Business Association Strategic Business Plan 2013 – 2015

Executive Summary There are a number of incentives happening within the Stony Plain Road and Area Business Association zone that creates a window of opportunity to transform the area in to the vibrant, lively, business area we all want to see. Three major contributors to improving the area are: 1. Stony Plain Urban Design 2. Jasper Place Revitalizaton 3. Rebranding of Stony Plain Road and Area. The purpose of this plan is to provide a two year strategic plan from 2013 to 2015 with four primary objectives: 1. 2. 3. 4.

Attract more people to the street. Support businesses through the 2013 – 2014 streetscape construction stage. Encourage quality building projects, mapping and wayfinding signage. Create a brand niche by building a market district.

To accomplish the goals, a process has been charted that covers four main components: 1. 2. 3. 4.

What needs to be done. How it will get done. Who will do what. When it will be completed

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Contents

Executive Summary ............................................................................................................................2 Mission Statement .............................................................................................................................4 Introduction .......................................................................................................................................4 Who we are today… ...........................................................................................................................5 About the Stony Plain Road and Area Business Revitalization Zone (BRZ) .........................................5 What’s currently happening… ............................................................................................................7 Objectives for the next two years are… ...............................................................................................9 What needs to be done… .................................................................................................................. 10 When the plan will be implemented… ............................................................................................... 13 Budget for Market Development ...................................................................................................... 14 Next steps…. .................................................................................................................................... 15 References ..................................................................................................................................... 16 Bios ............................................................................................................................................. 16 Web ............................................................................................................................................. 16 Print ............................................................................................................................................ 16 Appendices ...................................................................................................................................... 17 A – Edmonton Indicators .............................................................................................................. 17 B – 20 Ingredients......................................................................................................................... 19 C – Guerilla Marketing .................................................................................................................. 20 D – Pop-up Retail ......................................................................................................................... 23 E – Food Trucks ............................................................................................................................ 26 F – Importance of Strategic Alliances ............................................................................................ 28 G - Selecting alliance partners ....................................................................................................... 30 H – Suggested Strategic Alliances Contact Info .............................................................................. 32 I - 2013 Board of Directors Endorsement ………………………………………………………………………………………33

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Mission Statement The Stony Plain Road and Area Business Association (BRZ) will provide residents and patrons with a safe, secure and comfortable business environment through the knowledge, diligence and pride in the business community.

Introduction Purpose The purpose of this strategic plan is to ensure that the vision and focus of the BRZ for the next two years is clear and transparent and encourages members, landlords, and stakeholders to commit and engage with the direction and goals as laid out in this plan. The strategic plan will address: 1. 2. 3. 4.

Who we are today and what currently is happening. What the prime objectives for the next two years are. How we plan on achieving these objectives. When the plan will be implemented.

The challenges rivaling the strategic plan are:     

Changing existing perception of business area Integrating perceived undesirable businesses Attracting new businesses Apathetic business owners and landlords Working through streetscape construction

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Who we are today… About the Stony Plain Road and Area Business Revitalization Zone (BRZ)

A BRZ is a unique opportunity for businesses to work together to accomplish mutual goals. Customers want safe, interesting and attractive places to shop, dine and conduct business. To attract these customers, a BRZ can enhance an area through advocacy for:

“Today is yours to shape. Create a masterpiece!” – Steve Maraboli

   

Streetscape improvements Joint promotions and events Economic development Municipal Improvement Programs (Façade and Development Incentive Fund)

Governed by a combination of provincial legislations and City policy, a BRZ is initiated at the request of a business community. When a BRZ is created, City Council establishes a business association, sets the BRZ boundary, and approves a Board of Directors and annual budget. The budgeted amount is collected through a special tax levy of BRZ members. Once established, City Council annually approves the BRZ’s budget, Board of Directors, and special tax levy. All monies collected by the City are returned to the Business Association in quarterly installments to fund the BRZ's initiatives.

The world will not evolve past its current state of crisis by using the same thinking that created the situation. – Albert Einstein

A business association must meet several requirements each year:    

Produce an audited financial statement and annual report Conduct an annual general meeting for its members Nominate a Board of Directors Draft an annual budget

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Specifics about the Stony Plain Road and Area Business Association (BRZ)    

 

The Stony Plain Road and Area Business Association was established in 2006. The boundary is from 140 streets to 170 streets Stony Plain Road – from 100 to 102 Ave. In 2012 there are six voting Board members and eight in 2013 (See Appendix I) The staff consists of: o Fulltime Executive Director (ED) o Part-time Office Assistant (OA) o Proposed Market Facilitator (MF) April – October 2013 There are approximately 550 business members. The mix is anywhere from small mom and pop shops to mall retail to automotive to commercial industrial. The communities adjacent to and surrounding Stony Plain Road and Area Business Association are: o Canora o Britannia Youngstown o West Jasper Place o Glenwood o Crestwood o Grovner o Glenora o High Park o Mayfield

“The essence of community, its heart and soul, is the nonmonetary exchange of value; things we do and share because we care for others, and for the good of the place.” – Dee Hock

