DOCSLIB.ORG

Macarthur Center Tenant Design & Construction Criteria Property Specific Requirements Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Macarthur Center Tenant Design & Construction Criteria Property Specific Requirements Table of Contents MACARTHUR CENTER TENANT DESIGN & CONSTRUCTION CRITERIA PROPERTY SPECIFIC REQUIREMENTS TABLE OF CONTENTS 1.0 PROPERTY INTRODUCTION.......................................3 3.0 ARCHITECTURE AND FINISHES (CONTINUED)....21 1.1 Base Building Information 3.2 Food Court Tenant Requirements 1.2 Contact Information • Interiors 1.3 Vicinity Map •Ceiling Work 1.4 Site Plan • Floor Finishes 3.3 Interior Storefront Signage 2.0 ARCHITECTURAL LEASE PLANS..............................7 • Storefront Signage (Retail Tenants) 2.1 Lease Plan - Level 1 • Storefront Signage (Food Court Tenants) 2.2 Lease Plan - Level 2 3.4 Interior Blade Sign (Retail Tenants) 2.3 Lease Plan - Level 3 3.5 Exterior Storefront Signage, Canopy and Awnings 2.4 Food Court Location Plan 2.5 Food Court Plan 4.0 ENGINEERING GUIDELINES.......................................24 • East 4.1 HVAC Criteria (All Tenants) • West 4.2 HVAC Criteria (Food Court, Restaurant & Odor Tenants) 2.6 Blade Sign Justification Plan 4.3 Electrical Criteria • Level One 4.4 Plumbing Requirements • Level Two 4.5 Life Safety • Level Three 3.0 ARCHITECTURE AND FINISHES................................18 3.1 Interiors • Walls and Partitions • Toilet Room Requirements • Floor Finishes • Ceiling Work • Rubbish Storage Rooms • Exit/Access/Doors and Corridors • Floor Construction NOTE: • Design Loads This document is a supplement to Starwood Retail Partners Global Requirements Criteria and should be used in conjunction with that manual. MacArthur Center Tenant Design & Construction Criteria | 06.07.19 2 1.0 PROPERTY INTRODUCTION 1.0 PROPERTY INTRODUCTION 1.1 BASE BUILDING INFORMATION The 1,000,000-square-foot structure is adjacent to the General Douglas CONSTRUCTION TYPE: MacArthur Memorial. It is anchored by Nordstrom and Dillard’s department Existing Mall Building: Type 2C Fully Sprinkled stores, with space for a third major anchor Tenant. There are 400,000 square feet of Mall Tenant shops and 100,000 square feet of food and entertainment OCCUPANCY TYPE: offerings, including the Regal MacArthur 18-movie theater. Primary Occupancy: Group M (Mercantile) Occupancy Load: Persons The following Tenant Criteria establishes the standards of quality and design Total Area: (Per A2) for each Retail Tenant. Required Exits: Per Code By following the Criteria and Guidelines, each individual Tenant can create CODE INFORMATION an inviting and effective retail establishment, expressive of their individual Building: Virginia Building Code brand, while being compatible with the overall design concept and image. Mechanical: Virginia Mechanical Code Standard prototypical designs are not appropriate. Plumbing: Virginia Plumbing Code Electrical: Virginia Electrical Code Fire: Virginia Fire Code Accessibility: Governing Codes and The Americans with Disabilities Act (ADA) whichever is more stringent Energy: Virginia Fire Code All Local Ordinances Having Jurisdiction It shall be the Tenant’s responsibility to determine the edition of the above codes which are applicable (including supplements and state amendments) as codes are frequently revised and updated. The most stringent requirement of the above-mentioned applicable codes shall govern each increment of the work. MacArthur Center Tenant Design & Construction Criteria | 06.07.19 3 1.0 PROPERTY INTRODUCTION 1.2 CONTACT INFORMATION SHOPPING CENTER ADDRESS 300 Monticello Ave. STARWOOD RETAIL PARTNERS HEALTH DEPARTMENT Norfolk, VA 23510 TENANT COORDINATION Norfolk Department of Public Health 757-627-6000 1 E Wacker Drive, Suite 3600 830 South Hampton Avenue Chicago, IL 60601 Norfolk, VA 23510 [email protected] Marcia