CREATION OF NEW BUSINESS CONCEPTS
Our know-how allows us to create new commercial concepts in neighborhoods, urban centers, large-scale premises, land and shopping centers, for private and public entities. These concepts create value for people, offering an evolution to the current models.
We develop our distinct methodology of collecting market data, combining it with our knowledge of the human mind and behavior, which emanates from our research to create new concepts.
The great evolutionary leap in the method, the result of our research, allows us to use different resources, in each specific shopping center, to create something of high value in that space so that people will want to come for something new of high value to them.
Our method is part of our people-based Retail model.
There are 3 types of new concepts:
DISTINCT
A project designed for a city, which would allow it to have a commercial offer at an international level, with a differentiated value proposition based on innovation in all its areas. It uses the premises in a different and innovative way, increasing the demand, its performance, decreasing the cost and risk, creating a higher value proposition for the people of the city.
LARGE BUILDINGS OR PREMISES
We are able to innovate by creating personalized commercial concepts of great value for the people in the area, generating a greater attraction of consumers to the group of stores, so that for everyone, people, brands and owners, the stores in our group have a greater value than any other store in the area.
LAND OR GROUP OF LOCAL DEVELOPMENTS
We design value concepts, creating a proposal as a whole, with its own image and services, allowing the stores to be under the umbrella of a commercial brand integrated by all, which provides a superior value to the offer of the surrounding competition for people.
Case Study
In 2007, we acquired the entire first floor of a building in an abandoned, low-value neighborhood in Madrid, with many closed stores. The reason for its acquisition was that our research concluded that this neighborhood was going to be one of the new emerging retail players in the city.
Our i+i department was able to measure and detect a significant increase in the purchase of the most evolved product and, therefore, a consumer ready for an evolution in the commercial offer that was about to arrive.
After buying it, as it was a two-year rehabilitation and delivery, the crisis of 2008 surprised us with a significant drop in market value and a change in municipal regulations, no longer allowing it to be operated as a restaurant, on which our initial concept was based.
As we went along, we reinvented the model and managed to lease 100%, with a 10% profitability, in one of the worst moments of the crisis, in 2011. We designed an overall commercial proposal that the consumer demanded in the area, which also benefited the tenants and businesses that were implemented in those premises.
We undertook not to add direct competition tenants in the group. This meant that the stores of each chosen bias (highlighted by their quality compared to the competition), when implemented in our group, were doubly protected from direct competition, as they were part of an orderly aggregate of greater value and attraction for their target public.
Subsequently, our premises became the place where neighborhood merchants wanted to set up shop as their first choice, paying a little more because the complex attracted more target consumers and therefore sold more than in other premises in the area. This caused that, in the subsequent rotations, in the following 8 years the rents continued to increase at a rate of 10% per year.
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