case study

Marketing Education Review, vol. 23, no. 3 (fall 2013), pp. 287–295. © 2013 Society for Marketing Advances. All rights reserved. Permissions: www.copyright.com

ISSN 1052–8008 (print) / ISSN 2153–9987 (online) DOI: 10.2753/MER1052-8008230308

“The only thing that is constant is change.”

—Heraclitus

The current retail environment is undergoing change. Malls are on their way out, and it is rare to see physical retailers doing well. Online shopping is killing brick-and-mortar sales (Hudson 2012). How will existing mall owners navigate their way through the decline phase of the mall life cycle? As vacancy rates at malls and strip centers increase, how can they avoid ending up on DeadMalls.com?

Paige Zamora, a newly minted MBA, has finally landed a job—unfortunately, on a “trial” basis. She was hired to come up with a viable plan for an urban mall seeking to avoid ending up on DeadMalls.com. She’s been given two months to prove herself. Her first action was to commis- sion a market research study of consumers in the primarily Hispanic neighborhoods surrounding the mall. Next, she contacted the San Fernando Valley Economic Research Center for assistance. Now she must wade through the data and figure out what to do.

Plaza del Valle

Plaza del Valle is a unique plaza-style retail center and the only open-air mall in densely populated Panorama City situ- ated in the heart of the San Fernando Valley region of Los Angeles. Plaza del Valle sits on 14 acres bounded by a large intersection, with a single-family residential community on its east side and a multifamily residential community to the northwest. The Plaza is within walking distance from these neighboring communities and is strategically located on the main artery of the city, Van Nuys Boulevard. It is open from 10 a.m. to 8 p.m., seven days a week.

The Plaza has no major anchor retail stores. It consists of a variety of small-scale retailers, the majority of which are family owned and operated. Stores at the Plaza offer various merchandise, services, and authentic Mexican food. Plaza management maintains a strong focus on corporate social responsibility. Consequently, many community events, such as health fairs and farmers’ markets, are hosted at the Plaza in its courtyard (see Figure 1). While the Plaza does not have an explicit mission statement, its philosophy is to create a people-friendly place where individuals can com- mune, shop, eat, and enjoy life. Plaza del Valle is perceived positively among community agencies.

Kristen l. Walker (Ph.D., University of California, Los Angeles), Associate Professor of Marketing, College of Business and Eco- nomics, California State University Northridge, Northridge, CA, [email protected].

Mary T. Curren (Ph.D., University of California, Los Angeles), Professor of Marketing, College of Business and Economics, California State University Northridge, Northridge, CA, mary [email protected].

Tina Kiesler (Ph.D., University of California, Los Angeles), Profes- sor of Marketing, College of Business and Economics, California State University Northridge, Northridge, CA, tina.kiesler@csun .edu.

Case study

a ReTail CenTeR FaCing Change: Using daTa To deTeRMine MaRKeTing sTRaTegy

Kristen l. Walker, Mary T. Curren, and Tina Kiesler

Plaza del Valle is an open-air shopping center in the San Fernando Valley region of Los Angeles. The new marketing manager must review primary and secondary data to determine a target market, a product positioning strategy, and a promotion strategy for the retail shopping center with the ultimate goal of increasing revenue for the Plaza. She is overwhelmed with data and must determine which information to use and how best to use it to make her strategic decisions.

The information in this case is for educational purposes. While the facts in the case are all derived from primary and secondary sources, the employee mentioned in the case is fictional. The authors thank the following graduate students for collecting the primary data used in this case: Beena Kulkarni, Violetta Lebioda- Skoczen, Rajikka Natkunanathan, Sandi Piorek, and Bahareh Zand.

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eVolUTion oF ReTail CenTeRs

Retailing trends have evolved significantly over the past 60 years. In the 1950s, suburban and urban regional cen- ters were the norm. In the 1980s, pedestrian shopping streets became popular, an example being the Third Street Promenade in Santa Monica, California, approximately 25 miles from Plaza del Valle. In the 2000s, the trend moved toward hybrid-themed lifestyle centers such as the Grove in midtown Los Angeles, a 40-minute drive from the Plaza del Valle (Irazábal and Chakravarty 2007). In this decade, “online retailers are relentlessly gaining share in many retail categories, and offline players are fighting for progressively smaller pieces of the retail pie” (Jordan 2012). As Jeff Jordan, former chief executive officer of OpenTable, stresses, “the mall business isn’t very healthy.”

