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Yorkdale Shopping Centre - ICSC home

VIEWS: 89 PAGES: 29

									                                        A passion for innovation
The 2007 MAXI Awards ceremony held October 17 in New Orleans showcased our industry’s passion for excel-
lence and innovation.

Serving as MAXI chair in 2007 deepened my admiration of strategic initiatives developed by shopping center
management teams around the world. Your passion for our profession is clearly exemplified by your outstanding
submissions to the MAXI Awards competition.

A new name for our awards, new trophies, new entry classifications and a new scoring system highlighted the
changes adopted by the MAXI Team in 2007. The MAXI Team’s dedication to continually improve the MAXI Awards process is
inspiring. Also deserving of special recognition are our MAXI judges, whose ongoing commitment to keeping our standards high
ensures the integrity of our judging process. I am very proud of the progress we made together this year, and I look forward to the
continued evolution of the MAXI program.

This year’s MAXI Awards entries were truly exceptional. Congratulations to all our MAXI Gold and MAXI Silver winners. You contin-
ue to raise the standard of excellence in our industry.

Sincerely,


Scott R. Schroeder
Developers Diversified Realty
                                Mitchell Brown                Cheryl Dougherty, SCMD*          Amy K. Jones                     Robin Raiford, CMD                Carol Sullivan, SCMD
                                Vice President of Marketing   Vice President, Marketing        Director of Marketing            Vice President                    Vice President of Marketing
                                Centro Properties Group       Pennsylvania Real Estate         Weingarten Realty Investors      Aronov Realty Management,         Jones Lang LaSalle
                                Plymouth Meeting, Pa.         Investment Trust                 Houston                          Montgomery, Ala.                  Escondido, Calif.
                                                              Philadelphia
       J U D G E S              Niketa Bryant                                                  Tracy Jones                      Esther E. Rathnam, CMD            Shavak Srivastava, CMD
                                Director of Corporate         Mike Evans                       Vice President, Marketing        Director of Corporate             Director
Chairperson:
                                Marketing                     Head of Consumer Marketing       Edens & Avant                    Marketing                         SQ. FT. Consulting
Scott R. Schroeder
                                Poag & McEwen Lifestyle       Land Securities                  Columbia, S.C.                   The Cafaro Company                Dubai, United Arab Emirates
VP of Mark. and Corp.
                                Centers, LLC                  London                                                            Youngstown, Ohio
Communications
                                Memphis, Tenn.                                                 Jane Lisy                                                          Claus Tüchsen
Developers Diversified Realty
                                                                                               Vice President, Marketing        Terrie M. Robinson, SCMD          Marketing Director
Beachwood, Ohio
                                Pamela C. Bryson, SCMD        William N. Fullington, SCMD*     Forest City Enterprises          Regional Vice President of        Steen & Strøm Denmark
                                Regional Marketing Manager    Principal                        Cleveland                        Marketing                         Copenhagen, Denmark
Ann Ackerman, SCMD
                                MAF Shopping Malls            Fullington Strategic Services                                     General Growth Properties,
Vice President, Director of
                                Dubai, United Arab Emirates   Cleveland                        Pam Longbine, SCMD               Irving, Texas                     Susan Valentine, SCMD*
Marketing
                                                                                               Principal                                                          Senior Vice President,
Talisman Companies LLC
                                Leanne M. Campbell, SCMD      Wendy Greenwood, SCMD            BLEND                            Joanne Ross                       Consumer Experience
Slippery Rock, Pa.
                                Proprietor                    Director of Marketing, Ontario   Carefree, Ariz.                  Director of Marketing,            The Macerich Company
                                Campbell & Co.                The Cadillac Fairview Corp.                                       Central Region                    Santa Monica, Calif.
Carol Angelosanto
                                Toronto                       Toronto                          Cherilyn Megill, SCMD            Ivanhoe Cambridge, Inc., Inc.
Director
                                                                                               Vice President, Marketing        Toronto                           Garnet Vaughan, SCMD*
Marketing Warehouse
                                Cindy L. Ciura, SCMD*         Heather Herring                  Inland Western Management                                          Principal
Sydney, Australia
                                Executive/Senior Vice         Corporate Communications &       Oak Brook, Ill.                  Paula Rowland                     The Marketing Department
                                President                     Marketing Director                                                Chief Marketing Officer           Greenwood, Ind.
Mark N. Bachus, SCMD
                                Ciura Consulting              The MG Herring Group, Inc.       Mary Lynn Morse, SCMD            Prime Retail, LP
Marketing Manager
                                Bloomfield Hills, Mich.       Dallas                           Director, Corporate Marketing,   Baltimore, Md.                    Nancy R. Walters, SCMD*
Kravco Simon Co.
                                                                                               CBL & Associates Properties                                        President
King of Prussia, Pa.
                                Jeffrey A. Cohn, SCMD         James Houliston, SCMD            Chattanooga, Tenn.               Joel W. Sarrett, SCMD             Very Special Events
                                President and CEO             Marketing Director                                                Creative Director                 San Diego, Calif.
John Bacon
                                Cohn Marketing Group          Oxford Properties Group          Frank Pöstges                    Sarrett Creative
VP Marketing &
                                Denver                        Scarborough, Ontario             Managing Director                Atlanta                           Laurie A Wolfe, SCMD
Communications
                                                                                               CentrO Management GmbH                                             President
RED Development
                                Scott Creel, SCMD             Carlos Jesus                     Oberhausen, Germany              Kymberly Scalia, SCMD             Signature Premium Ideas
Scottsdale, Ariz.
                                Regional Marketing Director   Head of Marketing                                                 Corporate Director of Marketing   Cherry Hill, N.J.
                                MMI Realty Services           Sonae Sierra                                                      Coyote Management, L.P  .
                                Aiea, Hawaii                  Lisbon, Portugal                                                  Addison, Texas                               *Past Chairman



                                                                                                                                                             M A X I   2 0 0 7   /   SCT        3
               Community Relations
               Centers with 1 million – 1,399,999 square feet
               (92,900 – 130,059 square meters)



A show of support for soldiers
THE STAFF AT THE MAINE MALL REALIZES THAT SOL-
diers in Iraq are faced with long periods of front-line duty when
they are unable, for months at a time, to speak with their fami-
lies, partly because the cost of phone communication is often
beyond their means.
   The mall’s staff wanted to use video conferencing on
Thanksgiving to bring Maine military families face-to-face with
their loved ones serving in Iraq. It required months of planning,
not to mention pulling employees of the mall and outside busi-
nesses away from their own families on Thanksgiving.

Implementation
  The Maine Mall built a network with state-of-the-art video
conferencing to allow Maine troops to communicate, free of
charge, from Camp Victory in Baghdad with their families at
the mall.
  Planning began six months before the event, which occurred
on Nov. 23, 2006. In a three-week effort, the marketing team
teamed up with the Pentagon Channel and Freedom Calls
Foundation (a public charity that builds communications net-
works for keeping troops in touch with loved ones), to assem-
ble digital connections across the world to link the mall with
Camp Victory.
  The team worked with the Maine Army National Guard to               tions — were given to Maine military families, including heating
collect lists of the troops’ needs and solicited donations from the   oil, appliances, groceries and vacations.
community to provide those items for care packages. It sought            The mall received press coverage in newspaper articles, from
food and beverage donations from local restaurants to create a        three network affiliates, Web site Maine.com and five local radio
buffet for the families and military veterans and worked with The     stations. Many media outlets ran public-service announcements
Sheraton Hotel across the street from the mall so the soldiers’       about the event at no charge to the mall.
families could stay there the night of the event at no charge.           The face-to-face contact provided a much-needed morale
                                                                      boost to the troops and great comfort for their families. An Army
Results                                                               general said the effort to connect troops with their families is the
  The live feed connected troops in Iraq with their loved ones at     single greatest boost to troop morale in the past 25 years.     SCT
the mall, at 10:30 p.m. EST on Thanksgiving (6:30 a.m. Baghdad
time). More than 25 families attended, and the video conferenc-
ing provided 90 minutes of real-time contact. More than 500 vet-       A Thanksgiving Reunion for Troops in Iraq
erans also participated. A total of 2,500 people took part, despite    The Maine Mall
rain and temperatures in the mid-30s.                                  South Portland, Maine
  The mall erected 12 heated tents in its parking lot where mili-      Expenses: $5,992
tary families enjoyed the buffet and “visited” with loved ones on      Owned/Managed by: General Growth Properties
12-foot-by-8-foot Jumbotron television screens. Local restaurants      Professional Recognition: Joan Robblee, Group Vice
and Pepsi donated more than $1,500 in food and drinks.                 President, Marketing, General Growth Properties;
  Maine’s U.S. Sen. Susan Collins and President George Bush            Ellyne Fleshner, Sr. Marketing Manager, The Maine
sent video greetings to the troops, who also viewed a performance      Mall; Lisa Guimond, Marketing Coordinator, The
by entertainer James Blunt.                                            Maine Mall; Brendan Curran, Marketing Assistant,
  Care packages worth $30,000, containing items ranging from           The Maine Mall; John Geddis, Mall Manager, The
peanut butter to CD players, were sent to the troops. Goods            Maine Mall
worth another $25,000 — $15,000 of it from community dona-

                                                                                                                M A X I   2 0 0 7   /   SCT   5
                Community Relations
                Centers with more than 1.4 million square feet
                (130,060)



Auction raises awareness of Lou Gehrig’s
EVERY 90 MINUTES, SOMEONE IS DIAGNOSED WITH                               announcement including photos taken at Drexel. The mall pro-
amyotrophic lateral sclerosis, also known as ALS or Lou Gehrig’s          moted the event on its Web site and in its electronic newsletter,
disease. It has no known cause or cure and causes a progressive           which has 200,000 monthly subscribers. Full-page ads ran in two
wasting and paralysis of the muscles.                                     Philadelphia style magazines, and backlit signs appeared through-
   The developers of King of Prussia lost a loved one to ALS last         out the mall.
year. That prompted the mall’s management to use its presence in            Sponsorships were key to the fund-raising. The planning
the community to provide support to patients and their families           committee offered packages ranging from a $25,000 event-title
who experience the devastating effects of this disease. The mall          sponsorship to a $1,500 “style” sponsorship. Sponsors’ perks
also wanted to raise awareness of ALS to educate the public and           included VIP party tickets, an ad in the program and a presence
encourage research. It set a goal of raising at least $250,000 for        on the King of Prussia Web site, depending on their level of
the ALS Association of Greater Philadelphia.                              participation.

                                                                                    Results
                                                                                       Couture for a Cure was held Sept. 17, 2006. More
                                                                                     than 550 people attended and more than 150 went to
                                                                                     the cocktail party. Forty-five celebrities, fashion
                                                                                     designers and students created dress forms, including
                                                                                     Regis Philbin, Bette Midler, Hermès, Heatherette,
                                                                                     Lilly Pulitzer, Nicole Miller, Kay Unger, Jessica
                                                                                     McClintock and Lagos.
                                                                                       Dozens of King of Prussia retailers and other
                                                                                     corporate donors provided more than 60 items or
                                                                                     services for the silent auction or made monetary
                                                                                     contributions. Among the items sold: a guitar
                                                                                     autographed by Bon Jovi, a Williams-Sonoma
                                                                                     Home custom bedroom valued at $9,000, a
                                                                                     Cartier bracelet, a Tourneau men’s watch, David
                                                                                     Yurman aquamarine earrings, a Tiffany Paloma
                                                                                     Picasso necklace and an Iridesse pearl necklace.
                                                                                       The morning TV show Live with Regis and Kelly aired
                                                                                     a two-minute segment about the event, unveiling
Implementation                                                            Regis’ dress form. The celebrity participants, including emcees
   King of Prussia hosted a gala called “Couture for a Cure.” It          from Heatherette and the reality TV show America’s Next Top
centered on an auction of dress forms designed and donated by             Model, attracted even more media coverage.
celebrities, design houses and 14 top students at the internation-           The event raised $350,000 for the ALS Association.       SCT
ally recognized Drexel University School of Media Arts and
Design, in Philadelphia.                                                   Couture for a Cure
   The completed dress forms were auctioned at the gala, along             King of Prussia Mall
with other items and services donated by corporate sponsors and            King of Prussia, Pa.
mall retailers. Neiman Marcus was a major partner for the event,           Expenses: $72,109
lending its strong fashion credibility and marketing it to its affluent    Owned/Managed by: Kravco Simon Co.
customer base. Neiman Marcus helped secure fashion designers,              Professional Recognition: Mark Bachus SCMD,
sent invitations to its VIP customers and hosted a cocktail party for      Marketing Manager, King of Prussia Mall; Robert Hart,
participants. More than 100 other King of Prussia retailers designed       SCSM, General Manager, King of Prussia Mall; Clinton
a dress form or donated something for the auction. Two of the              M. Cochran, SCSM, Vice President, Management,
Drexel students auctioned fashion design services, offering to make        Kravco Simon Co.; Lorna Rudnick, Chairman, Lorel
a custom-designed garment for the winning bidder.                          Marketing Group
   Couture for a Cure was publicized through direct mail, with an

6   SCT / M A X I 2 0 0 7
               Community Relations
               Company




Program honors young samaritans
IN 2005, DEVELOPERS DIVERSIFIED REALTY COMBINED                        than $10,000 at an arthritis walk, worked with an artist to create
all its lifestyle centers, regional and smaller enclosed malls in      a work that sold for nearly $500 as part of another fund-raiser and
major U.S. markets into a single operating group. An advertising       was a keynote speaker at a Kansas City Corporate Challenge din-
campaign was developed for this Specialty Center group.                ner. Another winner, Donovan, overcame being born with a cleft
   Developers Diversified sought to expand on this and create its      palate and living in an abusive home. He helps the elderly in his
first national branding program for those centers. This involved
creating a community relations program carried out by the cen-
ters in the group to recognize youth doing great things out of the
kindness of their hearts. All too often the contributions of chil-
dren go unrecognized.
   The company had to instruct all the centers, guiding each one
on the basics of the program while allowing for individualization
for each community.

