Main Street Harrison, Inc.
215 Harrison Avenue Harrison, Ohio 45030 513.367.5548
Prepared By: Taylor Lease
With credit to: Joani Gritter
Table of Contents
I. Executive Summary 1 II. Client History 2 A. The National Main Street Center 2 B. Main Street Harrison 3 C. Harrison, Ohio 5 D. Current Retail Position 6 III. Statement of Objectives 9 IV. SWOT Analysis 9 A. Strengths 9 B. Weaknesses 10 C. Opportunities 10 D. Threats 11 V. Demographic Analysis 11 A. Quantitative Demographics 11 B. Qualitative Demographics 17 1. Harrison, Ohio 17 2. West Harrison, Indiana 19 3. Logan, Indiana 21 4. Bright, Indiana 22 C. Surveys 24 1. Business Surveys 24 2. Customer Surveys 25 3. Additional Surveys 26 VI. Award Winning Main Street Communities 27 A. Mansfield, Ohio 27 B. Staunton, Virginia 28 C. Encinitas, California 28 D. Danville, Kentucky 30 E. Elkader, Iowa 30 F. Coronado, California 31 G. Cordell, Oklahoma 32 H. Denton, Texas 32 I. Lanesboro, Minnesota 33 VII. Recommendations 34 A. Business Recruitment 34 B. Marketing 36 C. Business Collaboration 38 1. Listserv 38 2. Website 39 3. Forums 41 4. Publications 42 D. Community Theme 42 1. Recreational 42 2. Arts 45 3. Old-fashioned 46 4. Family Oriented 48 VIII. Conclusion 50 Appendices I. Executive Summary
Our client, Main Street Harrison, Inc., presented our team with several issues to address concerning downtown Harrison, Ohio. Predominantly, the issues stem from a lack of understanding of the marketplace and ambiguous goals within the Main Street program. The economy of downtown Harrison has suffered due to these deficiencies.
While the business district is currently struggling, we feel there is strong potential for the area to prosper. To begin the revitalization process, we have performed a SWOT analysis, conducted demographic research, examined successful Main Street communities, and produced several possible improvements for downtown Harrison.
We examined both quantitative and qualitative demographic characteristics of
Harrison and four neighboring communities to provide Main Street Harrison with an analysis of the marketplace. This information will enable downtown businesses to more appropriately target Harrison consumers.
Based on our research, we developed four recommendations. The first proposed improvement focuses on strengthening the business recruitment process in order to increase the business mix in downtown. Second, we provided suggestions for improving the promotion of downtown businesses to increase customer traffic. Third, we recommended that Main Street Harrison provide a means of communication for downtown businesses to collaborate. Last, we created four different themes that could be successful if implemented in downtown Harrison. We believe these recommendations will change the environment of the downtown business district in Harrison.
1 II. Client History
A. The National Main Street Center
The National Main Street Center of the National Trust for Historic Preservation is
a non-profit organization created by Congress in 1980. The National Main Street
Center's mission is “to empower people, organizations and communities to achieve
ongoing downtown and neighborhood district revitalization based upon the principles of self-determination, resource conservation and incremental transformation represented through the comprehensive Main Street approach”. The National Main Street Center achieves its mission by serving as an extensive network, linking Main Street communities around the country to provide information on the cumulative experiences of individual communities. Further, Main Street provides a monthly journal entitled Main Street News,
a listserv, online web databases, research services, product and conference discounts, and
access to grants and loans.
According to the National Main Street Center, there are approximately 1,800
Main Street communities in the United States. The average length of a Main Street
program within a community is 7.11 years. From 1980 to 2002, the total amount of public
and private reinvestment in physical improvements in Main Street communities was
$17,000,000. These investments in Main Street programs established 57,470 new
businesses, created 231,682 jobs, and rehabilitated 93,734 buildings.
Main Street charges $195 for a standard membership and $495 per year for an
allied membership. A standard membership is open to anyone involved in revitalizing a
traditional downtown commercial district. Members may include citizens, mayors, city
planners, downtown managers, state government officials, chambers of commerce,
2 consultants, and other individuals. An allied membership is only open to product manufacturers and suppliers.
The National Main Street Center of the National Trust for Historic Preservation is located at 1785 Massachusetts Avenue, N.W., Washington, DC 20036. To contact, call
(202) 588-6219 or email [email protected].
The Main Street program is based on the Main Street Four Point Approach, which is appropriately scaled to a community's local resources and conditions. The first point in the Main Street approach focuses on enhancing the physical appearance of the commercial district. This can be achieved by rehabilitating historic structures, promoting additional commercial construction, creating design control procedures for new buildings, and preparing for the future design of the commercial district. The second point in the approach is an effort to collaborate the groups who have a role in the development process. The third point is promoting the traditional commercial district's assets to customers, investors, new businesses, local citizens, and visitors. The final point in the Main Street approach is economic restructuring by expanding through new opportunities resulting from entrepreneurship, downtown cooperation, and civic concern.
B. Main Street Harrison
Main Street Harrison, Inc. was formed in 1991 to revitalize downtown Harrison,
Ohio. Its objectives are consistent with the mission of the National Main Street Center, as described previously. Main Street Harrison fulfills three main functions for the city: developing the economy, marketing its businesses, and serving as the chamber of commerce and tourism bureau. The area it serves is enclosed by North State Street, Park
3 Avenue, North Washington Street, and East Broadway Street, as shown in the map provided by Mapquest.com below.
Funding for Main Street Harrison is provided by the City of Harrison, local
industry, Main Street membership, and fundraisers. Main Street Harrison consists of a
board of directors with four committees: Organization, Promotion, Economic
Restructuring, and Design. Currently, there is one paid employee, Collette Thompson,
who oversees and participates in all Main Street activities. Another active contributor in
Main Street Harrison is Merchant’s Bank and Trust, a local bank. Volunteers from
Merchant’s Bank include financial advisor Trisha Porter and president Don Patterson.
Collette, Trisha, and Don are enthusiastic and highly committed to the success of Main
Street Harrison. Additionally, 200 local volunteers have assisted with Main Street
Harrison’s tasks. However, the program lacks a consistent source of active volunteers.
4 Main Street Harrison’s board holds meetings on the fourth Tuesday of every month at 7pm at the Main Street office. Its office is located at 215 Harrison Avenue,
Harrison, Ohio 45030 and can be contacted at (513) 367-5548.
C. Harrison, Ohio
Harrison, Ohio is a small rural city located on the outskirts of Cincinnati.
Harrison lies in the Southwest Region of Ohio near the Indiana border. This quaint community is named for the ninth President of the United States and officially became a city in 1981. An area of four square miles is home to the city’s 10,000 residents, and an additional 2,000 residents live in the surrounding Indiana communities, including West
Harrison, Logan, and Bright.
5 Despite its accessibility from several major interstates, downtown Harrison is
seldom visited by tourists or its residents. As stated by Don Patterson, “Harrison is not the Garden City of Ohio.” The city does not have a major attraction to draw outsiders, and it is not on the way to or from any major city. Thus, the unique shops and historical
atmosphere do not receive the level of traffic desired by the city.
In addition to downtown Harrison, a shopping district exists within the city that is
frequented by many local consumers. This area is commonly referred to as “The Hill”
and includes essential retail establishments, such as a gas station and a grocery store.
