To: Town of Hingham Planning Board – Mary Savage-Dunham, Community Planning Director Town of Hingham, Zoning Board of Appeals – Emily Wentworth, Senior Planner

From: W/S/M Hingham Properties LLC - WS Development

Date: January 21, 2020

Subject: Articles Related to the Changing State of Retail

Dear Ms. Savage-Dunham and Ms. Wentworth,

Thank you for the time and attention you have given to our pending request to update the Special Permit for the Derby Street Shops (Derby Street). During the course of our discussions, we have mentioned the changing nature of consumer preferences which is driving the evolution in traditional retail. There are many published examples that can be cited that highlight the changing nature of retail and shopping. We know you and the Boards have very busy schedules but thought it may be helpful to provide several articles, which provide additional insight into the retail trends that are taking place in and throughout the country.

We hope to work with both the Planning Board and Zoning Board of Appeals to update the Derby Street Shops Special Permit, originally issued in 2002 and subsequently modified numerous times over the past 17 years, to include the property under the Town’s 4.17 Shopping Center and 3.8A Clinic zoning designations and to create an agreed upon parking framework that addresses these uses. We believe being designated as a shopping center will provide Derby Street Shops with the flexibility needed to adapt to shifts in the consumer environment. The ability to provide health and beauty services, fitness, and experiential activities will allow Derby Street to serve visitors with a variety of options, which will have the added benefit of strengthening the environment for the traditional retailers on the property. A healthy mix of uses will also help disburse parking demand more evenly over the course of the day as demonstrated by the shared parking analysis completed as part of the permit request.

We remain deeply committed to ensuring that Derby Street Shops sustains its place as the premier lifestyle destination of the South Shore. We take great pride in providing Hingham residents an exciting and vibrant space for their weekly grocery shopping, work out gear, beauty needs, celebratory dinners, and coffee with a friend. With increased local competition, we want to diversify Derby Street’s tenant mix to provide consumers with establishments and experiences that they crave.

We appreciate your consideration of the special permit request, which we believe will allow the Derby Street Shops to remain the go-to destination for the best shopping, services, and customer experience in the region.

Sincerely,

Victoria Maguire Director of Development

CHESTO MEANS BUSINESS | JON CHESTO

Mall makeovers are underway around Greater By Jon Chesto Globe Staff,December 20, 2019, 7:49 p.m.

The Hanover Mall will be converted into an open-air shopping center with nearly 300 apartments.DAVID L. RYAN/GLOBE STAFF/GLOBE STAFF

As you rush around the mall this weekend, crossing off those last-minute gifts from your list, make sure to pause for a moment and soak in the sights. Look around. It might not be this way for much longer.

Changes are coming to indoor malls at a pace that sure seems unprecedented these days.

Consider what happened within a 24-hour period this past week in Massachusetts: Cambridge’s city council approved new zoning for a massive expansion of CambridgeSide, but one focused on housing and offices. In Hanover, the South Shore town’s planning board handed out permission to convert the Hanover Mall into an open-air shopping center with nearly 300 apartments. And in Worcester, Boston developer Finard Properties announced its acquisition of the struggling for redevelopment. The threats to brick-and-mortar retail have never been more real, with Amazon’s ascent into omnipresence. (Side note: New figures out Friday show that the retail sector in Massachusetts shed some 5,300 jobs in the past year, a loss of 1.5 percent, during this booming economy.) Indoor malls represent a particularly troubled part of the shopping world. In the 1970s and 1980s, they were goliaths arriving to stomp on nearby downtown districts. But along came big-box stores, lifestyle centers, the Great Recession . . . Jeff Bezos. The mall vacancy rate in the Boston metro area remains strong, under 5 percent, according to real estate tracker CoStar Group. But landlords have been forced to rethink their tenant mix in the face of these threats, particularly as once reliable anchors such as Sears and JCPenney retrenched. Even A-list properties, such as Burlington and Northshore, were not immune; is remaking the old Sears in Burlington into a lifestyle center populated by smaller tenants, and putting a Life Time Fitness where the Sears once stood in Peabody.

Bring on the entertainment, the trampolines and bowling alleys. Bring on the gyms, all those rows of humming treadmills and spin bikes. They’ll even be growing marijuana at the , in Springfield.

