The Architecture of Consumption: a New Transient Shopping Space

Syracuse University SURFACE

School of Architecture Dissertations and Architecture Thesis Prep Theses

12-2015

The Architecture of Consumption: A New Transient Shopping Space

Ensam Lee

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Recommended Citation Lee, Ensam, "The Architecture of Consumption: A New Transient Shopping Space" (2015). Architecture Thesis Prep. 300. https://surface.syr.edu/architecture_tpreps/300

This Thesis Prep is brought to you for free and open access by the School of Architecture Dissertations and Theses at SURFACE. It has been accepted for inclusion in Architecture Thesis Prep by an authorized administrator of SURFACE. For more information, please contact [email protected]. THE ARCHITECTURE OF CONSUMPTION: A NEW TRANSIENT SHOPPING SPACE

ENSAM LEE Shopping: Mall: a form of activity in which an individual a large building or group of buildings visits places where goods are sold in order containing stores of many different kinds to look at and buy things and sizes

“recreational outing or a social occasion” “worlds in themselves” (Crawford, 1992) (Feinberg et al., 1989)

“circuses for the masses” (Goss, 1993)

“one of the last remaining form of public “indoor cities” (Uzzell, 1995) activity” (Chung et al., 2001) responds to the ‘most subtle changes in society’ (Chung) Transient Space: “’life-cycle’ through which they grow in appropriateness “ (Berger and Bray 2008)

At this point in history shopping spaces are drastically different per culture. They are truly public places and are centers of commerce, politics, and culture. shopping arcades 1700s During the 18th and 19th centuries shopping spaces started to converge to similar forms and while there were other types of spaces that existed and those consumerism vastly different for various cultures a dominating type of orgranization were the arcades.

SHOPS RISE OF THE AUTOMOBILE 1800s With the invention of the automobile shopping spaces had to make a drastic change in order to accommodate this new mode of transportaion. Shopping PARKING industrial centers had to incorporate parking spaces. Country Club Plaza was the first to officially ROAD revolution incorporate parking spaces.

1900s rise of suburbia Dumbell plans & Anchors Malls started to adopt dumbell plans This was a way to have clear organization of the increasing number of shops that were being put into malls and in order to encourage circulations anchor stores were added to ends of these linear spaces.

spectacle malls 2015 As malls become more prevalent and consumer society only grows malls become digital reta il destination points. They start to compete by becoming the biggest, the first, the only...in other grows x5 faster words spectacles.

MALL OF AMERICA How are the ways people shop changing right now due to the effects of technology? What kind of effects will the rise of various technologies such as online shopping have on the way this generation will shop?

How can architecture make use of these technologies in designing a shopping space that provides a flexible and unique shopping experience for consumers?

How can architecture take advantage of these changes to provide a type of public space that will not only keep ‘shopping malls’ as we know it relevant not but be able to adjust to future cycles of change?

research questions areas of focus brick traditional and mortar state of the linear mall digital

trends cycles dumbbell online plan shopping

spatial organization convenience social space branding multichannel the hybrid mundane new process mall atmosphere technology experience high beacon mobile prole Tech device alternative function apps lifestyle mall centers

design virtual shopping alternative payment program methods entertainment virtual groceries destination nfc spectacle virtual tting size pay room by sele 35-44 20% 25-34 16% 12% 77.4% ratio of 74.5% 45-54 online sector 8% in total retail 4% 76.3% still grows 0% 18-24 -4% 73.5% 55-64 2007 2008 2009 2010 2011 2012 45% Online vs. Total Retail Sales Growth 77.6% Study by eMarketer based on US Department of Commerce. growth Ages in number therefore, Online Retail Total Retail 14-17 of online online retail sales 54.8% shoppers 65+ continues 63.8% to grow E ects of Online Shopping: The e ects of online shopping on the traditional brick-and-mortar retail can’t be denied. The percentage of online retail sales in the total retail growth rate of online retail sales continues to grow and will account for an 2016 will slow down increasing amount of sales in value as well. Studies also show that digital transactions have penetrated all age groups. 2015 $338.9 $384.9 192 mil U.S Online Retail Sales (billions)

167 mil Percentage of Online Retail Sector 2017 11% 12% Growth in Online Retail Sales $296.7 10% 11%

2014

10% Number of Online Shoppers

9% $434.2 Data from analysis and forecast Forrestar Research 13% 11% and studies by eMarketer based on US Department of Commerce.

