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DOWNTOWNHOUGHTONMARKETINGPLAN
PreparedbytheMarke<ngDepartmentInc.FromJune2009–December2009
M A R K E T I N G D E P A R T M E N T
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Successfuldowntownmarke2ngprogramsarearesultof:
Anorganizedteamofpeoplewithinterestindowntownthatareallonthesamepage,haveagoalands2cktoaplan
Cleandowntownwithclean,updatedstorefronts
Ana=rac2on(businessandresiden2al)plan
RegularandirregularEvents
Strongbrand
Regularprofessional,well‐executedpromo2onalprogram
Partnershipswithotherci2esandwithintheirowncommunity(i.e.Tech)
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Statement encapsulates review of 10 successful downtown programs, from outside the Upper Peninsula, during development of this plan
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DowntownHoughtonwillonlybeasvibrantandsuccessfulastheretailstores,restaurants,pubsandentertainmentvenuesthatconsumerresearchindicatesdrawspeopletoDowntownonaregularbasis.
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OBJECTIVESOFPLAN
Createanobjec<ve,researchdrivenmarke<ngplan.
ProvidetheCityofHoughtonwithreliableconsumerfeedbackonpercep<onsanddesiresforcon<nuedgrowthanddevelopmentofDowntownHoughton.
Establishaprocessincludingfeedbackprotocol(marke<ngteam)todrivedevelopmentoftheplanitself.Focusdevelopmentoftheplanbasedontheneedsandexpecta<onsoftheCityofHoughtongovernment/leadershipanditspeople.(IncludinginterfacewithMichiganTechnologicalUniversity)
Iden<fymarke<ngobjec<vesandstrategiesforDowntownHoughtonthatdefinedirec<onforthenext3‐5years.
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OBJECTIVESOFPLAN(con4nued)
DevelopandtestDowntownHoughtonbrandconceptstoguidefuturepromo<onalac<vi<es.
Maketac<calrecommenda<onsforvariousmarke<ngac<vi<esforDowntownHoughton.
Aligntheoverallshortandlong‐termmarke<ngstrategieswiththebrandstrategyandpromo<onalplanning.
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DefineDowntownHoughtonareacoverageandfocusforplan
Developandcoordinatemarke<nggroupforfeedbackanddirec<on
CoordinateDowntownbusinessgroupcommunica<on
Developconsumerresearch‐strategythroughimplementa<on
Researchassessment
ConductSWOTsession
EstablishDowntownHoughtonsitua<onanalysis(includingtargetmarketassessment)
Establishmarke<ngplanobjec<ves
Proposestar<ngmarke<ngstrategies
DevelopDowntownHoughtonbrandingconceptsfortes<ng
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PROCESSTODEVELOPPLAN
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PROCESSDETAILS
DefineDowntownHoughtoncoverageareaforthepurposeofthisplan:
DowntownHoughtoncoverstheareastar1ngeastatFranklinSquarepushingwestdownSheldenpasttheturntothebridgeandaroundtoMontezumaAvenueasafeederstreettodowntown.DowntownalsoincludesthelakefrontdevelopmentbeginningatTheParkServiceandendingattheBridgejustpastAspirusKeweenawMedicalArts.Downtownforthepurposeofthisproposal,doesnotcoverM26pastHardees,orSheldenAvenuetowardsMichiganTechpastFranklinSquare.Itdoesnotincludetheshoppingcorridor(Shopko/Wal‐Mart,Mall,Razorback),ortheareasbeyondthedowntown,includingNaraPark.
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Developandcoordinate“CoreMarke4ngGroup”forfeedbackanddirec4on.
Inordertofacilitatefeedbackanddirec<onfordevelopmentofthemarke<ngplanateamofHoughtonbasedcommunityandbusinessleaderswasassembledattheonsetoftheplandevelopment.
ThegroupwasfacilitatedtoreflectdiverseinterestsrelatedtoDowntownHoughtonincludingprofessionalservices,buildingandconstruc<on,retail,restaurant,hotelandcitymanagement.
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“CoreMarke4ngGroup”ongoingdeliverables:
Thepeopleinourgroupwillbeadeliveryvehicleforposi<vebuzzandvibesregardingdowntownac<vi<esthecityispursuing.
Thisgroupshouldalsodrivetheongoingpursuitofgatheringinforma<ononthemarke<ngac<vi<esof2‐3downtowns(similartoHoughton)outsidethearea.Weneedtogainbenchmarkstocompareourac<vi<esandideasto.Thisac<vityshouldbeanannualundertaking.
Developthegroupforthelong‐termtoincludetheCityManager,theMarke<ngConsultantandaselect(anddiverse)groupofbusinessandcommunitypeople.
Thisgroupwouldbethedriverandassessoroftheongoingmarke<ngprogram.
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TheDowntownHoughtonCoreMarke4ngAc4veGroupMembers:
Sco^MacInnes,CityofHoughton‐CityManagerRobertMegowen,HoughtonCityCouncil/MayorPro‐Term.Armando’s‐RestaurantOwnerStephanieCook,Wicker&Willow‐GiaShopManagerJasonMack,GEAvia<on‐EngineerandSiteManagerJoeSchwenk,RhythmSkateShop/IndustrialGraphics‐Store&SignShopOwnerAdamYeoman,RhythmSkateShop‐StoreOwnerSteveMaki,CyberiaCafé‐CoffeeShopOwnerJohnJulian,LLJConstruc<on‐Construc<onCompanyOwnerAmyRomps,Downtowner‐Bar/RestaurantOwner&HotelBrianWaters,GeneralManager,BestWesternDaveOlsson,TheMarke<ngDepartmentInc.‐Co‐OwnerKarynHanks,TheMarke<ngDepartmentInc.‐Co‐Owner
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TheDowntownHoughtonCoreMarke4ngGroupMee4ngDates&AgendaPoints
June26• ProjectOverview• Introduc<ons• ReviewedProposalJuly10• DiscussedResearchMethodology• ReviewedSurveyQues<onsJuly26• ReviewedMarke<ngPlanProcess,stepsand<melinesSeptember25• ReviewedtheSurveyResultsandtalkedaboutfindingOctober30• ReviewedtheSWOTprocess• PresentedtheCombinedSurveyResults
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November7thSWOT.A]endees:
CarltonCrothers,SmartZoneEllenSherry,SmartZoneandrecentMichiganTechGradPaulCrowl,WellsFargoDowntownDallasBond,ChamberofCommerceShawnLeche ,Director,PortageLakeDistrictLibraryEliseNelson,CarnegieCulturalMuseumJakeHeikkinen,CityofHoughtonandrecentMichiganTechGradDaveOlsson,TheMarke<ngDepartmentInc.KarynHanks,TheMarke<ngDepartmentInc.Sco^MacInnes,CityofHoughtonBubba,CityofHoughtonBoard/Armando’sJoeSchwenk,RhythmSkateShop/IndustrialGraphicsJasonMack,EngineerLoca<onManager/GEAvia<onAdamYeoman,RhythmSkateShopSteveMaki,CyberiaCaféJohnJulian,LLJConstruc<on
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PROCESSDETAILS
CommunicatewithExis4ngDowntownBusinessAdver4singGroup
Representa<vesfromtheMarke<ngDepartmentInc,a^endedmee<ngsoftheDowntownBusinessAssocia<oninordertokeepthegroupinformedoftheac<vi<essurroundingdevelopmentoftheplan.
TheDowntownBusinessAssocia<onhasbeenveryac<ve,especiallyduringthesummerof2009,whentheDowntownHoughtonStreetscapeConstruc<onprojectwasinfullswing.
TheDowntownBusinessAssocia<ondevelopedpromo<onaleventsandac<vi<estoencouragevisitsandshoppingdowntowndespitethemajorconstruc<onproject.Thecitysupportedtheseeventswithresources,staffandequipmentin2009andshouldfactorinassociatedcostsforthefuture.Theimpactoftheseac<vi<eshasbeenweightedintotheplandevelopment.
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Developconsumerresearch‐strategythroughimplementa4on
Themostsignificantdriverofthedevelopmentofthismarke<ngplanisthecrea<onandimplementa<onofanin‐depthconsumerpercep<onandfeedbackresearchproject.
Thefulldetailsoftheprogramareoutlinedinthisplaninthesec2on“ResearchMethodology,Implementa2onandResults”.
