Urban markets:

heart, soul and

motor of cities
Making city markets the drivers
of sustainable urban development

Ideas, inspirations and illustrations

Acknowledgments
We would like to thank all the partners Our gratitude also goes to the URBACT
involved in the URBACT Markets project for European exchange and learning programme
the successful work during this three-year-long for their invaluable support and technical and
project and their political representatives for financial assistance throughout the project.
their commitment to the project.

Publisher Written by With the support

City of Barcelona Nuria Costa, Institut Municipal de Mercats of the cities of Attica, Barcelona, Dublin,
Institut Municipal de Mercats de Barcelona (IMMB), Lead partner; London, Pecs, Suceava, Toulouse, Torino
de Barcelona (IMMB) Martha Mackay, Institut Municipal de Mercats and Wroclaw.
Av. Icària 145-147 · 08005 Barcelona de Barcelona (IMMB), Lead partner;
[email protected] Oscar Martín Perez, Institut Municipal Editorial and Layout
www.bcn.cat/mercatsmunicipals de Mercats de Barcelona (IMMB), Lead partner City of Barcelona, Institut Municipal
Gerard Navarro, DS Advocats i Economistes, de Mercats de Barcelona (IMMB)
Cover photo Pau Fabregat thematic expert; Alison Partridge, Aurora Communication Department
European Services, thematic expert; Design and Layout Marta Carbó
Legal deposit B. 8775-2015 Alessandro Portinaro, Conservatoria
delle Cucine Mediterranee, thematic expert; Further information
March 2015 Nils Scheffler, URBACT Expert, Lead expert. www.urbact.eu/urbact-markets
Panoramic view
of Santa Caterina
market, Barcelona.
S JORDI CASAÑAS/IMMB
Urban Markets: heart,
soul and motor of cities
s Introduction p. 8 E Case Boxes
Chapter 1

s Europe’s Urban Markets Case Box 1.

The impact of population density
p. 27 Case Box 5.
Opening hours at Torino, Toulouse
p. 34 Case Box 8.
Market communication strategies
p. 40 Case Box 12.
Torino’s public
p. 50

o History and tradition p. 14 on markets’ business sustainability, Barcelona and Barcelona’s markets in Barcelona, London and Torino management system

Case Box 2. p. 28 Case Box 6. p. 37 Case Box 9. p. 42 Case Box 13. p. 52

o Opportunities and challenges p. 16 The Souk El Tayeb Market, Beirut Training courses for stallholders, Love your Local Market, Nabma London’s public - private
Barcelona / Torino management system
Case Box 3. p. 30 Case Box 10. p. 43
Sharing Space - markets and supermarkets Case Box 7. p. 38 Barcelona’s market Case Box 14. p. 54
in the same building, Barcelona Transforming people with low remodelling Process The business improvement
professional qualifications districts (BID’s)
Case Box 4. p. 32 into potential traders, Torino Case Box 11. p. 48
Home delivery, Barcelona Barcelona’s public - private
management system
Chapter 2

s Successful Urban Market Case Box 15. p. 61 Case Box 20. p. 77 Case Box 25. p. 84 Case Box 30. p. 92
The impact of population density Mixed food offer to attract Certification for farmers’ Balade Gourmande: a tourist
o Management services p. 23 on markets’ business sustainability, customers and promote market Markets, Uk attraction providing an insight
for economic success Barcelona products, Barcelona / Torino into traditional local market
products”, Toulouse
Case Box 16. p. 70 Case Box 21. p. 78 Case Box 26. p. 86
o Integrated strategy for action p. 57 Specialised markets: Balôn Market Improving social facilities Porto Palazzo Farmers’ Case Box 31. p. 93
in Torino, Camden Lock in London, for the neighbourhood, Market, Torino Pressure of tourism on markets
o Neighbourhood integration p. 67 Encants Flea Market in Barcelona Mercat de Fort Pienc, Barcelona

Economic p. 67 Case Box 17.

An affordable offer for tourists
p. 74 Case Box 22.
Providing unsold food
p. 79 Case Box 27.
Electro mobility - electric vehicles
p. 87 Case Box 32.
Regeneration of the old market
p. 95

Social p. 75
and citizens alike, Santa Caterina market for the community: Fa Bene, Torino for a green city, Suceava square, Wroclaw

Case Box 18. p. 75 Case Box 23. p. 80 Case Box 28. p. 88 Case Box 33. p. 98
o Environmental sustainability p. 85 Selection Process of stallholders, Social Market Project, Barcelona Borough Market - 360˚ approach Barcelona’s food markets
Toulouse to sustainability, London remodelling process: using
o Tourist attraction p. 94
Case Box 19. p. 76 Case Box 24. p. 82 Case Box 29. p. 90
participatory partnership schemes

o Neighbourhood revitalisation p. 96 Integration of local Chinese

farmers in markets, Torino
Promoting healthy food habits
at markets, Wroclaw and Barcelona
A suite of environmental
measures, Barcelona
through remodelling or building
of new markets
s Websites p. 101
 Introduction Markets help build
cities for people.
Let’s make the most
of them

A
lthough markets generate great footfall
and can bring life to a neighbourhood,
their economic and social impact has
often been undervalued. The survey
The Role and Importance of the Wholesale and Re-
tail Market Sectors for the European Union (World
Union of Wholesale Markets) carried out in 2008
estimated that there are 25,000 retail markets in
Europe in which 1 million people work generating a
turnover of more than €40 billion.

The URBACT Markets project has provided the op-

portunity to the 9 participant cities of Attica (GR),
Barcelona (ES), Dublin (IE), London (UK), Pecs (HU),
Suceava (RO), Toulouse (FR), Torino (IT) & Wroclaw
(PL), to explore the role of city markets as key driv-
ers for economic development and job creation, so-
cial cohesion, sustainable living and urban regen-
eration. Using a participative approach, engaging

Urbact Markets
a wide range of stakeholders, each city has built
its own Local Action Plan and has learnt from the
diverse network of other cities, each with slightly
different management arrangements and cultural
M approaches to markets. REG) and MARAKANDA (ENPI), both specifically Chapter 1 Europe’s urban markets describes briefly agement systems. One important factor is the Peacocks market M
08 devoted to the role of markets in cities, have also the history and relevance of urban markets for the need for an integrated strategy for the market de- in 1910-1916 09
in Barcelona
Some of the lessons and good practices are collected provided some useful guidance in this subject. Other development of cities in Europe. It lists a series of velopment, coordinated among stakeholders. How
S F. BAllell
in this publication, which aims to inspire other cities institutions like the World Union of Wholesale Mar- opportunities for urban markets to contribute to the to develop such a strategy together with relevant
On the right, people
which share this integrated approach to urban devel- kets (WUWM) and NABMA (National Association of sustainable development and revitalisation of a city stakeholders is illustrated in chapter 2.2. Chapter
buying the flea market on
opment and feel that markets can be a tool to build British Markets Authorities) share our goals and fu- and its neighbourhoods. It also touches upon the 2.3 explains how markets can be a driver for the a street in 1932
strong neighbourhoods with a healthy population. ture collaboration is planned through the celebration challenges which urban markets face and have to ad- economic and social development of a neighbour- in Barcelona
of the International Week of Markets to help increase dress to be successful. hood. Climate change is on everyone’s lips; how S J. DOMInguez
S ARXIu FOTOgRÀFIC
There are other projects which can add value to and the recognition of the importance of markets. markets can contribute to reduce CO2-emissions
De BARCelOnA (AFB)
complement the social, economic and environmental Chapter 2 Successful urban markets presents ide- is demonstrated in chapter 2.4. Another important
approach advocated here. Within the URBACT Pro- This publication would like to provide ideas, inspira- as, inspirations and illustrations on how city mar- aspect of markets is tourism. How markets can at-
gramme itself, the networks Sustanaible Food in tions and illustrations to market managers and city kets can become successful and drivers of sustain- tract tourism is illustrated in chapter 2.5. Chapter
Urban Communities, Gastronomic Cities and Diet stakeholders responsible for city markets on how able urban development. 3.6 explains the opportunity to use the remodelling
for a Green Planet give hints on connected subjects. city markets can become economically successful or new building of markets for the revitalisation of
In addition, the Central Markets project (INTER- and drivers of sustainable urban development. Chapter 2.1 describes the success factors for man- neighbourhoods.
 the Urbact
programme

URBACT is a European exchange and learning pro- Urbact Markets from the Urbact
gramme promoting sustainable urban development. programme point of view
It enables CITIES to work together to develop so- URBACT Markets is an interesting and innovative
lutions to major urban challenges, reaffirming the continuation of the URBAN tradition. The network
key role they play in facing increasingly complex aims to link together the three basic aspects of urban
societal changes. development, the economic (through town-centre re-
generation); the sustainable (with low carbon guide-
It helps cites to develop pragmatic SOLUTIONS lines) and more indirectly social aspects (through the
that are new and sustainable, and that integrate discussion of employment and entrepreneurship).
economic, social and environmental dimensions. Thus the project addresses the challenges of integrat-
ed development.
It enables cities to SHARE good practices and les-
sons learned with all professionals involved in ur- Another feature of the URBACT Markets network is
ban policy throughout Europe. that it deals with several aspects of the urban food topic

Urbact Markets
which is of growing importance in all parts of Europe.
To establish and manage markets well is fundamental
Urbact is 500 cities, 29 countries
for cities, especially in the present (post-) recession sit-
and 7,000 active participants uation when conflicts between supermarkets, profes-
M URBACT is jointly financed by the European Union sional traders, traditional farmers, social enterprises M
10 (European Regional Development Fund) and the – all representing different interests – are growing. 11
Member States.
Food and market place issues should become key as-
Further information can be found on the URBACT pects of spatially balanced, environmentally sensitive
webpage: www.urbact.eu/urbact-markets. and socially inclusive planning and through this, of
sustainable urban regeneration of European cities.
Based on this tradition URBACT is very much look- The results of the URBACT Markets network create a
ing for integrated approaches to difficult urban prob- good foundation for this. In the future further steps
lems. The innovative tools of Local Support Groups could be taken towards sustainable food and integrat-
(LSG) which have to work together on the Local Ac- ed market place development of whole metropolitan
Mercat de Mercats, Barcelona, Institut Municipal tion Plans (LAP) crystallize the essence of the suc- areas, taking the circular economy and increased so-
de Mercats de Barcelona. S JORDI CASAÑAS / IMMB cessful working methods of URBAN programmes. cial responsibility into account.
 Porta Palazzo,
photo courtesy
of Conservatoria
delle Cucine
Mediterraneet.
S lAuRA FORMICOlA
 Chapter 1

Europe’s
urban
markets
o History and tradition

R
1 etail markets have a long tradition in
Europe. They have existed since ancient
times — in ancient Greece, the agora, and
in ancient Rome, the forum. The Grand

Urbact Markets
Bazaar in Istanbul is often cited as the world’s old-
est still-operating market; its construction began in
1455.
cal points of trade (exchange) and sale through local such as indoor markets in a building, street markets - Inside Boqueria er markets; food halls, featuring Torino gourmet food
M Markets had an important economic, social and cultural peasant markets at strategic locations such as har- with stalls along one or more public streets or as mar- Market, Barcelona. to consume on-and off-premises; handicraft markets. M
1918-1922 S RITMA
14 function for cities and their citizens as a place of: work bours, crossroads or along rivers, whether interna- kets in a town square. 15
-Vic main square
and trade; buying and selling of provisions, livestock, tional or of a more local nature. This facilitated the As in the past markets continue to contribute to eco-
market 1890-1910
and other (daily) goods; festivals, social life and gather- development of new services, retail shops, artisans Markets sell a variety of goods and some are specialised S unKnOWn
nomic development in Europe.
ing of people and information and as a market place of- and other businesses, enhancing the growth of a city markets such as: antique markets; farmers’ markets, - Sale of melons
ten surrounded by the institutions of power: town hall, and its population. So, historically markets have been focusing on fresh food; fish markets; flea markets; flow- and watermelons Extrapolated figures from the survey “The Role and
law court, representative business premises and church. fundamental for growth, exchange and supply. Sants neighbourhood, Importance of the Wholesale and Retail Market Sec-
Barcelona, tors for the European Union” (World Union of Whole-
Octubre 1914
So, markets have not only been a typical buying Today’s markets exist most often in physical formats sale Markets) carried out in 2008 showed that some
S FReDeRIC BAlell
and selling point but also a highly sociable place, at 25,000 retail markets, including open-air/street and
which people meet and establish relationships with- 1
Retail markets are, as defined by the World Union of Wholesale
Historically markets S ARXIu FOTOgRÀFIC
De BARCelOnA (AFB) covered markets, operate in the EU, with more than
in the community. Markets (WUWM): Those premises (either open-air or covered
building) which unite a variety of commercial establishments
have been fundamental 450,000 retail market traders operating businesses
on those markets. Additional to that, 1 million peo-
Markets have contributed significantly to growth in
and retail entrepreneurs that provide a wide commercial offer for growth, exchange ple are working on these retail markets, generating a
medieval Europe from the year 1000, being the fo-
of food products (of daily consumption) and non-food products,
and all this under a unity of management. and supply turnover of more than 40 billion €.
 o Opportunities
and challenges
JOB HEALTHY
Key opportunities CREATION LIFE STYLES city and the promotion of local gastronomy and culi-
nary traditions.
AND FOOD
Urban markets present massive opportunities and The London Visitor Survey 2008 analyses the high
benefits. They can play an important role for the sus- touristic potential of markets as follows: 29% of

Urban Markets
tainable development and revitalisation of a city and overseas and 24% of UK visitors to London stated
its neighbourhoods by promoting and enhancing:
LOCAL that shops and markets have been very important
RETAIL reasons for their visits to London.
Driver of a sustainable COMMERCE
Job creation, employment, urban development
entrepreneurship and migrant integration Local (retail) commerce, its offer
and associated infrastructure
Markets create and maintain employment and en-
trepreneurship opportunities both in terms of peo- Markets can complement and improve a city or neigh-
ple working directly at the market and through the bourhood’s existing retail offer. Located in town cen-
supply chain from production through to the sale tres like the Boqueria in Barcelona or Victor Hugo in
of the product or service. Job opportunities include Toulouse, they are often the flagship of the town’s retail
retail market traders, local/regional producers and
SOCIAL system, providing very high quality products and ser-
suppliers, along with logistics and distribution com-
TOURISM & CULTURAL vices, and acting as a tourism attraction (cf. 2. Tourism).
panies as well as service providers either for the ATTRACTION SERVICES
market itself (cleaning, distribution, etc.) or for the Markets can also contribute to increase competition,
consumer (e.g. personal services). Thus, markets externally with other retail shops, and internally be-
provide jobs for skilled and specialised people, but tween the traders themselves, bringing the custom-
also for workers with low professional qualifica-
IMPROVEMENT ECONOMIC ers a good deal in terms of quality and price. In de-
tions, as it is the case for instance at the Porta Palaz-
zo market in Torino (cf. Case box 7, p.38). This can add OF PUBLIC REALM & ECOLOGICAL prived neighbourhoods, products, in particular fresh
products (food) are sometimes offered at affordable
to their integration in the labour market and in soci- ADDED VALUES prices, slightly cheaper than supermarkets.

Urbact Markets
ety. Markets offer also the opportunity to migrants,
selling their “traditional” products e.g. handcrafts, Markets can attract people and increase the footfall
food (cf. Case box 19, p.76). in a neighbourhood. This can benefit neighbouring
commercial areas, in particular when there is a physi-
M Markets are often places where businesses are cal link and / or cooperation between the market and M
16 run also by the non indigenous population and as can be found for instance in Barcelona or Dublin. Tourism, especially related to gastronomy Markets offer opportunities the neighbouring commercial area (i.e. restaurants 17
migrants. These entrepreneurs have been trained As stated by the London Farmers’ Markets associa- and culinary traditions for economic development. and cafes serve prepared products from the market
tion, markets provide the hub to make it viable for In the background, Clot
working as sales people in other stallholders’ to differentiate themselves).
Market in Barcelona.
stands, learning the business and becoming ready farmers to both sell directly and deliver to retailers. Markets can be attractive destinations for tourists and S JORDI CASAÑAS / IMMB
to open their own business. These new stalls gen- They estimate that at least 50% of farmers around the Boqueria in Barcelona or Victor Hugo in Toulouse If an area is commercially successful, the investment
erate a new kind of offer that satisfies new needs London would not be in business if the London are good examples, both providing an insight into tra- activity of private stakeholders in their property in-
from the same migrant community. At the same Farmer’ markets had not opened. ditional local products such as food, handcrafts, gas- creases, which can benefit the rehabilitation of historic
time the wider offer of ethnic products, in particu- tronomy. Markets also provide an insight into a typical buildings, too. Thus markets can boost the revitalisa-
lar in the food area, is increasingly appreciated not Markets, by attracting people and increasing the local way of life, being the essence of social and cultural tion of neighbouring commercial areas and their (hous-
only by migrant communities, but also by the local footfall in the neighbourhood, can also improve tradition within community. As such, markets act as a ing) infrastructure. Torino and Barcelona, each having
public in general. Markets are also the local pro- the image and marketing of surrounding retail magnet for local and overseas tourists, supporting the more than 40 markets spread over the city, are good ex-
ducers’ door to their customers, either directly or and service companies. This saves further jobs and tourism industry and increasing the level of sales in amples of how markets have established economically
through a well established fresh wholesalers chain companies. markets. Both contribute to the economic growth of a and socially invigorated places in neighbourhoods.
 Healthy life styles the project Fa bene in Torino, produce is provided
free of charge for people living in poverty (cf. Case
Markets can be vital players providing consum- box 20, p.44). Another interesting example is the Bo-
ers with fresh and healthy produce and promoting queria market of Barcelona: The market, located in
healthy eating habits e.g. the broadcasting of recipes a deprived neighbourhood, is the city’s market flag-
and live-cooking demonstrations, community sup- ship and visited by thousands of tourists. It provides
pers or educational programmes for schools, children a combination of the finest and most expensive stalls
and families (cf. Case box 24, p.72). with the cheapest ones, offering a broad range of lo-
cal and ethnic-oriented products.

