MARKETING ANALYSIS FOR

DOWNTOWN BUSINESSES OF LAMORINDA

This white paper offers an in-depth analysis of the small business markets in downtown Lafayette, Orinda, and Moraga (collectively known as “Lamorinda”), California and provides possible marketing avenues for these businesses.

The insights include city demographics, consumer travel behavior, city consumer profiles, and the most effective strategies for businesses in retail, restaurants, and services.

This paper was put together by Rarity Marketing. Rarity Marketing is a marketing and branding agency in the East Bay, California, specifically Lafayette, California. Rarity Marketing assists clients with creating beautiful creatives and precise strategies to help them grow their business.

DEMOGRAPHICS OVERVIEW

Lafayette, California

A smaller, upscale suburb with an extremely affluent customer base.

2025 Est. Population: 24,920

Median Age: 45 years old

Median Income: $222,393

Largest Race & Ethnic Groups: White (74.2%), Asian (9.1%), Hispanic (8.2%)

Source: California-Demographics.com

Lafayette households are some of the wealthiest in the region. According to recent census estimates, 55.6% of Lafayette households had incomes above $200k per year (Source). It is also estimated that several hundred Lafayette residents earn over $500k per year (according to the IRS 8-10% of households in Lafayette). Residents are largely families and professionals with roughly a quarter under 18 years old. The population is highly educated, with 79% of adults 25 or older possessing a Bachelor’s degree or higher (Source). This data translates to strong discretionary spending power, with households dining out and shopping frequently in the downtown area’s restaurants and boutiques.

Orinda, California

Fairly small community with one of the highest incomes in California.

2025 Est. Population: 19,236

Median Age: 49.1 years old

Median Income: $250,001

Largest Race & Ethnic Groups: White (67.6%), Asian (15.5%)

Source: California-Demographics.com

Neighbor to Lafayette, Orinda is one of the wealthiest communities not just in the region, but the state of California. Over 60% of Orinda households earn $200k or more (Source). Likely around 1,000+ individuals earn above $500k, making Orinda households in the top half-percent earners in the United States. Residents are largely established professionals and retirees. There are families as well, but not as prevalent as Lafayette as the population skews older. The population is highly educated, with almost 90% of adults 25 or older possessing a Bachelor’s degree or higher (Source). This data translates to ample disposable income. Residents support local dining and specialty shops. The limited downtown means many go outside of Orinda to support other communities.

Moraga, California

A small town with a combination of residents and college students from Saint Mary’s College.

2025 Est. Population: 16,283

Median Age: 41.4 years old

Median Income: $199,800

Largest Race & Ethnic Groups: White (61.2%), Asian (21.6%), Hispanic (9.2%)

Source: California-Demographics.com

Moraga skews younger in demographics than its neighboring Lamorinda cities. This is due to young families and college students. While younger than its neighbors, Moraga (zip code 94556) is still a wealthy suburban town with over half of the households earning $200k and above (Source). Roughly 200-300 individuals in Moraga likely exceed $500k a year. Around 46% of residents work within Moraga, with Saint Mary’s College being the biggest employer. Educational services and health care are the largest sectors in which Moraga residents are employed. Residents of Moraga focus most of their money locally on dining and groceries with services being a big part of what consumers spend on. The town’s semi-rural feel means residents travel frequently to their neighboring cities for a greater variety of retail, with Moraga only capturing around 1/3 of their resident’s buying power and neighboring Lafayette capturing 45% (Source).

