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Architecture Thesis Prep School of Architecture Dissertations and Theses

12-2015

The Architecture of Consumption: A New

Transient Shopping Space
Ensam Lee

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Recommended Citation
Lee, Ensam, "The Architecture of Consumption: A New Transient Shopping Space" (2015). Architecture Thesis Prep. Paper 300.
http://surface.syr.edu/architecture_tpreps/300

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THE ARCHITECTURE OF CONSUMPTION:
A NEW TRANSIENT SHOPPING SPACE

ENSAM LEE
Shopping: Mall:

a form of activity in which an individual a large building or group of buildings

visits places where goods are sold in order containing stores of many different kinds
to look at and buy things and sizes

“recreational outing or a social occasion” “worlds in themselves” (Crawford, 1992)

(Feinberg et al., 1989)

“circuses for the masses” (Goss, 1993)

“one of the last remaining form of public “indoor cities” (Uzzell, 1995)
activity” (Chung et al., 2001)
 responds to the ‘most subtle changes in society’ (Chung)
Transient Space: “’life-cycle’ through which they grow in appropriateness “
(Berger and Bray 2008)
At this point in history shopping
spaces are drastically different per culture.
They are truly public places and are
centers of commerce, politics, and culture.
shopping arcades
1700s During the 18th and 19th centuries
shopping spaces started to converge to
similar forms and while there were other
consumerism types of spaces that existed and those
vastly different for various cultures a
dominating type of orgranization were the
arcades.

SHOPS
RISE OF THE AUTOMOBILE 1800s
With the invention of the
automobile shopping spaces had to make
a drastic change in order to accommodate
this new mode of transportaion. Shopping PARKING industrial
centers had to incorporate parking spaces.
Country Club Plaza was the first to officially
incorporate parking spaces.
ROAD revolution

1900s

rise of
suburbia
Dumbell plans & Anchors
Malls started to adopt dumbell plans This was a
way to have clear organization of the increasing number
of shops that were being put into malls and in order to
encourage circulations anchor stores were added to
ends of these linear spaces.

spectacle malls 2015

As malls become more prevalent and
consumer society only grows malls become digital retail
destination points. They start to compete by
becoming the biggest, the first, the only...in other
words spectacles.
grows x5 faster

MALL OF AMERICA
 How are the ways people shop changing right now due to
the effects of technology?
What kind of effects will the rise of various technologies such
as online shopping have on the way this generation will shop?

How can architecture make use of these technologies in

designing a shopping space that provides a flexible and
unique shopping experience for consumers?

How can architecture take advantage of these changes

to provide a type of public space that will not only keep
‘shopping malls’ as we know it relevant not but be able to
adjust to future cycles of change?

research questions
 traditional
areas of focus
brick
and
mortar state
linear
of the
mall
digital
trends
cycles online
dumbbell
plan shopping

spatial
organization convenience

social
space branding
multichannel
the hybrid
mundane new process

mall
atmosphere
technology
experience
high beacon mobile
profile Tech device
alternative
function apps
lifestyle
mall centers

design virtual
shopping
alternative payment
program
methods
virtual
entertainment
groceries
destination
nfc
spectacle
virtual
fitting
size pay room
by
selfie
 20%
35-44 16%
25-34
77.4% ratio of
12%

74.5% 45-54 online sector 8%

76.3% in total retail

still grows
4%
0%
18-24 -4%
73.5% 2007 2008 2009 2010 2011 2012
55-64
45% 77.6% Online vs. Total Retail Sales Growth
Study by eMarketer based on US Department of Commerce.
growth
Ages Online Retail Total Retail
in number therefore,
14-17 of online online retail sales
54.8% shoppers 65+ continues
to grow
63.8% Effects of Online Shopping:
The effects of online shopping on the traditional
brick-and-mortar retail can’t be denied. The
percentage of online retail sales in the total retail
growth rate
of online retail sales continues to grow and will account for an
increasing amount of sales in value as well.
201 will slow down
6 Studies also show that digital transactions have
5 penetrated all age groups.
201
$338.9
$3
84
19
2m
.9 U.S Online Retail Sales (billions)
il
167 mil Percentage of Online Retail Sector

