Shopping Centres – Co-existing with the COVID-19

Shopping Centres
Co-existing
with the COVID-19

1 Gleeds India I&A and PPZ

 Shopping Centres – Co-existing with the COVID-19 Shopping Centres – Co-existing with the COVID-19

Preface Contents

Retail is a sector that caters to the 4 Introduction

ever changing needs of human nature. Retail
presents itself in varies forms, from small
scale stores to high street stores to shopping
centres/malls which has become very
6 The past
popular in India in the last two decades. .The Retail growth drivers
one-stop location for shopping, food and Investment in retail
beverage, entertainments such as cinemas Growing consumption expenditure
in the multiplexes have seen the speedy Development drivers
Najeeb Kunil
growth of the otherwise global concept of The key construction cost drivers
CEO and Board Member
malls. While this is still a promising sector, Benchmark construction costs- pre-pandemic
Pioneer Property Zone Services Pvt. Ltd.
the sudden outbreak of the Covid-19 and
Najeeb, a graduate from Mumbai University with a business
the subsequent methods of lock-down and
social distancing methods adopted to curtail
program from the University of Michigan and IIM-A, has over 20
years of experience in the real estate sector with specialisation in 15 The present
and contain the virus has resulted in the large retail centric assets. He possesses an in-depth knowledge
Impact of consumer confidence on retail
on the local markets, demographics and an extensive network
degrowth in this sector. Perceiving this to be with leading developers, landowners, national retailers and Impact on various stakeholders
only a hurdle and not the end, requires the financial institutions. Over the last decade, he has developed Impact on retail
stakeholders to re-think and re-strategies expertise in managing large properties and has a proven track
record in optimising revenue and increasing valuation of large Pandemic influenced cost drivers
the functioning of shopping centre/malls retail centric assets. Impact on construction costs
which are in good stock pan India.

Pioneer Property Zone Services Pvt Ltd., 26 The road to revival

who provide mall design development Online and offline shopping integration, OMNI channel
and management solutions nationwide Customer engagement & strategies
in association with Gleeds India have
Reopening strategy (Timeline) – shopping centres
co-authored this report to address the very
Mapping consumption trends for upcoming months (October - November 2020)
issue of the future of retail and shopping
New financial strategy
centres / malls. PPZ's vast experience
in mall design and their close association
with retailers along with Gleeds's market Ben Huskisson 31 The business perspective
leading retail sector expertise in construction Managing Director
Operational malls – perspective of financial partners (equity/ debt investors)
consultancy has proved to be quintessential Gleeds Consulting (I) Pvt. Ltd
Under development malls – perspective of financial partners (equity/ debt investors)
collaborative platform to provide an analysis Ben is a member of the Royal Institution of Chartered Surveyors,
holds a Bachelor of Science from Stanford University and
of the current status of the shopping promotes numerous industry accredited institutions. He is the
centre and malls and its future to assist in
making informed decisions. We anticipate
Managing Director of Gleeds India business since 2010 and has
spearheaded the company's expansion into various sectors,
33 The future of retail
establishing and growing the business in India and territories Emerging trends post lockdown
that this report will enlighten our clients and in the Indian Ocean. In his 22 years’ of construction and real
The key to consumer confidence
associates giving a better understanding of estate experience in hospitality, health, mixed use, transport,
the retail sector to consider new strategies, residential, regeneration, education, commercial and retail
sectors, he has worked in Gleeds London, Nottingham & Leeds
marketing and most importantly attract
consumers with the robust safety measures
offices in the UK, parts of Europe, Middle-East, Australia and
India over various sectors.
35 Conclusion
and enable the rejuvenation of the sector.

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Introduction

The Organised Retail Sector in India, pre-dominantly catered by shopping centres/malls, has
been growing in tandem with the Indian consumption growth. The recorded growth of retail
was US$ 950 billion in 2018 at CAGR of 13 per cent.

Organised retail growth E-commerce growth

22% to 25% in $ 84 billion expected
2021 expected. in 2021

Growth of shopping malls Multi-faceted,Anchor stores,

600+ pan India Multiplexes,Food court,Gaming

With the outbreak of the pandemic, the retail sector, unfortunately is known to be one
of the most severely affected sectors. Due to the lockdown restrictions enforced by the
Central Government and the State Government , a subdued consumption sentiment,
delay in new supply as well as leasing activity across the nation resulted in scarce footfalls.
This unexpected turn of events lead to an existential crisis for the organized as well as the
unorganized retail sector, with a major dip in revenues, expending the reserves and exploring
of revised strategies , especially for shopping centres.

There has been a huge impact on the aspect of input cost. The delays of under construction
shopping centre assets due to labour shortage, site productise and supply chain challenges
during the early part of the lockdown has forced Developers to re-look at their capital
investments. For existing and running shopping centres, there has been increased costs
towards facility management for specially trained personnel, extensive sanitation, and
customer frisking. On the other side, Developers and Tenants who had a revenue sharing
arrangement, have been affected. Delay in collection of rents, has led to renegotiations
between Tenants and Developers.

