dun laoghaire retail report
-
Upload
exsite-communications-ltd -
Category
Documents
-
view
228 -
download
2
description
Transcript of dun laoghaire retail report
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
Final Report
- 2 -VM-unleashed
17.05.11
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”
4
12
14
16
19
29
47
50
55
64
66
68
87
88
91
93
94
97
101
- 3 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
104
187
211
222
111
1). 5 point executive summary
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 5 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 6 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
5 point executive summary
- 7 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
5 point executive summary
- 8 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
5 point executive summary
- 9 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
5 point executive summary
- 10 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
4 Throw-out the scapegoats
a. Dun Laoghaire also has a history of using “scapegoats” such as parking, town
architecture and social issues as an excuse for poor retail.
b. It needs to face the reality that it has a very poor retail offer, which is why it performs
so badly.
c. There is a lot of discussion regarding “pushing” the consumers to the retail offer, when
in fact, and more importantly, it simply has no “pull!” to attract or keep its customer
base.
d. Scapegoats such as parking need to be controlled from a PR perspective, as much as a
practical one - although increased footfall will require increased parking, with more
imaginative pricing, and more sympathetic policing.
e. Social issues surrounding the hostel and methadone clinic are real, and a relocation of
the clinic to a less central location would be desirable. But again the perception is
greater than the reality
f. The external architecture of the DL shopping centre is not perfect but it is the retail
assortment inside which is the heart of the problem
5 point executive summary
- 11 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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…
5 point executive summary
2). 10 priorities for Dun Laoghaire retail
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 13 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
- 14 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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!”
- 15 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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!”
- 16 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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!”
- 17 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
2) “Heeding the warning signs for Dun Laoghaire!”
- 18 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
2) “Heeding the warning signs for Dun Laoghaire!”
- 19 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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!”
- 20 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
“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
3) “Rebuilding the retail mix!”
- 21 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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
- 22 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Long thing retailfootprint through thetown
Prime Destination
Secondary Destinations
- 23 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 24 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 25 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 26 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
retail space per head of urban population
3) “Rebuilding the retail mix!”
- 27 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 28 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 29 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 30 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Current geography: shrinking core and growing sea-front destination
Prime Destination
Secondary Destinations
- 31 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 32 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 33 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 34 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 35 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 36 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 37 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 38 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 39 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Weaknesses of the current DL retail mix:
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
3) “Rebuilding the retail mix!”
- 40 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Weaknesses of the current DL retail mix:
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
3) “Rebuilding the retail mix!”
- 41 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 42 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
3) “Rebuilding the retail mix!”
- 43 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
3) “Rebuilding the retail mix!”
- 44 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
010203040506070
Tunbridge Wells: Top 10 retailer categories
no.outlets
3) “Rebuilding the retail mix!”
- 45 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
restaurants(evening)
16%
banks/ buildingsocs/ ins.
13%
beauty/ hairsalons12%
home11%
womensfashion
8%
CTN6%
gifts/speciality/niche
7%
pubs5%
jewellers5%
3) “Rebuilding the retail mix!”
- 46 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
0
510
1520
25
Dun Loaghaire: Top 10 retailer categories
no. outlets
3) “Rebuilding the retail mix!”
- 47 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 48 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 49 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
3) “Rebuilding the retail mix!”
- 50 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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!”
- 51 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 52 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Destination Index – Retail areas of Dun Laoghaire town centre
1 2
3
4
5
6
7
8
- 53 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Current geography: shrinking core and growing sea-front destination
Prime Destination
Secondary Destinations
- 54 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Development of “Secondary Retail Destinations”
Prime Destination
Secondary Destinations
Priority is to developsecondary destinations withdistinctive “character” alongGeorge's Street as well asthe harbour area
The core will “stretch” toembrace these areas
- 55 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 56 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
“Commercial Quarter” – Prime Destination
“Character Quarters” – Secondary Destinations
- 57 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 58 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
` 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.
4) “Developing Dun Laoghaire’s retail geography!”
- 59 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
` 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
4) “Developing Dun Laoghaire’s retail geography!”
- 60 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
` 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.
4) “Developing Dun Laoghaire’s retail geography!”
- 61 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
4) “Developing Dun Laoghaire’s retail geography!”
- 62 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
4) “Developing Dun Laoghaire’s retail geography!”