Green Snyder, RS MALL GENERAL MANAGER 312-242-3200 757-683-2712 Jim Wofford [email protected] 757-314-4414 BUILDING DEPARTMENT FM GLOBAL City of Norfolk FM Global Office Building and Construction Services 2100 Reston Parkway, Suite 600 ASST. GENERAL MANAGER & Granby Municipal Building Reston, VA 20191 DIRECTOR OF OPERATIONS 400 Granby Street Attn: 45042.55 MacArthur Center Doug Martin Norfolk, VA 23510 [email protected] 757-664-6565 757-314-4416 For Permitting general information and tips, please refer to our website https:// FIRE DEPARTMENT starwoodretail.com/lease-from-us/properties/ MARKETING DIRECTOR City of Norfolk Fire Department macarthur-center for further information. Karen Husselbee 757-664-6604 [email protected] 757-314-4413 GAS SERVICE Virginia Natural Gas MANAGER EAST REGION, 866-229-3578 TENANT COORDINATION Brenda Sparks [email protected] TELEPHONE SERVICE 312-283-5115 Single Digits 855-256-8300 MacArthur Center Tenant Design & Construction Criteria | 06.07.19 4 1.0 PROPERTY INTRODUCTION 1.3 VICINITY MAP Project Location north MacArthur Center Tenant Design & Construction Criteria | 06.07.19 5 1.0 PROPERTY INTRODUCTION 1.4 SITE PLAN north MacArthur Center Tenant Design & Construction Criteria | 06.07.19 6 ARCHITECTURAL LEASE PLANS 2.0 ARCHITECTURAL LEASE PLANS 2.1 LEVEL ONE LEASE PLAN North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 8 2.0 ARCHITECTURAL LEASE PLANS 2.2 LEVEL TWO LEASE PLAN North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 9 2.0 ARCHITECTURAL LEASE PLANS 2.3 LEVEL THREE LEASE PLAN North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 10 2.0 ARCHITECTURAL LEASE PLANS 2.4 LEVEL THREE FOOD COURT LOCATION PLAN FOOD COURT MacArthur Center Tenant Design & Construction Criteria | 06.07.19 11 2.0 ARCHITECTURAL LEASE PLANS 2.5 LEVEL THREE FOOD COURT PLAN FOOD COURT MacArthur Center Tenant Design & Construction Criteria | 06.07.19 12 2.0 ARCHITECTURAL LEASE PLANS 2.6 CRAWL SPACE LOCATION PLAN - EAST MacArthur Center Tenant Design & Construction Criteria | 06.07.19 13 2.0 ARCHITECTURAL LEASE PLANS 2.6 CRAWL SPACE LOCATION PLAN - WEST MacArthur Center Tenant Design & Construction Criteria | 06.07.19 14 2.0 ARCHITECTURAL LEASE PLANS 2.6 BLADE SIGN JUSTIFICATION PLAN - LEVEL ONE LEFT JUSTIFIED RIGHT JUSTIFIED North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 15 2.0 ARCHITECTURAL LEASE PLANS 2.6 BLADE SIGN JUSTIFICATION PLAN - LEVEL TWO LEFT JUSTIFIED RIGHT JUSTIFIED North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 16 2.0 ARCHITECTURAL LEASE PLANS 2.6 BLADE SIGN JUSTIFICATION PLAN - LEVEL THREE LEFT JUSTIFIED RIGHT JUSTIFIED North MacArthur Center Tenant Design & Construction Criteria | 06.07.19 17 ARCHITECTURE AND FINISHES 3.0 ARCHITECTURE AND FINISHES 3.1 INTERIORS WALLS AND PARTITIONS CEILING WORK • Tenant shall provide and install non-combustible fire stops as may be • Ceiling heights are shown on the Space Layout Drawing included with required at separations from the leased premises and ceiling above Mall the Tenant Design Package. Tenant is responsible for field verification of areas. Fire stop must not be attached to the Landlord’s Mall ceiling system the existing conditions. Ceiling heights above the height shown on the • Demising walls and steel columns shall receive a minimum of one layer of Space Layout Drawing may be possible but Landlord does not guarantee 5/8” fire code gypsum wallboard with taped and spackled joints from floor clearances for such ceilings. In some cases, existing utilities may be to underside of structure above relocated by Tenant at Tenant’s expense. Written approval from Landlord • Tenant’s interior partitions shall be made of metal stud framing with is required before proceeding with such work gypsum board finish on all sides with taped and spackled joints • Metal suspension systems shall be used for all ceilings