Hacienda - Brand Refresh Market Study

Hacienda of Tomorrow
Research conducted and presented by BayCreative
October 29, 2014

BayCreative, Inc.
Full-Service Agency Commissioned for Brand Assessment, Discovery and Planning
• Over 15 years experience conducting brand identity, new product/service

development, concept testing, awareness and perception research, and
customer satisfaction research
• Bay Area-based team of writers, designers, market researchers, branding

experts, web developers, videographers, lead generators, search engine
specialists, illustrators and more
• Clients include Cisco, McKesson, Salesforce, Fujitsu, Motorola, Stanford

University, CBS Interactive, CBRE, Prosper Lending
• Qualitative research study with Hacienda property owners, commercial brokers

and tenants began in September 2014
Research Outline
• Objectives
• Methods
• Results of Perception Research
• Results of Competitive Assessment
• Conclusions and Recommendations
• Q&A
Research Outline
• Objectives
• Methods
• Q&A
Research Objectives
• Overall goal is to understand how to best position Hacienda against the

competition and identify the ways in which Hacienda can enhance its marketing
efforts to maximize the project’s appeal.
• Specific objectives:
– Understand how key audiences perceive Hacienda.
– Determine which characteristics, values or attributes are most closely associated
with Hacienda.
– Identify opportunities for Hacienda to strengthen its image and enhance perceptions.
– Assess direct competition and current market trends to identify market requirements
and opportunities for Hacienda.
Research Outline
• Objectives
• Methods
• Q&A
Research Methods
• In October 2014 the following research was conducted:

– First, a review of Hacienda’s marketing materials was conducted.
– Then, a competitive assessment was conducted to understand direct and indirect
competition and what prospects are being offered in the market.
– Concurrent with the above assessments, in-depth interviews with 11 owners,
brokers and tenants were conducted to ascertain current perceptions.
• Distribution of interviews were as follows:
– 5 property owners (one also serves as a property manager)
– 3 commercial brokers
– 3 tenants (one large enterprise, one mid-size business, one small business)
• Interviews averaged 35-40 minutes in length and were recorded digitally.
Research Outline
• Objectives
• Methods
• Q&A
Results of Perception Research
• Executive Summary
• Perceptions of Hacienda
• Competitive Landscape
• Communications
• Communications
Executive Summary
• Across audiences, the Tri-Valley area continues be viewed as a strong

location for business investment.
• Key audiences perceived Hacienda as a large, professional, well-maintained
business development with an exceptional East Bay location.
• While perceptions of the owners association are generally very positive, there
is a concern that Hacienda’s multi-owner structure adds a significant
challenge in maintaining a consistent focus, level of investment and identity
to effectively rise above more unified competitors.
• Main perceived challenges are the existence of aging inventory, inconsistent
building usage, lack of a more urban/pedestrian-friendly component, dated
visual landscape and outdated or insufficient marketing.
• Despite these challenges, this research indicates clear opportunities
for Hacienda to revitalize its dominance in the Tri-Valley area.
• Communications
Perceptions of Hacienda
Overview
• Many recall Hacienda at its inception as a “state of the art” large master plan
development in an ideal location.
• Today they characterize Hacienda as a “prominent business park” in a

great location.
• Over time, key competitors have been perceived as more responsive than
Hacienda to changing market needs (i.e.: more inclusion of retail, visible
sustainability efforts and lease negotiations).
• While still a serious player, Hacienda is no longer the leader in this market.
“The project is broken and needs to be fixed.”

Convenient Access
• Hacienda’s location in Pleasanton continues to be very desirable thanks to:

– Proximity to San Francisco and Silicon Valley
– Affordable housing from rentals to entry, mid and high end market home
purchasers
– Highly educated workforce
– Good schools
– Low crime
• Within Pleasanton, Hacienda continues to stand out as an ideal location:
– Easy highway access at the 580/680 interchange that’s convenient for commuters
from Silicon Valley, San Francisco or the East Bay
– BART station less than a mile from any office
– Close to other Pleasanton-area amenities (Stoneridge Mall, Dublin area, etc.)
Role of the Association
• Most say Hacienda’s owners association is a well-run organization that

maintains a professional landscape and infrastructure for its members.
• Some add the association has put in place strong CC&Rs, while others
think the CC&Rs are not flexible enough when it comes to signage and
landscape restrictions. This point highlights a disconnect regarding what
people believe Hacienda has control over and what is dictated by the city.
• Despite a strong owners association, Hacienda’s multi-owner structure is
a significant perceived challenge.
Multi-Owner Structure
• Compared to Hacienda’s main competitor, Bishop Ranch, which has a single

owner, Hacienda’s multi-owner structure impacts perceptions that:
– Building use and maintenance is not as consistent at Hacienda.
– Marketing efforts are considered under-funded and outdated.
– Most say Bishop Ranch as single owner entity has had more influence with the
City of San Ramon than Hacienda has had with the City of Pleasanton:
• A few express disappointment that more robust recycling initiatives lack the City of
Pleasanton’s support.
• One or two mention “low-income” housing development as “forced” on Hacienda.
“The association is too liberal

with conditional use permits
leading to a less cohesive
business environment.”
Broad Range of Tenants
• Most appreciate the broad range of businesses at Hacienda:

– Diversity of businesses gives Hacienda the potential to create an innovative
atmosphere (where people from different businesses can interchange ideas).
– Some add diversity of businesses buffers Hacienda against potential sector-
specific economic downturns.
– One calls out that Hacienda is not “elite” which makes it more welcoming than
competitors like Bishop Ranch.
• However, not all tenants are deemed desirable:

– Almost all say having a distribution center and middle school within the business
center has diminished Hacienda’s stature.
– Multiple churches and tutoring centers also called out as outside of intended
business focus.
“Having all those tutoring centers looks tacky,
like they are saying ‘we’ll take any user.’”
Design
• Respondents described Hacienda’s design as “state-of-the art” for the 1980’s

with an infrastructure and “park-like” aesthetics that appealed to businesses
at that time.
• Many say Hacienda’s wide streets and solid infrastructure continue to serve
the use needs of its community very well.
• A few say the arches and signalization monuments create a distinctive

environment.
• A handful say the arches while distinctive look dated.

Design
• However, Hacienda’s biggest design challenge is that businesses are less

interested today in having a private campus and more interested in providing
office users a sense of community and amenities in walking distance.
• While Hacienda’s diversity of tenants is appealing, all say the current design
does not create enough opportunities for people at Hacienda to interact:
– Buildings are set-off from street by “excessive” landscape and far apart from one another.
– There is no central food court, courtyard, town square or club that brings people together.
– Food and retail amenities are on the periphery and far for many to access by foot at lunchtime.
– A few add mature trees block signage making it hard for top tenants to create a visual identity.
“Buildings sit hidden “Needs more “People at different companies

behind berms.” robust services in don’t actually bump into each
the middle.” other, Oracle and Roche stick
to themselves while most
others drive to Hopyard.”
Inclusion of Residential Buildings
• Almost all say the concept of mixing in residential properties is good as it

enables an option for employees to walk to work.
– The majority are not clear whether the residential buildings at Hacienda are actually
drawing talent to tenants.
– Only one or two know residents at Hacienda.
• They often add that housing can enliven an area on the weekends which
provides support for more retail and restaurants and thus increases
attractiveness for businesses.
• However, some say Pleasanton offers sufficient housing to cover the needs of
prospective employers.
• In addition, a few point out that the inclusion of “low-income housing” in the
park can create an unwanted element and does not drive spending to retail.
• Communications
Competitive Landscape
Overview
• As mentioned earlier, Bishop Ranch, is considered Hacienda’s primary direct

