RETAIL PEOPLE MAGAZINE ISSUE 26 - AI REIMAGINED by MECS+R (MECSC) Publications

AI REIMAGINED "AI provides what can be described as 'an army of virtual robots and analysts' that helps workers do their jobs better by automating manual tasks and freeing up time for value-add activities."

FOOD & HOSPITALITY CONSULTANTS TO SHOPPING MALLS Professional advice for malls & mixed-use environments Food Strategy - Sustainable F&B Volumes (GLA & AED) - Food Precinct Assessment - Food & Hospitality Mix

The Dubai Mall - Dubai

Image - Emaar Malls

The Galleria - Abu Dhabi

SHOPPING CENTRES

RETAIL HUBS

WATERFRONT PRECINCTS

Chadstone Shopping Centre - Australia

MIXED USE DEVELOPMENTS

URBAN PLANNING

CULTURAL & ENTERTAINMENT HUBS

AIRPORTS & TRANSPORT

MASTERPLANNING YOUR ASSET’S FOOD & HOSPITALITY STRATEGY futurefood.com.au RETAIL PEOPLE . JAN - MAR 2021

Contact Francis Loughran on +61 418 586 149 or Floughran@futurefood.com.au

CONTENTS

The Middle East Council of Shopping Centres & Retailers 2nd Floor, DAC Office 207 Unit No. 11, The Offices 2 One Central, DWTC P.O. Box 9292, Dubai, UAE Tel. No.: +971 4 516 3061 Mob.: +971 56 548 1380 www.mecsc.org www.retailcongressmena.com

David Macadam

Chief Executive Officer david@mecsc.org

04 WELCOME NOTE Lea Venezuela Director lea@mecsc.org

05 NEWS BRIEF 08 WHAT’S NEW? ON THE COVER 10 Using AI to Strengthen Real Estate Business Plans

Khaye Comanda Associate Director khaye@mecsc.org

Featuring: Said Haider, Regional Sales Director, Yardi

SPECIAL FEATURE – F&B 12 Hospitality Mindset 2021 Mariz Matocdo

Marketing Officer customercare@mecsc.org

Thinking Hospitality to Maximising Service & Sales

SPECIAL FEATURE – TOURISM 16 Leading the Tourism Rebound SPECIAL REPORT

Christian Baldonanza Digital Media & Innovation Manager

connect@mecsc.org

18 The Truth About Customer Loyalty COUNTRY FOCUS 20 Middle East & Israel - A New Era of Collaboration

Justin Espiritu

Relationship and Business Development Manager publishing@mecsc.org

SHOPPING CENTRE UPDATE 22 Mall of Qatar A Destination with Different Concept

24 Reem Mall Angelo Dominic Lunas Membership Executive membership@mecsc.org

Abu Dhabi’s $1.2 billion Gears Up to Deliver First-of-its-Kind, Retail Leisure, Lifestyle and Business Experience

26 Dragon Mart The Roots & Catalyst of the Chinese Community in the UAE

FEATURED ARTICLES 30 The New World of Leisure & Entertainment

32 Necessity – The Mother of Invention 33 I Learned How to Sell From Selling Shoes…And You Can Too

34 Think Different – Why Just Keeping Up Is No Longer Good Enough

35 Shopping Mall Parking Lot Productivity How to Increase it by 180%?

36 Finding The Best Talent MECS+R MEMBER’S SEGMENT 38 Meet Our Newly Elected MECS+R Board of Directors

39 Presenting the Newly Appointed

MECS+R Regional Representatives

RETAIL PEOPLE . JAN - MAR 2021 .3

W E L C O M E

WELCOME

“I would rather regret the risks that didn’t work out than the chances I did not take at all.” - Simone Bales, American Gymnast

ON THE COVER

Said Haider Regional Sales Director - Middle East Yardi

Thank you to YOUNUS AL MULLA

MECS+R Chairman Senior Vice President - Retail International Development, Shopping Malls Procurement & Government Affairs Majid Al Futtaim Retail

ENG. WAIL M. BALKHAIR MECS+R Board President Saudi Arabia

MECS+R BOARD OF DIRECTORS

KAMEL SHABAN

CEO, SOLO MECS+R Board Vice President

Life is full of risk. What we choose to pursue in life and business has risk attached. As the new year 2021 begins, we find ourselves faced with more risk. Our team at the MECS+R must now make decisions for our organization based on our assumptions of the Covid-19 continuing or abating globally. Risk. As a team we would rather choose to regret the risks that did not work out rather than not taking any chances at all. The same thoughts regarding risk can be applied when looking at the inclusion of Israel in many of the GCC countries. Ground breaking announcements to be sure. For the MECS+R, we also are expanding our footprint into Israel with their 90+ sophisticated shopping centres. We want to include them in our MECS+R Directory this year. And with the borders opening again, we welcome back the many great shopping centres in Qatar in 2021. With newly created digital platforms, the team at MECS+R can now help you to re-establish your networks and assist you to build on your knowledge base. Through us, your knowledge base in the retail industry continues to grow. Our team works tirelessly through our many areas of digital reach including the Retail People Magazine, What’s-Up Retail Monthly E-Newsletter and our recently launched E-Learning Platform GVS Global School for all Retail Professionals. Additionally, our Voice on Demand Podcasts, Video on Demand YouTube Channel, and our recently launched VLOG all ensure you have every opportunity to build and expand your business. To excel in the retail business, all you have to do is participate, be active in the industry, and be present at our many events digitally and physically held throughout the year. Our team at the MECS+R again would like to thank our authors, our advertisers, and you, our readers, for your support. Your success and our success has helped us to understand that creating an organization with a clear vision is the lasting legacy we seek.

JUBY JOSE

Head of Marketing & Specialty Leasing DALMA MALL MECS+R Board Treasurer

We invite you to become more involved and we welcome your articles, views, and insights in our Retail People Magazine. Reach out to Mariz at customercare@mecsc.org.

ALESSANDRO GAFFURI

Thank you to our members, advertisers, authors and supporters who make each Retail People Magazine issue better and more meaningful with every quarter we publish.

CEO & Founder CELS Group MECS+R Board Member

DUAIJ AL RUMAIHI

Mall Director, Bahrain Shopping Malls City Centre Bahrain MECS+R Board Member

GOGI GEORGE

GM - Development & Leasing Lulu Group International - Oman MECS+R Board Member

MOHAMMED AL QAED

Manager, Property Management SEEF Properties MECS+R Board Member

SAMAR AKKOU

Leasing Manager Nakheel Malls MECS+R Board Member

RETAIL PEOPLE . JAN - MAR 2021 .4

DAVID MACADAM

Chief Executive Officer MECS+R

Eng. Wail M. Balkhair Board President MECS+R

UAE joins Saudis in Dropping Qatar Blockade as Persian Gulf Crisis Ends The UAE said Friday that it would reopen all of its land, sea and air borders with Persian Gulf neighbor Qatar, the latest significant step to end a crisis that was a major diplomatic thorn in the side of U.S. policy for several years. In a statement carried by the country’s official news agency, UAE Foreign Minister Anwar Gargash said the end of his country’s blockade of Qatar would include “practical measures of airlines, shipping and trade.”

Donald Trump’s son-in-law and senior adviser Jared Kushner. It also came just ahead of President-elect Joe Biden’s swearing-in. The blockade began in 2017 when Saudi Arabia, the UAE, Bahrain and Egypt accused the tiny state of Qatar of supporting Islamic extremists — charges Qatar has always firmly denied.

B R I E F N E W S

News Brief

Qatar not only survived, but managed largely to avoid any serious impact from the blockade thanks to its wealth, accumulated over decades from vast natural gas reserves. The GCC leaders signed an agreement this week for a “complete resumption of diplomatic relations” between the boycotting Arab quartet and Qatar, and to jointly confront “any threats to Gulf security.” Source: CBS News (https://cbsn.ws/2MK7tVO)

The move followed a Gulf Cooperation Council summit on Tuesday in the ancient Saudi City of Al-Ula, where a breakthrough agreement marked the end of the rift between Qatar and its neighbors. Late on Monday, Saudi Arabia, the biggest country involved in the blockade, said it would reopen its airspace and land border to Qatar in the first step toward ending the crisis. Saudi Arabian television carried live pictures of Crown Prince Mohammed bin Salman warmly welcoming Qatari Emir Sheikh Tamim bin Hamad Al-Thani to the summit. The pictures from the tarmac at the Saudi airport sent a powerful signal. The breakthrough came after an extensive diplomatic push led by President

Dubai-Israel Trade Hits DH1 Billion; to create 15,000 jobs Bilateral trade between Dubai and Israel reached Dh1 billion in the past five months and is expected to reach Dh15 billion in the next few years, said a senior Dubai official. Sultan bin Sulayem, DP World’s Group Chairman and CEO and Chairman of Dubai’s Ports, Customs and Free Zone Corporation, said the growing bilateral trade will create more than 15,000 jobs. According to Dubai Customs statistics, Dubai’s trade with Israel reached Dh1 billion in value and 6.217k tonnes in volume from September 2020 to January 2021. Of this, imports were valued at Dh325 million (or 718 tonnes) while exports totalled Dh607million (5.4k tonnes), and transit trade, Dh98.7 million (52.4 tonnes).

Economic ties between the two countries have been growing steadily since the signing of the Abraham Accord on September 15, 2020, in Washington DC. Israeli Minister Eli Cohen also said last year that within three to five years, trade between Israel and the UAE will reach $4 billion (Dh15 billion).

Ahmed Mahboob Musabih, DirectorGeneral of Dubai Customs, stated that the volume of Dubai’s seaborne trade with Israel amounted to 5.7k tonnes (Dh82.8 million), while airborne trade reached 423kg (Dh948.6 million). Source: Khaleej Times (https://bit.ly/2MdNRKa)

Bin Sulayem believes opening new markets and stimulating mutual trade between Dubai and Israel will encourage companies to increase production, leading to greater economic growth and more job creation. “The expansion of trade and investment between the two sides will benefit not only the business communities in the UAE and Israel, but also other stakeholders and business communities in the Middle East,” said bin Sulayem.

RETAIL PEOPLE . JAN - MAR 2021 .5

B R I E F N E W S

News Brief

Giordano Opens New Mega Flagship Store in Jeddah, Saudi Arabia Global Expansion Continues

Giordano, the international apparel brand known for its timeless and essential fashion, recently inaugurated their largest flagship store in the Middle East. The 3,600 square feet store opened in the heart of Jeddah’s top tourist shopping destination, Corniche Commercial Center on December 29, 2020.

embodies simplicity in design and quality in substance, and we have endeavored to improve our customers’ shopping experience, enabling them to mix and match items and avail of excellent quality apparel at great value,” said Ahmedullah Abdul Hadi, Chief Operating Officer, Giordano Saudi Arabia.

In a move to reinvent itself, Giordano is showcasing new cutting-edge store designs across the region. The new store has a fresh look, aiming to redefine simplicity while embracing a more classic concept. Pace is maximized for product displays and customer interaction, including larger, more comfortable fitting rooms. Products are also presented in different ways for customers’ easy visualization of style. Energy-efficient LED lights enhance the customer experience while minimizing the store’s carbon footprint.