This retail area allows consumers to bypass downtown Harrison when shopping.
D. Current Retail Position
A thorough analysis of Harrison’s current retail sales will provide a great deal of
useful information. This can be used in conjunction with the customer survey results to determine if downtown businesses are satisfying consumer wants and needs. It will also show potential opportunities for new businesses to enter the downtown market in sectors that are currently lacking. Data collected by the United States Census Bureau provided us with the information needed to conduct this analysis.
6 The following chart displays the most recent retail sales for Harrison:
* indicates unavailable U.S. Census Bureau, 1997 Economic Census, Nov. 19, 1999 data
Harrison, OH Type of Business Establishments Sales (Number) ($1,000) Motor vehicle & parts dealers 8 31,477 Used car dealers 2 * Furniture & home furnishings stores 1 * Electronics & appliance stores 1 * Building material & garden equipment & supplies dealers 6 4,164 Food & beverage stores 8 66,787 Grocery stores 5 * Supermarkets & other grocery (except convenience) stores 3 64,353 Specialty food stores 3 * Health & personal care stores 8 9,799 Gasoline stations 8 84,788 Gasoline stations with convenience stores 5 * Other gasoline stations 3 * Clothing & clothing accessories stores 8 2,867 Sporting goods, hobby, book & music stores 4 1,958 Sporting goods, hobby & musical instrument stores 3 * Sewing, needlework & piece goods stores 1 * Musical instrument & supplies stores 2 * Specialty book stores 1 * General merchandise stores 3 * Variety Stores 2 * Miscellaneous store retailers 9 * Non-store retailers 3 * Direct selling establishments 2 * Fuel dealers 2 * Heating oil dealers 1 * Liquefied petroleum gas dealers 1 *
7 Main Street Harrison speculates that many Harrison residents are shopping in
Cincinnati as opposed to downtown Harrison. We have compiled a list of types of businesses that are located in Hamilton County but not in the city of Harrison. This list can be helpful in deciding what types of businesses to recruit to downtown Harrison:
• New car dealers • Prerecorded tape, compact disc, and • Recreational vehicle dealers record stores • Motorcycle dealers • Department stores • Boat dealers • Warehouse clubs and superstores • Tire dealers • Catalog showrooms • Computer and software stores • Miscellaneous general merchandise • Camera and photographic supplies stores stores • Florists • Beer, wine, and liquor stores • Office supply stores • Cosmetics, beauty supplies, and • Gift, novelty, and souvenir stores perfume stores • Used merchandise stores • Optical goods stores • Pet and pet supply stores • Shoe stores • Art dealers • Jewelry stores • Electronic shopping and mail-order • Luggage and leather goods stores houses • Hobby, toy, and game stores • Vending machine operators • Bookstores
8 III. Statement of Objectives
The following objectives were agreed upon by Main Street Harrison and our consulting team (please see Appendix A for the official copy of the letter of engagement):
• Conduct and analyze extensive demographic research on the Harrison, Ohio area • Create business and customer surveys to be distributed by Main Street volunteers • Project the population growth for Harrison, Ohio and surrounding areas • Determine the current retail sales in downtown Harrison • Perform a SWOT analysis for downtown Harrison • Establish downtown Harrison’s market position • Create a final report that includes research findings and suggestions for economic development in downtown Harrison
IV. SWOT Analysis
The following is a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of downtown Harrison, Ohio. The information obtained from this analysis will be useful in improving the economic state of the Main Street Harrison area.
A. Strengths
The proceeding list describes the current market strengths in downtown Harrison:
• Newly-renovated and clean streetscape • Strong historic infrastructure • Accessible to visitors (close to the interstate) • Waterfront land (river/canal) • Abundant parking • Several annual community events • Low crime rate • Quaint, country atmosphere
9 B. Weaknesses
The list below identifies several current weaknesses of downtown Harrison:
• Lack of selection for consumers • Little or no outside promotion • Low pedestrian and automobile traffic volume • Absence of city identity • No tourist attractions • Nonexistence of a wide-scale event • Segmented community • Uncooperative businesses • Lack of understanding of the marketplace • High rent • Minimal business activities/events • Poor business retention • Lack of entertainment and recreation • Little green-space • Community apathy
C. Opportunities
The following describes possible opportunities for growth and development in downtown Harrison:
• Establish a strong business recruitment process to increase the business mix • Recruit businesses based on results of customer surveys and the gap in the current downtown market • Develop a marketing committee to promote downtown to community members as well as outside consumers • Promote easy access to interstate to draw outside consumers • Set up a venue for downtown businesses that will increase communication, collaboration, involvement, and community pride • Create a theme to add character and distinguish the downtown area from other cities • Develop and promote a unique tourist attraction • Plan a major event that would increase publicity and attract outside customers • Add entertainment venues • Encourage community pride through an event
10 D. Threats
The subsequent list explains the threats that downtown Harrison could face in the future:
• Superior shopping and entertainment opportunities in Cincinnati and other suburbs • Harrison residents who chose the area solely for the country atmosphere, but shop in Cincinnati and never intend to change their consumer habits • Economic development of surrounding downtown areas • Potential failure of the Main Street initiative • Natural disasters (i.e. tornado, fire, flood, etc.) • Continued community and business apathy
V. Demographic Analysis
A. Quantitative Demographics
To properly identify its target market, it is essential for Main Street Harrison to
understand the composition of the population of Harrison and its surrounding areas. To
identify the potential consumers in Harrison, Ohio, extensive demographic research was
conducted. In addition to Harrison, we have analyzed the Indiana communities of West
Harrison, Logan, and Bright. These areas were chosen due to their close proximity to
downtown Harrison, Ohio (shown on the following page in the map provided by
Mapquest.com).
11
The primary source for the quantitative demographic analysis was the data collected by the United States Census Bureau in the 2000 Census. The research focused on specific characteristics that potentially influence customer behavior.
A major component of the demographic research rests on the age of the residents of Harrison and the adjacent areas. The following chart shows the population of
Harrison, West Harrison, Logan, and Bright, broken out by age group. All possible ages were split into 10 categories, and the vertical bars display the number of residents in each region that fit into each category.
12
The ranges of 25 to 34 years, 35 to 44 years, and 45 to 54 years are clearly the largest portions of the population in all four regions. In each area, over 40 percent of the population falls into this range, and West Harrison has the greatest proportion with 48.9 percent. This age range would also typically include people who are employed full-time.
This group is crucial, because they potentially have the greatest disposable income.
It is also important to note that the remaining portion of the population is comprised of mostly younger residents, with only 16 percent of the population over the age of 55 in Harrison. The statistics for West Harrison and Bright are similar to those of
Harrison, but the remaining population of Logan is split nearly equally between the ranges of 0 to 25 years and over 55 years.
The median age of the residents of Harrison is 32.4 years, well below the state average of 36.4 years. However, the median for Bright residents is 34.4 years and for
13 West Harrison residents is 36.3 years, both much closer to the state figure. The median age for Logan residents is 40 years, exceeding the state average.