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Over650consumersweresurveyedviaon‐lineinterviewsandin‐person“Street”surveys.17individualswereresponsiblefor
thedevelopmentandimplementa<onofthesurveys.
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PROCESSDETAILS
Developconsumerresearch‐strategythroughimplementa4on
Thedemographicfocusoftheresearchcloselymirroredthecity/areademographicsinage,gender,familyincome,localresidents,studentsandvisitors.Inpar<cular,in‐personstreetsurveysmirroreddemographicdatagatheredfromthelastcensus.
On‐linesurveysskewedtowardsayoungerpopula<on.
ThecompletesurveyapproachwasreviewedandcollaboratedthroughtheCoreMarke<ngGroupandCitymanagement.
Inaddi<on,MichiganTechnologicalUniversity,withthesupportofLesCook,VP,StudentAffairs,helpedfacilitatethecomple<onof950studentsurveys.
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Researchassessment
Includedinthesec<on“ResearchMethodology,Implementa<onandResults”isanexecu<vesummaryoftheresearchfindings.
TheMarke<ngDepartmentalsoconsultedwithalocalresearchconsultant,namedJohnHaeussler,toconfirmassessmentlogicandapproach.Mr.Haeusslerwasalsoconsultedpriortoimplemen<ngtheresearchtogainfeedbackontheresearchformatandmethodology.Mr.Haeusslerisac<velyengagedincomprehensivestudentresearchdevelopmentandstrategiesfortheUniversityofMichigan.
Mr.Haeusslerwaskindenoughtocontributehis<mefreeofchargetoourproject.
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ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS
Thefollowingstatementshavebeenextractedandgeneralizedfromtheresearchdata,sharedandreviewedbythecoremarke4nggroupandpresentedinformallytoCityCouncilmembers.
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Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<on
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ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS
DowntownHoughtonneedstodoabeRerjobofcommunica1ngthediverseofferingsofproductsandentertainmentitalreadyhas.
DowntownHoughtonneedstofocusoncrea1ngmorediverse,uniqueretailandrestaurantofferingsthatdifferen1ateitfromotherareasoftheKeweenaw.
DowntownHoughtonisalreadyperceivedasappealingintermsofbarsandpubs.
DowntownHoughtonretailersshouldkeeplongerhoursandoffermorediversityintheirproductofferings.
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Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<onRESEARCHMETHODOLOGY,
IMPLEMENTATIONANDRESULTS
Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<on
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ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS
DowntownHoughtonisnotperceivedasagreatplacetoliveorbuy/rentproperty.
DowntownHoughtonisnotperceivedasagreatplacetostartabusiness.
DowntownHoughtonshouldconsiderafewkeyloca1onstocreatedisplaysforconsumerinforma1onandevents.
Whilesurveyrespondentsingeneralfeltthattheparkingwasadequate,someindicatedparkingwasinconvenient.
Manysimilaropenendedcommentspointedtothecondi1onofDowntownHoughtonparkingdecks.Theyshowobvioussignsofwearandareperceivedasimprac1cal.Downtownshouldseriouslyconsiderthefutureofparkingandaccessibility,andtheeffec1venessofexis1ngparkingstructures.
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Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<onRESEARCHMETHODOLOGY,
IMPLEMENTATIONANDRESULTS
Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<on
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ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS
Eventsshouldnotbeperceivedasthecoredriverofmarke1ngpromo1on.Events(atleastthoseDowntownHoughtonhasbeenapartof),canbeeffec1vetobringpeopledowntown,butmaynotdriveresidualshopping/diningvisitsorevenproducesignificantshopping/diningvisitsthedayoftheevent.Events(suchasparadesandartshows)aresimplya“goodvibe”forDowntownandshouldbeperceivedinthisway.
Findingwaystobringnewretailstoresandrestaurantstodowntownshouldbethedriverofmarke2ngeffortsforDowntownHoughton.
Communica1onaboutDowntownHoughtonshouldbeintegratedreachingacrossmul1plemedia.Priori1zingonemediavenueforfutureadver1singcouldmeanmissingtheopportunitytocommunicatewiththepublic.
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Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<onRESEARCHMETHODOLOGY,
IMPLEMENTATIONANDRESULTS
Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<on
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ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS
Thecurrent“brand”hasclearpercep1onsofclean,friendlyandsafe,butnotintriguing,exci1ngorfillingdiverseconsumershoppingandea1ngdesires.
CurrentlyDowntownHoughtondoesnothaveaclearbrandorlogo.Itissimplyaloca1onthatrespondentsiden1fiedwith.
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A“SWOT”sessionwasconductedinNovemberof2009to:
Reviewresearchfindingswithanaddi<onalgroupofpar<cipants,includingtheCoreMarke<ngTeamandvariousbusinessandcommunityleaders.
Gainaddi<onalfeedbackandinsightontheperceivedstrengths,weaknesses,opportuni<esandthreatsfacingDowntownHoughton.(S.W.O.T.)
Over20peoplepar<cipatedinthesession,includingrepresenta<onfromretailing,banking,realestate,ChamberofCommerce,KEDA,HoughtonRotaryClub,communitylibrary,culturalmuseum,engineeringconsul<ng,MTECSmartZoneandMichiganTechstudents.6membersofourCoreMarke<ngGroupwerepartoftheSWOTsession,includingcitymanagementandcitycouncilmembers.
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SWOTSESSIONEXECUTIVESUMMARY
Thefollowingstatementsareorganizedbystrengths,weaknesses,brainstorm/discussionoftheNovember2009SWOTpar4cipants…
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SWOTSESSIONEXECUTIVESUMMARY
STRENGTHS‐DOWNTOWNHOUGHTON
StreetscapeProject.
Geography/loca<onintheKeweenaw.
Communityhasabilitytoworktogether.
MTUStudentsgivethedowntownlife.
Thewaterfrontviews.
Readilyavailablespacetoworkwith.
Suppor<ve&aggressiveCityAdministra<ve.
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SWOTSESSIONEXECUTIVESUMMARY
STRENGTHS‐DOWNTOWNHOUGHTON
HistoricalArchitecture.
SafeandClean.
Economicallyanddemographicallydiverse.
Aneatlookandfeel.
Posi<vefeedbackgoingbackandforthbetweenthecityandcommunity.
PublicLibrary&PostOffice.
Volume(numbers)inpeopletraffic.
Lowcostpersquarefoottorentofficespace.
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SWOTSESSIONEXECUTIVESUMMARY
WEAKNESSES‐DOWNTOWNHOUGHTON
Lackofhigh‐qualitydiverseliveentertainment/dinner.Limitedupscale/uniquerestaurants.Noreallivemusic/comedy/showvenues.
Perceivedlackofparking.Condi<onofparkingdecks.
Openstorefronts.Visiblelackofexcitementandinterestbybusinesses.Someloca<onsvacantforyearsandyearswithnomovement.
Communica<on‐direc<onalsigns,kiosks,highwayinfonon‐existent.
Lackofdiverseretailshopping.
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SWOTSESSIONEXECUTIVESUMMARY
WEAKNESSES‐DOWNTOWNHOUGHTON
Storefrontupkeepcompliance.Storefrontprideisgenerallyweak.
Cleanandupdatedfaçade.Compliancetocityprogramsonpartofbuildingownersinconsistent.
Trashandli^erin“offmainstreet”loca<onsiscommon.
Lackofupdatedandupscale“cool”housingtoa^ractmoreupscaletenants.
Separa<onofTechCampusandDowntownisasignificantdistance.
Thewalkbetweencampusanddowntownisnotsa<sfactory(at<mesawful).
Toohighara<oofservicebusinessestoretailbusinesses.
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SWOTSESSIONEXECUTIVESUMMARY
OPPORTUNITIES‐DOWNTOWNHOUGHTON
Developabrandthatshowcasestheposi<veimageofDowntownHoughton.
Restructuretrafficflow–keepangledparking.
Promotemorewinterac<vi<es(wintercarnivaldowntown).
Offerincen<vesorcheaperretailrentforbusiness.
GrowthofSmartZoneandLakeshoreCentermeansincreased“consumer”traffic.
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SWOTSESSIONEXECUTIVESUMMARY
OPPORTUNITIES‐DOWNTOWNHOUGHTON
U<lizethewaterfronttrails–developthewaterfrontmorecompletely.
FromtheDeetothepowerhousewaterfrontretailopportunity.
