Post on 22-Apr-2017
Rediscovering McAllenA Marketing Plan for New Retail Potential
University of Texas – Pan AmericanMARK 6370 November 27, 2012
Selina Jimenez
Joseph Macias
Nese Nasif
Rene Salinas
Nancy Sanchez
Francisco Vizcarra
Rediscovering McAllenA Marketing Plan for New Retail Potential
I. Introduction
II. Survey #1
a. Survey resultsb. Qualitative Methodology – finding themes in people’s mindsc. Motivation – Identity – McAllen’s Brand
III. Survey #2
a. Tables and charts
IV. SWOT Analysis
V. Examples of Shopping Centers
a. Crocker Parkb. Bridgport Villagec. Victoria Gardensd. The Grovee. Pinnacle Hills Promenade
VI. McAllen’s Potential Shopping Center
a. Convention Centerb. Experienced Storesc. Matrix of ideas of stores and target markets
VII. Developers and Mall Owners
a. Carruso Affiliatedb. Trademark Propertiesc. Winegarden Regency Centersd. Simone. Genworth Propertiesf. Macerich
VIII. Conclusion
IX. Contact information
The city of McAllen, Texas was officially established in 1911. It has transformed over
the years into what is recognized as the core of the Rio Grande Valley. It is home to a population
of 140,000 individuals, with an average daytime population of 167,000 people.1 The area offers a
diverse cultural setting as it continues to function as a unifying point between Mexico and the
United States, servicing nine international bridges. Four million frequent shoppers located within
a two hour driving radius generate annual retail sales of $5 billion dollars.1 International
shoppers account for 37 percent of these reported retail sales.1
I. Introduction: Challenges
As the statistics above reveal, the city of McAllen is a lucrative community. However,
there are indicators that entertainment in the city and quality of life are currently stagnant or
maybe even on the decline. In the past, the city succeeded in generating the revenue needed to
meet operational demands. Yet, in the last four years, the city has noticed a decline in sales tax
revenue. One of the city’s primary objectives is to create a strategic plan which will incorporate
ideas that contribute to long term streams of tax revenue. In order for the city of McAllen to
come up with a successful strategic plan they must know; who their target market is, what their
wants and needs are, and finally devise a creative way to fulfill them.
II. Results of Survey #1
Surveys with Rio Grande Valley citizens confirm that McAllen would benefit from
certain improvements. Sixty-one surveys were collected from residents within and surrounding
the McAllen area, and they revealed certain areas of concern. Respondents were presented with
the following qualitative questions, along with a request for some background and demographic
information.
1. How long have you lived in the Rio Grande Valley?
2. Do you live in the McAllen area? If yes, why? If no, why not?
3. What comes to mind when you think of McAllen?
4. What is the worst thing about McAllen?
5. What is the best thing about McAllen??
A total of 14 percent of the respondents reside in the McAllen, and 86 percent
of the respondents lived in the Rio Grande Valley but outside of McAllen. The age of
respondents averaged 35 years with a median of 33 years. The median income was
approximately $60,000. Respondents have lived in the Rio Grande Valley an
average of 25 years with a median of 23 years. The following table presents the top
themes that were continuously noted by respondents.
Why do you live in McAllen?
Why do you not live in McAllen?
First thoughts about McAllen?
Worst thing about McAllen?
Best thing about McAllen?
Accessibility Congestion/Crowds Shopping Traffic Shopping
Family Taxes Mall
Lack of entertainment (“fun” places) Restaurants
Neighborhood Prefer more rural communities Restaurants Poor service Parks
??
Proximity to UTPA Proximity to UTPA Traffic Expensive housing Neighborhoods
Low Crime Nightlife Crime Landscaping
Border cityCongestion/Crowds Airport
It is interesting to note that many of the survey results proved incongruous. “Close to
UTPA” was a common response as to why people would like to live in the city of McAllen and
as to why people did not want to live in McAllen. “Border violence” was a common response
when asked about the worst thing about McAllen, while “proximity to border” was considered
one of the best things about McAllen. Similarly, “crime” was considered one of the worst things
about McAllen, although “low crime” was considered one of the best things about McAllen.
