" Evolution: Return to the City" a thesis submitted to the

Graduate School of the University of Cincinnati in partial fulfillment of the requirements for the degree of

Master of Community Planning in the School of Planning of the College of DAAP by

Regan Noppenberger BSBA Marketing, University of Cincinnati

March 2019

Committee Chair: David Edelman, PhD Committee Member: Vikas Mehta, PhD

i ABSTRACT: ICE CREAM SHOP SECRET

This thesis is especially interested in the next era of retail. Successful stores provide a larger tax base and more jobs, as well as community spaces for residents, but many of the storefronts in America’s downtowns still sit vacant and void of activity. What impact will e-commerce and increasing urban populations have on vacant and decaying space in urban areas? Will physical retail disappear in lieu of a world where all needs are met with door to door delivery service; where people work from home, order what they need, socialize virtually, and never need to leave their homes? Some types of stores have managed to make it through the many eras of retail history. For instance, take the commerce staple, the ice cream shop. There is a universal joy associated with going to an ice cream shop. What is it that makes these spaces so desirable? Why do ice cream shops still exist when you can purchase your favorite ice cream at the grocery and eat it in pajamas at home, or order it online to be shipped directly to your couch still cold? Why are ice cream shops such highly preferred neighborhood amenities? Is it possible for other urban retail stores to replicate the “ice cream shop secret” to create a similar level of desirability among residents? Ice cream shops evoke emotion. They are places people go to spend time with people they love. They bring back memories and evoke excitement; they are entertaining! These are all experiences that can not deliver, and if brick and mortar stores can replicate this recipe for success, they might survive. This paper seeks to identify ways in which urban retail can generate desirability to survive in a post- world. Which physical, social and economic factors influence success? Certainly not all stores will make it out of the “retail apocalypse” alive, but how can planners, city leaders and developers create an environment that fosters brick and mortar retail success?

ii iii RETAIL EVOLUTION: RETURN TO THE CITY

Figure 0.1: A Secret Forest Richmond

iv PREFACE

I am an 8th Generation Cincinnatian. My great-great-great-grandpa owned a butcher shop in Over-the-Rhine, and eventually the family owned another grocery in East Walnut Hills. Like my family, many families come to new cities looking to build a living, and for thousands of years opening physical retail stores has provided that opportunity. Small shops like these are what make

cities special. They are the economic and social drivers of urban life. I have many childhood memories of shopping in downtown Cincinnati, small shops along 4th or 7th streets, at Tower Place, seeing Santa at Carew Tower, but I also have many memories Figure 0.2: Noppenberger Family at their Butcher Shop of shopping malls: the smell of the pretzels and perfumes, hiding under racks, and trying to be good to hopefully earn the treat of a Great American Cookie. Today, most of the shops I visited downtown, and the malls I frequented in the suburbs, are closed. In fact, I once lived in an apartment inside the former Shillito department store building. I’ve witnessed many transformations of the retail environment in my hometown over the course of my life, and right now I’m witnessing another.

Figure 0.3: John Noppenberger Grocery

v Prior to attending the University of Cincinnati for my masters in Community Planning, I was working in management for consumer products. It was my job to understand consumer motivations and behaviors, as well as changing market dynamics. Right now, behaviors and market dynamics are evolving rapidly. Consumers purchase more of their daily needs and wants online, and expect things to arrive quickly and effortlessly. People have new preferences about where and how they want to live, namely with more people choosing to live in urban areas. These mounting changes are all contributing to a monumental shift in the retail environment. My interest lies in the role that urban retail environments will play in the coming decades… until the next inevitable swing.

Figure 0.4: Photo of Author

vi TABLE OF CONTENTS

Abstract Preface ii v PART ONE PART TWO

1. Introduction 01 6. Potential for an Urban Retail District 55 1.1 A History of Retail in the US 03 6.1 Diagnostic Assessment 57 1.2 The Return to the City 07 6.1.1 Set the Boundaries 58 1.3 Research Objectives 09 6.1.2 Inventory 60 6.1.3 Demographic Data 62 2. Brick and Mortar Retail Apocalypse 11 6.1.4 Accessibility 64 2.1 Amazon and E-Commerce 15 6.1.5 Visibility 65 2.2 Luxury and Discount Paradox 18 6.1.6 Retail Mix 66 2.3 Economic Impact of Retail 19 6.1.7 Civic and Cultural Uses Audit 68 2.4 Social Impact and Behavioral Drivers 21 2.5 Classifying Retail 23 7. Proposal 69

3. Methodology 24 8. Caveats and Conclusions 81 4. Trends in Brick and Mortar Retail 27 Bibliography 84 4.1 Convenience 29 Figures Cited 87 4.2 Experience 34

5. Success Factors for Urban Retail 41 5.1 Physical 43 5.2 Social 51 5.3 Economic 53

vii LIST OF FIGURES

Figure 0.1: A Secret Forest Richmond Figure 4.14: Merci Concept Store Figure 0.2: Noppenberger Family at their Buther Shop Figure 4.15: Pop Up Figure 0.3: John Noppenberger Grocery Figure 4.16: Story NYC Figure 0.4: Photo of Author Figure 4.17: Shinola Flower Stand Figure 1.0: Bakeshop New York Figure 4.18: Figure 1.1: Macy’s Herald Square 1903 Figure 4.19: Battery Park Book Exchange and Champagne Bar Figure 1.2: Sear’s Catalog 1908 Figure 4.20: House of Vans Figure 1.3: Amazon Fulfillment Center Phoenix Figure 4.21: Late Night Chameleon Café Figure 1.4: Miami Design District Figure 4.22: Bygones Richmond Figure 2.0: Detroit Storefront Figure 4.23: Blue Bones Richmond Figure 2.1: Closures by Square Footage Figure 4.24: Broad Street Figure 2.2: Headlines Figure 4.25: Skate Shop Richmond Figure 2.3: Goods Bought in Store Figure 5.0: Record Shop Detroit Figure 2.4: Commercial Sq Ft Per Capita Figure 5.1: Men’s NYC Figure 2.5: Amazon Fulfillment Center Locations Figure 5.2: Rapid Bus Line Richmond Figure 2.6: Top E-Commerce Companies Figure 5.3: Quirk Hotel Broad Street Figure 2.7: Digital Natives Go National Figure 5.4: Soap Bar NYC Figure 2.8: Offline vs Online Growth Figure 5.5: Bakery NYC Figure 2.9: TJ Maxx vs Macy’s Growth Figure 5.6: Clementina Detroit Figure 2.10: Big Box Taxes per Acre Figure 5.7: Street Art Richmond Figure 2.11: Dark Stores Figure 5.8: RVA Painting Figure 3.0: Oculus New York Figure 5.9: West Elm Carytown Figure 4.0: Stores in Carytown Figure 5.10: Saks Fifth Avenue NYC Figure 4.1: Sugarfina Columbus Circle Figure 5.11: Trees in Miami Design District Figure 4.2: Amazon Go Figure 5.12: Shopping Street in Richmond Figure 4.3: Bodega Figure 5.13: Jo’s Austin Figure 4.4: New York Figure 5.14: Winter Market NYC Figure 4.5: Diesel Berlin Figure 5.15: Solita Richmond Figure 4.6: Benefit Cosmetics Vending Machine Figure 5.16: Flower Boxes Near Quirk Figure 4.7: Applestone Meats Vending Machine Figure 6.0: West Fourth Street Figure 4.8: The Refill Shoppe Figure 6.1: Historic Department Store Locations Figure 4.9: Pursuit Store on Wheels Figure 6.2: D.C. Vibrant Retail Streets Toolkit Figure 4.10: Universal Standard Figure 6.3: Boundaries Figure 4.11: Trunk Club Clubhouse Figure 6.4: Historic Fourth Street Figure 4.12: Shinola Watches Figure 6.5: Street Frontage Figure 4.13: Starbucks Roastery Milan Figure 6.6: Demographic Profile

viii LIST OF FIGURES CONTINUED

Figure 6.7: Development Map Figure 6.8: Accessibility Map Figure 6.9: Visibility Figure 6.10: Retail Criteria Figure 6.11: NG&S Figure 6.12: F&B Figure 6.13: GAFO Figure 6.14: Civic Uses Figure 7.0: View of West Fourth Figure 7.1: Fourth Street Character Figure 7.2: District Ownership Figure 7.3: Current Status Figure 7.4: Street Rendering Figure 7.5: Sidewalks Figure 7.6: Sidewalks of Fourth Street Figure 7.7: Benches by WMBstudio Figure 7.8: Seating San Francisco Figure 7.9: Historic Lamp Post Figure 7.10: Painted Canopy Miami Figure 7.11: Street Art NYC Figure 7.12: Neighborhood Banner Figure 7.13: Conceptual District Banner Figure 7.14: Vacant Storefront on Fourth Figure 7.15: 435 Elm Street Figure 7.16: Second Sunday on Main Figure 8.0: Greene Street Figure 8.1: Aritzia

ix INTRODUCTION

Figure 1.0: Bakeshop New York

1 INTRODUCTION Shopping: routine, leisure activity, form of therapy, chore, social “The retail sector provides goods and services to urban residents and outing, bonding ritual, treasure hunt; whatever the motivation, the act of visitors; employs a substantial share of the workforce, generating income shopping is one of the most prevalent human activities. Humans have been for the local economy and taxes for local governments; promotes local trading and buying goods since prehistoric times, and this ancient act of development and supports local property values; supports a sense of urban procuring stuff has an immense impact on our cities. life vitality; and influences the growth of urban areas.” Retail and city life are intricately related. Traditionally, shops lined The relationship between cities and commerce has developed for city sidewalks and kept them abuzz at all times of day, leading to safer, thousands of years. Trade routes between cities grew their economies more lively streets. Streets were filled with social interactions and chance and global status, and overtime, major innovations like agriculture, encounters, resulting in immeasurable new relationships, business industrialization, and the automobile have impacted the way humans ventures, romances and the like. Business owners came to cities to participate in the exchange of goods. With each wave of innovation, the start new shops, not just to provide goods for the neighborhood, but to physical form of cities was altered. We are currently in the midst of another provide for their families, their employees families, and contribute to their innovation revolution – the rise of e-commerce. The accessibility of goods community. Urban small business owners are often the social coordinators and services online has only just begun to change the retail landscape. Not of their block, providing much more than goods. In the words of Jane only is the demand for physical retail space at risk, but the mix of goods Jacobs, “they [shops] help make an urban neighborhood a community available and impact on prices is greatly changing the brick and mortar instead of a mere dormitory.” Planning researchers Burcu Ozuduru and retail dynamic. Jean – Michel Guldmann further describe how crucial retail is to city life:

2 1.1 A HISTORY OF RETAIL IN THE US There have been major shifts over the last 100 years of American retail history, beginning with the industrial revolution, followed by the migration to the suburbs, and now there is a new era, driven again by rapid cultural and technological changes. The growth of e-commerce and the resurgence of urban living are once again altering the way we live and shop. The industrial revolution brought people into cities and made goods cheaper and more accessible. Cities grew rapidly as new workers pursued jobs in the abundant factories and mills. Steady wages increased the wealth of the city’s population which sparked a desire for the finer things, and eventually led to urban department stores.These behemoths were a new kind of shopping experience, whose inventories boasted anything from clothes, to bikes, toys, and housewares at advertised ‘lower than your neighborhood shopkeeper’ prices. The first department store is considered to be Harding, Howell & Co’s Grand Fashionable Magazine which opened in London in 1796, but by the mid to late 1800’s, department stores grew to affect most major western cities. In America, “Los Angeles had the May Company; Chicago, Marshall Field’s; Boston, Filene’s; Dallas, ; and Detroit, the grand behemoth Hudson’s, with 32 floors and four basements” (Kanfer).

