Clinton BR+E 2011

CLINTON

Business Retention

& Expansion

Report 2011

BUSINESS RETENTION AND EXPANSION

Clinton Business Retention and

Expansion Report

2011

Clinton BR+E Report 2011 2

CONTENTS


4. Acknowledgements

5. Introduction to BR+E

6. Community Advantages

7. Business Profile

8. Doing Business in Clinton

13. Local Development

14. Markets

15. Communication

16. Business to Business Support

17. Downtown Revitalization

18. Action Plans

19. Conclusion

20. Clinton BR+E Team

ACKNOWLEDGEMENTS

As a community based, volunteer driven program, the Business

Retention and Expansion Program (BR+E) is the result of

dedicated and commitment by volunteers, businesses and

community leaders.

The Municipality of Central Huron, in partnership with the Clinton

Business Improvement Association (CBIA) would like to thank the

business community, all the volunteers and the community as a

whole for their continued commitment and dedication to the

BR+E Program.

This project was overseen by the CBIA. The study was

conducted, analysed and presented by Genny Smith of GS

Consulting.

Clinton BR+E Report 2011

4

INTRODUCTION TO BR+E “Business Retention and Expansion (BR+E) is a community-based, volunteer driven economic development tool to encourage the growth and stability of local business. BR+E promotes a welcoming business environment. It fosters job growth and economic prosperity in Ontario by helping communities identify actions to address both opportunities and barriers facing local businesses.”

-Ontario Ministry of Agriculture, Food and Rural Affairs

The Business Retention and Expansion (BR+E) Program took the pulse of Clinton businesses during the Summer of 2011.

The Clinton BIA (CBIA) received feed back from businesses in the town of Clinton through in person interviews. This report provides information on the background, key findings, and recommendations of the 2011 BR+E survey.

The overall goal of the BR+E is to build a positive business environment for the success of local businesses and ultimately the success of the community.

Including, but not limited to:

Accurately assess the needs of business

Provide assistance to businesses that will help them to survive economic difficulties and assist them with expansions that add new jobs

Build cooperation and consensus among local government, economic development organizations and businesses

Facilitates the development and implementation of actions to address urgent business issues i.e. Early warning systems

Facilitates the development of an improved local business climate


COMMUNITY ADVANTAGES


Local Market Strengths • Collaborative spirit

• Customer Service focused

• Community based businesses

• Proactive business community

Overall, businesses surveyed agreed that Clinton is a good or excellent place in which to do business and is a great place to live in terms of quality of life. It is important to note the 78% of business owners and employees reside in the Municipality of Central Huron.

With a strong sense of community, over 90% of businesses surveyed participate in local events and festivals with majority of contributions being financial. The business community overwhelmingly believes that key services provided by the Municipality of Central Huron to Clinton are good to excellent, including schools, hospitals,

churches, fire services and recreational facilities.

Community Highlights • Quality of Life

• Business loyalty

• Location

• Growth potential

BUSINESS PROFILE

The business profile examines the existing business community identifying the type, size, employee numbers, location and facilities. It is essential to understand the existing situation in order to develop an effective plan to strengthen and expand the business community. The business profile

provides the background information and an understanding of the current business community.

In terms of the businesses legal form, approximately half of the businesses indicate they are corporations and sole proprietorships, non-profit and partnerships . These businesses are primarily small businesses with approximately 72% of the businesses employing six and under employees.

Corporation 44%

Sole Proprietorship 44%

Non-Profit Corporation 10%

Partnership 2%

26% of the businesses surveyed were a franchise. This demonstrates the need for local small business support through the municipality and CBIA.

Close to 90% of the businesses were established in the community and have been operating here since conception.

Approximately 18% of the businesses have been started in the past 3 years suggesting opportunities for business growth.

Approximately 60% of the businesses have been in existence over 10 years indicating sustainable business operations . However, the aging operations suggest a need for succession planning in the near future.