With the lifting of lockdown and the opening of malls since June 2020, there was a slight
apprehension on safety and deliberation on the necessity to visit a public place, but, the
festival demand coupled with marketing strategies promoting safety measures, has eased up
the consumers sentiments on stepping out, bringing about a small rise in footfalls. Multiplexes,
the big revenue generator, closed since March 2020 have now been allowed to open at 50%
capacity following the standard operating procedures issued by the Information & Broadcasting
ministry from October 1st 2020, anticipating a small rise in the degrowth, thus far.

The report reflects on the Past, present and future of shopping centres focusing on the
construction costs, and how COVID – 19 has impacted retail business and stakeholders.
Strategies accounting the changes in consumer behaviour, the new health and safety
measures, financial strategies and changes in construction costs with pandemic influenced
cost drivers, are anticipated to alter the present outlook of retail.

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The Past Investment in retail

According to the Department for Promotion 2020 India’s retail sector attracted US$ 970
of Industry and Internal Trade (DPIIT), the million from various private equity funds
With no malls in 2000 to nearly 450 in Retail growth drivers
Indian retail trading has received Foreign in 2019. This is only a fraction of the huge
2010 to 600+ in the present, shows how
Direct Investment (FDI) equity inflow totaling market space India has to offer.
significantly malls have grown which is a With increased land prices and saturation of
to US$ 2.12 billion during April 2000–March
reflection of the consumer lifestyle changes organized retail along with high lease rentals
in India. The young demographic of the in Tier I cities, the development story moved
nation with increased discretionary spends to Tier II cities such as Ahmadabad, Amritsar Market Size
in the middle-class has been the biggest Chandigarh, Cochin, Coimbatore Lucknow, 2000.00
contributor. Tier I cities such as Mumbai, Jaipur and Surat. These cities with it’s rising 1750.00
1800.00
Delhi NCR, Chennai, Hyderabad and Kolkata urban population, increased per ca-pita
have been first to benefit from the boom of income, rising demand and affordable land 1600.00
organized retail. Rising interest of reputed prices has lead to continued growth. 1400.00
developers, entry of national & international 1200.00
brands, increasing disposable income, 1200.00
foreign direct investments in retail sector have 1000.00 950.00
been the main growth drivers for retail sector.
800.00 641.00
Rise in income and 534.00
600.00
purchasing power Policy support Robust Demand
400.00
200.00
0
2014 2016 2018 2021f 2026f

1 2 3 4 5 6 Values in Billion US Dollar

Source: IBEF

Online retail market Indian e-commerce market

Favourable Change in Brand

demographics consumer consciousness
mindset

Values in Billion US Dollar

Source: IBEF

India ranked 73 in the United Nations Conference on Trade and Development's

Business-to-Consumer (B2C) E-commerce Index 2019. Propelled by rising smartphone
penetration, launch of 4G network and increasing consumer wealth, the Indian E-commerce
market was expected to grow to US$ 200 billion by 2026 from US$ 38.5 billion in 2017. Online
retail sales in India grew significantly led by Flipkart, Amazon India and Paytm Mall as reported
by Indian Brand Equity Foundation (IBEF).

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Growing consumption expenditure