Strengths and Opportunities Strengths o o o o o o o

Stony Plain Urban Design Vision – streetscape proposal 149th to 170th Street SPR Jasper Place Revitalization - New ARP for surrounding communities New Medical center (161 to 163 street Stony Plain Road) Close proximately of bike paths and McKinnon Raven New mixed used development – Jasper Gates Condominium New Façade Development – Currently 3 proposed City purchase of Grant MacEwan University for the purpose of arts, multicultural, and not-for-profit hub

o o

Location – 15 minute access from most areas in City Popular go to destinations:  Revolution Cycle  Wee Book Inn  Ethnic grocery shops  Haven Social Club  One Stop Bike Shop  West Commerce Businesses  43 Restaurants, western and ethnic  41 Hair, nail and personal grooming es  30 Clothing and clothing accessories stores  27 Automotive repair and maintenance  Two anchor malls: Jasper Place Mall and Mayfield Common Mall 6

Opportunities o o o o o o o o o o o o

Façade Program Development Incentive Fund Branding – New Market District Strategic Alliances New Medical Development Glenora Skyline Development Edmonton WinterCity Strategy Proposal Development of Grant MacEwan University for artists Acquainting landlords with vision and direction Future demographics (Appendix C) Location, location, location Future Trends (Appendix D)  Gurreilla Marketing  Pop up Retail  Food Trucks

What’s currently happening… Stony Plain Urban Design Vision Stony Plain Road is emerging as one of West Edmonton’s key destinations. In 2013, the City will begin streetscape improvements to help make Stony Plain Road more accessible, better designed and pedestrian-friendly. Stony Plain Road streetscaping is a part of the City’s revitalization of Jasper Place, which includes turning Stony Plain Road into a mixed-use “main street” accessible by a variety of transportation modes. It will focus on Stony Plain Road between 149 Street and 158 Street, including the side streets up to the alley. Streetscape improvements will continue between 158 Street and 170 Street following the completion of the 149 Street to 158 Street phase.

Jasper Place Revitalization In 2010, the City of Edmonton adopted a new Municipal Development Plan, The Way We Grow. It sets out the City’s vision for a more compact, sustainable and livable City. The City also approved a revitalization strategy for Jasper Place in 2009 which included the goal of undertaking an Area Redevelopment Plan (ARP) process for the four Jasper Place neighbourhoods. This work is now getting underway. The ARP will be developed in collaboration with community and City stakeholders over the next year. It will build on the existing visioning work that has been done through the Revitalization Strategy and will create a local strategy for implementing the City’s key strategic priorities, while recognizing community aspirations as they were expressed in the Revitalization Strategy.

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Recreating the brand for Stony Plain Road and Area Business Association To succeed in branding the needs and wants of the customers must be understood. This is done by integrating a brand strategy through every point of public contact. The brand resides within the hearts and minds of customers, businesses, stakeholders and landlords. It is the sum total of their experiences and perceptions, some of which can be influenced, and some that cannot. A strong brand is invaluable as the battle for customers intensifies day by day. It's important to spend time investing in researching, defining, and building the brand. This past year the BRZ has been working on a vision to create a new brand for the area. Through the Revitalization Strategy, The City of Edmonton provided two matching grants which were used to research and define the potential of the business area and provide a direction for a new brand image. The methodology used was to engage Roger Brooks of Destination Development Inc. to help with the process. Roger visited the business area in January 2012 and provided valuable insight on how to achieve an attractive and appealing area through various recommendations. Roger strongly suggested that the change be focused one block at a time. Following his visit a workshop was attended by the Board of Directors at Roger’s office in Seattle to grind down the options for a brand. The result was a consensus that the Stony Plain Road and Area could become the market district of Edmonton. The next step was to then involve Aaron Zaretsky of Public Market Development for his expertise option on whether the market district idea was feasible for the area. Aaron provided a report that outlined all the positives attributes of the area that supported the vision and highly recommended moving forward to creating an urban district market of Edmonton. The block selected was 152 -153 Street Stony Plain Road (152 Block) with the criteria for picking the first block being based on a combination of concentrated commitment from the landlords and business members.

“The future depends on what you do today.” – Mahatma Gandhi

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Objectives for the next two years are… Attract more people to the business area by: Improve the physical image of the business area to help make it a destination. Improve social image of the business by encouraging a quality business environment that supports a balanced mix of businesses. Promote business and property investment opportunities. Actively market the area to attract residents and visitors.

Support the businesses throughout the streetscape construction stage by: Ensure strong communication between the businesses, landlords and overall construction process of the streetscape. Arrange additional promotion and signage requirements during construction.

Encourage quality building projects, area mapping, and wayfinding signage by: Partnering with the City of Edmonton and implementing a comprehensive gateway and wayfinding plan. Continue to promote the Façade Program and the Development Incentive Fund. Create a map of the business area.

Build a district market niche by: Build one block at a time starting with the businesses and landlords in the 152 block. Source out investors who understand and support the vision. Work with elected and City officials on vision. Create strong strategic alliances to promote the market. Hire a facilitator to work with the market setup. Create a society by which the market will be governed.

“If you want to go far, go together with others.” Proverb

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What needs to be done… Attract more people to the business area by: Strategy

How

Improve the physical image of the business area to help make it a destination

1. Visual enhancements through flower planters, seasonal lighting and litter removal programs. 2. Encourage landlords to improve their building curb appeal and take advantage of the Façade Improvement Program. 3. Encourage businesses to improve the appearance of their outside entrance and window dressings. 4. Improve wayfinding signage. 5. Encourage perpendicular business signs. 6. Provide clear directions for parking and identify possible future locations.

Improve social image of the business by encouraging a quality business environment that supports a balanced mix of businesses

1. Create an inventory of businesses that would we would like to attract to the area. 2. Work with landlords to help find tenants. 3. Encourage landlords with vacant space to use window dressings to promote preferred businesses. 4. Work with City to utilize vacant property by leasing to Pop Up Retail. 5. Encourage four season patios to bring people to the streets. 6. Create Guerrilla Marketing strategies to promote the business area. 7. Encourage Food Trucks to attract more people to the streets.

