Summary
Liverpool ONE is a UK leisure destination which opened for business in 2008. This campaign built awareness of the venue among high value shoppers living across the north west of England. The campaign fought against a general trend of declining footfall in the region's shopping areas. It was the first creative manifestation of Liverpool ONE's big idea: 'A Celebration of Style'. Accordingly, the target was "fabulous" ABC1 female shoppers. The media mix included regional TV and commercial radio spots, which took on a festive theme in the run-up to Christmas. Post-campaign, Liverpool ONE beat national sales growth figures of 4.2% with a 19.07% increase in YOY sales.

Summary
Changi Airport Group in Singapore was up against newer international air hubs such as Incheon, Dubai, Hong Kong, Beijing and Schiphol. With air travel at an all-time low, 2009 was a bad year for aviation. In 2010, although the economy was starting to slowly pick up, the aviation industry was still hard hit. Changi Airport set out to raise its brand profile and grow revenue from non-aeronautical sources, especially retail. In a wide-ranging campaign that kicked off in September 2009, CAG introduced new branding, a social media initiative, flash mob events and a national campaign to help travellers stranded during the Icelandic volcano crisis that grounded flights in several countries. This case study describes an award-winning campaign, which helped increase footfall and generated a 13% year-on-year surge in sales.

Summary
Buchanan Galleries is a shopping centre in Glasgow city centre. Good Creative were briefed to reposition the brand. Their strategy centred on presenting Buchanan as a fashion-based shopping destination. They created an enduring brand platform, ‘BIG on fashion’, to maximise marketing investment and appeal to a younger target audience. They then redesigned the Buchanan website, incorporating the new brand and improving the quantity and quality of the fashion content. An innovative social media campaign was also launched to reach young people, and influence brand perceptions. The centre’s estimated annual turnover went up 25% on the previous year.

Summary
ELEMENTS, a Hong Kong mall opened in October 2007, is located in an area which is not as familiar, or convenient as other malls in the city. Faced with consumer habits of shopping at long-established shopping malls in these areas, ELEMENTS had to differentiate itself by providing stronger attractions for shoppers. Most shopping malls in Hong Kong share very similar tenant mixes, offering very similar services and products. Moreover, most malls choose to pull in crowds and promote in-mall spending with coupons, discounts or acrobat shows. These sales activities often do not live up to the image of the malls, and some of them even threaten to harm the brands involved. The market was looking for new stimulation, inspiration and excitement through engagements and real experience.

Summary
This case study looks at Westfield shopping mall, which began in Australia. Westfield looked to spread to the USA. To do this, quantitative and qualitative research examined the demographic and psychographic drivers of shopping. The two target segments identified: people who were influencers, named Navigators, and those who looked to others for inspiration, named Social Seekers. The information for each of these segments allowed key attributes that should be communicated at Westfield mall. Targeting Navigators by adopting the tone of an "expert mall" resulted in a natural message for Navigators to accept and a complimentary one for Social Seekers to hear. This segmentation is also used in presentations to current and prospective retailers.

Summary
This report from Euromonitor International, an offshoot of its Strategy Briefings series, looks at the development of shopping for pleasure. This has been made possible by a number of factors inclduing rising incomes, changing attitudes towards debt, the advent of secure internet payment, the extension of non-food offer in hypermarkets, the development of new shopping malls with leisure and entertainment facilities. Shopping tourism is now an option depending on currency movements; and some destinations are choosing to run annual shopping festivals. Longer term, the middle classes in emerging markets are expected to be more resilient to the global economic downturn.

Summary
This paper discusses the 2006-07 campaign by Standard Life Investments to increase customers and turnover at the Churchill Square Shopping Centre in Brighton, which was facing a decline on both measures. The primary target was women aged 18-29 living in the main catchment areas, and TV was used as the lead medium, supported by outdoor, local press and direct mail. The campaign achieved high penetration and a sharp increase in footfall (6.1% growth against an average of decline), and incremental sales are predicted.

Summary
A very neat case, with an intelligently applied small budget generating an immediate (short-term) response in increased mall traffic. By making a real event out of a promotion, family’s advertising brought new shoppers to the location with an apparently sparkling ROI. An example of excellence in promotional execution delivering the goods.

Summary
Bluewater, at Greenhithe in Kent, is Europe's largest shopping centre. Launched by Land Lease, an Australian company, with a sales target of £661 million in 3 years; target was revised 6 months before launch to achieve this level in 1 year. The original forecast by Management Horizons, involving catchment area analysis, is described. To meet the revised target, catchment area was widened to 90 minutes drive time, with focus on high spenders (using national advertising and PR). TGI analysis revealed 3 clusters to target; but a barrier was found: these groups dislike shopping centres, however big. Ad strategy was therefore not to talk about size but about the special experience of visiting the site. Three TV executions, supported by posters (at railways, airport terminals etc.), advertorials in upmarket womens' magazines, PR and direct marketing. Results: beliefs and brand values shifted as desired; staff well motivated. Very successful opening, took £10 million in first week. Achieved within 1% of revised 1-year target; first-year sales were over 30% above average for other similar shopping centres. Sales gains shown both inside and outside the original catchment area, confirming belief that these groups spend more when they have made a long journey to a site. First year spend per visitor was 27% above forecast. High ad awareness and `likely to visit' scores. CHAID analysis showed the key drivers of intention to visit. ROI calculated: an extra £1.5 million gained in first year in turnover-based rental (valuing the site at £30 million), for total communication investment of £1,85 million. Discounted: other retailers' reactions, the product itself.

Summary
The Taubman Company opened MacArthur Centre in Norfolk, VA in March 1999. Located in the heart of the historic downtown waterfront district, the mall features a mix of retail, food, cinema, and entertainment in a state of the art environment. MacArthur Centre's communications programme had to position and differentiate the centre as more than a mall - more than just a shopping experience. In its first weekend 216,000 shoppers came to the centre - eclipsing the stated target of 19,000 households.