dun laoghaire retail report

“A Retail Renaissance”Dún Laoghaire Town Retail Strategy

Final Report

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Dún Laoghaire Town Retail Strategy

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.

1. Recognising the weaknesses of the current retail mix.

2. Realising the potential of the new retail mix.

4. Developing Dun Laoghaire’s retail geography

1. Creating the “retail quarters”

1. George's Street Upper – “Edwardian Quarter”

2. George's Street Lower – “Artisan Quarter”

3. 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 town retail strategy – “A Retail Renaissance”

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3. 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

• Tunbridge Wells Benchmark Background

• Gunwharf Quays Benchmark Background

• Dun Laoghaire Interviewees

Dún Laoghaire town retail strategy – “A Retail Renaissance”

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1). 5 point executive summary


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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.

5 point executive summary

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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…

1. DL town

2. Local

3. Regional

4. National

5. International


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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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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 “quick-

win” 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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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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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 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…


2). 10 priorities for Dun Laoghaire retail


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1. Focusing on the positives of Dun Laoghaire.

2. Heeding the warning signs for Dun Laoghaire.

3. Rebuilding of the retail mix.

1. Recognising the weaknesses of the current retail mix.

2. Realising the potential of the new retail mix.

4. Developing Dun Laoghaire’s retail geography

1. Creating the “retail quarters”

1. George's Street Upper – “Edwardian Quarter”

2. George's Street Lower – “Artisan Quarter”

3. 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”

10 priorities for Dun Laoghaire Retail.

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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.

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

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5. Exciting plans to develop the harbour to accommodate cruise ships, and super cruise-

ships 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:

1 Residents of DL

2 Local area

3 County region & Dublin City

4 National

5 International

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

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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. 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 re-

enforce the reputation of DL as a forward thinking renaissance town and the

place to be for retailers, and shoppers today.

2. 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)

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

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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 anti-

social 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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6 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.


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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.

3) “Rebuilding the retail mix!”

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“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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• 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

Royal Tunbridge Wells as a benchmark for Dun Laoghaire

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• Royal Tunbridge Wells

• Strong focus on Retail

• Long thing retailfootprint through thetown

Prime Destination

Secondary Destinations

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Conclusion

• DL is well served by theselling space it has inthe town

• In terms of an overalloffer compared toDundrum it should beable to compete

• In terms of Blackrock,DL has the potential tobe the dominant retailforce

0

20000

40000

60000

80000

100000

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

sqm 84116 52475 18145 41930

total sales area


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Conclusion

• In terms of the numberof outlets DL is thedominant partnercompared to bothBlackrock andDundrum

• The potential as adestination is to offer avariety and breadth ofretail experience thatneither Blackrock orDundrum can competewith

0

100

200

300

400

500

600

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

no. outlets 524 311 130 144

total number of sales outlets


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Conclusion

• Tunbridge Wells has agood benchmark ratiofor a thriving retailorientated town – 1.5sqm per head ofpopulation

• DL has a higher thanaverage retail spaceper head of population

• Blackrock a significantlow retail space perhead

• The relationshipbetween the closeadjacency of DL andBlackrock is clearlyimportant

0

0.5

1

1.5

2

2.5

TunbridgeWells

Dun Laoghaire Blackrock

sqm 1.48 2.19 0.88

retail space per head of urban population


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Conclusion

• Taken as one retailoffer the retail spaceper head forDL/Blackrock is a goodbenchmark

• For DL to thrive as aretail offer with itscurrent sqm of space itneeds to attractcustomers from thetown of DL itself andthe surrounding townsincluding Blackrock

• If DL fails to attractlocal shoppers into thetown there will be aninevitable decline in thenumber of outlets andretail space

• This effect can be seenalready

0

0.5

1

1.5

2

Tunbridge Wells Dun Laoghaire/Blackrock

sqm 1.48 1.58



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Conclusion

• The size of DL makes itmore of a destinationthan Blackrock

• Despite its larger sizeand outlet numbers it isless of a destinationthan Dundrum

• It does however havethe potential tocompete in variety ofretailer types and therange of retailexperiences

0

500

1000

1500

2000

2500

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

Rating score 2500 757 439 1066

Destination Index: Total

Stores are grouped and scored

Empty 0

Independent 1

Local destination/recognised 5

Multiple/retail specialist 10

Destination mixed offer 20


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Conclusion

• The quality of retail inDL undermines thedominant retail spaceand number of outlets

• The average “Quality”of the retail makes itless of a destinationthan smaller neighbourssuch as Blackrock

• It needs to double its“Quality” index to that ofTunbridge Wells tocompete with both localdestinations such asBlackrock andregional/nationaldestinations such asDundrum

012345678

Tunbridge Wells

DunLaoghaire

Blackrock Dundrum

Quality Index 4.8 2.4 3.4 7.4

Destination Index: Quality Index


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Vacant

Conclusion

• DL is contracting due tomany empty stores

• It needs to attract morecustomers from the townand local competitorlocations

• It is the secondarydestinations that arelosing retailers

• These need to be built upas a priority, particularlyG ST Lower as an artisanand trendy area, and G StUpper as a boutique area

• We need “quality to justifythe quantity”

Retail spread of vacant outlets

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Current geography: shrinking core and growing sea-front destination

Prime Destination


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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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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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Top 100 UK Men's Clothing Brands - AW 2010

1 Adidas

2 Nike

3 Levi Strauss & Co

4 Fred Perry

5 G-Star Raw

6 Diesel

7 Polo Ralph Lauren

8 Boss Hugo Boss

9 The North Face

10 Jack & Jones

11 All Saints

12 Ted Baker

13 Lacoste

14 Superdry

15 French Connection

16 Firetrap

17 Berghaus

18 Fat Face

19 Tommy Hilfiger

20 Bench

21 Armani

22 Ben Sherman

23 Gant

24 Barbour

25 Henleys

Where to buy fashion brands in Dun Laoghaire?