2015 the state of the mall . . . Composed Classi ed of as Class C or less dead mall malls Mall Classi cation: Malls are classi ed by their size, competitiveness, and pro tability. Malls by the Numbers: Studies show that while class a malls are faring well and are The current state of the mall and its Percentage of malls with actually showing improvements lower class malls continue to lose outlooks have been much exaggerated. Classi ed vacancies <40% their competitiveness leading to their closure. The narrative of the ‘dead mall’ got to be as go prevalent ICSC was led to perform ‘struggling’ mall their own sets of studies to understand the true state of the mall and its Class A dominant property outlook. Newer studies by CoStar and 3.4% Percentage in major metro markets, 4% vacancies more have come to nd that the vast of malls with top anchors and and 15% rise majority of malls are actually faring well. vacancies <10% at least $400 per square foot in asking rents in retail sales De nitions from ICSC. Percentages from analysis by CoStar Group.

2 0 % non-dominant competitor Total number Class B in its trading area, of enclosed 6% vacancies mall in the typi ed by tenant sales of and no change less than $400 per square foot U.S. in asking rents

~1200 Class C a weaker player 96.6% malls sales of less than of U.S. <10% vacancies $250 per square foot, malls are and 15% fall competitive disadvantages: NOT dead in asking rents inferior location, `vacant anchor space, etc.

80% of U.S. “Within ten to fifteen years, the typical U.S. mall, unless it is completely reinvented, malls are will be a historical anachronism—a sixty-year aberration that no longer meets healthy the public’s needs, the retailers’ needs, or the community’s needs.” --Rick Caruso, C.E.O. of Caruso Affiliated, at the annual National Retail Federation’s convention in January of 2014. the state of the mall . . . OBSERVATIONS:

1. Our smartphones are leading to certain changes in the 10. Anchors have primarily been used in the past as a way people shop. method to get shoppers to move throughout the mall. a. Beacon technology allows businesses to target, 11. Malls go through cycles of growth (Duncan et al. ) connect, and advertise to shoppers in proximity to 12. The growth of digital commerce is 5x that of physical not only the store but specific items within the store. retail (BI Intelligence). According to BI Intelligence, this technology will 13. Studies show that people seek that mall because of it account for $44 billion in sales in the coming year of social aspect (Feinberg et al. 1989). 2016. 14. The biggest and newest malls, which make up about a b. Virtual shopping starts to question the definition of third of malls in the U.S., are thriving. a shopping space since instances like Tesco’s subway 15. Malls have consistently made renovations and revamped grocery store shows the potential fluidity of shopping their look to keep with changing consumer expectations spaces. and trends. 2. Retailers have started to shift their focus to experience 16. There is a focus to ‘brand’ new malls or in their oriented shopping (Debek 2015). renovations. 3. Malls aren’t actually dying off like many think. Only 3.4% 17. Younger generations still prefer to have both options of are dying, which means 96.6% is doing fine (Hurley 2015). shopping online and a store they can visit. 4. Malls are still popular, mall occupancy is at its highest since 18. Malls for luxury goods and outlet malls showed 1987 (Hurley 2015). biggest growths according to analysis by Green Street 5. Shoppers choose online shopping due to convenience Advisors. factors; being able to shop whenever, low prices, quicker process, easier than going to stores, etc. (McPartlin and Dugal 2012). 6. Shoppers find the lack of pre-sale advice and sense of community to be the cons of online shopping. 7. The way people shop has already started to change into ‘multichannel’ or ‘hybrid’ methods (Fantoni et al. 2014). 8. Malls have started to focus on becoming entertainment destinations or lifestyle centers. 9. Older mall plans have relied on the dumbbell plan.

