Introduction The West Edmonton Mall (WEM) is a leading tourism attraction located in Alberta, Canada used to shop. West Edmonton Mall covers an area of around 5.27 million square feet and has parking space for more that 20 000 vehicles. The mall consisted of over 800 stores and attracts a great number of shoppers – 90 00 to 200 000 – daily. It was the largest shopping center in the world for 24 years, until 2004 and has made it to the Guinness World Records. The mall remains the largest shopping center throughout North America. The mall is not only use for shopping, but also for tourism and entertainment. WEM was the first shopping centre to offer a wide range of services, from water parks to themed streets. It consists of the second largest indoor amusement park called Galaxyland (previously known as Fantasyland), World …show more content…
Maurice Sunderland Architects Inc and the structural engineering firm of Abugov & Associates designed the mall. West Edmonton Mall first opened to the public in September 15, 1981 known as Phase I. WEM was 1,140,560 square feet and had 220 stores. The mall has expanded three times over the years – Phase II 1983 which brought in an additional 1,129,800 square feet as well as: Galaxyland Amusement Park, Ice Palace Skating Rink and a further 240 shops, 1985 and 1999. Phase III opened a variety of entertainment and amusement parks: Dolphin Lagoon, the World Waterpark, Professor Wem’s Adventure Golf, Deep Sea Adventure, and Sea Life Caverns. The mall totaled to 5.2 million square feet, taking up 120 acres. Phase IV opened in 1999 with mega Chapters, Starbucks, HMV and Scotiabank Theatre or IMAX 3D Theatre. In 1999, West Edmonton Mall Inn opened across the street to provide a place to stay for the growing amount of tourists. Surrounding area and environment of
According to the ASC 718-20-55-94: If modifications happen after the awards have become fully vested, the additional compensation costs should be recognized on modification dates.
Owing to the fact that HBC is a parent company, which owns and operates Zellers, Home Outfitters, Lord & Taylor, Designer Depot and Sportarena, it has been challenging in order to manage all to be profitable. In 2013, Baker added one more company to its list, that HBC bought an American fashion apparel retailer Saks Fifth Avenue(Saks), and it is successfully opened in Toronto in 2016. Moreover, it is noticeable that HBC’s new CEO and management team seeks for a growth. According to company’s official goal, which is more commonly known as a mission statement, it states, “HBC targets $1.5 billion in incremental sales and revenue” (“About HBC”), that one of HBC’s main values is Growth-oriented. “We have a 900,000-square-foot store in downtown Toronto,” Baker told the Financial Post after buying HBC in 2008 from American investor Jerry Zucker. “It’s not productive. Instead of having anemic sales in this building that’s too big, why not do something truly exciting?” (Shaw, Financial Post). Additionally, and luckily, Torontonians want Toronto to be more modernized, wherein 2016 John Tory a Mayor of City of Toronto has announced details of a plan to modernize Toronto, (Draaisma, "Tory announces the plan to improve service, save money"). Thus, HBC’s decision of buying and bringing Saks Fifth Avenue to Toronto, a modernized mall with an elegant atmosphere was a rewarding decision and
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
Lowe’s Companies, Inc. is averaging the opening of about two stores per week. This is part of an unprecedented two billion dollar store expansion, which is the most aggressive expansion in the company’s fifty-five year history; thus, magnifying Lowe’s locality and customer convenience in the United Sates home improvement marketplace. Lowe’s new superstores are currently the largest in the home improvement marketplace, averaging a retail space of about 150,000 square feet. (http://www.lowes.com)
Walgreens is a substantial affluence in the United States, as it is one of the leading drugstore chains in the market. Recently, we have looked into bringing the company to Canada in hopes of attaining the same or greater level of success. Walgreens in Canada could be the perfect fit, as the 24 hour availability along with the “one stop shop” experience and convenient prices would be beneficial to the many people living there. The drugstore and pharmaceutical market, location, and culture are all taken into consideration in order to establish if the company would be successful in Canada.
Sears Holding Corporation is the fourth largest retailer in the United States and Canada. Their supplements include Sears, Roebuck and Co. as well as K-Mart. “The closing of the merger between Sears and K-Mart took place on March 24, 2005. Sears has more than 4,000 retail stores across the United States, Canada, Puerto Rico, and Guam. Sears offers products and services through over 2,700 branded and affiliated stores. Sears operates 894 broad-line stores and 1,354 specialty stores. Sears’ broad-line stores are mall-based locations. The specialty stores include Sears Hometown Stores that are mostly independently owned, Sears Home Appliance Showrooms, Sears Hardware Stores, Sears Auto Centers, and The Great Indoor Stores (Sears Holdings, 2011).”
Hoffman Estates, Illinois-based Sears Holdings Corporation was formed as a result of Kmart Holdings Corporation’s acquisition of Sears & Roebuck Company. It was incorporated on November 23, 2004. It is an integrated retailer and holdings company to a variety of well-known, highly-quality consumer brands.
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.
Store Development and Growth Strategy: Prior to 2002, Whole Foods’ strategy for expansion meant the acquisition of smaller, similar chains. The obstacle here was that acquisitions proved to be very limiting in square footage as well as location. Since 2002, Whole Foods has sought to develop and build individual stores to avoid these limitations, allowing the company to operate stores as large as 50,000 square feet.
Walmart is the largest retailer in the world operating in various formats worldwide (including; discounts stores, supercentres, neighbourhood markets and Sam’s Club), with 3,615 stores today. Leading to consumer awareness and customer loyalties.
The Scotts Miracle-Gro Company acquired Smith & Hawken back in late 2004. With the infusion of new capital, resources, and business strategies have resulted in some significant changes for Smith and Hawken's division. Three new redesigned stores opened in 2006, and a fourth scheduled to open in spring 2007. These new "Renaissance"-style stores showcase an expanded retail space featuring more lifestyle product lines; displayed in natural settings, unlike the sterile metal shelves and concrete floors of the big box retail chains.
They were only a mail order store at the time. They would not become a department store until 1925. In 1925, they opened one retail store in Chicago. They immediately made a profit. They opened 7 new stores that year, and by the end of the 1927, they had 27 retail stores. They boosted ahead in the retail business with the opening of 400 stores in 1933. "In 1931 Sears retail sales topped mail-order sales for the first time. Stores accounted for 53.4 percent of total sales of more than $180 million." By 1941, Sears's retail stores totaled 600....
The strategy of WFM, co founder Mackey, is to continue offering healthier options for its customers. The movement into Canada and the UK in the last few years, lays the footprint for additional global expansion. Mackey intends to increase WFM to 1000 stores. The question is whether it will happen through acquisitions or new store locations. The answer based on their history is a combination of both. The store in Canada opened in 2002. Since brand recognition is not as strong, the store struggled somewhat in the beginning; however, the expectation is that it will grow to one billion in the next ten years (Patton, 2013). The stores in UK, which are in the greater London area, have received mixed receptions, and some stores are selling well while other locations are not. However, Mackey is not deterred and believes that longevity will produce the desired results.
What core competencies do you think the company has and what is needed to exploit opportunity and counter threats.
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". This article’s main argument is that developers manufacture an illusion of doing more than just shopping when designing malls and shopping centers.