2017
.7

11%
96

12
%
10% Growth in Online Retail Sales
4

11
$2
201

%
Number of Online Shoppers
9%

10
%

$434.2
13%

Data from analysis and forecast Forrestar Research

and studies by eMarketer based on US Department of Commerce.
11%

2015
the state of the mall . . .
 Composed Classified
of as
Class C or less dead mall
malls Mall Classification:
Malls are classified by their size, competitiveness, and profitability.
Malls by the Numbers: Studies show that while class a malls are faring well and are
The current state of the mall and its Percentage
of malls with
actually showing improvements lower class malls continue to lose
outlooks have been much exaggerated. Classified their competitiveness leading to their closure.
vacancies <40% as
The narrative of the ‘dead mall’ got to be
‘struggling’
go prevalent ICSC was led to perform
mall
their own sets of studies to understand
the true state of the mall and its
outlook. Newer studies by CoStar and 3.4% Percentage
Class A dominant property
in major metro markets,
of malls with 4% vacancies
more have come to find that the vast top anchors and
vacancies <10% and 15% rise at least $400 per square foot
majority of malls are actually faring well.
in asking rents in retail sales
Definitions from ICSC.
Percentages from analysis by CoStar Group.

20
Total number Class B non-dominant competitor

%
of enclosed in its trading area,
6% vacancies
mall in the typified by tenant sales of
and no change less than $400 per square foot
U.S.
in asking rents

~1200
96.6% malls Class C a weaker player
sales of less than
of U.S. <10% vacancies $250 per square foot,
malls are and 15% fall competitive disadvantages:
NOT dead in asking rents inferior location,
`vacant anchor space, etc.

80% “Within ten to fifteen years, the typical U.S. mall, unless it is completely reinvented,
of U.S.
malls are will be a historical anachronism—a sixty-year aberration that no longer meets
healthy the public’s needs, the retailers’ needs, or the community’s needs.”
--Rick Caruso, C.E.O. of Caruso Affiliated, at the annual National Retail Federation’s convention in January of 2014.

the state of the mall . . .

OBSERVATIONS:
1. Our smartphones are leading to certain changes in the
way people shop.
a. Beacon technology allows businesses to target,
connect, and advertise to shoppers in proximity to
not only the store but specific items within the store.
According to BI Intelligence, this technology will
account for $44 billion in sales in the coming year of
2016.
b. Virtual shopping starts to question the definition of
a shopping space since instances like Tesco’s subway
grocery store shows the potential fluidity of shopping
spaces.
2. Retailers have started to shift their focus to experience
oriented shopping (Debek 2015).
3. Malls aren’t actually dying off like many think. Only 3.4%
are dying, which means 96.6% is doing fine (Hurley 2015).
4. Malls are still popular, mall occupancy is at its highest since
1987 (Hurley 2015).
5. Shoppers choose online shopping due to convenience
factors; being able to shop whenever, low prices, quicker
process, easier than going to stores, etc. (McPartlin and
Dugal 2012).
6. Shoppers find the lack of pre-sale advice and sense of
community to be the cons of online shopping.
7. The way people shop has already started to change into
‘multichannel’ or ‘hybrid’ methods (Fantoni et al. 2014).
8. Malls have started to focus on becoming entertainment
destinations or lifestyle centers.
9. Older mall plans have relied on the dumbbell plan.
the state of the mall . . .
10. Anchors have primarily been used in the past as a
method to get shoppers to move throughout the mall.
11. Malls go through cycles of growth (Duncan et al. )
12. The growth of digital commerce is 5x that of physical
retail (BI Intelligence).
13. Studies show that people seek that mall because of it
social aspect (Feinberg et al. 1989).
14. The biggest and newest malls, which make up about a
third of malls in the U.S., are thriving.
15. Malls have consistently made renovations and revamped
their look to keep with changing consumer expectations
and trends.
16. There is a focus to ‘brand’ new malls or in their
renovations.
17. Younger generations still prefer to have both options of
shopping online and a store they can visit.
18. Malls for luxury goods and outlet malls showed
biggest growths according to analysis by Green Street
Advisors.
 offices
linear process
schools

