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Evergreen
Village: San Jose, CA
Shapell Industries of Northern California
Type of Business: Neighborhood Center (160,000 sq.
ft.), part of a Master- Planned Community (900 acres)
Situation: Evergreen Village, opened November 2002,
serves the daily shopping needs of the residents and employees
in the Evergreen District of San Jose. Its central feature
is a "town square" which is the focal point for the community
and recreational events. The largest merchant at the center
is Lunardi's Market.
Challenges: Generate center traffic and sales by promoting
the center as the "neighborhood" shopping destination.
Develop
a signature event targeting the local community, creating
awareness and exposure for the center merchants.
Responsibilities: Manage an annual marketing budget
exceeding $140,000.
Implement
strategic marketing programs, which include special events
and advertising via newspaper and direct mail.
Develop
a coupon program for the center businesses, which provides
a means of tracking results.
Results: Merchant participation in marketing advertising
programs has accomplished the objective to generate awareness
for their businesses. Participating stores note coupon redemptions
from one to three percent.
The
signature event of a three-month, weekly "Music In The Plaza"
concert series, has an average weekly attendance of approximately
250-300 adults and children.
Implemented: May 2003 - Present
Broadway Pointe: Walnut
Creek, CA
Word Meany Venture LLC
Type of Business: “Main Street” Shopping Center (80,000
sq. ft.)
Situation: Broadway Pointe opened in October 1998 with
eight upscale
stores and restaurants such as, Pottery Barn, Williams-Sonoma,
Restoration
Hardware, Eddie Bauer, Il Fornaio and Bank of America.
Challenges: To introduce Broadway Pointe as a viable
shopping and dining
destination in the East Bay. To position Broadway Pointe and
it’s retailers as community-minded businesses by establishing
a charitable partnership for the November 1998 opening.
Responsibilities: Conduct a Grand Opening marketing
program to include
public relations, special events and advertising.
Results: Within the first year of opening, the center
stores and restaurants
ranked at the top of their chains in sales performance.
The community embraced Broadway Pointe. The center donated
more than
$20,000 to local charities. This donation was generated
from a
percentage of sales on the grand opening day.
More than 1,000 inches of free publicity, valued at $66,000,
was
received for the grand opening.
Implemented: November 1998
Downtown Pleasant Hill: Pleasant Hill, CA
BPP / Pleasant Hill, LLC
Type of Business: “Main Street” Shopping Center (340,000
sq. ft.)
Situation: Revitalization project of Downtown Pleasant
Hill featuring
dozens of shops and restaurants with individualized storefronts
creating
a new “streetscape” on Crescent Drive.
Challenges: Introduce Downtown Pleasant Hill as a viable
shopping and
dining destination in the East Bay. Position Downtown Pleasant
Hill as an active participant in the community by developing
a partnership with the City of Pleasant Hill on an existing
citywide event.
Responsibilities: Conduct a Grand Opening marketing
program to include
public relations, special events and advertising.
Host the city’s annual Fourth of July event, an old-fashioned
celebration featuring a community parade, barbecue, games,
music and rides.
Launch a multi-media advertising campaign creating awareness
for the
center and its Grand Opening activities.
Results: Approximately 7,000 people attended the Parade
and Block Party,
an increase of 133% over 1999. Parade entries increased
by 42% and
ticket sales increased 151%.
A 6.7% return from the direct response promotional piece.
Media sponsorships valued at $126,000 from newspapers and
radio
increased the advertising exposure by 694%.
$102,334 in free print, radio and television coverage.
Implemented: July 4, 2000
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