2. Key to business development for malls and retail
Objective: To address business (leadership, vision profit etc) and social needs
(better quality of life, better shopping experience, one stop shop, convenient
and culture escape)
Profiling of the city and region: Prosperity factors, security conditions, economic
conditions, power availability (cost of power), Competency of people etc.
Profiling your shoppers/market research: Catchment study, population, social
class, aggregate disposable, mode of transportation, employment, traffic volume.
Positioning of the mall: neighborhood, regional, destination, factory outlet,
specialty etc.
Category mix.
Location and accessibility
Hiring experience person
Sizing: Inventory of GLA, Population need, brand availability, Shopping needs,
Anchor needs, ROI, service charge, maintenance and operational cost. Scope of
future expansion.
Carefully chose and strategies your capital investment, cost of construction- do
not commit operational snags.
Leasing strategy based on above relevant factors.
Take on board a legal expert before starting construction.

3. Mall Management and advisory-An overview
 To start at beginning of an assets lifecycle by ensuring that the centre is built,
managed, leased and marketed to its unique demographic needs. Where a centre is
already established, our competitive advantage is in our extensive understanding of
the retail sector and in our ability to analyze and understand retail and consumer
trends internationally, nationally and more importantly locally.
 We make it our business to have a high understanding of retailer needs, allowing us to
manage your assets in a manner which maximizes business outcomes. Our strength is
in driving sales, through marketing, customer service, risk management, mall
ambience and retailer support. Our experience tells us that successful shopping
centers’ are those which connects to their local community; focus on a positive
customer experience; have the appropriate mix of retail tenants; maintain a safe, clean
and friendly environment; and actively participate in being a good corporate citizen.
 All assets will have an annual strategic plan that is reviewed quarterly and intensively
managed on a weekly and monthly basis to ensure that all departments’ activities are
seamless and integrated. To produce centers that are constantly reinventing
themselves, and positioning for the long term.
 The above ideology and management regime is funneled into a single professional
and accountable reporting line to the developer via 1st class management and financial
systems.

4.  Retail Management
 Maximize & manage income returns by effective management of
income opportunities, lease audits, sales budget achievement & debt
management
 Enhance retailers relationship & drive sales by retailer development &
marketing partnership
 Forecast, report & budget management by delivery of budgets in an
accurate & timely fashion on effective liaison with finance.
 On site co-ordination of all retailer movement within the centre. The
direct liaison for the leasing agenda within the centre.
 Marketing Management
 Deliver a strategic marketing plan & budget to include positioning &
branding strategies based on quantitative market research
 Achieve stated outcomes on sales & traffic by identifying the poor
performing retailers and extend adequate marketing support
 Identify & deliver a strategic research program in accordance with the
business plan
 Effective management of customer relations
 Maximization of casual leasing and internal commercialization.

5.  Finance Management
 Maximize the financial returns to the owner/investors by effective P&L budget,
forecast analysis & quality management reporting.
 Management of centre debtor function with effective standards & controls in
place
 Effective management of AP & AR functions and sole accountability for the
delivery of monthly P&L.
 Preparation and management of the CAM modeling, charging and recovery.
 Operations Management
 Develop & maintain operational standards for Security, cleaning, building
upkeep & engineering services to present the centre in a most attractive manner
to the customers & stakeholders all time
 Effective management of Risks at the centre level
 Deliver the operational budget & effective control of the outgoings.
 Ensure all statutory compliances are met.
 All other previous responsibilities of a traditional property manager.

6. Company Profile
The custodian has over 15 years of experience with world class shopping
centers in India and Africa. He has worked and delivered in various capacity as Sr. Vice
president, development director, business head and was awarded as “the most admired shopping center
manager” in 2013 and “best consumer and marketing promotion “in 2014. He has acquired his post
Graduate Diploma in Business Administration ( Retail management) from Welingkar institute of Learning
and development, Mumbai, India and is an active member of International council of shopping center. He
is also a qualified diploma holder in hotel management from national council of hotel management
catering technology and applied nutrition.