Conclusion

• It is simply not possibleto buy the vast majorityof fashion brands in DunLaoghaire

• These brands have akey role in creatingdestination status for aretail offer

• As a priority as many ofthese brands aspossible need to beintroduced into the town

• Multi-brandindependents/localdestinations

• Single brand franchisesand brand-owned stores

Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations

Source: Brandmonitor

Top 50 UK Women's Clothing Brands - AW 2010

1 Adidas

2 Nike

3 Coast

4 All Saints

5 French Connection

6 The North Face

7 Hobbs

8 Phase Eight

9 Reiss

10 Karen Millen

11 Ted Baker

12 Fat Face

13 Jaeger

14 Berghaus

15 Superdry

16 Whistles

17 Country Casuals

18 Lipsy London

19 Bench

20 Levi Strauss & Co

21 East

22 Fenn Wright Manson

23 Armani

24 Jigsaw

25 Puma

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Retail offer by type of retailer: Dun Laoghaire

Conclusion

• DL retail offer isdominated by smallindependent retailers

• Of concern is the lownumber of smallindependents that havebecome localdestinations

• 20% of offer is empty

• Only 10% of offer aremultiple specialists

20%

55%

15%8%

2%

Dun Laoghaire: retailer groups

empty small independ't local destinat'n

multiple specialist destinati'n leader

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% Retail Offer: Independents & Local Destinations

Conclusion

• The conversion ofindependents to localdestinations has a largeeffect on overalllocation “pull”

• TW is a benchmark forDL and Blackrock

• This is particularlyimportant in theabsence of multiples

0

10

20

30

40

50

60

70

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 40 55 61 22

% retailers: Independents

0

5

10

15

20

25

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 25 15 16 16

% retailers: Local Destinations

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% Retail Offer: Multiples

Conclusion

• Destinations SCs suchas Dundrum havehigher than averagemultiples

• TW at 29% has a goodlevel

• DL, at 8% issignificantly poor inmultiples, almost half ofBlackrock

• It is imperative for DL toincrease significantly its% of multiples

0

10

20

30

40

50

60

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 29 8 15 51

% retailers: Multiples

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Retail spread of ladies fashion – specialist and mixed fashion offer

Fashion – classicFashion – young fashionFashion – middle marketFashion - value

Conclusion

• Women's fashion isconcentrated in the towncentre

• Classic ladieswear isdiluted across the centralarea

• A lack of real “fashion”specialists for youngcustomers

• A lack of fashion insecondary destinationsto help define thedemographic positioning

• Require more fashionmultiples in the towncentre

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Jewellery

Conclusion

• Jewellery is a strongcategory in the town

• Well clustered

• Strong mix but withdiverse offer

• Opportunity to usejewellery in thesecondary destinationsto differentiate the offer

Retail spread of jewellery

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


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Conclusion

• As a benchmark for anurban town retail mix

• Small % of grocery

• About 20%clothing/footwear,services and eating out

• About 40% specialistsin a variety of retailcategories

• Minimal charity

5% 1%

17%

37%

22%

16%

2%

Tunbridge Wells: retail mix - sectors

grocery dept/variety clothing/footwear

sector specialists services eating-out

charity


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Conclusion

• DL has a higher thanaverage grocery andservices sector

• This links to thecustomer research thatthe town is used forbanking and foodshopping

• There is a high % ofeating out

• The low % of fashionretailers is a big issueas a retail destination

• Half as many asBlackrock.

10%

2%9%

27%29%

21%

2%

Dun Laoghaire: retail mix - sectors



charity


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Conclusion

• The 2 most importantcategories with around20% of outlets arehome and clothing(mixed/women's)

• The combination ofwomen's and mixedoffer mens/womens isvery important

• A strong food offerparticularly during theday is used to supportthe retail offer

• Variety of home areasin the category – soft,décor, kitchen,bathroom, bed, gifts

• Strong impulsecategories

• Good technologycategory

• Relatively low numberof banks/services

home22%

cafes/ fast food17%

womensfashion

12%

beauty/ hairsalons10%

mixed clothing6%

gifts/speciality/niche

7%

jewellers6%

restaurants(evening)

5%

art/ frames/galleries

5%

technology/electrical

5%

banks/ buildingsocs/ ins.

5%


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010203040506070

Tunbridge Wells: Top 10 retailer categories

no.outlets


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Conclusion

• 58% of the topcategories are not coreretail

• Eating out is strong witha surprisingly robustevening restaurant offer

• This needs to befocused, publicised anddriven by events

• Services account for25% of the topcategories

• Core retail needs to beincreased in particularlyclothing and mixedclothing with a men's/women's offer

• Home needs to bedeveloped furtherparticularly in thesecondary destinations

• Stronger technologyoffer

• Stronger impulsecategories

cafes/ fast food17%


16%


13%


home11%

womensfashion

8%

CTN6%


7%

pubs5%

jewellers5%


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0

510

1520

25

Dun Loaghaire: Top 10 retailer categories

no. outlets


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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.

• 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


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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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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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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.

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

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Destination Index – Retail areas of Dun Laoghaire town centre

Conclusion

• Not surprisingly thelargest pulling power asa retail destination isbased around thecentre of the town

• The pulling power slipsaway dramatically afterthe 3 central areas

• There are no“secondarydestinations”

• A big opportunity todevelop “secondarydestinations” in the“Character Quarters”

020406080

100120140160180200

DL Retail Areas: Destination Index total

score

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George's Street Upper - Inner

George's Street Upper - outer

George's Street Lower - Inner

George's Street Lower - outer

Bloomfield's Centre”

DL Shopping Centre

Marine Road

Crofton Road/Queen’s Road


1 2

3

4

5

6

7

8

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Prime Destination


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Development of “Secondary Retail Destinations”

Prime Destination


Priority is to developsecondary destinations withdistinctive “character” alongGeorge's Street as well asthe harbour area

The core will “stretch” toembrace these areas

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Development of “Commercial and Character Quarters”

George's Street Upper “Commercial quarter”

George's Street Upper “Edwardian quarter”

George's Street Lower “Commercial quarter”

George's Street Lower “Artisan quarter”

Bloomfield's Centre “Commercial quarter”

DL Shopping Centre “Commercial quarter”

Marine Road “Commercial quarter”

Crofton Road/Queen’s Road “Harbour quarter”

Patrick Street “Commercial quarter”

“Commercial Quarter” – Prime Destination

“Character Quarters” – Secondary Destinations

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Royal Victoria SC

Monson Road – “Upper Street Quarter”

High Street – “Boutique Quarter”

Pantiles – “Heritage Quarter”

Camden Road – “Lower Street Quarter”

Mt Pleasant

Calverley Road

“Commercial and Character Quarters” – Tunbridge Wells



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Cafes

Restaurants – evening opening also

Pubs/Bars

Conclusion

• Eating out is establishingitself in key secondarydestinations in the town

• Important to developthese clusters ofrestaurants to createcharacter eating in theevenings/weekends,linked to entertainmentand evening retail

• Central area shouldcontinue to add quality tothe daytime offer ofcafes

Retail geography of eating out: already beginning to cluster

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` 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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` 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. 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


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` 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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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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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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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”

grocery3%

dept/variety0%

clothing/footwear

23%

sectorspecialists

41%

services17% eating-out

15%

charity1%

High St. Tunbridge Wells: % retail mix

Increase:

• Specialist clothing/footwear brands

• Boutiques/leisure fashion

• Specialist home stores/crafts

• Antiques

• Specialist food

• Restaurants

Decrease:

• Take-aways

• Services

• Low quality retail

• Charity

grocery6%

dept/variety0%

clothing/footwear

0%

sectorspecialists

19%

services35%

eating-out31% charity

9%

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

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Increase:

• More local destinations

• Promote independents to local

destinations through best practice

• Introduce selected multiple brands

appropriate to the “character”

Decrease:

• Small independents

• Poor quality locals

• Empty stores

empty3%

smallindepend't

43%

local destinat'n32%

multiplespecialist

22%

High St. Tunbridge Wells: % retailer type

empty18%

smallindepend't

77%

localdestinat'n

5%

multiplespecialist

0%

destinati'nleader

0%

George's St. Upper, DL: % retailer type

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Actions for George's Street Lower – “Artisan Quarter”

Increase:


• Home specialists/florists

• Retro/trend stores

• Bric ‘a’ Brac

• Young trend clothing/footwear brands

• Culture/galleries/gift

• Music/books/extreme sports/surf

Increase:

• Restaurants/world cuisine

• Evening culture

Decrease:

• Services

• There is currently not enough to buy

in this district

grocery5%

dept/variety0%

clothing/footwear

3%

sectorspecialists

37%

services31%

eating-out20%

charity4%

Camden Road, TW: % retail mix

grocery3%

dept/variety0%

clothing/footwear

0%

sectorspecialists

19%

services53%

eating-out22%

charity3%

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

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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

smallindepend't

47%

local destinat'n36%

multiplespecialist

17%

Monson Road, TW: % retailer type

empty27%

smallindepend't

53%

local destinat'n16%

multiplespecialist

4%

destinati'nleader

0%

George's St. Lower, DL: % retailer type

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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

• Overall thetown has asurprisinglygood balanceof store sizes

• Breakdown ofoutlet by size(small,medium, large)is not an issuefor DL and is inline withTunbridgeWells

77%

20%

3%

Tunbridge Wells: store size %

small

< 150sqm

medium

150-300sqm

large

>300sqm

56%35%

9%

Dundrum: store size %

small

< 150sqm

medium

150-300sqm

large

>300sqm

89%

6% 5%

Blackrock: store size %

small

< 150sqm

medium

150-300sqm

large

>300sqm

74%

20%6%

Dun Laoghaire: store size %

small

< 150sqm

medium

150-300sqm

large

>300sqm

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Shopping Centre store size: Royal Victoria Place, TW

• Conclusion

• As a good benchmarkfor DL, Royal VictoriaPlace in TunbridgeWells has a goodbalance of large,medium and small units

• It has the majority oflarge units in the town

• Significantly 53% of alloutlets over 150sqm

47%

30%

23%

Royal Victoria place, TW: store size %

small< 150sqm

medium150-300sqm

large>300sqm

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Shopping Centre store size: Dundrum

Conclusion

• Dundrum displays asimilar breakdown toRoyal Victoria place butwith more smaller unitsthan a UK centre

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

56%35%

9%


small

< 150sqm

medium

150-300sqm

large

>300sqm

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Shopping Centre store size: DL Shopping Centre

Conclusion

• For the anchor centre inthe town the DLShopping Centre is lowon medium and largestores

• Significantly only 26%of outlets are above150 sqm

74%

20%6%

DL Shopping Centre: store size %

small< 150sqm

medium150-300sqm

large>300sqm

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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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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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Conclusion

• DL Shopping centrehas less than 20%retailers that can beconsidered destination

• There is a larger % ofempty outlets thandestination retailers

• For DL Shopping centreto become a destinationfor retail it must aim forat least 50% of outletsas destination

Retail offer by type of retailer: Shopping Centres

28%

53%

5% 12%

2%

DL Shopping Centre: Retail Groups



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% Retail Offer Shopping Centres: Destination retailers & empty outlets

Conclusion

• The DL shoppingcentre must replacesome of its emptyoutlets with destinationstores

• Essential to developlarger units fordestination retailers

01020304050607080

RoyalVictoria

Place, TW

DunLaoghaire

SC

BlackrockSC

DundrumSC

% retailers 52 19 32 73

Shopping Centres: % destination stores

0

5

10

15

20

25

30

RoyalVictoria

Place, TW

DunLaoghaire

SC

BlackrockSC

DundrumSC

% retailers 3 28 5 5

Shopping Centres: % empty

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Retail Mix – Sectors: Shopping Centres – Royal Victoria Place

Conclusion

• As a town centre theRVP has highest % inclothing and specialistsectors, with othersectors higher than theclothing offer

• Again services are lowand eating out less thana destination centre1% 5%

31%

38%

9%16%

0%

Royal Victoria SC: retail mix - sectors



charity

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Retail Mix – Sectors: Shopping Centres – Dun Laoghaire SC

Conclusion

• The 2 largest sectorsare the specialistsectors and emptystores, which is aconcern

• There are no multi-category anchors in thecentre

• Clothing is very low inthe centre and needs tobe 3 to 4 times larger

• Eating out offer is smallbut more importantly itis dispersed

• A consolidated foodoffer on a destinationfloor would create adestination to all floors

• A good range of othercategories but herequality is an issue

9%

0%9%

30%16%

8%

0%

28%

Dun Laoghaire SC: retail mix - sectors



charity empty

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Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter”

Increase:

• Increase significantly clothing &

footwear

• Introduce a multi-category anchor

• Strengthen and consolidate eating

offer

•

Decrease:

• Services for core retail

• Replace grocery for other retail

categories, particularly fashion

grocery13%

dept/variety0%

clothing/footwear

13%sector

specialists41%

services22%

eating-out11%

charity0%

DL Shopping Centre: % retail mix

grocery1%

dept/variety5%

clothing/footwear

31%

sectorspecialists

38%

services9%

eating-out16%

charity0%

Royal Victoria Pl. TW: % retail mix

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empty3%

smallindepend't

31%

local destinat'n14%

multiplespecialist

48%

destinati'nleader

4%

Royal Victoria Pl. TW: % retailer type


Increase:

• Multiple specialists are the key

priority to increase by up to 4x


Decrease:

• Small independents – remove or

convert into local destinations by

improving quality

• Clearly reduce number of empty units

empty28%

smallindepend't

53%

local destinat'n5%

multiplespecialist

12%

destinati'nleader

2%

DL Shopping Centre: % retailer type

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Increase:

• “Quality, quality, quality!”

