ICSC Solal Marketing Awards 2007 ICSC Solal Marketing Awards

Round Tables, 27 April 2006 The ICSC Solal Marketing Awards Award Categories bring together the very best of retail Grand Opening, Anniversary, marketing across Europe to reward Refurbishment or Extension those with the most effective A complete campaign to introduce a new, refurbished campaigns. Recognising best or extended shopping centre. practice and outstanding marketing Sales Promotion performance, the ICSC Solal Promotional or merchandising events or initiatives Marketing Awards are seen as a designed to stimulate increased sales. The promotion benchmark of quality throughout must take place in-centre and may involve joint activity the industry. with retailers. Consumer and Trade Advertising Strategic or tactical efforts to advertise a shopping centre that demonstrates creativity and effectiveness. The entry can be an integrated campaign across several media or be one single piece of creative work that addresses and achieves a specific objective.

Community Relations A single or ongoing event, programme or project whose objective is to benefit a community cause thereby building centre goodwill in its trade area. It may be charitable, promote a community cause or present an event that serves a local interest or lifestyle.

Centre Productivity This category recognises efforts that directly impact a centre’s revenue performance or operational efficiency. The entry could show marketing-led initiatives that may comprise sponsorships, strategic alliances, endorsements, retailer partnerships, speciality leasing programmes that genuinely add to a centre’s financial vitality or innovative ways of generating new revenue sources.

Public Relations A planned public relations programme or activity designed primarily to benefit the commercial interests of the shopping centre. The objective is to address a shopping centre/company need rather than a community need.

Business-to-Business A campaign or programme designed to benefit the leasing/letting of an existing or new shopping centre.

2 Grand Opening, Anniversary, Refurbishment or Extension Category From 5,001 up to 20,000 square metres

Los Fueros Boulevard Grand Opening Campaign Los Fueros Boulevard Barakaldo, Spain

Planning the grand opening of Los Fueros Boulevard, an urban shopping centre in Barakaldo, Spain, posed unusual challenges for its marketing team. The centre is located in Spain’s Basque province, a region known for being close-knit and somewhat distrustful of foreign companies. Los Fueros’ major investor, Cargill, had no connections in the area. In addition, Los Fueros would compete with two regional shopping centres outside the city. The grand opening had to get the support of the community and local institutions for the centre to be embraced long-term.

Implementation The marketing team decided to cast area residents as the main characters of the campaign. In addition to being cost-effective, the campaign would create word-of- mouth among friends or acquaintances of the participants, building traffic and an emotional tie to the centre. A grand opening party was held with 500 leading citizens and regional television celebrities invited, and a fashion show parade Two months before opening, the campaign “You shall be featuring 70 Barakaldo citizens (selected from the pre-opening the protagonist” invited Barakaldo’s residents to pose as photo contest), modelling clothes and accessories sold at the the campaign’s main characters. The centre received 600 centre’s shops. Some 300 friends and relatives helped the models photos via email and telephone messages, with nearly in the parade. 100 selected to participate. Twelve ultimately were cast as the main characters for the centre’s campaign. Results The campaign has created a feeling of goodwill, both from Graphics outside the centre and in the media stressed citizens and the local merchants in the trading area. Los Fueros as an extension of its customers’ homes, using Management has established excellent the slogan “9,000 square metres on your doorstep.” Four relationships with local institutions and different visuals represented the main business categories the press. Traffic was strong, with of fashion, leisure and services and food and restaurants. 162,000 visits in the first month, in a The fashion advertisement was headlined, “A 3,000- market of 100,000 people. square-metre walk-in closet.” The food advertisement read “2,000 metres of pantry space. Come to the centre, Credit Los Fueros Boulevard Team you will fill your fridge in a flash.” The leisure and services Owner: Cargill and Value Investment promotion was headlined “400 square metres of game Management Company: Value Investment room.” Lastly, the restaurant advertisement read “1,200 Professional Recognition: square metres of chats after your meals. Come to the Pedro Ruano, Partner, Value Investment centre, the table will be set in a flash.” Each graphic Gauthier Peyrouzet, General Manager, 4 sales marketers featured at least one Barakaldo citizen and made a Josu Rebollo, Creative Director, 4 sales marketers reference to his or her connection with the city.

Additional materials stressed Los Fueros’ convenient location in the city centre.

3 Grand Opening, Anniversary, Refurbishment or Extension Category From 5,001 up to 20,000 square metres

SHE's got it! Scotch Hall Drogheda, Ireland

The 18,000-square-metre Scotch Hall was scheduled to open in November 2005, around the same time as two similarly sized centres nearby. In addition, Scotch Hall’s trade area of Drogheda, a small town 32 miles north of Dublin, intersected with two of the most successful centres on the north side of the Irish capital.

Drogheda’s population has grown dramatically since 1999, when Results two new motorways were built that helped the town emerge as a The public relations campaign delivered over 78 Dublin bedroom community. As a result, the centre has a young separate articles in local and national newspapers. adult customer base. Even so, some members of the community The Mini Cooper Giveaway brought £8,000 in free were concerned about traffic congestion and opposed the advertising to the centre. The sponsorship of the development. Drogheda United football team resulted in tremendous exposure through televised games and To set itself apart from the competition, the centre developed media attention. More than 10,662 customers visited an identity and brand that focused primarily on young adults. the centre on the opening day and approximately A community relations strategy also was employed to enhance 61,800 visited over the four-day period. Many stores relationships with neighbours and pave the way for a future phase 2 reported sales over plan. development. Credit Implementation Owned by: Edward Holdings The Scotch Hall team developed the Scotch Hall Experience concept Management by: Douglas Newman Good (SHE). All campaigns used young, chic and stylish images, with the Commercial tagline “SHE’s got it!” promoting the strength of the tenant mix. A Professional Recognition: second tag line, “SHE likes his style,” targeted men. Gerry Barrett, Owner/Developer, Edward Holdings Ed Douglas, Property Consultant, Three months prior to opening, the tag lines were used on large Douglas Newman Good Commercial mesh banners on the centre’s exterior, in on-air contests and print Nessa O'Brien, Marketing Consultant, advertisements. Three weeks before opening, a full advertising Fusion Marketing Group campaign was launched, using local and regional print, local and Mark Morgan, Centre Manager, national radio and outdoor cards and billboards. The “SHE’ll get you Scotch Hall Shopping Centre in gear” promotion, a giveaway of a Mini Cooper, began two weeks Neil Condron, Creative, XMI prior to the opening.

For the grand opening, the team encouraged all tenants to host in- store celebrations. The centre marketing staff then created a promotional strategy to inform shoppers about the in-store events. Community relations included a centre tour for residents, and becoming a major sponsor of the Drogheda United football team. The centre also partnered with the local borough council and six Ed Douglas, Nessa O'Brien, local schools in a student competition to name a new pedestrian Emma O'Reilly and Mark Morgan bridge. The Mayor of Drogheda officiated at the ribbon cutting. The four-day opening event included daily entertainment, culminating in the arrival of Santa Claus on the last day. 4 Grand Opening, Anniversary, Refurbishment or Extension Category More than 40,000 square metres

“Manufaktura drives Lódz since 1852” Manufaktura Lódz, Poland

Manufaktura is the redevelopment of former 19th century textile mills into a commercial centre. The centre’s marketing team wanted to focus its grand opening around the history of the mills, and the golden age of Lódz, a one-time industrial city. The mills were nationalised in the 1930s, and by the 1990s, political changes in the former Soviet empire and foreign competition led to the mills’ closure in 1997. The area had declined as a result.

Apsys’ redevelopment of the property into a complex combining contemporary retail, entertainment, culture, business and education facilities with the historic structures was the result of three years of close collaboration with the city. The grand opening also combined the old and the new.

Implementation The grand opening was the culmination of three years of communication with the community, adapted to each use: “Manufaktura drives fashion since 1852,” including opening an information centre, sponsoring for example. The advertisements also gave more information tours and conducting charity campaigns and local about the variety of retail and leisure offerings at the centre. events. The community even helped select the This campaign lasted until May 31st, after the grand opening. project’s name. Results The marketing team wanted the actual grand During the first days of the opening, all of the regional press opening campaign to revive the city’s spirit, utilising dedicated their front pages to Manufaktura. The centre drew imagery from the past. Original textile patterns and 200,000 visitors (over one-quarter of the city’s population) on specific 19th century language was used on all Opening Day. Every week, on average, a quarter of a million visuals, linking the campaign unequivocally with the people visit the shopping centre, with many more using public site. Beginning in early April 2006, five billboards near space and other attractions. Research has found that the centre the site began counting down the days to the grand is well received: The centre was named “Best Tourist Destination opening. On May 1st, three separate billboards and 2006” for the Lódz region. press advertisements were created, with a teaser Credit slogan that referred to the project’s history, “The Owner/Management Company: Apsys new centre that is 154 years old,” but without the Professional Recognition: project’s name. Joao Carlos P. Xavier, Manufaktura Site On May 11th, more details about the project Director, Apsys (including its name) were revealed, and the Aleksandra Wasilewska, Communication campaign shifted the focus on Manufaktura’s Director, Apsys multifunctional character, driving fashion, culture, Agnieszka Nowak, Marketing Director, Aleksandra Wasilewska style and business since 1852. The tagline, Manufaktura, Apsys “Manufaktura drives Lódz since 1852,” was also used Bruno Escur, Assets Manager, Apsys in radio spots and press advertisements and was

5 Sales Promotion Category From 20,001 square metres up to 40,000 square metres

“Rich for One Day” Puerta De Alicante Shopping Centre Alicante, Spain

To play French roulette, customers had to present at least two receipts from two different shops. Winners received vouchers that could only be used in the centre. The cocktail tasting served as a warm visitor welcome, and created an elegant atmosphere. Over the campaign, 100,000 cocktails were prepared. Five waitresses served canapés throughout the centre.

