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CLINTON
Business Retention
& Expansion
Report 2011
BUSINESS RETENTION AND EXPANSION
Clinton Business Retention and
Expansion Report
2011
Clinton BR+E Report 2011 2
CONTENTS
Clinton BR+E Report 2011 3
4. Acknowledgements
5. Introduction to BR+E
6. Community Advantages
7. Business Profile
8. Doing Business in Clinton
13. Local Development
14. Markets
15. Communication
16. Business to Business Support
17. Downtown Revitalization
18. Action Plans
19. Conclusion
20. Clinton BR+E Team
ACKNOWLEDGEMENTS
As a community based, volunteer driven program, the Business
Retention and Expansion Program (BR+E) is the result of
dedicated and commitment by volunteers, businesses and
community leaders.
The Municipality of Central Huron, in partnership with the Clinton
Business Improvement Association (CBIA) would like to thank the
business community, all the volunteers and the community as a
whole for their continued commitment and dedication to the
BR+E Program.
This project was overseen by the CBIA. The study was
conducted, analysed and presented by Genny Smith of GS
Consulting.
Clinton BR+E Report 2011
4
INTRODUCTION TO BR+E “Business Retention and Expansion (BR+E) is a community-based, volunteer driven economic development tool to encourage the growth and stability of local business. BR+E promotes a welcoming business environment. It fosters job growth and economic prosperity in Ontario by helping communities identify actions to address both opportunities and barriers facing local businesses.”
-Ontario Ministry of Agriculture, Food and Rural Affairs
The Business Retention and Expansion (BR+E) Program took the pulse of Clinton businesses during the Summer of 2011.
The Clinton BIA (CBIA) received feed back from businesses in the town of Clinton through in person interviews. This report provides information on the background, key findings, and recommendations of the 2011 BR+E survey.
The overall goal of the BR+E is to build a positive business environment for the success of local businesses and ultimately the success of the community.
Including, but not limited to:
Accurately assess the needs of business
Provide assistance to businesses that will help them to survive economic difficulties and assist them with expansions that add new jobs
Build cooperation and consensus among local government, economic development organizations and businesses
Facilitates the development and implementation of actions to address urgent business issues i.e. Early warning systems
Facilitates the development of an improved local business climate
Clinton BR+E Report 2011 5
COMMUNITY ADVANTAGES
Clinton BR+E Report 2011 6
Local Market Strengths • Collaborative spirit
• Customer Service focused
• Community based businesses
• Proactive business community
Overall, businesses surveyed agreed that Clinton is a good or excellent place in which to do business and is a great place to live in terms of quality of life. It is important to note the 78% of business owners and employees reside in the Municipality of Central Huron.
With a strong sense of community, over 90% of businesses surveyed participate in local events and festivals with majority of contributions being financial. The business community overwhelmingly believes that key services provided by the Municipality of Central Huron to Clinton are good to excellent, including schools, hospitals,
churches, fire services and recreational facilities.
Community Highlights • Quality of Life
• Business loyalty
• Location
• Growth potential
BUSINESS PROFILE
The business profile examines the existing business community identifying the type, size, employee numbers, location and facilities. It is essential to understand the existing situation in order to develop an effective plan to strengthen and expand the business community. The business profile
provides the background information and an understanding of the current business community.
In terms of the businesses legal form, approximately half of the businesses indicate they are corporations and sole proprietorships, non-profit and partnerships . These businesses are primarily small businesses with approximately 72% of the businesses employing six and under employees.
Corporation 44%
Sole Proprietorship 44%
Non-Profit Corporation 10%
Partnership 2%
26% of the businesses surveyed were a franchise. This demonstrates the need for local small business support through the municipality and CBIA.
Close to 90% of the businesses were established in the community and have been operating here since conception.
Approximately 18% of the businesses have been started in the past 3 years suggesting opportunities for business growth.
Approximately 60% of the businesses have been in existence over 10 years indicating sustainable business operations . However, the aging operations suggest a need for succession planning in the near future.
Clinton BR+E Report 2011 7
DOING BUSINESS IN CLINTON
Although the BR+E findings are that the majority of Clinton business
owners are happy with Clinton as a place to do business, there are a
few key factors and barriers that need to be addressed. These items
are also top priority in the action plan and strategic initiatives of the
BR+E project (see page 18).