Promote business and property investment opportunities

1. Monitor all for lease and/or sale property and make contact with landlord and/or leasing agent. 2. Have a marketing package ready including short video to present whenever opportunity presents itself. 3. Create Strategic Alliances to help promote investment opportunities.

Actively market the area to attract residents and visitors

1. Utilize all forms of advertising including social media, print, networking. 2. Research TV and Radio options. 3. Find a spokesperson.

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Support the businesses throughout the streetscape construction stage by: Strategy

How

Ensure strong communication between the businesses, landlords and overall construction process of the streetscape

1. Create a list of key personnel. 2. Host a meeting with key personnel prior to construction start to outline a communication direction.

Determine additional promotion and signage requirements during construction

1. Work with City to map out signage requirements. 2. Work with construction contractor to outline time table.

Encourage quality building projects, area mapping and wayfinding signage and by: Strategy

How

Partnering with the City of Edmonton and implementing a comprehensive gateway and wayfinding plan.

1. Create a tool to identify where wayfinding and mapping would be most effective.

Continue to promote the Façade Program & Development Incentive Fund

1. Target ideal locations that would qualify for the Development Incentive and Façade funding. 2. Host an open house for developers and landlords showcase the qualifying properties.

Build a district market niche by: Strategy

How

Build one block at a time starting with the businesses and landlords in the 152 block.

1. Meet with landlords one on one and outlining the vision and asking for their cooperation by: a. Turning vacant space into smaller units. b. Encourage similar store hours in lease. 2. Meet with landlords one on one and outlining the vision and asking for their cooperation by: a. Dressing up their storefront and improve curb appeal. b. Keeping the sidewalks clean and graffiti clear. c. Changing to perpendicular signage. d. Keeping same store hours.

Source out investors who understand and support the vision.

1. Host an open house to present vision. 2. Meet with commercial realtors. 3. Contact similar markets in other cities.

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Work with elected and City officials on the vision.

1. Ask for support from the City to collaborate on an enhancement program for derelict property within and in close proximity of the 152 block.

Create strong strategic alliances to promote the market.

1. Create an inventory of companies with common goals and objectives that would enhance the market area.

Hire a facilitator to help with the market setup.

1. Help promote the market to developers, City officials and provincial officials. 2. Create a society for the market which includes setting up bylaws for the market area. 3. Help attract vendors suitable for the market. 4. Suggest marketing approaches to attract people to the market.

Create a society by which the market will be governed.

1. Bring back Aaron to: a. Outline the bylaws for the market b. Help create a not for profit society

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When the plan will be implemented… 2012 Month November Nov/Dec Nov/Dec Nov/Dec

Task    

Grant application to City to hire Market Facilitator Create a database of vacant space. Create a map of available parking spaces including vacant land Assemble a marketing package in preparation to meet one on one with landlords and businesses within 152 block, strategic alliances and key stakeholders.

Who ED OA OA ED

2013 Month

Task

Who

January



Create an inventory of businesses to attract to the area.

ED

February



Identify City owned vacant property and meet with City administration to promote and encourage Pop up Retail in the vacant buildings and/or property.

ED

Jan to Mar



Meet with potential strategic alliances.

ED

February



ED

March



Start sourcing out a Market Facilitator to be hired by the April. Set up a meeting between Construction Company and City administration to develop a communication structure to address pedestrian and consumer obstruction caused by construction.

Mar to May



Set up one on one meetings with businesses of 152 block to: o Improve the outside and window dressing of their stores o Encourage perpendicular signage. o Encourage and promote four season patios. o Keeping similar shopping schedules. o Keeping sidewalks clean and graffiti free.

MF

March to June



Set up one on one meetings with landlords of 152 block to: o Discuss possible options to improve the curb appeal of the properties

ED/MF

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ED

o o

Turn vacant spaces into smaller units. Encourage window dressing to promote desired businesses in vacant spaces.

April



Plan for 200 flower barrels placement.

On Going

 

Work with landlords to find new tenants. Create relationships with commercial realtors.

ED/MF/OA

April



ED/MF/OA

April - July Sept to Dec

 

Host an open house to present the strategic plan to all the stakeholders. Work on winter lighting theme for 2013/2014. Work on a marketing strategy for Market District which involves: o Creating a marketing committee o Developing a new branding identification o Creating a new website for the market. o Creating social media links and accounts

September



OA

ED

Initiate a meeting with the City administration to discuss and design a strategy for wayfinding signage.

2014 Month

Task

January -July



July December



Who

Contract Aaron Zaretsky with Public Market Development to help create a Market District Society and bylaw’s for the market. Work on Market District Strategy

Budget for Market Development  2013 Requirement Hire Market Facilitator Open House Website – Social Media 

Amount $20,000 $ 2,000 $ 1,000

Source Grant – City of Edmonton BRZ Budget BRZ Budget

Amount $20,000 $20,000

Source Grant – City of Edmonton BRZ Budget

2014

Requirement Public Market Development

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Next steps…. The recommendation for this plan requires on-going monitoring and assessment. This report should be used as a guide and referred to regularly to ensure that the recommendations are being implemented. The Board of Directors and the Executive Director should incorporate review of the report as a permanent agenda item and update each meeting until goals have been achieved.