the state of the mall . . . linear process oces schools

shopper mall browse transaction product

leisure / dining hotels hybrid / multichannel the ‘mall’

entertainment online malls computer

REVIEW theaters

online phone transaction shopper browsing

mall water parks

online Summary: Changing Identity: reviews 1. Studies show online retail continues to grow and will take on a growing The ‘mall’ used to be a place shoppers percentage of total retail sales causing malls to turn to various options to visited to purchase products such as keep up with the competition. clothes. Now shopping is merely one of mobile the options the mall has to o er. It is just apps / as much an entertainment destination as beacon 2. Research suggests malls (in the sense of a physical shopping space) as a it is a shopping space and for some it may tech whole won’t go away but less competitive classes of malls will die out. even be the oce of where their lodging is for their trip. Even schools have popped However, the majority of U.S. malls are alive and healthy for the most part. up in what we used to identify as the mall.

the state of the mall . . . Dubai Mall Santana Row Beaugrenelle Mall 5.41 million sqft San Jose, CA Agence Search

https://www.emaar.com/en/what-we-do/malls/the-dubai-mall.aspx http://www.alternet.org/culture/shopping-town-usa-how-developers-trick-people-moving-dressed-malls

Successes: “multi-purpose leisure-time destination, including restaurants, http://www.dezeen.com/2012/02/13/beaugrenelle-shopping-mall-by-agence- search/ Established itself as an entertainment destination entertainment, and design ambiance and amenities such as fountains and street furniture that are conducive to casual that people actively seek not necessarily for the browsing.” Successes: shopping. A spectacle in its sheer size (13 million --ICSC definition A competition design where the architects sqft or 50 football fields) and the combination deliberately addressed current issues regarding Successes: of the mall contains. The number of programs Becomes a kind of ‘destination’ as well catering to the mall. Responds to the new focus on ‘branding’ visitors increase each year (2014: 80 million). a specific kind of population. Contains alternative a mall to make it a unique experience. Aims to programming to shopping that is different from raise the mall’s competitiveness. Failures: what the entertainment destinations have to offer. While innovations had to be incorporated into Failures: the mall due to the kinds of programs it contains Responds to the issues in a singular way where Failures: and its massive size, it lacks innovations that take Limited to certain kind of climates or seasons as the solution is based on a memorable visual into account changing shopping patterns. There lifestyle centers tend to be open air malls. This experience revolving around the wooden lattice isn’t an effort being made to close the divide kind of approach still relies on shopping as the atrium. Doesn’t incorporate available technologies between online and physical shopping besides main function and doesn’t consider factors that or questions new kinds of spatial layout in establishing itself as a tourist destination. make online shopping a more convenient option. response to changing shopping processes.

mall design Wooden Orchids Exhibition Hall Abu Dhabi Central Market Vincent Callebaut OMA Foster + Partners

http://www.archdaily.com/635899/vincent-callebaut-proposes-wooden-or- http://www.dezeen.com/2013/02/13/the-exhibition-hall-by-oma/ http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-market-byfos- chids-green-shopping-center-for-china http://oma.eu/projects/the-exhibition-hall ter-partners/ http://www.fosterandpartners.com/projects/aldar-central-market/ : : Successes Successes Successes: A competition design where the architects Has alternative programs but also a function, A design that reacts to the vernacular. Reverts address the issues of typical malls by creating which is the cultural programs where the mall also back to the souk as the strategy behind the an alternate function for the mall. It is a farmer’s becomes a space that cultivates new leaders in spatial layout. A series of courtyards exist in the market and garden first, shopping is the alternate the design industry. A new strategy to organize mall. There is a rhythm to the circulation. Unique activity that can be done. Unique strategy in the shopping and the cultural programs. experience. spatial layout which leads to unique experiences and brand. Balances public and private spaces Failures: Failures: through same spatial system. Issues that revolve around the shopping aspect of The same strategy to apply the souk’s spatiality the design haven’t been resolved. Convenience causes there to be a lack in clarity in the Failures: factor is still lacking. circulation. Lacks a variety in programming and The kind of shopping that is offered is still even the kinds of stores (only luxury stores) that traditional as no technologies have been caused it to be an unpopular destination. incorporated into the design.

mall design Successful Unsuccessful Elements Elements Methods Examples Application

Entertainment dest. - focus on alternative West Edmontan Mall Dubai Mall 1. Study new activities the ‘new mall’ might have. activities (about the options) 2. Most have been applied already...but what else? Alternative 3. Could malls become more signi cant players in their Programming Lifestyle centers - alternative social gathering communities? spaces (about the atmosphere)