competitor.
• As the two premier business centers in area, Hacienda and Bishop Ranch
draw businesses looking for more affordable locations than Silicon Valley and
South of Market.
• Brokers add that while smaller in scope, recent investments in Dublin and the
outskirts of Pleasanton have made smaller business parks in these areas
compelling options especially for those whose C-level executives live in the
area.
Bishop Ranch
• When it comes to the competition, all participants agree that Bishop Ranch is a
serious competitive threat to Hacienda.
– Single owner, capable of implementing a vision consistently across its property.
– Buildings are thought to be more consistently maintained and occupied by many
prestigious business tenants.
– Strong branding supported by a major marketing investment.
• Some also note that Bishop Ranch is investing in sustainability initiatives and
marketing those initiatives effectively.
– Electric bike share program
– Van shuttles from the city
– “Share the energy” campaign with roadside signage
• A few say major redevelopment plans are underway to provide
a conference center and pedestrian-friendly high-end food
and retail.
Competitive Landscape “A lot of people live in the Tri-Valley area and you can
Silicon Valley and SOMA make their lives better by making their commute easier.”
• While almost all point out that a business’s location is often dictated by where
the C-level executives live, the East Bay is a draw for tech businesses that
are thinking about relocating.
– Brokers say that Pleasanton stands out as having a more complete range of
affordable housing (even more than San Ramon).
– However, one broker says he rarely gives out Hacienda print materials to his
Silicon Valley/SOMA clients as they are not up-to-date or as relevant to these
prospects as need be.
• While the C-level’s preferred location is critical, more companies desire lower
employee turnover, and for these companies, the affordable housing and
great schools around Hacienda make it intriguing. “I like to send them the most recent
comparative stats on housing costs
• Given its low density and lack of an urbanized center, so they see what they are missing.”
Hacienda does not attract those looking
to be part of a tech community.
Other Area Business Parks
• Given that businesses often chose the general vicinity of where they want to
locate and then the specific building(s) to buy or lease, it is important to
review other locations in the Pleasanton area.
• A few respondents say that recent investment in Dublin have made this an
attractive alternative for businesses looking for retail amenities in walking
distance from their office space.
• A handful add that Bernal Corporate Park was once considered on the
outskirts, but recent residential and retail developments in its surrounding
area make this a potential competitor to Hacienda.
“I didn’t really choose Hacienda. I chose to be in the

Pleasanton area and Hacienda just happened to
have the best building for my business.”
• Communications
Communications
• As previously mentioned, Hacienda’s current

communications are perceived as dated.
“They don’t seem tech
• Brokers say they do not use Hacienda’s print materials savvy with pictures of a
1980’s PC.”
with their clients for the following reasons:
– Digital content is more compelling, as most prospects don’t “Their marketing looks like
they did it in-house and it
look at mail, as they are in-front of their computers. should be done by a
– Hacienda’s logo, design layout and use of older photos do professional firm.”
not properly convey a place that is current. “They should be doing a

– Hacienda’s materials are not very effective at quarterly survey of the
average home cost across
communicating up-to-date stats that sell key benefits of the Bay area and sell the
quality of life, affordable housing and highly educated East Bay solution.”
workforce.
• Tenants confirm that broker e-news serve as their primary

information source when they are in the market to move.
Communications
• Brokers say a monthly or quarterly email designed specific for their needs
would be highly welcomed.
• One broker adds that if there are major changes to learn about, an event
for the brokerage community would be the most effective way to spread
the news.
• To create a stronger identity with the broader business community,

respondents recommend advertising in the business journals across the
Bay Area and a comprehensive marketing strategy that includes an updated
website and social media.
Research Outline
• Objectives
• Methods
• Q&A
Competitive Assessment
Overview
• Perceptual mapping is used to visually display market perceptions.

• In these maps, the position of a product, brand, or company is
displayed relative to their competition.
• To create the perceptual map on the following slide, we evaluated the
competition on a full range of criteria (demographics, perceptions,
visual identity, differentiation, brand personality).
• To read the following perceptual map, focus on the proximity of
attributes to each business center and how similar or dissimilar these
business centers are to each other based on these associations.
Perceptual Map of Perceived Strengths
Innovation center
Flexibility Unified vision with
strong marketing
Scalable
Large Variety of design

Dublin Retail
Sustainability initiatives
Bishop
expansion Visual Identity
Expansive
Ranch
Hacienda Good value
Fortune 500 prestige
Arches Professional Environment