The key to Giordano’s long-term success has always been in maintaining its commitment to provide a simple, clean, and comfortable design, quality workmanship, and knowledgeable customer service.

Following over 29 years of consistent brand growth, Giordano is aggressively expanding their operations in the Middle East, Africa, and Central Asia. With multiple stores in the pipeline, innovative store designs and a growing customer loyalty, Giordano maintains its powerful presence. In 2020, 10 new Giordano stores were opened in Saudi Arabia, Mauritius, and Kenya. “We pride ourselves on being an international brand and in recognizing the truly dynamic nature of the region, it is essential that Giordano, as a truly customer centric brand, be made accessible across all geographies and cultures,” said Ishwar Chugani, Managing Director of Giordano Middle East.

“Our customers have been the main focus in the design of our new C.I.M. (Customers In Mind) stores. Giordano

“Iran Retail Show” The Glorious Ending of the World Retail Industry in 2020 The 2nd exhibition of shopping malls, commercial complexes, with new approaches to the retail industry was held last December 25 to 28, 2020. This is the first event held physically in Iran after gatherings and events were restricted due to the pandemic. The Iran Retail Show event turned out to be a big success and the event was well received and attended by over 4,000 visitors. Shahrokh Keshavarz, Owner & Editorin-Chief of the Golden Business Magazine and organizer of the Iran Retail Show says, “Fortunately enough our voice has also been heard well in the international forums of the shopping centre and retail industry. We hope that next time, with the eradication of COVID19, we will be able to enhance and provide better services to all and even welcome foreign participants to

RETAIL PEOPLE . JAN - MAR 2021 .6

exhibit and visit our event.” The retail industry is known as one of the powerful arms of Iran’s economy. The Iran Retail Show welcomed the presence of the shopping centres and commercial complexes, the chain stores, service providers, startups, online stores,

software and hardware stores, shopping centres that are under construction as well as developer companies at the event. While being able to encourage the participants to the exhibition, this event was able to provide an atmosphere of communication and exchange of knowledge of trade and commerce, assisting the dormant wheel of the retail industry to slowly gain its traction once again.

Walmart Bets Bigger on Online Grocery as it Ramps Up Automated Fulfillment at Stores Walmart said Wednesday it plans to expand its use of high-tech systems that quickly pick and pack online grocery orders as it anticipates shoppers’ demand for pickup and delivery will outlast the pandemic. Dozens of Walmart’s stores will become fulfillment centers, with a portion of those stores turned into small, automated warehouses, the company said. To accomplish this, Walmart will use a store’s existing footprint or add to it.

where customers and delivery drivers can drive up, scan a code and grab their order, said Tom Ward, Senior Vice President of customer product at Walmart U.S. Walmart declined to say how many stores will receive the technology or say how much it will spend on the upgrades. But the investment is a key part of how the nation’s largest grocer hopes to fend

off rivals such as Amazon, Kroger and Ahold Delhaize-owned FreshDirect that are competing for customers on same-day availability, speed and price. For customers, Walmart’s expansion of these high-tech systems could ultimately mean they can more easily snag a sameday delivery or pickup slot and have those groceries ready faster. Source: CNBC (https://cnb.cx/3r5883a)

Walmart began testing one system called Alphabot at its Salem, New Hampshire store in 2019, and it immediately saw results. The system allowed the retailer to pick orders within minutes and have them ready for a customer within an hour of placing the order. As Walmart automates more stores, it will try different configurations and work with several technology providers, including Alert Innovation, Dematic and Fabric. Some stores will have a pickup area

Dubai-listed GFH Financial acquires mall in Bahrain leased to Lulu Hypermarkets GFH Financial Group has acquired a shopping mall in Bahrain for an undisclosed amount. The mall is fully leased to retail giant Lulu Hypermarkets.

In addition to Hidd Mall, the firm’s retail investments include Events Mall in Jeddah and lifestyle discount firm The Entertainer.

The 46,000-square-metre Hidd Mall is located in a fast-growing area in Muharraq, Bahrain. It is fully leased to LuLu Hypermarkets, one of the largest retail chains in the Middle East and Asia. Source: Zawya (https://bit.ly/3csRDKo)

The announcement comes just barely a month after the Bahrain-based firm acquired Amazon warehouses in Spain for $77 million. “[The company] would like to announce that it has acquired 80 percent alongside the stake of a strategic partner of Hidd Mall,” GFH said in a statement to the Dubai Financial Market (DFM), where its shares trade. “The investment is expected to reflect positively on the [firm’s] financials and increase the returns for the Group,” GFH said. GFH currently has $12 billion in assets and funds under management across a range of industries and sectors globally.

RETAIL PEOPLE . JAN - MAR 2021 .7

N E W W H A T ’ S

What’s New? Sheikh Mohammed to grant UAE citizenship to talented expatriates

Coca-Cola Coffee Makes U.S. Debut With Drone Deliveries From Walmart

Not long after the introduction of the ten year ‘golden visa’, given to experts in STEM, doctors, and sporting professionals, a new incentive has been announced for talented professionals. HH Sheikh Mohammed bin Rashid Al Maktoum, Vice-President of the UAE and Ruler of Dubai, took to Twitter on January 30 to announce an amendment to the law. The new law grants UAE citizenship to that investors and expatriates of specialised talents and professionals including scientists, doctors, engineers, artists, authors and their families. Source: MSN News

The skies over Coffee County, Georgia will be buzzing with drones on January 26-27 as the new Coca-Cola with Coffee product is delivered via drone from a Walmart supercenter. Drone deliveries will be made during daylight hours to single-family homes within a one-mile radius of a Walmart supercenter. Coca-Cola teamed up with Walmart and DroneUp, a nationwide drone services provider, to offer a two-pack of Coca-Cola with Coffee and Coca-Cola with Coffee Zero Sugar for $2.32. The offer is available to those who opted in last summer to receive updates about the product launch.

(https://bit.ly/3cErhVV)

Fashion group Boohoo buys collapsed Debenhams brand

British online fashion group Boohoo said Monday it had bought the intellectual property assets of collapsed UK department store Debenhams, allowing it to use its brand going forward. Debenhams collapsed last month with the loss of thousands of jobs, having struggled to adapt from a bricks-andmortar business long before the coronavirus pandemic forced shoppers online. The cost of the deal is £55M ($75M, 62M euros; Dh275M), Boohoo said in a statement. It added that it plans to rebuild and relaunch the Debenhams online platform, as Boohoo looks to lead the fashion e-commerce market by entering into news areas including beauty, sports and homeware. Source: Gulf News (https://bit.ly/3r9dZog)

RETAIL PEOPLE . JAN - MAR 2021 .8

Source: Progressive Grocer (https://bit.ly/39xgjiG)

A shared vision for Qiddiya, a future global entertainment hub

“The city — which will cover over 366 square kilometers of land — will host a Formula 1 racing track, a Six Flags theme park, a water park, sports facilities”

One of the key advantages that the team behind Saudi Arabia’s ambitious drive to create a global hub of entertainment have is the shared vision for the project held by all those involved, the CEO of the Qiddiya Investment Company has told Arab News’ sister news organization Asharq news. “The beauty of a project like the Qiddiya project is that you don’t have to spend too much time to explain to people what they are here for — they know,” Phillipe Gas said. Qiddiya is one of the biggest investments in the future of entertainment in the Middle East. Source: Arab News (https://bit.ly/2L8benO)

PepsiCo, Beyond Meat Create a Plant-Based Powerhouse

Beyond Meat and PepsiCo are forming a joint venture to sell new plant-based snacks and drinks. The companies are forming The PLANeT Partnership to develop, produce and market snack and beverage products made from plant-based protein. According to company statements, the venture will leverage Beyond Meat’s technology in plantbased protein development and PepsiCo’s marketing and commercial capabilities to create and scale new snack and beverage options. The financial terms of the partnership were not disclosed. Joint venture operations will be managed through the newly created entity The PLANeT Partnership, LLC. Source: Progressive Grocer (https://bit.ly/2MrMNCf)

Saudi Crown Prince unveils plan to make Riyadh one of world’s 10 largest city economies

Riyadh aims to more than double its population and become one of the 10 richest cities in the world under ambitious plans unveiled by Crown Prince Mohammed bin Salman at the Future Investment Initiative (FII) gathering in the Saudi capital. “All of Riyadh’s features set the groundwork for job creation, economic growth, investment, and many more opportunities,’’ the Crown Prince told Matteo Renzi, former prime minister of Italy, during a panel session on the future of Riyadh. “We are therefore aiming to make Riyadh one of the 10 largest city economies in the world. Today it stands at number 40, the fortieth largest city economy worldwide. We also aim to increase its residents from 7.5 million today to around 15-20 million in 2030,’’ he added. Source: Arab News (https://bit.ly/3pAQNyQ)

American Eagle shares rise as retailer plots at least 200 store closures in malls, making Aerie a $2 billion brand

American Eagle shares rose Thursday afternoon, as the teen apparel retailer outlined plans to close hundreds of stores in the coming years, while it looks to grow it lingerie and active-wear brand Aerie to a $2 billion business. The stock was last up more than 3%. Chief Financial Officer Mike Mathias said during a virtual meeting with investors that the company, which has about 880 stores, is looking to shut between 200 and 250 mostly mall-based locations in the next two to three years. Meantime, it plans to grow the number of Aerie stores by 50, to about 400 at the end of 2021, and is targeting having 500 to 600 Aerie locations in 2023. “It’s a tale of two brands,” the CFO explained.

