downtown houghton marketing plancityofhoughton.com/documents/downtown_houghton_marketing_pl… · 1...

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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

2 M A R K E T I N G D E P A R T M E N T

Successfuldowntownmarke2ngprogramsarearesultof:

Anorganizedteamofpeoplewithinterestindowntownthatareallonthesamepage,haveagoalands2cktoaplan

Cleandowntownwithclean,updatedstorefronts

Ana=rac2on(businessandresiden2al)plan

RegularandirregularEvents

Strongbrand

Regularprofessional,well‐executedpromo2onalprogram

Partnershipswithotherci2esandwithintheirowncommunity(i.e.Tech)


Statement encapsulates review of 10 successful downtown programs, from outside the Upper Peninsula, during development of this plan



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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PROCESSDETAILS

Developandcoordinate“CoreMarke4ngGroup”forfeedbackanddirec4on.

Inordertofacilitatefeedbackanddirec<onfordevelopmentofthemarke<ngplanateamofHoughtonbasedcommunityandbusinessleaderswasassembledattheonsetoftheplandevelopment.

ThegroupwasfacilitatedtoreflectdiverseinterestsrelatedtoDowntownHoughtonincludingprofessionalservices,buildingandconstruc<on,retail,restaurant,hotelandcitymanagement.



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PROCESSDETAILS

“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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PROCESSDETAILS

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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PROCESSDETAILS

TheDowntownHoughtonCoreMarke4ngGroupMee4ngDates&AgendaPoints

June26•  ProjectOverview•  Introduc<ons•  ReviewedProposalJuly10•  DiscussedResearchMethodology•  ReviewedSurveyQues<onsJuly26•  ReviewedMarke<ngPlanProcess,stepsand<melinesSeptember25•  ReviewedtheSurveyResultsandtalkedaboutfindingOctober30•  ReviewedtheSWOTprocess•  PresentedtheCombinedSurveyResults



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PROCESSDETAILS

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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PROCESSDETAILS

Developconsumerresearch‐strategythroughimplementa4on

Themostsignificantdriverofthedevelopmentofthismarke<ngplanisthecrea<onandimplementa<onofanin‐depthconsumerpercep<onandfeedbackresearchproject.

Thefulldetailsoftheprogramareoutlinedinthisplaninthesec2on“ResearchMethodology,Implementa2onandResults”.



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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PROCESSDETAILS

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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PROCESSDETAILS

ResearchAssessmentEXECUTIVESUMMARYSTATEMENTS

Thefollowingstatementshavebeenextractedandgeneralizedfromtheresearchdata,sharedandreviewedbythecoremarke4nggroupandpresentedinformallytoCityCouncilmembers.



Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<on

RESEARCHMETHODOLOGY,IMPLEMENTATIONANDRESULTS

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PROCESSDETAILS


DowntownHoughtonneedstodoabeRerjobofcommunica1ngthediverseofferingsofproductsandentertainmentitalreadyhas.

DowntownHoughtonneedstofocusoncrea1ngmorediverse,uniqueretailandrestaurantofferingsthatdifferen1ateitfromotherareasoftheKeweenaw.

DowntownHoughtonisalreadyperceivedasappealingintermsofbarsandpubs.

DowntownHoughtonretailersshouldkeeplongerhoursandoffermorediversityintheirproductofferings.



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Over650consumersweresurveyed.Thesestatementsaredrawnfromthefullresearchreportinsec<onRESEARCHMETHODOLOGY,

IMPLEMENTATIONANDRESULTS



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PROCESSDETAILS


DowntownHoughtonisnotperceivedasagreatplacetoliveorbuy/rentproperty.

DowntownHoughtonisnotperceivedasagreatplacetostartabusiness.

DowntownHoughtonshouldconsiderafewkeyloca1onstocreatedisplaysforconsumerinforma1onandevents.

Whilesurveyrespondentsingeneralfeltthattheparkingwasadequate,someindicatedparkingwasinconvenient.

Manysimilaropenendedcommentspointedtothecondi1onofDowntownHoughtonparkingdecks.Theyshowobvioussignsofwearandareperceivedasimprac1cal.Downtownshouldseriouslyconsiderthefutureofparkingandaccessibility,andtheeffec1venessofexis1ngparkingstructures.



