Current trends
These can be grouped into four categories:
rn Size: stores are becoming larger.
rn Facilities: some retail groups prefer to improve facilities within stores rather than enlarge - for instance, by providing more imaginative layouts including restaurant, demonstration and entertainment areas.
rn Traditional sites: there is some movement back to town-centre sites (partly because of PPG 6) but this militates against standardisation and therefore increases costs (owing to difficult sites and planning restrictions). There is an encouraging trend for shared-use development, particularly for the incorporation of housing and community facilities.
Parking facilities can also be shared (see 1 ) . economy
+600 + 7 0 0 - 8 0 0 ~ 6 0 0 4 5 0
4 Typical section through sales floor
= Internet developments: (e-tailing), whereby shoppers order on-line and the store delivers to the home. The longer term potential of this is still uncertain, but if it becomes very popular, areas in many stores will become redundant.
New forms of retailing Retail warehouse parks (which may have large showrooms), warehouse clubs and factory outlets are the major new forms of retailing currently emerging.
Shopping is now a leisure activity and a huge amount of marketing is aimed at identifying consumer trends and ensuring ‘user satisfaction’, attempting to give an emotional as opposed to a purely physical experience. Encouraging shoppers to spend, particularly in a very competitive environment, requires many subtle psychological techniques. Bookshops have coffee areas, with newspapers and magazines available, helping to increase ‘dwell time’. Food supermarkets can display in the same area a different selection of food every day, sufficient for instance for a complete evening meal. The way that merchandise is arranged, the level and colour enhancement of artificial lighting, is very important.
While some stores have managed to reposition themselves to take advantage of changing trends, others - who a few years ago were household names, with apparently excellent management - have seemed unable to adapt and are suffering accordingly. Branding, rather than the product itself, is now seen to be increasingly important.
By the end of the 1990s, simple shed-like structures were no longer considered sufficiently inviting to customers, although there is an increasing need to standardise components in order to reduce costs and
to allow the same components to be used on different sites.
Seventy per cent of the grocery trade is controlled by four retailers (and 96% by 12) and there is currently severe downward pressure on prices (partly due to governmental concerns; partly due to the entry of American stores).
Space planning of retail areas can be greatly influenced by the occupancy totals requirements of fire regulations (see Fire, below) and access for people with disabilities is also becoming increasingly important.
t 8 6 5 t 1 4 7 5 7 8 6 5 1
J L l : !
minimum size
6 Free-standing hanging rack (length 1.525 m)
c 1 5 2 5 4
larger size
5 Fitting rooms
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b
i
7 Self-selection unit (length varies);
special merchandise needs special inserts
800 600
main passage 6w
6w
$ main passage
2
t 3 E
2 E main passage
8 Typical arrangements of display units (solid squares represent structural columns)
9 Millinery table
10 Back fixture with shelves only
narrow deep narrow flat wide frontage wide frontage frontage fronioge
window
entrance io
sliding door access islond
showcase
moximum window maximum display maximum customer
a i frontage access with showcases
1 1 Shopfront layout variations: deep window plans suitable for fashion furniture etc.; shallow for jewellery, books, stationery etc.
p 5.0m
+ 3.4m --.I
12 Display window extended by having shop entrance behind it and staircase to upper floors set back
(minimum internal shop small width 2.60m)
13 Very deep shops often permit extensive display windows; impressive even if shop itself is
for ials
+ 3.5117 I + 3.0m + 3.0m +
15 Central doors suitable for shops 2 6.0-6.2m wide; counters may be installed on both sides;
cash/wrap should be
14 Deep shops may have wide vestibules with display windows at angles to entrance to attract customers from street
traffic near door
TERMINOLOGY
Retail premises are traditionally classified in several different ways:
rn food stores
rn comparison goods (from town-centre malls to
rn types of centre (e.g. local, district or regional)
rn location.
‘Comparison shopping’ is a term often used to describe centres which have individual shop units, many of which may be selling comparable goods;
they are an essential part of traditional town centres.