Then there are bigger changes afoot at other malls, the kind that bring down exterior walls and strip away roofs. The Great De-Malling is under way. Of the three projects advancing this week, only the one in Cambridge has definitive plans to keep at least some of its common space enclosed.

However, Development has already walled off the third floor of CambridgeSide, kicking out the shops and building out offices. Now, the developer has the green light for a decade’s worth of construction, adding nearly 600,000 square feet over time of offices, labs, and residences — as well as new shops and restaurants that open onto the street.

But the existing Hanover Mall, acquired by PREP Property Group in 2016, will give way to open sky. Macy’s will remain, as will several outbuildings, although nearly everything else will change by the time comes into fruition two years from now. (Another side note: The developer of the four- story apartment section is Hanover Co. out of Houston, named after the New Hampshire town, not the Massachusetts one.) Demolition begins in February.

And in Worcester, Todd Finard says he’s keeping an open mind going into the Greendale project. (His firm spent $7.1 million on the nearly 22-acre property.) The mall’s largest remaining store is a still- thriving T.J.Maxx, after a Best Buy closed in November.

Finard doesn’t know yet whether all of the mall will definitively come down. But it’s easy to picture Greendale going the way of the Hanover project — or maybe the Woburn Mall or the Arsenal Mall in Watertown. Those malls are essentially being blown apart and made into something totally new. The Watertown complex, renamed Arsenal Yards, will even feature biotech labs by the time its metamorphosis is complete.

Similar major makeovers could be coming for troubled properties such as the (recently closed) and the in Taunton (barely hanging on). Whatever happens at Greendale will still feature retail. (T.J.Maxx remains seemingly impervious to the Internet threat.) But Finard will also consider offices or apartments, with a goal of presenting plans to the city in the second half of 2020. His decision to buy the mall was driven by his belief in Worcester’s economic future, as a long-awaited renaissance seems to finally take hold. Like so many developers, Finard hopes a new economic model will rise, out of the rubble of an old one.

https://www.bostonglobe.com/business/2019/12/20/mall-makeovers-are-underway-around-greater- boston/DYbkfgPdNhI0c4KV9hY9xN/story.html

Burlington Mall update will include casual dining village By John Laidler Globe Correspondent,Updated June 28, 2019, 3:39 p.m.

A rendering of the Village at Burlington Mall, including the Caffè Nero at right, which will open in early fall.DAIQ ARCHITECTS

In the wake of celebrating its 50th anniversary last year, Burlington Mall is completing the first phase of a multimillion redevelopment aimed at reinvigorating the venerable complex with new restaurants, stores, and outdoor amenities.

The phase one effort involves creating the Village at Burlington Mall, a single-story building housing more than a dozen casual restaurants — most with outdoor seating — and shops, on the site of the former Sears Auto Center, according to Sheila Hennessy, the mall’s director of marketing and business development.

Construction of the new 35,000-square-foot building is complete, and future tenants are now preparing their spaces. The mall recently announced that the Village will debut with the opening of the European-style coffee house, Caffè Nero, in early fall. (An existing Caffè Nero inside the mall will remain). uBreakiFix, an electronic repair shop, will open at the Village sometime after Caffè Nero, and other tenants will join them in the fall and winter. Located on the Middlesex Turnpike, Burlington Mall has about 160 specialty shops and restaurants encompassing 1.3 million square feet. Simon Property Group owns the shopping center, anchored by , Lord & Taylor, Macy’s, Primark, and Crate & Barrel.

The Sears department store, one of the mall’s original tenants when it opened in 1968, and its adjoining auto center closed last year as part of a nationwide series of closures by the chain.

The redevelopment’s second phase, also well underway, involves converting the lower level of the former Sears building to specialty stores and restaurants, constructing new entrances to that building, and creating a park on both sides of the building with bocce courts and other amenities. Outdoor patios also are being built for the future new restaurants. Primark will remain on the building’s upper story.

“Burlington Mall has really been the iconic shopping center and dining destination in Massachusetts and throughout New England,” Hennessy said. “This project will really enhance our shopping experience.”

Town Meeting last September authorized the town to seek special legislation to provide Burlington nine new liquor licenses for restaurants added in the second phase of the mall redevelopment. The bill is before a legislative committee, according to state Representative Kenneth Gordon of Bedford, who with state Senator Cindy Fredman of Arlington filed the bill for the town.