Though some of the responses seem paradoxical, recurring themes appeared within the replies of
individuals. Those themes include shopping, retail, and entertainment. Although the city of
McAllen possesses these features, efforts from neighboring areas have arisen in the past few
years. The enhancement of the images of cities like Mercedes (Outlet Malls), Harlingen (Bass
Pro Shop), and Pharr (Costco) have dramatically affected McAllen’s retail image. In the past,
residents in neighboring areas, including Mexico, traveled to McAllen for shopping purposes. In
recent years, individuals have been afforded the opportunity to decide on other venues.
With various shopping opportunities available to consumers, including competition from
surrounding cities and various online shopping sites, the city of McAllen must decide how to
increase revenue. However, because shoppers are cognizant of the general economic decline in
the macro-environment, their considerations of expenditures are extremely evident. Consumers
are particularly cautious when deciding where to purchase merchandise.
With these issues taken into consideration, the city of McAllen must determine the
direction of its image: retail, entertainment, or quality of life. McAllen may decide to accentuate
the role of retail, which has dramatically changed within the past few years. McAllen should ask:
Is this change permanent? Obstacles such as erosion of physical businesses through the use of
online shopping, lower property prices in surrounding cities, scarcity of land to expand
commercially, and unsuccessful prior business ventures impair the revenue of the city of
McAllen. What can be done to improve these setbacks? Conversely, McAllen may decide to
emphasize entertainment. Can McAllen raise revenue through visitor attractions? This decision
encompasses riskier projects than retail. There may be higher costs for potentially lower usage.
Entertainment may also compete with the new convention center, and may affect the city’s
image positively or negatively. The final alternative establishes a focus on the quality of life. Can
McAllen generate increased demand for residency? It is commonly understood that “retail
follows rooftops.” If McAllen designates infrastructure for quality of life elements such as parks,
hospitals, public transportation, etcetera, the city must ask whether more individuals will be
interested in settling in this area. Nonetheless, McAllen must take into account the expanse of
land available for increased development.
These three alternatives are significant in McAllen’s final decision process toward
branding the city. The initial phase consists of determining the image of McAllen in the minds of
Rio Grande Valley residents. Understanding this answer will determine the strategy McAllen
should consider. This answer may exploit the positive elements of this image, and
correspondingly transform the negative elements.
Efforts toward understanding consumer preferences rest on the results of the preliminary
survey. As noted previously, the survey results derived common themes of McAllen’s image
from McAllen residents and surrounding cities’ residents. The open ended questions probed on
the survey generated many similar responses.
The top positive responses included shopping, restaurants, parks, nice neighborhoods,
landscaping, and the airport. The top negative responses included traffic, congestion, lack of
“fun” places, poor service, expensive housing, and crime. McAllen may consider reevaluating
the elements of McAllen’s current image through the use of these results. Enhancement of
McAllen’s positive features will help create a brand which no other city in the Rio Grande
Valley possesses. We needed more information on the types of businesses the community would
like to visit.
III. Results of Survey #2
A second survey was conducted to understand the types of shopping experiences
consumers expect to encounter while visiting the city of McAllen. A total of 70 surveys were
received and the following charts describe the variety of the responses. Overall, the survey
responses indicate that there are a significant proportion of people who do not enjoy spending
time in McAllen nor do they have businesses that they enjoy visiting in the city.
The survey also included questions regarding certain restaurants and retailers that are
popular nationally. The following charts provide the survey results.
Based on the pie charts above, the survey respondents felt strongly that they would bring
business to a Cheesecake Factory in the McAllen area, followed by Dave & Busters, Trader
Joe’s and then a Hard Rock Café.
The survey also included questions regarding the entertainment venues currently in the city of
McAllen. The charts below provide the survey results.
Based on these survey results, the respondents agree that the city of McAllen could use more
entertainment options for adults, teenagers and children. These seem to rate the highest in the
survey. We recommend that the next shopping center in the city of McAllen include an outdoor
facility that can be used to entertain the citizens of the Rio Grande Valley. The types of outdoor
activities could include for example, musicians, singers, local bands, local school districts that
reserve space to conduct recitals of school performances. The activities can be diversified and
aligned with the seasons of the year. Section V presents examples of current shopping centers
that are aligned with the authors’ recommendation, including pictures that provide an idea of
how this outdoor entertainment space could look.
