2015 Main Street Market Study

Exactly as extracted, unformatted — for checking against the original. The readable version is easier to read.

Market Analysis and
Implementation Plan
Centreville Main Street District
Centreville, Maryland
September, 2015

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
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Table of Contents
Executive Summary............................................................................................................1
Acknowledgment................................................................................................................5
Project Background............................................................................................................7
Study Methodology............................................................................................................7
Data Sources......................................................................................................................8
Infrastructure/Inventory Analysis........................................................................................9
Stakeholder Interviews.....................................................................................................12
Merchant and Owner Interviews......................................................................................21
Consumer Preferences.....................................................................................................24
Consumer Demand and Retail Leakage...........................................................................31
Recommendations...........................................................................................................38
Strategies for Recruitment...............................................................................................43
Appendix
A. Business inventory
B. Survey data summary
C. Economic data
D. Sample Eventbrite invitation
E. Marketing samples
September 2015

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Executive Summary
The Main Street District is a walkable commercial area in the heart of Centreville, Maryland.
Centreville is the County seat of Queen Anne’s county and, as such, hosts the County courts and
the offices of several agencies of County government. At its heart is Courthouse Square, a beautiful
green plaza that has been a gathering
place for Queen Anne’s County citizens
for more than 200 years. On its western
side, is the majestic old Courthouse
building; soon, a new Courthouse will
face the Square on its eastern side.
Long before malls and shopping centers,
Commerce Street was, as its name
implies, the place where county residents
came to make their daily and weekly
purchases: a department store stood at the corner of Water Street and Commerce and every
conceivable need, from groceries to clothing, pharmaceuticals, and hardware could be met in the
stores along Commerce Street. Over the decades, as retail commerce flourished in outlying areas
along County and State roads, the small businesses of downtown Centreville felt the pressure to
move to more suburban locations convenient for people in cars. The concentration of residences
changed, too, with new homes being developed on former farms outside the town center.
Law offices used to be limited to “Lawyer’s Row” along the southern side of the square; now they
dominate the downtown landscape, as do other related legal services that pertain to the needs of
the court system. Over time, stores and shops gave way to professional offices, forcing people to do
their regular shopping elsewhere and to think of Courthouse Square as the place one goes to court.
The area is home to 90 commercial locations. That would seem to be sufficient to meet the needs of
the local population; it’s about the number of store locations found in a small mall. However, when
one considers that the types of businesses in these spaces are largely non-retail government
services or professional (legal) services, it is apparent that there is very little left to shop for in
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
downtown Centreville. This is the core problem for downtown Centreville: for all its charm and
walkability, the Main Street District lacks the massing of stores and restaurants necessary to attract
consumers to the area.
These concerns were confirmed through a survey that received nearly 1,000 responses from
residents, workers, and area consumers. The survey results revealed that local residents do not visit
the Main Street District because it doesn’t offer the types of stores and restaurants they want to
visit. Your merchants’ stores capture only 7.5¢ of
“Town of Centreville Main Street” is an
accredited program of the National Trust for
every dollar spent by area residents on retail
Historic Preservation; their status is listed here:
http://www.preservationnation.org/main- goods and services. That is a dismal rate; it
street/about-main-street/the-programs/main-
street-accredited-1-1.html?state=MD . The should be closer to 40% to 50% capture.
Town of Centreville operates the program, and
it exists to provide support for businesses
Restaurants in Centreville do a good job of
within the Main Street District, shown on the
map on Page 6. The district’s boundaries capturing local spending on dining (almost 44¢ of
coincide with Centreville’s Central Business
District zone. In this report, the terms "Main every dollar spent by people in the 21617 ZIP
Street District," "Centreville Main Street,"
Code for dining); however, 11% of all people in
"downtown," and "Main Street Area" are used
interchangeably in reference to this district.
that ZIP Code told us that they never dine in
Centreville. This indicates that there is a large
potential audience right in town that could be captured for dining, if we knew what would get them
to dine here. Fortunately, we do know—they told us in their survey responses. What they want is
better quality and more variety. There are simply not enough choices in downtown Centreville for it
to be considered a good alternative choice for shopping and dining.
From our economic research, we learned that there is enough unsatisfied consumer demand in the
region to support what they want: more stores (in certain retail categories) and more full-service
restaurants. The addition of more stores and restaurants would create the retail density—the
amount of choices—that your consumers are demanding.
But where could more store and restaurants be located in downtown Centreville? In this report, we
propose that current spaces at grade around Courthouse Square that have been given over to non-
retail use should be reclaimed as a part of a long-term strategy to create browse-shopping and
dining downtown. We encourage the redevelopment of certain nearby corridors to add to the retail
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
density of Courthouse Square and engage sufficient space and mix of stores/restaurants to create a
worthwhile shopping experience.
Together with development of new retail space, we encourage development of more residential
space above it. Over the past decade, new residential development occurred away from the
downtown center at Symphony Village and North Brook. These developments added more car
traffic, but not more foot traffic downtown. The net effect on commerce was to pull traditional
retailers like the grocery and hardware stores away from the downtown, and to introduce
convenience stores and fast food restaurants out near those developments. This was not helpful for
downtown commerce. Residential demand continues to grow in Queen Anne’s County, and much
of it could and should be satisfied within the Main Street District. This will put more “feet on the
street” (that is, build more foot traffic) and create a built-in customer base to help support more
stores and restaurants.
These development measures are part of a broader strategy that focuses on these measures:
1. Restore Courthouse Square as the center of commerce in Centreville and expand walkable
commerce around it as much as possible.
2. Improve access into downtown through better signage, traffic flow changes, and parking.
3. Attract local and regional visitors by growing the series of events that are hosted downtown.
4. Recruit new restaurants into downtown and consider the creation of a “restaurant row.”
5. Recruit retail businesses consistent with the sustainable categories of retail identified in this
analysis.
6. Create new retail space in and near the Main Street District.
7. New retail space should be designed as mixed-use space with residential and/or office
space above the retail space at grade.
8. Create alliance/relationship with Chesapeake College.
9. Explore a cooperative marketing relationship with Chestertown.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
All of these strategies are described more in detail in the Recommendations Section at the
conclusion of this report.
Our report follows, with accounts of our various analyses and conclusions, general strategic
recommendations, specific tactical recommendations for recruiting additional stores and
restaurants, as well as detailed results of the consumer survey and economic data for Centreville’s
trade area.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Acknowledgment
We gratefully acknowledge the support of Tim McCluskey, George G. “Smokey” Sigler, and
Jim Beauchamp, the members of the Town Council of Centreville; Town Manager Steve
Wall; Town Clerk Carolyn Brinkley; the members of the board of the Centreville Economic
Development Authority and their Chair, Katherine Magruder, and all of the stakeholders,
merchants, commercial property owners, residents, and visitors who participated in
interviews with us, or took our community survey, and provided us with the information
needed for this analysis.
Finally, we would like to offer special thanks to Centreville’s Main Street Program Manager,
Carol D’Agostino, for her extraordinary guidance in this process, and for going the extra
mile to make sure that we always had whatever we needed to complete this project.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Centreville Main Street area (outlined in red)
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Project Background
In January of this year, Centreville Main Street retained JGSC Group to conduct a retail study of the
Main Street District. Main Street lies at the heart of downtown Centreville, and its center point is the
old Courthouse Square that dates back to 1794. The goal of the retail study is to identify
opportunities to recruit new retail stores and restaurants to the Main Street District, and to
recommend strategies for revitalizing retail commerce there.
The object of the analysis was the Main Street District commercial area. The study area includes
about 30 block facings covering roughly 0.25 square miles (about 160 acres) as shown in the map,
previous page. If the center is considered to be the intersection of Lawyer’s Row and North
Commerce Street, then the district extends no more than one-quarter mile in any direction, making it
all highly walkable. Within the study area there are approximately 90 at-grade retail businesses. Most
of these are service businesses that do not attract shoppers, and do not contribute to the browse-
shopping experience in what is otherwise a beautiful area
to walk through.
Study Methodology
JGSC applied our three-part Community Insights®
analysis to determine areas in need of improvement, find
revitalization opportunities, and identify the most
sustainable categories of retail for downtown Centreville.
We evaluated three segments of your market: retail
infrastructure, community preferences, and economic data. Sustainable retail opportunity is found
where those three segments coincide. If any one segment should be lacking, then the desired retail
category may not be supported. For example, if a community preference were for a department
store, and the economic data indicated sufficient consumer demand to support a department store,
but retail infrastructure were lacking (i.e., insufficient traffic or inadequate retail space), then the
department store category would not be considered sustainable for the community.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
This report will describe the findings of our analysis in the three segments and furnish our
recommendations for Centreville Main Street’s most sustainable retail categories. These findings can
serve as downtown Centreville’s plan for retail growth, with all the statistical information the
community will need to recruit desired retailers. In essence, Centreville can now become proactive in
managing its downtown retail mix by pursuing the retail businesses that the community wants to
have and knows it can support.
We call it “growth by choice, not chance” because it allows you to choose what you want based on
data about your marketplace… rather than sitting back to see what retailers or developers show up
downtown. With market information, you will make the same analysis that major retailers do to
determine if your site works for their business.
Data Sources
The economic data in this report was provided from a number of reputable sources including:
Bureau of Labor Statistics, DataMetrix, Esri, GfK MRI, Market Planning Solutions, and U.S. Census
Bureau. The consumer preferences data in this report was collected via online survey of local
consumers by JGSC Group.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Infrastructure/Inventory Analysis
There are 135 total commercial locations in Main Street District. They contain 49 total business
categories; these are the top 10 business categories in the Main Street District:
SIC Category Count Percentage
Government offices 22 16.3%
Professional – legal 14 10.4%
Professional –medical/dental 11 8.1%
Beauty salons 6 4.4%
Real estate offices 5 3.7%
Insurance agents/brokers 4 3.0%
Accountants 3 2.2%
Bail bond offices 2 1.5%
Architects 2 1.5%
Banks 2 1.5%
Full service restaurants 2 1.5%
In the top ten, there are no categories that sell retail goods. There are three other categories of retail
goods vendors in the district with one store each:
• Pharmacy/gift shop
• Optician
• Women’s clothing/accessories
Of 135 locations, only 89 locations (65%) offer retail goods, services, or dining:
Category Count Percentage
Retail goods 13 9.6%
Retail services 72 53.3%
Prepared meals (restaurants) 4 3.0
The other 46 locations (35% of all commercial locations) are:
Category Count Percentage
Non-retail businesses 7 5.2%
Government offices 22 16.3%
Vacant spaces 17 12.6%
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
The Main Street District seems as though it is not a place to shop or dine because more than one-
third of all commercial spaces are devoted to non-retail uses: non-retail businesses (developer
offices, or bail-bonds offices), government office space, or vacant space. The rate of vacancy alone
is high. At 12.6% of all available locations, it is much higher than the average rate of commercial
vacancy for retail space in business districts in nearby western shore counties in Maryland, although
it is on par with vacancy for office space1.
In order to give people a reason to want to shop, dine, and be entertained in downtown Centreville,
it will be necessary to add more retail and residential density. There needs to be a greater
concentration of retail businesses selling browse-shoppable merchandise, as well as more full-
service restaurants to offer variety of dining choices at breakfast, lunch, and dinner meals. New
development would allow for the creation of modern retail space that could be configured to meet
contemporary retail demands, yet designed to be compatible with the character of the historic
downtown. New development could also serve to link Courthouse Square with other retail corridors
in the downtown area. For example, a new retail corridor was developed on the west side of
Pennsylvania Avenue within walking distance of Courthouse Square. By in-filling potential retail
spaces along Water Street, the two shopping areas could be connected into one contiguous,
walkable whole.
Any new retail development downtown should be mixed-use development, with residential or office
space above the retail space at grade. New mixed-use development with office space could allow
for office uses now at grade to be moved to second floor locations, thus preserving the space at
grade for retail businesses or restaurants. We identified the following mixed-use development
opportunities in or near Main Street District that would strengthen shopping and dining in that
district:
1
In the fourth quarter of 2014, data compiled by Co-Star for the Metropolitan Washington Council of Governments
(MWCOG) included these retail and office space vacancy rates:
County Retail vacancy rate Office vacancy rate
Charles............................13.3%...........................6.9%
Frederick.........................12.9%...........................8.2%
Montgomery....................14.8%...........................4.1%
Prince George.................19.1%...........................5.6%
(Data found here: http://www.mwcog.org/uploads/committee-documents/bV1WXl9a20150317100949.pdf) While data for
Eastern Shore or Mid-Shore counties would be more pertinent, it was not available. In the absence of that, the data from
these Western Shore counties provides a helpful reference point on regional vacancy.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
• Pennsylvania Avenue – East Side. This block-side is now unimproved and owned by the
Town. It faces a developed block of mixed-use new residential above retail space that was
designed and built to conform to the historic appearance of the downtown. Creating stores on
both sides of the street would increase retail density and make the block more attractive to foot
traffic.
• Banjo Lane. Under-utilized; should be two- to three-story mixed-use with storefronts rather
than the current mix of under-utilized warehouses and retail businesses in industrial buildings.
• Turpin’s Lane. Under-utilized; should be two- to three-story mixed-use buildings with retail
storefronts linking Banjo Lane to Commerce Street; this would also expand retail commerce
northward from Courthouse Square.
• Water Street from Liberty Street to Pennsylvania Avenue. This has traditionally been a retail
commercial street dominated by a department store, but over the years much of the retail space
has been converted to office use, residential use, or vacant space. Some properties here
(particularly the building on the NE corner of the Water Street/Commerce Street intersection)
appear to have structural issues that place their continued commercial use into question.
Redevelopment of this corridor where possible/practical into mixed-use buildings with retail
storefronts would allow for increase of both the retail and residential density, create office space
on second floors that would allow office uses now at grade to move upward, and link
Courthouse Square to Pennsylvania Avenue along a complete grid of streets with continuous
storefronts.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Stakeholder Interviews
Starting in January and running through April, JGSC conducted interviews with 37 stakeholders2
identified by Centreville Main Street and CEDA board as critical individuals with a vested interest in
the future of commerce in downtown Centreville. We asked all of them the following questions:
1. How would you describe the relations among the three entities of local government, the
business community, and the residents/consumers of Centreville?
2. What would you point out to a potential new store or restaurant operator to be the
strengths/weaknesses/opportunities/and threats to doing business in downtown
Centreville?
3. What efforts have been made today or in the past to stimulate visits to Centreville by
outsiders? Of those, what worked and what didn’t?
4. What is your ideal vision for the future of commerce in Centreville?
5. What resources are needed for Centreville to achieve your vision?
Of course, the various responses offered at times provoked follow-up questions, and the intent of
the conversation was to determine whether there is consensus among your stakeholders on what
would be a desirable direction for commerce to take in Centreville, and whether there is an effort
being made to achieve it.
Our interview of the members of the Centreville Economic Development Authority board included
other questions in addition to the standard five: we asked what initiatives have they pursued to
support or strengthen commerce in downtown Centreville, and how did that fit within the planned
economic development initiatives that the Authority has for the Town? We learned that the
revitalization of the Main Street District is a top priority for CEDA. They see the downtown as the
area where the preponderance of people work; improvements to commerce there will benefit those
workers, as well as enhance the quality of life of local residents. They will also benefit all County
2 The stakeholders interviewed were: Jack Ashley, Chrissy Aull, Jim Beauchamp, Mike Bozek, Greg Callahan, Marge
Callahan, Mark Callahan, Ann Cassidy, Lawrence Chanaud, Belinda Cook, Rick Coulby, Val Coulby, Niambi Davis, Liz Draper,
Davis Emory, Mark Freestate, Calvin Gray, Jr., Calvin Gray, Sr., Barry Griffith, Heather Guerieri, Shane Johnston, Lynn Knight,
Scott MacGlashan, Tim McCluskey, Mike Cogan, Angie Price, Doris Pullman, George G. “Smokey” Sigler, Tina Squibb, Bill
Stoops, Greg Torchio, Amy Undercoffler, John Walden, Dee Walls, Steve Walls, and Dan Worth.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
residents, who come to Centreville for public school, for sporting events, for the Court, and for other
County service agencies.
CEDA board members were asked how they would encourage the downtown Main Street area to
be more integrated with the wider community and with Queen Anne’s County itself; and they
suggested that Main Street could reach out to other community agencies to share their facilities; for
example, the Clubhouse at Symphony Village might be a good event space for small catered affairs
hosted by Main Street. One problem that Main Street might help alleviate would be to overcome the
mindset of resistance to change that residents sometimes have. Many residents want to preserve
Centreville as it is, not recognizing that without some growth there may be decay. Unless the
economic engine works well enough, a community trying to stay as it is may not be able to afford to
maintain itself. Main Street could be the ideal agency to explain to the public the need for better
economics in order to preserve the character of downtown Centreville.
With regard to retail space that is older and does not have the ideal configuration for contemporary
retail, CEDA board members suggested that these spaces might make good low-rent business
incubator locations.
We asked all stakeholders their impressions of the relationships among the three groups that make
commerce happen in a community, the business community, the local government that regulates
the business community, and the residents/visitors that patronize the businesses. Their responses
were evenly divided on the quality of those relations; with half characterizing them in a positive way,
and the other half negatively. Oddly enough, the stakeholders seemed to agree on the same points
that justified their positive or negative reaction. For example, we heard that local government wasn’t
traditionally business-friendly, but that the current administration is much better in this regard. We
heard that this is a small community, and that business owners do their best to support community
initiatives; yet we also heard that many commercial property owners don’t care enough about the
town to maintain their properties from decay. Another complaint about the business community is
that they don’t maintain the kind of business hours that they should (open later on weeknights, and
on weekends) for Centreville residents to be able to patronize them. We also heard that Centreville is
a small town where everyone knows one another and tries to be supportive of each other; yet many
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
residents don’t shop or dine in Centreville at all. It seems that Centreville’s level of mutual
understanding and support is a glass that is either half-full, or half-empty.
When asked what are Centreville’s commercial strengths, the most common responses were:
• It is a small town with friendly people and no crime.
• Traffic counts are good on 213 and other roadways.
• It is centrally located to other regional points, from Easton to Annapolis, to DC.
• It is a County Seat that attracts government employees and professionals to work here
every day (who shop and dine).
• Commercial rents are reasonable.
• There is room for new development (i.e. Carter Farm).
• The town has heritage architecture, an interesting history, and real charm.
• A good economic development commission to spur investment.
• A great school district that attracts residents.
• Economic incentives to open a business within Queen Anne’s County.
• New employees will be coming into the downtown because of the new Courthouse and
county offices.
• Our waterfront attracts outdoor recreational visitors.
• Wharf area could be developed into a venue for catered weddings and other events.
• Baseball camp business is a destination that draws families from out of state.
• A YMCA may be developed in town along Route 304.
• Nearby Chesapeake College has a plan to double in size within 10 years.
• The Wye Institute will be bringing aquaculture to Centreville.
• The town is quaint, charming, and walkable.
These were described as the town’s weaknesses when it comes to commerce:
• Multiple parking issues:
o Not enough parking spaces;
o Parking fine ($20) is too high;
o Merchants and their workers park in public spaces, reducing available parking to
customers;
• Not enough retail space.
• Not enough resident population to support more retail.
• Doesn’t attract tourists.
• No movie theater.
• Can’t attract franchise restaurants.
• No-growth attitude of residents has caused investment to concentrate in other towns
(Chestertown, Easton, Kent Island).
September 2015
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MARKET ANALYSIS and
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Centreville Main Street District
Centreville, MD
• Cannot support a branded hotel/motel.
• Residents are out of town most of day, working elsewhere.
• Need a dedicated Farmer’s Market/Winter Market manager.
• Whenever government offices are closed, town is dead.
• Many commercial properties are poorly maintained.
• Retail business hours don’t match with availability of residents to shop.
• Professional offices take up retail space at grade on Courthouse Square—latest example is
the bail bonds office that is on the busiest intersection.
• Fire code requires expensive fire suppression investment, which is barring further retail
development.
• Current liquor law prohibits liquor licenses within 200’ of a public library, which will impact
potential restaurant locations on Commerce Street3.
• New courthouse building will convert some existing retail space into government space,
further reducing an already low ratio of retail spaces downtown.
• We don’t have enough full-service restaurants, and no health-food restaurants.
• The County has been reluctant to make Courthouse Square available for public event uses4.
• We don’t have lodging places.
Stakeholders saw these opportunities for business in Centreville:
• Development opportunities are many.
• There are many locations in downtown and beyond for development of retail, office, and
residential space.
• The town owns the vacant lot on east side of Pennsylvania Avenue—this could be
developed to mirror the opposite side.
• Restaurant space at Hillside Motel is vacant and available for lease to a restaurateur.
• Centreville’s shops and restaurants could capture new business by marketing to students at
Chesapeake College.
• Opening of new courthouse will bring new employees into Courthouse Square.
• The State of Maryland offers a façade improvement grant that would be a way for
Centreville to improve appearances, and attract new business5.
• North Commerce, and North Liberty Streets have commercial opportunities that are under-
utilized. We also have historic features that should be included in a historic-tour loop. And
we should stop losing historic features: the Providence House (1730) could have made a
great tavern/restaurant, but it was sold as a private home.
3 The Town Council has asked their legislative delegation to remove the law, or reduce the 200 foot radius.
4
This stakeholder impression is incorrect in one particular: the entity responsible for management of Courthouse Square is
the County Court System, not the County government. The County Court system has been reluctant to make Courthouse
Square available for public event uses.
5 The Town of Centreville has offered this program over the past 3 years and will be coming to a close at the end of June,
2015.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
• Centreville has sewage capacity available, and space for an additional treatment pond. We
have a spray field designated for 650,000 gallons/day and treatment facility currently
designed for 542,000 gallons/day and with future upgrades, can accommodate 750,000
gallons/day. In reality, due to the soil performance at the farm, the capacity of the spray
field is likely to be less than 650,000 gallons/day. Upgrades to the treatment facility can
accommodate growth; if needed/permitted, we could also increase the spray field area
through the use of another farm on which to spray the treated material.
• Zoning was amended in 2014 to allow “air B&B’s,” which would allow us to offer a form of
lodging in town.
• We could support a restaurant row on Route 304.
• Municipal building could relocate to Water Street, to create a leasing opportunity on
Lawyer’s Row.
• The Public Library will be open on Sundays now, which may stimulate businesses to open
on Sundays as well.
• The old Courthouse façade and square could and should be lighted at night, which would
stimulate more foot traffic, and in turn, more business.
• Centreville could become a tournament hub for soccer and lacrosse. The County supports
this, and planted zoysia grass on school fields to attract those tournaments.
Not many stakeholders saw threats to business in Centreville, but these few were discussed:
• Regional competition is great, and makes it difficult for us to have many retail categories.
• Our residents work outside of town, and they shop and dine while outside rather than in
town.
• There is poor media coverage of what we do here.
• Visitors to town usually come for court business, so they associate Centreville with an
unpleasant experience.
• Despite being the county seat, Centreville doesn’t have any political pull, so choice projects
tend to go to other competing towns.
• New development could change the old-fashioned character of the town.
• There is a perception that the County and Town are not helpful to organizations seeking to
host events in the downtown—for example, the Rotary’s Artisan Festival is held outside of
town, rather than in Courthouse Square6.
• Internet sales will continue to hurt brick-and-mortar businesses.
6 Town Manager Steve Walls noted, however, that there are buildings at 4H-Park that protect vendors and allow the 4-H
event to proceed even in inclement weather.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
We asked what is being done, and what had been done in the way of events to attract visitors to
Centreville. These events were considered effective:
• The Farmer’s Market is considered the most successful event by many stakeholders,
although several noted that it needs improvement to be as successful as the Chestertown
market.
• Centreville Day is a free family event with a series of fun activities and live music for all ages,
but it is served by outside vendors, so local businesses don't get a chance7.
• Christmas parade attracts 5,000 people, but it occurs at night, after stores have closed.
• The Arts Council Music Series.
• The Arts Councils’ “Heck with the Malls” shopping event is very popular in December.
• National Night Out and Music in the Park at Millstream happen at night, away from
Courthouse Square8.
• Taste of Centreville was held once, and attracted restaurants from Kent Island, on a humid
summer night; the group that organized the event (Centreville Alive!) is no longer active, but
this might be a good event for the Main Street District to undertake.
• Church events at United Methodist (summer and fall festivals) draw a lot of people.
• Corsica River Awareness Day draws a lot of visitors to Bloomsfield Farm, which is outside of
Centreville town limits.
• Sports events at the ballpark at Bloomfield Farm off Route 213/Church Hill Road draw
people.
• The 4-H Fair and the Rotary’s Artisan Festival are good, but both belong downtown where
they can help businesses and restaurants9.
• As to events that Centreville should host, these were suggested:
o Antiques fair like the one in Brimfield, Mass.
o Repeat the “Queen Anne Festival” that was done once for the 1976 Bicentennial, and
the “War of 1812” commemoration that was held last year.
o Build a wine-tasting grape festival around the area wineries in Church Hill, Easton,
and Kent Island.
o Weekly events in summer as Chestertown does, including their “First Night Friday.”
NOTE: There is a shared concern that there is simply not a strong enough reason to compel people to
visit the downtown today: not enough businesses, and not enough variety of restaurants.
7 Main Street Manager Carol D’Agostino reports that in fact, vendor opportunities are available to any interested vendor or
merchant, but applications are first-come, first-served, and are filled as space permits. A vast majority of vendor participants
are from Centreville and Queen Anne’s County, if not from downtown Centreville.
8 However, Town Manager Steve Walls noted that the National Night Out event does occur on Lawyer’s Row, which is on
Courthouse Square.
9 Again, we note the earlier comment of Town Manager Steve Walls that the 4-H event utilizes buildings at 4-H Park to house
vendors in the event of inclement weather.
September 2015
—17—