Figure 1.1 Macy’s Herald Square 1903

3 These massive spaces transformed the physical environment of the city and the way people spent time in it. In reference to Macy’s 1902, 11-story flagship store in Herald Square, just south of midtown Manhattan, one historian muses that “consumers might spend an hour—or an entire day—within Macy’s million square feet of market space, lunching with friends, ordering household necessities and personal fripperies, and returning home spent, in every sense” (Kanfer).

Department stores especially impacted culture for women in cities. They were among the first urban public spaces that women could go without the protection of a man.

Retailers soon realized that the more homelike the atmosphere, the more likely a woman was to linger. In response, they outfitted their stores like plush extensions of home. The Emporium in San Francisco, for example, contained a nursery, an emergency room, a post office, a beauty parlor and a library. Marshall Field’s in Chicago had a full-scale information bureau and featured multiple places for women to dine and take tea (Blakemore). Department stores were also a major employer of women, allowing them to earn an independent income. Another remarkable outcome of this period in urban retail history is that it was the first time store owners began marketing shopping as something that could be fun! Just as some business owners realized shopping could be entertaining, another capitalized on convenience. The advent of the catalog in 1893 gave everyone access to anything they wanted without a trip in to the city. Even people that lived in rural areas could flip through the company’s two inch thick “Wish Book,” and place an order for all of their household needs and desires.

Figure 1.2 Sears Catalog 1908

4 The dichotomy between entertainment and convenience are the suburban shopping centers exceeded total retail sales of all urban shopping drivers that continue to shape the retail evolution today. As early as centers (Gillette Jr 79). 50 years ago, the city was still the place to visit if people wanted to go While these suburban shopping centers were being constructed, shopping. Department stores filled city blocks, lit up windows over the urban retail started to struggle. “Between 1954 and 1977, the total retail holidays, and were destinations that people traveled miles to visit for market share in American city centers dropped by 77%” (Gibbs 45). Much entertainment and social interaction. By the 1980’s, the same city blocks of this decline was due to the construction of highways and bypasses that that were once filled with shoppers sat empty and decaying in cities eliminated most of the traffic on inner downtown streets. “Bypass roads across the country. After World War II, the Veterans Emergency Housing often reduced traffic by up to 85% from the national average of 30,000 cars program incentivized millions of families to leave the city for a new life in per day to less than 5,000” (Gibbs 45). the suburbs with cleaner air and bigger, cheaper houses. If people wanted Some developers tried to build suburban style malls in the city with to shop, they didn’t need a bus or light rail to the department store several dozens of stores in one internally connected building, but most didn’t make blocks over, they drove their car to nearby malls and strip malls. The it. “New malls, like New York’s Trump Tower or Chicago’s Water Tower physical development of the suburbs was closely connected to commerce. Plaza, turn actively away from the street, thus isolating what pedestrian Suburban residential developments were frequently constructed based on activity they attract from the surrounding area” (Gillette Jr 94), illustrating proximity shopping centers. According to geographer Peter O. Muller, “that that the same development tactics that worked in the suburbs weren’t movement began a shift in retailing, from passively following a dispersing going to work for urban areas. Some of the most established urban retail population, to shaping the outer metropolitan region around retailing was able to hang on like Madison and Michigan Avenues where population centers” (Gillette Jr 79). Shopping centers grew in number from 2,900 in density remained high, and tourists were still coming in droves to shop, but 1958, to 7,100 in 1963, and 22,000 in 1980. As early as 1954, sales in for most cities, commercial rents plummeted and stores sat empty.

5 Then in 1994, following the advent of the computer and the internet, the newest commerce mammoth, Amazon, was founded as a small online discount bookstore. Yet much like its department store predecessors, Amazon began to capitalize on providing a variety of goods to all people at cheaper prices. Nearly any item consumers can dream up is available to purchase in one click. Amazon provides convenience in an unheard of manner, shipping most items directly to households in two days or less. Amazon’s founder, Jeff Bezos is acutely aware of consumer’s need for instant gratification, and in order to deliver products more quickly, set up enormous fulfillment centers across the country. To indicate just how large these developments are, one in Phoenix, covers 1.2 million square Figure 1.3 Amazon Fulfillment Center Phoenix, AZ feet, which is large enough to hold 28 football fields (Kanfer).

6 1.2 THE RETURN TO THE CITY What makes this current shift in retail particularly interesting for urban planners is that in conjunction with the rise of e-commerce, there has been a change in lifestyle preferences, with more and more people preferring to live in city centers. Beginning in the new millennium, rate of population growth in American urban neighborhoods, surpassed the growth rate in the exurbs (Florida). There seem to be many reasons why this is happening, one of which is that as manufacturing declined, there was an increase in service jobs from creative and tech industries in the city center. Another reason is that there has been an influx of young professionals and retiring baby boomers in cities, because families are going without children and grandchildren longer than in previous generations. No matter the reasons, the influx in population downtown should increase demand for retail space, especially considering the quick decline in suburban retail. According to Credit Suisse, by 2022, 25 percent of U.S. shopping malls are expected to close (Kanfer). The question becomes does e-commerce leave enough market share for urban retail to bounce back, and if yes, what will it look like? Richard Florida, who has produced much research about the return to the city predicts there will be a resurgence in urban retail. He cites Miami’s Design District as an example of Figure 1.4 Miami Design District a city that had an industrial core in decline and transformed it into a luxury retail destination worthy of luring brand names from the surrounding suburban malls. Describing the appeal of the city, he says, “Instead of a food court, shoppers will be able to eat at some of Miami’s best . Instead of generic and manufactured charm, they can experience some of the most interesting architecture in the world, old and new, classic and cutting edge (Florida).

7 The physical form of the city, the architecture, human scale streets, as well as urban “Downtowns and amenities have been attractive to new residents, restaurants, and entertainment venues, other urban areas laying the groundwork for a retail resurgence. Terry Clark from the University of Chicago have an opportunity refers to downtowns as veritable “entertainment machines.” A new scene of restaurants, bars, cafes, and clubs cater to customers seeking something new and different (Florida). to experience Florida’s example is an extreme one considering the demographics of Miami, and the a rebirth as the number of high-priced, luxury boutiques nestled within the Design District, however the core centers of regional physical attributes remain the same for other American downtowns: “Single-handedly, these commerce.” downtown development projects, with their distinctive architecture, unusual settings, special – Robert Gibbs mix of shops, restaurants and entertainment and unique urban style, rekindled sparks of life in their cities and, in turn, became celebrations of the vibrancy and diversity of city life” (Gillette Jr 93).

8 1.3 RESEARCH OBJECTIVES with people they love. They bring back memories and evoke excitement. This thesis is especially interested in the next era of retail. Successful They are entertaining! These are all experiences that online shopping stores provide a larger tax base and more jobs, as well as community can not deliver, and if brick and mortar stores can replicate this recipe for spaces for residents, but many of the storefronts in America’s downtowns success, they might survive. still sit vacant and void of activity. What impact will e-commerce and This paper seeks to identify ways in which urban retail can generate increasing urban populations have on vacant and decaying space in urban desirability to survive in a post-Amazon world. Which physical, social and areas? Will physical retail disappear in lieu of a world where all needs are economic factors influence success? Certainly not all stores will make met with door to door delivery service; where people work from home, order it out of the “retail apocalypse” alive, but how can planners, city leaders what they need, socialize virtually, and never need to leave their homes? and developers create an environment that fosters brick and mortar retail Some types of stores have managed to make it through the many success? eras of retail history. For instance, take the commerce staple, the ice cream shop. There is a universal joy associated with going to an ice cream shop. What is it that makes these spaces so desirable? Why do ice cream shops still exist when you can purchase your favorite ice cream at the grocery and eat it in pajamas at home, or order it online to be shipped directly to your couch still cold? Why are ice cream shops such highly preferred neighborhood amenities? Is it possible for other urban retail stores to replicate the “ice cream shop secret” to create a similar level of desirability among residents? Ice cream shops evoke emotion. They are places people go to spend time

9 This discussion generates several important issues that will be In Chapter Four, current examples are given of urban retail formats addressed in this thesis: that are either new in their approach, or are adapting well to the threats of online retail. Best in class examples are grouped by category to illustrate

1. What is the current state of the retail market in America? the trends in the retail environment. Chapter Five will discuss success 2. What consumer behaviors are influencing trends in brick and factors for urban retail as outlined by many planners and researchers, mortar retail? categorized by either physical, social or economic. These success factors 3. What physical, economic and social factors are driving success will provide a good starting point for outlining what can be done to improve in retail and how can they be applied to a historic retail district a real decaying urban retail street. in downtown Cincinnati, Ohio? Chapter six applies previous learnings to a historic retail district in Cincinnati, OH using a diagnostic assessment originally created for This thesis has two parts which are divided into eight chapters. Part Washington D.C. by planning and design firm, Street Sense. Chapter one contains existing research, current news, and a snapshot of trends in seven contains a proposal and further recommendations for the chosen retail. Part Two is a project that seeks to apply some principles and trends district. Finally, a conclusion will evaluate the overall successes and identified in part one to an identified area of downtown Cincinnati with the shortcomings of this research, and offer ideas for additional study that purpose of redeveloping a retail corridor in the Central Business District. would be useful. The introduction provides a history of retail in the US which gives the current retail climate context within a much bigger story. Chapter Two will provide a snapshot of the current retail market, and Chapter Three offers a methodology for evaluating the research, project and outcomes.