Rising household income, socio-economic for over 10 per cent of the country’s gross The size of the land parcel and it’s aspect which needs to be thought through
factors and change in spending pattern has domestic product (GDP) and around eight connectivity to other parts of the city through clearly during early stage of development.
led to increase in consumption expenditure per cent of the employment. the surrounding road network would be Cities in India have proportionally lesser open
in India. As per World Bank statistics, final of prime importance to the Developer. spaces, parks and community spaces. The
consumption expenditure in India increased Non-essentials such as fashion and Approach to the malls are required to be current generation recognize this and would
from USD 1.10 Tn in 2010 to USD 1.92 Tn electronics contribute 50% to the total retail checked, as easy accessibility attracts more prefer a nice and safe place to hang out
in 2018, a CAGR of 7%. Total consumption while food and other essentials account for footfall. Congestion and narrow roads turn with their friends and family. Development
expenditure was expected to reach the rest. Modern retail generates 10-12% of off consumers and visitors, making it less thoughts around non-conventional sporting
nearly US$ 3.6 tn by 2020. It accounts the overall sales, according to RAI. attractive. The development should also be areas, activated terrace areas and welcoming
accessible easily by public transport services ground areas, places to hold regular events
as the visiting audience which can be largely and community outreach programme assists
Final Consumption Expenditure
college students or youth mostly avail it. The in the success of the shopping centre.
CAGR 7% parking management flow within the shopping
USD
3.6 Tn
centre needs to be clearly thought through The integration of the technology and
USD while doing the initial master plan level planning. required back-end services needs to be
1.92 Tn
USD
planned considering future trends. First
USD Another and the most important criteria are demonetisation and now COVID-19 has
USD USD USD USD USD USD 1.86 Tn
1.6 Tn
1.1 Tn 1.23 Tn 1.23 Tn 1.27 Tn 1.4 Tn 1.46 Tn the type of tenant mix, food & beverage changed the perception of online transaction
options and the entertainment space the in India. Like any running assets, even
Developer is able to provide and attract. shopping centres has an extensive cost
The vision of the Developer of selecting right towards running and maintenance. Hence,
2010 2011 2012 2013 2014 2015 2016 2017 2018 2020 size of spaces for the mix would require it is important to look at the development
Projected extensive analysis of catchment area, future cost drivers through the life cycle cost and
needs and market trends analysis. The not just limited to front end capital costs.
(Source – Anarock report, COVID19 – impact on Indian the RE sector)
shifting consumer needs and behaviour
especially in times like COVID-19 pandemic Financing of the capital investment required,
is important for the success of the shopping the interest rates at the time of borrowing,
centre and return of the investment. the revenue that the mall is likely to generate,
Development drivers Kiosk spaces which allows pick up of the the ease of lease or rent of space in malls,
online orders will be in trend in the future promotions and marketing, tenant mix and
The boom of the malls in the last 20 years towards a good brand that offers longevity tenant mix which must be planned so. Similar the future growth are other considerations
has attracted investment from developers in the product as against short term cheaper to this, cloud kitchen concepts are being to be made in mall development.
and private equity players. The growth of alternatives. evaluated as options to cater the catchment.
mall area over the country especially in Tier It is very important to invest in initial planning
1 cities and upcoming growth in Tier II cities However, there are several factors that The ease of circulation and way finding and research which is the pathway to the
has changed the investment landscape in governs the growth and success of the to their destinations, both horizontal and successful functioning of the mall. With many
India. India’s Grade A shopping centre space shopping centre. vertical internally within the shopping small scale offers across various areas, malls
was set to rise to 120 million square feet over centre drives the comfort levels of the have to not only meet the consumer demand,
the next 3 years from the current level of 100 The development of shopping centre largely consumers. This needs to be achieved but make it worthwhile the visit. To be a cut
million square feet, which is a substantial. depends on target audience, catchment through strategic design management, above the rest a unique value proposition or
areas and where the Developer would like understanding of behaviour patterns and a unique experience is to be put into the mix,
The development of malls has found traction to position the development. The business placement of the escalators and elevators as for successful functioning.
and will continue to do so considering Indian case parameters would need to considered well as through proper way finding signage.
demographics and lack of public meeting, and research on the economic environment
gathering and recreational spaces. The surrounding the site and local bylaws, will The investment in innovative design, look and
discretionary spend that has increased in help in understanding the project viability. feel aspects depending on the positioning
India, has contributed to people moving of the shopping centre plays an important

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The key construction cost drivers:

Once the mall developer has considered and researched the development drivers and worked Construction of this retail asset that is good value for money, is the first step to its success, for
out its feasibility, the next challenge would be the construction. which various aspects that contribute to construction costs are to be considered evaluated,
incorporated into design followed by the actual construction. These influencers are noted as
cost drivers below.

Location Façade and height Interior finishes Procurement Strategy

• Type of finishes in atrium, toilets & com-
• Abnormal ground and other surrounding • Type of façade & proposed systems mon areas driven by architect / developer • Construction procurement
conditions • Shape of building requirements • Global procurement
• Compliance codes in the location • Elevation factor • Demising walls & food court designs • Annual rate contracts
• Metro / non-metro/city centre/suburbs/ • Height premium • Theme of the project • Bulk purchase
outskirts • Sustainability • Availability of material in the local market • Reverse auctions / technology
• Skylight / import • Time criteria for delivery
• Recommended makes / alternates

Building shape and area planning Area configurations & car park Project Schedule
Site development
• Basement configuration / parking density • Approvals & permits
• Area allocation to various components • Overall site area
• Ratio of parking to built up area • Design development
• Non-conventional designs • Connectivity to main roads
• Leasing areas to built up area – this does • Procurement & construction
• Large spans • Extent of site development
not affect cost • Time over runs
• Construction methodology • Terrace activation
• Ratio of common corridors to build up • Overheads
• Type of formwork • Water bodies, amphitheatre
area • Design alterations
• Irregular shape
• Ratios of anchors,F&B,entertainment • Forex
• Higher floor to wall ratio
areas,lift lobbies to floor built up area • Financing cost
• Area of staircase to built up area
• Basement / podium / mlcp
Building services • Shape, framing & location
• Multi stake / combo puzzle park
Structure • Distance from grid • Automated car parks
• Power requirement
• Remediation of existing site conditions • Amount of emergency power backup
• Earthquake zoning • Fire protection norms
• Foundations • Bms / lv systems
• Framing options, core areas • Type, make and speed of elevators
• Fire protection norms • Life cycle costs
• Building height • Security

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Benchmark construction costs-pre-pandemic Functional area split

The mall categories are broadly considered as below:

Neighbourhood centres: City centre small size malls of upto 200,000 sqft Built-up area
(BUA), with prime focus on day to day provisions such as supermarket or departmental stores,
retail stores and small food and beverage areas.

Lifestyle malls/shopping centres: Medium sized malls ranging from 400,000 to 600,000
sqft BUA comprising of at least one anchor store, retail stores, food and beverage area, a few
screen multiplex and small leisure activities, such as gaming and a car park facility.

