAL ESTATE
PERRY'S PROFESSIONAL
SERVICES
CAPE REAL ESTATE
REMODELING
SPORTFISHING CHARTERS
SNOW'S FUEL OIL & LP GAS
BELL ATLANTIC TELEPHONE CO.
HEALTH CARE
ORLEANS PSYCHOTHERAPY
ASSOCIATES
DEVEUVE CHIROPRACTIC
MASS AUDIOLOGY
HEARING CENTER OF CAPE COD
RHCI REHABILITATION CENTER
OTHER PROFESSIONAL
SERVICES
EAST CAPE ENGINEERING
ARCHITECTURAL DESIGN INC.
SURROUNDINGS, INC
ALINE ARCHITECTS
GREEN EARTH BLUE WATERS
RE-CREATIONS INTERIOR DESIGN
CONNECTED, INC
BACK OFFICE
CONKLIN & DEDECKER
COMMUNITY, GOV.,
NONPROFITS, INSTITUTIONS
ORLEANS SNOW LIBRARY
ORLEANS POST OFFICE
ORLEANS CHAMBER OF
COMMERCE
FRENCH CABLE STATION
MUSEUM
ORLEANS TOWN RECREATION
DEPARTMENT
BIG BROTHERS BIG SISTERS
LOWER CAPE OUTREACH
COUNCIL
ORLEANS CHURCH BUILDING
FOUNDATION
OTHER BUSINESSES
GOVERNOR PRENCE MOTEL
THE COVE (MOTEL)
HOMES BY SISSON, INC
REYBURN ASSOCIATES BUILDER
VON THADEN BUILDERS, INC.
LEESIDE CONSTRUCTION CO INC
MIKE SMITH BUILDER &
Page 3 - 7
E. Business Clusters and Linkages
The presence of significant linkages between businesses is an important aspect of a good
business mix. This should be considered when exploring opportunities for new businesses.
Identifying existing business linkages and clusters that already exist in a commercial district
can reveal existing customer patterns as well as point to potential opportunities for new
related businesses. In addition, when creating a plan to recruit new businesses, sometimes it
is necessary to attempt to recruit several types of “linked” business at the same time (e.g.
cluster of restaurants, several women’s apparel and accessory shops, several home
furnishing stores, etc.)
Sometimes businesses are linked because they provide crossover-shopping opportunities for
customers. In other words, a customer might be likely to patronize several of the businesses
in a cluster in order to purchase related goods or services (e.g. shoes and clothing) or to
complete several transactions during the same shopping trip (e.g. bank, post office,
drugstore). Or, the businesses might be linked because they serve similar market segments,
customers with common characteristics (i.e., interests, needs, tastes, lifestyles, buying
behavior). Business can also be linked because they provide comparative shopping
opportunities. In this case, a grouping of businesses can attract more customers than a
single business because the consumer can explore a greater variety of options in the same
shopping trip and because an area sometimes gets known for offering a certain type of
good or service. The business district appears to have several business clusters including the
following.
Market Segment Clusters
•
•
•
Tourists and Seasonal Visitors/Residents
Health & Environment Conscious Consumers
Grandparents, Children & Families
Crossover/Comparative Clusters
•
•
•
•
•
•
•
Restaurants & Entertainment
Specialty Foods
Women’s Clothing & Accessories
Art Galleries & Gift Shops
Home Improvement & Furnishings
Recreation/Sporting/Biking
Healthcare
The following table highlights many of the clusters in the district along with some examples
of business types that might be able to feed off the customer traffic and
complement/expand the clusters. The table is presented in two parts -- part one lists market
segment clusters and part 2 includes crossover and comparative cluster. The table is
intended to be illustrative, not an exhaustive list of clusters or opportunities.
Page 3-8
Table 3 – 2 (Part 1).
Existing Market Segment Clusters
Tourists & Seasonal Visitors/Residents
2 motels
Many restaurants
Art galleries and gift stores
Novelty discount store (Christmas Tree Shop)
Shoe Outlet
Women's clothing & accessories
Health & Environment Conscious Consumers
Adlumia (eco friendly home & personal products)
Orleans Whole Food
Farmers Market
Phoenix Fruit
Willy's Gym
Grandparents/Children & Families
2 toys shops
Gotland Horse and Moppet Shop
2 ice cream shops
2 Book stores
Willy's Gym
Potential Complementary Business Opportunities
Entertainment (e.g., movies, performance theatre,
etc.)