Lulu Hypermarket To Host Indian Food Festival in Bahrain

Lulu Hypermarket will host colourful and tasty foods of India festival over the weekend, from tomorrow until 29 January, as part of its Indian Republic Day celebrations. Fourteen popular Indian restaurants are taking part in the festival which will run every evening of the weekend from 5 to 10pm in the open parking space area of the Dana Mall in Sanabis facing the main road. Indian food is among the most popular in the world and this will be Lulu’s tasty tribute to Bahrain’s buzzy Indian restaurant scene. Source: The Daily Tribune News Of Bahrain (https://bit.ly/3ow5C4d)

Dubai to have the world’s first Clothespin Tower

Source: CNBC (https://cnb.cx/3j3O4LE)

Breathing New Life Into Sitra Mall

Bahrain Development Bank (BDB) Group CEO, Sanjeev Paul, signed an agreement with Mohammed Salahuddin Consulting Engineering Bureau (MSCEB), Managing Director Thamer Salahuddin, paving the way for a significant revitalization of Sitra Mall. Edamah CEO, Amin Alarrayed, and Edamah Property Management Company (EPMC) General Manager, Waleed Ali, were present. As per the deal, Bahrain-based MSCEB will oversee the design of the new facility and maintenance works over three phases, the first and second of which are valued at approximately BD3 million. The agreement aims to boost the mall’s commercial activity, improving shopping and entertainment options for resitdents of Sitra and surrounding areas. EPMC was appointed to manage and operate Sitra Mall as per an agreement with BDB. Source: The Daily Tribune News of Bahrain (https://bit.ly/36vYgaZ)

Amazon to Expand Tech Hub in Boston with 3,000 New Jobs

Prominent UK Supermarket Chain Sainsbury’s to Set Up Shop in Qatar

Amazon announced plans on Tuesday to expand its technology hub in the Boston area, creating some 3,000 jobs in the next few years. The Boston hub will add teams working on the Alexa digital assistant, robotics, Amazon Pharmacy and the giant’s web services unit. The company, which already employs some 3,700 people in the Boston area, has leased a new 17-story office tower which is part of the Boston Seaport project. Rohit Prasad, Vice President and head scientist for Alexa at Amazon, said the new hub will expand research and development for the artificial intelligence system. Source: The Jordan Times

The common clothespin takes on a unique dimension in the hands of famous Israeli artist Zygo. Now a leading team of his is planning to create the first Clothespin Tower in Dubai using innovative design and cutting-edge technology to build the 40-floor tower as a symbol of love, peace and hope between the world and the UAE. In an interview with Gulf News, artist Zygo talks about making the tower a life-long addition to the city’s skyline. The Clothespin Tower is the first conceptual building of its kind that turns the mundane clothespin into an icon of eternal love and unity. While most buildings and skyscrapers boast of height and architecture but lack truth and philosophy, the Clothespin Tower, based on the famous artwork of Zygo, can be called a “monument of art”. The concept behind the Clothespin tower shows two halves complementing each other, just like the everyday Clothespin. Source: Gulf News

Qatar’ first branch of the UK’s second-largest supermarket chain, Sainsbury’s, is set to open in the Gulf state following the signing of an agreement between Doha-based firm Qatari Diar and Ariane Holding Group. The branch will be located in the heart of Lusail City’s Downtown area and is expected to open in the first quarter of 2022. Ariane Holding initially supplied products from the UK chain’s products to the Middle East and North Africa and later decided to expand its operations by launching a Sainsbury’s branch in Qatar. Sainsbury’s products were first distributed at Qatar’s main local supermarket chain Al Meera last year. Source: Doha News

(https://bit.ly/39zNClu)

(https://bit.ly/3pFxlRu)

(https://bit.ly/3oA565p)

RETAIL PEOPLE . JAN - MAR 2021 .9

S T O R Y C O V E R

Using AI to Strengthen Real Estate Business Plans

Said Haider is a Regional Sales Director in Yardi with 16+ year record of achievement and demonstrated success driving multimilliondollar revenue growth while providing visionary sales leadership in highly competitive markets. Innovative, dedicated and result oriented achiever with solid interpersonal and organizational skills. Said holds a B.Sc. degree in Computer Science from the Lebanese American University in Beirut.

programmed – and gaining measurable value for operations. For example, AI-equipped building energy management systems continuously detect energy consumption patterns, then optimise the temperature to ensure comfort without wasting energy. They also react to changes in occupancy, climate and other factors by learning from past performance. These actions reduce the property’s utility and equipment maintenance costs and increase occupant comfort, retention and investor appeal.

SAID HAIDER Regional Sales Director – Middle East

overnments and businesses across the Middle East are reaping the benefits of artificial intelligence (AI), defined as computer systems that can perform tasks that would otherwise require human input. A survey by MIT Technology Review Insights revealed that 82% of large companies in the Middle East and Africa had launched AI programs by the end of 2019. AI is incorporated into some Gulf nations’ national development plans, including Saudi Arabia’s Vision 2030 initiative. PwC estimates that by 2030, AI will contribute the equivalent of US$320 billion to the region’s economy. Real estate managers are among those applying AI – along with machine learning, a discipline within AI that enables systems to “learn as they go” without being explicitly

RETAIL PEOPLE . JAN - MAR 2021 .10

“

AI finds applications in other areas of property management as well, such as creating lease abstractions.

”

Its ability to generate automated underwriting and valuation models provides transparency for potential investors. It can also predict market demand and values, facilitate due diligence, identify needed upgrades, bolster security systems and enable precise targeting of marketing, sales and acquisition initiatives. These and other features lower risks for those owning, occupying and investing in real estate. Some critics are wary of AI systems, believing that they replace people and assume control. Actually, they work best when deployed with people, not in place of them. AI provides what can be described as “an army of virtual robots and analysts” that helps workers do their jobs better by automating manual tasks and freeing up time for value-add activities. What’s more, AI systems are easier to implement and maintain than control systems requiring complex programming, upkeep and training. They can also be implemented incrementally.

and more accessible data sets, the system learns over time while connecting information and enabling decision-making across disciplines. AI has evolved to the point of being accessible to companies of all types and sizes, not just large players. Look for this dynamic technology’s footprint to expand significantly across Middle Eastern property management and real estate investment markets over the coming months and years.

The real estate industry can leverage portfolio data and AI to advance operational performance and drive strategic decision making in asset management. For example, Yardi® has developed the Yardi Elevate Suite which delivers complete portfolio visibility and more accurate forecasting, which helps companies make better decisions faster to elevate asset performance. All of the products within the suite work together and also leverage data from the company’s technology solutions, including Yardi Voyager for unit and lease-level data, and the RENTCafé Suite which enables justin-time marketing recommendations. With broader, cleaner

RETAIL PEOPLE . JAN - MAR 2021 .11

F & B F E A T U R E

HOSPITALITY MINDSET 2021

S P E C I A L

Thinking-Hospitality To Maximising Service and $ales

FRANCIS LOUGHRAN

Founder & Managing Director FUTURE FOOD

uture Food’s focus has always been at the forefront of pre-empting social norms relating to food, lifestyle and entertainment. The Retail People Magazine had an opportunity to interview Francis Loughran, Founding Director of Future Food. Francis is an expert when it comes to Retail Food and Food Service Management. He has been involved in the food service industry for 40 years. 1. Francis, you have a long career working in the food and hospitality industry and consulting shopping malls around the world, including 20 years throughout the Middle East, please share with us your overview of working with malls, mixed-use developments and hospitality precincts? You have worked on the master planning of the food at The Dubai Mall, The Galleria, Abu Dhabi to name a few. Long before I left school, I knew I wanted to work in food and hospitality. With this in mind, I worked part-time in hotels and restaurants during my summer holidays and then secured a place on the Bachelor of Business Hotel Management at the University with a one-year placement in London Tara Hotel in 1982. This confirmed my desire to work in Food & Hospitality Management and after returning to university for twelve months to complete a Master of Science Tourism Development, I continued my 45year career in Food & Beverage Management specialising in Retail Food and Food Strategy Development. Over the past 30 years of consulting, I worked on projects globally including KLCC in Kuala Lumpur, The Dubai Mall, The Galleria in Abu Dhabi, a number of Westfield projects including Sydney, Auckland and Melbourne, The V&A Waterfront in Cape Town, Liffey Valley in Dublin, Auckland Airport and various projects in Iran, Oman, Qatar, Kuwait and India. 2. Please define what you mean by the term Hospitality Mindset – Thinking Hospitality to maximise customer service and sales? In a world of fast-moving processes, systemised catering and digital development, it is important to stop and think about the essence of true food service and hospitality. It is the ability to plan for positive customer experiences by ensuring that each and every part of the service-sequence is planned, executed

RETAIL PEOPLE . JAN - MAR 2021 .12

and reviewed. Every customer should leave the restaurant, café, hotel or bar with a positive connection to the food, beverage and service experience. In order to achieve this, we must understand that service habits are not tasks, but rather a mindset; an innate understanding of the difference between good and excellent and how the latter can be maintained and delivered continually as a team output. 3. Do you think that in a post-pandemic world, customer groups are cautious about mixing in crowds in shopping mall cafés restaurants and food halls? Many studies to date have confirmed that customers have changed their approach to personal protection when visiting food & hospitality venues. Personal safety coupled with good hygiene is crucial in making the customer feel relaxed. Happy customers stay longer and spend more. QR codes, tracing and social distancing are all visual stimuli that drive customerconfidence and repeat business to hospitality venues.

4. What are the key strategy drivers to make food and hospitality successful in modern malls and mixed-use developments – what does the process involve? Key strategy drivers are the master planning building blocks that underpin the new or redeveloped food and hospitality opportunity. This includes the competitive landscape – current and future, the proposed architectural envelope and how this will provide a point of difference and critical mass. This should be coupled with a food and hospitality mix strategy that presents new-to-market operators, best practice local food heroes and a curated selection of diverse food service and cuisine types, from pop-up food stalls to fine dining restaurants (as appropriate to the target customer demographic). This frequently provides three broad echelons of experience: familiar, special and spectacular, each offering a range of price points and customercentric experiences. Future Food’s strategy focus “Experience the Experience!” - experiential eating, dining & socialising in tomorrow’s mixed-use developments. 5. Can you give us an example of the Hospitality Mindset in practice – what examples can you share with us in the shopping mall world and other industries? Globally food and hospitality operations have improved in malls, mixed-use-developments, waterfronts, airports, commercial buildings and neighbourhood strips. The prominence

of creative food operators, coupled with better business models, focus on the business of food and have seen food empires, of all sizes continue to grow.

the future. Residents, workers, shoppers and and visitors have to live, work, play, socialise and eat, providing strategically-minded properties with a clear mandate of aspirations and need states.

Examples for study include Eataly, (originating from Italy, is now a world leader in food and hospitality), Pret-a Manger from London, The Grounds of Alexandria in Sydney, Westfield Malls Globally, The Zabeel Mall at The Dubai Mall, The Galleria in Abu Dhabi, Barangaroo in Sydney, Hudson Yards in New York, The Ned Hotel in London, St Pancras Square in London, Pacific Fair in Australia, Collins Square in Melbourne, DIFC in Dubai, or amazing food store projects such as Whole Foods Market (recently purchased by Amazon).

Benchmark developments, such as Chadstone in Melbourne or The Dubai Mall pursue a vision of “cities within cities,” offering a diverse property portfolio of retail, amenities, open-space, hotels, transit hubs, residential, medical and recreational facilities. These in turn create job opportunities and business to business connections that require a strategically planned food offer that nourishes the mind & body and delivers positive guest and customer experiences.

Many new and evolving projects are adopting a communityfirst approach such as The Commons in Bangkok which focuses on the principle of: “Our intention is to build first a community, then a mall.”

8. We hear daily about the Experience Revolution – from digital engagement through to the drive-thru food chains; from airport lounges to shopping malls. How can malls best incorporate the Experience Economy into their operational overlay? What do “digital-first” consumers want in F&B experiences? From a food and hospitality perspective, it is important to understand how the digital economy fits into the customer experience. It is important to place the customer at the centre of the planning process. As Steve Jobs once said, “We must start with the customer experience then work back to the technology.” From a practical application perspective, we see the digital world as a state of constant evolution, of which the contemporary consumer is completely accustomed to. They readily tire of a static offer that provides the same experience or collection of experiences each time. The retail trend towards pop-ups, incubator-concepts and short-term leasing solutions is a clear measure of the appetite for accelerating innovation and evolving customer experiences. Both property development stakeholders and food & hospitality operators must constantly and consistently re-evaluate their offer and seek to advance and elevate the customer experience in a state of perpetual improvement. This brand agility is a hallmark of successful operators in the ongoing pursuit for consumer visibility and relevance.

