Totnes Market strategy 2016 to 2021
A vision for the next 5 years
July 30 2106
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Contents
Page
1. Foreword – national perspective
3
2. Totnes perspective – an overview
5.
3. Financial and Baseline information
4. Vision and critical success factors
6
7
5. Critical Success Factors, Objectives and Actions
8.
6. Challenges, threats and risks to the strategy
13
7. Conclusion and recommendations
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APPENDICES
Appendix A – Totnes Market Survey and results
Appendix B – Totnes Markets Feasibility Study survey results
Appendix C- Totnes First impressions report
Website references:https://www.gov.uk/government/publications -DCLG Retail Markets Management Models
https://www.gov.uk/government/publications - DCLG Retail Markets Guidance
www.nabma.com -NABMA – Retail Markets Survey
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1. Foreword National perspective
Markets have a very long history and have been at the heart of British towns and cities for as long
as they have been in existence. As such they have represented important public spaces. Markets
can offer possibilities, not only for local economic growth, but also for people to socialise and
become accustomed to each other’s differences in a public space. Therefore they act as focal
points for local communities, a site of public interaction and retail spaces.
Markets, like the whole retail arena, have been affected by the recent downturn in the economy. .
A successful market can play a vital role in ‘High street’ revival. The ‘Mary Portas’ independent
review of the High Street and subsequent Town Team pilots, emphasised the considerable value
of markets throughout the country.
There are challenges for markets managed by local authorities. These may include, limited
investment and budgets, the modification of restrictive regulations, poor product offer/choice and
traditional opening hours, collectively these can diminish opportunity. The reasons for the plight
of many markets are varied and complex but there are economic and social benefits in maintaining
and developing them.
Recently a survey was carried out by the National Association of British Markets Authorities
(NABMA), revealing the following facts:
There are:
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1,225 retail markets In the UK
33,000 market traders.
1,000 apprentices employed by market traders.
55,000 people employed directly on retail markets.
Retail market turnover of around £2.5 billion a year.
£36.6 million invested to improve retail markets.
65% of retail markets are run by local authorities.
An estimated 30 billion shopping visits made to retail markets per year.
Markets across the country are receiving investment, resulting in regeneration of an area and
trade. As a result of the economic challenges in the last few years, the opportunities for small
business development, through market outlets, have greatly supported the number of new, start
up, entrepreneurial businesses. Markets can be business incubators, allowing the development
of nascent business without the risk large cash investments.
Surveys show that 42% of customers would not visit an area/town if there was no market, which
illustrates that many customers see the presence of a market as a key deciding factor for whether
or not they shop in a certain area.
The largest direct impact from market trade is the revenue generated by local retailers. Customer
surveys show a highly positive attitude towards markets. In addition to the local benefits, tourists
will often cite the market as a key reason for visiting an area.
As with many small businesses the market trader is frequently a local resident dealing with local
shoppers, this has a beneficial impact on the local economy. For each £1 spent by a local person
with a local trader, that £1 will be worth about £1.70 to the local economy. If that local trader then
spends it with another local business, that £1 will then be worth around £2.20. Spend that £1 with
a multi-national company then the value falls to about £0.22 to the local economy.
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There have been several reports over recent years exploring the value of markets. Most of these
emphasise the importance to community and boosting local, small business and entrepreneurship.
With growing pressures on local authority budgets, failing or loss-making, local authority run
markets are transferring to private control, as recent data seem to indicate the private sector
outperform those managed by the council.
Trends in markets are changing. ‘Street food’ is certainly becoming very popular, especially with
the lunchtime trade from local businesses and offices. Crafts are another area where there is an
increased demand. The growth in Discount retail, £ and 99p shops means that customers no
longer look for those goods at the local market but want something different and unique. There is
a move from the ‘cheap’ goods sold out of a box to a better quality of goods. Markets will change
in the future as the customer changes and the whole retail arena develops. This is complex and
things change dependent upon the area’s demographic.
The Government has supported markets. Their importance demonstrated within the Department
of Communities and Local Government (DCLG) by the Minister for Local Government also being
the Minister for markets. DCLG has given financial support to national promotions such as ‘Love
Your Local Market’ and ‘Markets’ Fortnight’ that has since developed into an international event.
Government sees the importance of the market as a place to provide economic opportunity for
aspiring entrepreneurs (low cost and risk) and in helping creating community cohesion. They also
recognise the support for environmental objectives, more efficient packaging methods and
reduction of travel for food and customers.
The outlook for the future of markets is in general good, subject to the ability to invest, change and
attract both traders and customers. As with multi-national companies, there is a need to be flexible
to change and invest to ensure sustainability and a return on investment is achieved.
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2. Totnes perspective – an overview
Totnes is known as an attractive market town across the SW the market is very much part of the
town’s identity. It has had market for many centuries. Until 1955 the space the pannier market now
occupies was a dedicated, covered Market Hall that was burnt down. It now shares its space with
the Civic Hall, a car park and a public highway.
Totnes Market operates every Friday and Saturday on the Market Square and part of the Civic
Hall car park. The opening times are 8.45 am to 4.30 pm (November to March) and 8.45 am to
5.30 pm (April to October).
In addition there is a monthly Totnes Good Food market held on the third Sunday throughout the
year.
On regular market days there are 59 pitches in all, 26 of which are sited on the Market Square
fronting the High Street, 12 under the Civic Hall and the remainder on the small car park to the
rear. The stalls in the Market Square are predominantly food and produce the rear of the market
comprises a range of Collectable and Vintage stalls.
South Hams District Council owns the Market Square area, operates the Market and the
Pannier Market is managed from within the South Hams District Council Street Scene Services
Team. Devon County Council have responsibility for the highway that traverses the Market
Square and the Town Council manage and maintain the Civic Hall.
The issues
A recent survey conducted by Totnes Town Council illustrates how important the market is to the
market traders, Totnes town businesses, residents and the local population. (The results of those
surveys are at Appendices A & B of this report).
The overall responses of the market survey highlighted the fact that Totnes Market is a popular
asset for all concerned. Most market traders, Totnes businesses and customers, really
appreciate what Totnes Market offers. A large number of respondents however expressed a
desire to see changes to the market in specific areas to include:
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Improvement in the public realm (physical improvements and enhancement to the Market
Square),
Dedicated management of the space and traders,
Improved Marketing and increase in footfall.
In the same survey 62% felt that improving the market would be beneficial to Totnes.
This strategy attempts to address some these issues and suggest possible actions to remedy
them.
In a separate survey conducted in June this year we interviewed 6 market stallholders and their
views closely reflected those above. (See Appendix C First Impressions Report June 2016)
Without some action Totnes market will not improve or achieve its potential as a key attraction for
the town. The current layout of the market does not encourage customers to circulate and explore
the whole market offer, many stalls are obscured by their neighbours and there are no available
sitting areas for customers or tourists as these are also obscured by stalls.
The Market Square is currently a somewhat drab and unattractive space when not in use. It is
dominated by a very utilitarian flight of concrete steps and slipway to the first floor of the Civic Hall.
These steps take up space that could be better used. The Market Square is not fully utilised and
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as such is not only a wasted asset but also has a detrimental effect on the streetscape and
environment around it.
Evidence across the country has shown that sustainability can be achieved when investment is
made to improve a market,
The installation of effective management and changes in outdated policies can result in a return
on investment within a year. Improvements in appearance will also result in return on investment
but over a slightly longer period.
With a successful market, then the expectations of a reasonable return are achievable. Traders
will pay appropriate rents if successful and there is a good footfall. This is the same as the retail
property sector where rents are more achievable in areas of greater footfall and trade.
As with any investment, there is a need to have a vision as to its outcomes and a strategy to follow.
This is very apparent with the successful markets around the country. This strategy attempts to
establish a Vision and actions to deliver it.
3. Financial and Baseline information
It is very difficult to evaluate the market thoroughly as there are no base lines to work from. We
have made a conservative estimate of annual rental income and stalls let.
Currently, with the restricted financial information available, we estimate that the regular market
rental is probably worth in excess of £80,000 per annum. This makes an assumption of 75%
occupancy on 50 weeks’ trading per year. (24 stalls @ £24 pd + 31 stalls @ £18 pd x 2 days per
week x 50 weeks = £113,000pa @75% = £85000.).
There are no recorded footfall figures for the market so we have made a very conservative
estimate based on a snapshot from our visit to the market in June this year. We estimated that at
11.30am (peak time), on a wet and dull Friday morning when the market was less than fully
occupied, there were about 200 people in the market area. If we take that as a maximum for the
day we can probably assume that conservatively there may be 800- 1000 visits per day x 2days
per week = 1600- 2000, x 50 weeks per year = 80,000 – 100,000 visits per year. Assuming that
on a fine day and in the tourist season the footfall is going to be much higher than on the day we
visited, we think this is a very conservative estimate. A regular footfall survey needs to be carried
out to verify this.
We have no information about the income generated by the market traders but each trader we
interviewed was enthusiastic about the market and the trade to be had there, they all commented
that of all three local markets (Ivybridge, Kingsbridge and Totnes) Totnes is the strongest and
most successful. Given that by a national estimate, every £1 spent with a local trader is worth
about £1.70 to the local economy this market is a very valuable asset to the Totnes economy.
We believe that if Totnes Market was effectively managed with collective leadership,
improvements the physical layout and enhancement of the space were made and that a consistent
and innovative marketing strategy was delivered the market can be stronger than it is now to
increase footfall in the town and create a greater tariff surplus for the council to be reinvested in
the market and the town.
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4. Vision and Critical success factors
Vision
For any business plan or strategy to succeed it is important that a common vision is agreed and
accepted so that all parties can commit to its delivery.
We suggest the following as a suitable Vision for Totnes Market.
‘To develop and sustain an attractive, inviting and vibrant retail market which will:
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Enhance the existing market by helping to create a more attractive asset for the town,
increasing local employment and development of new and existing local businesses.
Add value to the economic, social, environmental and cultural fabric of Totnes,
Create a dynamic experience that is diverse, vibrant and adds value to the ‘Totnes
brand’ to increase footfall and spend in the market and the greater town area
Promotes the future whilst remembering Totnes’ history.
This vision will be achieved through the collective effort and ambition of all parties:- the market
traders, the three Councils, the customers and other interested parties both paid and voluntary.
Critical Success Factors
The strategy itself consists of various critical success factors each of which has a set of
recommended actions
1. ENHANCEMENT AND PHYSICAL IMPROVEMENT
 Market Square Enhancement
 Accessibility and Permeability – layout, signage, access
 Safety and Security
2.MANAGEMENT:
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Market Management – Establish a proactive, effective and efficient management regime that
contributes to the themes of the market strategy.
Providing a Sense of Place -improvement potential and maintenance – to establish a regime
in relation to maintenance and explore and evaluate the various options for the improvement
of the trading area.
Marketing and promotion - To maximise the marketing and promotion of the market with a view
to increasing visitor numbers and attracting new stallholders .
Critical Mass – enough customers with access to the market and enough stallholders to make
it attractive
3. MARKETING P.R. AND PROMOTION
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Develop a Totnes Market brand
Digital Marketing including website and social media
Develop a Marketing Strategy.
Support and train traders in digital marketing
Review signage to the market
4. CONSULTATION and COMMUNITY
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Social and community – Engage with the community and seek to provide a market that they
want to visit and that they enjoy visiting.
Consultation with customers, traders and other businesses in Totnes
Integration with surrounding retail offer and community
5. ECONOMY & MARKET REGENERATION
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Provide small business and employment opportunities.
Keep performance indicators to provide information on market performance. In order to trigger
change when they are required.
Innovation, entrepreneurship and enterprise – to encourage the development of new business
by building relationships with educational institutions, job centre plus and other initiatives which
help provide assistance to business.
6. PARTNERSHIP WORKING
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Culture and tourism – to be a major part of the town’s cultural heritage and provide support to
events and creating the sense of place.
Environment
5. Critical Success Factors, Objectives and Actions
1.MARKET SQUARE ENHANCEMENT AND PHYSICAL IMPROVEMENT
A study was carried out in 2013 by Chris Balch of Plymouth University on behalf of Totnes Town
Trust and Totnes Town Team to assess the current state of the Market and Its potential. The study