Attractions, museums
Cultural art center/community center
Additional restaurants, galleries & specialty shops
Earth-friendly/ "Green" products/services
Healthy food restaurant/organic, Vegetarian
restaurant
Organic products, recycled products
Yoga studio, Pilates studio
Fruit Smoothies/Frozen Yogurt Shop, Berry
Freeze/Pinkberry
Eco-friendly fashions, organic cotton, etc.
Candy shop
Children’s clothing
Science/education toy/game store
Page 3 - 9
Table 3 – 2 (Part Two)
Existing Comparative/Crossover Clusters
Restaurants & Entertainment
Several restaurants, many coffee shops, ice cream
shops
"Browsing Retail" -- art galleries, jewelry, gift
shops, book stores
French Cable Station Museum
Potential Complementary Business Opportunities
Restaurants/venues with live music
Additional restaurants especially types not
represented (e.g., Mexican/Taqueria/Burrito, Thai,
Sushi, Mediterranean, Tapas, Wine Bar, healthoriented/organic)
Outdoor/sidewalk dining
Entertainment (movies, performance theatre, etc.)
Attractions, museums
Events (e.g. Festivals, First Friday)
Specialty Foods
Orleans Whole Food
Candy shop
2 bakeries
Main Street Gourmet (local jams, sauces, gourmet
foods, wine, etc.)
Women's Clothing & Accessories
Several women's clothing stores
2 shoe stores
Several jewelry Stores
Jewelry & fashions at galleries (e.g., Left Bank)
Art/Craft Galleries and Gift Shops
12 art/craft galleries - paintings, sculpture, tiles,
wearable art, jewelry, furnishings
Baseball Shop, Yak Arts
Oceana
Home Improvement & Home Furnishings
Snow's Home & Garden
2 hardware stores, Mid Cape Home Center
Several interior designers, architects and
contractors
Curtains store, floor coverings store, lighting store
2 furniture stores, antique store, home accessories
Many galleries with paintings, sculpture, home
accents
Day Spa, Massage, Medi-Spa
Additional women's fashions & accessories
Beauty supply/Cosmetics/Hair products
Yoga studio, Pilates studio
Wearable art – jewelry, scarves, clothing
Affordable luxury, high quality small purchases
Bath soaps, lingerie, linens
Home accessories/accents
Eco-friendly products for the home
Antiques
Linens, luxury bed & bath
Pottery/dishware
Recreation/Sporting/Biking Goods
2 Bike Shops
Bait & Tackle Shop
Sporting goods/sporting apparel
Water sports related, golf related
Health Care
Rehab Center, Chiropractor, Psychotherapy,
Optometrist
2 drugstores
Additional healthcare services (especially seniororiented)
Dentist
Page 3 - 10
II. Analysis of Business Mix Compared to Other Commercial Centers
A. Shopping Center Typology and Comparison
One way to analyze a business district is to examine its size and tenant mix and then
compare this data to information we can obtain about successful shopping centers of
comparable size. In this section, we are only analyzing the retail and service portion of the
business district; we are not including institutional uses (community, government, etc.). To
begin, it is helpful to identify the type of center that the business district most closely
resembles. The Urban Land Institute distinguishes several types of shopping centers as
illustrated below.
Type of Shopping Centers3
Type of Center
Convenience
Approximate
Size (sq. ft.)
< 30,000
Neighborhood
30,000 –
100,000
Community
100,000 –
500,000 or
more
Power Center
250,000 1,000,000
Regional
300,000 –
1,000,000
Super
Regional
500,000 –
1,500,000
Tenant Types
Population
Support
Personal services (beauty, laundry) &
convenience goods (food, drugs), possible
mini market anchor
Personal services and convenience goods for
day to day needs; often dry cleaning, beauty
shops, small restaurants and take-outs
In addition to personal services & convenience
goods, wider range of soft lines (apparel) and
hard lines (appliance, furnishings). Often has
discount department/variety store or super
drug in addition to supermarket. No full
department store, but may have strong
specialty stores. A Super Community Center is
over 250,000 sq. ft.
Community Center that contains ≥4 categoryspecific, off-price anchors of 20,000 sq. ft. or
more; typically electronics, sporting goods,
home improvement, furnishings, etc.