The Commons in Bangkok Image Source: https://archello.com/story/41336/attachments/photos-videos/7

6. Can you be a successful Shopping Mall and a Hospitality Destination at the same time? Shopping malls have diversified into mixed-use developments as developers recognise the importance of design-driven people-places with an ever-increasing volume of GLA assigned to food and hospitality. People are drawn to beautiful spaces, whether it is Hudson Yards in New York or Zabeel Mall at The Dubai Mall, F&B revenue is increased when dwell time is maximised, and customers return to spend again and again. Malls are much more than shopping centres; they are modern communities that operate as living-lifestyle destinations in which food and hospitality is a key component.

9. Food delivery aggregators and cloud kitchens, dark kitchens, ghost kitchens etc; however we label them, seem to suffer from negative feedback - frequently a result of the food quality and product presentation. What can they do to improve their end-user experience and avoid negative brand-impact for the food provider? Food delivery is a large and pertinent topic. We have seen through the challenges of the Covid-19 pandemic, a very high number of businesses pivoting and incorporating food delivery into their business model. Whilst many food and hospitality businesses have substantial experience in this service platform, many operators that are new to it have struggled to adapt their knowledge, into a dine at home/office success story.

7. What principles can shopping malls and mixed-use developments embrace to better adopt a Hospitality Mindset? Around the world, shopping centres (particularly larger projects) are repositioning themselves to become mixed-use developments. This reimagining process assesses the needs of its communities, now and into

RETAIL PEOPLE . JAN - MAR 2021 .13

F & B F E A T U R E S P E C I A L

There are many contributing factors in the customers’ perception of a quality food experience, and this can be negatively exacerbated by the inclusion of third-party delivery platforms, distance/time vibration and other variables which do not work in favour of the provider. Further to this, many countries’ legislation has not kept pace with the rapidly evolving landscape of business and as such has not been regulated to the level required to ensure food quality, safety, employee road-safety, working conditions let alone key areas of customer service and food experience.

issues. This in turn will influence subsets of industry practice including food waste, which I think will become a very big topic over the next few years.

10. Can you share with us your recommendation, business leaders can adopt for a more considered customer service philosophy? Such as investment in staff training and engagement, the development of social awareness of local Emirati culture, MENA tourists and international visitors. Service is much more than an action, it is a mindset – never before has customer service been so important in differentiating successful service providers from their competitors. Airlines and hotels use service excellence as their point of difference. Service is a mental attitude that needs to be tailored to the sector that we work in. The art of excellent service in retail stores, cafés restaurants and all their touchpoints depends on the recruitment process of service-providers and the subsequent level of training they receive so that excellent service can be delivered constantly and consistently. One of my associates, Jaquie Scammell, is a global leader in service & service industries, and in her book “Service Habits,” she presents a considered approach that provides practical advice on human relations in a world that demands service excellence like never before. Adopting a service mindset is a core component of this approach, requiring an empathetic attitude that seeks to understand how others want to be served to “master the essence of great service culture.”

The convergence of the digital landscape and the world of food and hospitality is likely to drive the evolution of packaging both in an environmentally sustainable context and as a response to the delivery sector’s massive growth - including augmented reality (AR) packaging - effectively forming a digital bridge between the F&B service provider and the customer. This in turn will feed into a more personal e-commerce experience as customers hunger for more restaurant brand products and foods in their domestic kitchens and a higher quality of experience for home delivery products. From a cuisine perspective, I think that it will be hard to deny the continued rise of healthy, nourishing foods including plant-based diets, flexitarian and vegan/vegetarian influenced products, the global demand for plant-based protein products is rapidly expanding beyond the burger bun including seafoods, shellfish, plant-based cheeses and protein snacks. According to a recent publication by Inside Retail, it is estimated that the plant-based market in Australia will be $1.5billion (AU$) by 2022. Lastly, I think that 2021 will be a rebuilding year for many, as such I think we will see significant growth in property developers & landlords adoption of targeted, strategic development of food and entertainment precincts, particularly within mixed-use developments and large shopping centres. The typical approach is quickly being superseded and as such REITs will look to more sophisticated research and data upon which to anchor complex customer-experience decisions within food and hospitality platforms. Food is no longer a service but a crucial attractor in tomorrow’s mixed-use developments.

11. The Covid-19 pandemic saw many food and hospitality operators pivot their business by being creative and innovative in order to survive. Innovations are crucial to ensure customers are presented with new and exciting food concepts and ideas. What are the innovations driving Food and Hospitality Trends in 2021? This is a big subject area and one we could talk about all day, but I’ll be brief. As a response to a year of disruption (2020) I think that we will see greater adoption of agile flexible business models in both the F&B and the property industries. The acceleration of change as a direct result of this disruption will be a major influence in the food and hospitality world. The recipe for the future is likely to embrace sustainability as a foundation of many business strategies as consumers seek greater transparency about corporate culture, product provenance and social

RETAIL PEOPLE . JAN - MAR 2021 .14

Source: https://www.marxentlabs.com/ar-in-retail-top-augmented-reality-retail-appsguide/

T O U R I S M F E A T U R E

Leading the Tourism Rebound

S P E C I A L

Dubai was among the first destinations to reactivate its tourism sectors and welcome back international visitors. In 2021, it is looking to build on this momentum.

Issam Kazim

CEO DUBAI CORPORATION FOR TOURISM AND COMMERCE MARKETING

f 2020 was a year in which the world faced unprecedented challenges, it was also one in which Dubai showed that it was able to not only effectively face them, but lead the way in the recovery of tourism and related sectors globally. Driven by the leadership of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, and Ruler of Dubai, an effective citywide mechanism was put in place to combat COVID-19 with the goal of safeguarding the health and well-being of citizens, residents and guests. To recognise and foster industry-wide compliance, Dubai Tourism rolled out the ‘DUBAI ASSURED’ stamp with Department of Economic Development and Dubai Municipality to certify hotels, retail establishments, F&B outlets and attractions that have implemented all public health protocols. Dubai also received the Safe Travels stamp from the World Travel & Tourism Council, further recognising the successful citywide management of the pandemic and Dubai’s position as one of the world’s safest destinations. This enabled Dubai to reopen for international tourism on 7th July last year as one of the first cities worldwide, with the world taking notice and the city consistently featuring in the top 5 nearly all the time across all target markets in search volumes across all major booking platforms. “The strong rebound and growing number of visitors we saw in the second half of 2020 validated our multi-phase strategy to restore growth in the tourism sector and our continuing efforts worldwide to sustain interest in the city as the first choice for global travellers, as well as showcasing Dubai as one of the world’s safest destinations,” says Issam Kazim, CEO of Dubai Corporation for Tourism and Commerce Marketing. “As confidence continues to build within the industry and among travellers, and with vaccinations being rolled out around the world, we expect to see momentum accelerating throughout 2021, with our diversified multigeographic marketing strategy ensuring we are ready to capture and serve target markets and regions as they reopen.” This momentum will be further fuelled by a host of new developments that are set to enhance the city’s attractiveness and vault it to the top of consideration for travellers from around the world. From Ain Dubai – set to become the world’s tallest observation wheel – to the Museum of The Future, they join an ever-growing suite of offerings across all the major tourism pillars.

RETAIL PEOPLE . JAN - MAR 2021 .16

Over the coming “months, we look

forward to rolling out a number of exciting multi-platform marketing campaigns that will showcase the destination’s diverse range of offerings and ability to cater to all demographics and interests.

”

Another highlight on the horizon is Expo 2020 Dubai; postponed to allow all participating nations to focus on dealing with the pandemic, the event will commence in October this year and be one of the first truly global gatherings, with new resonance given to the overall theme of Connecting Minds, Creating The Future. Domestic tourism, which played a pivotal role in driving the UAE’s tourism economy in 2020, will also continue to be a critical driver in 2021. Events held in Dubai over the winter period such as the latest edition of Dubai Shopping Festival and the upcoming Dubai Food Festival will take the lead in increasing demand for domestic tourism this year, in line with the newly launched UAE domestic tourism strategy.

as more potential visitors from around the world can once again travel safely. “Over the coming months, we look forward to rolling out a number of exciting multi-platform marketing campaigns that will showcase the destination’s diverse range of offerings and ability to cater to all demographics and interests,” says Issam Kazim, CEO of Dubai Corporation for Tourism and Commerce Marketing.

“The strong continued tourism rebound has only been possible, thanks to the tireless efforts of stakeholders across the city. From retail and hospitality to entertainment, transport and F&B, they all showed resilience through the most challenging periods and a willingness to work collaboratively to accelerate the recovery. This will be vital through the rest of 2021, especially

RETAIL PEOPLE . JAN - MAR 2021 .17

R e p o r t S p e c i a l

THE TRUTH ABOUT CUSTOMER LOYALTY UAE FINDINGS

Credits: This report was originally published on KPMG website. RPM would like to thank KPMG for republishing this report.

How do organizations earn and keep customers? In this hyper-competitive world, consumer and retail companies need to appeal to hearts as well as minds and wallets.

How Do Loyal UAE Customers Behave? When a customer is loyal to a brand

89%

80%

will recommend a company to friends & family

believe they are significantly better than their competitors

69%

54%

feel a strong personal connection with the brand

79%

78%

would buy new or different products

are proud to own the company’s products

45%

will shop or buy from the company even if it is less convenient than a competitor

will not switch even if they have a bad experience

What Earns and Retains Loyalty? Given UAE customers’ needs, do local loyalty programs accurately reflect what matters most? In this year’s survey, product quality emerged as the top factor in inspiring loyalty among UAE consumers. Value for money, customer service and product consistency all place second. Could it be that some brands and retailers overcomplicate their customer loyalty propositions instead of focusing on the fundamentals?

77 66 66 66 62 61 60 %

Product quality

Customer service

RETAIL PEOPLE . JAN - MAR 2021 .18

Value for money

Product consistency

Easy shopping experience

Selection / product assortment

Pricing

The paradox of personalization

Discounts may be a key driver to join. Only three percent of those not belonging to a loyalty program cited “personalization” as a benefit that would encourage them to join.

Top three reasons why non-members would join:

The industry consensus is that most consumers want personalization. This survey, however, suggests there is a gap between rhetoric and reality. Only one in five consumers in the UAE see personalization – be it in terms of service, communication, promotions and offers – as a leading benefit of loyalty programs.

Most valuable benefits you receive from being a member of this program:

- Personalized customer service: 7%

Top five most valued benefits of membership programs:

37%

Easy to earn and redeem rewards

27 %

Freshen them up

Top three reasons for not joining loyalty programs:

I am not aware of any programs

I am not interested in the rewards and the benefits they offer

Sixty-one percent of local shoppers would like to have more flexibility to earn or utilize benefits. UAE brands need to pay more attention to their onboarding process and, concurrently, the earning and redemption process.

Almost four in ten (39 percent) of UAE consumers who do not belong to loyalty programs say it is because they are not aware of any. In addition to making programs more accessible and clarifying what benefit the customer derives, companies must also promote their programs.

Of those consumers who do not belong to any rewards or loyalty programs, the most common reason is lack of awareness, followed by a lack of interest in benefits.

