A consistent discount offer results in the customer becoming bored and the retailer becoming less profitable.
Reaching out to teens, Park Royal hosted Teen Movie Night in conjunction with a local radio station.
To get soccer fans off their couches, Brent Cross built a house right in its center, where male customers could lounge with like-minded fans while other visitors shopped in peace.
Plaza Las Américas developed a formal strategy to convince fashion editors to cover its tenants and their product mix. The concept was to identify and communicate to the media seasonal fashion trends, and back them up with Plaza store merchandise.
After its cinema tenant pulled out, and a new multiplex opened nearby, Wyoming Valley Mall knew it would have to look elsewhere to fill its vacancy. As luck would have it, KISS Theatre Company was looking for a new location.
In partnership with sponsor Mars Canada Inc., Aberdeen Centre commissioned artist and toy designer Dio Wong to build giant reproductions of The Great Pyramid of Khufu and The Sphinx of Giza using M&M’s®.
After reviewing its sales data, Selfridges—a UK department store—started its holiday promotions months in advance.
Grappa Group devised a metric that would allow marketers to set fan-base targets in relation to the size of their property. That optimal ratio: 0.2 percent fans per square foot. So, a 100,000 square-foot center should aim to get 200 fans.
After attaching a small sticker, Bank of Montreal customers can pay by tapping their phone—no signature, swipe, or PIN required.