Summary and conclusion… Communication with the members, stakeholders, strategic alliances and surrounding communities is a very important aspect to supporting and achieving the missions and goals of the association. By understanding the strengths and opportunities and engaging strategic alliances, together we can make this a vibrant main street. To show good faith the Board of Directors and the Executive Director have endorsed this strategic plan.

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References Bios Roger Brooks www.destinationdevelopment.com Aaron Zaretsky www.publicmarketdevelopment.com Web

Edmonton Census 2011 http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/page.cfm?Lang=E Revitalizing Main Streets https://www.downtowndevelopment.com/revitalizing_main_street.php Main Streets – A Regional Approach http://www.co.ulster.ny.us/planning/ucpb/mainst/toolbox/MS%20Planning%20Guide%201.2%20Devel oping%20a%20MS%20Strategy.pdf Pop Up Retail http://www.firepolemarketing.com/blog/2011/06/20/pop-up-retail/ WinterCity Strategy http://www.edmonton.ca/City_government/documents/WinterCity_Consultation_Summary_FINAL.pdf Guerrilla Marketing http://www.creativeguerrillamarketing.com/what-is-guerrilla-marketing/ What makes food trucks so special? http://blog.foodservicewarehouse.com/blog/20 Strategic Alliance Success Factors http://www.rtleads.com/1/post/2012/08/strategic-alliance-success-factors-if-you-want-to-go-far-gowith-others.html How to Develop Strategic Alliances https://bizhub.anz.co.nz/resources/how-to-develop-strategic-alliances.aspx?page=all Print Niche Strategies for Downtown Revitalization N. David Milder The 20 Ingredients of an Outstanding Destination Rogers Brooks – Destination Development Inc

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Appendices A – Edmonton Indicators

2006-2011 Census Population

Edmonton’s population growth accelerates February 08, 2012 – Today’s release of census population figures for 2011 confirms Edmonton’s outstanding growth performance in recent years. The Edmonton Census Metropolitan Area (CMA) saw its population grow to 1,159,869 in 2011 and recorded the second fastest pace of growth of any metropolitan area in Canada over the period from 2006 to 2011 (see Table 1 below). The City of Edmonton recorded equally impressive growth in population reaching a total of 812,201 in 2011. It is important to note that the City’s population growth from 2006 to 2011 was faster than that recorded in the previous census. These very solid growth figures indicate that migration into both the City and the Capital Region was less negatively affected by the recent recession than previously thought. This bodes well for future growth as it indicates the region is able to attract and retain migrants, even in difficult eco nomic times. Alberta was the fastest growing province in Canada, driven by the growth of Calgary, Edmonton and Wood Buffalo. While Alberta has traditionally drawn much of its rising population from other provinces, international migration is playing an increasing role. Alberta’s share of the international migrants arriving in Canada has grown consistently over the past decade, resulting in a more diverse and cosmopolitan provincial population.

At the national level, our country’s total population grew to 33.5 million in 2011. Broadly speaking, growth was fastest in western Canada while the Maritimes lagged behind the national average. Interestingly, both Saskatchewan and Newfoundland managed to reverse their former trend of population loss, with both provinces reporting gains in the period from 2006 to 2011.

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Table 1 Selected Population Figures

Population

Geographic name Canada Alberta Edmonton CMA City of Edmonton Calgary CMA City of Calgary Strathcona County St. Albert Parkland County Spruce Grove City of Leduc Sturgeon County Fort Saskatchewan Leduc County Stony Plain Beaumont Morinville Devon

2011 33,476,688 3,645,257 1,159,869 812,201 1,214,839 1,096,833 92,490 61,466 30,568 26,171 24,279 19,578 19,051 13,541 15,051 13,284 8,569 6,510

% change 2006 to 2001 to 2006 31,612,897 3,290,350 1,034,945 730,372 1,079,310 988,193 82,511 57,764 29,220 19,541 16,967 18,566 14,957 13,135 12,363 8,961 6,775 6,256

Source: Statistics Canada

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2001 30,007,094 2,974,807 937,845 666,104 951,494 870,003 71,986 53,081 27,217 15,983 15,032 18,067 13,121 12,528 9,624 7,006 6,540 4,969

20115.9 10.8 12.1 11.2 12.6 10.9 12.1 6.4 4.6 33.9 43.1 5.5 27.4 3.1 21.7 48.2 26.5 4.0

2006 5.4 10.6 10.4 9.6 13.4 12.4 14.6 8.7 7.5 22 12.9 3.1 14 1.6 28.5 27.9 3.6 25.9

B – 20 Ingredients

The 20 Ingredients of an Outstanding Destination No Ingredient 1 Have a plan 2 Define a strong brand 3 10/10/10 Rule 10 Places that sell food 10 Destination retail shops 10 Places opened after 6:00 PM 4 Anchor tenants 5 Lease agreements define operation hours and days 6 Mixed use developments 7 Landlords willing to make a difference 8 One block 9 Parking solutions 10 Public washrooms 11 Gathering places 12 Good first impressions – Community districts 13 Wayfinding sings 14 20/20 Signage (perpendicular) 15 Good first impressions - gateways 16 Sidewalk cafes 17 Façade beautification 18 Activities and entertainment 19 District name 20 Market the experience

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Check

C – Guerilla Marketing

What Is Guerrilla Marketing?