- 63 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
4) “Developing Dun Laoghaire’s retail geography!”
- 64 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 65 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Upper – “Edwardian Quarter”
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
- 66 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Artisan Quarter”
Increase:
• Specialist home stores/crafts
• 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
- 67 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Artisan Quarter”
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
- 68 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
4) “Developing Dun Laoghaire’s retail geography!”
- 69 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 70 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 71 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
Dundrum: store size %
small
< 150sqm
medium
150-300sqm
large
>300sqm
- 72 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 73 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
4) “Developing Dun Laoghaire’s retail geography!”
- 74 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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)
4) “Developing Dun Laoghaire’s retail geography!”
- 75 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 76 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 77 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
- 78 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity empty
- 79 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 80 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
empty3%
smallindepend't
31%
local destinat'n14%
multiplespecialist
48%
destinati'nleader
4%
Royal Victoria Pl. TW: % retailer type
Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter”
Increase:
• Multiple specialists are the key
priority to increase by up to 4x
• More local destinations
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
- 81 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
George's St. Upper, DL: % retail mix
- 82 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
empty3%
smallindepend't
28%
local destinat'n25%
multiplespecialist
42%
destinati'nleader
2%
Mt Pleasant, TW: % retailer type
Actions for George's Street Upper – “Commercial Quarter”
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
empty20%
smallindepend't
50%
local destinat'n13%
multiplespecialist
15%
destinati'nleader
2%
George's St. Upper, DL: % retailer type
- 83 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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:
• Services for core retail
• 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%
George's St. Lower, DL: % retail mix
- 84 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Commercial Quarter”
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%
George's St. Lower, DL: % retailer type
empty4%
smallindepend't
10%
local destinat'n20%
multiplespecialist
66%
Calverley Road, TW: % retailer type
- 85 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
4) “Developing Dun Laoghaire’s retail geography!”
- 86 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
`
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.
4) “Developing Dun Laoghaire’s retail geography!”
- 87 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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”
- 88 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 89 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Develop:
• Keep the good balance of
independents and local destinations
• Introduce some appropriate multiples
in keeping with the “Harbour
Quarter” culture
Actions for Crofton Road/Queens Road – “Harbour Quarter”
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
- 90 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
- 91 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
- 92 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
- 93 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
- 94 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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”
- 95 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
8) “Managing the ‘hype’ over parking”
- 96 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
8) “Managing the ‘hype’ over parking”
- 97 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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’”
- 98 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
9) “Harnessing events as ‘the lifeblood for increased footfall’”
- 99 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
9) “Harnessing events as ‘the lifeblood for increased footfall’”
- 100 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
9) “Harnessing events as ‘the lifeblood for increased footfall’”
- 101 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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’”
- 102 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
10) “Realising the ‘Retail Marketing Plan’”
- 103 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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.
10) “Realising the ‘Retail Marketing Plan’”
3). 5 point action plan
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 105 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 106 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 107 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
3. Implement “Quick-wins”
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
- 108 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
3. Implement “Quick-wins”
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
- 109 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 110 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 112 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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
- 113 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 114 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 115 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 116 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
retail space per head of urban population
- 117 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
retail space per head of urban population
- 118 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
74%
20%6%
Dun Laoghaire: store size %
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
- 119 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
89%
6% 5%
Blackrock: store size %
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
- 120 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
56%35%
9%
Dundrum: store size %
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
- 121 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
77%
20%
3%
Tunbridge Wells: store size %
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
- 122 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
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
- 123 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 124 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
Dundrum: store size %
small
< 150sqm
medium
150-300sqm
large
>300sqm
- 125 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 126 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 127 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 128 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 129 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 130 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 131 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 132 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
Retail offer by type of retailer: Shopping Centres
- 133 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Conclusion
• In comparison thesmaller Blackrockcentres have 1/3rd
retailers as destination
• More multiples thandestinations
Retail offer by type of retailer: Shopping Centres
5%
63%
11%
15%6%
Blackrock/Frascati Centres: Retail Groups
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 134 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