shopper mall browse transaction product

leisure /
dining hotels
hybrid / multichannel
the
‘mall’

entertainment
online
malls
computer

REVIEW

theaters

online
shopper phone transaction
browsing

mall water parks

online
Summary: Changing Identity: reviews
1. Studies show online retail continues to grow and will take on a growing The ‘mall’ used to be a place shoppers
percentage of total retail sales causing malls to turn to various options to visited to purchase products such as
clothes. Now shopping is merely one of
keep up with the competition. the options the mall has to offer. It is just
mobile
apps /
as much an entertainment destination as beacon
2. Research suggests malls (in the sense of a physical shopping space) as a it is a shopping space and for some it may tech

whole won’t go away but less competitive classes of malls will die out. even be the office of where their lodging
is for their trip. Even schools have popped
However, the majority of U.S. malls are alive and healthy for the most part. up in what we used to identify as the mall.

the state of the mall . . .

Dubai Mall
5.41 million sqft
https://www.emaar.com/en/what-we-do/malls/the-dubai-mall.aspx
Successes:
Established itself as an entertainment destination
that people actively seek not necessarily for the
shopping. A spectacle in its sheer size (13 million
sqft or 50 football fields) and the combination
of programs the mall contains. The number of
visitors increase each year (2014: 80 million).
Failures:
While innovations had to be incorporated into
the mall due to the kinds of programs it contains
and its massive size, it lacks innovations that take
into account changing shopping patterns. There
isn’t an effort being made to close the divide
between online and physical shopping besides
establishing itself as a tourist destination.
mall design
Santana Row Beaugrenelle Mall
San Jose, CA Agence Search
http://www.alternet.org/culture/shopping-town-usa-how-developers-trick-peo-
ple-moving-dressed-malls
“multi-purpose leisure-time destination, including restaurants, http://www.dezeen.com/2012/02/13/beaugrenelle-shopping-mall-by-agence-
entertainment, and design ambiance and amenities such as search/
fountains and street furniture that are conducive to casual
browsing.”
Successes:
--ICSC definition A competition design where the architects
deliberately addressed current issues regarding
Successes:
the mall. Responds to the new focus on ‘branding’
Becomes a kind of ‘destination’ as well catering to
a mall to make it a unique experience. Aims to
a specific kind of population. Contains alternative
programming to shopping that is different from raise the mall’s competitiveness.
what the entertainment destinations have to offer.
Failures:
Responds to the issues in a singular way where
Failures:
the solution is based on a memorable visual
Limited to certain kind of climates or seasons as
experience revolving around the wooden lattice
lifestyle centers tend to be open air malls. This
atrium. Doesn’t incorporate available technologies
kind of approach still relies on shopping as the
or questions new kinds of spatial layout in
main function and doesn’t consider factors that
response to changing shopping processes.
make online shopping a more convenient option.
Wooden Orchids
Vincent Callebaut
http://www.archdaily.com/635899/vincent-callebaut-proposes-wooden-or-
chids-green-shopping-center-for-china
Successes:
A competition design where the architects
address the issues of typical malls by creating
an alternate function for the mall. It is a farmer’s
market and garden first, shopping is the alternate
activity that can be done. Unique strategy in
spatial layout which leads to unique experiences
and brand. Balances public and private spaces
through same spatial system.
Failures:
The kind of shopping that is offered is still
traditional as no technologies have been
incorporated into the design.
mall design
Exhibition Hall
OMA
http://www.dezeen.com/2013/02/13/the-exhibition-hall-by-oma/
http://oma.eu/projects/the-exhibition-hall
Successes:
Has alternative programs but also a function,
which is the cultural programs where the mall also
becomes a space that cultivates new leaders in
the design industry. A new strategy to organize
the shopping and the cultural programs.
Failures:
Issues that revolve around the shopping aspect of
the design haven’t been resolved. Convenience
factor is still lacking.
Abu Dhabi Central Market
Foster + Partners
http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-market-byfos-
ter-partners/
http://www.fosterandpartners.com/projects/aldar-central-market/
Successes:
A design that reacts to the vernacular. Reverts
back to the souk as the strategy behind the
spatial layout. A series of courtyards exist in the
mall. There is a rhythm to the circulation. Unique
experience.
Failures:
The same strategy to apply the souk’s spatiality
causes there to be a lack in clarity in the
circulation. Lacks a variety in programming and
even the kinds of stores (only luxury stores) that
caused it to be an unpopular destination.
 Successful Unsuccessful Methods Examples Application
Elements Elements
Entertainment dest. - focus on alternative West Edmontan Mall Dubai Mall 1. Study new activities the ‘new mall’ might have.
activities (about the options) 2. Most have been applied already...but what else?
Alternative 3. Could malls become more significant players in their
Programming Lifestyle centers - alternative social gathering communities?
spaces (about the atmosphere)