‘Convenience shopping’ covers supermarkets where an edge-of-centre location may be best, with car parking that allows shoppers to walk to the town centre for other business. The maximum walking distance is usually around 200-300m.
DETAILED DESIGN
Planning: use classes Three classes are used:
rn Al: general retail
rn A2: financial and professional services
rn A3: food and drink.
These use classes are complex and care must be taken to ensure accurate definitions are applied. Changes within use class A usually require permission, although there are significant exceptions (e.g. change from class A3 to A1 no longer requires permission).
Space planning and structural grid:
retail warehouses)
frontage depth
width (m) (m)
rn large units 7.30-9.00 9.15
Aisles Recommended minimum width, 1.98 m, with subsidiary aisles 990 mm. Counter height, generally, 920 mm. System modules vary according to type of shelving and bracketing used.
Lifts and escalators These should be in groups, visible from entrance. Lifts in large stores are often placed in the centre of the building, not more than 5Om from any part of the sales floor, and are often combined with escalators, which is essential if 2000 peoplejhr or more must be transported. Escalators should run in successive series (return flights) to all sales floors, in both directions.
Food, alcohol, cafe, restaurant or medicines Particular hygiene and security legislation applies and must be considered (see also Restaurants section).
Staff facilities A rest room, locker room, drying arrangements for outdoor clothes, drinking water, WCs and washing facilities must be included.
Separate entry to customers is desirable, depending on size of premises.
WCs Recommended provision is complex and care is needed to establish the correct category. General guidance is set out in BS 6465 (which collates information in the Offices. Shops and Railwav
rn small units 5.30-6.00 18.00-36.00
Premises Act, Factories Act, etc.). <or small shops, combined staffkustomer WC may be acceptable (depending on the shop’s area). If more than five staff are employed, or if in planning class A3 (food and drink), higher provision is required.
16 Narrow frontage: entrance can be recessed to provide larger display area with angled shopfront
77 By slanting entire window area and having doors in same line, idea of 16 is developed to its logical conclusion
I - -
’
/ 4 bosement d a n
18 Specialist shop: ‘Joan 3 m
& David’, New Bond I I I
Street, London W1 (Arch: Eva Jiricna Architects)
cross-section
Goods delivery In small shops, there may be only a single entrance for both customers and goods, but wherever possible, a separate goods entry should be provided. Goods delivery should be from a service yard with suitable unloading and turning space for large lorries (see also Vehicle Facilities section).
Delivery may be via receiving room or stock room.
Refuse and waste needs a separate circulation route (note that waste recycling may require several routes).
Fire Large shops and, shopping centres are not adequately covered by the Building Regulations and require negotiation with local authorities and fire officers based on the size of sites and the number of people who could be caught in a fire (consult BS 5 5 8 8 ) . In the Building Regulations, shops come under different groupings depending on definitions: Part B (Fire) table D1 (purpose groups) classifies shops and commercial as group 4, although a shopping centre could also include groups 5 (assembly and recreation) and 7a (storage). B1 table 1 (occupancy totals - floor space factors) has different factors for concourses/
shopping malls (0.75 m2/person), and shop sales areas (2 m2/person or 7m2/person, depending on merchandise and location). ‘Small shops’ (generally
those with a maximum floor area of 280m2 per storey and in one occupancy) have some less onerous requirements.
SMALL SHOPS
The traditional corner shop and the small specialist shop (i.e. those selling primarily one product, such as greengrocers, bakers, fishmongers etc.) have generally been in decline since the 1970s. They are unable to complete on either price or variety with the local supermarket. Note, however, the advantage that the small shop is permitted to stay open for more than 6 hours on Sundays. In larger urban areas the small shop may be able to survive by offering a specialist service that the larger groups cannot offer.
There has recently (largely as a result of PPG 6 ) been some revival of interest in smaller shops on infill sites - often rebranded as ‘convenience stores’. The main retailers claim that these sites are much less profitable, and it remains to be seen if they will survive on a long-term basis. There has also been considerable growth in shops at petrol stations, where it is often possible to expand provision to include food, snacks, newspapers, magazines etc.