1. Having a second program that takes equal if Wooden Orchids Mall 1. The mall shouldn’t be the mall anymore? not bigger precedence. 2. What can the main function of the ‘new mall’ be? Alternative 2. Shopping as part of the alternative activity. 3. What will it be called? Function / Identity 4. What kind of functions could hold the same amount of importance? i.e. Wooden Orchids

1. Cohesive / unique aesthetic Beaugrenelle Mall Beaugrenelle Mall 1. What architecture strategies can make the mall 2. Memorable space recognizable? Plan, section, elevation? Branding 3. Unique experience 2. Is it the space itself or what it looks like that govern this? 4. Speci c application of technology 3. What unique experiences can be oered in a physical 5. Spatial layout space that online shopping can’t?

1. Not using anchors. Exhibition Hall Abu Dhabi Market 1. Study plans that aren’t dumbbell in shape. Clear Organization / 2. Balancing private vs. public. 2. Could section studies help study balancing the public and 3. Stitching together the alternative programs private? Strategy with the shopping programs. 3. What makes circulation easy? 4. Easily understood circulation.

1. Understand what makes online shopping Abu Dhabi Market West Edmontan Mall 1. List the factors that shoppers nd convenient about more convenient to compete with those online shopping. How can physical malls combat those factors. factors? Lack of 2. Size - peope like big malls yet their size also 2. How can malls stay big without seeming so big? convenience makes them inconvenient. 3. Alternative circulation methods? 3. Easier circulation. 4. Smoother shopping process.

1. Use beacon techn to personalize Abu Dhabi Market Beaugrenelle Mall 1. Study available retail technologies. No response experience. 2. Study ways to apply existing mobile technology into the 2. Allow shoppers to use their mobile device shopping experience. to online retail / for smoother shopping experience. 3. Study possibility of malls become spaces shoppers can do Technology 3. Implement new technology. the ‘online browsing’ in a social setting. 4. Incorporate the option for shoppers to browse online selections in the store.

mall design Beacon Technology Mobile Payment Amazon Echo and Dash

http://www.forbes.com/sites/homaycotte/2015/09/01/beacon-technology- http://www.scmp.com/lifestyle/article/1739980/pay-selfie-alibabas-jack-ma-de- http://fortune.com/2015/06/23/amazon-echo-review/ the-what-who-how-why-and-where/ buts-face-recognition-payment-tech https://fresh.amazon.com/dash/ What is it: What is it: What is it: Technology that uses Bluetooth low-energy There are various ways to make payment with Amazon Echo (Alexa) is a voice controlled (BLE) to pinpoint location of shopper and mobile devices right now. machine that is always listening to answer deliver messages appropriate to teh time and 1. NFC technology in the form of a digital wallet. questions, control smart devices, or order place. Different from RFID because BLE is more 2. WAP payments are when users connect to the products online. private. internet to access accounts. Amazon Dash are a series of buttons for 3. SMS payments are when transactions are made certain products (Tide) that you can press to Effects & Potentials: via text messages. automatically order for delivery. There is also a $4 billion in retail sales were due to beacon 4. Pay-by-selfie will be available to MasterCard new scanning device that can be used to take advertising in 2015. users as early as the middle of 2016. pictures of or scan products for reordering. Projected to account for $44 billion in 2016. According to BI Intelligence analysis. Effects & Potentials: Effects & Potentials: Combats the convenience factor of online Shopping in a physical space doesn’t have to shopping. Makes shopping process smoother mean the shopper ends with products they have and faster. These forms of payments are expected to carry home. They can browse, test, then scan to account for $210 billion in transaction value by products they choose to be delivered. 2019. According to analysis by eMarketer.