29%

Make loyalty programs easier to use

Raise awareness

21 What Will Promote Loyalty?

39%

Redemption rewards with high value

Sixty-five percent of UAE consumers believe they belong to too many loyalty programs. Successful engagement must always be relevant and well timed. Harnessing the power of available data may inform improved interaction and help brands provide a program that stands out from the crowd.

22%

Free items

Clarify their purpose

Discounts at other companies

Discounts or special pricing

There are still opportunities in developing and growing loyalty programs to positively impact customer experience and drive loyalty. However, it is important for brands and retailers to refine their loyalty value proposition. Our research suggests that four factors should be considered when revamping a loyalty program:

- Personalized offers or promotions: 8%

Discounts or special pricing

10%

Conclusion

- Personalized communications: 6%

Cash back or discounts on future purchases

57%

21% Rewards take too long to earn/ redeem

Twenty-nine percent of local users find current loyalty programs unattractive. Sixty-one percent mentioned that the most valuable benefit of a reward program is “cashback on future purchase.” A review of the current value proposition, with a focus on local consumers’ needs, may provide an effective new approach to providing rewards and promoting loyalty. To download the full report, visit this link: https://bit.ly/39wEfCX For more info, you may contact: Pilar De Miguel Veira Partner Head of Experience Design & Innovation KPMG Lower Gulf (UAE and Oman) +971 2 401 4777 pdemiguelveira@kpmg.com

RETAIL PEOPLE . JAN - MAR 2021 .19

F O C U S C O U N T R Y

Middle East & Israel

- A New Era of Collaboration The official language is Hebrew with Arabic as a recognized language and the currency is Israeli Shekel (1 USD = 3.47 ILC, Source: BOI - Bank of Israel).

AVI ALKAS, MRICS, CRX Chairman JLL Israel

n August 2020, the UAE and Israel reached a historic Israel– United Arab Emirates peace agreement to lead towards full normalization of relations between the two countries. The agreement formally became part of the Abraham Accords involving the UAE and Israel and was signed on September 15, 2020. We had witnessed a new era that started with the Abraham Accords, a quarter of a century after the Peace Treaty between Jordan and Israel in 1994 and between Egypt and Israel in 1979. This might be a good time to gather some information on Israel, its economy and the retail market for the emerging opportunities on the horizon. There are numerous similarities in the culture, values and faith systems between Arabs and Israeli that can be found arising from sharing the same lands and geography. Based on the simple fact that at the beginning, all these nations emanated as the sons from the same father Abraham.

Israel Facts / Figures Demographically speaking, Israel covering a geographic area spanning approximately 22,072 km² area with a population of 9.2 million which makes Israel one of the most densely populated countries in the world. Situated on the eastern shore of the Mediterranean Sea, Israel borders Lebanon and Syria to the north, Jordan to the east and Egypt to the south.

RETAIL PEOPLE . JAN - MAR 2021 .20

More than 50% of the population is younger than 30 years old and life expectancy is around 82 years, making it 9th globally. Also, Israel has a high GDP Per Capita around 42,160 USD with a very steady and low inflation rate. When it comes to the Israeli character traits, I would like to quote from the “Israeli Business Culture” book written by Osnat Lautman. She define this nation by seven characteristics using the letters of ISRAELI. These unique characteristics are the result of combining the Mediterranean, Western and Arabic cultures and enable Israelis to find a common ground around the region and in the world.

I - nformal S - traightforward R - isk taking A - mbitious E - ntrepreneurial L - oud I - mprovisional

When one visits Israel, a feature that is stepping forward is the direct importance of welfare and economy and its direct impact on peace. That is why any contribution to economical collaboration and cooperation would serve to pave the road to peace in the region by making people’s lives worth living. With the recent developments between the Arab League countries and Israel, it is exciting to see upcoming ties to mutually benefit from one side’s technology and innovation capabilities and the other’s capital power and public interests. The Israeli economy is driven by science and high technology industry, whose influence has been a catalyst towards Israel establishing the country as a global technology leader. Innovation in the science and technology industry has led the country to be referred to as the “Start-Up Nation.”

Resilience in the Region

future, especially in retail and connectedly in tourism. In Dubai, there is 6 million m2 retail space including some world-known projects namely The Dubai Mall, Mall of the Emirates, many recent developments and a very wide offer of retail brands and food & beverage options from all over the world. On the other hand, as a 70-year-old country Israel, having the ancient souks and street retail in the background shopping centre industry has shown serious progress reaching a figure of around 150 centers with GLAs above 10,000 m2 including the neighborhood and convenience with a total of around 2.9 million m2 in the whole country. There is an almost untapped retail market serving this nation with one of the highest incomes in the region. Considering it has a very young population, it is obvious that the Retail Developers and Operators should take advantage of this potential.

Coop-etitors for the Region

Another achievement beyond expectations like in UAE is the advancement in agriculture and agro-industry considering the amid environment. As we see the same thing for Dubai, where the UAE government has been transforming an oilbased economy into a tourism and shopping heaven. As you can see from the pictures of Dubai from the 1990s and the present time, these are both great examples of the resilience of this culture from different perspectives with similar ambitions from deserts to farms / forests, from rural to urban developments.

Covid-19 showed us how fragile is the modern world. We also witnessed from the front seat the ability of the people to adapt to extraordinary situations. In these times, togetherness and solidarity gain very much importance. Many multinational companies today are referring to supporting and even collaborating with their competitors. This leads me to merge two opposite terms “cooperator” with “competitor” and spell out the concept towards “coop-etitors”. I am also looking for Israel and Arab countries’ relations as coop-etitors in the Middle East region. The whole region will benefit from an effort for progress in these lands with further cooperation. This much needed long-awaited cooperation and collaboration in the region will enable all the countries in the region to build a new bridge towards the 4 P’s of Peace, Prosperity, Progress, Power altogether.

From a different perspective, Israel is home to more than 41 unicorns making it a world stage for startups and tech companies. Proptech and Retailtech in Israel are also helping the change of landscape in Retail. The Israeli Retail Tech Landscape initiative is mapping these startups in areas of the Last-Mile, Warehouse, Self-Checkout, Indoor Mapping, Offline-to-Online, Payments, Digital Signage, Shelf-Monitoring, E-Commerce, Loyalty Programs, AR/VR/3D, Pricing, Analytics, and IoT. There are also very promising collaborations waiting for the

RETAIL PEOPLE . JAN - MAR 2021 .21

ith 170,000 sqm of innovative retail space, spectacular entertainment, top-notch recreation, and remarkable leisure options, the Mall of Qatar has introduced a brand-new shopping concept that captures the imagination and hearts of visitors in Qatar and the region.

MALL OF QATAR

A Destination With Different Concept Mall of Qatar offers a unique customer experience for shopping, dining, and entertainment on the peninsula. RETAIL PEOPLE . JAN - MAR 2021 .22

Located next to Al-Rayyan Stadium, one of the FIFA 2022 world cup stadiums, the Mall of Qatar is one of the main attractions in Qatar. During the international tournament, it will be a main fan zone for spectators from around the world to spend joyful times and live the real excitement. Thanks to its design, facilities and customer services, the Mall of Qatar takes the shopping experience to new levels. The journey starts with various options to easily reach the Mall, whether by private car, bus, taxi, or metro. It is the only mall in Qatar that is directly connected to the metro station by an air-conditioned bridge, giving customers a very comfortable and a relaxing way to get to their destination. Enhancing the customers’ experience is at the core of the Nation’s Mall mission. It implements the highest standards of sanitization and safety measures, including regular comprehensive deep cleaning and sanitizing for the whole premises, thus securing a safe and comfortable experience. Here, you can explore the latest trends in one convenient place with over 415 regional and international retail brands, including more than 80 cafes and restaurants and a relaxing food court. With more outlets to open soon, customers will enjoy more options for shopping and dining.

Customers’ journey continues with the Mall of Qatar Mobile App, a one-stop service platform. The Mobile App helps customers plan their day, browse stores, plan their next dinner with family, and view upcoming movies to organize their outings with friends. Other features of the App help you find your car the easiest way, navigate using the mall’s interactive map and ask for help through concierge service. Moreover, Mall of Qatar will introduce a special loyalty program that will help the mall better understand customers’ behaviors while leveraging a wide range of offers. Customers are encouraged to engage on social media, create and submit their own content, or take gamified quizzes. It also establishes a long-lasting relationship with customers, segments customer base more effectively through monitoring, analyzing the activity and interests of members in order to improve the customer experience and provide highly targeted communication. In partnership with AIMIA Loyalty Solutions, Mall of Qatar is granting Air Miles members a unique opportunity to leverage their Air Miles points in its outlets. Members can redeem their membership points with Mall of Qatar Gift Card and spend their credits at the mall’s outlets. The unique Mall of Qatar Gift cards allow customers to present gifts for their loved ones and even get a special discount when shopping with the gift card. Accepted at all outlets, Gift Cards work just like debit cards and are sold via the Customer Service Desks. At the very heart of the mall is a dazzling, 5,000 sqm lush, green, landscaped oasis featuring interactive dancing fountains and waterfalls. The 360-degree shows take place on the multi-lift rotating Oasis Stage within a pond of dancing water fountains. Overhead rigging, four mega LED screens, and professional theatrical sound and lighting provide extraordinary special effects. In 2021, the Oasis will be home to worldclass shows that are custom-made for the Mall, designed to capture the minds and hearts of shoppers and visitors from Qatar and the region.

Adding excitement to the shopping and dining experience, the mall’s entertainment includes a 19-screen Megaplex inclusive of IMAX’s revolutionary laser projection and 12 channel immersive sound system on the region’s largest screen. The cinema also features the latest 4D projection technology screen, VIP screens, an 8-lane bowling alley, and in-theatre gourmet food services. Catering to all family needs, Mall of Qatar has opened the doors of children’s imagination with three leading concepts that will delight, entertain, and educate young minds such as KidzMondo, Xtreme Land and Hamleys. The experience is complemented by the 5-star Al Rayyan Hotel Doha, the first Curio-operated property in the country. Besides, a mixed-use project is being built next to the mall including the residential area that consists of 1,010 total units, and Sherborne school, once completed, the tenants will leverage the comprehensive mall’s facilities within a walking distance from their homes.

RETAIL PEOPLE . JAN - MAR 2021 .23

Abu Dhabi’s $1.2 billion Reem Mall Gears Up to Deliver First-of-its-Kind, Allencompassing, Retail, Leisure, Lifestyle and Business Experience

eem Mall Abu Dhabi is gearing up to completely transform the shopping experience as we know it, as the world’s first fully enabled, offline-to-online, technology-powered life and business centre. The regional – and global – innovation, developed at a cost of $1.2 billion, will usher in a new era of retail, leisure and lifestyle with a whole host of unique experiences, including the world’s first omnichannel ecosystem.