A recent trend is to have entertainment be an integral part of retail environments. Entertainment offerings such as theaters, live music, restaurants, and special events act as a lure to draw consumers or entice consumers to stay longer. The Universal City Center in the San Fernando Valley is one such example. Key considerations for entertainment retail centers include land use, transportation, and design. Land use concerns integrating the retail center into the city and surrounding public space, thus allowing a seamless transi- tion from city streets. This makes a center more accessible to casual visitors. Transportation includes the need to have locations with accessible parking and public transportation to allow many people to easily visit the facility. Design helps create a sense of place, allowing individuals to feel at home and relaxed, which may result in longer stays and repeat visits (Irazábal and Chakravarty 2007).

The geography of the San Fernando Valley, which is almost completely surrounded by mountains (see Figure 2), creates a perceptual barrier to shopping outside the Valley, as it makes people feel they are going farther when they have to hassle with the everyday stop-and-go traffic on Los Angeles freeways. Nonetheless, for consumers willing to travel outside the Valley, there are numerous shopping options nearby, such as The Grove, Third Street Promenade, Beverly Center, Century City Mall, Westwood Village, The Commons, and the Hollywood & Highland Center. There are also retail establishments with an authentic Mexican atmosphere similar to that of Plaza del Valle, the most notable of which is Olvera Street in downtown Los Angeles, approximately 20 miles to the southeast. These distances to other malls mean Plaza del Valle is well suited to serve the surrounding population.

CoMPeTiToRs

Paige looks over the analysis of the competitors, deciding to focus on geographically close competitors, including the Panorama Mall, the Valley Indoor Swap Meet, and The Plant. What she struggles with is how to differentiate between the direct and indirect competitors.

Panorama Mall is located just to the west of Plaza del Valle across bustling Van Nuys Boulevard. The mall is a tradi- tional enclosed building with limited entry points. It offers many different retail stores on a single level within the 314,177-square-foot facility, including Walmart; La Curacao (a department store with a loyal Hispanic customer base); various fashion clothing, shoes, and accessories stores; and fast food establishments, including a McDonald’s and a Domino’s Pizza (Panorama Mall Market Profile 2013). Many

Figure 1 Plaza del Valle and its Courtyard

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of the stores compete based on discount-priced offerings. However, other stores, such as Foot Locker and Forever 21, are more moderately priced (www.panoramamall.com).

The Panorama Mall is owned and operated by Macerich, a large, publicly owned company. Macerich’s financial strength allows it to promote the Panorama Mall with a dedicated interactive Web site, social media, gift cards, a newsletter, coupons, and special events such as Sunday mariachi serenades in the mall’s center court. The mall also appeals to shoppers because of Walmart’s presence and pro- motions, which include national advertising in both print and media. The first urban Walmart store in the area, its presence significantly broadened the customer base of the Panorama Mall. The Walmart was significantly remodeled in 2006. As a result, the Mall draws nearly 6.5 million visitors annually (Panorama Mall Market Profile 2013).

Patrons of the Panorama Mall are primarily Hispanic (Panorama Mall Market Profile 2013), but the Web site is offered in both English and Spanish. Social media, such as Facebook and Twitter, are used to engage tech-savvy consumers. The mall appeals to consumers who are socially conscious by highlighting its corporate social responsibil-

ity initiatives on the Web site and accommodates bargain hunters by posting all current store sales promotions (www .panoramamall.com).

The Valley Indoor Swap Meet is located two blocks west of Plaza del Valle and one block north of the Panorama Mall. It is open from late morning to early evening six days a week (closed on Tuesdays). It has approximately 300 spaces, offering varied goods at inexpensive prices. They have karaoke every Sunday from 1:00 to 5:00 p.m. and offer Bingo Mondays and Wednesdays at 3:30 p.m. The Valley Indoor Swap Meet advertises in local newspapers, and uses radio and social media (www.indoorswap.com/info.php). Despite some negative online Yelp reviews from visitors and a lack of established, well-known retailers, the Valley Indoor Swap Meet’s Web site claims “millions of customers per year” (“Become a Seller” 2012).