technology 3D Shoe Designer Virtual Fitting Rooms Virtual Shopping

http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/ http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has- http://www.businesstoday.in/magazine/lbs-case-study/case-study-tesco-virtu- them?newsid=rZ8 ally-created-new-market-based-on-country-lifestyle/story/214998.html http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/ What is it: What is it: A project between Nordstrom and “Shoes What is it: Tesco Homeplus launched this virtual subway of Prey” (Australian online shoe designer). The technology is called Wearable Clothing store in South Korea that allows shoppers to Customers see, feel, try on samples at the and was developed by Urban Research to allow scan grocery items they need to be delivered to booth then go to iPad stations to design customers to try on clothing and even see the their homes within the day. a combination of their choosing. The materiality of the clothing in action. Other forms personalized shoes are then delivered. of this technology like Intel’s Digital Memory Effects & Potentials: Mirror allows customers to see their reflection This technology starts to question the need Effects & Potentials: with different outfits as well. for the typcial kind of shopping space people An example of the divide between physical imagine. Displays can now technically be and online shopping has been minimized. Effects & Potentials: minimized to panels such as this example. Customers can see product with their own A way to increase the convenience factor of eyes, try it, test it, and more but don’t lose the shopping in a physical space. Brings a unique personalized experience online shopping tends experience to the shopper. to provide.

technology Elements of the store: The typical store that we are familiar with has certain elements within that we expect to see. With the new retail and mobile technologies most if not all can be replaced by screens. The products Fitting Rooms themselves can be minized to samples customers can test out. Registers

Product Displays

Summary: New display and virtual technology is allowing the potential for flexible spaces and shoppers might not need a formal store setting in order to shop. Where mobile technology is headed suggests that our phones will play an important role in how we shop. Shopping will be able to be more personalized and efficient as a result. The divide between the digital and physical shopping space might disappear as both modes converge in a new type of shopping space.

technology HYPOTHESiS:

Research shows that while most malls aren’t actually dying off, the 3.4% that are failing are older malls relying on singular programming and older dumbbell plans with retail anchors referred to as Class C and D malls (Hurley 2015). Studies show that, as a result, more competitive malls in Class A and even some Class B malls are shifting their focus to branding a memorable experience for shoppers in the mall. And due to the volume of programs and activities that take place in Class A malls they are almost always very large.

If a new type of shopping space were to incorporate a variety of alternative programs and organized it in a new plan strategy that wasn’t the dumbbell type plan, where retail anchors are used, a new kind of shopping space could emerge where alternative activities and shopping could mesh fluidly so that they aren’t separate nodes of programs. If these shopping spaces then were to implement existing technologies into the design of the space and experience, not only would there be a unique experience for the shoppers but the spatial organization might start to shift from existing ones. And, as a result, there could be potential solutions to the issue of the ‘gray box’ malls that retains the size factor that brings in the revenue but provide a spatial experience that breaks up the ‘gray box’. plan precedents:

Abu Dhabi Exhibition Hall Wooden Orchids OMA Vincent Callebaut Central Market Foster + Partners

http://www.dezeen.com/2013/02/13/the-exhibi- http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-mar- http://www.archdaily.com/635899/vincent-callebaut-proposes-wood- tion-hall-by-oma/ ket-byfoster-partners/ en-orchids-green-shopping-center-for-china http://www.fosterandpartners.com/projects/aldar-central-market/ http://oma.eu/projects/the-exhibition-hall

Organization resembles Commercial and Fluid circulation between layout of souk with cultural program islands of commercial rhythms of narrowness interchange. and green farms. and openness. 1. study possible strategies in plan that are non dumbbell plans

Grid: Grid:

Centered: Centered:

Shifting: Shifting:

Subtraction: Subtraction:

Additive: Additive: 2. Program connectivity study in Plans and sections:

Grid:

Centered:

Shifting:

Subtraction:

Additive: 3. How does implementing technology change the approach?

CASE STUDY 1: A strictly virtual shopping mall.

Technology to implement: Strategy being tested: Precedents: Study the potentials of how virtual Guggenheim Museum displays and stations would change the space in plan and in section. Collages to test the ‘experience’ will be important.

http://www.guggenheim.org/new-york/education/school-educa- tor-programs/teacher-resources/arts-curriculum-online?view=item&- Continuous circulation over central area. What is the artwork in the Guggenheim could be the displays. 1111 Loncoln Road The virtual shopping mall can implement a strategy where a single space can achieve two http://www.businesstoday.in/magazine/lbs-case-study/case-study-tesco-virtual- ly-created-new-market-based-on-country-lifestyle/story/214998.html different kinds http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has- them?newsid=rZ8 of activities http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/ by assinging pockets of a certain program within the larger the space. http://www.dezeen.com/2010/04/19/1111-lincoln-road-by- herzon-de-meuron/ CASE STUDY 2: Experience, personalization, anything-for-purchase

