Purcellville Market Study Update June 2014

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Transcript of Purcellville Market Study Update June 2014

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Purcellville, VA

Retail Market Study UpdateJune 24, 2014

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Background•   Purcellville Community   Assessment  November  2004:

 –   Completed by Arnett Muldrow through Main Street Loudoun

 –   Outlined physical, marketing, economic development, and 

organizational issues in the community.

 –   Recommended a more detailed retail market analysis of  the community.

•   Retail  Market   Analysis Completed  in March of  2006

 –   Also prepared

 by

 Arnett

 Muldrow

 through

 Main

 Street

 Loudoun

 –   Examined retail and demographic trends in the community.

 –   Made market and marketing recommendations to the community.

•   Retail  Market  Update 2014

 –   Examines changes in the demographics and retail market since 2006.

 –   Examines progress on recommendations from the 2004/2006 studies.

 –   Makes recommendations on future actions.

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2004 Community AssessmentPHYSICAL

•   Prepare a downtown master plan  – completed

•   Implement high

 quality

 streetscape

  – completed

 

•   Protect and improve gateways  – completed

•   Enhance zoning/design guidelines  – completed 

•   Bike trail

 along

 Main

 Street

  – not

 completed

PROMOTION AND MARKETING

•   Complete a seamless branding campaign  – completed

•   Redevelop 

print 

material 

with 

consistent 

logo 

 – completed•   Complete a banner/wayfinding sign program  – completed

•   Long‐term launch visitor marketing  – completed 

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2004 Community AssessmentECONOMIC DEVELOPMENT

•   Conduct a detailed market study  – completed

•   Create economic development recruitment effort  – completed

•   Create a master plan that shows investment opportunities  –

completed 

•   Recruit more visitor oriented, dining, and specialty shopping  –

completed. 

ORGANIZATION

•   Create more efficiency in development services  – completed

•   Consolidate multiple

 groups

 serving

 similar

 purposes

  –

completed

•   Hire staff  with responsibility for economic development  –

completed

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2004 Community AssessmentOTHER ISSUES

•   Was great concern about the future of  Fireman’s Field

•   Desire for more regular festivals and events to familiarize 

people with Purcellville 

•   Desire for accommodations/hotel in town

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2006 and 2014 Market Study

Comparison

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PrimaryTrade

Area 

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Zip Code Survey 2006 and2014•   In 2006 46% of  shoppers recorded the 

Purcellville zip code as their place of  residence.

•   In 2014 30% of  shoppers recorded the 

Purcellville code (only one in five were from 

the Town

 itself).

•  In 2006 only only 4.7% were “visitors”

•   In 2014 20.8% were “visitors” 

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Primary Trade Area

DemographicsPOPULATION

•   2005 Estimated  Population 16,606.

•   Had  grown by  38.3% since 2000.•   Projected  to grow  by  another  30.9% to 21,737  by  2010.

•   Census  population in 2010 was 21,419.

•   2013  population estimate is 22,857.

•   Projected  growth of  9.3% by  2018 to 24,982.

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Comparison 2000-2010Growth

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

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Comparison 2013-2018Projection

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

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Primary Trade Area

Demographics

‐$10,000

$10,000

$30,000

$50,000

$70,000

$90,000

$110,000

$130,000

$150,000

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Retail Market Potential 2006 and

2014•   The retail  market  of  Purcellville’s PTA has 

$254.3 million in sales.

•   In 2006 this PTA market  was $143.0 million.

•   The 8 year  change represents a 77% increase in sales.

•   Consumers still  outspend  local  sales… spending is $449.6. 

•   In 2013 the PTA lost  $195 million in sales.

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Retail Opportunity Gap

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Retail Opportunity Gap

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Retail Opportunity Gap

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Potential Capture*

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Retail SharesRetail Shares Analysis Sales Share

PTA Loudoun Co %

Total Retail Sales   254,306,863 8,381,714,562 3.0%

Food and Beverage Stores   146,090,671 1,074,692,545 13.6%

Miscellaneous Store Retailers   4,604,060 93,770,306 4.9%

Gift, Novelty and Souvenir Stores   1,287,445 26,391,775   4.9%

Used Merchandise Stores   773,968 7,737,873   10.0%

Other Miscellaneous Store Retailers   1,731,689 32,155,869   5.4%

Furniture and Home Furnishings Stores   9,084,971 206,335,228 4.4%

Building Material, Garden Equip Stores   23,822,244 552,300,344 4.3%Sporting Goods, Hobby, Book, Music Stores   5,163,517 126,166,236 4.1%

Foodservice and Drinking Places   26,561,758 930,344,513 2.9%

Full-Service Restaurants   18,845,378 402,581,839   4.7%

Limited-Service Eating Places   7,226,801 399,882,808   1.8%

Health and Personal Care Stores   6,000,709 214,021,879 2.8%

Electronics and Appliance Stores   2,505,083 114,349,424 2.2%

Gasoline Stations   4,258,315 490,171,704 0.9%

Motor Vehicle and Parts Dealers   17,134,684 2,068,524,893 0.8%

Clothing and Clothing Accessories Stores   5,114,793 1,166,549,501 0.4%

General Merchandise Stores   1,858,234 1,091,906,543 0.2%

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Retail Market Potential

Conclusions•   The Purcellville market  has increased  dramatically  in 

 population.

•   The  population is relatively  young and  very  affluent. •   Retail  has also increased  dramatically  to keep  pace 

with growth.

•   Yet, there is still  room  for  additional  retail  development.

•   Leesburg remains

 a

 retail 

  powerhouse

 but 

 this

 does

 not   prevent  Purcellville to capitalize on its growth

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Retail Market Strategic Positioning

•   Tourism growth in the community  is robust  and  only  expected  to continue to grow.

•   Regional  customers have also increased  as Purcellville has emerged  as a grocery  and  dining destination.

•   Dining sales have quadrupled  since 2006 – there is room  for  more  particularly  casual  dining.*

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Recommendations•   Continue to  pursue infill  development   per  the  prior  

 plans.

•   Contemplate expansion of  quality  retail  along Main Street  as traditional  uses migrate to expanded  industrial  areas in town. 

•   Be  prepared   for  “small  box”  general  merchandise stores with appropriate land  use tools.

•   Continue to work  on hotel  development:  likely  to be independent  and  smaller  than a chain hotel.

•   Consider  additional  catalyst  development  related  to wine to ground  the community  as the wine capitol  of  the region.

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