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type of shopper in, they can see what else we’ve got on offer here and make return visits,” says Jenkinson. However, despite the obvious advantages to such a shift in core

demographic, Jenkinson insists this was simply a happy by-product of an innovative and unique commercialisation project. “The overall objective and aim was to put a vacant unit to creative use and increase footfall. Getting high spenders in is an added bonus.” By turning to local markets first, Pavilions avoided complaints

by in-line tenants selling similar products. The bespoke quality of the jewellery and crafts didn’t cause conflict with major brands’ offerings. Peter Preddy, director of the Retail Property Management team at DTZ, is a firm advocator of a wide range of choice in shopping centres. “We work with centre managers to fully utilise the local angle. One criticism of shopping centres is that they’re all the same, so we bring in local arts groups; something a bit different that brings life in to the centre,” he says. Not only does this ensure in-line retailers are kept happy – “You

don’t want to upset tenants by selling the same products throughout the mall” – but a range of unique items add to the credibility of the overall offer. “What managers need to focus on is the ambience and attractiveness of the shopping centre as a whole. The appeal of a pop-up shop and the appeal of the shopping centre shouldn’t be seen as distinct – they are inextricably tied together and demand a coordinated approach,” argues Preddy. Although the pop-up store is a short-term solution to vacant

space, more successful retailers can often move on to longer leases of two or three years. This, according to Preddy, is the aim for the future: “Better and more diverse occupiers across the centre as a whole”. Clare Andrew, managing director of Shoppertainment, is also adamant that occupiers of RMUs and pop-up stores follow the same strict guidelines as in-line retailers. “We ensure that the RMUs, and all income generating events, meet

the highest levels expected by ourselves, the centre management team and the shoppers. We also need to make sure that the promotions do not have an adverse impact on the tenants,” says

Andrew, meaning that they must be attractive and appealing to shoppers, and that their products don’t clash with anything currently being sold at the centre. “It is extremely important in the current climate to keep all parties

happy, as it is vital within a centre that not only are the tenants satisfied with marketing and promotions but that they also encourage shoppers to spend more time there and show their loyalty by returning to the centre,” Andrew concludes.


Taunton High Street has recently embraced local culture with an empty shop project called ‘Our Place, Your Place: Taunton’. The project opened for six weeks on 8 February in the former Peter Briggs shoe shop – right on the edge of a hub of shopping activity. This wasn’t ideal, but despite its location project leader Jan Horrell is pleased with the scheme’s success. “Initially we were quite concerned about the unit we ended up with. We wanted something more central. The only things we had going for us was a department store and a nearby car park,” says Horrell. “But Taunton is full of small shop units, and small businesses looking to start up fit them perfectly.” The scheme aimed to engage adults in an informal learning experience that was both fun and educational. Funded by the National Institute of Adult Continuing Education (NIACE) and the Museums, Libraries and Archives Council, which focuses on the access of culture and heritage in the community, the aim of the project was to bring residents together to learn about Taunton’s past, present and future. “There was a combination of all sorts of things,” says Horrell,

including workshops, talks on local history, guided walks and researching family trees. One of the main partners was Project Taunton, the team responsible for the regeneration of the town centre. A big aspect of the initiative was involving residents in plans for the future: “People came in specifically to look at the regeneration plans.” “They were invited to contribute to a memory board and

participate in discussions about environment issues and heritage. The aim wasn’t to feed people with information, but to have them find out April 2010 SHOPPING CENTRE Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36
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