Revitalisation of public space, buildings As food “connects” people, markets can also contrib-
and social interaction ute to the integration of different cultures by offer-
ing products of different cultures and an opportunity
The opening of a market or its enhancement can be to eat them at the market.
used to transform and renovate public space into an
attractive and flexible public gathering spot for the
neighbourhood, where people see friends and meet An environmental friendly local supply
and greet their neighbours, stimulating the dyna- chain, adding economic value and
mism of the neighbourhood – even beyond market reducing the environmental impact of
opening hours. production and consumption

Attractive markets in combination with a “commu- The production and distribution of food and other
nicative” space contribute to social interaction in products adds significantly to energy consumption
particular through the interaction of stallholders and environment pollution. Local markets, and
and consumers. If the space has amenity values (i.e. in particular farmers’ markets, can contribute to
safety, cleanliness, availability of comfortable places shorten the supply chain, bringing producers, sup-
to sit) and is inviting in terms of being a place to stay pliers and consumers together, promoting commerce

Urbact Markets
and linger, it can even become a place for residents of proximity and encouraging local production and
to meet and socialise after the opening hours of the consumption, diminishing transport distances (link-
market, contributing to social interaction. The open ing the rural with the urban, supporting regional ag-

M
space as well as surrounding buildings can be used
for cultural events and other neighbourhood related
riculture). For example the London farmers’ markets
association adheres to the ‘rules’ set out by the UK
Bookselling in the Sunday
Market of Sant Antoni.S
the example of London’s Borough market (Case box
28, p.88). Markets can also be places which promote
Markets and their neighbourhoods M
18 activities, (i.e. music and movie nights). Farmers’ Retail and Markets Association, leading to
JORDI CASAÑAS / IMMB
awareness about environmentally friendly eating (cf. can have strong and positive 19
the accreditation of a market as farmers’ market. One 4. healthy life styles) and how to reduce food wasted
of the criteria is the goods that are sold in farmers in households by introducing new food habits. So, economic, social, environmental,
Social and cultural “services” markets in London must be raised, grown, produced,
gathered, caught, or baked within 100 miles of the
markets and their neighbourhoods can have strong
and positive economic, social, environmental, cul-
cultural and physical links.
Markets located in disadvantaged neighbourhoods M25 (‘the Region’). There are actually 13 accredited tural and physical links. From these links the city From these links the city in general,
can play an important role in the lives of these neigh- farmers’ markets in London. (Case box 25, p.84; in general, the neighbourhood and the market can
bourhoods by providing social and cultural “services” www.farma.org.uk/certification-farmers-market). profit, making the market a driver for sustainable the neighbourhood and the market
(cf. 4. Healthy life-styles and 5. Revitalisation of pub-
lic space, buildings and social interaction). For exam- In addition markets can reduce their environmen-
urban development.
can profit, making the market
ple markets can offer a range of food and non-food tal impact by reducing the amounts of waste gen- How to make use of these opportunities by creating a driver for sustainable urban
products at prices adapted to the modest budgets of erated, increasing their recycling rates, collecting and managing successful urban markets is described
residents, supporting healthy eating habits. Through food waste and organic refuse for composting as in in chapter 2. development.
 Key challenges
Lack of coordinated group
But markets do not only provide opportunities. and communication strategy
There are also challenges to deal with. Although
the situation of markets varies considerably in There is often a lack of a coordinated group and com-
European cites due, for example, to differences in munication strategy by markets, for example the lack
retail competition, local laws, market governance of a common strategy with retail commerce or coop-
models, logistics models, etc., they share a num- eration with shopping streets nearby or with shops
ber of key challenges. or shopping areas offering loyalty programmes. In
addition there is a need to communicate more fluidly
with customers and other stakeholders, especially
Markets are not sufficiently through digital media and PR.
consumer-oriented

Markets are often not sufficiently consumer-orient- Lack of investment in market infrastruc-
ed. In many cases opening hours are the first barrier ture or market renovation
for customers when choosing the place where to buy.
In some cases, customers are mainly elderly people. In some cities there is a lack of investment in mar-
There are fewer younger customers. ket infrastructure or market renovation. There are
several reasons for this including a perceived lack
of commitment by politicians and policy-makers to
High competition from supermarkets strengthen markets. This is due to the fact that the
benefits of markets are often not fully understood
The highest competition to markets comes from the as data and figures providing proof of them are not

Urbact Markets
supermarket and hypermarket chains that offer a always available.
broader range of food and non-food products at very
competitive prices and are supported by promotion
and marketing activities and a broad range of open- Right balance between tourism and local
M ing hours. citizens’ demand M
20 21
Getting the right balance between tourism and lo-
Stallholders and trader association cal citizens’ demand for the market offer and prod-
lack sufficient management skills ucts can challenge the integration of markets in the
and professionalism neighbourhood.

Stallholders and their trader associations sometimes Markets have to react to

lack sufficient management skills and professional-
ism to react to changing demands, i.e. implement
Environmental impact of markets
these challenges to keep their
up-to-date communication or PR activities. This is Finally, the environmental impact of markets is a Flea Market
of Barcelona:
economic, social and cultural
partly due to a resistance by stall holders to change,
e.g. to modern commercial practices like more flex-
challenge in terms of transport, freight, energy use
and waste generation. Adequate strategies to deal
"Els Encants".
S PAu FABRegAT
significance, which they have
ible opening times. with these issues are often lacking. / IMMB
had since ancient times
 Chapter 2

Successful urban
markets
o Management services
for economic success

A
market can only function well in the long- s Building commercial appeal-customer
term when it is economically sustainable. and stallholder related facilities
Thus, the market must be able to provide and services
profit to the stakeholders involved: mar- s Professionalisation of stallholders-
ket owners and operators, stallholders and traders. It customer relations
is therefore important that all (the logistic and man- s Communication and promotion
agement) decisions taken by market managers and of the market
city administration aim at the following objectives. s Upkeep and renewal of the building / street

1. ensure that stallholders can have The management of these services is crucial because
a profitable business it also can contribute to the reduction of costs, which
2. ensure that the market owner or operator can increase the competitiveness of the market vis a
(public or private) operates vis supermarkets, malls and a wide commercial offer.
in a balanced way and ensures a profitable

Urbact Markets
market Such management of services is state of the art in
3. ensure that the market offer meets commercial establishments with a single owner or
the demands and needs of its customers operator. In markets it is not. That is why it is nec-
essary to clearly define the common management
M So what makes a market profitable? What makes one aspects for a market, who is responsible for them M
22 market work better than another? What are the rea- and most importantly how the costs are distributed 23
sons that customers choose to buy their goods in a spe- between the stallholders and traders.
cific place and particularly in a market?
To answer these questions certain services must be If we look at who manages Europe’s city markets sev-
considered and analysed in order to guarantee the eral arrangements can be found that range from pri-
economic sustainability of the market and to manage vate to public management.
the market successfully. Of particular importance are:
s Public sector
s Location s Public sector partnership
-
St John Market in s Relation between price and quality s Public private partnership
the Old Town, City of products according to customers’ demand s Charity / Community Association
of Wroclaw,
s Rental of spaces, commercial mix s Co-operative
Poland
S AgenCIA and market offer s Privately managed for public sector
PIAnOFORTe s Commercial opening hours s Private sector
 In all cases, public administrations affect the rules established in each case, becomes an essential - Left: a group of people
enjoying a gastronomical
‘Management services’ The number of people that get access to a market de-
and regulations of markets. Markets can also be influ- practice in this type of commercial establishment. fines the number of stalls. The offer should therefore
activity -”Tapas Night”- in a
enced by the appointment of a politician or different market in Barcelona. Location be balanced and neither exaggerated nor scarce. If the
technical officer for global control or by the control However, the final operational responsibility must S JORDI CASAÑAS / IMMB A market is usually a very important place for a city. neighbourhood is mostly populated by people with a
- In the middle, social
and management of the award or allocation of retail be clear and cannot be diluted in the context of the Whether open, wide or covered, it is often a focal medium-high income bracket and high education
event organized in St John
spaces through administrative procedures. The role of diversity of associations or agents. Nowadays, pro- Market in the Old Town, point and, especially in a smaller city, a crucial centre level, vendors should be focused more on the size of
municipalities or public bodies in the management of fessional market management and a clear strategy City of Wroclaw, for urban economic and social life. In all cases, the the overall offer, than on the price policies. Particular
Poland. S AgenCIA
markets, even private markets, must not therefore be for the future is a vital requirement in the context of place where the market is located has a great impor- attention will be given to some aspects such as prod-

Urbact Markets
PIAnOFORTe
neglected. fierce commercial competition. - On the right, a trader tance and the market itself can produce (positive) ucts’ traceability; the presence of organic products
is offering strawberries effects on the entire area within which it is located. and specialities; the availability of gastronomic de-
to a customer,
Whether public or private, to ensure an efficient man- The market can provide a useful offer for both resi- lights. The non-food sector should include handicraft
in Montserrat in Barcelona.
agement of the services there are two main criteria: S JORDI CASAÑAS / IMMB dents and a larger public including tourists and other stalls as well as high quality clothing, able to compete
M visitors. In addition a market does not only influence with the offer of the shops operating nearby. M
24 s Dialogue: Markets bring together a multitude of the area in which is located; it is also influenced by it. 25
stakeholders. So, regardless of the management Sometimes there is a positive link between the mar- If the neighbourhood is mostly populated by work-
model, it is important to have a clearly established ket offer and the shops operating nearby, sometimes ing-class people, it is possible that the main cus-
management structure that allows the needs of there are overlaps which can lead to negative forms tomers are big families, therefore fresh, low-cost
both the stallholders and the owner/manager of of competition. products could find a lot of buyers. The geographical
the market to be addressed. Business associations, origin of the residents is another aspect that should
private owners, municipal departments, commu- A crucial element for the market’s economic sustain- be taken into account. Products coming from a spe-
nity representatives must find their way to work ability is to find the right dimension and location, cific region or world area could be very appreciated,
together and coordinate their activities and needs. the role of municipalities when opening a new market. Certain aspects have especially if there are no other commercial distribu-
or public bodies in the to be considered when determining the location and tion channels.
s Responsibility: For markets to function effi- “characteristic” of the market: accessibility, density
ciently, it is crucial that responsibilities are clearly
management of markets, of the population; types of residents and their av- Those are just few examples that could be useful to
defined and understood by all stakeholders. The even private markets, must erage income; consumer demands and demands of understand how the consumers’ demands intersect
shared decision and responsibility at the level not therefore be neglected residents (cf. Case box 1, p. 27). with the offer.
 MARKETS’
INFLUENCE Av.
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Case box 1
Relation between price Rental of spaces, commercial
and quality of products
according to customers’ demand
mix and market offer
the impact of population density
By analysing local population data and customer de-
mand, it is possible to define some crucial elements
As well as the quality/price ratio, it is important to
consider the commercial mix offered at the market.
Many stalls and a diverse commercial offer attract
Variety of prices is one of
the distinctive values of
public markets.
on a market’s business sustainability
S JORDI CASAÑAS / IMMB
for the commercial offer. Among them, the quality/ customers. It is the market manager’s task to create On the left, a market stall in
price ratio must be considered with particular atten- a balanced, broad and deep mix to make the mar- Barcelona. Above, a market
in Torino.
tion, in order to better adapt the types of products ket economically successful. They need to ensure S COuRTeSy OF COMune

E Every time Institut Municipal de Mercats The three radius are: Above, on the

Urbact Markets
and their prices to actual demands. the market offers an attractive range of ‘traditional’ DI TORInO de Barcelona (IMMB) needs to define the 1. The most immediate perimeter, left, Hostafrancs
market products and new services (such as bars, res- optimum commercial mix for a remod- walking distance of 2-3 minutes Market in
Barcelona.
We can clarify this concept by using two examples. taurants, little shops, cultural events, etc.) and con- elled or new market, a feasibility study is done, in or radius of 200m On the right,
In the first one, we consider a market that is well stantly introducing new commercial activities, not order to understand how to maximise the positive 2. Walking distance between 4-5 minutes, area of influence
M frequented by selected customers, both ordinary citi- currently present in the market. It is about main- impact on economics and work and to assure effi- radius of 400m of a market. M
26 zens and cooks or food lovers that are all looking for taining or extending the business offer in each of ciency and sustainability. To do that, IMMB uses 3. Walking distance between 8-10 minutes S JORDI CASAÑAS 27
/ IMMB
high quality products both fresh and processed. In the sectors operating in the market, thereby ensuring the City Council data base and a participative ap- that occupies a radius of 600m
this case, the overall price ratio can be higher, coher- their competitiveness and diversification. The pres- proach with the Districts.
ent with the demands of the customers. In a market ence of restaurants and other food services is usually a A fourth area is defined as those who could reach the city
like this one, cheaper, low cost and poorly selected positive complement to the ‘traditional’ market offer, The main objective is to determine the area of influ- market by vehicle (5-10 minutes travel time) coming Barcelona
products would not be the right choice in order to in particular if they use market products in their dish- ence of a market, so as to define the dimension of from other districts, or nearby towns and as such
reach interested customers, and would risk reducing es (cf. Case box 20, p. 77). Such services can also help to the service to be provided and its features. This area this will therefore require developing a parking plan
and damaging the overall market offer. extend the opening hours of the market, if independ- is determined according to its location, its density, to serve these potential consumers.
ent access is provided (cf. “opening hours” Case box 5, p.34). the commercial offer, customer needs and trends.
If we consider instead a market located in a popular To do so they define the boundaries based on three This feasibility study allows the Institute of Markets
neighbourhood, with a more mixed customer base, related elements that will determinate the area un- of Barcelona to define the optimum commercial mix
we should find a wide product offer and a greater der study in order to quantify and calculate the new for the renewed or new market so that the traders
number of stalls offering discounted products that market potential quota. can succeed.c
are frequently changing.
 Case box 2

the Souk El tayeb

Market

E The Souk El Tayeb, the first Lebanese farm-

ers’ market, was created in 2004. It was
a private initiative by Kamal Mouzawak
with the intention of creating a souk with the same
vibrant energies of traditional souks, but featuring
the products of small scale farmers who bring their
Based on the results of the analysis the commercial
mix and offer of a market has to be defined and/or
adapted. It is necessary to define suitable product
and service categories and numbers and a strategy
to guide the offer accordingly. The rental of spaces
can be an important tool to guide the offer. Thus, the
knowledge to the market – preserving centuries of regulation and criteria for the rental of spaces must
old Lebanese food tradition. incorporate some standards, and yet maximum flex-
ibility (not always easy) to select candidate traders or
Souk el Tayeb is in the centre of Beirut, Lebanon’s operators. Prices and times of concession space with
capital, and it’s no coincidence. This market has an im- initial payment or rent can be an essential tool for at-
portant social and cultural relevance, beyond just the This market is a strong symbol of peace and social The Souk tracting new entrants and/or entrepreneurs.
products’ quality; the city centre is the best place to harmony. The management system is lighter and par- El tayeb Market.
Beirut, Libanon.
be in this respect. Farmers come here from Lebanon’s ticipatory, there is an open communication through In addition, stallholders and traders should be in-
rural areas, all the different religions are represented, regular meetings between the management team of formed about the results of the analysis and given
and there is a peaceful coexistence in all this diversity. the market and the farmers.
city advice/training on how to adapt and supplement their
Beirut
This market is now a forum to share food, traditions market offer. When selecting new stallholders, the
and hospitality that has helped to bring together Souk El Tayeb is also important because of its own results of the analysis should be considered to ensure
fractured communities. Souk el Tayeb promotes unity quality assurance system to ensure the quality and that the stallholders provide the products which fit
around a common respect for food, land, and agricul- origin of the products sold in its farmers’ market. into the overall market offer.
tural traditions: in the heart of the capital city, Souk El The PR (newsletter, books and e-weekly news) and
Tayeb hosts farmers and producers representing the the capacity building programme for farmers, con- Another important aspect to keep in mind, as well as
complexity and the richness of cultures, traditions and sisting in workshops and consultancy services for product types and point of sales, is internal logistics,
religions of Lebanon. farmers and producers, are also impressive.c in the same way as it happens in large-scale retail trade

Urbact Markets
and in supermarkets.