• Some more fashion as one sector to

increase

Actions for George's Street Upper – “Commercial Quarter”

grocery6%

dept/variety2%

clothing/footwear

18%sector

specialists16%

services31%

eating-out20%

charity7%

Mt Pleasant, TW: % retail mix

grocery5%

dept/variety3%clothing/

footwear14%sector

specialists24%

services32%

eating-out19%

charity3%


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empty3%

smallindepend't

28%

local destinat'n25%

multiplespecialist

42%

destinati'nleader

2%

Mt Pleasant, TW: % retailer type


Increase:






Decrease:



• Empty stores

empty20%

smallindepend't

50%

local destinat'n13%

multiplespecialist

15%

destinati'nleader

2%


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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:


• Establish this area as an absolute

destination for retail

grocery7%

dept/variety2%

clothing/footwear

18%sector

specialists34%

services27%

eating-out11%

charity1%

Calverley Rd, TW: % retail mix

grocery13%

dept/variety6%

clothing/footwear

9%

sectorspecialists

26%

services35%

eating-out9%

charity2%


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Increase:

• Essential to build on the presence of

Pennys and Shaws with a strong mix of

multiple specialists

Decrease:

• Local independents

empty17%

smallindepend't

44%

local destinat'n24%

multiplespecialist

11%destinati'n

leader4%


empty4%

smallindepend't

10%

local destinat'n20%

multiplespecialist

66%

Calverley Road, TW: % retailer type

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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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`

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 “eye-

sore” 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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• 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.

5) “Introducing a leisure retail offer”

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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

Actions for Crofton Road/Queens Road – “Harbour Quarter”

grocery7%

dept/variety0%

clothing/footwear

7%sector

specialists56%

services10%

eating-out20%

charity0%

Pantiles, TW: % retail mix

grocery0%

dept/variety0%

clothing/footwear

0%

sectorspecialists

22%

services0%

eating-out78%

charity0%

Crofton/Queens Rds, DL: % retail mix

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Develop:

• Keep the good balance of

independents and local destinations

• Introduce some appropriate multiples

in keeping with the “Harbour

Quarter” culture


empty13%

smallindepend't

46%

local destinat'n35%

multiplespecialist

6%

Pantiles, TW: % retailer type

empty10%

smallindepend't

30%

local destinat'n60%

multiplespecialist

0%

destinati'nleader

0%

Crofton/Queens Rds, DL: % retailer type

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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.

5) “Introducing a leisure retail offer”

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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.

6) “Stimulating cooperation between retail stakeholders”

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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.

6) “Stimulating cooperation between retail stakeholders”

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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

7) “Creating “destination snowball publicity”

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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.

8) “Managing the ‘hype’ over parking”

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5. 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.

6. 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

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


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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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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.

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

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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.

• A regular weekly day such as Thursday, and specifically in the weeks before Christmas,

and during the summer tourist months


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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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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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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”

10) “Realising the ‘Retail Marketing Plan’”

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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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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.


3). 5 point action plan


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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

5 Point Action Plan

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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

5 Point Action Plan

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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

5 Point Action Plan

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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

5 Point Action Plan

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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

5 Point Action Plan

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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!”

5 Point Action Plan

4). Retail Audit


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• 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

Retail Audit

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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

Retail Audit

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Overall retail/eating/service space - sqmetres

Conclusion

• DL is well served by theselling space it has inthe town

• In terms of an overalloffer compared toDundrum it should beable to compete

• In terms of Blackrock,DL has the potential tobe the dominant retailforce

0

20000

40000

60000

80000

100000

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

sqm 84116 52475 18145 41930

total sales area

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Conclusion

• In terms of the numberof outlets DL is thedominant partnercompared to bothBlackrock andDundrum

• The potential as adestination is to offer avariety and breadth ofretail experience thatneither Blackrock orDundrum can competewith

Overall retail/eating/service space – outlet number

0

100

200

300

400

500

600

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

no. outlets 524 311 130 144

total number of sales outlets

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Conclusion

• Tunbridge Wells has agood benchmark ratiofor a thriving retailorientated town – 1.5sqm per head ofpopulation

• DL has a higher thanaverage retail spaceper head of population

• Blackrock a significantlow retail space perhead

• The relationshipbetween the closeadjacency of DL andBlackrock is clearlyimportant

Retail space against urban population

0

0.5

1

1.5

2

2.5

TunbridgeWells

Dun Laoghaire Blackrock

sqm 1.48 2.19 0.88


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Conclusion

• Taken as one retailoffer the retail spaceper head forDL/Blackrock is a goodbenchmark

• For DL to thrive as aretail offer with itscurrent sqm of space itneeds to attractcustomers from thetown of DL itself andthe surrounding townsincluding Blackrock

• If DL fails to attractlocal shoppers into thetown there will be aninevitable decline in thenumber of outlets andretail space

• This effect can be seenalready

Retail space against urban population

0

0.5

1

1.5

2

Tunbridge Wells Dun Laoghaire/Blackrock

sqm 1.48 1.58


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74%

20%6%


small

< 150sqm

medium

150-300sqm

large

>300sqm

Dun Laoghaire: Store size - % and number

Conclusion

• Overall the town has asurprisingly goodbalance of store sizes

0

50

100

150

200

250

small< 150sqm

medium150-300sqm

large>300sqm

Dun Laoghaire: store size outlets

Number of outlets

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89%

6% 5%


small

< 150sqm

medium

150-300sqm

large

>300sqm

Blackrock: Store size - % and number

Conclusion

• Blackrock has a highnumber of small sizedoutlets as would beexpected

0

20

40

60

80

100

120

small< 150sqm

medium150-300sqm

large>300sqm

Blackrock: store size outlets

number of outlets

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56%35%

9%


small

< 150sqm

medium

150-300sqm

large

>300sqm

Dundrum: Store size - % and number

Conclusion

• Dundrum has a highernumber of mediumsized outlets as wouldbe expected in a“Shopping Centre”

0

20

40

60

80

100

small< 150sqm

medium150-300sqm

large>300sqm

Dundrum: store size outlets

number of outlets

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77%

20%

3%


small

< 150sqm

medium

150-300sqm

large

>300sqm

Tunbridge Wells: Store size - % and number

Conclusion

• As a benchmark for DLTunbridge Wells has asimilar overallbreakdown of space

0

100

200

300

400

500

small< 150sqm

medium150-300sqm

large>300sqm

Tunbridge Wells: store size outlets

number of outlets

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Dun Laoghaire Conclusions: Store size - % and number

Conclusion

• Breakdown ofoutlet by size(small,medium, large)is not an issuefor DL and is inline withTunbridgeWells

• It is the size ofmedium sizedoutlets whichmakesDundrumdistinct as ashoppingcentre

77%

20%

3%


small

< 150sqm

medium

150-300sqm

large

>300sqm

56%35%

9%


small

< 150sqm

medium

150-300sqm

large

>300sqm

89%

6% 5%


small

< 150sqm

medium

150-300sqm

large

>300sqm

74%

20%6%


small

< 150sqm

medium

150-300sqm

large

>300sqm

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Shopping Centre store size: Royal Victoria Place, TW

