Malls reach out to their communities
Shopping centre managers can continue to have faith in bricks and mortar while embracing the benefits of online trading, one centre manager says.
Emma Smith is a regional centre manager at AMP Capital Shopping Centres, which owns or manages eight malls from Bayfair in Tauranga to The Palms in Christchurch.
She recalled the introduction of the Kindle reader led to predictions of the demise of libraries. Similarly, there were expectations that online shopping would lead to closures of shopping centres.
‘‘On the contrary, we’ve learned that shoppers use the internet for convenience and informationgathering, and retailers employ it as an essential sales and marketing tool.
‘‘But people still love buying in stores, and they come to shopping centres for experience – we have coffee groups, school holiday activities, and interactive programmes.’’
Understanding demographics and catering to them meant creating a community centre that was a comfortable, welcoming place while not too ‘‘high-end’’, she said.
Younger people tended to spend money on entertainment, so Smith said malls focused on eateries and cinemas for them.
Smith said research by AMP showed the importance of bricks and mortar shopping for younger people and vice versa.
By 2030, more than 60 per cent of retail spending would be controlled by people currently in their twenties and it was important to lock them in as loyal customers.
Keeping on top of community growth meant being aware of change. Smith is also centre manager for The Palms in
‘‘We want to set a standard for retail hubs to make participation in fun activities possible for all members of the community.’’ Emma Smith, AMP Capital Shopping Centres
Christchurch, where thousands of homes were lost to the earthquakes but where new subdivisions such as Prestons had brought people back to the area.
‘‘We’ve run three campaigns to invite new members of the community into the centre, and offer them a prize or fun activity. When you’re in a new neighbourhood, you should feel welcome and we have ‘welcome to the neighbourhood packs’ that we personally delivered to people.’’
Other profile-raising programmes by AMP shopping centre managers have included prizes for competitions at local schools, and assistance to community support groups.
‘‘Perhaps the biggest response we’ve had in the past 18 months has been to events such as Sensitive Santa and Sensory Movie Day, which welcomes families with children with sensory or autism spectrum disorders.
‘‘Adjustments that make the children comfortable include dimming lights and eliminating noise and crowds, so we can give them an experience that is normally off-limits for them,’’ Smith said.
‘‘We want to set a standard for retail hubs to make participation in fun activities possible for all members of the community.’’
Smith said that while keeping an eye on competitors, it was important to set your own course.
For example AMP’s Bayfair Shopping Centre in Tauranga is being expanded with 50 more specialty shops and a new sevenscreen United Cinema, seating more than 1300 people. On completion in 2019, Bayfair will have around 150 stores.
AMP-managed Merivale Mall (owned by Fisher Funds) is also part-way through an 18-month, $10 million redevelopment of store fit-outs and amenity upgrades.
At Botany Downs, Auckland there is a bigger $78m expansion and refurbishments under way, scheduled for completion in May 2019.
Accessibility is also part of the management imperative and AMP has engaged mobility adviser Be. Accessible.
When The Palms was undergoing lengthy repairs after the February 2011 Canterbury earthquake, AMP focused on being a community hub rather than a retail destination, inviting people to vote on which charities would be recipients of $100,000. Dogwatch drew the most votes and received $50,000.
The Palms staff also operated a coffee van, and ran a sports shuttle for local students to sports facilities to help build a perception the centre was a safe hub.
‘‘The Stuff news website has reported on the effect of a wave of new hospitality premises in the city centre and suburbs has made retailing hugely competitive in Christchurch, and other centres.
‘‘At The Palms we’ve learned to work smart and stay close to our retailers and community, and amassed some valuable qualitative data about how retail centres can embrace and strengthen a community.’’