Super-regional mall: Larger malls of 1,000,000 to over 2,000,000 sqft BUA comprising of
about three of more anchors stores, departmental stores, a variety of retail store, large food
court, multiplexes, leisure activities and serves as a dominant shopping venue leaning more
towards upscale customers for a large radius catchment area (40km radius) with a large car Gleeds from its data base has benchmarked Costing notes:
park facility. costs of construction for malls pan India.
All costs are construction cost only.
The costs have been demonstrated for
All costs are in Indian National Rupees unless
Mall Type Cost Range (INR/Sqft area) substructure which hosts the parking area,
noted otherwise.
generating revenues on parking and the
Neighbourhood centres 2,000 to 2,400 Costs are considered on Built-up area (BUA)
superstructure that hosts cinemas, stores
unless noted otherwise.
Lifestyle malls/ Shopping Centre 2,400 to 2,700 and food court generating the revenue in the
Regional Mall/Super-regional centre 2,500 to 3,000
superstructure. Both sub and superstructure
hosts back of house areas for working staff
Source: Gleeds database. offices, storage units and utility areas.
Note: All costs are construction costs only and are pre-COVID-19 as on Dec 2019. Overall cost impact of COVID-19 to be
A judgement is to be applied on parameters such as location, design, site conditions,
assessed. The range is considered for Bangalore (as a mean for pan India).
procurement routes, building shape and size, contract type, end-user requirements, quality
and safety, market conditions, site restrictions, time of construction, quality and safety
Elemental cost breakdown: standards and other abnormals

Inclusions: Exclusions:

• Shell and core • Site abnormals and any special site con-
• Architectural and interior works. ditions.
• Interior fit-out works. • Client’s costs for land value.
• Façade. • Client’s overheads & admin costs
• Skylight • Client’s profit margin.
• External decking. • Pre-opening costs.
• Fixed furniture and mill work (interior • Consultants, designers, engineers and
common areas and external) other project management costs.
• All mechanical, electrical and plumbing • GC/ design build / lumpsum procurement
works. routes
• Signages and artworks. • Project Insurance
• Number of floors. • Force Majeure.
• Type of carparking • Any preclearing, logistic costs incurred by
• Hard and soft landscapes work Client before site hand over to contractor.
• Standard trade package procurement • Retail outlets, store fitouts including shop
fronts.
All costs are pre-COVID-19. • F&B kitchen and counter fit-out
All costs are as per the Gleeds database. • Any impact of the COVID-19
• GST.

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The present

This sector has undoubtedly buckled down along with splurges after pent up demand
under the effect of the forced lockdown an have contributed to the slight rise in the
attempt to curtail the COVID-19 spread. otherwise failing sector. Sentiments towards
The sector is run into a degrowth and is shopping at a store, socialising and family
slowly crawling up with the lift of lockdown outings to malls have shifted significantly
and reopening of malls in various locations. in the current circumstances. The biggest
Though, recovery is not significant, the rise in attraction which is cinema in multiplexes have
consumer sentiments around festivals such not yet resumed and the change in sentiment
as Raksha Bandhan and Ganesh Chathurthi towards the reopening is yet to be tested.

Impact of consumer confidence on retail

The Reserve Bank of India in May 2020 Consumer Confidence Survey results conducted
telephonically across 13 cities with 5,300 households participating yielded both the current
situation index and the future expectation index has hit an all-time low with the consumer’s
discretionary spending has been cut with only essential spending taking place:

CSI- Current Situation Index.

FEI- Future Expectations Index.
*CSI/FEI = 100 + Average of Net Responses of (General Economic Situation,
Employment Scenario, Price Level, Household Income and Overall Spending)
Source: RBI Consumer Confidence Survey

The above clearly indicates that the consumers spending has decreased to an all time low
since March 2018, a reflection on the consumer sentiments.

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Impact on various stakeholders

The various stakeholders associated with the retail industry are impacted in the current All are unaware of what the future is likely to be, and are reacting to this change in different
circumstances and mall owners and tenants are working out strategies to bring their businesses ways. Consumers are cautious, retailers are innovating to attract consumers, mall developers
back. Change in consumer behaviour has led retailers and mall operators to rework their retail are battling reduced revenues with additional operational costs, suppliers with crippled supply
strategies to sustain in longer run. chains and the liquidity crunch.

Retailers Producers & Supplier

• Labour shortage
• Unsold inventory of non-essential goods • Low production rate
• Unaffordable rents • Supply chain bottlenecks
• Challenge to enhance customer loyalty • Travel restrictions
• Reduced sales • Low demand for non – essential
• Creating operational efficiency is a challenge products
• Finding new ways of Customer engagement
• Format size Mall
Mall Developers
Developers
Consumers • Creating digital infrastructure • Reduced revenue
Financial institutions
• Managing operational costs • Risk of Non-payments of debts
• Increased overheads on under development • No liquidity
• Need based shopping projects • Delay in servicing of loans given by banks &
• Digital Adoption • Unable to afford Marketing costs NBFC's
• Avoid crowding and socializing • Investment and adaptation to Omni channel • Potential deterioration of collateral value
• Spending minimum time at the • Uncertainty on the timelines of the financial owing to reduction in lease rentals
store impact • Possible restructuring of loans - one time
• Purchasing without trials • Working out new financial strategies with waiver - extension of loan tenure
• Prefer self service retailers • Reduction in asset value & exit issues for
• No direct subsidy from the Government equity investors / funds
• Infusion of investments – on innovative methods • Increased administration costs due to active
• Change of Retail mix monitoring , dispute resolutions etc.
• Increased housekeeping cost
• Servicing debt