Guerrilla Marketing is an advertising strategy that focuses on low-cost unconventional marketing tactics that yield maximum results. The original term was coined by Jay Conrad Levinson in his 1984 book ‘Guerrilla Advertising’. The term guerrilla marketing was inspired by guerrilla warfare which is a form of irregular warfare and relates to the small tactic strategies used by armed civilians. Many of these tactics includes ambushes, sabotage, raids and elements of surprise. Much like guerrilla warfare, guerrilla marketing uses the same sort of tactics in the marketing industry. This alternative advertising style relies heavily on unconventional marketing strategy, high energy and imagination. Guerrilla Marketing is about taking the consumer by surprise, make an indelible impression and create copious amounts of social buzz. Guerrilla marketing is said to make a far more valuable impression with consumers in comparison to more traditional forms of advertising and marketing. This is due to the fact that most guerrilla marketing campaigns aim to strike the consumer at a more personal and memorable level.

Guerrilla marketing is often ideal for small businesses that need to reach a large audience without breaking the bank. It also is used by big companies in grassroots campaigns to compliment on-going mass media campaigns. Individuals have also adopted this marketing style as a way to find a job or more work.

The History of Guerrilla Marketing Advertising can be dated back to 4000 BC where the early Egyptians used papyrus to make sales messages and wall posters. What we consider traditional advertising and marketing slowly developed over the centuries but never really boomed until the early 1900s. It was at this time that the main goal of advertisements were to educate the consumer on the product or service rather than to entertain and engage them.

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In 1960, campaigns focuses on heavy advertising spending in different mass media channels such as radio and print. It wasn’t till the late 1980s and early 1990s that cable television started seeing advertising messages. The most memorable pioneer during this time was MTV where they focused on getting the consumer to tune in for the advertising message rather than it being the by-product of a featured show. Agencies struggled to make an impression on consumers and consumers were tired of being marketed to. It was time for a change. In 1984, marketer Jay Conrad Levinson introduced the formal term in his book called, “Guerrilla Marketing.” Levinson comes from a background as the Senior Vice-President at J. Walter Thompson and Creative Director and Board Member at Leo Burnett Advertising. In Levinson’s book, he proposes unique ways of approaching and combating traditional forms of advertising. The goal of guerrilla marketing was to use unconvent ional tactics to advertise on a small budget. During this time, radio, television and print were on the rise, but consumers were growing tired. Levinson suggests that campaigns need to be shocking, unique, outrageous and clever. It needs to create buzz. Small businesses started changing their ways of thinking and approached marketing in a brand new way. The concept of guerrilla marketing continues to develop and grow organically. You can find more information about Jay Conrad Levinson at the Official Site of Guerrilla Marketing.

How Big Businesses Are Using Guerrilla Marketing

Guerrilla marketing originally was a concept aimed towards small businesses with a small budget, but this didn’t stop big businesses from adopting the same ideology.

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Larger companies have been using unconventional marketing to compliment their advertising campaigns. Some marketers argue that when big businesses utilize guerrilla marketing tactics, it isn’t true guerrilla. Bigger companies have much larger budgets and their brands are usually already well established. It can also be far more risky for a big business to do guerrilla marketing tactics. In some instances, their guerrilla stunts can flop and ultimately become a PR nightmare. Smaller businesses don’t run as much risk as most people will just write it off as another failed stunt. One such example would be the famous 2007 Boston Bomb Scare caused by Turner Broadcasting on January 31, 2007. What started off as a guerrilla marketing campaign to promote a new film featuring a Cartoon Network show called Aqua Teen Hunger Force, turned into a Citywide bomb scare. Turner Broadcasting with the help of guerrilla marketing agency, Interference, Inc., placed battery-powered LED placards resembling the ‘Mooninite’ character on the cartoon show. The LED placards were placed throughout Boston, Massachusetts and the surrounding cities. The placards were placed in random locations and remained unlit during the day. At night the placards lit up to show the ‘Mooninite’ character putting up his middle finger. The devices resembled some characteristics of explosive devices and soon caused the scare. The campaign ended up costing Turner Broadcasting and Interference, Inc. $2 million for the incident. The campaign itself received a lot of criticism both good and bad. “Nobody could have conceived that Lite-Brite cartoon character was going to evoke a bomb scare. Once you take the emotion out of it, it was a really innovative campaign. That’s what people will remember. Many of the brands we work with are asking us for guerrilla marketing campaigns, with an element of mystery, but they don’t really understand what it means. Ewen could elevate this experience into something for the industry to learn from, counseling on what it means. He should be out there speaking about this to industry groups.” - Donna Sokolsky, CoFounder of Spark PR in San Francisco Well it seems that many companies have learned from past successes and failures. One major brand that has been doing a wonderful job is Coca-Cola.

In January 2010, The Coca-Cola Company created the “Happiness Machine” video with the help of interactive marketing agency, Definition 6. The video featured a Coca-Cola vending machine that dispensed a lot more than just a cold beverage. The film was shop at St. John’s University in Queens, New York, using 5 strategically placed hidden cameras. The reactions from the students were completely unscripted.

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D – Pop-up Retail

The video went viral and now has over 4.5 million views on YouTube. In May 2010, it won a prestigious CLIO Gold Interactive Award. The film had the highest penetration in Brazil, Mexico, Japan and Russia. After seeing the amazing ROI on this video, Coca-Cola decided to continue the ‘Happiness’ theme by releasing several other videos using the same concept.