1. Having a second program that takes equal if Wooden Orchids Mall 1. The mall shouldn’t be the mall anymore?
not bigger precedence. 2. What can the main function of the ‘new mall’ be?
Alternative 2. Shopping as part of the alternative activity. 3. What will it be called?
Function / Identity 4. What kind of functions could hold the same amount of
importance? i.e. Wooden Orchids

1. Cohesive / unique aesthetic Beaugrenelle Mall Beaugrenelle Mall

1. What architecture strategies can make the mall
2. Memorable space recognizable? Plan, section, elevation?
Branding 3. Unique experience 2. Is it the space itself or what it looks like that govern this?
4. Specific application of technology 3. What unique experiences can be offered in a physical
5. Spatial layout space that online shopping can’t?

Exhibition Hall Abu Dhabi Market

1. Not using anchors. 1. Study plans that aren’t dumbbell in shape.
2. Balancing private vs. public. 2. Could section studies help study balancing the public and
Clear Organization / 3. Stitching together the alternative programs private?
Strategy with the shopping programs. 3. What makes circulation easy?
4. Easily understood circulation.

1. A recognizable identity. Dubai Mall New 1. How can a mall become a ‘destination’ without becoming
Becoming a 2. A reason to revisit besides shopping. Century a temporary title holder?
destination 3. Becoming a ‘spectacle’? Global
Center

1. Understand what makes online shopping Abu Dhabi Market West Edmontan Mall 1. List the factors that shoppers find convenient about
more convenient to compete with those online shopping. How can physical malls combat those
factors. factors?
Lack of 2. Size - peope like big malls yet their size also 2. How can malls stay big without seeming so big?
convenience makes them inconvenient. 3. Alternative circulation methods?
3. Easier circulation.
4. Smoother shopping process.

1. Use beacon techn to personalize
No response experience.
2. Allow shoppers to use their mobile device
to online retail / for smoother shopping experience.
Technology 3. Implement new technology.
4. Incorporate the option for shoppers to
browse online selections in the store.
Abu Dhabi Market Beaugrenelle Mall 1. Study available retail technologies.
2. Study ways to apply existing mobile technology into the
shopping experience.
3. Study possibility of malls become spaces shoppers can do
the ‘online browsing’ in a social setting.

mall design
 Beacon Technology Mobile Payment Amazon Echo and Dash

http://www.forbes.com/sites/homaycotte/2015/09/01/beacon-technology- http://www.scmp.com/lifestyle/article/1739980/pay-selfie-alibabas-jack-ma-de- http://fortune.com/2015/06/23/amazon-echo-review/

the-what-who-how-why-and-where/ buts-face-recognition-payment-tech https://fresh.amazon.com/dash/

What is it: What is it: What is it:

Technology that uses Bluetooth low-energy
(BLE) to pinpoint location of shopper and
deliver messages appropriate to teh time and
place. Different from RFID because BLE is more
private.
Effects & Potentials:
$4 billion in retail sales were due to beacon
advertising in 2015.
Projected to account for $44 billion in 2016.
According to BI Intelligence analysis.
There are various ways to make payment with
mobile devices right now.
1. NFC technology in the form of a digital wallet.
2. WAP payments are when users connect to the
internet to access accounts.
3. SMS payments are when transactions are made
via text messages.
4. Pay-by-selfie will be available to MasterCard
users as early as the middle of 2016.
Effects & Potentials:
Combats the convenience factor of online
shopping. Makes shopping process smoother
and faster. These forms of payments are expected
to account for $210 billion in transaction value by
2019.
According to analysis by eMarketer.
Amazon Echo (Alexa) is a voice controlled
machine that is always listening to answer
questions, control smart devices, or order
products online.
Amazon Dash are a series of buttons for
certain products (Tide) that you can press to
automatically order for delivery. There is also a
new scanning device that can be used to take
pictures of or scan products for reordering.
Effects & Potentials:
Shopping in a physical space doesn’t have to
mean the shopper ends with products they have
to carry home. They can browse, test, then scan
products they choose to be delivered.