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PROCESSDETAILS


Eventsshouldnotbeperceivedasthecoredriverofmarke1ngpromo1on.Events(atleastthoseDowntownHoughtonhasbeenapartof),canbeeffec1vetobringpeopledowntown,butmaynotdriveresidualshopping/diningvisitsorevenproducesignificantshopping/diningvisitsthedayoftheevent.Events(suchasparadesandartshows)aresimplya“goodvibe”forDowntownandshouldbeperceivedinthisway.

Findingwaystobringnewretailstoresandrestaurantstodowntownshouldbethedriverofmarke2ngeffortsforDowntownHoughton.

Communica1onaboutDowntownHoughtonshouldbeintegratedreachingacrossmul1plemedia.Priori1zingonemediavenueforfutureadver1singcouldmeanmissingtheopportunitytocommunicatewiththepublic.



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PROCESSDETAILS


Thecurrent“brand”hasclearpercep1onsofclean,friendlyandsafe,butnotintriguing,exci1ngorfillingdiverseconsumershoppingandea1ngdesires.

CurrentlyDowntownHoughtondoesnothaveaclearbrandorlogo.Itissimplyaloca1onthatrespondentsiden1fiedwith.



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PROCESSDETAILS

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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PROCESSDETAILS

SWOTSESSIONEXECUTIVESUMMARY

Thefollowingstatementsareorganizedbystrengths,weaknesses,brainstorm/discussionoftheNovember2009SWOTpar4cipants…



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PROCESSDETAILS


STRENGTHS‐DOWNTOWNHOUGHTON

StreetscapeProject.

Geography/loca<onintheKeweenaw.

Communityhasabilitytoworktogether.

MTUStudentsgivethedowntownlife.

Thewaterfrontviews.

Readilyavailablespacetoworkwith.

Suppor<ve&aggressiveCityAdministra<ve.



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PROCESSDETAILS


STRENGTHS‐DOWNTOWNHOUGHTON

HistoricalArchitecture.

SafeandClean.

Economicallyanddemographicallydiverse.

Aneatlookandfeel.

Posi<vefeedbackgoingbackandforthbetweenthecityandcommunity.

PublicLibrary&PostOffice.

Volume(numbers)inpeopletraffic.

Lowcostpersquarefoottorentofficespace.



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PROCESSDETAILS


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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PROCESSDETAILS


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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PROCESSDETAILS


OPPORTUNITIES‐DOWNTOWNHOUGHTON

Developabrandthatshowcasestheposi<veimageofDowntownHoughton.

Restructuretrafficflow–keepangledparking.

Promotemorewinterac<vi<es(wintercarnivaldowntown).

Offerincen<vesorcheaperretailrentforbusiness.

GrowthofSmartZoneandLakeshoreCentermeansincreased“consumer”traffic.



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OPPORTUNITIES‐DOWNTOWNHOUGHTON

U<lizethewaterfronttrails–developthewaterfrontmorecompletely.

FromtheDeetothepowerhousewaterfrontretailopportunity.

Upgradedowntownresiden<alliving–makeitmoredesirableanda^rac<ve.

Moreprofessionaldowntowninthewaywegetthingsdone.Moredefinedprocess.Moregoalsanddirec<on.

Port/cruiseshipdockingsta<on.



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PROCESSDETAILS


THREATS‐DOWNTOWNHOUGHTON

Newdevelopmentsoutsideofdowntown.

Snowremovalandclimate.

Mall.

US‐41goesthroughdowntown.Noeasywaytojuststop.

Lossofacrestore.

Traffic.

Trucks.

Can’tclosethestreet.



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PROCESSDETAILS


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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SITUATIONANALYSIS

KeyDemographicFactors

DowntownHoughtonisatthenorthernpointoftheCityofHoughton.Asadowntown,theareaisades<na<onforallcityresidentsandvisitors.

Becauseofitsloca<onandfocalpoint,DowntownHoughtonmustbefunc<onalforacross‐sec<onofdemographicneeds,includingadominantstudentpopula<onfromMichiganTechandaresidentpopula<onwhichskewstowardsyoungfamilies.

Theseniorci<zenpopula<onissignificantwithsomeresidentslivingincloseproximitytodowntownandothersinthesurroundingcityarea.However,thepresenceofseniorslivingdowntownskewsagainstthedemographictrendsofHoughton.



