by Terry L. Besser
Assistant professor and extension sociologist
Iowa State University Extension to Communities
Vital, hospitable and active downtowns provide communities with a source of pride and a location for congregating, socializing and dealing with community affairs. Towns without functioning downtowns become a collection of domiciles housing people who work, shop, socialize and seek entertainment elsewhere. These places may continue to be recognized as towns by mapmakers, but they are not the same kind of community we commonly associate with small towns. The whole community is affected by the nature of the downtown. It is for these reasons that downtown revitalization should concern the whole community and not just the local business owners.
In a recent article in Small Town (July-August 1996), Bert Stitt warns small town business owners and community leaders that belief in a set of common myths jeopardizes constructive steps to revitalize main street business districts. Stitt was the downtown development coordinator for the state of Wisconsin and is now a private consultant. The beliefs that follow are a condensation of his ideas.
Belief No. 1. People should shop locally.
Stitt maintains that for most merchants this is a hypocritical position. He challenges business owners who make this claim to turn away the business of all non-local customers. Anyhow, according to Stitt, scolding people to shop locally doesnÕt work. It might influence a few people, but many others are put off by the preachy tone.
More importantly, concentrating on the "disloyalty" of local people diverts attention and energy from the constructive tasks of learning about potential and current customers, and what they want in terms of services and product selection. Stitt cautions that if business operators donÕt understand and cater to the wants and needs of current and potential customers, they will not be successful in retaining the business of even the most loyal local residents.
Belief No. 2. Lack of parking is the major obstacle to main street vitality.
According to this logic, the ample parking provided by the "super stores" and shopping malls is the major reason for their success and the demise of downtown businesses. Stitt recognizes that parking requires attention. Improvements such as the provision of adequate lighting and maintenance, good signage, enough open spaces, easy passage between street and businesses, and a sense of hospitality are important.
Even so, all the parking in the world will not by itself attract customers. In fact, if there is plenty of parking and no cars, people may suspect that the business is not open or that the products and services offered are undesirable. Customers are attracted to stores, in StittÕs opinion, that provide desired products and services in a convenient, pleasant atmosphere. Adequate parking is a necessity, but not a sufficient factor alone for retail success.
Belief No 3. We need more jobs in town in order to revitalize the downtown.
The falsity of this claim is apparent by considering all of the towns that have more jobs available than residents looking for work, yet they still have deteriorating downtowns. Adding more jobs wonÕt necessarily add more population to the community, nor customers to the downtown. Where we work, live and shop are independent of each other in the modern era of highways and automobiles.
A recent study at Iowa State University revealed that in the average small town 47 percent of employed people work in another town, 50 percent shop someplace else for daily needs, 73 percent go to another town for entertainment, and almost nine out of ten of them shop elsewhere for big ticket items. Residents have the choice of doing business in their home town, their work town, towns conveniently located in between or in a larger adjoining metropolitan area. Where they shop will be determined by a combination of convenience, product mix, price, service and shopping atmosphere.
Belief No. 4. Downtowns are made up of independent business people.
This statement is not totally inaccurate. However, according to Stitt, successful main streets are usually populated by business owners who have put their fierce individualism aside to work together for their shared interests. Cooperation, not independence, characterizes vital small town business districts. Examples of cooperation include coordination of store front restorations, marketing strategies, product and service offerings; deciding on consistent hours of business; sharing information on technology, suppliers, customers; pooling resources to be able to afford consultants, renovations, employee training and benefits programs; and on and on.
The list of areas that could result in mutual benefit through cooperation is extensive. Stitt contends that business owners must learn to work effectively as a group for their own and the communityÕs welfare. They should understand how to conduct effective meetings, how to organize and sustain effective group activities, and how to deal with difficult people and contentious topics.
Assistance in learning these important meeting and group skills is available from your local Iowa State University county extension education director. In addition, the county director has access to information about many aspects of small town business success.
Contacts:
Terry L. Besser, ISU
Extension Sociology, (515) 294-6508
Del Marks, ISU Extension
Communication Systems, (515) 294-9807