Two professional dance couples performed. Massages, manicures and makeup were done. A raffle was held, with Puerta de Alicante is situated in a highly competitive retail the winner receiving m6,000 that she had to spend in one market, with a heavy amount of retail square metres of GLA hour at the centre shops. She could not spend more than per inhabitant, even though it is not in the most populous m100 at one time at a shop, to compel her to visit as many part of Alicante. Even more important, most of its retailers as possible. The event concluded with fireworks, a competition opened in the last three years, when the gift to the entire city. centre was still getting its bearings. Results For their centre’s fourth anniversary, the staff of Puerta de The centre received a spectacular response from radio, print Alicante decided to recreate the luxury experience of world- and television, with a number of programmes broadcast live famous retail streets. Its shoppers could pretend to be “Rich from the centre. Market research confirmed that awareness for One Day.” of the centre increased among shoppers as a result of the programme. Implementation The team planned three weeks of events that would generate footfall, sales and publicity. A particular goal was to attract visitors from the centre and north of Alicante, further away from its usual radius. The diverse activities in the centre were geared around luxury, glamour and wealth: French roulette, cocktails and canapés tasting, massages, makeovers

and exhibitions of ballroom dancing, limousines. Professional Puerta de Alicante Team actors were hired and photographic sessions were held for Credit children. Owner: Kleppiere Management Company: Ségécé España Retailers were involved in the activities. Yves Rocher offered Professional Recognition: free massages and restaurant Derroscas reduced prices by Rafael Alvarez-Ossorio, Manager, Puerta de Alicante 50%. The limousine vendor participated for free for the publicity value. The centre conducted a strong media campaign to keep the community informed about the different events.

6 Sales Promotion Category More than 40,000 square metres

“Bag a Million/World Cup” Brent Cross London, England

There are sporting events, such as a local football match. There are major sporting events, such as the Olympic Games. And then there is the World Cup, which inspires a passion that can be lethal to shopping centre sales as millions stay home to watch the games.

The oldest centre in the United Kingdom, Brent Cross also has the highest spend per visit in the country at £99 per visit per person. Even a slight drop in sales would significantly hurt revenues. Determined to trade positively throughout World Cup 2006, Brent Cross opted to join in with World Cup fever, as well as fight it. The centre devised a programme to draw sports fans who didn’t want to miss a minute of the action, whilst encouraging those seeking an escape from sports to visit.

Implementation Results To draw football fans, and play on England’s history at the Brent Cross was one of the few major UK shopping centres World Cup, the centre developed, sourced and had to post positive trading numbers throughout World Cup ensured “Bag a Million,” the largest cash prize ever at a UK 2006. Sales rose 2.8% compared with the previous year, mall. Based on England’s inability to beat Germany on above the British Retail Consortium’s UK national index penalties at previous World Cups, the promotion promised increase of 2.3%. Footfall rose 5.3%. a £1 million prize if England defeated Germany on penalties to win the Cup. Contestants had to visit the Credit centre between 9 June and 9 July to enter the promotion. Owner: Hammerson & Standard Life Investments Sport-related activities in the mall included: designing Management Company: Hammerson Management football shirts, World Cup flagmaking and face-painting and Services a ‘Beat the Goalie’ penalty shootout. Giant screens showed Professional Recognition: all World Cup games during trading hours. Norman Black, Head of Marketing, Brent Cross For those seeking an escape, the centre created a pampering sanctuary (sponsored by Magic FM) that offered free hand massages, makeovers, sampling from cosmetics houses and beauty workshops. The space allotted to sports-related and sanctuary activities was carefully balanced, allowing both sports fans and escapees to feel Norman Black equally comfortable. The marketing staff’s goal of spending less than £230,000 (15% of the overall budget) was met by designing promotional materials such as posters, banners and leaflets in-house. The sponsorship deal with Magic FM provided half the costs of the promotion staff and the set- up costs of the sanctuary area. The total cost of the programme was £169,513 (11% of budget).

7 Sales Promotion Category More than 40,000 square metres

“Let’s Paint a Car” Los Prados Oviedo, Spain

Children from 6 to 12 years old were given a sheet of paper with the outlined drawing of a car selected by the centre, and were asked to design it into a real car. A jury to judge the entries was created, formed from leading personalities in the city. The finalists then were called to paint the cars in the centre over Mothers’ Day Weekend. The centre provided the car and all of the materials needed, included washable paints. During the promotion, the centre’s mascot, Pradina, visited the centre. On Saturday, the jury saw the completed cars and chose the winning design. The award, given to the winner’s mother, was presented in a public show. The management team of Los Prados wanted to Results celebrate Mother’s Day The campaign received media coverage in newspaper and (Sunday, May 1st) in a way internet articles and radio and television stories. More than that would differentiate the 4,500 drawings were submitted and exhibited in the centre centre from its competitors, and the major goal of reaching the area’s schools was while appealing to and attracting participation from achieved: more than 45 schools sent in their pupils’ pictures. families, particularly mothers and children. Given its The centre was also perceived as a promoter of a cultural importance, the contest was held over a month-long period and creative activity that wasn’t completely commercial in and involved as many children as possible, while minimising nature. Footfall in April and May rose 6% over the previous costs. year, well above the 3% goal. The final weekend of the campaign saw increases of 38% and 52%, respectively, over Implementation the previous year. Comparable-store sales in April and May To make an instant impression, the centre selected an rose 12% over the same two-month period the previous expensive, prestigious prize: a car. But the team also wanted year. to make the contest different from other car giveaways.

To control costs, the team reached an agreement with Nissan dealer García Rodríguez Hermanos, which was celebrating its 50th anniversary in the market and the introduction of the Nissan Note car. The centre also formed an agreement with La Nueva España, the newspaper with

the largest market in the province of Asturias. Los Prados Team

A campaign around the slogan “If it is nice, your mother Credit might win the real one,” was created. Owner: Klepierre, Carrefour Management Company: Ségécé España Professional Recognition: Carlos Revuelta, Manager, Los Prados Paloma Hernández, Marketing Manager, Los Prados

8 Sales Promotion Category More than 40,000 square metres

“Paris, Milano, Manufaktura – Fashion Week” Manufaktura Lódz, Poland

Lódz, Poland, was the largest textile centre in Eastern Europe in the 19th century and the city had strong artistic and fashion roots. Situated in the 19th century Poznan’s textile mills, Manufaktura’s selection of shops and brands created a unique setting for a fashion-oriented centre. Management decided to use Manufaktura’s location and history to promote its apparel tenants’ fall/winter wares, position the centre as a fashion capital and increase footfall.

Implementation Launched in mid-September, “Paris, Milan, Manufaktura” emulated the Fashion Week of the major design capitals. Each day was organised in the style of a different fashion capital, with the centre adapted to create the atmosphere of that city.

Poland’s most famous fashion designers, Agata Wojtkiewicz and Paprocki & Brzozowski, were invited to open and close Paprocki & Brzozowski’s show was the event, respectively. Paprocki & Brzozowski debuted their accompanied by the Philharmonic Orchestra, autumn collection, inspired by the centre and including a and followed by a VIP Gala, with an outdoor unique dress called Manufaktura. presentation of exclusive furs. The event, which drew 1,500 participants, was sponsored by television channel VH1, Radio Music and screens were changed each day to recreate a Zet and Radio Pagoda. specific city. Scenery including a 4-metre-high needle on the market square was produced. A 200-metre-long red carpet Results led shoppers to the main entrance and a red thread ran Market research conducted in October 2006 found 90% through the centre. rated the idea good or very good. Some 43% of Lódz inhabitants visited Manufaktura during the promotion, and Two days before the launch, the centre exchanged 91% said that the centre offers a wide variety of shops and mannequins for live models in over 50 shop windows, boutiques. Footfall rose 20% over the week before. The drawing media attention. In the city centre, “Manufaktura midnight shopping event drew 60% more customers than fashion troops” gave away “flight tickets” to fashion capitals, the previous Saturday. Turnover rose between 15% and 30% with information about the event and contests. Fashion from the previous week, with footwear shops showing a 48% Week began with Midnight Shopping, a showing of lingerie gain. after 10.00 p.m. During the week, 44 fashion and accessory tenant collections were shown. The Fine Arts School and the Credit centre held a competition for new talent, with students Owner/Management Company: showing their collections each day. The winning designer Apsys was given a statue and a trip to Paris for Paris Fashion Week. Professional Recognition: Aleksandra Wasilewska, m Shoppers spending over 50 PLN ( 13.25) could win a Communication Director, Apsys weekend trip, including airfare, hotel, transportation, Joao Carlos Xavier, Manufaktura Site Aleksandra Wasilewska breakfast and dinner for two, to a world fashion capital. Manager, Apsys Contest was disseminated through press advertisements, Agnieszka Nowak, Marketing Director, Manufaktura, Apsys billboards, the centre magazine and on scooters and public Bruno Escur, Assets Manager, Apsys transport.