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
The stakeholders were asked what type of business district they thought downtown Centreville
should be, and the overwhelming sense was that to take maximum advantage of its heritage
architecture, interesting history, and small-town charm, it should be a destination for outside visitors.
A few stakeholders felt otherwise; they believe that as a small-town, the business district should be
dedicated to the needs of its residents, providing the goods and services that they need on a regular
basis. Many pointed out that as the county seat, the community is already designed to host outside
visitors for the public schools, court business, and other county services. Some stakeholders
suggested that one strategy to attract outside visitors would be to encourage development of the
arts downtown.
What was the stakeholders’ vision of an ideal downtown for Centreville? The stakeholders would like
to see more foot traffic day and night at Courthouse Square, with many more boutique retail stores,
restaurants, and fun events. Many feel that Centreville should emulate other older Eastern Shore
towns like Chestertown and Easton. Some suggested that the old Courthouse should become a
restaurant once it is replaced by the new Courthouse building. The Square should be more for
shopping/dining; now it's practically all for lawyers. The downtown should be more for the
community. The Public Library will begin a “Yoga on the Lawn” program and they already offer a
regular book sale on their front porch; these sorts of outdoor public activities could be done in the
Square, too.
Here is a bulleted list of characteristics that the stakeholders would like to see in an ideal downtown
Centreville:
• More full-service restaurants of different types.
• A bakery.
• There would be people sitting at sidewalk cafes, and on benches.
• Lots of arts and crafts stores.
• A lot of activity going on in Courthouse Square—it’s a beautiful green area that would be a
great place to take the kids for fun.
• The downtown would come alive on weekends, rather than be dead, the way it is.
• A natural foods store, in addition to a healthy-foods restaurant.
• There should be shops for tourists; particularly art galleries and antiques stores.
• More restaurants, art galleries, and antique stores. We should be a destination with the feel
of downtown Annapolis.
• We should have a college campus in town, as Chestertown does.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
• More people living downtown, and trails to connect people that live further out (in North
Brook and Symphony Village) to the downtown.
• From April through September it should be bustling on the Square in the evening, instead of
all stores closed by 5 p.m. as they are today.
• Like Culpepper, VA with distinctive specialty shops. There would be no national/regional
stores or franchises; just boutique stores like "La Belle Maison," a home furnishings store
that used to be here on the Square.
• A strong anchor store on the Square;
• More reasonable commercial rents;
• Specially-zoned districts, like a medical services district.
• There is a lack of large meeting venues for things like weddings, conventions, and business
meetings anywhere in the County. If Centreville could attract such a venue with hotel rooms
and restaurant, that would serve the whole County, and be good for Centreville, too.
• More stores for young families with children (sporting goods, toys, clothing, etc.).
• The look of the town could be cleaner and neater. Coos Bay, Oregon and Sedona, Arizona
are very attractive examples of the kind of downtown that we could be.
• Centreville should be like Lewes, Delaware—the town’s commerce is tied to local arts and
artists.
• More affordable workforce housing – possibly restricted to police/teachers/nurses to
encourage them to reside here.
We discussed the matter of resources that may be available to implement their ideal vision, and
developed this list:
• Centreville has been designated a "historic area' by the State, making it eligible for historic
renovation tax credits.
• More facade grants would be helpful--they have required a 50/50 match, and that
prompted repairs of Ashley Insurance; Optical Galleria; Rosendale property; Bay Shore
Steam Pot restaurant; and O’Shuck’s Irish Pub.
• Other funds:
o Block grants from Housing & Community Development;
o "Empower" to retrofit buildings for energy efficiency;
o Queen Anne’s County Economic Development Incentive Fund might apply to capital
improvements to retail buildings (more info, contact Jean Fabi at 410-758-1255, and
http://www.qac.org/311/Economic-Development-Incentive-Fund
• Fee reduction incentive: Local government should consider a reduction in the connection
fees for sewer and water as a development incentive.
• Zoning resources:
o Consider the creation of an overlay zone that would allow mix of residential and
commercial uses in a single area of the downtown. The place to start would be the
historic area, but scaled back to where you want revitalization going, at North
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Commerce and North Liberty Streets. There are vacant homes that could be
businesses. Aesthetics are critical: you can’t take a heritage community and allow it
to be perforated by non-heritage spaces.
o Downtown Centreville should be re-zoned to allow mixed-use residential above retail,
and townhomes--that kind of development could happen on Banjo Lane.
September 2015
—20—

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Merchant and Owner Interviews
JGSC interviewed the operators of ten Centreville businesses10 to discover their perspective on
doing business in Centreville. It was a diverse sampling of businesses:
• 3 vendors of retail goods;
• 3 vendors of services;
• 3 vendors of both goods and services; and
• 1 restaurateur.
Most of these businesses have been in town for decades: the longest has been there for 78 years;
the newest has only been in town for 3 years. The average length of business in town for these ten
businesses was 32.3 years. Each of them clearly has a good grasp on the issues related to doing
business in Centreville.
Seven of the interviewed business operators own their business property; the other three rent. Six of
the businesses chose to locate in Centreville because it was convenient to home (most of them live
in Centreville); only four did so because they perceived a particular opportunity for their businesses.
Only one of the businesses expressed an interest in new space due to changing space needs (that
one a renter who would like to move in order to obtain interior improvements that their landlord
won’t agree to); the others find that their locations meet the needs of their respective businesses.
As to the local economy, four of the merchants found that their businesses are performing at the
same level that they did one year before. Three businesses indicated that they have experienced
revenue growth this year over last, and two expressed that their revenues have decreased. (One is
no longer in business.) None of the merchants were excited about the prospects for the economy,
although one merchant saw that their business model was growing revenue beyond expectations
because they are meeting a demand that is largely untapped in Centreville for full-service restaurant.
10 The businesses represented were: Ashley Insurance; Callahan’s Gas & Appliance; Commerce Street Creamery; Draper
Brothers; Edward’s Pharmacy; Hillside Motel; La Belle Maison (now closed); Lynn Knight, Attorney at Law; Serendipidee; and
Torchio Architects.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Six of the ten businesses have websites; some that do have websites do not engage in social
media. Only six of the businesses capture contact data (address, phone, email) from their
customers. From this feedback, it was apparent that the Main Street office could provide a valuable
service to its merchants by:
• Helping all Main Street businesses to have a website.
• Linking each business’s website to the Main Street website.
• Assisting each business to create a social media site (Facebook is by far the most effective
of the various social media at building dedicated customers, and the one source that was
selected as most important to Centreville’s survey respondents).
• Assisting those businesses that sell distinctive merchandise to do so through Internet sales,
to provide an additional source of revenue for them.
• Assist with training each merchant to collect customer contact data, which is the foundation
of a low-cost email marketing program; note that merchants that do not normally collect
such data as a function of their business could do so via other means (i.e., sign-up to
participate in a free drawing for a prize, or for an informative newsletter, or for email
notification of special offers; etc.).
• Provide support for tasteful, periodic email blast marketing campaigns to their customer
database to stimulate more frequent customer visits.
• Organize cross-promotions among small clusters of businesses following a common
theme/promotion so that they may mutually share the benefit of each other’s customer
database (i.e., “for Mother’s Day, find these special gifts at Edward’s and Serendipidee at
10% off; and bring your receipt of purchase of any of these items to the Commerce Street
Creamery for 10% off a lunch for two”).
• Mount an overall marketing campaign that would promote downtown Centreville as a great
place to shop, dine, and have a good time via email to all customers on all merchant
customer databases. Merchants would not need to release their databases to Main Street
or to any other merchant; rather, they would commit to sending out the blast email to their
base on an agreed-upon number of occasions per year. The mailing occasions would be
consistent with major selling seasons: Valentine’s Day, Mother’s Day, Memorial Day,
Father’s Day, Graduation Day, Back to School, Halloween/Thanksgiving, and Holiday/New
Year’s. Main Street would prepare the campaigns, and distribute the finished emails with
instructions to mail them out on a certain date. Ideally, the campaigns would be coordinated
with other materials (window signage, banners, ads in weeklies, and “bounce-back”
coupons that Main Street merchants would hand-out with each sale good for a discount on
a future date).
We asked these merchants what types of businesses they would most like to see as co-tenants of
theirs in Centreville. The greatest preference was for more restaurants—even the restaurateur
recognized that more restaurants would increase the level of restaurant business for each
restaurant. They also expressed a preference for vendors of boutique goods—a baker, a candle
September 2015
—22—

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
maker—and a coffee shop. They do not want to see more service businesses or more non-retail
uses in downtown Centreville.
Finally, we asked what suggestions merchants would give to the Town of ways that the local
government could improve commerce in downtown Centreville, and they told us:
1. Offer incentives to new business, like:
a. Property tax rebates
b. Water/sewer connection fee reduction
2. Institute a new round of façade improvement grants
3. Allow blade signs to all businesses (not just those with on-site parking)
4. Allow 3-hour free parking with no meters
5. Ease costly permitting requirements
6. Create permit packet to guide new businesses through the town’s permitting process
7. Allow commercial space at grade for retailers/restaurants only (not for non-retail uses)
8. Create remote parking for merchants and employees only; leave curbside and public
parking lots for customers.
September 2015
—23—