10 PART ONE

CHAPTER 2: THE BRICK AND MORTAR RETAIL APOCALYPSE

Figure 2.0: Detroit Storefront

11 2.0 The Brick and Mortar Retail Apocalypse

The term “retail apocalypse” began populating American media headlines in 2017, but the outlook of the retail market is still anything but clear. By the end of 2018, major retailers such as Bon-Ton department store and Toys R Us permanently closed, while JCPenney, Macy’s, Sam’s club announced a major reduction in store count, and retail juggernaut Sears filed for bankruptcy in a final attempt to hang on. All of this resulted in the largest closure by square footage in recent retail history.

Figure 2.1: Closures by Square Footage

Figure 2.2: Headlines

12 Despite the staggering square footage loss, according to IHL Group, a retail industry research and advisory firm, just 16 retailers represent 66 percent of store closures (Matthews). Some retailers that were quicker to adapt are doing well. In August of 2018, posted its best quarterly sales increase in a decade, and Target had its strongest up-tick in 13 years. Nordstrom and Kohl’s were able to outpace their growth projections for the first half of 2018 (Boyle). Some of the changes they’ve made include new store formats, online shopping delivery options, and better service by well-trained, higher paid employees. It doesn’t hurt that unemployment is at a near record low and consumer spending is up with the strong economy. In reality, “90 cents of every retail dollar in the U.S. is still spent at a physical location, and industry watchers don’t expect it to fall below 75 cents until the middle of next decade” (Townsend), and IHL predicts that 81% of all retail will still have a store component by 2021 (Matthews).

Figure 2.3: Goods bought in store

13 The bigger picture of the American retail landscape isn’t complete Many industry professionals attribute the store closures to more of without comparing its size to other markets. Many planners and real estate a “right sizing” than an apocalypse. Suburban big box stores, strip centers professionals argue the US retail market is far over-built, pointing to other and malls have been hit the hardest over the last several years. Trips to countries as a comparison. Planner, Rick Stein, estimates American retail malls declined 50% from 2010 to 2013, and have continued falling year is overbuilt by as much as 50% (Thompson What in the World). A study after year (Thompson What in the World). Cushman and Wakefield predicts done by Cowen and Company found that the US has 24 square feet of that by 2022, 1 out of every 4 malls in the U.S. could be out of business gross leasable area per capita, the highest of any country in the world. (Sanburn). That’s 25 percent more than the next closest country, , five times Advances in technology like self-driving cars and drone deliveries more than the U.K., and 10 times more than Germany (Bliss Ticking further threaten all brick and mortar retail. Suburban retail is particularly at Timebomb). risk given its lack of differentiation, focus on convenience over experience, excessive square footage, car-oriented access, and space devoted to parking. The apocalypse might be the reality for some, but it’s certainly not the case for all. This headline from Forbes outlines it best:

USA CANADA UK GERMANY

Figure 2.4: Commercial Sq Ft Per Capita

14 2.1 Amazon and E-Commerce While big box stores fight to hang on, Amazon and other online retail platforms have seen unheard-of growth over the last five years. Total Amazon sales were over 258 billion dollars in 2018. Amazon now accounts for 49% of all dollars spent online and 5% of total retail spend (Lunden). Analysts at Cooper Smith found that Amazon “now has warehouses within 20 miles of half the U.S. population” (Sisson Amazon’s Invisible). The company manages more than 75 fulfillment centers and 25 sortation centers and employs 125,000 full-time hourly associates in the U.S. (Sisson 9 Facts). Amazon and other retailers have invested so much in e-commerce, that the highest performing property type is now industrial warehouses. “This fall, Amazon opened a new fulfillment center at the former site of the Randall Park Mall in Figure 2.5 Amazon Fulfillment Center Locations northeast Ohio, which covers 855,000 square feet” (Sisson 9 Facts). These massive centers are built on the fringes of cities or repurpose big-box retail graveyards. Now, in addition to the spatial impact of Amazon via warehouse space, the king of e-commerce is starting to value physical retail locations as well.

15 Amazon has opened “Amazon Books” stores as well as “Amazon Pop Up” focusing on electronic devices. Outside of books and tech, Amazon is also testing a concept called “Amazon Go” in Seattle. When, Amazon purchased Whole Foods in 2016, acquiring all of their real estate, it was thought that they might rebrand full Amazon grocery concepts all over the US, but that has yet to come to fruition. It does seem as though Amazon is committed to keep testing brick and mortar retail concepts until they find the recipe that works. In 2017, ran an article claiming that Amazon is also exploring appliance showrooms for furniture, refrigerators, washing machines, etc. — “the kinds of products that shoppers are reluctant to buy over the internet sight unseen” (Wingfield). The high-tech showrooms could potentially use augmented or virtual reality to allow people to see how items would really look in their homes. Figure 2.6: Top E-Commerce Companies It’s not surprising that Amazon is considering getting physical. Still only 10% of all retail transactions are made online, and when looking at each category the numbers vary. For example, in clothing and apparel, 20% of transactions are online, but in grocery, only

2% (Sisson Amazon’s Invisible). Many retailers that began online only are starting to see the benefits of physical locations like awareness building and brand recognition.At the same time, physical locations are more inexpensive than ever, as other retailers die and leave millions of square feet of available space. Modern consumers expect to engage with “seamlessly across their e-commerce, brick-and-mortar, social media and every other channel to create unified, consistent encounters” (Roh). Figure 2.7: Digital Natives Go National

16 A study from The International Council of Shopping Centers (ICSC Reports), shows there is a sales halo effect of having physical locations, meaning that on average there is a 37% increase in web traffic after opening a brick and mortar store. So-called “digital natives” like Warby Parker, Bonobos, and UntuckIt have begun opening stores or showrooms across the country. The Clicks to Bricks movement is happening across many product categories: Casper, a mattress retailer plans to open 200 stores within three years; and Adore Me, the women’s intimates company, will also open 300 additional stores in five years (Roh). As the competition for attention gets more and more fierce, the conversion cost of advertising has skyrocketed. Making an investment in physical locations, and knowing the awareness will bring an increase in sales – even if the purchases are made online – is Figure 2.8: Offline vs Online Growth often a better solution than relying on increasingly expensive Google and Facebook ads. Landlords are eager to fill empty spaces and in some cases are foregoing the standard long-term lease commitments for flexible short-term options like pop-up test concepts.The physical locations are paying out: “some customers needed to try on the shoes in person before committing to that first purchase, and offline shoppers spend more (today the spread is 13 percent) and return less” (Townsend).

17 2.2 Luxury and Discount Paradox On the other end of the spectrum, sales at TJ Maxx have been Not all brick and mortar retail is performing equally. Format trends increasing for the past 33 quarters. T.J. Maxx and Marshalls stores give a more detailed look at the market, and sector trends paint a dynamic average about $332 a square foot, which is higher than that of Macy’s picture as well. The retail sectors that are performing the best are on the and Kohl’s whose store sales approximate around $188 per square poles: luxury and discount. Luxury malls and discount stores like TJ Maxx foot (Kapner). Department stores like Macy’s that cater to middle class continue to come out on top as a result of growing income inequality in the shoppers are at risk, as shoppers have come to expect luxury service or

US and consumer behaviors. “Premium retailers have seen their revenues deep discounts. soar 81 percent over the last five years, while price-based retailers have seen their revenues steadily increase 37 percent over the same period. This contrasts with balanced retailers, whose revenue has increased only 2 percent” (Lobaugh, Bieniek, Stephens, Pincha). Behavioral trends reinforce this data as well. Consumers are more likely to tell friends about luxury items they purchased as an expression of status or rarity; and, consumers are also likely to tell friends about a good deal. Millennials are also buying less stuff on average when compared to their parents, instead investing in high quality, more premium products: “millennials are showing strong preferences for the “Buy It for Life” mentality” (Landrum). As a result, according to Deloitte, “luxury retail sales are expected to grow 6 to 8 percent annually through 2024, at least twice as fast as the 3 percent annual growth predicted in the broader retail sector.” Figure 2.9: TJ Maxx vs Macy’s Growth (Blake).

18 2.3 Economic Impact of Retail According to the New York Times, rural counties are not seeing their “Every time you lose a corner store, every time you lose a , fair share of e-commerce replacement jobs. “Small metropolitan areas every time you lose a small clothing store, it detracts from the quality of life, account for about 23 percent of retail employment, but they are home to as well as the job loss.” just 13 percent of e-commerce positions” (Abrams, Gebeloff). Additionally, - John McGrath, professor at the University of Pittsburgh Johnstown women and minorities fill most traditional retail positions, while warehousing is mostly men.

Part of why physical retail sales are so important is that they Cities and counties also rely on sales tax and property taxes from are a crucial part of the economy. In the early 2000’s retail surpassed physical retailers. The suburbs are being hit particularly hard by big box manufacturing as the country’s largest industry by employment. Now, store closings and a new trend in property valuation called dark store theory. the retail industry accounts for 1 in 10 workers, or 16 million jobs (Aspen Small towns frequently offer incentive packages to retailers to lure them Institute), although that number is falling fast. For perspective, department to build, offering tax breaks and publicly funded infrastructure. When big stores have lost 18 times more workers than coal mining since 2001 boxes fail, that infrastructure investment doesn’t pan out and the promise (Abrams, Gebeloff). of jobs and sales taxes vanish. Now, even if the stores aren’t closing, they The e-commerce sector isn’t only killing jobs, it is also creating new are negotiating for even lower property taxes using the argument that if jobs, by some estimates, as many as 355,000. Since 2009, warehousing they needed to, they wouldn’t be able to sell their property for any more employment has soared by almost 50 percent and those jobs are paid than the value of the land because it is difficult to find other uses for such nearly 26 percent better than traditional retail jobs (Thompson What a large space. Appraisers are “literally using closed, boarded-up stores as in the World). The issue is that these jobs are not geographically and comparables for a recently renovated, vibrant property” (Bliss After). demographically equal.