Other Cities in the Area

Walnut Creek, Concord, and Pleasant Hill make up the neighboring communities around the Lamorinda area within Contra Costa County. Each is bigger than an individual Lamorinda city/town. Walnut Creek is the largest and most urban of the group with an estimated 68,500 residents according to the 2020 census. It has a median household income of $135,665 and a median age of 46.1 years old (Source). Including a mix of affluent professionals and retiree population (e.g. the Rossmoor Community), Walnut Creek boasts high retail spending with a large downtown of 2.5 million sq. ft. of shopping and dining space (Source). Due to this, Walnut Creek draws a significant amount of retail and dining traffic from local residents and tourists – including up to 6 million visitors annually to its Broadway Plaza shopping center (Source). Pleasant Hill is a mid-sized suburban city with an estimated 34,000 residents. It’s median household income is about $144,500 with an median age of 42.5 years old (Source). The Pleasant Hill community is largely family-oriented with residents having a healthy spending power. Pleasant Hill residents often frequent their downtown shopping center for family-friendly options. Their residents are slightly more budget-conscious, but will still spend liberally on entertainment and services that cater to families. Lastly, Concord is the largest city within the region. It is home to approximately 125k residents. With a more diverse demographic, lower median household income ($107,789) and lower median age (39 years old), its population reflects many young families comprised of working-class professionals and a large Latino community. Concord’s diversity means the residents have a wide range of spending habits, from value shoppers to moderate-income families to pockets of affluence. Overall spending is lower per household compared to Lamorinda, but the aggregate market is large (Source). Their downtown and shopping centers reflect a mix of affordable dining, national retail chains, and cultural events.

CONSUMER TRAVEL BEHAVIOR

With a variety of options in each city, consumers in this region generally favor convenience. Most are unwilling to drive more than 15-20 minutes for routine shopping or dining. Studies show that 93% of consumers in the United States typically travel 20 minutes or less for everyday purchases. Eighty-seven percent will not travel more than 15 minutes. Furthermore, the more frequent the purchase, the less time the consumer is willing to travel (e.g. 6 minutes for gas, 8 minutes for groceries, and 19 minutes for clothing) (Source). Consumers will drive farther for a special dinner or major shopping trip, but for regular activities, they will stick within a short drive radius.

Thus, Lamorinda residents often stay local among the Lamorinda area for daily needs. For unique offerings, Walnut Creek can regularly pull consumers from 20-30 minutes away. With the addition of all these cities (minus the town of Moraga) conveniently situated on the BART line, these cities can potentially draw consumers from even further parts of the East Bay.

Lafayette

Lafayette’s downtown primarily serves local and neighboring communities. Thanks to the city’s concentration of restaurants, cafes, and retail along Mt. Diablo Blvd, it’s common for the downtown to pull residents from other Lamorinda towns. Lafayette is less likely than the larger neighboring cities to draw consumers from outside Lamorinda except for pass-through traffic from Highway 24 or BART since similar offerings exist in their own towns or Walnut Creek.

Orinda

Orinda has much more limited retail than Lafayette’s downtown. Thus, the downtown functions mainly as a local center. Orinda’s theatre and a few restaurants may entice Lamorinda residents and event-goers, however, the pull is limited for non-Lamorinda residents.

Moraga

Due to Moraga’s secluded location, the town sees very little non-resident traffic besides college students at Saint Mary’s College. Consumers in Moraga typically drive under 10 minutes for their daily needs – either staying within Moraga or driving over to the other Lamorinda towns for more options. This means the downtown relies on hyper-local consumers to make up their daily business.

CONSUMER PROFILES OF EACH LAMORINDA DOWNTOWN

Each of the Lamorinda downtowns have a distinct consumer profile.

Lafayette

Affluent families and professionals.

Consumers: Lafayette is that well-dressed, health-conscious professional that starts their day with a perfectly brewed oat milk latte and a morning hike before taking a client meeting in a local café. They are affluent, family-oriented, and quality-driven. High-earning couples, often in finance, tech, or medicine, with parents of young children are the core consumer base. They are always on the lookout for artisanal products, farm-to-table dining, healthy lifestyle services and products, and high-end services. They don’t mind paying extra for premium services or experiences but expect excellent service and an aesthetic appeal in everything they purchase.

Downtown: Lafayette’s downtown bustles with wealthy professionals and families. They are attracted to the city’s safe, upscale, and small-town cozy vibe. With top-rated schools and a family-oriented culture, Lafayette draws parents and kids. Therefore, Lafayette’s downtown is a mixture of shops and services for professionals and families. The city also supports the population’s working habits by providing the Lamorinda area services that save time and outsource tasks (convenience services), such as personal care, home maintenance, and lifestyle services.