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Impact on retail Shopping centres – like for like trends pre-COVID and post-COVID

The overall economic gloom and employment Retail is on the path to recovery, but still has • 88% of the brands are trading currently • Electronics has shown maximum
uncertainty are likely to bear an impact on a long way to go. The RAI survey round 6 across the shopping centres. recovery in this period as compared to all
consumer spending this year, apart from results indicated that the business was 52% • In August 2020, overall Trading density of categories.
lockdown and social distancing norms lower in August 2020 as compared to last the shopping centres is 58% of what it • The first category to come back during
implemented. Hence PPZ’s view is that year. was in August 2019. However, there is a first phase of reopening are Grocery,
overall consumer spending is likely to dip in significant improvement of 44% in trading Electronics, Jewellery & Home products.
the current year. While consumer durables have done well the density in the month of August as com- • Fashion, F & B, Footwear, bags &
other categories are yet to recover. Large pared to June and July 2020 showing accessories are worst hit categories.
According to the Retailers Association of size retailers (>300 Crore) have done well in signs of recovery. Cinemas and entertainment still remain
India (RAI), during the lockdown period, total consumer durables while the smaller scale • Average footfalls have dropped by shut and will take time to revive. Since
earnings of non-essential products reduced retailers have done well in footwear and 84%, but conversion rate is higher than cinema and entertainment are major
to just 40% of what it was last year. furniture. Pre-COVID times. crowd pullers in shopping centres, we
• Spend per person has increased by 2.5 believe that consumers will flock back to
times of what it was during Pre-COVID malls after they open.
time.
Retail recovery in August
Jwellery,
Consumer Furniture Beauty
Food & Apparel & watches & QSR and
Footwear Durables/ & Wellness &
Grocery Clothing personal Restaurant
Electronics Furnishing Personal Care
Accesorry
0%
Pre COVID Post COVID
Source: PPZ
-10%
-13%
10000
-20%
-23%
9000
-30%

8000
-40%
-46% -47% 7000
-50%
-54%
-56%
-60% 6000
-61%
-65% -38%
-67%
5000
-70%

Trade Density
4000
-80%
Source: RAI Business Survey- Round 6. 3000
-75% -71% -71% -70% -68% -63% -62% -54% -53%
The recovery from June to August is marginally better and is anticipated to rise, though presently 2000
at snail’s pace.The reopening of malls, pent up demand and festivities has seemed to have
1000
contributed to this slight increase and there is an optimism that business will pick up.
0

Kiosk

Bags & Accessories

Hyper Market

Footwear

Cafe, F&B

Department Store

Toys

Jwellary & Watches

Electronics
(Men, Women & Kids)

Home Decor &

Accessories
Fashion
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Key contributors to overall mall Percentage contribution of sales of various

consumption categories across malls pre-COVID and
post-COVID
Key contributors to overall mall sales in July
In Post COVID time, contribution
& August 2020 were mainly Hypermarkets,
of Departmental store, Electronics & Home
Departmental stores, and Electronics and
products to overall mall consumption will
Home products. Also, anchor stores like
increase as compared to last year while
Pantaloons, Lifestyle and Max contributed to
Cinema, Sports & footwear etc. will contribute
overall sales of the centre.
less than last year.

Category wise contribution of sales to total sales of the mall

pre-COVID and post-COVID

50%
40.1%
40%
34.3%
35%

30%

25%
18.0% 18.6%
20%
15%
10.9%
10% 7.0% 7.3% 7.0% 7.0%
5.8% 6.5%
5.0%
5% 3.4% 2.6%
1.4% 2.5%
0%
l
nta nic
s
F&
B
ea
r et or
e o ion ark ec ma
rtm ctr e& sh otw D
pa ore Ele af Fa Fo erm me Ci
ne
De st C
Hyp Ho

Source: PPZ

Pre COVID Post COVID

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Pandemic influenced cost drivers

These costs are distributed over not only the actual build but mainly on the health and well
Adopting to the pandemic, whether it be retrofitting the existing mall spaces to make it safe being of the visitor as well as employees and staff. While most costs are taken on by the
and COVID-19 free environment or incorporating design for the construction in progress malls developer and in-mall retailers, consumers awareness on the ‘new functioning’ of the various
or future proofing against possible pathogens, all contributes to costs towards construction, kinds of malls and safety is important. Noted below are the various cost drivers that are
facility management or operations. pushing costs due to the pandemic.

