Apache Boulevard Trade Area Market Scan LISC MetroEdge, a program of the Local Initiatives Support Corporation (LISC), works in urban markets nationwide assisting CDCs, local governments, developers and business associations to define their market potential and develop and implement strategies to achieve that potential.

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LISC MetroEdge, a program of the Local Initiatives
Support Corporation (LISC), works in urban markets
nationwide assisting CDCs, local governments,
developers and business associations to define their
market potential and develop and implement
strategies to achieve that potential.
Apache Boulevard
Trade Area
Market Scan
September 2014

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Acknowledgments
LISC MetroEdge expresses its sincere appreciation to the following
organizations for their support and cooperation in the preparation of the
Apache Blvd Trade Area Market Scan:
Apache Blvd Trade Area Market Scan
September 2014
Thank you also to the City of Tempe, and to the many residents, business &
property owners, developers, neighborhood organizations, and to all others
who participated in interviews, meetings, and discussions in the preparation of
this Market Scan for the Apache Corridor in Tempe, Arizona.

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Contents
I. Trade Area Map & Highlights 4
II. Trade Area Observations 6
III. Demographics 9
IV. Market Data 21
V. Strengths, Weaknesses, Opportunities, & Threats 27
VI. Vacancy, Use, & Development Maps 31
VII. Apache Boulevard Story 34
VIII. Potential Strategies & Action Steps 37
Appendix 38

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Apache – Trade Area Map
Apache Trade Area
The study area within the
blue dashed lines is
bordered on the north by
the river, the west by the
railroad tracks, the south by
Broadway and on the east by
Price.
The boundaries are based on
a combination of U.S. Census
blocks block group areas.
The area is 5.2 square miles.

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Highlights of Apache Trade Area:
People & Economy

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Apache Road Trade Area Observations:
Recent History
• Businesses on Apache are an eclectic mix from a
time when US 60 was a main route and somewhat
spare as one heads east
• The area has been characterized by “waves of
development”
• Positive change has been slow since the
implementation of the Redevelopment Area & the
construction of City facilities

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Apache Blvd Trade Area Observations:
The Present
• University policies and the presence of students in
the housing market have a huge impact
• The arrival of the Metro is already making a
noticeable impact
• Longstanding businesses like Toliver’s, Watson’s,
and Haji-Baba are a solid base upon which to build

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• The arrival of the Metro has the potential to make a huge
impact
• New proposed developments may dramatically influence
investment decisions on the corridor
• Desired change requires local leadership, partners, and a
shift from an emphasis on the improved first (glass is half
full) negative to the positive -- celebration, vision, and
opportunities – in relationship to the City, the University,
and current and prospective retailers
Apache Blvd Trade Area Observations:
The Future

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A Profile of Apache Trade Area Residents
Quick-Facts 2010 2014
Population 32,777 33,508
Median Age 22.0 22.9
Households 11,012 11,313
Families 3,120 3,223
Group Quarters Population NA 9,809
Median Household Income $20,152 $22,477
Housing Units 12,685 13,876
Average Household Size 2.14 2.09
Percent Owners 10.6% 11%
Median Owner House Value $169,099 $182,806
Source: Nielsen Corporation, 2014; ESRI Community Analyst, Visualized by LISC MetroEdge

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A Profile of Apache Trade Area Residents
28,996
32,777
33,508
34,756
2000 Census 2010 Census 2014 Estimate 2019 Projection
Population
13% 2% 4%
Source: Nielsen Corporation, 2014; Visualized by LISC

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A Profile of Apache Trade Area Residents
Source: Nielsen Corporation, 2014; Visualized by LISC
0%
5%
10%
15%
20%
25%
30%
35%
40%
Age 0 - 4 Age 5 - 9 Age 10 - 14 Age 15 - 17 Age 18 - 20 Age 21 - 24 Age 25 - 34 Age 35 - 44 Age 45 - 54 Age 55 - 64 Age 65 - 74 Age 75 - 84 Age 85 and
over
Population by Age
2010 2014 2019
Median Age 2014 (23)

