The Retail Scan

The following presents a brief summary of Malcolm X Blvd. (MXB) in Brooklyn, NY.

 

First, a summary attempts to put the main facts and key issues on the table for review and discussion about next steps or actions.  This content of the “MXB Executive Summary” is then repeated in greater depth in sections entitled, “MXB Actions”, “MXB Facts” and “MXB Workbook “  Finally, regardless of the number of people involved in providing content for a review of this kind, it is never enough.  With this in mind, the contents of this document offer a picture of MXB that covers about six months – July 2011 through January 2012.  Looking closely at the issues affecting the quality and development of small business on MXB puts all other issues in the community into a shaper focus.

The Street

Malcolm X Boulevard (MXB) is a mile long two-way street covering the short end (200 ft.) of forty city blocks surrounded by parking lanes, neck-downed sidewalks, and local stop bus lanes.  Other than two public schools, the land along MXB is privately owned    MXB presents a variety of enticing large lot development sites that will inevitably reshape its future as one of New York City’s unique community treasures.

The mix of non-retail and institutional service uses include several community churches,  and a variety of housing types from row housing to several “in-fill” projects and classic pre-WWII apartment buildings.  More than half of MXB’s buildings predate 1949, but since then combinations of development since then have produced a hodgepodge of architectural styles.  Residential conversions, new housing, and converted commercial spaces now occupy just 67 of the 207 locations (8/2011) on MXB.  What remains is approaching a 45% vacancy rate.  For these reasons and with rare exception, MXB lacks retail density.  The challenge is clear – turn this presumed negative into a positive.

In several places the street tree canopy is breathtaking for its survival and beauty.  In part, the canopy’s value reflects new institutions such as the Magnolia Tree Earth Center of Bedford Stuyvesant.  Initiatives by residents to protect its architecture such as the Stuyvesant Heights Historic District, and several other community organizations that continue to form the bedrock of Bedford-Stuyvesant’s revival.  Within this framework the roles and responsibilities of the MXB business community as a contributor to this process remains on the table.

This report includes the “MXB Workbook” as means to support detailed images of the street from Broadway to Fulton on a block-by-block basis, for a lot-to-lot analysis.  It begins with what was there in the summer of 2011.  It is a record developed to find and compare development opportunities, and then acquire the confidence to take other action. (link to Workbook .pdf online).

The report includes “MXB Actions” a set of recommendations on immediate steps on behalf of the business community (MXMA) and the goals of BSDC.  The first rule of research reports and planning documents such as this is implementation.  Something learned can be demonstrated.  To this end, our recommendations focus on one geographic area of the MXB and several sites within it to research, watch, and encourage investments over a three to five-year period.  Other locations outside of this area will also be addressed in a similar fashion with an eye on possible spin-offs and project replication.

The People

The community that surrounds MXB is largely African-American, but beginning in the 1990s the community began to experience growing diversity.  For general analysis, the number of residents that might shop MXB from the immediate neighborhood is set at about 40,000 using 14 census tracts that neatly encircle it.  More visitors might make a trip as customers if the families and businesses that make up the resident population are inclined to invite friends and encourage guests to attractions.  Thus the question, what are the attractions?

As this work progresses a review of changes from 2000 and 2010 data (as it becomes available) will show detailed comparisons via the MXB (website).  For example, in 2000 about 80% of the population identified themselves as African-American.   The number of households headed by women with children is larger than the city overall, but not dramatically so, and with a little more digging a significant number would be defined grandmothers.   A more detailed summary of the market area begins (link).

Note the high density of the area and greater share of children as a percentage of the population.

This information above is from the 2007 U.S. Census of Retail Trade.  MXB fits neatly into two zip code areas 11221 and 11233.  There are 206 retail trade businesses here (see above) of which 67 are located on MXB in the distribution illustrated on the chart above.  Since the onset of the national recession, retail spending in local businesses has declined from 2008 to the present.  The survivors MXB are in three major retail camps 1) Food and Beverage stores (grocery/convenience markets, wine/liquor 2) personal services (largely salon & barber shops), and 3) restaurants (Pizza+ something and Chinese).

A fourth sector involves hints of “art and design professionals” that have become a part of MXB.  These ingredients present a mix of business survivors that could offer a path toward establishing MXB’s reputation as place with attractions.

Overall “MXB Facts” makes four observations that hint at the potential of the district to prove innovation.  The first is the bedrock of every convenience service district – how it offers packaged and prepared foods, its quality, its effect on the health of the community and its overall affordability among competitors.  The third recognizes the “urban design” in creating a series of distinct places within the corridor framework.  Each reflects itself, but equally important – they reflect the surrounding neighborhoods to the east and west.  The fourth opportunity sees MXB exactly as it is – it reflects community history, some storefronts do not seem to have changed since the 1950s, the vacant lots in the residential portions of the street are now gardens.  All of these are assets, representing the hard work and vision of people who live on MXB.  It is to this spirit that a report like this must respect and support with a sense of absolute priority.

• The challenge the grocery business is to compete by seeking greater diversity and differentiation in their business.  Every store is the same as the next.  A plan for growth beyond standing demand, by one business or another is inevitable.  One may offer a fresh in season supply of fruits and vegetables.   Perhaps another will offer baked goods that still smell of their ovens.
• Among the large supply of restaurants, save one (perhaps two) not one offers a menu that isn’t built on “take-out”.  Bringing the Halal restaurant tradition forward is a powerful celebration of a context waiting to happen.   Again, producing growth beyond standing demand requires differentiation, something unique and creative.
• Leadership about “what is happening” will be found in the salons and barber shops along MXB.  Confidence must begin here on the best steps to a brighter, more pleasant shopping experience on MXB.
• Embedded in the MXB experience is the world of art, design and fashion.  The hint of creative talent seems to await the community’s heart – gardens, murals, galleries, including interior design.  Art builds on the idea of “solidarity” in the face of adversity.   This too, is the core legacy of Malcolm X.   Building on this cultural inheritance as a retail marketing idea, is more than correct, it is good for business.[i]
• Finally, MXB is a socially complicated street with several sections of its market area experiencing an increase in concentrations of households in serious financial distress. Given these conditions, a strategy attempting to deal with the entire street would be an investment in time and resource that is unimaginable at this time.  Nevertheless, a successful intervention in small business stability and development remains possible and though it, lessons useful for the entire corridor will be revealed.  To this end consider added logistical support for a 15 block area analysis group to get things going and to prove results.