Diverse
Residential Consistent quality
Sense Pedestrian-friendly amenities
of place BART on site
Compact
Live-Work-Play
Mall
Work/life Balance
Stoneridge
Commercial
Key Learnings from Perceptual Mapping
• As clearly depicted in the previous map, Hacienda’s size and flexibility

ensures businesses superior “scalability.”
• Many of Hacienda’s positive assets such as, size, area and access are
already intrinsic
– Opportunity to reframe perceptions of Hacienda’s size and variety of buildings as
offering businesses scalability and potentially flexibility with proper investment in
one or more properties
– Expansive environment and distinctive, yet dated arches present opportunities to
repurpose open spaces and create a stronger “sense of place”
• Good value is shared core concept.
• Professional environment association shared with Bishop Ranch.
• Live/work/play is an untapped opportunity.
– Efforts to bring retail amenities around BART and develop walking
paths throughout will strengthen the live/work/play appeal
Research Outline
• Objectives
• Methods
• Q&A
Conclusions and Recommendations
Overview
Hacienda can address specific gaps identified in the research as well as

redefine its current perception through a range of initiatives, including:
• A plan for encouraging redevelopment of strategic areas around Hacienda

to create a more pedestrian-friendly, urbanized environment.
• An updated brand and marketing strategy that effectively communicates the

strengths and key differentiators of Hacienda; its unique assets, the
developments underway, and capitalizes on specific market trends and
opportunities.
• A strong communication plan for more effectively reaching intended

audiences with the up to date information they need to effectively
sell or invest.
Sense of Place
• Hacienda’s current layout and infrastructure does not meet the market
desire for a pedestrian-friendly, urbanized experience:
– Original design does not reflect current desire for “Urban” walking experience—buildings set
apart from each other, surrounded by parking adjacent to 40+ mile an hour streets.
– Large scale makes it challenging for BART commuters to navigate area by foot.
– Building use and maintenance level vary creating a challenge to selling the “premier
business” appeal of Hacienda.
– Inconsistent density and availability of amenities within walking distance to offices and BART.
– Limited visibility of signage and limited “crossing of paths” with other tenants.
• Address infrastructure challenges with the creation of a long-term vision—
focused primarily on redevelopment priorities—while accommodating near-
term opportunities to enhance live-work-play.
Sense of Place
• To effectively meet the changing market needs, Hacienda must invest in creating
a stronger sense of place through the addition of pedestrian and bike friendly
routes and access, and a clearly defined “heart” of Hacienda that is central in
terms of location, architecture and style, and interaction.
• By incorporating retail, public spaces, businesses, and residence all in closely
knit proximity, Hacienda can redefine itself as an ideal live/work district with a
strong sense of community pride and social interaction.
• This renewed sense of place can then be incorporated into marketing and events
that create opportunities to “celebrate” Hacienda can further solidify this feeling.
• Explore opportunities to further enhance Hacienda District’s sense of place
through updates to signage, sculpture and landscaping in common areas and
Hacienda’s approaches and exits (for both car and BART commuters).
Vision (Theme)
• Develop a vision of Hacienda around the concepts of a progressive business

“ecology” or “district” where business and residence “flourish.”
• Incorporate into messaging the “Hacienda version” of current hot concepts,
such as: innovation, melding/balance of work and life, connectedness and
interaction.
• Use a finalized theme as a foundation for developing updated branding and
messaging for Hacienda
See supplemental materials for more detail.

Marketing
• A strong marketing program is needed to ensure effective communication of

new developments, change perceptions, and consistently reinforce the vision
and value of Hacienda. This program should include:
– Updated branding that captures the value of the Hacienda vision in a way
that supports current market needs and long-term strategic goals.
– Revised marketing to ensure the consistent expression of the Hacienda
vision and thus maximizing the value of each marketing opportunity.
– A communications program designed to target specific audiences to
ensure new developments and key messages are tailored to meet the
distinct needs of Hacienda’s target audiences.
See supplemental materials for recommendations regarding specific marketing activities.