Specialist shops (see 18,19,20) The specialist small shop, particularly in the area of fashion, has become very popular, especially in the more affluent urban areas. Many of these shops are part of larger groups, appealing to a particular sector of the population, and with very large marketing budgets to promote their own image. Each shop must differentiate itself from what is in many ways a similar product being sold in numerous other outlets, and the brand name is the primary method; quality and price (the other traditional distinguishing criteria) are often of less importance. The theatrical atmosphere created in many of these specialist shops has to be cleverly designed to act as a backdrop to the merchandise, and has to be capable of rapid rearrangement or complete refitting.
first floor
WC (F) WC (M) 1 entrance; 2 cash desk; 3 showcase; 4 display cubes; 5 clothes
racks; 6 display shelves; 7 changing room; 8 mirror; 9 store kiosks
-
- - - - -
-
cash desk issuing counter showcase shelves
21 Properly placed fittings 22 No separation between allow customers to move customer and sales staff;
from entrance to sales whole room at disposal of counter, cash desk, issuing customer (self-service) counter and exit without
reverse circulation
23 Shop for individual sales 24 Flower shop with large of a similar commodity window and display area;
(e.g. ticket sales) rear of shop for arranging flowers
19 Specialist shop: boutique in Champs ElysBe, Paris (Arch: Isabelle Hebey)
ground floor
1 entrance to boutique; 2 entrance hall to appartments; 3 display platforms; 4 fitting room; 5 store cabins; 6 kitchen; 7 WC; 8 cash counter
20 Specialist shop: boutique where the sales message is more important than the product, Istanbul
(Arch: Mehmet Konuralp)
waste
F
fruit and display veg display
25 Typical example of small traditional food shop, with counter service: many such shops have now changed to self-service for pre-packaged goods, and counter service for fresh meat, pastries etc., with cash till(s) on exit route (see 15,21)
MEDIUM-SIZE STORES AND SUPERMARKETS These are normally considered to be self-service buildings on one level only. In general, ‘superstores’
have over 2500 m2 trading floorspace and often stock non-food items.
A good example is the Sainsbury store at Tooting in south London (arch: Aukett Europe). It is a mid- size store of 2000mZ with 24 checkouts and 12000 product lines. This is typical of a site envisaged by PPG 6 - an inner-city, mixed-use site with a two- storey technical college above the store, the car park (222 spaces) shared with the adjacent bingo hall, and excellent public transport links (e.g. adjacent underground station). The site area of 1.15ha is only one-third the area of a pre-PPG 6 supermarket.
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customers’ basket packing area
1
26 Supermarket layouts with checkout points related to width of frontage
standard width checkouts
835 990 500 990 500 990 minimum width
shop front
27 layout of checkout points showing dimensions
0
L
SHOPPING CENTRES/SUPERSTORES/
HYPE RMARKETS
A regional shopping centre (sometimes called a ‘high street out of town’) has over 50000m2 gross floor space.
Out-of-town hypermarkets Basically these are single volume transfer sheds, with a gross area of 10 000 to 50 000m2, self-service, selling a maximum range of convenience and durable merchandise at low prices. Goods are delivered from manufacturers directly to on-site warehousing areas.
Location Usually out-of-town or urban perimeter, the road network is crucial to siting, as most customers come by car; the maximum driving time is 10 to 15 minutes from the centre of town for urban perimeter sites, or 25 minutes for out-of-town sites.
Minimum catchment area is 80000. Stores may be open 24 hours a day.
29 Diagrammatic layout of supermarket
+ admin and office over 4
50 lOOm
-
toilets office
- canopy
1 soft drinks and wine etc.; 2 groceries;
3 pharmacy and cosmetics; 4 dairy;
5 fruit and vegetables; 6 childrens clothing; 7 clothing; 8 household goods; 9 fancy goods; 10 shoes;
11 electrical; 12 furniture; 13 fire- fighting and sprinkler installation;
14 sub-station; 15 butchery preparation; 16 cooked meats;
17 fruit and vegetable preparation;
18 baker’s and pastry shop;
19 changing room; 20 WCs;
21 boutique; 22 after-sales service
28 Layout of hypermarket with approximately 20000 m*
selling space; linked to shopping arcade of small shops
Car parking For food retail (above 1000m2), one space/l4 mZ; non-food retail, one space/20 m2 (maximum standards from PPG 13). There will often also be a petrol station and car maintenance facilities.
