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Finding Gold in the Desert: The invention of MegaPlaza, the first modern mall for the emergent classes in the outskirts of Lima
Rolando Arellano Cueva, Rolando Arellano Bahamonde and Percy Vigil Vidal, ESOMAR, Congress, Istanbul, September 2013
This paper discusses how to target the emergent middle classes in Latin America, using an example of a mall in Lima, Peru.
This paper discusses how to target the emergent middle classes in Latin America, using an example of a mall in Lima, Peru. The emergent middle classes have been under-characterised by marketers, and regarded as behaving in a similar way to traditional middle class people. Research presented here explains how the emergent middle class was characterised in Lima and how this information was used to design a shopping mall which accounted for their needs.
Liverpool ONE: a celebration of style and success
Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011
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.
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.
Changi Airport Group: Building the Changi Airport brand - "The Feeling is First Class"
David Tang and Neil Johnson, Warc Prize for Asian Strategy, Entrant, 2011
Changi Airport Group in Singapore was up against newer international air hubs such as Incheon, Dubai, Hong Kong, Beijing and Schiphol.
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.
Design Business Association, Bronze, Design Effectiveness Awards, 2011
Buchanan Galleries is a shopping centre in Glasgow city centre. Good Creative were briefed to reposition the brand.
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.
Elements MTRC: Flirting with sound
Warc Prize for Innovation, Entrant, 2010
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.
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.
Center of attraction: Customer segmentation helps Westfield USA find its voice (Landor Perspectives 2009)
Kara McCartney and Kendra Wehmeyer, WPP Atticus Awards, Winner, 2009
This case study looks at Westfield shopping mall, which began in Australia. Westfield looked to spread to the USA.
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.
Shopping for pleasure: The development of shopping as a leisure pursuit
Euromonitor Strategy Briefings, May 2008
This report from Euromonitor International, an offshoot of its Strategy Briefings series, looks at the development of shopping for pleasure.
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.
Churchill Square - Destination marketing in Brighton: how brand advertising produced incremental footfall and sales for a regional shopping centre
Nick Tomlin, Geoffrey Bean, Shan Fisher, Fiona Whitehead and Genna Trentham, Institute of Practitioners in Advertising, IPA Effectiveness Awards, 2007
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.
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.
Overgate - The drive of your life
Helen Crosthwaite, Institute of Practitioners in Advertising, Bronze, Scottish IPA Effectiveness Awards, 2005
A very neat case, with an intelligently applied small budget generating an immediate (short-term) response in increased mall traffic.
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.
Bluewater - thinking big, thinking brand: How brand advertising worked for a new retail destination
Steve Hastings, Institute of Practitioners in Advertising, IPA Effectiveness Awards, 2000
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.
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.
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