RETAIL PEOPLE . JAN - MAR 2021 .24

Located on Al Reem Island, Abu Dhabi, Reem Mall is set to be an icon for the retail, culture, and leisure industry of Abu Dhabi and the larger UAE. With the construction of the mega-project now 75% complete, the mall is reaching new heights that will deliver a never-seen-before guest experience to not only positively disrupt the regional industry, but also redefine the retail and entertainment landscape of the UAE capital and beyond. The interior of the mall has been inspired by Abu Dhabi’s rich natural surroundings and echoes the UAE capital’s vibrant mangrove forests, the vast salt flats, and their awe-inspiring crystal formations. Covering nearly 2 million square feet, Reem Mall will feature 450 retail units. A wide range of local and international brands will be available for visitors – from a variety of restaurants, a dedicated food court, one of the largest hypermarkets in the region; to unique family-oriented entertainment and edutainment anchors, including the world’s first indoor snow park.

This 10,000 square meters multi-faceted snow-play destination will emulate an enchanted world with a wide range of activities spread across several distinct zones, offering snowy activities to family members of all ages. Data harvesting, analysis and insights will lie at the heart of all mall operations. Unprecedented customer-centric solutions will prioritize personalized product discovery to connect consumers with retailers in new ways and revolutionize the interaction between them. In addition, the mall will also deliver an integrated 23,000 square feet e-commerce logistics hub, empowering retailers to activate their own storeto-door or click-and-collect services. It firmly positions Reem Mall as a landmark destination that will redefine retail experiences for both retailers and consumers as a game-changer in the global industry. In line with its commitment to driving the overall competitiveness and sustainable growth of the region’s retail industry, Reem Mall’s retailer ecosystem will also include an SME’s incubation centre. The technologyfocused program aims to build a technology business hub through investment, knowledge-sharing and job-creation and foster local tech entrepreneurship in the UAE.

Reem Mall is being developed by Al Farwaniya Property Developments, a partnership between Agility, United Projects for Aviation Services (UPAC), and National Real Estate Company (NREC). For more info, visit http://reemmall.ae/

Follow Reem Mall on their website and social channels for further updates.

RETAIL PEOPLE . JAN - MAR 2021 .25

U P D A T E C E N T R E S H O P P I N G

DRAGON MART

- THE ROOTS AND CATALYST OF THE CHINESE COMMUNITY IN THE UAE

ubai, a crossroads between East and West, has long established a strong relationship with China through the UAE’s trade agreement with the republic. This relationship encompasses a rich exchange of knowledge, as well as fosters mutual interests in several sectors including, trade, innovation, culture, technology, and much more. Today, China remains Dubai’s largest trading partner with a total trade volume exceeding Dh107bn. Furthermore, the UAE is China’s most important trade partner in the Arab world and represents 28% of total non-oil trade between China and the region, a testament to the strong bond between both nations.

to a thriving Chinese community of 500,000, whom have developed deep roots and lifetime bonds with each other. In order to further bring the community together, Nakheel recently launched the Yu Fu Lai Sports Club at Dragon Mart 2 which is solely dedicated to badminton and soon paddle tennis coming to the rooftop. Moreover, Dragon Mart is set to launch a Chinese Entertainment Hub and several social gatherings in celebration of the Chinese culture in Dubai.

To further expand on the UAE’s relationship with China, the Dragon Mart complex was built in 2004 as part of an initiative by both governments. The Chinese mega-mall spans a total leasable area of 3.6 million sq, ft. with over 5,000 retailers, an average of 100,000 visitors per day, with an average spend of AED 1,580. Today, Dragon Mart is the world’s largest trading hub for Chinese products outside Mainland China, mainly due to the ease of doing business in a free zone structure and with visa sponsorship packages. The Chinese mega-mall enables retailers to expand their business across the UAE, GCC, Middle East & Africa and tap into the most competitive markets in the region.

Over the years, Dragon Mart has become a leading wholesale distributor, best known for its contribution to SME’s with its competitive prices, providing customers the ability to conveniently sort and discover products across multiple categories including furniture, building materials, games and toys, electronics, fashion and more. In fact, a 2016 survey suggests that the mall drives a sizeable proportion of its footfall from wholesale resellers (14%), who find Dragon Mart as a viable alternative to purchasing Chinese products in bulk quantities, rather than source from China.

The strategic initiative of structuring the Dragon Mart complex included the construction of International City, a neighbourhood that is home

Since the onset of the pandemic in 2020, Nakheel

RETAIL PEOPLE . JAN - MAR 2021 .26

has been working to launch a virtual licensing initiative, set to support SME businesses without the need to open a brick and mortar in Dubai.

www.nakheel.com Dubai as a whole.

The virtual license will likely come into effect in Q1 2021 and is set to give businesses the freedom to trade from any corner of the world via dragonmart.ae, the largest B2B and B2C wholesale marketplace in Dubai from a variety, scale, cost and volume perspective online. The virtual license will give traders access to logistics and warehouses management by the Chinese government-owned giant, COSCO. This, in addition to Nakheel’s WeChat communication channel, which allows Dragon Mart to communicate their products and offerings as well as receive feedback from users, are tools that will enable further growth for the mega-mall. As an intrinsically central anchor to an entire population in the UAE, with more than fifteen years of existence, Dragon Mart is a wellestablished trading hub, with a clearly defined value proposition. Looking ahead, Nakheel will continue to leverage Dragon Mart to build a strong community bond within the Chinese population at International city and

Nakheel Malls owns and operates a diverse range of world-class retail experiences with a distinct portfolio of iconic lifestyle, shopping, dining and entertainment destinations across Dubai. Its strong heritage has been a driving force behind its well-established footprint, which spans 1.4 million square metres of gross leasable space. Nakheel Malls’ 14 developments and 5,000

www.dragonmart.ae retailers together shape the lifestyle of 90 million customers every year. Dragon Mart, the world’s largest trading hub for Chinese products outside Mainland China, opened in December 2007, playing a pivotal role in establishing the strong trade and cultural ties between the UAE and China. Today, Dragon Mart continues to be the focal point of all things Chinese in Dubai.

RETAIL PEOPLE . JAN - MAR 2021 .27

Watch Now

F E A T U R E

The New World of Leisure & Entertainment

Mr. Karim Fayed

Head of Business Development AL OTHAIM LEISURE & TOURISM

he global pandemic has created a big surprise in the whole world. No one perceived its coming but came and stayed where nobody welcomed it. This has created a major hit in different industry sectors such as aviation, textile, luxury retail, real estate, travel & hospitality, shopping centres, retailers and events. Family Entertainment Centres (FEC) along with Cinema and Leisure & Entertainment have also been affected by the pandemic. The Retail People Magazine had the opportunity to interview Karim Fayed, Head of Business Development, Al Othaim Leisure & Tourism – Gulf Region. Karim is a business-minded professional with over ten years of experience in the leisure industry and has contributed to Al Othaim’s success over the years. Karim generously shared some of his expertise to guide us on the current scenario of the FECs and how to maintain the company’s resilience during these challenging times. How have your customer’s expectations been altered by the pandemic? The utmost important point from the customer’s perspective is safety. Customers are very careful about going out and visiting family entertainment centres and make sure that safety measures are properly being implemented. Next, they are equally mindful about the value they can get with their money which involves considerable discounts, instant gifts, etc. while visiting an FEC. Customers make sure that their money is used wisely as almost every individual has been affected monetarily by the pandemic. Has FECs been proactive in making changes to services and processes? FECs have been proactive in incorporating the revised standard operating procedures with regards to health and safety, social distancing, staff training and more frequent sanitization processes. However, their capacities to operate have been reduced especially for play areas and trampoline as advised by local authorities. The staff and customers are being checked for their temperatures upon arrival at FECs and are requested to sanitize their hands at the cash counters and entrances. Other multiple hands sanitizing stations are placed all across the FECs. Before embarking on a ride, soft play, or trampoline, hand sanitization is required both upon entering and leaving the attraction. The staff sanitizes same attraction after its customers’ usage. Game machines are positioned at considerable distances to maintain social distancing while customers play games. Also, some of the multiplayer machines are operated on a single swiper to ensure the very same purpose. Birthday parties are still not conducted at our venues as per local authorities’ advise.

RETAIL PEOPLE . JAN - MAR 2021 .30

What are the new trends the FECs should be aware of heading through 2021? The FECs must follow the new norms of standard operating procedures during this unprecedented time of pandemic until the vaccine is sufficiently made available. FECs should be more cautious and wisely selective of their approach for new developments due to limited footfalls. FECs should look to minimize extra costs while ensuring a higher ROI and getting better commercial terms with developers regarding mall contributions for new developments or refurbishments as well as support in terms of rent conditions review. How do developments in technology affect change in the industry? As per global trends across various industries, the amusement industry is looking forward to reducing touch-points specifically on payment options like online recharge, self-service kiosk and In-app digital payments. From a gaming perspective, the FECs offer RFIDenabled wristbands for playing games through the Tap-N-Go concept or E-card/digital cards for gaming. Paperless redemption tickets have also been opted for by some of the FECs. Further explorations on more effective ways of communicating with the customers through the Mobile App will be helpful and enable easy use of information for products and services.

What are the new products that you expect to make a major impact in 2021 and how will they tap into changing customer expectations?

What is the key to the industry in making a successful recovery across 2021?

New major products that might make a major impact in 2021 are RFID- enabled cards or wristbands, self-service kiosks, online recharges and redemptions. These technology-driven products would provide a less touch-point experience for customers and more seamless payments and redemptions. However, if the vaccine will be available in 2021, we will see how customers will behave in getting back to a normal lifestyle with slight changes like frequent sanitization of hands.

The recovery for the opportunity cost during the Year 2020 would take some time and may not be completely recovered in 2021. However, the key to making the industry a successful recovery will be to continue providing unforgettable great fun memories to customers in a safe and hygienic environment for maximum customer retention. This will be backed up by great customer service, customer engagement and continuous innovation in technology to enhance the products and services. Since travel will be restricted in 2021, the family entertainment centres should look at tapping on local clientele more effectively than relying on tourists.

What has the covid-19 pandemic taught you? I believe you have opened some stores during these times, can you share briefly? Every business sector around the globe has been affected by the pandemic. However, we, at Al-Othaim Leisure, strive continuously to move forward. We have opened the new Fabyland which is located at Muscat Grand Mall in Oman offering 35,000 square feet of unlimited fun for families and children.

Necessity – The Mother of Invention

AMMAR BELAL CEO ONE432

hen we launched ONE432 in April 2018, we were very much a shoe brand. Our product line consisted solely of embroidered and non-embroidered “Juttis” – our modern interpretation of the traditional South Asian shoe. Our “No left No right” slogan reinforced our positioning as a shoe brand, doubling up as a reference to our shoes being symmetrical, and our ethos of inclusiveness at a time when the US, and the world, was becoming increasingly divided. Our company was built around the ethos that we need to challenge the status quo and tear down traditional systems and business models that have been unfair for so long that they had simply become accepted. Instead, we proposed that the fashion industry should tackle design and production as “1-4-3-2”, disrupting the conventional and established 1-2-3-4 approach. But our channel for change was always going to be through the design, production and sale of shoes. And that was the script for the next two years. During this time, we developed a series of new styles - Juttis that looked like loafers, Juttis with tassels, Juttis inspired by bedroom slippers, and Juttis embroidered with a variety of motifs. People started writing about us, and over time, ONE432 gained a reputation as the company that made these crazy and modern Juttis. Then, just as we had cemented our identity and started gaining momentum with online followers, we got thrown a

curve-ball: Covid. Almost overnight, people around the world confined themselves to their homes, social activity around the world came to a grinding halt, and with it, the sale of shoes in general. Why buy shoes if all the walking you plan on doing is from one room in your apartment to the next? You can do that barefoot, or in your slippers. And with many people out of jobs, purchasing habits shifted to focus primarily on necessities instead of luxuries.