Collaboration of online and offline

shopping:

• All stores to have more place for stor-

age Other design:
• Allow for personal shopping offline
and pick-up/delivery. • Layout revision for all malls, including
Health and hygiene: • Allow for kerb side pick-up online screens, floor marking for social
shopping distancing
• Regular dis-infection of vehicles at • Introduce kiosks to collect shopping. • Extra on signage for logistics
entry, shopping trollies and baskets • Inventory and tracking, a key to keep • Footfall control monitored on drone
• Health checks: Infra-red cameras to Store layout and logistics: customers cameras and CCTV footage
detect high temperatures • Introduce shopping appointment • Integrated management system to
• Deep Cleaning of doors, escalators, • More store spaces, with digital view times to regulate footfall regulate crowds, entry and retail store
lifts and other touch points of available products • Innovative promotional offers visits Possible new formats:
• Reduce touch points by including • App based help and assistance at • Use of materials, covers easy to clean
sensor doors, lift buttons operating stores • Retrofit or include in future HVAC • Shopping with augmented reality- to
with foot or mobile apps • Virtual shopper assistance systems with advanced air filters, bridge the gap between physical and
• Multiple sanitation points, located at • Extension of store hours ionisation systems digital
various points, foot controlled • Store apps designed to show the • Provide air compartmentalisation, by • Product customisation- a crowd
• Social distancing, logistic markings density of shoppers providing air curtains at doorways, Air pleaser
at common areas • Options of virtual trials via apps Staff employee benefit: gates at doors, overpressure above • Visual search options
• Occupancy display systems at each • Sampling ideas to be reinvented, false ceilings • Digital marketplace growth
retail outlet, customer to know if it example cosmetics to be made into • Providing and ensuring use of PPE • Option of bio waste rooms and • Social shopping, use of platforms like
is safe to enter, based on entry exit a one-time use pouch • More sanitisation units contactless disposal of garbage, via Instagram groups for shopping
sensors • Clothes for trial, to be sealed publicly • Frequent breaks to ensure employees chutes • Keep ethical and private based
• Periodic fumigating, the entire mall. sanitised and sealed again are washing and sanitising regularly • Larger back of house areas to keep brands, anchors are very important
• Provide disposable masks and • Create one-way isles • Bettered health insurance employees safe • Other methods of shopping- like
gloves to shoppers • Signages, and safety norms to be • Use of germ-free shelving • Use of UV lighting on the display and in google shopping, allowing comparing,
• Disinfected devices can be provided publicly displayed to communicate to • Recognise and retain talented HVAC ducts easy check of options available
for easy check-out the safety efforts employees, their inputs are invaluable • Have more transitioning spaces,
• UV disinfection of escalators and • More use of contactless payments especially at entry and exits
railings

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Impact on construction costs: The below table indicates the cost impact on construction costs accounting for the
COVID-19 impact in the 3Q 2020.
At the onset, the construction costs are set out to increase based on the materials and
labour cost impacted from the pandemic as a result of shortage of labour, supply chain
rearrangements, transportation restrictions and reduced productivity. Coexisting with the Civil and structral works
pandemic requires rethinking design, retrofit and management which incurs cost to the
developers. Strategies are therefore to be developed to understand how to attract footfall to
keep the business running. The estimted cost impact is 3-5% increase.
Electrical works
Major cost components:

Supply chain disruption, increase labour component, increase in preliminaries towards health
and safety measures on site, personal protection equipment and labour camp maintenance. Public Health Engineering
Low productivity caused by social distancing norms.

Some of the examples are either replacement or adaptation of Sensor based sanitary fittings
such as water closets and taps, changes in HVAC systems such as Air filters/ Bipolar plasma Heating, Ventilation and Air-conditioning works
system for ducting/ uV germicidal lamps in ducts and foot pressed elevator buttons/ App
operated elevator system software/ Door frame metal detector (DFMD) with Infrared cameras/
Occupancy tracing system (common areas only) amongst others.
Elevators, escalators

Elemental cost breakdown for a typical mall

Security system

Firefighting and FPS system

Other building services

Façade and elevation

Increase
upto 5%

Interior finishes
Increase
over 5%

External development and terrace works

No
change

Source: Gleeds data base

Soft costs

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The road to revival Customer engagement & strategies

Keeping a real-time pulse on changing preferences and rapidly innovating to redesign journeys
To save the failing growth, shopping centres teams need to work as a comprehensive to connect with customers.
are to pick themselves up and re-strategise force to optimize online and offline integration.
and re-look into their core functioning, which
is likely to bring the degrowth into the growth To bridge the gap between Omni-channel
band. adoption and execution and integrate
multiple cross channel sales system, an Focus on fundamentals:
Online and offline shopping integration,
OMNI channel
agile technology platform that frees brands
to focus more on customer engagement
and provide seamless shopping experience
A Connect & Care - Reach out & engage with support, not
marketing, Priority of communities

An Omni-channel retail strategy is an is required.

approach to sales and marketing that provides
customers with a fully integrated shopping Traditional media like print, radio and outdoors
experience by uniting user experiences from have taken a backseat and the budgets are
brick-and-mortar to mobile-browsing and focused towards Omni-channel marketing, Meet the customers where they are -
everything in between.