19 One small town mayor said this about reductions in big box property tax due to lowered valuations: “It would reduce property values by millions of dollars, force the city to refund hundreds of thousands of dollars in back taxes, and set back payments on the public infrastructure that the town built to lure these retailers in the first place.That could result in higher taxes for residents, fewer police officers, firefighters, and teachers, and potentially, a mess of public debt” (Bliss After). Further, “big-box stores displace up to six local businesses and destroy historical commercial areas, but also increase retail employment while substantially decreasing wage levels” (Ozuduru). Overall, locally owned stores do more for a region’s economy. For every $100 spent at local businesses, $45 stays in the local economy, while the same $100 spent at a national chain leaves only $13 locally (Cunningham 145). Figure 2.10: Big Box Taxes per Acre

Figure 2.11: Dark Stores

20 2.4 Social Impact and Behavioral Drivers Aside from the economic impact retail brings to cities, stores also inhabitants of a region" (Gillette Jr 82). have significant social impact. Though perhaps surprising, when shopping As recently as the early 2000’s, malls were still considered a malls were first designed, they were envisioned as community centers. community gathering place: “the home of first jobs and blind dates, the Victor Gruen the inventor of the considered them to be place for family photos and ear piercings, where goths and grandmothers the modern equivalent of the Town Square. His original vision called for could somehow walk through the same doors and find something they a mixed-use facility containing apartments, offices, child care, libraries, all liked” (Sanburn). Eventually those malls became desolate symbols of auditoriums and shops. In 1952, he was commissioned to design the first isolation and consumerism that no longer contributed to the social fabric of indoor mall in Minnesota. He wasn’t able to build a complete version of society. Years later, after witnessing malls further the issues of suburban his vision, but the mall did include a central plaza to serve as a “social sprawl and isolation, Gruen gave a speech in which he divorced himself hub,” covered with a skylight, starting a trend that would be replicated by from the mall, “I refuse to pay alimony for these bastard developments” many malls thereafter. Gruen hoped that malls would be an antidote to the (Byrnes). He was later an advocate for leaving the malls and returning isolation and sprawl of the suburbs. Gruen identified shopping as part of a development to the urban core. He thought, "by interweaving all experience larger web of social activities, arguing that merchandisers would be most of human life within the urban tissue, we can restore the lost sense of successful where they integrated their activities with "the widest possible commitment and belonging; we can counteract the phenomenon of palette of human experiences and urban expressions" (Gillette Jr 82). He alienation, isolation, and loneliness and achieve a sense of identification directed that malls should include “as many non-retail urban functions and participation" (Gillette Jr 84). within the complex of the center as feasible, in creating opportunities for cultural, artistic, and social events and in striving for an environmental climate and atmosphere which in itself becomes an attraction for the

21 The idea that retail can be an antidote to isolation in modern times classes on coding, music, and photography” (Pinsker). is one that is still resonating with many consumers and business owners. The motivations and reasons people shop drive the design of re- Cachino notes that “retail has been described as playing a major role in the tail centers and should inform the way that planners and developers think foundations of the social and economic structure of cities, where shopping about retail moving forward. Two main motivations for shopping are out is described as a cultural experience” (Mehta). Stores and restaurants, of need and for entertainment. Modern consumer trends further illuminate especially in densely populated areas, are being considered ‘3rd spaces,’ these two motivations for shopping: a term coined by Robert Oldenburg in his book, The Great Good Place.

These are spaces outside the home and work, that are open to the general Shopping out of necessity = CONVENIENCE public, where people informally gather on a regular basis (Oldenburg 146). Shopping for social interaction and activity = ENTERTAINMENT They are comfortable, open often, and welcoming to people dropping by and spending extended periods of time. Streets with thriving retail provide improved overall neighborhood identity, including “lower crime and even improved health outcomes” (Chapple and Jacobus 2009, Talen via Mehta). Now more than ever people are in need of connection and time spent away from their technological devices. CEOs of companies like Apple are hoping to change their store format to incorporate more of a social experience: “We actually don’t call them ‘stores’ anymore—we call them ‘town squares. In these ‘town squares,’ aisles will be ‘avenues’ and trees will provide customers shade from overhead fluorescents. The company dreams its flagship stores will become ‘gathering places,’ complete with

22 2.5 Classifying Retail The retail sector commonly emcompasses all companies that you add density in an urban setting, because the amenities increase along sell finished goods and services directly to the consumer. Car dealers, with that density” (Lefevre). restaurants, bars, clothing stores, barbershops, hardware stores, groceries Urban retail is unique in that it draws on three populations to and laundry mats are all considered part of the retail industry. For the most survive: residential, employee, and tourist. Downtown shoppers don’t part this thesis will be discussing impact to the retailers selling traditional need to live in the core. Many cities have already begun to see increases goods. Restaurants, bars, and neighborhood service providers like in population leading to an increase in entertainment related amenities, barbershops have not been as impacted by the rise of e-commerce, but but many urban retail spaces haven’t yet caught up, which is slowing the these types of retailers are extremely crucial to the overall vibrancy of cities overall transformation of urban areas. “A failing suburban and retail districts, and they will be discussed further in that regard. usually has little impact of a surrounding subdivision. By contrast, a block The focus of the rest of this thesis will be urban retail. Urban retail of distressed or shuttered retailers will negatively affect its upper level implies a location with a higher population density and smaller footprint residences and offices, which adversely impacts the overall economic than its suburban counterparts. Urban retail is typically located near health and vitality of its urban area” (Gibbs 50). other entertainment amenities in the urban core, as opposed to suburban shopping centers which are spread out and separated by large parking lots and landscaping from surrounding residences and offices buildings. Urban areas are compact and have a mix of retail, office, and residential uses (Gibbs 50). “The beauty of downtown development is that, unlike in the suburbs, density is always a positive. The value of property increases as

23 CHAPTER 3: METHODOLOGY

Figure 3.0: Oculus New York

24 METHODOLOGY

This thesis attempts to provide a timely assessment of the retail Once the history and broad market changes are understood, it environment at a national level, as well as identify trends and tactics for makes sense to take a more detailed look at sociological trends that are success that keep physical retail competitive, culminating in an application influencing a behavioral shift in the way consumers shop. This thesis of these findings to a mostly vacant, historic retail street in urban Cincinnati, recognizes two main motivations for shopping: shopping out of necessity Ohio. To approach the question of how physical retail can survive, it makes which lends itself to a preference for convenience; and shopping as a form sense to start broadly with the entire retail marketplace and then drill down of entertainment, which creates a preference for experience and social to learnings that impact urban retail districts. connection. Each of these motivations has influenced many trends retail Urban planning professionals have had a large influence on the which are identified using best in class examples from commercial spaces progression of retail in the from urban department store around the world. beginnings, to the move to the suburbs. Through a review of professional Beyond the trends that influence the total retail market, there is much literature, the major retail evolutions are documented and analyzed for their planning literature about tactics for success when building physical retail influence on market drivers today. Since the retail landscape is currently districts. A literature review of popular “retail guidelines” provides a basis changing so quickly, sources were also reviewed that best illustrate what for building a retail plan for an urban business district. has happened in the market within the last year. For example, mainstream The chosen study area for this thesis is four blocks of a street in news outlets and popular papers such as the Wall Street Journal and the Cincinnati Ohio. Cincinnati works as a case study because it is mid-sized, New York Times, as well as several professional real estate sources tell the middle income and moderate in culture, making it comparable to many most timely story. American cities. Many trends observed in mid-size cities across the country can be seen in Cincinnati. It lost nearly 10% of its urban population over

25 the last 20 years and is now beginning to see a return of population to this thesis will be using the retail toolkit’s “diagnostic assessment” which downtown. Also, there has been a significant increase in investment in to will help determine the area’s retail potential. There are seven steps and the urban core, but much of Cincinnati’s downtown retail space is vacant four scorecards that will measure the potential of the district. As part of or struggling. the exercise, data will be gathered and presented in the form of maps that The chosen street has a long history of being a retail district and has represent the potential of the area. witnessed all of the shifts in the retail market discussed in this thesis. It has After the diagnostic assessment is completed, recommendations a strong amount of developable commercial space, and spatial importance will be made regarding implementation. Output will be related to physical to the downtown fabric. It is one block from Fountain Square which is the changes to the space, programming, economic incentives, policies, and central plaza of Cincinnati’s downtown. It is very dense with offices and potential mix of offerings. residential units, but its ground floor is not activated to its potential. Firstly, it will be important to understand if it is possible for this district to be developed in to a healthy retail district, and secondly what specific changes, investment, or policies would help it succeed? In order to evaluate this street for its retail potential, a toolkit produced by the Washington D.C. office of planning and consultant Streetsense will be used. The toolkit was produced in 2012 “to provide a set of tools that can be used by retailers, businesses and merchants associations, government agencies, as well as neighborhood and community associations to address and resolve the issues affecting retail districts” (Streetsense). Specifically,

26 CHAPTER 4: TRENDS IN BRICK AND MORTAR RETAIL

Figure 4.0: Stores in Carytown

27 4.0 TRENDS IN BRICK AND MORTAR RETAIL

This chapter shares examples of how retail trends are manifesting in urban spaces. There are two major motivational categories that drive retail trends as outlined previously: convenience and experience. The convenience category is poised to thrive online. Services like at-home try-on from companies like Warby Parker, StitchFix, and Nordstrom Trunk Club are providing convenience in a major way. Sometimes these brands use at-home try-on as a convenience compliment to their experience driven brick and mortar locations. This type of convenience has reached nearly every category, consumers can even order and try-on engagement rings at home before purchasing! In addition to home try-on, stores including Home Depot have begun offering free delivery, and other brands offer recurring monthly delivery services for items like personal care and wine. Though there are many examples of how brands are driving convenience online, given that this thesis is focused on urban physical applications of retail, the examples highlighted here will be brick and mortar concepts and will not further outline the trends that are occurring online. Beginning with convenience trends, the emphasis is on saving time. “48% of Americans self-report not having enough time to do the things they want and among women it’s as high as 61%” (Pew

Research). Time stressed families have been rewarding companies that make their shopping Figure 4.1: Sugarfina Columbus Circle experiences quick and easy. If a retail concept can’t offer convenience, in order to warrant a trip outside, away from the Netflix and Prime buttons, it must offer experience. The following are examples of what’s coming next to brick and mortar retail.