Upgradedowntownresiden<alliving–makeitmoredesirableanda^rac<ve.
Moreprofessionaldowntowninthewaywegetthingsdone.Moredefinedprocess.Moregoalsanddirec<on.
Port/cruiseshipdockingsta<on.
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SWOTSESSIONEXECUTIVESUMMARY
THREATS‐DOWNTOWNHOUGHTON
Newdevelopmentsoutsideofdowntown.
Snowremovalandclimate.
Mall.
US‐41goesthroughdowntown.Noeasywaytojuststop.
Lossofacrestore.
Traffic.
Trucks.
Can’tclosethestreet.
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SWOTSESSIONEXECUTIVESUMMARY
IDEASFORDOWNTOWNHOUGHTON(fromSWOTpar4cipants)
OneweektestofmakingMontezumaatwo‐waystreetDevelopanoff‐campusStudentUnionMakewaterfrontmoreprac<calforsmallerboatsCreateanarchitecturalvisionCreatean”Entrance”intoDowntownBusinessRecruitmentProgramIncreaseBikeTrafficanddecreasethecartraffic‐bemorepedestrianfriendlyCreateastrongbrand.Useaspartofa^rac<ontobusinessandresidentsKioskinhigh‐trafficareaforposters…suchaspostofficeandcitycentreKioskon‐campusColorcodedsignage‐‐‐moreobvioussignage
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7.SITUATIONANALYSIS
Itisimportanttostressthatthewri<ngofthesitua<onanalysisforDowntownHoughtonwasstartedAFTERaccumula<ngdataandinsightfromconsumerresearchandcommunitypercep<ons.
Addi<onally,over20hoursofaddi<onalwebresearchhasbeenconductedtoiden<fydowntown’soutsideoftheKeweenawfortheirvariousmarke<ngapproaches,successes,failures,ideas,direc<onandvision.
ThefollowingSitua<onAnalysisfactorsinthemul<plesofinforma<onanddatainput,includingconsumerresearch,businessleaderpar<cipa<on,SWOTsessionandfeedbackfromcitymanagementandcouncil.
Informa2oninthissec2onprovidesra2onaleandsupportforthemarke2ngobjec2ves,plans,andstrategies.Thesitua2onanalysisworkstoprovideaframeworkforencapsula2ngvariablesrelatedtotheDowntownHoughtonmixofproduct,value,distribu2onaccessibilityandpromo2onalefforts.
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SITUATIONANALYSIS
Overviewstatement:
DowntownHoughtonisavibrant,constantlyupgradingcommunityepicenter,withreliablecityleadershipandacoreofsuccessfulretailen<<es.Its1.5squaremilefootprintliesincloseproximitytothestudentpopula<onofMichiganTech,theci<esofHoughtonandHancockandthesurroundingKeweenaw.DowntownHoughtonisaloca<on“sweetspot”intheKeweenawthatmakesitanaturalcenterofbusiness,entertainmentandretailcommerce.
DowntownHoughtonisdis<nguishedintheKeweenawbyits“trafficcentric”loca<on.Asthe“through‐point”forhighway41leadingtothePortageCanalLiaBridge(gatewaytotheupperKeweenaw)andalandingpointforhighwayM‐26downtownisa“mustdrivethrough”loca<on.
Asacenterofcommerce,researchshowstheUSPostOfficebeingthenumberonebusinessdes<na<on.Businessconsul<ngservicesalsoscoredhighasresident,visitorandstudentdes<na<onpoints.ThreehotelssitinDowntownHoughtonthatbringasteadyflowoftouristandbusinessvisitors(manyrelatedtoMichiganTech).DowntownfeaturesavisitorcenteratthefrontoftownthathousestheKeweenawPeninsulaChamberofCommerce.
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SITUATIONANALYSIS
Overviewstatement(con4nued):
Researchshowsthatresidents,studentsandvisitorstotheareafrequentDowntownpredominantlyforitsrestaurantsandpubs.Followedbymovietheatersandotherentertainmentincludinglivemusicwhere/whenitoccurs.DowntownHoughtonisaplacewherepeopleshopforretailproducts,butresearchshowsaconsumerdesireformorediverse,uniqueshoppingopportuni<es.
DowntownHoughtonisinakeyposi<ontodirectlybenefititscommerceandretailbusinessesfromtheinfluxofnewbusinessac<vi<esassociatedwithMichiganTech.ThelakefrontatthebaseofdowntownisthehomeofthenewlyrenovatedMichiganTechLakeshorecenter,whichhousestheMTECSmartZonetechnologybusinessincubatorandadministra<vepersonnelfromMTU.Projec<onsindicatetheaddi<onalimpactof100(es1mated)professionalemployeesworkinginthedowntownareaby2011directlylinkedtothenewLakeshoreCenter.Thiscomplimentsthe60SmartZoneemployeesalreadyinplaceatthePowerHouseloca<ondirectlyatthewesternendoftheDowntownHoughtonboundary.
DowntownHoughtonhasrecentlycompletedacomprehensivestreetscapeupgrade,whichhasgiventheareanewpavedstreets,expandedsidewalks,newligh<ngfixturesandacitywater/sewerupgradethatwilllastforthenext50years.
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SITUATIONANALYSIS
Overviewstatement(con4nued):
Despitemanystronga^ributes,DowntownHoughtonhassignificantchallenges/opportuni<esthatrevolvearoundgainingfullretailoccupancyandpresen<ngatrulydynamic,diversesetofproductofferingsthatwillregularlyorientthecommunitytowardsdowntown.Atthe<meofthiswri<ng,11vacantbusinessspacesexist.Arecentcountshowsover100businesseslocatedinDowntownHoughton,with40%ofthemorientedtowardsthebusinesstobusinessservicesectorand10%gearedtowardslodging.Outoftheapproximately50remainingbusinessspacesdevotedtoretail/restaurant,having20%unoccupiedisbothachallengeandagreatnewopportunity.
Anotherchallenge/opportunityisthedesireofmanypeopletoseemoreresiden<allivingspacesupgradeandbeoffered.Theinfrastructureofdowntownshowsthatinorderformoreresiden<alloca<onstobemadeavailable,newconstruc<onorsignificantpropertyupgradesandadd‐onsmustoccur.
Finally,whilethestreetscapeprojectiscomplete,anotherlevelofa^en<ontodetailandcharacterupgradesisneededforthedowntownHoughtonareatoevolvetothenextlevelof
“a=rac2veanddesirableasaplacetowork,liveandplay”
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SITUATIONANALYSIS
Basedoninputfromcommunityandbusinessleaders,DowntownHoughtonseesthefollowingaschallenges/opportuni4esforthefuture:
Adver4sing/Promo4onalVisibilityforDowntownBegintheprocessofactuallydevelopingabrandforDowntownHoughtonthatcreatesadis<nctiden<fyfromtheCityofHoughton.Developamoreall‐inclusivebrandposi<onandsupportitthroughvariousout‐reachac<vi<estotheKeweenawpopula<on.Communicateandaddexcitementtothemanyeventsandcityac<vi<estakingplacethroughoutanyyear–allseasons.
Residen4alDevelopmentCrea<ng/enhancingreal‐estatespacesforbothlocalandstudentpopula<on.
NewBusinessDevelopmentA^rac<nguniquenewbusinessesthatcomplimentthecurrentmixandexpandthedepthofproductofferingsdowntown.
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SITUATIONANALYSIS
Building‐onDowntownRetail/Restaurant/PubTrafficSupportthemixofretail,restaurantandpubsthatresearchshowsisthenumberonereasonpeoplecometoDowntownHoughton.
ResourceAlloca4onPriori4esAssesscity‐sponsoreda^rac<onssuchastheCulturalMuseumandtheDeeforfinancialviability.Determinehowtheseloca<onscouldbeenhancedorchangedtocomplimentthemixofa^rac<onstoDowntownHoughton.
OngoingCityImageBeau4fica4onUpgradesEnhanceexis<ngdes<na<onpoints(includingparks,parkingdecksandsidestreets)andcreatenewloca<onsforpeopletovisitandexperienceeventsandrecrea<onalac<vi<es.
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SITUATIONANALYSIS
MacroandMicroenvironmentalfactors
Forthepurposeof<meandbudget,thefollowingcommonmarke<ngsitua<onanalysisillustra<ontoolscombinemacro‐environmentalfactors(issuesoutsideofourdirectcontrol)andmicro‐environmentalfactors(issueswithinourdirectcontrol).