sets out in some detail the current situation and status of the Market Square.
The study highlights the proposal presented in the Totnes Site Allocation DPD for the long term
development of a mixed –use regeneration scheme to include the Civic Hall and Market Square.
However it also highlights some of the key issues that could be addressed in the short term to
improve the trading and amenity space of the Market Square.
The issues that could be addressed for potential short-term enhancements include:
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The absence of active frontages addressing the square (including Totnes Bookshop &
Greenlife which both have entrances facing the High Street)
The ramp to the Civic Hall on the west side of the Square provides a dead frontage
The facade of the Civic Hall itself is blank and makes little positive contribution to
enlivening the space
The poor quality of the landscaping, surfacing and street furniture becomes apparent
when the Square is empty. (This includes waste bins, seating, bollards, bike racks & the
excess of signage)
The steps to the Civic Hall impinge on the usable space in the Square
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Cluttered street furniture and signage.
In addition we would add:
 The poor quality space under the Civic Hall - is poorly lit, in a poor decorative state and
uninviting to both traders and the public on days when the Market is not operational.
 The seating areas are poorly sited.
 There is a lack of signage or information for the Market or the town from either the High
Street or the rear entrance via the Civic Hall car park.
 There are no permanent electrical and water supplies
Actions
 The Market Square enhancement - the existing space including the steps, slipway, street
furniture, landscaping signage and seating needs to be reviewed and the area needs to be
redesigned to remove, replace and /or re-site these facilities.
This would create more space to allow for reconfiguration of the market stalls’ layout, an
increase in the numbers of market stalls, improve access and movement around the Square
and improve the general amenity of the area for activities and entertainment on non- market
days The installation of electrical and water supplies to the market area would make
facilitate the amenity and hygiene facilities for food traders and increase flexibility and use
of the Square for night time activities including night markets, Christmas events and
entertainment.
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Seating areas need to be sited in such a way that allows customers and visitors to use
them during market hours and at other times, so that the general ambience of the space
and the activities there can be enjoyed. Consideration should be given to providing
movable seating to complement the fixed seats.
The area under the Civic Hall needs to be enhanced with better lighting, and decoration.
Consideration could be given to the installation information boards, or perhaps digital
information screens to inform the public about the market, the town’s history and up to date
information about events and activities happening around the town. This could be
supported with paid for advertising.
Navigation - Signage around the town is inconsistent and poor. The key attractions of the
town including the market are not clearly identifiable for the visitor to the town. A review of
the signs, a survey and proposal for a new signage system in the town would be
recommended. Local signing for the market needs to be improved and upgraded in
particular at the rear entrance to the car park market space.
2. MARKET MANAGEMENT
In all the surveys conducted, the consistent message from market traders was that they felt that
dedicated market management would be advantageous to the smooth running and marketing of
Totnes Market.
Currently operational management is delivered by South Hams District Council (owners of the
Market Square and car park), as one of the functions of the Street Scene Department.
Management of three markets in the South Hams appears to be one of the responsibilities of a
Case Manager for Environmental Protection.
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The Town Council is responsible for the maintenance of the Civic Hall (and it puts on may events
and activities in the town centre), Devon County Council is responsible for the highway that
traverses the Market Square; so there is fragmented management and responsibility of this
important central site.
In interviews that we conducted with Market traders it appears that there are no regular trader /
management meetings for sharing, ideas, policy decisions or concerns.
The set up and take down of the markets is largely self -supervised by the traders themselves.
We were told that frequently there are issues around access and parked vehicles both at set up
and take down. Occasionally there are disagreements about pitch allocations, by and large these
are resolved by the traders themselves.
The quality of the stalls, the range, quality and type of goods on sale appears to be self -regulated.
There does not appear to be a dedicated marketing resource or communications plan to either
attract new stall-holders or customers to the market.
Totnes Market traders operate on a Day Licence basis. This scheme offers maximum flexibility to
the Market trader who can decide at the last minute not to attend the market if the weather is poor
or for some other reason he does not wish to attend, From the customers’ perspective this does
not provide a consistent market offer and can mean that the market is poorly attended and
presented.
Having said that the market appears to be popular with both traders and customers and lighttouch management appears to work through mutual good will. We feel that with a little more
proactive and consistent management Totnes market could be even more successful and the
relative slow down in performance could be reversed.
Actions
Objective - Establish a proactive, effective and efficient management regime that should include
all parties to enhance the opportunities for Totnes and Totnes Market.
Management structure – there are a number of models recommended in the Best Practise
guidance issued by DCLG (https://www.gov.uk/government/publications/retail-marketsmanagement-modelsAppendix?)
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Totnes needs to review the current management system and introduce a regime that
satisfies the councils, the traders and the public.
We would suggest that a partnership model should be adopted. The key partners being
South Hams District Council, Totnes Town Council, Devon County highways,
representatives from Totnes market traders and we would recommend that Totnes
Chamber of Trade and a representative of the businesses neighbouring the market, should
have a place on this management committee.
This new body should be responsible for employing a dedicated Market Manger responsible
for all aspects of the Market including safety, operations, marketing and development.
We would suggest that this body should review the current policies applicable to the Market
including: quality and standards of presentation (stalls, service and flash); the Day Licence
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system currently in place to consider the options and legalities of offering a quarterly tariff
with discounts to encourage a consistent market presence and offer.
This organisation should also review the opportunities for introducing new/additional
markets (teenage markets, night markets, themed markets, festivals) and complementary
activities in the Market Square and other public spaces in the town, such as music, drama,
cooking demonstrations and special events. These activities will generate additional
income and serve to enliven the Square more often and attract new and repeat visits to the
town centre and the greater area.
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3. MARKETING PR AND PROMOTION
Objective- Maximise the marketing and promotion of the market to increase customer
numbers and spend.
– This should be delivered under the auspices of the new Markets partnership, in order that it is
