1. THE MALL
S T R A T E G I C D E S I G N L A B
S A V I N G T H E C O N C R E T E G I A N T
C H R I S M A C K E Y | M A T T H E W M I L L E R | F A B I A N M O R G A N | A N N E O Z A K S U T | S H I Z U T O Y A M A K O S H I
2. HOW DO YOU CONVINCE
PEOPLE TO GO TO THE MALL
WITHOUT GETTING THEM TO
CHANGE THEIR BEHAVIORS?
The Question
Southdale Shopping Center, located in Edina, Minnesota, was the first totally enclosed shopping
center in the nation. In 1952, its developers, the Dayton family, long-established Minneapolis
department store merchants, commissioned the architecture firm Victor Gruen & Associates to
create a new form designed to reflect and serve changing patterns of suburban living.
4. WHAT IS THE Mall
The Mall emerged
from the 60’s
A place to
shop
Focused on
convenience
An icon of
upward
mobility
The new “Mall” needs to
reflect our modern lives
Focused on
convenience
Multipurpose
Modular &
personalized
7. IDEATION
Escondido Village Mall built in 1964 in Escondido, California.
When it opened officials boasted that it was the first fully
enclosed mall in the state "where you can stroll from one store
to another without touching a door--or even seeing one."
UNEXPECTED INSIGHTS
TRUE + RELEVANT INTERESTING
11. Research
The Cold War heavily influenced the development of the first
malls. Parking at the Southdale mall, all 2,800,000 square feet of
it, was also built with the idea that it could easily be converted
into a tent city for a population seeking shelter.
GROUNDED INSIGHTS
INTERESTING DEFENSIBLE
12. RISE OF SPACE SHARING
30 2150
2006 2012Co-working locations
have doubled annually
2016
7800
CO-WORKING
Self-
employed
10%
Hired by Self-
employed
20%
Three-in-Ten U.S. Jobs Are Held by the Self-
Employed and the Workers They Hire
60%
Projected
to Reach
by 2020
6 Trends in Co-working
1. Niche Communities
2. Multiple locations
3. Larger spaces
4. New Services
5. Corporate partnerships
6. Beyond work
Works from
home1 in 5
of private co-working spaces become profitable
after two years in operation
87%
SPACEequals
PROFITStudy found that larger spaces had higher
occupancy and were more profitable
13. EMERGING SERVICE MODELS
Trends in Childcare
1. Tutoring, early education
2. Transportation from school
3. Extended hours/ drop-in plans
4. Provide facility space for
instructors to come to students
5. Corporate child care adding
more services to convince
parents to stay in the workforce
6. “Parent’s Night Out” to
accommodate fun times
Emerging business model of spa-like
products and facilities not tied to
additional services
or
Growth in popularity of microspas in strip
malls specializing in only massage or only
wax, etc. Extended hours and minimum
services (express facial)
Trend toward wellness instead of
beauty, and preventative services
of consumers were willing to have a visit with a
physician through a mobile device
60%
Some primary care facilities testing
24 hour availability
Total body wellness combining nutrition and
entertainment
Creative/Chill Studio Space that is a living area
away from home for relaxation, curation, privacy,
creativity
14. FOOD FOOD FOOD
want to eat out with friends and co-workers
(community centric)
65%
Increased demand for convenience, prepared food
and on-the-go options w/ 53% of millennials’ meals
being snacks
ASAP
Trending categories include fast-casual health
(salads), limited service beverage (juice bars,
coffee), and fast-casual burgers and pizza
Want tech enabled grocery (pay with device, digital
coupons) and restaurant experiences (order with
device, self-payment)
People choose where to buy food by location – 65%
say convenient location is primary reason for
choosing grocery retailer
$Healthy food important for grocery and
restaurant choices; 32% willing to spend a
premium for health food
15. Who CARES
A midcentury telephone add depicts a woman at home leisurely
talking on the phone. Ads in the 50’s and 60’s are both iconic
and completely out of place in todays culture. The Mall, which
was designed for people to purchase these lifestyles, therefore
is equally out of place.