The Plant is a 365,000 square-foot shopping area that was once a General Motors Assembly plant. It is located approxi- mately half a mile from Plaza del Valle, the Panorama Mall, and the Valley Indoor Swap Meet, along the same boulevard. The Plant is structured like a strip mall. It hosts 35 stores and restaurants, including some well-known retailers (e.g., Ross,

Figure 2 san Fernando Valley Freeways and Mountains

Source: www.csun.edu/sfverc/maps.htm.

Notes: Because it lacks political boundaries, the San Fernando Valley is defined by its geographic borders. It is demarcated by the San Gabriel Mountains to the east, the Santa Susana Mountains to the north, and the Santa Monica Mountains to the south and west.

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Babies “R” Us, Home Depot, Hometown Buffet, In-N-Out Burger, Starbucks Coffee), a 16-screen Regency Theatres, and several small stores, including fashion clothing, shoes, and accessories retailers, in addition to food-court-type eater- ies. The smaller, less well-known retailers carry low-price offerings while the more established retailers, such as Babies “R” Us and Home Depot, are able to charge midlevel prices. General Motors still operates an automotive testing center on 27 acres next to the shopping center (Shopping Centers 2012). The Plant does not have a Web site. However, it is highly visible from the street and houses several national retail stores that advertise, drawing customers to the center, which is generally busy.

eConoMiC enViRonMenT

The economic environment is not pretty. The U.S. economy remained sluggish throughout the first half of 2012, leading the Federal Reserve to revise earlier predictions. It is fore- casted that there will be no need for the Federal Reserve to tighten the money supply until 2015 or later (Puzzanghera and Lee 2012). While the unemployment rate has declined over the past three quarters (see Table 1), it is not expected to fall closer to 6 percent until late 2015.

MaRKeT ReseaRCh daTa

As the new mall marketing manager, Paige had enough funds to hire a market research firm to compile a variety of data (geographic, demographic, psychographic, and behavioral) so that she could effectively choose appropriate target market(s), develop a positioning statement, and determine an effective promotion strategy. Paige is feeling stressed about keeping her job after examining the competition and economic environment. Her stress does not lighten as she reviews the mountain of data the firm gathered. The secondary data came primarily from San Fernando Valley Research Center publications, while the primary data came from the market research firm’s 265 mall-intercept surveys: 91 were current Plaza del Valle customers, 35 shopped elsewhere in Panorama City, and 139 shopped outside Panorama City.

san Fernando Valley geodemographic Characteristics

The San Fernando Valley’s population is more than 1.75 mil- lion, larger than that of all but the four largest U.S. cities— New York, Los Angeles, Chicago, and Houston (“Census Report Highlights Valley’s Growth and Diversity” 2010).

Table 1 United States Economic Environment 2007–2012

Unemployment Rate

Retail and Food Services Sales Percentage Change

$ Billions Quarterly Annual Year Ago

2007 4.6 4,446.312 3.3 2008 5.8 4,393.94 –1.2 2009 9.3 4,080.144 –7.1 2010 9.6 4,306.36 5.5 2011 9 4,652.264 8 2010

Q1 9.8 1,053.074 1.5 6.3 4.6 Q2 9.6 1,068.12 1.4 5.8 6 Q3 9.5 1,075.907 0.7 2.9 4.6 Q4 9.6 1,109.259 3.1 13 6.9

2011 Q1 9 1,136.788 2.5 10.3 7.9 Q2 9 1,154.588 1.6 6.4 8.1 Q3 9.1 1169.013 1.2 5.1 8.7 Q4 8.7 1,191.875 2 8.1 7.4

2012 Q1 8.3 1,211.442 1.6 6.7 6.6 Q2 8.2 1,208.388 –0.3 –1 4.7

Source: “National Economic Trends” (2012, p. 27).

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Within the San Fernando Valley (see Figure 3), Panorama City has the highest population density and is surrounded by the high-density population communities of Arleta, Valley Glen, North Hills, Van Nuys, North Hollywood, and Pacoima, each of which has over 10,000 residents per square mile (“Population Density” 2012).

The San Fernando Valley population is extremely dif- ferentiated in terms of demographic characteristics. (See Figure 4 and Table 2.) The San Fernando Valley has a highly diverse population, with the two dominant ethnicities being non-Hispanic whites (43 percent) and Hispanics (41 percent), as shown in Figure 4. Communities closer to Panorama City, in the Northeastern, Central, and South- eastern Valley have a higher concentration of Hispanics (Roberts 2009).