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KeyDemographicFactors
DowntownHoughtonisatthenorthernpointoftheCityofHoughton.Asadowntown,theareaisades<na<onforallcityresidentsandvisitors.
Becauseofitsloca<onandfocalpoint,DowntownHoughtonmustbefunc<onalforacross‐sec<onofdemographicneeds,includingadominantstudentpopula<onfromMichiganTechandaresidentpopula<onwhichskewstowardsyoungfamilies.
Theseniorci<zenpopula<onissignificantwithsomeresidentslivingincloseproximitytodowntownandothersinthesurroundingcityarea.However,thepresenceofseniorslivingdowntownskewsagainstthedemographictrendsofHoughton.
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KeyDemographicFactors(con4nued)
Asignificantpopula4ontrendfortheCityofHoughtonis67%ofthepopula4onaged0‐26.Moreeffortmustbemadetocatertotheyouthpopula4on.Amixofretailstores,ac4vi4esanddes4na4onpointsshouldencourageindividualandfamilytrafficpa]ernsregularlytowardsDowntownHoughton.
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KeyDemographicFactors(con4nued)
OURDOWNTOWNHOUGHTON“TARGETMARKET”
Somekeyfactsthatshouldinfluenceourstrategicmarke<ngdevelopment:
CityofHoughtonresidentsaged18‐24makeup55%oftheoverallpopula<onCityofHoughtonresidentsunder18makeup12%ofthepopula<onHoughtonCountyresidentsaged18‐24makeup22%oftheoverallpopula<onHoughtonCountyresidentsunder18makeup22%oftheoverallpopula<on
%ofpopula<on0‐24fortheCityofHoughton=67%%ofpopula<on0‐24forHoughtonCounty=44%
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KeyDemographicFactors(con4nued)
OURDOWNTOWNHOUGHTON“TARGETMARKET”
Keytargets: ages18–24heavilyweightedonstudents ages20–50weightedonresidentswithfamilies
Secondarytargets: age50+
Ourmarketsitua4onisviewedasstable.Nosignificantgrowthordeclineinpopula4onisan4cipated.
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KeyEconomicFactors
Over11vacantbuildingswithpoten<alretail/residen<alopportuni<esexistinthe1.5squaremileareaoccupiesdowntown.InputfromresearchandSWOTidealis<callypointtothesevacantproper<esasopportunityversusthreat.
Conversely,priortotheeconomicdownturn,asimilaramountofvacanciesexisted,buteffortssuchasthestreetscapeprojectandincen<vebasedbuildingownershipprogramssponsoredbythecityitselfhaveresultedintheupgradeandremodelingeffortstoover15proper<es.Whileeconomicdownturnisacurrentreality,DowntownHoughtonitselfhascon<nuedtothriveandgrow.
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KeyEconomicFactors(con4nued)
Theeconomicvitalityimpactofthepopula<onactuallylivingindowntownHoughtonneedstobeassessed.Wehavesomeaffordablestudentapartmentsandmul<pleseniorlivingbuildings.AtourrecentSWOTsession,par<cipantsiden<fiedapoten<alto“shia”thinkingastothedevelopmentofnewresiden<alspacesfromcheapandaffordable,tomoreupscaleandexclusive–oratleasttointroduceop<onsinthisareawithnewconstruc<on,renova<onsandupgrades.DowntownHoughtoncouldstarttheprocessofbuildingan“exclusive”allureforresidents,whichinturnwouldenhancethevaluepercep<onofdowntownretailloca<ons.
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Key“Technological”Factors
TheimpactofoneofAmerica’sleadingtechnologycolleges,MichiganTechnologicalUniversityisclearlyanintegralpartofthepast,presentandfutureofDowntownHoughton.Notonlythroughstudentimpactonthelocaleconomy,butofthefacultyandstaffwhoalsocontributetotheoverallcitybo^omlineaswellasthetaxcontribu<onoftheuniversity.
ThesuccessofMichiganTechwillalwaysbeacri<caldrivertowardsthevitalityofDowntownHoughton.Theuniversityisdrivingpeopleandstart‐upbusinessestotheimmediateHoughtonarea,andthismeanspoten<alforservicesandproductsthatlinktothismarket.Everyeffortshouldbemadetocon<nuetocatertotheconnec<vitybetweenTechandDowntownHoughton.
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Key“Technological”Factors(con4nued)
Alongwiththeimpactofhigh‐techbusinessdevelopmentonthefutureofDowntownHoughton,theimpactoftechnologymaybestbefeltinincreasingoutletsofcommunica<onconnec<vitywiththelocalpopula<on.WhentheMarke<ngDepartmentannouncedtheopportunitytopar<cipateinanon‐linesurvey,peopleofthecommunitywerequicktorespondtakingthesurveysandprovidingnumerousopen‐endedcomments.Thepopula<onisgenerallyinternetsavvy.Futuremarke<ngeffortsshouldfactor‐inthistrend.
Despitetheuseoftechnologytocommunicate,DowntownHoughtoncannotbeperceivedasorposi<onitselfasahigh‐techtown.Infact,muchofthecharacterofDowntownis“lowtech”.Thestreetscapeprogrampursuedahistoricalcharminsteadofmodernandaggressivearchitecturalbuildingrehabs.Informa<onsystemssuchassignageandeventcalendarsares<llpromotedpredominantlyviatradi<onalprintmedia.
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Key“Technological”Factors(con4nued)
RegardlessofthehightechenterprisesurroundingHoughton,downtownitselfismorecharmingthanadvancedandprogressive.
Anopportunityexiststocreatelinkedcommunityandvisitorinforma<onsystemsviaacommonwebportal.
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KeyPoli4calFactors
TheimpactofStateandFederalsupportofDowntownHoughtonissignificant.Thecityitselfrankswellinthereceiptofgrantdollarsandpublicfundingprogramslinkedtomul<pleinterestssuchastheSmartZone.TheCityManagerhasbeenveryaggressiveandproac<veapplyingforfederalandstatedollars.
However,withstateandfederaldollarsbecominglessavailable,DowntownHoughtonfacesasignificantchallengeinachievingcrea<veopportuni<estocon<nueinvestmentinitsarchitectural,landscapingandphysicalplantimprovements.
Apoli<calopportunitymayexistinthedevelopment/pursuitofcrea<veincen<vebasedprogramsforthea^rac<onandreten<onofnewretailandbusinessinteresttolocateinthevacantareascurrentlyevidentinDowntownHoughton.
Addi<onally,manydiscussionshaveevolvedthatfocusonthedesiretocreatemoreresiden<allivingopportuni<esinDowntownHoughton.Whilefreeeconomyopportunitybasedstrategiescandrivedevelopment,thepoli<calclimateofcityleadershipanditsconnec<vitytolocalandregionaldevelopmentinterestscouldbeenhanced.
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KeySocial/CulturalFactors
DowntownHoughtonhasaposi<oningquandary.Thefounda<onalhistoryoftheregion,fromminingimpactandinfluencetothebirthplaceofprofessionalhockeyaresignificantpointsofinteresttothecommunity.However,theseareasoffocusonarenotnecessarilydriversofvibranta^rac<onsorac<vi<es.
Evidentbymarginala^endanceandinterestinthehistoricalphotoexhibitattheDeeandpoora^endancetotheCarnegieCulturalMuseum,dedica<nglimiteddollarstowardssuppor<ngtheseeffortsshouldbeevaluatedcarefully.Arealevalua<onofsupportoftheseac<vi<esversusthedesiresofourkeytargetmarketsshouldbeconsidered.
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KeySocial/CulturalFactors(con4nued)
Despiteaprogressive,universityinfluencedpopula<on,theimpactofartsandcultureoncity‐drivenprogramsandeventsseemsunderserved.Indeed,respondentstothesurveyindicatedadesireformorediverseentertainmentintheformoflivemusicinpar<cular,buttherearelimitedvenuescurrentlyforthistypeofac<vity.
IfDowntownHoughtonchoosestogrowasanentertainmentdes<na<on,a^en<onshouldbepaidtotheencouragementofdevelopmentofprogramsandac<vi<estosupportsocialandculturalgrowth.