“We are extremely fortunate to have Simon and the Burlington Mall as the foundation of our commercial district,” Town Administrator Paul F. Sagarino, Jr. said by e-mail. “They have been a great partner to the Town over the years and we are thankful for their willingness to continually invest in their property to maintain its position as the premier mall in New England.

“We do have some concern about reaching the saturation point for restaurants and we are hopeful that this investment won’t have a negative impact on existing businesses in this area,” Sagarino added.

Hennessy said Simon began redeveloping its malls several years ago, including in other closed Sears stores, to transform them into “mixed-use destinations for shopping, restaurants, entertainment, fitness, and other personal services.” She said the closure of the Burlington Sears made this a ripe time to undertake that effort.

“This is a very exciting time not only for Simon but for the Burlington community and beyond to bring a project with a lot of new stores and restaurants for them to enjoy,” she said.

https://www.bostonglobe.com/metro/globelocal/2019/06/25/casual-dining-patio-seating-you- find-them-soon-burlington-mall/q9v6Hoec0nA6SoN5Co8RRL/story.html

Northshore Mall reinventing itself to keep up with times By John Laidler Globe Correspondent,Updated December 19, 2019, 6:18 p.m. 8

A rendering of after the completion of its redevelopment in 2020.ARROWSTREET

Northshore Mall has hit several key milestones in a multiyear redevelopment the venerable Peabody shopping center is undertaking along the Route 114 side of its property.

Simon, the mall’s owner, last month announced the opening of a new entrance between Legal Sea Foods and Chipotle Mexican Grill, providing shoppers with enhanced access to stores in the center of the mall such as Ann Taylor, Banana Republic, and GAP.

The completion of the entrance comes as Tesla is expected soon to open an approximately 25,000-square- foot sales and service center in the former Sears Auto Center, while Life Time is constructing a nearby 114,000-square-foot athletic lifestyle resort. Set to open by late 2020, the resort will include such features as indoor and outdoor pools and a bistro.

Northshore, meanwhile, is planning to construct the second phase of the Promenade, a new walkway that when finished next year will run along the outside of the mall from the Cheesecake Factory to Macy’s. The first phase, completed last year, also added a patio, space for outdoor seating, and a performance stage.

The mall also has begun constructing approximately 80,000 square feet of new retail and restaurant space — much of it reconfigured from the former Sears department store, according to Mark Whiting, the mall’s manager, who anticipates announcing some of the new tenants next spring. The old Sears store was demolished last January.

“The mall has to keep up with the constantly changing dining, shopping, and entertainment needs of our customers,” Whiting said of what led Northshore to embark on the transformation effort, which began three years ago and is expected to be largely complete by the end of 2020.

In addition to its own infrastructure improvements — the cost of which Simon has declined to disclose except to say it is in the “tens of millions” — Northshore says the revitalization encompasses new restaurants such as Amigo’s Mexican Kitchen and Hop + Grind, which opened last year.

“The whole idea is to come up with new and compelling ways of bringing consumers to our property,” Whiting said. For example, Northshore hopes consumers who go to Life Time to work out, or to Tesla to get their vehicle serviced, also will patronize other shops and eat at a mall restaurant while they are visiting.

Opened in 1958, the 110-acre mall at the junction of Routes 114 and 128 is one of the largest shopping centers in New England, with about 1.6 million square feet. It is home to approximately 150 specialty stores and food-serving establishments.

Curt Bellavance, Peabody’s director of community and economic development, said the city has been “fully supportive of the mall and their plans,” and done whatever it could to “help them succeed.”

That has included securing state legislation in 2014 that provided the city with 10 new alcohol licenses, five of them designated for the mall.

More recently, the city earlier this year adopted an overlay zoning measure that allows residential development as another optional use at the mall. Whiting said Northshore did not seek that change but welcomed it, noting that while the mall has no current plans to build housing, it might potentially consider it in the future.

“The mall is constantly evolving and transforming itself to remain a first-class destination for its customers,” he said.

John Laidler can be reached at [email protected]. https://www.bostonglobe.com/metro/globelocal/2019/12/20/northshore-mall-reinvents-itself-keep- with-changing-customer-needs/LiQzwxWezlzuxXhKkZOuZI/story.html

HOME / BLOG / THE CHANGING LANDSCAPE OF RETAIL: EXPERIENCE – CREATE IT.

