Last year, the Carlsbad Redevelopment Agency contracted with the Community Land Use and Economics (CLUE) Group to complete an independent analysis of the Village's retail condition and of its major opportunities. This analysis was recently completed. Some of the key findings and recommendations follow:
New population growth in Carlsbad over the next two decades will provide enviable new retail development opportunities for the Village with an estimated $92 million in retail buying power entering the market by 2010.
Carlsbad Village appears to dominate in three categories, hair care, dining and used merchandise. Restaurants are by far the area's sales leader and strongest market niche.
Taxable retail sales in the Village have grown from $62.6 million in 2000 to $153.1 million in 2005, an increase of 145 percent (versus a 77 percent increase in taxable sales in the rest of the City during the same period).
All of the surveys underscored the importance of the Village restaurants, personal service business and specialty retailers in carving out a unique market niche for the Village.
There are substantial unrealized opportunities to provide a broader range of goods and services for Village workers and current and future residents.
People who currently visit Carlsbad Village have a positive impression of its physical appearance, its cleanliness, its safety, the customer service its businesses offer, its festivals and special events. However, they have a somewhat negative impression of business hours, the variety of goods and services available, prices for value received and parking.
New market opportunities for the Village include furniture/home furnishings, basic goods and services for residents and entertainment.
Proposed Retail Focus for the Village:
Strengthen the basic convenience-oriented retail offerings for Village workers and residents (neighborhood-serving commercial center).
Build on the market niche the Village restaurants and galleries have created.
Create one or more specialized clusters of businesses that are unique within the region (i.e. specialized retail cluster). Each cluster should consist of a minimum of four businesses, placed relatively close together to build synergy and to enhance visibility. An example of this would be a cluster that included: Energy-efficient and environmentally-friendly house wares; unique home furnishings; unique clothing and specialty foods.
New population growth in Carlsbad over the next two decades will provide enviable new retail development opportunities for the Village with an estimated $92 million in retail buying power entering the market by 2010.
Carlsbad Village appears to dominate in three categories, hair care, dining and used merchandise. Restaurants are by far the area's sales leader and strongest market niche.
Taxable retail sales in the Village have grown from $62.6 million in 2000 to $153.1 million in 2005, an increase of 145 percent (versus a 77 percent increase in taxable sales in the rest of the City during the same period).
All of the surveys underscored the importance of the Village restaurants, personal service business and specialty retailers in carving out a unique market niche for the Village.
There are substantial unrealized opportunities to provide a broader range of goods and services for Village workers and current and future residents.
People who currently visit Carlsbad Village have a positive impression of its physical appearance, its cleanliness, its safety, the customer service its businesses offer, its festivals and special events. However, they have a somewhat negative impression of business hours, the variety of goods and services available, prices for value received and parking.
New market opportunities for the Village include furniture/home furnishings, basic goods and services for residents and entertainment.
Proposed Retail Focus for the Village:
Strengthen the basic convenience-oriented retail offerings for Village workers and residents (neighborhood-serving commercial center).
Build on the market niche the Village restaurants and galleries have created.
Create one or more specialized clusters of businesses that are unique within the region (i.e. specialized retail cluster). Each cluster should consist of a minimum of four businesses, placed relatively close together to build synergy and to enhance visibility. An example of this would be a cluster that included: Energy-efficient and environmentally-friendly house wares; unique home furnishings; unique clothing and specialty foods.