It is imperative to examine data regarding the homes in Harrison and the neighboring areas. The following table displays the year residents moved into their current home:
Year Resident Moved Into Home %of Population Harrison, OH West Harrison, IN Logan, IN Bright, IN 1999 to March 2000 16.7 29.2 13.4 15.0 1995 to 1998 26.3 35.8 24.0 22.2 1990 to 1994 16.5 13.9 17.9 26.5 1980 to 1989 19.1 5.8 17.2 17.3 1970 to 1979 8.2 10.9 13.7 13.0 1969 or earlier 13.2 4.4 13.8 6.0
The chart indicates that 60 percent of Harrison residents, 80 percent of West
Harrison residents, 55 percent of Logan residents, and 64 percent of Bright residents moved into their current residence since 1990. These statistics somewhat confirm speculations made by Main Street Harrison that a large portion of the population in
Harrison and the nearby regions is new to the area. However, it is also possible that many of these residents simply moved from one home in the Harrison area to another.
Nearly 74 percent of Harrison households, 49 percent of West Harrison households, 70 percent of Logan households, and 84 percent of Bright households were family households in 2000. Approximately 58 percent of the population of Harrison was married in 2000, along with 36 percent of the population of West Harrison, 62 percent of the population of Logan, and 70 percent of the population of Bright. Of the family households, 41 percent in Harrison, 25 percent in West Harrison, 29 percent in Logan, and 47 percent in Logan had children less than 18 years of age.
14 Over 75 percent of families in both Harrison and West Harrison with children
under six have two working parents. This figure is roughly 56 percent for both Bright and Logan. The average commute to work is 26 minutes for Harrison residents, 26 minutes for West Harrison residents, 24 minutes for Logan residents, and 34 minutes for
Bright residents. We can conclude that it is likely that many of the residents of Harrison
and the surrounding areas commute to Cincinnati to work.
Another crucial category of statistics that must be examined is annual household
income. The following table displays annual household income for the residents of
Harrison, West Harrison, Logan, and Bright in 1999, the most recent data available.
Annual household income is divided into 10 categories, and the percentage of the
population in each region falling into each category is shown by the vertical bars.
This data shows that 63 percent of Harrison households had an income greater than $35,000 in 1999. Additionally, 33 percent of West Harrison residents, 47 percent of
Logan residents, and 84 percent of Bright residents fall into this group. Furthermore, 44
15 percent of Harrison residents, 19 percent of West Harrison residents, 30 percent of Logan
residents, and 66 percent of Bright residents had an income greater than $50,000. In
1999, the median income for a household was roughly $46,000 in Harrison, $22,000 in
West Harrison, $32,000 in Logan, and $64,000 in Bright.
The following table displays the value of the homes in Harrison, West Harrison,
Logan, and Bright:
%of Population Value Harrison, OH West Harrison, IN Logan, IN Bright, IN Less than $50,000 1.0 14.3 38.4 0.6 $50,000 to $99,999 42.7 65.7 47.4 10.6 $100,000 to $149,999 48.8 20 11.2 43.7 $150,000 to $199,999 6.2 0 3 38.2 $200,000 to $299,999 1.3 0 0 6.3 $300,000 to $499,999 0000.6 $500,000 or greater 0 0 0 0
From this data, we can see that over 90 percent of the homes in Harrison had a
value between $50,000 and $150,000 in 2000. In West Harrison, over 85 percent of the
homes fall into this category. However, in Logan, over 85 percent of the homes have a
value less than $100,000. Conversely, nearly 90 percent of the homes in Bright have a
value exceeding $100,000.
The level of education of the residents of Harrison and the bordering regions is also a potential factor in consumer behavior. In 1999, 78 percent of the residents of
Harrison age 25 or older had achieved at least the equivalent of a high school diploma.
Additionally, 64 percent of West Harrison, 74 percent of Logan, and 88 percent of Bright had achieved this level of education. Furthermore, 12 percent of Harrison residents, 4
16 percent of West Harrison residents, 8 percent of Logan residents, and 23 percent of
Bright residents had obtained a college degree.
B. Qualitative Demographics
For further insight into the demographic trends, Claritas Inc., a market research
firm headquartered in San Diego, California, provided qualitative information about
Harrison, Ohio and its surrounding areas of West Harrison, Logan, and Bright.
Claritas' market segmentation system called PRIZM NE classifies every zip code
in the United States into 15 different groups (Urban Uptown, Midtown Mix, Urban
Cores, Elite Suburbs, The Affluentials, Middleburbs, Inner Suburbs, 2nd City Society,
City Centers, Metro-City Blues, Landed Gentry, Country Comfort, Middle America, and
Rustic Living). Then, within these 15 groups, the system further segments the population
into 66 distinct lifestyle types based on census data, consumer surveys, media
measurement data, and other public and private sources of demographic and consumer information. By entering each city’s zip code into Claritas’ system, PRIZM NE, it
supplies five market segments which match the most common psychographics of each
area.
1. Harrison, Ohio
Out of the 15 groups provided by PRIZM NE, Harrison’s population is classified into the Country Comfort, Landed Gentry, and Middle America groups. For Further detail on these groups, please see Appendix B.
17 One segment under Country Comfort is entitled Mayberry-ville. According to
Claritas, the types of residents that fit into the Mayberry-ville group are likely to favor an old-fashioned way of life. They have a median household income of $50,103 from blue- collar or farm employment. The majority are white adults with ages ranging from 35 to
64 years old. There is no distinct family composition of the Mayberry-ville segment. The majority of Mayberry-ville residents have high school educations. A typical restaurant that this segment would choose is Cracker Barrel. This market segment tends to own a satellite dish. For entertainment, this group reads Field & Stream magazine and watches
NASCAR. The car this group drives is similar to a full-size Ford pick-up.
New Homesteaders, also a sub-category of Country Comfort, is the second group identified by PRIZM NE. Claritas explained that this group is composed of either white- collar, service, or blue-collar employees with a median household income of $53,550.
New Homesteaders’ ages range from 25 to 44 years old. The usual New Homesteader lives with his or her family. The majority of New Homesteaders have a high school education. New Homesteaders are apt to buy toys by mail and phone. For recreation, a
New Homesteader plays volleyball, reads Woman's World, and watches The Wonderful
World of Disney. A New Homesteader’s car is comparable to a Pontiac Montana minivan.
A third segment of Country Comfort in Harrison is Traditional Times. This group’s median household income is $51,665 from either white-collar, service, or blue- collar employment. Traditional Times is made up of singles or couples above 55 years old. Their education levels are either high school or college. This market segment is inclined to dine at Bob Evans. Traditional Times individuals frequently possess a
18 stationary bike, read Country Home, and watch Hallmark Hall of Fame. Last, a typical
car that this category drives is a Buick Park Avenue.
The fourth demographic group identified for Harrison is called Simple Pleasures, a segment of the Middle America group. A disproportionate number of Simple Pleasures individuals served in the military; in fact, no segment has more members in veterans clubs. These 65+ year olds were formerly employed in service, blue-collar, or farm careers with a median household income of $40,078. They have the propensity to spend
15 or more nights on domestic travel and to watch the shows Good Morning America and
CBS’s Face the Nation. They generally drive a car such as a Buick LeSabre.
Fifth, as indicated by PRIZM NE, Harrison consists of a group called Fast-Track
Families, a sub-category of Landed Gentry. This category is typically composed of high school- or college-educated professionals or white-collar employees with a median household income of $70,216. The age range is from 25 to 54 years old. This segment tends to belong to book clubs, read Country Living, and watch New Yankee Workshop.