The survey included questions regarding the shopping experience in the city of McAllen.
The charts below provide the survey results.
Based on these survey results, the respondents agree that McAllen should explore the potential
resulting from a new plaza that would include retail stores, entertainment options and an open
area for live entertainment by local artists like the ones that will be described in Section V.
The final question of the survey asked for other types of stores and entertainment
options to explore for the city of McAllen. The following business names were
suggested by the survey respondents.
Examples of Businesses Recommended by Survey RespondentsFogo de Chao Panera Bread AvedaCheesecake Factory Le Madeleine Dave & Buster’sTopshop The Melting Pot JCrewC2 Alamo Drafthouse
CinemaPandora
Crabtree & Evelyn Teavana Aladdin’s EateryEspresso Royale World Market American Girl PlaceBrookstone Urban Outfitters Trader Joe’s
IV. SWOT Analysis
SWOT Analysis for the City of McAllenAssessing a new Image for the city.
STRENGTHS· The city of McAllen Texas has a competent human resources workforce that differentiates from the towns
around us. · The city has an excellent international geographical location that facilitates important trading between
Mexico, USA and Canada.· The city has an excellent team in the Planning and Zoning department that is highly qualified and ready
to provide customer service to new developers· In addition, the city portrays a good quality of life, strong school system, and excellent weather. · Thriving Community· Excellent quality of life venues· Vibrant retail industry· Local and International appeal· Over 4 million frequent shoppers located within two hour driving distance· Home to two international bridges and several others in neighboring cities· Business is drawn from international and multicultural customer base· McAllen is one of the highest retail sales per household in the state of Texas· Young and educated workforce available right here· Named and certified as a Scenic City in 2011 by Scenic Texas· Certified as a Playful City by KaBoom Organization· Lots of green space for visitors and citizens to enjoy· Two airports available for in and out travel· McAllen is one of the strongest economies in the U.S. per Business Week· First U.S. city to emerge from recession to recovery per Moodys Economy.com· Population in McAllen grew by more than 22% in a 10 yr period (2000-2010)· McAllen was ranked the best housing market in the nation. (The Wall Street Journal)
From our qualitative research we gathered information from the community and we conclude that we have an opportunity to bring innovation, excellent shopping experience and quality entertainment to the city all in one place.
SWOT Analysis for the City of McAllenAssessing a new Image for the city.
WEAKNESSES – OPPORTUNITIES-THREATS
WEAKNESSES
· Develop or upgrade our traffic system.· Develop the existing parks· Limited recreation locations for young adults· Lack entertainment facilities· Border Violence is prevalent· Lack “fun” places for families to enjoy· Congestion· Lack places for nightlife besides bars · Failed to prepare for the drop in sales tax revenues· Lack a “brand” or “image” for the city · A large percentage of individual family incomes are below poverty level· Need more skilled employmentFrom our qualitative research, we gathered information from the community and we conclude that we can overcome all of these weaknesses with proper long-term planning and the implementation of the plan.
OPPORTUNITIES
McAllen’s future plans to develop new construction sites, including our new conventional center, will bring new opportunities to attract more community and international visitors to spend and bring capital to our community. These are opportunities that our city officials and marketers should consider and take advantage to improve a stronger economic stability for the market demand that will be created.
· A new shopping plaza that includes shopping, dining, entertainment and activities that are available to its citizens and visitors from dusk to dawn.
· Our geographical location in our city is an important asset to bring a new name for our city.
· Having a university and its’ students at their disposal in order to come up with ideas on how to make the city better
V. Examples of Shopping Centers
The recommendation proposed to the city of McAllen is a derivative of the retail image.
This is an enhancement of the already positive elements of McAllen’s current image. This
proposal will require relatively less “incentives” to implement. McAllen should develop an
outdoors shopping center that includes mid- to high-end retailers and restaurants, with a focus on
“having experiences” and “fun,” while shopping and dining out in groups. The center should
include gathering areas for “hanging out” as well as small stages for local performances 2. Other
cities have fostered these types of developments with positive results from cities that host them.
