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Introduction
A Place To Live
Retail in The City
Physical Regeneration
The Liverpool Image
Realising The Opportunities
Recommendations
Museum of Popular Culture
About Downtown Liverpool
About The Management School
Recommendations
The recommendations that follow are drawn from the contents of this report, but provide a general starting point for further discussion about the opportunities for enterprise and regeneration in downtown Liverpool.
Linking back to the points made in section 2 concerning the repopulation of the City and section 3 on the downtown retail sector, a strategy for small firm growth is required. Aim to grow the levels of business activity amongst the City business base. Such an initiative will look to tailor goods and services to the local market; employ local people and seek to build up loyalty with local residents as the downtown area repopulates. It would link with new initiatives with new enterprises acting as ‘good citizens’ of the local community, for example through the Liverpool Business Improvement District, delivering enhancements in security and to the local environment.
Linking to section 4 on physical regeneration, create dialogue between key stakeholder groups that include planners, residents and small businesses. Aim to create many conduits for achieving consensus that will avoid perceptions of dominance by agencies and organizations felt to be ‘out of touch’ with emerging downtown opportunity.
Linking to section 5 utilize the existing networks, within Merseyside and outside of Merseyside, to continually enforce positive statements concerning the renaissance of the City. Aim to realistically ‘talk up’ Liverpool and avoid falling into the trap of ignoring local problems and the limitations we are living with.
Linking back to the points made in section 6 about realising the opportunities for enterprise alliances within the medium and large size firm sector in Merseyside need to be encouraged. Aim to achieve greater externalities for the sub-region. Encourage firms within these alliances to develop a sharper focus on customer and supplier relationships, to become more purposeful in managing supply chain and logistic operations, seeking efficiency gains, and develop a clear focus on local firms becoming more export oriented.
Linking back to the points made in section 6 about realising the opportunities for enterprise greater levels of cooperation are needed between the downtown small firm sector and corporate organizations within the subregion. Aim to develop business to business relationships. Outcomes from such an initiative should include mentoring programmes, assistance with training, modern apprenticeships, cluster development and education linkages.
Linking back to the points made in sections 2, 3 and 6 enable improved business and financial support. Aim to make available two key support functions. First, provide clear signposting for available equity distinguishing between types of firm that have different equity requirements, for example between growth companies and seedcorn finance for lifestyle businesses. Second, ensure clarity from a facilitated network of business support that includes the public sector, the private sector and the voluntary sector.
Linking with all sections, draw on the expertise, research and knowledge base of local education institutions. Aim to derive tangible outcomes from enhancements to the human capital base of the City. This can be achieved through building custom designed short practical executive programmes for downtown SME owner managers, and for public sector officials. A system of placements of MBA students in the local SME and not for profit sectors should be enabled.