They buy the latest technology, for example, new computers, DVD players, home theater systems, and video games. They take advantage of their rustic locales by camping, boating, and fishing. Fast-Track families drive cars such as the GMC Yukon.
2. West Harrison, Indiana
PRIZM NE classified West Harrison’s population into Landed Gentry and
Country Comfort groups. For Further detail on these two groups, please refer to
Appendix B.
19 The Claritas qualitative demographic information revealed that two of the same
segments from Country Comfort are prevalent in West Harrison as in Harrison: Fast-
Track Families and New Homesteaders. See the previous discussion on these two segments.
The third market segment identified in West Harrison is a segment entitled
Country Squires, a part of the Landed Gentry group. These mostly white, college- educated professionals have a median household income of $98,386. This group fled the city for the charms of small-town living. Country Squires enjoy country club sports like golf, tennis, and swimming, as well as skiing, boating, and biking. This market segment commonly reads USA Today and uses broadband cable to access the Internet. Country
Squires typically drive a luxury SUV, such as the GMC Denali.
Fourth is Country Casuals, a sub-category of Landed Gentry. These mostly
Caucasian high-school and college-educated empty-nesters have a median household income of $66,401 from white-collar, blue-collar, and farming employment. These
Baby-Boom couples have the disposable income to travel, own timeshares, and dine out.
Country Casuals watch Country Music TV and read hunting or fishing magazines. Their typical car is comparable to a Dodge Ram pickup.
The fifth market segment within West Harrison is called Big Sky Families, which
is a subdivision of Country Comfort. This category usually is composed of white
families with a median household income of $52,698. Big Sky Families is a segment of
young rural families who have turned high school educations and blue-collar jobs into
busy, middle-class lifestyles. Residents like to play baseball, basketball, and volleyball, and go fishing, hunting, and horseback riding. Their reading choice is Hot Rod
20 magazine, and their music preference is classic rock. They own campers and drive an
automobile similar to the pick-up truck Chevy Silverado 2500.
3. Logan, Indiana
In Logan, Rustic Living, Middle America, and Country Comfort groups are
prevalent, according to PRIZM NE. Please see Appendix B for more information on
these groups.
The qualitative demographic research for Logan showed it has one market
segment in common with Harrison: Simple Pleasures and one in common with West
Harrison: Big Sky Families. Please see the preceding information on these two market
segments.
The third market segment PRIZM NE categorized Logan into is Back Country
Folks, a segment in the Rustic Living group. These mostly white 55+ year olds have a
median household income of $29,768 from service, blue-collar, or farm employment with
a typical education level of elementary or high school. For entertainment, this segment
tends to sew from patterns, bird-watch, read Flower and Garden magazine, and watch
TNN. A common automobile the Back Country segment drives is a pick-up truck like a
GMC Sierra 1500.
The fourth market segment for Logan is Golden Ponds, a sub-category also within the Rustic Living group. The Golden Ponds group has a median household income of $29,151 from service, blue-collar, or farm employment with a typical education level of elementary or high school. These mostly white 65+ year olds live in small apartments or nursing homes. For these elderly residents, daily life is often a
21 succession of sedentary activities such as reading, playing bingo, crafting, and watching
TV shows similar to The Price is Right. A majority of Golden Ponds belong to a veterans club. This segment is likely to use the Yellow Pages. A Golden Ponds member’s typical
car is a Buick LeSabre.
The fifth market segment identified for Logan by PRIZM NE is entitled Shotguns and Pickups, a sub-division of the Middle America group. Shotguns and Pickups members have a median household income of $39,728 from blue-collar or farm careers.
These mostly white 25 to 44 year olds typically have high school educations. Shotguns and Pickups have large families; in fact, more than half have two or more kids. These families live in small homes, and nearly a third of these residents live in mobile homes.
This segment’s name corresponds with its members’ tendency to own hunting rifles and pickup trucks. For entertainment, Shotguns and Pickups buy hard rock music, read Field
& Stream, and watch Daytona 500. A typical automobile of this market segment is a
Ford F-super duty.
4. Bright, Indiana
From the PRIZM NE data, Bright is placed into the Country Comfort, Landed
Gentry, and Middle America groups. Please see the Appendix B for further information on these classification groups.
Bright shares two of the segments from Country Comfort with Harrison and West
Harrison: Fast-Track Families and New Homesteaders. Please see discussions on Fast-
Track Families and New Homesteaders in the Harrison qualitative demographic
information.
22 The third market segment of Bright is Greenbelt Sports, a category of the
Country Comfort group. This segment is composed of mostly white, middle-class exurban couples with a median household income of $55,035. Most of these 25 to 54 year olds are married, and about one third have children. Most are college-educated and own new homes. Greenbelt Sports is known for its active lifestyle. Thus, Greenbelt
Sports members pursue outdoor activities such as skiing, canoeing, backpacking, boating, and mountain biking. For entertainment, they tend to buy self-help books, read Self magazine, and watch professional wrestling. The Greenbelt Sports segment purchases such cars as the Ford F-super duty.
Fourth, PRIZM NE recognized a segment part of Landed Gentry called God's
Country. God's Country remains a haven for mostly white upper-income couples in spacious homes with a median household income of $80,082. Typically college-educated
35 to 64 year olds, these Americans try to maintain a balanced lifestyle between high- powered professional jobs and laid-back leisure. For vacation, members of God’s
Country travel to the Caribbean. Typically, they use the Internet to trade stocks and listen to Wall St Journal radio. It is common for God’s Country members to drive a car comparable to a Porsche.
The fifth market segment called Kid Country, USA is a part of the Middle
America group. With a median household income of $39,973, these predominantly white or Hispanic, working-class households include homeowners, renters, and military personnel living in base housing. About 20 percent of Kid Country, USA members own mobile homes. They are typically composed of large families. Their level of education is usually high school, and their employment is in service, blue-collar, or farming. This
23 market segment buys children’s books and baby dolls. For leisure, they typically read
Country Home and watch The Wonderful World of Disney. A common car for Kid
Country, USA is a Pontiac Montana minivan.
C. Surveys
To further understand businesses within the Main Street Harrison area, we created four surveys. One survey was tailored to businesses within this district and was distributed to the business owners. Three different customer intercept surveys were created and distributed to consumers in two areas: downtown Harrison and “The Hill” (as mentioned in II.C.). Copies of these surveys can be seen in Appendix C. Additionally, ideas for possible future surveys have been included.
1. Business surveys
The business survey included three sections focusing on business operations, customer profile, and the business district. The goal was to identify commonalities and differences among downtown businesses. First, the data obtained from the business operations section will allow Main Street to identify peak business hours of the day, days of the week, and months of the year. This information will enable downtown businesses to adjust operating times accordingly. Further, Main Street Harrison can use these peak times to encourage businesses to coordinate sales events and other community activities.
Also under business operations, data regarding media usage for advertising can be examined to determine the effectiveness of various forms of media. In addition, this information can be used by Main Street to promote the collaboration of advertising
24 among downtown businesses. This could reduce marketing costs for these businesses and increase customer traffic downtown.
Second, the customer profile section will allow Main Street to identify the characteristics of downtown shoppers, as perceived by the business owners. The business owners were asked to identify the typical customer’s gender, age, annual household income, and residential zip code. The customer profile section will show Main Street
Harrison the downtown businesses’ assumed target market. This data can be used in collaboration with that obtained from the customer surveys and other demographic information to determine the accuracy of the business owners’ assertions and to direct them toward their actual target market.
