Shopping center is a common building in modern cities or towns. It is a commercial facility that combines shopping, leisure, culture, entertainment, catering, display and information facilities. What is the operation and management of a shopping center? What are the key points of the operation and management of a shopping center? I have brought you relevant knowledge about the operation and management of a shopping center, which may be what you need.
Key points of operation and management of shopping malls
Operation and management of shopping malls: investment first: the success of a shopping center is closely related to the early investment positioning, structural design, and tenant selection. Important relationships
1. Investment positioning: Investment positioning includes the theme positioning of the shopping center, area ratio, rental output ratio, business function ratio, etc.
Shopping malls are divided into three levels according to their area and the number of nearby consumers - (1) regional or large shopping malls, with more than 100,000 customers; (2) regional A district or community shopping mall with a customer base of at least 40,000 people; (3) A local or neighborhood shopping center with a customer base of about 10,000 people . Different levels of shopping malls determine different theme positioning and operation ideas. Based on the surrounding population distribution and volume, Binhe Xintiandi should be classified as a regional large-scale shopping mall. Generally, the area ratio of such shopping malls is 35% for anchor stores, 25% for sub-anchor stores, and 40% for Commercial store. Anchor stores refer to businesses with an area of ??more than 5,000 square meters, such as department stores, large supermarkets, and movie theaters; sub-anchor stores are about 1,300 to 3,000 square meters, such as home appliance stores, sports plazas, children's game centers, mobile phone stores, etc. etc.; commercial shops are less than 500 square meters.
Regarding the rental output ratio, 35% of the anchor stores can only account for 15% of the rental output, 25% of the sub-anchor stores account for 30%, and 40% of the commercial stores account for 55%. rental output. In other words, when comparing rents, the secondary anchor stores should be even.
In terms of business format function ratio: In the commercial field, if supermarkets deal in commodities and department stores deal in brands, then shopping malls deal in business formats. As a commercial complex integrating multiple functions, the combination and matching of various business formats in a shopping mall are undoubtedly the key to its successful operation. So what kind of business combination is the most reasonable?
Under normal circumstances, the three major business formats of retail, catering, and entertainment can be arranged in a ratio of 5:3:2. This is the shopping industry respected Center gold setting proportions. However, these must be adjusted according to local consumption habits and market conditions. For example, in Binhe Xintiandi, the surrounding Hualian, the newly opened Zhongmei Clothing Plaza, Wal-Mart in this project and the newly settled Beiguo Mall, the retail proportion has become more saturated, but the surrounding catering, culture, leisure and entertainment are still relatively small, so we still need to take a differentiated route to complement other retail formats. As the pace of modern life accelerates, neighbors are less likely to interact with each other. Going to a shopping mall is not only a place for leisure and fitness, but also for making friends. This large comprehensive shopping mall allows people to stay for a whole day and at least play a few games. Hour. Why do shopping malls now need to develop more cultural and entertainment content? To put it bluntly, it is to increase people's stay and boost retail sales. In terms of rent affordability, the rent affordability of shopping malls from high to low is for floats and temporary rentals, clothing stores, jewelry and eyewear stores, professional stores, restaurants, anchor stores, and entertainment. But we also have experience from the shopping malls we operated in the early stage. Whichever shopping mall does well in entertainment, leisure, culture and fitness will be popular.
In addition, it is difficult for businesses to have standardized business formats. Even if a new Xintiandi is built in Yangquan, its business format combination will definitely be completely different from today’s Xintiandi, because only differentiated and misaligned operations can create *** *Rong.
2. Shop division
In fact, shop division has a very hidden but scientific aspect in the early stage and operation of the shopping mall. Generally, one person must be on the flow line All shops have a good external display surface, but the total length of the external display surface is fixed. It is a science to place as many shops as possible on a certain display surface. Let’s take a look at the division of shops in Vientiane City (see below) (Figure), Binhe Xintiandi had deficiencies in this aspect when attracting investment, such as the division of shops between China Mobile and Haolunge, and the division of locations by Kaiwo, which did not allow the prime shops to drive the poorer shops, and at the same time caused more deaths. shop.