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Consumer Preferences
In order to determine consumer preferences, JGSC conducted an online survey of area consumers
to determine consumer preferences for shopping and dining in the Centreville area. The survey was
conducted between February 19th and March 20th 2015. A total of 976 responses were received
with a 3.2% margin of error.
Shoppers and Non-shoppers – The survey asked respondents to document the frequency of their
visits and spending behaviors in Centreville and elsewhere. Based on this information, we defined
“shoppers” as those respondents who visit the stores in Centreville at least twice per month.
Respondents that visit less than twice per month were classified as “non-shoppers.” We compared
responses from shoppers and non-shoppers.
It’s important to note that 55% of all respondents are non-shoppers, meaning they shop in the area
just once a month or less. And, 75% of all non-shoppers live in ZIP Code 21617 ZIP, which includes
and surrounds Centreville.
Residents and Non-residents – Similarly, respondents who said they live in ZIP Code 21617 (which
includes and surrounds Centreville) were classified as “residents”, while respondents that said they
live in another ZIP Code were classified as “non-residents.” Again, we compared the responses from
these two segments.
Origin of Respondents – We asked a series of questions in order to determine the current and
previous home ZIP Code as well as the work ZIP Code of respondents. The responses allowed us to
determine the trade area (the area from which the majority of shoppers originate).
Trade area – The trade area is defined as the geographic area from which the majority (70%-80%) of
your shoppers originate. Among all respondents, 75% originate from the Centreville area ZIP Code
21617. An additional 3% of respondents originated from each of the following ZIP Codes: 21620
Chestertown; 21623 Church Hill; and 21658 Queenstown. By definition, these four ZIP Codes are
the primary trade area for Centreville.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Previous ZIP Code – The responses from non-residents revealed that 18% of non-residents
previously lived in the Centreville ZIP Code 21617.
Work ZIP Code – We asked respondents to identify the ZIP Code in which they work. Among all
segments, the Centreville area ZIP Code 21617 was the most frequently mentioned with 44% of all
responses. Annapolis was the next most frequently mentioned with 8% of all responses. 36%
percent of Centreville residents work in Centreville, as do 63% of non-resident respondents. In
addition, 65% of non-shoppers, and 53% of shoppers, work in Centreville.
Tenure of residence – 49% or residents have lived in the current ZIP Code longer than 10 years,
while 7% have lived here for less than a year. Among non-residents, 61% have lived in their ZIP
Code for longer than 10 years, while 4% have lived there for less than a year.
Importance of initiatives – We questioned the survey takers about ten initiatives and asked them to
rank each one as to its level of importance. The initiatives included attracting new retail businesses,
places to eat and shoppers; revitalizing storefronts and retaining existing businesses, providing more
parking, Wi-Fi hot spots, and improved streetscapes.
At least two-thirds of all respondents feel it is “very important” to attract new retail businesses,
attract more places to dine, and retain the existing businesses. Nearly 6 in 10 respondents think it’s
“very important” to attract more shoppers and revitalize storefronts and buildings.
Comparing responses from shoppers and non-shoppers, we found a higher percentage of non-
shoppers think it’s “very important” to attract more dining places. This could be a useful way to help
convert non-shoppers to more frequent visitors.
Overall, 93% of respondents, 94% of non-shoppers and 93% of residents disagreed with the
statement, “Make no changes. Downtown Centreville is fine as it is.”
Reasons to visit/not visit Centreville – We explored the reasons why respondents visit, or don’t visit
Centreville. The reason for visiting that was most frequently selected was “dine at the eating
places,” which was named by 78% of shoppers, 70% of non-shoppers, 76% of residents, and 70%
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
of non-residents. The next most frequently selected reasons are non-shopping visits (such as
banking or medical visits) was named by 59% of shoppers and 36% of non-shoppers.
Reasons not to visit!
Traffic congestion
Store hours are inconvenient
My time / schedule
Parking
Doesn't have the stores I like
Selection of merchandise offered
Limited selection of dining places
Limited offering of stores/shops
0% 10% 20% 30% 40% 50% 60% 70% 80%
The primary reasons why respondents don’t visit more often is the limited offering of stores/shops
and the limited selection of dining places. “Limited store offering” was named by 73% of shoppers,
78% of non-shoppers, while “limited dining” was named by 57% of shoppers and 64% of non-
shoppers. The next most frequent responses were “selection of merchandise” (42% of shoppers
and 46% of non-shoppers) and “doesn’t have the stores I like” (37% of shoppers and 39% of non-
shoppers).
Availability of parking – We measured the perception of available parking by asking if parking was
“always, usually, sometimes, rarely, or never” available. There was no discernible difference in the
responses between shoppers and non-shoppers, indicating that parking does not hinder
shopping/dining visits.
However, we did note that 54% of residents say parking is always or often available, but just 35% of
non-residents feel the same. This could indicate that residents think it’s easier to find parking
because they are more familiar with the area, whereas non-residents have a more difficult time
finding parking locations.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Perceptions about downtown – We asked respondents to share their perceptions about downtown
conditions including cleanliness, signage, traffic flow and more. Of the nine topics we offered,
respondents gave the highest marks to cleanliness of streets and clear directional signage. They
gave the lowest marks to the variety of businesses, merchandise/product offering, and the selection
of eating-places. Non-shoppers gave lower marks for variety of businesses (65%), merchandise
offering (61%), and selection of eating places (55%), than did shoppers. This is a reinforcement of
the reasons that are keeping non-shoppers from shopping and dining in Centreville more frequently.
Shopping/dining visits and spending – We examined responses from shoppers and non-shoppers
as to their frequency of shopping visits and the amounts they spend per visit. Keep in mind that
more than three-quarters of both shoppers and non-shoppers live in the 21617 ZIP Code, so the
distinction is not where respondents live but rather how they purchase retail goods and dining.
As shown in the chart below, there is a wide disparity of visits to and spending in Centreville
between shoppers and non-shoppers. Shoppers visit 5 times more often and spend 4 times as
much in Centreville than non-shoppers. However, shoppers and non-shoppers behave more alike
when visiting shopping areas outside of Centreville.
In addition, 61% of non-shoppers say they “never” shop in Centreville.
On an annualized basis, Centreville captures 41% of annual visits from shoppers, but just 6% of
annual visits from non-shoppers. With respect to spending, Centreville captures 26% of annual
spending from shoppers, but less than 1% of spending by non-shoppers.
Non-
Shopping Visits & Spending All Shoppers
Shoppers
Shop here (times/month) 1.8 4.1 0.4
Shop elsewhere (times/month) 6.0 5.8 6.1
Spend shopping here (per visit) $20.56 $38.03 $8.99
Spend shopping elsewhere (per visit) $75.33 $75.35 $75.32
There is less disparity among shoppers and non-shoppers with respect to dining, where Centreville
captures 45% of dining visits and 40% of dining spending among shoppers, and 31% of visits and
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
26% of dining spending among non-shoppers. Overall, Centreville restaurants capture just under
one-third (31.3%) of the dining spending of area residents:
Non-
Dining Visits & Spending All Shoppers
Shoppers
Dine here (times/month) 3.2 4.2 2.5
Dine elsewhere (times/month) 5.4 5.1 5.6
Spend dining here (pp/visit) $17.98 $19.63 $16.98
Spend dining elsewhere (pp/visit) $23.07 $24.39 $22.21
Never dine in Centreville 11% 6% 15%
Increasing the frequency of visits – We offered 27 categories of retail of shopping and dining, and
asked respondents if they would visit more often if Centreville offered more of each. Among all
responses, 70% say they would visit more often for full-service restaurants, while 63% named fresh
produce market, 61% named bakery, 59% named seafood/fish market, 56% named meat and
poultry, and 46% named all-day breakfast restaurant (diner).
Would visit more for !
Gift boutiques
Limited service restaurants
Hobby/game store
Ice cream shop
Child-friendly restaurants
All-day breakfast restaurant (diner)
Butcher of fresh meats/poultry
Seafood/fish market
Bakery/baked goods
Fresh produce market
Full-service restaurants
0% 10% 20% 30% 40% 50% 60% 70% 80%
When compared to shoppers, non-shoppers gave higher responses for full-services restaurants
(73%), bakery (61%), meats & poultry (55%), child-friendly restaurants (42%), and ice cream shop
(40%). Non-shoppers also expressed a higher interest in sports/recreation training, consignment
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
boutiques, art classes, dance lessons, music instruments and classes, and karate/martial arts
instruction.
It is possible that offering the retailers mentioned in the categories above will attract more shoppers
to the area while helping convert non-shoppers into more frequent visitors. Although the responses
were not among the highest received, 1-in-5 respondents said they would visit more for doctors,
dentists, and eyeglass offices.
Popularity of events – We measured awareness and attendance at 7 events that are currently held
in Centreville. We also measured interest in 9 additional possible events.
Among existing events, more than 8-in-10 of all respondents say they are aware of the events. This
was almost universally true among shoppers, non-shoppers, residents and non-residents, except
that slightly less than 8-in-10 (only 78% of shoppers and 77% of residents) were aware of the
Christmas parade.
Among all respondents, 65% say they have attended the Farmer’s Market and Christmas parade,
while 49% have attended the Fourth of July fireworks. The Two Rivers Bike Ride has been attended
by just 18% of respondents.
With respect to possible events, 59% say “yes” they would attend live outdoor concerts, 52% would
attend events at the wharf, and 49% would participate in a First Saturday event. The lowest support
was received for a storytelling festival and a lecture series.
Value of media sources – We measured the value of 19 media sources by asking respondents to
tell us if each was “very, somewhat or not valuable.” Among all respondents the most valuable
media sources are Facebook (51% very valuable), roadside signs (44%), Google/internet searches
(39%), and storefront posters and the Shore Update each with 37%.
Among the remaining sources, town email blasts and the Bay Times are “not valuable” according to
46% of respondents, while 52% say WCEI radio is not valuable. More than two-thirds of
respondents don’t value Instagram, Twitter, Kent Island Online or Attraction Magazine, while 74%
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
say Chestertown Spy & Queen Anne’s Spy are not valuable, and 81% say the same about the
Talbot Spy.
Demographics of respondents – Finally, we collect and compared selected demographic
information about respondents, including their gender, age, and income. Compared to shoppers,
non-shoppers tend to be younger with more children and higher income levels. Stores, events and
activities that appeal to younger families could attract more of this segment.
Among all respondents, 64% are female and have 2.29 adults and 1.43 children in their household.
The average respondent is 47.9, with average annual household income of about $118,400.
We compared the demographic information for shoppers and non-shoppers and found that
shoppers are older than non-shoppers (46.5 years versus 51.1 years). In fact, when looking at
respondents that are 55 years or older, 41% of shoppers meet this criteria compared to just 24% of
non-shoppers.
Shoppers also have lower income levels, compared to non-shoppers. The average household
income for a shopper is $108,600, compared to $124,400 for a non-shopper. Among shoppers,
47% of households have income of $100,000 or more a year, compared to 57% of non-shopper
households.
Both shoppers and non-shoppers have an average of 2.30 adults in the household, non-shoppers
have an average of 1.46 children, compared to 1.37 children for shoppers.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Consumer Demand and Retail Leakage
JGSC conducted an analysis of demographic and economic data for the Town of Centreville and
surrounding areas. The purpose of the analysis is to measure economic potential in the area,
identify growth trends, and determine the economic viability of preferences expressed by consumers
in the survey. Specifically, JGSC compiled and analyzed data for the Town of Centreville and
compared it to identical data for each of the following areas.
• 3-, 5-, and 10-mile radii
• Zip code of 21617 (the trade area)
• 25-mile radius (the region)
Demographics – We began by examining data related to the local population, households and other
demographic criteria.
The Town of Centreville has a population of 4,750 persons in 1,730 households. The population
density is 19 times greater than the average for the trade area and 13 times greater than the average
for the region. The town occupies just 0.1% of the land area in the region, but 1.7% of the
population.
Among Centreville residents, the median age is 40.7 years, compared to 41.4 years for the trade
area and 42.8 years for the region. Compared to the trade area and region, Centreville has a slightly
higher percentage of children ages 9 or younger.
The annual income in Centreville is $108,500 per household. This is 3% higher than the average for
the trade area and 7% higher than the region. Among Centreville households, 44.8% have average
income of $100,000 a year or more. This is 1.8% higher than the trade area and 6.1% higher than
the region.
An estimated 88.3% of Centreville households have accessed the internet in the past 30 days. This
is comparable to the trade area, but 3.8% higher than the average for the region. More than half
(52.1%) of Centreville households have accessed the internet via their cell phone, and 47.3% have
made a personal purchase via the internet in the past 30 days.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Businesses and employees – There are 425 businesses employing 2,600 employees in town.
Although Centreville occupies just 0.1% of the land area in the region, it contains 1.8% of all
businesses and 2.3% of all employees. There are 1,070 employees per square mile in Centreville.
This employee density is 26 times greater than the trade area and 18 times greater than the region.
We examined the distribution of business and employees by the type of business (retail,
finance/insurance/real estate, services, and government. The highest concentration of employees is
in the areas of finance/insurance/real estate and government. Centreville is home to 2.4% of all
finance/insurance/real estate employees, and 7.0% of all government employees in the region.
JGSC estimates that among all local employees there are 1,524 office workers. A survey by the
ICSC (International Council of Shopping Centers) determined that the average office workers spends
$90.55 per week on retail goods and services while at work. Of that total, $16.87 per week is spent
on dining/lunches at their work location.
Based upon the above numbers, JGSC estimates that local office workers contribute an additional
$6,899,910 a year to local economy, of which $1,285,494 is spent directly at full-service
restaurants, deli’s and other lunch eateries.
Consumer demand and retail supply – JGSC examined consumer demand, retail supply, and
leakage (unmet demand) within 28 categories of retail goods and services in Centreville. We then
compared this data against identical data for a 3-, 5-, and 10-mile radius, the trade area and the
region. The purpose of this analysis is to reveal opportunity for economic growth, within certain
categories, in Centreville.
Overall, consumer demand for retail goods and services within Centreville is $76.8 million, but
existing retailers have total sales of just $30.7 million annually, resulting in retail leakage of $46.1
million a year among Centreville residents. This does not include the additional spending by the
workforce population, which is discussed above. Leakage (unmet demand) grows to $71.0 million
annually within the trade area and exceeds $1.4 billion in the region.
Considering retail goods only, leakage in Centreville is $45.5 million a year, and increases to $67.4
million within the trade area and $1.2 billion in the region. This is an aggregated number. The
following sections provide more detailed information for the retail categories.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Supply & Demand Town of 3-mile 5-mile 10-mile Trade Area
Total Retail Trade & Food Centreville Radius Radius Radius (21617 ZIP)
Total Demand $76,866,782 $112,879,912 $147,565,062 $350,262,917 $169,125.705
Total Supply $30,704,765 $75,781,910 $139,861,820 $329,070,479 $98,033,673
Retail Leakage $46,162,017 $37,098,002 $7,703,242 $21,192,438 $71,092,032
Businesses 33 53 86 204 74
Consumer Demand per HH $44,304 $43,249 $42,637 $41,574 $42,676
Retail Sales per HH $17,697 $29,035 $40,411 $39,059 $24,737
Retail Leakage per HH $26,606 $4,214 $2,226 $2,515 $17,939
HHs per Retail Business 53 49 40 41 54
Retailers per Sq Mi 13 2 1 1 1
Avg Sales per Retailer/Year $930,447 $1,429,847 $1,626,300 $1,613,091 $1,324,779
Consumer Demand per Sq Mi $31,374,197 $3,994,335 $1,879,810 $1,115,487 $1,489,307
Retail Sales per Sq Mi $12,532,557 $2,681,596 $1,781,679 $1,047,995 $863,276
Retail Leakage per Sq Mi $18,841,640 $1,312,739 $98,130 $67,492 $626,031
Inappropriate categories for downtown – Regardless of the results of our analysis, we determined
that some retail categories are inappropriate for Centreville’s downtown setting, generally because of
the type of use, space requirements, parking requirements, or similar criteria. Although they may be
appropriate for other areas of Centreville, we determined that the following retail categories should
not be recruited for the downtown area.
• Automobile dealers • Grocery
• Other MV dealers • Gasoline stations
• Auto parts and accessories • Department stores
• Building materials • General merchandise
• Lawn & garden
Categories with surplus supply – As explained above, sometimes a category should be considered
for recruitment even though it appears to be over-supplied. We uncovered four categories where
this may be true, including furniture stores, home furnishings, health and beauty, and florists.
The furniture and home furnishing categories are both over-supplied throughout the trade area, so it
would generally not be advisable to recruit traditional retailers within these categories. It also
wouldn’t make sense to attempt to situate traditional furniture or home furnishing stores in the
downtown area because they require more space than would be available in the existing structures.
However, there are exceptions in this category that could work in downtown Centreville: boutique
furniture and home furnishing retailers should be considered for the downtown area because they
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can draw consumers for their unique offerings and typically work well in walkable downtown
settings.
The same is true for traditional health and personal care stores. Although this category has retail
leakage of $1.4 million within Centreville, it is over-supplied at the 3-mile and 5-mile radii, as well as
within the trade area. Clearly, traditional health and personal care retailers such as a pharmacy
would not be a good choice for recruitment, not only because of the lack of sufficient consumer
demand, but also because of their space and parking requirements. As an alternative, we
recommend boutique-style personal care stores such as an upscale cosmetics or perfume store or
personal care services that can cater to the local workforce and visitors.
There is minimal unmet demand for florists in Centreville although the category is slightly over-
supplied in the trade area. In addition, traditional florists face increasing competition from internet
sales. However, consideration should be given variations of traditional florists, such as stores that
offer potted plants, specialty floral items, and seasonal arrangements and décor. These types of
stores often occupy small spaces (1,000 feet or less) and may appeal to the workforce population,
consumers visiting to dine, and other visitors.
Retail Surplus by Category Centreville Trade Area Region
Furniture ($171,166) ($139,040) $3,166,975
Home furnishings $724,233 ($1,151,552) $19,196,646
Health & personal care $1,488,746 ($6,915,556) $144,479,983
Florists $33,430 ($32,643 $1,167,389
Categories with retail leakage – The following categories generally have existing retail leakage as
well as other attributes that make them attractive candidates for recruitment to the downtown area.
The electronics/appliance category includes things such as cell phone, computer and appliance
stores. As shown in the chart below, there is significant retail leakage within this category. While
appliances and big box computer stores aren’t appropriate for the downtown area, a cell phone
store might be useful in helping to attract consumers to the area. Cell phone stores generally require
1,000 sf of space or less and generally pay rents that are above average.
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The specialty food category includes bakeries, fresh produce, meat and poultry, fish and seafood,
cheeses, coffee shops and more. This category scored high among consumer preferences in the
survey. Generally these types of stores work well in downtown settings and are often operated by
local independent owners, as opposed to a national chain. The stores are often 2,000 sf or less and
annual sales are often in the $500,000 to $1,000,000 a year range per store. The chart below
shows there is little unmet demand for these categories, so a recruitment strategy should include
relocating existing retailers, rather than encouraging start-up businesses.
Despite having large amounts of retail leakage within certain categories, the recruitment strategy
should focus on smaller independent stores, rather than national name brand stores. This will help
preserve the character of downtown while creating a unique shopping experience. Among the
categories that fit this description are clothing, shoes, jewelry/luggage/leather goods, sporting goods
and hobbies, books and music, gift shops, and used/consignment boutiques. Again, the focus
should be on identifying and relocating existing stores with experienced operators. Recruiting start-
up businesses should be a secondary option.
In categories where there is significant retail leakage, this should be highlighted for existing retailers
and used as an enticement to encourage them to relocate to Centreville. By clustering several
retailers in these categories, you will be able to create retail synergy that helps attract consumers to
all of the stores in the area, rather than just one specific store.
With respect to categories such as sporting goods/hobbies, and books and music, specialty stores
may be more appealing rather than more broad-based stores. For example, a bookstore that
specializes in out-of-print or used books is more likely to attract consumers from beyond the trade
area. In addition, recruiting smaller retailers will help if the available retail leakage is limited. Consider
that a Barnes & Noble bookstore needs between $6 and $9 million in revenues, while an
independent bookstore may only need $1 million annually.
The same is true of used/consignment boutiques. A well-merchandised consignment store will be
more attractive and inviting than a typical used merchandise stores. Retailers that specialize in
sporting goods, furniture, or more upscale clothing should be considered.
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Retail Leakage by Category Centreville Trade Area Region
Electronics/appliances $1,800,941 $4,027,412 $95,808,005
Specialty food $319,735 $614,495 ($2,246,575)
Clothing stores $3,057,128 $2,532,911 $9,507,361
Shoe stores $539,755 $1,025,927 $28,445,484
Jewelry, luggage & leather goods $682,517 $973,252 $18,467,334
Sporting goods & hobbies $1,260,635 $2,453,175 $48,821,843
Books & music $399,608 $735,000 $15,861,938
Office supplies & gifts $553,206 $1,206,966 $18,063,018
Used merchandise $222,887 $544,413 $4,255,645
Dining categories with retail leakage – We found unmet demand in both the full-service and limited-
service dining categories. The difference between the two types of services is defined by whether
you eat-then-pay (full-service) or pay-then-eat (limited-service). This supports several key findings
from the consumer preferences survey:
• 68% of survey respondents say it’s important to have more places to eat.
• 73% of respondents say dining is their primary reason to visit.
• 60% of respondents say limited dining is the main reason to not visit.
• 70% of respondents would visit more if there were more full-service restaurants.
The right number and mix of restaurants can act as a powerful tool to attract consumers from the
trade area and beyond. A restaurant row, for example, allows consumers to visit the area without
knowing which of the specific restaurants they may visit. Inversely, a collection of unappealing
restaurants will do little to encourage repeat visits from consumers.
Average sales for a full-service restaurant are $500,000 to $750,000 a year for small independent
full-service restaurants, while national-chain restaurants will often have revenues in excess of $1
million a year. Small independent limited-service restaurants often have revenues of less than
$500,000, while national-chains will have sales of double that amount.
Based upon the amount of unmet demand, as shown below, Centreville should be able to support
2-3 new full-service restaurants and an additional 2-3 new limited service restaurants. Existing
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restaurants that are relocated from within the trade area would not diminish the ability to also recruit
new establishments.
Retail Leakage by Category Centreville Trade Area Region
Full-service restaurants $2,030,483 $5,482,475 $34,718,795
Limited-service restaurants $975,128 $2,128,937 $84,078,923
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Recommendations
In consideration of all of the foregoing research, we recommend these strategies for the revitalization
of retail commerce in the Main Street District:
1. Restore Courthouse Square as the center of commerce in Centreville, and expand walkable
commerce around it as much as possible, through these measures:
a. Re-capture at-grade space that was originally intended for retail use, and that over time
has been given over to office use, so it may be leased to retail/restaurant users again.
Priority should be given to retail use in all space at-grade within the Main Street District
and incentives should be created to entice non-retail office users out of those spaces
and into upper-floor office space—some of which would be newly developed as a
further part of this strategy. (See recommendation #7.)
b. Attract visitors to the downtown by hosting all major events on the green of Courthouse
Square. Expand pedestrian space/event space by making Lawyer’s Row a pedestrian-
only street (make Water Street a two-way street for this to work). (See
recommendations #3 and #8 for further discussions of downtown events.)
c. Take maximum advantage of the historic attraction and architectural charm of the older
downtown buildings to create a business district with destination businesses and
restaurants. This will become a district that is designed primarily to attract visitors,
rather than service daily needs of residents. Under that strategy, a dry cleaning store
would be located outside of the district, while a distinctive antique dealer would be
located within it.
2. Improve access into downtown Centreville, through improved signage, reconsideration of
some one-way streets, and better parking arrangements:
a. Directional signs on Routes 301, 304, 305 and 213 should provide signage to
downtown Centreville business district.
b. Gateway signage should announce arrival into the downtown;
c. Wayfinding signage within the downtown should guide drivers to parking, Courthouse,
library, historic sites, restaurant row, etc.;
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d. Directory signs for pedestrians should be located at parking lots and at Courthouse
Square.
e. Blade signs should be encouraged in the Main Street area; current zoning allows them
only for businesses with on-site parking. They should be allowed for all retail businesses
in the district.
f. One-way traffic on Liberty and Commerce Streets ease traffic flows in downtown
Centreville during morning and evening rush hours, but are one-way restrictions needed
on Water Street and Lawyer’s Row? If Water Street could be restored to two-way
traffic, would that allow Lawyer’s Row to become a pedestrian street with no traffic?
The closure of Lawyer’s Row to traffic would cost some curbside parking spaces, but
would add pedestrian space and comfort to Courthouse Square. That measure,
coupled with targeted retail recruiting for the block would allow Lawyer’s Row (and
Courthouse Square) to regain focus as the center of browse-shopping, dining, and
socializing in Centreville.
g. Parking improvements are needed to make it easier for people to shop, dine, and
attend events downtown. We recommend:
i. Emphasize off-street parking rather than curbside, as this will stimulate
people to walk through the district, rather than park near the one store they
have in mind to visit.
ii. Signage should direct visitors to off-street parking sites from all gateway
entry points into the downtown (Route 213 north and southbound,
Chesterfield Avenue, Hope Road, and Water Street). Public parking lots
that should be included in the signage program are the public lot on Water
Street, the public lot on Broadway (behind the County office building), and
the Courthouse parking deck on North Liberty Street (which we understand
includes a number of spaces dedicated to the general public).
iii. Require downtown workers (including merchants and their employees) to
obtain permits to park their vehicles. Create a new off-site parking lot for
these workers, with free parking to cars with permit stickers. Any cars with
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employee parking permit stickers should be ticketed if found parked in
downtown curbside spaces, or in public parking lots. This would facilitate
parking for shoppers.
iv. Encourage visitors to park in off-street public parking lots rather than at
curbside by a strategy that makes curbside parking more expensive than
parking in the lots; ideally, parking in the lots should be free.
3. Inventory and promote existing events: The Main Street District should create a catalogue of
all events occurring in or near downtown Centreville throughout the year, including those run by
private or non-profit entities outside of government. Consider ways to enhance each event,
including a review of whether the event could be relocated to Courthouse Square. Identify past
participants and all possible new audience groups for each event, and create/implement a
marketing scheme for each event that will promote it to both past participants and potential new
visitors on a timely basis. Give each audience at least 30-days advance notice of the event and
utilize mechanisms that will solicit feedback and commitment to attend (like Facebook Event
posting or email invitations via Eventbrite). Post all events centrally on the Town’s website. Also
consider the solicitation of sponsors for events that are proven to attract crowds of 2,500
people or more.
4. Create more events: Attract local and regional visitors by growing the series of events that are
hosted downtown, and move as many events as possible into Courthouse Square. Events
should cross a wide spectrum of types, in order to attract the most divergent audience possible
over the outdoor season. This will give people of all types a reason to come to Centreville other
than court business. They will begin to build a positive impression of Centreville as a charming
place with fun things to do. The effort here is to build trial visits of regional consumers of all
types and ages, which will raise foot traffic for existing businesses, and facilitate Centreville’s
recruitment of new businesses.
5. Recruit new restaurants into downtown pursuant to our recommended recruitment strategies,
(see “Strategies for Recruitment,” below). We recommend an early emphasis on full-service
restaurant recruitment, as they won’t need foot traffic to survive. As dining choices grow
coupled with frequent events, foot traffic will grow. As a part of this strategy, we recommend the
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creation of a “restaurant row,” a place where restaurants of several different types may be
clustered together to offer an attractive dining environment with distinctive choices. If they are
clustered on or near Courthouse Square, they will be most convenient to the daily Courthouse
visitors for breakfast and lunch. At night, they could appeal to locals and other outside visitors
for dinner business. Ideally, they would take advantage of shared parking arrangements with the
Courthouse, to maximize convenient parking at night.
6. Recruit retail businesses consistent with the sustainable categories of retail that were identified
in this analysis. The goal should be to seek distinctive destination businesses that are
compatible with one another, and that will primarily support browse-shopping of visitors rather
than focus on basic needs of residents. (Again, we recommend that the limited retail space
within downtown be devoted primarily to destination retail; daily needs of residents may be
satisfied in strips and shopping centers outside of the Main Street core like the Food Lion
shopping center.)
7. Add new retail space: Over the longer-term, create new retail space in and near the Main
Street District in order to create the density of retailers needed to offer the level of retail choice
needed to make downtown Centreville a viable shopping alternative.
8. Increase downtown residential density: As new retail space is planned, it should be designed
as mixed-use space, with residential and/or office space above the retail space at grade.
Increasing the number of downtown residents adds to the built-in base of shopping and dining
patrons. Adding new office space above grade will allow for re-location of office uses now at
grade to the new upper floor spaces, thus freeing at-grade space for more desirable retailers
and restaurateurs in the browseable space at grade.
9. Become college-focused by engaging Chesapeake College: Centreville should act as if it
were the host community for Chesapeake College, located a few miles south of Centreville in
Wye Mills. Engage the college to move some of its on-campus events to downtown Centreville;
for example, its annual Storytelling Festival would be a great two-day event to host in the
downtown. Marketing measures could be taken in Centreville to support the linkage—for
example, the flying of Chesapeake College banners in the downtown for the College’s
homecoming week. The students and faculty of the College could also be targeted for the
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marketing of events, stores and restaurants in Centreville, as well, and arrangements could be
made to create a student debit card that would be eligible for purchases in certain Centreville
stores and restaurants. Another possibility would be competitive events that pit students of
Chestertown’s Washington
College against students of
Chesapeake College (although
their campus is in Wye Mills,
their nearest downtown is
Centreville). The events would
be designed to be entertaining
for the public to watch—non-
traditional competitions, like
swing-dance competitions,
beach volleyball tournaments
Chesapeake College Lady Skipjacks volleyball
(imagine several tons of sand
dumped on Lawyer’s Row for the volleyball “court,” and concession tents in Courthouse
Square), an outdoor stage for a battle of the bands, a glee club competition, or even an ice-
carving contest.
10. Co-operatively market with Chestertown: Stakeholders and consumers would like to see
Centreville become more of a destination for outside visitors, particularly by promoting its
historic and architectural charm. Many actually said that they would like to see Centreville
emulate the tourism success of Chestertown. Of course, Centreville cannot compete directly
with Chestertown; the two are too close together and Chestertown has too many advantages
(greater size; hotel & B&B accommodations; more stores and restaurants; direct access to
waterfront; it hosts a college) for Centreville to ever be the preferred choice of the tourism
audience if asked to choose between the two towns. For this reason, we recommend that
Centreville instead try to market itself in tandem with Chestertown and share the tourism
audience that Chestertown draws. The two communities might plan a combination of weekend
events and incentives that might give visitors added reason to spend the weekend on the
Eastern Shore. By marketing a common message together, both towns could expand the reach
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of their marketing dollars, reach a wider audience, and create a better, more inviting combined
experience than either town could do on its own. This effort would offer enticing trial weekend
promotions (i.e., “Come to Eastern Shore for the Plein Air Arts Festival, with artists in
Chestertown on Saturday, and nearby Centreville on Sunday” or “Eastern Shore Culinary
Weekend: Master chef classes followed by candlelight dinner in Chestertown on Saturday, and
seafood brunch in Centreville on Sunday”; etc.). The towns could create a bicycling event—
“Tour de Eastern Shore”—with riders biking along Route 213 from one town to the other and
accompanying festivities in both towns. By collaborating on combined events, the two
communities could stretch an afternoon experience into a weekend-long stay, expanding the
potential market of visitors, and increasing the value of their visit.
Strategies for Recruitment
Our research discloses unmet dining and retail demand that could be captured in downtown
Centreville; we recommend a recruitment program to attract suitable retailers within the sustainable
categories. As a first step, consideration must be given to space required by these categories, and
affordability of rents in the Main Street District.
Space Sales
Categories (national retailers) Examples
Required per SF
Fresh produce food market 1,500 - 3,000 sf $55 to $450 (local vendor)
Coffee House 500 - 1,000 sf $150 to $200 Coffee Bean & Tea Leaf, Peet's
Full-service restaurants 1,500 - 4,500 sf $250 to $575 (Distinctive local operators)
Family Dining 1,500 - 5,500 sf $450 to $700 Chili's, Buca di Beppo
Home Décor / Accessories 3,000-5,000 sf $275 to $425 distinctive local (La Belle Maison)
The chart (above) gives examples of the space requirements and sales per square foot for national
retailers in selected categories. Most of the retailers shown in the chart are national retailers who
prefer to locate in regional malls. They are shown here for purposes of example only; we do not
recommend national or regional retailers or franchises for downtown Centreville. The Main Street
area does not have the retail density to compete with other shopping centers; it will only attract
outside visitors if it can offer businesses that are not found elsewhere. Local and regional retailers will
probably require less space and somewhat lower sales per square foot than national retailers.
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We also considered the average asking rents for retail space in the Main Street District. Our research
disclosed that the commercial rental rate in downtown Centreville is generally between $12 and $14
per sf. Smaller locations are above $12, while warehouse spaces rent for $3/sf triple net. As a rule
of thumb, the rent-to-sales ratio for any retail store should be less than10% of sales, and often it
should be much lower. For small local and regional retailers, rent should be not more than the
following percentage of total retail sales.
Retail category Rent %
Clothing and accessories........................9.0%
Food and beverage stores......................3.1%
Furniture & furnishings............................4.8%
Eating & drinking places..........................4.0%
Sporting goods & hobby.........................3.4%
This means that Main Street District retailers will need to have sales of at least $120 per sf. This
should not present a problem for recruiting most retailers. However, it may pose a problem in
Centreville when one considers that for the most part, existing retail space is not new; much of it
requires upgrades—installation of new HVAC systems, electrical system upgrades, better lighting,
refurbished interiors. As some stakeholders and merchants have told us, there is a costly
requirement to install sprinklers in improved retail properties. Some even require structural
improvements. Unless long-term lease deals can be arranged that spread out the repayment of
these costs, it will be necessary for commercial property owners to absorb a large share, or all of
these improvement costs. It is the addition of those costs that may push the current average rental
up in the $20-$30/sf range and make it impractical for retailers to locate in downtown Centreville.
Restaurants and other eating-places can have sales in the $80-$300 per square foot range. This
might present a problem when recruiting, as most non-franchise restaurants (the types that you will
recruit) will fall on the lower end of that revenue scale. If necessary, consideration could be given to
work with the property owners to see if they would have interest in percentage rent leases. In these
cases, the tenant would pay a low base rent, supplemented by additional rent based on an agreed
upon percentage of sales above a certain threshold. Clearly, a key element of the Centreville’s
recruitment effort will be to work with commercial property owners, to identify ones that understand
this problem, and will be willing to invest in the improvement of their properties even if the full costs
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of improvement may not be recoverable over short-term rents. Centreville Main Street can also help
by supporting cooperative commercial property owners in their efforts to secure grant funding to
make their improvements.
The recruitment effort should be proactive and consistent. We recommend the recruitment effort
take place in two flights per year, with each flight lasting 11 to 13 weeks. The spring flight should
occur between March and June, while the fall flight should take place between September and
November. We recommend a series of direct mail pieces be sent to a targeted list of prospects and
that the mailings be followed up with direct outreach via telephone calls.
To be successful, the retail recruitment effort must appeal to a diverse business and consumer
audience. Among other things, the effort must achieve the following goals.
• The key stakeholders in the community must agree this is a useful and productive investment
that warrants financial support. To a lesser degree, the effort also needs the support of the
governing body of the Town and the County, as it will require their ongoing investment.
• Property owners need to be convinced that your recruitment effort can provide them with
credit-worthy tenants to fill their retail spaces.
• Real estate brokers must be convinced that your recruitment effort will provide them with
ample opportunities to successfully close real estate deals.
• Retailers need to be convinced their stores and restaurants will have a chance of success if
they locate in the community.
• Consumers must become convinced that the new stores and restaurants, when combined
with the existing retail inventory, create a place that is worthy of repeat shopping and dining
visits.
To achieve the above goals, we recommend the following strategies.
1. Enroll property owners. Without the cooperation of the property owner, there is no chance of a
successful recruitment effort. Property owners are the ultimate decision-makers about what
stores and restaurants will occupy their spaces. They also decide the terms and conditions they
will offer to retailers.
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The process of enrolling property owners into the recruitment effort could be facilitated through
group or one-on-one meetings. We recommend that you begin by inviting all owners of retail
space to a meeting. Don’t be discouraged if only a handful respond to your invitation, as these
are likely to be the most cooperative owners. Plus, through their participation, these owners will
help encourage others to participate in the program.
The primary goal of the property owner is to secure a lease that will allow them to service their
debt and secure a return on their investment. When it comes to leasing to retail tenants,
property owners can be more interested in “when” and “how much” than “who” they secure as
a tenant. You’ll need to re-educate them about the benefits of an ongoing recruitment program
that can become a resource of prospective tenants for them.
Property owners may also be resistant to participating because they fear they’ll lose control over
the leasing decisions for their property, or because they think it will cost money or take longer to
lease their property. Some simply don’t like change and won’t see a need to do things
differently. It will be important to make sure they understand that they will retain control of the
leasing decisions, and that there is no cost for participation. Finally, you’ll want to impress upon
them that the recruitment effort can actually increase demand for retail space in the Main Street
District, thereby helping to increase opportunities for leasing.
When meeting with property owners you should stress the benefits that the retail recruitment
effort will provide. Those benefits include the following.
• Recruit targeted retail stores and restaurants to create a more desirable destination for
shoppers and a more rewarding environment for business and property owners.
• The launch of a marketing campaign, at no cost to the property owner, to create awareness
about leasing opportunities within the Main Street District and to help attract retailers.
• Provide to property owners and/or their brokers with listings of pre-qualified retail prospects,
at no cost, to help recruit retail tenants for their properties.
• Provide property owners with the data and information from a recent retail study that can
help convince prospects to lease/buy space in the Main Street District.
• Provide listings on Centreville’s website to help promote available properties.
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At the property owner meeting, you should, as a minimum, review the following topics.
• Provide property owners with an overview of the retail recruitment effort. Explain why
Centreville Main Street believes it is important and share your goals.
• Provide an overview of the retail analysis, which was conducted by Centreville Main Street
and JGSC Group, so the property owners understand the validity of your strategies and the
information you will distribute to brokers and prospects.
• Explain your strategy for creating awareness among retail prospects and provide examples
of the marketing materials that you will use.
• Provide a timeline of events for the recruitment process so property owners know what to
expect and when to expect it.
• Describe how property owners and/or brokers can participate in the recruitment process
and explain the support that Centreville Main Street will provide to them.
At the conclusion, ask the property owners in attendance to participate in the program. Offer to
meet with each of them individually to review their available spaces and answer any space-
specific questions they may have. During this meeting, try to ascertain the following information
about each retail space:
• Will the property owner cooperate with the recruitment effort and make their space available
for lease or sale? If using a broker, will they tell the broker to cooperate with your
recruitment effort?
• Is the property in “retail ready” (broom-clean) condition?
• What are the terms and conditions for the property including permitted uses, asking
rent/sales price?
• Are pricing and other terms reasonable? If not, can you educate the property owner about
the realities of the market?
• What other attributes are offered with the property? For example, does the space include
off-street parking, HVAC, basement, kitchen equipment, etc.?
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Once you have enrolled an initial group of properties into the program, you should conduct site
visits so you understand the layout and any nuances about the spaces, and confirm the
readiness of each space for visits by potential retailers.
It’s important to continue to build and maintain relationships with the property owners. Over
time, as these relationships are strengthened, you’ll enroll more property owners into the
recruitment effort, which will improve results.
We recommend that you communicate regularly with property owners to keep them informed of
and interested in the progress of the recruitment effort. We suggest sending a letter once every
90 days to provide this information. We also recommend that once or twice a year you host a
property owner meeting where everyone can share thoughts and comments.
It’s also a good idea to stop by and visit with property owners as circumstances permit. A quick
friendly visit can help keep you informed about the property, while strengthening ties with the
property owner.
2. Enroll real estate brokers. Commercial real estate brokers play an important role in the
success of retail recruitment within commercial districts, especially downtown areas like the
Main Street District. It is essential that brokers perceive the Main Street District as a vibrant,
desirable location for retail stores and restaurants. If brokers hold that perception, they’ll want to
do deals here, if not, they’ll encourage prospects to look elsewhere.
Brokers may be hesitant to cooperate because they view your efforts as competition or
interference. To overcome this concern, you should quickly explain that you will not provide
brokerage services and that your goal is to assist them, not to compete with them.
Additionally, brokers will need to be comfortable with your conclusion about the types of
businesses that should be recruited to the Main Street District. As their ability to earn income
depends upon the validity of your recommendations, they’ll want to be assured that you’ve
done your homework. To provide assurance, make sure to cite the sources of your
recommendations, such as ESRI data, JGSC Retail Analysis, etc. As brokers become convinced
September 2015
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MARKET ANALYSIS and
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Centreville Main Street District
Centreville, MD
that you can offer insights that are unavailable elsewhere, they’ll begin to follow your
recommendations and rely upon your information.
You should identify the commercial brokers who are active in the area and who might be able to
assist with the recruitment effort. Although there are many ways to identify brokers, the following
methods should provide a sufficient list.
• Ask your property owners which brokers they would recommend for commercial real estate
services.
• Look for real estate signs in the area, such as “for sale” or “available.” From the sign, record
the contact information including the name of the firm and the broker’s name.
• Review area real estate magazines and newspaper sections to find the names of brokers
that are doing deals similar to what may occur in the Main Street District.
• Visit similar communities such as Church Hill, Chestertown, and Easton to see which
brokers are representing property owners in those areas.
Proactively reach out to all the brokers on your list. Send them a letter or an email that tells them
who you are and your goals for the Main Street District. Invite them to contact you if they have
questions or want more information.
Create a one-sheet handout that summarizes the recruitment effort and explains your goals, the
retail categories you want to recruit, and a snapshot of findings from the retail analysis. Make
this available as a PDF file on your website and send it to any broker that makes an inquiry for
more information.
From time-to-time, you should host a broker event and invite all the brokers on your list. We
recommend that you do this up to four times a year (March, June, September, and December).
An easy way to invite brokers is to use Eventbrite. A sample Evenitebrite invitation is included in
the Appendix. Here are some things to do to get brokers to attend your event:
• Make it convenient. Hold the event when it is most convenient for brokers. For morning
events, we recommend Tuesday, Wednesday, or Thursday between 8:30 a.m. and 10:00
September 2015
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MARKET ANALYSIS and
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Centreville, MD
a.m. For evening events, we recommend Tuesday, Wednesday, or Thursday from 6:00 p.m.
to 8:00 p.m.
• Make it relevant. As part of your invitation, make sure you tell the brokers how this event is
relevant to them. For example, include language that says, “Find out what’s happening in
Centreville’s Main Street District. And get a list of the retail and restaurant prospects we’d
like to see in the Main Street District, together with all the information you need to attract
them here.”
• Make it opportunistic. Once or twice a year, perhaps in spring and/or autumn, expand the
broker event to include a tour of available properties. The tour allows you to showcase retail
ready properties and provide brokers with a list of pre-qualified prospects for those
properties. The goal is to make it easy for brokers to recruit the prospects that you most
want to fill the available spaces.
• Make it enjoyable. Don’t drone-on with long-winded speeches. Instead, simply convey the
message that the Main Street District is the next hot place to be. Leave the more mundane
(and boring) details to your marketing materials and handouts. Make certain you include a
free breakfast or cocktails and hors d’oeuvres. Brokers are busy people and allowing them
to combine getting something to eat and a meeting will result in higher attendance.
As you have success working with brokers, make sure you communicate those success stories
at the next broker event. By showing brokers that you’ve done the hard work for them – and
that they can be successful closing deals in the Main Street District – you’ll have a great
resource for your recruitment effort.
3. Recruit retailers and restaurants. Once you have gained the cooperation of your property
owners and local brokers, its time to launch the retail recruitment effort. Following are the key
components of the retail recruitment effort.
a. Target retail categories. The retail analysis revealed economic opportunity among
several categories:
1. Electronics/appliances ($95 million in regional unmet demand);
2. Limited service restaurants ($84 million in regional unmet demand);
3. Sporting goods/hobbies ($48.8 million in regional unmet demand);
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
4. Full-service restaurants ($34 million in regional unmet demand);
5. Shoe stores ($28.4 million in regional unmet demand)
6. Jewelry/luggage/leather ($18.4 million in regional unmet demand);
7. Office supplies/gifts ($18 million in regional unmet demand).
We propose that your recruitment effort should target full and limited-service restaurants
to begin, as they can survive best without foot traffic, and a cluster of attractive
restaurants will build foot traffic, and subsequently pursue the retail goods categories.
We would urge that you disregard the shoe store category for downtown; a shoe store
needs to be clustered with other clothing and accessories stores; they do not perform
well as the only clothing/accessory store in a business district.
We would encourage recruitment of a sporting goods store (to support the large
regional audience for outdoor recreation and athletic activities). Also, the recruitment of
hobby stores would be consistent with the goal of attracting distinctive boutique shops
that could appeal to the existing regional market, as well as to any future tourism you
may build.
We also note that collectable objects—art, antiques, old books, etc.—are not a
measured retail category, but they do perform well in areas that have significant unmet
demand for gift stores (as you do), and that attract moderate levels of tourism;
particularly historic tourism. Centreville does not today attract tourism; however, our
recommendation that the community partner with Chestertown to jointly market to the
historic tourism audience may prove to be a mechanism that will allow Centreville to
attract the historic tourism that would support antiques stores and art galleries.
b. Retail prospects. Create a list of retail prospects within your recommended categories
of retail. Your listings should take into consideration the following criteria:
i. Geography – National retailers, if any, should have expressed an interest in the
Maryland—and ideally, Eastern Shore—market. For regional retailers, we
recommend those that are currently operating in the Washington, D.C.
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MARKET ANALYSIS and
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Centreville, MD
Metropolitan Statistical Area. For local retailers, we recommend that they have
an existing store within a 45-minute drive of Centreville.
ii. Space requirements – The average retail space is between 500 and 2,000
square feet. Currently, we estimate that there are no retail vacancies larger than
1,500 SF. To attract retailers needing larger space, it will be necessary to
develop new space in the Main Street District.
iii. Creditworthiness – Most national retailers are publically traded, credit-worthy
tenants. For local and regional retail prospects, we recommend that you review
their reported credit score and try to select only those with a credit score of “B-
“ or above. NOTE: This does not replace the need for the property owner to
examine the credit rating and exercise due diligence in selecting tenants.
iv. Years in business – Again, most national retailers will have been in business for
a sufficient period of time. For local and regional retailers, we prefer those that
have been in business at least 3 years.
v. Number of locations – For local and regional retailers, we prefer those
prospects that already have at least two store locations. If a retailer is a
particularly desired prospect, but they have only one store location, then the
strategy should be to re-locate them, rather than asking them to open an
additional location.
vi. Co-tenant and other preferences – As we have already noted, we would
recommend against the selection of national retailers for Centreville Main Street;
however, should you choose to recruit them, note that some national retailers
have very specific requirements about the co-tenants they prefer, the types of
settings in which they will locate (lifestyle center or downtown, for example),
and other preferences. In compiling your list, you should select only those
national retailers who preferences aligned with what the Main Street District has
to offer. Their preferences are expressed within their listing on commercial
listing services such as Plain Vanilla Shell and DealMakers. A sample listing is
shown, below:
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MARKET ANALYSIS and
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Centreville Main Street District
Centreville, MD
Source: Plain Vanilla Shell
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MARKET ANALYSIS and
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Centreville, MD
c. Marketing materials. You’ll need to create marketing materials to promote the available
spaces in the Main Street District, as well as promoting the Main Street District itself.
The goals of the marketing materials should be to create awareness and stimulate
interest in retail opportunities within the Main Street District.
Marketing materials do not have to be fancy or expensive, but they must be effective.
Effectiveness is measured by the marketing materials ability to deliver your message in a
way that creates awareness and stimulates interest in the Main Street District. We’ve
included samples of marketing materials that have been proven effective in creating
awareness and interest.
There are two types of marketing materials: outbound and inbound. Outbound
marketing materials are tools that you use to create awareness and stimulate interest in
the Main Street District. Examples include letters, postcards, signage, emails, events,
and similar tools. Inbound marketing materials are tools to convey more information to
interested parties. Examples of inbound materials are property fact sheets, brochures,
websites, Facebook, etc.
i. Outbound marketing materials – We recommend creating a series of two
postcards and two letters (with a fact sheet about the Main Street District) and
mailing those materials to your prospect list over a 7-week period (one piece
every two weeks). We recommend direct mail as the primary outbound
marketing strategy, since your target prospects are known by name and
address. Using mass marketing vehicles, such as magazine advertising, will not
be as effective in reaching the specific prospects you’re trying to reach and will
result in inquiries from retail prospects that don’t meet your recruitment goals,
diminishing the effectiveness of the recruitment program. Your materials should
stress the points of greatest advantage to retailers that Centreville can claim,
based upon the findings of this report. For example, car counts on key roads,
levels of unmet demand in your most sustainable categories, and preferences
expressed by your consumers in the survey.
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MARKET ANALYSIS and
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Centreville Main Street District
Centreville, MD
ii. Inbound marketing materials – As retail prospects and brokers become aware
of the Main Street District, they’ll ask for more information about the area as
well as specific retail spaces. To address these inquiries, you should produce
the following materials.
o A fact sheet that provides an overview of the Main Street District and
includes information about consumer demand, retail leakage, new
developments, nearby assets.
o A fact sheet for each of the available properties that summarizes the
information from the Main Street District fact sheet and provides specifics
about the property such as location, size, asking rent, general terms,
nearby co-tenants, etc.).
o A web-page or social media page that provides maps (access, parking
and other assets) of the Main Street District, details about each of the
available retail spaces, listing of upcoming foot traffic generating events
and activities.
d. Recruitment outreach. While outbound marketing can be effective in creating
awareness and stimulating interest, it is not always effective in bringing prospects to the
Main Street District to tour specific properties. To achieve site visits, we recommend a
recruitment outreach effort that begins immediately following the direct mail program.
The outreach program should have a goal of reaching the contact person at each retail
prospect and determining their level of interest in opening a store or restaurant in the
Main Street District. You should be prepared to make as many as 4 telephone calls to
each prospect on your list, and expect that this effort will result in contact with 70% to
80% of the prospects. As a rule of thumb, calling 200 retail prospects requires nearly
550 telephone attempts and will result in contact with about 155 to 160 of the
prospects.
As contact is made with each prospects you should explain who you are and that you
represent the Main Street District. Ask if they’ve been receiving the postcards and
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
letters you’ve been sending. (This will help gauge the effectiveness of your outbound
marketing efforts.) Also ask if they think they currently have, or expect in the future to
have, any interest in retail space in the Main Street District. Ask if they have any other
questions that you might be able to answer.
For prospects that express immediate interest, attempt to engage them and learn more
about their space needs and other interests. Ideally, you’ll be able to arrange a tour of
available retail spaces in the Main Street District. For prospects that express potential
for future interest, find out when you should follow up with them and create a tickler file
to remind you to contact them at some future date. For prospects that have no current
or future interest in locating in the Main Street District, attempt to understand the reason
behind their statement. It may be that they have no need, in which case you should
remove them from the prospect list. But, it could be they’re mistaken or misunderstand
the opportunities offered by the Main Street District. In this case, you should attempt to
correct the misinformation in an attempt to create a potential prospect for the future.
Once you have completed a mailing and telephone cycle, you’ll want to refresh your
prospect list in preparation of a new outbound marketing and outreach effort in the
coming spring or autumn season. Through a proactive, ongoing recruitment, brokers
and retail prospects will gain a high level of awareness about your district and your
efforts, and this heightened awareness will create more interest and more inquiries.
4. Generate foot traffic. It is often said that “rent is a function of sales,” meaning that retail rents
are dependent upon their ability to produce foot traffic and sales. The more foot traffic and
potential sales there are in a given location, the higher the rents that can be charged by the
property owner.
As new stores and restaurants open within the Main Street District, you’ll want to promote them
and help to draw foot traffic to the area. This, in turn, will generate sales for existing retailers and
help attract even more retailers and shoppers into the area.
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
Following are suggestions for ways in which you can help to generate additional foot traffic for
the stores and restaurants in the Main Street District.
a. Create trial visits – Events that allow shoppers to “try it on for size” are a great way to
generate new foot traffic and allow shoppers to decide if they want to come back again.
Many communities offer a restaurant week event, which is a great way to generate trial
visits that encourage visitors to come back for more.
b. Extend event visits – In addition to using events to attract shoppers to the Main Street
District, there are things you can do to extend the visit. For example, schedule the tree
lighting for 8:00 p.m. and have the retailers and restaurants offer “specials” for 2 hours
before and after the tree lighting. Or schedule events during non-peak retail times, such
as Tuesday evening or Sunday afternoon, to help bring traffic into the Main Street
District.
c. Increase store visits – In a typical shopping mall, consumers shop in 3.5 to 4.0 stores
per visit, but in a typical downtown, the number of stores shopped drops to 1.1 stores
per visit. Theoretically, if you could get shoppers to shop at 2 stores per visit, you
would double local retail sales. To encourage shoppers to visit multiple stores:
i. Ask retailers to cross-promote with other stores. As an example: Get a free
dessert (or other offer) at a participating restaurant when you present a
validated coupon from another retailer. You can drive the traffic by making the
offer good for the same day only.
ii. Have retailers participate in a sweepstakes type event where the shopper can
enter as often as they like, but only once in each store. This will help increase
the number of stores visited.
iii. Create a series of themed activities or events that take place in multiple
locations throughout the Main Street District. As shoppers participate in the
event, they’ll been drawn past or into the stores of participating retailers.
d. Stimulate return visits – Ask stores to consider using “bounce-back” offers to entice
shoppers to return to the Main Street District more frequently. Bounce-back offers can
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
be discounts or special offers that are only valid for a specific period of time (7 to 10
days from the date of the original visit, for example).
e. Share customers – Stores often have unique customers. For example, if 3 stores each
had 100 customers, there may be a total of 200 unique shoppers among that group. As
a result, stores can help each other and create additional foot traffic by helping to
promote events and activities at other retailers in the Main Street District. An
inexpensive way to promote these events would be to produce a flyer that lists all the
upcoming events, sales, and specials at participating retailers. Each retailer could hand
a flyer to their customers, or just stuff one in each shopping bag.
September 2015
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MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
!
!
APPENDIX A
Business Inventory
September 2015
Appendix A

