The Mall of America is a shopping mall in Bloomington, Minnesota, which is a suburb of the Twin Cities. The unique mix of retail and entertainment options attracts more than 40 million visitors during any given year. With the mall conveniently located next to the Minneapolis International airport along with its size makes this mall ideal in its ability to offer something for everyone. From the more than 400 individual retail shops to the Nickelodeon Universe theme park, formerly known as Camp Snoopy, which is in the center of the mall complete with a full size rollercoaster and Ferris Wheel. In addition to the retail opportunities, which include shopping, dining, and socializing in the many themed social establishments there is a Sea Life aquarium, complete with touch pools and play area, interactive activities throughout including a quiz trail as well as a 300 ft. long Ocean Tunnel, where more than 10,000 sea creatures are on display for your viewing pleasure. . In addition, for that movie connoisseur there is a 14-screen theater in which to watch the latest theatrical masterpieces released on film. There is Moose Mountain Adventure Golf as well as the amazing mirror maze. The Mall of America has been a huge marketing success since it first opened its doors back in August 1992.
From a marketing perspective, the Mall of America has been a huge marketing success so far, because not only is the Mall the largest shopping extravaganza of its kind, but it is also a tourist attraction that provides unprecedented shopping and entertainment opportunities like no other place and gives its customers incentive to come back again. As a former resident of the great state of Minnesota, I would have to agree that the primary reason fo...
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...es to its visitors by continuously innovating and offering value added features to the mall. Thus enticing the MOA consumers to return for more retail-entertainment experiences in the future, which in turn provides brand loyalty and builds consumer relationships from a marketing perspective. Further, the MOA marketing team should be extensively utilizing the internet as a tool to market the mall to consumers from outside the great state of Minnesota.
Works Cited
“Back in 1992 the Mall of America was the only mall of its kind a one-stop complex not only offering retail shopping, but also offering guest service, and a huge variety of entertainment and convenience as well as fun for all” (Kerin, Hartley, & Rudelius, (2013). Marketing p. 428).
Maureen Cahill, executive vice president at Mall of America, explains that “We are more than a mall, we’re a destination,”
Beautiful scenery, delicious foods, and desirable accessories at your fingertips along with other enticements and wishes the mall offers as described by Carolyn Merchant as the modern Garden of Eden in her writing of “Eden Commodified.” Merchant is an award winning writer and professor at the University of California covering the subjects of environmental history and philosophy, making her an expert in the subject of human nature and our connection to the environment. She characterizes the combination of gardens, goods, and ornate architecture as heaven on earth a peaceful, clean, and orderly destination for rich and poor, old and young; however, is this really all she is saying?
(The retail industry main aspect includes small stores that sell products directly to consumers. Mike took over the lease of a building and wanted to transform it into a fully functional department store that offered a variety of products.)
The Italian Centre Shop shows many attributes as for how they are able to build on their strengths. This in the end helps a company to expand and grow further to improve their internal performance and as well by gaining more consumers (Kerin, et al., 2015). Firstly, the company’s main strength relies on the location of the different branches, being placed strategically so it is easier to bring in more consumers as well as being easily accessible for people around those areas. Two of the three locations in Edmonton are situated beside shopping centers, Southgate mall and West Edmonton mall, which in the West end is the most popular attraction of the city. The third branch is located in North Edmonton which is known for the heart of “Little Italy”(Spinelli, 2016). Secondly, the Italian Centre Shop sells a variety of merchandise and different cuisine from all around the world, the main place being Italy and others which include: Spain, Romania, Portugal, Ukraine and Poland (Spinelli, 2016). This helps to expand the company’s target market while still keeping
Macy’s intended to deliver enhanced shopping experiences to its consumers through dynamic department stores and online sites. In this regard, the company developed a North Star strategy that allows it to improve its sales growth and to develop its existing core activities. The company’s consumer research monitors, analyze and anticipate their needs and wants based on the changing market trends. This allows it to strengthen its customer base and also helps it in identifying new markets and customers. Macy’s also identifies different styles and designs based on various occasions and events that allow it to capture the changing preferences of its customers. The company also celebrates various iconic events to interact with its customers which
On April 4, 2008 Goldman, Sachs & Co. submitted a prepared prospectus for Dollar General Corporation. According to the prospectus, Dollar General is the largest discount retailer in the United States by number of stores. They serve a broad customer base and majority of products are priced at $10 or less and approximately 30% of products are price at $1 or less. They believe that their combination of value and convenience is what has kept them ahead of their competitors since opening in 1955. Dollar General has had substantial growth in recent years, growing their number of stores from 5,540 as of February 1, 2002 to 8,229 as of February 2, 2007. This growth encouraged Richard Dreiling,
Ron Johnson spent a great deal of time and money to promote his ideas of “stores-within-stores” by turning floor space into an area to house several branded boutiques. He did this in order to attract a target market of a wider demographic which includes age, gender, and generation. One of the m...
Nordstrom is one of the top retailers in the United States. With a solid brand image and a sound financial situation, Nordstrom is relentless in their expansion in the US, and are beginning to expand into international markets. Nordstrom takes pleasure in providing state of the art client support and having experienced sales people. In order to hold their position as the most successful high-end retailer in the United States, Nordstrom must continue to figure out ways to improve their brand image and customer satisfaction. Nordstrom’s current business working strategy is successful but I believe there are a few ideal solutions that the organization could apply to further enhance the organization. Due to the aggressive characteristics of the fashion retail store market, it is crucial that Nordstrom preserves an aggressive advantage providing the highest level of customer support as possible.