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KeySocial/CulturalFactors(con4nued)
Equallyimportantistheimpactthatvenuessuchasartgalleriesandtheatresmighthaveontheperceivedvibrancyofthedowntownasagreatplacetolive.Alongwithbusinessandresiden<aldevelopment,thisplanplacesapremiumonthepursuitofsocial/culturalinfluences.
Increasingconnec<vitytotheMichiganTechculturalefforts,alongwithsupportofartsandcultureatthelocalK‐12schoolswouldbeastart.
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KeySocial/CulturalFactors(con4nued)
Anewgenera<onofartshows,musiceventsandgrassrootstheatremightallbeconsidera<ons.Akeynote–atthe2009art/musicfair(thattookplaceonthemainstreetofdowntownwhileunderconstruc<on)akeya^rac<onwastheperformanceofthePJOlssonRockCamp.23children,aged6‐18wereinvolved.Over500peoplecametoseetheirperformanceonthestreetinDowntownHoughton.Thereala^rac<onwerethekids‐eachPerformera^ractedseveralfamilymembersandfriends.
Addi<onally,for2010,thenew“JibbaJabba”snowboardeventisprojectedtobring1,500peopletoDowntown‐manyofthemyoungerinagealigneddirectlywithourkeydemographictarget.
Ac<vi<esinvolvingkidsandfamiliescreatethevibrancyweneedmoreof.MorediverseeventssuchasJibbaJabbaandmusicfes<valswouldseemtobeideallysuitedforDowntownHoughton.
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KeyCompe44veFactors
IncomparisontothedowntownsofHancock,Calumet,Chassell,SouthRangeandCopperHarbor,downtownHoughtonistheclearlymoredominantintermsofretailstores,professionalservices,andnumberofrestaurants,pubsandcoffeeshops.
DowntownHoughtonhasavisitorcenter,amovietheatre,amuseumandtheDEEstadiumasdes<na<onpointsforlocalsandvisitors.DowntownHoughtonalsohasaPostOffice,CityOffices,aPublicLibraryandPoliceDepartmentintegrallymixedintoitscoreofferingstothecommunity.
DowntownHoughton,becauseofitsproximitytoMichiganTechandthecorepopula<oncenter,isalreadythemostac<vedowntownintheKeweenaw.The“visitortraffic”pa^ernofstudentsandworkingprofessionalsassociatedwithTechnaturallylandindowntownHoughton.
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KeyCompe44veFactors(con4nued)
DowntownHoughtonshares“consumertraffic”withdowntownHancock,butthetwoci<eshavedifficultybothphysicallyandprac<callyconnec<ngtheirretail/servicelineofferingsasacohesive,impacxuldes<na<onforresidentsoftheKeweenaw.
DowntownHancockisnotseenasacompe<<vethreattoDowntownHoughton.
Aboveall,theshoppingcorridorofM26isacri<caldriveroftheoverallfutureofdowntownHoughton.Whilemany,(includingsomedowntownretailers)viewtheshoppingcorridorasathreattothevibrancyofdowntown,TheMarke<ngDepartmentInc.viewsthecorridorasadifferen<atedcollec<onofbusinessen<<esthatoffercertainkeyadvantagestothepublic.Themixofthecorridorisnotathreat.Insteaditispain<ngthepictureforthefutureforthetypesofbusinessesanden<<esthatdowntownHoughtonmusthavetocomplimentthemixinordertobeuniqueanddifferent.
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KeyCompe44veFactors(con4nued)
Anewcompe<<veissuefacingDowntownHoughtonisthenewbusinessinterestofMoyle,IncintheCopperCountryMall.Themallhasbeeninsteadydeclineforthepastdecade,withstorelossesanddrama<cdownturnsinconsumertraffic.Alongwithlowconsumertrafficanddynamicpopula<ontosupportsignificantretailing,thepresenceofWal‐MartandShopKohaveinfluencedthemallsabilitytoretainanchorstores.WithMoyle,localownershipandinterestinthemallcouldmeanrevivedsuccess.Moyle’sconnec<vitytooutsideretailandrestaurantinterestmighthaveanimpactona^rac<ngnewbusinesstothemall.Withafewnewanchorstoresandanotherchainrestauranttodrivetraffic,newinterestfromlocalsmallbusinessinterestcouldshiatowardsthemallinsteadoftowardsDowntownHoughton,resul<nginincreasedcompe<<onforconsumerdes<na<onshoppingdollars.
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KeyCityInfrastructureFactors
Themajorconstruc<onprojectenhancingthedowntownstreetscapeiscompleteasofNovember2009.Greatimprovementstothestreetanddowntownwater/sewersystemwereachievedatthesame<me.
Inaddi<on,mul<plebuildingshavereceived“facelias”aspartofthedowntownstreetscapeincen<veprogram.Thetownisindeedmorea^rac<veandpresentablethanithasbeeninyears.
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KeyCityInfrastructureFactors
AsofDecember2009,newconsidera2onisbeinggiventoconceptof“angled”parkingonShelden,withtwo‐waytrafficreturnedtoMontezumaasitwasduringthestreetscapeproject.AstrongmajorityofretailersandconsumershaveexpressedagreatdesireforthisconcepttoliveinDowntownHoughtonforthelong‐term.Ifitdoes,manyaspectsofmarke2ngthedowntownwillbeimpactedbythisdrama2cshiW.
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KeyCityInfrastructureFactors(con4nued)
Fromamarke<ngperspec<ve,theappearance/imageofDowntownHoughtonhasbeenimproved.Whathasnotbeenimprovedisthevibrancyoftheretailandrestaurantloca4onsavailabletothepublic.11vacantspacess<llpushoutintothepubliceye.Nowthatthebuildingshavebeenrevitalized,thelackofbusinesspresenceisevenmoreevident.“ForRent”signsappearinloca<ons,andonlyafewnewretailstoreshaveopenedsincethisplanprocesswasini<ated.Infact,morestoreshaveclosed/movedthanopenedin2008/2009.Forinstance:
closed: Studiopizza opened:Farmersinsurance MCAsecurityTheBikeshop Sewsisters 20Belowclothing Leland’sSPA CaliforniaConnec<ons Alltellphone
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KeyCityInfrastructureFactors(con4nued)
IMPORTANT
DowntownHoughtonisnotcurrentlyaspor<ngvenue,amuseumorschoolcomplex,itisacollec<onofbusinessandretailstoresthatcoexisttobuildcommerce.
Forthenearfuture–
DowntownHoughtonwillonlybeasvibrantandsuccessfulastheretailstores,restaurants,pubsandentertainmentvenuesthatresearchshowsdrawspeopletoDowntown.
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KeyCityInfrastructureFactors(con4nued)
Thenewcityscapecomplimentstheenormousamountofposi<veworkthathasbeendone,butbehindthescenesinourparkingstructuresandbackstreets,pigeonswanderthroughdirtandcrumblingwallsofparkingdeckswhichilluminateourweakspots.Indeedforallvisitors,thesearepointsofcontactwithdowntown.Ourparkingdecksareinneedofseriousa^en<onbothphysicallyandprac<cally.
Regardingparking,whilesomedatafromtheresearchshowparkingasbeing“acceptable”,otherdataincludingopen‐endedcommentspointtothelackofparkingaccessibility.Considera<onshouldbegivenfora“parkingsa<sfac<on”surveyandareal‐<meassessmentofparkingdeckusage.
Finally,frombothaprac<calityandopportunitystandpoint,thisplanrecommendsacomprehensiveac<onplanassessmentbegiventothelongtermviabilityoftheparkingstructures.
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KeyConsumerMo4va4onFactors
Whiletheresearchresultsgointodetail,itisimportanttostressthatDowntownHoughtonisperceivedasclean,accessibleandsafeacrossthemajorityofthepopula<on.
DowntownHoughtonisnotperceivedasdiverseanda]rac4veintheformofmul4pleplacestoeatandshopwithresidentsorvisitors.
PeoplewantmorefromDowntownHoughton:
• Theywantdowntowntobedifferentfromtheshoppingcorridor.• Theydonotwantfastfood,theywantItalianandMexican.• Theydonotwantadepartmentstore;theywantaspecialtyshoestore
anduniqueapparelshopping.