Examples include: “Crocker Park” (Westlake, OH); “Bridgeport Village” (Tigard, OR);
“Pinnacle Hills Promenade” (Rogers, AK); “Victoria Gardens” (Rancho Cucamonga, CA);
“Bayside Marketplace” (Miami, FL); “The Grove” (Los Angeles, CA); and “Aspen Grove”
(Littleton, CO).
THREATS
· If the city of McAllen officials do nothing to plan for its future.· The opportunity costs keep increasing if the city continues to plan rather than implement
new strategies· The annual decrease in sales tax revenue is not remedied.· Continued expansion and development by neighboring cities ie. Edinburg, Mission, Pharr
and all the cities along the US Hiway 83 from San Juan to Mercedes.· The geographic jurisdiction for the city of McAllen is limited· Making the wrong choices for the future sustainability of the city· Undecisiveness· Lack of a common vision for the city
We conclude that not addressing these obvious threats for the city of McAllen may impact the future of the city in a negative way.
“Crocker Park” (Westlake, OH)
“Bridgeport Village” (Tigard, OR)
“Victoria Gardens” (Rancho Cucamonga, CA)
“The Grove” (Los Angeles, CA)
“The Grove” (Los Angeles, CA)
“Pinnacle Hills Promenade” (Rogers, AK)
VI. McAllen’s Potential Shopping Center
Although it may be argued that retail is prominent in the area, the city does not contain an
actual locale that is designed to create a meaningful shopping experience for consumers.
Shoppers are looking for energy, life, sophistication, and a modern appeal. An upscale shopping
model is the resolution. Another important factor is ethnicity. Because 85 percent of McAllen’s
population is Hispanic, cultural sensitivity is extremely significant.1 The Hispanic culture focuses
strongly on family-oriented activities. McAllen could benefit from adding more family
associated locales. Class must highlight togetherness. With 77 percent of McAllen families
having children younger than age 17, and 31,000 individuals living in McAllen determined to be
between the ages of 25-44 (the largest ranges of age distribution),1 adding more entertainment
locales for various age groups will prove to be beneficial. Entertainment accentuates the desired
shopping experience.
Currently, McAllen’s top shopping areas are “La Plaza Mall” and “Palm’s Crossing.”
These areas are centers for shopping and dining, but could these areas be considered centers for
experience shopping? “Palms Crossing” has retailers as well as restaurants in one locale. The
difference is that “Palms Crossing” does not encompass the experience and enjoyable aura that is
envisioned. The lack of restaurants and considerable amount of space between shops diminishes
the shopping experience and reduces the “fun” atmosphere. Although shops are located in one
center they are spaced out to a point where people find it inconvenient to walk from one location
to another. For example, walking from Best Buy to Hobby Lobby and then further to the
Guitar Center reduces the experience. Additionally, roads amid the clusters of shops disrupt
the walk from one shop to another. The road spacing between the clusters make it appear as if
each cluster is its own shopping center and less like one entity. In addition to the inconvenience
of long distance walking, the quantity of shops does not accommodate the vast amount of
parking available. The amount of parking exceeds the amount of shops. One suggestion includes
replacing a considerable portion of the parking area with shops and restaurants adjacent to one
another. This solution permits additional shopping areas and eateries. McAllen seems to have the
right idea with retail, but the execution of the idea leaves something to be desired. McAllen
should consider transforming shopping into an enjoyable and convenient experience for the
consumer. In the past dispersing shops and restaurants throughout the city without emphasizing
the shopping experience and atmosphere may have succeeded. However, as competition arises,
McAllen must amplify its retail statement. Thus, the decision to construct a sophisticated,
family-oriented shopping plaza with various entertainment options is the resolution to McAllen’s
image improvement plan. Once McAllen opts for the retail direction, the second phase includes
selecting the retailers.