consistent, clear and unbiased.
Actions
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Develop a Totnes Market Marketing Plan
Develop a Totnes Market brand on which to hang all promotional activity
Develop a digital and social media presence - there should be a dedicated comprehensive
Totnes markets website. The Good Food Sunday site is excellent but only includes those
Sunday events.
There is also a Face book page that is managed by market traders on a voluntary basis. It
is important that social media is used in a consistent and comprehensive way to embrace
all that is happening at the market including one off and special events, newcomers to the
market, opening times and any tie-in with other events in the town etc.
Provide digital training and support for market traders
Signage and way marking is as much a marketing function as it is a regeneration and
enhancement function, these two areas need to go hand in hand to ensure that the Market
and other features of the town are clearly signed around the town.
4. CONSULTATION & COMMUNICATION
Totnes Pannier Market has been and continues to be very much part of the fabric and DNA of the
town. It is important that it communicates with all its partners.
Actions
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Customer and Community – Engage with the community and seek to provide a market that
they want to visit and that they enjoy visiting. Ensure that there are regular customer
surveys conducted, either formally or informally. Knowing your customer is essential to the
successful delivery of any service industry, and market trading is no different. The retail
world is changing rapidly and not knowing what your customer/ community wants and
needs and delivering then it , leads to certain decline.
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Consultation with other businesses in Totnes –The survey conducted by the Town Council,
60% Market traders said that they use local businesses in the town and 50 % of them sell
to local businesses in return. There is clearly a good relationship between Totnes Market
and the local businesses. Of the businesses in the same survey 90% said that having the
market in the town has a positive impact on their businesses, but 60% of those asked,
believed that improvements to the Market would have a positive impact on the town, the
market and their businesses. Any changes to be made to the operation or fabric of the
Market Square should be made in consultation with the businesses in the immediate
vicinity.
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5. ECONOMY & MARKET REGENERATION
Objective – to increase the influence and activities to support the creation of jobs,
innovation, the Totnes brand and offer.
Actions
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Review trading hours to ensure that the trading hours of the market do not adversely affect
the operation of surrounding businesses.
Consider introducing a range of different markets and activities.
Collate a and collect a range of performance indicators – to include footfall, customer flow,
customer type, customer range (postcodes), spend/ trader income, key trading times, etc.
Encourage business- to- business trading.
Encourage new businesses and introduce new initiatives and offers, to encourage new
visitors and traders.
Establish links with education and other youth organisations in Totnes and area, to
encourage a new generation of market customers, traders and entrepreneurs. The
introduction of a youth market would be a positive innovation for Totnes Market.
Establishing a link with these organisations will help to enable this.
Offer and support start -up businesses with training and preferential pitch rates
6. PARTNERSHIP WORKING
Objective- to work in partnership to provide a hub for promoting a healthy lifestyle,
environmentally sound trading practices, and to be a part of the town’s cultural heritage
and a key attraction for tourists and residents.
Actions
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Partnership working – to establish a comprehensive and representative partnership
management model that works effectively to deliver the changes and initiatives requited to
develop and grow the market to be fit for the future and to halt its decline.
Culture and tourism –working with local tourism and heritage organisations the market should
play a major part of the town’s cultural heritage by creating a hub for trade, entertainment,
activity and innovation that can extend to other public spaces in the town.
Work with education providers to offer students opportunities to learn and practice trde and
business.
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Work with the Totnes Transition Town initiative as part of the brand and culture of the market,
Environment –work in partnership with the Councils and other interested parties to provide a
clean and attractive environment for both market traders and customers. Work with Market
traders to reduce waste and encourage recycling.
5. Challenges, threats and risks to the strategy
The strategy is designed to explore new ideas, plans and opportunities as they arise, to enable
economic sustainability to be achieved. By learning from the past, but not living in it, new
initiatives can be developed. The following points in relation to challenges, threats and risks
have to be taken into consideration and should be reviewed on a regular basis as these will
change throughout the life of the strategy
Challenges
Threats
Risks
Changes in the economic
climate.
Major developments e.g.
online shopping, opening of a
large supermarket in the
immediate locality with retail
and food but little connectivity
to the market.
Lack of training, resource
and infrastructure to allow for
the introduction of digital retail
and marketing
Unable to sustain the market
due to lack of budget etc.
Political sensitivities between
the existing parties may
prevent the opportunity to
establish a new structure.
Stagnation or decline of the
market through lack of clear
direction.
Lack of new traders and
retirement of older traders
leading to a lack of variety of
Failure to have a policy in
relation to encouraging and
selecting new traders that will
provide a balance of goods
Digital developments in
relation to business and
business transactions
Introducing a Totnes Market
management structure that
reflects the a partnership with
the traders, customers and
Councils and will support the
market through the process of
development and
improvement
Encouraging new traders to
take stalls at Totnes Market
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Failure to efficiently promote
the and manage the
market.as a modern retail
player.
offer and new ideas coming
forward.
will result in loss of traders
and diminish the size of
market thus the attraction of
Totnes Market
Failure to recognise the
different demographic profile
of the market and changes
that occur in the week.
Failure to attract the local
population to shop and
support the market.
Recruitment of new traders to
the markets industry.
Being unable to attract new
customers due to changes in
ages and society.
Creation of a comprehensive
communications plan that
encompasses all aspects of
communicating with all
stakeholders in the markets
and having the necessary
consultation with them.
Establishing a fee structure
that makes the market
sustainable but does not rise
excessively. To encourage a
longer term commitment from
traders and consistency of
offer for the customer
regardless of the weather
Creating an attractive inviting
market that people would want
to visit regularly.
Creating an entrepreneurial
partnership between the
council and the traders
Being unable to recruit new
traders and attain a good
variety of goods offered for
sale.
Establish loyal customers to
support and promote the
market.
Customers will look to other
markets and retail
opportunities to satisfy their
requirements
Failure to take any action
and thus allow the market to
simply carry on as at present
and continue to decline.
Having total ‘buy in’ from
traders over potential changes
across the market and to
develop t strong and active
partnership.
Mixed messages,
misinformation and