The way products are displayed in the large distribu-

tion structures is carefully designed. Different depart-
M ments bring together the same kind of products: fro- M
28 zen food; baked products; delicatessen; meats, fresh 29
Another example of extending opening hours and market’s offer, but also commercial activities in the So, to be able to define the commercial mix and offer On top, Camden Passage, products and so on. Those products that are bought on
increasing the market product offer is the alterna- surrounding area (shops, supermarkets etc.) that of a market (primary and supplementary products, Islington, Lodnon. the spot and not included on a shopping list are placed
S OWAIn JOneS
tion of markets at Cours Saleya in Nice. The food, the can impact the market offer. complementary services and activities) three main near check-out counters and the exits. The products
A fish stall in Montserrat
flower and the handicraft market alternate, cover- aspects have to be analysed by market managers and/ Market in Barcelona
that are under the spotlight are displayed at eye-level,
ing the market space almost all day and during every The market should offer primary products that are or city administration: S JORDI CASAÑAS while toys and products for kids are often on the lower
day of the week. There are also interesting cases of essential for the majority of customers and local shelves, so that children are able to see them and nag
coexistence between markets and supermarkets, residents, making the market attractive for as many s Commercial offer in the area surrounding parents to buy. Similarly, in a market, it can be use-
in particular small-medium sized shops, which can customer groups as possible. The primary products the market (competition analysis) ful to separate food and non-food sectors, gathering
complete an area’s retail offer (especially when it should be supplemented by products that are not s Customer and neighbourhood demand for together stalls with similar products or alternating
comes to the non-food sector) (cf. Case box 3, p. 30). easy to find locally, thus making the market a more products, services and activities, including quality them. If people cross the market from one point to
In addition, it is important to consider not only the preferable place to visit. and price (demand analysis). another within the same street (as happens in the
s Services that can supplement market products open air market), it could be useful to organise the
and attract further customers. stalls in a single line or two parallel lines.
 Building commercial appeal- left, outside of the A market must also take into consideration the needs
Case box 3 customer and stallholder related Barceloneta Market.
Services, public spaces
of people with disabilities or reduced mobility, as well
facilities and services and an attractive place
as the specific needs of parents with small children

Sharing space. Markets and supermarkets A market that works properly with an adequate of-
for shopping fresh
and quality food.
that use pushchairs. The market should provide com-
mon spaces for baby-parking areas, where children

in the same building fer and a structured commercial mix will still face
competition from other types of commercial facilities
On the right, an employee
of the Boqueria market
in the underground
and families are taken care of or can experience activ-
ities connected to food education. Baby change and
such shopping centres. It is therefore very important space where there toilet facilities and the possibility of leaving luggage

E
are warehouses
Modern commerce is characterised by a Since then, the City Council of Barcelona, in agreement Renovated markets to provide a shopping experience that can attract are also of importance.
and cold storage.
wide range of purchasing methods: mar- with the traders, has invested in modernising and re- living with customers. Here, collective services are important to S JORDI CASAÑAS / IMMB

Urbact Markets
supermarkets in
kets, traditional shops, supermarkets, hy- modelling 24 markets and their commercial practices, the same space. boost the commercial appeal of a market and the con- In addition market offer and services have to be of-
permarkets, outlets, e-commerce. through the contribution of public and private funds Photo shows the cept of the market as a “service centre”, for example fered and served in a way that is attractive to cus-
in which one of the key elements is the ‘cohabitation’ supermarket in customer service and information points, wifi, stor- tomers. A market made of nice stalls, in which the
Concepció Market
However, there continues to be a more competitive of markets & supermarkets - or shared space. in Barcelona. age space for shopping, etc. goods are presented in a captivating way, able to
M tension between markets and supermarkets and S PAu FABRegAT draw the attention of customers, will function better M
market traders often feel the competition from su- This combination improves the customer’s shopping / IMMB In addition, a market must be easily accessible by all than a market with the same products, but less care 31
30
permarkets as the most dangerous threat to their experience and turns it into one-stop-shopping. The means of transport, and priority should be given to in terms of product presentation.
survival.But if we look at what’s happening in Bar- market becomes a place where citizens can buy the city sustainable mobility modes: safe and attractive access
celona (and also in other cities) for the past fifteen best fresh quality products and also the packaged or Barcelona by foot, safe parking possibilities for bikes and public In fact, the way goods are displayed is also important
years, we can see that ‘cohabitation’ is possible. cleaning products in the supermarket. Furthermore, transport stops very close to the market. If customers for the individual stall. If we consider food and vege-
‘cohabitation’
as markets are usually located in the central areas of from outside the neighbourhood are to be attracted tables, it is better to display products in an organised
of markets
At the end of the 90s when the markets of Barce- cities or neighbourhoods, supermarkets are inter- & supermarkets or larger amounts of products are bought, car park- way, rather than disorganised piles, so that they can
lona were in poor condition and competition from ested in being inside. In Barcelona’s case they have ing space might also be necessary (for which customer attract the attention of the customer. It can also be
supermarkets was beginning to spread throughout paid significant amounts of money to win a license to parking vouchers can be organised). Pedestrian zones useful to divide products according to their origin
the city, the city decided to modernise and renew the run a supermarket in a market for a certain period of can also be very attractive areas for markets. Some mar- (local and foreign ones), so that they can be easily
markets of Barcelona to maintain their strength as time - with the winner selected through a public ten- kets already offer home-delivery systems (cf. Case box 4, p. identified. In the clothing sector, if the idea is to fo-
drivers of employment, social life and the economic der. This money is used in Barcelona as a financial 32), whereas an organised service promoted by the mar- cus on quality, it could be better to avoid baskets
promotion of neighbourhoods. contribution to the physical renewal of markets.c ket as a whole is better than the same system offered with different kinds of clothes, while this solution
by single stallholders, which is often less coordinated. could be used for clearance sales.
 Case box 4 Workers of the city labour market integration organisations or organi-
company home
Barcelona sations working with people with mental illnesses.

Home delivery
delivery Compra-
Servei, which
This has been possible due to the understanding and
support of the Institute of Markets who recognise
operates in Home delivery
10 markets.
improves market the social benefits. This is an example of service
In the picture, management with public-private partnership and
the Sarrià Market.
competitiveness
and broadens social purposes.

E
S PAu FABRegAT
In the remodelling and modernisation pro- /IMMB the shopping
cess of Barcelona’s market model, one of options The Institute of Markets (IMMB) formalises an
the key aspects has been the introduction agreement with the company giving them ade-
of new services such as Home delivery. quate space for their activity, at no cost or rental
fee. The association of each market pays between
Home delivery has been one of the main services that 1,000 and 1,500 € per month. Each trader also
was requested by customers, who wanted to spend as pays around 3-4 % of the purchase amount and the
little time as possible doing their shopping with the customer between 3 and 4 € per delivery (there are
widest possible product range and those who need exemptions for elderly people). Mean-
home delivery like elderly people who cannot carry while, the company is responsible for
their shopping back home. the investment required and the pur-
chase of necessary equipment: com-
15 municipal markets have introduced this service to puters, refrigerators, van transporta-
improve their competitiveness and broaden the shop- tion. IMMB maintains the operation
ping options. The service consists of the distribution and annual operating accounts in
of purchases made by customers at markets. Before each market, providing appropriate,
using the home delivery service the customer needs smaller contributions to support
to receive a code number from the information or their economic viability.
home delivery point at the market. When purchasing
products, s/he leaves his or her code number and the The Home delivery service has 1,000
purchase stays with the stallholder. At certain times regular customers, more than 2,000
the home delivery service collects the purchases from Apart from offering convenience to customers when orders per month and a monthly
the stallholders together with the code number and shopping, markets involve social work placement invoice activity between 20,000-
delivers all purchases with the same code number to companies/associations for people with mental dis- 25,000 € and has created almost

Urbact Markets
the address of the customer. This is in particular help- abilities through this service: in fact, the home de- 40 new jobs (10 years ago there
ful for people with mobility difficulties. livery services are carried out in collaboration with 4on next page
4 were only three).c

M M
32 33
The organisation of the internal spaces of a market and lengthening shopping time. Cleaning of com- Commercial opening hours market for customers that are usually at work during
is also important to provide the necessary space, fa- mon areas and facilities, waste-collection services, more traditional opening hours. Another idea could
cilities and services for stallholders and traders to insurance, administrative and sanitary management Local shops and big distribution chains offer their be the experimentation of extraordinary opening
allow them to sell their products: parking for their can also be considered, etc. Organising these things customers a wider range of operating hours, also times, connected to some special events in the mar-
cars, electricity, water and telephone connection together means that they can be addressed more ef- because of the progressive deregulation of the com- ket or in the neighbourhood or in the entire city. It
for their stalls, booth positioning, creation of goods ficiently, more effectively and more cheaply. merce sector that has been introduced by national is therefore useful to try new schedules, and this is
sectors, corridor size, booth dimension which allows laws. In addition, job organisation is changing and happening in many cities: markets are not only open
them to display goods in a visible way, lighting of A market is often a busy place with a high density of embracing new forms of flexibility (and temporary in the morning, but also in the afternoon, evening
stalls and pathways, the presence of heating or con- people. This means that ithere may be some instanc- employment), so markets have to offer more cus- and during public holidays (cf. Case box 5, p. 34).
ditioning systems (for covered markets) or air recy- es of petty crime. A place that is considered unsafe tomer-friendly opening times. Opening hours is an
cling systems, benches or other resting places etc. All can quickly lose its ability to attract visitors thereby important aspect, both for day and night-time open- This is not always easy to do, because of the opening
those elements can make the visit to a market more rapidly worsening the overall market situation. So ing. In the latter case, some specific opening periods hours of the wholesale markets and because of indi-
pleasant, encouraging a higher frequency of visits security can be an important issue, too. could be organised, in order to facilitate access to the vidual stall holders who cannot always do shifts dur- 4on next page 36
4
 Case box 5

Opening hours at torino, toulouse

and barcelona’s markets
OPEN

Urbact Markets
M
34
E In Barcelona, according to municipal regu-
lations, the market opening hours are usu-
ally from 8.30 to 14.00 from Monday to
Saturday, and from 17.00 to 20:30 from Monday to
Friday. Opening hours can be extended if there is an
agreement among vendors of each market associa-
sumer expectations and municipal regulations, each
time a market goes through a process of renewal and
modernisation, there is an obligation to adapt mar-
ket opening hours from 8.30 to 14.00 from Monday
to Saturday, and from 17.00 to 20:30 from Monday
to Friday. To support this action, when re-opening a
new customers. A new timetable from 10:00 to 18:00 in
some markets might help to overcome this barrier.In or-
der to understand if this strategy is successful Torino,
in collaboration with the markets of Via Baltimora and
Corso Palestro, started Ritroviamoci al mercato… anche
di pomeriggio (Let’s meet at the market… even in the
the representatives of Toulouse’s markets. This even-
ing food market attracts a large number of customers,
who can find different food products: cheeses, hams,
dried meats, bread, roast meats, cooked dishes, fruit
and vegetables, flowers, empanadas, fresh pasta and
dried fruit.
- Remodeled
markets expand
their business
hours so that
they are opened
mornings and
afternoons during
M
35

the week.
tion. Failure to comply with the market timetable is remodelled market, promotional campaigns and infor- afternoon). This “experiment” started in June and July S PAu FABRegAT
considered serious misconduct and is penalised with a mation on new opening time and services are given a 2014 and, in that period, markets areas were open until The neighbourhood association’s involvement in the / IMMB
- On the right,
fine of 1500 € although this sanction is rarely applied. lot of importance. In the Strategic Plan for Barcelona 19:00 every Tuesday and Friday. market is essential for its smooth running and the is the Saint-
Markets 2015-2025 a policy measure has been defined development of customer loyalty. This market is often Cyprien market,
However, market opening hours are not still homo- in order to achieve a common compulsory opening In Toulouse we can find another very interesting ini- brought to life by musicians, making this a place for so- Toulouse
S nÚRIA COSTA /
geneous: afternoon opening only tends to happen on timetable for all the markets. tiative. At the request of the neighbourhood associa- cial interaction. The creation of this market has made IMMB
Thursdays and Fridays. Having to think and to decide tion, an evening market in place Belfort was created in it possible to add a new dynamic to the neighbourhood
where to purchase depending on market opening In Torino, the actual opening hours in the majority of October 2011. This market was created at the request by improving its image and recreating a social link. Lo- cities
hours is an inconvenience because of its variability markets are from 7:00 to 14:00, when working people of the neighbourhood association after obtaining the cal people have been able to reclaim a pleasant area Torino
which reduces commercial attractiveness.In order to do not have the chance to go shopping. It is therefore opinion of consular chambers (chamber of commerce, planted with trees that used to sometimes attract un- Toulouse
adapt and harmonise opening hours, to meet con- necessary to define a new timetable in order to bring in chamber of trades, chamber of agriculture) as well as desirable attention.c Barcelona
 Case box 6

training courses for stallholders

3from page 33
3

ing long opening periods. Nevertheless there are a Communication and promotion
lot of interesting examples of this happening, many of a market
of which have good results so this is definitely an is-
sue for consideration. To ensure that customers and the neighbourhood
know about the offer and the “special” shopping expe-
The definition of new opening hours could be based on rience of a market and to promote customer loyalty,
market research. In this way trial openings could be the right mix of communication activities and market
agreed with vendors, starting with updated data. promotion have to be in place to keep one step ahead
of the competition. There are many ways of commu-
nication and promotion through traditional channels
such as paper publications, but also through new
Professionalisation of stallholder
customer relations
In the process of the progressive enforcement and
modernisation of markets one crucial aspect relates
to the continuous update of the professional skills of
stallholders. This could happen in two inter related
technologies like social media. When used well they
can be particularly useful for small businesses and
markets. The channels to be used need to be applied
according to the target group to be reached.

The promotion activities can be done individually

E One of the aspects that market traders of-
ten underline as a critical point is the lack of
training. That’s why, in Barcelona a training
programme in business management and technology
capacity training has been implemented.
to an improvement in their capacity to compete with
other commercial stores in the city.
One other positive impact about the programme is
that, as well as offering learning content, the class-
room becomes a place to meet and exchange experi-
ences about a sector that is directly experiencing the
Barcelona market
traders involved
in one of the
training sessions
organized by the
City Council.
S JORDI CASAÑAS
/ IMMB
ways. On one side more attention could be given to by each stallholder targeting their specific customer The contents are divided in four pathways and fo- consequences of the recession.
marketing and selling capacity, on the other perma- group, by the market operator to reach a wider group cused on market realities:
nent training could be introduced to help stallholders and coordinate promotion activities and even by the Similarly Torino City Council decided to give mar- cities
know in detail the kind of products they are selling. city administration or organisation responsible for s It’s time to make changes ket traders a chance to improve their knowledge of Torino
Some training could also be focused on new tools, all the city’s markets. To effectively communicate s Economic finances urban markets’ business and management. In par- Toulouse
such as the internet, social networks and new tech- with different target groups, activities should be or- s Digital marketing sector ticular, the city of Torino decided to provide a study Barcelona
nology in general. ganised at least at market level, with one person or s Business management programme to traders interested in improving their
entity responsible. This person needs sufficient time knowledge in order to understand customer needs

Urbact Markets
As already stated: one of the strong point of markets and budget and should think of all stallholders as Several training units are proposed for the traders, and the new logics of sales management. At the end Training
lies in the relationship that can be built and consoli- one single entity, for which the promotion has to be for example: Marketing tools 2.0, How to use Facebook students received a diploma to certify their skills. led to an
dated between stallholders and customers: a relation- organised. This requires an overall communication from a business perspective, Learn how to create and improvement
ship based on trust and of mutual benefit. Thus, it is strategy, a marketing plan. manage a blog or website, Finance for shopkeepers, trad- These courses had been organised with the help of in their
M important that stallholders and traders can provide ers and small businesses, Marketing at the sales point, professors of management, engineering and experts
capacity
M
to compete
36 relevant information about their products and know A marketing plan is essential in building customer Interpreting account numbers from financial services, in territorial marketing at the Polytechnic University 37
with other
how to present and offer their product in a personal relationships as well as creating product awareness External costs, benefits management...) etc. of Torino. Topics covered include market analysis commercial
way to their customers. (cf. Case box 8, p. 40). Identifying the special feature of of distribution channels, logistic structure, market- stores in
the market is often about the products and the stall- These courses, free of charge, are given in market ing and communication, promotion campaigns and the city
All the above-mentioned aspects are essential to holders, which should be promoted through the mar- spaces and according to traders’ availability, being as visual merchandising. The impact of these courses
maintain the trust necessary to compete with other keting plan. Thus, a different range of strategies can flexible as possible. has been significant. Traders now have more tools
forms of commerce. Therefore, it is a crucial task of be designed, according to the target group, the imagi- to improve their management skills. In addition,
market management to organise and offer training nation and the budget. However, the main attraction As a result more than 800 traders have been involved classes create positive networks between traders and,
courses on customer relations and presentation of of a market must be the real positive experience it in the first two phases, which were offered to a total thanks to their entrepreneurial spirit combined with
products, modules for further study, regulatory up- provides to customers and local residents. Word of of 22 markets. The direct result is a substantial im- the tools and knowledge learnt, they are now bring-
dates and to maintain a high level of professional- mouth is the best way to spread this message. provement in the use of new business tools and bet- ing new strategic actions. The city of Torino is now
ism amongst market operators (cf. Case box 6: Training ter knowledge of Web 2.0 implementation. Traders considering continuing with this project by providing
courses for stallholders, Barcelona / Torino; Case box 6 and case Promotion activities at a single market level can be put the new skills learned in practice and this has led new classes for market traders in 2015.c
box 7, p. 37 and 38). supplemented by the city administration or organi- 4on next page 38
4
 Customers like to shop in
attractive and well maintained
facilities, where they feel
comfortable and also value
strong social roots
3from page 36
3

sation responsible for all markets at city level with a

more general promotion of markets. This could e.g.
highlight the positive values of markets: the provi-
sion of fresh, local, healthy food, the contribution of
markets to boost the economy, the creation of jobs
and the contribution to social cohesion and the wel-
fare of the citizens.

Recently, some European cities and markets have

introduced branding, a logo, publications and news-
letters, loyalty cards, campaigns, events at markets
(like “Love your local market”; (cf.Case box 9, p. 42), edu-
cational programmes for schools, press strategies,
digital strategies with websites and social media, etc.