technology
 3D Shoe Designer
http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/
What is it:
A project between Nordstrom and “Shoes
of Prey” (Australian online shoe designer).
Customers see, feel, try on samples at the
booth then go to iPad stations to design
a combination of their choosing. The
personalized shoes are then delivered.
Effects & Potentials:
An example of the divide between physical
and online shopping has been minimized.
Customers can see product with their own
eyes, try it, test it, and more but don’t lose the
personalized experience online shopping tends
to provide.
technology
Virtual Fitting Rooms
http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has-
them?newsid=rZ8
http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/
What is it:
The technology is called Wearable Clothing
and was developed by Urban Research to allow
customers to try on clothing and even see the
materiality of the clothing in action. Other forms
of this technology like Intel’s Digital Memory
Mirror allows customers to see their reflection
with different outfits as well.
Effects & Potentials:
A way to increase the convenience factor of
shopping in a physical space. Brings a unique
experience to the shopper.
Virtual Shopping
http://www.businesstoday.in/magazine/lbs-case-study/case-study-tesco-virtu-
ally-created-new-market-based-on-country-lifestyle/story/214998.html
What is it:
Tesco Homeplus launched this virtual subway
store in South Korea that allows shoppers to
scan grocery items they need to be delivered to
their homes within the day.
Effects & Potentials:
This technology starts to question the need
for the typcial kind of shopping space people
imagine. Displays can now technically be
minimized to panels such as this example.
 Elements of the store:
The typical store that we are familiar with
has certain elements within that we
expect to see. With the new retail and
mobile technologies most if not all can be
replaced by screens. The products Fitting Rooms
themselves can be minized to samples
customers can test out.
Registers

Product Displays

Summary:
New display and virtual technology is allowing the potential for flexible spaces and shoppers might
not need a formal store setting in order to shop.
Where mobile technology is headed suggests that our phones will play an important role in how
we shop. Shopping will be able to be more personalized and efficient as a result.
The divide between the digital and physical shopping space might disappear as both modes
converge in a new type of shopping space.

technology
HYPOTHESiS:

Research shows that while most malls aren’t actually dying off, the 3.4% that are failing
are older malls relying on singular programming and older dumbbell plans with retail
anchors referred to as Class C and D malls (Hurley 2015). Studies show that, as a result,
more competitive malls in Class A and even some Class B malls are shifting their focus to
branding a memorable experience for shoppers in the mall. And due to the volume of
programs and activities that take place in Class A malls they are almost always very large.

If a new type of shopping space were to incorporate a variety of alternative programs

and organized it in a new plan strategy that wasn’t the dumbbell type plan, where retail
anchors are used, a new kind of shopping space could emerge where alternative activities
and shopping could mesh fluidly so that they aren’t separate nodes of programs. If these
shopping spaces then were to implement existing technologies into the design of the
space and experience, not only would there be a unique experience for the shoppers but
the spatial organization might start to shift from existing ones. And, as a result, there could
be potential solutions to the issue of the ‘gray box’ malls that retains the size factor that
brings in the revenue but provide a spatial experience that breaks up the ‘gray box’.
 plan precedents:

Abu Dhabi Exhibition Hall Wooden Orchids

Central Market
OMA Vincent Callebaut

Foster + Partners

http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-mar-
ket-byfoster-partners/
http://www.fosterandpartners.com/projects/aldar-central-market/
http://www.dezeen.com/2013/02/13/the-exhibi-
http://www.archdaily.com/635899/vincent-callebaut-proposes-wood-
tion-hall-by-oma/
en-orchids-green-shopping-center-for-china
http://oma.eu/projects/the-exhibition-hall

Organization resembles Commercial and Fluid circulation between

layout of souk with cultural program islands of commercial
rhythms of narrowness interchange. and green farms.
and openness.
1. study possible strategies in plan that are non dumbbell plans

Grid:

Centered:

Shifting:

Subtraction:

Additive:
2. Program connectivity study in Plans and sections:

Grid:

Centered:

Shifting:

Subtraction:

Additive:
3. How does implementing technology change the approach?
CASE STUDY 1: A strictly virtual shopping mall.