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KeyConsumerMo4va4onFactors(con4nued)
ResidentsalsoclearlystatedthatwhiletheyenjoyeventssuchasBridgefestandtheArtFair,theseeventsdon’tnecessarilyinfluencetheirdesiretomakeDowntownHoughtontheirkeydes4na4onforshoppingandea4ng.Eventsandpromo<onsdonotclearlyresultinimprovedtrac<onforlong‐termsalesbeforeand/oraaeranygivenevent.Eventsareanicethingtodo,butnotthesilverbullettomarke<ngtotheresidentandvisitorpopula<on.
Theresearchshowsclearopportuni<esforincreasingretailvibrancyforDowntownHoughton.Evalua<onfrombusinessleadersinvariousfeedbacksessionsincludingSWOTshowthatanotherprimepoten<alforincreasingthevibrancyofDowntownHoughtonliesinourabilitytocreatemoreappealinganddynamicresiden<allivingspaces.
Thechallengenowistoiden<fypoten<almarke<ngproductdevelopmenteffortstomoveforwardwith.
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OUTSIDEASSESSMENTANDINFLUENCE–complimentsitua4onanalysis
Fromeffortstoreviewsuccessinotherareas,TheMarke<ngDepartmentisabletosummatethefollowing:
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Successfuldowntownmarke2ngprogramsarearesultof:
Anorganizedteamofpeoplewithinterestindowntownthatareallonthesamepage,haveagoalands2cktoaplan
Cleandowntownwithclean,updatedstorefronts
Ana=rac2on(businessandresiden2al)plan
RegularandirregularEvents
Strongbrand
Regularprofessional,well‐executedpromo2onalprogram
Partnershipswithotherci2esandwithintheirowncommunity(i.e.Tech)
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Notes&websitesofpar4cularinterest:DowntownZeelandwww.Feelthezeel.comWellorganizedeffort,cleandowntown,updatedstorefronts,strongbrand.
MainStreetAnnArbor,Michiganh^p://mainstreetannarbor.org/Wellorganizedeffort,VERYcleandowntown,VERYupdatedstorefronts,strongbrand,partnershipswithsurroundingdowntowns,ana^rac<onplan.
DowntownAppletonh^p://www.appletondowntown.org/appletondt/adi/about/DowntownAppletonhasmademajor,successfulstridesindefea<ngthe“shoppingcorridor”downtheroad.Amajorityoftheirinvestmentwentinto“a^rac<on”.Theseeffortshaveresultedinagreatlivingspaces,downtowncondos,recordrestaurants,astate‐of‐thearttheatreandavarietyofshops.Wecanthinkabouttheirformula,butonasmallerscale.Thistownthoughtbeyondcutewindows,logosandparking‐andfocusedmoreoneconomicdevelopment.
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Notes&websitesofpar4cularinterest:
DowntownNorthville,Michiganh^p://www.downtownnorthville.com/DTStrategicPlan/8%20Sec<on%207%20Strategic%20Plan%20Schedule.pdfKeptfocusonmaintainingtheirfourareasofdifferen<a<onfromsurroundingdowntowns‐Ac<ve,Neighborly,Walk‐able,Historic.
DowntownAus<n,TXh^p://www.ci.aus<n.tx.us/redevelopment/downloads/081009_BRE_applica<on_packet.pdfA^rac<onpackageswithfaçadegrants.
Redwing,MNh^p://www.downtownredwing.org/index.htmSimilarinsize,landscapeandstructureasHoughton.RedWinghasa“DowntownAc<onPlan”whichkeepsdesignatedcommi^eesontrack.Theyalsoaggressivelygoaaergrantdollars‐thisistheirbiggestsuccessinachievingimprovements.
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Notes&websitesofpar4cularinterest:
Minoqua,WIh^p://www.thewatersofminocqua.com/a^rac<ons/#h^p://minocqua.org/index.php?op<on=com_content&view=frontpage&Itemid=8
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MARKETINGOBJECTIVESDOWNTOWNHOUGHTON2010‐2013
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Objec4vesfocusedonthefollowingfactorsiden4fiedinresearch,SWOTandinterchange
Residen<alDevelopmentNewBusinessDevelopment
Building‐onDowntownRetail/Restaurant/PubTrafficAdver<sing/Promo<onalVisibilityforDowntown
ResourceAlloca<onPriori<esOngoingCityImageBeau<fica<onUpgrades
Successfuldowntownmarke4ngprogramsarearesultof:Anorganizedteamofpeoplewithinterestindowntownthatareallonthe
samepage,haveagoalands<cktoaplan.Cleandowntownwithclean,updatedstorefronts
Ana^rac<on(businessandresiden<al)planRegularandirregularEvents
StrongbrandAConsistentandprofessional,well‐executedpromo<onalprogram
Partnershipswithotherci<esandwithintheirowncommunity
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IncreaseDowntownHoughtonvisitsfromthecurrentaverageof2‐34mesaweek(basedonourresearch)to64mesaweekby2013.(Usingasimilarresearchprogramin2013acrossasimilarresearchrespondentbase)
Fill100%ofavailableretail/restaurantspaceby2013.
Add100newupscaleresidentstothe1.5squaremiledowntownby2013.
Createpreferenceasa“firstchoicedes4na4on”withatleast50%ofareaconsumersforshopping,ea4ngandfindingentertainmentinDowntownHoughton(Usingasimilarresearchprogramin2013acrossasimilarresearchrespondentbase).
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DevelopanACTUALBRANDforDowntownHoughtonandlaunchplan.Achieveawarenessofthebrandwith50%ofresearchrespondentsin2013.
By2011,integratethenewDowntownHoughtonbrandseamlesslyintoallcitycommunica4on:
Acrossallinternalandexternalcommunica1on,engageprofessionallypreparedpromo1ons/communica1onthatsurroundthebrandwithengagingnewsandinforma1onaboutDowntownHoughtondes1na1ons,eventsandac1vi1es.
• Reinforcethroughcommunica1ontheaccomplishmentsofDowntownHoughtontodate.Moreaggressivelycommunicateac1vi1esandplansforthefutureofdowntowntoresidents,studentsandvisitors.
• GivetheDowntownHoughtonbrandincreasedvisibilityatkeyareasoutsideofthedowntown,oncityorstatepropertywhereaccessibleandallowable(signage).
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Con4nueconnec4vitytoMichiganTechthatresultsinaposi4vepercep4onlevelforDowntownHoughtonproductsandservicesonthepartofstudents.Achievea75%posi4veresponseinasurveyofatleast300studentsin2013.
Createanewvenueforlivemusicandculturalac4vi4esby2011.
By2010,determinetheviabilityofexis4ngmuseumsandhistoricalphotoexhibitsinordertoeithersupportthemmorecompletelyordevelopalterna4vea]rac4onsforthecommunityandvisitors.
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Createamoreongoing,inclusivemethodologyforinterchangebetweenthecitymanagementanddowntownbusiness/communityleaderstodrivediscussionanddevelopmentofideasandprojectsthatfocusonDowntownHoughton.
Makecommitmentstoongoingmarke4ngeffortsbylinkingtheannualmarke4ngbudgettoteamofpeoplewhocancreateturn‐keyac4vi4esbasedonamarke4ngplan–especiallyintheareaofbrandingandpromo4on.
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9.STARTINGMARKETINGSTRATEGIES
Todeliveronmee2ngobjec2ves
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
FIRST,developanewstrategiccomponentofcitymanagementandmarke<ngthroughtheestablishmentof“supportteam”groups.
Whilenotcri<caltoanygivenstrategypursued,theplanrecommendsthatDowntownHoughton,throughtheCityofHoughtoncreatesubgroupsofvariousbusinessandcommunityleaderstoaddresskeystrategicini<a<vesoutlinedhere.
Taskforcescandiversifyvoicesheard,addenergyandvision,createconnec<vitytostakeholdersandoffsetlimitedbudgetandstaffresourcesbyallowingcertainci<zenstopar<cipateinthedevelopmentprocess.
Taskgroupsalsopromoteimprovedorganiza<onandfocus.Taskforcescouldbegivenbudgetdollarsanddecisionmakingabilitywithinreason.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Thisgroupwouldfocusontheongoingdevelopmentofbrandcommunica<onandDowntownHoughtonpromo<ons.
Developinforma2onalkiosksatkeypointsinthedowntownfordisplayofeventandpromo1onalinforma1on(PostOffice,CityCenter,Hellmancenter,DailyMiningGazeRe).