TARGET PERSONAS
WHO IS FEELING THE BIGGEST PAIN
16. Demographics
Austin
1.5x
Per Capita income in our
city outskirts mall area is
$ People can do more discretionary
spending, especially >1 person households
2.5xmore bachelors degree holders
in this area than Austin
Most people likely have professional jobs
55 plus
18 - 24
The solution should serve many
interests, but focus on needs of young
families and professionals
17. TWO Stories
Family of 4- parents mid-
40s, kids age 6 and 9
Parents are professionals who sometimes travel
for work, complicating logistics for the family
Parents see value in kids staying late at school for
activities and are trying to get kids active early
Age gap between kids creates a challenge- two
schools, two sets of after school opportunities
One kid also has severe allergies
Single 28 year old
Attended college nearby and stayed here for work
afterward
Has earned a flexible work schedule and wants to
start using after-work hours to work on their
business idea
Wants an urban experience but can’t stand a long
commute- values health and wellness and would
prefer the country
Wants a mate and is seeking more opportunities
to expand his network
18. Intercepts
Co-working Space Food & Grocery Gym
“Gym/shower would be nice. It can be hard
to take care of regular chores during the
week, as it's not infrequent to pull long
hours.”
“Location , Location and price,
Location and quality of food especially
vegetables.”
"Obviously price. But the ideal gym
would also be close. Classes are also
really important because that is what I
like to do."
“A grocery store would be nice, however
being downtown, it's understandable given
the rents around here. ”
“I think it’s a cool place to work, much
better than a coffee shop or home, and I
learn about different companies and what
they’re doing by being here.”
“Before we go to grocery store,
sometimes we let child paly around in
a park near the grocer.”
"I typically work out in the evenings
after work, so I pick up dinner on the
way home."
"I work out first thing in the morning
before work."
24. ANCHOR TENANT
─ Co-Working Facility (Ideal: WeWork)
SUPPLEMENTAL TENANTS
─ Company Sponsored Lab Space (Ex: Dell, IBM)
─ Open “Maker” / Creative Studio Space
─ Corporate Office Space
KEY FEATURES
─ Communal Public Area Seating with Wi-Fi
─ Workspace for Entrepreneurs or Flex-Workers
CO WORKING SPACE
25. ANCHOR TENANT
─ Retailer, One-Stop-Shop (Ideal: Target)
─ Fitness Facility
SUPPLEMENTAL TENANTS
─ Urgent Care (Ideal: MedSpring)
─ Childcare Facility
─ Other Services (Ex: Pharmacy, Salon, MicroSpas)
KEY FEATURES
─ Tech-enabled day-of appointments
─ One-stop shopping for everyday needs
─ Most services extended hours or 24-hours
HEALTH, FITNESS, and CHILDCARE
26. ANCHOR TENANT
─ Grocery (Ideal: Whole Foods)
SUPPLEMENTAL TENANTS
─ Health-Focused Food Stalls (Ex: Juice, Salad)
─ Quick-Service Food Stalls of Emerging Brands
─ Commercial Kitchen Space by the Hour
KEY FEATURES
─ Communal Food-Hall Seating
─ Tech-enabled tableside ordering
─ Organic and Prepared foods focus of grocery
─ Order ahead available for grocery
Food and Grocery
29. THE CUSTOMER
Holistic integration across mall tenants
Order food, schedule co-working sessions,
schedule gym and childcare appointments
Mobile ordering and payment at
restaurants and grocer
Menu items checked against fitness meal plan
Free delivery to workspace
Integration with corporate wellness
programs for discounts
Multiple space sizes for
entrepreneurs and business
Integrate with work schedule to
reschedule appointments as necessary
Long-term space for medium sized
corporations
Reserve in advance or on the
fly services from gym access
to medical checkups
Reserve individual gym machines/report
damaged machines
Health history shared across urgent clinics
30. MALL OPERATOR
Rich data to manage
tenants more effectively
and to bolster marketing
From services, to visit frequency, to
demographic data, to social presence
Risk management
Verify background checks run on all
employees and were successful
Reporting for tenant(s) are out of
compliance for gym maintenance and
average turnaround times
Financial Management
Reporting for tenant(s) with decreasing
customer usage or missed payments
For newly vacant spaces estimated
availability for new tenants based on type
of facility