empty small independ't local destinat'n
multiple specialist destinati'n leader
- 135 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
% 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
- 136 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Destination Index: Total
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
- 137 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Quality Index 4.8 2.4 3.4 7.4
Destination Index: Quality Index
- 138 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Stores are grouped and scored
Empty 0
Independent 1
Local destination/recognised 5
Multiple/retail specialist 10
Destination mixed offer 20
- 139 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Quality Index 6.6 2.3 3.8 7.4
Destination Index Shopping Centres: Quality Index
Stores are grouped and scored
Empty 0
Independent 1
Local destination/recognised 5
Multiple/retail specialist 10
Destination mixed offer 20
- 140 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 141 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Destination Index – Retail areas of Dun Laoghaire town centre
1 2
3
4
5
6
7
8
- 142 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 143 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Destination Index – Retail areas of Dun Laoghaire town centre
1
2
3
4
5= 5=
7
8
- 144 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 145 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Victoria SC
Monson Road
High Street
Pantiles
Camden Road
Mt Pleasant
Calverley Road
Destination Index – Retail areas of Tunbridge Wells town centre
12
3
4
5
6
7
- 146 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Destination Index – Retail areas of Tunbridge Wells town centre
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
- 147 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Victoria SC
Monson Road
High Street
Pantiles
Camden Road
Mt Pleasant
Calverley Road
Destination Index – Retail areas of Tunbridge Wells town centre
1
2
3
4
5
6
7
- 148 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
- 149 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
- 150 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
- 151 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
- 152 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity
- 153 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
grocery dept/variety clothing/footwear
sector specialists services eating-out
charity empty
- 154 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
beauty/ hairsalons10%
mixed clothing6%
gifts/speciality/niche
7%
jewellers6%
restaurants(evening)
5%
art/ frames/galleries
5%
technology/electrical
5%
banks/ buildingsocs/ ins.
5%
- 155 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
10 largest product categories – Tunbridge Wells
010203040506070
Tunbridge Wells: Top 10 retailer categories
no.outlets
- 156 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
restaurants(evening)
16%
banks/ buildingsocs/ ins.
13%
beauty/ hairsalons12%
home11%
womensfashion
8%
CTN6%
gifts/speciality/niche
7%
pubs5%
jewellers5%
- 157 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Retail Mix – 10 largest product categories
0
510
1520
25
Dun Loaghaire: Top 10 retailer categories
no. outlets
- 158 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 159 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 160 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations
Source: Brandmonitor
- 161 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Note: Based on Total Lin. Metre Distribution in Top 50 UK Shopping Destinations
Source: Brandmonitor
- 162 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 163 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 164 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 165 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 166 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 167 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 168 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Current geography: shrinking core and growing sea-front destination
Prime Destination
Secondary Destinations
- 169 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Development of “Retail Destinations”
Prime Destination
Secondary Destinations
Priority is to developsecondary destinations withdistinctive “character” alongGeorge's Street as well asthe harbour area
The core will “stretch” toembrace these areas
- 170 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
“Retail Destinations” – Tunbridge Wells
Prime Destination
Secondary Destinations
- 171 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
“Commercial Quarter” – Prime Destination
“Character Quarters” – Secondary Destinations
- 172 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 173 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Secondary Destinations
• Home specialists
• Hand-made/crafted
• Speciality food
• Leisure fashion specialist
• Boutiques
• Culture
• Galleries
• Services – repairs…
• Quality/unique gift
- 174 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Artisan Quarter”
Increase:
• Specialist home stores/crafts
• 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
- 175 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Artisan Quarter”
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
- 176 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 177 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Upper – “Edwardian Quarter”
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
- 178 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
Actions for Crofton Road/Queens Road – “Harbour Quarter”
grocery7%
dept/variety0%
clothing/footwear
7%sector
specialists56%
services10%
eating-out20%
charity0%
Pantiles, TW: % retail mix
- 179 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Develop:
• Keep the good balance of
independents and local destinations
• Introduce some appropriate multiples
in keeping with the “Harbour
Quarter” culture
Actions for Crofton Road/Queens Road – “Harbour Quarter”
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
- 180 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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%
George's St. Upper, DL: % retail mix
- 181 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
empty3%
smallindepend't
28%
local destinat'n25%
multiplespecialist
42%
destinati'nleader
2%
Mt Pleasant, TW: % retailer type
Actions for George's Street Upper – “Commercial Quarter”
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
empty20%
smallindepend't
50%
local destinat'n13%
multiplespecialist
15%
destinati'nleader
2%
George's St. Upper, DL: % retailer type
- 182 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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:
• Services for core retail
• 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%
George's St. Lower, DL: % retail mix
- 183 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Actions for George's Street Lower – “Commercial Quarter”
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%
George's St. Lower, DL: % retailer type
empty4%
smallindepend't
10%
local destinat'n20%
multiplespecialist
66%
Calverley Road, TW: % retailer type
- 184 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
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
- 185 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
empty3%
smallindepend't
31%
local destinat'n14%
multiplespecialist
48%
destinati'nleader
4%
Royal Victoria Pl. TW: % retailer type
Actions for Dun Laoghaire Shopping Centre – “Commercial Quarter”
Increase:
• Multiple specialists are the key
priority to increase by up to 4x
• More local destinations
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
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
i). Royal Tunbridge Wells Benchmark
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 188 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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
- 189 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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".