The last few months has witnessed a huge

almost 60-70% spends which were allocated
for traditional media has now shifted towards
understanding google analytics, trends
Malls on Wheels activation - Retail Welfare Association
(RWA) RWA & Corporate Parks -
Expand home delivery options, Consider contactless operations
B
shift in the retail industry as technology has and thereby reaching customers through
started to play a critical role in consumer Instagram, Facebook and WhatsApp
behaviour. The modern customers now platforms.
expect a quick, convenient and a seamless
experience regardless of how and where the
Reimagine customer experience to drive loyalty -
C
purchase is made.
Migrate existing customer database to digital channels
Enterprise retailers have also understood to boost purchasing behaviour and satisfaction.
the importance of integrating their online
and offline sales channels and providing a
seamless Omni-channel experience to the
customer.
Diversified Strategy with direct communication -

D
Retailers at shopping centres are Deliver targeted and personalized experiences
encountered with multiple challenges (both mobile and large-screen experiences) tailored to
in order to successfully implement an your audience. Leverage intelligent mix of social, mobile,
Omni-channel strategy. Brands, more often, online search, email and digital broadcast to increase/solidify
have a non-agile and silo-ed IT infrastructure customer engagement with your target audience.
with a low level of integration between the
disparate system. When collaboration is
limited, delays frequently set in, and render
imbalance in the performance of one or the
other sales channel. Moreover, one of the
critical components for a truly Omni-channel
experience is how the ecosystem
synchronises, contributes and collaborates
to increase efficiency of each function. Hence
sales channels, payment systems, fulfilment
and delivery partners and customer support

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Reopening strategy (timeline) – shopping centres Consumption trends for upcoming months

Post lockdown, malls across major cities have started reopening in a phased manner. Retailers
along with mall operators are working together on new strategies to regain footfalls and
consumer confidence. Shopping centres have come up with new SOP’s, social distancing
norms, Omni channel strategies & revised financial models to fight this crisis.
Home Decor
Cafe & F&B
Footwear
Electronics
Hypermarket
Fashion
Departmental store
Phase 1 Phase 2 Jewellery
(June 2020 - Sep 2020) (Oct 2020 – Mar 2021)

• Limited Operating hours shall be • 90% occupancy achieved in

adhered as per govt. directives malls
Upward trend Stable
• Categories like hypermarkets, • Festive season would bring
personal care, home furnishing, customer back
infant care, Apparel, sportswear • Cinemas and Entertainment
& footwear will be opened initially centres as per COVID norms
New financial strategy
followed by Salons & Gyms. • Overall consumption across all
• F & B allowed for takeaway only categories is expected to achieve
in the initial period and then shall 60% of the Pre COVID budget Financial Retailers Developer
open with limited occupancy. during phase 2 of reopening Institutions Impact Impact
• Food courts become operational • Financial strategy – Regularizing Impact
as per COVID norms. financial structure impacting
• Financial strategy – Combination retailers & Mall owners
of revenue share and partial rent Rent

Moratorium During lockdown Additional cost towards retailer fitouts

for 6 months partial rent amortized Additional cost towards Digital infra
over 12 months for future proofing.
Additional costs towards HVAC,
hygiene and safety measures

De
bt
Mapping consumption trends for upcoming
months Restructuring debt as per 1st phase
(Oct – Nov 2020) balooning effect for June - September - Higher% of revenue share. Shift from debt to equity
FY 2020- 2021 Oct - Dec - Combination of revenue share and partial rent for raising funds
• We believe that certain categories in the • Hypermarket, Departmental store and
malls will come back faster than other Home décor are already contributing
categories in next few months which will largely to the sales of the centre and will
eventually increase their contribution in show similar trends in consumption for
overall consumption of the malls. next few months.
• F & B and Fashion will bounce back faster • Cinema will take longest time to revive
Retailer relationship shifting
and will increase their percentage share in terms of consumption even after Regularizing debt from Jan – Mar 2021– regularizing
from landlord - tenant to
to sales by 10 – 15 % as compared to restrictions are relaxed. October 2021 onwards financial structure, Overall
partnership model
impact on expected revenue
sales in June – July. – 40 – 45%

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The business perspective

Operational malls – perspective of financial partners (equity/ debt investors)

Pre-COVID-19 Post-COVID-19

Valuation Cap Rates 9% - 10%

7.5% - 8.5% (based on location and at least 1% variation
growth potential)

NOI for FY 19-20 is discount-

ed based on a perceived
1 year forward NOI
Net Operating Income stagnancy/ decline in retailer
was considered sales until FY 22
(NOI) (basis for valuation)

Lease rental discounting

(LRD) eligibility (based
7.5 to 8.5 times NOI 6 to 7 times NOI
on location and tenant
profile)

Has marginally reduced for

9.5% to 12% some projects but not helped
(based on mall and retailer the mall owners, given the
profile) Interest cost on LRD significant decline in business

Growth in trading Degrowth upto 50% in FY 21

Average 6% - 8% p.a
densities and 20% expected until FY 22

With reduced CAM payouts

from retailers and increased
safety & hygiene measures,
All costs covered from Impact on Common Are there is an under-recovery of
collections Maintenance (CAM) 15-20%

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Under development malls – perspective of financial partners (equity/ debt investors ) The future of retail