Orinda

Established wealth and retirees.

Consumers: Orinda is the graceful, well-read retiree who enjoys a slow morning with the New York Times and a cappuccino in the library café. She loves performing arts, community, and history. Orinda consumers are discerning consumers, preferring high-quality over trendy, and they stick to trusted brands and services. Many are affluent retirees or executives who have lived in Orinda for decades. They appreciate the quiet, convenient services of downtown. They value personal relationships with local businesses and owners and are loyal to their favorite spots. Younger professionals and families live in Orinda and frequent downtown, but for trendy shopping or nightlife, they go to neighboring cities.

Downtown: Local businesses that cater to the residents’ needs prevail in Orinda. Combined with an upscale, yet unpretentious offerings, Orinda’s downtown offers an artful backdrop with art décor and contemporary designs in a familiar, low-key environment. A few beloved restaurants and unpretentious businesses that accommodate residents’ daily errands thrive here.

Moraga

Family-Oriented locals and students.

Consumers: Moraga is the laid-back, community-minded parent who loves comfort, convenience, and family-friendly experiences. They have a busy schedule, shuttling kids between soccer practice and extra-curricular activities between errands. They enjoy casual dining, kid-friendly establishments, and locally-owned businesses. The two key consumer groups for Moraga are the town’s residents (primarily family households) and the college student population. Saint Mary’s College adds a youthful energy to the town, who demand fast-casual eateries and affordable hangouts.

Downtown: Moraga’s downtown is split between two areas of shopping (Moraga Center and Rheem). Both provide easy parking, an uncrowded feel, and budget options. Hyper-localism is key in providing needed community services. Moraga does not have a nightlife or luxury retail; thus, it’s not attracting outsiders. In fact, it’s giving away most of its community spending power to other neighboring communities. Well-off residents enjoy slightly upscale offerings such as nice restaurants and artisanal products.

BEST MARKETING STRATEGIES FOR LAMORINDA SMALL BUSINESSES

Marketing effectively in these downtowns require a blend of digital and traditional community engagement. Data shows that small businesses are now leaning heavily into digital channels, but traditional methods still hold value for local reach. As AI begins to creep more steadily into Google Search results and social media, small businesses now more than ever need to plant a local stake in the ground in the communities they serve.

A successful marketing strategy will combine both traditional and digital marketing.

Restaurants

Digital discovery and word-of-mouth are primary marketing channels. Nearly half of consumers rely on personal recommendations to try a new restaurant. The second most common method is seeing positive online reviews from other customers.

According to Google, restaurants in 2025 need to meet consumers where they are on their websites. Searches in alternate languages (primarily Spanish) other than English are skyrocketing. If a restaurant is catering toward a specific ethnicity – use that language on your site, in addition to English. Customers also rely on online menus to decide where to eat. Often many restaurants do not update their menus, have clear photos or descriptions, or they lack menus at all on their site. Restaurants should also update their Google Business Profile regularly, as Google prioritizes showing businesses that are active with detailed profiles (Source). In addition, almost half of all Google searches are location-based. By ensuring your restaurant is on Google My Business with accurate information (including all categories that match your offering selected), your establishment will show in local searches as well as Google Maps (Source).

Another top priority is managing online reputation. Claiming your Yelp profile, Google Reviews, and social media profiles with your brand’s name allow you to help dictate the flow of conversation surrounding your business.

Traditional media, such as local magazines, can supplement awareness, however, digital often yields a better ROI.

Local outreach and events are also important ways to becoming part of the fabric of the community. Sponsoring local sports teams, school events, and other organizations can make residents trust and love a local restaurant. Joining promotional events, such as festivals or a “restaurant week” are also wonderful ways to gain potential consumers. Getting as many people to try your restaurant as possible encourages word-of-mouth marketing through people who have visited your establishment.

Retail Shops

Social media and online visual platforms are extremely powerful for retail shops. Platforms that allow retailers to showcase new products and promotions to local followers in a visual way are effective digital storefront windows for these businesses.  Thus, retailers should maintain active Instagram and Facebook profiles to highlight new arrivals, style inspiration, or customer testimonials. The Lamorinda consumer profile are affluent and social media savvy shoppers.