Upkeep and renewal

Case box 7 of the building / street

transforming people with low professional Traiders training. Customers like to shop in attractive and well main-
Torino. tained facilities, where they feel comfortable and
S CITy OF TORInO

qualifications into potential traders

also value the strong social roots most markets offer.
However, many traditional markets have weaknesses

Urbact Markets
city in terms of their physical structures. At a structural
Torino level, interventions in markets entail anything from
minor maintenance to major physical transformation.
Markets
M
38
E The market Porta Palazzo in Torino offers
through its 800 stalls job opportunities for
more than 1,000 workers. For workers with
low professional qualifications there are jobs like
transporting market stalls to and from the pitches
and erecting them, loading and unloading fruit and
market analysis of distribution channels, logistics
structure, marketing and communication, promotion
campaigns and visual merchandising. The objective of
the courses is to improve their knowledge of urban
market business and management. The courses have
improved the management skills of participants. In
create job
opportunities
for workers
with low
professional
qualifications
The physical space is without a doubt the first thing
customers notice, and is also important to enable
traders to carry out their professional activity in opti-
mal conditions, both in business and logistical terms,
and with prospects of a secure future.
M
39

vegetables from the Wholesale Market. There are addition, the classes led to the creation of an infor- and this creates The main issue is always the financing of the works.
also traders which just start selling at the market, mal network between the traders, which in turn led employment There are many options but, as with a residents’ com-
most often with temporary stalls which are offered to new strategic actions for market development. munity, responsibility of all members must be taken
at a reduced price comparing to fixed stalls. The mar- into account. Private companies managing the market
- Next page,
ket management has tried to explore and identify The courses are organised with the help of M. Mon- Toulouse Market can invest in the facilities then pass on the costs indi-
the needs of these people and to support them to tagna, G. Zotteri, professors of management engi- facilities. S CITy rectly to the stallholders. Public administrations can
OF TOulOuSe
become permanent traders with a fixed stall. Based neering at the Polytechnic University of Torino and decide to invest on a public market as this is a tool to
Below, Suceava
on the identified needs, training courses are offered Luca Giovannetti, professor and expert of territo- Market. S CITy renew a neighbourhood, however, even a small con-
(also to other interested traders) in particular about rial marketing.c OF SuCeAvA tribution from traders to the investment should be
considered as their businesses will benefit.
 The use of
Case box 8 mobile phones
applications,
websites ready

Market communication
to be viewed on
mobile devices
and QR codes
are some of the

strategies
technological
tools to improve
communication
and online sales.
S IMMB

cities
Barcelona
Torino

E Barcelona has developed a Commu-

nication plan for its markets network
to raise awareness of the benefits of
markets and attract consumers in a competitive
world. This Plan is implemented at three levels:
from each vendor, from the market as a whole in
Torino also decided to use the web to communicate,
especially to young-adults (18-25 years old) and
adults (< 25-50 years old). A new website has been
created www.torinomercati.it which includes news,
events, interesting facts about local products and
markets, interactive maps and information about
London

communication
and promotion
its proximity area through its Association of trad- markets and traders.
activities
in markets
ers, and from the City Council promoting the net-
help to raise
work of 40 markets. This website was developed with the contribution awareness
of Torino’s chamber of commerce and the European on their
The main values used in the campaigns are: fresh project Central Markets and URBACT Markets.The benefits
quality products, the best professionals taking website was launched in October so it’s too early to
care of their customers, and updated services. The say if it is a great success. It is already possible to note
strategy is organised in three main “chapters”: that the majority of users are from the original target
communication as a whole, offline tools and on- groups, especially young adults and 25-to-35-years-
line communication. In the first one we can find old people. The City of Torino is now considering the
the events and the educational programmes for idea of promoting markets to overseas visitors and

Urbact Markets
schools www.menjodemercat.cat. The second in- encouraging traders to promote their business.
cludes town and neighbourhood campaigns, pub-
lic relation activities, publications, shopping bags Borough Market in London has one of the best websites
and other products and sponsoring. dedicated to a market: www. boroughmarket.org.uk.
M In addition to the practical information and short M
40 Online communication is assured by a website texts about the history of markets, the website con- 41
www.bcn.cat/mercatsmunicipals, a blog www.som- tains different sections. Every trader has his or her
demercat.cat, a newsletter (sent to more than 2000 own page containing a description of the stall and
followers), a special application for smart-phones the goods that are sold, trading days and the trading
and presence on social networks. Through them area where the stall is located. Links to the website
the IMMB introduce youngsters to the secrets of and the Facebook page are provided.
food products, easy recipes, offers, activities and
they have turned out to be one of the best pro- You can also find a selection of recipes (more than
motional tools: Facebook (7,000 friends), Twitter 500!), using the produce from the Market. Each recipe
(10,000 followers), Youtube (75,000 views), Ins- includes a tailored shopping guide to show you where
tagram (7,000 followers), Flickr and Pinterest, are to get the best ingredients. Special events, stories from
the most important social networks used by the traders, articles and products of the week all enrich the
market system in Barcelona. website, which also includes an interactive map.c
 Case box 9 Case box 10

Love Your Local Market, NabMa barcelona’s market remodelling process

E The redevelopment process, started in

the 90’s, is carried out between city coun-
cil (IMMB) and traders of each one of the
markets. At the base of the intervention there is an
agreement including a plan of action, a time scale,
management during the transition period, new ser-
age that varies depending on the scale and shape of
the market remodelling, the location and the surface
area to be occupied by the new operator. In addition,
both traders and new operators (supermarkets &
restaurants) will have to pay for:
On the left, image
of the remodeling
works in Sant
Antoni market.
On the right,
Sants Market,
when the stalls
were built.

E Love Your Local Market (LYLM) is an ini-

tiative led by NABMA (the National Asso-
ciation of British Market Authorities) and
initiative. As the organisers say on the website “You
have all demonstrated such a thirst for Love Your Lo-
cal Market here in the UK that it has made the Euro-
LOVE YOUR
LOCAL MARKET
consists of
a celebration
vices to be introduced, new licences and budget.

Prior to its implementation an in-depth study is car-

s Occupancy of Public Space tax according
to the square metres of their commercial stall,
area, warehouse, etc. ;
S JORDI CASAÑAS
/ IMMB.

Urbact Markets
consists of a celebration of the market culture over a pean Markets industry sit up and take a look, and it of the market ried out and different variables are analysed: history, s Markets stallholders Association membership fee. city
fortnight in May each year. seems they like what they see. culture over socio-economics, culture, demographics and com-
a fortnight in
Barcelona
May each year. merce. To secure the funds needed and the viability New traders are obliged to become members of the
It all started in 2012, when the idea of a National On April 30th 2014 in the House of Commons a Borough Market, of carrying out the remodelling depends on private Market stallholders Association. Since the member-
Southwark, 24 markets
M Market Day was proposed. Love Your Local Mar- group of market organisations including NABMA public partnership. ship fee is based according to surface area (m2) occu- M
London. have been
42 ket has been devised to herald the changes and to and the World Union of Wholesale Markets signed a S BOROugh
pied within the market, new operators like supermar- renewed 43
make consumers aware of what is on offer on their Memorandum of Understanding, committing cities MARKeT Funding comes from: kets increase association incomes considerably.. since 1992
doorstep. The National Association of British Mar- in France, Italy, Spain and Holland to participating in 1. Public investment
ket Authorities (NABMA) bring nearly 100 years of Love Your Local Market 2014 with Ireland, Poland, cities 2. Market traders’ contribution: price per square New operators mean more incomes, global and bet-
experience to the campaign and are keen that this Hungary, Greece, Cyprus, the Lebanon, Slovenia and All cities metre or linear metre stall as a result of an ter management and common new market services.
knowledge is shared with as many markets as pos- Slovakia planning to join the movement in 2015. agreement signed by the city council and traders Supermarkets installed inside the markets offer one-
sible. The organisation runs roadshows across the 3. New activities and complementary services: stop-shopping for the citizens and the benefits have
Over 900
country in the lead up to the campaign each year, to A phenomenal amount of activity took place during Business mix (new operators: supermarkets) been acknowledged by them with an increase in the
markets
give market organisers ideas towards their events, the celebrations in Europe”. The LYLM initiative has took part number of visitors.
and to arm them with social media advice so they can been presented at meetings of both the Central Mar- in 2014, New operators have to apply to a public bid. If they
reach a new generation of shoppers. kets EU project and the URBACT Markets project putting meet the conditions they will be appointed for 25 Since the remodelling process began,the markets’
and several partner cities decided to participate in on over years as a new operator and will have to pay part of annual turnover has increased and its efficiency sys-
In 2014, for the first time, LYLM became a European the 2014 LYLM.c 7,000 events its remodelling total cost which is usually a percent- tem guarantees its financial sustainability.c
 Refurbishment
works in
Sant Antoni
market.
S JORDI CASAÑAS
/ IMMB
 Management systems Regardless of the specific management structure
adopted by each market or city (public, private etc)
Among the variety of options in market manage- an efficient markets management structure should
ment, we shall focus particularly on those in which take into account the issues covered in the chapters
a public body or government entity participates, at of this book.
least by owning the facilities or claiming another legal
title over them, thus assuming a public responsibility. 1. Commercial aspects: commercial mix,
Wholly private markets may benefit from several of selection of traders, provision of services,
the contents from this document, but, as far as man- professionalization…
agement is concerned, they usually fall within the
legal and regulatory framework of private activities, 2. Enhancing its social role and designing a
more flexible in many aspects. sustainable integration with the neighborhood.

In the public sphere, local councils are those that are 3. Integrating the market’s strategy into the cities’
usually assigned the responsibility and ownership urban planning policy (generation of public
of the markets, and therefore they are the ones that spaces, preserving public heritage…)
have the powers to develop rules and regulations in
that regard. Clear definition of roles: Whatever the model of man-
agement, it is important to clearly establish who the
Generally speaking, there are two main operating or interlocutors are which will discuss management is-
management models: sues, both on behalf of the traders and on behalf of
the owner of the facilities. Traders’ associations and
1. Private management with public the local government administrators usually fulfil
ownership this role, but it is still common to find markets lack-
Within this option a wide scope of possibilities may ing such a definition of roles.
be found regarding public involvement, ranging
from the council acting as a mere landlord, without In this particular area it is essential to involve the
further involvement, to a minimal participation in traders as much as possible, since this will determine
its management. many of the factors that will make the market attrac-
tive and competitive. Assuming an individual and col-
Very often, the local councils adopt any, or all, of the lective awareness and responsibility of its relevance
following approaches: ation, with which the local council signs an agreement - While markets may make the difference between a market with a

Urbact Markets
or covenant to entrust them with the management. remain closed due promising future and one that merely survives.
to renovations,
s Adopting rules and regulations of varying levels of
temporary spaces are
detail regarding the management. 2. Mixed, public-private management opened to maintain Finally, with a broader vision, those cities with more
s Appointing a public official and/or a technical civil In this case we also find different varieties. The differ- economic activity. than one market are the ones that will have to con-
In the picture,
M servant to manage the market. ence is that there is always a degree of involvement the provisional market
sider a system of management, necessarily with more M
46 s Control and management of an administrative including at least the three practices mentioned in of Sants, housed governmental involvement and orientation, bringing 47
procedure to assign or allocate the sales space. the case of private management: regulation, political in a huge tent. together the facilities as a network.
and technical officials, and control of the allocation - Above, initial

As we said, not every case is the same, thus there are of the spaces. construction works of
underground floors in
local councils that do not participate in the selection Sants market. Business improvement districts
of the traders working in the markets. We also often find the direct collection of public fees
- Down, the new
or rates in order to operate in the markets, in ex- market, already
Another tool to address some issues linked with
However, the daily management of the market by one change for several benefits and services. in operation, markets management can be setting up Business Im-
or several private operators is a common character- with new stalls. provement districts. If properly implemented, they
S JORDI CASAÑAS
istic. It may be achieved by means of concession and And it is here where we find the different options and / IMMB
can be an excellent way to promote their commercial
management to a single private company, which sub- ways to define the role in the management that the appeal through a harmonic, coordinated strategy in-
sequently leases the spaces and assumes the manage- concerned parties -the government and the private volving closer cooperation between public and private
ment and its costs. Alternatively, and frequently, the stakeholders- can assume, each corresponding to one stakenholders and a greater role for local businesses.
traders form together a legal entity, usually an associ- of the different models of commerce in the market.
4on next page 57
4
 Case box 11

barcelona’s public-private management system

E Barcelona promotes a balanced distribution

network of markets throughout the city that
have real influence on the everyday lives of
the city’s residents. The markets are also used as a
centre for commerce and services, and as a catalyst
for the economic revitalisation of their surround-
3. The traders in each market are organized into
associations, which, among other activities are
managing the cleaning and security of the mar-
kets, and participate actively in the promotional
activities undertaken. No market remodelling is
promoted without the approval of the retailers.
ings. They are consequently an essential part of the IMMB appoints a director in each market (some
Municipal Action Plan, which is the route map for stra- of them share the same director), whose roles are
tegic planning in the city, reviewed every four years. coordinating with the trader’s association, super-
vising the functioning of the market on a daily
One of the cornerstones of the Barcelona markets basis, and channelling the most relevant stall-
model is its management system. It is ruled by a pub- holder demands to Institut Municipal de Mercats
lic but autonomous body called Barcelona Institute de Barcelona.
of Markets (IMMB) having broad competences on
markets. The long term political consensus around 4. Involvement of the private sector to help fi-
the markets and the IMMB management body sys- nancing the operational aspects the markets -
tem has enabled the city to conserve, consolidate, with two different dimensions: Traders and new
improve and enhance the network of markets. It operators. The involvement of private investors
has been done with the involvement of the public and new operators (supermarkets, restaurants,
sector and wide public acceptance. 24 markets have other shops…) in the financing of new markets is
been renovated and 7 are currently under a renova- essential to the process: the rental of spaces paid
tion procedure. This is known as Barcelona’s model of by them, and the system of long-term public con-
market remodelling. cessions that are obtained from sellers through

Urbact Markets
private competition, ensures the profitability of
The IMMB’s management system could be summa- their investment in the remodelling process and
rised as follows: less reliance on public funds. This system allows
1. Publicly led management system. The IMMB is the them to finance between 40-50% of the overall
M owner of the buildings, promotes the modernisa- cost which ensures greater commercial viability of M
48 tion of markets (infrastructures, services, commer- its operations after the works. 49
cial and promotion areas) and approves regulations
and bylaws. Thus, the city of Barcelona, by means 5. Citizens’ involvement in the markets daily life,
of the IMMB retains a vital management space for through their involvement in the organization of
the city to promote public policies on trade, social cultural activities, use of meeting rooms inside the
cohesion, sustainability and healthy alimentary years and its necessary administrative powers has markets, and who are also heard in specific consul-
habits. Barcelona city council retains control over favoured the development a critical know-how in
Stalls in Llibertat
market.
city the city tations during the process of new market builds /
Barcelona
the IMMB in matters such as opening and closing markets management and operation. It also has
S JORDI CASAÑAS council with remodelling, ensure strong public acceptance and
markets or approving market regulations. provided a large number of benefits (more strength
/ IMMB
the traders cohesion in the neighbourhood.
in negotiations with private investors, generation manage the
2. Wide autonomy, stability and professionalization. of confidence with retailers, economies of scale in markets 6. Public control over compliance with regulations,
IMMB is composed of a team of professionals the management of single markets and in markets services, new schedules giving greater prestige to
highly specialized in markets. It’s stability over the remodelling...). market retailersc
 Case box 12

torino’s public management system

Porta Palazzo, photo courtesy of Conservatoria delle Cucine

E Torino’s open markets are directly man- tion (AMIAT) that operates in the urban area. Despite Porta Palazzo Mediterranee. S lAuRA FORMICOlA

Urbact Markets
aged by the City Hall, with the exception the centralised management system, vendors have Market.
S COuRTeSy OF
of some covered markets which are coordi- the possibility to influence management decisions COMune DI TORInO
nated by cooperatives of vendors. through a specific body called in market commission.
It is an advisory body that is present in each market
M It is in fact true that, within Italian law, the legislative and it is made up of a variable number of components city M
Torino
50 role in the field of trade and competition is with the (3 to 9, according to the markets’ dimension). The is- 51
central State and Regions, while cities have the task sues on which the commissions are competent are:
of enforcing the regulation through the elaboration markets or parking lots renewals; promotional activi-
of administrative acts issued by the city councils. ties; changes to opening hours; definition of mobility
measures within the spaces around the market and
It is therefore the City Hall that issues the call for the its adjacent areas; changing proposals related to the
assignation of the stalls within the 38 urban open structures, facilities or services.
markets and it is the same entity that grants licences
for commercial activities. In the same way the cost of Opening hours are disciplined by a municipal regula-
the occupation of public spaces is defined and collect- tion and are regulated case by case by a Mayor’s or-
ed by City Hall, and it covers part of the management der, after a consultation with the Technical Advisory
costs. Also garbage collection is managed by the pub- Commission, trade associations, consumer associa-
lic body and it is implemented by a public corpora- tions and Markets’ Commissions.c Torino, panoramica Porta Palazzo, courtesy of Comune di Torino
S PIeRO OTTAvIAnO
 Case box 13

London’s public - private management system

E Unlike many European cities London’s re-

tail markets are licensed at district (local
authority) rather than city level. There are
33 local authorities across Greater London and over
200 markets.
The London Local Authorities Act 1990 provides
that any surpluses (profits) generated by a market
must be reinvested in the market or redistributed
to traders. Surpluses may not be exploited by a lo-
cal authority and diverted to support other priori-
ties. This arrangement appears self-sustaining and
The Strategic Authority for London, the Greater virtuous.
London Authority, led by the Mayor of London has
no role in the licensing, management or operation However, in practice, as markets’ share of the re-
of London’s retail markets. The Mayor’s role extends tail sector has dwindled, so have their profits. Lo-
to setting the strategic spatial development plan for cal authorities struggling to accommodate centrally
Greater London, which authorities must have regard imposed funding cuts find it hard to justify invest-
to. This contains ‘guidance’ about their responsibili- ment in assets from which they cannot reap a finan-
ties in respect of markets. cial return.

The power to license markets at local authority (dis- Conversely, the managers and operators of privately
trict) level is provided for by national and regional operated markets are freer to organize their markets
(London) level legislation. Licensing is determined along commercial lines, including the layout, prod-
locally irrespective of whether markets are publicly uct selection, operating hours and fees for trading.
or privately managed and operated. This devolution Although private operators face many of the same
of power respects local priorities, resources and deci- challenges as public market managers, the greater
sion making within the control of locally elected poli- freedoms they enjoy has tended to underpin rela-
ticians within each authority. tively greater commercial success.

