The fourth instalment in the “Why & How” series, this 2017 publication examines retailers’ ability to join forces to defend their interests and enhance the appeal of their neighbourhood. Firstly, it analyses the role, operations and legal framework of retailers’ associations. It then offers a series of practical tips designed to help retailers to create, run or revitalise a local association.
A tool for local representation and development
Retailers’ associations bring together stakeholders from the same local area to represent their members’ interests in dealings with public authorities, administrations and other local players. They act as a channel through which retailers can contribute to discussions on public spaces, mobility, cleanliness, etc. By helping to share information between retailers and providing public authorities with a single point of contact, they transform a multitude of individual interests into one collective, credible and influential voice.
However, their role is not limited to representation, as they also organise initiatives aimed at boosting the neighbourhood’s commercial appeal. Whether it be activities, events, promotional campaigns, decorations or even advertising campaigns, the pooling of resources helps these federations to carry out numerous projects that no single retailer could finance on their own.
The keys to a successful organisation
To ensure their long-term viability, retailers’ associations must be underpinned by a clear organisational structure, precise rules and sound governance. The first step is to choose a legal form that is suited to the group’s objectives. Whilst an ordinary limited partnership has the advantage that it is very simple and does not require as many administrative formalities, it has few means of action compared to a non-profit organisation (ASBL), which, in particular, allows it to apply for grants, sign contracts, own assets, etc.
Behind the most active organisations, there are usually one or two people capable of bringing local retailers together, keeping them motivated and representing the neighbourhood effectively in dealings with the authorities. Electing a president who is able to demonstrate a willingness to listen, diplomatic skills, strategic vision and a strong ability to rally people is an undeniable asset to the long-term viability of an organisation.
Next, it is crucial to consider the issue of financial resources. Whilst membership fees often form the basis of funding, they must be supplemented by grants, partnerships or sponsorship deals, which only a dynamic and well-organised association will be able to secure. Without sufficient financial resources, it is difficult to make ambitious projects a reality.
Ultimately, a retailers’ association can only survive if it manages to foster a shared sense of belonging, and this is achieved, in particular, through communication. Firstly, internally, to maintain members’ engagement, strengthen their bond and encourage their involvement in projects. Then, externally, to promote the neighbourhood, showcase local shops and attract new visitors. In addition, by developing an identity for the neighbourhood – through a name, a logo, a slogan or a graphic charter – the area becomes more visible and recognisable, whilst giving meaning to the initiatives undertaken. Ultimately, a well-structured organisation with a strong identity, driven by committed members and underpinned by a consistent communication strategy, can become a real driving force for economic and social development across an entire neighbourhood.