Reason #1: Curiosity One of the most alluring things about the pop-up retail model is the customer curiosity that it arouses. Typically a pop-up is around for just a day or two, after which the store disappears, and may resurface a few weeks or months later in a different format. Human appreciation for an event or experience that is temporary is always higher than it is for something that is always around. Come to think of it as a child I couldn’t wait to go watch the circus, whereas a visit to the park could always wait. That’s because I knew that the circus would be in town for just a few days, but the park would always be there. Customer psychology is no different; people want more from a pop-up store, just because it won’t be around forever. An Indian entrepreneur who experimented with the pop-up model when he introduced authentic Japanese food stuffs in Mumbai felt the model worked very well. He said that people who originally wanted to buy just one thing ended up buying two or more things because they knew the store wouldn’t be around forever. They had to get their hands on the stuff while it lasted and that time was pretty short. Pop-ups are a great way to pique consumer curiosity, and some business owners have taken that element one step further by keeping the offering a surprise up until the very last minute. Savoy Truffle Supper Club is the brain-child of Alison and Guv Tyler: a by-invite-only soiree for friends, based in London. The duo plays on the “impromptu” element by making each night at the club is unique. The menu – and even the venue! – can change at the last minute, but what doesn’t change is the stylish setting and the seasonal food.

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The best thing about the pop-up format is that as a business owner, you can alter whatever you want, when you want and in the way that you want. Using this element of pop-up retail is the key to piquing customer curiosity and drives up sales.

Reason #2: Cost Cuts As a business owner, you will often find that passion, drive and great products aside business mainly revolves around coping with financial constraints. Using pop-up retail is all about addressing the economics of running an establishment. Pop-ups can last for anything between a few hours, days or months. Setting up a pop-up helps business owners to save time, money, resources like physical office space, furniture, fixtures, equipment and salary. When compared to setting up a full-fledged office or store – which is a move that calls for considerable investment in fixed assets and attracts an amount of maintenance and working capital requirements – pop-ups are economical alternatives to setting up shop. Don’t make the mistake of seeing pop-up retail as only for small businesses, either; some of the biggest brands in the world have also used pop-ups to reinvent their brands for just a fraction of what it would have otherwise cost them. An example of this is Procter & Gamble’s (PG) New York pop-up store. The company set up a 4,000 square foot space without any cash registers simply because everything was free— including a full CoverGirl makeover and a Head & Shoulders wash and blow dry. The store drew 14,000 visitors in the 10 days it was open. Do the math with regard to per person contact cost – these are direct savings in advertisement expenses, manpower, and other resources that a mass media campaign would call for! Pop-ups thus represent a whole new selling experience, as they egg people on to experiment with your product until you set up a full-fledged store. For the “try before you buy” types, pop-ups are a great shopping experience.

Reason #3: Carving a Niche In cash strapped times and economic downturns, and in markets where buyers are not really open to trying new things, pop-up retail is a business mantra that enables new businesses to carve a niche before they take the plunge. For instance Bandit Queen, an uber-luxe home décor store created a pop-up during Diwali, the Festival of Lights in Mumbai last year. The objective was to highlight their unique “glow-in-thedark” bed linen collection. Their pop-up even had an interesting name “Verandah in the City”. Using the pop-up format served two purposes: showcasing wares, and as an arrangement for tiding over customers till their new store opened in Lalbaug, Mumbai.

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Another established brand which has used pop-up retail to create a lasting impression is Levi Strauss & Co. The company whose name has become synonymous with denim tweaked the popup model to set up a “workshop” at a former art gallery in Manhattan’s SoHo district. The workshop spread over 10,000 square feet of bright white space, and was furnished with benches made from cargo pallets. It focused on the art of (pre-digital) photography; visitors could rent vintage cameras and sign up for free classes. What was a denim company doing promoting cameras and photography? The answer is that they were carving a niche of a different sort, as the theme for the workshop was in line with the denim maker’s “Go Forth” advertising campaign, a celebration of craftsmanship and collaboration that featured scenes of regular folk rebuilding a Rust Belt town. According to the company the pop-up drew about 3,000 visitors per week. So did it serve its purpose? They say that success is exposure, and 3,000 people per week who are talking, texting and tweeting about their experiences would do a lotto help Levi Strauss carve out this new niche. Are you convinced about pop-up retail? If you are, then here are some ways in which you can get started: 1. Table Space. Setting up a table gives you just enough room to display a limited variety of your wares. Renting table space at exhibitions and even flea markets is easy and inexpensive. 2. Temporary Stall/Kiosks. These are the kiosks that spring up everywhere from time to time. The sheer flexibility of these temporary stalls/kiosks is that you can set them up in different parts of the City at different times and gain visibility among different types of customers. 3. Local Fairs or Village Markets. Sign up for a stall or table space at a local fair or village market; this is an inexpensive way to make your presence felt, simply because of the number of people who come out to see what’s on offer. 4. Brands on Wheels. Another option is to travel with your wares at different places during the week or month in your own car or van. Alternatively, you could start on your own premises, and then head out to a friend’s home/lawn/terrace space, followed by the local fair… all in the span of a few days.

Going out of business in just a few days doesn’t sound like such a bad idea after all, does it? Pop-up establishments are a great way of making inroads in to an already crowded retail space. Definitely worth a shot if you are a small business owner struggling with the 3 C’s… curiosity, costs and carving a niche.