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SITUATIONANALYSIS

KeyDemographicFactors(con4nued)

Asignificantpopula4ontrendfortheCityofHoughtonis67%ofthepopula4onaged0‐26.Moreeffortmustbemadetocatertotheyouthpopula4on.Amixofretailstores,ac4vi4esanddes4na4onpointsshouldencourageindividualandfamilytrafficpa]ernsregularlytowardsDowntownHoughton.



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SITUATIONANALYSIS


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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SITUATIONANALYSIS


OURDOWNTOWNHOUGHTON“TARGETMARKET”

Keytargets: ages18–24heavilyweightedonstudents ages20–50weightedonresidentswithfamilies

Secondarytargets: age50+

Ourmarketsitua4onisviewedasstable.Nosignificantgrowthordeclineinpopula4onisan4cipated.



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SITUATIONANALYSIS

KeyEconomicFactors

Over11vacantbuildingswithpoten<alretail/residen<alopportuni<esexistinthe1.5squaremileareaoccupiesdowntown.InputfromresearchandSWOTidealis<callypointtothesevacantproper<esasopportunityversusthreat.

Conversely,priortotheeconomicdownturn,asimilaramountofvacanciesexisted,buteffortssuchasthestreetscapeprojectandincen<vebasedbuildingownershipprogramssponsoredbythecityitselfhaveresultedintheupgradeandremodelingeffortstoover15proper<es.Whileeconomicdownturnisacurrentreality,DowntownHoughtonitselfhascon<nuedtothriveandgrow.



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SITUATIONANALYSIS

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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SITUATIONANALYSIS

Key“Technological”Factors

TheimpactofoneofAmerica’sleadingtechnologycolleges,MichiganTechnologicalUniversityisclearlyanintegralpartofthepast,presentandfutureofDowntownHoughton.Notonlythroughstudentimpactonthelocaleconomy,butofthefacultyandstaffwhoalsocontributetotheoverallcitybo^omlineaswellasthetaxcontribu<onoftheuniversity.

ThesuccessofMichiganTechwillalwaysbeacri<caldrivertowardsthevitalityofDowntownHoughton.Theuniversityisdrivingpeopleandstart‐upbusinessestotheimmediateHoughtonarea,andthismeanspoten<alforservicesandproductsthatlinktothismarket.Everyeffortshouldbemadetocon<nuetocatertotheconnec<vitybetweenTechandDowntownHoughton.



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SITUATIONANALYSIS

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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SITUATIONANALYSIS

Key“Technological”Factors(con4nued)

RegardlessofthehightechenterprisesurroundingHoughton,downtownitselfismorecharmingthanadvancedandprogressive.

Anopportunityexiststocreatelinkedcommunityandvisitorinforma<onsystemsviaacommonwebportal.



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SITUATIONANALYSIS

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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SITUATIONANALYSIS

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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SITUATIONANALYSIS

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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SITUATIONANALYSIS


Equallyimportantistheimpactthatvenuessuchasartgalleriesandtheatresmighthaveontheperceivedvibrancyofthedowntownasagreatplacetolive.Alongwithbusinessandresiden<aldevelopment,thisplanplacesapremiumonthepursuitofsocial/culturalinfluences.

Increasingconnec<vitytotheMichiganTechculturalefforts,alongwithsupportofartsandcultureatthelocalK‐12schoolswouldbeastart.



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SITUATIONANALYSIS


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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SITUATIONANALYSIS

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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SITUATIONANALYSIS

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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SITUATIONANALYSIS

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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SITUATIONANALYSIS

KeyCityInfrastructureFactors

Themajorconstruc<onprojectenhancingthedowntownstreetscapeiscompleteasofNovember2009.Greatimprovementstothestreetanddowntownwater/sewersystemwereachievedatthesame<me.

Inaddi<on,mul<plebuildingshavereceived“facelias”aspartofthedowntownstreetscapeincen<veprogram.Thetownisindeedmorea^rac<veandpresentablethanithasbeeninyears.



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SITUATIONANALYSIS

KeyCityInfrastructureFactors

AsofDecember2009,newconsidera2onisbeinggiventoconceptof“angled”parkingonShelden,withtwo‐waytrafficreturnedtoMontezumaasitwasduringthestreetscapeproject.AstrongmajorityofretailersandconsumershaveexpressedagreatdesireforthisconcepttoliveinDowntownHoughtonforthelong‐term.Ifitdoes,manyaspectsofmarke2ngthedowntownwillbeimpactedbythisdrama2cshiW.