resentment
Failure to engage traders in
any discussions leading to
resentful market traders lack
of cooperation and
commitment to the market
and ithe eventual decline of
the market.
Traders decide to go
elsewhere. Poor trade on wet
days and traders not covering
their costs
Failure to provide consistent
offer for regulars. Failure to
attract tourists who will be
disappointed by the poor
offer in Totnes on ‘non-beach
days’ a very important part
of the local economy.
Stalls unfit to provide suitable
trading conditions.
Excessive charges on
traders.
Insufficient council
investment to create
sustainability and return
Establishing ring fencedfinance and resources for
market initiatives which will
strengthen the market and
increase footfall and spend
Lack of investment in
marketing and promotion will
inevitably lead to the decline
of standards and offer.
Reduction in sales and
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eventual decline of the
market
Establishing finance for
developments, improvements
or alterations.
Disruption to the market
during the process of
refurbishment.
Alternative site may need to
be found
Lack of investment in the
infrastructure and layout of
the market means that the
market can not improve from
its present position.
The opportunities to increase
revenue opportunities from
the market will be limited.
And the market will decline.
6. Conclusions and recommendations
Totnes Market is vibrant and successful and clearly valued by the traders, the customers and
neighbouring businesses. However there are clear challenges that face this market and there is
a threat to its sustainability if it does not face up to these challenges and look to find ways to
improve the public realm in which it operates; strengthens the management under which it is run
and devise and deliver a comprehensive marketing, communications and PR strategy to raise
awareness, increase footfall and spend.
This Plan highlights a programme of activity to address these areas of weakness. Some of the
suggested actions are very fundamental and will take time to resource implement others are more
quickly and easily attainable.
Authors Lucy Ball And Alan Ottey - Destination Marketing
APPENDICES
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APPENDIX A
Market research responses
MARKET SQUARE – YOUR THOUGHTS AND IDEAS
1. How would you like to see the Market Square and the neighbouring area develop in the
medium to longer term?
Covered market; public space; more of an “everyone” place so that youths like it as much as
adults; more different markets; design outside space as “piazza”; paving, seating and shrubs;
redesign Civic Hall – slate roof and improved front to fit in with adjoining buildings; more activity
on non-market days; piazza with chairs and tables when not in use for markets; inviting and
attractive area because at the moment it is ugly eg Civic Hall; much more community use;
morning Tai Chi as in China; boot sales for local charities and groups; markets where kids can
sell stuff they’ve made and learn hands-on economics; more greenery; permanent rainbow
crossing; a more welcoming space; provision for permanent stalls; clear signage; sensitive to
Elizabethan town, moving away from 1960s/70s architecture; no neo-liberal arts stuff like in
public subways; proper paving and nice and clean with flower beds; needs constant tidying up –
looks too tatty and unloved all the time.
2. What range of activities would you like to see taking place on the Market Square?
Any except Morris Men; boot sales for local charities; craft workshop markets – make your own
cushion, learn to knit etc; Great Totnes Bake-Off; Teens Market Day with little plays etc; different
kinds of markets on different days; art and music events; weekly Farmers’ Market; café space in
open air; expansion of Tuesday Tudor Market to all year round; music, theatre and film; some
recreational activities to attract people – playground, mini skateboard area; musicians, dancers
and jugglers; outdoor performance; music, film, theatre; cafes and outside seating; more
markets – vintage, crafts, books; swap meets – seeds/toys/books/skills/veg etc; get more people
out and meeting each other; vintage market once a month; festivals; art installations; graffiti art
wall; car boot sales; seating area with tables; outdoor cinema in summer; outdoor social events
as well as commercial activity; music, street performance, food, arts, readings; markets for local
groups; almost anything apart from drink and drug taking; existing markets plus pop-up outside
activities; summer markets with tables and seating (portable); keep flexibility; Morris men.
3. What do you consider are the key priorities for enhancements to the Market Square in the
future?
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Remove the planters and the tree; remove the circular planters and bollards; remove some
planters and reposition them; resurface and cheer it up; make it individual – fear of the
ubiquitous look of all other market towns; no through traffic; enlarge market potential; increase
flexibility of space; make it a space that can be enjoyed other than just for markets; more
activities; re-design rear car park; make it a no-through road; declutter; painting it and keeping it
clean; care; tidying up iin landscape terms – street furniture etc; better paving; stop parking at
rear; portable seating; room for different markets on most days; activities for 11-19 year olds eg
a monthly market for teenagers to promote economic understanding and creativity; youth event
space; redesign façade of Civic Hall; whatever can be achieved on not much money such as
painting – it looks like a town square in Stalinist East Germany; remodel the façade of the Civic
Hall; the façade of the Civic Hall lets down Totnes – how about putting a mirror on it to reflect the
buildings opposite or an Elizabethan façade; remodel the façade of the Civic Hall;
4. What do you think are the key factors preventing the Market Square from fulfilling its role
as the social and economic hub of the town?
Concrete; Horrible planters; terrible trees; traffic – pedestrianise; traffic flow; it’s not that
appealing to people aged 11-19; markets are aimed at adults; when there is no market the
Square looks bare and dull; unimaginative management by SHDC; lack of opportunity for
creative community input; Town Council to take over running and letting out space – extend
markets etc; energetic management; SHDC should put it back to Town Council management;
lack of care; politics; there is nothing to attract anyone except the market; permission from the
Council; appearance and it’s underused; visitors don’t know it’s there and how to get to it from
the car parks; if you bring in more stalls/traders you don’t have enough space for their vehicles
5. How do you consider that the process of delivering enhancements should be led and
managed?
Just do it; asking everyone their opinions, including youths; in partnership with other public
space projects in town centre; SHDC plus residents; Town Council; DCC and SHDC plus private
funding; initial consultation involving the public then decisions made and carried out; door to
door multiple choice questionnaires- questions could come from public suggestions; full
community consultation (which has already begun); transparency; as you we are doing; local
councillors; by people who care; Town Council or a local group so that the town benefits from
the revenue and the reinvestment.
Comments from 16 replies
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Totnes Market Square
Initial Feasibility Research Report
Market Square Questionnaires
1. Over the autumn of 2015 survey work was completed with:
i. The Market Traders
ii. Businesses bordering the market
2. The aim of the questionnaires was to reveal how important Totnes Market is to both
market traders and local businesses and to start to reveal the likely economic impact of
the Market.
Reponses to the Market Traders Questionnaire
There were 22 responses from a total of 38 stall holders. The response rate was therefore
57%. The responses to the questions were recorded as follows:
Reponses to the Businesses Bordering the Market Questionnaire