Implementation
  “Kids With Heart” recognized and rewarded those 18 years old
and under in the communities served by the company’s centers.
People nominated local kids who made positive contributions to
their communities, children who demonstrated care, compassion
and concern for others.
  Each center hosted an awards ceremony on Valentine’s Day
weekend, in keeping with the heart theme. The top 10 winners
in each market received a certificate and a $100 shopping spree.
The company also donated $500 to the overall winner’s charity of
choice. Centers customized their ceremonies with performers and
local city officials and persuaded local restaurants to provide food
and drinks.
  Developers Diversified Realty hired a public relations firm,         neighborhood perform daily tasks such as carrying groceries and
which created a publicity plan and worked with local media.            taking out the trash.
The developer also sought partnerships and sponsorships with             Kids With Heart gained media coverage worth more than
local businesses.                                                      $395,000. All the centers forged new relationships with sponsors
  A how-to packet was sent to all specialty centers, outlining the     and/or community organizations, and year two of the program is
program’s goals, a timeline, sample media pitches, press release       under way.                                                  SCT
templates and an outline for the award ceremonies. The centers
made calls for entries in October 2006.                                 Kids With Heart Campaign
  With a local focus for the program’s first year, the marketing        Developers Diversified Realty
team began developing working relationships with other busi-            Beachwood, Ohio
nesses and groups to push the program to a national level in            Expenses: $38,076 for all nine centers total, averaging
the future.                                                             $2,004 per center
                                                                        Professional Recognition: Dawn Marie Lecklikner,
Results                                                                 SCMD, RPA, Vice President of Property Management,
  Hundreds of nominations were submitted. More than 190 chil-           Developers Diversified Realty; John S. Kokinchak,
dren were honored. The winners included children such as Anna,          SCSM, SCLS, Sr. Vice President of Property
who was born in Peru and adopted as a newborn. She created a            Management, Developers Diversified Realty; Michelle
nonprofit group, Peruvian Hearts, that raises money for Peruvian        Moore, Marketing Coordinator, Developers Diversified
orphans. She raised enough money to build a library in a Peruvian       Realty; Cohn Marketing Group, Inc.; Specialty Centers,
village. Another winner was Jordan, who has juvenile arthritis          Developers Diversified Realty
and volunteers for the Arthritis Foundation. She’s raised more

                                                                                                                 M A X I   2 0 0 7   /   SCT   7
               Community Relations
               Joint Centers




Westcor centers form fashionable trio
AS ARIZONA’S LARGEST COMMERCIAL REAL ESTATE                            The planning committee chose Star Jones Reynolds, formerly
developer and manager, Westcor, a Macerich subsidiary, owns 14       of ABC’s morning talk show The View, to emcee the gala. A
regional and specialty centers, 10 in greater Phoenix. The com-      design team worked with a new production company to create a
pany wanted to connect high-end retailers and shoppers and cre-      Y-shaped runway for the fashion show and added giant TV
ate a “signature” Westcor event to benefit charity.                  screens to project the show.
   Westcor has teamed up with Fresh Start Women’s Foundation           Westcor asked Christina Carlino, owner of the skin-care line
since 2001. The foundation helps women rebuild their lives after     Philosophy, to customize Fresh Start boxes for its Jars of Hope
                                                                           product, to be given away at the gala. Valley Lexus donat-
                                                                           ed a $60,000 hybrid Lexus for a raffle.
                                                                              Westcor made other changes to the event, including
                                                                           adding a red carpet lined with photographers to set the
                                                                           tone as guests stepped from their cars. Rectangular and
                                                                           round tables were used for a more interesting flow, and the
                                                                           show was projected onto the jumbo screens for the first
                                                                           time; there wasn’t a bad seat in the house. Star Jones
                                                                           Reynolds gave several interviews before the event and
                                                                           hosted a seminar at the Fresh Start Women’s Resource
                                                                           Center the previous night.
                                                                              Westcor leveraged renovations at Biltmore Fashion Park
                                                                           by selling pavers, with proceeds going to Fresh Start, rais-
                                                                           ing $20,000. Nine Kierland Commons retailers gave a per-
                                                                           centage of holiday-season sales to Fresh Start, yielding
                                                                           $5,000.

                                                                           Results
                                                                              The 2007 Fresh Start gala was held Feb. 10.
                                                                              Six retailers were featured in the show, with a finale by
widowhood, divorce, unemployment, domestic violence, addic-          designer Alexander McQueen. The Lexus raffle yielded $70,000.
tion, disability or other problems. It served 30,000 women in        Six new sponsors generating $200,000 in new revenue. The event
2006 alone.                                                          garnered media coverage worth about $50,000.
   In 2007, the foundation and Westcor decided to use Fresh            The gala raised $1.3 million for Fresh Start — $440,000 more
Start’s annual Fashion Gala as Westcor’s signature event. For        than the previous year’s and a sum never before achieved by this
a decade, the gala was the charity’s biggest source of income        event.                                                        SCT
and a major event in the community. It features a cocktail
party, silent and live auctions, dinner and a fashion show            Fashion Gala
sponsored by a department store. In time, though, the event           Bltmore Fashion Park, Kierland Commons, Scottsdale
had become stale.                                                     Fashion Square, Phoenix
   Westcor’s three luxury centers — Biltmore Fashion Park,            Expenses: $231,000 total; Westcor's outlay: $25,000
Kierland Commons and Scottsdale Fashion Square — saw a                Managed by: Macerich Co.
chance to promote their retailers, support the community and          Professional Recognition: Debbie Simons, Sr.
breathe new life into an aging event.                                 Marketing Manager, Community Relations,
                                                                      Westcor/Macerich; Linda Whitlow, CMD, Sr. Marketing
Implementation                                                        Manager, Scottsdale Fashion Square; Traci Weber, Vice
  Westcor negotiated with the foundation to allow the three           President, Brand Planning, Macerich; Susan Valentine,
centers to serve as the exclusive sponsors of the fashion show for    SCMD, Sr. Vice President, Consumer Experience,
the 2007 gala. Saks Fifth Avenue was recruited to secure a            Macerich Co.; Tracey Gotsis, SCMD, Sr. Vice President,
design house to feature its 2007 spring collection for the fashion    Marketing, Macerich Co.
show’s finale.

8   SCT / M A X I   2 0 0 7
              Public Relations
              Centers with less than 199,999 square feet (18,580
              square meters)



Quirky campaign courts media buzz
THE PAISLEY CENTRE IS A DOWNTOWN COMMUNITY                              paigns revolved around carefully managed and “propped” photo
center with 50 shops on three levels. Its typical customer lives        opportunities.
within three miles of the center and shops there frequently for           Topical seasonal events became part of the public relations
basic needs. The Paisley Centre wished to position itself as the        plan, as did ad hoc stories pitched at regular intervals.
local village green, the place where the daily life of the commu-
nity plays out.                                                         Results
   Reinforcing the notion of the center as a significant presence         All 20 public relations campaigns gained editorial coverage.
in the lives of its customers, despite the center’s low physical pro-   Stories were featured every eight to 16 days during the course of
file, would promote loyalty among shoppers. This was particular-        the year. Twelve of the campaigns, 60 percent, got follow-up cov-
ly important in the face of competition; a number of other shop-        erage on at least one occasion.
ping destinations opened in the area that also cater to
local residents.
   To make The Paisley Centre a centerpiece of the
community, its leadership sought to place a series of
news stories in the dominant local media outlet, The
Paisley Daily Express newspaper. The paper has a cir-
culation of 13,000 and a penetration rate of 55 per-
cent.
   The center aimed to launch 20 public relations
campaigns, spaced evenly during the course of a year,
which would prompt prominent stories with photos
in the paper. It wanted half of the campaigns to gen-
erate not only stories but follow-up coverage along
the lines of a series of soap opera-style pieces as well.
The Paisley Centre also sought to increase its foot
traffic in 2006 by 2 percent over 2005; boost customer
awareness of news associated with the center by 25
percent; and increase the value of news coverage by
50 percent over the previous year.

Implementation
   The center developed a strong relationship with
the newspaper, with the head of the editorial department as the           Foot traffic at the center over the 12-month period increased
contact point.                                                          by 2.9 percent, from 7.9 million visitors the previous year to 8.1
   To increase quality coverage and dominance in the paper, the         million. Research in 2006 showed that 78 percent of people
public relations strategy had to generate colorful stories, content     polled could recall reading news associated with The Paisley
that would capture the public’s interest, accompanied by photos.        Centre, up from 56 percent in 2005. The value of press coverage
Topics pitched to the paper had to be better presented, more orig-      more than doubled, from £17,797 ($36,700) to £36,346.         SCT
inal and more photogenic than releases from competing retail
businesses. Such stories were given to the Daily Express on an           News From the Village Green
exclusive basis.                                                         The Paisley Centre
   A group including retailers, center staff and service providers       Paisley, U.K.
came up with ideas for potential news stories. Each idea became          Expenses: £760
a separate public relations campaign.                                    Owned/Managed by: Propinvest
   Everyday events were transformed into quirky, inventive news          Professional Recognition: Andrew MacKinnon, Centre
items, some worthy of follow-up coverage. Sometimes the topics           Director, Propinvest; Gabriel McLauchlan, Partner,
involved controversial ideas, to create buzz. Quotes provided            Propinvest; Lisa Hartley, Director, Propinvest
quirky commentary and subtle business promotion. The cam-

                                                                                                                 M A X I   2 0 0 7   /   SCT   9
               Public Relations
               Centers with 200,000 – 499,999 square feet (18,580 –
               46,449 square meters)



Mutt matrimony puts spotlight on center
ASPEN GROVE, A LIFESTYLE CENTER IN SUBURBAN                           involved 27 dog “couples.” Aspen Grove aimed to attract 150 for its
Denver, competes for media attention with two super-regional cen-     event. The staff teamed up with the Denver Dumb Friends League,
ters, Cherry Creek and Park Meadows, both less than 10 miles away.    the area’s leading animal shelter, to put on Bow Wow Vows.
   The center made a big splash in 2004 when it became one of the        Aspen Grove hired a public relations firm to communicate
first in the country to let shoppers bring dogs in. At the time, it   with the media. It produced a cleverly written general press
                                                                      release that began, “Call it a display of Howly Muttrimony, sealed
                                                                      with a sniff.”
                                                                         The nuptials were held May 19, 2007. Dog owners entering
                                                                      their pets in the “wedding” were asked for a suggested donation of
                                                                      $50 for the league. Sponsors and vendors were recruited to offset
                                                                      costs; vendors paid $200 for each booth in a Canine Marketplace.
                                                                         Bow Wow Vows was staged in Aspen Grove’s parking lot, mim-
                                                                      icking a traditional wedding, with a red carpet, large canopy tent,
                                                                      flowers, wedding musicians, tiered cake and a reception.
                                                                      Centerpieces each featured a patch of grass and a dog bone. An
                                                                      area was set up to accommodate doggy “speed dating,” allowing
                                                                      “single” dogs to find a mate before the wedding. A large bin of
                                                                      sawdust and a kiddie pool filled with water were put in the speed-
                                                                      dating area. Local comedian Ben Kronberg officiated and radio
                                                                      DJ Gloria Neal emceed the event.

                                                                      Results
                                                                        Bow Wow Vows was “pawsitively” amazing. It united 178 dog
                                                                      couples, shattering the previous Guinness world record.
                                                                        Twenty vendors participated, generating $4,000. The wedding
                                                                      raised $3,000 for the League. The group was also mentioned in
                                                                      much of the media coverage, meaning the local animal shelter
                                                                      received millions of dollars worth of free advertising.
                                                                        The event garnered media coverage by countless sources,
                                                                      including local and national TV stations, the Internet, Denver
                                                                      newspapers and more. The publicity was valued at $7.3 million
was a novel idea, and Aspen Grove, as leader of the pack, received    for Aspen Grove, far beyond the goal of $1 million its manage-
plenty of regional and national press. But by 2007 the center need-   ment had set.                                             SCT
ed another PR boost. Some wacky event was called for.
                                                                       Bow Wow Vows
Implementation                                                         Aspen Grove Lifestyle Center
   General manager Jill Kobe had the idea for Bow Wow Vows:            Littleton, Colo.
The World’s Largest Mass Dog Wedding.                                  Expenses: $34,270
   The notion was inspired by Kobe’s pug, Aunt Bea, who spends         Owned/Managed by: Developers Diversified Realty
a lot of time in the management office, enjoying a romance with        Professional Recognition: Jill Kobe, General Manager,
another office dog, Lloyd. Kobe’s running joke was that the dogs       Developers Diversified Realty; Jill Oster, Marketing
were dating, and someday Lloyd would have to make an honest            Coordinator, Developers Diversified Realty;
woman of Aunt Bea.                                                     Cohn Marketing Group Inc.; Dawn Marie Lecklikner,
   The idea capitalized on Aspen Grove’s dog-friendly policies.        SCMD, RPA, Vice President of Property Management,
Management decided it wanted an event that would get into the          Developers Diversified Realty; John S. Kokinchak,
Guinness Book of World Records, raise $2,000 for a local nonprofit     SCSM, SCLS, Sr. Vice President of Property
partner and, of course, yield plenty of publicity.                     Management, Developers Diversified Realty
   The Guinness Book’s record listing for mass dog weddings

10   SCT / M A X I   2 0 0 7
              Public Relations
              Centers with 750,000 – 999,999 square feet (69,675 –
              92,899 square meters)



Center arms spokesmen with ‘killer facts’
THERE ARE TWO CERTAINTIES AT CHRISTMAS IN                                On its own, the £800-per-second “killer fact” gained two days’
Britain: turkeys and scare stories about poor holiday retail sales.    coverage. Research showed the highest-ever positive awareness
It’s a brave shopping center that encourages media access during       of Brent Cross, up from 40 percent to 68 percent. Awareness of
this time — it risks exposing sensitive or negative sales informa-     positive messages on TV jumped from 12 percent in 2005 to 28
tion for the sake of publicity.                                        percent in 2006.
   Brent Cross did this anyway, with an effort called “No
Comment?”

Implementation
   Brent Cross identified negative and positive angles for
news stories and rehearsed responses its spokespeople could
offer to reporters. It provided quirky “killer facts” likely to
generate coverage — for example, that enough Brussels
sprouts are sold at the center each December to fill two
buses, and that Brent Cross was selling £800 of goods per sec-
ond at the height of the season. It also highlighted top-sell-
ing items by category, such as Fenwick’s best-selling toy, a
walking, whinnying ride-on pony.
   The center ensured that a spokesperson was available 24/7 dur-
ing the holidays, and a Brent Cross contact was assigned to work
with each type of media.
   The team reacted to media stores with positive sound bites and
seasonal sales information. It also pitched the benefits of Brent
Cross as a live-filming venue, to counteract the media’s usual pref-
erence for shooting from London’s West End and other locations.
Brent Cross’ marketing team developed possible lines for par-
ticipating retailers to use during interviews. In early
December, the marketing staff role-played with retailers’
spokespeople to get them comfortable speaking with reporters.
   The center’s marketing team aimed to spend $57,000 on pub-
lic relations during the Christmas season, hoping to yield
$127,000 worth of positive publicity during December.
Disappointed in public-relations results in 2005, Brent Cross             The media turned to Brent Cross as a first-choice site for inter-
hired a new public relations agency.                                   views and filming, not merely as a “backdrop” venue. The cen-
   It also ensured that the center’s owner, Hammerson/Standard         ter received positive coverage in December in most major nation-
Life Investments (SLI), could provide reporters with a national        al newspapers. It also got attention from news and current-affairs
retail viewpoint, to complement the center’s local perspective.        programs for all major TV networks and on radio. More than 100
                                                                       regional stations took the center’s radio news feeds each major
Results                                                                trading day.                                                    SCT
  Brent Cross gained more than $1.4 million worth of positive
publicity. Twelve retailers were featured in media coverage prompt-     No Comment?
ed by No Comment?, including Fenwick, which allowed on-site             Brent Cross
interviews and cameras in its store for the first time in 31 years.     London
  Four of the center’s major retailers had record Christmas sales.      Expenses: $29,697
Overall sales were up 3.4 percent over December 2005 — 0.9              Owned/Managed by: Hammerson
percent ahead of the British Retail Consortium’s national index.        Professional Recognition: Norman Black, Head of
Strong sales continued into January and February, with year-            Marketing, Brent Cross
over-year sales increases of 1.8 percent during those two months.

                                                                                                                 M A X I   2 0 0 7   /   SCT   11
               Public Relations
               Centers with more than 1.4 million square feet
               (130,060 square meters)



Kit prepares shoppers for Black Friday
BLACK FRIDAY ALWAYS PROVES AN IMPORTANT DAY
for retailers, an exciting one for shoppers and a busy one for the
media.
  Each year Black Friday, the day after Thanksgiving and the tra-
ditional launch of the holiday shopping season, seems to start a
bit earlier in the morning. Long lines of shoppers form outside
shopping centers at 7, 6 or even 5 a.m., as customers rush to take
advantage of “early bird” discounts and promotions.
  In 2006, King of Prussia Mall’s management recognized that
the hordes of early morning shoppers provided a strong “hook” for
news media covering holiday shopping. The team aimed to capi-
talize on such extreme consumer behavior with a promotion to
attract media attention and reward early shoppers. Of course, the
management wanted shoppers and reporters to stay at the center
for most of the day.