• Conclusion

• As a good benchmarkfor DL, Royal VictoriaPlace in TunbridgeWells has a goodbalance of large,medium and small units

• It has the majority oflarge units in the town

• Significantly 53% of alloutlets over 150sqm

47%

30%

23%

Royal Victoria place, TW: store size %

small< 150sqm

medium150-300sqm

large>300sqm

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Shopping Centre store size: Dundrum

Conclusion

• Dundrum displays asimilar breakdown toRoyal Victoria place butwith more smaller unitsthan a UK centre

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

56%35%

9%


small

< 150sqm

medium

150-300sqm

large

>300sqm

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Shopping Centre store size: DL Shopping Centre

Conclusion

• For the anchor centre inthe town the DLShopping Centre is lowon medium and largestores

• Significantly only 26%of outlets are above150 sqm

74%

20%6%

DL Shopping Centre: store size %

small< 150sqm

medium150-300sqm

large>300sqm

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Retail offer by type of retailer: Dun Laoghaire

Conclusion

• DL retail offer isdominated by smallindependent retailers

• Of concern is the lownumber of smallindependents that havebecome localdestinations

• 20% of offer is empty

• Only 10% of offer aremultiple specialists

20%

55%

15%8%

2%

Dun Laoghaire: retailer groups



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Retail offer by type of retailer: Blackrock

Conclusion

• Blackrock hassignificantindependents as wouldbe expected

• However a higherproportion of localdestinations suggestingthat the quality of theindependent retailers ishigher than DL

• Higher proportion ofmultiples retailers(twice as many as DL)signifies a strongerdestination

6%

61%

16%

15%

2%

Blackrock: retailer groups



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Retail offer by type of retailer: Dundrum

Conclusion

• Dundrum’s strength isits very high proportionof multiples

• This gives it its USP inIreland

• Nearly 40% arelocal/regionalindependents

• The high % of localdestinations shows thequality of thisindependent offercompared to DL

5%

22%

16%51%

6%

Dundrum: retailer groups



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Retail offer by type of retailer: Tunbridge Wells

Conclusion

• Tunbridge Wells as abenchmark for DLshows a good balanceof retailers

• Particularly wellbalanced is the numberof multiples and localdestinations

5%

40%

25%

29%

1%

Tunbridge Wells: retailer groups



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% Retail Offer: Independents & Local Destinations

Conclusion

• The conversion ofindependents to localdestinations has a largeeffect on overalllocation “pull”

• TW is a benchmark forDL and Blackrock

• This is particularlyimportant in theabsence of multiples

0

10

20

30

40

50

60

70

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 40 55 61 22

% retailers: Independents

0

5

10

15

20

25

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 25 15 16 16

% retailers: Local Destinations

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% Retail Offer: Multiples

Conclusion

• Destinations SCs suchas Dundrum havehigher than averagemultiples

• TW at 29% has a goodlevel

• DL, at 8% issignificantly poor inmultiples, almost half ofBlackrock

• It is imperative for DL toincrease significantly its% of multiples

0

10

20

30

40

50

60

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

% 29 8 15 51

% retailers: Multiples

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Conclusion

• As a benchmark, theRVP centre has a goodbalance of nearly 50%multiples and about50% independents andlocal destination

• Overall 2/3rds ofretailers act as adestination

3%

31%

14%

48%

4%

Royal Victoria Place: Retail Groups




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Conclusion

• In comparison thesmaller Blackrockcentres have 1/3rd

retailers as destination

• More multiples thandestinations


5%

63%

11%

15%6%

Blackrock/Frascati Centres: Retail Groups



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Conclusion

• DL Shopping centrehas less than 20%retailers that can beconsidered destination

• There is a larger % ofempty outlets thandestination retailers

• For DL Shopping centreto become a destinationfor retail it must aim forat least 50% of outletsas destination


28%

53%

5% 12%

2%

DL Shopping Centre: Retail Groups



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% Retail Offer Shopping Centres: Destination retailers & empty outlets

Conclusion

• The DL shoppingcentre must replacesome of its emptyoutlets with destinationstores

• Essential to developlarger units fordestination retailers

01020304050607080

RoyalVictoria

Place, TW

DunLaoghaire

SC

BlackrockSC

DundrumSC

% retailers 52 19 32 73

Shopping Centres: % destination stores

0

5

10

15

20

25

30

RoyalVictoria

Place, TW

DunLaoghaire

SC

BlackrockSC

DundrumSC

% retailers 3 28 5 5

Shopping Centres: % empty

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Conclusion

• The size of DL makes itmore of a destinationthan Blackrock

• Despite its larger sizeand outlet numbers it isless of a destinationthan Dundrum

• It does however havethe potential tocompete in variety ofretailer types and therange of retailexperiences

0

500

1000

1500

2000

2500

TunbridgeWells

DunLaoghaire

Blackrock Dundrum

Rating score 2500 757 439 1066



Empty 0

Independent 1




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Destination Index: Quality Index (average index per outlet)

Conclusion

• The quality of retail inDL undermines thedominant retail spaceand number of outlets

• The average “Quality”of the retail makes itless of a destinationthan smaller neighbourssuch as Blackrock

• It needs to double its“Quality” index to that ofTunbridge Wells tocompete with both localdestinations such asBlackrock andregional/nationaldestinations such asDundrum

012345678

Tunbridge Wells

DunLaoghaire

Blackrock Dundrum


Destination Index: Quality Index

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Destination Index – Shopping Centres: Total

Conclusion

• As the core of thetowns retail offer theoverall destinationattraction of the DLShopping Centre islower than thecompetition

0

200

400

600

800

1000

1200

RoyalVictoria

Place, TW

DunLaoghaire

SC

Blackrock/Frascati

SC

DundrumSC

Rating Score 650 149 235 1066

Destination Index Shopping Centres: Total


Empty 0

Independent 1




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Destination Index – Shopping Centres: Quality Index (average index per outlet)

Conclusion

• In terms of quality theDLSC is even weakercompared to Blackrock

• The quality weaknessof the DLSCsignificantly contributesto the overall weaknessof the town as adestination

• “Quality and notQuantity” is theanswer to the Retailproblems of DL

012345678

RoyalVictoria

Place, TW

DunLaoghaire

SC

Blackrock/Frascati

SC

DundrumSC


Destination Index Shopping Centres: Quality Index


Empty 0

Independent 1




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Conclusion

• Not surprisingly thelargest pulling power asa retail destination isbased around thecentre of the town

• The pulling power slipsaway dramatically afterthe 3 central areas

• There are no“secondarydestinations”

• A big opportunity todevelop “secondarydestinations” in the“Character Quarters”