Competition
• Our recommendation is that Hacienda not seek head-to-head comparisons

with Bishop Ranch (playing the comparison game on their terms) but instead
follow through with natural differentiations of which there are many. It’s key
for Hacienda to focus on the advantages of being a collective and not
privately owned. Then also to exploit the differences in the setting itself.
• In a broader sense Hacienda must compete with the prevailing perceptions of
“innovation districts.” Showing that Hacienda is aware, and even a part of
developing some of the bigger ideas associated with work/live/play. This
might tie into the mission of the association, that it is not solely an association
where interests of owners are sorted out but one that is guided by vision of
what Hacienda can be and will become.
Overview
Institutional
Capacity, Vision and
Mission
Differentiation, Image, Tone
Audience
Benefits and Core and Manner for Supporting
Perceptions,
Attributes Elements
Needs and Communicating Brand
Values
Competitive
Environment
Brand Positioning Value Proposition Brand Personality Key Messages and

Proof Points
Supplemental Materials
• Initial Thematic Concept
• Hacienda Re-Branding and Marketing Process
• Potential Re-Branding Activities

Initial Thematic Concept Brainstorming
Initial Thematic Concept
Business and Life, interconnected and flourishing

We work from home, at the coffee shop, on the train in to the office. We live our jobs, and bring more
aspects of our life into work, and we work our best when those jobs integrate with our lives in a way that
keeps us, and our families, happy and healthy. This is a vision of Hacienda as a diverse business/life
ecosystem. One that supports the interconnection of a variety of businesses, transportation options,
recreation, facilities, and more, all flourishing in their proximity to one another and promoting a sense of
connection and innovation. The quality of life in Pleasanton – housing, schools, community, activities lays
the foundation for successful living and Hacienda extends this as a nimble “district” responding to the needs
of businesses and the people who create and support them. A long tradition of supporting technology,
Hacienda evolves to create new environments where new business can thrive.
• Initial Thematic Concept

Hacienda Re-Branding and Marketing Process
Regular Briefing on Hacienda Development Initiatives
• Understand what’s been planned, what projects have begun, and what is
being considered for the development of Hacienda. Included in this are
zoning, architecture and construction, planning for roads, bikeways,
walkways, landscaping. Also included is understanding of association
initiatives with members, the city of Pleasanton, other significant entities in
the area that impact Hacienda. This should be an ongoing update for
marketing to inform marketing on what might be leveraged in messaging as
well as what might need support from marketing.
• Finalize thematic concept (reference prior slide)

Clarify Hacienda Personas
• For effective delivery of targeted messaging, it is necessary to define

audience personas. Personas are created by thoroughly describing and
mapping key messages, and communication strategies to each of
Haciendas audience groups. This will include but not be limited to
prospective tenants, property owners (association members), realtors,
brokers, residents, employees, merchants, city officials, other.
Develop Hacienda Messaging Framework
• Build out the framework for Hacienda messaging to include value prop,
vision, other key statements, as well as key messages for personas.
• Incorporate into existing communications
Redesign or Upgrade the Hacienda Visual Identity
• Update the style and feel of Hacienda by first establishing a style guide that
sets the style for imagery, color, typography, photography, and
communication vehicles like emails, one-sheets, web pages.
Updating hacienda.org
• Apply learnings and understandings from above to revise and update the
Hacienda website. Part of this effort might include SEO, both onsite and
offsite, and a social media strategy.
Identify Communications Strategies by Persona
• For each persona, indicate the best ways, the frequency of, and the purpose
for communications. State the expected outcomes of these communications
and prepare schedules for all.
• Deploy communications
Create Advertising Plan
• Assess the opportunities and candidate advertising vehicles for Hacienda.

This may include publications, radio, cable, print, outdoor, other. Pull
together data on expected reach and targeting. This might also include a
SEM strategy.
• Initial Thematic Concept Brainstorming