We had to do something, especially for our artisans, who earn a profit from each shoe sold. At a time when fashion companies were “becoming leaner” by reducing volumes and effectively putting millions of labourers out of work, we made a promise to our staff that their jobs and salaries would not be impacted – but to stay relevant we could no longer be just a shoe company. That’s when the “Essentials” line was born. Within days, we developed hoodies, t-shirts, face-masks and sweatshirts. Soon after, we developed slippers as well. Our focus shifted from luxury to everyday wear. The products were all still expertly designed and hand-crafted, but they served the need of the hour. In the last 6 months, we have sold almost 10 times as many new products as shoes, and have transformed into a completely different company with the same ethos but a new product mix. It’s astounding to think that had not been for this terrible virus, we would still have just been selling shoes – because today we are so much more than just a footwear brand.

RETAIL PEOPLE . JAN - MAR 2021 .32

I Learned How To Sell From Selling Shoes…And You Can Too

BOB PHIBBS, CSP CEO The Retail Doctor www.RetailDoc.com

put myself through college as a salesman in a shoe store that used an “ups” system where once you waited on someone – whether they purchased or not, you went to the bottom of the order much like a baseball player until everyone else had their “up.”

Whether you sold or not, that was your chance to make a sale. You had to build trust with a customer quickly, always looking for a higher ticket via helping the customer get what they wanted. Back then, and still today, most clerks just ask a guy’s size when he picks up a shoe. But I wanted to measure their foot to save time and know if choices were limited. This strategy kept trainees from discussing features and benefits on the sales floor only to go to the stockroom and discover there was no shoe in the customer’s size. I trained the salesmen to bring out four boxes of footwear. After the customer decided on the original pair, he would invariably ask, “What’s in those boxes?” This is much easier selling when they ask rather than you push.

I know a lot of people who made money selling in the retail industry - particularly in shoes. The whole experience was one of pampering and catering to the customer. Contrast that to the selling process now - you try on your own shoes after asking for your size and figure out if they fit. No wonder so many shoe store owners are nervous about online shoe retailers! Selling shoes in a store has to be better than online. If all your clerks do is fetch products, they add no value to the transaction. That part-time job selling shoes is where I first learned much of what I still teach today about persuasion, presentation skills, energy, sales techniques in retail, teamwork and success. I use it in my online retail sales training program SalesRX.com. Customers don’t realize that when they have an exceptional experience it is not by chance, but by the training given to the sales team.

Five Things I Learned: Have a goal – sell more shoes Get the customer to take action. In shoe stores, it is to get them to take off their shoe. In apparel, it is to go to the fitting room. Keeping options open. Arousing curiosity. An “ups” system without training limits your ability to grow sales. Who is the best person to serve the customer?

RETAIL PEOPLE . JAN - MAR 2021 .33

Think Different - Why Just Keeping Up Is No Longer Good Enough

PRAKASH MENON

Executive Mentor FOUNDER/CEO - FAIL SMART SCHOOL FOUNDER/CEO - BLACK BELT IN RETAIL SCHOOL

he world’s most innovative companies are not only the first to come up with new ideas, they also know how important it is to leapfrog (as opposed to catch up) when they find themselves lagging behind. Apple founder, Steve Jobs, was a master at this. When Jobs first built the original desktop Macintosh, the ‘iMac’, he focused so hard on allowing a user to manage their photos and videos that he completely missed the boat when it came to handling music. So while PC users were downloading music and burning CDs, the iMac paled to insignificance. But rather than catching up to his greatest competitor by upgrading the iMac’s CD drive, Jobs leapfrogged them with an integrated system that combined iTunes, the iTunes Store and the iPod. It was a move that ended up revolutionising the music industry. Then despite the iPod’s massive global success, Jobs spent little time basking in that glory. Instead, he opted to think about the next piece of technology that could jeopardise it. And so the iPhone was born, which allowed users to add music to their mobile phone handsets for the first time. As Jobs famously said at the time, “If we don’t cannibalise ourselves, someone else will.” Today we are all grappling with extraordinary changes that represent a permanent shift in the way we work, communicate, share our lives, create value, develop leaders and innovate. As a result, there has never been a greater need to stay relevant and ahead of the game as opposed to simply keeping up. In short, companies that thrive in the 21st Century are those that master the ability to continually reinvent themselves to cater to the everchanging needs of the market and their future business leaders.

RETAIL PEOPLE . JAN - MAR 2021 .34

Those that don’t, risk disappearing forever. This isn’t just about being ready for change. It’s equally about developing an appetite for change. Making a change in a project within a business is the old story. Developing a fast-moving, agile business is the new goal. Sometimes even the best decisions aren’t always the right decisions. For instance, what would be the point of launching something never seen or heard of before if your target market fails to see what’s in it for them? In fact, the wise leader has the strength of character to learn from a mistake and move on, comfortable in the knowledge that the new direction is better than the previous one. Remember change is often hard at the start, messy in the middle, and perfect at the end. But as challenging as change may be to deal with, it is paramount to the success of any 21st century business.

SHOPPING MALL PARKING LOT PRODUCTIVITY HOW TO INCREASE IT BY 180%? Kevin Warwood

General Manager PARKING NATION CONSULTING LIMITED

arking is like washing cars. Anyone can wash their car, but it’s not until you do it commercially and wash 16 cars in a day that you realise, you are only an amateur! Parking is exactly the same. As you spend your time washing the cars, you start to learn how to become more efficient, spending less time and energy washing each car, getting better and better each time. Malcolm Gladwell said in his book Outliers that 10,000 hours of deliberate practice is needed to become world-class. I’m not sure anyone has a desire to be world-class at car parking, but the exaggeration makes the point here. Over 20 years of parking, you come across some great ideas on how to make a car park productive. You understand how to get more cars in the same small space, deliver a pleasant experience for those who travel through it – whether the car park sits in front of an airport, hospital or shopping mall. It makes sense that the car park serving your shopping mall must be as efficient as possible to facilitate as many cars as possible, for as long as possible each day. High productivity car parks are a priority and key to profitability.

Parking comes in 3 forms to drive the productive behaviours we want; 1. Charged Parking – by applying a price we can flatten the demand curve and get more cars in, longer in a day – it is the cleanest way to manage a car park. Today, we even know how to move exactly the right number of cars with exactly the right price, using elasticity calculations.

2. Value Parking – this is FREE parking. We value each car park differently by ensuring the most valuable car park has the most turns. We restrict or promote the time a car can spend in each space. We can calculate the exact times that cars can stay in each space to create high productivity parking lots.

3. Unorganized Parking – any other method. Good luck.

Here’s an example for you. Recently, I undertook some work at a new shopping mall in Riyadh, KSA. The parking was very busy in the new mall. Cars were disorganised and parked anywhere, even in the valet lane. After reorganising the layout of the parking, suggesting the correct technology to use and designing in various time-limits by the hour and by day, the car park was able to bear 180% higher volumes. That translated into 180% higher foot traffic out of that one car park. You can unlock the productivity of your car parks by micromanaging them more cleverly. In parking, you may be an amateur, but you can always benefit from the 10,000 hours of experience.

RETAIL PEOPLE . JAN - MAR 2021 .35

FINDING THE BEST TALENT Bob Poline is a Real Estate Recruiter for over 41 years specializing in placing professionals in shopping centres and mixed-use projects worldwide. The Retail People Magazine had the opportunity to interview Bob and shared his insights when hiring the best talent for the organization. BOB POLINE

President BOB POLINE ASSOCIATES, INC.

hen hiring new talent, the interviewing company will always start with high expectation levels.

The list below is a great place to begin. Reviewing this list, the best candidates will have ready answers to all points raised in this article. Proper preparation provides for perfect presentations. Focusing on key required attributes with an effective evaluation process is paramount. Here are the essential criteria for picking a successful candidate: Integrity – Perhaps the most fundamental attribute. It fosters trust which drives productivity. Emotional Intelligence – The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically. Emotional intelligence is the ability to improve the connection between how we feel and how we act. Passion – A person’s passion sets the tone. It creates positive energy and fosters highly motivated teams. Empathy – The ability to tune into others is so critical. Another fundamental trust driver which creates positive energy and motivates others to strive and thrive. Flexibility – Those who can roll with the punches are more successful. They adapt to varied situations and the needs and demands of other team members. Judgement – A good employee makes sound and timely decisions. Balancing problem-solving with long-range strategic thinking is the ultimate goal. Vision – A visionary employee who clearly and passionately

RETAIL PEOPLE . JAN - MAR 2021 .36

communicates his or her vision can motivate others to act with passion and purpose, thereby ensuring that everyone is working toward a common goal. The result is that everyone contributes to the organization’s forward momentum. Positive Attitude - A positive environment will yield a more engaged and productive workforce. Inspiring confidence and enthusiasm are exceedingly impactful. Self-Awareness – Strong candidates are aware of their own strengths and weaknesses. They do not hesitate to admit if they do not have the answers or do not have the experience with something. They also rely on members of their team and their complementary skills. Strong employees are humble and happy to learn from those around them. Accountability – A strong candidate holds themselves, each team member, and the team as a collective accountable for their actions. This inspires others to do the same, resulting in higher-quality work. To hold the team accountable, employees understand that they must equip their team with the tools to do their job effectively and efficiently. Nothing drives a company more than an inspirational, supportive, empowering team member. A strong individual can make a large difference in how a company operates and how the members of a team can work together toward the same goal. With strong leadership, a workforce can expect employees to be happy with and fulfilled by their work, and for there to be a level of trust among coworkers. Strong key employees connect a team through a common purpose and build relationships in the workplace that allow for effective communication, more creativity, and better problem-solving skills.

27 Annual th

SHOPPING CENTRE & RETAILER

MENA AWARDS Watch Now

SOON FOR MORE INFO CONTACT

Lea Venezuela lea@mecsc.org | +971507089235

S E G M E N T

MECS+R BOARD

M E C S + R

M E M B E R ’ S

2020-

MECS+R is proud to introduce our Board of Directors for the year 2020-2022. Let’s hear

Eng. Wail M. Balkhair MECS+R Board President SAUDI ARABIA

2020 Learnings Whatever the challenges: (1) Define/re-define your goals according to the situation, (2) Think/re-think your methods to get there, (3) Stay positively focus.

2021 Expectations Heading towards new methods of retail, as what we learned from 2020, there are always better and more efficient ways to do business. Those that learned their lesson, will prevail.

Juby Jose

Head of Marketing & Specialty Leasing - Dalma Mall MECS+R Board Treasurer UAE

Kamel Shaban CEO, SOLO

MECS+R Board Vice President UAE

2020 Learnings Plans don’t always go as planned and 2020 has shown us how the companies have to be dynamic in different aspects and has proven how important online channels are.

