Shopping centers

Competition in the market of SC increases every year. 1.9 million square meters of shopping areas are to be commissioned in Russia only in 2016 (according to JLL data). More balanced decisions are required to manage a shopping center in this situation.

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It is crucial for our Clients to distinguish their shopping center from competitors, create a special atmosphere so as to make it not simply an “ordinary” shopping place, but a leisure center one wants to visit over and over again.

We help our Clients to effectively manage shopping centers!

Expected result

In autumn 2016 we surveyed our Clients and found out that 100% of them have managed to effectively improve their marketing strategy and achieve the following indexes:

 

Based on your studies we have made many decisions which had a positive effect on the development of shopping centers we manage.

Elena Solovieva
Jones Lang Lasalle

We choose you because you have a good understanding of the market, perform quality work, and respond quickly to requests. You can be addressed with questions at any time, and you perform quality analysis. Other companies upset us because they lack a personal approach. I like a minimum involvement on the part of the Client – economy of resources and efforts.

Tatiana Reshetova
Ikea Centers Russia

We choose you because of your professional qualities. From year to year we manage to achieve increase in visits, growth in tenants’ product turnover. Your studies are so accurate; they lead us to desirable results, so we are not ready to consider any other companies for this kind of work.

Andrey Yakimov
SC Yuzhny, Kazan

What are your issues?

  • Attract new customers
  • Stimulate activity of purchases
  • Increase share of cross-shopping
  • Evaluate marketing strategy efficiency
  • Expand the core of the loyal audience of the shopping center
  • Target marketing activities for specific consumer groups
  • Improve brokerage

 

Our products

Drawing up consumer profile

We will assist you in performing a detailed study of the visitor and his/her behavior in the shopping center: why visitors come to the shopping center, how much time dwell there, stores they visit, where make purchases and how much money spend. We will outline the key visitor segments generating the main traffic and turnover. We will describe profiles of visitor segments: who they are, their activities, hobbies, how they spend leisure time.

We will give you recommendations on how to stimulate activity of purchases among reps of different segments.

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Increased share of cross-shopping

Many shopping centers have a high share of visitors who make purchases only in a grocery hypermarket (supermarket) and avoid visiting other stores of the SC. We will study purchase process in the shopping center and give you recommendations on how to increase the share of cross-shopping.

Brand position in the market

We will evaluate the position of the shopping center in competitive environment: quantitative indexes of brand awareness and SC visitation. By analyzing these indexes we will determine potential for attracting visitors to the shopping center. Dynamics of indexes show efficacy of marketing strategy and allow for its timely adjustment, taking into account activity of competitors.

Exact mapping of catchment areas

We will describe actual shopping center catchment areas: where visitors come from, transport they use. Evaluation of penetration in different districts allows to detect areas with potential for attracting “new” visitors.
We will detect the key competitors in each district and give recommendations and means of attracting new visitor groups to the shopping center.

Study of SC brand perception

We will study the specifics of SC brand’s perception by consumers, detect which position Customer’s brand takes in consumer mind; highlight its strengths and weaknesses vs. the main competitors. We will provide recommendations regarding brand perception strengths the Client should rely on in marketing communication with different consumer groups. We will outline perception weaknesses requiring urgent improvement. Understanding of consumer, his/her behavior and brand perception specifics will allow to target marketing activity for specific visitor groups.

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Evaluation of marketing events’ efficiency

We will assist you in evaluating efficiency of marketing events held by the shopping center: quantitative indexes of visitor attraction, whether marketing activity meets the needs of the target audience. We will assess the impact of marketing events on shopping center image, its atmosphere.

Increased loyalty level

We will outline the core of the loyal shopping center audience. We will show factors which have a primary importance in establishing a high loyalty level, how this level should be maintained. We will outline those visitor groups whose satisfaction and loyalty levels “require” improvement; we will provide recommendations on areas of activity that will lead to increased visitor loyalty.

Improved brokerage

We will assist you in adjusting the set of tenants of the shopping center based on the strengths and weaknesses of competitors and demands of visitors.

We will evaluate the loyalty level of tenants of the shopping center and outline the main areas of activity aimed at maintenance or improvement in their loyalty, and consecutively, detention of tenants in the SC (first of all, anchor tenants).

We will help you to check the quality of tenant performance and give recommendations regarding customer service areas requiring improvements.

We provide our Clients with thoughtful analytics and precise recommendations owing to the vast experience of fulfilling studies for shopping centers

Moscow
Rostov-on-Don
Krasnodar
Volgograd
Saint-Petersburg
Nizhny Novgorod
Kazan
Samara
Murmansk
Ufa
Yekaterinburg
Chelyabinsk
Omsk
Novosibirsk

Investigated
3,000,000 m2
of shopping areas
Surveyed
350,000
visitors
и 7,000
tenants
Made
4,000
Mystery Shopping visits

Our Clients

Examples of projects fulfilled:

Example 1

The Client wanted to find the ways to stimulate visitors of the hypermarket of the shopping center to come to other stores, cafes, restaurants and entertainments and make purchases there.

MAR Consult surveyed both hypermarket visitors and visitors of other stores of the shopping gallery. Total number of SC visitors surveyed was 2,300.

Then we divided customers into several groups; plans to visit various stores in the SC and actual visits later were used as a basis for segmentation.

Each segment had a “picture” of making cross-visits:

  • share of cases when cross-visits are made to other stores, how they are divided into planned and spontaneous;
  • to which particular places (stores, cafes, restaurants, etc.) cross-visits are made by different consumer groups;
  • what factors activity of making cross-visits depends on: day of the week, time of the visit to the SC, sex, age, visitor’s income level;
  • changes in the amount of expenses made during cross-visits depending on expenses in the hypermarket;
  • how “intention” to make spontaneous cross-visits changes depending on the time spent in the hypermarket;
  • when cross-visits are made more often: before or after visits to the hypermarket;
  • to what particular places make cross-visits before visiting hypermarket, and – after visiting hypermarket;

By answering these questions we were able to develop a list of recommendations on how to stimulate different consumer groups to make purchases in other stores of the SC, and not only in the hypermarket. “Special offers” of which stores, cafes, restaurants or other points of the SC will be attractive for different groups of the target audience. We have also given a quantitative evaluation of potential to attract additional customers among different visitor groups – in the number of visitors, as well as in the volume of cross-purchases made (based on data about purchases made and average expenses during cross-visits).

 

Example 2

Specifics of Client’s shopping center location is that it is near a large clothes market offering a wide range of clothes, footwear, household goods at more attractive prices. The aim of the study was to determine market’s level of competition (for which target groups and in which product categories). Are there other “strong” competitors “pulling back” visitors from the primary catchment area of the SC?

We have conducted a telephone survey of 1,800 residents from the primary catchment area of the SC. The sample was divided by separate districts inside this zone.
As a result, we have determined the share of residents visiting this clothes market, frequency of visits, to what extent the target audience of the shopping center and the market “overlap”.

We have detected the reasons why visitors of the shopping center also come to the market: which product categories “missing” in the SC they purchase there.

We have determined other strong competitors with a high level of visitation among residents of the primary catchment area of the SC studied.

We have analyzed product categories consumers prefer to purchase in the Client’s shopping center, and those purchased from competitors. We have detected the reasons for such preferences: insufficient range of products, price level, inconvenience of making purchases, transport issues.

Based on these data the Client managed to determine product categories requiring adjustment in the pool of tenants of the SC, and where marketing and advertising activities are required to attract and inform potential consumers.

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