9 Sales Promotion Category More than 40,000 square metres

“Anniversary to the Rhythm of Mozart” Parquesur Leganés, Spain

Implementation “Anniversary to the Rhythm of Mozart” included a series of activities based on the life and works of Mozart, also tying in to the schedule of anniversary events being carried out by “The Top 40.” A key element of the programme was to make the best use of one of its signature features, the Cybernetic Fountain. The fountain, located within the centre’s man- made lake, has a water screen of over 30 metres, upon which videos, lasers and images can be projected to create a light/sound/water show unique in the city.

The centre’s anniversary celebration opened with a Children’s Concert, which was repeated a week later. Subsequent events Parquesur was one included a presentation of The Magic Flute at the Cybernetic of the pioneering Fountain, a firework and music show, plays, POPERA music large shopping concerts – and the (non-musical) World Cup final. centres in Spain, Results opening in 1989. Approximately 482,000 people enjoyed Parquesur’s Faced with increasing competition in subsequent years, the “Anniversary to the Rhythm of Mozart.” Footfall during the project was expanded and renovated, with the grand event week rose 3.4% compared to the previous year (the opening held in May 2005. The expanded Parquesur week when the centre was opened). On a comparable-day measures 151,000 square metres, making it the largest basis, traffic rose 11% over 2005. Sales rose 10% compared shopping centre in the Madrid area, and one of the largest to the same month in 2005, exceeding expectations and in Spain. The centre’s marketing and management teams confirming the positive outcome of the event to generate wanted its first anniversary celebration to thank its visits and sales. Catering establishment sales rose 15% customers for a successful year, and for its successful compared with the previous May. The targeted family history. But topping the successful grand reopening in audience increased by 5% over 2005. The total investment terms of traffic, generation and creativity was a challenge. in the campaign of m173,361 resulted in publicity valued at Because promoting cultural activities has been an important m308,650. part of Parquesur’s values, the team decided to focus its Credit activities around the main cultural event worldwide, the Owner: 250th anniversary of the birth of composer Wolfgang Co property Amadeus Mozart. The anniversary of the centre also was Management linked to a prominent event in Spanish media, the 40th Company: anniversary of “The Top 40,” Rodamco Europe Parquesur Team the oldest and most popular Spain music radio programme in Professional Recognition: Spain. Rafael Mateu, Shopping Centre Manager Parquesur, Rodamco Europe Spain Sergio García García, Marketing Manager Parquesur, Rodamco Europe Spain Paloma Enríquez de Salamanca, Operations Manager Parquesur, Rodamco Europe Spain Ana Lázaro Luján, Marketing Department, Rodamco Europe Spain 10 Sales Promotion Category More than 40,000 square metres

“Le Gru Village” Shopville Le Gru Grugliasco, Italy

A lack of meeting places, particularly for young people and underutilised space at a mall in Torino, Italy, proved to be a perfect match for Shopville Le Gru in summer 2006. Mall management wanted to maximise the areas outside the mall, specifically the area called “La Collinetta” (the hillside), that faces a major roadway. The outskirts of Torino provided few places for people to socialise in the evenings, and the result was growing social decay and petty crimes.

The mall decided to create a “Summer Village”, which would provide a wide range of recreational activities in a well-equipped, safe outdoor location to draw customers and build loyalty year-round. Results Implementation The press office logged 60 television items, for a total of 360 Creating the village entailed coordinating cultural and social free minutes; 100 radio items, with free reading of press activities that would draw a variety of customers. A 2,500- releases; 12 live radio broadcasts, for a total of 32 hours of square-metre outdoor park area was turned into a trendy free broadcasts; and 178 articles published, 46 of them on the disco environment, using ottomans, wicker chaise-longues, internet. As a result, the Outdoor Park Area dedicated to the fluttering curtains and harem-style carpets and lamps Le Gru Village recorded 90,000 admissions overall during the provided by IKEA. 36 evenings. Mall visits increased by 7% in July and 5% in August compared with the same months in 2005. Sales rose A 60-square-metre stage was erected, as were a 100-square- 7.88% in July and 9.90% in August compared with the metre dance floor, six decorated gazebos and two cocktail previous year. The refreshment sales at the mall rose 10%. bars. Using the headline, “Move Your Summer,” Le Gru The Village attracted a wide range of visitors, attracting young Village opened on Saturday, July 22nd and remained open singles as well as families. The Le Gru operators extended their through Sunday, September 3rd. The village opened every own stays in the area outside the mall after the facility had evening at 9:30 p.m., with admission free. The Village was closed. promoted heavily in the media. Credit Performances and events were scheduled for each event, Owned/Managed by: Corio Italia srl themed by the day of the week. Synergies were promoted Professional Recognition: with mall merchants, many of which sponsored events. A Alessandro Gaffuri, Shopping Centre Manager, Shopping Le drink card was created with mall tenants stamping the card Gru/Corio Italia srl with each purchase. Village visitors presenting a stamped card at the cocktail bar received a free drink. A Baby Parking facility was open each evening from 9:30 p.m. to 12:30 a.m., allowing families with children to enjoy the village.

11 Sales Promotion Category Joint Centre Campaign

“Big League” GaiaShopping, ArrábidaShopping and NorteShopping Oporto, Portugal

Each centre was positioned slightly differently. GaiaShopping was dubbed “The Family Shopping Centre,” while ArrábidaShopping used the idea of a “Young and Dynamic Shopping Centre.” NorteShopping emphasised its top-level and glamorous venue and offerings.

Acknowledging El Corte Inglés’ novelty and media plans, the group launched the plan in the autumn. The programme proceeded sequentially, with GaiaShopping conducting its plan in October, ArrábidaShopping in November and NorteShopping in December. Operating in consecutive months, rather than simultaneously, helped avoid cannibalisation, and extended media impact. Promotions included a valuable final prize (cars, m1,000 in gift vouchers), as well as smaller rewards (m15 given at GaiaShopping and ArrábidaShopping, m25 at NorteShopping) throughout the campaign. Critically, Sonae developed two Department stores were not a significant factor for shopping specific software solutions: an application for registration, to centres in Portugal – until 2006. Faced with a strong new create a customer database; and a slot machine interface to competitor, the Spanish department store El Corte Inglés, three give customers immediate rewards. Shoppers had to register centres in the Oporto area, managed by Sonae Sierra, decided online on computer terminals or play on the immediate to take action to avert a major impact on their sales. rewards electronic slot machine to win prizes. The opening of the first El Corte Inglés outside Lisbon would further weaken projects that had already been losing sales and Results traffic. Two centres of more than 100,000 square metres, as GaiaShopping’s sales, expected to decline 9% from the well as several other smaller properties, were located in a previous year, rose 2.2%. Traffic, expected to drop 11%, rose market of less than 1 million people. 7.1 %. ArrábidaShopping sales, expected to drop 9%, declined just 3.9%. Traffic, expected to decrease 7%, Working together, the three centres, the 41,000-square-metre decreased just 4.7%. NorteShopping’s sales, anticipated to GaiaShopping, the 32,000-square-metre ArrábidaShopping and drop 4%, rose 5.3%. Traffic rose 10.8%, when it had been the 53,000-square-metre NorteShopping created three expected to decline 2%. sequential promotional campaigns. The campaigns emphasised communication and rewards, and implemented newly Credit developed software solutions to create and profit from Owned by: GaiaShopping, ArrabidaShopping developing a database of customers. - Sonae Sierra, CNP Assurances & Ecureuil Vie NorteShopping Implementation - Sonae Sierra & TIAA-CREF Hugo Fonseca, Events Though the three centres were not identical in their strategic Managed by: Sierra Management Portugal Coordinator, context, all needed a strong promotional campaign. All were Professional Recognition: Head Office older centres, needing to refresh their retail offerings. In Bárbara Santos, Marketing Assistant, Gaia Shopping addition, it was critical to avoid the centres’ cannibalising each Joana Pinheiro - Mendes, Marketing Assistant, other’s sales. ArrábidaShopping 12 Paula Coelho, Marketing Manager, NorteShopping Consumer and Trade Advertising Category From 5,000 square metres to 20,000 square metres

“Speak your Mind!” Forumgallerian Uppsala, Sweden

Forumgallerian, a two-level, 10,000-square-metre mall, is located in central Uppsala, a University town 40 minutes north of Stockholm. The centres opened in 1992, but by 2004 sales were starting to decline. The centre needed to reconnect with its market to reduce its sales drop. After surveys determined that 43% of the centre’s customers were in the 15- to 29-year-old age bracket, management saw that the Internet, the primary communication media for teens and young adults, was the tool to reposition itself.

Implementation The mall began a leasing campaign to attract new, trendy tenants. Keeping the young target audience informed was the next challenge. The centre and its agencies launched an interactive campaign, “Speak Your Mind,” that connected the centre to the Internet, the primary channel to communicate to young people. Results The Web site A new centre Web site, www.bestamsjalv.se hosted 9,476 (“Decide for yourself”), was launched in unique visits in September 2006. To ensure that the site would November, just shy of the be visited frequently, the team created a center’s 10,000-visit goal, but campaign that continued the 2004 leasing strategy, well ahead of the 2,131 visits in October. The visits averaged emphasising the individual’s right and power to act and 10 minutes, 43 seconds, more than expected, and far longer speak for themselves. Retaining a local flavour was critical to than the 3 minutes, 50 seconds average prior to the event. creating an atmosphere where site visitors would recognise The site recorded 3,250 unique visits in December, short of their friends and neighbours. the 5,000-visit goal, but up 150% from October figures. The campaign was m1,890 under, on a budget of m27,320. For one week in November, two small (1 metre by 1 metre) video recording booths were set up throughout the mall. Credit Visitors could voice their opinions on any topic of their Owned/Managed by: Atrium Fastigheter AB choice, with the videos then posted on the Web for all to Professional Recognition: view, after being screened for illegal comments. Site visitors Kalle Lindgren, Area Marketing Manager, could then vote on their favourite videos, encouraging Forumgallerian/Atrium Fastigheter AB frequent visits. Voting continued for seven days after the Kristina Johnsson, Area Management Manager, booths were removed. By then, 266 films had been Forumgallerian/Atrium recorded, drawing 42,970 votes. Prizes were awarded to Eva Troell, Shopping Mall Assistant, Forumgallerian/Atrium those with the most votes. Advertising for “Speak Your Fastigheter AB Mind,” consisting of a full page in the local newspaper and banners on the paper’s Web site, began five days before the event. Flyers were distributed in schools, downtown Uppsala and in the mall itself. Wall posters were placed on the mall facade to promote the programme.