The changing landscape of retail: Experience – create it. BY JEN REIERSON

As brick and mortar retail stores close at record rates, what can retailers do to change—and thrive?

Customers are shifting their shopping and buying from brick and mortar stores for specific transactions to expectations for experiences. Experiences that speak to them, that show retailers understand what they want and need and feel. With the right strategy and intentional adaptations, retailers’ brick and mortar locations can still compete – and give buyers what they want.

Technology has undoubtedly shifted consumer buying habits. From a personal device, buyers can get quick and often free product deliveries, access research and reviews, visualize how a product would look or fit, and even get instant answers to product questions – all making it easier for consumers to easily and confidently complete transactions. As testament to this trend, Amazon Prime is now used in 64 percent of all U.S. households, and online sales have grown exponentially over the past two years.

While online experiences may seem all encompassing, one thing is missing—the tactile and sensory experience with a product or place. Engaging consumer senses can have significant persuasive impact if the sensory experience is perceived positively. And in turn, can be a powerful motivator.

Whether retailers are brick and mortar based or strictly online, the industry is experiencing rapid change. And with that, consumer expectations are changing. So what do marketers and retailers need to know to embrace these changes and create opportunities?

Consider the demographic shift

Roughly 80 million millennials will enter the U.S. marketplace in the next few years. They make up 25 percent of the U.S. population and 21 percent of the discretionary purchases. Millennials want authentic, socially responsible and useful products. And, they expect experiences. They are less focused on the transaction and more focused on the interaction – interactions in social spaces, in physical spaces and in online storefronts. Their influence has begun to shape several industries, including dining, retail and travel. While millennials are swooping in, baby boomers remain a powerful consumer class – one that is engaged in social spaces and seeks written content and videos. More on this shift from AdWeek .

Individualized experience equals big impact

This is one of the biggest shifts taking place in today’s retail landscape. Shoppers want unique merchandise and personal experiences. Avoiding mainstream and widespread trends has become the new trend. Small, local boutiques are becoming popular. They operate with less overhead, have the freedom to sell what they want without answering to corporate standards, and can tailor events and experiences to their clientele. But, even large retailers can embrace some of these concepts by individualizing experiences, organizing stores with branded or boutique areas, and engaging personally with customers.

Content is not controllable, only contributable

Gone are the days when brands and retailers controlled messaging and consumer knowledge through advertising. Today’s consumer gathers and engages with information constantly and most of that content will not be developed or published by the brand or retailer. Consumers seek authentic, clear, and unbiased third party communication and insights. Retailers can contribute strong product and brand content, but they can’t control how others respond or interface with that content. Because of this, brands must focus on being helpful, providing value or insights and answering questions. In this way, retailers and brands can build trust. People want to purchase from brands, companies and retailers they trust. And, 76 perent of millenials and baby boomers perceive user generated content (UGC) as more honest than brand advertising. More on UGC from AdWeek.

Create customer experiences

At a small Fargo boutique a customer is asked, “Would you like a glass of champagne?” Contrast that with, “Can I help you find something?” It’s customer experience verses customer transaction. The glass of champagne enhances the customer’s experience – it is sensory, tactile and leaves an impression. People tend to share things that are meaningful, memorable and emotional. Big or small, personal touches, loyalty perks and unique gestures that appeal to senses and emotions can have a significant impact.

How you can adapt to this change? To get the ideas flowing, here are some examples of retailers who are not just targeting a transaction, but creating an experience.

• Lululemon – This yoga apparel company hosts complimentary in-store yoga classes every week. Namaste anyone? • Evereve – This women’s clothing store gives mom a break with a kids’ play area that includes animal crackers, large dressing rooms and bathrooms. Have you ever tried to fit a stroller into a dressing room? Then this store is for you. • Scheels – From Ferris wheel rides to kids’ bowling, this sporting goods retailer brings family- friendly fun into their store. Top that with superior customer service and you bet I’d bring my entire family there any day. • Everette’s barbershop – In addition to serving typical drink options like water or coffee, they offer their clients craft soda made by a local brewery, creating that perfectly unique experience. • Target – They took Starbucks, a brand that has a captive audience, and placed it right inside their entrance. To improve their shoppers’ in-store experiences, Target offers coffee cup holders that hook right on their carts. A simple convenience that makes it easier to shop.

Bottom line, retail is changing. But with the right approach and willingness to adapt, brands and retailers can embrace this change and create unique, meaningful and memorable experiences that show customers they are paying attention.