Timing Purpose Category Opportunity Description
Change brand ID from "Hacienda Business Park Owners Association" to the name we
Immediate Term Define Vision Branding come up with after defining the vision (e.g. "The Hacienda District"). Then create
overriding themes/concepts that support that vision
Guide development of Hacienda's vision in collaboration with owners, city and BART.
Immediate Term Define Vision Branding Strong leadership and shared ownership of the long-term vision will help ensure
success
Immediate Term Differentiate Branding Utilize a unique color (e.g. bright green) as a recognizable identifier to "Hacienda"
Immediate Term Differentiate Branding Create a cool looking "character" to represent Hacienda (e.g. "Innovation Ian")
Immediate Term Differentiate Collateral Refresh logo to communicate a more current, modern brand for Hacienda
Refresh messaging to emphasize and support a clear new vision for Hacienda.
Immediate Term Differentiate Branding
Generate custom messaging that "speaks" directly to Hacienda's target audiences
Place large "Something's Coming Soon to Hacienda" billboards on construction sites
Immediate Term Drive Awareness Collateral
where upgrades or development is occurring
Immediate Term Drive Awareness Branding Suggest businesses add "Located at Hacienda" to email e-signatures
Immediate Term Drive Awareness Branding Integrate a unique e-signature for the Hacienda Owners Association on emails
Refresh website to communicate clear new vision (and more current, modern brand) for
Hacienda
Balance out the imagery on the website with more photos of people and innovation.
Lots of pictures of the buildings (Include concept drawings of the "future of Hacienda")
Build "Live/Work/Play" Assemble food trucks in common areas to congregate people. They move to different
Near-Term Events
Community parts of Hacienda on different days
Build "Live/Work/Play"
Near-Term Events Conduct weekly Farmer's Market during a workweek day
Community
Build "Live/Work/Play" Host weekly live music and food gatherings in a central common area (e.g. "Summer
Near-Term Events
Community Concert Series" and "Holiday Series")
Build "Live/Work/Play"
Near-Term Development Erect a statue that serves as a recognizable identifier to "Hacienda"
Community
Deploy sustainability campaigns: 1) Natural grasses to replace lawns. to conserve
water and be more aligned with native environment. Natural drainage systems. 2)
Near-Term Differentiate Development
Electric bike program. 3) Hybrid vans for a "secure transportation to BART at night"
service for tenants
Upgrade facilities to compete more effectively with competition: 1) Consistent
Near-Term Differentiate Development business upgrades to attract and retain high caliber business tenants.
2) Visibility to signage (not obscured by mature landscaping).
Near-Term Differentiate Events Sponsor clean up days for the "Iron Horse Trail"
Near-Term Drive Awareness Collateral Hang long Hacienda banners affixed to street light posts
Near-Term Drive Awareness Collateral Post Hacienda signs atop, on bottom, or around street name signs
Post Hacienda signage on buildings (e.g. near address numbers, on entry way floor
Near-Term Drive Awareness Collateral
mats, in parking lots)
Post in common areas and BART "Hacienda" illustrated map of the buildings and major
companies (logos?) within the area (similar to Silicon Valley)
Distribute T-shirts or car license plate holders to tenants of "Hacienda -- Where
Innovation Lives"
Near-Term Drive Awareness Collateral Distribute leather jackets to building owners of "Hacienda -- Where Innovation Lives"
Publish unique eNewsletters with custom content at a regular frequency to each core
target audience (realtor/broker, building owner, tenant, resident)
Print and digital advertising in Bay Area business journals, large East Bay newspapers
and local community magazines
Near-Term Drive Awareness Collateral Post double/triple the amount of videos on YouTube (e.g. "What's Hot" and
"Sectional/Building Tours" and "Highlights from Events/Activities")
Near-Term Drive Awareness Events Sponsor regular 10K events (corporate and individual only)
Near-Term Drive Awareness Events Sponsor regular "restaurant walk" events
Near-Term Drive Awareness Collateral Post large "Hacienda" billboards off all directions of nearby 580 and 680 freeways
Near-Term Drive Awareness Development Grow a flower garden (or other "eco-friendly" material) that spells out "Hacienda" in a
common area space
Near-Term Drive Awareness Collateral Pay a (few?) employees of businesses that live/work/play in The Hacienda to blog and
video weekly -- "My Innovative Life in Hacienda"
Near-Term Foster Innovation Events Deploy a competition among businesses within Hacienda focusing on
green/sustainability. Potentially this could be extended to include competitive business
parks
Near-Term Foster Innovation Events Deploy a competition among businesses within Hacienda focusing on innovation.
Potentially this could be extended to include competitive business parks
Near-Term Foster Innovation Collateral Host "What's Hot in Hacienda" weekly webcasts and invite guest businesses to present
Near-Term Foster Innovation Events Sponsor regular "green walk" or "innovation walk" events that businesses within
Hacienda showcase their leadership
Near-Term Foster Innovation Events Form peer, networking and business development forums (e.g. "Professional Women's
Group of Hacienda" or "ToastMasters" or "Green IT")
Near-Term Foster Innovation Events Host a monthly speaker series at a common area with refreshments
Long-Term Differentiate Development Continue initiative to bring retail within walking distance for all office users and
residents: e.g. 1) Further urbanize area near BART by redeveloping parking area into
additional retail (mixed use) alongside a parking garage structure, both conveniently
located near BART to further promote a socially vibrant, pedestrian focused
neighborhood. 2) Develop more walking baths (potentially along waterways) to connect
office users to retail. 3) Explore the possibility of transitioning a central building into a
large, high-end grocery store. 4) Consider designating strategically located ground-
floor spaces within Hacienda as flex space to accommodate retail when densities are
built out and place-making efforts take hold. 5) While initial demand might not be
sufficient to support a town center; enable flexible use and incentive plans to ensure the
successful long-term development of this concept.
Long-Term Drive Awareness Development Lobby to have BART change the station name to include Hacienda (e.g. "Pleasant
Hill/Contra Costa Centre Station")
Long-Term Foster Innovation Development Erect an Urban Lab or Innovation Hub. A place where creative people can intermingle
and share ideas. Experiment with clean energy, citizen participation, transportation, and
social infrastructure (scale to benefit building owners)