Forumgallerian Team

13 Consumer and Trade Advertising Category From 20,001 square metres to 40,000 square metres

“Freeport Excalibur Lowest Price Guarantee Campaign” Freeport Excalibur South Moravia, Czech Republic

The programme required dealing with two different audiences: the centre retailers, who had to commit to charging prices at least 30% off recommended retail prices; and the consumer, who needed to be persuaded that Freeport Excalibur’s stores would give them a true value. On the tenant side, meetings and presentations were scheduled with store managers and their corporate officers over a six-week period. The campaign and promotional materials were adapted to include feedback from the meetings.

A striking campaign logo was created and applied consistently across all media. A comprehensive marketing When it opened in package, including mall décor, window tickets, in-store point- 2003, the 22,600- of-sale materials, all featured the logo, creating a strong square-metre overall theme within the centre. A customer information Freeport Excalibur leaflet explaining the lowest price guarantee was produced was the first outlet and placed in the mall and the stores. Food vendors were centre serving the encouraged to review their pricing structures, extend their Czech Republic. menus, and prepare for stronger business as shoppers stayed Located near the in the centre longer. The importance of the Austrian Austrian border, the consumers was stressed to all tenants. centre should have benefited from a Results catchment area The campaign was solidly supported by the centre’s tenants. extending from But in order to accurately assess the true impact of the Vienna on the Austrian side to Brno and Jihlava in the Czech campaign, the centre conducted exit interviews of 871 Republic. But the centre underperformed, resulting in visitors, 51% from Austria, 49% Czech Republic. The decreasing retailer turnover, reduced rents and lower consumer “value rating” rose to 82% (from 14% pre- footfall. By 2006, it needed a turnaround strategy. campaign), far exceeding expectations. The retail conversion rate rose to 90%, also well above the goal. Catering Implementation conversion rate increased to 57%, exceeding target. The A major research study in spring 2006 determined that recommendation level among Austrian consumers rose to consumers did not believe Freeport delivered on advertised 94%. December 2006 sales rose 22% over the previous year. promises of lower prices. Only 14% of visitors rated “price or The campaign will continue through 2007. value” as one of the best attributes of the centre. The retail conversion rate was just 46%, and the catering conversion Credit rate only 25%. Only 56% of Austrian visitors said they would Owned by: Freeport plc recommend Freeport to their friends. Managed by: Freeport Leisure plc In September, the centre launched the “Freeport Lowest Professional Recognition: Richard Broadhead, Retail Michal Kovarik, Dita Stankova, Price Guarantee”, promising shoppers that if they found Richard Broadhead, branded merchandise at a lower price anywhere in Austria or Operations Director, Freeport Liba Vesela and Petr Drozd the Czech Republic, the centre would refund the difference. Leisure plc Dita Stankova, Marketing Manager, Freeport Leisure Czech Republic 14 Consumer and Trade Advertising Category More than 40,000 square metres

“Be at the Centre” Bullring Birmingham, United Kingdom

A successful grand opening was just the first phase of marketing a centre, as the managers of Bullring soon found. The 2003 grand re-opening of the mall was a major factor in changing the world’s perception of Birmingham, England, from a failing industrial town to a fashionable, world-class city. However, market research revealed that some potential shoppers living on the city’s outskirts believed that the centre’s tenant mix was too trendy or upscale. Others still recalled the pre-renovation centre, and harboured serious safety concerns. The marketing team determined that the centre had to be repositioned again, focusing on competition closer to home than high-fashion capitals such as London and Paris, to increase footfall, car park revenue and time spent at Bullring.

Implementation The marketing plan was completely overhauled to treat Bullring as a brand focused on the theme that “Life is more exciting at the Centre,” stressing that the project was more lively and active than its out-of-town competitors. A multimedia campaign was implemented from October 2005 through December 2006, with each component serving a That translated into both footfall and revenues. December specific purpose whilst using the same brand idea. 2005 sales rose 4.15% compared with December 2004, well Digitally animated television commercials dramatised a ahead of the 2.6% nationwide increase in sales. Dwell time journey from the outskirts to the city centre, the excitement rose from 103 minutes to 111 minutes. December 2006 was of the holidays, and a sale announcement. Radio even better, exceeding December 2005 footfall by 11.0%, and commercials communicated key tactical messages such as sales up 9.0% over the previous year (compared with a 2.5% holiday operating hours, special promotions and the launch increase reported by the British Retail Consortium). of a gift card. Magazine inserts provided more detailed information on special events, the gift card and specific Credit Owned by: retailers. Birmingham Alliance (Hammerson/Lend Securities/Henderson Mall guides, posters and leaflets were redesigned to include Global Investors) the theme. Special events also reinforced the theme, Managed by: Donaldsons Louise Hamer-Brown, including “Summer at the centre,” a summer music festival, Professional Recognition: Bullring, Marketing and “Things are open later at the centre” for extended Alison Werrett, Marcomms Manager, Controller Christmas trading hours. Bullring/Birmingham Alliance Louise Hamer-Brown, Marketing Controller, Results Bullring/Birmingham Alliance A survey of 400 target customers found that 95% of those Tim Walley, General Manager, who saw it identified correctly identified Bullring’s television Bullring/Birmingham Alliance commercial (compared with a 50% recognition factor for Alison Werrett, Marcomms other ads). The advertisement, too, was effective, with 51% Manager, Bullring of commercial viewers stating they were very or quite likely to shop at Bullring (compared with an average of 25% for other brands).

15 Consumer and Trade Advertising Category More than 40,000 square metres

“Relax, It’s Christmas” Field’s Copenhagen, Denmark

The campaign emphasised the comfort and convenience of Field’s, which has 140 stores, 20 restaurants, and longer holiday operating hours than its competition. An advertising campaign included 30-second television spots (featuring a jazz-inflected re-recording of “Come Together”), full-page advertisements in newspapers nationwide and two editions of Field’s mall magazine. The largest Danish television channel aired a prime-time programme from the centre, describing the “Relax, it’s Christmas” concept and message. The “Come Together” theme was released on CD and given away at the centre. A “Relax, It’s Christmas” lounge with a funky red leather sofa and large floor cushions offered shoppers a place to escape and lie down. Bands played Christmas music at the stage in the centre’s restaurant area. Outside the mall, stalls sold Christmas trees, traditional mulled wine and foods. Perhaps most relaxing for parents was the in-house adventure play area for children, Capella Play. Customers could leave their children with the staff, giving them time and privacy to do their holiday shopping. Field’s, a super-regional shopping centre, Special events also played a major role. A Christmas show draws from Denmark’s capital region was held in December featuring Danish singer and actress around Copenhagen and Southern Sweden. Alberte. Father Christmas met children in a cosy, snow- The centre’s unusually large draw, unique covered hut in the centre for the entire month of Scandinavian architecture, and a tenant mix December. Daily competitions gave children opportunities of Danish and international retailers called for more than the to win Christmas presents from mall stores. On December typical Christmas advertising campaign. Determined to 13th, the Danish Radio Children Choir performed at the promote Field’s as one of the nation’s top destinations for centre, carrying candles and singing. The Centre’s Arne shopping and entertainment, management wanted a strong Jacobsen Lounge hosted a photo exhibition showing the life brand strategy that would include a variety of concepts: it’s of people living in Ørestad, the newly established area large, varied, international tenant mix, spaciousness and a around Field’s. warm atmosphere. Field’s aimed to increase sales and footfall by encouraging its shoppers to “Come Together.” Results With an index of 124 for November and 120 for December Implementation compared to 2005, the centre’s revenue fulfilled and Field’s bought the Scandinavian music and publishing rights for exceeded all expectations. In 2006, Field’s became the the classic Beatles song, which became the overall campaign first centre in Denmark to achieve a turnover of DKK 2.5 slogan. During Christmas 2006, Field’s competition was billion. In 2006, 6.6 million shoppers visited Field’s, an focused on specific product promotion, particularly index of 105 compared with 2005. emphasising the stress of last-minute shopping. Field’s differentiated itself with the holiday theme, “Relax, It’s Credit Christmas. Come Together.” Owned/Managed by: Steen & Strøm Danmark A/S Professional Recognition: Lotte Andersen, Marketing Director, Steen & Strøm Danmark A/S

16 Consumer and Trade Advertising Category More than 40,000 square metres

“Land of Shoppertunity” Meadowhall Centre Limited Sheffield, United Kingdom

Not long after its opening in 1990, Meadowhall Centre became one of the leading shopping destinations in the United Kingdom, offering 270 stores, restaurants and leisure attractions, as well as a convenient location. More than 80% of its tenants rank their Meadowhall unit in their top 10 performing stores nationwide. But after 15 years, the centre faced a number of challenges in maintaining its market leadership, including growing competition from other centres and non-retailers, and increasingly discerning shoppers.