CENTREVILLE MAIN STREET DISTRICT
Business List
Page 1 of 4
TNUOC
Retail Retail Not
goods service Restr Retail Gov't Vacant Name Address SIC Description SF Descr
1 1 Gray Developers Inc 106 Banjo Ln Real Estate Developers Up to 999
2 1 Corsica River Mental Health 120 Banjo Ln Physicians & Surgeons 5,000 to 9,999
3 1 Crossroads Community Inc 120 Banjo Ln Mental Health Services 10,000 to 49,999
4 1 Sure Good Vapes 204 Banjo Ln #A E-cigarette store
5 1 C Ridgely Kelly Chair & Cabinet Maker 204 Banjo Ln #B Furniture-Designers & Custom Builders Up to 999
6 1 Daves Sales & Service 204 Banjo Ln #G Lumber 5,000 to 9,999
7 1 Middleton Tax Service 204 Banjo Ln #H Accounting, Auditing & Bookkeeping Services Up to 999
8 1 Tri-County Office Equipment Inc 204 Banjo Ln Computers Up to 999
9 1 Kirby & Associates 206 Banjo Ln Surveyors-Land Up to 999
10 1 Ware It's At Custom Auto Refinishing 206 Banjo Ln Automobile Body Shops 1,000 to 4,999
11 1 Tents for Rent 206 Banjo Ln Tent rentals
12 1 Richard Hammond Builders 206 Banjo Ln Construction contractor
13 1 CASA for Children 206 Banjo Ln Childcare services
14 1 Fit for the Kingdom T-Shirts 206 Banjo Ln T-Shirt printer
15 1 B&M Glass 206 Banjo Ln Glass repair
16 1 W&L Rentals 206 Banjo Ln Equipment rental
17 1 Ronald B Greene Law Offices 219 Banjo Ln Attorneys Up to 999
18 1 BB&T 102 Broadway Banks Up to 999
19 1 East Coast Bail Bonds 108 Broadway Bonds-Bail Up to 999
20 1 Richard C Graves CPA & Associate 110 Broadway Accountants 1,000 to 4,999
21 1 Queen Anne's Record-Observer 114 Broadway Newspaper 1,000 to 4,999
22 1 VACANT 118 Broadway N/A
23 1 Licensing & Registration Service 120 Broadway #6 State Government-Licensing & Inspection Up to 999
24 1 Maryland Dc Msc 120 Broadway State Government Offices 5,000 to 9,999
25 1 Maryland State Clerk's Office 120 Broadway State Government Offices 1,000 to 4,999
26 1 Queen Anne's County Social Service 120 Broadway State Government-Social Human Resources 10,000 to 49,999
27 1 Queen Anne's Court Commissioner 120 Broadway State Government Offices 5,000 to 9,999
28 1 Goodwill Fire Co 212 Broadway Fire Departments 10,000 to 49,999
29 1 Charles Neville Associate 223 Broadway Custom boat designer Up to 999
30 1 All Out Bail Bonds 102 S Commerce St Bonds-Bail Up to 999
31 1 Edwards Pharmacy 102 S Commerce St Pharmacies 5,000 to 9,999
32 1 Henley & Henley 102 S Commerce St Attorneys
33 1 Lighthouse Christian Counseling 103 S Commerce St Counseling services
34 1 Rosendale 104 N Commerce St Real Estate Agents & Managers 1,000 to 4,999
35 1 Serendipidee 106 N Commerce St #1 Gift, Novelty & Souvenir Shops Up to 999
36 1 Ashley Insurance 107 S Commerce St Real Estate Agents & Managers 1,000 to 4,999
37 1 Ashley Premier Properties 107 S Commerce St Real Estate Agents & Managers Up to 999
38 1 Wye Financial & Trust 109 N Commerce St Trust Companies 1,000 to 4,999
39 1 CNB 109 N Commerce St Banks 10,000 to 49,999

