Shopping Centre Management - 237 'Vital and Viable' Factors
As part of our series on vital and viable high streets, the High Streets Task Force is presenting 'evidence on a page' summaries of over 200 factors that influence the success of high streets. Here we address shopping centre management; shopping centre management refers to the management of a planned shopping centre’s physical space in order to attract footfall and retail traffic to shopping centre tenants.
The devastating changes that online retailing and the so called “retail apocalypse” brought to the retail fabric also has implications for the majority of UK planned shopping centres. These centres are still closely linked to archetypal, brick‐and‐mortar retailing configurations, and thus their management is strongly linked to traditional service marketing and marketing management elements, such as access and accessibility, internal/external design, tenant mix, customer service, costs, communications, etc. (Warnaby et al., 2005). It is therefore of utmost importance that shopping centres are managed effectively, as they account for the varying wants, needs and resource inputs of a plethora of place-based actors, which is key to the competitiveness and survival of the shopping centre and the location.
There is a certain complexity in managing shopping centres within town centres due to the inflexibility of many of the elements of the planned shopping centre marketing mix (Warnaby et al., 2005). However, there is need for better partnerships and collaborations between the different stakeholders within and outside the shopping centre area. In this sense, shopping centres, as anchors of a town centre, can influence the civic role of a partnership (such as a BID), by highlighting their importance in the social fabric and their role in community engagement.
Shopping centre management is one of 237 factors that have been identified as influencing the vitality and viability of the high street.
For more information and further reading, download the pdf 'evidence on a page'. The page contains information about this factors place within the 237 factors identified and: whether it is a component factor of one of 25 'vital and viable' priorities; how the factor scores in terms of influence, place management control, and priority.
To read more about vital and viable high streets, see www.highstreetstaskforce.org.uk/frameworks/25-vital-and-viable-priorities/