Implementation
  King of Prussia created a Black Friday Survival Kit. It was a
backpack stocked with bottles of water, Starbucks gift cards,
coupons for neck massages, a mall directory and lists of retailers
offering early bird discounts.
  The center promoted the Survival Kit on its Web site 48 hours
before Black Friday. Web site visitors could download a coupon to
be redeemed at the mall for the backpack. Only 1,000 backpacks        enced an 18 percent increase in traffic on the highest traffic day
were available, and they were given away on a first-come, first-      of the year.
serve basis.                                                             More than 70 television segments were broadcast during Black
  The center promoted the Survival Kit on a local morning talk        Friday weekend at King of Prussia mall, worth $170,000 in adver-
show, when the marketing director distributed free kits to audi-      tising. Coverage included two segments on The Today Show, three
ence members.                                                         on The Weather Channel, two on MSNBC, five on CNBC and
  NBC’s The Today Show learned of the promotion and contact-          58 local news segments.
ed the mall’s management, interested in covering the crowds of           An NBC crew stayed at the mall throughout Black Friday,
people who would arrive for the center’s 5 a.m. opening on Black      sending coverage to MSNBC, CNBC, CNBC Europe and the
Friday.                                                               local nightly news.
  Sensing an opportunity for even more media exposure, the               CNBC and local NBC affiliates also returned to the mall
King of Prussia team suggested several other stories for NBC to       throughout the holiday season.                                 SCT
cover throughout the day, including gift ideas, shopping trip plan-
ning, parking tips and more. The center’s management also               T.G.I.B.F.
arranged interviews with store managers at Sony Style and Lilly         King of Prussia Mall
Pulitzer and helped provide background footage the day before           King of Prussia, Pa.
the live shoot.                                                         Expenses: $6,754
                                                                        Owned/Managed by: Kravco Simon Co.
Results                                                                 Professional Recognition: Mark Bachus SCMD,
  In the 48 hours before Black Friday, people downloaded 3,426          Marketing Manager, King of Prussia Mall; Robert Hart,
coupons for Black Friday Survival Kits from the King of Prussia         SCSM, General Manager, King of Prussia Mall; Clinton
Web site. All 1,000 kits were given away within three hours of          M. Cochran, SCSM, Vice President, Management,
the mall’s 5 a.m. opening time.                                         Kravco Simon Co.; Lorel Marketing Group; Alta
  Traffic to the Web site increased 97 percent on Black Friday          Communications
and 41 percent throughout the holiday season. The mall experi-

12   SCT / M A X I 2 0 0 7
               Public Relations
               Centers with more than 1,400,000 square feet
               (130,060 square meters)



Ala Moana TV segments grab attention
HALF OF ALA MOANA CENTER’S SHOPPERS ARE                                featured on Trend Watch the day it aired.
local residents; the rest, tourists from all over the world. Those       Visits to Ala Moana Center by nearby residents increased 5
from Japan account for about 14 percent of the center’s traffic and    percent; the local market by spring 2007 accounted for 59 percent
30 percent of its sales.                                               of traffic, up from 54 percent in 2005.
   In early 2006, business from the high-spending Japanese               The center’s Web site saw 569,116 unique visitors in 2006, a 29
tourists was declining. The center wanted to increase sales 3          percent increase over the prior year. By April 2007, the figure rose
percent over those achieved in 2005, which was a record year,          another 21 percent, year-to-date. Total Web site visitation in
with $1.1 billion in revenue. Ala Moana needed a strong pub-           2006 was 684,724, up 23 percent over 2005; by April 2007 the
lic relations effort to offset the lost Japanese business and then
some.
   There were other challenges. A persistent local belief held that
Ala Moana caters mainly to affluent Japanese. Six centers within
20 miles offer shops equally appealing to locals. Any public rela-
tions campaign had to encompass the center’s 260 tenants, from
luxury merchants to local businesses. Finally, the center’s man-
agement sought alternatives to newspaper advertising. Such ads
are traditional but they don’t convey detailed information;
they’re expensive and most shoppers don’t rely on them as their
primary source of information.

Implementation
   Ala Moana Center partnered with Hawaii’s top morning news
show, on KHON2, to develop Trend Watch, a bi-weekly segment
dealing with style and gifts.
   Three- to four-minute Trend Watch segments were hosted by
Ala Moana Center’s spokeswoman, Jasmine Tso. The shows dis-
cussed trends specific to the shopping season. Topics included
“Top 10 Gift Lists” — gifts for men, for women, best toys, last-
minute gifts under $20, etc. — so retailers in various categories
were featured concurrently. “Splurge & Steal” addressed the same       year-to-date figure was up 17 percent. The Trend Watch home
trends by suggesting gifts in two price points — the splurge, a lux-   page received 34,893 page views.
ury item and the steal, a more economical alternative. This let          Sales grew by 3.5 percent in 2006, despite a 9.4 percent
the center present its breadth of offerings to locals.                 decrease in the Japanese tourist market. By April of 2007, total
   Other, fashion-oriented trends included swimsuits, bold colors,     mall sales were up 1 percent year-to-date.                  SCT
metallics, home accessories, back-to-school must-haves and
more.                                                                    Trend Watch
   The center put its Web site to use by posting the Trend Watch         Ala Moana Center
lists, with product name, description, store, price and photos right     Honolulu
after each segment aired.                                                Expenses: $6,502
                                                                         Owned/Managed by: General Growth Properties
Results                                                                  Professional Recognition: Jasmine Tso, CMD,
  Thirty-five segments provided regular media coverage from              Marketing & Promotions Director, Ala Moana Center;
January 2006 through May 2007, exposure worth $90,592 in free            Sharon James, Regional Vice President, Marketing,
publicity. The popularity of Trend Watch has allowed Ala Moana           General Growth Hawaii; Megan Anderson, Marketing
Center to secure an additional 28 free segments, totaling 44 in          Assistant, Ala Moana Center; Matthew Derby, Tourism
2007.                                                                    & PR Director, Ala Moana Center; Kristin Kilburn, Retail
  Trend Watch publicized 160 of the center’s 199 stores and 15           Services Director, Ala Moana Center
of its 61 restaurants. Many retailers reported selling out of items

                                                                                                                M A X I   2 0 0 7   /   SCT   13
               Public Relations
               Company




Giving the entrepreneurial process a nudge
THE WORD “MALL” HAS DEVELOPED A GENERIC                                 To launch the program, Ryerson e-mailed students in
usage. People everywhere use the word to describe any kind of        September 2006 to invite entries. Students submitted five-page
retail facility — enclosed malls, plazas, power complexes, open-     proposals by Oct. 2. From those, the Ivanhoe Cambridge com-
air centers, etc. Perhaps it’s not surprising that consumers paint   mittee identified five finalists on Nov. 6. The finalists had to
all shopping centers with the same brush. Few centers have a         present business plans to the committee Jan. 12. Finalists were
unique character or distinctive design. Many are full of the         also eligible for an independent-project course during winter ses-
same stores.                                                         sion, during which they worked with a faculty advisor to fine-
   That sameness is a problem in a competitive marketplace. An       tune their plans. The committee announced the winner Jan. 30
evaluation of Ivanhoe Cambridge’s retail portfolio revealed that     at a media reception at Ryerson. Ivanhoe Cambridge hired a pub-
                                                                                   lic relations firm to publicize the program, highlight-
                                                                                   ing the finalists in their hometown and regional
                                                                                   media, and also promoting the winning idea with
                                                                                   regional and national media.

                                                                                  Results
                                                                                    Ryerson University embraced the effort as its own
                                                                                  and provided more than 40 hours of manpower to
                                                                                  help Ivanhoe Cambridge. The Retail Evolution
                                                                                  Program will be expanded to the Eastern and
                                                                                  Western regions in 2008, with additional $150,000
                                                                                  prizes there.
                                                                                    Of Ryerson’s 75 fourth-year students, 15 submitted
                                                                                  entries. All were professional and original. Five were
                                                                                  chosen as finalists. The winning concept was Denim
                                                                                  Diva, which will open in spring 2008 at Upper
                                                                                  Canada Mall with 2,000 square feet. Its creator,
                                                                                  Amber Kelly, says Denim Diva will address the chal-
                                                                                  lenges women experience with how denim jeans fit
                                                                                  when shopping for them. The store will cater to
                                                                                  women ages 35 to 55. Kelly’s mentor will be the
its top 10 retailers accounted for 42 percent of the company’s       president of a national retail chain.
total GLA in Canada — meaning that Ivanhoe Cambridge has                Ivanhoe Cambridge was praised by industry leaders and in
a lot of the same stores in all of its malls. The company recog-     trade publications for developing a program to serve as a retail
nizes, however, that unique retailers help draw shoppers.            incubator.
Oakridge Centre in Vancouver, where 14 percent of the tenants           The Retail Evolution Program was covered in 30 news sto-
are independents, has the highest sales per square foot in the       ries and gained 5,765 lines of print and 41 minutes of broad-
portfolio. In light of this, Ivanhoe Cambridge felt it needed to     cast coverage.                                                  SCT
help Canadian entrepreneurs develop fresh retail concepts.

Implementation                                                        The Retail Evolution Program
   Ivanhoe Cambridge launched a contest among college business        Ivanhoe Cambridge
students. It worked with Ryerson University’s School of Retail        Oshawa, Ontario
Management to encourage its fourth-year students to develop           Expenses: C$164,611
new retail concepts.                                                  Professional Recognition: Alexandra Benjafield,
   The prize: $150,000 (Canadian) in seed money from Ivanhoe          Property Manager, Oshawa Centre; George Fiddler,
Cambridge and a prime space in one of its Toronto-area malls, with    SCLS, Sr. Vice President, Central Region Ivanhoe
free minimum rent for a year. The company also promised to pair       Cambridge
the winner with a Canadian retailer who would serve as a mentor.

14   SCT / M A X I   2 0 0 7
              Sales Promotion and Events
              Centers with 200,000 – 499,999 square feet
              (18,580 – 46,449 square meters)



Music-themed program pushes brand
MONTRÉAL EATON CENTRE LIES ON SAINT                                  marked with campaign images. Several contests ran, two for the
Catherine Street, the city’s main commercial avenue, known for       public.
fashion shopping. The center caters to young urban professionals.       A Rock Squad of greeters, wearing clothes inspired by the five
It’s branded itself as the Fashion District — in French, the Mode    rock themes, drove around in a van transformed into a DJ “pad.”
District. Its management sought a merchandising program for fall     The “roadies” were hard to miss in the downtown core as they dis-
                                                                     tributed the Fashion Guides and records to pedestrians. In a con-
                                                                     test dubbed “Your Luck is Turning,” people could play their
                                                                     records at the mall. If the disc played a winning song, its owner
                                                                     won one of 250 prizes donated by merchants. A “Live Like a Rock
                                                                     Star” contest gave away a trip to one of three rock capitals,
                                                                     London, Berlin or Los Angeles.
                                                                        Another contest was for retailers, whose employees also tried
                                                                     their luck on the center’s turntable. The prize: tickets to any 2007
                                                                     concert at the Bell Centre.
                                                                        For more exposure, Montréal Eaton Centre used empty walls
                                                                     and facades of pedestrian walkways throughout downtown and
                                                                     plastered them with campaign visuals. The center ran color ads in
                                                                     the city’s commuter newspaper, Metro. The center itself became
                                                                     an advertising medium, with billboard-size posters hung near the
                                                                     video monitors, in entrances and on the sides of escalators.

                                                                     Results
                                                                       A survey after Attitude Rock showed 66 percent of respondents
                                                                     identified the center’s brand without prompting, up 35 percent
                                                                     over a survey in May 2006.
                                                                       The subway station monitors showed the video to 345,000
that would reinforce its image as a top fashion source. Music has    commuters weekly for 11 weeks. Some 1,200 oversized color
a tremendous influence on fashion, and the center took advan-        posters were wallpapered on walls and walkways in 20 locations
tage of that.                                                        for 21 days. The Metro ads reached 1 million people. Promotional
                                                                     material was visible from everywhere in the shopping center. The
Implementation                                                       Rock Squad distributed 25,000 Fashion Guides and vinyl records.
   Montréal Eaton Centre launched its “Attitude Rock” promo-           Sales for October and November 2006 increased by $200,000,
tion, inspired by five genres popular with urban shoppers: dandy     2 percent over the same months the previous year. Traffic
rock, pop rock, rock couture, grunge and hard rock.                  increased by 7 percent in October and 1 percent in November.
   The center produced a fashion video, styled after music             Fashion sales cranked: Shoe sales increased 8.82 percent,
videos. This was more cost-effective and relevant to the center’s    menswear 15 percent and accessories 43 percent.              SCT
audience than a traditional fashion show and allowed the cen-
ter continuous replay during the eight-week campaign. Set to          Attitude Rock
an edgy urban beat transcending the five music styles, the video      Montréal Eaton Centre
featured models rocking in trendy clothes available at the cen-       Montréal
ter’s stores.                                                         Expenses: $255,286
   Flat-screen monitors throughout the center played the video all    Owned/Managed by: Ivanhoe Cambridge
day. A shorter version aired on 27 giant flat-screen monitors         Professional Recognition: Zeina Barghout, CMD,
installed in two subway stations near the center and was posted       Marketing Director, Montréal Eaton Centre; Marilyn
on YouTube.                                                           Cormier, General Manager, Montréal Eaton Centre;
   The center created five Fashion Guides identifying stores          Marlène Théberge, Regional Marketing Director, Ivanhoe
where the video’s styles could be found. Guides, vinyl records and    Cambridge; Kellyetcie, Advertising Agency
contest information were tucked into a 45-rpm record sleeve

                                                                                                              M A X I   2 0 0 7   /   SCT   15
               Sales Promotion and Events
               Centers with 200,000 – 499,999 square feet
               (18,580 – 46,449 square meters)



With a fairy princess, who needs Santa?
MIXED-USE COMPLEX ZONA ROSA OPENED IN                                   Zona Rosa had a Santa too — the holiday season there opened
May 2004. The center revived two beloved holiday events, the         with the Fairy Princess and concluded with Santa. After the
Kansas City Holiday Crowns in 2004 and the Kansas City Easter        Princess left the center, she appeared at the museum.
Parade in 2006. Public response was tremendous, giving the cen-         The museum’s executive director provided a wealth of informa-
ter an immediate identity and emotional connection with resi-        tion about the Fairy Princess’ history, including photos of past
dents. The center’s marketing team began searching for other         Princesses kept in the museum’s archives for years. They were
                                                                     made into a photo display at Zona Rosa.
                                                                        The Kline’s Fairy Princess presented children with gifts that
                                                                     appeared magically with the wave of her wand. Surprise packages
                                                                     slid down a chute, appeared behind doors or lay in a festively dec-
                                                                     orated trunk. Zona Rosa’s facilities crew created magical “prince”
                                                                     and “princess” treasure chests. With a wave of her wand (and the
                                                                     press of a special button), the Fairy Princess magically raised the
                                                                     chests to reveal gifts — tiaras for girls, crowns for boys.
                                                                        Zona Rosa put out a public “call for Princesses” to find young
                                                                     ladies to play this role. Media releases included information on the
                                                                     partnership with the museum. The museum holds an annual day-
                                                                     long “Slipper Camp” to train new Fairy Princess recruits. It trained
                                                                     Zona Rosa’s new Princesses on posture, manners and more.
                                                                        On Saturday, Nov. 18, more than 5,000 people came to Zona
                                                                     Rosa’s Northern Lights lighting ceremony. The Fairy Princess
                                                                     welcomed the crowd and began meeting with children. Hundreds
                                                                     of children visited with her that night, and her appearances con-
                                                                     tinued through Nov. 30.