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A Profile of Apache Trade Area Residents
Source: Nielsen Corporation, 2014; Visualized by LISC
0
10
20
30
40
50
60
70
80
White* Hispanic* African American Asian Other
Race and Ethnicity
2010 2014 2019
%
* White totals include individuals identifying as Hispanic and non-Hispanic; Hispanic totals are a subset of the White totals

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A Profile of Apache Trade Area Residents
Source: ESRI Community Analyst, 2014; Visualized by LISC
0
10
20
30
40
50
60
70
80
90
100
Occupied Owner Renter Vacant
Tenure
2010 2014 2019
%

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A Profile of Apache Trade Area Residents
Source: Nielsen Corporation, 2014; Visualized by LISC
0
10
20
30
40
50
60
<$25,000 $25,000 -
$34,999
$35,000 -
$49,999
$50,000 -
$99,999
$100,000 -
$149,999
>$150,000
Household Income
2000 2014 2019
%
2014 Income Density
($50,000+/Square Mile): 637
2014 Median Household Income: $25,477
2014 Latino Median Household Income: $23,164
2014 Non-Latino Median Household Income: $26.295

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Apache – Sub Trade Areas Map
1.92 Square Miles 3.27 Square Miles
1 2

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A Profile of Apache Sub Trade Area Residents
Quick-Facts - 2014 Sub Trade Area 1 Sub Trade Area 2
Population 17,480 16,028
Median Age 20.9 26.8
Households 3,691 7,622
Families 831 2,391
Group Quarters Population 9,758 51
Median Household Income $24,017 $26,339
Housing Units 4,319 9,556
Average Household Size 2.09 2.1
Percent Owners 9.2 9.4
Median Owner House Value $247,619 $153,611
Source: Nielsen Corporation, 2014; ESRI Community Analyst, Visualized by LISC

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A Profile of Apache Sub Trade Area Residents
16,724
17,480
18,512
2010 Census 2014 Estimate 2019 Projection
Population Sub Trade Area 1
Source: Nielsen Corporation, 2014; Visualized by LISC
4% 6%
16,053 16,028
16,243
2010 Census 2014 Estimate 2019 Projection
-.2% 1%
Population Sub Trade Area 2

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Source: Nielsen Corporation, 2014; Visualized by LISC
0%
10%
20%
30%
40%
50%
60%
Age 0 - 4 Age 5 - 9 Age 10 - 14 Age 15 - 17 Age 18 - 20 Age 21 - 24 Age 25 - 34 Age 35 - 44 Age 45 - 54 Age 55 - 64 Age 65 - 74 Age 75 - 84 Age 85 and
over
Population by Age
2010 2014 2019
Median Age 2014 (21)
A Profile of Apache Sub Trade Area 1

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A Profile of Apache Sub Trade Area 2
Source: Nielsen Corporation, 2014; Visualized by LISC
0%
5%
10%
15%
20%
25%
30%
Age 0 - 4 Age 5 - 9 Age 10 - 14 Age 15 - 17 Age 18 - 20 Age 21 - 24 Age 25 - 34 Age 35 - 44 Age 45 - 54 Age 55 - 64 Age 65 - 74 Age 75 - 84 Age 85 and
over
Population by Age
2010 2014 2019
Median Age 2014 (27)

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Source: ESRI Community Analyst, 2014; Visualized by LISC
0
10
20
30
40
50
60
70
80
90
100
Occupied Owner Renter Vacant
Tenure
2010 2014 2019
%
A Profile of Apache – Housing Tenure
0
10
20
30
40
50
60
70
80
90
100
Occupied Owner Renter Vacant
Tenure
2010 2014 2019
%
s
Sub Trade Area 1
Sub Trade Area 2