2021 Expectations My expectation is the market will start recovering from the second quarter of 2021 as the vaccine is being distributed and the fear factor will start to get eliminated.

Alessandro Gaffuri

CEO & Founder, CELS Group MECS+R Board Member UAE

2020 Learnings

The dynamics of the retail industry can change at any time. So it is best to be prepared and geared up for the storm because we know the storm will pass by.

We have learned that regardless how confident we are about the future, efficiency is key to strive and survive.

2021 Expectations There is always light at the end of the tunnel. I’m very optimistic about overall growth and spike in the retail sector and the reason for believing so are many.

RETAIL PEOPLE . JAN - MAR 2021 .38

2021 Expectations The increase in online sales in the past decade and the recent boost due to Covid restrictions, might have finally awakened some mall owners, developers and managers. It is never too late to discover the right way to get out of a tough situation. Following the online giants is not the answer, creating favourite meeting places for the community is the only choice for malls to survive. Places where good food, art, entertainment, and edutainment have the same power of attraction of shopping related activities. 2021 might seem as tough as 2020, but it is time to think and plan for the future.

D OF DIRECTORS

-2022

r out what they have learned in 2020 and what are their expectations for the year 2021.

Duaij Al Rumaihi

Mall Director, City Centre Bahrain MECS+R Board Member BAHRAIN

Gogi George

GM - Development & Leasing, Lulu Group International - Oman MECS+R Board Member- OMAN

2020 Learnings

2020 has been extraordinary, a year of challenges, progress, and a path forward to adapt new ways of working and living. It has been an opportunity to reflect and be grateful. It has taught us to stay resilient in tackling challenges with optimism, creativity, and a renewed sense of purpose.

I have learned that change is inevitable and as part of the DNA of the retail industry, adapting and evolving to the needs of the industry is key to sustenance. Every challenge offers a glimpse of opportunity. Covid19 may have created physical distancing between us, but it has enhanced the bonding more deeply than ever.

2021 Expectations I am optimistic about this new year. With vaccines’ roll-out now, I am confident it will help lift the economy in the second quarter, stabilizing it, which is critical for markets to regain their momentum and potentially thrive again.

Mohammed Al Qaed

Manager, Property Management, SEEF Properties MECS+R Board Member BAHRAIN

2021 Expectations 2021 would be the start of a stability phase, the initial euphoria around Covid19 has subsided. Optimism is building up with the prospect of vaccines coming into the market, shopping and buying behaviors will positively re-emerge, so will other recessed industries like travel and hospitality.

Samar Akkou

Leasing Manager, Nakheel Malls MECS+R Board Member UAE

2020 Learnings During 2020, a true partnership between shopping centres and retailers has led both parties to survive and get through the year.

2021 Expectations

It is expected that the level of confidence of retailers and consumers will increase along with the spread of the vaccine in the region. Once the confidence is back, we will witness a good spike in terms of the number of tourists, consumer spending and more footfall in shopping centres.

2020 Learnings Let nature do its job!

2021 Expectations The emergence of creative curative home-grown concepts and a higher focus on omnichannel with the rebound of people’s confidence.

RETAIL PEOPLE . JAN - MAR 2021 .39

2021 -

Meet MECS+R newly appointed Regional Representatives in the MENA region.

S E G M E N T M E C S + R

M E M B E R ’ S

MECS+R REGIONAL

Claudia Kassab Tarazi

Hussain K Jamal

Lina Abbas

Managing Director Retail Consulting Group

Head, Mall Operation, Mall of Muscat Tamani Global Development & Investment LLC

Deputy General Manager - Leasing Tamdeen Group

MECS+R Regional Representative LEBANON

MECS+R Regional Representative OMAN

MECS+R Regional Representative KUWAIT

2020 Learnings Resilience and flexibility were key in 2020 to ensuring sustainability.

2021 Expectations With a return to in-person shopping expected, the sector is projected to pick-up in 2021. Shopping Centres will focus on lifestyle and service offerings with more outdoor designs and spaces to address emerging consumer habits where their well-being has become the priority.

Malik Qaiser Awan

Chief Executive Officer Sila World Consultancy & Nextransact Pvt Ltd MECS+R Regional Representative PAKISTAN

2020 Learnings During the pandemic, retailers with online platform, seamless logistics and well trained employees with the tools and flexibility to work from home, were able to continue serving their customers. What I’ve learned as consumers buying patterns shift was dramatic and rapid, retailers must have the ability to switch their business instantly.

2021 Expectations I strongly believe by mid 2021 business will return to its normalcy due to covid vaccination.

RETAIL PEOPLE . JAN - MAR 2021 .40

2020 Learnings

Life is fragile and we need to take time out to spend time on things close to our hearts as you never know what is around the corner. 2020 has taught me to feel comfortable in chaos and uncertainty which helped me find my inner strength and build resilience.

Be thankful for God for the life, health, family and friends given to you. The lockdown has taught me to evolve, upgrade and be resilient to change and overcome the challenges.

2021 Expectations

My expectation in 2021, more retailers will disappear, others will downsize their portfolios but many will be innovating by placing experiential retail, with a blend of digital and physical to create a beautiful, dynamic and interactive virtual showrooms that recreate many of the immersive and experiential touchpoints.

I am very optimistic about 2021 for the industry, especially looking at extremely encouraging footfalls and business since reopening. However, the situation is grim for both operators, landlords and all stakeholders need to understand each other’s challenges and operate fairly and reasonably.

2021 Expectations

Mohamed Galal

Mohammad Jamal Al Shawish

MECS+R Regional Representative EGYPT

MECS+R Regional Representative UAE

Chairman TSM AlSanad

2020 Learnings 2020 has modified our lifestyle. We, as innovative proactive assets managers introduced the online In-mall shopping with 360 virtual shopping experience from the shops in the malls. Shopping became again the mall trend instead of entertainment and amusement. The outdoor food offer is now trending with more drive-thru services.

2021 Expectations 2021 will focus more on the mall’s digital platform and more online and manless services.

Chief Sales & Leasing Officer Alef Group

2020 Learnings

People become united at the time of struggle and act together to fight the global threat. Preparation for the most unexpected situations is the key to success. Always wish for the best and prepare for the worst.

2021 Expectations I am optimistic about the market in 2021, we will see a big shift in consumers’ behaviour, more trust and confidence in the online shopping which will increase the online market share in the MENA region. This will change the future expansion opportunities for landlords and tenants.

REPRESENTATIVES

- 2022

. Let’s listen to what they have learned in 2020 and their expectations for 2021.

Jasset Management Director Jabal Omar Development Co.

M. Ziad Moghrabiah

Prem Mohan, CSM

Dy. Head of Leasing Line Investments & Property LLC

Rebecca Charlotte Arnold

MECS+R Regional Representative SAUDI ARABIA

MECS+R Regional Representative UAE

MECS+R Regional Representative BAHRAIN

The pandemic has wrecked our life and work routines, the way we knew it, yet all of us adapted and stuck to our tasks. I am humbled and inspired by the efforts of many such instances by individuals around me.

I’ve learned how to manage during a crisis. One, cannot underestimate the importance of having a crisis management manual highlighting protocols and procedures that helped navigate the way forward through circumstances that are not typical.

2020 Learnings 2020 has been a tough year. It changed the way we live, learn and work. We re-thought our plans, explored new ways, provide ample room for our teams to continue to learn and improve our margins and stretch our budget. Expectations in 2021 The malls and retailers are going through a recovery period, but it needs ample time to return to the normal case. Be open to new concept in the business such as revenue, business and information sharing. Providing a new lifestyle and digital development will help achieve this and thus achieve more success and growth.

Shahrokh Keshavarz

Founder & Owner Golden Business Magazine MECS+R Regional Representative IRAN

2020 Learnings

Expectations in 2021 I look forward to people flocking to malls to make and enjoy their social spaces in restaurants and cafés, entertain themselves in cinemas and entertainment zones, shop at their favourite shops in unprecedented high numbers.

Shaukat Khan

Chief Executive Officer Saudi Bonyan Co. MECS+R Regional Representative SAUDI ARABIA

2020 Learnings

I have learned in 2020 that conditions are not always ideal and you should always be prepared for unforeseen happenings like the Covid19. Resilience and committed to strengthening the core pillars and values of the organization is important. It taught me that hard days go by and hard people stay.

Lesson we have learned from this pandemic is how to navigate our routine, value of human life, taking care of our loved ones and making ourselves ready for any pandemic breakout.

2021 Expectations With the start of vaccinations, I expect the business situation to become more normal and gradually return to the old days. Conferences, exhibitions will be held again. Digital transformation will accelerate and the interaction between physical sales and online sales will increase.

2021 Expectations With the vaccine availability, expectations of footfall in the retail industry will be increased significantly. Kingdom’s vision for 2030 is on a very fast track and this will impact the retail, entertainment, tourism, hospitality and lifestyle industry in a very positive way and recovery will be quicker than expected.

Deputy CEO - Mall Manager Mall of Dilmunia

2020 Learnings

Expectations in 2021 We are expecting a steady return of visitors and shoppers with a renewed enthusiasm where we can provide our guests the best experience possible.

Zain Abu Sitteh Leasing & Marketing Specialist MECS+R Regional Representative JORDAN

2020 Learnings Life can be changed in seconds, don’t take our life for granted. Always aim for the best during your day.

2021 Expectations I believe that consumers behaviour in terms of shopping and dining experience will not change after the pandemic, except for taking into consideration certain hygiene standards. Consumers are keener to shop, dine and explore. On other hand, online shopping has proven tremendous results in the times where we have no option to physically enjoy the experience.

RETAIL PEOPLE . JAN - MAR 2021 .41

RETAIL PEOPLE . JAN - MAR 2021 .42

Powerful, mobile services that enhance tenant experience and improve tenant retention.

Make life easier for tenants and staff with a self-service portal and native mobile app for tenants to make lease payments and enter maintenance requests and retail sales data online.

Key Benefits: •

Streamlines payment processing through tenant self-service

•

Improves staff productivity with real-time work order requests

•

Measures tenant satisfaction with auto-generated surveys

•

Provides self-service account management and access to critical documents

•

Streamlines work orders and maintenance requests with a mobile-enabled app

+971 (04) 4322679 | Yardi.ae

RETAIL PEOPLE . JAN - MAR 2021 .43

Global strategies for engaging communities In this digital era, we bring human connections to any destination — we make them Favourite Meeting Places. CELS Group’s reliable business units and global network open a universe of new opportunities, guiding clients every step of the way. Are you ready to drive business forward? Contact us for more information www.cels.group

Watch Now

RETAIL PEOPLE . JAN - MAR 2021 .44

RETAIL PEOPLE MAGAZINE ISSUE 26 - AI REIMAGINED

Articles inside

Presenting the Newly Appointed MECS+R Regional Representatives

Finding The Best Talent

Shopping Mall Parking Lot Productivity How to Increase it by 180%?

I Learned How to Sell From Selling Shoes…And You Can Too

Dragon Mart

Mall of Qatar

Using AI to Strengthen Real Estate Business Plans

Leading the Tourism Rebound

The New World of Leisure & Entertainment

Reem Mall

WHAT’S NEW?