DOING BUSINESS IN CLINTON

Although the BR+E findings are that the majority of Clinton business

owners are happy with Clinton as a place to do business, there are a

few key factors and barriers that need to be addressed. These items

are also top priority in the action plan and strategic initiatives of the

BR+E project (see page 18).

Top 4 barriers in doing business in Clinton

1. Beautification 92%

2. Business Retention and Communication 78%

3. Parking 72%

4. New Business Recruitment 68%


Beautification:

A major barrier of retention and expansion for the local

businesses in Clinton is the appearance of the town in general.

• Brand the town (consistent theme throughout)

• Street signs

• Directional signs

• Landscaping (town gardens, flower planters (more needed),

etc.)

• Store signage (consistent designs and removal of non existing

business signage and ‘eyesore’ signage)

• Community service boards revamped

• Façade upgrades

• Seasonal decorations to be set up in a timely manner


Business Retention and Communication Businesses feel they have little to no communication with the local

municipality and between businesses. The lack of awareness and

communication as an attractive business community was seen as an

opportunity for improvement.

• Hire a Community Improvement Consultant to liaison between and

report to each

• Facilitate various networking meetings, marketing campaigns and

events (year round)

• Bimonthly newsletters on businesses and happenings within the

business community

• Acknowledge new businesses and current business issues with

regular visits to businesses

• Strengthen local leadership base




New Business Recruitment Lack of proactive business recruitment was identified as a barrier to

growth. The majority of businesses have been established for more

than ten years. This indicates a lack of new business growth in the

community.

Clinton business owners see the following 8 business as beneficial

additions to the community :

1. Men’s clothing store

2. Franchise Restaurant

3. Children’s clothing store

4. Sporting goods store

5. Health Food Store/Bulk Food Store

6. Internet Café

7. Department Store

8. Fabric Store



Parking In order to have the traffic flow stop in Clinton there must be available

parking. Business owners suggested the following as possible solutions:

• Remove old fire hall and make into a parking lot

• Ensure employees park at the back of their buildings (to ensure

customers get parking out front of their businesses)

• Angle parking in the downtown to get the maximum amount of cars

parked in the downtown at one time

Other Key Factors:

Need for more industry (job creation)

Lack of properly zoned and designated land

Cross walks need to be revamped

Website development and e-marketing

Business networking/workshops

Sidewalks, pedestrian traffic

Improved public transit


The businesses were asked questions regarding their future plans within

the next few years. Most of the plans reflect positive changes resulting

in business expansion.

Ontario small and medium businesses account for more than 40% of

economic activity in the province and employ over half of Ontario

workers. This demonstrates the importance of growth in small

businesses throughout the area.

16% of businesses surveyed are planning renovations in the next two

years. The expansions will result in an increase in work force, additional

services for customers, additional investment in equipment and

technology and additional product line.

A key objective is to support business expansion and relocation of

businesses in Clinton.

Forecasting the next 3 years, Clinton businesses stated:

Remain the Same 81%

Expand 16%

Downsize 5%

Close 5%

A number of actions were identified to address key concerns of

business expansion and retention:

Develop workshops to ensure the lack of knowledge in specific

areas for local businesses can be address (i.e. marketing, business

and succession planning)

Networking functions

Business collaboration

Of the four businesses that were planning to close two said there

could be nothing done. Funding was a potential issue with the

remaining two businesses.

Clinton BR+E Report 2011

13

LOCAL DEVELOPMENT

The markets section is focused on information pertaining to market

share, sales volume, customer needs and marketing programs.

This information is important for remaining competitive while

identifying strategic partnerships that work to leverage resources.

There are many factors that play a role in maintaining

competitiveness. Some of the most important factors for our local

businesses include developing the local market and the outlying area

markets, keeping up to date with products and services, strategic

marketing plans, maintaining high levels of customer service.

Customer needs are primarily identified through informal customer

contacts (79%) while other methods include sales calls, marketing

publications and electronic (emails/websites).

This demonstrates a need for proactive methods such as market

research and surveys to identify customer needs ensuring the

businesses retain a competitive edge. In rural communities it is

imperative to take proactive measures to ensure the businesses won’t

be impacted by negative word of mouth.