Third, in the business district section, business owners were surveyed on other downtown businesses. Owners were first asked to list complimentary businesses. This data can be used by Main Street Harrison to connect complimentary businesses for sales events. Furthermore, this data will identify strong and weak downtown businesses based on the frequency of their mention or lack thereof. The business owners were surveyed on the need for additional types of businesses in the Main Street district. Based on these findings, Main Street Harrison can determine common needs among the businesses and recruit businesses appropriately.
2. Customer surveys
We chose to segment Harrison consumers based on their shopping location to further understand their demographics, shopping preferences, and perceptions of downtown. First, all customers downtown were given the same survey. They were asked
25 questions regarding their shopping habits in downtown Harrison, including the purpose of
their trip, shops they commonly visit, and the frequency of their shopping trips.
Customers were also surveyed about perceptions of various aspects of downtown
Harrison. Additionally, consumers were given the opportunity to list other types of
businesses that would enhance the downtown area. Last, demographic information was
collected to identify the current market of downtown businesses.
Second, consumers intercepted on “The Hill” were first questioned whether they
had ever shopped in downtown Harrison. Based on their response, they were given one
of two surveys. The consumers who had shopped in downtown were asked to complete a
survey nearly identical to that given to downtown customers. The only difference was
the omission of the question concerning the purpose of their visit to downtown Harrison,
as this is not applicable. The consumers who had never shopped in downtown had a
survey that dealt only with perceptions of the downtown area and their demographic
information. This data can be used to help understand why consumers choose not to
visit downtown Harrison. The results have not yet been complied by Main Street.
3. Additional surveys
For further understanding of the downtown market, additional surveys can be conducted. Two potential beneficial examples are focus groups and telephone surveys.
To obtain demographic market segmentation of Harrison and the surrounding areas, data from City Directories can be used. Main Street Harrison may contact the Harrison
Branch Library if this information is desired.
26 VI. Award Winning Main Street Communities
The following sections describe successful Main Street communities throughout
the country. We believe that Main Street Harrison can use the methods and ideas
developed in these prosperous communities.
A. Mansfield, Ohio
A once vibrant community, downtown Mansfield started to decline prior to World
War II due to shopping malls built in the suburbs of Mansfield. The stores of downtown
closed or moved away. Determined to change the state of Mansfield’s downtown area,
Mayor Ed Meehan initiated Mansfield's North Main Street renovation in the 1980s.
In 1991, the first hand-carved carrousel made in the United States since the 1930s
was installed in the Richland Carrousel Park in downtown Mansfield. In addition to this
carrousel installment, buildings were restored with brick and ornamental ironwork. The
Mansfield economy was stimulated by attracting more retail stores, restaurants, and
offices. In 1999, the Carrousel District reached 100 percent occupancy of its finished space. As a result of the Main Street efforts, 22 new businesses were opened, and 61 new jobs were created. The carrousel currently draws 250,000 riders per year.
27 For more information on Main Street Mansfield, please visit its website at
www.downtownmansfield.com. Please visit www.richlandcarrousel.com for more information on the Richland Carrousel Park.
The National Trust for Historic Preservation awarded Mansfield a 2001 Great
American Main Street Award. This success story demonstrates that even if a city does not
already have a tourist attraction, one may be created.
B. Staunton, Virginia
In the late 1800s and early 1900s, Staunton, Virginia experienced great prosperity.
However, in the 1950s and 60s, the city’s economy deteriorated. In 1979, Staunton joined
Main Street to begin restoration.
Similar to Mansfield’s approach to revitalization, Staunton created a tourist
attraction and revitalized buildings to strengthen its economy. Improvements included
the conversion of an abandoned department store into the City Hall, the construction of a
parking garage with Victorian-style architecture, and the recreation of William
Shakespeare's London Theater. Staunton, Virginia was so successful in improving its
downtown that it was awarded the Great American Main Street Award in 2002. For
further information on Staunton, please visit sdda.staunton.va.us.
C. Encinitas, California
The economy of downtown Encinitas, California was devastated by an interstate
constructed in the 1960s that diverted visitors and customers to new shopping centers
outside the city. In 1988, Encinitas became a part of the California Main Street Program.
28 Its first objective was to improve facades of historic buildings, including La Paloma
Theater, an 1883 schoolhouse, and several architecturally significant gas stations and motor lodges. Once this objective was accomplished, downtown Encinitas was able to harness its artistic spirit into a vibrant arts center.
Main Street Encinitas formed 101 Artists' Colony, a volunteer-run arts center. The
101 Artists’ Colony features an intimate performance venue, visual art gallery, sculpture garden, and working studio spaces and lockers for artists to lease. The colony hosts a
Student Art Gallery and participates in community programs, such as the annual Arts
Alive Banner project, The Art of Dessert, and the Street Fair. The Arts Alive banner program adorns art canvasses painted by local artists on light posts along the main street of downtown Encinitas. There is an auction to compensate the artists and raise funds for
101 Arts Colony. For more information on 101 Artist’s Colony and the Arts Alive
Banner project, please visit www.101artistscolony.com/index.html.
29 Downtown Encinitas has gained 67 businesses and created 355 new jobs. Due to
its vast improvements, the National Trust for Historic Preservation awarded Encinitas,
California a 2004 Great American Main Street Award. For more information about the
Downtown Encinitas Main Street Association, visit www.encinitas101.com.
D. Danville, Kentucky
Danville, Kentucky’s downtown has been protected through the efforts of the
Heart of Danville Main Street Program since 1984. The program has helped maintain
Danville’s Victorian architecture and has developed its economy to support its business
district. In the 1990s alone, $52 million was invested in downtown, 110 new businesses
opened, and 324 new jobs were created. Centre College, located in downtown Danville,
held the 2000 vice presidential debate, bringing publicity to the little town. Please visit
www.downtowndanville.com for more information on the Heart of Danville Main Street
Program.
E. Elkader, Iowa
The farm crisis of the 1980s, the emergence of discount stores in neighboring
cities, and the flood of a local river challenged Elkader, Iowa’s business community. In
1991, to set its revitalization projects in motion, the mayor led a New Orleans-style funeral with Dixieland band in order to celebrate the death of despair and the birth of hope.
30 The attention surrounding this event inspired community members to restore downtown Elkader. The original facades on 77 damaged buildings were repaired. Also,
Main Street Elkader built river walks along both sides of its river. Currently, 99 percent of downtown buildings are occupied, and 83 new jobs have been created. Due to its improvements, Elkader received a 2001 Great American Main Street Award and the
Spirit of Iowa award. Please visit www.mainstreetelkader.com for more information on
Main Street Elkader.
F. Coronado, California
When a bridge connecting Coronado to San Diego was opened in the 1970s,
downtown businesses began to suffer. A Downtown Task Force was formed by the
Coronado City Council to address the restoration of downtown,
While the Task Force developed its plan, a preservationist purchased a historical
building and began a $10 million restoration on the city landmark. The restoration was to
include a live theatre. Businesses began relocating in the newly restored downtown area
as the city bustled with anticipation.