Top 4 barriers in doing business in Clinton
1. Beautification 92%
2. Business Retention and Communication 78%
3. Parking 72%
4. New Business Recruitment 68%
Clinton BR+E Report 2011 8
Beautification:
A major barrier of retention and expansion for the local
businesses in Clinton is the appearance of the town in general.
• Brand the town (consistent theme throughout)
• Street signs
• Directional signs
• Landscaping (town gardens, flower planters (more needed),
etc.)
• Store signage (consistent designs and removal of non existing
business signage and ‘eyesore’ signage)
• Community service boards revamped
• Façade upgrades
• Seasonal decorations to be set up in a timely manner
Clinton BR+E Report 2011 9
Business Retention and Communication Businesses feel they have little to no communication with the local
municipality and between businesses. The lack of awareness and
communication as an attractive business community was seen as an
opportunity for improvement.
• Hire a Community Improvement Consultant to liaison between and
report to each
• Facilitate various networking meetings, marketing campaigns and
events (year round)
• Bimonthly newsletters on businesses and happenings within the
business community
• Acknowledge new businesses and current business issues with
regular visits to businesses
• Strengthen local leadership base
Clinton BR+E Report 2011 10
DOING BUSINESS IN CLINTON
DOING BUSINESS IN CLINTON
New Business Recruitment Lack of proactive business recruitment was identified as a barrier to
growth. The majority of businesses have been established for more
than ten years. This indicates a lack of new business growth in the
community.
Clinton business owners see the following 8 business as beneficial
additions to the community :
1. Men’s clothing store
2. Franchise Restaurant
3. Children’s clothing store
4. Sporting goods store
5. Health Food Store/Bulk Food Store
6. Internet Café
7. Department Store
8. Fabric Store
Clinton BR+E Report 2011 11
Clinton BR+E Report 2011 12
Parking In order to have the traffic flow stop in Clinton there must be available
parking. Business owners suggested the following as possible solutions:
• Remove old fire hall and make into a parking lot
• Ensure employees park at the back of their buildings (to ensure
customers get parking out front of their businesses)
• Angle parking in the downtown to get the maximum amount of cars
parked in the downtown at one time
Other Key Factors:
Need for more industry (job creation)
Lack of properly zoned and designated land
Cross walks need to be revamped
Website development and e-marketing
Business networking/workshops
Sidewalks, pedestrian traffic
Improved public transit
DOING BUSINESS IN CLINTON
The businesses were asked questions regarding their future plans within
the next few years. Most of the plans reflect positive changes resulting
in business expansion.
Ontario small and medium businesses account for more than 40% of
economic activity in the province and employ over half of Ontario
workers. This demonstrates the importance of growth in small
businesses throughout the area.
16% of businesses surveyed are planning renovations in the next two
years. The expansions will result in an increase in work force, additional
services for customers, additional investment in equipment and
technology and additional product line.
A key objective is to support business expansion and relocation of
businesses in Clinton.
Forecasting the next 3 years, Clinton businesses stated:
Remain the Same 81%
Expand 16%
Downsize 5%
Close 5%
A number of actions were identified to address key concerns of
business expansion and retention:
Develop workshops to ensure the lack of knowledge in specific
areas for local businesses can be address (i.e. marketing, business
and succession planning)
Networking functions
Business collaboration
Of the four businesses that were planning to close two said there
could be nothing done. Funding was a potential issue with the
remaining two businesses.
Clinton BR+E Report 2011
13
LOCAL DEVELOPMENT
The markets section is focused on information pertaining to market
share, sales volume, customer needs and marketing programs.
This information is important for remaining competitive while
identifying strategic partnerships that work to leverage resources.
There are many factors that play a role in maintaining
competitiveness. Some of the most important factors for our local
businesses include developing the local market and the outlying area
markets, keeping up to date with products and services, strategic
marketing plans, maintaining high levels of customer service.
Customer needs are primarily identified through informal customer
contacts (79%) while other methods include sales calls, marketing
publications and electronic (emails/websites).