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SITUATIONANALYSIS

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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SITUATIONANALYSIS


IMPORTANT

DowntownHoughtonisnotcurrentlyaspor<ngvenue,amuseumorschoolcomplex,itisacollec<onofbusinessandretailstoresthatcoexisttobuildcommerce.

Forthenearfuture–

DowntownHoughtonwillonlybeasvibrantandsuccessfulastheretailstores,restaurants,pubsandentertainmentvenuesthatresearchshowsdrawspeopletoDowntown.



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SITUATIONANALYSIS


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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SITUATIONANALYSIS

KeyConsumerMo4va4onFactors

Whiletheresearchresultsgointodetail,itisimportanttostressthatDowntownHoughtonisperceivedasclean,accessibleandsafeacrossthemajorityofthepopula<on.

DowntownHoughtonisnotperceivedasdiverseanda]rac4veintheformofmul4pleplacestoeatandshopwithresidentsorvisitors.

PeoplewantmorefromDowntownHoughton:

•  Theywantdowntowntobedifferentfromtheshoppingcorridor.•  Theydonotwantfastfood,theywantItalianandMexican.•  Theydonotwantadepartmentstore;theywantaspecialtyshoestore

anduniqueapparelshopping.



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SITUATIONANALYSIS

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:



Successfuldowntownmarke2ngprogramsarearesultof:

Anorganizedteamofpeoplewithinterestindowntownthatareallonthesamepage,haveagoalands2cktoaplan

Cleandowntownwithclean,updatedstorefronts

Ana=rac2on(businessandresiden2al)plan

RegularandirregularEvents

Strongbrand

Regularprofessional,well‐executedpromo2onalprogram

Partnershipswithotherci2esandwithintheirowncommunity(i.e.Tech)

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OUTSIDEASSESSMENTANDINFLUENCE‐complimentsitua4onanalysis

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



8



8

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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Developamarke<ngcommunica<on/ac<vitysupportteam.

Thisgroupwouldfocusontheongoingdevelopmentofbrandcommunica<onandDowntownHoughtonpromo<ons.

Developinforma2onalkiosksatkeypointsinthedowntownfordisplayofeventandpromo1onalinforma1on(PostOffice,CityCenter,Hellmancenter,DailyMiningGazeRe).

Createanannualpromo2onalcalendarofeventsthatstartsbycoordina1ngandpublicizinginforma1ononallexis1ngcitysponsoredevents,paradesandbusinesscommunitypromo1ons.Supporttheseeventswithadver1singbudgetthatlinkstotheDowntownHoughtonbrand.

Developasponsoreddigitaldisplayprogramforuseinallhotels,postoffice,restaurants,pubsthatpromotesDowntownHoughtonac1vi1es.



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Thisgroupwouldfocusontheongoingdevelopmentofbrandcommunica<onandDowntownHoughtonpromo<ons.

DevelopadynamiclookingDowntownHoughtonpresenceontheCityofHoughtonwebsite.Orastand‐alonewebsite.

Thewebsiteshouldincludeinforma1onaboutdowntownevents,retailspace,grantdetails,livingopportuni1es,directory,coupons,downtowngiacer1ficatepurchases,parkingmaps.



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Createmorecoordinated,stylis2c/characterdrivenDowntownHoughtonSignageprogram(thatreflectsanewbrand)toinclude:

WelcometoDowntownHoughton DowntownStreetSigns DowntownParkingcodes DowntownParkingdecksigns(direc1onal) Downtowninforma1onsigns(includingbusiness/restaurantlistsandmaps) Downtownpromo1onal/eventkiosks Municipalbuildingsigns(includingcityoffices,police,post)



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ConsidertheinclusionoftheDowntownHoughtonbrandonthewelcome/visitorcenteroftheChamberofCommerce.

Inaddi1on,place“CometoDowntownHoughton"signageatthefrontoftown,beforeTechandbeforetheWal‐Mart.

Developaconsumerfrequency“downtown‐customer”programfocusedonrestaurants/pubs.(Buy,scancards,earnpoints,andredeempointsfordowntownHoughtonbucks).UsescannerdisplaystopromoteDowntownineveryvenue.