ABOUT THE AUTHOR JEN REIERSON

After a 10-year detour into academia, Jen rejoined our team as a public relations strategist and now serves as an account supervisor, strategist and planner. She brings a rare blend of academic and strategic communication expertise–and focuses on finding and using good insights to make the right recommendations for clients. Jen also knows how to help others kick things into gear, serving as a youth soccer coach and sharing her talents with school and community programs. https://www.flint-group.com/blog/changing-landscape-retail-experience-create/

Malls’ New Pitch: Come for the Experience Times, July 17, 2012 Glimcher Realty Trust, which owns and manages shopping malls, is experimenting with making them Internet-proof. The company concedes that if shoppers can buy something online, they will. So it is trying to fill one of its malls, in Scottsdale, Ariz., with businesses that do more than sell stuff.

There are still clothing-only retailers at the mall, Scottsdale Quarter, but more than half of the stores offer dining or some other experience that cannot be easily replicated on the Web. That has Glimcher executives taking some unconventional approaches to finding suitable tenants — like testing out laser salons, getting hairstyling lessons and watching movies in a theater that serves food.

Executives in suits descended last year on a prospective tenant in Manhattan, Make Meaning, where they mulled over making ceramics, candles and jewelry as their town cars waited outside.

While a Scottsdale shopper can buy clothes on the Web, “she can’t go out to lunch with her girlfriends and have a glass of wine and a salad online,” said Michael P. Glimcher, chairman and chief executive. “She can’t get her hair done online. She can’t go and make pottery or soap or a cake online.”

Just about every mall owner in America is looking for ways to compete with the Internet. R. J. Milligan, a real estate analyst for Raymond James, said that developers were slowly adding more service-oriented elements to malls — for instance, dividing a closed Sears anchor store into multiple cafes.

But Glimcher is pushing the envelope even further than the standard model of restaurants and expanded food courts, he said, with tenants like Make Meaning (a membership store where people make crafts, cakes and other things) and Drybar (a salon with no scissors, just stylists with blow-dryers).

“They’ve done a good job of getting the right tenants in there,” Mr. Milligan said.

Scottsdale shoppers can have their hair blown into beachy waves at Drybar, create picture frames at Make Meaning, try a tree pose at Blissful Yoga and grab a kale salad at True Food Kitchen before going to a movie, where they can have drinks and snacks delivered to their reserved seats.

They can also take advantage of in-person-only opportunities at standard retailers, like the so-called booty cam at Industrie Denim, a jeans store, that lets women study their rear view. A Restoration Hardware scheduled to open soon will offer fresh flowers and cups of tea for sale.

“We want to be a place that people go to frequently, more than one time a week,” said Mr. Glimcher, so the emphasis is on classes and other hands-on experiences.

Scottsdale Quarter opened in 2009 without a bang. Consumers were pulling back on spending and real estate was troubled. Only a handful of the stores were leased.

Glimcher soon realized that traditional retailing would not work by itself, and leasing agents began collecting intelligence on game-changing candidates. Jacqueline Fitch, a leasing agent, slipped incognito into a Make Meaning in Manhattan one evening and reported back that a group of older women were discussing a book as they made bracelets.

She also visited Los Angeles to evaluate how well Drybar dealt with her curly hair. This type of retailing “is also a form of hospitality,” she said, so checking it out in person was important.

Make Meaning and other businesses of its kind do not typically make as much money per visit as apparel stores. Memberships there cost $36, and an average activity costs $24. But, Mr. Glimcher said, because the store offers seven different crafts, some people come back weekly or monthly instead of dropping in once or twice a year.

Higher foot traffic often translates into higher sales per square foot — Make Meaning says it makes up to $600 a square foot in some stores — and concept stores like Make Meaning can buoy other business at the mall.

Daniel Nissanoff, Make Meaning’s chief executive, said it “offers people a reason to come into a mall.” Activities at Make Meaning often have wait lists — so shoppers have to kill time at the mall — and visitors must return to pick up fired pottery or glass jewelry, which means an extra mall visit.

Glimcher’s revenue is rising again after a big dip during the recession. Its first-quarter sales rose 9 percent to $69.8 million, with the Scottsdale mall a major contributor to the increase. Scottsdale Quarter makes $1,000 per square foot, the highest figure of any Glimcher mall.

