The Retailer Winter 2018/19

Lessons from Place

John Percy Partner – Head of Development and Place Cushman and Wakefield

H ousing Latest figures (2017) show that over 83% of UK citizens live in urban areas and urban living is forecasted to rise annually by 1%, with populations set to expand in every one of the UK’s 63 cities by 2036. Leaders and developers are rising to the challenge of providing new urban homes, but demographic change has significantly skewed modern approaches to housing types and tenure. Home ownership has fallen steadily from a peak of 71% in 2003 and some believe that it may fall as low as 50% over the coming decades. New housing concepts, such as co-living have emerged, initially targeted at career-orientated, young professionals due to land demand in major cities, but has become much more. Developers and occupiers alike are considering the negative implications of social isolation, for example, British Land’s proposed Canada Water scheme explores facilitating social interaction between all age groups, while a group of women (aged 50+) have developed their own co-living space in Barnet. Co-living principles are applicable to all housing across the UK, and retail in these locations has more consumers to win over so must adapt its offer to be relevant to these groups. A uthenticity With retail products becoming commoditised and available across multiple channels, it is perhaps unsurprising that many consumers are choosing to purchase online. Therefore providing something unique and authentic to that location is a trend that our towns and cities should seek to embrace. Markets often struggle when they seek to compete only on price and are easily undercut by discounters. To be successful markets will need to be carefully and continuously curated and provide a regular, well-conceived experiential programme with products by the best makers. Without these elements, demand may decline quickly and be hard to recapture. Markets seen by their owners as “returning to their roots” (the heart of the community), are likely to think more laterally about their mix. Incubator space for small retailers and micro businesses could be the basis of a sustainable model for wider town-centre regeneration.

WHAT CAN EXPERIENCE TELL US ABOUT THE KEY INGREDIENTS TO A SUCCESSFUL PLACE? Urban places are the powerhouses of the UK economy, and views on how best to maintain and regenerate spaces are diverse. The debate is focused sharply on our shopping environments, the areas most visible to, and frequented by, a sizeable proportion of the population. The issue has moved away from a singular focus on retail, towards how many uses can work together for mutual benefit. Physical lines which once rigidly separated the functions of living, working and shopping are increasingly blurred, accompanied by uncertainty about how best to respond to these shifts. Urban locations will be partly defined by how they respond to that most fundamental of human drivers: the desire and/or need to be in a certain place. Our specialists helped determine the key regenerative components and the overriding message was clear: there is no simple off-the-shelf answer. Those charged with curating urban places, must adapt to an increasingly challenging economic environment, and the search for a solution pioneered the acronym ‘C.H.A.M.P.’ C ulture Culture enlivens our towns and public spaces Definitions of culture varied, focusing on how to evolve and improve places through arts, culture, design and engagement, and contribute to a wider place-shaping approach; what will help solve problems and enhance the experience of places? It also reinforces competitive destination marketing and bolsters the idea that regeneration is becoming more inclusive. Culture specialists, Jon Dallas and Juliet Quientero, founders of Dallas Pierce Quintero; state four key ingredients to cultural success: 1. Public Arts: permanent, ephemeral, live, integrated, spectacular, quiet, playful. 2. Partnerships: between public, private, community and culture sectors, these generate new ideas, unlock funds and exploit the culture sector’s many strengths. 3. Co-Production: for example, City of Culture and Arts Council’s Creative People and Place programmes. These inspire collaboration with local people and homegrown culture and balance strategic and informal grassroots culture. 4. Value Existing Projects: support local culture development needs and grow local talent and opportunity.

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