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Category (Annual Expenditures 2014)
Demand
Trade Area
Supply
Trade Area Float
Float as %
of Demand
Building Material & Garden Equipment 53,991,156 33,327,413 20,663,743 38%
Clothing & Clothing Accessories Stores 35,528,055 108,421,695 72,893,640 205%
Electronics & Appliances Stores 17,852,954 296,450,780 278,597,826 1561%
Food & Beverage Stores 90,887,764 50,037,920 40,849,844 45%
Foodservice & Drinking Places 96,303,475 272,077,491 175,774,016 183%
Furniture & Home Furnishings Stores 10,349,808 16,400,528 6,050,720 58%
General Merchandise Stores 80,165,913 63,724,191 16,441,722 21%
Health & Personal Care 20,594,372 30,634,337 10,039,965 49%
Miscellaneous Store Retailers 22,147,635 18,552,134 3,595,501 16%
Sporting Goods, Hobby, Book, & Music Stores 19,833,225 26,357,531 6,524,306 33%
Apache Trade Area
Retail Float

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Retail Float
Retail Float, a measure of the amount of retail opportunity in the trade area, and is
calculated as the difference between buying power (demand) and retail sales
(supply)
When Retail Float is a positive value there is unmet demand by residents in the trade
area, representing opportunities for new or existing businesses to target.
When Retail Float is a negative value there is either a healthy concentration of retail to
build from, or there is a saturation of retail that indicates limited opportunity for
business growth or expansion.
– Retail such as restaurants, clothing or furniture stores attract shoppers looking for
multiple stores. In many cases negative float for these categories indicates a business
opportunity to start or grow a business to complement what already exists in the
market.
– Retail such as hardware stores, general merchandise stores and grocery stores are less
likely to grow or expand when there is negative float (when there is little or no unmet
demand in the surrounding market)

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Category (Annual Expenditures 2014)
Demand
Trade Area
Supply
Trade Area Float
Float as %
of Demand
Building Material & Garden Equipment 32,826,562 1,954,921 30,871,641 94%
Clothing & Clothing Accessories Stores 23,800,101 19,578,844 4,221,257 18%
Electronics & Appliances Stores 12,603,408 5,062,905 7,540,503 60%
Food & Beverage Stores 54,636,142 2,696,982 51,939,160 95%
Foodservice & Drinking Places 62,166,718 139,011,549 76,844,831 123%
Furniture & Home Furnishings Stores 6,197,202 0 6,197,202 100%
General Merchandise Stores 49,423,904 6,328,650 43,095,254 87%
Health & Personal Care 12,883,384 7,094,057 5,789,327 45%
Miscellaneous Store Retailers 15,147,961 5,043,214 10,104,747 67%
Sporting Goods, Hobby, Book, & Music Stores 14,296,049 7,023,624 7,272,425 51%
Apache Sub Trade Area 1
Retail Float
Source: Nielsen Corporation, 2014; Visualized by LISC

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Category (Annual Expenditures 2014)
Demand
Trade Area
Supply
Trade Area Float
Float as %
of Demand
Building Material & Garden Equipment 17,418,039 8,086,538 9,331,501 54%
Clothing & Clothing Accessories Stores 9,777,091 45,133,378 35,356,287 362%
Electronics & Appliances Stores 4,361,571 50,222,152 45,860,581 1,051%
Food & Beverage Stores 31,185,732 41,959,715 10,773,983 35%
Foodservice & Drinking Places 28,928,013 44,551,157 15,623,144 54%
Furniture & Home Furnishings Stores 3,398,243 4,580,995 1,182,752 35%
General Merchandise Stores 26,258,299 19,500,154 6,758,145 26%
Health & Personal Care 6,504,356 3,293,047 3,211,309 49%
Miscellaneous Store Retailers 5,846,598 1,163,946 4,682,652 80%
Sporting Goods, Hobby, Book, & Music Stores 4,617,141 4,857,455 240,314 5%
Apache Sub Trade Area 2
Retail Float
Source: Nielsen Corporation, 2014; Visualized by LISC