There were 29 responses from businesses (shops, cafes etc.) bordering the Market Square.
It is not known how many questionnaires were distributed so the response rate is not known.
The responses recorded from the 29 respondents is as follows:
Commentary on Survey Responses
1. The percentage of stall holders having stalls each week (95%) and the duration of time
over which stall holders have been taking pitches at the market (46% for more than 10
years) indicates that the market is a very stable market. Stall holders appear to come
to the market regularly and have done so over a long period of time. This tends to
indicate the market is of value to them and provides them with a stable and regular
income. It is clear from some of the other responses that repeat and regular trade are
common at Totnes market.
2.
Whilst some stall holders have indicated that there are some signs that there are either
fewer people visiting the market or that the spending per visit is reducing, or indeed
that both are occurring, in the main the overall impression from both surveys is that the
market is economically viable for stall holders.
i. Nearly 90% of local businesses feel that the presence of the market has a positive
impact on their trade
ii. Just under 80% of local business felt that there was an increase in income to their
businesses as a result of the market.
iii. Just under 50% of stall holders have been trading at Totnes Market for more than 10
years
iv. Just under 30% of stall holders reported that Totnes Market was vital to them
Overall the impression that market days are generally busier than non market days and
that people from outside of Totnes come to Totnes for the market, and therefore use
shops, cafes and bars in the town is clear. In short the market appears to be a key
ingredient in the economic health of Totnes.
In considering the wider economic benefit of the market the following are noted:
i. 42% of those working at the market live locally
ii. 60% of stall holders use local businesses
iii. 50% of stall holders report selling to local businesses
iv. Around 10% of local businesses sell to the market and 43% buy from the market.The above
indicates that there is a wider economic benefit to Totnes through the market
with local employment and trading between stall holders and local business all helping
to ensure that a percentage of the economic benefit is recirculated at least once locally.
4. However, the changes reported in the market over recent years cannot be ignored;
fewer people and reducing spend, although only experienced by a few stall holders may
be early signs that the use of the market is changing as a result of the challenging
economic climate. Couple this with the fact that 60% of businesses surrounding the
3.
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market reported that the impact of the market on their business had not changed over
recent years tends to support the argument that the economic ceiling of the market
under the current circumstances has been reached.
5.
In considering opportunities for further development of either the market or the market
square, the questionnaire was designed to ascertain how stall holders and local
businesses felt that the market could have a better impact on their businesses, and how
the market square could be improved so as to help their businesses.
i. In considering how the market could have a better effect on businesses the following
were noted:
Responses from stall holders
•
13% felt the market square could be improved
• 27% felt the management of the market could be improved
• 27% felt that more/better advertising of the market would help
Responses from businesses bordering the market
• 24% suggested opening longer and/or on other days
•
12% reported the need to improve parking
• 8% felt that a greater variety of stalls was needed
It is noted that none of the businesses surrounding the market square suggested that
improving the market square would improve the viability of the market and therefore
have a positive impact on their business. However, many did recognise the
opportunity for improvements to the market square as a way of increasing use
outside of market days, as a way of increasing the footfall past their businesses, as
noted below.
ii.
In considering how the market square could be improved to help their businesses,
the following are noted:
Responses from stall holders
• 68% felt that improvements to the public realm would be beneficial.
•
14% felt that better management of the space was needed
Responses from businesses bordering the market
• 89% felt that better design was required
It is noted that surrounding businesses felt that improvements to the market square
would be beneficial to their businesses, more so than the stall holders. The main
reason appears to be that the businesses bordering the market square feel that it
could be better used both for additional markets but also at times when there is no
market.
6. In considering the responses from those who felt the market square could be improved
there were a range of responses relating to the improvement in the public realm. These
include re-locating the bollards, better placed rubbish bins, repairing the paving,
replacing the surface, levelling it, providing some form of weather protection etc.
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General Conclusion and Next Steps
1. The general conclusions that can be drawn from the survey work is that:
i. The market creates a vibrancy to Totnes and a reason for visiting the town, and
ii. It provides an economic benefit to Totnes.
2.
However, it is also noted that if the current market on two days per week has reached
its economic ceiling then there may be a need to consider what other opportunities are
there for developing further street market offers in Totnes.
3.
Whilst the market may have potential to develop, it is clear that the Market Square
offers the most significant potential to be developed. This would support the market
and use of the market square to add further vibrancy and in so doing create further
opportunities to provide an economic benefit. This coupled with the view that there
could be better management of the market and the market square, it is evident that
there is an opportunity to explore how to improve the viability of the market square
and therefore the market.
4.
Given the above there appear to be two main actions to take forward:
There is a need to establish a proposal for the refurbishment of the market square.
This would logically sit within the remit of the Totnes Neighbourhood Plan group with
the proposal being developed as a project within the Plan.
i.
ii.
There is a need for a strategy for street markets. Such a strategy should seek to
establish a framework for delivering a successful network of markets around the
Town and at different times of the year.
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APPENDIX B
FIRST IMPRESSION REPORT For TOTNES MARKET
For Totnes Town Team
Friday 10th June 2016
We visited Totnes Market on Friday 10th June 2016. The weather was dull and raining but not
cold. We arrived at the market about 8.30am and left about 1.00pm.
On arrival we watched the set up of the market, there were fewer stalls than usual as the
weather had deterred some traders from setting up that day. The stalls were finally set up by
09.30.
We walked the length of the Fore St between 09.35 -10.15, it gave the impression of being a
‘comfortable’ town and there appeared to be few void properties. The shops, in general, are
relatively small and independent retail dominates giving the impression of being a town offering
an ‘unique shopping’ experience.
The main street is very attractive it has maintained its historic appearance and retained many of
its historic features. The market is situated towards the top of this main street and is contained
within a small square (marked with bollards), underneath a civic building and on a small car park
at the rear. The produce market stalls occupy the square adjacent to the main street, the area
under the Civic offices and the car park to the rear hosts a collectables market.
The report covers the following:

Positive Impressions

Poor Impressions

Opportunities and Challenges

Traders’ comments

Suggestions and possible solutions
_________________________

Potential uses/ opportunities of entertainment/ market spaces in Totnes
This report is presented as a bulleted list, if further explanation required, this can be provided.
There is no financial analysis in this snapshot as SHDC can not supply that specific information
for Totnes Market at present, but hope to be able to do so later in the year. It is unclear at this
stage whether that information will provide an historic breakdown for this market or if all the
historic information is a collective of all the markets within SHDC’s control.
The purpose of this report is to highlight the particular strengths and weaknesses in an industry
that is rapidly changing. Unless markets react to the needs of the changing customer they will in
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time disappear. Change is happening rapidly and the industry has to respond accordingly, there
are opportunities to ensure the sustainability of markets in the future. Although the changes that
are happening tend to occur first in major cities, there are plenty of examples around the country
where smaller towns and markets are also going through this change. There are also plenty of
places and towns that have neglected to change or invest, and their markets are in decline.
Many older market traders will tell you that ‘the market was twice the size it is now and they had
lots more customers.’
The customer has changed due to changes in their economic position, the internet and on-line
retail, time pressure and demands for better quality service and product. The recent recession
and to some extent the slow recovery from it (and the uncertainty of the economy and a possible
slip back into recession), have changed attitudes.
The increase in the number of Discount and £ shops means that the market has to offer the new
customer with more than just a bargain, they can get that 7 days a week on the High Street. New
market customers want an experience and an offer that cannot be found by walking into a shop.
A market needs the following ‘critical success factors’ to ensure its success and sustainability for
the future.
These are:

Providing a ‘Sense of Place’ and experience.

Critical Mass- enough customers with access to the market and enough stallholders to
make it attractive

Good Management

Accessibility and Permeability

Marketing and PR

Safety and Security

Integration with surrounding retail offer and community

Partnership Working
Totnes Market Positive Impressions

Good position – central to the town adjacent to large car park

Visitor attraction – the market and Totnes are key attractions in the South Hams

Reasonable size

Reasonable mix of different stalls –produce and miscellany

Good meat, fish and artisan breads stalls

Some variety in hot food to take away

Reasonable footfall for size of town

Residents as well as visitors amongst the customers
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
Fish appeared very popular – queue all morning

Good relationships between stallholders
Poor impressions

Lack of signage and branding both from the town and the car parks, what signing there is
was poor quality and badly sited.

Mixture of stalls types, some looked untidy, some stall covers looked grubby.

Layout not conducive to obtaining a good all round flow of pedestrian traffic. Bottle necks
and some stalls obscured by their neighbours.

Some stalls appeared to have over -spilled from their designated pitch

Most stalls could be better displayed if the site was more organised

Appreciate it was raining but still looked a little drab, lacking colour

Mainly older customers using market, lack of younger generation, they need to be
encouraged as they are the customers of tomorrow

No apparent supervision on site. Traders seemed to sort out their own pitches and access
and exit from the site etc.

Appears to be very little dedicated promotional material only a Facebook page run by the
traders themselves. (This should perhaps be organised and maintained by the Market
management to ensure consistency and lack of bias)

Lack of seating for hot/ take away food stalls. Fixed seating in the square but
inaccessible as it was covered by stalls

Underneath the civic building is depressingly dark and dreary. As this is a major
thoroughfare/gateway to the town from the Nursery car park it needs refurbishment and
renewal to include better lighting and some colour and perhaps some branding and an
information board so that visitors to the town on non -market days could find out more
about the market, the town and events in the town .

Entrances and stairs to civic building look in need of attention, They intrude into the space
and do not add any aesthetic value to it.

There are no water or electrical supplies for the traders.

