How to develop an Urban Lifestyle Point ? Or how to turn a nondescript public space into the place to be ?

Calonger Jean-Luc (AMCV - Belgium)

Jean-Luc CALONGER is professor in marketing research and retail geography at Condorcet Institute of technology (Mons). As an expert in city

management, he is the author of several publications and teaches retailing geography and local development master classes at ULB ( University

of Brussels). Initiator of the concept of town centre management in pri-vate and public partnership in Belgium, he founded in 1997 the Belgian

Association of Town Centre Management (AMCV) and AUGEO, the AMCV’s research agency for commercial setup and geomarketing, of which he

is the Chairman. Moreover, Jean-Luc is the Director of the Belgian Luxemburg Council of Shopping Centres and of Ascencio, an invest trust. He is

also internationally recognised and since 2000, he has been contributing as a lead partner to the develop-ment of TOCEMA Europe, the European

network of Town Centre Management, which lays the guidelines of the concept in Europe by designing a common European definition and quality

mark. Today, TOCEMA Europe’s secretariat and exec-utive committee are located at the AMCV in Belgium.

Scoubeau Chantal (Warocqué School of Business and Economics - University of Mons - Belgium)

Chantal.Scoubeau@umons.ac.be

Chantal Scoubeau is professor in marketing and communication at the Warocqué School of Business and Economics of the University of Mons

(Belgium). She is in charge of the marketing and communication department of the Faculty. She made her Phd in 1999 on industrial marketing.

Her researches are now developed at different levels : industrial economy, place management, communication,…

Abstract :

Purpose : this article propose a methodology to develop an Urban Lifestyle Point (place being reclaimed by its users thanks to the new design of

the space, to its animation and/or to the setup of various amenities).

Approach : The proposed methodology allows to mix marketing theories, specificities of place management and con-straints linked to all the

stakeholders.

Findings : The creation of a ULP implies different steps of research and analysis as well as a strategic thought leading to a complete repositioning

of the space. This involves rethinking the space taking its users into account and creates mar-keting value which will be recognized as such by the

stakeholders who will thus re-appropriate the space.

Practical implications : The successful development of the ULP entails to simultaneously forecast short term visible results and define a long-

term strategy. The process of creation of the ULP can be divided into four parts : information, development of the concept, design of the ULP,

launching and management of the project. In this article, we will mainly focus on the first steps of the approach and develop how to define the

new positioning of the space.

Originality/value : this paper propose to think an urban space like a retail concept.

Keywords : place making, place management, Urban Lifestyle Point, ULP, marketing, socio-styles, town centre management, Lively Cities (LICI)

Article classification : conceptual paper

Bibliograhy :

- De Pelsmacker, P., Geuens, M. and Van den Bergh, J. (2005), Marketing Communications – A European perspec-tive, Prentice Hall, Pearson

Education Limited, England

- Dioux, J., Dupuis, M. (2005), La distribution, Pearson Education France, Paris, France

- Kotler, P. (2003), Marketing Management, Pearson Education Inc, New Jersey, United States of America

- Kotler, P., Keller, K., Manceau, D. and Dubois, B. (2009), Marketing Management, Pearson Education France, Paris, France

- Lendrevie, J., Levy, J. and Lindon, D. (2008), Mercator, Dunod, Paris, France

- Madden, K., (2005), How to turn a Place around, Project for Public Spaces, New York, United States of America

- Marion, G., Azimont, F., Mayaux, F., Michel, D., Portier, P. and Revat, R. (2003), Antimanuel de marketing, Edi-tions d’Organisation, Paris,

France

- Michon, (2003), Le Marketeur, Pearson Education France, Paris, France

- Ries, A. and Trout, J. (2001), Positioning – The battle for your mind, McGraw-Hill, New York, United States of America

1

For several decades now, actions of urban renewal and/or urban revitalisation have represented important investments

in our cities. Yet, despite these repeated efforts, many city centres remain punctuated with fragmented spaces. It is also

striking to observe how often the works undertaken lead to the emergence and multiplication of deserted places. Indeed,

if most of them are beautifully designed, many of the redeveloped areas have not been devised for people.

Therefore, these renewals and revitalisations aiming at dynamizing urban areas, in fact generate empty spaces, underused,

misused or simply not used at all. Users do not appropriate these beautiful spaces that remain blank and soon turn decrepit

with the risk of a continual damaging.