CENTREVILLE MAIN STREET DISTRICT
Business List
Page 2 of 4
TNUOC
Retail Retail Not
goods service Restr Retail Gov't Vacant Name Address SIC Description SF Descr
40 1 Commerce Street Creamery 110 N Commerce St Ice Cream Parlors 1,000 to 4,999
41 1 Colosseum Pizza 112 N Commerce St Pizza Up to 999
42 1 Salon Heberto 114 S Commerce St Beauty Salons 1,000 to 4,999
43 1 Callahan's Gas & Appliance 116 N Commerce St Household Appliance Stores 1,000 to 4,999
44 1 J Connolly Michael CPA Chartered 118 N Commerce St Accountants Up to 999
45 1 Queen Anne's County Free Library 121 S Commerce St Library-Public 1,000 to 4,999
46 1 O'Shuck's Irish Pub 122 N Commerce St Restaurants 5,000 to 9,999
47 1 Historical Society Queen Annes County 124 S Commerce St Museums Up to 999
48 1 J Thompson Elmer Jr 124 N Commerce St Attorneys Up to 999
49 1 Thompson & Thompson 124 N Commerce St Attorneys 1,000 to 4,999
50 1 Chesapeake Title Group 124 N Commerce St Title Insurance 1,000 to 4,999
51 1 John Leo Walter, Esq 128 N Commerce St Attorneys
52 1 Queen Anne's Elections BRD 132 N Commerce St County Government Offices Up to 999
53 1 State Attorney 136 N Commerce St Legal Counsel & Prosecution 1,000 to 4,999
54 1 Lynn Knight 203 N Commerce St Attorneys Up to 999
55 1 VACANT 202-204 N Commerce St N/A Up to 999
56 1 Centreville Garage 205 N Commerce St General Automotive Repair Shops Up to 999
57 1 Kent Island Counseling Center 206 N Commerce St County Government Offices 1,000 to 4,999
58 1 Queen Annes County Art Council 206 S Commerce St #1 County Government Offices 5,000 to 9,999
59 1 Queen Anne's Environmental 208 N Commerce St County Government-Environmental Programs 1,000 to 4,999
60 1 Queen Anne's Plumbing Board 208 N Commerce St County Government Offices Up to 999
61 1 Artistic Hair Design 210 N Commerce St #1 Beauty Salons Up to 999
62 1 Miles Insurance 210 N Commerce St Insurance Agents, Brokers & Service Up to 999
63 1 One Spirit Massage 220 N Commerce St Massage Therapists Up to 999
64 1 Thomas J Keating V Attorney 302 N Commerce St Attorneys Up to 999
65 1 Wey Solutions Inc 114 Happy Lady Ln Computers-System Designers & Consultants Up to 999
66 1 Centreville Town Hall 101 Lawyers Row Municipal government
67 1 VACANT 103 Lawyers Row #1 N/A Up to 999
68 1 Freestate Agency 105 Lawyers Row Insurance Agents, Brokers & Service 1,000 to 4,999
69 1 The West Gallery 107 Lawyers Row Art Galleries & Dealers Up to 999
70 1 VACANT 109 Lawyers Row N/A Up to 999
71 1 Downes & Gregory 115 Lawyers Row Attorneys Up to 999
72 1 Inter-rail Management Inc 111-113 Lawyers Row Nonclassified Establishments Up to 999
73 1 VACANT 117 Lawyers Row N/A 1,000 to 4,999
74 1 Christopher F Drummond 119 Lawyers Row Attorneys Up to 999
75 1 George W Erickson 119 Lawyers Row Real Estate Agents & Managers Up to 999
76 1 S Sewell Craig 119 Lawyers Row Attorneys Up to 999
77 1 VACANT 100 N Liberty St N/A Up to 999
78 1 Alcohol And Drug Abuse Service 205 N Liberty St County Government Offices 5,000 to 9,999

CENTREVILLE MAIN STREET DISTRICT
Business List
Page 3 of 4
TNUOC
Retail Retail Not
goods service Restr Retail Gov't Vacant Name Address SIC Description SF Descr
79 1 Queen Anne County Health Education 205 N Liberty St County Government Public Health Programs 10,000 to 49,999
80 1 Bridges Behavioral Health 207 N Liberty St Mental Health Services Up to 999
81 1 Serenity Enhancement Center LLC 207 N Liberty St Counseling services Up to 999
82 1 Allergy & Asthma Care 227 N Liberty St Physicians & Surgeons 1,000 to 4,999
83 1 Daniel D Rosendale Law Offices of 103 N Liberty St #100 Attorneys Up to 999
84 1 Ashley Land Real Estate 105 N Liberty St #1 Real Estate Agents & Managers
85 1 RJ Koenke, Art & Appraisers 105 N Liberty St #2 Art Galleries & Dealers
86 1 VACANT 105 N Liberty St #3 N/A
87 1 Joseph W McCartin Insurance Inc 105 N Liberty St #4 Insurance Agents, Brokers & Service 1,000 to 4,999
88 1 Queen Anne's Finance Office 107 N Liberty St County Government Offices 1,000 to 4,999
89 1 Queen Anne's Personnel Office 107 N Liberty St County Government Offices 1,000 to 4,999
90 1 Queen Anne's Register of Wills 107 N Liberty St #220 County Government Offices 1,000 to 4,999
91 1 Thomas H Downs DDS 100 Pennsylvania Ave Dentists 1,000 to 4,999
92 1 Young San Karate 116 Pennsylvania Ave Martial arts instruction
93 1 H&R Block 116 Pennsylvania Ave Tax preparation office
94 1 Tidewater Physical Therapy 140 Pennsylvania Ave Physical therapist 5,000 to 9,999
95 1 Peggys Sewing Center Ltd 210 Pennsylvania Ave Sewing Machines-Household Up to 999
96 1 Julio A Ramirez MD PC 218 Pennsylvania Ave Physicians & Surgeons Up to 999
97 1 Sublime Salon 322 Pennsylvania Ave Beauty Salons 1,000 to 4,999
98 1 First Home Mortgage 324 Pennsylvania Ave Real Estate Loans Up to 999
99 1 VACANT 350 Pennsylvania Ave N/A 1,000 to 4,999
100 1 McCrone Engineers 354 Pennsylvania Ave Surveyors-Land Up to 999
101 1 Bozek Inc 358 Pennsylvania Ave Developer Up to 999
102 1 Nancy Hammond Editions 102 Turpins Ln #1 Art Galleries & Dealers 1,000 to 4,999
103 1 VACANT 104 Turpins Ln N/A 1,000 to 4,999
104 1 VACANT 109 E Water St N/A
105 1 VACANT 111 E Water St N/A
106 1 VACANT 113 E Water St N/A (May become "Bayshore Steampot")
107 1 Cutting Room 115 E Water St Nonclassified Establishments Up to 999
108 1 Callahan's Laundry 117 E Water St Laundromat
109 1 Cargo Direct Mattresses 117 E Water St Mattress store
110 1 Sam's Spot 119 E Water St Beauty Salons
111 1 Anew Growth Boutique 121 E Water St Beauty Salons 1
112 1 US Post Office 202 E Water St #A US Post Office
113 1 VACANT 202 E Water St #B Office suite
114 1 Western Tire & Auto 204 E Water St Automobile Parts & Supplies 4
115 1 VACANT 205 E Water St #B N/A 4
116 1 Jo Baker Anne AIA 205 E Water St #A Architectural Services 14
117 1 Torchio Architects Inc 205 E Water St #A Architects 8

CENTREVILLE MAIN STREET DISTRICT
Business List
Page 4 of 4
TNUOC
Retail Retail Not
goods service Restr Retail Gov't Vacant Name Address SIC Description SF Descr
118 1 Everybody Yoga 205 E Water St Yoga instruction
119 1 Torchio Building Condominium Inc 205 E Water St Nonclassified Establishments 0
120 1 Queen Anne's Soil Conservation District 211 E Water St Nonclassified Establishments 0
121 1 USDA Service Office 215 E Water St Federal gov't agency
122 1 Good Guys Sports Bar 219 E Water St Restaurants 23
123 1 Cottage Cuts Salon & Day Spa 102 W Water St Beauty Salons 1,000 to 4,999
124 1 Nationwide Insurance 104 W Water St Insurance Agents, Brokers & Service Up to 999
125 1 Shelley Reinoehl 106 W Water St Medical Billing Consultant
126 1 An Optical Galleria LLC 111 W Water St Optometrists Up to 999
127 1 Trusted Ink Tattoo 112 W Water St #A Tattoo parlor 1,000 to 4,999
128 1 Bay East Title Co LLC 114 W Water St Title Abstract Offices 1,000 to 4,999
129 1 Cynthia M Mulligan Attorney 114 W Water St Attorneys Up to 999
130 1 Stevens Palmer LLC 114 W Water St Attorneys 1,000 to 4,999
131 1 VACANT 117 W Water St N/A Up to 999
132 1 Law Offices of Susanne K Henley & Andrea Ross 118 W Water St Attorneys Up to 999
133 1 VACANT 120 W Water St N/A 1,000 to 4,999
134 1 VACANT 125 W. Water St N/A
13 71 4 7 22 17
9.7% 53.0% 3.0% 5.2% 16.4% 12.7%

CENTREVILLE MAIN STREET DISTRICT
Business Mix by SIC Category
SIC Description # % SIC Description # %
Government Offices 16 32.7% Equipment rental 1 2.0%
Professional-legal 14 28.6% Furniture-Designers & Custom Builders 1 2.0%
Professional-medical/dental 11 22.4% General Automotive Repair Shops 1 2.0%
Beauty Salons 6 12.2% Gift, Novelty & Souvenir Shops 1 2.0%
Real Estate Agents & Managers 5 10.2% Glass repair 1 2.0%
Insurance Agents, Brokers & Service 4 8.2% Household Appliance Stores 1 2.0%
Accountants 3 6.1% Ice Cream Parlors 1 2.0%
Art Galleries & Dealers 3 6.1% Laundromat 1 2.0%
Architects 2 4.1% Lumber 1 2.0%
Banks 2 4.1% Martial arts instruction 1 2.0%
Bonds-Bail 2 4.1% Massage Therapists 1 2.0%
Computers 2 4.1% Mattress store 1 2.0%
Counseling services 2 4.1% Medical Billing Consultant 1 2.0%
Mental Health Services 2 4.1% Museums 1 2.0%
Real Estate Loans 2 4.1% Pharmacies 1 2.0%
Restaurants 2 4.1% Pizza 1 2.0%
Surveyors-Land 2 4.1% Real Estate Developers 1 2.0%
Title Abstract Offices 2 4.1% Sewing Machines-Household 1 2.0%
Automobile Body Shops 1 2.0% T-Shirt printer 1 2.0%
Automobile Parts & Supplies 1 2.0% Tattoo parlor 1 2.0%
Childcare services 1 2.0% Tax preparation office 1 2.0%
Construction contractor 1 2.0% Tent rentals 1 2.0%
Custom boat designer 1 2.0% Trust Companies 1 2.0%
Developer 1 2.0% Yoga instruction 1 2.0%
E-cigarette store 1 2.0%
Of 49 categories, 12 are retail

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
!
!
APPENDIX B
Survey Data Summary
September 2015
Appendix B

CENTREVILLE, MD
SURVEY RESULTS
Completed Surveys Count Margin of Error
All Responses 976 3.2%
Non-Shopper (0-1 visits per month) 542 4.3%
Shopper (2+ visits per month) 343 5.4%
Resident of 21617 zip 723 3.7%
Resident of other zip code 247 6.3%
Q1. Respondent ZIP code All Non-Shop Shopper Resident Non-Resident
21617 – Centreville 75% 75% 76% 100% N/A
21619 – Chester 1% 1% 1% N/A 4%
21620 – Chestertown 3% 4% 1% N/A 13%
21623 – Church Hill 3% 2% 4% N/A 12%
21638 – Grasonville 2% 2% 1% N/A 6%
21644 – Ingleside 0% 0% 0% N/A 1%
21657 – Queen Anne 1% 1% 3% N/A 6%
21658 – Queenstown 3% 4% 3% N/A 13%
21660 - Ridgely 1% 1% 1% N/A 4%
All others 11% 11% 9% N/A 42%
Q2. Tenure at current ZIP code All Non-Shop Shopper Resident Non-Resident
Less than 1 year 6% 7% 4% 7% 4%
1 year to 5 years 19% 23% 15% 20% 14%
5 years 10 years 23% 26% 19% 23% 21%
Longer than 10 years 52% 45% 62% 49% 61%
Q3. Previous ZIP code All Non-Shop Shopper Resident Non-Resident
21012 – Arnold 3% 3% 0% 3%
21122 – Pasadena 3% 3% 4% 4% 1%
21401 – Annapolis 3% 3% 3% 3% 1%
21601 – Easton 5% 4% 2% 5% 3%
21617 – Centreville 6% 5% 7% 3% 18%
21620 – Chestertown 3% 3% 2% 2% 4%
21658 – Queenstown 6% 6% 5% 6% 5%
21666 – Stevensville 6% 4% 7% 6% 5%
Q3. Work ZIP code All Non-Shop Shopper Resident Non-Resident
21401 – Annapolis 8% 16% 3% 10% 3%
21601 – Easton 4% 9% 1% 4% 5%
21617 – Centreville 44% 65% 53% 36% 63%
21619 – Chester 2% 3% 1% 2% 2%
21620 – Chestertown 3% 3% 4% 2% 4%
21638 – Grasonville 2% 2% 3% 2% 2%
21658 – Queenstown 2% 3% 2% 2% 2%
21666 – Stevensville 6% 7% 6% 7% 4%
APR 10, 2015 Page 1 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q5. Importance of accomplishing…
(% "Very" and "Not" important) All Non-Shop Shopper Resident Non-Resident
Attract new retail businesses Very important 75% 76% 76% 77% 72%
Not very important 4% 3% 5% 4% 4%
Attract more eating places Very important 68% 71% 62% 68% 66%
Not very important 6% 4% 10% 7% 4%
Retain existing businesses Very important 67% 63% 71% 66% 71%
Not very important 2% 3% 2% 3% 2%
Attract more shoppers Very important 59% 59% 61% 59% 59%
Not very important 10% 10% 10% 10% 8%
Revitalize storefronts & buildings Very important 59% 61% 57% 61% 52%
Not very important 6% 6% 5% 5% 7%
Improve streetscapes Very important 45% 46% 45% 46% 43%
Not very important 14% 14% 14% 15% 11%
Provide more public parking Very important 43% 43% 43% 41% 50%
Not very important 14% 16% 12% 16% 8%
Provide downtown Wi-Fi hot spots Very important 33% 33% 34% 32% 38%
Not very important 30% 31% 28% 32% 26%
Create housing & retail space Very important 29% 31% 26% 28% 31%
Not very important 31% 29% 34% 33% 25%
Provice co-working space Very important 20% 21% 19% 19% 26%
Not very important 36% 38% 34% 38% 29%
Q6. Agree/disagree with "Make no changes.
Downtown is fine as it is. All Non-Shop Shopper Resident Non-Resident
Agree 7% 6% 8% 7% 7%
Disagree 93% 94% 92% 93% 93%
Q7. Primary reasons to visit Centreville All Non-Shop Shopper Resident Non-Resident
Dine at the eating places 73% 70% 78% 76% 70%
Non-shopping visits (bank, medical, etc.) 45% 36% 59% 48% 36%
Shop at the stores 40% 25% 62% 43% 30%
Business with county 36% 33% 41% 34% 41%
I work here 19% 15% 22% 14% 35%
Family, friends 18% 12% 26% 17% 23%
I live here 15% 13% 18% 20% N/A
APR 10, 2015 Page 2 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q8. Main reasons to not shop/dine in Centreville
more often All Non-Shop Shopper Resident Non-Resident
Limited offering of stores/shops 76% 78% 73% 79% 66%
Limited selection of dining places 60% 64% 57% 62% 56%
Selection of merchandise offered 44% 46% 42% 50% 35%
Doesn't have the stores I like 38% 39% 37% 41% 30%
Parking 33% 32% 35% 31% 39%
My time / schedule 25% 28% 21% 27% 17%
Store hours are inconvenient 13% 14% 12% 11% 18%
Traffic congestion 12% 11% 14% 12% 15%
Q9. Is parking available when visiting downtown
Centreville All Non-Shop Shopper Resident Non-Resident
Always 9% 9% 10% 10% 6%
Usually 40% 42% 39% 44% 29%
Sometimes 37% 38% 36% 33% 50%
Rarely 12% 9% 14% 11% 13%
Never 2% 3% 1% 2% 1%
Q10. Would patronize downtown more often if it
offered more… (% Yes) All Non-Shop Shopper Resident Non-Resident
Full-service restaurants 70% 73% 66% 72% 66%
Fresh produce market 63% 62% 64% 67% 51%
Bakery / baked goods 61% 61% 59% 64% 50%
Seafood, fish market 59% 58% 61% 63% 47%
Meats & poultry shop 56% 55% 53% 59% 45%
All-day breakfast restaurant (diner) 46% 45% 47% 48% 41%
Child-friendly restaurants 39% 42% 34% 42% 31%
Ice cream shop 39% 40% 36% 43% 26%
Hobby / craft stores 39% 38% 38% 41% 31%
Limited service restaurants 33% 32% 33% 34% 30%
Gift boutiques 31% 29% 33% 33% 22%
Artisan / handcrafted merchandise 28% 28% 28% 31% 20%
Home décor 28% 27% 29% 31% 20%
Sports recreation / training, etc. 28% 28% 27% 30% 21%
Antiques / vintage boutiques 26% 26% 28% 29% 18%
Free Wi-Fi hotspots 24% 22% 27% 24% 25%
Office supplies 24% 21% 30% 26% 18%
Consignment boutiques 23% 24% 23% 25% 18%
Doctor offices 22% 19% 27% 24% 17%
Dentists / dental care 22% 19% 25% 24% 15%
Eye care / eyeglasses 21% 18% 26% 22% 20%
Children's athletic consignment store 16% 15% 19% 18% 12%
Art classes 15% 16% 13% 16% 11%
Dance lessons 14% 18% 10% 16% 11%
Musical instruments / classes 13% 14% 12% 14% 9%
Karate / martial arts instruction 9% 10% 7% 10% 7%
Co-op art businesses 8% 8% 8% 9% 6%
APR 10, 2015 Page 3 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q16-19. Shopping Visits and Spending All Non-Shop Shopper Resident Non-Resident
Shopping visits/month in Centreville 1.8 0.4 4.1 1.9 1.7
Shopping visits/month Elsewhere 6.0 6.1 5.8 6.0 5.9
Never shop in Centreville 37% 61% 36% 40%
Avg. $ per shopping visit to Centreville $20.56 $8.99 $38.03 $21.30 $18.00
Avg. $ per shopping visit Elsewhere $75.33 $75.32 $75.35 $77.01 $70.07
Capture rate of spending 7.6% 0.8% 26.3% 8.1% 6.9%
Lost sales from Centreville HHs $9,392,756
Q11-15. Dining Visits and Spending All Non-Shop Shopper Resident Non-Resident
Dining visits/month in Centreville 3.2 2.5 4.2 3.0 3.5
Dining visits/month Elsewhere 5.4 5.6 5.1 5.2 5.9
Never dine in Centreville 11% 15% 6% 10% 14%
Avg. $ pp per dining visit to Centreville $17.98 $16.98 $19.63 .18.79 $15.39
Avg. $ pp per dining visit Elsewhere $23.07 $22.21 $24.39 $23.73 $21.08
Capture rate of spending 31.3% 25.5% 39.8% 31.6% 30.3%
Lost sales from Centreville HHs $2,520,120
Q23. Please rate the following for downtown
Centreville (% "Good" and "Poor") All Non-Shop Shopper Resident Non-Resident
Cleanlines of streets, sidewalks, parking Good 49% 47% 53% 51% 44%
Poor 9% 9% 8% 8% 9%
Clear directional signage Good 42% 41% 42% 44% 35%
Poor 11% 12% 11% 11% 13%
Overall appearance Good 29% 27% 32% 29% 30%
Poor 14% 16% 10% 15% 10%
Smoothness of traffic flow Good 22% 24% 19% 23% 19%
Poor 25% 25% 26% 25% 28%
Convenient parking Good 17% 17% 17% 18% 12%
Poor 30% 30% 30% 28% 38%
Comfortable places to sit Good 10% 8% 12% 10% 7%
Poor 39% 41% 36% 40% 36%
Selection of eating places Good 6% 5% 8% 6% 4%
Poor 50% 55% 41% 51% 47%
Merchandise/products/services offered Good 4% 3% 5% 3% 4%
Poor 55% 61% 47% 59% 43%
Variety of businesses Good 3% 1% 5% 3% 2%
Poor 65% 70% 56% 68% 56%
APR 10, 2015 Page 4 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q24. Awareness of, and attendance at, events All Non-Shop Shopper Resident Non-Resident
Two Rivers Bike Ride Aware of event 86% 87% 85% 87% 79%
Have attended event 18% 16% 20% 16% 29%
Heck with the Malls event Aware of event 84% 83% 86% 85% 83%
Have attended event 39% 39% 39% 39% 36%
Centreville Day event Aware of event 84% 83% 85% 84% 82%
Have attended event 40% 41% 38% 40% 36%
Centreville Farmer's Market Aware of event 82% 82% 82% 80% 88%
Have attended event 65% 65% 66% 69% 54%
Fourth of July fireworks Aware of event 82% 82% 81% 81% 85%
Have attended event 49% 49% 50% 54% 33%
Christmas Parade Aware of event 80% 80% 78% 77% 87%
Have attended event 65% 64% 67% 69% 54%
Events (Other) Aware of event 82% 82% 82% 80% 87%
Have attended event 45% 44% 46% 45% 43%
Q25. Would attend these events
(% "Yes" and "Possible") All Non-Shop Shopper Resident Non-Resident
Live outdoor concerts Yes, would attend 59% 56% 63% 62% 47%
Possible 36% 37% 34% 33% 45%
Events at the Wharf Yes, would attend 52% 52% 52% 55% 43%
Possible 41% 41% 40% 38% 48%
First Saturday Yes, would attend 49% 50% 47% 52% 38%
Possible 41% 40% 43% 40% 44%
First Friday Yes, would attend 46% 44% 48% 49% 36%
Possible 44% 44% 43% 42% 48%
Outdoor movies Yes, would attend 42% 43% 41% 46% 29%
Possible 39% 38% 43% 38% 44%
Arts Festival Yes, would attend 39% 39% 38% 43% 24%
Possible 41% 40% 44% 39% 49%
Children's events Yes, would attend 34% 36% 31% 37% 25%
Possible 30% 25% 39% 29% 34%
Storytelling festival Yes, would attend 17% 17% 17% 18% 12%
Possible 35% 32% 38% 35% 35%
Lecture series Yes, would attend 14% 13% 17% 15% 12%
Possible 42% 42% 42% 44% 37%
APR 10, 2015 Page 5 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q26. Value of media sources (% "Very" & "Not") All Non-Shop Shopper Resident Non-Resident
Facebook Very valuable 51% 53% 49% 52% 49%
Not valuable 21% 20% 23% 21% 20%
Roadsign signs Very valuable 44% 44% 45% 47% 38%
Not valuable 11% 12% 10% 10% 15%
Google/internet searches Very valuable 39% 40% 37% 40% 38%
Not valuable 24% 25% 22% 25% 20%
Storefront posters / signs Very valuable 37% 34% 42% 37% 37%
Not valuable 14% 16% 10% 12% 18%
Shore Update Very valuable 37% 36% 39% 38% 34%
Not valuable 24% 27% 19% 22% 29%
What's Up Eastern Shore Very valuable 28% 28% 27% 29% 25%
Not valuable 30% 34% 24% 31% 29%
Town Email Blasts Very valuable 24% 24% 23% 28% 11%
Not valuable 46% 47% 46% 41% 64%
TownOfCentreville.org Very valuable 23% 21% 26% 25% 16%
Not valuable 34% 37% 30% 31% 43%
Record-Observer Very valuable 23% 17% 31% 23% 21%
Not valuable 40% 46% 30% 40% 39%
Star Democrat Very valuable 20% 15% 27% 19% 23%
Not valuable 40% 46% 30% 41% 34%
WCEI 96.7 FM radio Very valuable 19% 15% 23% 19% 19%
Not valuable 52% 55% 47% 54% 45%
Bay Times Very valuable 16% 14% 20% 14% 23%
Not valuable 46% 51% 38% 48% 41%
Instagram Very valuable 13% 14% 11% 15% 6%
Not valuable 68% 70% 65% 66% 73%
Twitter Very valuable 11% 12% 9% 12% 6%
Not valuable 69% 69% 68% 67% 73%
Kent Island Online Very valuable 9% 9% 10% 9% 10%
Not valuable 62% 83% 61% 62% 62%
Attraction Magazine Very valuable 5% 3% 7% 5% 6%
Not valuable 68% 73% 59% 68% 65%
Chestertown Spy Very valuable 4% 4% 4% 3% 8%
Not valuable 74% 75% 72% 76% 66%
Queen Anne's Spy Very valuable 3% 3% 4% 3% 5%
Not valuable 74% 77% 69% 75% 70%
Talbot Spy Very valuable 1% 1% 1% 1% 1%
Not valuable 81% 84% 77% 82% 80%
APR 10, 2015 Page 6 of 7