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E – Food Trucks Food Trucks: What Makes Them So Successful? September 28th, 2011 |

Author: admin

People have always been able to buy food from street vendors, especially in big cities. No metropolis would be complete without a corner vendor of hot dogs/waffles/crepes/noodles, and around the world even the smallest operation can be successful with anything from a basket of goods to sell to a pushcart to a…you guessed it…food truck. The newest craze in street-vending and mobile food entrepreneurship is operating out of a food truck. Definition: Food trucks combine transportation, marketing exposure, point of purchase sales, and sometimes even a mobile kitchen set-up. There has been a lot of hype about food trucks and what they bring to the culinary scene. Food trucks are colorful additions to the culinary scene that have caught on quickly. The Food Network has even aired two seasons of a reality television series called The Great Food Truck Race, which included a battle between seven food trucks racing for victory (and $50,000). The Denver Cupcake Truck,www.cake-crumbs.com So, why are they so successful?

It’s a New and Exciting Concept Food trucks are successful because of the novelty. Sure, we’ve seen ice cream trucks, milk trucks, and even the Schwan truck for decades. But food trucks are different. Food trucks are restaurants on wheels. They are more posh than a corner food stand, yet they still cater to the grab-n-go nature of urban-dwelling Americans. They pull up to a curb, serve the hungry crowds, and then pull away to find the next feeding ground.

They Bring Food to the People Trying new restaurants can be a big commitment, especially when people aren’t sure what they want to order, don’t know about the restaurant, or don’t want to venture outside their normal part of town. A major part of the food truck concept is to find people where they are, and bring the food to them.

There’s Less Financial Risk With no need for a dining room, hosts or dedicated servers (usually the owners are also the cooks, the servers, the cashiers and maybe even the drivers!), overhead is generally less than it would be in a brick-and-mortar restaurant. This poses less financial risk to the operator, and might even allow them to serve their food at lower prices than a comparable restaurant would. This is a benefit for customers who might love the idea of a hamburger right outside their place of work for a dollar less than they would pay at the restaurant 10 blocks away.

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They Be Hip to Social Media Food trucks need to rely on a method of communication with potential customers so people know where to find the truck on a daily basis, especially if the truck has varying routes. Many food truck operators are savvy to social media tools like Twitter and Facebook, which offer reliable methods of communicating their location in “real time,” meaning there is no lag time, and people can look it up right away. With so many people spending time on these networks, it makes sense to use them as a marketing tool.

It’s a Way to Grow Current Business Instead of seeing food trucks as threats to their restaurant business, many traditional restaurant operators have embraced the concept of the food truck and use them as opportunities to grow current business. Cake Crumbs Bakery in Denver, Colorado and Steuben’s Food Service restaurant, also in Denver, are two prime examples.

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F – Importance of Strategic Alliances Strategic alliances is an agreement between one or more associations designed to further the strategic interests of both or all parties. Strategic alliances are very popular with large businesses and corporations, but they can be just as valuable to the BRZ. There are many ways in which the BRZ can work with other businesses or people, ranging from shortterm joint ventures to more formal long-term commitments. The BRZ can form strategic alliances with suppliers, with customers or with complementary businesses or with non-profit associations. The possibilities are probably limited only by the imagination. Alliances between partners consist of basically four necessary characteristics:    

The two or more companies remain independent even after forming an alliance to pursue their objectives. The companies involved in the alliance share the common benefit, competitive advantage and manage the performance of task. The key personnel get involved in achieving common objective by contributing on a regular basis in one or more key areas of alliance, e.g. marketing, promotion. Trust is another characteristic that can evolves and develop between partners during the operation of an alliance which comes from the selection of right partner.

There are many benefits for the BRZ to form strategic alliances:

Gaining a competitive advantage The synergies of strategic alliances can result in new clout in the market place and a distinct competitive edge. Opening new doors to growth One of the main advantages of strategic alliances is that they allow for quicker growth and awareness. Building credibility Strategic alliances can enhance the credibility of both parties. A 'one-stop shop' convenience Strategic alliances can help offer customers the convenience of a 'one stop shop'. Competing against other business areas A strategic alliance may enable the BRZ to compete against a much larger business area because of the combined resources.

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Tendering for bigger events As a standalone the BRZ is limited to resources and funds required to attracting larger event venues. By forming a strategic alliance with other associations, the BRZ can attract and tender for events as part of a syndicate capable of handling all aspects of the work. Sharing marketing costs The attraction of strategic alliances for many rapid-growth technology companies in particular is that alliances enable them to share marketing costs. Another example many businesses follow is to ask suppliers to help with marketing, advertising or signage costs. Gaining access to skills at bargain rates Forming a strategic alliance could give the BRZ specialized skills and knowledge at a fraction of the market rate. Without this alliance the BRZ might not otherwise be able to afford these skills. Pooling complementary resources Strategic alliances allow two or more businesses to share equipment, people and ideas. The synergies allow the BRZ to progress the business development at a far faster rate than if it were functioning alone. Reducing the risk Sharing costs means reducing the risk for the businesses in the alliance and managing the uncertainty of new launches. For example, the cost and risk (in dedicated resources) to introducing new events or venues can be high. Sharing customer databases Strategic alliances can also lead to valuable new business. For examples, two businesses that offer complementary products or services can promote each other's products to their respective customers and markets. Lowering supply costs Forming a strategic alliance with a company with a stronger supply chain or a very advantageous relationship with key suppliers could help lower BRZ’s costs. Or a particular project might need some specialised technology, such as a machine or perhaps a software licence. The cost can be shared. The strategic alliances would benefit the Stony Plain Road and Area Business Association through partnering with other associations to marketing and promotional each other’s association. Examples of benefits for the BRZ to create strategic alliances would be:  Linking to strategic partner’s website and vise versa.  Running joint events and sharing costs and resources.  Partnering on advertising and sharing costs.  Hosting joint open houses. 29