General merchandise, apparel, furnishings. Indepth variety of retail, services and recreation
facilities, may have 1 – 2 department stores
Extensive variety of general merchandise,
apparel, furnishings, services & recreation
facilities. 3 or more department stores.
3,000 –
40,000
40,000 –
150,000
150,000 +
300,000+
The type of center that Orleans Village Center most closely resembles is a Community
Shopping Center, or more specifically a Super Community Center. The following section of
this report compares the tenant mix to a typical community shopping center. It should be
noted that the Village Center is unique in that it serves a visitor/seasonal population along
with year round residents (and many of the businesses are not open year round), however,
we have compared it to typical shopping centers and national averages as there is no
specific database available for seasonal shopping centers.
3
Dollars and Cents of Shopping Centers: 2008, Urban Land Institute, Washington, DC 2008
Page 3 - 11
B. Mix of Convenience Goods, Comparison Goods and Services
To start, we can compare the Village Center to typical community shopping centers by
reviewing the broad categories of convenience goods, shoppers goods and services.
Definitions for these terms are provided below.
Convenience Goods: Goods that are needed frequently and therefore purchased where it is most convenient
-- goods that people buy often and don’t travel far to acquire (e.g., food, drugs, health and beauty aids. People
purchase near home, work or temporary residence when traveling.
Shoppers Goods: Goods which consumers are willing to spend more effort to acquire and typically involve
comparison shopping. (e.g. clothing, furniture, electronics, sporting goods, etc.)
Personal Services: Services required on a frequent basis and acquired where it is most convenient (e.g. dry
cleaners, beauty/barber/nail salon, etc.) People purchase near home, work or temporary residence when
traveling.
Professional Services: Services such as financial, insurance, legal, medical, dental, etc.
As the following chart indicates, the Village Center has a strong concentration of retailers.
The fairly high percentage of retailers (two-thirds of the retail & service business) compares
favorably with many other downtowns although the percentage of retail in the Village
Center is still somewhat lower than the national average for shopping centers. Conversely,
when compared to typical shopping centers, the Village Center contains a higher
percentage of professional service businesses. This would be expected to some degree, as
central business districts often contain more services than other commercial shopping
centers.
The Village Center has a large proportion of shoppers goods (approximately 57%) which
bodes well for its ability to attract and retain customers. The Village Center compares
favorably with other commercial centers in this regard. Establishments that sell shoppers
goods are particularly important as they tend to draw customers into the area from greater
distances and expand the trade area for other businesses in the district. Customers often
go to an area to purchase shoppers goods and, while there, also buy convenience goods
and services. The depth of shoppers good offerings is tied to the center’s ability to maintain
its customer base and generate crossover shopping patronage for other businesses. The
strong concentration of shoppers goods should be maintained to help ensure long term
vitality of the Village Center.
On the other hand, the Village Center has a smaller proportion of convenience goods. The
Village Center is composed of only about 9% convenience goods compared to a national
average among community centers of around one-third. There are only a few small food
stores in the Village Center and no liquor store (although Friends Market and the Main Street
Gourmet sells wine). Much of the demand for convenience good shopping is being
addressed by businesses located outside of the Village Center. There are two large
supermarkets located in shopping plazas at either end of Town that attract a strong regular
draw of customers seeking day-to-day needs.
Page 3 - 12
Figure 3 - 2.
C. Tenant Category Comparison
The following chart shows the current mix of businesses in the Village Center compared to
typical community shopping centers. By comparison, the categories that appear most
under-represented in the Village Center are:
•
•
•
General merchandise
Food
Clothing and accessories
Page 3 - 13
Figure 3 - 3.
Page 3 - 14
D. Comparison of Most Frequently Found Tenants
The chart below contains a list of the most frequently found tenants in U.S. Community
Shopping Centers and illustrates the extent to which these types of businesses are present in
the business district. The Village Center contains most of the tenant types most frequently
found in Community Centers with a few exceptions including: telephone store, general
electronics store, Chinese and Mexican quick food restaurants.
Table 3 - 3.