Implementation After conducting qualitative research with consumers and retailers, the centre marketing team recognised that they needed to reassert Meadowhall’s status as the Results dominant centre in the Visitor counts through the end of 2006 region. The centre launched a were up 0.1%, compared with a nationwide campaign “Meadowhall – decline of 4.4%. Excessively warm weather Land of Shoppertunity,” to in June and July also depressed footfall, rebrand itself. Working with which would have shown a 2% increase. The the advertising agency Poulters, the team average frequency of visits has risen to 50 times annually created a new message and style focused (from 44 previously), and 18% of shoppers questioned in a around perception of Meadowhall as a survey said they had visited the centre in the last six months, magical world. an 8% increase over the same period the previous year. Average customer spend rose 7%. Advertising tracking found A major burst of media to launch the that customer recall was much higher than for the previous campaign was followed by a drip-feed approach of tactical campaign at the same stage. Direct response efforts activity throughout the year. Activity was split between succeeded above national benchmarks. The television mainstream media targeting the core female customer and advertising was a hit with consumers, with one-third direct marketing. Advertisements with the new theme ran in describing it as eye-catching, bright and colourful. regional television, radio, billboards, 48 sheets and public transportation. Credit Owned by: British Land The centre Web site was rebranded and a direct marketing Managed by: Meadowhall Centre programme targeted the centre’s existing database. Newer Limited technology utilised included email and text messaging. Professional Recognition: Inside the centre, the new theme was included in videowall Charlotte Burton, PR Manager, programming, customer literature, mall banners and Meadowhall signage. Even employee and retailer communications were Colleen Carter, Communications Charlotte Burton rebranded. Manager, Meadowhall Richard Exton, CRM Manager, Meadowhall Activities included catwalk shows, dancers, children’s entertainers and illumination of the centre exterior. Surprised shoppers were treated to free gifts and services including flowers and even all-expenses-paid shopping trips. 17 Consumer and Trade Advertising Category Joint Centre Campaign

“It’s Got to Be” Freshney Place, North East Lincolnshire Coopers Square, Staffordshire Dolphin Shopping Centre, Dorset Eastgate Shopping Centre, Inverness United Kingdom

For four town centre malls owned by the Grosvenor Shopping Centre Fund, dividing was not a way to conquer. The four projects – Freshney Place in North East Lincolnshire, Coopers Square in Staffordshire, Dolphin Shopping Centre in Dorset and Eastgate Shopping Centre in Inverness – all had similar target audience profiles. Yet each had its own personality and retail mix – and its own advertising agency. The result was highly individualised – and high-priced – advertising. Because each centre had its own marketing programme and advertising style, budgets frequently exceeded to accommodate differences in planning and execution. Results The management team saw that bringing the four centres The benefits were seen in cost savings, sales and footfall. together under one advertising and public relations platform Sharing photography and print runs immediately made ultimately would create best-practice systems, allow for synergy production savings of 12%. Media and public relations in creative execution and save production costs that could be were also centralised, increasing value by 22% and 33%, reinvested in the marketing programme. respectively. During the December period the centres Implementation achieved an average 99% increase in public relations value. Centre managers reviewed the creative, media and marketing At the centre level, Dolphin Shopping Centre’s annual efforts of the previous 18 months, and found that programmes footfall was increased 2% on 2005, with the December were sporadic and creatively inconsistent. Without a central footfall achieving a 3% increase on 2005. Coopers Square figure coordinating campaigns between centres, individual Shopping Centre saw a 1% increase on 2005, with an centres repeated old patterns and did not adapt campaigns to 11.16% increase on December footfall. changing demographics or economic factors. Credit A restructuring process resulted in the decision to create one Owned by: The Grosvenor Shopping Centre Fund single brand message that would work for all of the centres, but Management by: CB Richard Ellis Ltd be flexible enough to be adapted to each target market and Professional Recognition: shopping characteristics of the individual centres. One agency Louise Smith, Group Marketing Manager, CB Richard Ellis Ltd was retained to facilitate and manage all of the group’s Pandora Palmer, Client Management Director, Foxkalomaski advertising, creative and public relations needs, raising the Stephen Fox, Managing Partner, Foxkalomaski creative standard while maintaining costs. Recognising that the Darryl McCarthy, Senior Account Manager, Foxkalomaski centres’ requirements were similar, the new agency developed a campaign with the compelling line “It’s Got to Be,” with the individual centre named as the solution to a shopping need. This line was used across all communications and incorporated into all marketing materials. A centrally coordinated approach to marketing, media planning and buying, public relations and production was implemented, which allowed for the mass Stephen Fox - Managing Partner Louise Smith - purchase of print materials, photography and media. Foxkalomaski, Pandora Palmer-Edwards - Grosvenor Shopping Client Manager Director and Centre Fund Darryl McCarthy Marketing Manager 18 Community Relations Category From 5,000 square metres to 20,000 square metres

“BKDM” Los Fueros Boulevard Barakaldo, Spain

The regional pride of the Basque country could prove less than welcoming for a shopping centre built by a foreign company. Though a major firm, Cargill, the builders of the urban Los Fueros in Barakaldo, a city near Bilbao, Spain, had no connections in the area.

The centre marketing team wanted to use Los Fueros’ grand opening to form an emotional connection with the residents and the municipal institutions, while creating a positive and dynamic image for their centre. It was vital that residents consider the project “theirs,” in order to get support from tenants. The project’s grand opening was the perfect opportunity.

Implementation In the first phase of the campaign, its theme, “BKDM - Barakaldo está de moda (Barakaldo is in fashion),” was distributed around the city’s public places (donated by the city council), particularly trays of street lamps, to invite residents to present their personal visions and experiences of their city. The public could submit their opinions via text messages, through the centre’s Web site, and from Two months prior to the grand opening, a campaign in local pamphlets distributed in shops, mailboxes and handed out media and on the street invited Barakaldo citizens to become in the street. Messages were posted on the centre Web site, models of the centre’s main characters. The team received www.bkdm.net, and the best were selected and placed on 600 photographs via email and MMS, and ultimately 12 were the street lamps assigned by the council. selected as the images of the publicity campaign. Seventy people served as models in fashion shows held at the grand Three weeks later, giant billboards showing all the received opening party. messages were set up in the main city square in front of the centre’s site. Five thousand orange helium balloons, each Results with a paper bearing a sentence from the messages, were The centre saw 162,000 visits in its first month, in a market released. On the back of each message was a notice that of 100,000 people. the first person to find one would become Barakaldo’s Credit Official Guest. Anticipation built in the media until a winner Owned by: Cargill and Value Investment found the message in a forest 200 kilometres away from Managed by: Value Investment Barakaldo. Professional Recognition: Pedro Ruano, Partner, Value Investment Gauthier Peyrouzet, General Manager, 4 sales marketers Josu Rebollo, Creative Director, 4 sales marketers

Los Fueros Boulevard Team

19 Community Relations Category More than 40,000 square metres

St Enoch: Right at the Heart of Christmas, Right at the Heart of the City” St Enoch Centre Glasgow, Scotland, UK

For weary, stressed professionals, the centre set up a Chill Out Zone, which offered free massages during key evening events. To attract older customers, the centre offered weekly tea dances, sponsored by a local Glasgow dance group. General activities include two weeks of carol singing, a roaming Santa Claus and a gift list fairy. Built in 1989 in the inner city of Glasgow, Scotland, St Enoch Centre was facing increasing competition from newer malls, as At every event, shoppers could make a donation to the well as growing social problems, creating some negative “Have a Heart Appeal.” The activities supported a local perceptions. New owners Ivanhoe Cambridge planned a £100 charity, The Prince and Princess of Wales Hospice, which is million redevelopment to keep the centre’s 20 million annual located near the centre. visitors. The three-year renovation and expansion process will Results increase the centre’s size to 92,903 square metres, and create The last quarter of 2006 saw a footfall increase of 12.6% up to 1,500 new jobs. The rebuilding, however, required the over 2006. The “Children’s Christmas Twinning Concert” local support of the community if the centre were to stay drew 250 people, the maximum allowed. About 2,400 viable during the rebuilding. children attended the Elf Academy. The Chill Out Zone The marketing team devised a programme that would drew 500 professionals, and 100 people attended each of emphasise values and the true spirit of Christmas, to begin the tea dances. A total of £5,000 was raised for the repositioning the 69,767-square metre St Enoch Centre as a Hospice. warm and family-oriented project, while keeping to a relatively Credit small budget of £120,000. Owned/Managed by: Implementation Ivanhoe Cambridge Professional Recognition: Based on market research, the team targeted three primary users: families, the elderly and professionals. For families and Susan Nicol, General Manager, professionals, the key to increasing was extending their St Enoch Centre traditional shopping hours. A potential growth area was older Tracy Patrick, Marketing shoppers, accounting for just 3% of the market. Manager, St. Enoch Centre Kay McCarthy, Account An overall theme, “St Enoch: Right at the Heart of Christmas, Director, The BIG partnership Right at the Heart of the City,” was devised and became the Simon Muir, Account Director, basis of a three-week programme of events. The holiday season AdPartners was officially launched with a carol concert involving youngsters Lianne Dempster, Account from five local primary schools. Each school was paired with one Director, Feather Brooksbank St Enoch Centre of Glasgow’s five twin cities to build closer ties – the children management team presented a project on a traditional Scottish Christmas to Glasgow’s Lord Provost, who forwarded their work to their twin school. An Elf Academy consisted of free children’s craft workshops. Anchor, Debenhams and McDonald’s sponsored a breakfast with Santa and Mrs Claus.