and shall be secured to Landlord’s structural framing only. No connections to Landlord’s roof deck will be permitted TOILET ROOM REQUIREMENTS • Provide access panels to permit servicing of all equipment located above • All toilet room floors above grade level shall have a Landlord approved the ceiling. Access panels in hard surface ceilings must be flush with waterproof membrane between the structural sub-floor and the Tenant’s adjacent finishes. Access panels should be installed on vertical ceiling finish floor soffits or located as inconspicuously as possible • All toilet room floors above grade level shall have a Landlord approved waterproof membrane between the structural sub-floor and Tenant’s finish floor, that must be flood tested by Tenant and witnessed by Landlord. All RUBBISH STORAGE ROOMS toilet rooms shall have ceramic tile sanitary floors and bases that extend • Provide a storage area for rubbish in all food or beverage service a minimum of 4” above finish floor. Floor drains and thresholds are also operations required • All storage area floors on supported slabs shall have an approved • Floor drains and thresholds are also required waterproof membrane between Landlord’s structural sub-floor and Tenant’s finish floor installed by the Landlord’s designated contractor at Tenant’s expense FLOOR FINISHES • All floor finishes at the storefront line shall be the same finish floor elevation as the Landlord’s Mall floor • Expansion joints in sales areas must be detailed and illustrated in the Construction Documents. Expansion joint material must be compatible with the floor finish material MacArthur Center Tenant Design & Construction Criteria | 06.07.19 19 3.0 ARCHITECTURE AND FINISHES 3.1 INTERIORS (continued) EXIT/ACCESS/DOORS AND CORRIDORS FLOOR CONSTRUCTION • Where an exit/access door is required, a recessed vestibule is also required • First Floor • Exit/access doors shall be minimum 3’-0” x 6’-8” x 1-3/4” 1-hour “B” • Column lines
Load more

Recommended publications
  • The Role of Anchor Tenant in Driving Traffic in a Shopping Mall: the Case of Nakumatt Exit from Three Shopping Malls in Nairobi
    JOURNAL OF LANGUAGE, TECHNOLOGY & ENTREPRENEURSHIP IN AFRICA Vol. 10 No. 1 MAY 2019 ________________________________________________________________________ THE ROLE OF ANCHOR TENANT IN DRIVING TRAFFIC IN A SHOPPING MALL: THE CASE OF NAKUMATT EXIT FROM THREE SHOPPING MALLS IN NAIROBI Peter N. Kiriri United States international University – Africa Email: [email protected] Abstract The current study investigates the role of an anchor tenant in driving traffic in a shopping mall. As the main tenant in a shopping mall, anchor tenants are expected to attract both human and vehicular traffic into a shopping mall. The traffic to the anchor tenant is expected to spill over to the non- anchor tenants and thus benefit them. This expectation is sometimes not met especially when an anchor tenant is posting sub-optimal performance or when they exit the mall. The background of this study was based on the malls in Nairobi who had Nakumatt Supermarkets chain as the anchor tenant. Nakumatt was the largest chain of supermarket with about 64 outlets in East Africa at its highest level at the beginning of 2017. However, due to a myriad of management challenges, the chain was forced to close most of its stores to a low of about 5 operational stores in mid-2018. As a result, and based on the findings, this affected the shopping malls as traffic reduced by almost 50% in some malls. The effects were felt in terms of reduced business activities in the mall, reduced occupancy levels, lower rental rates and general decline of mall financial performance. It is recommended that shopping malls should consider having more than one anchor tenant to mitigate against the effects of sub-optimal performance or exit of the anchor tenant.
