market-based community economic development...2005/03/30 · market-based community economic...
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Market-Based Community Economic Development
Presented toPresented to
KnowledgeplexKnowledgeplexby Robert Weissbourd and by Robert Weissbourd and
Riccardo Bodini,Riccardo Bodini,RW Ventures, LLCRW Ventures, LLC
March 30th, 2005March 30th, 2005
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Origins: From “Equity” to … “Equity”
Putting the Putting the EconomicsEconomics in Economic Developmentin Economic Development
Civil RightsCivil Rights
EmpowermentEmpowerment
Economic Development: Economic Development: AssetsAssets
Economic Development: Economic Development: MarketsMarkets
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Why Markets?
• To address poverty, create wealth
• Wealth is created by investing in assets
• The economic mechanism for investing in assets is the market
• To create wealth in low income communities, expand market activities to the assets of those communities
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Market Failure inLower Income Communities
• Employment networks• Entrepreneurial opportunities• Business, real estate investment• Expanded products and services• Competitive, healthy communities
•• Distressed neighborhoods have undervalued assets, reflecting lacDistressed neighborhoods have undervalued assets, reflecting lack of specialized market k of specialized market intelligence and poor economic networksintelligence and poor economic networks
•• Investment is function of profitability, risk and transaction coInvestment is function of profitability, risk and transaction costssts•• “Seeing,” measuring, access “Seeing,” measuring, access Valuing Valuing Market Activity and OpportunityMarket Activity and Opportunity
•• Undervalued, Undervalued, underutilized assetsunderutilized assets
PovertyPoverty ProductivityProductivity
ConnectednessConnectedness
IsolationIsolation
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Overall Framework:Enhancing Markets to Include LICs
Goal:Goal:Align Market and CED Align Market and CED InterestsInterests
Strategy:Strategy:•• Analyze MarketAnalyze Market•• Target Market ComponentTarget Market Component•• Identify Change LeversIdentify Change Levers
Products and Activities:Products and Activities:Choose operating activities Choose operating activities to move leversto move levers
Set Success Metrics; Evaluate
Progress
Community Economic
Development Goals
Is There A Market Solution?
Key Levers for Affecting Market
Behavior
Choose and Implement CED
Strategy
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Goals: Aligning Markets and Development
Low AlignmentLow Alignment
High AlignmentHigh Alignment
Market Market InterventionInterventionMarket solution Market solution possible if possible if market market operations and operations and environment environment changed changed through public through public policy and policy and advocacyadvocacy
Market Market RedefiningRedefiningMarket solution Market solution possible if possible if market market operations and operations and market market environment environment changed through changed through private activitiesprivate activities
Market Market RefiningRefiningMarket solution Market solution possible with possible with new information, new information, products or products or networksnetworks
Pure MarketPure MarketMarket solution Market solution possible; market possible; market already already generates CED generates CED outcomesoutcomes
NonNon--MarketMarket
No market No market solution; market solution; market is not the is not the appropriate appropriate channelchannel
Market InterestsMarket Interests
CED GoalsCED Goals
Adapted from Kahane, Adapted from Kahane, Weissbourd and WeiserWeissbourd and Weiser
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Goals: Aligning Markets and Development
Low AlignmentLow Alignment
High AlignmentHigh Alignment
Market Market InterventionInterventionMarket solution Market solution possible if possible if market market operations and operations and environment environment changed changed through public through public policy and policy and advocacyadvocacy
Market Market RedefiningRedefiningMarket solution Market solution possible if possible if market market operations and operations and market market environment environment changed through changed through private activitiesprivate activities
Market Market RefiningRefiningMarket solution Market solution possible with possible with new information, new information, products or products or networksnetworks
Pure MarketPure MarketMarket solution Market solution possible; market possible; market already already generates CED generates CED outcomesoutcomes
NonNon--MarketMarket
No market No market solution; market solution; market is not the is not the appropriate appropriate channelchannel
Market InterestsMarket Interests
CED GoalsCED Goals
Adapted from Kahane, Adapted from Kahane, Weissbourd and WeiserWeissbourd and Weiser
This step helps determine whether a market based development This step helps determine whether a market based development strategy makes sense, and begins analysis of what level of markestrategy makes sense, and begins analysis of what level of market t activity to focus on…activity to focus on…
Make Market Make Market WorkWork
(Addressing (Addressing Internal Internal Imperfections)Imperfections)Change Market Change Market
ParametersParameters
(Using Market (Using Market Mechanisms)Mechanisms)
Change Market Change Market ParametersParameters
(Using Non(Using Non--market market Mechanisms)Mechanisms)
Vital Work Vital Work ––
but not CII!but not CII!