The “National Citizen Survey” on McAllen’s website shows that the highest income
earners were most likely to be dissatisfied with business and social opportunities in McAllen.6
The higher a consumer’s income is, the more disposable income they will have. The city of
McAllen must seize this opportunity and meet the demands of the higher income earners in the
Rio Grande Valley. If the city of McAllen is successful in seizing the opportunity, they will be
creating the before mentioned win-win scenario; the people will get what they want, and the city
of McAllen will get what it wants.
The three target groups include young adults, higher-income families, and higher income
adults. The second survey indicated that teenagers and college students (young adults) feel that
there is a lack of options for gathering in groups. Teenagers and young adults have become bored
with having the same entertainment options for years now. The new “Palm Place” will satisfy
their different needs for entertainment in one convenient location. “Dinner and a movie” or
“bowling then late night dinner” are common expressions for teenagers and young adults, and
rather than have the hassle of having to spend gas to go these different places, they will be able
to satisfy both their dining and entertainment needs in one location. The sample also included
respondents with children (higher-income families) who do not like the current options (e.g.
Chuck E Cheese) to spend time with their children. These families are the ones who look
forward to going on vacation to San Antonio so they can spend time together at the RiverWalk.
As higher income parents, imagine being able to take your children to a place where the whole
family can have a good time rather than just the kids. The kids will love the “Palm Place” as
well, as they will get to “hang out” with the people they love and admire the most, their parents.
The second survey conducted and the city survey indicate some dissatisfaction with the current
business establishments for leisure (“fun”). Winter Texans are a significant portion of this target
market (higher-income adults).
McAllen’s retail focus should concentrate on mid- to high-end retailers that have a
history of keeping up with modern trends along with other retail options which emphasize group
experiences. Examples of retailers include Topshop, Brookstone, JCrew, Black/White, Trader
Joe’s, Crabtree & Evelyn, Apple, C2 (Crate and Barrel), World Market, Pandora, Urban
Outfitters, and American Girl Place. Trendy restaurants and coffee shops include Cheesecake
Factory, The Melting Pot, Fogo de Chao, Aladdin’s Eatery, Panera Bread, Umami Burger, Brio
Tuscan Grille, Le Madeleine, The Margarita, Espresso Royale, Bar Louie, 87 West Wine Bar,
Local Brewery, and Rocky Mountain Chocolate Factory. The outdoor theater should be the main
center for entertainment. However, a few entertainment specific businesses would be appropriate
as well. Examples of entertainment include Alamo Drafthouse Cinema, Seven Ten Lanes, Dave
and Buster’s, and K-1 Speed.
Retailers, restaurants, and entertainment within the shopping center accommodate the
needs and desires of customers. The following matrix provides some examples of venues that
would reach three of the target populations of the shopping center.
Shopping Restaurants Entertainment
Family
World Market Build-a-BearBarnes and NobleAmerican Girl Place
Cheesecake FactoryRocky Mountain Chocolate FactoryHard Rock Cafe
Dave & Buster’s
Young Adults
Urban OutfittersTopshopArcadeJCrew
Cheesecake FactoryThe Melting PotUmami BurgerEspresso RoyaleBar Louie
Alamo Drafthouse CinemaDave & Buster’sK-1 SpeedSeven Ten Lanes
Adults
World MarketTrader Joe’sC2BrookstoneCrabtree & Evelyn
Fogo de ChaoAladdin’s EateryEspresso Royale87 West Wine Bar
Alamo Drafthouse CinemaSeven Ten Lanes
The matrix shows that, many of the businesses overlap in their appeal to the three target
markets. Many of these businesses were suggested by respondents in the second survey or
ranked highly during the authors’ solicitation of opinions of them.
The next phase entails deciding on a venue to house these desired retailers, restaurants,
and entertainment options. The proposed area to facilitate these retailers is located near the new
convention center.
The convention center is an ideal shopping locale. There is land available, it is outside of the
“congestion” of inner McAllen, and there are potential synergies with convention center
businesses. For instance, many visitors frequent the congestion center with other people. A
shopping plaza that focuses on groups would be complimentary to groups that would like to
continue to spend time together after, for example, a concert or graduation at the convention
center.