Urbact Markets
In central and inner London (the historic, commer- Local authorities are legally bound to produce a Lo-
cial and cultural heart of London) 54% of markets cal Development Framework or Unitary Plan, which
are directly managed and operated by local authori- sets out how they will manage the authority area,
ties. A further 39% are managed and operated com- covering everything from housing, workspace provi-
M mercially by private providers; and the remaining sion, school places and transportation to markets, M
52 7% are operated by a mixture of Trusts, Communi- whether publicly or privately managed and oper- 53
ty Interest Companies and other forms of manage- ated. This must be written within the framework
ment. The management split across Greater London of the guidance provide by the Mayor in the spatial
likely varies, albeit not dramatically. development plan for London – the London Plan.
Authorities are at liberty to provide a detailed or less
More than 80% of central and inner London’s public- Many of the 39% of central and inner London’s mar- Brixton Village, then detailed focus on their markets within their
ly managed and operated markets are licensed to op- kets that are privately operated are not ‘licensed’ un- Lambeth, London. local plans. Oversight and/or accountability for im-
S DAvID SAMPSOn
erate under the London Local Authorities Act 1990. der the London Local Authorities Act, but permitted plementation is effectively provided for by voters
The legislation is rigorous and prescriptive condi- to trade under charter rights, planning regulations through the ballot box. Most authorities also pro-
tioning significant elements of a markets operation, or other agreements. These arrangements generally city duce markets specific strategies, either individually
including pitch sizes, fees, hours of operation, etc. confer greater freedoms on private operators, which London or across a portfolio of markets. There is no statutory
For many the legislation is outdated, stifling invest- support more commercial operations, and, there- responsibility to do so, however, and the content and
ment and entrepreneurialism. fore, job creation, investment and development. quality varies considerably.c
 Case box 14

the business Improvement

Districts (bIDs)

E A Business Improvement District is an area

within a city in which the local private ac-
tors (businesses, especially) agree to pay
an additional tax in order to pay for certain improve-
ments or additional services and activities aimed at
building a more favourable commercial environment.
BIDs are generally created by the initiative of local
stakeholders (businesses, generally), who propose
the creation of the district to the public authority. A
vote is then normally held among the concerned busi-
nesses and neighbours. If the proposition receives
majority support, the city council passes the appro-
Additional sources of funding may include:

s Public contributions:
o Loans from public authorities.
o Additional public funds for the most efficient
and well-managed BIDs, according to criteria
Brixton High
Street, Lambeth,
Lodnon.
S OWAIn JOneS

city
The size of the area may vary considerably, from just a priate legislation and the BID is thus created. defined by the public authorities. London
section of one single street to whole neighbourhoods. o Loans or contributions from the local chamber
Each BID organises itself in the way that best suits The guiding principle of BIDs is public-private coop- of commerce or similar bodies.
the area’s needs, but it will generally involve some or eration. It is important to underscore the fact that s Private contributions:
all of the following: BIDs seek to provide typically public services by pri- o Bank loans.
vate actors under private management. This requires s Self-financing:
s Additional cleaning of the streets setting up some sort of body responsible for the o Fundraising through sponsors, publicity
s Embellishing the area and local businesses, management of the BID, involving both local authori- or events.
s Private security, organisation of street fairs ties and private stakeholders. Several organisational
and markets, structures are possible, although, depending on the Although BIDs can boast an overall successful record
s Publicity campaigns applicable legal framework, these will generally take in turning rundown neighbourhoods into prosperous

Urbact Markets
s Common marketing services the form of associations and consortiums, includ- commercial districts or increasing the attractiveness
s Creation of access services ing representatives of both private stakeholders and of already popular shopping areas, they may also
(e.g. free parking or shuttles) public authorities, under the management of an es- raise legitimate concerns. First and foremost, BIDs
s Uniform business hours pecially appointed individual. As explained above, the may take their toll on small, independently-owned
M s Shared commercial services funds will generally be collected by an additional con- businesses, since the increased popularity of the dis- M
54 (e.g. home delivery shopping) tribution. A popular alternative is keeping the exist- trict often leads to higher leasing rents they may not 55
s Development of common strategies. ing tax burden, while devoting part of the tax revenue be able to afford, thus leaving only large commercial
to the BID budget. chain stores in the area.
The popularity of BIDs has grown since the first one
was created in Toronto, and the system is currently This would be a lesser concern for markets under pub-
being used in many districts all over Europe and the lic management, since the rent is not set by market
Americas. Although it was initially designed to im- forces, but rather by the public authority. Another
prove declining or rundown areas, it has broadened problematic issue is how BIDs are set up, since they
its scope and BIDs have been created in flourishing may be created under the pressure of the more pow-
commercial areas (or even industrial zones) in order erful and influential stakeholders against the inter-
to fund additional services, promote local busi- ests of the smaller ones. The same might apply to
nesses or develop common strategies to further their management, which could fall under the control
increase their prosperity and appeal. of only the more relevant local businesses.c
 3from page 47
3 o Integrated strategy An integrated strategy
for action that contains
for action a common vision,
coordinated objectives
Markets bring many stakeholders together, in par-
ticular traders and stall holders, operators and own-
and implementable actions
ers of markets and customers. All of them have for the market’s development
particular interests and demands towards markets
development2. In addition, markets can be a driver
for the sustainable development of a city and its
neighbourhoods, opening up a variety of opportuni-
ties for the benefit of both the success of the market
and the sustainable development of the city.

In order to make use of these market opportunities

for sustainable urban development and to ensure the
economic success of markets, the mix of interests
and activities of the stakeholders has to be coordi- Building up a local support
nated and directed forwards a common goal. This de- group and involving them in the
mands a shared commitment, in particular between preparation process
traders, market owners and public administration.

One way of doing this is the joint development and A Local Support Group (LSG) brings the relevant
implementation of an integrated strategy for action stakeholders together for the joint development of a
that contains a common vision, coordinated objec- strategy for action allowing them
tives and implementable actions for market develop-
ment (cf. chapter 2.1) and its integration into the neigh- s to recognise and understand each others’
bourhood (cf. chapter 2.6). interests and demands
s to develop sustainable solutions closer to these
interests and demands
How can we produce a joint strategy s to balance and coordinate these interests and

Urbact Markets
for action? demands among the stakeholders and combine
them with the opportunities markets can provide
To develop a joint strategy for action, requires direct for sustainable urban development
dialogue with and among the stakeholders – as lo-
M cal experts and as parties concerned – to coordinate M
56 their demands and link them with the development 57
opportunities of the market for the city. So, relevant 2
Demands might be:
- On top, Institut
stakeholders have to be involved in the development - Product and services can be sold at the market with a
Municipal de sufficient profit margin to stay in business and stall operating
Mercats de and implementation of the integrated strategy for costs are feasible in relation to the profit margin.
Barcelona staff action. - Availability of needed technical infrastructure at the market
in Barceloneta to be able to sell products.
market. - Operating costs and reserves for remodelling the market are
S IMMB For this, four main steps have to be planned, pre- proportionate in relation to the revenues gained through the
- Down, pared and implemented: traders fee / rental of space, allowing for the creation of a
performance of the
profitable market.
- Mix of products, services and activities meet
Castellers de Sants
1. Build up a local support group and involve them the customers’ need.
forming human - Friendly and informative traders (customer relation).
tower in opening in the preparation process - Attractive market place that invites one to spend time,
of the new Sants 2. Analyse the current situation shop and socialise.
market. - Good accessibility.
S JORDI CASAÑAS 3. Develop a vision, objectives and actions - Opening hours according to the needs of the customers.
/ IMMB 4. Develop structures and procedures - Information about the market and its products.
 Joint development also increases the stakeholders’
understanding of how to run a market successfully
s private organisations responsible for the business
improvement of neighbourhoods
Involving local support groups LSG members in disclosing (possible) conflicts and
the ‘real’ need for actions, improvement and adapta-
and how to integrate it into neighbourhood devel- s NGOs and citizens’ associations helps to provide an overwiew tion. This enables the development of a tailor-made
opment. The co creation of a strategy for action will and raise awarness about and targeted and oriented strategy for action, based
also lead to a stronger identification with the vision,
objectives and actions it contains and lead to tronger
It is important for the composition of the LSG to bring
people together from different (professional) back- the current situation and enables on the identified challenges, opportunities and needs
for the market and the neighbourhood.
support for their implementation (“feeling of owner- grounds in an interdisciplinary team. Another impor- the development of a tailor-made
ship“: a person is more willing to support something
when being involved in its development). To a certain
tant aspect is that the representatives of the institu-
tions have statutory power to take decisions, so that
and targeted and action orientated Answering the following questions can be helpful for
a thorough analysis to make the market more attrac-
extent this can help to generated further (private) solutions can directly be discussed and decisions taken. strategy for action tive and successful:
resources for the implementation of actions (labour, The continuous participation of the same people is also
knowledge and finances). important to build up trust between the participants. s What are the demands of the customers with re-
gards to the market (site), i.e. commercial offer,
Benefits of participation at the LSG are: services, infrastructure? How can the market con-
Identifying the participants tribute to satisfying them? Cf. chapter 2.1 and 2.3.2,
of the LSG s The opportunity to incorporate their professional Markets meet the demands and needs of its neigh-
interests and concerns (of the institution bourhood customers.
Answering the following questions can be helpful to the person represented) s How to attract new customers, for example, tourists?
identify the stakeholders involved in the LSG and to s Consideration of their interests and concerns in Cf. chapter 2.5.
motivate them to participate: the framework for action; s What are the demands of the stallholders, i.e.
s The informal space within the LSG to exchange concerning market management, organisation,
1. Who might be interested in or affected by the and discuss in an interdisciplinary group Involving the LSG services and infrastructure? How can the market
‘results’ of the strategy for action? Who might be about needs, policies and actions with other management satisfy them?
needed and responsible for the implementation stakeholders to find better solutions Answering the following two questions can be helpful in s What are the professionalisation needs of stall-
and compliance with it? s The opportunity to tap into funding order to organise the involvement of the LSG and fur- holders, i.e. in terms of customer relations and PR?
2. What might make them participate for their own activities. ther stakeholders in the development of the strategy: Cf. chapter 2.1, Professionalisation of stallholders -
and co-operate? customer relations.
3. What are their needs and interests? Also it can be a convenient opportunity to 1. Which parts of the strategy for action can be s What are the upkeep and renewal needs of the
influenced or defined by the LSG and further market building / street? Cf. chapter 2.1, Upkeep
To be able to answer question 1, identifying the par- s present further information about the idea to stakeholders? and renewal of the building / street.
ticipants of the LSG, different methods can be ap- develop a strategy for action and to implement 2. How are the LSG and other stakeholders to be s What are the needs and challenges of the market and
plied. One method is stakeholder analysis3. It helps the LSG. involved in the development of these contents? the neighbourhood? Are there common issues?

Urbact Markets
to identify people and representatives of institutions s inquire about the demands and interests within s How can the market improve of the social and eco-
that are highly concerned (interest) and in a strong the market and neighbourhood development and The LSG can use a range of participative method- nomic situation of the neighbourhood, i.e. in terms
position (power, influence) to support (or to block) their motivation and expectations in taking part ologies such as thematic working groups working on of job opportunities and social services; coopera-
the development of markets and to link it with neigh- in the LSG and the development of a strategy for specific field of actions, practitioner and stakeholder tion with surrounding high streets, shops and res-
M bourhood development. action (question 3). workshops, common study visits, presentation of good- taurants; offer of new social and cultural activities M
58 practice examples, open discussions and brainstorming on the premises of the market? Cf. chapter 2.3. 59
Typical stakeholders to be included in a LSG could be: as well as common surveys and group interviews. s How can energy consumption and waste produc-
tion be reduced? What is the potential? How can
s trader representatives CO2-emissions be reduced, i.e. through shorten-
s stallholder organisations Analysing the current situation of ing the supply chain by sourcing and selling local
s public and private market operators
the market and the neighbourhood food, recycling, etc. Cf. chapter 2.4.
s suppliers and local producers selling products in
the market To ensure the economic success of the market and Comparing the answers with the current situation
s municipal departments (in particular economic make it a driver of sustainable urban development, can give crucial hints for action and coordination
development, urban planning and development, an analysis of the current situation of the market needs e.g. for adapting the commercial mix, the cus-
waste management) and the neighbourhood is of particular importance. tomer and stallholders related facilities and services,
s local council members and mayor’s office It helps to provide an overview and raise awareness the opening hours; the improvement of the com-
s chamber of commerce and crafts; 3
For further reference on “stakeholder analysis” about the current situation. It assists the institution mon management services for example in the field
Trade and Services Association check www.mindtools.com/pages/article/newPPM_07.htm in charge of producing the strategy for action and the of communication and promotion of the market and
 Case box 15

its commercial offer; the adaptation of the mainte- Developing the vision, objectives
Examples of visions for the development of markets
nance and improvement plan of the market building and actions
/ street, training for stallholders or actions to reduce
environmental impact through market activities. The development of a shared vision, objectives and

The analysis also needs to account for existing poli-

cies, guidelines, actions, instruments, by-laws, etc.
for market and neighbourhood development. It
needs to check if they are adequate, of have to be
adapted or supplemented.
actions for the market development and its inte-
gration into the neighbourhood – based on the re-
sults of the analysis of the current situation – is a
crucial element of the strategy.

The shared vision presents the aspired future of

E Attica: In 2020, Varvakeios Market will have
established itself as a sustainable, multi-level
governed market with a distinct quality footprint
and a leading role in the Greek agro-food chain and economy.

Suceava: In 2025, the markets in Suceava Municipality

Barcelona: Barcelona’s city markets will be the soul
of the city, the driver and leader of the city´s locally-
oriented retail and commerce, and benchmarks in terms
of health and sustainability. Barcelona’s markets sup-
ply quality produce to citizens, promote a healthy style
of life, ensuring social cohesion and the joining together
the market and its interaction with the neighbour- will become an authentic and friendly space, providing of neighbourhoods, whilst developing the economy and
The main sources for the analysis of the current situ- hood. It reflects how the municipality, the market diversified local products, with modern and salubrious providing employment as part of a locally-orientated
ation can be manager and the stakeholders involved would like facilities, representing a social place for locals and for commerce model that contributes to making Barcelona a
s existing documents and publications from to “see” the market and its relation with the neigh- tourists! The model for markets in the future is based on city that brings wellbeing to its citizens.c
public and private institutions (studies, reports, bourhood in the long-term. It is the guiding frame- the premise that markets should play a major role in the
secondary data, literature), work for the deduction of objectives and actions in community’s life within the local commercial activities
s interviews and questioning of stakeholders, the further process toward which the municipality, and local urban development.
s the commissioning of studies to gain missing the market managers and the stakeholders will ori-
information, ent their future activities (cf. Case box 12, p. 50).
s PESTEL http://en.wikipedia.org/wiki/PEST_analysis)
and SWOT analysis (http://en.wikipedia.org/wiki/SWOT_ One method to develop the vision is to turn all
analysis). challenges, opportunities and needs identified
during the analysis of the current situation into From vision to action
LSG members can also be engaged in conducting the positive messages. From these the vision can be
analysis of the current situation. They can provide derived. Discussions and public debates are also of Based on the objectives, a set of coherent and con-
relevant documents and act as interview partners. help in defining the vision for the market. The vi- crete actions can be defined - in direct support of the
In addition the LSG can be a very constructive ‘place’ sion can be very general. It should provide positive achievement of the objectives. This ensures the devel- fields of action
to discuss (intermediate) results of the analysis. This statements that everyone can agree on. This will opment of actions directly targeted at the improve-

Urbact Markets
encourages a shared diagnosis and a common under- make it more likely to gain broad approval and sup- ment of the market and neighbourhood area to reach
standing about the current situation and existing port for the vision. its desired future. In addition, the co-development of
needs, challenges and conflicts by the members of actions allows the coordination of actions between
the LSG. This facilitates the joint development of the Coherent objectives in support of the vision can the stallholders, capitalising on synergy effects. principle coordination principle
M strategy for action, defining the content and common be derived from the shared vision. In addition, this M
60 objectives and actions. shared definition of objectives allows coordination One popular method is analysing existing docu- 61
and exposure of conflicts, which in turn could be ments (policies, concepts, plans, etc.) for relevant objectives
discussed in the LSG in order to find viable solu- actions to start off the discussion –as done for the
tions and to minimise conflicts during the imple- development of the objectives. LSG members can be
mentation of the strategy. Thus, the objectives asked to provide such information (i.e. by sending a
serve to operationalise the vision with regard to questionnaire or during a LSG meeting). Results can
the development of the market and its integration be discussed concerning the relevance of the actions.
in the neighbourhood. One popular method is ana- Also missing actions can be brainstormed and dis-
lysing existing documents for relevant objectives cussed within the LSG.
to start the discussion. This approach also has the
advantage of avoiding “reinventing the wheel” and For examples of objectives and actions see the Local Ac-
building upon existing ideas. Including such objec- tion Plans of the URBACT markets network partners: action plan
tives into the strategy demonstrates its consist- http://urbact.eu/en/projects/urban-renewal/
coordination
ency with other documents. urbact-markets/our-outputs/.
 While developing a vision, objectives and actions, it is
Field of action Principle
of particular importance that
Project title Responsability Financial Financing Time Link to
Objective # + description (stakeholders to involve) Resources
Funding by
secured scedule other projects
s the vision, objectives and actions deal with the
challenges, opportunities and needs identified Title of ‘Action 1’ Planning Department,
Municipal
during the analysis of the current situation and 1.1 Brief descriptions Mr. A 50.000 €
budget
Yes 2012 3.1
stating requirements (Tourism Office)
the issues determined to be addressed in the Objective 1
strategy for action; Brief explanation Municipal
Title of ‘Action 2’ Tourism Office,
s they are agreed on by the stakeholders involved; 1.2 Brief descriptions Ms. B 10.000 € budget Yes 2012 –
stating requirements (Preservation authority) +ERDF
s the objectives help to meet the vision, and the
actions help to reach the objectives in a stringent Title of ‘Action 1’ Economic Department, Urban
and coherent progression from vision to actions; 2.1 Brief descriptions Ms. C 250.000 € Development No 2013 1.1
s inconsistencies between objectives and between Objective 2 stating requirements (City Marketing) programm
actions are checked and discussed to find solutions. Brief explanation
Title of ‘Action 2’ City Marketing,
2.2 Mr. D Municipal –
Brief descriptions 5.000 € Yes 2011
(Tourism Office) budget
It is important to involve the LSG when defining stating requirements
and coordinating the vision, objectives and actions
and finding solutions for identified conflicts. A good
method for this is holding workshops and public de-
bates. This encourages the support of the content of
the strategy, its implementation and compliance.

Another technique is to list objectives and actions

which are written in a more general way to encour- s Resources: Estimation of the financial and human Developing structures
age more precise formulations and at the same time resources needed for implementing the action. and procedures
to avoid a “defensive” attitude by the stakeholders. s Funding by/ Funding programme: Information
That makes the stakeholders feel themselves to be on where the financial resources will come from Not only do actions assist market development and its
the “owners” of the objectives and actions and this (i.e. from municipal budget, regional, national or integration into the neighbourhood, structures and pro-
strengthens their identification with the strategy. EU programme, private institution, etc.). cedures for daily work routines are also important and will
s Financial resources secured: Stating “yes” or “no” need to be defined so as to allow the coordination of (new)

Urbact Markets
A further approach to developing objectives and ac- depending on whether the financial resources are demands, actions and conflicts as well decision making
tions is involving external experts, as they have the secured or not. In case they are not, the next step which considers and complies with the strategy for action.
experience and expertise to transform challenges and will be to acquire further resources or to adapt
opportunities into feasible objectives and actions. the action to financial constrains. Thus, corresponding structures show people which or-
M s Time schedule: Stating in which year the action ganisation is responsible and who is the contact person M
62 Also it is recommended to define key actions, that ought to be implemented. By that time the for specific situations and the decision-making with re- 63
are highly relevant for the achievement of the objec- necessary resources should be available. gards to the market development and its integration into
tives and on which the available resources / funds s Links to other projects: Stating links to other the neighbourhood. The procedures demonstrate the se-
Brixton Night Market,
Lambeth, London. The development of a shared should be concentrated. These key actions should be
summarised in a Local Action Plan (LAP), providing
projects which are directly related to the action. quence of ‘actions’ to follow to be able to coordinate dif-
ferent demands and to come to sustainable solutions for
S OWAIn JOneS
vision, objectives and actions further information about them in preparation for It is important to involve the LSG in the definition specific situations.

for a markets development their implementation. Thereby it is helpful to define: of the key actions. One way of doing it could be, after
having discussed the list of actions and their impor- In addition, structures and procedures which bring the rel-
and its integration into the s Responsibility: Naming the institution/ person tance, that each LSG member gets a certain number evant stakeholders together are very helpful in improving

neighbourhood is a crucial responsable for the implementation of the action

that will be the contact person and coordinator
of points he/she can allocate to his/her preferred
actions (i.e. 10 points for 10 actions). Through the
the working relationship between them. They also help to
reduce conflicts and frictions in the management of mar-
element of the strategy for the action. In addition the stakeholders to be allocation of the points by all LSG-members the key kets as well as in the implementation and development of
involved in the development and implementation actions will be defined. actions, concepts and plans.
of the action are named. 4on next page 66
4
 The new Flea
Market Encants
Barcelona.
S PAu FABRegAT
/ IMMB
 3from page 63
3 o Neighbourhood
So, structures and procedures define mechanisms of in-
teraction among governmental departments, non-gov-
integration
ernmental institutions, private actors, etc. to effectively Markets are important places for business and com-
manage the market and its neighbourhood integration. merce, but also they are places of exchange, a physi-
cal space where people gather to exchange goods and
Answering the following three questions supports have a chat. And most of these people belong to the
the identification and development of relevant struc- area of the city where the market is located. Thus,
tures and procedures for market development and its markets can contribute significantly to the economic
integration into the neighbourhood. and social development of a neighbourhood.