    [Show full text]
  • Life After Death – Coping with the Aftermath of a Co-Tenancy Failure
    Life After Death – Coping with the Aftermath of a Co-Tenancy Failure Author: Sunita Mahant, Senior Director, Legal Affairs, Ivanhoé Cambridge Inc.1 Susan. D. Rosen, Partner, Gowling WLG (Canada) LLP Co-authors: Katherine Garretto and Daniel Minuk2 Today, we hear phases such as “retail apocalypse”, “the end of the mall”, “death of brick and mortar retail”. These are just a few of the phrases that have been used to describe the current state of the retail real estate market. There is no denying that the global commercial real estate market has undergone a significant seismic shift over the past few years, and the forces that have precipitated those changes, are ongoing and continuing to change the way in which commercial retail real estate is developed, renovated, repurposed, rejuvenated and effectively leased. The aforementioned seismic shift in the retail landscape is also having a significant impact on how existing co-tenancy clauses are being interpreted, the remedies that are practically available when these clauses are violated and the manner in which new co- tenancy clauses should be written in view of the e-commerce retail revolution. Historically, a tenant of a certain size and/or brand recognition (the “Benefitting Tenant”), would require a co-tenancy clause be inserted into its lease to ensure that it would have the benefit of being located in a shopping center that had existing leases with one or more large department stores, grocery stores, supermarkets and/or named brand retailers, all with the expectation that these types of anchor or major tenants would drive traffic to the shopping centre generally, and to the Benefitting Tenant specifically.
    [Show full text]
  • The Evolution of Shopping Center Research: a Review and Analysis
    Marquette University e-Publications@Marquette Finance Faculty Research and Publications Finance, Department of 1-1-1994 The volutE ion of Shopping Center Research: A Review and Analysis Mark Eppli Marquette University, [email protected] John D. Benjamin The American University Published version. Journal of Real Estate Research, Vol. 9, No. 1 (Winter 1994): 5-32. Publisher Link. © 1994 American Real Estate Society. Used with permission. Mark J. Eppli was affiliated with The George Washington University at the time of publication. THE JOURNAL OF REAL ESTATE RESEARCH The Evolution of Shopping Mark J. Eppli* Center Research: John D. Benjamin** A Review and Analysis Abstract. Retail research has evolved over the past sixty years. Christaller's early work on central place theory, with its simplistic combination of range and threshold has been advanced to include complex consumer shopping patterns and retailer behavior in agglomerated retail centers. Hotelling's seminal research on competition in a spatial duopoly has been realized in the form of comparison shopping in regional shopping centers. The research that has followed Christaller and HotelIing has been as wide as it has been deep, including literature in geography, economics, finance, marketing, and real estate. In combination, the many extensions of central place theory and retail agglomeration economics have clearly enhanced the understanding of both retailer and consumer behavior. In addition to these two broad areas of shopping center research, two more narrowly focused areas of research have emerged. The most recent focus in the literature has been on the positive effects large anchor tenants have on smaller non-anchor tenant sales.
    [Show full text]
  • South Shore Park Comprehensive Plan for Strategic Place Activation Report Prepared As a Collaboration Between A.W
    South Shore Park Comprehensive Plan For Strategic Place Activation Report prepared as a collaboration between A.W. Perry, Place Strategists and Vanz Consulting. The material produced herein has been compiled at the exclusive request of A.W. Perry as a framework for the activation of their real estate holdings in Hingham & Rockland. Any conclusions presented reflect the research and opinions of A.W. Perry, Place Strategists and Vanz Consulting. These materials do not necessarily reflect the positions of the Towns of Hingham or Rockland. 15 November 2019 SOUTH SHORE PARK | COMPREHENSIVE PLAN FOR STRATEGIC PLACE ACTIVATION 3 COMPREHENSIVE PLAN FOR STRATEGIC PLACE ACTIVATION (CPSPA) FOR THE SOUTH SHORE PARK A Comprehensive Plan for Strategic Place Activation (CPSPA) for the South Shore Park The following report includes Step 1 | Deep Dive + Discovery, Step 2 | The Scientific (SSP), Hingham and Rockland, MA, is developed to meet the market demand and Research Plan, Steps 3 | Programmatic Plan, and Step 4 | Place Activation Guidelines. opportunities, providing the required spatial environments for a more seamless and Steps 1 and 2 focus on analyzing the existing site conditions, and the initial proposed resilient development phasing. conceptual master plan design. These steps aim to provide the analytical framework for Steps 3 and 4 that focus on proposing a programmatic development scheme for A bottom up approach is adopted to ensure the link between a large-scale the overall master plan and two sets of guidelines to be adopted by specialists along comprehensive framework and the human scale. The focus of the CPSPA is to the development process.