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Food & Beverage Stores
Category
Demand
Trade Area
Supply
Trade Area Float
Supermarkets & Other Grocery Stores 28,286,215 598,973 27,687,242
Convenience Stores 2,228,155 790,250 1,437,905
Specialty Food Stores 3,780,213 383,811 3,396,402
Beer, Wine, & Liquor Stores 20,341,560 923,948 19,417,612
Source: Nielsen Corporation, 2014; Visualized by LISC
Apache Sub Trade Area 1
Apache Sub Trade Area 2
Category
Demand
Trade Area
Supply
Trade Area Float
Supermarkets & Other Grocery Stores 19,232,858 39,193,650 19,960,792
Convenience Stores 1,383,967 1,501,341 117,374
Specialty Food Stores 2,683,435 315,191 2,368,244
Beer, Wine, & Liquor Stores 7,885,472 949,533 6,935,939

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Food Service & Drinking Places
Category
Demand
Trade Area
Supply
Trade Area Float
Full-service Restaurants 29,029,852 61,738,607 32,708,755
Limited-service Eating Places 23,434,122 71,152,251 47,718,129
Special Foodservices 6,254,607 959,923 5,294,684
Drinking Places – Alcoholic Beverages 3,448,137 5,160,769 1,712,632
Source: Nielsen Corporation, 2014; Visualized by LISC
Apache Sub Trade Area 1
Apache Sub Trade Area 2
Category
Demand
Trade Area
Supply
Trade Area Float
Full-service Restaurants 13,112,957 10,248,833 2,864,124
Limited-service Eating Places 11,656,744 20,181,940 8,525,196
Special Foodservices 3,091,899 12,545,875 9,453,976
Drinking Places – Alcoholic Beverages 1,066,413 1,574,509 508,096

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Apache Blvd Corridor - Strengths
• Housing: Several submarkets with diverse housing choices; recent
housing investment; New Town CDC & Habitat active in housing market
• Corridor: Toliver’s, Watson’s, Haji-Baba & others form a strong business
base; Food City is an important retail presence; successful ethnic
restaurants & grocers; new developments planned or underway;
University & City provide stability & investment; transit investment
• Community: Long time active homeowners & civic groups; active
business advocates; history of cooperation & success; volunteers with
skills & energy; NEDCO & LISC
• Infrastructure: Transit facilities; City facilities; Park & Ride; City
resources; private charter school such as School for the Arts

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Apache Blvd Corridor - Weaknesses
• Housing: Transient student population; lack of residential density;
developer interest in tall buildings; remaining mobile home parks and
motels
• Corridor: Basic conveniences missing; ground floor retail in mixed-use
buildings is often vacant; vacant lots & underdeveloped commercial
space; need for centralized management; cleaned up yes -- transitioned
from the highway not yet
• Community: No united strategy; many residents shop elsewhere;
coordination between community/City/University lacking; outreach
needed to ethnic residents
• Infrastructure: Current policies encourage excess retail space; tools are
limited in scope & scale; transit splits the market; Metro light rail on the
Apache corridor is a not yet fully developed asset

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Apache Blvd Corridor - Opportunities
• Overarching: Locally supported businesses draw others to restaurants, & other
stores to live, work, learn, and play
• Housing: Selective, planned market rate housing could increase diversity,
strengthen market; new home ownership could stabilize market & improve
density; planned developments can leverage investment
• Corridor: Residential market exists for basic services; coordinated
promotion/marketing can increase penetration; strong pockets can anchor
new investment; a BID or other organization can make Apache cleaner, safer,
more attractive for everyone
• Community: Early-action projects can build momentum; united community
can attract resources, expand impact; linkages with University can support
development
• Infrastructure: Financing, incentives, can help fill ground floor retail;
promotion coupled with available light rail can expand shopper base; new
strategies can capture expanding residential market; Park & Ride offers TOD
possibilities

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Apache Blvd Corridor - Threats
• Housing: An imbalanced market; lack of amenities can slow market rate
housing; new Tempe workers may locate elsewhere; students & University
create pressure on market (here in lies the chicken and the egg)
• Corridor: Excess commercial space; competition of Tempe Marketplace
makes business attraction difficult; inflated view of property values; vacant,
unsightly properties deter investment
• Community: Multiple visions & lack of coordination; tired after years of
engagement; unresolved conflict between density & scale; lack of coherent
planning; conflict between communities desires & financial feasibility
• Infrastructure: Light rail splits corridor creating 2 markets; transit makes it
easier to leave; lack of incentives slows investment; lack of parking & left
turning perceived to inhibits retail attraction/success