Looking for an architectural gesture, the concern of many projects in urban renewal or revitalization focuses on aesthetics

and refined lines rather than on the promotion of communities’ well-being. Unfortunately, beautiful spaces are not always

living spaces. Architectural gestures are rarely embraced by potential users of the concerned public space, as they so scar-

cely meet people’s real needs and expectations. If looks do matter, the possible use of the space should always come first.

And yet, most of the time, projects rise from a bird’s eye view and not from a vision from the ground.

This results in the creation and proliferation of scenic places certainly, but these are left unfrequented, and they conse-

quently quickly and easily deteriorate. These spaces, uncared for and subject to daily damage, create as many ruptures in

city hubs, give rise to dismembered urban centres and generate a worrying absence of bonds between districts, clusters

and communities. This multiplicity of public spaces, deprived of identity, impede proper economic development. Not used

or only used as compulsory transit passages, ignored spaces generate a vicious circle and emphasize the city centres’ lack

of attractiveness. By doing so, it is the whole city that is penalized.

First and foremost, it is important to understand what makes an urban space attractive or not to the user, to be able to

define what needs to be carried out to turn today’s empty space into tomorrow’s destination. A first step to comprehending

the place is to question its related communities and potential users. This approach proposes to use a bottom-up approach,

the user being at the centre of the reflection, instead of working with the traditional top-down approach, where politics

impose to communities of users. When rethinking the space in order to ensure its sustainable re-appropriation by the users,

it is vital that the impulse should come from the communities. They are the experts, they know the space, its challenges

and its assets, but they are also well aware of the issues to tackle and of the obstacles that will be encountered.

The long-term success of the space depends not only on the communities’ involvement from the very beginning of the

process, during the whole metamorphosis of the space, and beyond. But also, the changes achieved must answer people’s

needs, expectations, and should anticipate their desires. To remain attractive over the time, the transformation must be

continuous and the space must keep on evolving according to new calls, requests and wishes. In order to do so, there is the

need to address the performance of what has been set up on the defined public space, assess it and improve it.

A space’s value can be estimated through a series of indicators such as the quality of its environment, the services and/ or

animations proposed, but above all through the activity generated, the born feelings of pride, respect and belonging to the

space, all these being closely linked. Indeed, a space can only be identified to if it reflects a positive image.

All the above matters relates to marketing. For the last two years, the AMCV [Association du Management de Centre-Ville -

Belgium] has studied the American and Australian concepts of place making and place management. Research and analysis

led to the observation that the success of both methodologies is directly related to the use and adaptation of marketing

tools to urban planning.

Adapting Marketing to Place Management.

As mentioned before, the traditional approaches of urban planning are often centred around the place and its design, its visual and aesthetic aspects regardless of human aspects and without taking into account the variety of users on site, their needs and wants. It would be interesting to integrate communities in the (re)thinking processes of public spaces they are expected to use, and therefore, to move from a “product” approach to a “societal” one. According to Kotler (Kotler, 2003), the societal marketing concept should, on the one hand, determine the needs, wants, and interests of targeted markets (in this case, communities and potential users should they be inhabitants, retailers, workforce, visitors, investors, students, etc.). And on the other hand, it has to fulfil its target communities’ requests effectively and efficiently in a way that preserves or enhances the consumer’s and the society’s well-being. The point of view to adopt is thus different from the traditional urban planning view mainly based on the external aspect of the space. Therefore, it becomes urgent and necessary to develop a strategic view using specific approaches integrating usual marketing tools in order to create added value on the space.

Marketing public spaces aims at bringing users together around shared values. Instead of using the traditional data such as age, sex, socio-professional categories, revenues, a ULP proposes to bring people together around values they share regardless of such data. These values can be sports, art, games, quietness, reading, etc. Anything in fact, as long as they are values deprived of monetary function. The tools developed below and which have to be adapted to the context of place making and place management are namely the USP (Unique Selling Proposition), the experiential marketing, the segmen-tation concept, the positioning and the consumer behaviour analysis. Urban spaces should be value-minded and developed like a retail concept.

From USP to ULP…

Originally, a USP (Unique Selling Proposition) is a pro-position related to a product or a service offered by a supplier to differentiate himself from the others.