020406080

100120140160180200

DL Retail Areas: Destination Index total

score

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DL Shopping Centre

Marine Road



1 2

3

4

5

6

7

8

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Quality Index – Retail areas of Dun Laoghaire town centre

Conclusion

• The regeneration ofPennys contributes tothe highest quality onGeorge's Street Lower

• Significantly some ofthe best quality/newerretailing is being pulledfrom the town towardsthe sea front

• Currently small innumber but recognisednames and moreprofessional in theirretailing

• A dangerous trend tothe traditional retailingareas

• Shopping centres are afocus for qualityimprovements

00.5

11.5

22.5

33.5

DL Retail Areas: Quality Index

quality index

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DL Shopping Centre

Marine Road



1

2

3

4

5= 5=

7

8

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Destination Index – Retail areas of Tunbridge Wells town centre

Conclusion

• Not surprisingly thelargest pulling power asa retail destination isbased around thecentre of the town withthe SC first

• However the centres ofthe “character areas” –High Street andCamden Road are stillgood secondarydestinations

• They create arange/variety of retailexperience through theassortment of storesthey offer

0100200300400500600700

TW Retail Areas: Destination Index total

score

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Royal Victoria SC

Monson Road

High Street

Pantiles

Camden Road

Mt Pleasant

Calverley Road


12

3

4

5

6

7

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Conclusion

• The stores at the towncentre command thehighest quality ratingwith more multiples

• The secondarydestinations are lesshighly rated individuallybut work well as agroup

012345678

TW Retail Areas: Quality Index

quality index

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Royal Victoria SC

Monson Road

High Street

Pantiles

Camden Road

Mt Pleasant

Calverley Road


1

2

3

4

5

6

7

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Retail Mix – Sectors: Tunbridge Wells

Conclusion

• As a benchmark for anurban town retail mix

• Small % of grocery

• About 20%clothing/footwear,services and eating out

• About 40% specialistsin a variety of retailcategories

• Minimal charity

5% 1%

17%

37%

22%

16%

2%

Tunbridge Wells: retail mix - sectors



charity

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Retail Mix – Sectors: Blackrock

Conclusion

• For a small localdestination retail mixBlackrock has a highlevel of services

• It has also developed ahigh percentage ofclothing and footwearretail which is in directcompetition to DL

• A lower % of retailcategory specialistsbecause of the smallnumber of units

8%

1%

18%

25%33%

15%

0%

Blackrock: retail mix - sectors



charity

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Retail Mix – Sectors: Dun Laoghaire

Conclusion

• DL has a higher thanaverage grocery andservices sector

• This links to thecustomer research thatthe town is used forbanking and foodshopping

• There is a high % ofeating out

• The low % of fashionretailers is a big issueas a retail destination

• Half as many asBlackrock.

10%

2%9%

27%29%

21%

2%

Dun Laoghaire: retail mix - sectors



charity

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Retail Mix – Sectors: Shopping Centres -Dundrum

Conclusion

• A destination centrehas highest proportionclothing & footwearretailers

• Other sector specialistsare the other highcategory

• The several high profilemulti-category anchorsare important

• Only essential servicesand a small oftenspecialist food offer

• % eating out is high asa destination

4% 6%

38%

23%

8%

21%

Dundrum: retail mix - sectors



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Retail Mix – Sectors: Shopping Centres – Royal Victoria Place

Conclusion

• As a town centre theRVP has highest % inclothing and specialistsectors, with othersectors higher than theclothing offer

• Again services are lowand eating out less thana destination centre1% 5%

31%

38%

9%16%

0%

Royal Victoria SC: retail mix - sectors



charity

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Retail Mix – Sectors: Shopping Centres – Dun Laoghaire SC

Conclusion

• The 2 largest sectorsare the specialistsectors and emptystores, which is aconcern

• There are no multi-category anchors in thecentre

• Clothing is very low inthe centre and needs tobe 3 to 4 times larger

• Eating out offer is smallbut more importantly itis dispersed

• A consolidated foodoffer on a destinationfloor would create adestination to all floors

• A good range of othercategories but herequality is an issue

9%

0%9%

30%16%

8%

0%

28%

Dun Laoghaire SC: retail mix - sectors



charity empty

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Retail Mix % – Tunbridge Wells

Conclusion

• The 2 most importantcategories with around20% of outlets arehome and clothing(mixed/women's)

• The combination ofwomen's and mixedoffer mens/womens isvery important

• A strong food offerparticularly during theday is used to supportthe retail offer

• Variety of home areasin the category – soft,décor, kitchen,bathroom, bed, gifts

• Strong impulsecategories

• Good technologycategory

• Relatively low numberof banks/services

home22%

cafes/ fast food17%

womensfashion

12%


mixed clothing6%


7%

jewellers6%


5%

art/ frames/galleries

5%

technology/electrical

5%


5%

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10 largest product categories – Tunbridge Wells

010203040506070

Tunbridge Wells: Top 10 retailer categories

no.outlets

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Retail Mix % – Dun Laoghaire

Conclusion

• 58% of the topcategories are not coreretail

• Eating out is strong witha surprisingly robustevening restaurant offer

• This needs to befocused, publicised anddriven by events

• Services account for25% of the topcategories

• Core retail needs to beincreased in particularlyclothing and mixedclothing with a men's/women's offer

• Home needs to bedeveloped furtherparticularly in thesecondary destinations

• Stronger technologyoffer

• Stronger impulsecategories

cafes/ fast food17%


16%


13%


home11%

womensfashion

8%

CTN6%


7%

pubs5%

jewellers5%

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Retail Mix – 10 largest product categories

0

510

1520

25

Dun Loaghaire: Top 10 retailer categories

no. outlets

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Retail spread of ladies fashion – specialist and mixed fashion offer

Fashion – classicFashion – young fashionFashion – middle marketFashion - value

Conclusion

• Women's fashion isconcentrated in the towncentre

• Classic ladieswear isdiluted across the centralarea

• A lack of real “fashion”specialists for youngcustomers

• A lack of fashion insecondary destinationsto help define thedemographic positioning

• Require more fashionmultiples in the towncentre

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

Fashion – classicFashion – youngFashion – middle marketFashion - value

Conclusion

• Virtually no fashion offerfor young men in thetown

• Nowhere to buy brands

• George's St Lowershould be a focus foryoung trends

• Classic menswear is wellclustered but arguably atthe wrong end of thetown

• More mainstream men'sfashion and mixedfashion in the centre

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Top 100 UK Men's Clothing Brands - AW 2010

1 Adidas

2 Nike

3 Levi Strauss & Co

4 Fred Perry

5 G-Star Raw

6 Diesel

7 Polo Ralph Lauren

8 Boss Hugo Boss

9 The North Face

10 Jack & Jones

11 All Saints

12 Ted Baker

13 Lacoste

14 Superdry

15 French Connection

16 Firetrap

17 Berghaus

18 Fat Face

19 Tommy Hilfiger

20 Bench

21 Armani

22 Ben Sherman

23 Gant

24 Barbour

25 Henleys

Where to buy fashion brands in Dun Laoghaire?