Glimcher is now applying lessons learned in Scottsdale to its other malls, which are largely midrange or outlet properties. While Glimcher malls initially consisted of apparel stores and a food court, Mr. Glimcher said, now service- or experience-oriented stores represent 20 percent of the company’s portfolio, and that percentage is increasing. At Scottsdale, 30 of the 53 stores offer dining or some other experience in addition to pure retailing.

Because many retailers signed short-term leases in 2009 and 2010, when the economy was highly uncertain, many leases are up for renewal now, and Glimcher is ousting standard stores where it can.

At its in Columbus, , for instance, it recently replaced a Gap with an Apple store. At in Ohio, it replaced a Dollar Tree with Ulta Beauty, a test-it-and-buy-it cosmetics store.

At a New Jersey outlet mall, Jersey Gardens in Elizabeth, it ousted a Benetton and brought in a Lego store, which offers Lego-construction classes.

“It’s retail Darwinism,” Mr. Glimcher said.

Rick J. Caruso, the chief executive of Caruso Affiliated, developer of The Grove, an outdoor mall in Los Angeles, said the shift had shoppers rethinking what a mall could be. The Grove features a concierge and the filming of the entertainment show “Extra.” “It’s not just about shopping — it’s multidimensional; it’s a place you can just hang out and go for a stroll,” he said. “You’re not doing that in a mall.”

Traditional malls were “intended to put the old Main Street out of business and divert that shopper,” Mr. Caruso said. “It’s wonderfully ironic that that whole thing has come back around.”

Tanya Gagnon, a creative director of a design firm who lives in Scottsdale, buys most of her clothing from vintage stores and online. But, she said, she still spends a fair amount of time — and money — at Scottsdale Quarter.

“You could spend a whole day there,” she said. “They have a range of clothing, but I just forget about it for some reason — I always think of it for restaurants or entertainment.”

https://www.nytimes.com/2012/07/18/business/malls-take-on-the-internet-by-stressing-the- experience.html International Council of Shopping Centers (ICSC Online Publication)

August 12, 2019 Wellness services, including spas, clinics and CBD-product merchants, are becoming cornerstone tenants that will be increasingly important to the survival and prosperity of retail centers, says Colliers International.

“Wellness — the latest category of interest in retail — is set to become the mini anchor to backfill vacancies and reinvent the merchandising program,” Colliers says in a report titled The Fountain of Wellness in Retail: Transforming the Consumer Healthcare Experience. “Although there may be a magic mirror for fitness, personal wellness begins with being present in a physical space.”

Among consumers across all generations, almost 75 percent plan to spend more on health-and-wellness products, while roughly a quarter say they will spend more on general retail, the report says. This applies especially to baby boomers, of whom approximately 80 percent plan to spend more on health-and- wellness items, while nearly 20 percent say they will spend more on general retail.

Consumer spending on cannabis and CBD will grow by 129 percent, to upwards of $25 billion, by 2022 from where it stood in 2018, the report says

The report even predicts there will be wellness “department stores” that offer a range of services and products. “Physical space of big-box retailers are well aligned for this type of one-stop wellness concept, and now is an opportune time for mall owners to craft a similar wellness experience with their tenants.”

The report cites a study by GlobalData in which 72 percent of consumers surveyed said they would spend more money at a retail project that contained wellness concepts. “This data represents a strong synergy between fitness, shopping, healthy dining and wellness services.”

“Health-and-wellness retailers are a perfect balm for what’s ailing shopping centers today” It also quotes Peter Horvath, CEO of Green Growth Brands, which will have 100 stores at Simon and Brookfield Properties’ malls by summer's end. Consumer spending on cannabis and CBD will grow by 129 percent, to upwards of $25 billion, by 2022 from where it stood in 2018, the report says. “The demise of brick-and-mortar is a myth,” said Horvath.

“Health-and-wellness retailers are a perfect balm for what’s ailing shopping centers today,” the report concludes. “As with restaurants and cafés, the service and ambiance of wellness concepts are a critical component to the retail offering, one that cannot be duplicated online.”

By Edmund Mander

Director, Editor-In-Chief/SCT https://www.icsc.com/news-and-views/icsc-exchange/wellness-tenants-critical-to-retail-centers-health- report-says?utm_source=sctweek&utm_medium=newsletter&utm_campaign=SCT%20Week