7. Successfully assisted and worked for some of the finest and most successful shopping
destination in India and Africa. His achievements are countless while setting up, managing
and launching more than 4 million square feet of retail and shopping centers. He was the
leader while executing the first loyalty program for a mall in India besides many others. Other
business managed in his carrier are Pizza and coffee chains.
He is a professional with recognition from:
Indian retail forum
Indian shopping centre forum
Shopping centre association of India
Retail association of India
Have attended and successfully inducted in various international forums like Global retail
convention at Las Vegas and International association of Amusement park and attraction in
Hong Kong
Is a visiting faculty for mall management in various institution.
He has written on malls and retail industry for publications like Times of India, Economic
times, and various other national publications
Presence in various realty debate and discussions in national TV channels like NDTV profit,
CNBC etc.

8. His Proficiency:
Mall Planning, sizing, zoning, lease administration, marketing (promotion, public
relations, brand management) finance (NOI, budgeting, CAM administration,
operational and capital expenditure) tenant coordination, operations (housekeeping,
security, parking, landscape), maintenance, liasoning, structuring and managing.

9. Finance
Management
Marketing
Management
Operations
Management
Retail
Management
Management
Limbs of Intensive mall/retail management

10. 10
CORE
ADVISORY
Transition and
Operation Team
Market
Research-
Trade area and
competition
analysis
Maintenance
Financial
Management
Operations
Marketing(
events and
promotions)
Budget and
maintenance
charges and
Policies
Fit out
management
and guidelines
Zoning Leasing
and allocations
Planning and
project( new and
reviving)-
size,facilities,desi
gn,loading
Operational
Delivery
Strategic
Approach
Leasing and
retail
relations
Cycle of
Advisory

11. Asset Management structure & Work flow
Centre Manager
•Strategic Overview of Operations , Finance, Engineering, marketing&
Tenant relations
•Formulate & implement business plans
•Controls the leasing strategies
•Supports decisions on capital improvements
•Represent owners in execution of contracts
•Reporting to owners/investors periodically
Manager Operation Manager Finance Manager marketing
Manager
Retail / leasing•Asset Management
•Operational profit and EBITDA
•receivable
•Service charges Administration
•Audits & reporting
•Brand Positioning
•Activation
•Events & Promotions
•Internal Commercialization
•Brand Alliancing
•Retailers relationship
•Lease Administration
•Leasing Liaison
•Tenancy Design co-ordination
•Business Analysis & market
research
•Suppliers Management
•Repairs & maintenance
•Cleaning & Upkeep Services
•Health & Safety Management
•Help desk/ Call centre
management
•Security
•Fire & Life Safety services
•Customer care
Advisory & Management
• CEO/ chairman
• Director- BD
•Director- Engineering
•Director-Marketing
•Director- Operations and security
Architect
Manager Maintenance
•Manage facilities( MEP, HVAC, Electrical)
•Asset management
•Preventive maintenance
•Manage projects
•Manage FM contractors
•Risk assessment and work hazards
•Manage and liason with external service providersManage fitout and
Operation projects

12. Micro Elements under strategic approach
Branding
Negotiation with anchors
Operational input in contracts and agreements
Way finding and directional signage
Revenue signage, hoardings
Casual lease
Recruitment
Training, appraisals and increment process
ERP
Website, social media
Brochures, newsletters
Family entertainment center
Food court
Cinema
Store design and fitout
Car wash facilities
Customer satisfaction index
Retailers satisfaction index
Customer database
Media planning for branding and mall promotions
Purchase process and systems
Monthly P and L report

13. Micro Elements under Operation
Footfall and Trading analysis
Team planning and deployments with Roles and responsibility
Vendor selection and SLA
Retail relations
Operational manuals
SOP
Audits
Daily checklist and formats
Customer Loyalty program
Customer feedback
Parking management and equipments
Operational trainings
Disaster management- Quick response team
Identification and application for various awards.
Pest control
Landscape
Monthly mall performance report

14. Fee Proposal
We would be keen to here from you on the future prospects of working together.
Contact us-pragmaticadvisory@gmail.com
Thank You