Most Frequently Found Tenants in
U.S. Community Shopping Centers
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Business Type
Restaurant with liquor
Supermarket
Medical and dental
Nail salon
Unisex hair salon
Women's ready-to-wear
Bank
Cosmetics/beauty supplies
Family shoes
Sandwich shop
Telephone/Telecom store
Restaurant without liquor
Pizza
Dollar store/novelties
Dry Cleaner
Electronics - general
Furniture
Chinese Fast Food
Women's specialty
Mexican Fast Food
Present in Business District
Yes
1 small supermarket (Friends)
Yes
Yes
Yes
Yes
Yes
No, but has 2 drug stores & salons
Yes
Yes
No
Yes
Yes
Similar (Christmas Tree Shop)
Yes
No, but has computer store
Yes
No
Yes
No
E. Comparison with Other Downtowns
For analysis purposes, it can also be useful to compare the business district being studied
with other similar downtowns. The following table compares the mix of businesses in Orleans
with 2 other Downtowns – Amesbury and Pittsfield. These Downtowns are not being
presented as ideal models, but are simply being used for comparison because they have
common characteristics to Orleans. Both Pittsfield and Amesbury are similar in size to
Orleans (based on number of businesses) and have a strong concentration of arts and
culture uses. Pittsfield, similar to Orleans, serves a seasonal visitor/second homeowner
population along with year round residents.
Compared to the other Downtowns , the Village Center appears under-represented in the
following categories
• Entertainment and Fitness Centers
• Healthcare
• Personal Services
Page 3 - 15
Table 3 - 4.
Business Mix Comparison with Other Downtowns
Business Type
General Merchandise
Food
Food Service/Bars
Café/Coffe Shops
Ice Cream/Yogurt
Other Restaurants
New Clothing and Accessories
Shoes
Home Furnishings Retail
Home Appliances/Computer/Music
Home Appliances
Computers/Software
Music
Building Materials/Hardware
Automotive Retail
Hobby/Special Interest/Sporting Gds
Art
Books/Comics
Collectibles
Photography/Film
Toys
Sporting Goods
Gifts/Specilaty/Florist
Gifts
Party Goods
Luggage
Trophies
Florists
Jewelry
Liquour
Drugs, Health & Beauty
Other Retail and Used Goods
Fabric/Sewing
Office Supplies
Pet Sales/Supply
Beepers/Cellular
Eyeglasses-Optician
Other-Retail
Used Goods
Personal Services
Entertainment, Fitness, Function Halls
Financial/Insur/Real Estate
Other Offices/Health Care/Prof. Serv.
Health Care
Other Professional Services
Total
Downtown
Orleans
Pittsfield (1st
Village Center
Flr. Only)
Orleans
Village Center
Downtown
Amesbury
#
#
#
1
5
22
7
2
13
10
2
8
5
1
3
1
3
1
21
12
2
1
2
2
2
5
5
0
0
0
0
5
0
2
14
1
1
0
0
2
4
6
18
2
29
14
5
9
169
0
3
17
1
1
14
3
1
7
2
1
1
0
1
0
10
2
0
0
6
2
0
2
1
0
0
0
1
3
0
1
7
0
1
0
1
2
3
0
27
14
31
25
15
10
154
1
5
33
9
2
21
6
2
9
4
1
1
2
1
5
12
6
1
0
0
0
5
2
1
0
0
1
0
1
1
3
11
1
4
0
1
0
2
3
28
7
24
25
21
4
185
Share of Sq.
Ft.
7%
5%
13%
3%
1%
9%
5%
3%
11%
2%
1%
1%
0%
8%
1%
6%
4%
1%
0%
0%
1%
1%
2%
2%
0%
0%
0%
0%
1%
0%
4%
10%
1%
5%
0%
0%
0%
1%
3%
5%
3%
11%
4%
2%
3%
100%
Downtown
Amesbury
Downtown
Pittsfield (1st
Flr. Only)
Share of Sq.
Share of Sq. Ft.
Ft.
0%
1%
4%
10%
16%
10%
2%
1%
0%
0%
14%
8%
2%
2%
0%
1%
4%
7%
1%
1%
0%
0%
0%
1%
0%
0%
6%
4%
0%
4%
5%
4%
1%
1%
0%
0%
0%
0%
0%
0%
2%
0%
0%
3%
1%
1%
1%
0%
0%
0%
0%
0%
0%
0%
0%
0%
1%
0%
0%
1%
0%
4%
3%
5%
0%
0%
1%
3%
0%
0%
0%
0%
1%
0%
1%
0%
0%
1%
14%
8%
11%
8%
21%
14%
11%
13%
6%
12%
5%
1%
100%
100%
* Percentages differ slightly from Composition Analysis Table because this tables includes entertainment /fitness and function halls.