    [Show full text]
  • Has the Retail Apocalypse Hit the DC Area?
    POLICY BRIEF Has the Retail Apocalypse Hit the DC Area? Leah Brooks, Urbashee Paul and Rachel Shank APRIL 2018 POLICY BRIEF APRIL 2018 | LEAH BROOKS, URBASHEE PAUL AND RACHEL SHANK1 In 1977, the White Flint Mall opened to great acclaim as Maryland’s premier mall, complete with glass elevators, glamorous anchor stores, and an exciting eatery. Now, more than four decades later, White Flint Mall is situated in a sea of empty parking lots. Except for anchor tenant Lord and Taylor, with which the mall owner is in protracted litigation, the mall sits empty. About a decade before White Flint launched, Northern Virginia’s Tysons Corner Center opened, also to acclaim. Tyson’s Corner has seen continued success,2 welcoming Apple’s flagship store in 2001,3 and Spanx’s first brick and mortar store in 2012.4 The promised increase in walkability ushered in by the Silver Line expansion has heralded opportunity for new residential and commercial development.5 To what extent is this divergence due to e-commerce? The Rise of E-commerce Indeed, there is substantial evidence that brick-and-mortar retail is suffering. CNN Money10 reports that 2017 marked E-commerce dates to 1994, when the New York Times the highest number of retail store closure announcements in reported that Philadelphia’s Phil Brandenberger used his history. Within the past year, once-prominent malls in computer to purchase a Sting album. In the following year, New Jersey and Pennsylvania have closed almost 200 Amazon sold its first book, and Pierre Omidyar founded stores. And the wave seems unlikely to be over: Toys R Us Ebay.6 has recently declared bankruptcy, while long-time anchor tenants Sears, Kmart, J.C.
    [Show full text]
  • SEARS HOLDINGS CORPORATION, Et Al
    UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK In re: SEARS HOLDINGS CORPORATION, et al., Debtors. MOAC MALL HOLDINGS LLC, Appellant, No. 19 Civ. 09140 (CM) -against- TRANSFORM HOLDCO LLC and SEARS HOLDINGS CORPORATION, et al. Appellees. DECISION ON APPEAL McMahon, C.J.: Sears (f/k/a Sears, Roebuck and Co., collectively with Sears Holdings Corporation and its affiliated debtors, the “Debtors”), the iconic American retailer, is once again bankrupt. The instant appeal is taken from an order issued by The Hon. Robert Drain, U.S.B.J., approving the assignment and assumption of Sears’ lease at the equally iconic (if considerably newer) Minneapolis shopping mall cum amusement and entertainment venue known as the Mall of America. The approved assignor is not a business establishment – not a retail store, not a restaurant, not a hotel, not an amusement venue, not a waterpark (reputed to be the latest addition to the Mall of America’s ever-lengthening list of very un-shopping-mall-like tenants). Rather, it is an entity known as Transform Leaseco LLC (“Transform Leaseco”), an affiliate and wholly owned 1 subsidiary of Transform Holdco LLC (collectively, “Transform”). Transform was formed and is headed by Sears’ final CEO, Eddie Lampert, and several other former Sears executives. Transform’s goal is to gain control of substantially all of Sears’ assets, including Sears’ many real estate holdings, through Sears’ bankruptcy proceedings. In this it has been largely successful; Transform provisionally acquired 660 Sears leases in a sale order entered by the Bankruptcy Court, 659 of which the court has approved for assignment to Transform.