This demonstrates a need for proactive methods such as market
research and surveys to identify customer needs ensuring the
businesses retain a competitive edge. In rural communities it is
imperative to take proactive measures to ensure the businesses won’t
be impacted by negative word of mouth.
Clinton BR+E Report 2011 14
MARKETS
COMMUNICATION
Respondents identified the need to improve communication in a
number of areas
Communication between the Municipality and local businesses
Communication between business to business
Communication between business and local business organizations
79% of respondents were unsure if the Municipality had a business
economic plan. 51% did not know what was being done by the
Municipality in terms of business economic development.
A key objective is to build a Communications Strategy through a
Community Improvement Plan to identify specific actions to increase
communication, build awareness, develop partnerships, and
facilitate group collaborations to bridge the gap between the
municipality, local business organizations and the businesses they
serve.
Clinton BR+E Report 2011 15
BUSINESS TO BUSINESS SUPPORT
Business to business support identified where businesses purchase
products and services. This works to identify gaps and opportunities to
increase local support and purchases of goods and services in Clinton.
Currently only 38% of products and services are purchased within the
community. The reasons that products are not purchased locally include
the availability, increased local price and the quality of products
available. Typically the products are not available and/or not
competitively priced for businesses to purchase them.
In surveying the local businesses 74% of business owners work in the day
to day operations. This does not allow local business owners time to
research other area businesses and services located in the town. The
lack of knowledge of other Clinton businesses and services was
particularity high, therefore making it hard to buy products/services
locally and also to refer customers to other Clinton businesses.
Clinton BR+E Report 2011 16
Through the data analysis process, four strategic themes were
identified and then associated with strategic planning objectives.
More detailed objectives and actions for each theme can be found in
the “Action Plans” on page 18.
Requests for Information/Assistance:
89% of local businesses would participate in a
collaboration/networking/information sharing seminar and/or group
91% of Clinton businesses were interested in a joint marketing initiative
BUSINESS DEVELOPMENT
DOWNTOWN REVITALIZATION
The importance of downtown revitalization was expressed as an
important issue with 58% of Clinton businesses.
• Downtown revitalization strategy 58%
• Retail gap analysis and business recruitment 55%
• Remove & repair ‘eyesore’ buildings 40%
• Improve streetscape 35%
• More restaurants and entertainment facilities 28%
• Improved parking 23%
It was unanimous that the look and feel of Clinton was of great
importance to the majority of the businesses in surveyed.
Clinton BR+E Report 2011 17
ACTION PLANS
SHORT TERM ACTIONS (October – December 2011)
Municipality to hire a Community Improvement Consultant to facilitate the following action plans;
• First Impression Project (OMAFRA)
• Apply for Main Street program (OMAFRA)
• Visit local businesses on a frequent basis – including a welcome package to Clinton/Central Huron/BIA package for new businesses
• Additional façade improvements-would include a Community Improvement Plan
MID TERM ACTIONS (October 2011 – ongoing)
Town Branding – theme driven
Marketing and Promotion - partner with Huron County to utilize the existing tools and programs offered by the county (i.e. Shop in Huron and Invest in Huron), to implement networking, joint business marketing/branding , events/festivals and to access available business locations for sale or lease
Façade improvements (request façade grant be increased)
Workshop training events - succession planning, marketing, sales, community involvement
LONG TERM ACTIONS
Active business recruitment
Ongoing business relationships with existing businesses
Leadership and management
Clinton BR+E Report 2011 18
CONCLUSION
Clinton is a wonderful place to do business while enjoying a high
quality of life and sense of community.
The town is full of opportunity which can be captured by addressing
strategies detailed in the action plan. The community based
approach creates local commitment while developing a knowledge
base of what drives their local economy and how they can become
proactive in setting the direction for long term community
sustainability and growth.
Clinton BR+E Report 2011 19
Clinton BR+E Team
Clinton BIA Board of Management
Jeff Roy
Sandy Garnet
Glen Hayter
Dan Groves
Kaushik Patel
Nancy DeGans
Percy McDonald
Patrick and Linda Nagle
Joanne Poelman
Council Rep
Dan Colquhoun
Municipality of Central Huron
Kevin McIlwain, C.A.O.
Huron County
Douglas Barill, Business Development Coordinator
GS Consulting
Genny Smith
Clinton BR+E Report 2011 20