Its purpose is to target customers through an offer introducing something differ-ent, should it be in the promise made, the image it projects, etc.: a USP refers to a functional superiority in the sense that the brand offers the best quality, the best service, the lowest price or the most advanced technology (De Pelsmacker et al., 2005). Each communication campaign developed on that basis pinpoints, in a competitive context, the exclusive and distinctive argument (Michon, 2003) proposed to the customer (and developed after analysis of its needs and wants) as an outstan-ding feature or benefit given to him. The repetition of the message allows it to be gradually associated to the brand (for example: Nike : “just do it”; BMW : “the ultimate driving machine”; Red Bull : “gives you wings”,…).This proposition builds up the brand’s identity and sticks so perfectly to the desired projection of the target that customers switch to it. The USP not only defines the brand, but also becomes its long term competitive advantage (Marion et al., 2003).

In a retail context, the Unique Selling Proposition becomes the Unique Selling Point that can be considered as an outlet developed according to consumers’ expectations and creating a specific atmosphere of consumption (for example: Star-bucks coffee shop or the ultimate Abercrombie & Fitch shopping adventure). The purchase is therefore not reduced to the simple act of buying anymore but becomes a real and unique shopping experience.

3

!

Applied to urban planning, the USP evolves to the Urban Lifestyle Point (ULP) which basically follows the same process. By reclaiming public spaces for public use, the ULP aims at sticking to its users’ values. The ULP aims at (re)designing the space following the feedback from communities (should they be residents, retailers, associations, visitors, students, workforce, etc.) with animations, events, the setup of various amenities. Yet, these changes cannot be organised as a one-shot, but must be considered as part of an endless programming. Programming a public space implies the daily presence of a mana-ging structure conferring value to the space.

Place Communale, La Louvière, Belgium: a newly redesigned space looking for a new use © AMCV

The making, planning and management of the public space have to meet the needs, expectations and desires of the target communities. They must connect with the interests of the district, lean on the assets of the space, adapt to the communi-ties’ living conditions, habits, behaviours, and the values of the potential users. This is above all a cultural approach. The transformation of a public space into a place where people meet and exchange is thus directly linked to the communities and users who are expected to use the space and to the way they will do it. It can either be a public square, a public park or any other public space, as long as it is central and in line with a defined target community. The idea may seem simple, yet, it is not that easy to set up. Creating value on a public space implies that it should be thought up as a product/ a commercial concept.

This new way of thinking and managing public space uses and adapts the techniques of experiential marketing in order to reach the same successful results than the ones obtained in retailing (Dioux and Dupuis, 2005), such as attractivity (for example free concerts or exhibitions will create traffic and invite visitors to spend more time on the space,…), curiosity effect (installation of original sculptures encouraging users to stay longer in the place and observe their environment,…), status effect (the very own design of the space, as well as the presence of nice and sophisticated amenities can arouse a sense of value and pride,…), theatricalisation of the space (set-up of plasma tv, use of sounds and lights which can increase the time spent on the spot), appropriation effect (removable urban furniture for instance, by inviting users to create their own space, may also be a way to facilitate social links and make them feel the space is theirs),…

As unique experiences of consumption are developed in retail concepts, real experiences of life are built up in place mana-gement approaches, creating or re-creating life in the cities.What mainly differentiates one tool from the other is that the various USP divide (by differentiating the suppliers, retail-ers) while ULP unite. Indeed, the ULP favours social integration and exchanges between people coming from different backgrounds. If the tools can be compared, the objectives still remain different.A ULP stands up for social integration, advocating exchanges between population coming from different backgrounds, cultures, socio economic status, etc. A ULP must also become a new destination for users as defined above. Its conception, design, set up and management demand flexibility and high resources in skills, time, and money, which is hard to envisage in a public framework only. It is vital to identify, from the very beginning of the project, other partners li-

kely to co-finance the ULP. This partnership as primarily defined is meant to change over time, as will evolve the ULP itself.

How to develop a ULP? Transposing the creation of a USP into a place management context.The setting up of a ULP requires a strict methodology, developed in six different stages, modeled after the building of a USP.

The work starts with the in-depth analysis of the space: its context and background, the way it functions, its identity (or lack of identity), the way it is being used, misused, underused or not used at all. The results of the analysis should lead to the identification of the key stakeholders, their commitment to the project, the definition of the objectives, as well as the priority of actions. Last but not least, the final steps determine the operational implementation of the ULP and its structure for daily management.