20 Community Relations Category More than 40,000 square metres

“Heaven on Earth” Manufaktura Lódz, Poland

Poland’s second city, Lódz (once called the Polish Manchester), has a long history of distrust toward public institutions and the legal system. But the once-industrial city has been declining economically since the 1990s. Summertime was particularly difficult, with children out of school.

The retail/entertainment/cultural centre Manufaktura opened in the heart of Lódz in May 2006. The largest such centre in Central/Eastern Europe, the project faced a number of challenges. It was built near a poor area of the city. The marketing and management team wanted a campaign that would reconcile the needs of the local community with the business needs of the centre, while having a social impact. Capping the programme was the Sun Weekend, where “Manufaktura: Heaven on Earth” visitors enjoyed Afro-Latino, sought to involve children from the samba and salsa city’s less affluent areas, and attract demonstrations, live bands, a new and future customers, by creating dance competition, a photo a substitute summer holiday for those exhibit about Brazil and unable to get away. fireworks. The beach was free and open to the public during the centre’s operating hours. Shoppers who spent more than Implementation 50 PLN were offered a free parasol on the beach. The campaign’s name, “Manufaktura: Heaven on Earth,” echoed the site’s former name: the Promised Land. Some The campaign was promoted with a press conference, media 500 tons of sand were transformed into a beach that patronage from the most popular regional newspapers and opened on Manufaktura Market Square. The beach, radio stations. complete with deckchairs, baskets, umbrellas, a volleyball court and Hawaiian bar with cold drinks, was introduced to Results the public via a press conference. A children’s play area was During the three-week campaign, the centre saw a 15% to created, with inflatable toys, an art corner, swimming pool 17% increase in visits compared with previous weeks. The and train set. Other children’s attractions included sports campaign was the subject of 47 articles and publications, competitions and art workshops. Adult attractions included appearing on all regional radio and television stations, demonstrations of bartending skills to music supplied by including patronage from the most popular newspaper in the local disc jockeys, fitness classes with professional instructors, district, and one of the most popular national radio stations. simulated surfing and rowing competitions. A simulated car rally was held and shoppers met the Orlen Racing Team. Credit Owned/Managed by: Apsys Each weekend was organised around a different theme: Professional Recognition: dance (featuring salsa, capoiera, break dancing and belly Aleksandra Wasilewska, Communication Director, Apsys dancing exhibitions and a competition), sports (a beach Joao Carlos Xavier, Manufaktura Site Manager, Apsys volleyball tournament), beer and grill (a presentation of Agnieszka Nowak, Marketing Director, Manufaktura, Apsys international beers and various contests and music (a disc Bruno Escur, Assets Manager, Apsys jockey competition and karaoke). 21 Community Relations Category Joint Centre Campaign

Bambini a Colori 25 Cogest Italia managed centres in Italy

Press conferences were held inside each centre. The children who drew the winning pictures were given a prize, and the drawings were collected to become calendars and greeting cards that were Unfortunately not all children are healthy – distributed to humanitarian associations and not all healthy children are aware of their and sold at the centres to benefit local good fortune. Cogest Italia sought to make children hospitals. healthy children aware of others’ suffering by holding events at its 25 centres. The programme would Results increase traffic at its projects while brightening the lives of The municipalities of all 25 centres became involved, and children in hospitals in those markets. the programme received two ordinances of patronage to the Daverio and Rome municipalities. More than 75,000 The children involved in the project conveyed their children (students, customers and patients) were involved, sympathy to the sick children of the hospitals by making a representing 250 schools and 3,750 classes, as were 22 drawing. The best artwork was then selected by a special hospitals and 10 national charities. More than 21,000 panel led by a well-known Italian childrens’ singer, who drawings were collected. performed at every centre. The winning drawings became Footfall technology is not in place at all centres. But various calendars and greeting cards, whose sales raised funds for centres reported increases in visitors from 3.3% (La Fattoria, the local children’s hospitals. in September) to 114.8% (Piazza Umbra, in early December). The programme was mentioned in 25 local Implementation newspapers. More than 5,100 visits to the centres’ Web site Three groups of children were enlisted by each Cogest were recorded. The programme received the Community centre: sick or injured children in a local hospital, local Relations Award 2006 from the Italian Council of Shopping primary school students and young customers. All three Centres. groups of children were invited to create drawings on the theme of solidarity with the less fortunate. Credit Cogest Italia obtained permission from the owners of all 25 Owned/Managed by: Cogest centres to conduct the programme. The centres then Italia srl contacted the headmasters of schools in their markets and Professional Recognition: the head physicians of local hospitals to promote the Carmen Chieregato, Managing children’s participation. Art workshops were set up in the Director, Cogest Italia schools, children wards and shopping centres. Francesco Zamboni, Marketing Manager, Cogest Italia The company also enlisted the aid of Cristina D’Avena, the Larissa Gares, Foreign Dept., Cogest Italia well-known Italian singer of cartoon soundtracks, who Management Team Cogest Italia agreed to perform at each centre and participate on a special judging panel that selected the best drawings. D’Avena’s popularity created a cheerful, attractive atmosphere. A giant cake also was offered to the audience at each show. 22 Community Relations Category Joint Centre Campaign

“Search for Tomorrow’s World Champions” 18 Metro Group managed centres in Germany

The FIFA World Cup 2006 provided shopping centre marketers a major opportunity to draw shoppers and link centres to their communities and also to tie sister centres more closely together. METRO Group Asset Management developed a football-themed campaign for 18 of its 28 centres in Germany, crossing the sport with a variation on “American Idol.” Between February and October 2006, 18 METRO centres searched for the football stars of tomorrow, holding competitions for boys and girls between 7 and 16 years old.

Implementation METRO developed an all-encompassing communications platform, “Search for Tomorrow’s World Champions,” that became a joint message for all participating centres. The contest was announced via a radio promotion with RMS, the central marketer of all German private radio stations, in daily newspapers, and direct marketing campaigns to clubs and schools. An Internet microsite was created and posters placed in areas near the centres. Results The competition drew 6,000 participants, making it the A mood film featuring the young hip-hop band Bessawisser largest football talent competition in German history. The was produced and shown on TV modules in the centres and campaign was mentioned in 208 print articles, 48 online on the Internet to promote the contest. Children could articles (receiving 135.6 million page visits), and 38 radio apply to participate online. Cost efficiencies were achieved, clippings. A visitor survey conducted three months later with the promotion spread over 18 properties. found that 26% of respondents recalled the promotion, with Preselection took place on up to three specially developed a 93% positive assessment. Almost one-fifth of the professional training courses. The instruction and judging at respondents said they visit their centre more frequently as a the centres was handled by up to seven leading coaches and result of the campaign. Tenants also recorded increased players. Mainz 05 coach Jürgen Klopp and “World Women’s footfall. Footballer of the Year” Birgit Prinz offered testimonials. Credit Contestants who proved themselves in the four finals could Owned/Managed by: Metro Group Asset Management win a one-week professional training course with Klopp. The GmbH & Co. KG winners won a trial training with a Bundesliga club. Professional Recognition: Participants who didn’t qualify for the higher prizes received Thomas Franken, Head of Advertisement & Marketing, Metro a football badge, autographs or a T-shirt. Adidas helped Group Asset Management GmbH & Co. KG sponsor drawings for World Cup tickets, Epson sponsored autograph cards for all participants, and Sinalco served free drinks. During the preliminary rounds, 360 children won gold medals.

In the final selection process, held from the 4th of September to the 2nd of October, 53 children won a one- week professional football training course, and 10 children were awarded trial training with a Bundesliga club.

23 Centre Productivity Category More than 40,000 square metres

“CentrO Oberhausen Christmas Market” CentrO Oberhausen Oberhausen, Germany

All 150 kiosks received new roof decorations to improve visual impact, and animated Christmas scenes were placed at the market. Supporting entertainment came from CentrO Winterworld: a 50-metre toboggan slide for children, totally paid by a third-party operator and sponsors.

Public relations and media efforts focused on the expanded market. Additionally, the centre also increased its marketing The outdoor Christmas market, with 20 to 150 wooden kiosks efforts on tourists. More than 1,000 coach operators selling foods, gifts and drinks is a traditional part of German received flyers and created special trips. Mall tenants city centres during the holiday season. In an effort to participated, as well, through coupon books to tour groups. compete with these downtown complexes, CentrO Some 50,000 books were distributed to coach Oberhausen became Germany’s first shopping centre to run passengers.In addition, a new Christmas market website was its own outdoor Christmas Market in 1996. The market has created. Over 40 days, it generated 82,600 visits. become an extremely successful operation for CentrO. The Results number of kiosks rose from 50 in 1996 to 100 in 2000, and A record 2,236 coaches visited CentrO in 2005, an increase on peak days, the market was too crowded for people to of 27.8% against 2004. The number of total shoppers browse. By 2004, management estimated the expansion showed a 3.7% increase compared with 2004. Per capita potential at 35 to 70 kiosks. Given that 250 tenants applied spend in the mall rose a record 10.5%. Profits rose 93% to for 100 kiosks in 2004, it was theoretically possible to grow m355,336 in a six-week period, and ROI increased from the market to 170 kiosks in 2005. Given the intense 20.9% to 40.3%. competition nearby (more than 40 million square feet of retail space located within 30 minutes’ drive), and the desire to Credit maintain a high standard of kiosk operators, CentrO chose to Owned by: Stadium Ltd., expand its Market by 50 units. However, it also wished to England ensure that this 50% expansion in kiosk count resulted in a Managed by: CentrO similar increase in sales and profits. Management GmbH Professional Recognition: Implementation Michael Grundmann, Managing Achieving that result involved a combination of leasing and Director, CentrO marketing efforts. New kiosk leases would bring in more Wolfgang Pfau, Managing income, increasing overall profitability. Additional income was Director, Partner Marketing generated, and return on investment maximised from existing Cooperation (PMC) tenants by granting 25 long-term participants a three-year Frank Pöstges, Managing participation guarantee for a one-time premium of m3,145 Director Marketing each.