Finally for promotional purposes, McAllen should consider various advertisement
options. One way to raise awareness about the “Palm Place” can be through billboards located
on the expressway right around the “Y”. The “Y” is where people head south on expressway
281 and then it splits into different paths for two different cities, McAllen and Harlingen. There
is a colossal amount of daily traffic flow around the area, and a new billboard will definitely
catch the eye of on-going drivers. Another way to raise awareness is to have local talent
competitions, especially in schools like UTPA and STC. The city of McAllen will be killing two
birds with one stone here, as they will be discovering local talent to play at the “Palm Place” and
raising awareness to one of its’ main target audiences; young adults. Disperse coupon booklets
for retailers and restaurants which allow some degree of tracking. Print advertisements in local
publications and visitor guides such as local news and entertainment publications and Winter
Texan newsletters. Arrange regular festivals and events on the outdoor stage to attract consumers
of all ages. We can also build relationships with promoters to bring important and/or famous
singers to this outlet.
VII. Developers and Mall Owners
Currently McAllen encompasses a broad range of retailers. However, these retailers are
spread out sporadically across the city, inconveniencing consumers who would like to travel to
one location in order to feel the effects of an ideal shopping experience. Because individual
developers are too costly, McAllen should establish a contract with a corporation which is
experienced in establishing these types of developments. Caruso Affiliated and Stark
Enterprises are examples of reputable developers who collectively join profitable retailers in
one location.
The city of McAllen must come up with a sales pitch in order to justify why a boutique
developer should want to invest in the city of McAllen. From our direct phone interview with
one boutique developer we learned about the key points they are interested in knowing about a
city when trying to determine if the investment is worth the risk. The first thing they look for is
an affluent community. Meaning they want to build in a community that is educated and has
high income. The city of McAllen is above both the state(26%) and national(28%) average in
residents with bachelors degree(29%). The second key point when building one of these plazas
is they want to build at a location that has close access to a highway. The city of McAllen has
space right off the highway next to convention center. Their third key point was that they look
for a high population density. The entire Rio Grande Valley, especially in the Edinburg and
McAllen, has a high population density. One of their final key points was that there this a
need/void in the experience shopping and entertainment department. There is nothing that even
compares to these plazas anywhere within the Rio Grande Valley, and the citizens of McAllen
would be ecstatic to have one.
In phone interviews with Nick Browne of Caruso Affiliated, and Lisa Schwann, a
marketing representative for Stark Enterprises, the following questions received the ensuing
responses:
Nick Browne: Caruso Affiliated 3
Question 1: What does your company consider when deciding on a location?
Answer: 1) Proximity to where we are (California)2) Demographics (Income, Population Density, Makeup
Density)3) Competitors (Proximity to other retailers, shopping centers)
Question 2: What would it take for a company like yours to consider a city like McAllen?Answer: Proximity to Caruso AffiliatedQuestion 3: Would you consider a city like McAllen?Answer: Not really (due to location)Question 4: Do you know of any other companies who collectively join retailers in one location?Answer:
· Trademark Property (Fort Worth) (Formatted La Palmera in Corpus Christi, TX) www.trademarkproperty.com
· Wine Garden Regency Centers· Mall Owners
o Simon, o General Growth Properties (GGP) (www.ggp.com)
(Formatted La Cantera in San Antonio, TX; The Woodlands Mall in The Woodlands, TX)
o MacerichQuestion 5: How did your company go about in deciding to choose Thousand Oaks, CA as the location for The Promenade?Answer: Close to freeway. Great city in terms of income, density, daytime population.
Caruso Affiliated has helped establish areas such as “The Promenade at Westlake” in
Thousand Oaks, California and “The Grove” in Los Angeles, California. Stark Enterprises
helped establish areas such as “Crocker Park” and “The Promenade” in Westlake, Ohio.
Although they are corporations which focus on developing in areas in close proximity to their
companies, Stark Enterprises and Caruso Affiliated both recommend that McAllen
research developers within the Texas area. Lisa Schwann described Stark Enterprises as a
Lisa Schwann, marketing representative for Stark Enterprises 4
Question 1: What does your company consider when deciding on a location?Answer:
1) East Side of city - Northeast Ohio (90 mile territory)2) Demographics (Household Income)3) Traffic (being close to the highway)4) Density (Demographics, visibility) 5) Look for a void in the city6) Affluent community (Educated, Income Support)7) Consider where retailers would like to be located
Question 2: What would it take for a company like yours to consider a city like McAllen?