3. Moving line design (renovation): There are two famous sayings in business. One is: "Death is across the street." One side of the street is hot and the other side is dead. Another saying is: "One step away." 30%? Even if the stores are opened door to door, but the customer flow cannot pass through, the business will be reduced by 30%. These all describe the importance of business dynamics. For shopping malls that have already been built, if some people's flow lines are not smooth, they need to be renovated. For example, the purpose of floor horizontal moving line design is to fully display the space of each store on the same plane so that consumers can easily see the display details in the store. In large shopping malls, it is recommended to use specialty stores or multi-variety stores. To make the special event more compact, if there is an atrium, try to make the shops and signboards face the atrium and face the visual focus to achieve a gathering effect.
The design of the horizontal passage circulation lines at each level should also be expressed in a variety of ways. It can be designed as one or ten rows, or it can be designed as Y (such as Vientiane City) or T ?L? shape, etc., and ring shape. A typical example is the shape of IKEA furniture (see the picture below). The purpose is to make consumers visually transparent, so that all shops can achieve the best quality, and try to have no blind spots. , a store in the blind spot of shoppers has no commercial value, and its moving line design and store separation are also unsuccessful. It is not easy to do this well. It requires continuous efforts from the management and continuous improvement in practice as needed.
In addition, the linear pedestrian passages in shopping malls should not be so long that people give up the idea of ??walking from one end to the other. There must be certain changes, such as IKEA adding express lanes in the middle of very long passages. More user-friendly and convenient.
4. Tenant selection
The shopping mall’s business formats include: anchor stores, specialty stores, temporary rentals, community services, catering facilities, business and leisure, and entertainment facilities. However, different shopping malls of the same business type should choose different tenants.
The tenants of anchor stores and sub-anchor stores must be particular. Some formats are suitable for the central business district, some formats are suitable for the sub-central area, and some formats are suitable for the suburbs. In the core business district, building materials and home furnishings are not allowed, and in the suburbs, department stores and jewelry are not suitable. There are business laws in this. There is a lot of knowledge in what location is suitable for building what anchor store. The appropriate business format must be selected according to the address and scale of the shopping center. For example, if you are in a sub-central area, choose emerging business types. If you are in a core shopping district, don't choose a hypermarket. Try to choose a business type with a relatively high rent. In the suburbs, try to choose a popular business type.
Mainly operation: mainly refers to the unified operation and management of shopping malls, elimination and upgrading of merchants, customer service maintenance, etc.
Unified management refers to the unified operation and management of the entire shopping mall, including image layout, publicity, sales personnel management (clothing, appearance, commuting time, etc.), product management (incoming and outgoing control, inspection of restricted goods) , return and exchange processing, etc.), decoration design and construction management, shopping guide specifications, etc. have unified standards.
An anchor store is an anchor store, and a brand store is a brand store. Each tenant should have a unique "brand" to impress customers and come back again. Shopping mall leasing and management should try not to introduce uncharacteristic second landlords, which would not be convenient for unified management and would be detrimental to the unified image of the shopping mall. The third floor of Binhe Xintiandi is an example. It covers an area of ??more than 3,000 square meters. It should be a sub-anchor store. It should have its own business philosophy and operation methods, and attract customers through its own unique operations, rather than a simple patchwork of small merchants. Finally, Failure to form one's own competitiveness leads to a vicious cycle. If business is not good, small tenants will complain about the lack of customer flow, but even if there is customer flow, they cannot generate consumption because they are not here for you.
It should also have its own management and clear signs, so that people can tell at a glance what type of shopping place it is, just like going to Suning to buy appliances, and going to Fashion Front to buy fashionable clothes. To use another analogy, even if Suning cannot continue to operate and Gome comes to the market, everyone will know that it is Suning that is failing, rather than feeling that the shopping mall cannot continue to operate, which is not conducive to the unified operation and management of the mall.
Merchants are gradually eliminated: Our investment promotion cannot guarantee that all the merchants we find will survive well, and some may disappear in a short period of time. Generally speaking, before the shopping center opens, In three years, especially in the first year, the dropout rate will reach 30%. The characteristic of small tenants is that they can only survive prosperity but not adversity. They try their best to squeeze in when the business is booming, and pack up and leave when business is not good. However, the advantage of small tenants is that they can withstand rising rents. Therefore, recruiting full business and opening a business does not mean good luck. It may drop by 30% in the first year. After supplementing, it may drop by 20% in the second year. This adjustment is an eternal cycle. In addition, if the merchants are doing well, the mall management should also ensure a 10% elimination rate every year to ensure the freshness and renewal of the mall.