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Createanannualsweepstakesprogramthatdrivespeopletovisitdowntownandcreatesareward‐payoutthatgeneratesexcitementandinterest.BuildoffoftheChamberprogramsandshoplocallyideas.



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Developamarke2ngeffortsurroundingtheDeestadium,theimpactofhockeyeventsonthedowntownandtheconnec2vitytothe“birthplaceofprofessionalhockey”

InordertofullyunderstandtheimpactoftheDeeandhockeyeventsonthedowntowneconomy,createaresearchdiscoveryprogramtounderstandpercep1onsofpeoplewhousetheDee,andofthedowntownbusinesseswhomaybeimpactedbyitsgrowthordecline.

Evaluatetheeffec1venessofthewayDowntownHoughtonbusinessesandeventsare“Cross‐sold”withintheDeeenvironment.Inturn,findwaystogrowawarenessofDeeeventsacrossdowntownmerchantsandotherconsumerdes1na1onpoints.

Createstrongermarke1ngfortheDeeindowntowncommunica1on,andgrowthesignificanceofthebirthplaceofprofessionalhockeymuseum.



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Developamarke<ngcommunica<on/ac<vitysupportteam

Spendwiselyonadver2sing–SAVEsignificantinvestmentforwhenthereismoresubstancetoDowntownthantoday.

Beginse~ngresourcesasideforthenext3yearsinordertosupportaregionaladver<singcampaignin2013.Target$75,000forayear‐longcampaignin2013toadver<seDowntownHoughtoninamoreaggressivemanneronceretailspacesarepredominantlyfilledandnewresiden<alopportuni<esrealized.



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CreateaPRprogramfordowntownanditsretailers.

DevelopaPRscheduletoinclude“news”abouteventsandupdatesonposi1veprogresstodowntown.AlsoallowretailersaccesstothePRresourcesformajorannouncements.

Createapromo1onalcalendarandwork“aheadoftheschedule”allowingproperplanningandbuildupexcitementabouttheeventorpromo1on.Usethepromo1onalcalendarasalinktoareamedia–alwaysgivingthemsomethingtotalkaboutregardingwhatiscomingnextinDowntownHoughton.



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Createonemajorrevenuegenera2ngeventthatcanbeusedasafundraiserformarke2ngdowntown.Researchiden1fiedthatbarsandrestaurantsbringpeopleDowntown.Theideaofan“Oktoberfest”wouldbeanobvioussuccessifdonewell.

Createafewsmallerweeklyeventsthatcanbeusedtogetpeopledowntownweekdayeveningsandweekends.•  ResearchclearlysayseventsmakepeoplefeelgoodaboutDowntown.As

longasweunderstandthatthisisthe“netnet”ofmostevents(afeelgood)weshouldcon1nuetofindwaystocreateeventsthatsupportgoodvibes.

•  Ideaslikeweekdaymusicvenuesormoviesontheparkingdeckduringthesummermonthswouldhelpcon1nueachievingthis.AlsoconsideraSaturdaymorningfarmers&artmarketasaregularevent.

•  Itwouldbeimportantthatretailersareopenlatertohelpsupporttheseevents.



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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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Thedowntownwaterfrontlandscapeisgrosslyskewedtowardsthepresenceofdilapida2ngparkingdecksthatarenotoverused‐onKEYREALESTATE.

Becomingamorevibrantdowntownshouldtakeaboldvisionforwardtocreateawaterfrontlivingandcommunitycomplexthatenhancesthevalueofallbusinessesandpropertyaroundit.



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Encouragingunitupdatestocitylandowners.Find2to3DowntownLivingscenarioswherewecouldfeaturethepropertyinpublicrela<onsandthelifestyle.

Pursuearegionalpublicrela2onscampaignfeaturing“livinginDowntownHoughton”.

Introducetheposi<oningconceptoflivingdowntownasa“higher‐rent”districtversuslow‐costaffordabletolandowners.Encouragenewandupgradedapartmentscondosforresidentsandstudentswithhigherdisposableincome.

Createanewpark/eventvenuemorecentrallylocatedneardowntown.Findaplaceforartfairsandlivemusictoexistandthrive–forparadesto“startorland”.Considerinves1nginstructuresandlandscapingfortheareabetweentheLibraryandLakeshoreCenter.



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Developaresiden<aldevelopmenttask‐force.