Conclusion

• It is simply not possibleto buy the vast majorityof fashion brands in DunLaoghaire

• These brands have akey role in creatingdestination status for aretail offer

• As a priority as many ofthese brands aspossible need to beintroduced into the town

• Multi-brandindependents/localdestinations

• Single brand franchisesand brand-owned stores

26 Puma

27 Reiss

28 Voi Jeans

29 Paul Smith

30 Umbro

31 Timberland

32 Henri Lloyd

33 Sergio Tacchini

34 Gio Goi

35 Lyle & Scott

36 Wrangler

37 Penguin

38 Animal

39 Fila

40 Dolce & Gabbana

41 Duck and Cover

42 Jack Wills

43 Austin Reed

44 Lee

45 Reebok

46 Crew Clothing Company

47 Craghoppers

48 White Stuff

49 Jaeger

50 Hackett



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Where to buy fashion brands in Dun Laoghaire

Top 50 UK Women's Clothing Brands - AW 2010

1 Adidas

2 Nike

3 Coast

4 All Saints

5 French Connection

6 The North Face

7 Hobbs

8 Phase Eight

9 Reiss

10 Karen Millen

11 Ted Baker

12 Fat Face

13 Jaeger

14 Berghaus

15 Superdry

16 Whistles

17 Country Casuals

18 Lipsy London

19 Bench

20 Levi Strauss & Co

21 East

22 Fenn Wright Manson

23 Armani

24 Jigsaw

25 Puma

26 Diesel

27 White Stuff

28 Jacques Vert

29 G-Star Raw

30 Mango

31 Vero Moda

32 Ann Harvey

33 Precis

34 Viyella

35 Planet

36 Austin Reed

37 Barbour

38 Polo Ralph Lauren

39 Eastex

40 Animal

41 Esprit

42 Firetrap

43 Reebok

44 Boss Hugo Boss

45 Tommy Hilfiger

46 Jack Wills

47 Yumi

48 Desigual

49 Max Mara

50 Gerry Weber



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

Fashion – classicFashion – youngFashion – middle marketFashion - value

Conclusion

• Childrenswear is verypoorly represented

• No specialist boutiquesin the town

• Offer is middle marketand value orientated

• Mass market specialistsin the town centre

• Trendy or boutiqueshops in the secondarydestinations

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Jewellery

Conclusion

• Jewellery is a strongcategory in the town

• Well clustered

• Strong mix but withdiverse offer

• Opportunity to usejewellery in thesecondary destinationsto differentiate the offer

Retail spread of jewellery

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Banks/Building Societies

Conclusion

• Banks/Building societiesare a main destinationfor the town

• Occupy large areas ofprime retail land in thetown centre

• Facet jewellers is anexcellent example ofgood use of old bankbuildings

Retail spread of financial sector

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Cafes

Restaurants – evening opening also

Pubs/Bars

Conclusion

• Eating out is establishingitself in key secondarydestinations in the town

• Important to developthese clusters ofrestaurants to createcharacter eating in theevenings/weekends,linked to entertainmentand evening retail

• Central area shouldcontinue to add quality tothe daytime offer ofcafes

Retail spread of eating out

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Grocery stores

Supermarkets

Health food/speciality

Off-license

Fresh specialist

Conclusion

• DL relies too heavily onTesco for traffic

• In town centre developmore small grocery

• In the secondarydestinations developmore speciality foodshops linked to thedemographic, as well aswine stores, or real bearstores and freshspecialists appropriately

• Already a strong freshoffer in G Street Lower

Retail spread of grocery/food

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Vacant

Conclusion

• DL is contracting due tomany empty stores

• It needs to attract morecustomers from the townand local competitorlocations

• It is the secondarydestinations that arelosing retailers

• These need to be built upas a priority, particularlyG ST Lower as an artisanand trendy area, and G StUpper as a boutique area

• We need “quality to justifythe quantity”

Retail spread of vacant outlets

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Prime Destination


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Development of “Retail Destinations”

Prime Destination


Priority is to developsecondary destinations withdistinctive “character” alongGeorge's Street as well asthe harbour area

The core will “stretch” toembrace these areas

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“Retail Destinations” – Tunbridge Wells

Prime Destination


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Royal Victoria SC





Mt Pleasant

Calverley Road

“Commercial and Character Quarters” – Tunbridge Wells



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Development of “Commercial and Character Quarters”

George's Street Upper “Commercial quarter”

George's Street Upper “Edwardian quarter”

George's Street Lower “Commercial quarter”

George's Street Lower “Artisan quarter”

Bloomfield's Centre “Commercial quarter”

DL Shopping Centre “Commercial quarter”

Marine Road “Commercial quarter”

Crofton Road/Queen’s Road “Harbour quarter”

Patrick Street “Commercial quarter”



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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


• Home specialists

• Hand-made/crafted

• Speciality food

• Leisure fashion specialist

• Boutiques

• Culture

• Galleries

• Services – repairs…

• Quality/unique gift

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Increase:


• Home specialists/florists

• Retro/trend stores

• Bric ‘a’ Brac

• Young trend clothing/footwear brands

• Culture/galleries/gift

• Music/books/extreme sports/surf

Increase:

• Restaurants/world cuisine

• Evening culture

Decrease:

• Services

• There is currently not enough to buy

in this district

grocery5%

dept/variety0%

clothing/footwear

3%

sectorspecialists

37%

services31%

eating-out20%

charity4%

Camden Road, TW: % retail mix

grocery3%

dept/variety0%

clothing/footwear

0%

sectorspecialists

19%

services53%

eating-out22%

charity3%


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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

smallindepend't

47%

local destinat'n36%

multiplespecialist

17%

Monson Road, TW: % retailer type

empty27%

smallindepend't

53%

local destinat'n16%

multiplespecialist

4%

destinati'nleader

0%


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grocery3%

dept/variety0%

clothing/footwear

23%

sectorspecialists

41%

services17% eating-out

15%

charity1%

High St. Tunbridge Wells: % retail mix

Increase:

• Specialist clothing/footwear brands

• Boutiques/leisure fashion


• Antiques

• Specialist food

• Restaurants

Decrease:

• Take-aways

• Services

• Low quality retail

• Charity

grocery6%

dept/variety0%

clothing/footwear

0%

sectorspecialists

19%

services35%

eating-out31% charity

9%


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Increase:






Decrease:



• Empty stores

empty3%

smallindepend't

43%

local destinat'n32%

multiplespecialist

22%

High St. Tunbridge Wells: % retailer type

empty18%

smallindepend't

77%

localdestinat'n

5%

multiplespecialist

0%

destinati'nleader

0%


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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

grocery0%

dept/variety0%

clothing/footwear

0%

sectorspecialists

22%

services0%

eating-out78%

charity0%

Croften/Queens Rds, DL: % retail mix


grocery7%

dept/variety0%

clothing/footwear

7%sector

specialists56%

services10%

eating-out20%

charity0%

Pantiles, TW: % retail mix

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Develop:

• Keep the good balance of

independents and local destinations

• Introduce some appropriate multiples

in keeping with the “Harbour

Quarter” culture


empty10%

smallindepend't

30%

local destinat'n60%

multiplespecialist

0%

destinati'nleader

0%

Croften/Queens Rds, DL: % retailer type

empty13%

smallindepend't

46%

local destinat'n35%

multiplespecialist

6%

Pantiles, TW: % retailer type

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Increase:

• “Quality, quality, quality!”

• Some more fashion as one sector to

increase


grocery6%

dept/variety2%

clothing/footwear

18%sector

specialists16%

services31%

eating-out20%

charity7%

Mt Pleasant, TW: % retail mix

grocery5%

dept/variety3%clothing/

footwear14%sector

specialists24%

services32%

eating-out19%

charity3%


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empty3%

smallindepend't

28%

local destinat'n25%

multiplespecialist

42%

destinati'nleader

2%

Mt Pleasant, TW: % retailer type


Increase:






Decrease:



• Empty stores

empty20%

smallindepend't

50%

local destinat'n13%

multiplespecialist

15%

destinati'nleader

2%


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Increase:

• Build on hat is the strongest retail

area in DL

• Increase % of clothing & footwear

specialists

• Increase variety of other specialist

retail categories

Decrease:


• Establish this area as an absolute

destination for retail

grocery7%

dept/variety2%

clothing/footwear

18%sector

specialists34%

services27%

eating-out11%

charity1%

Calverley Rd, TW: % retail mix

grocery13%

dept/variety6%

clothing/footwear

9%

sectorspecialists

26%

services35%

eating-out9%

charity2%


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Increase:

• Essential to build on the presence of

Pennys and Shaws with a strong mix of

multiple specialists

Decrease:

• Local independents

empty17%

smallindepend't

44%

local destinat'n24%

multiplespecialist

11%destinati'n

leader4%


empty4%

smallindepend't

10%

local destinat'n20%

multiplespecialist

66%

Calverley Road, TW: % retailer type

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Increase:

• Increase significantly clothing &

footwear

• Introduce a multi-category anchor

• Strengthen and consolidate eating

offer

•

Decrease:


• Replace grocery for other retail

categories, particularly fashion

grocery13%

dept/variety0%

clothing/footwear

13%sector

specialists41%

services22%

eating-out11%

charity0%

DL Shopping Centre: % retail mix

grocery1%

dept/variety5%

clothing/footwear

31%

sectorspecialists

38%

services9%

eating-out16%

charity0%

Royal Victoria Pl. TW: % retail mix

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empty3%

smallindepend't

31%

local destinat'n14%

multiplespecialist

48%

destinati'nleader

4%

Royal Victoria Pl. TW: % retailer type


Increase:

• Multiple specialists are the key

priority to increase by up to 4x


Decrease:

• Small independents – remove or

convert into local destinations by

improving quality

• Clearly reduce number of empty units

empty28%

smallindepend't

53%

local destinat'n5%

multiplespecialist

12%

destinati'nleader

2%

DL Shopping Centre: % retailer type

5). Appendix


i). Royal Tunbridge Wells Benchmark


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• 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 (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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• 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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• Segmentation of thetown’s retail offer bygeography and“character”

• Excellent Councilwebsite with storedirectories, itinerariesplanner, search facilityand retail offerdescriptions

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• Long thing retailfootprint through thetown

Prime Destination


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Royal Victoria SC





Mt Pleasant

Calverley Road



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• The old High Street,Chapel Place & ValeRoad

• Full of character theold High Street andChapel Place have awonderful range ofsmall, independentshops many stillretaining their originalVictorian frontages,selling designerclothes, homefurnishings, jewelleryand gifts.

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• Calverley Road, MountPleasant & MountEphraim

• The streets at the "top"end of town both arehome to many big HighStreet names as well asnumerous smallerindependent shops andthe Great HallShopping Arcade.

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• Camden Road &Monson Road

• A friendly, local feelnormally found in asmaller town or villageis still very much alivehere - full of small,specialist shops.

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• Royal Victoria Place(RVP) is an awardwinning undercovershopping centre withover 100 well knownHigh Street brandnames all under oneroof.

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• Strong recognition ofthe importance ofcafes and restaurantsto the town

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• Farmers Market in theheart of the town

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• The Pantiles

• Leisure & touristshopping

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• The Pantiles

• Vibrant eventsprogramme

• Regular marketsthroughout the town

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• The Pantiles


• Regular workshops andinteractivedemonstrations

• Seasonal competitionsand “fun days”

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• The Pantiles


• Food, music & culture

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• The Pantiles



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• The Pantiles



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• The Pantiles



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• Royal Victoria Placeoffers a vibrant retaildestination

• Events and dynamicinformation

• Seasonal magazine

• Loyalty gift card

• Late night shoppingevery Thursday

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• Seasonal magazine

• Retail news

• Fashion trends

• Advertisements

• Promotions andcompetitions

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• Royal Victoria PlaceGift Card

• 90 stores participating

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• Royal Victoria Place

• Late night Thursdayand Sunday opening

ii). Gunwharf Quays Benchmark Background


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• 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.

Gunwharf Quays as a benchmark for Dun Laoghaire

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• 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

• Mixture of leisure,outlet shopping atwaterfront


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• Gunwharf Quays

• Dynamic ShoppingEnvironment

• Strong branding


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• Gunwharf Quays

• Mixture of leisure,outlet shopping atwaterfront


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• Gunwharf Quays

• Top Brands

• Strong focus onoutdoor and leisurebrands


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• Gunwharf Quays

• Café culture

• Very strong daytimecafé andevening/weekendrestaurant offer


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• Gunwharf Quays

• Strong link to theMarina


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• Gunwharf Quays

• Loyalty club withdiscounts and offers onshopping at the centre


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• Gunwharf Quays

• Strong & dynamicevents programme


iii). Dun Laoghaire Interviewees


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• 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

Dun Laoghaire interviewees


Final Report

www.vm-unleashed.com

tim radley managing director

0044 796 76 09 [email protected]

11 Moat Farmtunbridge wells

tn2 5xg

dun laoghaire retail report

Documents