1. What are the typical situations relevant to For some segments of the residents, in particular the
ensuring successful management of the market elderly and groups that sometimes have weak social
and its integration into the neighbourhood? relationships, the market and local commerce rep-
2. Which institutions are/ should be responsible for resent a crucial way to get daily access to essential
making decisions and being the contact person goods, but also to maintain friendly and human rela-
for the identified situations? tions. For all those people, having a place where they
3. Which procedures exist/ are needed to ensure can meet other people and communicate is of vital
that decisions taken are in line with the market importance, far beyond the simple commercial func-
development? tion that the market carries out.

As for the development of the objectives and actions

for the strategy of action, it is important to involve Economic
the LSG in the review and definition of structures
and procedures. The discussion assists the improve- Markets are important places for business and com-
ment, understanding, support and compliance of merce where people gather to buy and sell, thus con-
the defined structures and procedures. tributing to the economic development of the city
and its neighbourhood. They provide job opportuni-
ties for the local workforce; complement the existing

Urbact Markets
commercial offer, make the neighbourhood commer-
cially more attractive and through this attract more
customers, not only to the market but also the sur-
rounding commercial areas and shops, supporting
M the economic development of the neighbourhood. M
66 Traders and market owners pay taxes. Local markets 67
represent local added-value, etc.

Complementing a neighbourhood’s
commercial offer
Markets can contribute - Designer Mart
at Cow’s Lane
- Down,
the refurbishment
A market is able to complement the commercial of-
significantly to the
S TeMPlA BAR an historic markets,
CulTuRAl TRuST such as Sants fer of a specific neighbourhood or of an entire city,
in the picture, because it is able to compete with other forms of
economic and social - Next page Torino
City Centre.
has helped to create
pedestrian spaces.
business that are present in the area. It can increase
development S PIeRO OTTAvIAnO
S JORDI CASAÑAS
/ IMMB
the overall offer of services and goods, guaranteeing
more earnings for traders and offering a useful ser-
of a neighbourhood vice to the citizens.
 In the last few decades we have witnessed an in-
crease in the evolution of the commercial offer
and of consumer habits. Buying methods have also
changed and the possibility to get access to goods
and services has increased. Alongside traditional
distribution channels, a lot of new possibilities
have emerged which have radically changed the
world of commerce (large-scale retail trade, online
commerce, franchising brands, outlets and commer-
cial thematic parks, etc.). Linking food services operating in the
neighbourhood with the market stall
Facing these major changes, markets have remained
almost static as have local shops. According to the
points stated before, it is important to understand Another focal point is the relation with food services
that the concept of competition among similar ac- operating in the neighbourhood of the market. Bars,
tivities located nearby has to be considered partly as street food kiosks and restaurants nearby can use
“obsolete”. The level of competition is growing and products from the market to prepare their dishes.
competition comes also “out of the area”. Market op- This leads to the following positive aspects:
erators, in particular in traditional commerce, must
realise that the stallholder next door is not their 1. Restaurant chefs can buy the products they need
“only” competitor, but there are a lot of other ele- daily, being able to inform the customers where
ments of competition. the “raw materials” come from, guaranteeing the
full traceability of the ingredients they use in
In order to face this challenge and gain competi- their dishes.
tiveness regarding the new kind of commerce, it is 2. The stallholders can inform their clients that
essential to build integrated commercial systems, the goods they are selling are used by local food
considering the markets, the local shops and the services, as a sign of good quality, and invite
specialised point of sales, as a unique commercial of- customers to try them and experiment with new
fer able to attract consumers. recipes, stimulating their curiosity.
3. The presence of restaurants in the area can make
In order to do so, markets and other retailers, repre- customers stay for a longer time in the market
sented in the same neighbourhood, have to comple- area, transforming the simple shopping activity

Urbact Markets
ment their commercial offer and to cooperate. This into a more complete experience. By doing so,
means that the selection of goods, products and ser- the market becomes more attractive not only for
vices has to be done carefully, in terms of price and the locals, but also for tourists or people that live
quality differentiation, but also the diversity of the further away from the neighbourhood, offering
M offer. As far as food products are concerned, markets them a tailor-made solution for their needs. M
68 are a unique place, where you can find an unbeatable 69
choice of fresh products. Beside these aspects there is more, that can enrich
the market offer. For example:
In order to achieve a good complementary level be-
tween the different forms of commercial distribu- s The presence of cooking labs where stallholders
tion, the managing authority of the market must be there is more freedom in the definition of the overall - Left,the Gourmet - Above: Children’s can show to the customers how some products
able to: analyse the existing overall offer; bring out number of food and non-food stalls, and it is pos- Kitchen Dublin workshop dedicated are prepared, or using schools for activities
S IRISh vIllAge to preparing
the potential demand that is not yet fully satisfied; sible to set out in detail the two macro-categories. MARKeTS dishes with connected to food education (cf. Case box 21, p.49).
be able to integrate and/or modify the commercial When the managing authority is a private entity, and - Down, children
seasonal products, s Food training classes organised and promoted
offer of the market, according to the results. the stallholders’ selection criteria are not overly rig- in a show cooking organizated by in the framework of the market communication
on the street in “Espai Cuina’m”
id, the goods selection can be defined with great care, in Vall d’Hebron activities.
Wroclaw
All these aspects apply to markets that already ex- paying particular attention in the inclusion, within S CITy OF WROClAW Market. s Extra services such as Wi-Fi and home delivery.
S JORDI CASAÑAS
ist and operate, but are even more important if the the market, of what is lacking in the area of influence
/ IMMB
opening of a new market is planned. In this case of the market itself. 4on next page 73
4
 Case box 16

Specialised markets
Specialised markets: balon Market in torino, have grown and attracts
camden Lock in London, Encants in barcelona more visitors

E Balon is the name of Torino’s historical

flea market. Today, we can say that this
definition is incomplete, because visitors
can find, in addition to second-hand goods, also
antiques, local and ethnic handcraft, vintage, crea-
tivity. Around 250 stalls are open every Saturday
The Encants Flea Market is one of the oldest second-
hand markets in Europe. It has recently been moved
to a new building, as part of an extensive urban ren-
ovation process that involved plaça Les Glories and
the surrounding area. The most essential aspects
of this new urban project were, among others: the
together with 50 shops that are open seven days a complete elimination of the ring road; the creation
week. Balon is situated within the streets of a neigh- of a flat park model, the elimination of traffic with
bourhood called Borgo Dora, pretty close to the city the maximisation of public areas, the building of the
centre, and few steps away from Piazza della Repub- Gran Via underground, an integrated and shared
blica, which plays host to Porta Palazzo market (the model of mobility and construction. Encants Barce-
biggest European open air market). Balon started lona, the old flea market, was part of this new public
in 1857 and it has become a landmark in the city. In space. It has been the first structure to be moved to
addition to the regular opening on Saturday, every a spectacular new building with a cover that makes
second Sunday of each month the market becomes it a icon in the urban fabric, and also protects com-
the “Gran Balon”, from 8 am to 7 pm, which offers mercial activities.
a wider selection of stalls and the possibility to find
objects of great value. In the days when Balon or the Now the market in this new place attracts a lot
Grand Balon take place, the neighbourhood, usually more visitors: the number of people has increased
not so populated by locals and tourists, becomes from 90,000 a week, in the original site, to around
animated by the presence of thousands and thou- 150,000, and it is expected to reach 7.5 million cus-

Urbact Markets
sands of visitors. tomers and visitors a year. Most people visit the
market on foot and around 5,000 people use the car
Camden Market is one of the most famous markets parks, which are completely full on Saturdays. Most
in London and also in Europe. Every weekend it at- of the new people come from Barcelona and its met-
M tracts more than 100,000 visitors and it represents ropolitan area, but there has also been an increase in M
70 the fourth-most popular attraction in London. the number of tourists. 71

Founded in the mid-seventies of the last century, it There has also been an increase in the number of jobs
is characterised by the presence of crafts, clothing, In each of these markets you can find a specific cate- Porta Palazzo, Top right, the current situation, with the creation of new resi- offered by the market. Initially, there were 700 peo-
bric-a-brac and, especially in the last 15 years, food gory of products so that loyal customers and visitors Tettoia dei Flea Market Encants dential areas and public spaces. ple working in the 283 establishments. The exten-
Contadini (Farmers in Barcelona,
stalls and fast-food. can segment themselves according to their interests Roof Market) specialised in sion of opening hours and the wider range of goods
or types of goods they need. S PIeRO OTTAvIAnO second hand The only thing that has never changed is the atmos- on offer has led to the creation of 73 new onsite jobs.
Over all these years, Camden Market has grown Camden Lock products. phere of this area, filled with the sense of freedom
Market, Camden, S JORDI CASAÑAS
and now there is a system of six different markets It is interesting to underline that this market, man- London. Image: / IMMB and business vitality, that is seen by the stalls turno- Another demonstration of the success of Encants
in the same area: the “original” Camden Lock Mar- aged by a private authority, is continuously trans- S uRBAn MARKeT ver and by the presence of new designer maker stalls’ Barcelona’s new location is that, on average, the Mu-
COMPAny that are developing in the surrounding areas, and nicipal Institute of Barcelona Markets (IMMB) re-
ket, Stable Market, Camden Lock Village, Buck forming, as is the urban area in which it is located.
Street Market, the Electric Ballroom and the Inver- New and ambitious projects are planned for the time then moving to other neighbourhoods of London ceives around twenty enquiries a week from people
ness Street Market. ahead, and they will probably substantially modify and beyond. interested in acquiring a sales outlet in the market. c
 Social integration of a market means
that it contributes to the fulfilment
of the population’s expectations of the
neighbourhood and creates a space for social
and cultural interaction and exchange

3from page 69
3

Specialised markets Providing job opportunities for

the local working force, enhancing
Markets are well known for their offer of food prod- entrepreneurship and SMEs
ucts, but the non food sector is also relevant. This is
particularly demonstrated by specialised markets for A well functioning market is capable of guaranteeing
instance for high quality clothes or local handcraft or reasonable profits to the stallholders. Also it produces
flea markets. In these cases, having some designer positive spin-offs for other businesses in the area. In
maker stalls or temporary stores, where goods can addition, it can create (new) job opportunities within
be displayed by the artisans, is the perfect way to re- satellite activities. For example an outdoor market
inforce and characterise the local offer (cf. Case box 16, may need staff that each day assemble and disassem-
p. 70). Thus, in neighbourhoods where for example ble the stalls. It is necessary to ensure an on-going
“specialised“ groups like artists produce their hand- cleaning service and waste collection. Market goods
crafts, specialised markets can provide a good oppor- will be bought from wholesalers or producers who
tunity to present and sell their products. then derive part of their profits from the market it-
self. Home delivery service needs to be done by addi-
In specialised markets, the offer of specific products tional staff, which may not be the one that normally
that are also particularly valued by people, is capable serve customers at the stall.
of generating an increase in visitors and consumers
that otherwise would not go to the neighbourhood It is not a complete list, but it gives an idea of what is
where the the market is located. That means that going on around a market. In many cases the jobs do
long tradition markets or the ones with particular not require special skills. Therefore the market may

Urbact Markets
good reputation are able to ensure a constant flow be an opportunity for people looking for jobs without
of people to the area where they are located. And specific expertise.
sometimes these people just discover that specific
neighbourhood for the first time thanks to the mar- Thanks to these satellite activities and to the low
M ket itself. costs needed to buy a stall, the investment to enter M
72 a market tends to be quite small. Therefore, markets 73
- Above, Movies at the
Market - Porta Palazzo Specialised markets are also characterised by a strong are also a good way to start a new business.
- Tettoia dei Contadini connection between sellers and consumers. Often
(Farmers Roof Market) they are both fans of a specific kind of good (it can
S COnSeRvATORIA Delle
CuCIne MeDITeRRAnee
be crafts, antiques, second-handed clothes, etc.), or
Del PIeMOnTe they both identify themselves as members of a com-
- Outdoor lunch market munity and they are united by common interests and
along the Grand canal. passions.
S IRISh vIllAge MARKeTS

- Down left, collecting food

in a Barcelona market.
Finally, because we are mostly talking about weekly
In the picture, the Mayor or monthly markets, they become an opportunity to
of Barcelona, Xavier Trias, liven up their neighbourhood or their city. By doing
greets volunteers
of the Food Bank initiative.
so, they produce positive economic effects also on
S JORDI CASAÑAS / IMMB other businesses in the area.
 If the market meets
local needs, residents Case box 18
will come to the market, Selection process
integrating it into the
neighbourhood
of stallholders, toulouse

Social
Markets can contribute to the social cohesion of a
neighbourhood – an important goal in itself. But
this social integration can also enhance political and
popular support for the market and lead to increased
market trade, thereby adding to this economic suc-
cess of the market.

So what does social integration of a market mean?

Social integration of a market means that it:

s contributes to the fulfilment of the population’s
expectations of the neighbourhood
s creates a space for social and cultural interaction
and exchange.

Both contribute to the social cohesion of a neigh-

bourhood by improving livelihood and dynamism,
Case box 17 promoting community cohesion, enhancing the way
that people identify with the neighbourhood and the
an affordable offer for tourists and citizens alike,

Urbact Markets
market and live together, and contributing to the Toulouse market. S CITy OF TOulOuSe
overall sense of well-being of residents.
Santa caterina market
M
74

E Santa Caterina market was the first cov-

ered market in Barcelona, located today
in a socially deprived neighbourhood near
the Picasso museum in El Born within the district of
introduced in the supply of services in the new mar-
ket. Also one of the best restaurants in Barcelona,
Cuines Santa-Caterina, is located in the market as
well as a small museum showing the history of the
Santa Caterina
market in
Barcelona.
S JORDI CASAÑAS
What can be done to integrate a market socially into
a neighbourhood?

1. Markets meet the demands and needs of

its neighbourhood customers
In order to contribute to the social development of
E Toulouse has established an advisory
committee, consisting of elected
representatives of the city council,
members of the city administration, market
trader representatives and members of chambers
of commerce, trades and agriculture. They meet
M
75

/ IMMB
Ciutat Vella. The renovation of the attractive market market and the archaeological remains of the church the neighbourhood a market has first to meet the every three months. The main mission of the
building and the commercial mix of food and non- and convent of Santa Caterina. The combination demand and needs of the residents, improving their committee is to select new stallholders for vacant
food products, at prices adapted to the budgets of of traditional market and commercial mix of food city personal “well being” and living conditions. For ex- stalls. The candidates have to fill out an application
the residents, has been one of the main methods products for everyday consumers together with an Barcelona ample, in socially deprived neighbourhoods, food and form providing information about the products
used to boost local commerce and to meet the needs architectural and spectacular renovated building is non-food products should be offered at prices which to be offered and their professional skills (titles,
of consumers and the neighbourhood. In addition to undoubtedly one of the main key factors to achieve fit with what residents can afford. A market in gen- diplomas, trainings, work experiences). Based on
the 100 stalls dedicated to food and fresh produce, a proper balance between local visitors and tourists. eral, regardless of being a tourist market or a market the information, the committee decides which new
new operators such as tapas bars and restaurants The market is frequented by residents and tourists, aiming at customers city wide, should have a section, stallholder should be selected for the vacant stall in
at the entrance and even a supermarket have been meeting both their needs.c which provides products and services for local resi- line with the merchandising plan of the market. c
dents (cf. Case box 17, p. 74).
 Case box 19 Case box 20

Integration of local This requires knowledge of what neighbourhood resi-

dents want. One way of finding out about local con-
3. Markets provide space for social and
cultural activities and interactions
a mixed food offer
chinese farmers sumer demand is to research it. In order for a market to promote social and cultural to attract customers
in markets, torino Once you understand demand, this has to be com-
exchange and interaction, the market space has to
be appealing for residents to come, to stay, to spend and promote market
municated to stallholders and / or new stallholders
- who can provide products and services which are in
time, to shop and to socialise, even after the mar-
ket itself is closed! The design of market space and
products, barcelona
demand - will need to be introduced. Here the careful premises should allow for flexible use, so that it
selection of stallholders is crucial (cf. Case box 18, p. 75). can also be used for community purposes, i.e. for
concerts or meetings. For instance a left-luggage or
Quite simply, if the market meets local needs, resi- information room during the market hours could be
dents will come to the market, integrating the market used afterwards as a meeting room for neighbour-
into the neighbourhood! hood organisations and social events. At Torino’s
market Porta Palazzo, a film festival was organised
2. Markets support sales of local inside the market building. The idea was to bring
neighbourhood products the cinema inside the market during evening hours,
and the integration of migrants when the market is closed, completing the offer
To integrate the market into the neighbourhood it with the involvement of street food kiosks and oth-
should offer products to satisfy the demand of local er culinary specialties.
residents. On the other hand, markets can also pro-
vide the opportunity to buy local, neighbourhood So, market space has to be designed to provide amen-
products from local traders. ity values and opportunities to “hang out”, come
together, to watch the market interaction. For this,
To achieve this, a certain number of market stalls can seating is crucial, as it allows people to sit together
be reserved for traders that sell local, neighbourhood in small and large groups and invites them to have
products. A certain number of market stalls could be a “chat” or follow the market happening. Substantial “Bar Boqueria” in Boqueria Market, Barcelona.
offered for stallholders that come from the neighbour- amounts of seating also can be used for social and cul- S JORDI CASAÑAS / IMMB

hood and would like to sell their products or service, tural events on market premises.
too. This starts to develop a direct link between the