Page 3 - 16
Part Four
Business Survey
Page 4-1
Part Four: Business Survey
I. Survey Overview
In June 2010, businesses in the Village Center were invited to participate in a survey. The purpose
of the survey was to obtain information about business conditions and to get input from
stakeholders regarding actions that could be taken to help ensure the long-term viability of the
Village Center.
Approximately 35% of the retail and service businesses responded to the survey. In all, 59
businesses responded. As illustrated in the following chart, based upon business type, the survey
respondents are very representative of the Village Center.
The vast majority of respondents (82%) represent independently owned business owners. 9%
represent local chains and 9% represent other business types.
Page 4-2
II. Survey Results
Importance of Visitor/Seasonal Resident Market
The visitor market is vitally important to many businesses. About 2/3 of the businesses reported
that they receive more that 30% of their sales from visitors/seasonal homeowners.
Indeed, 40% of the businesses rely on this market segment for more than 40% of their sales. All of
the art galleries rely on seasonal visitors for more than 40% of their sales. 63% of the restaurants
and 38% of the retailers rely on seasonal visitors for more than 40% of their sales.
17% of respondents receive ≤ 20% of their sales from seasonal visitors (all are service businesses).
Page 4-3
Change in Customer Count
Business Conditions vary – some businesses have seen an increase in customers while for slightly
more than half of the businesses, customer count has stayed the same or decreased.
Approximately 1/3 of the businesses reported an increase in customer volume over the last 3
years. Customer counts have decreased for about 1/4 of the businesses and stayed about the
same for another 1/4. (The balance of respondents have been in business less than 3 years.)
While some retailers, restaurants and service businesses have experienced an increase in
customers, none of the art galleries reported an increase.
Page 4-4
Customer Counts
Customer counts vary widely in the Village Center. During the Summer Season, about 1/3 of the
businesses attract more than 1,000 customers per week (in fact 20% attract more than 3,000
customers). On the other hand, around 1/3 of the businesses attract less than 100 customers per
week. In the off-season, close to1/2 of the business attract less than 100 per week.
Page 4-5
In general, more of the restaurants and retailers are large customer draws while the service
businesses tend to have lower customer volume. However, customer count varies widely even
among the retailers and restaurants.
Page 4-6
Internet Presence and E-Commerce
Over 80% of the businesses in the Village Center have websites. Approximately 30% of the
businesses sell over the Internet.
4% of the businesses generate more than 20% of their sales through e-commerce. 8% generate
between 6% and 20% of their sales through e-commerce and 27% generate less than 5% through
Internet sales.
Page 4-7
Impact of Events on Businesses
Special events have had a positive impact for some Village Center businesses (but not the
majority). The Christmas in Orleans and Fourth of July Festivities have had the most positive
impact with close to 40% of the businesses reporting a moderate or significant positive impact.
20 – 25% of the businesses indicated that Firebirds Baseball, Pops in the Park and the Main Street
Block Party have had a moderate or significant positive impact on their business. Less than 20% of
the business owners reported a positive impact from Craft Fairs, Coast to Coast Bike Tour, Marine
Corps Concerts and Lower Cape Expo.
Two businesses also mentioned that the August Sidewalk Sales (not presented in the question)
had a positive impact.
Page 4-8
Importance of Design, Streetscape, Parking & Transportation Improvements
Close to 50% of the respondents rated the following activities to be “very important”.
• Improve sidewalks and street furniture
• Create pedestrian/bike connection between Cove Road and Main Street
Other activities that received an average rating of “somewhat” to “very important” include:
• Create more parking in Village Center
• Provide financing assistance for storefront/façade improvement
Page 4-9
Importance of Business Recruitment, Promotion, Events and Other Activities
More than 50% of the respondents rated the following activities to be “very important”
• Encourage more year round residents to shop in the Village Center
• Attract more visitors & seasonal residents
• Coordinate cooperative marketing campaign & promotion
• Develop a "Buy Local" Campaign
Other activities that received an average rating of “somewhat” to “very important” include:
• Continued access to free wireless Internet
• Create an organization/entity dedicated to improving success of the Village Center
• Create more special events & cultural festivals
• Recruit new retail businesses & restaurants to the Village Center
• Recruit more arts & cultural organizations/venues
• Coordinate open studio/gallery tour event
• Expand farmers market
Page 4-10
Magnet Functions
More than 1/2 of the respondents indicated that they would be in favor of a Movie House or
Museum to make the Village Center more attractive to customers.