General indicators from the survey reflect a preference to the Springdale Mall for shoppers, even when evaluating the smallest demographic group in the sample population. The West Mall continues to rate on the lowest end of the survey with shoppers, below the Downtown Area. Using a 95% confidence interval helps ensure the maximum likely error a random shopper will differ in opinion from the point estimate results of the Springdale Shopping Survey.
Tierney, J. (2006). Smith & Hawken's Retail Renaissance. Multichannel Merchant, 23(12) (p. 56). Retrieved Friday, January 12, 2007 from the ProQuest Standard database.
Some core competencies that must be exploited are: Brand Kmart is an existing well-known and trusted national brand in USA Kmart has private label and designer clothing that is well endorsed Infrastructure Kmart has a large number of well-located, low-cost, leased stores in urban far away from competitors through out the country ( Appendix B ). Staffing Confidence by the market in Kmart is created by the achievements of its staff and management. With the turn-around strategy in place, new blood has been put into the top management structures. In any renewal there will be retrenchment as unprofitable stores are closed. This can be used as an opportunity to retain and move high performing staff to where they are needed and to get rid of non-performing staff. Anderson the chairperson of Kmart is well supported by Wall Street and the board of Directors. These new staff members enter the company with needed skills to address problems in certain areas that previously were poorly managed such as inventory control and merchandising. Store locations, layout and Performance Stores conveniently located away from competitors like Wal-mart and Target therefore less to compete for customers face-to-face. There are 250 non-performing stores who have already been identified as being more cost effective to close than continue with running costs. Expertise exists in-house for the planning of store layout and appearance to meet different customer segments. This concentration of effort will enable focus on key areas Technology Kmart has already invested in good retailing systems. The system can be use to control inventory, supplier payments, track customer buying and monitor income versus profit margins across all stores. Research and Development The planning department is well established and in cross-functional to provide various perspective. The planning department to ensure that strategies at all levels are executed can further use the access to past data and knowledge of changes in buying patterns. Financial Backing JP Morgan Chase has agreed to support Kmart to avert the current threat of closure due to bankruptcy.
A1: Dollar General's main business strategy is to focus on being the leading distributors of consumable basics, with 30% of the merchandise at $1.00 or less. Dollar General believes in maintaining an assortment of consumable merchandise and making shopping for everyday items hassle free and simplistic.
Wal-Mart Stores, Inc. operates retail stores in various formats in the United States and Internationally. It has two segments: The Wal-Mart Stores and The Sam's Club. The Wal-Mart Stores segment includes Discount Stores, Supercenters, and Neighborhood Markets in the United States, as well as Walmart.com. It offers apparel for women, girls, men, boys, and infants. They also offer hardware, electronics, home furnishings, small appliances, automotive accessories, sporting goods, toys, pet food, cameras, health and beauty aids, pharmaceuticals, jewelry, optical department and photo processing services. The Neighborhood Markets include dry grocery, meat, produce, deli, bakery, frozen foods, pharmaceuticals, photo processing, health and beauty aids, household chemicals, general merchandise, and a pet supplies departments. The Sam's Club segment comprises the warehouse membership clubs in the United States and samsclub.com. It offers electronics, jewelry, sporting goods, toys, tires, books, grocery items, and selected private labels. As of July 31, 2005, Wal-Mart operated 1,276 Wal-Mart stores, 1,838 Supercenters, 92 Neighborhood Markets, and 556 Sam's Clubs in 50 states in the United States. The company operates various retail formats in Argentina, Brazil, Canada, Germany, Mexico, Puerto Rico, South Korea, and the United Kingdom. It operates 261 Canadian Wal-Mart stores and Sam's Clubs, 11 units in Argentina, 150 units in Brazil, 88 units in Germany, 16 units in South Korea, 697 units in Mexico, 54 units in Puerto Rico, and 292 units in the United Kingdom, as well as 48 units in China under joint venture agreements.
Goss argues that developers and designers of the built environment, specifically shopping centers and malls, use the power of place and understanding the structural layout of the space to boost consumption of the retail profits. Shopping centers are separated from the downtown area of shopping either by distance and/or design. These establishments emerge for many to be the new heart and location for public and social life. In his article The "Magic of the Mall": An Analysis of Form, Function, and Meaning in the Contemporary Retail Built Environment, Goss also argues that the regulation of the spaces within the mall creates an atmosphere of "community" rather than one that is "public".
Variety is another advantage of the mall. There are specialty stores, such as candle stores, bath and beauty stores and music and video stores. These are the anchors of the mall, and the mall provides "odd stores" for those eccentric shoppers who are looking for different items.
Going to the mall is like being at a zoo. Herds of inconsiderate teenagers crowd the walkways, girls fight over the best pair of shoes, and the merchandise is thrown all over the place. Imagine being able to have a stress free day of shopping without annoying kids running around and the ease of looking at perfect displays that have not been touched by the grimy hands of children. If you could eliminate the younger population from the mall, shopping would be much easier for everyone. Parents can enjoy their day out, girls-day won’t be interrupted by kids running a muck in the store, the employees jobs will be easier by not having to fix the displays that were messed up by children, and the amount of merchandise stolen will decrease if the younger population sticks to online shopping! Shopping