Createanannualpromo2onalcalendarofeventsthatstartsbycoordina1ngandpublicizinginforma1ononallexis1ngcitysponsoredevents,paradesandbusinesscommunitypromo1ons.Supporttheseeventswithadver1singbudgetthatlinkstotheDowntownHoughtonbrand.
Developasponsoreddigitaldisplayprogramforuseinallhotels,postoffice,restaurants,pubsthatpromotesDowntownHoughtonac1vi1es.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Thisgroupwouldfocusontheongoingdevelopmentofbrandcommunica<onandDowntownHoughtonpromo<ons.
DevelopadynamiclookingDowntownHoughtonpresenceontheCityofHoughtonwebsite.Orastand‐alonewebsite.
Thewebsiteshouldincludeinforma1onaboutdowntownevents,retailspace,grantdetails,livingopportuni1es,directory,coupons,downtowngiacer1ficatepurchases,parkingmaps.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Createmorecoordinated,stylis2c/characterdrivenDowntownHoughtonSignageprogram(thatreflectsanewbrand)toinclude:
WelcometoDowntownHoughton DowntownStreetSigns DowntownParkingcodes DowntownParkingdecksigns(direc1onal) Downtowninforma1onsigns(includingbusiness/restaurantlistsandmaps) Downtownpromo1onal/eventkiosks Municipalbuildingsigns(includingcityoffices,police,post)
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
ConsidertheinclusionoftheDowntownHoughtonbrandonthewelcome/visitorcenteroftheChamberofCommerce.
Inaddi1on,place“CometoDowntownHoughton"signageatthefrontoftown,beforeTechandbeforetheWal‐Mart.
Developaconsumerfrequency“downtown‐customer”programfocusedonrestaurants/pubs.(Buy,scancards,earnpoints,andredeempointsfordowntownHoughtonbucks).UsescannerdisplaystopromoteDowntownineveryvenue.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Createanannualsweepstakesprogramthatdrivespeopletovisitdowntownandcreatesareward‐payoutthatgeneratesexcitementandinterest.BuildoffoftheChamberprogramsandshoplocallyideas.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Developamarke2ngeffortsurroundingtheDeestadium,theimpactofhockeyeventsonthedowntownandtheconnec2vitytothe“birthplaceofprofessionalhockey”
InordertofullyunderstandtheimpactoftheDeeandhockeyeventsonthedowntowneconomy,createaresearchdiscoveryprogramtounderstandpercep1onsofpeoplewhousetheDee,andofthedowntownbusinesseswhomaybeimpactedbyitsgrowthordecline.
Evaluatetheeffec1venessofthewayDowntownHoughtonbusinessesandeventsare“Cross‐sold”withintheDeeenvironment.Inturn,findwaystogrowawarenessofDeeeventsacrossdowntownmerchantsandotherconsumerdes1na1onpoints.
Createstrongermarke1ngfortheDeeindowntowncommunica1on,andgrowthesignificanceofthebirthplaceofprofessionalhockeymuseum.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam
Spendwiselyonadver2sing–SAVEsignificantinvestmentforwhenthereismoresubstancetoDowntownthantoday.
Beginse~ngresourcesasideforthenext3yearsinordertosupportaregionaladver<singcampaignin2013.Target$75,000forayear‐longcampaignin2013toadver<seDowntownHoughtoninamoreaggressivemanneronceretailspacesarepredominantlyfilledandnewresiden<alopportuni<esrealized.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
CreateaPRprogramfordowntownanditsretailers.
DevelopaPRscheduletoinclude“news”abouteventsandupdatesonposi1veprogresstodowntown.AlsoallowretailersaccesstothePRresourcesformajorannouncements.
Createapromo1onalcalendarandwork“aheadoftheschedule”allowingproperplanningandbuildupexcitementabouttheeventorpromo1on.Usethepromo1onalcalendarasalinktoareamedia–alwaysgivingthemsomethingtotalkaboutregardingwhatiscomingnextinDowntownHoughton.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developamarke<ngcommunica<on/ac<vitysupportteam.
Createonemajorrevenuegenera2ngeventthatcanbeusedasafundraiserformarke2ngdowntown.Researchiden1fiedthatbarsandrestaurantsbringpeopleDowntown.Theideaofan“Oktoberfest”wouldbeanobvioussuccessifdonewell.
Createafewsmallerweeklyeventsthatcanbeusedtogetpeopledowntownweekdayeveningsandweekends.• ResearchclearlysayseventsmakepeoplefeelgoodaboutDowntown.As
longasweunderstandthatthisisthe“netnet”ofmostevents(afeelgood)weshouldcon1nuetofindwaystocreateeventsthatsupportgoodvibes.
• Ideaslikeweekdaymusicvenuesormoviesontheparkingdeckduringthesummermonthswouldhelpcon1nueachievingthis.AlsoconsideraSaturdaymorningfarmers&artmarketasaregularevent.
• Itwouldbeimportantthatretailersareopenlatertohelpsupporttheseevents.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developaresiden<aldevelopmentsupportteam.
Thisgroupwouldfocusontheprocessofiden<fyingtradi<onalandcrea<vemethodsforencouraginginvestmentintoDowntownHoughtonresiden<alfocusedproperty.
AssisttheCityManagerinpursuingnewgrantopportuni<esforresiden<aldevelopment.
Speciala=en2onshouldbegiventothestatusoftheparkingdecks,withconsidera1onforthepossibilityofconsolida1ngcertaindecksinordertoacquirespaceforaddi1onalresiden1al/communitydevelopmentprojects.
Speciala=en2onshouldbegiventoprimewaterfrontreal‐estatefornewconstruc2on,suchasareasbytheparkingdecks,thespacebetweenthepublicLibraryandthenewLakeshoreCenter,thelandtheDeesitsonandtheareacurrentlyoccupiedbyIsleRoyalparkifitmovestotheSmelterloca1on(moreonnextpage).
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developaresiden<aldevelopmentsupportteam.
Thedowntownwaterfrontlandscapeisgrosslyskewedtowardsthepresenceofdilapida2ngparkingdecksthatarenotoverused‐onKEYREALESTATE.
Becomingamorevibrantdowntownshouldtakeaboldvisionforwardtocreateawaterfrontlivingandcommunitycomplexthatenhancesthevalueofallbusinessesandpropertyaroundit.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developaresiden<aldevelopmentsupportteam.
Encouragingunitupdatestocitylandowners.Find2to3DowntownLivingscenarioswherewecouldfeaturethepropertyinpublicrela<onsandthelifestyle.
Pursuearegionalpublicrela2onscampaignfeaturing“livinginDowntownHoughton”.
Introducetheposi<oningconceptoflivingdowntownasa“higher‐rent”districtversuslow‐costaffordabletolandowners.Encouragenewandupgradedapartmentscondosforresidentsandstudentswithhigherdisposableincome.
Createanewpark/eventvenuemorecentrallylocatedneardowntown.Findaplaceforartfairsandlivemusictoexistandthrive–forparadesto“startorland”.Considerinves1nginstructuresandlandscapingfortheareabetweentheLibraryandLakeshoreCenter.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developaresiden<aldevelopmenttask‐force.
TheMarke1ngDepartment(withqualifiedsupportfromcommentaryfromresearch),feelsthatDowntownHoughtonneedsadedicatedgroupofpeopleoutsidethecityofficestopayaRen1ontothedetailsofthecity–tomovefrommacrodesigntomicroaesthe1cs.
Thisislessaboutthestreetconstruc1on,andmoreaboutthesidestreets,signage,paintjobsandmaintainingtheclean,safeappearancethatpeopleinresearchsaidtheylikemostaboutDowntownHoughton.
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Createabeau1fica1oncommiReethatworkstomakeeverynook&crannyandcornerofDowntownHoughtonclean,neatandaRrac1ve.
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The Marketing Department Inc. has another 170 pictures
just like these.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developanewbusinessandbusinessdevelopmentsupportteam.
ThisgroupwouldfocusonhelpingtheCityManagerandCityCounciltobe^erplanandinfluencethebusinessofbusinessdevelopment,a^rac<onandreten<on.
Makeeveryefforttoimpactandinfluencethepropertyatthefrontofdowntown–infrontoftheoldBurgerKing.Turnthispropertyintokeyresiden1al/retailcenteratthefrontofthetown.