Urbact Markets
Porta Palazzo – Tettoia dei Contadini (Farmers Roof Market)
S PIeRO OTTAvIAnO
traders and the community. It also contributes to the
economic subsistence of local producers and traders.
In addition the availability of food and drink, to con-
sume at the market, contributes to amenity value and
extends the time people might spend at a market (cf.
E It is quite common in Barcelona to have
breakfast or lunch at bars or restaurants
in markets since it is a synonym for quality

M
76
E Torino is one of the most multi ethnic
cities in Italy and is home to immigrants
from all over the world. The city has intro-
duced a scheme to use food and cooking in markets
to integrate immigrants better and to contribute
to local job creation and community cohesion. Chi-
If the market is within a migrant neighbourhood (and
also in non-migrant neighbourhoods), stalls could be
offered to migrant traders to sell their “traditional”
products. As well as supporting their economic sub-
sistence, their products can be introduced to non-
migrant buyers, supporting an “exchange of culture”
Case box 17, p. 74). In particular cultural activities i.e.
(smaller) concerts, art exhibitions, theatre plays can
promote the market as a place to go to and as a meet-
ing point. At Belfast’s St George’s Retail Market the
introduction of musicians and entertainers attracted
more people to come and to experience the market
and good cuisine. Bars and restaurants use the quality
produce from the market. This shows the advantage
of purchasing and cooking quality food from the mar-
ket. At the same time, the bars and restaurants attract
tourists to come to the markets, for example La Bo-
queria has some of the most famous bars in Barcelona.
M
77

nese farmers are encouraged to sell typical Chinese through interaction between stallholder and buyer. It in a different way. Where cultural activities are based
fruit and vegetables grown in the city’s surrounds also enables migrants from the neighbourhood to buy on local community initiatives, this bonds the market Bars and restaurants are placed within the market,
inside the Porta Palazza “Tettoia dei Contadini”. The known and loved products close by (cf. case box 19, p.76). with the neighbourhood even more strongly. At the so that they are easily accessible even after the mar-
project is popular with the community and farmers Borough Market in London, community-focussed, ket itself is closed. The number of bars and restau-
alike and has helped people to share different expe- seasonal events take place in the market space, or- rants are determined through a feasibility study to
riences of food and cooking by generating curiosity ganised together with community groups (apple day, secure a good balance between bars and restaurants
to try something new. c celebrating the harvest, Pancake Race and Bastille and stalls selling food; ensuring that markets are at-
Day celebrations). tractive and useful for local people and not just as a
Z Further information: www.torino.coldiretti.it place to eat out for tourists.c
4on next page 84
4
 Case box 22

Providing unsold food for the community:

fa bene, torino

Case box 21

Improving social facilities for the neighbourhood,

Urbact Markets
Mercat de Fort Pienc, barcelona
M Markets promote M

E
78 The neighbourhood Fort Pienc had no two underground floors for a supermarket and the cultural and festive 79

E
events. In the
public and social amenities. In 2003 a new market’s technical infrastructure. At the street level The project fa bene in Torino recovers food range of stakeholders from local associations to pub- Fa bene project in
picture, children’s Torino.
market was introduced to the neighbour- there is a fresh produce market. The new municipal activity in Fort surpluses and spontaneous donations lic authorities, market retailers to consumers.
S FA Bene
hood, which also provided a set of public and social market area includes a range of community focused Pienc Market from buyers from the local markets of
facilities, which had been unavailable in the area. facilities such as an old people’s home with 150 places outside. S JORDI Foroni and Chieti and provides them to low-income After 1 year, the project has brought together 60 mar-
and a day centre, a student residence with a 200-bed CASAÑAS / IMMB households in the neighbourhood. ket retailers, 15 volunteers, 2,000 kg of unsold prod- city
A participative public consultation process was im- capacity, as well as a kindergarten, a library and the ucts and 800 kg of food offered by customers. Torino
plemented to define the facilities and services need- extension of the Civic Centre Ateneu de Fort Pienc. city Customers can purchase a bit more of the product
ed in the neighbourhood. It involved key associa- Barcelona which they buy at the participating stalls in the mar- In return beneficiary households are invited to support
tions of the community. Today the market area has become a new centre of pub- ket. This a bit more is given to the fa bene project. At the project (food distribution) and engage with volun-
lic and social life which offers services for the commu- the end of the day unsold products which are not tak- tary services and activities in the neighbourhood. c
The result of this process was the building of a new nity. The market itself presents an important commer- en back by the stallholders, are also offered to the fa
market with a surface area of 4,262 m2. It houses cial and economic location for the neighbourhood.c bene project. The initiative is actively supported by a Z Further information: www.fabene.org
 Case box 23

Social market project, barcelona

E A number of projects are developed at Barce-

lona’s markets to help with everyday house-
hold tasks. Amongst others, projects include
childcare provision for parents who can’t leave their
ject provides a network of community action and
prevention and involves the participation of neigh-
bours, shopkeepers, volunteers and professionals
from organizations and services linked to each of
- Avobe, a fruit
seller serving
a grandmother
S JORDI CASAÑAS
| IMMB

Urbact Markets
children at home alone and can’t afford a babysitter or Barcelona’s different neighbourhoods. All those in- - Next page the

work-life balance workshops that involve cooking class- volved work together to build communities that are new Provençals
market in
es. Other programmes help to combat social exclusion more human and caring. Barcelona.
and reduce the risk of isolation that specific groups are S PAu FABRegAT
| IMMB
M prone to. At markets stallholders are asked to inform Targeta Barcelona Solidària M
80 social services in the neighbourhood when they detect (Solidarity Barcelona Card) 81
for example that an elderly person has a problem to do The card is a new tool to support the programme of city
his/her regular shopping, i.e. due to financial or mobil- food benefits awarded by municipal social services Barcelona
ity problems. Thus, the stallholders help public social (and other social services organisations) to vulner-
services to identify vulnerable people that might need able city residents without adequate resources.
their attention. The social service will offer them sup-
port, for example through the following programmes: Targeta Rosa (Pink Card Programme)
This card programme allows elderly or registered dis-
Radars Project abled persons without adequate resources to use the
This initiative began in 2008 with the purpose of city’s public transport network and to use Barcelona’s
helping elderly people, living either alone or with public facilities at discount rates. Authorised estab-
other elderly people, stay in their own homes with lishments, shops and facilities taking part in the pro-
the active support of those around them. This pro- gramme display a Pink Card sticker.c
 Case box 24 A cooking activity Image of the cities
on the street with
child in Wroclaw
campaign Eat
healthy, eat food
Wroclaw Markets can be vital
Barcelona players providing
Promoting healthy eating habits at markets,
S CITy OF market, promoted
WROClAW by Mercats de
Barcelona and consumers with fresh
Wroclaw and barcelona
Barcelona Football
Club. S IMMB / FC
BARCelOnA
and healthy produce
and healthy eating habits

E The city council in Barcelona in cooperation

with the market associations of traders and
with individual stallholders organises sever-
al activities to promote healthy food habits in particu-
lar for children and young people (future customers)

E The city of Wroclaw in cooperation with the

market operator and an NGO is organis-
ing several activities at the Nowy Targ to
strengthen awareness about healthy eating.

During the International Day of Markets the winner of

based on the communication plan for markets.

Events with cooking demonstrations take place, for

example at the big annual Festival Mercat de Mercats.
An educational programme for school children from
6-16 years introduces healthy food habits and brings
the popular TV show MasterChef was invited to do a the children into the world of Barcelona’s markets
cooking demonstration showing how to cook healthily (www.menjodemercat.cat).
and improve the taste of food with fresh ingredients.
Neighbourhood campaigns are implemented to pro-
Another activity, which is free of charge, are dietary mote the healthy food of markets (menja de mercat =
consultations once a month at the market, run by nu- eat from the market, or Practica el mercating = Go mar-
tritionists: How to eat healthily and properly. Market keting). Regularly, recipes or food tips related to spe-
visitors get dietary advice i.e. how to lose weight with cific stalls and markets are published in the media,

Urbact Markets
a proper diet or how to eat properly even with a food interviews with well-known chefs and public figures,
allergy. These topics are particularly successful in at- such as football players and sports idols, take place,
tracting younger people to the market and making letting them explain, why you should buy fresh and
them more interested in healthy diets. seasonal products at markets. The website, newslet-
M ter, an app and social media are all used to promote M
82 Each week there is a live radio broadcast from the information about recipes and healthy food provided 83
market (Thursdays at the Market). Local producers and at markets.
their products, the unique qualities of regional food
and its impact on health are presented. Each broad- The stallholders and traders provide culinary and
cast is dedicated to a new topic, for example: fish and professional cooking advice and hand out easy-to-do
essential fatty acids, detox cocktail-making, or the recipes with their products.
benefit of free range chickens whose eggs contain half
the cholesterol of other eggs. As a result the number of citizens buying at munici-
pal markets has increased exponentially in the last
Finally, publications about healthy life-styles are dis- few years, boosting the consumption of more fresh
tributed at the market, public talks take place and and local products. Surveys indicate that markets are
there is a website and facebook group promoting the main place to buy fresh and local produce.c
healthy life-styles in Wroclaw.c
 3from page 77
3 Promote sustainable mobility
Case box 25 for consumers and stallholders
In addition, premises attached to the market can
certification for be used to improve the social and cultural offer to as well as efforts
the community and to increase the footfall to the to minimise and manage
farmers’ markets, UK market. Premises can be utilised for example to in-
waste and energy efficiency
troduce a post office as it was done at Crystal Peaks
Market in Sheffield. Other community functions and the use of renewables
could be a book store, gallery, bar, restaurants, etc.
Premises could also be used to provide (temporary)
meeting space for neighbourhood organisations and
initiatives. If buildings are in need of rehabilitation, All these activities contribute to placing the market at
“We grow it, we sell it. the introduction of such functions could activate the centre of a neighbourhood’s social development.
No wholesalers, no resellers” their rehabilitation. With historic buildings the revi- This increases the importance of the market and po-
talisation could even increase local identity and tour- litical and neighbourhood support. Politicians will be

E That is the short definition of a farmers’

market according to FARMA (National
Farmers’ Retail and Markets Association)
which is a co-operative of UK farmers, small scale lo-
cal producers and farmers’ market organisers and the
largest grouping of individual retailers in Europe.
ism (cf. chapter 2.5).

4. Markets provide social services for the

neighbourhood
To support the social development of a neighbour-
hood, a market can develop social services for, im-
more willing to provide resources for the improve-
ment of markets and their surrounds and residents
will identify with their local market more, which in-
creases their willingness and desire to come and shop,
and support the market in general. This will contrib-
ute to a market’s economic success
proving the well being and living conditions of resi-
To protect the credibility of farmer’s markets, FAR- dents. The involvement of traders in such activities
MA has introduced an independently assessed certi- strengthens the bond between market and neigh-
fication programme which assesses member markets bourhood, reinforcing the identity of the neighbour-
to ensure they are the real thing. hood and the economy of the market.

The Core Criteria are: For example groceries can be collected at the market

o Environmental
1. Locally produced: Only produce from the defined and distributed for free to poor residents to improve The Institute and transported to the UK may have a lower carbon
area shall be eligible for sale at a farmers’ market. their diet. The fa bene project in Torino is such a pro- Markets, IMMB, footprint in terms of energy efficiency than toma-

sustainability
encourages traders
Producers from the area defined as local must be ject, which aims not only at improving the nutrition recycling of waste toes grown in heated greenhouses locally.
given preference. ‘Local’ in this case can mean ei- of poor people, but also at the same time to increase such as cardboard

Urbact Markets
ther within a certain radius (normally 30 miles) or the sales of the traders and reduce the amount of containers Whatever position we take on this debate, it is clear
dedicated.
within a geographic boundary. food being wasted (cf.Case box 22, P. 79). S JORDI CASAÑAS that in many cities the trend for markets selling local
2. Principal producer: The principal producer, a rep- Markets can also be drivers of environmental sus- / IMMB products is on the rise. Farmers’ markets are more
resentative directly involved in the production pro- 5. Markets promote healthy lifestyles tainability, both in terms of their ability to source and more popular and typically consist of booths, ta-
M cess or a close family member must attend the stall. and eating habits and sell fresh and local products and in their ability to bles or stands, outdoors or indoors, where farmers M
84 3. Primary, own produce: All produce sold must be A market can contribute to the social development of promote efficient use of resources. Both of these have sell fruit vegetables, meats and sometimes prepared 85
grown, reared, caught by the stall holder within the the neighbourhood by promoting healthy lifestyles the potential to reduce CO2 emissions in cities and food and beverages. Street food is rapidly becoming a
defined local area. and eating habits. Firstly, by providing fresh and thereby to contribute to the sustainability agenda. popular addition to traditional farmers markets.
4. Secondary, own produce: All produce must be healthy produce (cf. chapter 2.4 Sustainability actions) and
brewed, pickled, baked, smoked or processed by secondly by providing information about healthy eat- Sourcing and selling local food is generally consid- But what does this mean in practice? Some of the
the stall holder using at least one ingredient grown ing habits and diets. ered to be more environmentally friendly because of URBACT Market cities have developed a labelling or
or reared within the defined local area. The base minimal processing, reduced transport and the fact accreditation system for local products - to attract
product should be substantially altered. For this, various activities at the market can be that produce is grown and consumed in season. The the attention of consumers and ensure that they
5. Policy and information: Information should be implemented: cooking shows and lessons, dietary energy needed to refrigerate, store and transport really are locally sourced and produced and of high
available to customers at each market about the consultations by specialists, fitness classes, public perishable foods is also reduced. However the debate quality. The FARMA certification programme in the
rules of the market and the production methods of talks at the market with live radio broadcasting, on the sustainability of growing local food in large UK is a good example of this (cf. Case box 25, p.84) and
the goods on offer. The Market should also publi- publications distributed at the market, educational cities continues - with some arguing that actually Torino has a good example of how a farmers’ market
cise the availability of this information. c programmes with kindergarten and schools, fairs the effects on the environment are marginal or even can be integrated into a large existing food market
and festivals. detrimental. For example, tomatoes grown in Spain (cf. Case box 26, p.86).
 Case box 26 Case box 27

Porto Palazzo farmers’ Electro mobility

market, torino electric vehicles for a
green city, Suceava

Market in city of Suceava S CITy OF SuCeAvA

Urbact Markets
M
86
Porta Palazzo – Tettoia dei Contadini (Farmers Roof Market)
S PIeRO OTTAvIAnO
E As part of its efforts to develop a sustain-
able city, the municipality of Suceava is
buying 15 electric vehicles and installing
24 recharging points. Two of the EV will be used by
the city’s market administration departments and six
M
87

E As citizens pay more and more atten-

tion to what they are eating and where
it comes from, the City of Torino in part-
nership with Coldiretti (the largest association of
Italian Farmers) has allocated an area in the city’s
famous Porto Palazzo market specifically to local
of the recharging points will be in the vicinity of the
markets and in the underground parking in the pe-
destrian area of the city where the on street market
for traditional products takes place. It is hoped that,
by leading by example, the city can inspire other pub-
lic and private agencies and citizens to believe in the
farmers wishing to sell their products directly to the concept of electro-mobility and the reliability of the
public. The area has 100 stands, and is open every new technology in electric vehicles.c
day except Sunday and has proved to be very popu-
lar with local people.c Z Further information: www.primariasv.ro

Porta Palazzo – Tettoia dei Contadini (Farmers Roof Market) S PIeRO OTTAvIAnO
 Case box 28 Dumpsters
at Borough Market
in London

borough Market - 360˚ approach

S uRBAn MARKeT
COMPAny
Down,

to sustainability, London information

desk at Borough
Market in London
S uRBAn MARKeT
COMPAny

city

E Borough Market is London’s most famous

and renowned food market. The market is
made up of stallholders from the UK and
further afield. Many of Borough’s traders are them-
selves producers. Produce sold in the market must
have a distinct provenance.
London

Borough’s management team works hard to mini-

mise its impact on the immediate and wider envi-
ronment. A similar commitment is expected of the
market’s traders. When sourcing suppliers traders
are encouraged to deal with companies with a strong
CSR agenda. Those serving food-to-go must do so us-
ing recycled packaging only. A company called Belu,
which acts ethically transferring profits to Water
Aid, supplies bottled water sold in the market.

Constant monitoring ensures that no waste from

the market goes to landfill and 90% of all waste gen-
erated goes for recycling. To minimise water usage s Mental Fight Club, which serves over 200 people
within the market a rainwater irrigation system is each week at its pop-up café The Dragon Café,

Urbact Markets
used to feed hops, trees, plants and flowers grown in which is open to all but aimed at those with expe-
the Market Hall annex that also provides a welcome rience of mental health difficulties
space for customers to sit and dwell. s Look Ahead, which runs Gateway Foyer: supported
accommodation for 116 vulnerable young people
M Borough also collaborates and exchanges with like- in Southwark M
88 minded organisations, including Rabot 1745 – a s The Manna Society, which feeds over 200 homeless 89
neighbouring restaurant and bar specialising in ‘co- people a day, seven days a week
coa cuisine’ and inventive cocktails. The waste bean s The Abbey Community Centre, which runs various
shells they generate are recycled as mulch and used services from The Abbey Centre in Westminster,
in the market’s green areas as well in the wider bank- including a free meal service which provides over
side area. 115 hot meals each week (rising to 160 in the cold- help businesses reduce their food waste. Any sur- Keith Davis, Managing Director of Borough Market
er months) to homeless people. plus food can go to feed people in need. Food unfit said: Borough Market is committed to inspiring people
A number of Borough Market’s traders have also for human consumption can be used for livestock, about food, creativity and sustainability - whether it’s
signed up to the FoodSave initiative. A system is now FoodSave is an ERDF funded project in London where legally possible. Where food waste can’t be our 100% landfill free policy or collecting coffee grounds
in place to collect any remaining bread, fruit and which offers free support to small and medium avoided or redistributed, FoodSave encourages from our restaurants to use in our Market Hall garden.
vegetables from the market at the end of Saturday food businesses in London to help them address businesses to get it collected for composting or to Working with FoodSave, we are proud to be doing our
trading and this is supplied to the following four lo- the food waste issue and put surplus food to good make energy. This helps make sure the food waste bit to reduce as much food waste as possible, before us-
cal charities on a regular basis: use. It follows the Food Waste Pyramid to first doesn’t go to landfill. ing surplus food to feed people in need.c
 Case box 29

a suite of environmental measures, barcelona

The other main way in which markets can contribute Solar wafers on infrastructure for both domestic and freight use in-
to the sustainability agenda in cities is through re- the roof of Carmel cluding introducing electric vehicles for municipal
source efficiency. This includes measures to promote and Barceloneta market managers.