Although the Hispanic population in the San Fernando Valley has grown tremendously in the past 30 years (see Figure 5), the Pew Hispanic Center’s recent report indicates that the immigration trend has halted for now.

The largest wave of immigration in history from a single country to the United States has come to a standstill. After four decades that brought 12 million current immigrants— most of whom came illegally—the net migration flow from Mexico to the United States has stopped and may have reversed, according to a new analysis of government data from both countries by the Pew Hispanic Center, a project of the Pew Research Center.

The standstill appears to be the result of many factors, including the weakened U.S. job and housing con- struction markets, heightened border enforcement, a rise in deportations, the growing dangers associated with illegal border crossings, the long-term decline in Mexico’s birth rates and broader economic condi- tions in Mexico.

It is possible that the Mexican immigration wave will resume as the U.S. economy recovers. (Passel, Cohn, and Gonzalez-Barrera 2012, p. 6)

hispanics in the United states

Hispanics characterize themselves uniquely in terms of culture and ethnicity. “When it comes to race, according to the Pew Hispanic Survey, half (51%) of Latinos identify their race as ‘some other race’ or volunteer ‘Hispanic/Latino.’ Meanwhile, 36% identif y their race as white, and 3% say their race is black” (Taylor et al. 2012, p. 3). In addition, the Spanish language is a meaningful component of their culture. Most believe that “it is important for immigrant Hispanics to learn English in order to succeed in the U.S.” (Taylor et al. 2012, p. 2).

The Nielsen Company’s (2010) report on Hispanic media usage revealed that a little over half (55 percent) of English-language-mostly Hispanics watch some Spanish- language television daily, and 38 percent are daily users of Spanish-language Internet. While a majority of Hispanics

Figure 3 Map of san Fernando Valley areas

Source: Roberts (2009).

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Figure 4 ethnicity of san Fernando Valley and Panorama City-arleta

Source: “2007 ACS Tables: General” provided by the San Fernando Valley Economic Research Center (www.csun.edu/sfverc/ACS.htm).

Table 2 San Fernando Valley Demographic Characteristics 2010

Geographic Area

Per Capita Income $

Average Household

Size Percentage

Hispanic

Percentage Speak Spanish

at Home

Percentage Born Outside United States

Percentage Households

That Are Families

Burbank $33,047 2.5 28.9 18.7 32.4 57.6 Calabasas/Agoura Hills $60,895 2.78 3.9 3.7 16.3 74.2 Canoga Park $19,478 3.3 60.2 53.5 45.7 72 Chatsworth/Northridge $37,707 2.85 19.4 15.9 32.4 72 Granada and Mission Hills $26,107 3.37 54.4 43.2 41 75.9 North Glendale/La

Canada $45,265 2.89 9.5 6.9 35.6 75.6

North Hollywood $22,561 3.03 55.8 50.8 48 65.6 Panorama City/Arleta $14,264 4.23 78 72.9 53.8 82.5 Reseda/Van Nuys $20,196 3.2 56.8 51.4 45.5 68.8 Sherman Oaks/Studio City $50,915 2.05 11.2 6.9 23.2 42.6 South Glendale $21,988 2.57 20.6 17.2 63.4 66.3 SouthWest Valley $41,405 2.71 14.4 10.9 29.9 69 Sunland/Sun Valley $23,269 3.19 49.4 41.4 37 70.4 Sylmar/San Fernando $17,254 4.1 85.2 74.1 38.8 81.2 Tarzana/Encino $50,530 2.61 16 13.7 33.2 64.3 Other Areas San Fernando Valley $29,066 2.98 42.4 36.1 40.6 67.4 City of Los Angeles $28,071 2.9 49.1 43.8 39.4 60.9 Los Angeles County $27,655 3.05 47.7 39.4 35.2 66.88 California $29,388 2.95 36.6 28.1 26.8 67.88 United States $27,589 2.62 15.4 12.2 12.5 66.34

Source: Roberts (2010).