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Apache Blvd Corridor Vacancies

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Apache Blvd Corridor Uses & Development Plans
Legend
Plans approved
Prelim Site Review
Under Construction
AUTOMOTIVE
BEAUTY SALONS
BEER, WINE & LIQUOR STORES
CHURCHES
CONVENIENCE STORES
ELECTRONIC STORES
FIRE PROTECTION
FOOD AND DRINK
GROCERY
HOTELS
MERCHANDISE
POLICE PROTECTION
RESIDENTIAL
RV (RECREATIONAL VEHICLE)
PARKS & CAMPGROUNDS
SCHOOLS
SERVICES
TRAILER PARK
UNK
VACANT

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Apache Blvd Corridor Residential Developments

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The Apache Blvd Corridor Story
• The Apache Community has a stable base, a growing
student population, developer interest in more than
more dorms, and the potential to go beyond the clean
up for the corridor to develop into something better
• 3 distinct residential markets must be addressed for a
healthy commercial corridor to be the result:
• Community
• Student
• Young professional
• Thus, it is important to improve market/density (while
preserving the character of communities)

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The Apache Blvd Corridor Story (continued)
• Increasing home ownership & long term occupancy of
housing will strengthen community & market
• To manage growth & impact of student population, the
community should engage in a conscious dialogue about
where and how to accept student housing
• If new market rate & mixed-income developments are to
succeed, it will be necessary to:
o Demonstrate viability of market rate workforce housing
o Provide amenities to attract buyers & tenants
o Design a process & incentives to fill vacant 1st floor retail spaces
• Thus, a multi-pronged, unified strategy is essential, that
sends a consistent message to the City, businesses on the
corridor, prospective investors, and the community

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The Apache Blvd Corridor Story (continued)
A successful strategy will require:
• Focus: targeting key locations/intersection on the
corridor
• Momentum: cooperative groups working together,
early action projects that show immediate, visible
results
• Messaging: Upbeat stories, a new narrative, & viral
positivity

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Apache Blvd Corridor
Potential Strategies/Action Steps
Community Engagement: Identify & implement "early action"
strategies & visible projects, engage new leaders
Small Business Development: Support, promote, and market
current small businesses on Apache –shop local
Commercial Corridor Beautification: Improve the appearance
of the corridor and the buildings along Apache
Business Attraction: Implement a program to fill vacant stores
& attract goods and services to Apache Blvd (engage Metro?)
Market/Density: Actively support housing developments and
homeownership initiatives that create stable neighborhoods,
increase density, and preserve the character of communities

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Apache Trade Area
Market Profile
Appendix
August 2014

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A Profile of Apache
Trade Area Residents

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A Profile of Apache Trade Area Residents
Indicator Trade Area
2000*
Trade Area
2014 estimate
Change 2000 - 2014
Population 30,400 35,634 5,234 (17%)
Non-Hispanic White 23,037 (76%) 23,722(67%) 685 (3%)
African-American 1,052 (3%) 2,277(6%) 1,225 (116%)
Asian 2,912 (9%) 3,102 (9%) 190 (6%)
Other 5,842 (19%) 6,533(18%) 691 (12%)
Latino Origin (any race as defined by
the 2010 US Census) as a
Percentage of the Population
7,363 (24%) 8,812 (25%) 1,449 (20%)
Non-Latino Origin (any race as
defined by the 2010 US Census) as a
Percentage of the Population
23,037 (75%) 26,822 (75%) 3,785 (16%)
Households 11,677 12,389 712 (6%)
Average Household Size 2.21 2.08
Median Income $24,754 $26,171 1,417 (6%)
Families 3,840 3,560 -280 (-7%)
Owner Occupied 2,158 (17.2%) 1,737 (11.2%) -421( 19.%)