Pedestrian and Bike-Friendly Improvements
Over three-quarters of the businesses reported that making the Village Center more walkable
and bike-friendly would increase their sales. 37% indicated these types of improvements would
“substantially increase sales” and 39% stated they would “moderately increase sales”.
Advantages and Disadvantages of a Business Location in the Village Center
Most frequently cited advantages: central, highly visible location, nearby other businesses and
services such as post office and library, and foot traffic. Most frequently cited disadvantages:
lack of parking (most frequent), traffic congestion and poor walking access/environment.
Page 4-11
Types of New Businesses Desired in the Village Center
Several respondents were clear about wanting more retail in the Village Center -- more places to
shop as opposed to services. One respondent said: “Tying up retail space for services deflates
the walking shopability of the VC.”
The most frequently mentioned desirable businesses include: movie theater, sidewalk
cafes/outdoor dining, candy shop, antique shops and community center/cultural art center.
Several people made comments about wanting small retail shops, unique, “one of a kind” shops
and specialty stores.
Comments about Potential Village Center Improvements
Many people made suggestions about what could be done to improve the Village Center.
Several people said that the Town should be more consumer-friendly and business –friendly
(including regulations and business assistance). Several respondents offered ideas for
coordinated promotional activities and events to attract customers ranging from developing a
website business directory to a Car Show and Holliday Cookie Stroll. Many respondents stressed
the importance of creating an aesthetically pleasing and more pedestrian-friendly environment
(e.g., sidewalk improvements, cross walks, streetscape, benches, flowers, gas lights, etc.) A few
people mentioned the need to resolve parking issues. One person suggested a Trolley and
another suggested expansion of public parking behind Gotland and Ragg Time. A couple of
people mention the need to expedite the Town water and sewer project. One business owner
volunteered to help with developing a long term vision for the Village Center.
Respondents made the following comments.
•
•
•
•
•
•
•
•
•
•
•
•
•
6A/Main St. is a barrier. Dangerous and death defying to cross. Light changes after ones first
step. What are the rules?
A semi annual car show might draw some people..
An Orleans Village Center Web Site/Page listing the names & locations of the Business to help
customers plan ahead. This would be a great place to list "special events" happening in Town.
Better looking side walks... Flowers!!!
Change Main street to make it more "consumer friendly." Add decorative street lighting,
encourage merchants to stay open later, plan activities for the Main Street area. Have a
block party every weekend or weekdays in July and August.
Define the village center boundaries/geographically; keep on with the project until
completion
DON'T run events in town during peak times. We have asked for many years NOT to have 4th
of July parade on Saturday. It KILLS business for the entire day and stops retail for 3 to 4 hours.
Many of our businesses do not want to support a town or the Chamber if this continues.
Expedite the town water and sewage project
Fund any outcomes of this planning process to actual make the changes
Gas lights, brick side walks, open later establishments.
Gas street lights
Gimmicks don't work. Owners of the run down buildings should have a little pride and take
care of their properties. Lower rents will bring business to town. Neither of these things can be
rectified by a survey. Enforce the existing sign code.
Great work! Keep going Orleans needs this!
Page 4-12
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
I don't think we should be too hard on ourselves. . . we are a seasonal community and we just
need to get through eight weeks of craziness. You can't please everybody all the time.
I think closing down portions of the street and making it more walker friendly would increase
business.
Improve landscaping; flowers in season
Keep up the good efforts
Major issue is to get a better parking area-connect to Middle School or something. Have the
storefront at the sidewalk and not behind a parking area.
Make it a walking village with a painted line on sidewalk business to business, especially Rt 6A
Orleans
Mixed use development that includes housing/apartments. Wish you could get rid of the gas
stations...
Monthly events that incorporate the whole town would encourage more people to come.
Events that may also entail food & spirits. Also if the transportation center idea (listed above)
is done so that it encourages local access giving people the ability to easily get from one side
of town to the other for year-rounders and local seasonal/week renters. Please note that the
idea was left blank in the multiple choice above to emphasize that how it is done is the key to
whether it is a good improvement or bad improvement to the town.