28 TREND 1: NO CHECK OUT

Amazon Go Grocery

Amazon’s grocery concept is using technology to make the shopping experience easier and faster than ever with no checkout lines or cashiers. The shelves are censored and know when customers pick up a product and put it in their bag. When customers leave the store, they are automatically charged through their phone.

Figure 4.2: Amazon Go Bodega

Start-up Bodega is offering personal care and household cleaning supplies in a cabinet that can be found on the ground floor of apartments and office buildings. The cabinet can be unlocked with a passcode sent to customer’s phones. Cameras and sensors monitor products, and customers will be automatically charged for what they take through the app. CONVENIENCE Figure 4.3: Bodega

29 TREND 2: NEW WINDOW SHOPPING

Interactive Windows from Kate Spade and Diesel

Interactive window displays can utilize touchscreen and Bluetooth or motion sensor technology. Pedestrians walking by can physically change the look of the window, browse merchandise, or make purchases 24/7, even after the store has closed. In some cases, AI allows the consumer to virtually try on products and take pictures to send to friends. Interactive windows encourage engagement between passerbys and the store. They keep people on the street longer, increase activity on the sidewalk, and ultimately give consumers both an experience and convenience to purchase whenever they want, without even going in to the store.

Figure 4.4: Kate Spade New York Figure 4.5: Diesel Berlin CONVENIENCE

30 TREND 3: VENDING MACHINES

Vending Machines by Benefit Cosmetics and Applestone Meats

Vending Machines have long provided convenience based on the concept of meeting consumers where they already are. Brands are reinventing this old concept with branded vending machines containing surprising offerings. Benefit Cosmetics has vending machines in most US airports. Applestone is building fresh meat vending machines for transit hubs like subways.

Figure 4.6: Benefit Cosmetics Vending Machine Figure 4.7: Applestone Meats Vending Machine CONVENIENCE

31 TREND 4: REFILL STATIONS

The Refill Shoppe

The Refill Shoppe sells bath body and cleaning products that you can have refilled in store. Customers pay per ounce and can mix and match scents.

The same concept can be applied in more of a soda fountain manner where consumers come up to the bar, refill their laundry detergent, lotion, hand soap, etc, and pay automatically by the ounce. It is common in countries like Japan to have these refill stations in grocery and health store aisles.

Figure 4.8: The Refill Shoppe CONVENIENCE

32 IMPACT

Convenience trends are all about meeting consumers where they already are. This trend will lead to retailers moving away from long leases in dedicated space, and towards adding mini shops including stores on wheels as seen below, vending machines, or refill bars inside transit hubs and

residential buildings. These mini shops most likely won’t require any sales people, just restocking service. Technology as seen in some window displays will also make ordering goods from anywhere possible. Imagine an advertisement in a transit station that allows people to order product in one click. This will have a major impact on common goods like personal products and household items.

Figure 4.9: Pursuit Store on Wheels CONVENIENCE

33 TREND 1: SERVICE AND EXPERTISE

Showrooming

Some brands are opening up showrooms with no saleable inventory. These stores carry one of each item in each size available and focus on exceptional service experience. Examples include Bonobos menswear, M.Gemi shoe retailer, and Universal Standard, the plus-sized apparel company.

Figure 4.10: Universal Standard

Nordstrom’s Trunkclub Clubhouses

Nordstrom Trunkclub began as a ship to home styling service. Customers virtually meet a stylist, make preferences and then clothes are shipped to their home to try on. Keep what you want, send the rest back. Now, Nordstrom has opened more “Clubhouses” which are beautifully designed spaces, complete with bars where customers can make an appointment with a stylist in person and try on different looks in an exclusive environment.

Figure 4.11: Trunk Club Clubhouse EXPERIENCE

34 TREND 2: CRAFTSMANSHIP

Shinola Detroit

Detroit’s Shinola, focuses on locally-made, hand-crafted goods. Their

specialties are bikes and leather goods. Inside the massive production warehouse and store showroom, customers can find watches, purses, journals, and bikes all available to be customized.

Figure 4.12: Shinola Watches

Starbucks Roasteries

Starbucks has a 15,000-square-foot “roastery” in Seattle. Howard Schultz describes it as an interactive environment where customers can learn about coffee origins and roasting techniques. Starbucks has since opened several other roastery concepts like the one pictured here in Milan, Italy.

EXPERIENCE Figure 4.13: Starbucks Roastery

35 TREND 3: CONSTANTLY EVOLVING

Pop Ups

Pop-up restaurants, pop-up bars, pop-up brand experiences, pop-up office space, pop-up retail, pop-up markets! One of the reasons pop-ups are so popular is because they are offering consumers a limited time product in a creative space. They encourage customers to visit places that they wouldn’t normally shop or eat. Pop-up shops need to move or rotate inventory every three months at a minimum, and they usually have a very unique design element. Figure 4.14: Merci Concept Store Figure 4.15: Pop Up

Story

Story is an ever-changing retail concept. The storefront in New York changes appearance, inventory and theme every 4 – 8 weeks giving consumers a reason to come see what’s new. (Story was recently purchased by Macy’s).

Figure 4.16: Story NYC EXPERIENCE

36 TREND 4: MULTI-USE SPACES

Shinola Coffee and Flower Stand

Shinola Detroit, the bike and watch maker, features a fresh cut flower stand and coffee shop at the entrance, encouraging locals to come in regularly and hang out. The scene is fresh with local makers, artists, and young professionals.

Urban Outfitters Pizzeria

Urban Outfitters recently bought a pizza company, Vetri, understanding how much their mostly collegiate customers love a good slice. If Urban Outfitters wants more customers inside the store, why not entice them Figure 4.17: Shinola Flower Stand Figure 4.18: Urban Outfitters with the smells of delicious cheesy pizza?

Battery Park Book Exchange and Champagne

In Asheville, North Carolina, there is a large book store with a coffee shop and a full champagne bar. Live acoustic music is played often and there is ample seating for people to come and stay as long as they like.

Figure 4.19: Battery Park Book Exchange EXPERIENCE

37 TREND 5: CURATING CULTURE

Successful stores are finding ways to deliver a culture to consumers by grouping unexpected product offerings in one unique space. These stores know what their customers like and are delivering it via carefully curated inventory.

House of Vans

House of Vans has several permanent and pop-up locations across the world. It is a culturally minded concept mixing art, concerts and skate parks, meant to house a place where Vans fans can meet and socialize.

VeraJane

Detroit’s VeraJane features a tailored product offering for women: Figure 4.20: House of Vans handbags, fine undergarments, and music by female recording artists.

Late Night Chameleon Cafe Located in London, the chameleon café is an eco themed store within an art gallery. Visitors can check out the rare book library, vinyl shop, bar and club, or browse clothes shoes and art.

EXPERIENCE Figure 4.21: Late Night Chameleon Cafe

38 TREND 6: SUBCULTURE

Nostolgia

There has been a surge in counter-culture/sub-culture retail, or stores that sell items that are not easily found online and appeal to a counter cultural movement: second hand clothing, vintage record stores, vintage games and movies.

Figure 4.22: Bygones Richmond Figure 4.23: Blue Bones

Smoke Shops The rise of vaping and legal marijuana are also creating a large segment of brick and mortar concepts: smoke shops and vapor lounges. According to Yelp, in the US there are 10,591 stores that are identified as “vape shops” which is about 2.7 vape shops for every bowling alley. In Boston, On Newbury Street, smoke shops now outnumber Starbucks 5-to-2.

Figure 4.24: Broad Street EXPERIENCE

39 IMPACT

Boring physical retail is dead. Customization and exemplary service will be expected. Brands will work together to fill traditional commercial spaces. Traditional leasing terms of one tenant for a five to ten year lease are going away quickly. Instead spaces will need to be flexible, and will likely have more than one tenant paying the rent. Store owners are being more creative than ever by making spaces that feel less like stores, and more like community areas for like minded people. National retailers may begin opening up smaller footprints focused on a specific customer base to capitalize on these trends and cultivate a space that feels more personal and local to consumers. Imagine Macy’s Menswear concept similar to the Trunk Club Clubhouse experience, or Nordstrom Beauty Bar with only skincare products, or a Target Home Emporium that brings all the home-goodness consumers love about Target to a smaller, more intimate, urban context.

EXPERIENCE Figure 4.25: Skate Shop Richmond

40 CHAPTER 5: SUCCESS FACTORS FOR URBAN RETAIL

Figure 5.0: Record Shop Detroit

41 5.0 SUCCESS FACTORS IN URBAN RETAIL

This chapter will look at choices that impact individual stores and districts based on their physical location and their surrounding community. Many researchers have identified factors that contribute to the success of both individual stores and retail districts. The guidelines used in this collection come from the works of Robert Gibbs, the private design firm StreetSense, ikasV Mehta, and others. The attributes are divided into three sections: physical, social and economic.

Figure 5.1: Nordstrom Men’s NYC

42 PROXIMITY TO TRANSIT AND CONNECTEDNESS

Retail needs to have both high visibility and high connectedness, meaning that many people can easily move through the area. Robert Gibbs found that for commerce to be economically viable, it needs both pedestrian and vehicular traffic (p. 43).Adequate vehicular traffic access ensures visibility. Pedestrians should feel safe and enjoy cutting through the district to and from everyday activities.

