ferndalelease.com

Ferndale, MI commercial real estate experts

Commercial Real Estate

Whether you need to rent an industrial, office or retail location trust in our experience and knowledge of this market to help you find a space that fits your needs and budget. Our team of experts has leased more space than any other firm working the Ferndale commercial real estate market.

We represent tenants with leasing alternatives

With years of experience in the Ferndale commercial real estate market we can provide our clients expert advice with finding a location and options when negotiating your current lease. Did you know that having representation from a tenant representation firm like GVA Detroit costs nothing to you, we go to bat for you and work on your behalf to remain competitive in an ever changing real estate market.

No matter if you are looking to rent office, retail or industrial space in Ferndale we can provide solutions that work with your business. Your success is our ultimate goal.

Ryan D. Richmond

Tel. 248.470.8533

 

 

Vision and Mission of the Ferndale DDA

The Ferndale DDA (Downtown Development Authority), a National Main Street community, is a non-profit public entity that is focused on the revitalization of Downtown Ferndale. Our mission is to create and sustain a diverse, distinctive and vibrant urban downtown district with small-town charm that serves a broad trade area including the Ferndale community, Metro Detroit area, and out-of-state and international visitors by providing support and leadership to the downtown business community, volunteers, residents, property owners, real estate and development professionals utilizing the Main Street Approach of economic development, design, promotions and organization.

The Ferndale DDA helps companies grow and expand into the local, national, and international markets and find new trade and business opportunities.  It is a place where marketing techniques and management tactics are honed, where business professionals share ideas and gain expertise, and where businesses small and large can band together and pull their collective weight to obtain better benefits for their businesses, make an impact on government decision makers, and improve the business climate.

The Ferndale DDA helps businesses and the community prosper together by assessing the needs of local businesses, customizing resources to meet those needs through strong partnerships, activities, community involvement, and special promotions.  We provide you with technical expertise, a valuable network of contacts, and an array of benefits through viable partnerships

 

Why have a marketing plan?

Firms that are successful in marketing invariably start with a marketing plan. Large companies have plans with hundreds of pages; small companies can get by with a halfdozen sheets. Put your marketing plan in a three-ring binder. Refer to it at least quarterly, but better yet monthly. Leave a tab for putting in monthly reports on sales/manufacturing; this will allow you to track performance as you follow the plan.

The plan should cover one year. For small companies, this is often the best way to think about marketing. Things change, people leave, markets evolve, customers come and go. Later on we suggest creating a section of your plan that addresses the medium-term future-- two to four years down the road. But the bulk of your plan should focus on the coming year. You should allow yourself a couple of months to write the plan, even if it's only a few pages long. Developing the plan is the "heavy lifting" of marketing. While executing the plan has its challenges, deciding what to do and how to do it is marketing's greatest challenge. Most marketing plans kick off with the first of the year or with the opening of your fiscal year if it's different. Who should see your plan? All the players in the company. Firms typically keep their marketing plans very, very private for one of two very different reasons: Either too skimpy and management would be embarrassed to have them see the light of day, or they're solid and packed with information, which would make them extremely valuable to the competition.You can't do a marketing plan without getting many people involved. No matter what your size, get feedback from all parts of your company: finance, manufacturing, personnel, supply and so on--in addition to marketing itself. This is especially important because it will take all aspects of your company to make your marketing plan work. Your key people can provide provide realistic input on what's achievable and how your goals can be reached, and they can share any insights they have on any potential, as-yet-unrealized marketing opportunities, adding another dimension to your plan. If you're essentially a one-person management operation, you'll have to wear all your hats at one time--but at least the meetings will be short!

What's the relationship between your marketing plan and your business plan or vision statement? Your business plan spells out what your business is about--what you do and don't do, and what your ultimate goals are. It encompasses more than marketing; it can include discussions of locations, staffing, financing, strategic alliances and so on. It includes "the vision thing," the resounding words that spell out the glorious purpose of your company in stirring language. Your business plan is the U.S. Constitution of your business: If you want to do something that's outside the business plan, you need to either change your mind or change the plan. Your company's business plan provides the environment in which your marketing plan must flourish. The two documents must be consistent.