Using this experiential marketing concept on the point of sales leads to a stronger loyalty from the customer, a longer shopping time spent on the point of sales [and consequently to a higher level of the customer’s average expenses] and influences the branding of the retailer. The customer is thus considered as creating sense, living experiences (positive or negative) through the purchasing process. The created value does not only arise from the product or service bought, from the brand itself, but also from the consumption’s experience gained on the space (Dioux and Dupuis, 2005). The shop is not only visited for the products it’s selling, but for the atmosphere exsuding from it.

Using the USP experience, a ULP can be developed in 6 phases:1. Analysis of the space : the aim of this preliminary phase is to compile all available information on the space in order to identify the space’s specificities. The information must be as diverse and thorough as possible and can comprise items such as:

o Who is using the space today?o How is the space used today?o When is the space used today?o What are the prevailing amenities/ animations/events now available on site, etc.

This research is essential for further strategy to be set up on the space. To do so, different tools can be developed (Madden, 2005) such as community meetings, interviews and questionnaires, workshops and focus groups, beha-viour mappings, counting, tracking, and any observation technique, such as the “tops” and “flops”, invented by the city of Tournai (Belgium) and which consists in taking a picture of what is best (tops) and what is worst (flops) about the space…

5

It is also important to list the constraints and obstacles which are present on site – historical listed buildings for instance.

Darling Harbour, Syney, Australia, a space dedica-ted to families and children.© AMCV

2. Analysis of needs and requests of the various users. Before defining their expectations, it is necessary to identify the potential users of the space. This can be carried out by mapping out the communities related to the space. Once identified, communities can be questioned via surveys, inter-views, story-telling, etc. This step also uses customers’ behaviour approaches [based on the Kotler defini-tion (Kotler, 2010)]. The aim of this ap-

proach is to study how users, on their own or in groups choose and use a space. From the data collected, needs and requests can be identified, and expectations met, all this leading to a more successful integration of the different users of the space. By defining and developing a precise segmentation of the users, main target communities and their characteristics can be concretely tackled. GFK’s euro socio-styles can serve as a basis for this work.

3. Analysis of the environment. The defined space to be wor-ked on is of course part of a larger district, itself also being part of a city, and so on. It is therefore important to analyze the spaces around in order to find the right positio-ning for the defined space on which the focus is set. The purpose is to create a spe-cific value of the space, not competing with its surroun-dings but, on the contrary, creating a natural link between places and bringing added value to the whole district by the complementary offer it proposes. The aim is always to create long-term value and, at the same time, a specific life experience directly related to the use of the space.

These steps constitute a SWOT analysis (Strengths/ Weaknesses/ Opportunities/ Threats), the strengths and weaknesses being in di-rect link to the space itself, when the opportunities and threats are related to the environment of the space, and the context in which it evolves. The SWOT analysis’ purpose is to underline the actions that can possibly be set up, leaning on the assets of the space to counter its weaknesses and taking advantage of the opportunities to react against threats.

Sydney Harbour Foreshore authority. No place making without place management. From left to right: Malcolm Snow, Ian Kelly, James Smart and Jean-Luc

Calonger © AMCV

4. Building of the positioning. From the results of the previous steps, and the in-depth knowledge gained about the space and its specificities, a positioning strategy can be chosen. The positioning dictates the way users should per-ceive the space. The positioning is created and rein-forced by the amenities made available to users (removable tables and chairs to design one’s own space within the space, presence or not of green areas, water sources, etc.), the services offered (free books and newspapers available, board games, free sports lessons, free access to restrooms, etc.), the daily management of the space (cleaning, security, animations, etc.), and of course the communication and branding of the space.

A positioning covers three key ideas (Marion et al., 2003): an intention – the position that is wished for the customer’s mind, a process – the actions following this positioning, a result – the real impact and position in the user’s mind. A good positioning should be simple, attractive, credible, specific, profi-table and perennial (Lendrevie et al., 2008). In urban planning, a positioning can be developed around four main aspects (Madden, 2005): a. Iden-tity, b. Conviviality, c. Accessibility, d. Use of the space.