                                                                     Results
                                                                        Zona Rosa was the only Kansas City center where children could
                                                                     visit a Fairy Princess! This prompted coverage from three local tel-
                                                                     evision stations and several newspapers. The Kansas City Star sent
                                                                     a reporter to Slipper Camp, producing a front-page story with pho-
                                                                     tos. The Princess’ arrival at the center garnered print coverage of
                                                                     988 column inches. Total broadcast airtime was 24.22 minutes.
local traditions to bring to Zona Rosa. It quickly focused on the       Museum officials said more people visited the Fairy Princess
Fairy Princess.                                                      there in 2006 than in any of the past 19 years. Traffic at Zona Rosa
  To past generations of Kansas City children, the Christmas hol-    was up more than 5 percent during the 13 days the Fairy Princess
idays meant a visit with the fabulous Fairy Princess in Kline’s      was there. Sales rose more than 5 percent in November.           SCT
Department Store’s wondrous Toyland. She arrived at Kline’s
annually from 1935 through 1970, meeting with children and lis-       Return of the Fairy Princess
tening to their holiday wishes.                                       Zona Rosa
                                                                      Kansas City, Mo.
Implementation                                                        Expenses: $46,911.86
  Since 1987, the Fairy Princess has instead appeared at the          Owned/Managed by: Steiner + Associates
Kansas City Museum. Zona Rosa developed a partnership with            Professional Recognition: Rosemary Salerno, General
the museum, which struggled with weak attendance. The center          Manager, Zona Rosa; Pamela Marticke, Marketing
emphasized that the Princess originally appeared in a retail envi-    Coordinator, Zona Rosa; Ali Guilfoil, Administrative
ronment, but it realized cross-promoting her presence in both         Assistant, Zona Rosa; David Wass, COO, Steiner
venues would be mutually beneficial. The center let the museum        Properties; Yaromir Steiner, CEO, Steiner + Associates
use its Fairy Princess set, to replace an older one.

16   SCT / M A X I   2 0 0 7
               Sales Promotion and Events
               Centers with 500,000 – 749,999 square feet
               (46,450 – 69,674 square meters)



Fairy dust boosts center’s holiday spirit
CARLINGWOOD HAD A SANTA PROBLEM. IT CATERS
to families, renovated in 2003, and enjoys proximity to three
schools. Still, traffic dropped 4 percent during the 2005
Christmas season; sales flattened.
   Management realized their Santa Claus’ popularity had fizzled.
Visits with Santa dropped in 2005 to 8,423 from 12,092 the year
before. Photo sales fell 64 percent in four years.
   There were several reasons. New residents’ cultures did not
necessarily include the concept of Santa. Children under age 10
from all cultures were more interested in Disney’s princesses and
fairies. Carlingwood’s main competitor had a Santa with a gen-
uine beard “on set” all the time; customers at Carlingwood were
overheard telling children they’d see the “real” Santa at the other
center. For five years, Ottawa’s major daily paper declined cover-
age of Carlingwood’s Christmas events.

Implementation
   The marketing team created The Fairy Princess of Carlingwood
and gave her a story: Her fairy dust gives reindeer the power to fly
and children the freedom to dream. People of many cultures could
enjoy her. The center publicized the Princess via radio stations
most popular with women ages 25 to 44, because mothers are the
people who bring kids to see Santa. The management also intro-
duced the Princess on a school holiday, to draw moms looking for
something to do with their children that day.                          Results
   The holiday set was designed with two sides. Santa’s was deco-        Traffic grew by 6 percent in November and December over the
rated with Christmas ornaments. The Princess’ side had large           same period in 2005. Visitors to the holiday display rose 70 per-
snowflakes, tin soldiers and an ottoman for her to receive visitors.   cent, 14,340 versus 8,423 in 2005. Photo sales for 2006 reached
A Fairy Princess costume was found at a local bridal salon, wings      $21,554, a 119.8 percent rise over the prior year’s $9,806.
at Carlingwood’s Claire’s and a magic scepter created by the mar-        During the parade, $852 was collected for the Christmas
keting department. Carlingwood’s tailor shop provided gown             Exchange; another $2,155 came from photo sales.
alterations; and Rinaldo’s Spa and Salon did daily hairdos and           In November and December, the center received $51,684
makeup, in exchange for mentions on mall signage.                      worth of editorial coverage, including dominance of the Ottawa
   The center chose a holiday-season charity to benefit from the       Citizen’s front page on Nov. 18. Its headline: “Move Over, Santa
new character. The Christmas Exchange received 10 percent of           …The Fairy Princess Has Come to Town.”                      SCT
proceeds from Santa and Fairy Princess photos, plus the exclusive
right to collect money during a coronation parade for the Princess.     The Fairy Princess of Carlingwood
   The Fairy Princess arrived on Friday, Nov. 17, 2006. Led by a        Carlingwood
church choir and celebrities collecting donations for the charity,      Ottawa, Ontario
the coronation parade wound through Carlingwood. Little                 Expenses: $42,736
princes, princesses and fairies held hands with the Fairy Princess      Owned by: Ontario Pension Board
as she walked to the holiday display. On her arrival, Santa             Managed by: 20 Vic Management Inc.
crowned her with a tiara. The Princess read stories to children         Professional Recognition: Frank Fenn, CMD, Marketing
and had pictures taken with them.                                       Director, Carlingwood; Tina Vigliotti, Marketing Assistant,
   Audiences with the Fairy Princess were held on weekends from         Carlingwood; Denis Pelletier, Centre Manager,
1 to 4 p.m., sandwiched between two Santa shifts. This let fami-        Carlingwood; Jim Hedrich, Vice President, 20 Vic Retail;
lies visit both characters. During the week before Christmas, both      Leanne Labelle, Owner, Fenix Solutions Inc.
were on the set daily.

                                                                                                              M A X I   2 0 0 7   /   SCT   17
               Sales Promotion and Events
               Centers with 1 million – 1,399,999 square feet
               (92,900 – 130,059 square meters)



Nearby Now turns browsers into buyers
FOLLOWING A MAJOR RENOVATION, EASTRIDGE                              Results
found that sales and traffic were taking longer than expected to        In the first month, Web site traffic increased 43 percent over
rebuild.                                                             August 2005’s, with 16,345 unique visitors. By April 2007, traffic
  The center caters to tech-savvy Silicon Valley residents. It       had jumped to 72,730 unique visitors, an 800 percent increase
worked with a local start-up called Nearby Now that proposed a       over April 2006. From August 2006 to April 2007, total Web site
pilot project: posting all merchandise available at Eastridge on     traffic grew by 445 percent — 90 percent of it from product
the center’s Web site, where it could be searched online.            searches.
  In August 2006, Eastridge became the first mall in the country        The product-search tool includes all Eastridge retailers. As of
                                                                     May 2007, more than 70 percent of them provided automated
                                                                     inventory feeds to the Web site. Interns from Nearby Now
                                                                     helped some of the remaining merchants gather information to
                                                                     post online. The retailers are encouraged to update online list-
                                                                     ings because the search engine displays the most recent post-
                                                                     ings first.
                                                                        At a special event to introduce the program publicly, 230 shop-
                                                                     pers tried online product searches at a station at the mall. During
                                                                     the first two months, 25,000 searches were conducted from the
                                                                     center’s Web site. In the fourth quarter of 2006, the number of
                                                                     searches reached 185,000, and in the first quarter of 2007, there
                                                                     were 290,000.
                                                                        The program added text-message and cell-phone capability
                                                                     in December 2006. Some 800 shoppers entered more than
                                                                     2,200 text-message searches over a four-hour period on the
                                                                     first day that was available. A survey showed purchases aver-
                                                                     aged $25.
                                                                        As of May 2007, more than 500,000 searches were done on
                                                                     Eastridge’s Web site; more than 2,000 products were reserved
                                                                     online. Another survey showed that 90 percent of people who
                                                                     reserved things online went to the store for pickup, accounting
to accomplish this. In December the center made the same serv-       for 1,800 in-person visits. Nearly 70 percent of the shoppers who
ice accessible from cell phones.                                     reserved items said they actually bought something, generating
                                                                     1,400 purchases. With an average price of $25, this represents
Implementation                                                       about $35,000 in sales.
   Before this program, Eastridge’s Web site averaged 11,000            The in-person traffic, sales and publicity generated by the pro-
unique visitors per month. Management wanted to double that          gram contributed to an increase in overall mall sales of 5.5 per-
number within six months and realized that to do so, all retailers   cent during the promotion period.                              SCT
had to participate. An initial goal was 100,000 product searches
in the first six months yielding 1,000 in-store sales.                Turn Online Browsing Into In-Store Buying
   Nearby Now worked with Google and Yahoo! to direct online          Eastridge
shoppers to the Eastridge Web site. To convert online browsing to     San Jose, Calif.
store visits, the Web site included a tool allowing consumers to      Expenses: $1,506
reserve an item for pickup that day or the next at the store.         Owned/Managed by: General Growth Properties
   Eastridge’s management met with retailers to give them a live      Professional Recognition: John Petersen, CSM,
demonstration of the technology. The center publicized the pro-       General Manager, Eastridge; Alice Snyder, Marketing
gram with in-mall material, on the Web site and using its shop-       Manager, Eastridge; James E. Anderson, Operations
per-loyalty database of 10,000 people. Posters and some promo-        Manager, Eastridge; Scott Dunlap, CEO, Nearby Now;
tional prizes were the mall’s only cost; Nearly Now paid all other    Theresa Boldrini, Marketing Manager, Nearby Now
expenses.

18   SCT / M A X I   2 0 0 7
              Sales Promotion and Events
              Centers with more than 1.4 million square feet
              (130,060 square meters)



Apartment draws traffic to Dubai mall
MALL OF THE EMIRATES FACED SEVERAL CHAL-                             play in the center also included a contest that gave away a private
lenges going into its first Dubai Shopping Festival. The govern-     jet and a car as prizes.
ment-sponsored event, traditionally held each January, is a key         The apartment was given away in a drawing. To enter the
period for retailers, characterized by major discounts and promo-    drawing, shoppers had to spend AED 350. This was an increase
tions. Retail companies devote large budgets to offering prizes      from the AED 250 hurdle in previous promotions.
such as luxury cars and gold to entice consumers to their stores.       The center advertised its contest in airline magazines and for-
In a developing economy where affluent lifestyles are promoted       eign-language shopping guides to ensure tourists were also aware
everywhere, the allure of these prizes is understandably strong.     of it. Promotional materials used the center’s familiar branding
   Mall of the Emirates had to compete with 46 other Dubai cen-      elements, and they played on the similar shapes of an apartment
ters to attract shoppers during the festival — centers that were     tower and a shopping bag. Radio ads included a “biggest bargain”
already established and to which shoppers would be loyal. The        slogan. The apartment prize wasn’t the only attraction for shop-
government also unexpectedly extended the 2007 festival from         pers. Nearly 90 percent of the center’s stores offered sale prices
30 days to 45, with a start date of Dec. 20, 2006. The center’s      during the festival, with discounts of up to 80 percent.
management realized that for the mall to succeed during the fes-
tival, it had to offer shoppers a dazzling prize.                    Results
                                                                        Damac Properties gave away the two-bedroom apartment and
Implementation                                                       also paid the mall AED 800,000 in cash as a sponsorship fee.
   Mall of the Emirates worked with Damac Properties, a region-         Mall of the Emirates’ January 2007 sales were 77 percent
al residential developer, to offer a two-bedroom apartment worth     greater than those in January 2006, reaching AED 450 million.
AED 2.4 million ($653,950) as its big prize. Damac provided the      December 2006 sales were a new mall record, AED 554 million,
apartment; in return it received space in the mall for a display     40 percent over November 2006. Total retail sales for the promo-
that showcased the prize apartment. Damac also got branding on       tional period were more than AED 600 million. Monthly sales
the center’s point-of-sale materials and other media. Damac’s dis-   have continued to be more than AED 400 million, with sales
                                                                     through April 2007 being 52 percent ahead of last year.
                                                                        More than 3.3 million people visited the mall during the festi-
                                                                     val. It set a new daily record of 127,353 visitors on Dec. 30 and a
                                                                     new weekly record of 660,000 visitors.
                                                                        Shoppers redeemed 73,000 coupons, with those sales worth
                                                                     AED21 million more than the center’s goal. During the promo-
                                                                     tional period, 273,000 coupons were redeemed, with sales worth
                                                                     AED 91 million. This was 30 percent above goal.                SCT




                                                                      Dubai Shopping Festival’s Biggest Bargain
                                                                      Mall of the Emirates
                                                                      Dubai, United Arab Emirates
                                                                      Expenses: Total expense was AED 1,440,475; net
                                                                      expense after sponsor income: AED 640,475
                                                                      Owned by: Majid Al Futtaim Group
                                                                      Managed by: MAF Shopping Malls
                                                                      Professional Recognition: Alan Jones, Marketing
                                                                      Manager, Mall of the Emirates; Fuad Sharaf, General
                                                                      Manager, Mall of the Emirates; Pam Bryson, SCMD,
                                                                      Regional Marketing Manager, MAF Shopping Malls;
                                                                      Murray Bell, Sr. Vice President, Leisure and Retail, MAF
                                                                      Shopping Malls; Graham Dreverman, CEO, MAF
                                                                      Shopping Malls


                                                                                                             M A X I   2 0 0 7   /   SCT   19
               Sales Promotion and Events
               Mixed-use Project




World Cup events draw fans to project
WORLD CUP SOCCER WAS GERMANY’S BIGGEST                                performances were paid for by the government subsidy; 15 more
sports event in 2006, held June 9 to July 9. It was natural to        were paid for by the center. Sponsorships came from Coca-Cola,
expect that the whole country would watch the games at the sta-       Philips and Bitburger.
diums, on TV or at public viewing parties with friends. Three of         CentrO offered non-soccer fans “ease of shopping” during these
the 12 host cities lie within a 45-minute drive of CentrO. Those      weeks by extending its hours, until 10 p.m. for some merchants.
cities hosted big viewing areas and events.                           Most nearby retail complexes did not do this. CentrO encouraged
   CentrO predicted trouble: With the public’s attention on soc-      tenants to offer World Cup promotions, organized into 50,000
cer for a month, people were likely to be too distracted to shop or   coupon books distributed to loyal shoppers. The books included
dine out. So the center decided to stage a World Cup–related pro-     40 offers.
motion to draw people in and boost sales.                                To publicize the center, funny ads showed streakers on a soccer
                                                                      field (not unheard of during European games). The ads’ headline
Implementation                                                        read, “A Quick Fashion Fix?,” suggesting the streakers needed
   CentrO’s management sought to increase sales by 25 percent in      some fashion help. The “streaker” visual was used on bus posters
its 260,000-square-foot outdoor Promenade, which includes 22          and in newspaper ads too.
bars and restaurants. The center targeted three groups: regional         To reach foreign visitors, CentrO worked with tourism organi-
soccer fans without World Cup tickets, local shoppers with little     zations in those countries that sent teams to the tournament sites
interest in soccer and foreigners.                                    near the center. It also advertised in English in World Cup tourist
   CentrO ran a 30-day, 30,000-square-foot outdoor public view-       publications.
ing festival that accommodated 3,000 soccer fans. An additional
                                                                      Results
                                                                        CentrO’s viewing area drew 71,456 fans. Spillover amounted to
                                                                      another 49,500 visitors to other bars and restaurants within the
                                                                      center. Extended hours improved visitor frequency by 9.1 percent
                                                                      over the same dates the prior year. Overall, the center drew 13.8
                                                                      percent more people during the tournament.
                                                                        CentrO increased June 2006 retail sales by 13 percent, in part
                                                                      due to the 74,373 coupons redeemed, an average of nearly 1.5
                                                                      coupon per book. (In comparison, national retail sales in June
                                                                      2006 shrunk 0.4 percent from the previous June.)
                                                                        The festival was hugely successful for the eateries in the public
                                                                      viewing area, which generated sales of $876,800. Another 49,500
                                                                      people watching games in Promenade bars and restaurants spent
                                                                      an additional $445,000, pushing overall food/beverage sales to
                                                                      $1.3 million, a boost of 54.3 percent over June 2006.          SCT