GUIDELINES: Bus routes or public transit stops should ideally be within ¼ mile

Vibrant retail streets have an Average Walk Score of 94 (Street Sense)

Figure 5.2: Rapid Bus Line Richmond PHYSICAL

43 PROXIMITY TO OTHER LANDMARKS

Shopping is often an activity people do in conjunction with other errands and activities. People will go out for the day to enjoy shopping, get their haircut, go to lunch and take a walk in the park. Gibbs recommends that retail streets be “activated by a civic or cultural anchor that attracts people for purposes other than commerce.” (p. 44)

GUIDELINES: Post offices, banks, city halls, courthouses, libraries are all considered “community anchors” (Gibbs 44)

PHYSICAL Figure 5.3: Quirk Hotel Broad Street

44 TRANSPARENCY

Many scholars have noted the importance of transparent storefronts at ground level for stimulating interest from pedestrians on the street. Permeable store fronts “actively reveal the interior such that people on the street are able to sense what is going on inside the buildings” (Mehta), leading to more sociable streets.

GUIDELINES: At least 60% of the exterior of small to medium sized retailers facing primary sidewalks should be transparent glass, even if the first level is an office or non-retail use (Gibbs 114).

Department stores and anchors should maintain 25% minimum clear window displays (Gibbs 114).

Transparency is especially important for indoor shopping centers which need visibility to upper floors and many ways to travel up and down.

Figure 5.4 Soap Bar NYC Figure 5.5: Bakery NYC PHYSICAL

45 PUBLIC SPACE THAT ENCOURAGES LENGTH OF STAY

People are looking for comfortable and interesting spaces where they can enjoy spending time. When retail is located in a nice place, people are more likely to linger, walking from store to store.

GUIDELINES: StreetSense found that sidewalk width is a relevant factor supporting vibrant retail streets.

Public seating, street furniture, wide sidewalks, shade and shelter, and good lighting are all guidelines for a sociable street (Mehta).

Figure 5.6: Clementina Detroit PHYSICAL

46 SENSE OF PLACE

Retail streets should be distinct. Districts should be memorable from city to city, especially since shopping is the number one tourist activity. Streets that build a sense of belonging and neighborhood pride support the vibrancy and health of communities.

GUIDELINES: Most vibrant retail streets tended to be located in historic districts according to a study done by StreetSense.

Public art is a popular way of making streets unique and helps form an identity for the district. Encouraging personalization of streets and individual stores is a guideline for encouraging social interaction on the street (Mehta).

Figure 5.7: Street Art Richmond Figure 5.8: RVA Painting PHYSICAL

47 MIX OF UNIQUE AND ANCHOR STORES

For retail districts to be self-sufficient it is best to have a range of small business and national stores that can cater to a wide variety of preferences and incomes. Gibbs suggests that micro-stores be grouped around anchor-type tenants, which are capable of attracting shoppers from a wider outside area (p. 48). But, Mehta notes a quote from Wrigley and Dolega’s 2011 work that “people overwhelmingly prefer small stores to large

businesses not only for the quality of goods and services, as well as friendly staff, but also for their uniqueness, overall appearance, ambiance and function as a community gathering space.” Additionally, smaller stores offer an “essential mix of interdependent retail businesses, which is vital for the economic viability of city streets.”

GUIDELINES: Ideally retail districts are composed of 70% or more stores that are unique to that district and city with a few anchor tenants like national retailers or full service restaurants.

Figure 5.9: West Elm Carytown PHYSICAL

48 VISUAL APPEAL

The uniqueness and visual appeal of the street is important for encouraging people to continue to visit even when they don’t have a shopping need in mind. Mehta found that people prefer “sensory diversity and complexity that make the experience appealing,” and that people spent more time on blocks that they considered to be “more attractive.”

GUIDELINES: “Instagrammable” places – successful stores and restaurants have implemented features that are popular spots for taking photos, often as a mechanism of free advertising via social posts.

Figure 5.10: Saks Fifth Avenue NYC Figure 5.11: Trees in Miami Design District PHYSICAL

49 AGGLOMERATION

Stores tend to do better when they are surrounded by other retail uses. Kickert and Vom Hofe found that the more shops stick together, the less vulnerable they are to closure. When located in a walkable cluster, “each business helps to generate impulse traffic and sales for the others” (Cunningham 140).

GUIDELINES: Ideally there is an entrance to a business every 25 to 35 feet (Gibbs).

Figure 5.12: Shopping Street in Richmond PHYSICAL

50 EMOTIONAL BENEFITS

Some people find social contact while shopping stimulating, and seek emotional support when feeling down from other shoppers.

Active retail districts have “higher pedestrian activity, social interaction, even improved neighborhood identity, lower crime, and improved health outcomes” (Chapple and Jacobus 2009 via Talen and Jeong 2018).

Neighborhoods with commercial main streets had a significantly higher sense of community (Pendola and Gen 2008).

Small business have qualities of uniqueness, engagement, friendliness and responsiveness that encourage vitality on streets (Mehta).

Successful commercial streets are often also public gathering spaces.

Figure 5.13: Jo’s Austin SOCIAL

51 POPULATION DENSITY

Population density is crucial to any retail district’s success. In urban districts, density can comprise of residents, workers and visitors.

GUIDELINES: Office workers generate the most sales in retail shopping and restaurant dining. 62% of office workers shop during the workday 31% during lunch 47% after work The average office worker spends $96 per week $56 on apparel, homegoods, gifts, electronics $24 on groceries $16 on personal care Every 200 feet of office space supports 30 square feet of retail and restaurant development, or 15% of gross office size (Gibbs 53). 60% of American tourists and 89% of foreign visitors go shopping while on vacation (Gibbs 54). On average each tourist spends $333 on shopping during each trip (Gibbs 54). Approximately 1000 households are necessary to support an average corner store or it needs to be located on a street with 15,000 cars a day or more (Cunningham 140).

Figure 5.14: Winter Market NYC SOCIAL

52 SUPPORTING SMALL BUSINESS

Mom and pop stores often can’t afford the rent that most commercial spaces can glean from national chains. Since urban footprints are smaller and rents are higher, a much higher sales per square foot is required in urban areas as well. Urban buildings are also often historic and require significant investment for initial build out. However, small business are worth supporting because they contribute more to the local economy. Additionally, low storefront vacancies lead to increased sales revenue, tax revenue, employment and property values (Chapple and Jacobus 2009 via Talen and Jeong 2018).

POLICIES:

Small Business Survival Acts make it easier for small retailers to extend their leases in neighborhoods with rising rents.

Zoning laws can limit the density of chain stores.

Vacancy taxes can be used to levy landlords who sit on empty storefronts for months at a time (Thompson).

Figure 5.15: Solita Richmond ECONOMIC

53 DISTRICT MANAGEMENT

POLICIES:

Centrally managed districts Organization provides clear leadership in lieu of single land-ownership, which is uncommon on most urban retail streets. Unmanaged streets have inconsistent hours of operation and standards for street scape. Consistent hours are important considering that approximately 70% of retail transactions take place after 5:30 PM or on Sundays (GIbbs 142).

BIDs (Business Improvement Districts) BIDs provide flexible funding for continuous improvement of commercial areas. They require an additional levy to be paid by commercial taxpayers within the district, and give them managerial control over attributes like cleanliness, safety, and place marketing (De Magalhaes, 2012).

Figure 5.16: Flowers Boxes Near Quirk ECONOMIC

54 PART TWO

CHAPTER 6: POTENTIAL FOR AN URBAN RETAIL DISTRICT IN CINCINNATI, OHIO

Figure 6.0 West Fourth Street

55 6.0 Potential for an Urban Retail District in Cincinnati, Ohio

As was the case with most American cities, Cincinnati’s downtown was filled with shops up until the 1980’s. In the 1800’s, it was often called the “Paris of the West” due to the architecture, vitality of the streets and ample shops, restaurants, and saloons. There were many department stores once located in downtown Cincinnati. Macy’s, the modern retail giant, is still headquartered in Cincinnati today, and has a history that traces back to some of these historic department stores. Now, none of these department stores remain. Until this year, there were two department stores left servicing downtown: Macy’s and Saks Fifth Avenue. Macy’s closed its Fountain Square store in 2018, and Saks Fifth Avenue has threatened to leave many times. Its latest lease is up at the end of 2019. But the retail scene isn’t totally dead downtown. There has been a small resurgence just north of the Central Business District in a neighborhood called Over- the-Rhine. Nearly single-owner development of Vine Street by the public-private development partnership 3CDC has created conditions where a retail corridor can thrive. Small, mostly independent shops and restaurants line both sides of the street for three blocks, but Vine Street is a neighborhood retail district, different in type and scale than the downtown shopping found in other large cities, and found previously in Cincinnati. The rest of this assessment seeks to understand if it is possible to cultivate a thriving retail street within the Central Business District. Figure 6.1: Historic Department Store Locations

56 6.1 Diagnostic Assessment

The D.C. vibrant retail streets toolkit contains a diagnostic assessment used for evaluating the viability of streets for retail use. It will be used to determine if there is suitable retail destination within the Central Business District. These are the steps to complete the diagnostic:

1. Set the boundaries. 2. Create an inventory of all spaces that are retail appropriate within the boundaries, note if they are vacant or occupied, identify the retail category of occupied spaces, identify property owners. 3. Collect Demographic Data. 4. Assess Accessibility. 5. Assess Visibility. 6. Complete Market Assessment for each category. 7. Complete Civic and Cultural Uses Audit.

Figure 6.2: D.C. Vibrant Retail Streets Toolkit

57 6.1.1 Set the Boundaries

The guide dictates that the chosen area must be continuous, and is typically only 3 – 4 blocks long. The area of focus for this study will be these blocks along West Fourth Street:

Figure 6.3: Boundaries

58 The specific study area for this research was chosen because In addition to its history as a retail district, 4th street has ample of its history of being a retail district. On Monday, 21 December 1868, developable commercial space and spatial significance within the the Cincinnati Gazette ran a story on the front page covering the many downtown fabric. It is one block from Fountain Square which is the central Christmas gifts available at Cincinnati’s shops along 4th street: plaza of Cincinnati’s downtown. It is one block from the convention center, and two blocks from the riverfront ballpark and entertainment district. The 6 W 4th : Harry Smith & Co Diamonds, Watches Silverware historic architecture on the street is mostly intact, and is an enjoyable 7 W 4th : Glasses, pocket watches, compasses 28 W 4th : High McConnell Sewing Machines and unique backdrop. It is very dense with offices and residential units, 40 W 4th : Hair Jewelry Store 50 W 4th : JJ Dobmeyers & Co Musical Instruments but today the ground floors are mostly vacant. There is quite a bit of 77 W 4th : McGrew’s Jewelry shop development already happening in the blocks surrounding the study area, 84 W 4th : Charles C Cleininger’s Opera House Restaurant 92 w 4th : John Boner Fancy Goods and Toys which will accelerate its potential to becoming a thriving retail destination. 4th and Walnut : John D Parks Fancy Goods and Wallets 98 W 4th : Walking canes and umbrellas 163 W 4th : Foreign Groceries JJ Tranchant’s 173 W 4th : Knitwear

Figure 6.4: Historic Fourth Street

59 6.1.2 Inventory

This table lists every address within the study area that is suitable for retail use. Many of these spaces are already used as retail spaces, or were recently and are now vacant. The district currently contains mostly neighborhood service retailers like several hair salons and barbers, a deli, banks, gyms and fitness studios, and a tattoo parlor, but there are also several home decor and furniture stores, clothing and shoe stores, as well as small lunch restaurants. There are over 185,000 square feet of vacant commercial space within these four blocks, most of it at street level with the exception of two buildings which have upper floors suitable for commercial use as a gym, salon, or other service business. The district is in need of full service restaurants and additional general shopping options.