Simultaneous operations should adopt the principle of releasing water to raise fish. Because shopping mall operations have long-term characteristics, adopt reasonable rents and high-quality service practices to heat up the entire shopping mall, and then adjust rents appropriately and steadily based on the operating status; in this way, developers and merchants can grow together. The principle of letting go of water and raising fish can be understood as the principle of "build popularity first, then do business".
Customer service and maintenance: The customer service of shopping malls focuses on attracting more customers and making them loyal customers, mainly through humanized and detailed services, such as increasing the number of customers at the service desk. Umbrella rental, baby services, membership services and more.
Operation management of shopping malls: Planning and building momentum refers to shopping mall marketing planning
Shopping mall marketing includes holiday marketing, venue marketing, celebrity marketing, anchor store marketing, cultural marketing and other marketing planning. The marketing of all shopping malls is centered around the different stages of "prosperity", "enhancement of brand" and "profit" to achieve different purposes.
1. Holiday marketing is a must-have for shopping malls, that is, whether major festivals are big or small, and there are no festivals, all holiday factors must be explored, such as Spring Festival, National Day, Mother's Day, Children's Day, Tomb-Sweeping Day, Dragon Boat Festival, Valentine's Day, Valentine's Day also includes domestic Valentine's Day and International Valentine's Day, etc. Even if there is no holiday, we still need to find ways to organize anniversary celebrations, etc.
2. Cultural marketing is one of the important ways for shopping malls to create personalized brands. Different shopping malls have different cultural marketing methods. For example, Tianjin Balitaixin Cultural Plaza creates a fashionable Taobao shopping paradise with unique youth original culture through "creative market". Binhe Xintiandi creates a unique leisure, entertainment, summer and fashionable shopping place unique to the mountain city through the "Drink World Cup, Glory Xintiandi" Beer Festival, and the Dream Challenge and Happy Boys created in cooperation with TV stations.
3. Celebrity marketing: Celebrity marketing is the most effective method for shopping malls to create popularity in the short term. It is suitable for the early stages of the opening of shopping malls to quickly expand their popularity, but the cost is also high. During normal operating periods, appropriate arrangements can be made based on shopping mall conditions.
4. Anchor store marketing. Anchor stores are hired to promote and attract people. They have to carry out promotions every day, every week, and every month. If I don’t have it, I will do it. Looking for you, force him to do promotions. Paying money to invite an anchor store to come in is just to let it act as a memorial arch and attract people to you. If you don’t have this problem, why do you want it?
5. Venue marketing: the indoor atrium of every shopping mall , outdoor plazas are joint nodes in the overall structural layout of shopping malls. Effective use of the above venues to carry out marketing activities can artificially achieve passenger flow diversion. For example, in the Binhe Xintiandi Commercial Plaza, the passenger flow in the B1 section near Wal-Mart is large, but the passenger flow near B5 is sparse because the department store is not open. Holding auto shows, outdoor performances and special sales in the B3 atrium through the B3 square can effectively transition the passenger flow from the B1 area to B5. Similarly, The central square is an important landscape venue connecting the south and north districts. Increasing the frequency of activities and unique landscapes in the central square to cultivate customers' patronage habits will have an immeasurable effect on the investment and operations of the north district.
Shopping center operation and management: Shopping center property management guarantee
Shopping center property management is an important part of the shopping center operation, providing an important guarantee for the operation of the commercial plaza, and also a shopping center It is an important guarantee that hardware facilities can operate safely, normally and economically.
The level of property management can most directly reflect the operation and management capabilities of a shopping mall. It is one of the important factors for the continued appreciation of commercial plaza properties. It is inseparable from investment promotion, operation, and planning.
Property management is an important part of cost control. Management work involves a wide range of matters and professional fields, ranging from buildings and equipment to the maintenance of flowers and trees. They are all professional work in various fields. It is not something that ordinary developers can undertake independently, and some of the work even requires entrusting professional companies to assist. A good asset can be used for 10 or 20 years. For example, an elevator can theoretically be used for 10 years. If you use it well, it can be used for 15 years. These 5 years are earned back. How many elevators are there in a shopping mall? This maintenance work is Very important.