Michael Grundmann The expansion also had to deliver an improved kiosk mix to and Frank Pöstges attract all age groups and widely different tastes. “Show kiosks” were introduced to demonstrate products and increase interaction with visitors. Craftsmen demonstrated traditional glass blowing, porcelain painting, carving and baking. 24 Centre Productivity Category More than 40,000 square metres

CentrO Oberhausen Corporate Sponsorship Programme CentrO Oberhausen Oberhausen, Germany

From its opening in 1996, CentrO Oberhausen had run a successful sponsorship program, achieving a record eight category sponsors in 2004. In 2004, staff noted three- quarters of those contracts would end as CentrO approached its 10th anniversary. A yearly income of nearly m1.5 million was at risk. CentrO needed to retain existing sponsors, replace others, and boost sponsorship revenues to more than m2.1 million in 2005, and an additional 5% increase in 2006.

Implementation CentrO wanted to renew long-term contracts with energy suppliers E.ON Ruhrgas and EVO, exclusive ice cream vendor Nestlé Schöller, and beverage partner Coca-Cola. The Through an agreement with HSDPA, staff enjoy mobile access centre and specialist agency PMC also sought a new to the centre’s entire building management control system premium partner for its banks, and sought a new via laptops. partnership for mobile telecommunications. Results For E.ON Ruhrgas, CentrO installed a gas heater pipeline to By May 2006, CentrO had extended four of the six expiring its open-air promenade, where 25 food vendors operate. contracts and replaced two minor banking partners with one CentrO buys the gas at a reduced rate, selling it to tenants major sponsor. With two contracts still in place, the centre at a profit. Through a new five-year sponsorship deal with maintained eight long-term partnerships. Value-in-kind EVO, CentrO buys power for itself, and for tenants who have income, including the use of free mobile phones and joined a pool and purchase their power through the centre. beverages for CentrO hospitality purposes, rose to m383,760 Nestlé Schöller’s contract was extended on existing terms, annually, a 120% increase. CentrO increased its yearly but for 10 years, as the centre increased the number of sales sponsorship income to a record high of m2,440,152, an kiosks from six to eight, and declined to renew leases with increase of 13.7%. This sum covers 75% of CentrO’s entire other ice cream vendors. Coca-Cola’s agreement was marketing budget. extended for five years, maintaining existing exclusivity, and sales, naming, advertising and events rights, at a 12% higher Credit fixed annual fee. Sales-related bonuses based on footfall, Owned by: Stadium Ltd., sales areas and litre sales could produce up to 30% higher England fees. Managed by: CentrO Management GmbH A new five-year contract was signed with Citibank in May Professional

2006, giving the bank nine ATMs and an in-mall service Recognition: Marcus Remark; kiosk. Citibank and CentrO will jointly launch a loyalty card Michael Grundmann Michael Grundmann, Managing Director, and Frank Pöstges with credit card function, and Citibank uses the centre’s CentrO media network. The centre’s agreement with Vodafone Marcus Remark, Event Manager, CentrO gives it exclusive sales and promotion rights. CentrO is now a Frank Pöstges, Managing Director test market for new technologies, and became the world’s Marketing first location of the world’s fastest wireless communications.

25 Centre Productivity Category More than 40,000 square metres

“Easter with Lindt Chocolates” Glòries Shopping Centre Barcelona, Span

A simple one-day product launch instead became a seasonal marketing event, to the advantage of both Glòries Shopping Centre in Barcelona, Spain, and Lindt Chocolates. The opening of Glòries in 1995 was a pioneering move in Barcelona’s urban renewal, and manager Rodamco Europe had successfully positioned the centre’s marketing as distinctive and innovative. Lindt Results Chocolates approached the centre about staging a one-day Footfall rose 3.8%, and sales rose 3.7% over the same launch of its new Gold Bunny product, placing an inflatable period in the prior year, 1.8 points and 1.7 points over the Easter bunny at the centre and offering a sample. budget, respectively. The centre gave out 6,700 bunnies to Instead, the mall saw the potential for an even greater its customers, 34% more than planned. Instead of a one- promotion, using the chocolate bunny as the centrepiece of a day event, Glòries created a complete holiday campaign, 13-day campaign that would include events as well as product benefiting the centre over a longer term. Market research distribution. The result would link Lindt to the centre’s Easter found that the promotion was one of its best-remembered campaign, increase footfall and create a long-term bond with by the public. Even the fact that the Carrefour ran out of both Lindt and the community. Gold Bunnnies enhanced sales!

Implementation Credit The centre and Lindt expanded a simple specialty-leasing Owned/Managed by: Rodamco Europe proposal into a major marketing event, creating an exclusive Professional Recognition: collaboration on an Easter campaign. The centre held Santiago Carol, Manager, Glòries/Rodamco Europe children’s workshops for colouring the Gold Bunny, and story- Marisol Álvarez, Marketing Manager, Glòries/Rodamco telling sessions explaining the Easter bunny tradition were held. Europe The Glòries comprehensive media plan promoted the campaign via radio, press, outdoor and indoor communications. The centre provided Lindt with banners and floor vinyls to generate awareness within the centre, while the chocolatier gave the centre 7,000 gold bunnies (valued at m23,000), 200 of which were given to the centre retailers in a goodwill gesture. Lindt placed a stand in the centre for the bunny exchange point, and absorbed the cost of its staffing. Between the stand and the promotional materials, Glòries looked like a Lindt centre for the duration of the promotion.

26 Public Relations Category From 20,001 square metres to 40,000 square metres

“Kanyon Underconstruction” Kanyon Istanbul, Turkey

Located in downtown Istanbul, Kanyon combines residential and office space with 37,500 square metres of retail. Because it is more than a commercial centre, its architects focused on creating an animated, intimate space that supports art, innovation and new trends. Such a unique project could hardly have a standard grand opening celebration. Instead, Kanyon’s “Underconstruction” programme used art to celebrate the centre and its creators, weeks before it opened its doors.

Implementation About three months before the opening ceremony, the marketing team invited nine photographers and one video artist, both from Turkey and abroad, to shoot the project and its workers. Working in different disciplines, Results from architectural stills to portraits, from abstract to nudes, A higher-than-average turnout for such events created the artists captured different aspects of the project during interest, helped establish Kanyon as a destination, and the construction phase. The 40 photographs and one video developed the project’s relationships with the artistic art selected were exhibited at the construction site two community. The hardhat invitations and keepsake book weeks before Kanyon’s official grand opening. remain coveted mementos of the party. One week before the event, the project and the exhibition were featured in An “Underconstruction” party was held at the building site Hurriyet, Turkey’s largest national newspaper, the equivalent for a select target audience and the media. The photos also of $90,000 in advertising and a reach to 1.6 million people. were collected in a book, with 500 copies distributed at the After the event, the project was featured in 14 articles in party to give further exposure to the local market as well as various publications, including three of the leading lifestyle the media. The construction theme was continued magazines in Turkey, particularly important to Kanyon’s throughout the event: the invitation was a hard hat, with target market. Nearly 7 million people were reached, and information print as a sticker. The elevator taking guests to more than $200,000 worth of media space obtained. the venue was covered in a roughshod style consistent with a construction site, and the event logo and artists’ names Credit were spray-painted industrial-style onto the walls. Even Owned by: Eczacibasi some genuine construction materials were left in place to Holding and ISGYO add to the atmosphere. (Restrooms, elevators and chairs, Managed by: Kanyon however, were completed for guest safety and comfort.) Yonetim Isletim ve The artwork was displayed on the walls, the floor and the Pazarlama Ltd. Sti. ceiling, highlighted by simple spot lighting. The catering, by Professional restaurant tenant Konyali, emulated the simple food Recognition: M.Lehto, F.Edige and team construction workers would eat during their lunch break. Markus Lehto, Managing Director, Kanyon Waiters were dressed in workers’ uniforms, and drinks were Murat Patavi, Creative Director, Republica served in ice-filled barrels with plastic cups. Advertising Agency Feride Edige, Director, Pro Iletisim PR Agency