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(60 percent) listen to Spanish-language radio and even more (73 percent) listen to English-language radio, only 21 percent of the most acculturated Hispanics listen to Spanish radio. Hispanics are shown to be heavier users of mobile services (text messaging/SMS, picture downloads, Internet, e-mail, video, and music downloads) compared to other eth- nic groups. Of those who read newspapers, 40 percent read them in Spanish, but amongst the most acculturated, only 12 percent read them in Spanish. One-third “spend some time each day reading Spanish magazines, while 56 percent spend some time each day reading English magazines” (“A Snapshot of Hispanic Media Usage” 2010, p. 3).

According to the Pew Hispanic Center, any differences between Hispanics and non-Hispanic whites with respect to cell phone and Internet usage, as well as access to home broadband, is attributable to socioeconomics. Those who share socioeconomic characteristics share technological usage behaviors (Livingston 2011, p. 5). It is interesting to note that socioeconomic factors also seem to influence whether Hispanics view themselves as typical Americans or not. Seventy percent of those earning over $75,000 annually and 66 percent of English-dominant Hispanics considered themselves to be typical Americans, while only 31 percent of Spanish-dominant Hispanics thought similarly (Taylor et al. 2012).

Consumer survey data

Paige had requested that the survey include annual income and employment data since she believed these factors would influence consumers’ desires to purchase and purchasing power. Paige quickly discerned from the primary data that there was a significant overall wealth discrepancy between the three respondent groups of current Plaza del Valle cus- tomers, people who shopped elsewhere in Panorama City, and shoppers outside of Panorama City. Current Plaza del Valle customers had the lowest household incomes and those shopping outside Panorama City had the highest (see Table 3).

Just over half (56 percent) of those shopping elsewhere in Panorama City were aware of the Plaza del Valle. Brand awareness was significantly lower (17 percent) for those shopping outside Panorama City. The majority of those aware of Plaza del Valle learned about the shopping center from family and friends. The overall customer attitude toward Plaza del Valle is positive. Patrons mostly recall the Plaza by purchased products, food, and services.

The overwhelming majority (83 percent) of current Plaza del Valle customer respondents identified themselves as Hispanic. Almost half of these Hispanic customers pre- ferred speaking Spanish, 14 percent preferred English, and

Figure 5 san Fernando Valley ethnicity Change 1980–2004

Source: Blake (2007).

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36 percent indicated that Spanish and English were equally preferred. The remaining respondents preferred English over Spanish nine to one.

Panorama City shoppers, who are not currently Plaza del Valle customers, were more ethnically diverse, with Hispanics representing 26 percent of this group. Among these Hispanics, 20 percent preferred Spanish, 40 percent preferred English, and 40 percent were indifferent between the two. English was the preferred language among the non-Hispanic respondents.

Among those who shop outside Panorama City, the three largest ethnicities were non-Hispanic whites (37.5 percent), Hispanic (26 percent), and Asian (16 percent). Within this Hispanic group, very few (6 percent) preferred Spanish, instead being split between preferring English (48 percent) and preferring English and Spanish equally (46 percent).

Planning FoR The FUTURe

Paige reflected on the data she had reviewed and decided that she had a sufficient understanding of Plaza del Valle’s consumers and environment to be able to develop a promo- tion strategy for the center. Her first concern was whether she should focus on one recommendation to Plaza del Valle’s owners the next week or provide alternatives. She also realized that there were various segmentation, target- ing, and positioning strategies possible. Deciding which one, with her job on the line, would be a daunting task. The overwhelming amount of information meant she had to begin to wade through the data and develop alternatives. After much consideration, she hoped that at least one of the

three alternatives would allow her to keep her job. Which of the following alternative(s) do you think would be the best to present and why?

1. expand the current target market by focusing on income and/or ethnicity;

2. utilize a pull strategy by highlighting the cultural components of Plaza del Valle; and/or

3. maintain the current positioning strategy, but streamline efficiency and create more awareness.

Case QUesTions FoR sTUdenTs

1. Who should Plaza del Valle target and why? 2. What product positioning strategy would you rec-

ommend and why? 3. What promotion strategy would you recommend

and why?

ReFeRenCes

“Become a Seller” (2012), Valley Indoor Swap Meet (www.indoor swap.com/becomeseller.php).

Blake, Daniel (2007), “San Fernando Valley Census County Divi- sion and I-5 Corridor Demographics,” San Fernando Valley Economic Research Center, PowerPoint presentation, Cari- fornia State University, Northridge, November 1.