Emerging trends post lockdown • Retailers communicating with customers

directly via omni channel
• High conversion shopping rate • Malls on wheels
• Creating virtual mall experience • Discounts, exchanges and free products
• Increased face value • Free delivery and minimum orders
Launch delays by 9 to 12 Project delays- labour shortage, • Rise of local & community centred brands • Omni channel for top line generation
months – approx. 1.5% to supply chain disruption, lower • Proactive health • Evolved tenant mix
2.5% reduction in IRR based on productivity. Gleeds’ estimate a 3.5% • Online presentation of self – personal • Mobile food courts
a holding period of 2 to 4 years increase in overall cost of construction. building • Sanitizing touchpoints
post operations. • Selective travelling • Reduced store size
• Regional & sub regional cuisine will • New customer engagement strategies
accelerate • Reduced seating capacities at multiplexes,
• Digital activation – creating online mall FEC and restaurants
inventory & trading

The key to consumer confidence

New tech infra- high cost
increase installed for customer The most important thing is reassuring customers that malls are a safe place to go out
tracking and data management for shopping. Consumer confidence can be brought back by creating a safe and secure
Increase is facility management from Rs.100/- per sqft to environment, keeping convenience & comfort on priority while creating an engaging experience.
costs by 2%-3% for additional approx Rs.500/- per sqft. This
safety measures for post-COVID promotes sales growth YoY with
environment. Convenience & comfort
online penetration increasing
• Directional signages Engaging conversations
over the next 5-10 years
• F & b ordered & delivered within
• Digital marketing
& outside the mall
• Virtual entertainment
• Shopping delivered home
• Digital shopping
• Contactless shopping &
• Digital community services
payments
• Creating digital home
• Tech based appointments to
fluencers
visit malls / stores
• Virtual mall platform to engage
with customers

Renegotiation of rentals by signed

retailers, delay in closing of unsigned For highly levered projects, Creating safe environment
stores. 10% rent reduction for the 1st refinancing of construction debt
becomes challenging given the • Backend & frontend sanitization
year of operations, typically results in a • Sanitization & hygiene protocols
2% decline in projected IRR*. double whammy of reduced rent for customers
and reduction in the LRD eligibility. • Social distancing protocols
• Crowd management protocols
• Mechanical sanitization
*IRR Internal Rate of Return • Customer and staff circulation
protocol
• Contactless circulation experience

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Conclusion

The shopping centre in India have always been the hub for socializing, movie lovers and family
outings. The present pandemic put a ‘spoke in the wheel’ for the growth of the retail sector,
however, with the economy slowly recovering, employment is set to rise, which might break
the present reservation of spending that has cultivated over these unprecedented times.

Contactless shopping, digitization, a robust system demonstrating a safe environment with

health and safety implementations in the present malls are key to winning the consumer
confidence. This approach in turn will increase footfall and promote the recovery of the retail
sector in months to come. Retail is also to be made more attractive with optimum pricing,
revised tenant mix and development approach and changes in business models to save the
present business prospects.

The movement of people to tier-II cities and the options of working from home, promotes
demand, in these locations, as a potential location for new shopping centres/malls. Relevant
research, assessment of the catchment area, the longevity of migration are some of the factors
that should be carefully investigated before the cautious planning of expansion strategies,
which could prove beneficial to developers looking to expand their business.

The online shopping experiences, which picked up in the pre-COVID era, seamlessly
integrated into the present will act as a force mutiplier to the retail sector for co-existing with
the brick and motor shops. The significant growth in e-commerce accelerated in the present
circumstances is the thread that is holding the retail together. Whilst, the adaption to change
in the way of living continues, complete recovery is expected after a vaccine is found or if the
virus is completely contained. Travel restrictions and regulations on large social gatherings
induce social meetups in smaller locations closer to home. The pleasant ambience and large
spaces with entertainment provide an appropriate getaway. Life will continue and pent up
retail demand, the need to socialize and the thirst for entertainment outside home, will provoke
people to venture out, and embrace the experience in its new resilient form.

References:

• Indian Retail certainty despite headwinds September 2020 RAI and Anarock
• India retail stepping up the game CII and JLL
• Mall development and operations: An Indian perspective
• IBEF
• Unravelling the Indian consumer- Deloitte and RAI
• Media reports

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 For any further queries please contact us.

Pioneer Property Zone Services Pvt. Ltd.

Sonal Shrivastav Pallavi Kukdolkar
Director – Asset Under Development Market research & business
(AUD) & Business Development(BD) analyst
[email protected] [email protected]

Gleeds Consulting (I) Pvt. Ltd

Vishal Shah, M.S. (Bld. Const.), MRICS Sushma Wilson, MRICS
Director Executive Cost Manager
Phone: +91 98202 60169 Phone: +91 63668 24399
[email protected] [email protected]

You may also contact us on [email protected]

This issue was compiled by Gleeds India I&A with contributions from Ashish Pimpalkhare, Sanjiv
Kumar Ganesh, Bhagyashree Parikh, Padmini G, Kiran Pawar and Animaraj Toppo.

Legal Disclaimer: This paper was prepared by Gleeds India Consulting (I) Pvt. Ltd. and is for general
information only. Neither Gleeds nor any of their partners, directors, employees or other persons
acting on their behalf makes any warranty, express or implied and assumes any liability with respect
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