Ancillary accommodation Allow up to 50%
gross area for warehousing, food preparation and staff facilities. Deliveries will probably be on a 24 hours a day basis. Parts of the structure may need to be designed for heavy warehouse loadings. Food preparation areas may be extensive and must comply
0 - 20 m
with stringent food hygiene requirements (see Restaurants section).
Distribution warehouses (with internet delivery) Some analysts are predicting that the growth of the internet will result in most shopping being carried out from the home, with delivery direct from warehouse to home. It is possible, therefore, that many larger shops could cease to exist, with most shopping being either from the local ‘corner shop’ or via the internet and home delivery; clearly this could have dramatic impact on many larger shopping centres. Other specialists dispute this scenario, and suggest that many people will always wish to see goods before buying, and enjoy ‘the shopping experience’, and that internet shopping, like mail order, will remain a small - albeit significant - part of the market. At the end of the 1990s, internet shopping was only 2% of the total (under L450 million). More probable is the provision of internet cafis in stores, although it has been suggested that such provision will have to be made much more inviting and relaxed than is currently the case if older and less computer literate people are to be encouraged.
Factory outlets
Essentially, single storey, simple boxes, usually arranged in a U-shape layout, they offer bargain shopping, convenience goods, and end-of-lines, with tenants on short leases (as product lines are often short). Well-established in the USA, they appeared in the UK in the late 1990s. As a result of their cost- conscious image, developers of factory outlets rarely consider it necessary to employ good design, and in some ways they are the antithesis of the large shopping centre where the developer deliberately concentrates on the customers’ ‘shopping experience’.
0 rowtooth roof section
sections prevents direct sun entry
north light to sales floor I - \
ilation exhaust via
30 Sainsbury‘s at Greenwich Peninsula, London SE10: controlled (see section); a combined heat and power plant designed as a low-energy store, the building uses only 50%
of the energy of an average store; natural daylight is used as much as possible and artificial lighting is carefully
provides 85% of the electrical requirements (Arch: Chetwood Associates Ltd)
roof plan
upper mall
lower mall
37 The Trafford Centre, Manchester: an out of town shopping centre of approximately 93000m’ (1 million ff)
(Design arch: Chapman Taylor; executive arch: Leach Rhodes Walker)
S P O R T S F A C I L I T I E S
Sean Jones
INTRODUCTION
After covering the general design principles for these facilities, the requirements for individual sports are listed as follows:
rn athletics (running tracks, shot, high jump, long jump, triple jump, discus and hammer, combined triple and long jump, javelin, pole vault)
H aikido, archery (clout, target), badminton, baseball, basketball, billiards and snooker, bowling (single and four rink), boxing, bowls (crown and lawn), cricket, croquet, curling, cycle racing, fencing pistes, football (American, association, Australian, five-a-side, Gaelic), rugby league, rugby union, gymnastics, handball, hockey, hurling, ice hockey, judo, karate, kendo, korfball, lacrosse, netball, polo, polo (bicycle), projectiles, real tennis, rackets, rounders, rugby fives, shinty, softball, squash, table tennis, trampoline, tug-of-war, volleyball, wrestling
rn swimming
H tennis
H equestrian.
STADIUMS: GENERAL DESIGN
Directions in stadiums design and management: In a review of the trends and directions of arena and stadium developments around the world, the following three distinct generations of these types of facilities can be identified.
First generation
Following the establishment of codes in popular sports in the nineteenth century, the first generation of stadiums sought to give access to as many spectators as possible. Without mass media, the sport could only be experienced by attending in person. Major sporting encounters tended to be infrequent but attracted huge crowds. Very little emphasis was placed on comfort or ancillary facilities - capacity was the main criteria.