“Census Report Highlights Valley’s Growth and Diversity” (2010), press release from the office of Representative Brad Sher- man, December 28 (http://bradsherman.house.gov/2010/12/ census-report-highlights-valleys-growth-and-diversit y .shtml).

Hudson, Kris (2012), “Retail REIT Executive: Most Failed Malls Will Languish,” Wall Street Journal, June 21 (http://blogs

Table 3 Mail Intercept Survey Data

Annual Household Income Shop at Plaza del Valle

(Percent)

Shop Elsewhere in Panorama City

(Percent)

Shop Outside Panorama City

(Percent)

< $19,999 38.20 11.40 11.70 $20,000–39,999 23.50 28.60 12.90 $40,000–59,999 25 22.90 18.90 $60,000–79,999 4.40 14.30 12.60 $80,000–99,000 4.40 8.60 18.90 $100,000+ 4.40 14.30 25 Employment Status

Retired 0 7.90 0 Fully Employed 53 57 64 Part-Time 16 0.00 14.70 Unemployed 17.30 13.20 7.80 Student 11.10 21.1 11.60

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.wsj.com/developments/2012/06/21/retail-reit-executive- most-failed-malls-will-languish/).

Irazábal, Clara, and Surajit Chakravarty (2007), “Entertainment- Retail Centres in Hong Kong and Los Angeles: Trends and Lessons,” International Planning Studies, 12 (3), 241–271.

Jord an, Jef f (2012), “Why Malls A re Get t ing Mauled,” LinkedIn, December 22 (www.linkedin.com/today/post/ article/20121222010436-40729475-why-malls-are-getting- mauled?ref=email/).

Livingston, Gretchen (2011), “Latinos and Digital Technology, 2010,” Pew Research Center, Hispanic Trends Project, Wash- ington, DC, February 9 (www.pewhispanic.org/2011/02/09/ latinos-and-digital-technology-2010/).

“National Economic Trends” (2012), Federal Reserve Bank of St. Louis, September (http://research.stlouisfed.org/publica tions/net/20120901/net_20120907.pdf).

Panorama Mall Market Profile (2013), Macerich, March 13 (www .macerich.com/FileManager%5CPropert y%5CLongTerm Leasing%5CPanoramaMall%5CMarketProfile%5CPanorama %202013%20profile-LR.pdf).

Passel, Jeffrey, D’Vera Cohn, and Ana Gonzalez-Barrera (2012), “Net Migration from Mexico Falls to Zero—and Perhaps Less,” Pew Research Center, Hispanic Trends Project, Washington, DC, April 23 (available at www.pewhispanic.org/2012/04/23/net- migration-from-mexico-falls-to-zero-and-perhaps-less/).

“Population Density” (2012), Los Angeles Times, Mapping L.A. Proj- ect (http://projects.latimes.com/mapping-la/neighborhoods/ population/density/neighborhood/list/).

Puzzanghera, Jim, and Don Lee (2012), “Federal Reserve Low- ers Economic Growth Projections for 2012,” Los Ange- les Times, September 13 (www.lat imes.com/business/ money/la-fi-mo-bernanke-federal-reserve-economic-projec- tion-20120913,0,1781604.story/).

Roberts, William W. (2009), “The San Fernando Economic Report,” 2009 Valley Economic Summit, San Fernando Val- ley Economics Research Center, California State University, Northridge, 12–37.

——— (2010), “The San Fernando Economic Report,” 2010 Valley Economic Summit, San Fernando Valley Economics Research Center, California State University, Northridge, 12–33 (avail- able at http://thevalley.net/sites/default/files/library/files/ 2010EconomicSummitReport_0.pdf).

“Shopping Centers” (2012), Greater San Fernando Valley Cham- ber (www.sanfernandovalleychamber.com/shop/shopping. asp).

“A Snapshot of Hispanic Media Usage in the U.S.” (2010), Nielsen Company, September 10 (www.nielsen.com/us/en/insights/ reports-downloads/2010/snapshot-of-hispanic-media-usage- in-us.html).

Taylor, Paul, Mark Hugo Lopez, Jessica Hamar Martinez, and Gabriel Velasco (2012), “When Labels Don’t Fit: Hispanics and Their Views of Identity,” Pew Research Center, Hispanic Trends Project, Washington, DC, April 4.

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