Market Works:Market Works:
Company Company profits while profits while providing CED providing CED impact.impact.
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Other ExogenousOther ExogenousInfluences:Influences:
InfrastructureInfrastructureFactors/ResourcesFactors/Resources
TechnologyTechnologyTastesTastes
Institutional Context:Institutional Context:
Enabling LawsEnabling LawsPrescriptive RegulationPrescriptive Regulation
Entry BarriersEntry Barriers
Strategies: Identifying Key Levels and Levers of Market Activity
ExchangeExchange
ProductionProduction ConsumptionConsumption
Level: Market EnvironmentLevel: Market Environment
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ProductionProductionFunctionsFunctions
Levers:Levers:
ProductivityProductivityCostsCosts
ExchangeExchange
Levers:Levers:
Transaction Costs:Transaction Costs:Finding costsFinding costs
Measurement costsMeasurement costs
ExchangeExchangeFunctionsFunctions
Levers:Levers:
TasteTasteIncomeIncome
ConsumptionConsumptionFunctionsFunctions
Strategies: Identifying Key Levels and Levers of Market Activity
Level: Market OperationsLevel: Market Operations
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Information Resources are the Modern Currency of Wealth Creation
•• Who gets seen and servedWho gets seen and served ----specialized market knowledge & specialized market knowledge & customer accesscustomer access
•• Who gets employedWho gets employed ---- employment employment networksnetworks
•• What goods and services are What goods and services are producedproduced –– product and process product and process knowledge and controls, flexible knowledge and controls, flexible customization, financial risk and customization, financial risk and transaction costtransaction cost
•• Value CreationValue Creation ---- Fed Ex (tracking Fed Ex (tracking system); system); SabreSabre (reservations (reservations system)system)
Information Determines:
0%
100%
200%
300%
400%
500%
600%
$s lbs
% C
hang
e
Gross Domestic Product% Growth over last 50 years
Greenspan: Fundamental change in the economy towards intangible assets
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What do we mean by“Enhancing Markets”?
“Changing the conditions of production, exchange or consumption
in ways that allow the expansion of market activity to new people or
places, or to provide new products.”
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Observations 1.0
• Markets are inherently scaling mechanisms: that’s the Power of Markets
• Markets move on their margins
• Markets can expand with respect to either people or products
• Use policies and subsidies to leverage the market, not supplant it
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• Finance• Retail• Employment
Specialized Specialized products, products,
policypolicy
More Efficient, More Efficient, Productive, Productive,
InclusiveInclusiveSystemsSystems
Target specific Target specific market levels market levels
and leversand levers
Identify CED Identify CED goals and goals and relevant relevant marketsmarkets
Mai
nstr
eam
M
ains
trea
m
Mar
kets
Mar
kets
• Prod./Exchange Costs• Market Intelligence• Training, Transaction
Costs
• Payroll Cards• Specialized IC Models• Coordinated Programs,
Networks
A Framework for Moving MarketsN
eighborhoodN
eighborhoodA
ssetsA
ssets
GoalsGoals StrategiesStrategies ActivitiesActivities
Adapted from Living Cities/BrookingsAdapted from Living Cities/Brookings
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LeversLevers ExamplesExamplesActivitiesActivities
Production FunctionsProduction Functions•• ProductivityProductivity•• CostsCosts
Exchange FunctionsExchange Functions•• Risk assessment / Risk assessment /
measurement costsmeasurement costs•• Transaction costsTransaction costs•• AcquisitionAcquisition
Consumption FunctionsConsumption Functions•• IncomeIncome•• TasteTaste
•• Debit CardsDebit Cards•• CADCAD--CAMCAM•• Credit ScoringCredit Scoring
•• MicroMicro--SegmentationSegmentation•• ATMsATMs•• Demand AggregationDemand Aggregation
•• Financial Literacy Financial Literacy TrainingTraining
•• Green MarketingGreen Marketing
•• New ProductsNew Products•• New ProcessesNew Processes•• New InformationNew Information
•• New Information New Information •• Improved NetworksImproved Networks•• Market IntermediariesMarket Intermediaries
•• EducationEducation
Change Levers to Enhance Markets
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Example: Retail
•• Goal:Goal: Commercial Development
•• Market Operation:Market Operation: Exchange function
•• Strategy:Strategy: Reduce retailers’ finding costs
•• Activity:Activity: Develop better data and models to reveal demand and improve market access in IC neighborhoods
•• Example:Example: MetroEdge
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Darker blue shades represent areas with higher median income.