CENTREVILLE, MD
SURVEY RESULTS
Q34. Gender of respondent All Non-Shop Shopper Resident Non-Resident
Female 64% 65% 63% 62% 69%
Male 36% 35% 37% 38% 32%
Q35. Home population of respondent All Non-Shop Shopper Resident Non-Resident
# of Adults 2.29 2.30 2.30 2.30 2.27
# of Children 1.43 1.46 1.37 1.51 1.17
Q36. Age of respondent All Non-Shop Shopper Resident Non-Resident
Under 18 1% 1% 1% 1%
18 to 24 3% 3% 2% 3% 3%
25 to 34 15% 19% 10% 15% 16%
35 to 44 23% 26% 19% 23% 23%
45 to 54 27% 27% 27% 26% 30%
55 to 64 18% 14% 24% 17% 21%
65 or older 13% 10% 17% 15% 7%
AVERAGE AGE 47.9 46.5 51.1 48.1 47.1
Q37. Income of respondent All Non-Shop Shopper Resident Non-Resident
Less than $25,000 per year 2% 1% 3% 2% 2%
$25,000 to $34,999 per year 3% 3% 3% 3% 3%
$35,000 to $49,999 per year 7% 6% 9% 7% 7%
$50,000 to $74,999 per year 17% 16% 18% 17% 18%
$75,000 to $99,999 per year 18% 17% 20% 16% 24%
$100,000 to $149,999 per year 31% 34% 29% 32% 29%
$150,000 to $199,999 per year 12% 12% 11% 14% 6%
$200,000 to $249,999 per year 5% 5% 4% 5% 5%
$250,000 or more per year 5% 6% 3% 5% 5%
HH INCOME $118,419 $124,468 $108,676 $119,730 $114,375
Q38. How respondent heard of survey All Non-Shop Shopper Resident Non-Resident
Window/street sign 36% 33% 39% 39% 25%
Email from Employer 12% 11% 13% 4% 35%
Friend/family 12% 12% 11% 12% 12%
Email from town 10% 9% 12% 11% 7%
Email community group or organization 8% 9% 8% 8% 8%
Hand-out/flyer from school 5% 6% 3% 6% 2%
Local news 3% 3% 3% 3% 5%
Other 30% 31% 29% 33% 23%
APR 10, 2015 Page 7 of 7

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
!
!
APPENDIX C
Economic Data
September 2015
Appendix C