Coronado Main Street also planted several gardens in the median of Coronado’s
main road and installed white lights along the tops of buildings to encourage nighttime
visitors. Since the restorations began, a net 62 new businesses have developed in downtown Coronado, along with 619 new jobs. Coronado was deemed a Great American
Main Street Award Winner in 2000 due to its incredible downtown development. To
obtain further information regarding Coronado’s Main Street program, please visit
www.coronado.ca.us.
31 G. Cordell, Oklahoma
The 1980’s brought economic crisis to the city of Cordell, Oklahoma through the
collapse of three local banks and the agricultural and oil bust. Main Street Cordell
organized a $1.25 million streetscape project to restore fourteen linear blocks with new
sidewalks, streetlights, and water lines. Furthermore, a hospital and dry goods store were
converted into a moderately priced housing complex for the elderly complete with twenty apartments, a beauty shop, and a hospital museum. Another notable transformation is that of a tire shop and gas station into a state-of-the-art police station. Last, Centennial
Park on the square was a successful city-led project that was able to achieve its funding goals through the assistance of the Main Street Brick Sales Committee.
In only five years, Cordell restored 42 storefronts, rehabilitated 45 buildings, and
sold 28 buildings. Additionally, 55 new or expanded businesses inhabited newly restored
downtown buildings, bringing with them 84 new jobs. Due to its rapid growth and success, Cordell was honored with the Great American Main Street Award in 1999.
Further information about Main Street Cordell can be found by accessing www.coronado.ca.us.
H. Denton, Texas
Denton, Texas has established itself as a common tourist destination, in spite of
its close proximity to the much larger Dallas and Fort Worth areas. Denton’s prosperity
can be attributed to many factors, including housing both the Texas Woman’s University
and the University of North Texas (UNT). However, Denton’s recently thriving
downtown area also helps put this Texan city on the map.
32 With the 1980’s came suburban sprawl, and downtown Denton began to feel the pressure to become more modern. Storeowners hid classic storefronts with stucco and metal in attempt to keep up with new shopping malls. The community rallied to begin restoration of the Courthouse on the Square in 1986, and this spurred restoration throughout the downtown area. Additional parking spaces, streetlights, and traffic signals have also been added. In 1996, the Campus Theatre (a closed movie theatre) was renovated and re-opened as a live theatre. The theatre now hosts 54 productions and events annually and is the center of a rapidly growing arts and entertainment district.
Since 1989, Denton has experienced a net gain of 138 new businesses, over 600 new jobs, and the development of 26 loft apartments in the upper floors surrounding the city’s main square. Denton hosts tens of thousands of visitors each year through special events. Denton was given the Great American Main Street Award in 1999 for its growing reputation as a popular tourist destination for music, shopping, education, history, and an overall cultural experience. To receive further information regarding
Denton’s Main Street organization, please visit www.dentonmainstreet.org.
I. Lanesboro, Minnesota
When the Milwaukee Railroad sold the 1870 depot in Lanesboro to an individual who tore it down, the community rallied to begin the restoration of downtown. The city government, local nonprofit organizations, and private individuals developed a plan to restore downtown through the arts and historic preservation. Over thirty percent of the town’s population volunteered to help with the task.
33 Forty miles of bike trail runs through Lanesboro in the once deserted bed of the
Milwaukee Railroad. This recreational destination attracts visitors through all seasons.
The Lanesboro Arts Council led the restoration of the old movie theatre which now
welcomes thousands of visitors throughout the year. The Cornucopia Art Center
sponsors both a sales gallery for local aspiring artists and a changing exhibit of national
and international art. Downtown is also home to award-winning gourmet dining and
lodging facilities and two museums. The train depot was later reconstructed and is now
home to the Minnesota DNR Trail Head Office, the Lanesboro Visitor Center, and public
meeting rooms.
Since the restoration of downtown began, Lanesboro has welcomed 50 new businesses and a 200 percent increase in jobs. Moreover, Lanesboro has been noted as one of the 100 Best Small Art Towns in America and one of the 50 Best Outdoor Sports
Towns. Due to Lanesboro’s immense success, it was awarded a Great American Main
Street Award in 1998. Further information regarding Lanesboro’s success can be found
at www.lanesboro.com.
VII. Recommendations
A. Business Recruitment
To recruit strong businesses into downtown Harrison, it is imperative that Main
Street Harrison develop and implement an aggressive, effective recruitment strategy.
Main Street could target wealthy Harrison residents, small business owners in the
Cincinnati area, current Harrison business owners, and other groups to open businesses in
downtown.
34 When seeking out new businesses, Main Street can stress the many benefits of
establishing a new business in downtown Harrison. These benefits include limited local competition, strong public support for the revitalization of downtown, and a large local target market.
It is likely that the survey results will indicate many unmet needs of Harrison consumers. Main Street can use the survey findings to recruit businesses to satisfy these needs. Furthermore, the following is an excerpt from the list in section II.D. (businesses in Hamilton County but not in the city of Harrison). We feel that these businesses represent fields in which new businesses in Harrison could be successful.
• Computer and software stores • Camera and photographic supplies stores • Beer, wine, and liquor stores • Jewelry stores • Luggage and leather goods stores • Hobby, toy, and game stores • Bookstores • Prerecorded tape, compact disc, and record stores • Florists • Gift, novelty, and souvenir stores • Pet and pet supply stores • Art dealers
In Appendix D, we have included several documents that will be helpful to new
and existing businesses. The documents cover the topics of finance and accounting, start-
up advice, marketing, human resources, business plans, loan attainment, and other general information. Main Street Harrison can reproduce and distribute these documents to business owners.
35 B. Marketing
The first step in developing a marketing plan for downtown Harrison is to form a volunteer group devoted solely to marketing and promotion. It is imperative that these volunteers be responsible and dedicated to the task. Main Street should attempt to recruit volunteers who have professional experience in public relations, promotion, marketing, or advertising to lead the committee. This is also an opportunity to include Harrison high school students in the revitalization of downtown. Students on the committee would have the chance to gain real world business experience while volunteering for their community. It is crucial to include all enthusiastic volunteers in the marketing process, as the success of downtown is largely dependent on the number of potential customers targeted.
To begin the promotional campaign, Main Street should target the specific customer groups that are most likely to visit downtown. The main purpose of the extensive demographic research in section V. was to determine this market. Based on our findings of Harrison and the surrounding regions (West Harrison, Logan, and Bright) the residents of Bright and Harrison should be targeted first, followed by West Harrison and
Logan.
Quantitatively, we based this upon the age of the residents, the percentage of family households, the percentage of families with children, annual household income, and level of education. The residents of Bright and Harrison are younger and largely in the age range of 25 to 54 years old. There is a greater percentage of family households in these areas, as well as a larger portion of families with children. We feel that these segments of the population will be more receptive to activities, events, attractions, and
36 shopping in downtown Harrison. Additionally, the median annual household income in
Bright and Harrison is higher than that of West Harrison or Logan, and there is a greater
proportion of residents with an income greater than $50,000. This indicates the portion
of the population that will have the disposable income to spend on shopping or activities
in downtown Harrison.
Qualitatively, all five segments of Bright’s population (New Homesteaders, Fast-
Track Families, Green Belt Sports, God’s Country, and Kid Country, USA) can be
targeted by Main Street. Furthermore, New Homesteaders and Fast-Track Families are
also segments of Harrison’s population. Refer to sections V.C.1. and V.C.4. for a more
detailed discussion of these groups. The characteristics of these groups align with the
previously discussed quantitative qualities.