                                                                       CentrO World Cup Promotion
                                                                       CentrO
                                                                       Oberhausen, Germany
                                                                       Expenses: Total cost of the promotion reached
                                                                       $767,124; after sponsorships and in-kind cost savings,
                                                                       the net cost to the center was $484,372
4,000 people could be diverted into Promenade bars and restau-         Owned by: Stadium Ltd.
rants airing the games.                                                Managed by: CentrO Management GmbH
   The festival area included five eateries from the Promenade         Professional Recognition: Michael Grundmann,
and a stage with a 2,400-square-foot LED wall. CentrO worked           Managing Director, CentrO; Marcus Remark, Event
with the city government in planning the event; this secured a         Manager, CentrO; Frank Pöstges, Managing Director,
state government subsidy for the event’s music program. The cen-       CentrO
ter staged pre-game and half-time entertainment. Twenty band

20    SCT / M A X I   2 0 0 7
              Business to Business
              Centers with 500,000-749,999 square feet (46,450-
              69,674 square meters)



Mall gala hypes H&M debut
MAIL CHAMPLAIN FACED A THREAT IN FALL 2006. A                       up. Senior H&M executives in Sweden sent cards and e-mails to
new lifestyle center was about to open nearby, with an impressive   thank the center.
mix of fashion merchants.                                             Traffic at Mail Champlain grew by 1 percent in October, offset-
  One retailer considering the new center was H&M. Upon
learning that, the owners of Mail Champlain immediately
began wooing H&M and persuaded it to open its first South
Shore location at Mail Champlain with 15,000 square feet.
    Mail Champlain’s management knew the retailer
planned several more nearby stores. They wanted to herald
an H&M at Mail Champlain to reduce the threat of lost
market share from the new lifestyle center and from future
H&M stores.
  The center suggested a joint campaign to announce the
new store. But H&M openings are usually understated.
H&M initially declined to promote this opening with the
center, preferring to maintain full control over its brand.
Somehow the center had to convince H&M to enter a mar-
keting partnership.

Implementation
   The center developed a hot moniker and great visual to
wow H&M. “Mail CH&MPLAIN” played on both compa-
nies’ names. “H&M” was printed in red and the rest of the
text, representing the mall’s name, in black. After 580
e-mails to H&M’s headquarters in Sweden from the center,
the retailer agreed to a joint promotion.
   Mail Champlain launched a multimedia blitz including two         ting the dip expected from the opening of the lifestyle center.
superboards and four billboards near the Jacques Cartier Bridge,    The impact of the CH&MPLAIN campaign continued, with
heavily trafficked by commuters. The campaign also used full-       November and December’s traffic up 3.25 percent over the same
page newspaper ads in five leading local weekly papers. Designed    months in 2005. Center sales, excluding anchors, were up by 2.76
and paid for in partnership, the spread included a fashion layout   percent in October and fashion retailers enjoyed sales increases
from H&M on one side and the center’s message and grand-open-       ranging from 3.6 percent to 27.9 percent in October. Sales were
ing event details on the other.                                     up 2.75 in November.
   A gala was held at the center the night before the public           The MAIL CH&MPLAIN effort garnered coverage by five
opening. It became the event of the season when Jacynthe            local newspapers, four fashion magazines, radio, television and
Rene, a popular actress who grew up in the neighborhood,            two industry magazines.
agreed to “host” the event. Her involvement prompted other             After the campaign, several other fashion merchants asked the
celebrities to attend.                                              center about opening there with more cross-promotions.      SCT


Results                                                             CH&MPLAIN
  This was the first time H&M, with 1,300 stores worldwide, has     Mail Ch&mplain
teamed up with a center to launch a store. H&M’s financial sup-     Brossard, Québec
port leveraged the center’s budget by more than 20 percent.         Expenses: C$98,365
  The hype drew thousands of people to the opening. H&M’s           Owned/Managed by: Ivanhoe Cambridge
sales topped C$550,000 ($527,143) in the first week, surpassing     Professional Recognition: Gilles Gregoire, CSM,
expectations by 20 percent. H&M reported that in the following      Director, Mail Champlain; Julie Gélinas, Marketing
weeks, sales were so brisk they were continually running out of     Director, Mail Champlain
merchandise and had to rush shipments from other stores to keep

                                                                                                           M A X I   2 0 0 7   /   SCT   21
               Business to Business
               Mixed-use Project




Galleria makes way for American Girl
AMERICAN GIRL IS A PHENOMENON. MORE THAN                               Place at Galleria Dallas. The center also hired an architect to
13 million AG dolls and 117 titles of its books have sold since        design a conceptual rendering of a freestanding American Girl
1986. American Girl magazine, with some 650,000 subscribers, is        Place at Galleria Dallas, then commissioned an animated vir-
the biggest publication exclusively for girls age 8 and up.            tual tour to show how the store would look from customers’
American Girl Place stores in Chicago, New York and Los                perspectives.
Angeles have attracted more than 19 million visitors.                     The presentation also showed sample weekend hotel packages
  The team at Galleria Dallas and General Growth Properties            marketing the Westin and Galleria Dallas to AG girls and their
worked for several years to bring AG to Dallas. The center is the      families from a multi-state radius. The video even showed the
                                                                       girls dressed in pajamas for an “AG slumber party” in one of the
                                                                       Westin’s four-star rooms. The team wanted AG to recognize that
                                                                       the center could market a store as a regional attraction. To pro-
                                                                       vide AG executives with the hard facts about Galleria Dallas’
                                                                       market, a PowerPoint presentation was put together and also
                                                                       printed and bound.
                                                                          After Galleria Dallas made AG’s first cut, AG representatives
                                                                       made a second visit. For this presentation, the center made
                                                                       another video with the same girls. They offered a lighthearted
                                                                       David Letterman–style “Top 10” list of reasons why AG should
                                                                       select Galleria Dallas.
                                                                          When the leasing team prepared a letter of intent, it packaged
                                                                       it in a red leather box within star-covered tissue paper, mimick-
                                                                       ing the AG logo of a star within a star against a red field. The
                                                                       team used AG ribbon around the outside and attached more AG
                                                                       stars to its top.

                                                                       Results
                                                                          A new 22,500-square-foot American Girl Boutique and Bistro
                                                                       is expected to open at Galleria Dallas this fall. This is a new pro-
Dallas/Fort Worth area’s most popular attraction, with more than       totype, offering brunch, lunch and dinner; a new doll hair salon
19 million visitors annually.                                          where dolls get makeovers; special party rooms; and programs and
   At first, AG said it wasn’t ready to grow outside its first three   classes.                                                       SCT
markets. But continued contact with GGP eventually helped put
Dallas on a list with four other cities vying for the next American
Girl Place.                                                             Getting the Girl
   Once AG got interested in Dallas, it considered six potential        Galleria Dallas
locations there. Galleria Dallas needed to win this store. Having       Dallas
the only American Girl Place between Los Angeles and Chicago            Expenses: $48,220
would solidify the center’s standing in an increasingly competi-        Owned by: UBS Realty
tive luxury retail market. It would also help the complex’s Westin      Managed by: General Growth Properties
hotel, which relies on tourists for weekend business.                   Professional Recognition: Angie Freed, SCMD, SCSM,
                                                                        Sr. Marketing Manager, Galleria Dallas; Terrie Robinson,
Implementation                                                          SCMD, Regional Vice President, Marketing, General
  Galleria Dallas’ strategy was to prove that it understood AG’s        Growth Properties; Peggy Weaver, SCSM, CLS, Senior
brand and customers.                                                    General Manager, Galleria Dallas; Julie Crane Rickey,
  AG executives visited each of the six Dallas locations. For           SCMD, Vice President, Marketing, General Growth
this occasion, Galleria Dallas recruited girls for a video in           Properties; Pam Longbine, SCMD, Principal, Blend
which they carried their own AG dolls and spoke on camera to            Marketing
the executives about why they’d like to have an American Girl

22    SCT / M A X I   2 0 0 7
               Revenue Impact
               Company




System unites three firms, 650 centers
A DEVELOPER’S MARKETING TEAM CONSTANTLY
finds itself updating leasing materials as the portfolio changes.
Centro Properties Group sought a more efficient, cost-effective
way to provide accurate, timely information to retailers and
investors. This was particularly important to the company
because it was in the process of adding 500 projects to its portfo-
lio. Centro’s rapid expansion prompted the development of an
electronic portfolio-management system to provide updated
materials at the touch of a screen.
   Centro’s system saved more than $650,000 in printing and
shipping costs in 2006 alone, not to mention freeing the staff’s
time for other tasks.

Implementation
   The company created a turn-key portfolio-management system
to link printed and online marketing components (an internal
database, leasing kiosks, an investor template, Web site and leas-
ing CD-ROMs). This is a centralized database that can accom-
modate new acquisitions. The system pushes information, includ-
ing demographics, site plans, property specifications and more, to     synergy to all printed materials and online components.
a broad range of media. And it allows the staff to update materi-         It unified three public companies and more than 650 properties
als with a single entry.                                               during a two-year period under a new U.S. company name and
   Centro created xHTML (extensible hypertext markup lan-              merged data on recent acquisitions with the existing portfolio.
guage) templates to be used, for instance, for leasing brochures          The company unveiled its new Centro Properties logo and show-
and investor tours. The company developed media-appropriate            cased its latest acquisitions at an ICSC show just two weeks after a
cascading style sheets (CSS) to render property data differently       deal with New Plan. Centro created a booth design based on the
for on-screen viewing and browser-based printing. The system           ease of electronic formats and Mondrian creative tool that uses
allows an xHTML page to act as a Web page and a printed infor-         interchangeable panels to showcase custom projects as needed.
mation sheet. The system can print information in PDF files for           By designing XML and xHTML templates and print style
use elsewhere, such as at a kiosk or on CD-ROMs. The templates         sheets that send information to the database, Centro can promote
let the staff make custom brochures. The system consolidates           properties from one marketing resource to another.
imagery into a cohesive brand.                                            The self-service kiosk design lets users easily explore and print
   Centro made use of a popular consumer-advertising technique,        information about specific properties, eliminating material waste.
the Mondrian grid, which helps balance materials visually by           Automation of materials for the May ICSC convention saved the
guiding their layout on vertical and horizontal planes. For            company $650,000.
Centro’s purposes, this design allows seamless property integra-          Centro Properties has secured 633 new and renewed leases
tion and reinforces clear, concise messaging across the spectrum       since the program was launched.                                 SCT
of consumer interactions. The grid system is applicable in all
media — print ads, trade-show booth development, electronic             Portfolio-Management System
media and kiosks.                                                       Centro Properties Group
   The company also built a state-of-the-art leasing kiosk that eas-    Plymouth Meeting, Pa.
ily generates information for retailers using touch-screen technol-     Expenses: $495,000
ogy. Retailers can explore the portfolio electronically and print       Professional Recognition: Mitchell Brown, Vice
self-selected materials. The kiosk frees Centro from shipping any       President of Marketing, Centro Properties Group; Lauren
printed materials to trade shows.                                       Oswald, Regional Marketing Coordinator, Centro
                                                                        Properties Group; Bill Shinn Associates; No, Inc.;
Results                                                                 Dryden Rubino Associates
  The new system increases efficiency, saves money and brings

                                                                                                               M A X I   2 0 0 7   /   SCT   23
              Category Integration
              Centers with 200,000 — 499,999 square feet
              (18,580 — 46,449 square meters)



Center reinvents self from head to toe
MAYFAIR SHOPPING CENTRE HAD SALES OF C$605                           shoppers checked retail employees monthly, giving prizes for scores
($580) per square foot in January 2006. But it operates in a low-    of 80 or higher. The center started 10 free services unique to the
growth market of 413,500 people.                                     market, including a personal shopper, free water bottles, gift wrap-
  Trade-area average household income, at C$58,693, was 5.6          ping and more. Mayfair also promoted a new gift-card program, and
percent below the provincial average. Forty percent of shoppers      a “Surprise-a-Shopper” program gave cards to random shoppers.
are younger than 35, and Mayfair’s appeal to shoppers 45 to 65,         Mayfair hosted community events that included various class-
who spend the most, was fading. Shoppers stayed only 57 minutes      es; it invited local chefs to prepare lunch for shoppers, with pro-
per visit (the company average was 68 minutes); their average        ceeds going to local food banks; it organized an Earth Day Fair;
expenditure, C$62.01, was 17 percent lower than the company’s.       and it arranged monthly children’s activities and more. The cen-
Meanwhile more than 1 million square feet of new retail was          ter supported local charities through events such as a book drive,
pending in the market. With occupancy at 98 percent, Mayfair         spring makeovers, a single-parent resource center, photos with
couldn’t easily change its tenant mix.                               Santa, sidewalk sales and others. It sponsored two local events:
                                                                     Children’s Art Festival and Luminara. The mall’s manager joined
                                                                     the board of two local groups.
                                                                        Mayfair created a Retailer Specialist position. This expert
                                                                     worked with 10 tenants near their breakpoints to increase their
                                                                     sales with in-store events, better merchandising and in-mall and
                                                                     Web advertising.

                                                                     Results
                                                                        From January 2006 to April 2007, Mayfair shifted marketing
                                                                     funds to focus more on customer experiences and shrunk advertis-
                                                                     ing costs from 51 percent to 25 percent. Employees’ average month-
                                                                     ly mystery-shop scores reached 88. The concierge desk helped some
                                                                     120,000 people. All promotional events included a charitable com-
                                                                     ponent. The center generated C$170,000 for 15 local charities.
                                                                        The center landed seven new retailers that were new to the
                                                                     market. The retail specialist program generated more than
                                                                     C$21,830 in overage rent. Per-square-foot sales rose to C$657.
                                                                     Shoppers stayed longer, with visits growing to 70 minutes.
                                                                     Average expenditure rose to C$89.88 per visit. Gift-card sales
                                                                     reached C$1.3 million. Center revenue grew 8 percent, to
                                                                     C$21.5 million. Mayfair increased its net operating income by 6
                                                                     percent, from C$12.2 million to C$12.9 million.               SCT
  In spring 2005, the center had done research quantifying the
emotional connection between center and customers. Mayfair            Shopping As It Should Be
scored 53 of 100, meaning shoppers had little loyalty to it.          Mayfair Shopping Centre
Retailers wanted more community outreach.                             Victoria, British Columbia
  Mayfair sought to improve shoppers’ experiences and strengthen      Expenses: C$1.1 million
loyalty by creating a community- and service-oriented environ-        Owned/Managed by: Ivanhoe Cambridge
ment. Leasing, marketing, operations and customer service depart-     Professional Recognition: Karina Perkins, Marketing
ments all had to work to deliver “Shopping As It Should Be.”          Director, Mayfair Shopping Centre; Lorna Park, CSM,
                                                                      General Manager, Mayfair Shopping Centre; Belinda
Implementation                                                        Davidson, SCMD, Director, Regional Marketing, Ivanhoe
  Mayfair undertook many efforts to change the center’s atmos-        Cambridge; Julie Coward, Principle, Holy Cow
phere and culture. Among those efforts were roving ambassadors        Communication and Design; Rosemary Coss, Media
who assisted customers. The center launched a concierge program       Coordinator, Holy Cow Communication and Design
with Disney-style training for its 35 frontline employees. Mystery

24   SCT / M A X I   2 0 0 7
               Category Integration
               Centers with more than 1.4 million square feet
               (130, 060 square meters)



Center makes most of renovation
IN 2005, YORKDALE SHOPPING CENTRE COMPLETED
a C$62 million ($59.4 million) yearlong expansion. Its new wing
has a 60-foot glass atrium, three-story storefronts and skylights.
Unfortunately, the expansion left the rest of the center looking
dated in comparison.
  Yorkdale’s owners decided to renovate to make the center more
architecturally congruent. That meant another two years of work
and further disruptions. The project involved refurbishing 1960s-
era terrazzo floors, installing skylights and renovating washrooms.
Scaffolding would block retailer’s signs, not to mention foot traffic.
  Yorkdale sought to minimize disruptions, sustain traffic at 21
million shoppers from January 2006 to March 2007, maintain
sales at C$985 per square foot, and increase total sales by 2 per-
cent and net operating income by 5 percent.