TheMarke1ngDepartment(withqualifiedsupportfromcommentaryfromresearch),feelsthatDowntownHoughtonneedsadedicatedgroupofpeopleoutsidethecityofficestopayaRen1ontothedetailsofthecity–tomovefrommacrodesigntomicroaesthe1cs.

Thisislessaboutthestreetconstruc1on,andmoreaboutthesidestreets,signage,paintjobsandmaintainingtheclean,safeappearancethatpeopleinresearchsaidtheylikemostaboutDowntownHoughton.



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Createabeau1fica1oncommiReethatworkstomakeeverynook&crannyandcornerofDowntownHoughtonclean,neatandaRrac1ve.



9

The Marketing Department Inc. has another 170 pictures

just like these.

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Developanewbusinessandbusinessdevelopmentsupportteam.

ThisgroupwouldfocusonhelpingtheCityManagerandCityCounciltobe^erplanandinfluencethebusinessofbusinessdevelopment,a^rac<onandreten<on.

Makeeveryefforttoimpactandinfluencethepropertyatthefrontofdowntown–infrontoftheoldBurgerKing.Turnthispropertyintokeyresiden1al/retailcenteratthefrontofthetown.

Createincen2vebasedexchangeprogramsforbusinesspropertydevelopmentwithkeypropertystakeholdersanddeveloperssuchasMoyle,Inc.,YalmerMahla,JulianConstruc1on.Inves1gatecrea1vewaystoincen1vizenewbusinesstostartinDowntownHoughton,includinglandtradesandbuildingselloutprogramssuchasthetac1csusedwithRhythmSkateShop.



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Basedonresearchfindings,worktoa=ract/build/developthefollowingbusinesstypesinDowntownHoughton:

AMexicanrestaurantAnItalianrestaurantADeli‐typerestaurantASteakhouseAnIceCreamshop

AFull‐lineshoestoreHomeHousewares(improveonthehardwareofferingindowntown!)Morediversityinapparelstores–fromcasualtoprofessionalKeweenawgiWshop



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Createanewbusinessopportunityeffortgearedatexis2ngsuccessfuldowntownbusinessownershelpingthemtoiden1fyandpursueaddi1onalopportuni1esindowntown.

Useourresearchdatatocreatean“opportunitybased”presenta2onforlocalandregionalstakeholderswithpoten1alinvestmentdollars.

Directlypartnerwithdevelopers,suchasMoyletoleveragetheirretailera^rac<onexper<se.Encouragetheirrepresenta<ononthetaskforce.

Adapttodecisionsmaderegardingangledparkingandtwo‐waytrafficprojec<onsforMontezumaavenue.



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ProvidenewlevelsofleadershiptotheDowntownHoughtonBusinessGroup/Associa2on.

Developasetofbusinessgrowthstandardsandtargetedtrainingprograms:

Enhancingproductmixofferingsandiden2fyingmarketplacegapsStorefrontdesignandupgradesIn‐storemerchandising,displays&signageAdver2singandpromo2onconsulta2onandleadershipEmployeeeduca2onandtrainingprograms

ConsideraDIRECTPARTNERSHIPwiththeChamberofCommercetogrowthisprogramspecificallyforDowntownHoughton.



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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



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

98




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


Friendly

Safe/Clean

Unique

Vibrant

Progressive

Historical

Differen4ated



SpecialEntertaining

FriendlyMoreFun

ConfidentSafe/Clean

100




HistoryintheMakingDowntownHoughton

HistoricalBuilding/Changing


FriendlySafe/CleanUnique

Vibrant

Progressive

Differen4ated

SpecialEntertainingFriendlyMoreFunConfident

Safe/Clean

101




Everyone’sDowntownHoughton




Vibrant

Progressive

Differen4ated


Safe/Clean

102




TheGoodLifeDowntownHoughton




Vibrant

Progressive

Differen4ated


Safe/Clean

103




GoDowntownHoughton!Going someplace special.




Vibrant

Progressive

Differen4ated


Safe/Clean

104







Vibrant

Progressive

Differen4ated


Safe/Clean

Lets Get to It! Downtown houghton

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LOGORECOMMENDATIONSTOTESTAGAINTHEKEYWORDSFROMRESEARCH

Historical

Building/Changing


Friendly

Safe/Clean

Unique

Vibrant

Progressive

Historical

Differen4ated



SpecialEntertaining

FriendlyMoreFun

ConfidentSafe/Clean

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