    [Show full text]
  • The Impact of Anchors Stores in the Perform of Shopping Centers
    The Impact of Anchors Stores in the Perform of Shopping Centers João Chang Junior ([email protected]) – Centro Universitário da FEI Claudia Aparecida Mattos – Centro Universitário da FEI Marcos Palaia Cassas – Centro Universitário da FEI Abstract This work determines the impact of anchor stores in the performance and results of eight Brazilian malls between 2007 and 2009 as well as its influence on the results of satellite stores, through panel data. The work demonstrates that satellite stores rental price is influenced by anchor stores rental price. Keywords: Shopping Centers’ Performance, Anchor Stores, Panel Data Introduction According to ABRASCE - Brazilian Association of Shopping Centers, are considered shopping centers the projects with a total area available for installation of stores, more than 5 thousand square meters. This area is called GLA - Gross leasable area. They consist of several business units, with single, centralized administration and practicing fixed and percentage rent on sales. These developments have anchor stores and parking spaces compatible with the laws of the region where it is installed. There are many definitions for anchor stores. According to ABRASCE are stores with more than 1,000 m² and attracting flow of people to the mall. Anchors are retail operations of the department stores, hypermarkets, electronics and more. It promotes, through the reputation of his name, buyers flow which are attracted to visit the site and therefore sales of other stores and the profits of the enterprise increase by their presence. Planned malls have one or more anchors and several specialty retail stores in each product category, called satellite stores.
    [Show full text]
  • 2013 ECONOMIC IMPACT of SHOPPING CENTERS International Council of Shopping Centers 1 CONTENTS
    2013 ECONOMIC IMPACT OF SHOPPING CENTERS International Council of Shopping Centers 1 CONTENTS 3 ICSC Values 4 Marketplace Fairness 4 Did You Know? 4 Annual Performance 5 A History of Shopping Centers 6 National Impact 8 Non-Anchor Tenant Sales 8 Shopping Center Definitions 9 Geographic Distribution of GLA 10 U.S. Country Fact Sheet 2 ICSC VALUES EDUCATION RESEARCH Where we’ve been Where we’ve been Recent special classes at the University of Shopping Centers, web Member research resources span an online library, a database based programs and the John T. Riordan schools, have benefitted of more than 9,000 industry statistics, a rich offering of learning, members by looking at redevelopment and retrofitting existing leadership and issues videos, 11 industry-leading publications, properties and opportunities to maximize retail productivity. a global shopping center directory and a wide array of special Conferences, books, sessions and ICSC events around the world studies. offer potential to assimilate knowledge, and only ICSC offers global professional certifications: CSM, CMD, CLS, CDP. Where we’re going Strategic alliances with complementary associations and Where we’re going industry research providers will bring new range and depth to Conferences such as our NOI+ Conference will educate members on our information offerings, especially for new and timely industry asset management priorities and maximizing net operating income at benchmarks. their retail properties. We’re also working with like-minded shopping center councils and associations around the globe to encourage innovative thought leadership collaboration on best practices. EARN ADVOCACY NETWORKING Where we’ve been Where we’ve been Recent efforts to champion Marketplace Fairness RECon Las Vegas draws over 30,000 attendees annually.
    [Show full text]
  • Shopping Centers and Central Business Districts Suffolk County, New York
    Shopping Centers and Central Business Districts Suffolk County, New York July 2001 Suffolk County Department of Planning Suffolk County # New York Shopping Centers and Central Business Districts Suffolk County, New York July 2001 Suffolk County Department of Planning H. Lee Dennison Building - 4th Floor 100 Veterans Memorial Highway P.O. Box 6100 Hauppauge, New York 11788 This publication is on the WEB at: http://www.co.suffolk.ny.us/planning Suffolk County Planning Commission Donald Eversoll - At Large CHAIRMAN Robert Martin - Town of Smithtown VICE CHAIRMAN Louis Dietz - Town of Babylon SECRETARY Edward J. Rosavitch - Town of Brookhaven Thomas M. Thorsen - Town of East Hampton Michael J. Macco - Town of Huntington Frank A. Tantone - Town of Islip Richard M. O’Dea - Town of Riverhead George J. Dickerson - Town of Shelter Island David Casciotti - Town of Southampton William Cremers - Town of Southold Laure C. Nolan - Village over 5,000 population Richard London - Village under 5,000 population Ronald Parr - At Large Linda B. Petersen - At Large Suffolk County Department of Planning Thomas A. Isles, AICP DIRECTOR OF PLANNING REPORT PREPARATION Peter K. Lambert RESEARCH DIVISION Roy Fedelem Carol Walsh CARTOGRAPHY DIVISION Suffolk County Department of Planning Hauppauge, New York July 2001 Contents Page EXECUTIVE SUMMARY ............................................................................1 INTRODUCTION ...................................................................................5 DEMOGRAPHIC AND ECONOMIC TRENDS ..........................................................9