Operation and management of shopping centers: management methods for property-based shopping centers
(1) Rental and sales control
The most ideal and best model for commercial real estate is Only renting but not selling, unified planning, unified operation, and unified management; however, due to the imperfect financial policy of commercial real estate in China, developers have no financing channels, so they implement separate sales of shops to realize the withdrawal of funds, resulting in the separation of ownership and operation and management rights. This is also a Chinese characteristic. It is unrealistic to avoid sales and talk about only leasing but not selling. However, how to achieve a balance between leasing and selling, which can not only ensure the return of funds but also enable the healthy development of shopping malls, is the most discussed in the industry. There are many projects in Tianjin that are sold without unified leasing. For example, Bafang Yuanming in Tanggu and Chinatown in the development zone have been built for five or six years and are still empty. If the rental and sales control of a shopping center can control sales within 50%, it will be better for the project leasing and operation.
(2) Leaseback management
Regarding post-sale and leaseback, the current leaseback period in the industry is generally 3-10 years. The return rate on leaseback is between 6% and 10%. Leaseback management generally sets a unified lease-back period before opening. After opening, as the business formats are enriched and adjusted, adjustments need to be made based on operating conditions. The rent-back policy is closely related to the rent unit price, sales unit price, and incremental years. For example, Taolehui (a pseudonym), a fashion shopping hypermarket planned to be developed in the Binhe Xintiandi project, has a rent-back policy based on the business characteristics of the tenants.
(3) Docking management
After the sale, regardless of whether it is rent-back, owner-operated, or leasing for sale, it will eventually return to the owner-docking management. For example, with a five-year leaseback, the shopping mall will basically take shape within five years. After five years, except for a few important stores, tenants and owners will basically be able to connect on their own. The management company, as the developer's operating management organization, is transformed into a pure property and commercial management company, responsible for all owners or owners committees that may be formed at that time. However, due to the anchor store, the largest owner of a general shopping mall is still the developer, unless the anchor store is sold out as a whole. The owner's docking should pay attention to time misalignment. In order to avoid the failure of docking, which will lead to large-scale demolition, the end time of the lease return and the owner's docking node must be arranged in a time difference. When the owners of Tianjin Aocheng Commercial Plaza were connected in 2008, one of the areas was cleared (the contract with the merchants was terminated) and returned to the owners. So far, this area is still not in operation. However, due to the time difference, other areas have done better, and more than 80% of them were returned to the owners. Arrangements have been made for tenants and owners to connect on their own, and business operations have not been affected. Looking at the operation and management of shopping malls from the perspective of elevator operation
On July 26, an escalator accident occurred in Anliang Department Store in Jingzhou, Hubei Province, resulting in one death. Elevator safety management has once again become the focus of attention. Live video showed that when the upper pedal of the escalator failed, the escalator did not stop running, leading to the tragedy of swallowing people. In today's shopping malls everywhere, in the face of huge passenger flow, in addition to excellent equipment quality and good brands, how can the operation of elevators and other equipment ensure safety and reassure consumers?
Located in Yinchuan Jianfa Dongfanghong Plaza, the core of Xinhua Business District, is the most popular and profitable commercial complex in Ningxia, with a passenger flow of 40,000 to 60,000 people during holidays.
In order to ensure the safe operation of the equipment in the square, Jianfa Group has established a special team to compile equipment operation management standards and procedures, conduct strict inspections, entrust a professional company to maintain the escalators every half month, and conduct regular inspections with the Autonomous Region Mechanical and Electrical Special Equipment Safety Inspection Institute every year. , achieving zero accidents in equipment operation in the past 10 years.
The Jianfa Dayue City, with a total construction area of ??840,000 square meters, covers a population of 20 million within a 500-kilometer radius and has hundreds of escalators. In order to provide consumers with a safe, comfortable and high-end shopping environment, C&D Group carefully selected and installed elevator equipment from Schindler Elevator, the world's largest escalator manufacturer and the world's second largest elevator supplier. At present, the first batch of 38 escalator equipment has been installed at the site.
In order to meet the installation quality requirements of international standards, Schindler Group dispatched three technical managers to the site to track the construction progress of Dayue City in the early stage. Schindler also specially purchased a batch of brand-new lifting tools such as traction ropes and locks to ensure the quality of elevator installation. Dayuecheng's equipment operation team is currently following up on the progress of the elevator installation, laying a solid foundation for the safe operation of the equipment in the future.
Bar v In the later operation and management of Dayue City, Jianfa Group will adhere to the concept of "Satisfaction lies in Jianfa", serve with higher standards, international vision, serve with heart, and use mature experience On the basis of establishing a professional team to manage the operation of equipment, Dayue City will be built into a smart shopping mall where people can feel safe and comfortable.
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