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Hacienda of Tomorrow

Research conducted and presented by BayCreative

October 29, 2014

• Over 15 years experience conducting brand identity, new product/service

• Bay Area-based team of writers, designers, market researchers, branding

• Clients include Cisco, McKesson, Salesforce, Fujitsu, Motorola, Stanford

• Qualitative research study with Hacienda property owners, commercial brokers

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

• Overall goal is to understand how to best position Hacienda against the

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

• In October 2014 the following research was conducted:

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

• Across audiences, the Tri-Valley area continues be viewed as a strong

• Today they characterize Hacienda as a “prominent business park” in a

“The project is broken and needs to be fixed.”

• Hacienda’s location in Pleasanton continues to be very desirable thanks to:

• Most say Hacienda’s owners association is a well-run organization that

• Compared to Hacienda’s main competitor, Bishop Ranch, which has a single

“The association is too liberal

• Most appreciate the broad range of businesses at Hacienda:

• However, not all tenants are deemed desirable:

• Respondents described Hacienda’s design as “state-of-the art” for the 1980’s

• A few say the arches and signalization monuments create a distinctive

• A handful say the arches while distinctive look dated.

• However, Hacienda’s biggest design challenge is that businesses are less

“Buildings sit hidden “Needs more “People at different companies

• Almost all say the concept of mixing in residential properties is good as it

• As mentioned earlier, Bishop Ranch, is considered Hacienda’s primary direct

“I didn’t really choose Hacienda. I chose to be in the

• As previously mentioned, Hacienda’s current

not properly convey a place that is current. “They should be doing a

• Tenants confirm that broker e-news serve as their primary

• To create a stronger identity with the broader business community,

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

• Perceptual mapping is used to visually display market perceptions.

Large Variety of design

Arches Professional Environment

• As clearly depicted in the previous map, Hacienda’s size and flexibility

• Results of Perception Research

• Results of Competitive Assessment

• Conclusions and Recommendations

Hacienda can address specific gaps identified in the research as well as

• A plan for encouraging redevelopment of strategic areas around Hacienda

• An updated brand and marketing strategy that effectively communicates the

• A strong communication plan for more effectively reaching intended

• Develop a vision of Hacienda around the concepts of a progressive business

See supplemental materials for more detail.

• A strong marketing program is needed to ensure effective communication of

See supplemental materials for recommendations regarding specific marketing activities.

• Our recommendation is that Hacienda not seek head-to-head comparisons

Brand Positioning Value Proposition Brand Personality Key Messages and

• Initial Thematic Concept

• Hacienda Re-Branding and Marketing Process