    [Show full text]
  • THE IMPACT of the ANCHOR STORE on the PERFORMANCE of a COMMERCIAL CENTRE (On the Model of Sonae Sierra)
    Instituto Superior de Ciências do Trabalho e da Empresa THE IMPACT OF THE ANCHOR STORE ON THE PERFORMANCE OF A COMMERCIAL CENTRE (On the model of Sonae Sierra) Diana Simona Damian Dissertation submitted for the degree of Master in International Management Supervisor: Professor Doutor José Dias Curto, ISCTE Business School Co-supervisor: Professor Doutor José Castro Pinto, ISCTE Business School December 2008 THE IMPACT OF THE ANCHOR STORE ON THE PERFORMANCE OF A COMMERCIAL CENTRE Abstract This master thesis uses a unique data of mall store contracts in order to study the complex economic issue that arises when stores are placed together within a large shopping centre. Bringing a large number of stores together in a single location, economize on consumer search costs and create a complicated web of externalities and incentive issues between store owners and mall developer. Planned shopping centres usually have few department stores, as called anchor stores and multiple specialized retailers selling substitutable commodities in each commodity category. Consumers are aware of the quality and prices of the anchor’s commodities. Shopping centres give them the opportunity to learn about other retailer’s commodities, economizing their costly search and in this way collocation of both store types have mutual benefits. This thesis examines the impact of the anchor stores on the performance and results of the shopping centres and on the charges of the other stores. The empirical analysis shows that a greater presence of anchors in a mall directly increases the sales, and consequently the rents of non-anchor stores in a mall. We demonstrate that externalities are internalized by an efficient allocation of space and incentives across stores.
    [Show full text]
  • 4Th Quarter 2019
    Quarterly Supplemental 4th Quarter 2019 Aventura Shopping Center Brick Walk Aventura, FL Fairfield, CT Mellody Farm Broadway Market The Village at Riverstone Chicago, IL Seattle, WA Dallas, TX Investor Relations [email protected] One Independent Drive, Suite 114 Jacksonville, FL 32202 904 598 7000 RegencyCenters.com Table of Contents December 31, 2019 Disclosures ............................................................................................................................................... i Earnings Press Release ............................................................................................................................. iv Summary Information: Summary Financial Information .................................................................................................................1 Summary Real Estate Information ..............................................................................................................2 Financial Information: Consolidated Balance Sheets .....................................................................................................................3 Consolidated Statements of Operations ......................................................................................................4 Supplemental Details of Operations (Consolidated Only) ..............................................................................5 Supplemental Details of Assets and Liabilities (Real Estate Partnerships Only) ..............................................6 Supplemental
    [Show full text]
  • Commercial Leasing LAW & STRATEGY®
    Commercial Leasing LAW & STRATEGY® Volume 30, Number 5 • November 2017 The Lease Is After a Hurricane: Can the Property Manager Fully Executed Be Blamed for a Lessee’s Losses? You Are Done, Right? By Janice G. Inman By Mark Morfopoulos he recent decision in Sears Roebuck & Co. and Kmart Corp. v. W/S Lebanon LLC, 2017 U.S. Dist. LEXIS 143902 (D. N.H. 9/6/17) (Sears and Kmart), After a lease is fully executed, Tseems timely in light of the fact that commercial landlords, tenants and many attorneys may be tempted their insurance providers are grappling with the problems caused by the ex- to think that their role in the treme wind and rain of hurricanes. In the Sears and Kmart case, the hurricane leasing “process” is over. How- in question was 2011’s Hurricane Irene, which roared up the east coast and then ever, depending on the capabili- lingered over New England as a tropical storm, depositing flooding rains over ties of your client to understand several states, including New Hampshire. and administer the terms of the Kmart Corp. had an ongoing long-term lease with landlord Windalier West Leba- lease, not paying attention to non, LLC. Windalier, in turn, had a property management contract with K.G.I. Prop- “post-lease” signing details may erties, LLC, which ended a month before two rivers in the vicinity of the Kmart shop- be a perilous proposition. ping plaza flooded, damaging the building Kmart occupied, as well as its contents. FAILURE TO DELIVER When the management contract with K.G.I.
    [Show full text]