Conventional methods of market analysis tend to underestimate the potential of the inner-city. A good example is the common focus on
median income as an indicator of buying power.
Boston MSA, Median Income
Standard Indicator of Buying Power
Source: MetroEdgeSource: MetroEdge
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Despite a lower median income, the inner city has significant buying power.
New Indicator Shows Potential
Boston MSA, Concentrated Buying Power
Darker shades represent areas with higher concentrated spending power ($ per mile).
Source: MetroEdgeSource: MetroEdge
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Spending as a Percent of Income
1995 Consumer Expenditure Survey
252%
140%109%
87% 83%66%
0%
100%
200%
300%
<$10K $10-20K $20-30K $40-50K $50-70K $70K+
Income Bracket
Income is NOT a GoodIndicator of Spending Power
Source: MetroEdgeSource: MetroEdge
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1990 census data
0.00%
4.00%
8.00%
12.00%
16.00%
20.00%
< $50
00$1
0,000
to $1
2,499
$15,0
00 to
$17,4
99
$20,0
00 to
$22,4
99$2
5,000
to $2
7,499
$30,0
00 to
$32,4
99$3
5,000
to $3
7,499
$40,0
00 to
$42,4
99$4
5,000
to $4
7,499
$50,0
00 to
$54,9
99
$60,0
00 to
$74,9
99
$100
,000 t
o $124
,999
> $15
0,000
Household Income Category
%H
ouse
hold
s in
Cat
egor
y
CHICAGOSOUTH SHORE
South Shore median income = $25,100
South Shore has a lower proportion of the very wealthy and a higher proportion of the very poor, but its solid middle
class looks much like anywhere else in the city.
Central Cities are Diverse as well as Dense
Source: MetroEdgeSource: MetroEdge
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Looking at renovation activity can also be important for understanding the purchasing power related to home
improvement, furnishings and other household items.
Enhancing Model for National Retailer
Renovation LendingInner City Trade Area, 1995-97
21%
29%
41%
0%
10%
20%
30%
40%
50%
Housing Units Loan Volume ($) Loans (#)100
110
120
130
140
150
160
170
180
190
1993 1994 1995 1996 1997 1998
Perm
its p
er 1
000
Hou
sing
Uni
tsBuilding Activity
Permits
Source: City of Chicago, Shorebank Analysis
The rate of building permit activity in the trade area has been higher than in the city
over the last 6 years, and has seen a general upward trend.
Source: MetroEdgeSource: MetroEdge
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New indicators were more significant than traditional ones in this location model created to predict sales for a grocery chain.
Validating a New Approach
0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35
Percent African AmericanPercent Home Ownership
Median household IncomePrivate Co Data
Per Capita Exp on Dry CleaningPopulation Density
Concentrated Buying PowerPercent Using Credit Products
Median Housing ValueAvg Credit Balance
NOT STATISTICALLY SIGNIFICANT
NOT STATISTICALLY SIGNIFICANT
NOT STATISTICALLY SIGNIFICANT
Standardized Coefficients(Beta from LTS Multiple Regression on Sales Per Sq. Ft.)
New Data Predicts Sales Performance For Grocery Store Model
Source: MetroEdgeSource: MetroEdge
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Example: Financial Services
•• Goals:Goals: Enable IC residents to build ownership assets (by expanding financial and insurance services)
•• Market Operation:Market Operation: Exchange function
•• Strategy:Strategy: Reduce producer’s measurement costs
•• Activity:Activity: Reduce incompleteness and bias (esp. of credit scores) by including additional information & improving models
•• Example:Example: Pay Rent, Build Credit; Pattern Recognition
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Discussion
This is Work in Progress: it needs testing, application, discussion -- your input!• Is this framework useful to your work?
• What markets seem most important to your development goals? What market barriers, levers and activities affect your work?
• What neighborhood factors, or factors otherwise in your control, seem most significant to market functioning?
• What else would you need to know in order to apply this approach in your neighborhood?
Please contact us: RW Ventures, LLC1843 N Dayton Street Chicago, IL 60614
Phone: [email protected]
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Market-Based Community Economic Development
Presented toPresented to
KnowledgeplexKnowledgeplex
by Robert Weissbourd and by Robert Weissbourd and Riccardo Bodini,Riccardo Bodini,
RW Ventures, LLCRW Ventures, LLC
March 30th, 2005March 30th, 2005