Hsui Hsui Hsui Hsui Hsui Hsui Hsui Hsui

Project background

In the market environment where consumption grading is intensifying and the experience economy is rising, traditional shopping mall operations are constantly facing challenges. The project operator uses scientific and systematic diagnosis to track changes in the needs of consumers and merchants to further enhance the competitiveness of the project and better serve the surrounding areas.

First paragraph: Upgrading the business empowerment system

Through KANO model analysis, priority improvements are identified:

  1. ​Infrastructure reconstruction​：
  • 5 G micro-based station by co-operators, with a focus on B1 and parking
  • Upgrade the PC end-end of the Tenant Platform to simplify the turnover reporting process
  • Increase POS response speed
  1. ​Business group optimization​：
  • Introduction of designer collections, high-end make-up (YSL, Chanel)
  • Planning for the 4th floor of the "Personal and Child Experience Area" to increase the education of children and promote interactive business.
  • Control of the number of barbecue-like homogenous meals and new South-East Asian differentiated competition
  1. ​Marketing eco-building​：
  • The official account number of the shivering/red book opens the business selection column, and traffic supports quality content.
  • Establishment of an impact tracking mechanism for activities

 

Second paragraph: Consumer experience of innovation

In response to the findings of the endpoints of the experience, three plans for upgrading the experience were proposed:

  1. ​Member revalue​：
  • Using Ryan's system, we're going to put in "the score for the money."
  • Optimizing the membership credit system and providing customized exclusive membership interests
  1. ​Space scene re-engineering​：
  • Increased use of smart toilets, parent-child toilets, mother-child rooms with special equipment such as thermomilk
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