Strategic adaptation is key to shopping centre longevity
Older shopping centres can overcome declining trends by implementing a range of adaptive strategies focused on enhancing their relevance and management.
Moravian Geographical Reports · 2018
Key Findings
- 01A general trend of decline is affecting a large majority of older shopping centres.
- 02Viable shopping centres implement a wide range of strategies to enhance their relevance.
- 03Effective management structures are crucial for implementing resilience strategies.
Application
Design takeaway
When designing or advising on retail spaces, focus on creating flexible environments that can be adapted over time and ensure robust management plans are in place.
How to apply
When developing a new retail concept or revitalizing an existing one, conduct thorough market analysis and plan for phased adaptations based on evolving consumer needs and technological advancements.
Project actions
- 01Consider the lifecycle of your design and how it might need to adapt.
- 02Think about the management and operational aspects of your design, not just the aesthetics.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Focuses on a specific, real-world problem in the retail sector.
- +Uses a combination of observational fieldwork and qualitative interviews.
Limitations
The strategies identified are specific to shopping centres and may not directly apply to smaller retail units or online retail.
Reliability & validity
The qualitative nature of interviews may introduce subjectivity. Triangulating findings with observational data and market trends would enhance validity.
Think critically
To what extent can design alone ensure the resilience of a retail space, or is it primarily driven by external market forces and management decisions?
Design Principles
"Retail environments must be designed for adaptability and managed proactively to ensure sustained relevance."
This research highlights that physical retail spaces, like shopping centres, are not static entities. Their continued success hinges on proactive management and a willingness to evolve in response to market pressures and changing consumer behaviours.
What This Means for Your Design
Old shopping malls can fail if they don't change. The ones that do well have smart managers who find new ways to keep people coming, like adding new stores or events.
How to use in your project
- 1.Use this research to justify the need for adaptive design features in your project.
- 2.Refer to the importance of management and strategy when discussing the long-term success of your design.
Add to My Project
Quick Cite
(2018). The resilience of shopping centres: An analysis of retail resilience strategies in Lisbon, Portugal. Moravian Geographical Reports. https://doi.org/10.2478/mgr-2018-0013 Retrieved from https://designdex.org/study/8b531251-e875-44aa-aaae-82dfdcb53b02/strategic-adaptation-is-key-to-shopping-centre-longevity
Paragraph starter
This research indicates that the longevity of retail spaces is heavily influenced by adaptive strategies and effective management. For instance, older shopping centres in Lisbon have demonstrated resilience by evolving their offerings and enhancing management structures to maintain relevance in a dynamic market, suggesting that design projects should incorporate flexibility and consider long-term operational planning.
Source
Moravian Geographical Reports
The resilience of shopping centres: An analysis of retail resilience strategies in Lisbon, Portugal
journal · 2018
View sourceQuestions about this research
- What does the research say about strategic adaptation is key to shopping centre longevity?
- When designing or advising on retail spaces, focus on creating flexible environments that can be adapted over time and ensure robust management plans are in place. Evidence: Moravian Geographical Reports (2018).
- Why does "Strategic adaptation is key to shopping centre longevity" matter for design?
- This research highlights that physical retail spaces, like shopping centres, are not static entities. Their continued success hinges on proactive management and a willingness to evolve in response to market pressures and changing consumer behaviours.
- How can designers apply this research?
- When designing or advising on retail spaces, focus on creating flexible environments that can be adapted over time and ensure robust management plans are in place.
- What were the main findings?
- A general trend of decline is affecting a large majority of older shopping centres.. Viable shopping centres implement a wide range of strategies to enhance their relevance.. Effective management structures are crucial for implementing resilience strategies.
- What research method was used?
- Case study and fieldwork.
- How strong is the evidence?
- Evidence strength is rated Moderate effect, based on a 2018 journal from Moravian Geographical Reports.
- What should I do differently in my next project?
- When developing a new retail concept or revitalizing an existing one, conduct thorough market analysis and plan for phased adaptations based on evolving consumer needs and technological advancements.
- What are the limitations?
- The study is specific to Lisbon, Portugal, and may not be generalizable to all urban contexts or retail formats.
- Is there evidence that shopping centres affects design outcomes?
- Many older shopping centres are struggling, but those that remain successful have adopted diverse strategies to stay relevant, with strong management being a common factor. This research highlights that physical retail spaces, like shopping centres, are not static entities. Their continued success hinges on proactive m Source: Moravian Geographical Reports (2018).
- Where does this retail spaces research apply?
- Retail sector, specifically shopping centres It sits within innovation & markets research on designdex.org.
Related research topics
shopping centres design research · evidence on shopping centres · does shopping centres improve design outcomes · retail spaces studies for designers · shopping centres and retail spaces findings · innovation & markets research evidence