In the future, Main Street should begin to target portions of greater Cincinnati and
Indiana. These areas can be determined by identifying the segments of Harrison, Bright,
Logan, and West Harrison that are responsive to the Main Street initiative. When promoting downtown to outside residents, it is vital to stress Harrison’s close proximity
to the interstate.
Resources describing effective marketing techniques are included in Appendix D.
The marketing committee can use these resources to assist in the development of its
promotional campaign. Furthermore, businesses should be strongly encouraged to
collaborate with one another in developing their marketing and promotional strategies
(discussed in the following section).
37 C. Business Collaboration
In order to improve downtown Harrison’s economy, it is essential to create
collaboration among the local business owners for several key reasons. First, bringing
the businesses together will be integral in establishing the selected theme of downtown.
Second, the increased communication can lead to successful city-wide events, sales, or
promotions.
There are several mediums that may be utilized to create collaboration. We
suggest choosing from a listserv, a website, forums, newsletters, or a combination of
them all. In the proceeding paragraphs, each form of communication is explained.
1. Listserv
A listserv for the business owners is an efficient and effective mode of communication. There are several steps that must be followed before the implementation of a listserv. First, several people should be selected to ensure that the system runs
smoothly. The roles of these people include:
• Facilitator: a person who keeps the group focused, reminds participants of ground rules, and steps in if disagreements or arguments occur • Administrator: a person who deals with the technical problems related to the listserv • Moderator: a person who reviews content before it's posted to the listserv and keeps out improper posts
Once the plans for the listserv are established, there are two alternatives for
listserv software. One choice is to purchase the listserv management software. Please see
these websites for more detail: www.greatcircle.com/majordomo, www.lsoft.com, or
www.cren.net/listproc. The second option is to use free listserv services. Please visit
these websites on free listserv services: www.topica.com and www.groups.yahoo.com.
38 The drawback of these services is that advertising may appear along with the messages.
However, we recommend that Main Street should establish a listserv through a free provider. This cost efficient option will fulfill the needs of Main Street businesses.
2. Website
Although websites currently exist for Main Street Harrison and the city of
Harrison, these websites are not specifically tailored to business owner needs. Thus, creating a website devoted solely to the businesses in downtown is a plausible solution in bringing collaboration among the business owners. There are several steps necessary in designing an effective site.
First, it may be useful to look at other websites customized to specific business districts. Examine how these other sites provide information and empower visitors to use the information. Examples of useful tools are discussion boards, announcement posting, pertinent business articles and news, helpful hints section, instant messaging, contact information, links to websites of businesses in Harrison, and many others.
39 Second, select a person or team to serve as the content manager. To implement the web design, this person or team may purchase HTML software. Some popular examples include:
• Adobe GoLive www.adobe.com/products/golive Macintosh and Windows compatible Cost of $350-$400
• Bare Bones BBEdit www.barebones.com/products/bbedit Macintosh compatible Cost of $100-$125
• Macromedia Dreamweaver MX www.macromedia.com/software/dreamweaver Macintosh and Windows compatible Cost of $350-$400
• Macromedia HomeSite www.macromedia.com/software/homesite Windows compatible Cost of $100
• Microsoft FrontPage www.microsoft.com/frontpage Windows compatible Cost of $150-$175
We recommend purchasing Microsoft FrontPage because it is relatively inexpensive and user-friendly.
40 We recommend accessing the following books that can be of assistance in creating a website:
• Don't Make Me Think: A Common Sense Approach to Web Usability Steve Krug Discusses how to make a user-friendly website
• Learning Web Design: A Beginner's Guide to HTML, Graphics, and Beyond Jennifer Niederst Covers the technical aspects of building a website
• Search Engine Positioning Frederick Marckini Shows how to make a site more accessible on the Web
Additionally, the sites below are further resources for designing a website:
• “Site Building Tutorial” from Webmonkey.com webmonkey.wired.com/webmonkey/design/site_building/tutorials/tutorial1.html
• “10 guidelines for web design” from Making the Net Work www.makingthenetwork.org/tools/webguide.htm
• “Web Building” from Tech Soup www.techsoup.org/howto/articles.cfm?topicid=13&topic=Web%20Building
3. Forums
Another effective form of collaboration is forums. These events can be as frequent as necessary to allow the businesses to discuss and come to a consensus about pre-determined topics. These meetings can be held in a public building and led by Main
Street.
41 4. Publications
A website and/or a listserv may not always be the most effective line of
communication. Thus, a newsletter may be a great supplement. This letter can be used
to inform the businesses of events in the coming months. This will prepare the
businesses for influxes of shoppers due to special community events. Further, the
business owners may write editorials in the letter to express concerns. Additionally, a
newsletter can serve as a means to communicate business sales and promotions to other
businesses in the area.
D. Community Theme
Downtown Harrison needs to create a theme to add character and distinguish the
downtown area from other cities. Although Harrison currently lacks a tourist attraction,
an attraction that corresponds with the selected theme must be established. Further, a
major event is necessary to promote the theme. Based on our research, we have provided
various possible themes in the subsequent section. However, before a theme is selected,
Main Street Harrison must conduct a survey to determine which theme best suits the market. Additionally, financial information has not been discussed with our client. Thus, the feasibility of these themes cannot be determined.
1. Recreational
A theme focusing on recreational activities may be a viable action for Main Street
Harrison to pursue. A recreational theme would encompass a large population of the market that is in Harrison and the surrounding areas. As indicated by our qualitative
42 research provided by PRIZM NE, the following market segments enjoy recreational activities:
• Harrison: New Homesteaders and Fast-Track Families • West Harrison: New Homesteaders, Fast-Track Families, Country Squires, and Big Sky Families • Logan: Big Sky Families • Bright: New Homesteaders, Fast-Track Families, Greenbelt Sports, and Kid Country, USA
First, Main Street Harrison should promote the current recreational businesses in downtown. There is a sporting goods store called Lake’s Sporting Goods located at 124
Harrison Avenue. Also, there are two bike shops: Harrison Cyclery & Things (101 East
Broadway Street) and Gene’s Cycle Center (217 North Walnut Street).
Second, business recruitment should also reflect the recreational theme.
Suggestions for new businesses are:
• Golf shop • Miniature golf course • Pool hall • Bowling alley • Health food store • Family-owned sports bar
Third, the park system must be increased. It should be complete with neighborhood and community-sized parks, nature preserves, sports complexes, and wetlands. Street trees, public gardens, flower beds, flower pots, and hanging baskets are all ways to enhance the beauty of the Harrison landscape.
Sports facilities should include baseball/softball diamonds, soccer fields, tennis courts, sand volleyball courts, and basketball courts. Similar to the success story of
Lanesboro, Milwaukee (refer to VI.I), bike paths and leisure paths could benefit Harrison and enhance the recreational theme. The paths would provide safe accessibility to
43 downtown Harrison for children. Also, the paths will display the countryside of
Harrison. Further, guided walking or biking tours could be provided to serve various
purposes, such as nature observation or the study of historical landmarks. In order to
successfully implement these paths, a strategic plan should be developed which focuses
on connecting parks, businesses, and areas of interest.