More benches, umbrellas, "theme" festivals.
More of the businesses offering outside sales and promotions that would bring the outside
shopping flavor to the downtown. Advertise Orleans and the VC, make a commercial about
what Orleans and the VC has to offer to bring more attraction to the town. They are not
going to come to us unless they are asked to come. There is a lot that is available and there
are many businesses that are doing well despite the economic times. We are competing with
other towns for this additional market share. We need businesses that can draw visitors into
our market that are good operators and are open year round
Much more residential in town. Building a community starts with people living and walking to
serve their needs. GOT TO HAVE TOWN SEPTIC. This will enable to build out for more
affordable housing in town.
Municipal parking expansion, for example behind the Gotland Horse/Ragtime building on
Main Street would be great. The WORST IDEA by far (not that you asked) would be to prohibit
cars from Main Street to convert it to a pedestrian zone. I've seen it mentioned by the
Planning Board, but it would be devastating to Village Center businesses. Also, even though
I've only received one link to this survey, I own two businesses on Main Street. Thanks!!
Need to direct more traffic into downtown. Need to include those business's on 6A in the
downtown core. A couple crosswalks on 6A would be great. Improved sidewalks on 6A
Need to help every business grow. Provide consultant network. I am working on this with the
Cape Cod Chamber now. Need to have business growth friendly regulations. Consider longterm plan to develop the right mix of stores in VC with close parking and encourage walking,
develop a mini Mashpee Commons approach rather then using up space for residential
living. If Mid-Cape is sold then develop a mixed use retail and relocate the right mix of
businesses now outside of VC. More outside cafes, seating areas, musical events. I would like
to help with long-term vision. Sid Snow
No additional regulations. Encouraging people to do something does not work. Relax
parking restrictions.
Parking is an issue. Businesses working as a group.
Place a very high emphasis on tasteful aesthetics!!! Flower pots, lighting, graphics, etc. More
important than sign dimensions, etc. You only get to make a first impression once.
Page 4-13
•
Regarding #17. Making the center bike friendly is more of a safety issue, as visitors on bikes
do not carry a wallet for spending. Walkers do. Bikers might pop in but do not purchase for
lack of being able to carry parcels, and lack of $ on them while biking.
An Idea For The Holidays: VC businesses get together and select a weekend after
Thanksgiving for a cookie stroll. Each business offers 1 type of Holiday cookie for sampling
AND the recipe. Make it so that strollers collect the recipe cards and if they collect a card
from each participant, they are entitled to % off at any 1 of the shops. This way they get to
see/visit all the shops and in the end get a "reward" %off at 1 of the shops. Brings the
merchants together and the patrons to stroll all around town.
•
•
•
•
•
•
•
•
Idea #2: A trolley like the Chatham Bars Inn. The Orleans Visitor Trolley would circulate
throughout the VC and outskirts of the center and continuously pick up and drop off people
from 10am to 5pm during July and August only. This would be great to get people in & out of
shops and restaurants all day long. Parking and pick up points could be better utilizing the
parking lots of Staples plaza, the lot behind Westies, Stop & Shop and Shaws lots. Trolley signs
could be made for designated areas in the lots and publicized through the chamber maps
etc... Merchants could help sponsor the trolley for a week. This could also work well for when
the galleries have opening nights. Visitors could easily get from one gallery to the next. This
could be paid for by the participating galleries.
The primary business organization, the Chamber of Commerce, has not exhibited the
marketing skills or desire to improve business in Orleans.
The town is not business friendly at all--to much interference by town depts. (esp. board of
health)--with too much time and personnel and not enough to do except to micro manage
The village center should have more of a park feel with paths that connect different areas
and parking lots. cafe style dining should be encouraged and the fact Main St. can be
closed down with out interrupting traffic flow in the town should be capitalized on.
Town should offer financial assistance in the betterment of the currently available parking lots.
Transportation to cross town on Main St between Nauset Beach and Rock Harbor to
capitalize on our beaches!!!
Trash bins- there are barely any in the center
Try to make it more cohesive and user friendly for shoppers and diners...it's very disjointed
We seem to be unfriendly that's what I hear. Tourist is a four letter word unless you own a biz.
We love when it becomes a circus obnoxious or not its $$$
Page 4-14

1 Orleans part i, 2-4

Transcription

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