Technology to implement: Strategy being tested: Precedents:

http://sanearchitecture.com/urge/taichung-city-cultural-center/ Sane Architecture designed a series of cross bridges that intersected and creates space within a larger encompassing structure. When the idea of using scanning devices and merging aspects of online and physical shopping come together a space that uses the system used by Sane Architecture can provide a continuous, smooth circulation system on which shoppers can browse and test products and simply scan ones they are interested in buying. In other words, everything shoppers see in this new mall would be for sale.

http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/ http://fortune.com/2015/06/23/amazon-echo-review/ https://fresh.amazon.com/dash/ organization strategy study: evaluation method:

1. Catalogue instances of each step that is mentioned. Study precedents that share similarities to the strategy that is being studied. Competitions become good guages. List out aspects that made it successful to weigh against the studies.

Successful Unsuccessful Elements Elements Methods Examples Application

1. A recognizable identity. Dubai Mall New 1. How can a mall become a ‘destination’ without becoming Becoming a 2. A reason to revisit besides shopping. Century a temporary title holder? destination 3. Becoming a ‘spectacle’? Global Study models of the various strategies and test out different ways to break up Center 1. Understand what makes online shopping Abu Dhabi Market West Edmontan Mall 1. List the factors that shoppers nd convenient about the enclosing shell. more convenient to compete with those online shopping. How can physical malls combat those factors. factors? This example shows just one method of breaking up the single volume into Lack of 2. Size - peope like big malls yet their size also 2. How can malls stay big without seeming so big? convenience makes them inconvenient. 3. Alternative circulation methods? 3. Easier circulation. multiple smaller volumes. This approach works in this particular study because 4. Smoother shopping process. the system is a set up crossing bridges so these same bridges can connect to 1. Use beacon techn to personalize Abu Dhabi Market Beaugrenelle Mall 1. Study available retail technologies. No response experience. 2. Study ways to apply existing mobile technology into the the different volumes of space. 2. Allow shoppers to use their mobile device shopping experience. to online retail / for smoother shopping experience. 3. Study possibility of malls become spaces shoppers can do Technology 3. Implement new technology. the ‘online browsing’ in a social setting. 4. Incorporate the option for shoppers to browse online selections in the store.

2. Eliminate failed studies, combine successful instances. Catalogue the studies so that there is a list to choose from in the end. Desig the new mall using these kit of parts and test against original goals to see if criteria is met.

1. New plan type that moves away from using retail anchors and outdated dumbbell plans. 2. Includes alternative programs in terms of activities but as well as technologies. 3. Doesn’t sacrifice size but organization strategy breaks up space for easier navigation. Work Cited:

“A Timeline of the Internet and E-Retailing: Milestones of Influence and Concurrent Events : Center for Education and Research in Retailing : Kelley School of Business: Indiana University.” A Timeline of the Internet and E-Retailing: Milestones of Influence and Concurrent Events : Center for Education and Research in Retailing : Kelley School of Business: Indiana University. 2015. Accessed October 26, 2015. A timeline from 1890 to 2009 focusing on important dates regarding retail history and the Internet.

“Birth, Death and Shopping.” The Economist. December 22, 2007. Accessed October 26, 2015. An article that gives a brief history of the Southdale mall and the role it took in shaping malls. It shows the different shapes it took over time and argues that malls have had their time are on the decline.

Caulfield, John. “5 Ingredients of Successful Mall Design.” Building Design Construction. May 26, 2015. Accessed October 21, 2015.

Chung, Chuihua, Jeffrey Inaba, Rem Koolhaas, Sze Leong, and Tae-wook Cha. Harvard Design School Guide to Shopping. 1st ed. Hohenzollernring, Koln: TASCHEN, 2001. 789.

Debek, Michal. “What Drives Shopping Mall Attractiveness?” Polish Journal of Applied Psychology 13, no. 1. doi:10.1515/pjap-2015-0026.

Duncan, Roderick, Terry Bossomaier, and Steve D’Alessandro. “The Defence of Bricks and Mortar Retailing.”