Implementation
   Construction was scheduled in three phases to minimize dis-
ruption and congestion, and it halted during peak shopping sea-
sons, though this decision increased costs by C$630,000.
   The center aimed to recruit more upscale retailers for the newly      cates through the mystery shopper program.
renovated portion of the center and raise some rents.                       To the center’s amazement, sales per square foot during the ren-
Communications with current and prospective retailers played off         ovations rose 3.7 percent, reaching C$1,000 per square foot, the
existing ads, integrating “change” as a pre-emptive word. The            highest in the center’s history. Total sales rose 6.7 percent. About
new headline was “Change It Up!” Ads ran in fashion and                  half the retailers reported increases in their total sales and per-
lifestyle magazines and in two local Chinese publications.               square-foot sales during the construction. Yorkdale gift certificate
(Chinese is the second most-spoken language in the market.)              sales grew by 18 percent, to C$10.3 million, another center
They were also placed in the subway, transit shelters, throughout        record.
the center and on its Web site.                                             Yorkdale raised its net operating income by 9 percent during
   Yorkdale pushed customer services such as free wardrobe con-          this time, partly due to renegotiated leases and 38 new ones.
sultations and gift certificate sales. The center educated               Physical changes to the center also yielded savings. Big new sky-
employees about the project with a one-page Q&A and started              lights let the staff keep 95 percent of common-area lighting off
a mystery-shopper program. Mystery shoppers asked retail                 during the day, for a savings of C$10,000. The newly automated
employees questions about the renovations and center services;           washrooms saved C$10,000 annually due to reduced water and
workers providing correct answers got C$50 Yorkdale gift cer-            energy consumption. An environmental and energy manage-
tificates and were entered to win a monthly drawing for C$500            ment program helped the center cut operating costs by
in more certificates.                                                    C$250,000.                                                       SCT


Results                                                                   Change It Up!
   By this spring, the renovations were on schedule to finish by          Yorkdale Shopping Centre
August, on time and on budget.                                            Toronto
   The center landed Crate & Barrel, the first in Canada. That            Expenses: C$399,631
provided leasing momentum; more than 30 U.S. retailers called             Owned by: OMERS
looking to open their first Canadian stores in Yorkdale.                  Managed by: Oxford Retail Group
   Traffic to the center’s Web site grew by 93 percent from January       Professional Recognition: Merv Foster, Vice President,
2006 to March 2007 compared with the same period prior to the             Central Region, Oxford Properties Group; John Giddings,
renovation, with 8.5 million total page-view hits. Yorkdale’s traf-       General Manager, Yorkdale Shopping Centre; Melissa
fic remained steady at 21 million visitors during that period.            Sintra, Marketing Coordinator, Yorkdale Shopping Centre
   The center awarded more than 70 employees with gift certifi-

                                                                                                                 M A X I   2 0 0 7   /   SCT   25
              Category Integration
              Joint Centers




Program boosts local retail talent
CBL & ASSOCIATES PROPERTIES RUNS HANES, OAK
Hollow and Randolph malls in North Carolina’s Piedmont region.
The three routinely collaborate, pooling resources and ideas.
  In 2006, the three teams recognized that the area had enor-
mous entrepreneurial aptitude. They wanted to nurture fresh
retail concepts. So they launched a contest, the Piedmont Retail
Business Challenge, to find three new specialty tenants. The win-
ners received free rent, plus in-mall advertising.

Implementation
   A screening committee chose 30 finalists. Judges reviewed
their plans and narrowed the field to 10 semi-finalists. The semi-
finalists made public presentations before the judges, who cut two
contestants. The remaining eight entrepreneurs set up visual ren-
derings of their ideas in an Oak Hollow Mall storefront.
   Shoppers checked out the proposed businesses there and voted
online for their favorites; the judges picked the top six. Those six
appeared on Fox 8’s live Morning Show — the judges reviewed
videotapes of their TV interviews and the public got to vote
again online.                                                          in 2006. Contest-generated deals for 2007 will add new income
   The Piedmont area is home to nine community colleges, 11            of $61,000. The malls signed two finalists — Little Shoppers Fun
four-year institutions and many small-business support centers.        House and The Pampered Pet — for two-year paid leases worth
Because the contestants were unlikely to have experience writing       $42,500.
formal business plans, community colleges provided them with a            One-third of the people calling with leasing inquiries said the
special business course through their Small Business Centers.          Challenge prompted their calls; 25 percent of walk-in inquiries
   The centers sought cash sponsors to offset the costs of the con-    said the same. These leads yielded seven new specialty retailers.
test and add value to the prize packages, through printing, office        Debbie Bain, of Kitchens & Candles, paid the difference to
supplies, graphic design, visual merchandising and construction.       upgrade her prize from a temporary to an in-line space and signed
   The malls held a kickoff press conference and updated               on for a paid second year. She also signed a temp deal for her tax-
reporters as the contest played out. Three winners were intro-         services operation.                                            SCT
duced publicly during an awards ceremony on June 23, 2006.
Their prize packages were worth a total of nearly $200,000.            The Piedmont Retail Business Challenge
                                                                       Hanes Mall, Oak Hollow Mall, Randolph Mall
Results                                                                Winston-Salem, N.C.
   More than 100 people worked to embolden the 220 entrepre-           Expenses: Total costs were $27,642, but excluding cap-
neurs who entered the Challenge. The intent was to attract local       ital expenses and after sponsorships, out-of-pocket
and regional entrepreneurs, and 95 percent of entries came from        expenses were $2,642.
North Carolina, while others arrived from five other states, as far    Managed by: CBL & Associates Properties
away as Wisconsin. The Challenge Web site drew 4,200 hits. An          Professional Recognition: Brenda McNeeley, CMD,
informational session drew 158 people. Twenty-eight completed          Marketing Director, Hanes Mall; Jerry Jones, District
the small-business course. Some 1,200 shoppers voted online for        Specialty Retail Director, CBL & Associates Properties;
their favorite concepts.                                               Shannon Gonzalez, SCMD, Regional Marketing
   The contest garnered free publicity worth $40,361. Southern         Director, CBL & Associates Properties; Barbara
Community Bank was a presenting sponsor and gave a $20,000             Faucette, SCMD, Vice President Mall Marketing, CBL &
donation, because its president started the bank as a small busi-      Associates Properties.; Mary Lynn Morse, SCMD,
ness and wanted to share his success. A total of 20 sponsors con-      Director of Mall Marketing, CBL & Associates
tributed $97,500 in donated goods and services.                        Properties
   The malls increased their specialty leasing revenue by $20,358

26   SCT / M A X I   2 0 0 7
                     2007 Silver Award Winners

COMMUNITY RELATIONS                                          COMMUNITY RELATIONS                                           Marketing, Forest City Enterprises; Paulette Caputo,
Centers with 200,000 – 499,999 square feet                   Centers with 500,000 — 749,999 square feet                    Corporate Director of Marketing, Forest City Enterprises;
(18,580 – 46,449 square meters) of total retail space        (46,450 — 69,674 square meters) of total retail space         Glenn C. Miller, SCMD, Director of Marketing, Victoria
                                                                                                                           Gardens; Vito Bello, Marketing Coordinator, Victoria
Help 2 Raise A Roof Of Hope                                  Precious Cargo: Child Passenger                               Gardens
Cloverdale Mall                                              Safety Program
Etobicoke, Ontario, Canada                                   Brentwood Town Centre                                         COMMUNITY RELATIONS
Owned by: bcIMC Realty Corporation                           Burnaby, British Columbia, Canada                             Company
Managed by: Bentall Retail Services                          Owned/Managed by: 20 Vic Management, Inc.
Professional Recognition: Domenic Imbesi, Regional           Professional Recognition: Karen Boudreau, CMD,                Starlight Christmas Campaign
Director of Marketing, Cloverdale Mall; Cathy Bosnjak,       Marketing Director, Brentwood Town Centre; Brian Wong,        AMP Capital Shopping Centres Pty. Ltd.
Senior Vice President, REV Advertising & Design Inc.;        Centre Manager, Brentwood Town Centre                         Sydney, New South Wales, Australia
Ruby Fruitman, President, Fruitman Communications                                                                          Professional Recognition: Donna Rogers, Head of
Group Inc.                                                   COMMUNITY RELATIONS                                           Marketing and Communication, AMP Capital Shopping
                                                             Centers with 500,000 — 749,999 square feet                    Centres Pty. Ltd.
COMMUNITY RELATIONS                                          (46,450 — 69,674 square meters) of total retail space
Centers with 200,000 – 499,999 square feet                                                                                 COMMUNITY RELATIONS
(18,580- 46,449 square meters) of total retail space         Teens Of Engagement                                           Company
                                                             Halifax Shopping Centre
Save Power Have Power Campaign 2007                          Halifax, Nova Scotia, Canada                                  Family Portraits for Habitat for Humanity
Inorbit Mall                                                 Owned by: Ontario Pension Board.                              General Growth Properties, Inc.
Mumbai, Maharastra, India                                    Managed by: 20 Vic Management, Inc.                           Appleton, Wis.
Owned by: K. Raheja Corp.                                    Professional Recognition: Linda Townsend.                     Professional Recognition: Johnna Van Deurzen,
Managed by: Inorbit Malls (India) Pvt. Ltd.                  Marketing Director, Halifax Shopping Centre; Sherri Kelsie,   SCMD, SCSM, CLS, Project Manager, General Growth
Professional Recognition: Shibu Philips, Sr. Manager         Marketing Assistant, Halifax Shopping Centre; Blaise          Properties; Sarah Williams, SCMD, Vice President
Operations, Inorbit Malls (India) Pvt. Ltd.                  Morrison, Centre Manager, Halifax Shopping Centre             Marketing, General Growth Properties; Jim Anderson,
                                                                                                                           CMD, Regional Vice President of Marketing, General
COMMUNITY RELATIONS                                          COMMUNITY RELATIONS                                           Growth Properties; Melissa Bernstein, Director, Field
Centers with 200,000 – 499,999 square feet                   Centers with 750,000 — 999,999 square feet                    Development, General Growth Properties; Wally Brewster,
(18,580 — 46,449 sq. m) of total retail space                (69,675 — 92,899 square meters) of total retail space         SCMD, Sr. Vice President of Marketing and
                                                                                                                           Communications, General Growth Properties
Fashion + Passion                                            Be Seen Be Green
Monroe Mall                                                  Pickering Town Centre                                         COMMUNITY RELATIONS
Monroe, NC, USA                                              Pickering, Ontario, Canada                                    Joint Centers
Owned/Managed by: Madison Marquette                          Owned by: Ontario Pension Fund
Professional Recognition: Caroline Adams, Director           Managed by: 20 Vic Management, Inc.                           Go Red for Heart
of Marketing, Monroe Mall; Kathy Trull, CSM, CMD,            Professional Recognition:                                     Calgary Eaton Centre and TD Square
General Manager, Monroe Mall; Kevin Hagan, SCMD,             Lorna Murphy, Marketing Director, Pickering Town Centre       Calgary, Alberta, Canada
SCSM, Vice President of Asset Management, Monroe             Allan Arsenault, Centre Manager, Pickering Town Centre        Managed by: 20 Vic Management, Inc.
Mall,; Charlie Pratt, Creative Director, Monroe Mall         Helen Edwards, Marketing Coordinator, Pickering Town          Professional Recognition:
                                                             Centre                                                        Lori Cunningham, SCMD, Marketing Manager, Calgary
COMMUNITY RELATIONS                                                                                                        Eaton Centre/TD Square; Marianne Moodie, Marketing
Centers with 200,000 — 499,999 square feet                   COMMUNITY RELATIONS                                           Assistant, Calgary Eaton Centre/TD Square
(18,580 — 46,449 square meters) of total retail space        Centers with more than 1,400,000 square feet
                                                             (130,060 square meters) of total retail space                 COMMUNITY RELATIONS
In the Streets                                                                                                             Joint Centers
Montréal Eaton Centre                                        Valley View - Learning & Giving with Girl
Montréal, Québec, Canada                                     Scouts                                                        Search for Tomorrows World Champions
Owned/Managed by: Ivanhoe Cambridge                          Valley View Center                                            Eighteen Metro Group Centres in Germany
Professional Recognition:                                    Dallas                                                        Managed by: Metro Group Asset Management
Zeina Barghout, CMD, Marketing Director, Montréal Eaton      Owned/Managed by: Macerich                                    Professional Recognition:
Centre, Marilyn Cormier, General Manager, Montréal Eaton     Professional Recognition: Andrea M. Taylor, CMD,              Thomas Franken, Head of Advertising & Marketing, Metro
Centre, Marlène Théberge, Regional Marketing Director,       Senior Marketing Manager, Valley View Center; Danita S.       Group Asset Management
Ivanhoe Cambridge Kellyetcie Advertising Agency              Mason, Assistant Marketing Manager, Valley View Center;
                                                             Robert M. Kirk, CMD, Vice President, Marketing Central        COMMUNITY RELATIONS
COMMUNITY RELATIONS                                          Property Group, Macerich; Susan Valentine, SCMD, Senior       Mixed-Use
Centers with 200,000 — 499,999 square feet                   Vice President, Consumer Experience, Macerich; Penny
(18,580 — 46,449 square meters) of total retail space        Farrall, Director of Communications, Girl Scouts of Tejas     Faberge Spring Garden
                                                             Council                                                       Galleria Dallas
Toys For Tots Feels the Magic                                                                                              Dallas
Tower City Center                                                                                                          Owned by: UBS Realty
Cleveland, Ohio, USA                                         COMMUNITY RELATIONS                                           Managed by: General Growth Properties
Owned/Managed by: Forest City Enterprises                    Centers with more than 1,400,000 square feet                  Professional Recognition: Angie Freed,
Professional Recognition: Jane Lisy, Vice President          (130,060 square meters) of total retail space                 SCMD,SCSM, Sr. Marketing Manager, Galleria Dallas; Tara
of Marketing, Forest City Enterprises; Paulette T. Caputo,                                                                 Engelland, Promotions and Tourism Manager, Galleria
Corporate Director of Marketing, Forest City Commercial      Project Playhouse                                             Dallas; Terrie Robinson, SCMD, Regional Vice President,
Enterprises; Lisa A. Kreiger, General Manager, Tower City    Victoria Gardens                                              Marketing, General Growth Properties; Julie Crane Rickey,
Center; Diane Thomas, Sr. Marketing Coordinator, Tower       Rancho Cucamonga, CA, USA                                     SCMD, Vice President, Marketing, General Growth
City Center                                                  Owned/Managed by: Forest City Enterprises                     Properties; Peggy Weaver, SCSM,SCLS, Sr. General
                                                             Professional Recognition: Jane Lisy, Vice President,          Manager, Galleria Dallas