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Population (2014) 4,753 7,331 9,660 23,095 11,131 276,598
% of Region 1.7% 2.7% 3.5% 8.3% 4.0%
Households (2014) 1,735 2,610 3,461 8,425 3,963 105,862
% of Region 1.6% 2.5% 3.3% 8.0% 3.7%
Area (Sq Mi) 2.5 28.3 78.5 314.0 113.6 1,962.5
% of Region 0.1% 1.4% 4.0% 16.0% 5.8%
Population / Sq Mi 1,940 259 123 74 98 141
Households / Sq Mi 708 92 44 27 35 54
Pop. Growth (2014-2019) 1.41% 1.73% 1.60% 1.30% 1.63% 0.55%
Population by Race
White 88% 88% 87% 84% 88% 84%
Black 9% 8% 8% 10% 8% 10%
American Indian 0% 0% 0% 0% 0% 0%
Asian 1% 1% 1% 1% 1% 2%
Pacific Islander 0% 0% 0% 0% 0% 0%
Some other race 1% 1% 1% 2% 1% 3%
Two or more races 2% 2% 2% 2% 2% 2%
Total Hispanic Population 3% 3% 3% 4% 3% 7%
Population by Sex
Male 49% 49% 49% 50% 49% 49%
Female 51% 51% 51% 50% 51% 51%
Analysis as of May 8, 2015 Page 1 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Population by Age
Ages 0 - 4 6.5% 6.3% 5.9% 5.7% 5.9% 5.3%
Ages 5 - 9 8.1% 8.0% 7.4% 6.9% 7.3% 6.0%
Ages 10 - 14 7.8% 7.9% 7.7% 7.4% 7.7% 6.2%
Ages 15 - 24 10.6% 10.8% 11.0% 10.5% 11.1% 12.8%
Ages 25 - 34 9.8% 9.8% 9.9% 10.4% 9.9% 11.1%
Ages 35 - 44 13.9% 13.8% 13.2% 12.1% 13.1% 11.4%
Ages 45 - 54 14.3% 14.4% 14.8% 15.6% 15.2% 15.1%
Ages 55 - 64 12.0% 12.2% 12.9% 14.1% 13.2% 14.5%
Ages 65 - 74 10.2% 10.1% 10.6% 10.7% 10.1% 10.6%
Ages 75 - 84 4.7% 4.6% 4.8% 4.9% 4.5% 5.0%
Ages 85+ 2.2% 2.0% 1.9% 1.8% 1.8% 2.1%
Age 9 or under 14.6% 14.3% 13.3% 12.6% 13.2% 11.3%
Ages 24 or younger 33.0% 33.0% 32.0% 30.5% 32.0% 30.3%
Age 25 or older 67.1% 66.9% 68.1% 69.6% 67.8% 69.8%
Age 55 or older 29.1% 28.9% 30.2% 31.5% 29.6% 32.2%
Age 65 or older 17.1% 16.7% 17.3% 17.4% 16.4% 17.7%
Median Age (Total population) 40.7 40.7 41.5 42.8 41.4 42.8
Households by Type
All HHs with children 38% 40% 38% 35% 39% 31%
Multigenerational Households 4% 4% 4% 4% 4% 4%
Average HH size 2.65 2.73 2.73 2.69 2.75 2.53
Household Occupancy and Mortgage Status
Owner occupied HHs 74.6% 81.6% 81.5% 81.2% 81.8% 76.7%
Owned Free & Clear 15.1% 16.3% 17.5% 19.6% 17.4% 19.4%
Renter occupied HHs 25.4% 18.4% 18.5% 18.8% 18.2% 23.3%
Analysis as of May 8, 2015 Page 2 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Households by Income
< $15,000 7.7% 7.6% 7.1% 7.4% 6.9% 7.4%
$15,000 - $24,999 3.6% 3.8% 4.4% 5.4% 4.5% 6.8%
$25,000 - $34,999 5.2% 5.1% 5.1% 5.5% 4.8% 7.4%
$35,000 - $49,999 9.5% 10.3% 10.3% 9.2% 10.1% 10.0%
$50,000 - $74,999 13.1% 10.7% 12.8% 14.4% 12.8% 16.0%
$75,000 - $99,999 16.1% 17.5% 17.4% 18.1% 18.0% 13.9%
$100,000 - $149,999 22.5% 25.1% 24.0% 22.1% 24.2% 19.9%
$150,000 - $$199,999 12.6% 11.0% 10.2% 9.7% 10.3% 9.1%
$200,000 + 9.7% 8.9% 8.7% 8.2% 8.5% 9.7%
Median HH Income $90,312 $91,252 $87,803 $84,279 $88,273 $78,509
Average HH Income $108,506 $107,434 $105,306 $102,453 $105,236 $100,696
Less than $25,000 11.3% 11.4% 11.5% 12.8% 11.4% 14.2%
Less than $50,000 26.0% 26.8% 26.9% 27.5% 26.3% 31.6%
More than $75,000 60.9% 62.5% 60.3% 58.1% 61.0% 52.6%
More than $100,000 44.8% 45.0% 42.9% 40.0% 43.0% 38.7%
Access to and internet use in past 30 days
Any internet use 88.3% 88.6% 87.8% 85.9% 87.4% 84.5%
Accessed from home 85.0% 58.3% 84.4% 81.8% 83.7% 80.3%
Accessed from work 47.7% 48.0% 46.7% 43.2% 46.1% 42.2%
Accessed from school/library 10.9% 11.0% 10.9% 10.4% 10.9% 10.4%
Accessed from other 26.1% 26.5% 26.1% 24.8% 25.9% 25.6%
Access internet via computer 85.2% 85.5% 84.7% 82.6% 84.3% 81.2%
Access internet via cell phone 52.1% 52.5% 50.9% 47.6% 50.2% 48.3%
Made personal purchase via internet 47.3% 47.7% 46.9% 45.1% 46.3% 46.2%
Made business purchase via internet 13.4% 13.5% 12.9% 12.0% 12.7% 12.3%
Analysis as of May 8, 2015 Page 3 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Online 10+ hours a day 2.8% 2.8% 2.7% 2.5% 2.7% 2.9%
Online 5.0 to 9.9 hours a day 9.7% 9.9% 9.6% 8.1% 9.3% 8.7%
Online 2.0 to 4.9 hours a day 21.1% 21.3% 20.9% 19.9% 20.5% 19.8%
Online 1.0 to 1.9 hours a day 18.4% 18.7% 18.7% 18.1% 18.5% 18.4%
Online 0.5 to 0.9 hours a day 15.1% 15.0% 14.9% 15.2% 15.0% 14.4%
Online < 0.5 hours a day 12.6% 12.4% 12.3% 12.8% 12.5% 11.6%
Pets and products
Households owns any pet 61.7% 61.6% 61.5% 61.6% 62.1% 58.3%
Households owns any cat 25.5% 25.3% 25.7% 25.3% 26.5% 26.2%
Households owns any dog 46.7% 46.7% 46.5% 46.7% 47.2% 43.5%
Cats per sq mi 437 57 27 17 22 31
Dogs per sq mile 181 23 11 7 9 14
Business & Employment Data
Total businesses 425 390 503 1,170 517 24,225
% of Region 1.8% 1.6% 2.1% 4.8% 2.1%
Total employees 2,628 3,603 4,500 9,791 4,510 113,386
% of Region 2.3% 3.2% 4.0% 8.6% 4.0%
Employees per Sq Mi 1,073 127 57 31 40 58
Employee/Residential Population Ratio 0.55 0.49 0.47 0.42 0.41 0.41
Analysis as of May 8, 2015 Page 4 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Retail Trade: Businesses 36 62 89 241 78 2,485
% of Region 1.4% 2.5% 3.6% 9.7% 3.1%
Businesses as a % of Total 8% 16% 18% 21% 15% 10%
Businesses per Sq Mi 14.7 2.2 1.1 0.8 0.7 1.3
Employees 188 521 793 2,185 614 17,459
% of Region 1.1% 3.0% 4.5% 12.5% 3.5%
Employees per Sq Mi 76.7 18.4 10.1 7.0 5.4 8.9
Employees as a % of Total 7% 14% 18% 22% 14% 15%
Finance, Ins., Real Estate Businesses 36 49 57 104 59 1,503
% of Region 2.4% 3.3% 3.8% 6.9% 3.9%
Businesses as a % of Total 8% 13% 11% 9% 11% 6%
Employees 146 257 299 502 309 5,697
% of Region 2.6% 4.5% 5.2% 8.8% 5.4%
Employees as a % of Total 6% 7% 7% 5% 7% 5%
Service Businesses 217 128 158 347 164 10,641
% of Region 2.0% 1.2% 1.5% 3.3% 1.5%
Businesses as a % of Total 51% 33% 31% 30% 32% 44%
Employees 1,067 1,230 1,431 3,300 1,481 44,334
% of Region 2.4% 2.8% 3.2% 7.4% 3.3%
Employees as a % of Total 41% 34% 32% 34% 33% 39%
Government: Businesses 32 51 58 79 62 454
% of Region 7.0% 11.2% 12.8% 17.4% 13.7%
Businesses as a % of Total 8% 13% 12% 7% 12% 2%
Employees 744 955 1,103 1,480 1,222 18,703
% of Region 4.0% 5.1% 5.9% 7.9% 6.5%
Employees as a % of Total 28% 27% 25% 15% 27% 16%
Estimated "Office Workers" 1,524 2,090 2,610 5,679 2,616 65,764
% of Region 2.3% 3.2% 4.0% 8.6% 4.0%
Estimated Office Worker Spending $8,810,107 $12,078,697 $15,085,800 $32,823,348 $15,119,324 $380,115,226
Analysis as of May 8, 2015 Page 5 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Supply & Demand – Total Retail Trade & Food
Total Retail Trade & Food – Demand $76,866,782 $112,879,912 $147,565,062 $350,262,917 $169,125,705 $4,345,094,419
Total Retail Trade & Food – Supply $30,704,765 $75,781,910 $139,861,820 $329,070,479 $98,033,673 $2,929,006,899
Total Retail Trade & Food – Retail Leakage $46,162,017 $37,098,002 $7,703,242 $21,192,438 $71,092,032 $1,416,087,520
Total Retail Trade & Food – Businesses 33 53 86 204 74 2,146
Consumer Demand per HH $44,304 $43,249 $42,637 $41,574 $42,676 $41,045
Retail Sales per HH $17,697 $29,035 $40,411 $39,059 $24,737 $27,668
Retail Leakage per HH $26,606 $14,214 $2,226 $2,515 $17,939 $13,377
HHs per Retail Business 53 49 40 41 54 49
Retailers per Sq Mile 13 2 1 1 1 1
Avg Sales per Retailer/Year $930,447 $1,429,847 $1,626,300 $1,613,091 $1,324,779 $1,364,868
Consumer Demand per Sq Mile $31,374,197 $3,994,335 $1,879,810 $1,115,487 $1,489,307 $2,214,061
Retail Sales per Sq Mile $12,532,557 $2,681,596 $1,781,679 $1,047,995 $863,276 $1,492,488
Retail Leakage per Sq Mile $18,841,640 $1,312,739 $98,130 $67,492 $626,031 $721,573
Supply & Demand - Retail Trade ONLY
Total Retail Trade – Demand $69,006,889 $101,293,590 $132,449,408 $314,755,497 $151,847,780 $3,901,777,447
Total Retail Trade – Supply $23,506,184 $63,061,179 $126,013,164 $306,552,251 $84,435,312 $2,604,837,402
Total Retail Trade – Retail Leakage $45,500,705 $38,232,411 $6,436,244 $8,203,246 $67,412,468 $1,296,940,045
Total Retail Trade – No of Businesses 26 45 76 185 63 1,796
Consumer Demand per HH $39,773 $38,810 $38,269 $37,360 $38,316 $36,857
Retail Sales per HH $13,548 $24,161 $36,409 $36,386 $21,306 $24,606
Retail Leakage per HH $26,225 $14,648 $1,860 $974 $17,010 $12,251
HHs per Retail Business 67 58 46 46 63 59
Business per Sq Mile 11 2 1 1 1 1
Avg Sales per Retailer/Year $904,084 $1,401,360 $1,658,068 $1,657,039 $1,340,243 $1,450,355
Consumer Demand per Sq Mile $28,166,077 $3,584,345 $1,687,254 $1,002,406 $1,337,159 $1,988,167
Retail Sales per Sq Mile $9,594,361 $2,231,464 $1,605,263 $976,281 $743,530 $1,327,306
Retail Leakage per Sq Mile $18,571,716 $1,352,881 $81,990 $26,125 $593,629 $660,861
Analysis as of May 8, 2015 Page 6 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Supply & Demand Food & Drink ONLY
Total Food & Drink – Demand $7,859,893 $11,586,321 $15,115,654 $35,507,421 $17,277,925 $443,316,971
Total Food & Drink – Supply $7,198,581 $12,720,732 $13,848,657 $22,518,228 $13,598,361 $324,169,496
Total Food & Drink – Retail Leakage $661,312 ($1,134,411) $1,266,997 $12,989,193 $3,679,564 $119,147,475
Total Food & Drink – No of Businesses 7 8 10 19 11 350
Consumer Demand per HH $4,530 $4,439 $4,367 $4,215 $4,360 $4,188
Retail Sales per HH $4,149 $4,874 $4,001 $2,673 $3,431 $3,062
Retail Leakage per HH $381 ($435) $366 $1,542 $928 $1,125
HHs per Retail Business 248 326 346 443 360 302
Business per Sq Mile 3 0 0 0 0 0
Avg Sales per Retailer/Year $1,028,369 $1,590,092 $1,384,866 $1,185,170 $1,236,215 $926,199
Consumer Demand per Sq Mile $3,208,120 $409,990 $192,556 $113,081 $152,148 $225,894
Retail Sales per Sq Mile $2,938,196 $450,132 $176,416 $71,714 $119,746 $165,182
Retail Leakage per Sq Mile $269,923 ($40,142) $16,140 $41,367 $32,402 $60,712
Supply & Demand by Retail Category
Automobile Dealers - Consumer Demand $12,920,345 $18,903,954 $24,650,624 $58,628,468 $28,308,633 $715,096,848
Automobile Dealers - Retail Supply $2,472,848 $2,790,336 $3,361,973 $5,181,491 $2,867,354 $567,252,266
Automobile Dealers - Leakage / Surplus $10,447,497 $16,113,618 $21,288,651 $53,446,977 $25,441,279 $147,844,582
Automobile Dealers - No of Businesses 2 2 2 5 2 33
Retail Leakage per HH $6,022 $6,174 $6,151 $6,344 $6,420 $1,397
Retail Leakage per Sq Mi $4,264,284 $570,192 $271,193 $170,213 $224,034 $75,335
HHs per Retail Business 868 1,305 1,731 1,685 1,982 3,208
Retailers per Sq Mile 0.8 0.1 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $1,236,424 $1,395,168 $1,680,987 $1,036,298 $1,433,677 $17,189,463
Analysis as of May 8, 2015 Page 7 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Other MV Dealers - Consumer Demand $924,932 $1,364,819 $1,787,135 $4,318,810 $2,048,378 $54,318,075
Other MV Dealers - Retail Supply $0 $152,100 $182,647 $18,591,245 $0 $135,548,424
Other MV Dealers - Leakage / Surplus $924,932 $1,212,719 $1,604,488 ($14,272,435) $2,048,378 ($81,230,349)
Other MV Dealers - No of Businesses 0 1 1 7 0 98
Retail Leakage per HH $533 $465 $464 ($1,694) $517 ($767)
Retail Leakage per Sq Mi $377,523 $42,913 $20,439 ($45,454) $18,038 ($41,391)
HHs per Retail Business 0 2,610 3,461 1,204 0 1,080
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year 0 152,100 182,647 2,655,892 0 1,383,147
Auto Parts & Accessories - Consumer Demand $963,085 $1,416,634 $1,853,573 $4,372,465 $2,120,384 $53,492,239
Auto Parts & Accessories - Retail Supply $0 $46,669 $111,764 $672,494 $78,203 $22,375,413
Auto Parts & Accessories - Leakage / Surplus $963,085 $1,369,965 $1,741,809 $3,699,971 $2,042,181 $31,116,826
Auto Parts & Accessories - No of Businesses 0 1 1 3 1 48
Retail Leakage per HH $555 $525 $503 $439 $515 $294
Retail Leakage per Sq Mi $393,096 $48,477 $22,189 $11,783 $17,983 $15,856
HHs per Retail Business 0 2,610 3,461 2,808 3,963 2,205
Retailers per Sq Mile 0.00 0.04 0.01 0.01 0.01 0.02
Avg Sales per Retailer/Year $0 $46,669 $111,764 $224,165 $78,203 $466,154
Furniture Stores - Consumer Demand $878,105 $1,288,855 $1,675,623 $3,934,523 $1,917,330 $48,851,289
Furniture Stores - Retail Supply $1,049,271 $1,953,729 $2,056,364 $3,312,433 $2,056,370 $45,684,314
Furniture Stores - Leakage / Surplus ($171,166) ($664,874) ($380,741) $622,090 ($139,040) $3,166,975
Furniture Stores - No of Businesses 1 3 3 4 3 46
Retail Leakage per HH ($99) ($255) ($110) $74 ($35) $30
Retail Leakage per Sq Mi ($69,864) ($23,527) ($4,850) $1,981 ($1,224) $1,614
HHs per Retail Business 1,735 870 1,154 2,106 1,321 2,301
Retailers per Sq Mile 0.4 0.1 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $1,049,271 $651,243 $685,455 $828,108 $685,457 $993,137
Analysis as of May 8, 2015 Page 8 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Home Furnishings - Consumer Demand $724,233 $1,068,709 $1,402,590 $3,306,041 $1,603,706 $41,235,957
Home Furnishings - Retail Supply $0 $2,652,350 $4,048,873 $7,464,395 $2,755,258 $22,039,311
Home Furnishings - Leakage / Surplus $724,233 ($1,583,641) ($2,646,283) ($4,158,354) ($1,151,552) $19,196,646
Home Furnishings - No of Businesses 0 3 4 7 2 70
Retail Leakage per HH $417 ($607) ($765) ($494) ($291) $181
Retail Leakage per Sq Mi $295,605 ($56,038) ($33,711) ($13,243) ($10,140) $9,782
HHs per Retail Business 0.00 870.00 865.25 1,203.57 1,981.50 1,512.31
Retailers per Sq Mile 0.0 0.1 0.1 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $884,117 $1,012,218 $1,066,342 $1,377,629 $314,847
Electronic/Appliance - Consumer Demand $2,011,657 $2,964,281 $3,868,052 $9,079,123 $4,419,944 $114,095,012
Electronic/Appliance - Retail Supply $210,716 $321,041 $355,136 $1,329,270 $392,532 $18,287,007
Electronic/Appliance - Leakage / Surplus $1,800,941 $2,643,240 $3,512,916 $7,749,853 $4,027,412 $95,808,005
Electronic/Appliance - No of Businesses 2 3 3 7 3 71
Retail Leakage per HH $1,038 $1,013 $1,015 $920 $1,016 $905
Retail Leakage per Sq Mi $735,078 $93,533 $44,751 $24,681 $35,465 $48,819
HHs per Retail Business 868 870 1,154 1,204 1,321 1,491
Retailers per Sq Mile 0.8 0.1 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $105,358 $107,014 $118,379 $189,896 $130,844 $257,563
Bldg Materials - Consumer Demand $2,050,878 $3,027,479 $3,963,555 $9,446,841 $4,524,305 $122,005,047
Bldg Materials - Retail Supply $5,664,889 $7,743,621 $10,497,685 $12,029,903 $9,671,900 $66,997,415
Bldg Materials - Leakage / Surplus ($3,614,011) ($4,716,142) ($6,534,130) ($2,583,062) ($5,147,595) $55,007,632
Bldg Materials - No of Businesses 2 4 5 9 4 112
Retail Leakage per HH ($2,083) ($1,807) ($1,888) ($307) ($1,299) $520
Retail Leakage per Sq Mi ($1,475,107) ($166,884) ($83,237) ($8,226) ($45,329) $28,029
HHs per Retail Business 868 653 692 936 991 945
Retailers per Sq Mile 0.8 0.1 0.1 0.0 0.0 0.1
Avg Sales per Retailer/Year $2,832,445 $1,935,905 $2,099,537 $1,336,656 $2,417,975 $598,191
Analysis as of May 8, 2015 Page 9 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Lawn & Garden - Consumer Demand $366,662 $534,576 $709,146 $1,754,488 $821,574 $23,000,725
Lawn & Garden - Retail Supply $0 $766,755 $1,762,368 $4,519,349 $2,105,580 $46,005,104
Lawn & Garden - Leakage / Surplus $366,662 ($232,179) ($1,053,222) ($2,764,861) ($1,284,006) ($23,004,379)
Lawn & Garden - No of Businesses 0 1 3 5 2 39
Retail Leakage per HH $211 ($89) ($304) ($328) ($324) ($217)
Retail Leakage per Sq Mi $149,658 ($8,216) ($13,417) ($8,805) ($11,307) ($11,722)
HHs per Retail Business 0.0 2610.0 1153.7 1685.0 1981.5 2714.4
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $766,755 $587,456 $903,870 $1,052,790 $1,179,618
Grocery Store - Consumer Demand $11,417,874 $16,762,593 $21,933,999 $52,208,051 $25,157,113 $644,336,013
Grocery Store - Retail Supply $0 $17,201,019 $19,772,353 $27,543,451 $21,678,988 $485,177,987
Grocery Store - Leakage / Surplus $11,417,874 ($438,426) $2,161,646 $24,664,600 $3,478,125 $159,158,026
Grocery Store - No of Businesses 0 2 3 7 2 125
Retail Leakage per HH $6,581 ($168) $625 $2,928 $878 $1,503
Retail Leakage per Sq Mi $4,660,357 ($15,514) $27,537 $78,550 $30,628 $81,100
HHs per Retail Business 0.0 14.1 26.2 44.9 56.8 15.7
Retailers per Sq Mile 0.0 0.1 0.0 0.0 0.0 0.1
Avg Sales per Retailer/Year $0 $8,600,510 $6,590,784 $3,934,779 $10,839,494 $3,881,424
Specialty Food - Consumer Demand $319,735 $469,856 $614,775 $1,460,389 $704,768 $18,211,048
Specialty Food - Retail Supply $0 $44,324 $53,226 $493,276 $90,273 $20,457,623
Specialty Food - Leakage / Surplus $319,735 $425,532 $561,549 $967,113 $614,495 ($2,246,575)
Specialty Food - No of Businesses 0 1 1 3 1 82
Retail Leakage per HH $184 $163 $162 $115 $155 ($21)
Retail Leakage per Sq Mi $130,504 $15,058 $7,153 $3,080 $5,411 ($1,145)
HHs per Retail Business 0.0 2610.0 3461.0 2808.3 3963.0 1291.0
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $44,324 $53,226 $164,425 $90,273 $249,483
Analysis as of May 8, 2015 Page 10 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Liquor Stores - Consumer Demand $1,395,763 $2,057,839 $2,691,420 $6,343,223 $3,074,362 $79,557,785
Liquor Stores - Retail Supply $521,817 $1,707,980 $3,047,721 $5,606,678 $3,313,156 $70,403,072
Liquor Stores - Leakage / Surplus $873,946 $349,859 ($356,301) $736,545 ($238,794) $9,154,713
Liquor Stores - No of Businesses 1 1 1 3 1 46
Retail Leakage per HH $504 $134 ($103) $87 ($60) $86
Retail Leakage per Sq Mi $356,713 $12,380 ($4,539) $2,346 ($2,103) $4,665
HHs per Retail Business 1,735 2,610 3,461 2,808 3,963 2,301
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $521,817 $1,707,980 $3,047,721 $1,868,893 $3,313,156 $1,530,502
Health & Personal Care - Consumer Demand $5,236,244 $7,643,553 $10,022,449 $24,101,375 $11,518,743 $302,087,910
Health & Personal Care - Retail Supply $3,747,498 $11,040,610 $19,138,095 $21,930,285 $18,434,299 $157,607,927
Health & Personal Care - Leakage / Surplus $1,488,746 ($3,397,057) ($9,115,646) $2,171,090 ($6,915,556) $144,479,983
Health & Personal Care - No of Businesses 4 4 7 12 7 113
Retail Leakage per HH $858 ($1,302) ($2,634) $258 ($1,745) $1,365
Retail Leakage per Sq Mi $607,651 ($120,207) ($116,123) $6,914 ($60,898) $73,620
HHs per Retail Business 434 653 494 702 566 937
Retailers per Sq Mile 1.6 0.1 0.1 0.0 0.1 0.1
Avg Sales per Retailer/Year $936,875 $2,760,153 $2,734,014 $1,827,524 $2,633,471 $1,394,760
Gasoline Stations - Consumer Demand $6,173,621 $9,037,350 $11,803,878 $28,125,317 $13,556,283 $346,958,842
Gasoline Stations - Retail Supply $5,890,931 $6,379,261 $8,119,148 $12,818,775 $7,830,848 $187,150,965
Gasoline Stations - Leakage / Surplus $282,690 $2,658,089 $3,684,730 $15,306,542 $5,725,435 $159,807,877
Gasoline Stations - No of Businesses 2 2 3 6 3 49
Retail Leakage per HH $163 $1,018 $1,065 $1,817 $1,445 $1,510
Retail Leakage per Sq Mi $115,384 $94,058 $46,939 $48,747 $50,418 $81,431
HHs per Retail Business 868 1,305 1,154 1,404 1,321 2,160
Retailers per Sq Mile 0.8 0.1 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $2,945,466 $3,189,631 $2,706,383 $2,136,463 $2,610,283 $3,819,407
Analysis as of May 8, 2015 Page 11 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Clothing Stores - Consumer Demand $3,320,896 $4,903,162 $6,411,427 $15,000,325 $7,319,567 $187,200,008
Clothing Stores - Retail Supply $263,768 $3,433,760 $33,626,557 $125,598,984 $4,786,656 $177,692,647
Clothing Stores - Leakage / Surplus $3,057,128 $1,469,402 ($27,215,130) ($110,598,659) $2,532,911 $9,507,361
Clothing Stores - No of Businesses 1 3 11 36 4 149
Retail Leakage per HH $1,762 $563 ($7,863) ($13,127) $639 $90
Retail Leakage per Sq Mi $1,247,807 $51,996 ($346,690) ($352,225) $22,305 $4,845
HHs per Retail Business 1,735 870 315 234 991 710
Retailers per Sq Mile 0.4 0.1 0.1 0.1 0.0 0.1
Avg Sales per Retailer/Year $263,768 $1,144,587 $3,056,960 $3,488,861 $1,196,664 $1,192,568
Shoe Stores - Consumer Demand $642,485 $948,894 $1,241,657 $2,912,560 $1,418,257 $36,615,026
Shoe Stores - Retail Supply $102,730 $245,456 $1,637,194 $5,919,009 $392,330 $8,169,542
Shoe Stores - Leakage / Surplus $539,755 $703,438 ($395,537) ($3,006,449) $1,025,927 $28,445,484
Shoe Stores - No of Businesses 1 1 3 8 1 17
Retail Leakage per HH $311 $270 ($114) ($357) $259 $269
Retail Leakage per Sq Mi $220,308 $24,892 ($5,039) ($9,575) $9,034 $14,495
HHs per Retail Business 1,735 2,610 1,154 1,053 3,963 6,227
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $102,730 $245,456 $545,731 $739,876 $392,330 $480,561
Jewelry & Leather - Consumer Demand $682,517 $1,005,576 $1,305,680 $3,044,655 $1,487,896 $38,711,942
Jewelry & Leather - Retail Supply $0 $331,223 $1,947,937 $6,506,563 $514,644 $20,244,608
Jewelry & Leather - Leakage / Surplus $682,517 $674,353 ($642,257) ($3,461,908) $973,252 $18,467,334
Jewelry & Leather - No of Businesses 0 1 3 5 2 40
Retail Leakage per HH $393 $258 ($186) ($411) $246 $174
Retail Leakage per Sq Mi $278,578 $23,862 ($8,182) ($11,025) $8,570 $9,410
HHs per Retail Business 0 2,610 1,154 1,685 1,982 2,647
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $331,223 $649,312 $1,301,313 $257,322 $506,115
Analysis as of May 8, 2015 Page 12 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Sport Gds & Hobby - Consumer Demand $1,390,728 $2,050,576 $2,677,510 $6,316,438 $3,065,241 $78,384,933
Sport Gds & Hobby - Retail Supply $130,093 $314,900 $624,683 $1,155,531 $612,066 $29,563,090
Sport Gds & Hobby - Leakage / Surplus $1,260,635 $1,735,676 $2,052,827 $5,160,907 $2,453,175 $48,821,843
Sport Gds & Hobby - No of Businesses 2 3 6 11 7 111
Retail Leakage per HH $727 $665 $593 $613 $619 $461
Retail Leakage per Sq Mi $514,545 $61,418 $26,151 $16,436 $21,602 $24,877
HHs per Retail Business 868 870 577 766 566 954
Retailers per Sq Mile 0.8 0.1 0.1 0.0 0.1 0.1
Avg Sales per Retailer/Year $65,047 $104,967 $104,114 $105,048 $87,438 $266,334
Books & Music - Consumer Demand $399,608 $588,699 $765,674 $1,794,992 $875,667 $22,372,085
Books & Music - Retail Supply $0 $0 $107,175 $818,950 $140,567 $6,510,147
Books & Music - Leakage / Surplus $399,608 $588,699 $658,499 $976,042 $735,100 $15,861,938
Books & Music - No of Businesses 0 0 1 5 2 27
Retail Leakage per HH $230 $226 $190 $116 $185 $150
Retail Leakage per Sq Mi $163,105 $20,832 $8,389 $3,108 $6,473 $8,083
HHs per Retail Business 0 0 3,461 1,685 1,982 3,921
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $0 $107,175 $163,790 $70,284 $241,117
Department Stores - Consumer Demand $5,111,643 $7,511,843 $9,801,621 $23,134,523 $11,222,576 $284,766,267
Department Stores - Retail Supply $0 $591,595 $1,005,711 $1,043,139 $1,005,712 $148,170,944
Department Stores - Leakage / Surplus $5,111,643 $6,920,248 $8,795,910 $22,091,384 $10,216,864 $136,595,323
Department Stores - No of Businesses 0 1 1 1 1 18
Retail Leakage per HH $2,946 $2,651 $2,541 $2,622 $2,578 $1,290
Retail Leakage per Sq Mi $2,086,385 $244,878 $112,050 $70,355 $89,969 $69,603
HHs per Retail Business 0 2,610 3,461 8,425 3,963 5,881
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $591,595 $1,005,711 $1,043,139 $1,005,712 $8,231,719
Analysis as of May 8, 2015 Page 13 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
General Merchandise - Consumer Demand $5,131,709 $7,533,608 $9,853,769 $23,435,975 $11,301,884 $292,098,891
General Merchandise - Retail Supply $0 $0 $0 $618,912 $0 $107,059,139
General Merchandise - Leakage / Surplus $5,131,709 $7,533,608 $9,853,769 $22,817,063 $11,301,884 $185,039,752
General Merchandise - No of Businesses 0 0 0 1 0 21
Retail Leakage per HH $2,958 $2,886 $2,847 $2,708 $2,852 $1,748
Retail Leakage per Sq Mi $2,094,575 $266,582 $125,526 $72,666 $99,523 $94,288
HHs per Retail Business 0 0 0 8,425 0 5,041
Retailers per Sq Mile 0.0 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $0 $0 $0 $618,912 $0 $5,098,054
Florists - Consumer Demand $112,626 $164,588 $217,808 $527,370 $251,304 $6,201,714
Florists - Retail Supply $79,196 $181,614 $290,266 $310,234 $283,947 $5,034,325
Florists - Leakage / Surplus $33,430 ($17,026) ($72,458) $217,136 ($32,643) $1,167,389
Florists - No of Businesses 1 1 2 2 2 30
Retail Leakage per HH $19 ($7) ($21) $26 ($8) $11
Retail Leakage per Sq Mi $13,645 ($602) ($923) $692 ($287) $595
HHs per Retail Business 1,735 2,610 1,731 4,213 1,982 3,529
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $79,196 $181,614 $145,133 $155,117 $141,974 $167,811
Office Supply & Gifts - Consumer Demand $573,593 $843,009 $1,102,628 $2,617,840 $1,262,352 $32,964,853
Office Supply & Gifts - Retail Supply $20,387 $23,749 $44,763 $200,353 $55,386 $14,901,835
Office Supply & Gifts - Leakage / Surplus $553,206 $819,260 $1,057,865 $2,417,487 $1,206,966 $18,063,018
Office Supply & Gifts - No of Businesses 1 1 1 6 3 91
Retail Leakage per HH $319 $314 $306 $287 $305 $171
Retail Leakage per Sq Mi $225,798 $28,990 $13,476 $7,699 $10,628 $9,204
HHs per Retail Business 1,735 2,610 3,461 1,404 1,321 1,163
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $20,387 $23,749 $44,763 $33,392 $18,462 $163,756
Analysis as of May 8, 2015 Page 14 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Used Merchandise - Consumer Demand $294,659 $434,035 $565,479 $1,328,424 $646,620 $17,277,790
Used Merchandise - Retail Supply $71,772 $100,950 $109,319 $432,714 $102,207 $13,022,145
Used Merchandise - Leakage / Surplus $222,887 $333,085 $456,160 $895,710 $544,413 $4,255,645
Used Merchandise - No of Businesses 1 2 2 6 2 88
Retail Leakage per HH $128 $128 $132 $106 $137 $40
Retail Leakage per Sq Mi $90,974 $11,786 $5,811 $2,853 $4,794 $2,168
HHs per Retail Business 1,735 1,305 1,731 1,404 1,982 1,203
Retailers per Sq Mile 0.4 0.1 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $71,772 $50,475 $54,660 $72,119 $51,104 $147,979
Misc. Retailers - Consumer Demand $1,322,855 $1,933,952 $2,532,931 $6,137,155 $2,915,353 $76,838,520
Misc. Retailers - Retail Supply $245,262 $941,585 $5,781,289 $19,949,815 $1,374,028 $67,408,048
Misc. Retailers - Leakage / Surplus $1,077,593 $992,367 ($3,248,358) ($13,812,660) $1,541,325 $9,430,472
Misc. Retailers - No of Businesses 2 3 5 12 4 171
Retail Leakage per HH $621 $380 ($939) ($1,639) $389 $89
Retail Leakage per Sq Mi $439,834 $35,116 ($41,380) ($43,989) $13,573 $4,805
HHs per Retail Business 868 870 692 702 991 619
Retailers per Sq Mile 0.8 0.1 0.1 0.0 0.0 0.1
Avg Sales per Retailer/Year $122,631 $313,862 $1,156,258 $1,662,485 $343,507 $394,199
Full-Service Dining - Consumer Demand $4,024,333 $5,932,900 $7,740,297 $18,173,296 $8,845,443 $228,290,849
Full-Service Dining - Retail Supply $1,993,850 $3,274,200 $3,396,337 $10,713,181 $3,362,965 $193,572,054
Full-Service Dining - Leakage / Surplus $2,030,483 $2,658,700 $4,343,960 $7,460,115 $5,482,478 $34,718,795
Full-Service Dining - No of Businesses 1 2 2 6 3 135
Retail Leakage per HH $1,170 $1,019 $1,255 $885 $1,383 $328
Retail Leakage per Sq Mi $828,769 $94,080 $55,337 $23,758 $48,278 $17,691
HHs per Retail Business 1,735 1,305 1,731 1,404 1,321 784
Retailers per Sq Mile 0.4 0.1 0.0 0.0 0.0 0.1
Avg Sales per Retailer/Year $1,993,850 $1,637,100 $1,698,169 $1,785,530 $1,120,988 $1,433,867
Analysis as of May 8, 2015 Page 15 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Limited-Serve Dining - Consumer Demand $3,281,382 $4,834,219 $6,305,466 $14,828,472 $7,208,711 $184,315,129
Limited-Serve Dining - Retail Supply $2,306,254 $4,293,795 $5,280,465 $6,114,934 $5,079,774 $100,236,206
Limited-Serve Dining - Leakage / Surplus $975,128 $540,424 $1,025,001 $8,713,538 $2,128,937 $84,078,923
Limited-Serve Dining - No of Businesses 4 5 6 9 6 134
Retail Leakage per HH $562 $207 $296 $1,034 $537 $794
Retail Leakage per Sq Mi $398,011 $19,123 $13,057 $27,750 $18,747 $42,843
HHs per Retail Business 434 522 577 936 661 790
Retailers per Sq Mile 1.6 0.2 0.1 0.0 0.1 0.1
Avg Sales per Retailer/Year $576,564 $858,759 $880,078 $679,437 $846,629 $748,031
Special Food Services - Consumer Demand $371,354 $548,827 $716,530 $1,679,625 $820,495 $20,356,128
Special Food Services - Retail Supply $2,809,758 $5,057,549 $5,057,549 $5,057,549 $5,057,564 $17,158,817
Special Food Services - Leakage / Surplus ($2,438,404) ($4,508,722) ($4,341,019) ($3,377,924) ($4,237,069) $3,197,311
Special Food Services - No of Businesses 1 1 1 1 1 26
Retail Leakage per HH ($1,405) ($1,727) ($1,254) ($401) ($1,069) $30
Retail Leakage per Sq Mi ($995,267) ($159,544) ($55,300) ($10,758) ($37,311) $1,629
HHs per Retail Business 1,735 2,610 3,461 8,425 3,963 4,072
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $2,809,758 $5,057,549 $5,057,549 $5,057,549 $5,057,564 $659,955
Drinking Places - Consumer Demand $182,824 $270,375 $353,361 $826,028 $403,276 $10,354,865
Drinking Places - Retail Supply $88,719 $95,188 $114,306 $632,564 $98,058 $13,202,419
Drinking Places - Leakage / Surplus $94,105 $175,187 $239,055 $193,464 $305,218 ($2,847,554)
Drinking Places - No of Businesses 1 1 1 2 1 54
Retail Leakage per HH $54 $67 $69 $23 $77 ($27)
Retail Leakage per Sq Mi $38,410 $6,199 $3,045 $616 $2,688 ($1,451)
HHs per Retail Business 1,735 2,610 3,461 4,213 3,963 1,960
Retailers per Sq Mile 0.4 0.0 0.0 0.0 0.0 0.0
Avg Sales per Retailer/Year $88,719 $95,188 $114,306 $316,282 $98,058 $244,489
Analysis as of May 8, 2015 Page 16 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Consumer Demand as a percent of the region
Total Retail Trade & Food 1.8% 2.6% 3.4% 8.1% 3.9%
Retail Trade Only 1.8% 2.6% 3.4% 8.1% 3.9%
Food & Drink Only 1.8% 2.6% 3.4% 8.0% 3.9%
Automobile Dealers 1.8% 2.6% 3.4% 8.2% 4.0%
Other MV Dealers 1.7% 2.5% 3.3% 8.0% 3.8%
Auto Parts & Accessories 1.8% 2.6% 3.5% 8.2% 4.0%
Furniture Stores 1.8% 2.6% 3.4% 8.1% 3.9%
Home Furnishings 1.8% 2.6% 3.4% 8.0% 3.9%
Electronics/Appliances 1.8% 2.6% 3.4% 8.0% 3.9%
Building Materials 1.7% 2.5% 3.2% 7.7% 3.7%
Lawn & Garden Equipment & Supplies 1.6% 2.3% 3.1% 7.6% 3.6%
Grocery Store 1.8% 2.6% 3.4% 8.1% 3.9%
Specialty Food 1.8% 2.6% 3.4% 8.0% 3.9%
Liquor & Wine Stores 1.8% 2.6% 3.4% 8.0% 3.9%
Health & Personal Care 1.7% 2.5% 3.3% 8.0% 3.8%
Gasoline Stations 1.8% 2.6% 3.4% 8.1% 3.9%
Clothing Stores 1.8% 2.6% 3.4% 8.0% 3.9%
Shoe Stores 1.8% 2.6% 3.4% 8.0% 3.9%
Jewelry & Luggage 1.8% 2.6% 3.4% 7.9% 3.8%
Sporting Goods, Toys & Hobby 1.8% 2.6% 3.4% 8.1% 3.9%
Books & Music 1.8% 2.6% 3.4% 8.0% 3.9%
Department Stores 1.8% 2.6% 3.4% 8.1% 3.9%
General Merchandise 1.8% 2.6% 3.4% 8.0% 3.9%
Florists 1.8% 2.7% 3.5% 8.5% 4.1%
Office Supplies & Gifts 1.7% 2.6% 3.3% 7.9% 3.8%
Used Merchandise 1.7% 2.5% 3.3% 7.7% 3.7%
Miscellaneous Retailers 1.7% 2.5% 3.3% 8.0% 3.8%
Full-Service Dining 1.8% 2.6% 3.4% 8.0% 3.9%
Limited-Service Dining 1.8% 2.6% 3.4% 8.0% 3.9%
Special Food Services 1.8% 2.7% 3.5% 8.3% 4.0%
Drinking Places 1.8% 2.6% 3.4% 8.0% 3.9%
Analysis as of May 8, 2015 Page 17 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Retail Supply as a percent of the region
Total Retail Trade & Food 1.0% 2.6% 4.8% 11.2% 3.3%
Retail Trade Only 0.9% 2.4% 4.8% 11.8% 3.2%
Food & Drink Only 2.2% 3.9% 4.3% 6.9% 4.2%
Automobile Dealers 0.4% 0.5% 0.6% 0.9% 0.5%
Other MV Dealers 0.0% 0.1% 0.1% 13.7% 0.0%
Auto Parts & Accessories 0.0% 0.2% 0.5% 3.0% 0.3%
Furniture Stores 2.3% 4.3% 4.5% 7.3% 4.5%
Home Furnishings 0.0% 12.0% 18.4% 33.9% 12.5%
Electronics/Appliances 1.2% 1.8% 1.9% 7.3% 2.1%
Building Materials 8.5% 11.6% 15.7% 18.0% 14.4%
Lawn & Garden Equipment & Supplies 0.0% 1.7% 3.8% 9.8% 4.6%
Grocery Store 0.0% 3.5% 4.1% 5.7% 4.5%
Specialty Food 0.0% 0.2% 0.3% 2.4% 0.4%
Liquor & Wine Stores 0.7% 2.4% 4.3% 8.0% 4.7%
Health & Personal Care 2.4% 7.0% 12.1% 13.9% 11.7%
Gasoline Stations 3.1% 3.4% 4.3% 6.8% 4.2%
Clothing Stores 0.1% 1.9% 18.9% 70.7% 2.7%
Shoe Stores 1.3% 3.0% 20.0% 72.5% 4.8%
Jewelry & Luggage 0.0% 1.6% 9.6% 32.1% 2.5%
Sporting Goods, Toys & Hobby 0.4% 1.1% 2.1% 3.9% 2.1%
Books & Music 0.0% 0.0% 1.6% 12.6% 2.2%
Department Stores 0.0% 0.4% 0.7% 0.7% 0.7%
General Merchandise 0.0% 0.0% 0.0% 0.6% 0.0%
Florists 1.6% 3.6% 5.8% 6.2% 5.6%
Office Supplies & Gifts 0.1% 0.2% 0.3% 1.3% 0.4%
Used Merchandise 0.6% 0.8% 0.8% 3.3% 0.8%
Miscellaneous Retailers 0.4% 1.4% 8.6% 29.6% 2.0%
Full-Service Dining 1.0% 1.7% 1.8% 5.5% 1.7%
Limited-Service Dining 2.3% 4.3% 5.3% 6.1% 5.1%
Special Food Services 16.4% 29.5% 29.5% 29.5% 29.5%
Drinking Places 0.7% 0.7% 0.9% 4.8% 0.7%
Analysis as of May 8, 2015 Page 18 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Leakage as a percent of the region
Total Retail Trade & Food 3.3% 2.6% 0.5% 1.5% 5.0%
Retail Trade Only 3.5% 2.9% 0.5% 0.6% 5.2%
Food & Drink Only 0.6% -1.0% 1.1% 10.9% 3.1%
Automobile Dealers 7.1% 10.9% 14.4% 36.2% 17.2%
Other MV Dealers -1.1% -1.5% -2.0% 17.6% -2.5%
Auto Parts & Accessories 3.1% 4.4% 5.6% 11.9% 6.6%
Furniture Stores -5.4% -21.0% -12.0% 19.6% -4.4%
Home Furnishings 3.8% -8.2% -13.8% -21.7% -6.0%
Electronics/Appliances 1.9% 2.8% 3.7% 8.1% 4.2%
Building Materials -6.6% -8.6% -11.9% -4.7% -9.4%
Lawn & Garden Equipment & Supplies -1.6% 1.0% 4.6% 12.0% 5.6%
Grocery Store 7.2% -0.3% 1.4% 15.5% 2.2%
Specialty Food -14.2% -18.9% -25.0% -43.0% -27.4%
Liquor & Wine Stores 9.5% 3.8% -3.9% 8.0% -2.6%
Health & Personal Care 1.0% -2.4% -6.3% 1.5% -4.8%
Gasoline Stations 0.2% 1.7% 2.3% 9.6% 3.6%
Clothing Stores 32.2% 15.5% -286.3% -1163.3% 26.6%
Shoe Stores 1.9% 2.5% -1.4% -10.6% 3.6%
Jewelry & Luggage 3.7% 3.7% -3.5% -18.7% 5.3%
Sporting Goods, Toys & Hobby 2.6% 3.6% 4.2% 10.6% 5.0%
Books & Music 2.5% 3.7% 4.2% 6.2% 4.6%
Department Stores 3.7% 5.1% 6.4% 16.2% 7.5%
General Merchandise 2.8% 4.1% 5.3% 12.3% 6.1%
Florists 2.9% -1.5% -6.2% 18.6% -2.8%
Office Supplies & Gifts 3.1% 4.5% 5.9% 13.4% 6.7%
Used Merchandise 5.2% 7.8% 10.7% 21.0% 12.8%
Miscellaneous Retailers 11.4% 10.5% -34.4% -146.5% 16.3%
Full-Service Dining 5.8% 7.7% 12.5% 21.5% 15.8%
Limited-Service Dining 1.2% 0.6% 1.2% 10.4% 2.5%
Special Food Services -76.3% -141.0% -135.8% -105.6% -132.5%
Drinking Places -3.3% -6.2% -8.4% -6.8% -10.7%
Analysis as of May 8, 2015 Page 19 of 20