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Indicator
Tempe
2014 estimate
Apache Trade Area
2014 estimate
Population 163,917 35,634
Non-Hispanic White 117,814 (72%) 23,722 (67%)
African-American 9,998 (6%) 2,277 (6%)
Asian 9,035 (6%) 3,102 (9%)
Other 27,070 (16%) 6,533 (18%)
Latino Origin (any race as defined by the 2010
US Census) as a Percentage of the Population
35,896 (22%) 8,812 (25%)
Non-Latino Origin (any race as defined by the
2010 US Census) as a Percentage of the
Population
128,021 (78%) 26,822 (75%)
Households 68,015 12,389
Average Household Size 2.25 2.08
Median Income $43,433 $26,171
Families 32,425 3,560
Owner Occupied N/A 1,737 (11.2%)
A Profile of Tempe Area Residents

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1,311
2,111
10,389
7,981
6,701
2,963
1,963
1,325
600
210 80
0
2000
4000
6000
8000
10000
12000
<5 5 to 14 15 to 20 21 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 to 84 85+
Age Distribution
2000 2014
A Profile of Apache Trade Area Residents

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5,992 1,730 1,691 2,089 599 288
Income Diversity
<$25,000
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $99,999
$100,000 - 149,999
$150,000>
A Profile of Apache Trade Area Residents

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Apache Blvd Trade Area Renter Occupied Properties

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Apache Blvd Trade Area Population

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A Profile of Apache Trade Area Residents
0%
5%
10%
15%
20%
25%
Owner Occupied Units by Value
Trade Area Tempe

47. P. 47
47Source: Nielsen Corporation, 2014; Visualized by LISC
0
10
20
30
40
50
60
70
<$25,000 $25,000 -
$34,999
$35,000 -
$49,999
$50,000 -
$99,999
$100,000 -
$149,999
>$150,000
Household Income
2000 2014 2019
%
2014 Income Density
($50,000+/Square Miles): 436
2014 Median Household Income: $24,017
A Profile of Apache Sub Trade Area 1

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A Profile of Apache Sub Trade Area 2
Source: Nielsen Corporation, 2014; Visualized by LISC
0
10
20
30
40
50
60
<$25,000 $25,000 -
$34,999
$35,000 -
$49,999
$50,000 -
$99,999
$100,000 -
$149,999
>$150,000
Household Income
2000 2014 2019
%
2014 Income Density
($50,000+/Square Miles): 753
2014 Median Household Income: $26,339

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Apache Blvd Corridor – Strengths
Housing Corridor Community Engagement Infrastructure
Strengths Several submarkets exist
with diverse housing
choices
Toliver’s, Watson’s, Haji-
Baba & others form
strong business base
Active homeowners & civic
associations
Light rail increases mobility,
transportation options, access
to and from Apache
Park renovations, light
rail, & convenient
municipal services add
value to communities
(Escalante, Hudson Park)
The Food City store
provides needed goods &
services & is an important
retail presence
Cadre of strong & active
independent businesses
tested by years of
engagement with both the
City and Metro
New City facilities have
replaced poor uses, providing
investment, daytime workers,
potential customers
Several affordable
housing units have been
built in recent years
Corridor contains several
successful ethnic
restaurants & grocery
stores
Joint
City/community/business
Task Force
Park & Ride lots provide
parking and development
options; Orbit provides
secondary transit access
New Town CDC is an
active, experienced
developer; Habitat also
is active in the area
Transit investment in key
corners/stations provides
natural focal point for
development
History of cooperation &
success – people speak
respectfully of each other
even when they don’t
agree
City & community have
successfully addressed many
abandoned, vacant, or poorly
used properties
Private developers are
interested in building
new housing along the
corridor & have begun
land assemblage
New developments are
planned or underway that
can leverage additional
investment
Volunteers (residents)
with professional &
technical skills to support
redevelopment; also
active in beautification of
their immediate
communities
Land is available for potential
new development (some City-
owned)
Reported demand for
housing in Tempe area
exceeds supply
The University & City
have provides stability &
investment on the NW
edge of the corridor
NEDCO & LISC supporting
community efforts &
appropriate development
Redevelopment area, transit
overlay, sales tax rebates have
aided corridor improvements'
municipal support for desired
development has occurred in
other parts of the City