Programs for citizens of all ages and abilities should be provided. Activities
offered should include youth, family, adult, and senior programs. Special events, day
camps, and wellness programs would also be appropriate.
There should be several annual events that help create the recreational theme’s
atmosphere. A suggestion for children is holiday events, such as an Easter egg hunt in one of the parks. Also, a fitness-based health initiative can be established for individuals who live and work in Harrison to encourage Harrison citizens to pursue active lifestyles.
Each year, the community could set a goal to accumulate a pre-determined number of miles in activities such as walking, running, swimming, and biking. The program could commence with a series of health fairs. Citizens that participate in the program would
keep a record of activity though the community center. Once the community goal is reached, a celebratory event such as a picnic could take place.
To inform the citizens of the upcoming events, classes, and scheduled programs, a
quarterly publication can be distributed. Further, this information could be made more
accessible and updated on Harrison’s website. Last, marketing of these events can be
done through a local newspaper and/or fliers.
44 2. Arts
Another option for a theme is to create a center for the arts. Our qualitative research has demonstrated that this theme is a possible solution in filling the gap for several market segments:
• Harrison: Fast-Track Families • West Harrison: Fast-Track Families and Country Squires • Bright: Fast-Track Families and God's Country
First, the businesses dealing with the arts that already exist in downtown should be emphasized. Currently, there is a dance studio at 221 Harrison Avenue called Robin
Brandenburg Dance Studio that specializes in dance, gymnastics, pointe Hawaiian, song, and tap. Also, there is an art gallery and picture framing shop called You Have Been
Framed at 219 Harrison Avenue. There are two music stores in Harrison: Gordon &
Brian's Music Shoppe (1151 Stone Drive, Suite 16) and Advertype (130 Fawn Drive).
Second, more businesses with an emphasis in the arts should be recruited.
Examples of businesses that would inspire a creative atmosphere include:
• Pottery shop • Bead shop • Design-your-own-handbags store • Art studio • Art galleries • Performing arts theater • Bookstore • Music store • Camera and photographic supplies store • Jewelry store • Luggage and leather goods store • Gift, novelty, and souvenir store • Wine and cheese shop • Coffee bar • Cultural restaurants • Gelato shop
45 Third, the atmosphere of downtown should change to support the arts. Gas lanterns and white lights could be appropriate decorations. Street vendors could be encouraged to sell their pieces of art along the sidewalks. Musicians could play on the corners. An artist colony could be established to bring more artists to the area.
Fourth, major events concerned with the arts should be organized. Examples of these activities include:
• Concerts • Art auctions • Speaker series of artists and musicians • Poetry slams • Book signings • Community plays • Craft shows
3. Old-Fashioned
Many segments of the population would potentially be interested in visiting downtown Harrison if an old-fashioned theme were selected. The following groups may enjoy this theme:
• Harrison: Mayberry-ville, Traditional Times, and Fast-Track Families • West Harrison: Fast-Track Families, Country Squires, and Country Casuals • Logan: Back Country Folks • Bright: Fast-Track Families and Kid Country, USA
Downtown Harrison can use current aspects of the area to further an old- fashioned theme. For instance, Harrison Antiques is currently located at 508 Harrison
Avenue. Additionally, the historical building facades will emphasize this theme selection.
46 The following could be added to Downtown Harrison to support an old-fashioned
theme:
• Trade shops (quilters, wood carvers, etc.) • Ceramics and fine China shop • Traditional clothing store • Museums • Photography studio for portraits in traditional dress • Jewelry store • Luggage and leather goods store • Bookstore • Gift, novelty, and souvenir store • Old-fashioned candy shop
In addition to bringing in businesses to support an old-fashioned theme, Harrison should host events that would further this theme. Possible events are:
• Antique show • Antique auction • Colonial festival • Horse-drawn carriage rides • Guided tours An old-fashioned theme has great potential to attract visitors from outside the
Harrison area as well as appeal to Harrison residents. Due to the fact that much of the architecture of downtown Harrison is traditional, creating an atmosphere for this theme would be relatively uncomplicated.
47 4. Family Oriented
Several segments of the population of Harrison and the surrounding areas would
potentially benefit from a family oriented theme. Based on our qualitative research, these
groups are:
• Harrison: New Homesteaders and Fast-Track Families • West Harrison: New Homesteaders, Fast-Track Families, and Big Sky Families • Logan: Big Sky Families and Shotguns and Pickups • Bright: New Homesteaders, Fast-Track Families, Greenbelt Sports, and Kid Country, USA
The city of Harrison currently hosts several annual activities that would
compliment a family oriented theme. One example of a family activity in Harrison is the
Halloween Trick or Treat with a costume contest and carnival rides and games. The
Minges Pumpkin Festival is another family related event. If a family oriented theme is selected, Main Street can incorporate these events into the theme.
There are many possibilities for types of businesses that could be recruited into the downtown area to uphold a family oriented theme. Potential new businesses include:
• Children’s museum • Bowling alley • Miniature golf course • Pet and pet supply store • Hobby, toy, and game store • Bookstore • Gift, novelty, and souvenir store • Locally owned ice cream shop • Child-friendly restaurants with activities
48 Furthermore, Main Street could plan additional events and programs for families
to attend. Possible activities are:
• Carnivals • Festivals • Tailgates before Harrison High School football games • Christmas tree decorating • Holiday house decorating contest • Harrison family Olympics • Holiday picnic (Fourth of July, Memorial Day, Labor Day, etc.) • Parades • Fireworks • Family sports leagues • Family craft, cooking, or exercise classes
The ambiance of the downtown area should correspond with the selected theme, and Harrison could implement many positive changes to support a family oriented theme.
The buildings could become more colorful and businesses could be encouraged to develop bright, exciting window displays. Benches could be added to the sidewalks
throughout downtown, and more trees and plants could be planted. Lighting could also
be added to further emphasize safety in downtown.
Main Street could use the school system as the major promotional channel for
events and businesses if a family oriented theme is selected. Announcements and
advertisements could be sent home to parents in newsletters, and posters and fliers could
be hung in the schools. New businesses could do promotional activities at the schools.
For instance, a new ice cream shop could sell ice cream at a discount during lunch hour at
the schools during opening week.
Last, a major attraction to correspond with the family oriented theme should be
developed. A successful Main Street program in Mansfield, Ohio (please see V.A.) purchased a hand-carved carousel to revitalize the city. Harrison could create a similar
49 attraction such as a Ferris wheel. As mentioned previously, Harrison could construct an
elaborate miniature golf course or bring a large Christmas tree into the downtown area
each holiday season.
We recommend that Main Street Harrison focus on a family-oriented theme. We believe there is a strong market for this theme. Further, compared with other themes, the
costs associated with implementing this theme are relatively low.
VIII. Conclusion
At our final meeting, our client invited several community members, including
city council representatives and Main Street volunteers. After we presented the final
report, it seemed as though our client was receptive to our presentation, but we received
mixed messages from some of the attendees. A few audience members seemed hesitant
to listen to our recommendations. However, the majority thanked us for our diligence
and creative ideas. The portion of our presentation that was most well-received dealt with
business and community collaboration. The audience came to the conclusion that a
consensus must be reached before selecting a theme for downtown. We feel confident
that once this is achieved it is likely that some of our recommendations will be
implemented.
50