Retail Data Analysis
Centreville, MD
Town of 10.0-mile Trade Area Region
Centreville, MD 3.0-mile Radius 5.0-mile Radius
Centreville Radius (21617 Zip) 25.0 mile radius
Businesses as a percent of the region
Total Retail Trade & Food 1.5% 2.5% 4.0% 9.5% 3.4%
Retail Trade Only 1.4% 2.5% 4.2% 10.3% 3.5%
Food & Drink Only 2.0% 2.3% 2.9% 5.4% 3.1%
Automobile Dealers 6.1% 6.1% 6.1% 15.2% 6.1%
Other MV Dealers 0.0% 1.0% 1.0% 7.1% 0.0%
Auto Parts & Accessories 0.0% 2.1% 2.1% 6.3% 2.1%
Furniture Stores 2.2% 6.5% 6.5% 8.7% 6.5%
Home Furnishings 0.0% 4.3% 5.7% 10.0% 2.9%
Electronics/Appliances 2.8% 4.2% 4.2% 9.9% 4.2%
Building Materials 1.8% 3.6% 4.5% 8.0% 3.6%
Lawn & Garden Equipment & Supplies 0.0% 2.6% 7.7% 12.8% 5.1%
Grocery Store 0.0% 1.6% 2.4% 5.6% 1.6%
Specialty Food 0.0% 1.2% 1.2% 3.7% 1.2%
Liquor & Wine Stores 2.2% 2.2% 2.2% 6.5% 2.2%
Health & Personal Care 3.5% 3.5% 6.2% 10.6% 6.2%
Gasoline Stations 4.1% 4.1% 6.1% 12.2% 6.1%
Clothing Stores 0.7% 2.0% 7.4% 24.2% 2.7%
Shoe Stores 5.9% 5.9% 17.6% 47.1% 5.9%
Jewelry & Luggage 0.0% 2.5% 7.5% 12.5% 5.0%
Sporting Goods, Toys & Hobby 1.8% 2.7% 5.4% 9.9% 6.3%
Books & Music 0.0% 0.0% 3.7% 18.5% 7.4%
Department Stores 0.0% 5.6% 5.6% 5.6% 5.6%
General Merchandise 0.0% 0.0% 0.0% 4.8% 0.0%
Florists 3.3% 3.3% 6.7% 6.7% 6.7%
Office Supplies & Gifts 1.1% 1.1% 1.1% 6.6% 3.3%
Used Merchandise 1.1% 2.3% 2.3% 6.8% 2.3%
Miscellaneous Retailers 1.2% 1.8% 2.9% 7.0% 2.3%
Full-Service Dining 0.7% 1.5% 1.5% 4.4% 2.2%
Limited-Service Dining 3.0% 3.7% 4.5% 6.7% 4.5%
Special Food Services 3.8% 3.8% 3.8% 3.8% 3.8%
Drinking Places 1.9% 1.9% 1.9% 3.7% 1.9%
Analysis as of May 8, 2015 Page 20 of 20

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
!
!
APPENDIX D
Sample Eventbrite Invitation
September 2015
Appendix D

MARKET ANALYSIS and
IMPLEMENTATION PLAN
Centreville Main Street District
Centreville, MD
!
!
APPENDIX E
Marketing Samples
September 2015
Appendix E

© Carla Coria Photography
EXTRAORDINARY IN HEART OF
OPPORTUNITIES
BROOKLYN
THE
P R O S P E C T H E I G H T S • C R O W N H E I G H T S
© Rebecca Bullene
© Adam Husted

There are millions of reasons to open your business
in the Heart of Brooklyn. Here are just a few...
LOCATION, LOCATION, LOCATION than 151,000 residents live within 1 mile of Washington and home decor, among others. (See the back of this
Located in Prospect Heights and Crown Heights, Avenue and more than 1.2 million live within 3 miles. brochure for more information about retail leakage.)
Washington Avenue is a gateway to Brooklyn’s treasured Within the 1 mile area, the average household income
• Young families with children is a growing segment of
cultural institutions: Brooklyn Botanic Garden, Brooklyn is $68,957 annually, 18% higher than the average for
our audience. This is creating demand for boutiques,
Children’s Museum, Brooklyn Museum, Brooklyn Public the entire borough of Brooklyn.
children’s clothing, and furniture stores.
Library, Prospect Park, and Prospect Park Zoo.
In addition to the resident population, there are 3,800
Additionally, at the northern edge of this ten-block
businesses within 1 mile of Washington Avenue. Those WE’LL HELP YOU FIND YOUR PLACE
commercial corridor sits the new Barclays Center sports The Heart of Brooklyn cultural partnership, in cooperation
businesses employ more than 30,600 people. Of that
and entertainment arena. with NYC Small Business Services and the Washington
total, 35% are estimated to be office workers, who
Washington Avenue is a vibrant corridor with rich cultural spend an average of $6,000/yr on retail goods and Avenue-Prospect Heights Association, is working to
history, coffee shops, nightlife selections, boutiques and Washington Avenue sits in the center of a large services where they work, resulting in another $64.2 recruit the best mix of retailers and restaurants for the
restaurants for every palate. Nowhere else in the nation consumer base. Last year, within a 1-mile radius, million in annual purchases of retail goods and services. corridor. Our goal is to create a retail mix that will attract
are so many unique cultural assets embedded in one diverse consumers from across Brooklyn and meet the
consumer spending for retail goods and services Combined, the six cultural institutions that form the Heart
diverse local neighborhood. This combination enriches needs of our residents. We’re proactively business-
exceeded $1.7 billion in 2011, including $271 million of Brooklyn area generate more than 12.7 million visits to
the area’s life and visitor experience. friendly: we’ll guide you through the business opening
spent on dining. Consumers living within a 3-mile radius the area each year. That doesn’t include visitors to the
process; we are committed to the enhancement and
of Washington Avenue spend more than $9.6 billion 18,000 seat Barclays Center which recently opened.
TOO MANY SHOPPERS, NOT ENOUGH STORES maintenance of our business districts.
annually on retail goods and services, which accounts
Consumer demand in the area is so great that it
for one-half of all consumer spending in Brooklyn. EXTRAORDINARY GROWTH OPPORTUNITIES
drastically exceeds the available retail supply. Within a 1- OPPORTUNITY IS KNOCKING
Right now, Washington Avenue offers extraordinary
mile radius, $1.1 billion in retail sales leaks out of the To learn more about the opportunities on Washington
EASY ACCESS TO A STRONG ECONOMY opportunities for retailers and restaurant operators:
area each year. This $1.1 billion represents consumer Avenue, call Rebeca Ramirez, Commercial Revitalization
Getting here is easy. Washington Avenue is well-served
spending on goods and services that aren’t available in • There are a limited number of available spaces on Manager at Heart of Brooklyn, to arrange a tour and
by public transportation, making the area readily
the area. Within a 3-mile radius, the amount of unmet Washington Avenue ready for immediate occupancy, receive our free market profile kit or visit us at
accessible from everywhere in Manhattan and other
demand is an incredible $4.5 billion a year. ranging from 450 to 2,200 square feet. www.heartofbrooklyn.org/Your-Business-Here.
boroughs. The area is served by 13 subway stations and
14 bus routes. Each year, more than 26 million people • Retail leakage, or unmet consumer demand, exists in
board at the local subways stations and more than 54 many categories including specialty foods, clothing,
million people ride local bus routes. shoes, jewelry and leather goods, home furnishings
By car, Washington Avenue is easily accessed from the
Brooklyn-Queens Expressway and Prospect Expressway.
Local streets also carry large amounts of vehicular traffic
789 Washington Avenue
directly to Washington Avenue. Atlantic Avenue, for Brooklyn, New York11238
example, carries more than 52,000 vehicles daily, while
an average of 45,000 vehicles traverse Eastern Parkway
In cooperation with...
each day.
A LARGE CONSUMER AUDIENCE
Along Washington Avenue, you’ll have several consumer
audiences to attract to your store or restaurant. More
Call Rebeca Ramirez at (718) 638-7700 ext.11
or email at rramirez@heartofbrooklyn.orgor visit
www.heartofbrooklyn.org/Your-Business-Here

Washington Avenue Area Map & Essential Facts & Figures
Heart of Brooklyn cultural institutions
1. Brooklyn Botanic Garden 725,000 annual visitors
2. Brooklyn Children’s Museum 251,000 annual visitors
3. Brooklyn Museum 493,000 annual visitors
4. Prospect Park 526 ac. park, 10 million annual visits
5. Prospect Park Zoo12 ac. zoo, 305,000 annual visitors
6. Brooklyn Public Library 1 million annual visitors
Transportation and access
7. Atlantic Avenue at Grand Ave52,700 vehicles/day
8. Eastern Pkwy at Washington Ave45,300 vehicles/day
9. Flatbush Ave at Grand Army Plaza42,800 vehicles/day
10. Franklin Av Subway(2/3/4/5 train) 14,700 wkday brdngs
11. Grand Army Subway(2/3 train) 7,800 wkday brdngs
12. Park Place Subway(S train) 2,200 weekday boardings
13. Prospect Pk Subway(B/Q/S train) 8,500 wkday brdngs
14. 7th Ave Subway(F/G train) 12,700 wkday boardings
15. Washington Avenue9,700 vehicles/day
Additional destinations and attractions
16. Barclays Center18,000 seat sports/entertainment arena
17. Brooklyn Academy of Music675,000 annual visitors
Demographics SOURCE: ESRI 2011 1 mile 2 miles 3 miles
Population (2011)................................151,985........588,309 ....1,226,225
Households (2011)................................67,046........235,247........460,889
Average household size (persons) ............2.23..............2.45..............2.61
Median age (years)....................................35.0..............33.7..............33.1
© Chuck Choi
Average household income ................$68,957........$61,307........$56,619
Median household income..................$45,642........$39,528........$36,333
Retail Supply & Demand (in millions of dollars)
Total consumer retail demand ................$1,734..........$5,227..........$9,643
Total retailer sales......................................$619..........$2,521..........$5,077
Unmet consumer retail demand..............$1,114..........$2,755..........$4,566
Consumer Spending (in millions of dollars)
Spending on children’s clothing ......................$20................$67..............$123 Courtesy Brooklyn Public Library
Spending on toys and games............................$9................$30................$55
Spending on child care....................................$31................$96..............$174
Retail Leakage (amount of demand above existing sales, in millions of dollars)
Unmet demand: clothing ............................$40 ..............$75 ............$161
Unmet demand: full-service restaurants ......$63 ............$169 ............$630
Unmet demand: furniture ............................$24 ..............$56 ..............$29
Unmet demand: health & personal care ......$27 ..............$51 ............$106
Unmet demand: home furnishings ..............$16 ..............$37 ..............$41 Julie Larsen Maher/WCS
Unmet demand: jewelry & leather goods........$6 ..............$11 ..............$17
Unmet demand: shoes..................................$6 ................$9 ..............$17
Unmet demand: specialty food....................$29 ..............$65 ..............$97
Call Rebeca Ramirez at (718) 638-7700 ext.11 In cooperation with...
789 Washington Avenue
or email at rramirez@heartofbrooklyn.orgor visit
Brooklyn, New York11238
www.heartofbrooklyn.org/Your-Business-Here

© Adam Husted
Courtesy Brooklyn Public Library © Carla Coria Photography
EXTRAORDINARY
OPPORTUNITIES
IN HEART OF
BROOKLYN
THE
PROSPECT HEIGHTS · CROWN HEIGHTS
© Rebecca Bullene

So many shoppers
Heart of Brooklyn
C/O JGSC Group
Post Office Box1148
Not enough stores
Merchantville, NJ 08109
If you’re looking for a high-traffic work. Combined, the six cultural
location for your business, you need to institutions that form the Heart of
look at Washington Avenue in the Brooklyn generate more than 12.7
Prospect Heights and Crown Heights million visits to the area. That doesn’t
area. Washington Avenue is a vibrant include visitors to the 18,000 seat
corridor with rich cultural history, coffee Barclays Center which recently opened.
shops, nightlife selections, boutiques
There’s so much retail opportunity that
and restaurants.
consumer demand, within 1 mile,
Washington Avenue is a gateway to exceeds retail supply by $1.1 billion
Brooklyn’s most treasured cultural
annually. Retail leakage, or unmet
institutions and sits at the center of a
demand, exists in many categories
large consumer population. More than
including specialty foods, clothing,
151,000 residents live within a mile and
shoes, home decor, and more.
more than 1.2 million live within 3 miles.
To take advantage of this opportunity,
In addition to the resident population,
there are 3,800 businesses within a contact Rebeca Ramirez, Commercial
mile that employ more than 30,600 Revitalization Manager at the Heart of
people who spend $64.2 million a year Brooklyn, to arrange a tour and receive
on retail goods and services where they our free market profile kit.
In cooperation with...
789 Washington Avenue
Brooklyn, New York11238
Contact Rebeca Ramirez at (718) 638-7700 ext. 11
rramirez@heartofbrooklyn.org
or visit www.heartofbrooklyn.org/Your-Business-Here

RED BANK
NEW JERSEY
$5.8 billion Nestled on a cozy nook just minutes from the Jersey
Shore is a place that Smithsonian Magazine chose
Consumer demand for retail goods as one of the best small towns in America.
and services in the trade area
Each day our sidewalks come alive and chic Coco Pearl, and stalwarts like Urban
offer visitors an experience that is as Outfitters, Alex and Ani, and West Elm.
unique as our town itself. The only thing
$108,800 Spring, summer and fall, Red Bank
missing is your business. We invite you to
draws people downtown with al fresco
change your scenery –and ours.
dining, street musicians and entertainers,
Average household income
Located just 10 minutes from the Jersey colorful decorations and lovingly tended
in the trade area
Shore and an hour from New York City floral displays. In winter, Red Bank
and Philadelphia, Red Bank is a hub for becomes a holiday village with
the arts and culture, shopping and dining. decorations and lights, carolers and
musicians, horse drawn carriage rides,
353,800 When you move your business to Red
contests and free parking for shoppers.
Bank, you’ll be in great company. Your
neighbors will be Tiffany & Company, So, if you’re looking for a great place to
Population within 10 miles
Carlo’s Bakery, underground legends like do business, look here. To learn more or
Jay and Silent Bob’s Secret Stash, city to arrange a tour, call us today.
41%
Households in the trade area
with income of $100,000 or more
732.842.4244 · www.redbank.org/rivercenter/

RED BANK
NEW JERSEY
IN A
10MILE
RADIUS
29,500 businesses
174,300 employees
353,800 population
134,400 households
$108,800 household income
$5.8 billion retail spending
&
FACTS
FIGURES
RED BANK
3-MI 5-MI 10-MI Total businesses 1,935
Population 54,600 134,700 353,800 Total employees 12,298
Households 20,500 51,000 134,400 Office workers 7,100
Median age 42.2 42.4 41.9 Workers’ retail spending $41,227,000
Households with children 34% 34% 34%
Home ownership 77% 75% 70%
VEHICLES/DAY
Avg HH income $128,000 $123,500 $108,800
W Front at Riverside Ave 30,000
Riverside Ave at Allen Place 20,950
3-MI 5-MI 10-MI W Front at English Plaza 20,900
Consumer demand $1.040 B $2.493 B $5.806 B Maple Ave at Chestnut 20,100
Retail supply $952 M $2.102 B $5.818 B Broad St at Leroy Place 13,300
Retail leakage $87 M $391 M -$11 M Bridge Ave at Depot St 11,700
Spend on retail goods $933 M $2.237 B $5.212 B
Spend on clothing $68 M $164 M $382 M
Red Bank RiverCenter
Spend on food & drink $106 M $255 M $594 M
76 English Plaza
Red Bank, NJ 07701
732.842.4244
redbank.org
Community Insights®
www.JGSCgroup.com

GROCERY OPPORTUNITY
46-48 MLK Jr. Drive
Jersey City, NJ
Corner property
•
7,660 sf GLA (6,000 sf on 1st floor)
•
15-ft height (1st floor) w/ new
•
suspended ceiling
Commercial kitchen w/ venting
•
and fire suppression
New 800 amp electrical service
•
New central HVAC throughout
•
5 zones
New Honeywell fire alarm system
•
Digital CCTV (8 cameras) system
•
24-inch concrete foundation
•
Prior uses: supermarket;
•
day care center
Available for lease or sale
•
For more information contact:
Michele Massey at 201.984.0560
director@jacksonhillms.com

46-48 MLK Jr. Drive
Jersey City, NJ
Corner of MLK Drive & Wade Street 0.25-Mile Radius 0.5-Mile Radius 1.0-Mile Radius
Population 7,234 25,472 60,122
Households 2,556 9,112 21,494
Population Density (per sq. mi.) 36,861 32,448 19,147
HH Density (per sq. mi.) 13,024 11,608 6,845
Median HH Income $38,728 $41,605 $45,109
Average HH Income $49,702 $58,316 $64,319
Grocery Stores: Consumer Demand $8,830,658 $37,373,369 $94,716,217
Grocery Stores: Retail Supply $6,585,246 $15,763,226 $87,827,375
Grocery Stores: Unmet Demand $2,245,412 $21,610,143 $6,888,842
Spec. Food Stores: Consumer Demand $358,072 $1,517,654 $94,716,217
Spec. Food Stores: Retail Supply $84,213 $652,389 $87,827,375
Spec. Food Stores: Unmet Demand $273,859 $865,265 $6,888,842
For more information contact:
Michele Massey at 201.984.0560
director@jacksonhillms.com

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PO Box 1148  Merchantville, New Jersey
Phone: 856.662.8800  Fax: 856.662.8801
JGSCgroup.com