G - Selecting alliance partners Here are some of the key issues to consider:    

 

       

Check references first! Make sure the prospective alliance partner is respectable and solid. If they're not, the association could seriously damage your credibility in the marketplace. Clarify the objectives and the expected benefits. If you have very different agendas and expectations, the alliance could be heading for trouble. Write down what each side will do or contribute (such as an initial deposit if appropriate) so you can measure progress and outcomes through regular meetings. Make sure you like the people you're dealing with and share their values. Alliances work best when there's open and honest communications between the parties. One expert on strategic alliances comments that if he sees a strategic alliance agreement that's 30 pages long, full of dense legalese text, he knows there's much less chance of the alliance working out than a onepage Heads of Agreement type document. Don't wait for your phone to ring - be proactive. Strategic alliances are unlikely to happen unless you make them happen. Decide what you want to achieve. Ask: What if? What could we do? How could we speed up? What would better our chances of getting what we want? What are we lacking? What synergies could we develop? What can we get into? Look for genuine synergies: the partnership should lead to something bigger than its parts and it should be win/win for both sides. Have a desired outcome in mind, in other words, what you want to achieve from establishing a strategic alliance (distribution, complementary products/services) It's a good idea to have an exit clause in case the alliance does not work out as expected. Try a limited time period strategic partnership to test out the relationship. If appropriate, each party might need to submit a deposit to get the project started (for example, to prepare tender documents). If appropriate, consider appointing a project manager for the duration of a project to coordinate the efforts and contributions of both parties. Make sure your branding is protected and enhanced by the alliance. Protect your business. Clarify who will end up owning what in the way of intellectual property through the alliance. Should your strategic partner have full access to your intellectual property, or are there limitations?

Strategic Alliance Success Factor 1) Have a clear strategic purpose. Integrate the alliance with each partner's strategy. Ensure that mutual value is created for all partners. 2) Find a fitting partner with compatible goals and complementary capabilities. 3) Identify likely partnering risks and deal with them when the alliance is formed. 4) Allocate tasks and responsibilities so that each partner can specialize in what it does best. 5) Create incentives for cooperation to minimize differences in corporate culture or organization fit. 30

6) Minimize conflicts among partners by clarifying objectives and avoiding direct competition in the marketplace. 7) Exchange human resources to maintain communication and trust. Don't allow individual egos to dominate. 8) Operate with long-term horizons. The expectation of future gains can minimize short-term conflicts. 9) Develop multiple joint projects so that any failures are counterbalanced by successes. 10) Agree upon a monitoring process. Share information to build trust and to keep projects on target. Monitor customer responses and service complaints. 11) Be flexible in terms of willingness to renegotiate the relationship in terms of environmental challenges and new opportunities. 12) Agree upon an exit strategy for when the partners' objectives are achieved or the alliance is judged a failure.

Just a few suggestions for possible alliances would be:          

Live Local Edmonton Economic Development Edmonton Arts Council Edmonton Chamber of Commerce BOMA WeBA Katez G roup The Business Link Grant MacEwan University CTV

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H – Suggested Strategic Alliances Contact Info Live Local 5032 129 Avenue Edmonton, Alberta T5A 4N3 780 756-3663 Contact: Jessie Radies [email protected] Edmonton Economic Development 5th Floor 9990 Jasper Avenue Edmonton, Alberta T5J 1Py Contact: Ken Fiske 780 917-7623 [email protected] Edmonton Arts Council 10440 108 Avenue Edmonton, Alberta T5H 3Z9 Contact: John Mahon 780 424-2787 Ext 223 [email protected] Edmonton Chamber of Commerce 600 9990 Jasper Avenue Edmonton, Alberta T5J 1P7 Contact: Martn Salloum 780 426-4620 [email protected] BOMA 390 Standard Life 10405 Jasper Avenue Edmonton, Alberta T5J 3N4 Contact: Percy J. Woods 780 702-5007 [email protected] WEBA #200 10493 184 Street Edmonton, Albertan T5S 2L1 Contact: Jim Wooley 780 455-9322 [email protected] Katezgroup 1701 Bell Tower 10104 103 Avenue Edmonton, Alberta T5J 0H8 780 401-2745 [email protected] The Business Link 10160 103 Street NW Edmonton, Alberta T5J 0X6 Contact: Cherie Klassen 780 422-7713 [email protected]

Help bring local producers to the area.

Promote the Market District to outside investors.

Promote business opportunities for upcoming artisans.

Promote networking opportunities with other mind like businesses.

Promote business opportunities to new entrepreneurs.

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I – 2013 Board of Directors Endorsement The Board of Directors of the Stony Plain Road and Area Business Association support and concur with the goals and objectives as presented in this 2013 – 2015 Strategic Plan. Name CALDER, Don

Representing The Calderco Foundation Ltd.

Chair ALLEN, Dan

Alberta Print Experts

Vice - Chair MCCOY, Ken

Royal LePage

Treasurer KERELUK, Diane

Stony Plain Road and Area

Executive Director DOWNIE, Greg

Allmake Vacuum Cleaners

LEBLANC, Jason

Planworks Design Studio Inc

MCCOTTER, Deb

ATB Financial

BARADZIEJ, Deborah

Trilogy Family Law

KESHWANI, Salim

Artic Auto Wash

BELJAN, Ivan

Beljan Development

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Signature