60 Street Frontage

Most of the ground level building frontage is currently used as retail space, although much of it is vacant. The remaining spaces are either residential entrances, parking, restaurant, and one office. The two very large blocks of property that are under development are owned by Cincinnati Center City Development Corporation (3CDC). The block at 4th and Plum is a surface parking lot, with plans to be developed in to a mixed-use hotel with restaurant and retail on the ground floor. Construction has not yet begun. The block between Elm and Race streets is called the 4th and Race Development, and is under construction. It will be apartments, a parking garage and have 22,000 square feet of retail or office space on the ground floor, and is set to be completed by the end of this year.

Figure 6.5 Street Frontage

61 6.1.3 Demographic Data The demographics on West Fourth Street are favorable for retail development. The ¼ mile radius population is projected to grow over 30% in the next five years. That same population is already wealthier and more educated people than most other parts of downtown.

Figure 6.6: Demographic Profile Data: ESRI

62 Map of Development

This map displays buildings that have been in the news in the last year for potential redevelopments in to apartment, hotel, or office, all of which would add to the density and vibrancy of the district. The population supporting a retail district on

West Fourth Street would also come from visitors. There are many hotels that bring regular visitors to

CONVENTION CENTER downtown Cincinnati. The Cincinnati Convention Center, located one block from the study area, brings hundreds of thousands of visitors per year. According to data collected by Downtown Cincinnati Inc, in 2017, 192,224 hotel rooms were booked for Convention visitors. Additionally, over 145,000 people visit downtown Cincinnati annually for Walks, Runs and Marathons.

Figure 6.7: Development Map

63 6.1.4 Accessibility The study area is extremely accessible. There is a bus stop on nearly every block of the entire Central Business District, and the main bus terminal is within a ¼ mile radius of West Fourth Street. There is also a streetcar stop one block away from the district. The entirety of downtown is very walkable, being only 13 blocks by 9 blocks in size. The red icons indicate a popular landmark, either a public square, theatre, stadium, convention center, etc.

Figure 6.8: Accessibility Map

64 6.1.5 Visibility This area is a residential and business district. The intersections of 4th Street see on average 7,035 cars a day, with most traffic on weekdays, or weekends in which there are events occurring downtown, like a sports game or marathon. 3rd street, one block south of the district, and 5th street, one block north, are major thoroughfares. 4th street is a one-way street running East to West. Its position between heavily trafficked streets makes it easy to access by car and visible, but also pedestrian friendly.

Figure 6.9: Visibility

65 6.1.6 Retail Mix From the D.C. Vibrant Retail Streets Toolkit, these are minimum requirements for successful retail by type: neighborhood goods and services, food and beverage, and general merchandise. The following three charts assign points to the study area if it meets these minimums. Scores of 10 or higher make the district suitable for retail development. Scores of 5 - 9 indicate a modest market, and below 5 is a challenging market for retail. These are the demographic indicators that most national retailers evaluate before deciding to open a store.

Figure 6.10: Retail Criteria

66 Figure 6.11: NG&S Figure 6.12: F&B

Based on the diagnostic assessment, currently, W 4th Street is a viable place for neighborhood goods and services, but increased population and income density could improve the ability for Food and Beverages, as well as General Merchandising stores to succeed. These categories, however, scored 9 and 8 points respectively, putting them on the verge of suitability. Given the known amount of development already in progress and additional planned development in the district, the population is expected to increase 32% in the next five years. Retail development should happen alongside residential development in order to further solidify the viability of the district. Figure 6.13: GAFO

67 6.1.7 Civic and Cultural Uses Audit

Given that W Fourth Street is in the Central Business District, it is not surprising that there are many civic and cultural landmarks nearby. Proximity to the cultural landmarks in particular increase entertainment value of the district. Most notable nearby landmarks are: Fountain Square, The Convention Center, Paul Brown Stadium, Great American Ballpark, The Freedom Center, Smale Park, and The Taft Theatre.

Figure 6.14: Civic Uses

68 CHAPTER 7: PROPOSAL

Figure 7.0: View of West Fourth

69 7.0 Proposal

Cincinnati’s West Fourth Street has many characteristics that give it potential to be a thriving retail street including central location within the Central Business District, a rich history of retail use, in tact unique historic architecture, wide sidewalks, slow one way traffic with ample crosswalks, strong and growing residential and daytime population, available parking.

Block 1: Block 2: Block 3: Block 4: Vine to Race Race to Elm Elm to Plum Plum to Central FACING SOUTH FACING

West Fourth Street FACING NORTH FACING

Figure 7.1: Fourth Street Character

70 1. Form a management team.

A management team should be comprised of representatives from the city government, property owners including developers, and existing retail business owners within the district. There are a few major property owners/developers in the district, The Loring Group, 3CDC, Kinsey Flats and the City of Cincinnati. The goal of the management team is to promote the health and vitality of the district. The management team should set a vision, for instance, “Become an experience destination, a commercial and cultural entertainment center within the Central Business District, building community amongst city residents, and welcoming daytime visitors and tourists to a vibrant urban environment.” The management team should set ideal hours of operation for the district, welcoming people on to the street at all times of day, but keeping in mind the residential identity of the upper floors of the district. The management team should also coordinate maintenance and design standards for sidewalks and storefronts. West Fourth Street is already part of the Cincinnati Downtown Business Improvement District, which 3CDC manages, so safe and clean streets will be maintained as an objective of that organization. The BID also has an excellent program to combat panhandling with the GeneroCity513 jobs van, which picks up panhandlers and offers them lunch and a day's work and pay.

Figure 7.2: District Ownership

71 2. Create a development timeline.

The management team should discuss timelines for development, considering many properties on West Fourth Street are currently under construction or have plans to be redeveloped. For example, the 4th and Race project is under construction and encompasses the entire north side of Block 2. When this project is finished that entire block will be activated, and the block between Central and Plum is already developed with a few vacancies.A bridge will be needed between Elm and Plum streets until the surface parking lot can be redeveloped.

• Complete streetscaping in entire district FIRST to encourage flow of pedestrians through the district, special attention should be paid to Block 3 to create a positive pedestrian experience to ensure that once 4th and Race is completed, foot traffic will continue through Block 3 to Block 4.

• Activate vacant storefronts that are ready for occupancy. Place anchor tenants like national retailers and full service restaurants on available corners to once again pull foot traffic through each block.

Block 4: Block 1: Block 2: Block 3: Plum to Central Vine to Race Race to Elm Elm to Plum

Nearly full block needs Corner of Race needs redevelopment. 4th and Plum to be Block is mostly activated already. Block is mostly activated already. redevelopment, otherwise active. completed Q4 2019. SOUTH West Fourth Street

Anchor in middle of block needs 4th and Race development will be Surface parking lot and garage, Block is mostly activated already. redevelopment, currently inactive. complete Spring 2020. Development Plans not yet final, 3 -

NORTH 4 years out. Figure 7.3: Current Status

72 3. Prioritize the public space.

The importance of public space improvements can not be stressed enough. The street must be an enjoyable place for people to spend time. It is necessary to give the many business people in the district a reason to leave their offices during the day to have a walking meeting, get a coffee or eat their lunch outside. There are many residents in the area that don’t have any outdoor living space and could enjoy spending time on the street. People are attracted to places where there are people. Streetscape improvements and the addition of street furniture and parklets will encourage people to spend time on the street, and can be used to attract tenants to the district. Thought should be given to buffering the street, increasing walking space, adding seating and tables for people to eat at, adding greenery, and a dog friendly area given the number of residents nearby and lack of green space. There is ample sidewalk space to implement these improvements, and there are also parking lanes that can be removed Figure 7.4: Street Rendering in areas where most residents and visitors use parking garages for example between Vine and Elm streets.

73 Figure 7.5: Sidewalks

74 Figure 7.7: Benches by WMBstudio

Figure 7.9: Historic Lamp Post

Figure 7.6: Sidewalks of Fourth Street

Figure 7.8: Seating San Francisco

Sample Public Seating to be added to the district. Historic lamp posts only remaining in the far western block should be restored throughout West Fourth and replace industrial light structures.

75 4. Create a unique sense of place.

The district should have a unique look and feel. There should be unifying signage on the streets, similar light poles, and a common color scheme used on signage and street furniture. Color indicates energy and vibrancy, and increases attractiveness of the space, creating “instagrammable places” as mentioned earlier in Chapter 5. Street art is a common way to increase the uniqueness and appeal of the place.

Figure 7.10: Painted Sidewalk Miami Figure 7.11: Street Art NYC Figure 7.12: Neighborhood Banner

76 5. Build the marketing message and approach tenants.

Once the street has a distinct image that sets it apart from the rest of the Central Business District, and some streetscaping has been finished, a media collection should be made to share with potential tenants. The district should have a name or logo like “Old Fourth West,” which would capitalize on the unique historic architecture on the street and retail heritage. Ideally, the owners and developers would use the same promotional materials for the district, and then individual marketing for their spaces. Even though the property owners are competing for tenants, it is important to maintain a unified approach to the OLD street. Tenants will be attracted to a well managed, unified area. Additional tenants filling FOURTH vacancies will be better for everyone: fellow tenants, owners and residents alike. WEST

Figure 7.13: Conceptual District Banner Rendering

77 6. Set the appropriate mix, support local business.