E
market.
Waste management recycled waste has also maintained an upward trend: Two workers of sustainable mobility for consumers and stallholders S PAu FABRegAT
After finding that excessively high volumes from 20% in 2002 to more than 40% in 2012. different markets alike as well as efforts to manage waste and improve Waste management, minimisation and recycling is
/ IMMB
in Barcelona leave
of fresh food waste were going to landfill, organic residues energy efficiency and the use of renewables. also important in terms of reducing the environ-
as early as 1997 Barcelona introduced a waste ‘Cooking by making the most of food’ (left image) mental impact of markets. Many markets have in-
separation model so that waste was split into organic ‘Cooking by making the most of food’ uses work- and ice (right) Sustainable mobility for consumers includes meas- troduced waste separation systems and dedicated
new markets
material (food waste) and non-organic material. shops and theatrical events to highlight how food is logistics areas. ures to encourage and facilitate the use of non-mo- areas for recycling and composting. Some even man-
wasted in households and the consequences of this S JORDI CASAÑAS torised forms of transport. A market, for example, age to convert waste into a resource for future use

Urbact Markets
/ IMMB
To encourage recycling, the Council also developed waste. It introduces new food habits and promotes may provide accessible storage facilities for bicycles elsewhere. Some are also endeavouring to reduce
complementary initiatives, such as specific good practice in preventing the generation of waste or even have dedicated public transport shuttle ser- packaging and introduce recycled or biodegradable
regulations, an awareness-raising plan for traders when shopping and cooking. vices linked to purpose built real time information packaging and ‘No bag’ schemes are becoming more
city
and a logistical layout plan. The different markets systems to help shoppers access the site easily and common in an effort to reduce waste from plastic
Barcelona
M in the municipal network have also implemented Shortening the supply chian quickly without relying on private car use. Some carrier bags. M
90 different initiatives - such as centralised collection Barcelona has introduced local legislation and tax in- markets also provide onsite refrigerated storage so 91
of batteries and campaigns for the collection of centives to support local producers wishing to sell their that shoppers don’t have to carry all their produce Finally cities are exploring how to be more efficient
used clothing in markets - to stimulate a culture of produce at the city’s markets and thereby increase the all day. Others have started home delivery services. in the use of energy and whether it is possible to use
recycling and sustainability among consumers. amount of zero km local quality products available. more renewable sources and even to produce en-
Sustainable mobility for stallholders and market ergy through local networks. This is more relevant
During 2010 and 2011 Barcelona’s markets ran two Energy efficiency and production managers can include use of electric vehicles for de- to covered markets where there is scope for use of
campaigns to reduce plastic bag usage. 400,000 Over the last few years Barcelona has delivered a liveries. Cities could promote this by installing charg- facilitates such as solar panels. Use of LED lighting
reusable bags were distributed and early estimates comprehensive programme of energy efficiency and ing points in the delivery areas for example. In some is a simple and cost efficient way of increasing effi-
suggest that the reduction in plastic bag usage has energy production initiatives across the city’s mar- cases stallholders may come together to consolidate ciency whether in indoor or outdoor markets and in
been as high as 30 million. kets. This has included the installation of air condi- their deliveries or purchases from wholesalers. This some markets smart metering has been introduced
tioning systems using groundwater or geothermal reduces the number of trips by delivery vehicles. as a way of raising awareness about energy use and
In the period from 2001 to 2012, 28% less waste was energy as well as the development of a small solar efficiency opportunities. There are also examples of
produced in Barcelona’s markets. The percentage of energy plant with photovoltaic panels.c London and Suceava (cf. Case box 24, p.82) for example markets using geothermal energy for both heating
are both working hard to introduce electric vehicle and cooling (cf.Case box 29, p.90).
 Case box 30 Case box 31

“Balade gourmande”: a tourist attraction Pressure of tourism on markets

providing an insight into traditional local
market products

E A market can be a touristic experience,

more so than a visit to a monument or to
another place belonging to more tradition-
al tourism, and tourists visiting our city are part of
those consumers that markets have to attract. They
In recent years there has been an attempt to slow
down this phenomenon, in order to maintain the el-
ements of authenticity of these places and to avoid
the standardisation of products, which in the me-
dium term would lead only to negative effects.
Tourists in
Boqueria market,
Barcelona.
S JORDI CASAÑAS
/ IMMB

Urbact Markets
are people open to discover new aspects of the area
they are visiting, with a high propensity to spend In Barcelona, the Boqueria market is now adopting city
and, unlike mass tourism which is more standard, a strategies to reduce the number of tourists and to Istambul
market may represent an authentic place for them to confirm the role of this market for local consumers. Barcelona
M be in touch with the local reality. Florence M
92 Also in Florence, the city administration is now 93
If it is important to value markets as a touristic ex- focusing on preserving the authenticity of San
perience, we also know that an excessive presence of Lorenzo market and the Central Market, with the

E To promote traditional local products

the tourism office of Toulouse is offering
“balade gourmande” (gourmand walking
tours) to the markets of Toulouse. The tours take
place the fourth Saturday of each month or can be
booked on request. They present the history of the
ised. The tour is led by a guide from the tourist of-
fice, but the products are presented by the stallhold-
er, who is often also the producer of the product. The
tours are popular and were held 30 times in 2014,
with an average of 16 people per tour (numbers per
tour are limited due to its unique format).
Victor Hugo
Market in Toulouse
S PATRICe nIn

city
Toulouse
tourists in a market can be a real problem.

For example we can think about the Grand Bazaar

and the Spice Market, two attractions for anyone
visiting Istanbul. This very strong pressure coming
from tourists, however, has resulted in a rapidly
reopening of the first floor in the Central Market,
fulfilling “an extremely relevant and necessary goal:
to bring people back to a highly important and
vibrant piece of Florence’s old centre, with traditional
shops that give food artisans centre stage. Bread and
confectionary, fresh fish, fried food and rissoles, fruit
places and offer food tastings and presentations of changing commercial offer, an increase in stalls and vegetables, meats and salamis, buffalo mozzarella,
regional products. In addition, tailor-made tours for The markets of Toulouse are also promoted in the selling souvenirs, jewellery and food of poor qual- cheeses, chocolate and ice cream, fresh pasta, wines,
food and cocktail tastings at the market in the late Toulouse tourist guide and via travel agencies and ity and a reduction in stalls offering more tradi- lampredotto and sandwiches: all shops are run by
mornings or after a “traditional” tour can be organ- tour operators.c tional products. artisanal traders who share a passion for their craft”.c
 - Main access
to Boqueria market,
in Barcelona. Case box 32
S JORDI CASAÑAS / IMMB

- Camden Lock Market,

Camden, London. regeneration of the
S uRBAn MARKeT
COMPAny old market square,
Wroclaw
o tourist attraction
Markets can be a place attracting tourists. In fact, visit a market, but also buy the goods, traders will
many markets are already important tourist destina- have to think of selling products that are easily trans-
tions. Usually, people visiting London, Barcelona or portable or, as an alternative; they have to offer ship-
Istanbul plan a tour to one or more of the city mar- ping services whenever possible. Of course this issue
kets. There are many reasons for this, among others is particularly delicate when it concerns food: where
a market can be an excellent showcase for the neigh- locals will buy mainly fresh food, tourists should be
bourhood, a place to find local products and the au- able to find long-life products. The food offer is stra-
thentic spirit of the city. Precisely for these reasons, tegic, especially nowadays: consumers (and tourists)
markets attract tourists that do not sell just stand- are interested in finding local products and care about
ard products and have a limited offer of souvenirs their source. They often have a good level of educa-
or cheap gadgets. Tourists love “authentic” markets, tion and a high purchasing power.
which have a wide-ranging offer and that are visited
by locals, too. Markets that have greater tourist attraction are of-
ten the old ones; usually the most important, oldest
A traditional market can become a tourist attraction and better integrated into the historic surrounding.
if it is able to keep its soul, if it is able to represent The central market of almost all major European cit-
the territory and at the same time to offer products ies reflects the local traditions and is part of the ur-
and services that are useful to tourists and the locals. ban fabric, along with monuments, main streets and Market in Wroclaw S MunICIPAlITy OF WROClAW
It’s a delicate balance and sometimes things can go popular places. It is comparable to the main square, it
downhill: a market is not able to meet its regular cus- is a meeting place.
tomers’ needs if it becomes too touristic or tourists
find the market to be inauthentic. Alongside traditional markets, if a city is planning to

E Historically, Nowy Targ Square in the old

town of Wroclaw was one of three main

Urbact Markets
open a new market, it can be helpful to iconsider its market places in Wroclaw. After trans-
For these reasons, as any other tourist destination, touristic potential straight away. A small local mar- forming the square with modernist, mono-function-
a market that wants to attract this kind of audience ket, placed in a suburban area, is not going to be able al buildings it lost its original function and identity.
has to respond to these demands adequately. A com- to play a central role in city tourism destinations. But The square became an empty and unattractive space
M munication strategy and also specific promotion for a specialised market or an important new market may occupied by parking places with no leisure value. M
94 tourists must be planned. In this way, tourists will be have a chance to become a tourist attraction. Good 95
able to find useful information on the web, on tour- examples are, the Encants flea market in Barcelona or To regain its vivid function as a commercial and gath-
ist guides or in specialised magazines. The market has the new Rotterdam market which was designed to be ering place for citizens the car park was moved under-
to be included as a stop-over inside tourist itineraries a tourist destination, because they have a huge prod- ground, access by car restricted to the square corners
and guided-tour packages. Therefore, it is crucial that uct offer and spectacular architectural design. and the paved space received newly designed walls
those who manage the market see networking as a creating a rectangular square. The north and south
priority, working with the tourism agencies and other Today tourists want to feel an experience. Visiting a frontage were designed as recreational areas and the
public institutions responsible for the promotion of city or a region in a detached way is not enough. They south and north poles for commercial activities with a
the city or the region. need to become part of the social fabric, even for a multifunctional pavilion. The commercial zone is used
few hours or days. From this point of view, markets by a retail market, offering fresh produce. The regen-
It might be useful to make special billboards and have a great advantage: their richness in terms of eration of the old market square has resulted in a new
printed or digital material (including smartphone humanity, relationships and authenticity can really modern leisure square with a commercial function and
apps) that can give accurate information to the tour- make a difference and make it a favourite destination new architecture, an inviting place to relax. c
ist. If we want to make sure that tourists not only for the modern form of tourism.
 o Neighbourhood
revitalisation through
remodelling
or the building
of markets
A market can be a tool to physically transform a city
and its neighbourhoods if taken into consideration
as part of a city planning policy and strategies. As
seen throughout the previous chapters, successful
markets contribute to the social, environmental and
economic wellbeing of the neighbourhood. Some of
this values should be ideally or “naturally” offered by
a healthy and well performing market, operating as
a sound business entity (adapting to customers demands,
offering suitable services to customers, professionalization and
product specialization, cf. chapter 2.3) or should be the con-
sequence well oriented dynamic involvement of the
traders associations and neighbourhood platforms
that will invigorate the local area (commercial and social
integration of the market into the neighbourhood, social and
cultural activities, etc. as referred in chapter 2.3).

However, using new build / remodelling initiatives

as regeneration policies represents a underexploited Street market in Wroclaw. We shall now see some examples of how markets The market remodelling process is also an oppor- The Ninot market In Torino the regeneration of a disadvantaged and
avenue for raising the profile of our cities. A market S MunICIPAlITy OF WROClAW
have been successfully used to revitalise neighbour- tunity to “rethink” and upgrade the services and undergoing refurbishment. marginal neighbourhood took into account the mar-
S JORDI CASAÑAS / IMMB
is in its first instance, a building or an open-air place hoods. They can be used as an opportunity to develop urban planning of the neighbourhood through an ket as a central point of the project. The Foroni mar-
of interaction in a city that strongly interacts with the local commerce, improve the urban landscape and integrated action plan: it may involve green areas, ket had been paramount for the overall project; in

Urbact Markets
neighbourhood and its citizens. also to generate more sustainable local environments establishing links with the district’s commercial fact the market was the most important concentra-
(cf. Case box 29, p. 90). They also offer an opportunity axis, pedestrianisation of streets. tion of economic activities in the area, as well as a
The market permanently (in case of an indoor mar- for the community to rally round a project to improve reference point for the inhabitants of the neighbour-
ket) or for a large part of the day (in case of an open- the neighbourhood. Markets can be used to bring new dynamism to a hood. The market is thus able to influence the local
M air market) occupies a specific portion of urban space. deprived neighbourhood. A very good practice of economy. In this renovation framework, the stall- M
96 Setting aside urban and architecture analyses, this A market remodelling, ideally co-financed between remodelling of a food retail market placed in a tour- holders were more willing to develop an innovative 97
means that the presence of a market influences a spe- the city and the market operator, is a critical oppor- istic district and that has perfectly combined its management.
cific area: it changes the flow of people and goods, the tunity for market managers to change: touristic and local dimension is Santa Caterina in
traffic; it brings with it an essential set of annexed Barcelona. The market was established in a deprived The recovery of old, historic and central buildings
services. Any intervention via markets when con- s the statutory relationship with the stallholders: neighbourhood without a sufficient coverage of so- currently out of use or underused, converting them
sidered within the city’s urban planning policy can changing commercial opening times, new cial services. The project consisted in the design of into markets is another possibility carried out by
also contribute to the generation of additional public distribution of responsibilities... an iconic building and it also included a set of new some cities. Dublin has remodelled the wholesale
goods: they could be an answer to the need of gen- s the commercial mix, making the market more services for neighbours (meeting room, parking market (also located in the city centre) and opened a
eration of public spaces and quality of life, preserving attractive, reallocating shops, usually reducing area, WiFi), 40 new apartments for elderly people section for retail sales (operating like a food market).
historic heritage or even creating new poles of tour- the number of stallholders. and a new pneumatic waste management system.
ism attraction or designing new iconic elements in s adapting the new facilities to the current Now it has become a Barcelona landmark, helped
the city. All these dimensions will require an integrat- challenges and needs: parking, cooking to turn the neighbourhood into a more fashionable
ed strategy of action and coordination among many demonstration room, multi uses spaces, place and has upgraded the living standards of the
public and private stakeholders. underground storage.. neighbours.
 Case box 33

barcelona’s food markets remodelling

process: using participatory
partnership schemes

E In Barcelona the remodelling process of a

market is used as an opportunity to create a
sense of co-ownership, belonging and iden-
tity, generating social cohesion among citizens.

The projects form part of a political mandate that po-

The public-private cooperation continues in the sub-
sequent management of the market as common prac-
tice between the government, traders and customers
so that any market remodelling allows the commu-
nity to develop its quality of life, improve retail in
and around a market, improve mobility around the
Above: Restaurant
in Boqueria
Market. Outside
terrace in
Guineueta Market,
both in Barcelona.
S JORDI CASAÑAS
/ IMMB
litical parties put before an electorate every four years. market and waste management, and also the urban
This is then incorporated into plans developed by the landscape and the design of pedestrian areas that
city council and its local district governance bodies. surround markets when they are renovated.
city

Urbact Markets
Barcelona
Citizens participate in the whole process. They are The key factors for success in this process are:
given space to express their concerns and ideas and
are directly involved through consultation with s The compulsory membership of an Association of
M neighbourhood associations and district council. Traders in each market that allows the traders to M
98 Local neighbourhood association support is par- organize management of the market and a unique 99
ticularly important in large-scale interventions that voice to deal with the Institute of Markets.
impact on the local environment sometime requiring s Permanent dialogue between the Association of
temporary market halls to be created whilst works Traders and the Institute of Markets.
are completed. s Cross functional council commissions to intervene
in and manage any intervention involving the re-
The actual traders and stall holders are also key par- modelling of markets.
ticipants in participatory processes. Their involve- s Fluid relations with local stakeholders includ-
ment is essential not only for financial contributions, ing Neighbourhood Associations and Associa-
but because of their experience in the food business, tion of Commercial Establishments surround-
and their contributions enrich the process of the re- ing markets so that a market remodelling allows
form and the design of what sort of market will result for more holistic treatment of the needs of the
from the works. neighbourhood. c
 Websites
Project Website on markets

s Central Markets: Revitalising and Promoting

traditional markets in Central Europe
www.centralmarkets.eu/
s MARAKANDA – Mediterranean Historical Markets
www.marakanda.eu
s MedEmporion: www.medemporion.eu
s URBACT Markets
www.urbact.eu/en/projects/urban-renewal/urbact-
markets/homepage/
s Project for Public Spaces – Public Markets
www.pps.org/markets/
s WUWM – World Union of Wholesale Markets
www.wuwm.org
s Region of Attica, Greece www.patt.gov.gr
s City of Barcelona www.bcn.cat/mercats
s City of Dublin, Ireland www.dublincity.ie
s Westminster City Council, United Kingdomç
www.westminster.gov.uk
s City of Suceava, Romania www.primariasv.ro
s City of Torino, Italy www.comune.torino.it

Urbact Markets
s City of Toulouse, France: www.toulouse.fr
s City of Wroclaw, Poland www.wroclaw.pl
s Urban Markets Platform
www.urbanmarketsplatform.wordpress.com/
M M
100 101
Urbact Markets Project Partners

1. Region of Attica, Greece

2. City of Barcelona,
Institut Municipal de Mercats de Barcelona.
3. City of Dublin, Ireland
4. Westminster City Council, United Kingdom
5. City of Pecs,Hungary
6. City of Suceava,Romania
7. City of Torino, Italy
8. City of Toulouse, France
9. City of Wroclaw,Poland
C/159, Camden, Lodnon. S CAMDen TOWn
unlIMITeD BuSIneSS IMPROveMenT