                                                                                                                                                  M A X I   2 0 0 7   /   SCT     27
2007 Silver Award Winners
                                                            PUBLIC RELATIONS                                              PUBLIC RELATIONS
PUBLIC RELATIONS                                            Centers with 750,000 — 999,999 square feet                    Joint Centers
Centers with less than 199,999 square feet                  (69,675 — 92,899 square meters) of total retail space
(18,580 square meters) of total retail space                                                                              Search for Tomorrows World Champions
                                                            Mall at Robinson Trend Report                                 Eighteen Metro Group Centres in Germany
The Fashion Project at Tamarac Square                       The Mall at Robinson                                          Managed by: Metro Group Asset Management
Tamarac Square                                              Pittsburgh                                                    Professional Recognition: Thomas, Franken, Metro
Denver, Colo.                                               Owned/Managed by: Forest City Enterprises                     Group Asset Management
                                                            Professional Recognition: Jane Lisy, Vice President
Owned/Managed by: Developers Diversified Realty             Marketing, Forest City Enterprises; Paulette Caputo,          PUBLIC RELATIONS
Professional Recognition: Jill Kobe, General                Corporate Director of Marketing, Forest City Enterprises,;    Mixed-Use
Manager, Developers Diversified Realty; Ashley Soden,       Shema Krinsky, CMD, Marketing Director, The Mall at
Administrative Assistant, Developers Diversified Realty;    Robinson; Suzanne Mauro, Fashion Coordinator, The Mall        Christmas Tree Search
Cohn Marketing Group; Dawn Marie Lecklikner, SCMD,          at Robinson                                                   The Gateway
RPA, Vice President of Property Management, Developers                                                                    Salt Lake City, Utah
Diversified Realty; John S. Kokinchak, SCSM, SCLS, Senior   PUBLIC RELATIONS                                              Owned/Managed by: Inland Retail Real Estate Trust
Vice President of Property Management, Developers           Centers with 1,000,000 — 1,399,999 square feet                Professional Recognition: Heather Nash, Director of
Diversified Realty                                          (92,900 — 130,059 square meters) of total retail space        Marketing, The Gateway ; Brittany Olsen, Assistant
                                                                                                                          Marketing Director, The Gateway; Cherilyn Megill, SCMD
PUBLIC RELATIONS                                            Symphony In Lights at Northfield Stapleton                    Vice President of Marketing, Inland Western Management
Centers with 200,000 - 499,999 square feet                  Northfield Stapleton
(18,580- 46,449 square meters) of total retail space        Denver, Colo.                                                 PUBLIC RELATIONS
                                                            Owned by: Forest City Enterprises                             Mixed-Use
'Fashion Features' at Hempstead Valley                      Managed by: Forest City Enterprises
Hempstead Valley                                            Professional Recognition: Jane Lisy, Vice President,          It Takes A Village
Gillingham, Kent, United Kingdom                            Marketing, Forest City Enterprises; Paulette Caputo,          Northwood Village
Owned by: BS Pension Fund                                   Corporate Director of Marketing, Forest City Enterprises;     West Palm Beach, Fla.
Managed by: Donaldsons                                      Diana Fiore, Marketing Director, Northfield Stapleton; John   Owned by: Individual Building Owners
Professional Recognition:                                   Carter, Creative Director, Parker 3D Interactive; Carson      Managed by: CRA, City of West Palm Beach
Su Button, Marketing Executive, Hempstead Valley            Williams, Holiday Light Hobbyist                              Professional Recognition:
Shopping Centre                                                                                                           Kim Briesemeister, Executive Director, CRA, City of West
                                                            PUBLIC RELATIONS                                              Palm Beach; Sharon McCormick-Keiley, Marketing &
PUBLIC RELATIONS                                            Centers with 1,000,000 — 1,399,999 square feet                Events Coordinator, CRA, City of West Palm Beach;
Centers with 200,000 - 499,999 square feet                  (92,900 — 130,059 square meters of total retail space         Kimberly Vazquez, Project Coordinator, CRA, City of West
(18,580- 46,449 square meters) of total retail space                                                                      Palm Beach; Grace Joyce Redevelopment Administrator,
                                                            The Oaks: Breaking Thru to Break Ground                       CRA, City of West Palm Beach; Dee Samuel Marketing
Kahala Mall Rises Above the Flood                           The Oaks                                                      Intern, CRA, City of West Palm Beach
Kahala Mall                                                 Thousand Oaks, Calif.
Honolulu, Hawaii                                            Owned/Managed by: Macerich                                    ADVERTISING
Owned by: Kahala Center Company                             Professional Recognition: Nicole Schmitt Flynn,               Centers with less than 199,999 square feet
Managed by: MMI Realty Services                             SCMD, Senior Manager, Marketing, Macerich,;Susan              (18,580 square meters) of total retail space
Professional Recognition: Kelly Kauinana, Marketing         Valentine, SCMD, Senior Vice President, Consumer
Manager, Kahala Mall; Scott Creel, SCMD, Regional           Experience; Macerich, Phil Vise, SCMD, Vice President,        Louangez la Mode
Marketing Director, Kahala Mall, Ronald A. Yoda, General    Consumer Marketing, Macerich; Julia Ladd, CSM, Senior         Promenades Cathédrale
Manager, Kahala Mall; Clayton Fukuda, Operations            Manager, Property Management, Macerich; Patti Hazlett,        Montréal, Quebec, Canada
Director, Kahala Mall; Mel DeCosta, Security Director,      Senior Manager, Development Marketing, Macerich               Owned by: OMERS Realty Corporation &
Kahala Mall                                                                                                               2073584 Ontario Inc.
                                                                                                                          Managed by: Oxford Properties Group
                                                                                                                          Professional Recognition:
                                                                                                                          Carolyn Wilson, Marketing Coordinator, Promenades
                                                                                                                          Cathédrale; Linda Rigg, CPM, General Manager,
                                                                                                                          Promenades Cathédrale; Sonia Gagnon, General Director,
                                                                                                                          SG Marketing

                                                                                                                          ADVERTISING
                                                                                                                          Centers with 200,000 — 499,999 square feet
                                                                                                                          (18,580 — 46,449 square meters) of total retail space

                                                                                                                          Squares! Squares! Everywhere.
                                                                                                                          Eglinton Square
                                                                                                                          Toronto
                                                                                                                          Owned by: Primas Retail REIT
                                                                                                                          Managed by: Oxford Retail Group
                                                                                                                          Professional Recognition:
                                                                                                                          Avijit Yadav, CMD Marketing Manager, Oxford Retail Group
                                                                                                                          Lana Vukelic, General Manager, Oxford Retail Group
                                                                                                                          Jeremy Schott, Property Manager, Oxford Retail Group
                                                                                                                          Rosanne Orban, Client Services, Head Orban &
                                                                                                                          Associates, Denis Orban, Creative Chief, Orban &
                                                                                                                          Associates

                                                                                                                          ADVERTISING
                                                                                                                          Centers with 200,000 — 499,999 square feet
                                                                                                                          (18,580 — 46,449 sq. m) of total retail space

                                                                                                                          The New Royalty Say
     General Growth’s “Family Portraits for Habitat for Humanity” program scored a silver MAXI.


28      SCT / M A X I     2 0 0 7
                                                                                                              2007 Silver Award Winners
QueensPlaza                                                   CSM, Director, Southcentre; Roman
Brisbane, Queensland, Australia                               Drohomirecki Sr. Vice President,
                                                              Western Region, Ivanhoe Cambridge;
Owned by: CFSX                                                Panzano & Partners, LLC
Managed by: Colonial First State Property Management
Professional Recognition:                                     ADVERTISING
Emma Kwon, Marketing Manager, Queens Plaza                    Centers with 1,000,000 —
Kate Parker, Group Marketing Manager, Colonial First          1,399,999 square feet
State Property Management, Emma Mathews, Group                (92,900 — 130,059 square meters)
Communications Manager, Colonial First State Property         of total retail space
Management
                                                              Shop BCC. Pass It On.
ADVERTISING                                                   Bramalea City Centre
Centers with 500,000 — 749,999 square feet                    Brampton, Ontario, Canada
(46,450 — 69,674 square meters) of total retail space         Owned/Managed by:
                                                              Morguard Investment Limited
Who's the Favourite of Them All?                              Professional Recognition: Carol
The Myer Centre Adelaide                                      Hyams, CSM, General Manager,
Adelaide, Australia                                           Bramalea City Centre; Sharon
Owned by: Commonwealth Managed                                Quigley, Assistant Marketing Director,
Investments Limited                                           Bramalea City Centre; Claire
Managed by: Colonial First State Property                     Santamaria, Marketing Director,
Professional Recognition: Natalie Hambour,                    Bramalea City Centre; Gail Taylor,
Marketing Manager, The Myer Centre Adelaide; Kate             Taylor Marketing Network
Parker, Group Marketing Manager, Colonial First State
Property Management,; Mark Monagle, General Manager           ADVERTISING
Shopping Centres, Colonial First State Property               Centers with 1,000,000 -
Management; Sunny Jankovic, Leasing Executive, The Myer       1,399,999 sq. ft. (92,900 -
Centre Adelaide; Peter Lee, Centre Manager, The Myer          130,059 sq. m) of total retail space
Centre Adelaide
                                                              VivoCity - Where
ADVERTISING                                                   Entertainment Comes Alive
Centers with 500,000 — 749,999 square feet                    VivoCity
(46,450 — 69,674 square meters) of total retail space         Singapore, Singapore

There's Always A Reason                                       Owned/Managed by: Mapletree
Springfield Mall                                              Professional Recognition:
Philadelphia                                                  Wendy Low, General Manager,
Owned/Managed by: Pennsylvania Real Estate                    VivoCity, Chang Yeng Cheong, Deputy      Ivanhoe Cambridge’s “In the Streets” event garnered a silver MAXI
Investment Trust                                              General Manager, VivoCity, Zagna                             for community relations.
Professional Recognition: Maureen Brady, CMD,                 Heng, Corporate Communications
Marketing Director, Springfield Mall; Shannon Ross,           Manager, VivoCity
Assistant Marketing Director, Springfield Mall; Judy Trias,                                                               ADVERTISING
CMD, Regional Marketing Director, Pennsylvania Real           ADVERTISING                                                 Company
Estate Investment Trust; Cheryl K. Dougherty, SCMD, Vice      Centers with more than 1,400,000 sq. ft. (130,060 sq.
President, Marketing Pennsylvania Real Estate Investment      m) of total retail space                                    Inform.Enlighten.Persuade
Trust, Portfolio Marketing Group                                                                                          The Cadillac Fairview Corporation Limited
                                                              True Colours                                                Toronto
ADVERTISING                                                   Aventura Mall                                               Professional Recognition: Susan Williams, National
Centers with 750,000 — 999,999 square feet                    Aventura, FL, USA                                           Director,Marketing, The Cadillac Fairview Corporation;
(69,675 — 92,899 square meters) of total retail space                                                                     Brenda Morrison, Editorial Director, B-Line Media; Darren
                                                              Owned/Managed by: Turnberry Associates                      Schisler, Creative Director, schark! – a T4G Company
We've Got It                                                  Professional Recognition:
Kingsway Garden Mall                                          Panzano & Partners, LLC, Jacquelyn Soffer, Principal,       SALES PROMOTION AND EVENTS
Edmonton, Alberta, Canada                                     Turnberry Associates, Philip S. Goldfarb, President and     Centers with 500,000 — 749,999 square feet
Owned by: OMERS                                               Chief Operating Officer, Turnberry Associates, Yamila       (46,450 — 69,674 square meters) of total retail space
Managed by: Oxford Retail Group                               Garayzar, Director of Corporate Marketing, Turnberry
Professional Recognition: Cliff Stoakley, CMD,                Associates, Joseph S. Szymaszek, CSM, Vice President -      DIXIE DAYS 50th Anniversary
Marketing Manager, Kingsway Garden Mall; Mary Vallee,         Retail Operations, Turnberry Associates                     Dixie Outlet Mall
SCMD, Director, Retail Programs and Services, Oxford                                                                      Mississauga,Ontario, Canada
Retail Group; Brad Merchant, SCSM, General Manager,           ADVERTISING                                                 Owned/Managed by: Ivanhoe Cambridge
Kingsway Garden Mall; Bob Knight, SCSM, Vice President,       Centers with more than 1,400,000 square feet                Professional Recognition: Maria Bevacqua,
Portfolio Management, West Oxford Retail Group; Todd          (130,060 square meters) of total retail space               Marketing Coordinator, Dixie Outlet Mall; Gail Taylor,
Sloane, Owner/Manager, TAG Advertising                                                                                    Principle, Taylor Marketing; Joanne Ross, Director of
                                                              Be The One                                                  Marketing, Central Region, Ivanhoe Cambridge;
                                                              Square One Shopping Centre                                  Carolann Organ, Principle, CAO Productions Inc.;
ADVERTISING                                                   Mississauga, Ontario, Canada                                Stephen Gascoine, CSM,General Manager, Dixie Outlet
Centers with 750,000 — 999,999 square feet                    Owned by: Omers Realty                                      Mall
(69,675 — 92,899 square meters) of total retail space         Managed by: Oxford Retail Group
                                                              Professional Recognition:                                   SALES PROMOTION AND EVENTS
Comfort Shopping                                              Linda Keen-Lausberg, Marketing Director, Square One         Centers with 500,000 — 749,999 square feet
Southcentre                                                   Shopping Centre; Nance MacDonald, CMD, General              (46,450 — 69,674 square meters) of total retail space
Edmonton, Alberta, Canada                                     Manager, Square One Shopping Centre; Merv Foster, Vice-
Owned/Managed by: Ivanhoe Cambridge                           President, Retail, Oxford Retail Group; Liz Falconer,       Treat Yourself
Professional Recognition:Vera Maguire, Marketing              President Brees, Communications Inc.; Vijanti Ramlogan,     The Mall at Cribbs Causeway
Director, Southcentre; Belinda Davidson, SCMD, Director,      Group Account Director, Brees Communications Inc.           Bristol, United Kingdom
Regional Marketing, Ivanhoe Cambridge; Ted Williams,                                                                      Owned by: Prudential, Capital Shopping Centres & JT Baylis