Createincen2vebasedexchangeprogramsforbusinesspropertydevelopmentwithkeypropertystakeholdersanddeveloperssuchasMoyle,Inc.,YalmerMahla,JulianConstruc1on.Inves1gatecrea1vewaystoincen1vizenewbusinesstostartinDowntownHoughton,includinglandtradesandbuildingselloutprogramssuchasthetac1csusedwithRhythmSkateShop.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developanewbusinessandbusinessdevelopmentsupportteam.
Basedonresearchfindings,worktoa=ract/build/developthefollowingbusinesstypesinDowntownHoughton:
AMexicanrestaurantAnItalianrestaurantADeli‐typerestaurantASteakhouseAnIceCreamshop
AFull‐lineshoestoreHomeHousewares(improveonthehardwareofferingindowntown!)Morediversityinapparelstores–fromcasualtoprofessionalKeweenawgiWshop
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developanewbusinessandbusinessdevelopmentsupportteam.
Createanewbusinessopportunityeffortgearedatexis2ngsuccessfuldowntownbusinessownershelpingthemtoiden1fyandpursueaddi1onalopportuni1esindowntown.
Useourresearchdatatocreatean“opportunitybased”presenta2onforlocalandregionalstakeholderswithpoten1alinvestmentdollars.
Directlypartnerwithdevelopers,suchasMoyletoleveragetheirretailera^rac<onexper<se.Encouragetheirrepresenta<ononthetaskforce.
Adapttodecisionsmaderegardingangledparkingandtwo‐waytrafficprojec<onsforMontezumaavenue.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developanewbusinessandbusinessdevelopmentsupportteam.
ProvidenewlevelsofleadershiptotheDowntownHoughtonBusinessGroup/Associa2on.
Developasetofbusinessgrowthstandardsandtargetedtrainingprograms:
Enhancingproductmixofferingsandiden2fyingmarketplacegapsStorefrontdesignandupgradesIn‐storemerchandising,displays&signageAdver2singandpromo2onconsulta2onandleadershipEmployeeeduca2onandtrainingprograms
ConsideraDIRECTPARTNERSHIPwiththeChamberofCommercetogrowthisprogramspecificallyforDowntownHoughton.
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STARTINGMARKETINGSTRATEGIESTodeliveronmee4ngobjec4ves
Developanewbusinessandbusinessdevelopmentsupportteam.
Developincen<veprogramsforDowntownBusinesseswhopaya^en<onandcarefortheirbusinessesinareasofwindowdisplays,cleanlinessanddesignofstorefrontsandin‐storemerchandising.
Considerdesigna<nga“DowntownBusinessoftheYear”programwhichregularlymonitorsandpublicizesthegoodworkofDowntownHoughtonbusinesses.
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Developastudentoriented“Techconnec<vity”supportteam.TeamtoincludedowntownbusinessownersandTechstudents
ReinventtheCarnegieCulturalMuseumintoKids“technologydiscoverycenter”thatincorporatesdisplaysandprojectsrunbyMichiganTechandHoughtonHighstudents.Usethecenterasacommunityoutreachac1vitylinkingHoughtontoTechandfamilieswithkidsintheKeweenawandvisitors.
DevelopaMichiganTechstudentshu=leservicetargetedatnightsandweekends.Dedicateandwrapacitybusingraphicsspecificallyforthisac1vity.Usethebustocarrypromo1onalmessagesforDowntown.ConsiderthesameorsimilarbusprogramforFinlandia.
UpgradeCollegeAvenueleadingfromTechintodowntown.Fixstreetandenhancesidewalksandligh1ngtovisually1e‐intothenewdowntownstreetscape.MakethewalkfromCampustoDowntownsaferandmoreenjoyable.
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10.DOWNTOWNHOUGHTONBRANDING&POSITIONING
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WhatisthecurrentbrandforDowntownHoughton?
DowntownHoughtoncurrentlydoesnothaveaformalbrand.
DowntownHoughtoniscurrentlyperceivedasapartoftheCityofHoughton.
TheCityofHoughtonbrandhasaelementsofhistoryandaconserva<veimage.Weposi<onourselvesas“ANicePlacetoLive”.
“A Nice Place to Live”
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Thefounda<onaldriverofthisplanistomarketDowntownHoughton.OurteamhasconcludedthatDowntownHoughtonneedsaspecificDowntownfocusedbrandiden<tyinordertoaccomplishthefollowing:
DowntownHoughtonisperceivedasauniquespaceversustherestoftheCityofHoughton,includingtheM‐26shoppingcorridor.
MagnifyDowntownHoughtonsignificanceasapremierdes<na<onfortheen<reKeweenaw.
Assistusindevelopingacoredrivertoincreasevisibility,awareness,a^rac<onanddesireforDowntownHoughtonproductandservices.
S<mulateandunitetheDowntownHoughtonretailbusinesssectorspecifically.
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Ouroberserva<onsfromconsumerresearchandSWOTsessionsindicatethatthefollowingkeywordswillinfluencethemeaningandpercep<onofanewDowntownHoughtonbrand.
Historical
Building/Changing
Improving/Upda4ng/Remodeling
Friendly
Safe/Clean
Unique
Vibrant
Progressive
Historical
Differen4ated
WhatpeopleseeDowntownHoughtonas:
WhatpeoplewantDowntownHoughtontobe:
SpecialEntertaining
FriendlyMoreFun
ConfidentSafe/Clean
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THEBRANDINGPROCESS
1. DevelopedconsumerResearch,Marke<ngPlanObjec<ves,Strategiesand
ini<altac<crecommenda<ons.
2. Developedbrandposi<oningstatementswhichmeshtotheobjec<ves,
strategiesandtac<cs.
3. DevelopDesignconceptsforDowntownHoughtonlogosandposi<oning
statements,includingfontexplora<onandreviewofotherDowntownlogo
presenta<ons.
4. Testtheconcepts
5. Usethetestresultstoprovideinputfortheformaliza<onofanewdowntown
Houghtonbrandiden<ty.
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POSITIOININGRECOMMENDATIONSTOTESTAGAINTHEKEYWORDSFROMRESEARCH
Historical
Building/Changing
Improving/Upda4ng/Remodeling
Friendly
Safe/Clean
Unique
Vibrant
Progressive
Historical
Differen4ated
WhatpeopleseeDowntownHoughtonas:
WhatpeoplewantDowntownHoughtontobe:
SpecialEntertaining
FriendlyMoreFun
ConfidentSafe/Clean
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HistoryintheMakingDowntownHoughton
HistoricalBuilding/Changing
Improving/Upda4ng/Remodeling
FriendlySafe/CleanUnique
Vibrant
Progressive
Differen4ated
SpecialEntertainingFriendlyMoreFunConfident
Safe/Clean
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Everyone’sDowntownHoughton
HistoricalBuilding/Changing
Improving/Upda4ng/Remodeling
FriendlySafe/CleanUnique
Vibrant
Progressive
Differen4ated
SpecialEntertainingFriendlyMoreFunConfident
Safe/Clean
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TheGoodLifeDowntownHoughton
HistoricalBuilding/Changing
Improving/Upda4ng/Remodeling
FriendlySafe/CleanUnique
Vibrant
Progressive
Differen4ated
SpecialEntertainingFriendlyMoreFunConfident
Safe/Clean
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GoDowntownHoughton!Going someplace special.
HistoricalBuilding/Changing
Improving/Upda4ng/Remodeling
FriendlySafe/CleanUnique
Vibrant
Progressive
Differen4ated
SpecialEntertainingFriendlyMoreFunConfident
Safe/Clean
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10.DOWNTOWNHOUGHTONBRANDING&POSITIONING
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HistoricalBuilding/Changing
Improving/Upda4ng/Remodeling
FriendlySafe/CleanUnique
Vibrant
Progressive
Differen4ated
SpecialEntertainingFriendlyMoreFunConfident
Safe/Clean
Lets Get to It! Downtown houghton
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LOGORECOMMENDATIONSTOTESTAGAINTHEKEYWORDSFROMRESEARCH
Historical
Building/Changing
Improving/Upda4ng/Remodeling
Friendly
Safe/Clean
Unique
Vibrant
Progressive
Historical
Differen4ated
WhatpeopleseeDowntownHoughtonas:
WhatpeoplewantDowntownHoughtontobe:
SpecialEntertaining
FriendlyMoreFun
ConfidentSafe/Clean
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RESEARCHMETHODOLOGY,IMPLEMENTATIONANDRESULTS
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