Second generation
Crowd numbers peaked during the 1950s in most developed countries, and have been in relative decline ever since. The advent of television increased access to popular sports to the extent that it is now possible to get a better view of the game in your own living room. Sports grounds became known as uncomfortable (sometimes dangerous) places where you were denied basic amenities and exposed to the rough and vulgar elements of society. The second generation of stadiums sought to win back the hearts and minds of the general public by offering a level of comfort, information and view of the game that could compete with what was available in their own living rooms. More comfortable seating, more seats under cover, adequate toilet facilities for men and women, access to a range of food and beverage outlets,
7 Wembley Stadium, London: built 1924, modernised for the 1948 Olympics and renovated again in 1985
(Arch: Simpson & Ayrton Architects)
i
2 h e c a Stadium, Mexico City, Mexico: built 1966 exclusively for football
/.. __.. -.._ .. -..
..,- ,.-
3 Welsh National Stadium, Cardiff: demolished in 1997 to make way for the Millennium Stadium (arch: HOK + Lobb Sports Architecture), the first stadium in the UK to have a closing roof (Arch: Osborne V. Webb)
4 Olympic Stadium, Munich, Germany: built for the 1972 Olympic Games and designed primarily for athletic events (Arch: Gunther Behnisch; engr: Frier Otto)
large screen video displays and video monitors in concourse areas, advanced crowd management techniques to minimise queuing and delays both within the ground and in the car park, and so on.
Venues that have successfully moved into the second generation have found their attendances stabilising. When this happens, the design and arrangement emphasis switches to the amount of money that each patron is invited to spend -
spending per head is the key factor.
Third generation
The successful second-generation stadium is a sophisticated, capital intensive and profitable installation but it sits vacant for most of the year.
Many attempts are made at inducing non-event day uses, such as receptions and functions, or alternatively at increasing the number of event days by housing a number of sports or teams. These strategies are vital to the success of major stadiums but they only hint at the emerging third generation of development - where stadiums become interlinked with other attractions in order to become self-sustaining venues in their own right.
Integration with complementary facilities can generate year-round usage and return on capital investment. The rapid development in information technology and the advent of cable interactive television is creating more demand for sports programming. Broadcasting companies are investing in the latest generation of stadiums, and the needs of the entertainment industry are becoming increasingly predominant in the design and management of facilities. Good attendances are required less for their gate money and more for their value as a ‘studio audience’ when income from television becomes the major revenue source. To attract consistently large crowds, the venue must offer a wide range of activities so that, for example, five people attending on the same day can have five different experiences.
The range of facilities appearing at stadiums around the world is broad - indoor arenas for 10 000 to 15 000 spectators, hotel accommodation, themed retail arcades and stores, amusement arcades and attractions, cinemas and performance spaces, bowling alleys and swimming pools, health and fitness centres, child-care centres, offices for sports associations, parking stations and commuter interchanges, and so on. The objective is to reach a ‘critical mass’ where the facility draws people at times beyond the hosting of specific major events, so that the complex becomes a centre for community involvement for many interest groups, where sports is the main event but not the whole picture.
In the information age we are finding that cultural and ethnic differences are becoming strengthened; development considerations like market size, buying habits, cultural and regional attitudes and traditions cannot be transplanted from one place to another - what may work in a large market may not be viable in a smaller one, where it is often necessary to adopt more sensitive
‘close-fit’ solutions.
5 Highbury Stadium, Arsenal Football Club, London: an example of a typical British football ground with four separate stands -the east and west Art Deco styled stands were built in the 1930s, with more recent developments culminating in the North Bank Stand (arch: Lobb Sports Architecture) in 1993 (Arch: Ferrier & Binnie)
6 Sir Alfred McAlpine Stadium, Huddenfield: an RlBA ‘Building of the Year‘, standing shaped like orange segments to provide optimum viewing for all spectators to watch football and rugby (see also 70,19,96)
(Arch: HOK + Lobb Sports Architecture)
7 Royals Stadium, Kansas City, USA: the Harry S. Truman complex was built in 1972 and designed specifically for baseball (Arch: HNTB Architects)
8 District of Columbia Stadium, USA: completely circular stadium used for both American football and baseball