Traders with gas need gas safety certificates. No allergen signs etc

The signs around building for the market are old fashioned and tatty. The ‘Flea Market
‘sign should be re branded/ designed to be a ‘Collectables Market. The younger
generation do not know what a flea market is and it is rarely used now elsewhere in the
country
Opportunities and Challenges
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
To adapt to customer changes and changes in economy

Make the market attractive to the younger generation as customers

Encourage young entrepreneurs to take stalls -start up stalls, Teenage Markets,
mentoring programmes

Digital developments in relation to business and business transactions

Changes in legislation or regulatory control

Recruitment of new traders

Continuing to establish a loyal customer base.

Financial investment for improvements or alterations

Electrical and water supplies.

Introduce seating and rest areas where customers can enjoy the food they buy.

Proactive and flexible response to change

Stalls being fit for modern markets and suitable for trading

Establish suitable management vehicle and improve liaison with traders to ensure the
market runs efficiently

Failure to respond to the changing markets’ requirement will eventually result in a
declining market.
Traders’ Comments
We spoke to at least 6 traders: food and non-food, and long term as well as market new comers. Bearing in mind that it was wet and there were fewer stallholders than usual this was a
fair representation of those present on June 10th 2016.
The traders’ responses were very similar to the national sentiment of market traders. Those who
had been in the trade for over 10 years were more reluctant to see change than the newer
traders. The newer traders had business plans, aspiration and a willingness to change or try new
things.
The main issues the traders had were:

Lack of market management (a ‘Toby’)– this was a common complaint from all that we
spoke to.

Set up and pitches sorted by traders can lead to problems and disputes

No ‘policing’ of market- no one to ensure that stallholders stick to their pitch areas.

Little central marketing or promotion as they do Facebook themselves

Signage around town is very poor and the signs on the High street are a very recent
addition.
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
Bollards cause problems when loading/unloading. Vehicles currently cause problem in the
street

Rents reasonable, but no incentive to become a regular trader One day licences means
that traders have no real incentive to trade on wet days, this was evident on the day we
visited.

Investment in the market is very scant.

Lighting/ decoration under the civic building. This is a drab and depressing trading area.

Differences in perception between the ‘Flea/ Collectables Market’ (back of the market)
and the Produce Market ( front of the market) .

Lack of power supplies
The younger traders were keen to promote their business and used social media.
Suggestions and possible solutions

Review of management and operating systems

Liaison meetings with traders

Review current layout – look for one that gives a more open market and allows all stalls to
be seen easily seen. Allow seating to be used so it increases the time customers spend at
the market and gives them an opportunity to enjoy their purchases

Ensure the market works closely with the rest of town, (in particular the local schools and
colleges), and is involved it in its future development and activities

Introduce a communication and promotional strategy

Tidy up the whole area and make it look smarter and brighter

Consider investment into smartening the whole area and stalls

Have a vision for the future; remembering nothing stands still and trading conditions are
changing.

Totnes is a Transition Town so build on this as a concept in the Market through promotion
and emphasis on the local connection

Ensure quality trader service

Introduce music and seating to the market.

Encourage young traders to set up stalls in the market.

Look at business assistance where help can be given to new traders in building a
business etc., liaison with local college etc. re youth markets or offering trading space and
experience.
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
Introduce different markets – night markets, street food markets, Teenage markets .
artisans markets, arts and crafts etc.

Consider some small scale entertainment to create atmosphere
Conclusion
Totnes Market appears to be reasonably well supported. On our visit we calculate that there
could be an average of as many as 200 customers at the market at any one time. It appears to
have a reasonable trader base and they seem to be doing a reasonable level of business. The
major concern is the lack of management and the appearance of the market combined with a
mixture of stalls and the poor layout that does not allow a good flow or navigation of people
around the market.
There are rapid changes in the economy effecting markets nationally and they now have to be
flexible enough to respond to change quickly or they will experience a downturn in performance.
This report is for information and is drawn from a 1day snapshot visit as customers and
observers and compares the market with the national scene.
The market currently appears to be holding its own but, many of the traders’ state it has seen a
downturn in its performance. To remain the same is not an option if the market wants to be a
main attraction to the town in addition to the uniqueness of the retail shops it will need to change
through increased investment and better management and promotion.
___________________________________________________________________
Potential uses/ opportunities of entertainment/ market spaces in Totnes
Rutherfold
Area under refurbishment and renewal, power supplies provided
Ideal space for a seasonal (summer and Christmas), monthly, night markets with entertainment
and street food stalls. If the parking spaces are suspended for these events at least 16 stalls
could be fitted on to this space.
Vintage car/ bike displays and arts markets could also be held on this area as part of a bigger
town wide festival or event.
‘Library Square’
A large safe area adjacent to the library and behind the Methodist Church – no power or water
available.
An ideal space for children’s activities. It is safe, sheltered and enclosed, it is close to the Library
and all the facilities that could offer, including children’s games, activities, reading bees, music,
and children’s food /literature festival.
‘Artist Square’
Recently refurbished by the Town Team - lovely back drop of charming courtyard of buildings ,
raised beds and seating area. No power supply.
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Possible activities – Artists open air studio and markets. Exhibitions, demonstrations. Perhaps
as part of a town wide festival or event.
Guildhall and Churchyard area
Ancient part of Totnes adjacent to the parish church. Safe and sheltered area, away from the
High Street. Power available ?
Possible activities. Medieval / Victorian Christmas market in conjunction with church activities,
(Christingle Carol Services. Harvest Festivals, Easter etc)
Summer plants / flower festival in conjunction with the churchyard, lovely area to showcase
flowers and plants.
Exhibition of Totnes’ history as a permanent display under the canopy.
This area is tucked away from the town so any activity here will need to be well promoted.
A general comment is that the town centre attractions and key locations are very poorly signed.
The finger posts are inadequate and need maintenance and to be repositioned. This should be
part of an overall signage strategy for Totnes town centre to improve access for both pedestrians
and vehicles.
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