Thought must be given to the mix of independent and anchor tenants. Anchor tenants could be full service restaurants or national retailers. While the character of the street should remain mostly retail, it is helpful to have a few restaurants mixed in to the district as well. The new development at 4th and Race or the proposed development at 4th and Plum would be ideal spaces to add full service restaurants. Larger existing retail spaces like the former TJ Maxx or one of the renovated spaces on the south side of the street between Plum and Elm, or once again the larger new built spaces, should be the first priority to fill as filling these large spaces will help to more quickly activate the blocks. Storefronts that are slow to be filled should be used as pop-up spaces for small businesses testing concepts that might not be ready for a long term lease.A program could be set up to encourage minority owned business development to promote inclusion in the district. If necessary, city subsidies should be offered to local small business owners who can prove a viable business plan in order to maintain the uniqueness of the district. The majority, around 70%, of shops on the street should be local or unique to the local economy. An urban mall will fail.

Figure 7.14: Vacant Storefront on Fourth

78 An underperforming city-owned property is the ideal place to subsidize a makers shop that would both foster local businesses, generating jobs and taxes, and also be an attractive destination for shoppers. There are no city owned properties facing Fourth Street, but there is one at 435 Elm, facing the new 4th and Race development. (If this property isn’t viable, it would also be suitable for the city to subsidize rent for one of the other vacant storefronts on West Fourth as an economic development initiative.) A smaller space could be used as simply a storefront for finished goods, or a larger space could provide artist work spaces as well as a retail storefront all-in-one, similar to Shinola in Detroit. There is an existing design non-profit workspace in Cincinnati called Sew Valley that this retail space could partner with. Figure 7.15: 435 Elm Street The local makers movement has created demand for locally made goods, and Cincinnati in particular has a lot of makers coming out of strong arts programs like DAAP and the Art Academy. A makerspace contributes to the uniqueness of the neighborhood and is also a destination for tourists looking to see something exclusively found in Cincinnati.

79 7. Program the space.

When the timeline allows and most tenants have moved in, begin to program the space to attract visitors. Host an Old Fourth West grand opening party. Monthly events are popular for many retail districts. Shops stay open late one day and serve drinks or have live music outside. Closing the street to vehicular traffic between two blocks is possible for art fairs or street festivals on Saturday or Sunday. Public art reveals or street sculpture rotations are another good way to attract new visitors. Many commercial districts in Cincinnati hold events like this with great success including Main Street in Over-the-Rhine or Woodburn Avenue in Walnut Hills. Figure 7.16: Second Sunday on Main

80 CHAPTER 8: CAVEATS AND CONCLUSIONS

Figure 8.0: Greene Street

81 8.0 Caveats and Conclusions

This thesis was able to argue that urban retail is poised to make For urban retail to thrive, it will require strategy. It will require building a comeback if done right, but the research offered here is limited in owners, developers, shop owners and cities to work together to create scope. There are many studies that could be done to compliment this spaces that are enjoyable. Stores must agglomerate and attention must work. It would be interesting to do a full economic impact study on an be paid to aesthetics. If people aren’t enjoying visiting the space, they are urban shopping street to see the measurable impact to jobs, taxes, likely going to stay home and order online. increased business activity and tourism. It would also be useful to For city planners, there is a unique opportunity to capitalize on these complete a sociability study that would seek to understand the happiness trends. Destination entertainment retail streets are valuable amenities for and satisfaction of nearby residents. It could measure attraction of new cities. They create jobs, taxes, and increase property values, but more residents and offices to the district. This research was also unable to study importantly, they increase quality of life within the city. These streets are inclusion within these districts, and ways in which cities can become more attractive to residents, to businesses hoping to relocate, and to tourists equitable in their retail development. wanting to visit the city. Planning these spaces is worth the investment. What this thesis was able to express is that people still, and have always, wanted to be entertained. Now more than ever, humans are looking for connection offscreen. People need places to gather, socialize and connect. The retailers and retail district managers that are getting it right are the ones that are providing cultural connection and entertainment. They are evoking emotion just like the Ice Cream shops that have survived in small towns and urban areas alike for centuries.

82 Figure 8.1: Aritzia

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Figure 0.1: A Secret Forest Richmond, Source: Author Figure 4.14: Merci Concept Store, Source: Instagram @fabio.colt Figure 0.2: Noppenberger Family at their Buther Shop, Source: Author’s Family Photos Figure 4.15: Pop Up, Source: Author Figure 0.3: John Noppenberger Grocery, Source: Author’s Family Photos Figure 4.16: Story NYC, Source: Story Figure 0.4: Photo of Author, Source: Author Figure 4.17: Shinola Flower Stand, Source: Author Figure 1.0: Bakeshop New York, Source: Author Figure 4.18: Urban Outfitters, Source: Getty Images Figure 1.1: Macy’s Herald Square 1903, Source: Macy’s Figure 4.19: Battery Park Book Exchange and Champagne Bar, Source: Visit Asheville Figure 1.2: Sear’s Catalog 1908, Source: Chicagology Figure 4.20: House of Vans, Source: ArchDaily Figure 1.3: Amazon Fulfillment Center Phoenix, Source: The Business Journals Figure 4.21: Late Night Chameleon Café, Source: Vogue Figure 1.4: Miami Design District, Source: Author Figure 4.22: Bygones Richmond, Source: Author Figure 2.0: Detroit Storefront, Source: Author Figure 4.23: Blue Bones Richmond, Source: Author Figure 2.1: Closures by Square Footage, Source: CoStar Figure 4.24: Broad Street, Source: Author Figure 2.2: Headlines, Source: Bloomberg, Forbes, Figure 4.25: Skate Shop Richmond, Source: Author Figure 2.3: Goods Bought in Store, Source: eMarketer Figure 5.0: Record Shop Detroit, Source: Author Figure 2.4: Commercial Sq Ft Per Capita, Source: Author Figure 5.1: Nordstrom Men’s NYC, Source: Author Figure 2.5: Amazon Fulfillment Center Locations, Source: Business Insider Figure 5.2: Rapid Bus Line Richmond, Source: Author Figure 2.6: Top E-Commerce Companies, Source: eMarketer Figure 5.3: Quirk Hotel Broad Street, Source: Author Figure 2.7: Digital Natives Go National, Source: Bloomberg Figure 5.4: Soap Bar NYC, Source: Author Figure 2.8: Offline vs Online Growth, Source: US Census via City Lab Figure 5.5: Bakery NYC, Source: Author Figure 2.9: TJ Maxx vs Macy’s Growth, Source: Wall Street Journal Figure 5.6: Clementina Detroit, Source: Author Figure 2.10: Big Box Taxes per Acre, Source: Strong Towns Figure 5.7: Street Art Richmond, Source: Author Figure 2.11: Dark Stores, Source: City Lab Figure 5.8: RVA Painting, Source: Author Figure 3.0: Oculus New York, Source: Author Figure 5.9: West Elm Carytown, Source: Author Figure 4.0: Stores in Carytown, Source: Author Figure 5.10: Saks Fifth Avenue NYC, Source: Dezeen Figure 4.1: Sugarfina Columbus Circle, Source: Author Figure 5.11: Trees in Miami Design District, Source: Author Figure 4.2: Amazon Go, Source: Drug Store News Figure 5.12: Shopping Street in Richmond, Source: Author Figure 4.3: Bodega, Source: Fast Company Figure 5.13: Jo’s Austin, Source: Author Figure 4.4: Kate Spade New York, Source: PSFK Figure 5.14: Winter Market NYC, Source: Author Figure 4.5: Diesel Berlin, Source: Diesel Figure 5.15: Solita Richmond, Source: Author Figure 4.6: Benefit Cosmetics Vending Machine, Source: InStyle Figure 5.16: Flower Boxes Near Quirk, Source: Author Figure 4.7: Applestone Meats Vending Machine, Source: Bloomberg Figure 6.0: West Fourth Street, Source: Author Figure 4.8: The Refill Shoppe, Source: The Refill Shoppe Figure 6.1: Historic Department Store Locations, Source: Author Figure 4.9: Pursuit Store on Wheels, Source: Columbus Underground Figure 6.2: D.C. Vibrant Retail Streets Toolkit, Source: Street Sense Figure 4.10: Universal Standard, Source: Seattle Times Figure 6.3: Boundaries, Source: Author Figure 4.11: Trunk Club Clubhouse, Source: Fortune Figure 6.4: Historic Fourth Street, Source: Cincinnati Curiosities Figure 4.12: Shinola Watches, Source: Author Figure 6.5: Street Frontage, Source: Author Figure 4.13: Starbucks Roastery Milan, Source: Starbucks Figure 6.6: Demographic Profile, Source: Author

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Figure 6.7: Development Map. Source: Author Figure 6.8: Accessibility Map, Source: Author Figure 6.9: Visibility, Source: Author Figure 6.10: Retail Criteria, Source: VRS Toolkit Figure 6.11: NG&S, Source: VRS Toolkit Figure 6.12: F&B, Source: VRS Toolkit Figure 6.13: GAFO, Source: VBS Toolkit Figure 6.14: Civic Uses, Source: VRS Toolkit Figure 7.0: View of West Fourth, Source: Author Figure 7.1: Fourth Street Character, Source: Author Figure 7.2: District Ownership, Source: Author Figure 7.3: Current Status, Source: Author Figure 7.4: Street Rendering, Source, Author Figure 7.5: Sidewalks, Source: Author Figure 7.6: Sidewalks of Fourth Street, Source: Author Figure 7.7: Benches by WMBstudio, Source: Design Boom Figure 7.8: Seating San Francisco, Source: Architecture and Design Figure 7.9: Historic Lamp Post, Source: Author Figure 7.10: Painted Canopy Miami, Source, Author Figure 7.11: Street Art NYC, Source, Author Figure 7.12: Neighborhood Banner, Source: Author Figure 7.13: Conceptual District Banner, Source: Author Figure 7.14: Vacant Storefront on Fourth, Source: Author Figure 7.15: 435 Elm Street, Source: Author Figure 7.16: Second Sunday on Main, Source: City Beat Figure 8.0: Greene Street, Source, Author Figure 8.1: Aritzia, Source: Author

88