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
- 190 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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%.
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
- 191 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
• Excellent Councilwebsite with storedirectories, itinerariesplanner, search facilityand retail offerdescriptions
- 192 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Long thing retailfootprint through thetown
Prime Destination
Secondary Destinations
- 193 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
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 Quarter” – Prime Destination
“Character Quarters” – Secondary Destinations
- 194 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
• 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.
- 195 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
• 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.
- 196 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
• Camden Road &Monson Road
• A friendly, local feelnormally found in asmaller town or villageis still very much alivehere - full of small,specialist shops.
- 197 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong focus on Retail
• Segmentation of thetown’s retail offer bygeography and“character”
• Royal Victoria Place(RVP) is an awardwinning undercovershopping centre withover 100 well knownHigh Street brandnames all under oneroof.
- 198 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• Strong recognition ofthe importance ofcafes and restaurantsto the town
- 199 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Farmers Market in theheart of the town
- 200 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Leisure & touristshopping
- 201 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Regular marketsthroughout the town
- 202 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Regular workshops andinteractivedemonstrations
• Seasonal competitionsand “fun days”
- 203 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Food, music & culture
- 204 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Food, music & culture
- 205 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Food, music & culture
- 206 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Tunbridge Wells
• The Pantiles
• Vibrant eventsprogramme
• Food, music & culture
- 207 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Victoria Placeoffers a vibrant retaildestination
• Events and dynamicinformation
• Seasonal magazine
• Loyalty gift card
• Late night shoppingevery Thursday
- 208 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Seasonal magazine
• Retail news
• Fashion trends
• Advertisements
• Promotions andcompetitions
- 209 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Victoria PlaceGift Card
• 90 stores participating
- 210 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
Royal Tunbridge Wells as a benchmark for Dun Laoghaire
• Royal Victoria Place
• Late night Thursdayand Sunday opening
ii). Gunwharf Quays Benchmark Background
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 212 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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
- 213 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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.
Gunwharf Quays as a benchmark for Dun Laoghaire
- 214 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Mixture of leisure,outlet shopping atwaterfront
Gunwharf Quays as a benchmark for Dun Laoghaire
- 215 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Dynamic ShoppingEnvironment
• Strong branding
Gunwharf Quays as a benchmark for Dun Laoghaire
- 216 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Mixture of leisure,outlet shopping atwaterfront
Gunwharf Quays as a benchmark for Dun Laoghaire
- 217 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Top Brands
• Strong focus onoutdoor and leisurebrands
Gunwharf Quays as a benchmark for Dun Laoghaire
- 218 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Café culture
• Very strong daytimecafé andevening/weekendrestaurant offer
Gunwharf Quays as a benchmark for Dun Laoghaire
- 219 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Strong link to theMarina
Gunwharf Quays as a benchmark for Dun Laoghaire
- 220 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Loyalty club withdiscounts and offers onshopping at the centre
Gunwharf Quays as a benchmark for Dun Laoghaire
- 221 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• Gunwharf Quays
• Strong & dynamicevents programme
Gunwharf Quays as a benchmark for Dun Laoghaire
iii). Dun Laoghaire Interviewees
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
- 223 -VM-unleashed
17.05.11
Dún Laoghaire Town Retail Strategy
• 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
“A Retail Renaissance”Dún Laoghaire Town Retail Strategy
Final Report
www.vm-unleashed.com
tim radley managing director
0044 796 76 09 [email protected]
11 Moat Farmtunbridge wells
tn2 5xg