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Apache Blvd Corridor - Opportunities

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52

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53
Apache Trade Area
Food & Beverage Stores
Category
Demand
Trade Area
Supply
Trade Area Float
Supermarkets & Other Grocery Stores
50,491,353 41,449,105 9,042,248
Convenience Stores
3,833,304 2,985,391 847,913
Specialty Food Stores
6,870,704 1,676,654 5,194,050
Beer, Wine, & Liquor Stores
29,692,403 3,926,770 25,765,633

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Apache Trade Area
Food Service & Drinking Places
Category
Demand
Trade Area
Supply
Trade Area Float
Full-service Restaurants
44,523,749 102,310,243 57,786,494
Limited-service Eating Places
37,161,309 139,224,724 102,063,415
Special Foodservices
9,896,930 14,266,250 4,369,320
Drinking Places – Alcoholic Beverages
4,721,487 16,276,274 11,554,787

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55
Sub Trade Area 1
Source: Nielsen Corporation, 2014; Visualized by LISC
Buying Power
Trade Area
2014 Estimated
Average Effective
Buying Income
2014 Estimated
Median Effective
Buying Income
2014 Estimated
Aggregate Effective
Buying Income
Effective Buying Income (EBI) estimates and projections reflect income earned after taxes as a measure of disposable income.
2014 Demand
(Consumer
Expenditures)
2014 Supply
(*Retail Sales)
2014 Gap/Surplus
*Total Retail Sales (includes eating and drinking places)
$33,397 $461,352,955
$226,923,050
$234,429,905
A Regional Market Potential of $Million in 2014
$123,254,237
$22,381

56. P. 56
56
Sub Trade Area 2
Source: Nielsen Corporation, 2014; Visualized by LISC
Buying Power
Trade Area
2014 Estimated
Average Effective
Buying Income
2014 Estimated
Median Effective
Buying Income
2014 Estimated
Aggregate Effective
Buying Income
Effective Buying Income (EBI) estimates and projections reflect income earned after taxes as a measure of disposable income.
2014 Demand
(Consumer
Expenditures)
2014 Supply
(*Retail Sales)
2014 Gap/Surplus
*Total Retail Sales (includes eating and drinking places)
$31,183 $220,131,003
$288,347,908
$68,216,905
A Regional Market Potential of $Millions in 2014
$237,689,157
$24,149

57. P. 57
57
Apache Trade Area
Business Name Address NAICS Description
Location
Type
Year of 1st
Appearance
Number of
Local
Employees
Local
Annual Sales
ARIZONA STATE UNIVERSITY
UNIVERSITY DR & MILL
AVE
COLLEGES, UNIVERSITIES &
PROFESSIONAL SCHOOLS
Subsidiary
Headquarters 2003 12,218
SCHOOL OF EXTENDED
EDUCATION 1001 S MCALLISTER AVE
COLLEGES, UNIVERSITIES &
PROFESSIONAL SCHOOLS Single Location 2004 2000
US AIRWAYS INC
111 W RIO SALADO PKWY
# 175
SCHEDULED PASSENGER AIR
TRANSPORTATION
Subsidiary
Headquarters 1989 2,000
TEMPE CITY MANAGER 31 E 5TH ST EXECUTIVE OFFICES Single Location 2004 1,400
JABIL CIRCUIT INC 615 S RIVER DR
BARE PRINTED CIRCUIT BOARD
MANUFACTURING Branches 2012 666 112,779,000
TEMPE POLICE DEPT 120 E 5TH ST POLICE PROTECTION Single Location 1995 525
BIODESIGN INSTITUTE 727 E TYLER ST
RESEARCH & DEVELOPMENT IN
BIOTECHNOLOGY Single Location 2013 500
SLEEPY DOG SALOON &
BREWERY
1920 E UNIVERSITY DR #
104 BREWERIES Single Location 2010 400 377,286,000
ARIZONA STATE UNIVERSITY
LIBR 300 E ORANGE MALL DR LIBRARIES & ARCHIVES
Subsidiary
Headquarters 1995 400
ILM 1150 E GILBERT DR LANDSCAPING SERVICES Single Location 2005 300 31,956,000
Top Ten Employers