MARKETS

COMMUNICATION

Respondents identified the need to improve communication in a

number of areas

Communication between the Municipality and local businesses

Communication between business to business

Communication between business and local business organizations

79% of respondents were unsure if the Municipality had a business

economic plan. 51% did not know what was being done by the

Municipality in terms of business economic development.

A key objective is to build a Communications Strategy through a

Community Improvement Plan to identify specific actions to increase

communication, build awareness, develop partnerships, and

facilitate group collaborations to bridge the gap between the

municipality, local business organizations and the businesses they

serve.


BUSINESS TO BUSINESS SUPPORT

Business to business support identified where businesses purchase

products and services. This works to identify gaps and opportunities to

increase local support and purchases of goods and services in Clinton.

Currently only 38% of products and services are purchased within the

community. The reasons that products are not purchased locally include

the availability, increased local price and the quality of products

available. Typically the products are not available and/or not

competitively priced for businesses to purchase them.

In surveying the local businesses 74% of business owners work in the day

to day operations. This does not allow local business owners time to

research other area businesses and services located in the town. The

lack of knowledge of other Clinton businesses and services was

particularity high, therefore making it hard to buy products/services

locally and also to refer customers to other Clinton businesses.


Through the data analysis process, four strategic themes were

identified and then associated with strategic planning objectives.

More detailed objectives and actions for each theme can be found in

the “Action Plans” on page 18.

Requests for Information/Assistance:

89% of local businesses would participate in a

collaboration/networking/information sharing seminar and/or group

91% of Clinton businesses were interested in a joint marketing initiative

BUSINESS DEVELOPMENT

DOWNTOWN REVITALIZATION

The importance of downtown revitalization was expressed as an

important issue with 58% of Clinton businesses.

• Downtown revitalization strategy 58%

• Retail gap analysis and business recruitment 55%

• Remove & repair ‘eyesore’ buildings 40%

• Improve streetscape 35%

• More restaurants and entertainment facilities 28%

• Improved parking 23%

It was unanimous that the look and feel of Clinton was of great

importance to the majority of the businesses in surveyed.


ACTION PLANS

SHORT TERM ACTIONS (October – December 2011)

Municipality to hire a Community Improvement Consultant to facilitate the following action plans;

• First Impression Project (OMAFRA)

• Apply for Main Street program (OMAFRA)

• Visit local businesses on a frequent basis – including a welcome package to Clinton/Central Huron/BIA package for new businesses

• Additional façade improvements-would include a Community Improvement Plan

MID TERM ACTIONS (October 2011 – ongoing)

Town Branding – theme driven

Marketing and Promotion - partner with Huron County to utilize the existing tools and programs offered by the county (i.e. Shop in Huron and Invest in Huron), to implement networking, joint business marketing/branding , events/festivals and to access available business locations for sale or lease

Façade improvements (request façade grant be increased)

Workshop training events - succession planning, marketing, sales, community involvement

LONG TERM ACTIONS

Active business recruitment

Ongoing business relationships with existing businesses

Leadership and management


CONCLUSION

Clinton is a wonderful place to do business while enjoying a high

quality of life and sense of community.

The town is full of opportunity which can be captured by addressing

strategies detailed in the action plan. The community based

approach creates local commitment while developing a knowledge

base of what drives their local economy and how they can become

proactive in setting the direction for long term community

sustainability and growth.


Clinton BR+E Team

Clinton BIA Board of Management

Jeff Roy

Sandy Garnet

Glen Hayter

Dan Groves

Kaushik Patel

Nancy DeGans

Percy McDonald

Patrick and Linda Nagle

Joanne Poelman

Council Rep

Dan Colquhoun

Municipality of Central Huron

Kevin McIlwain, C.A.O.

Huron County

Douglas Barill, Business Development Coordinator

GS Consulting

Genny Smith


Clinton BR+E 2011

Documents

Transcript of Clinton BR+E 2011