Answer: Stark Enterprises is more of a Boutique Developer (we develop in nearby regional locations)Question 3: Would you consider a city like McAllen?Answer: Stark Enterprises is looking to expand. Can not give a definite answer about how far out. Question 4: How did your company go about in deciding to choose Westlake as the location for “The Promenade”Answer: Westlake is in close proximity to where we are (Ohio). When making a decision about a location, we listen to what the community wants and what it can support. The Promenade at Westlake offers variety for all incomes. High end retailers for the more affluent and other retailers like TJ MAXX for those who prefer that type of shopping experience.Question 5: One of our group members actually lived in the Westlake area where “The Promenade” and “Crocker Park” were constructed. She comments on the fact that “The Promenade” and “Crocker Park” helped boost revenue in Westlake and helped reduce city taxes a considerable amount. Do you feel that this has occurred in Westlake?Answer: Yes definitely. It has helped generate a lot of tax revenue and has created a lot of jobs.Question: 6 Does the city in which you decide to build provide any incentives for you to develop in that location?Answer: Sure they do, but not sure what they are. Every city is different. Stark Enterprises builds strong relationships with those who the company decides to work with. [Lisa commented that those in charge of the finances would probably know –
she is involved in marketing]. Question 7: Is there any other information that you feel might be helpful to present to the city of McAllen?
boutique retailer, a regional developer which works in close proximity to the area of interest.
Pursuing this suggestion will help create a brand that McAllen seeks. Stark Enterprises states
that “it is all about the image…we balance revolutionary idealism, new urbanist principles, and
sustainability practice, with economic viability, to deliver remarkable, next generation, mixed
use properties. We call this result the Community Core – real, livable, walkable, human scale
places that put community before commerce.5” If McAllen places the community needs as the
central motive for establishing an image, the city will meet and exceed expectations of customer
satisfaction levels.
Developers Contact Information
We can contact various developers such as:
Name of
Developer
Address TexasDevelopments
Contact Number
Trademark Property 100 East 15th Street, Suite 200Fort Worth, Texas 76102
La Palmera,Corpus, Christi, TX
1-817-870-1122
General Growth Properties, Inc.
110 North Wacker Drive Chicago, Illinois 60606
La CanteraSan, Antonio, TX
The Woodlands Mall,The Woodlands, TX
www.ggp.com(contact via Internet submission form)
Simon Property Group
225 W. Washington StreetIndianapolis, Indiana 46204
The DomanAustin, TX
1-317-636-1600
VIII. Conclusion
McAllen’s strategic decisions will impact the city’s and the Rio Grande Valley’s future.
The surveys conducted reveal that McAllen’s driving demand focuses on retail. Interviews with
reputable developers confirm the improvement of sales tax revenue and jobs. Examples of retail
shops, restaurants, and entertainment display consumer desires. The proposed idea is ultimately
the enhancement of an already positive element of McAllen’s current image as well as a
countermeasure against a negative one. The authors believe that the current recommendation will
facilitate an increase in sales tax revenue for the city, as well as increase the quality of life for all
citizens in the Rio Grande Valley; and, at the end of the day, increasing the quality of life is what
matters most to the city of McAllen. “Dedicated to consistently providing high quality services
and quality of life to all who live, work and visit the City of McAllen.” (McAllen Mission
Statement).
Endnotes1 McAllen Means Business. The City of McAllen. Web. 25 October 2012. <www.mcallenmeansbusiness.com>.
2 “Having experiences,” “fun,” “hanging out” - Popular responses within collected surveys.
3 Browne, Nick. Telephone Interview. 15 October 2012.
4 Schwann, Lisa. Telephone Interview. 24 October 2012.
5 "Stark Enterprises." Robert L. Stark Enterprises Inc., n.d. Web. 13 Nov 2012. <www.starkenterprises.com>
6 City of McAllen. Web. 20 November 2012. <www.mcallen.net>.