Fantoni, Roberto, Fernanda Hoefel, and Marina Mazzarolo. “The Future of the Shopping Mall.” McKinsey on Marketing & Sales. November 1, 2014. Accessed October 22, 2015.

Feinberg, Richard A., and Jennifer Meoli. “A Brief History of the Mall.” Advances in Consumer Research 18 (1991): 426-27. doi:http://acrwebsite.org/volumes/7196/volumes/v18/NA-18.

Feinberg, Richard, and Jennifer Meoli. “There’s Something Social Happening at the Mall.” Journal of Business and Psychology 4, no. 1 (1989): 49-63. doi:http://www.jstor.org/stable/25092215.

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Hurley, Amanda. “Shopping Malls Aren’t Actually Dying.” CityLab. March 25, 2015. Accessed October 21, 2015.

Kesteloo, Marco, and Nick Hodson. “2015 Retail Trends.” Strategy&. 2015. Accessed October 28, 2015.

McPartlin, Sue, and Lisa Dugal. “Understanding How US Online Shoppers Are Reshaping the Retail Experience.” Pwc, March 1, 2012.

Milnes, Hilary. “Shopping Malls See a ‘beacon’ of Hope - Digiday.” Digiday. April 8, 2015. Accessed October 26, 2015.

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Smith, Cooper. “E-COMMERCE AND THE FUTURE OF RETAIL: 2015 [SLIDE DECK].” Business Insider. July 29, 2015. Accessed October 23, 2015.

Thomas, Colin, and Rosemary Bromley. “Retail Decline and the Opportunities for Commercial Revitalisation of Small Shopping Centres: A Case Study in South Wales.” The Town Planning Review 66, no. 4, 431-52. Accessed October 15, 2015. http://www.jstor.org/stable/40113758.

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Zhu, Lei, Izak Benbassat, and Zhenhui Jiang. “Let’s Shop Online Together: An Empirical Investigation of Collaborative Online Shopping Support.” Information Systems Research 21, no. 4 (2010): 872-91. doi:http://www.jstor.org/stable/23015651. Image Credit:

Outlet Shopping Mall (Pottsdam, PA) Vandamme Nord Google Earth http://www.dezeen.com/2015/02/23/mvrdv-vandamme-nord-paris-france-shopping-centre- overhaul/ New Century Global Center Artificial Beach http://www.worldarchitecturenews.com/project/2015/25348/mvrdv-architects/vandamme- Christopher Beam nord-in-paris.html http://www.newrepublic.com/article/115463/worlds-largest-building-area-chi- nas-new-century-global-center Volt Berlin http://www.dezeen.com/2014/05/14/j-mayer-h-volt-berlin-shopping-centre-skydiving-surfing/ 5 Elements of a City http://www.jmayerh.de/141-0-Volt-Berlin.html http://contemporarycity.org/2014/03/kevin-lynch/ Abu Dhabi Virtual Fitting Room http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-market-byfoster-partners/ http://www.fosterandpartners.com/projects/aldar-central-market/ http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has- them?newsid=rZ8 Exhibition Hall http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/ http://www.dezeen.com/2013/02/13/the-exhibition-hall-by-oma/ http://oma.eu/projects/the-exhibition-hall 3D Shoe Designer http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/ Beaugrenelle Mall http://www.dezeen.com/2012/02/13/beaugrenelle-shopping-mall-by-agence-search/ Beacon Tech http://www.forbes.com/sites/homaycotte/2015/09/01/beacon-technology-the-what- Wooden Orchids who-how-why-and-where/ http://inhabitat.com/wooden-orchids-takes-the-guesswork-out-of-responsible-consumerism-in-china/ Alibaba http://www.archdaily.com/635899/vincent-callebaut-proposes-wooden-or- http://retail-innovation.com/alibaba-launch-pay-by-selfie/ chids-green-shopping-center-for-china

Amazon http://fortune.com/2015/06/23/amazon-echo-review/ https://fresh.amazon.com/dash/

West Edmontan http://www.wem.ca/about-wem/facts

Dubai Mall https://www.emaar.com/en/what-we-do/malls/the-dubai-mall.aspx

New South China Mall http://www.touropia.com/largest-malls-in-the-world/

New Century Global Center http://www.dezeen.com/2013/07/10/worlds-largest-building-opens-chengdu-china/