1) The mismatch of the brand & the consumer.Brand selected should be consistent with the demographic profile of the region/location.

2) Go through a detailed research on the consumer decision making process of those regions in particular. This means taking a microscopic view of the consumer behavior including the study of consumer psychology & studying their tastes & preferences & the factors which can influence their buying behavior in a positive direction.

3) ANOVA and mean analysis shows that there is a greater effect of location, age, education, and income on merchandise, store location, price, structure, culture and purpose which influence the failure of malls.

4) In general, people of India lacked awareness about mall structure and so they were reluctant in buying different products from mall. The presence of kirana (or local stores) and the bargaining advantage from them drove people to shop from these local stores. Moreover, the urban people refrained from buying vegetables and dairy products from mall because of the freshness perception. In malls usually, ethnic products are not available in range; hence people have to explore different shops to buy such. However, the discount season in mall increases the footfalls and product selling also escalates.

5) Location is an important differentiating variable between most of the successful malls in NCR and their less spectacularly performing counterparts. For example, if a mall is situated in or near a high-street retail location, it tends to perform poorly. By the same coin, malls operating in locations away far away from high-street retail perform much better. Good examples of this would be the Ambience and DLF malls in Vasant Kunj and MGF Metropolitan on MG Road, Gurgaon.

6) Challenges that the developers of malls have not been able to address are providing for adequate parking and scientific people movement within the malls, coming up with a dynamic plan for upgrading facilities, attracting a suitable tenant mix and proper positioning.

7) There is an increasing awareness among mall developers that leasing mall spaces as opposed to selling them is the way to go. Malls in which spaces are individually sold (or strata sold) tend to suffer from the absence of proper mall management which is now the acknowledged fulcrum for success, regardless of how large or well-conceived the mall is.

8) These teams also evaluate placement of different brand retail stores, revenue targets to decide continuation of lease agreements, branding, and promotions and customer outreach events in the atrium. They are also involved in design and layout, which starts right from the ease of entry to open spaces and parking within the premises, entertainment avenues, flow of the floors to circulate traffic correctly, clustering similar brands on a floor, placement of food zones and exits and, most importantly, the overall ambience.

9) Smaller malls find difficult to survive as they are facing stiff completion from bigger malls those built before 2010 are specially facing issues as these malls are much smaller to malls built after 2010. Unless these are strongly positioned and differentiated, these malls will not be able to survive in the competitive environment. One example of a successful small mall is Alpha mall in Mumbai that sells a large variety of electronic good- imported and domestic at competitive prices.

10) The measures they undertaken include a revamped tenant mix, adoption of mixed use format and delivering theme based shopping experiences. Some new mall owners are creating "zones" (read, multiplexes, food courts, kids' play area) to meet the changing needs of the shoppers and upgrading services like access, parking (in terms of even lanes leading up to the malls), security, providing prams for children etc., going as far as to organize regular events around celebrity visits, shopping festivals, flea market fiestas etc. to ensure footfalls and consumer involvement. The amenities draw the consumer in for reasons other than to just purchase items.

11) Better visibility of brands in malls is needed. DLF moved to a revenue sharing model when many of its branded malls started faltering. The group initially gave out space on a first-come-first-serve basis besides offering shops to those who promised higher rentals. DLF allowed many investors to buy the shops and rent them out later. The result: no sense of ownership and low overall accountability from brands.

LocationsGross rent pm/sq ft

Overall131

Prime South247

Prime Others115

Suburban112

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