Growing The Shopping Centres Portfolio


– New Assets: Is India ready for new asset formats such as Specialty Malls, Lifestyle Centres, Strip Centres and Outlet Malls – who are the customers, which are the cities where they should come up first, what does it mean for existing malls?
– The big focus on Transit-Oriented-Developments (TODs) – compact, coordinated, and connected – the exciting fast growing trend in creating vibrant, livable, sustainable communities with high density development around transport hubs. How has it fared in India so far, and can this model be another form of shopping centre and retail development in a big way with Airports, Cruise Terminals, Bus Terminuses, Railway land parcels, and Metro networks getting huge impetus and rejuvenated focus in urban and transport planning?
– New Target Market: Mall positioning – are malls being designed and managed to cut through all age groups and cult preferences (Millennials vs Traditionalists). How to capture them both?
– Right ingredients to build a footfalls and conversion strategy for every age group – age group of 8-to-80?
– New Investments: Future investments – integrating digital with every facet is the present and future, but none of this comes easy while considering operational efficiency and viability. Should these investments be made now? If yes, to what quantum?
– Payoff Strategies: Higher dwell time into greater Monetization – When you create Customer Experiences, you have a long-term and long-spending consumer who comes over and over again, while the current ticket size might be low and retailers have to accept lower revenues per sq.ft. Where will the balance be – Profitability or loyal Customer Experiences?
– Resource Optimization: A shopping centre experiences different kinds of peak – for example huge crowds during themed festivals, over weekends, and during the Sale season – with vehicles and people jostling for space, while a lot of times there are barely a few footfalls. How do you optimize the mall resources in both scenarios? How to make shopping centres work at full capacity and lean periods – what are the fixed and variable investments that can be pruned or stretched?
– Partnering for Performance: A mall needs a lot of partners and centralized services which are strategic to the smooth functioning and success of a mall – right from parking and maintenance to housekeeping and general upkeep. Plus, navigation to a mall is equally important in how the signages leading to the mall appear throughout the city, how prominently the mall features on navigator searches such as Google Maps, how is it listed in urban city maps and city guides, how the traffic flows leading to the mall driveway and ultimately the ease of finding parking spaces and the final exit. It is more and more critical that navigation to a shopping centre is a pleasurable experience, since that is the first impression and memory which a visitor carries to the mall, and that decides how much time and money he will spend inside the mall and his course of repeat visit. How do you build this and what are the partners you will need to draw this into your blueprint – from the concept stage, to execution and the daily operationalizing aspects.

– Akshat Agarwal, Head – Business Development, ITC Lifestyle Retailing
– M.V. Krishna Rao, Head – Retail & Commercial, L&T Metro Rail ( Hyderabad )
– Mahesh M, CEO, Ishanya Mall
– Max KORDYLAS, Managing Director , Yellow and Co ( France )
– Mukesh Kumar, Senior VP, Infiniti Malls
– Pramod Arora, CEO, Future Market Networks (Future Group)
– Sanjeev Mehra, VP, Quest Properties India

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