58. P. 58
58
Apache Blvd Corridor - Critical Issues/Challenges
Improving the Commercial Corridor
•Establishing a “beachhead” – signals of ongoing
improvement (“early action”)
•Creating a viable ongoing structure for oversight and
management of the corridor
•Crafting a “small business preservation” strategy to support
& promote quality existing businesses
•Developing an image & marketing campaign (in cooperation
with Metro) to create a “sense of place”

59. P. 59
59
Apache Blvd Corridor - Critical Issues/Challenges
(continued)
• Implementing a business attraction program
• Supporting appropriate new developments and helping them
succeed
• Building relationships and developing initiatives with the City, ASU,
banks, and major institutions to support Apache’s redevelopment
• Working with City & Metro to integrate light rail & TOD into corridor
improvements
• Exploring formation of a Business Development Organization for
ongoing management and development of the corridor

60. P. 60
60
Apache Blvd Corridor
Potential Strategies/Action Steps
Community Engagement: Identify & implement "early action" strategies & visible
projects
• Charge the collaborative partner group (must include all) with the immediate
task of defining a vision and setting the agenda for the next 3-5-7 years. This is as
critical as any physical development and should include their learning about their
place as a market area
• Engage the community (organized and unorganized) to support growth of the
business association, and build momentum for improvements with projects that
will show visible changes in the corridor
• Determine short-term projects that can benefit residents, businesses, financial
institutions, City, and/or University and establish cooperative partnerships to
plan & implement them
Examples: Murals, art projects, cleanups, beautification

61. P. 61
61
Apache Blvd Corridor
Potential Strategies/Action Steps
Small Business Development: Support, promote, and market current small
businesses on Apache
• Work with business leaders to plan and implement a series of promotions to
generate interest, excitement, and shoppers along the corridor
• Identify and market consulting services to small businesses from promotions,
marketing, web design, financing, and business planning
• Invite "Shop First" to the corridor; do a brochure for the market area and the
restaurants
Examples: A restaurant promotion marketed to daytime employees and other
businesses along the corridor; a coordinated marketing campaign celebrating
longstanding local businesses with recognition, awards, & web articles; a "walking
initiative," a "white box treatment," a vacant space stroll

62. P. 62
62
Apache Blvd Corridor
Potential Strategies/Action Steps
Commercial Corridor Beautification: Improve the appearance of the
corridor and the buildings along Apache
• Clean up and beautify the streetscape along Apache
• Create incentives and provide technical assistance to business and
property owners to renovate and remodel their buildings, signs, and
display windows
Examples: Landscape & plant flowers at key corners and vacant lots;
place "mural boards" in front of vacant parcels; create a "micro-grant"
program for small-scale storefront renovations

63. P. 63
63
Apache Blvd Corridor
Potential Strategies/Action Steps
Business Attraction: Implement a program to fill vacant stores and attract
goods and services to Apache Blvd
• Target key corners, cooperative owners, and properties near transit stations,
gather leasing information, and market vacant stores (a stroll and/or pop-ups
when students return in the fall
• Solicit potential retail stores and service providers and identify leasing
incentives to encourage them to locate on the corridor
Examples: Do a "white box treatment" in vacant stores at key locations;
develop marketing packets for the corridor to distribute to potential new
businesses; develop a target list of potential new businesses and meet
with them

64. P. 64
64
Apache Blvd Corridor
Potential Strategies/Action Steps
Market/Density: Actively support housing developments and homeownership
initiatives that create stable neighborhoods, increase density, and preserve
the character of communities
• Identify and support the design, financing, leasing, and incentives for mixed-
use, mixed-income workforce housing along the corridor that maintains the
community's character
• Develop an economic model for a public-private partnership of 100 +/-
quality two bedroom rental units with an entertainment anchor
• Work with the City, lenders, and employers to initiate programs to expand
homeownership
Examples: Support City policies for diversity of housing options; support and
market homebuyer assistance programs; create an employer-assisted housing
program