                                                                                                                                                  M A X I   2 0 0 7   /   SCT      29
2007 Silver Award Winners
Managed by: PRUPIM                                        Professional Recognition:                                    President, Consumer Experience, Macerich
Professional Recognition: Jon Edwards, Commercial         Jane Lisy, Vice President, Marketing, Forest City
Director, The Mall at Cribbs Causeway; Maria Crayton,     Enterprises; Paulette Caputo, Corporate Director of          GRAND OPENING, EXPANSION & RENOVATION
Marketing Manager, The Mall at Cribbs Causeway            Marketing, Forest City Enterprises; Stephanie Shriver-       Centers with 750,000 — 999,999 square feet
                                                          Engdahl, Corporate Director of Advertising, Forest City      (69,675 — 92,899 square meters) of total retail space
SALES PROMOTION AND EVENTS                                Enterprises; Chris Kaput, Corporate Marketing Coordinator,
Centers with 500,000 —749,999 square feet                 Forest City Enterprises; John Dee, President, MallFinder     Twenty Ninth Street Opens Its (Out)doors
(46,450 — 69,674 square meters) of total retail space                                                                  Twenty Ninth Street
                                                          SALES PROMOTION AND EVENTS                                   Boulder, Colo.
Movies Under The Stars!                                   Company                                                      Owned/Managed by: Macerich
Westpoint Shopping Centre                                                                                              Professional Recognition: Lori Giggey, Marketing
Sydney, New South Wales, Australia                        If You Rise, We Will Shine!                                  Manager, Twenty Ninth Street; Patti Hazlett, Senior
Owned by: Queensland Investment Corporation               Pennsylvania Real Estate Investment Trust                    Manager, Development Marketing, Macerich; Tina
Managed by: QIC                                           Philadelphia                                                 McCuddin, SCMD, Vice President, Consumer Experience,
Professional Recognition: Megan Touma, Marketing          Professional Recognition:All PREIT Mall Marketing            Macerich; Tracey Gotsis, SCMD, Senior Vice President,
Manager, QIC                                              Directors: Caroline D. Quinn, SCMD, SCSM, Regional           Marketing Macerich; Susan Valentine, SCMD, Senior Vice
                                                          Marketing Director; Judith G. Trias, CMD, Regional           President, Consumer Experience, Macerich
SALES PROMOTION AND EVENTS                                Marketing Director; Cheryl K. Dougherty, SCMD, Vice
Centers with 750,000 — 999,999 square feet                President, Marketing, Pennsylvania Real Estate Investment    GRAND OPENING, EXPANSION & RENOVATION
(69,675 — 92,899 square meters) of total retail space     Trust; Portfolio Marketing Group                             Mixed-Use
Brilliant Night, Dazzling Lights
Bayshore Town Center                                      SALES PROMOTION AND EVENTS                                   Westfield SF Centre - GRAND OPENING
Glendale, Wis.                                            Mixed-Use                                                    Westfield SF Centre
Owned/Managed by: Steiner & Associates                                                                                 Roseville, Calif.
Professional Recognition: Lisa Susen-Sullivan,            Are You Up to Code?                                          Owned/Managed by: Westfield Corp./Forest City
Marketing Director, Bayshore Town Center; Mary Pat        First Canadian Place                                         Enterprises
Theriault, Marketing Coordinator, Bayshore Town Center;   Toronto                                                      Professional Recognition: Maurine Collins,
Jim Logan, President, Logan Productions                   Owned/Managed by: Brookfield Properties                      Development Marketing Manager, Westfield Corporation;
                                                          Professional Recognition:                                    Michele Schembre, Vice President, Marketing Westfield
SALES PROMOTION AND EVENTS                                Lucie Bisson, Marketing Director, First Canadian Place;      Corporation; Heather Almond, Senior General Manager,
Centers with 750,000 — 999,999 square feet (69,675 —      Kathy Meyers, General Manager, First Canadian Place          Westfield SF Centre; Natalie Berg Vice President,
92,899 square meters) of total retail space                                                                            Government & Community Relations, Forest City
                                                          SALES PROMOTION AND EVENTS                                   Development; Nancy McCann, Vice President, Marketing,
Bag a Million                                             Mixed-Use                                                    Forest City Enterprises
Brent Cross
London                                                    FCP Green                                                    BUSINESS TO BUSINESS (B2B)
Owned/Managed by: Hammerson                               First Canadian Place                                         Centers with more than 1,400,000 square feet
Professional Recognition: Norman Black, Head of           Toronto                                                      (130,060 square meters) of total retail space
Marketing, Brent Cross                                    Owned/Managed by: Brookfield Properties
                                                          Professional Recognition:                                    Oh, what an untangled web we weave
                                                          Lucie Bisson, Marketing Director, First Canadian Place;      King of Prussia Mall
SALES PROMOTION AND EVENTS                                Kathi Bonner, General Manager, First Canadian Place;         King of Prussia, Pa.
Centers with 1,000,000 — 1,399,999 suare feet             Brenda Parres, Arts & Events Director, First Canadian        Owned/Managed by: Kravco Simon Co.
(92,900 — 130,059 square meters) of total retail space    Place; Meriam Espela, Coordinator, Online Services, First    Professional Recognition: Mark Bachus, SCMD,
                                                          Canadian Place                                               Marketing Manager, King of Prussia Mall; Robert Hart,
'DCC Loves U'                                                                                                          SCSM, General Manager, King of Prussia; Clinton M.
Deira City Centre                                         GRAND OPENING, EXPANSION & RENOVATION                        Cochran, SCSM, Vice President Management, Kravco
Dubai, United Arab Emirates                               Centers with 500,000 — 749,999 square feet                   Simon Co.; Lorel Marketing Group
Owned by: MAF Investments LLC                             (46,450 — 69,674 square meters) of total retail space
Managed by: MAF Shopping Malls LLC                                                                                     BUSINESS TO BUSINESS (B2B)
Professional Recognition: Lizelle Fitoussi, Marketing     Where Style and History Meet                                 Company
Manager, Deira City Centre; Tasneem Murtuza, Promotions   Biltmore Fashion Park
& Events, Manager Deira City Centre; Pam Bryson, SCMD,    Phoenix                                                      When You Love Shopping Centers, It Shows
Regional Marketing Manager, MAF Shopping Malls; Fareed    Owned/Managed by: Macerich                                   NewMark Merrill Companies
Abdel Rahman, Vice President, Deira City Centre; Murray   Professional Recognition: Tracey Gotsis, SCMD, Senior        Woodland Hills, Calif.
Bell, Sr. Vice President, Asset Management, MAF           Vice President, Marketing, Macerich; Sherry DeCovich,        Professional Recognition: Sandy Sigal,
Shopping Malls                                            CMD, Vice President, Consumer Marketing, Macerich; Anita     President/CEO, NewMark Merrill Cos.; Heather Danko,
                                                          Walker, CMD, Assistant Vice President, Public Relations,     Director of Marketing, NewMark Merrill Cos.; Jim Patton,
SALES PROMOTION AND EVENTS                                Macerich; Rene Morris, SCMD, Senior Manager, Marketing,      Director of Leasing & Acquisitions, NewMark Merrill Cos.
Centers with more than 1,400,000 square feet              Biltmore Fashion Park; Karen Litton, SCMD, Senior Manager,
(130,060 square meters) of total retail space             Property Management, Biltmore Fashion Park                   BUSINESS TO BUSINESS (B2B)
                                                                                                                       Company
Loft Laurier                                              GRAND OPENING, EXPANSION & RENOVATION
Place Laurier                                             Centers with 500,000 — 749,999 square feet                   We Want Wild Oats!
Québec, Québec, Canada                                    (46,450 — 69,674 square meters) of total retail space        O&S Holdings, LLC
Owned/Managed by: Ivanhoe Cambridge                                                                                    Santa Monica, Calif.
Professional Recognition: Pierre Léveillé, SCSM,          Lights, Camera, Action...Theatre Grand                       Professional Recognition: Rachel Forman, Vice
General Manager, Place Laurier ; Helene Lemieux,          Opening                                                      President, Corporate Marketing, O&S Holdings, LLC;
Marketing Director, Place Laurier; Marlène Théberge,      The Mall of Victor Valley                                    Juliette Worden, Marketing Manager, O&S Holdings, LLC;
Director, Regional Marketing                              Victorville, Calif.                                          Joan Maloney, President, Studio 318; Doug Badia,
                                                          Owned/Managed by: Macerich                                   Executive Vice President, O&S Holdings, LLC
SALES PROMOTION AND EVENTS                                Professional Recognition: Terri Rel , SCMD, Senior
Company                                                   Marketing Manager, The Mall of Victor Valley; Christina      REVENUE IMPACT
                                                          Riojas, Marketing Manager, The Mall of Victor Valley;        Centers with 500,000 — 749,999 square feet
Holiday Gift Card Direct Mail by Forest City              Deborah Blackford, CMD, President, Blackford &               (46,450 - 69,674 square meters) of total retail space
Forest City Enterprises                                   Associates; Phil Vise, SCMD, Vice President, Southern
Cleveland                                                 California, Macerich; Susan Valentine, SCMD, Senior Vice     Glòries sponsors the Barcelona FC


30      SCT / M A X I     2 0 0 7
                                                                                                                   2007 Silver Award Winners
Glòries Shopping Center                                        REVENUE IMPACT                                                    Forest City Enterprises, Mark Peternell, Director,
Barcelona, Spain                                               Mixed-Use                                                         Development, Forest City Enterprises, E, Kemmel Blue
Owned/Managed by: Rodamco Europe Espana S.A.                                                                                     CMD, CSM, Vice President, General Manager, Northfield
Professional Recognition: Santiago Carol, Shopping             CentrO Media Network                                              Stapleton, Diana Fiore, Marketing Director, Northfield
Centre Manager, Glòries Shopping Center; Marisol Alvarez,      CentrO                                                            Stapleton
Marketing Manager, Glòries Shopping Center                     Oberhausen, Germany
                                                               Owned by: Stadium Ltd.                                            CATEGORY INTEGRATION
REVENUE IMPACT                                                 Managed by: CentrO Management GmbH                                Centers with 1,000,000 — 1,399,999 square feet
Centers with 750,000 — 999,999 square feet                     Professional Recognition: Frank Pöstges, Managing                 (92,900 — 130,059 square meters) of total retail space
(69,675 — 92,899 square meters) of total retail space          Director, CentrO; Sebastian Guth, Managing Director,
                                                               Retail Television International                                   Believe in the Magic
Making an AUTOmatic million!                                                                                                     thecentre:mk
Eastland Mall                                                  CATEGORY INTEGRATION                                              Milton Keynes, United Kingdom
Bloomington, Ill.                                              Centers with 200,000 — 499,999 square feet                        Owned by: PRUPIM and Hermes Property Asset
Owned/Managed by: CBL & Associates Properties                  (18,580- 46,449 square meters) of total retail space              Management
Professional Recognition: Gayle Gleespen,                                                                                        Managed by: thecentre:mk
Marketing Director, Eastland Mall; Katie Altrichter, General   Citygate Outlets                                                  Professional Recognition: Jackie Tracey, Commercial
Manager, Eastland Mall; Judy Craighead, SCMD, Regional         Citygate Outlets                                                  & Events Manager, thecentre:mk
Marketing Director, CBL & Associates Properties; Barbara       Hong Kong, China
Faucette, SCMD, Vice President Mall Marketing, CBL &           Owned by: NewfoundWorld Site 2 (Retail) Limited                   CATEGORY INTEGRATION
Associates Properties; Jim Ward, Director of Sponsorship,      Managed by: Swire Properties Management Limited                   Joint Centers
CBL & Associates Properties                                    Professional Recognition: Tim C. Jones, Senior
                                                               Portfolio Manager, Citygate Outlets; Keith Wong, Assistant        Rio Design: A Successful Repositioning Case
REVENUE IMPACT                                                 Portfolio Manager, Citygate Outlets; Victor Ng, Assistant         Rio Design Barra
Centers with 1,000,000 — 1,399,999 square feet                 Portfolio Manager, Citygate Outlets; Minnie Hung,                 Rio Design Leblon
(92,900 — 130,059 square meters) of total retail space         Promotions Manager, Citygate Outlets                              Rio de Janeiro
                                                                                                                                 Managed by: Ancar Gestão Integrada de Shopping
Innovation Through Renovation - NOI Challenge                  CATEGORY INTEGRATION                                              Centers
CoolSprings Galleria                                           Centers with 500,000 — 749,999 square feet                        Professional Recognition: Mariana Carvalho,
Franklin, Tenn.                                                (46,450 — 69,674 square meters) of total retail space             Marketing Director, Ancar Gestão Integrada De Shopping
Owned/Managed by: CBL & Associates Properties                                                                                    Senters; Carlos Martins, General Manager, Rio Design
Professional Recognition: Dana Katterjohn, CMD,                Still Hip at 50                                                   Barra and Leblon; Silvana Conte, Marketing Manager, Rio
Marketing Director, CoolSprings Galleria; Cindi Cooper,        Harlem Irving Plaza                                               Design Barra and Leblon; Andrea Pessanha, Lease
SCMD, Regional Marketing Director, CBL & Associates            Chicago                                                           Manager, Rio Design Barra and Leblon; Ezequiel
Properties; Barbara Faucette, SCMD, Vice President Mall        Owned/Managed by: Harlem Irving Companies, Inc.                   Balaciano, Operation Manager, Rio Design
Marketing, CBL & Associates Properties; Mary Lynn              Professional Recognition: Edan Gelt, CMD,                         Barra andLeblon
Morse, SCMD, Director of Mall Marketing, CBL &                 Corporate Marketing Director, Harlem Irving Companies;
Associates Properties; Jessica Hayes, Assistant Marketing      Michael Marchese, President, Harlem Irving Companies;             CATEGORY INTEGRATION
Director, CBL & Associates Properties                          Amanda Baska, Marketing Coordinator, Harlem Irving                Mixed-Use
                                                               Plaza; Dodier & Company
REVENUE IMPACT                                                                                                                   Fashion Camp
Centers with more than 1,400,000 sq.uare feet                  CATEGORY INTEGRATION                                              Galleria Dallas
(130,060 square meters) of total retail space                  Centers with 1,000,000 - 1,399,999 sq. ft. (92,900 -              Dallas
                                                               130,059 sq. m) of total retail space                              Owned by: UBS Realty
Revolutionizing Sponsorship                                                                                                      Managed by: General Growth Properties
King of Prussia Mall                                           Sustainability at Northfield Stapleton                            Professional Recognition: Angie Freed,
King of Prussia, Pa.                                           Northfield Stapleton                                              SCMD,SCSM, Senior Marketing Manager, Galleria Dallas;
Owned/Managed by: Kravco Simon Co.                             Denver, CO, USA                                                   Tara Engelland, Tourism and Promotions Manager,
Professional Recognition: Mark Bachus, SCMD,                                                                                     Galleria Dallas; Doug Johnson, Strategic Partnerships,
Marketing Manager, King of Prussia Mall; Robert Hart,          Owned/Managed by: Forest City Enterprises                         General Growth Properties, Inc.; Terrie Robinson, SCMD,
SCSM, General Manager, King of Prussia Mall; Clinton M.        Professional Recognition:                                         Regional Vice President, Marketing, General Growth
Cochran, SCSM, Vice President Management, Kravco               Jon Ratner, Director of Sustainability Initiatives, Forest City   Properties; Julie Crane Rickey, SCMD, Vice President
Simon Co.; Lorel Marketing Group                               Enterprises, Brian Levitt, Vice President, Development,           Marketing, General Growth Properties                 SCT


2007 MAXI SPONSORS
   Corporate Sponsors                             Platinum                                      Silver                                        Sponsor Partner
   Cadillac Fairview Corp. Ltd.                   Cohn Marketing Group, Inc.                    Alexander Babbage, Inc.                       Creation at Dallas
   Forest City Enterprises                        Developers Diversified                        Cherry Hill Photo                             Provenzano Resources, Inc,
   General Growth Properties                      Realty                                        Fullington Services, Inc.
   Inland                                         Store Financial                               Retail Traffic
   The Irvine Company                                                                           Signature Premium Ideas
   Ivanhoe Cambridge                              Gold                                          Stak Design, Inc.
   Macerich                                       Becker Group
   Red Development, LLC                           Dr. Rosenau Consult GmbH                      Bronze
   Oxford Properties Group                        Aerial Photographers                          Derse
   Pennsylvania Real Estate                       Prism Business Media                          Very Special Events
   Investment Trust                               Tactics & Trendz Magazine
   Turnberry Associates                                                                                                                       Updated: 8/28/2007


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