a. The identity relies on the comfort and the image projected by the space. This is supported by the gra-phic design of the space and its delimitation with immediate visual recognition such as flags, banners, stickers, etc. but also by the feeling of security and cleanliness via the visible presence of staff managing the space – who should also be easily recognizable thanks to team-coloured uniforms;

b. Conviviality will emanate from the whole atmos-phere of the space, which is closely linked to sociabi-lity and a balanced mix of communities sharing the same values and using the space;

c. The accessibility to the space is determined by the easiness for everyone to enter it, regardless of age, sex, ability/ disability, etc. but also by the availability of diverse and reliable services to get there in terms of public transports, roads, bike facilities, etc. It also means that the space must be easily recognizable via signs and entrance banners customized with the space’s graphic design (cf 1)

7

From top to bottom :Quartier des Spectacles, Montréal, Canada, in-between events use of the space © AMCV

Flatiron 23rd Street Partnership, New York, USA - a space reclaimed by users thanks to a close and daily management © AMCV

Bryant Park, New York, USA - space reclaimed and loved by its users, notably thanks to available removable furniture to design one’s own space © Bryant Park Corporation

d. The use of the space is regulated by the activities (animations, lessons provided free of charge by committed communi-ties, artistic performances, etc.) and services (audio guide, bins, toilets, etc.) that are proposed on site, as well as by the amenities made available for users (for instance seats, weather shelters, chess tables, pétanque grounds, etc.)

Successful places have a certain number of activities in common, whatever positioning has been chosen: eating, having fun, learning, relaxing, meeting and chatting, playing, watching/ listening to artistic performances.

Hyde Park, Sydney, Australia, man-size chess game available to users © AMCV

5. Funding and partnership. The choice of the positioning and its development imply some concrete investments in various resources, namely amenities, management team, equipment, communication, etc. These costs need to be calcu-lated upstream and a feasibility study launched in order to encompass the level of funding needed to successfully carry out the project. The search for public and private partners is vital to the implementation and thriving long life of the ULP. There is a need to look further than the set-up of actions of place making. The success of a place-made public space does not lie in starting stage but in its capacity to last in the long run. Funding therefore needs to be approached long term-wise.

6. Take off and management. The daily management of the space induces the set up of a highly capable and multidisciplinary team bringing together a whole series of skills and know-how. All various stakeholders involved in the project should be given their own duties and respon-sibilities. Communication campaigns towards each target group of users as defined in previous steps should be launched simultaneously. It is important that communica-tion should follow every step of the process so that sta-keholders are involved at each moment and communities don’t feel the impact of the inevitable works as negative but as an investment for the future, and an improvement of their life to be.

European District, Brussels, Belgium, the Parliament’s mail is apparently less

attractive than the children’s playground available in the nearby parks, to chill

out and relax. © AMCV

The success of a ULP also lies in its capacity to follow new trends to meet its users’ new needs and requests, and propose a continuous improved offer.

The manager of the space has to keep in mind that the space must evolve in the course of time. Indeed, the very own nature of a ULP is defined by its perpetual motion.

Conclusion

Creating a ULP induces the set-up of both strategic and operational dimensions. A continuous assessment by the struc-ture of daily management allows the space to evolve according to new needs, trends and desires. Sound management is achieved through daily, multidisciplinary, coordinated, professional work on site, which structures, builds and develops the image of the space, ensures its proper use and promotes the district.The success of a ULP can be measured as follows:

- Its appropriation by users and communities (residents, workforce, visitors, students, etc.) – it must be a destination, not a mere fad;- The quality and force of its image;- The success of its “conviviality” function;- The use of the space;- The value of its offer;- The easiness to park and access it;- Its capacity to be a natural link with its surroundings;- Its continuous ability to evolve and improve.

9

15 experiences of ULP to the test!

Between March 2011 and December 2014, four countries in North West Europe (NWE) will be testing and setting up ULP on their public spaces. The Lively Cities project [acronym LICI], co-financed by the European programme INTERREG IVB NWE, brings together 8 partners: the cities of Aberdeen, Brigh-ton (UK), Eindhoven (NL), Lille (FR), Tournai (BE), the University of Van Hall Larenstein (NL) and the public-private partnerships of La Louvière (BE) and the AMCV (BE), the Belgian Association of Town Centre Management. The AMCV is the lead partner of the project and will specifically test pilot sche-mes in Louvain-la-Neuve, Namur and Wavre (BE).

The experiments will be carried out from 2012. Their performance and mutual transferability will be assessed and improved if needed. The years 2013 and 2014 will be dedicated to the set-up of final actions, to the long-term programming of the different spaces, but above all, to the development of strong neutral partnerships and consequently, to creation of long-term structures of daily place-ma-nagement.