27 Public Relations Category More than 40,000 square metres

“Glòries Sponsors the Barcelona FC” Glòries Shopping Centre Barcelona, Spain

An integral part of Barcelona’s urban renaissance since its 1995 opening, Glòries Shopping Centre has always been close to its community. But newer, larger competition could have threatened sales at the 52,000-square-metre centre, and its bond with its urban market. Glòries strengthened that bond by partnering with another deeply rooted brand in the city, the Club players shopped at the centre, using Glòries notes, Barça football club. The centre became an official sponsor of between January 1 and April 30, 2006. Two exhibitions of the the club, which was the league champion in 2005 and the Barça Museum were held at the Glòries Shopping Centre (in winner of the Champions League in 2006. The partnership March and October), coinciding with controversial matches was the first of its type in Europe. (Barça-Madrid and Madrid-Barça). At the first exhibition, the centre held a drawing for tickets to the Barça-Madrid match, Implementation generating media interest. The centre provided the Barcelona Football Club with m252,000, that had to be reinvested in shopping centre Results establishments. In return, the centre received the right to use Total sales rose 3.3% compared with 2005, 0.8 points over the term “Official Sponsor of Barcelona Football Club,” as well the goal of a 2.5% increase. Footfall in 2006 rose 4.2% vs. as the brand and logo both internally and externally. The 2005, 1.7 points over goal. The centre obtained m144,000 in centre was included in the club’s sponsorship programme. sponsorships, including deals with Panasonic, Aegon Insurance, Swatch, BMW and Vodafone. The centre gave out Four Barcelona FC t-shirts, signed by the whole team, were 6,000 tickets for the open-door practice of the number 1 given to the centre as give-aways. The centre also received the football team, 20% more than expected. The six sponsorship of the team’s open-door practice exclusively for its advertisements in the Camp Nou journal and the two ads in shoppers, the right to four seats at the Honour Box (with the Barça official house organ had a financial value of access to the VIP area) and four stand seats, as well as 300 m100,000. Year-end market research found that 40% of invitations to the Barcelona FC Museum, the second most- those surveyed remembered the Glòries sponsorship. visited museum in Spain. The sponsorship announcement was published on the club’s official Web site, and the centre’s Credit brand was placed on the sponsor’s plaque in the Presidential Owned/Managed by: Rodamco Europe area, at the entrances to the stadium, on 50 panel lights inside Professional Recognition: the stadium, in the journal, and on the video scoreboard Carol Santiago, Manager, Glòries/Rodamco Europe during all league and cup games. Marisol Alvarez, Marketing Manager, Glòries/Rodamco Europe

28 Public Relations Category More than 40,000 square metres

“Plaza Romania Gets into a Costume” Plaza Romania Bucharest, Romania

As Plaza Romania entered its third year of operation, its marketing team was looking for an innovative event to further solidify the centre’s leading position in the market, whilst creating positive media coverage. The project already had a history of premier events, including a chocolate festival, a wine festival, a book launch by former U.S. President Bill Clinton and a summer village, so the bar was set quite high. Halloween is not a major celebration in Romania, so the team decided to create a memorable event by transforming the 41,000-square-metre centre into Halloween world, a campaign they called “Plaza Romania Gets into a Costume.”

Implementation Halloween is not a very well known or commonly celebrated event in Romania, so management knew that with the right promotion and activities, the celebration would have a Results significant impact on the market. All tenants were asked to Media coverage totalled 56.53 column inches in four national decorate their shops and have their sales clerks in costume newspapers, 21.67 minutes of coverage in four national between the 15th and 31st of October, with a centre contest television channels, and five articles in four newspaper Web held for Best Costume and Best Decorated Shop. The sites, above goal. Approximately 42% of tenants participated campaign ended with a costume party on Halloween night, in the costume contest, well above the 25% goal. The party with customers, shop clerks, celebrities, media and VIP’s drew approximately 700 attendees, at least 300 more than attending the largest Halloween party in the history of expected. Raffle participation was 31.46% above target. Romania. Credit For the first time, the centre was professionally decorated Owned/Managed by: Anchor Grup S.A. with custom-designed decorations. Maintenance, security Professional Recognition: and office staff also wore costumes. Costumed promoters Burcu Karasoy, Marketing & Sales Director, Plaza distributed “Witch Head” branded pencils, and invited Romania/Anchor Grup S.A. shoppers to vote on the Best Costumed Clerk and Best Lucian Gheorghescu, Deputy Marketing Director, Plaza Decorated Shop to win vouchers and Halloween Party Romania/Anchor Grup S.A. invitations. Partnership agreements were concluded with a Marilena Brinzan, Public Relations Manager, Plaza national television station, which distributed party invitations Romania/Anchor Grup S.A. via contests in the morning shows, and with a newspaper, Dragos Dimancea, Btl Coordinator, Plaza Romania/Anchor which advertised the party. A press release describing the Grup S.A. campaign was sent to all important media. Invitations were Oana Cristea,Retail Marketing Strategist, Plaza sent 10 days before the party to local celebrities, tenants and Romania/Anchor executives. The event was held in the main hall of the centre, Grup S.A. with performances by a famous disc jockey and dancers. Prizes were awarded to the Best Costumed Clerk, the Best Decorated Shop and the lucky customers.

FROM LEFT TO RIGHT: Anda Marinescu, Agnes Tiu, Dragos Dimancea, Oana Cristea, Burcu Karasoy, Marilena Brinzan, Elena Cazacu, Lucian Gheorghescu

29 Public Relations Category Joint Centre Campaign

“Searching for Tomorrow’s World Champions” 18 Metro Group managed centres in Germany

The preselection process took place on up to three specifically developed professional training courses. Non-finalists received consolation prizes such as t- shirts. Draws were held for World Cup tickets. Media was present at the draws. Adidas, Epson and Sinalco sponsored giveaways.

Public relations efforts were helped by the The FIFA World Cup 2006 provided a unique participation of leading coaches and opportunity for 18 of 28 centres managed by Metro players, including Jürgen Klopp and three-time “World Group Asset Management GmbH & Co. KG to create a joint Women’s Footballer of the Year” Birgit Prinz, as judges and promotion. The centres hosted “Searching for Tomorrow’s coaches, and offering testimonials. World Champions,” competitions that crossed football with “American Idol,” allowing children to compete for 10 trial The preliminary rounds produced 360 gold medallists, with trainings with the Bundesliga club of their choice. Promoting 53 children winning a one-week professional football the contest required the public relations support of strong training camp. Ten children won a trial with the Bundesliga media partners to attract the attention of the target club of their choice. audience, boys and girls between 7 and 16 years of age. A campaign was created focused on the dream of becoming a Results professional football player. With more than 6,000 participants, it was the largest football talent competition in German history. The contest Implementation received 208 total print clippings with an extended total Creating an appropriate slogan was complicated by FIFA’s strict circulation of 16.9 million readers, and 38 radio clippings. control of its trademarks, logos, brands and awards, including A total of 48 online clippings received more than 135.5 the World Cup Trophy. Self-designed logos that bore even a million total page visits. Three months after the promotion passing similarity to the official World Cup logo were ended, 26% of respondents could recall the World Cup prohibited. An all-encompassing communications umbrella was campaign, and 93% gave it a positive assessment. Nearly developed, using the message “Search for Tomorrow’s World all (96%) would like to see the promotion repeated. Champions.” Tenants saw increased footfall. The campaign’s three-step process was held between February Credit and October 2006. The contest was announced via a radio Owned/Managed by: Metro Group Asset Management promotion with RMS (the central marketer of all German GmbH & Co. KG private radio stations), public relations efforts with daily Professional Recognition: newspapers and “Bravo Sport,” and via local television. Children Thomas Franken, Head of Advertisement & Marketing, applied online to participate. Materials were produced through Metro Group Asset Management GmbH & Co. KG a combined action of the centres, and public relations efforts were coordinated by one agency to achieve cost synergies and maintain a high standard. But all press contact was done locally at the centre level.

30 ICSC Solal Marketing Awards

2007 Solal Shopping Centre Award Judges

Chairman: Carlos Jesus Head of Marketing Europe Sonae Sierra Lisbon, Portugal

Myriam Beaugé Ulker¨ Melek Editor in Chief Advertising and PR Manager Tactics Magazine & Marketing Trendz Akmerkez Gyo A.S. Burnaby, BC, Canada Istanbul, Turkey

Frank Pöstges Jacques Sinke Managing Director Marketing Director of International Retail CentrO Management GmbH, Bouwfonds MAB Development BV Oberhausen, Germany Den Haag, the Netherlands

Claus Tüchsen Aleksandra Wasilewska Marketing Manager Director of Communication Steen & Strøm Apsys Sp. z.o.o. Copenhagen, Denmark Warsaw, Poland Next Generation

Burcu Karasoy Osmo Ansio Marketing & Sales Director Shopping Centre Manager Anchor Grup S.A. Citycon Oyj Bucharest, Romania Helsinki, Finland

31 ICSC Solal Marketing Awards 2008 will be presented at the new ICSC Marketing Conference 12-13 June Prague, Czech Republic

Why Enter?

A winner of the ICSC Solal Marketing Awards represents the shopping centre industry’s judgment as to what constitutes “the best retail marketing.” The benefits of this recognition are immeasurable:

• Reputation – a demonstrated standard of excellence to be shared with the shopping centre owner and management. • Industry acclaim – Finalists will see their work showcased at the new ICSC Marketing Conference followed by the announcement of winners and presentation of awards at a special awards ceremony. • Public recognition – complete coverage in Shopping Centers Today and www.icsc.org • ICSC will also issue press releases announcing all winners to the media. • Award and merit winners will receive the ‘Winner’ logo to display on marketing documentation and correspondence. • Global leadership – as a winner in the ICSC Solal Marketing Awards, you will be recognised around the world as among the very best the shopping centre industry has to offer. Winners will be automatically submitted to the ICSC MAXI Awards Programme.

For more information, please contact ICSC on +44 20 7976 3107 or visit www.icsc.org/icscsolal ICSC European Office, 29 Queen Anne’s Gate, London SW1H 9BU United Kingdom