It is also important to optimize “near me” searches and your Google My Business Profile. In order to ensure your store shows up correctly on Google Maps, keep current with store hours, location, photos, and reviews.

Many shoppers will also visit your website prior to shopping in-store. Designing an engaging, aesthetically pleasing website that tells your brand story is important. In selling to an affluent consumer, they want to know what you offer, the quality, and visual appeal.

Since much of the retail foot traffic is local, shops should participate in local organizations, events, and cross-promotions. Ingraining your business into the fabric of the local community helps to create loyal, local consumers. Interacting with the local community builds trust.

Loyalty programs and personalization are also key in marketing to an affluent customer base. These resonate with family-oriented consumers as well. Handwritten notes, invitation-only events, or local customer appreciation days help to instill a personal relationship with the people who patronize your business.

Lastly, your storefront window and any marketing signage and flyers are tangible, visual cues to what your offer and the quality of your products. Curated looks will draw foot traffic. Combining Instagram-worthy visuals and old-fashioned neighborhood hospitality will allow small shops to thrive.

Service Businesses

Services rely on being found when needed. Local searches and ratings are key for these small businesses. Investing in being a local expert or authority in your service yields customers when they are looking for what you offer. Search engine optimization, quality content on your website, and potentially paid ads are what will help you stand out. Being easily found and trusted online is key.

To be found online easily, service businesses should maintain an up-to-date Google My Business profile. In addition, having positive reviews on Google and other recommendation platforms is paramount. Claiming your Yelp profile is a necessity as managing the reviews will help you when potential customers seek out a local business such as yours. Make sure you have a high star rating and clear information on each platform. Actively manage your reviews and reputation. Encourage happy customers to post testimonials (these will also assist in outweighing not-so-great reviews). Nextdoor and Angie’s List are also sites that may be helpful in getting the word out about your business.

A well-done website with accurate keywords is also a must as most customers automatically trust a service business with a website over one that does not have a website. Over 75% of users judge a company’s credibility based on its website design (Source). In addition, having a website allows for a greater chance in appearing in search results and can be an effective marketing tool – especially in an affluent area where consumers expect top-notch service. Having a call-to-action on your website is also key so that potential customers are enticed to interact with you to find out more about your services.

In addition to digital marketing, offline referral networks for service businesses are key. Neighbors trust neighbors. Joining local community organizations allow you to have a presence – especially if you do not have a storefront. Local sponsorships can also have a lasting effect. Building real relationships is marketing.

Targeted advertising in local papers, mailers, and online searches can yield results. Partnerships with other local businesses that are feeders for your service are also helpful. Focus your marketing spend on a 15-20 minute local radius.

KEY TAKEAWAYS

Across all categories, an integrated marketing approach is best. Small downtown businesses should be aligned to the consumer profile of the town they serve, tell their story well online and offline, and engage with the fabric of the community. Each city/town’s unique market demographics may shape the emphasis slightly, but a balanced, data-driven marketing strategy will maximize reach and profitability in these downtown markets.

If you would like assistance in creating a personalized marketing plan for your business, Rarity Marketing can help. We assist in creating custom creative marketing and branding pieces to make your business stand apart from others. We also tailor marketing strategies to your unique needs and customers. For more information, see www.rarity-marketing.com.

Disclaimer

The information provided in this report is for educational and informational purposes only. All statistics, data, and insights are derived from publicly available sources, third-party research, and digital publications. While every effort has been made to ensure accuracy and relevance, variations in data collection methods and reporting standards may impact direct comparability.

Rarity Marketing makes no warranties or representations regarding the completeness, accuracy, reliability, or timeliness of the information presented. The insights provided are not intended as financial, legal, or business advice, and any actions taken based on this report are solely at the reader’s discretion and risk. Rarity Marketing disclaims any liability for decisions made based on the information contained herein.

For verified, up-to-date data, readers are encouraged to consult official city reports, government publications, or professional analysts before making business or marketing decisions.