Technology to implement: Strategy being tested: Precedents:

Study the potentials of how virtual Guggenheim Museum
displays and stations would change the
space in plan and in section.
Collages to test the ‘experience’ will be
important.

http://www.guggenheim.org/new-york/education/school-educa-
tor-programs/teacher-resources/arts-curriculum-online?view=item&-

Continuous circulation over central area. What is the

artwork in the Guggenheim could be the displays.

1111 Loncoln Road

The virtual
shopping mall
can implement
a strategy where
a single space
can achieve two
http://www.businesstoday.in/magazine/lbs-case-study/case-study-tesco-virtual-
ly-created-new-market-based-on-country-lifestyle/story/214998.html different kinds
http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has-
them?newsid=rZ8
of activities
http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/ by assinging
pockets of a
certain program
within the larger
the space.
http://www.dezeen.com/2010/04/19/1111-lincoln-road-by-
herzon-de-meuron/
CASE STUDY 2: Experience, personalization, anything-for-purchase

Technology to implement: Strategy being tested: Precedents:

http://sanearchitecture.com/urge/taichung-city-cultural-center/

Sane Architecture designed a series of cross

bridges that intersected and creates space within a
larger encompassing structure.
When the idea of using scanning devices and
merging aspects of online and physical shopping
come together a space that uses the system used
by Sane Architecture can provide a continuous,
smooth circulation system on which shoppers
can browse and test products and simply scan
ones they are interested in buying. In other words,
everything shoppers see in this new mall would be
for sale.

http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/
http://fortune.com/2015/06/23/amazon-echo-review/
https://fresh.amazon.com/dash/
organization strategy study: evaluation method:
1. Catalogue instances of each step that is mentioned.
Study precedents that share similarities to the strategy that is being studied.
Competitions become good guages.
List out aspects that made it successful to weigh against the studies.

Successful Unsuccessful Methods Examples Application

Elements Elements
Entertainment dest. - focus on alternative West Edmontan Mall Dubai Mall 1. Study new activities the ‘new mall’ might have.
activities (about the options) 2. Most have been applied already...but what else?
Alternative 3. Could malls become more significant players in their
Programming Lifestyle centers - alternative social gathering communities?
spaces (about the atmosphere)

1. Having a second program that takes equal if Wooden Orchids Mall 1. The mall shouldn’t be the mall anymore?
not bigger precedence. 2. What can the main function of the ‘new mall’ be?
Alternative 2. Shopping as part of the alternative activity. 3. What will it be called?
Function / Identity 4. What kind of functions could hold the same amount of
importance? i.e. Wooden Orchids

1. Cohesive / unique aesthetic Beaugrenelle Mall Beaugrenelle Mall

1. What architecture strategies can make the mall
2. Memorable space recognizable? Plan, section, elevation?
Branding 3. Unique experience 2. Is it the space itself or what it looks like that govern this?
4. Specific application of technology 3. What unique experiences can be offered in a physical
5. Spatial layout space that online shopping can’t?

Exhibition Hall Abu Dhabi Market

1. Not using anchors. 1. Study plans that aren’t dumbbell in shape.
2. Balancing private vs. public. 2. Could section studies help study balancing the public and
Clear Organization / 3. Stitching together the alternative programs private?
Strategy with the shopping programs. 3. What makes circulation easy?
4. Easily understood circulation.

1. A recognizable identity. Dubai Mall New 1. How can a mall become a ‘destination’ without becoming
Becoming a 2. A reason to revisit besides shopping. Century a temporary title holder?
destination 3. Becoming a ‘spectacle’? Global
Study models of the various strategies and test out different ways to break up Center

the enclosing shell. 1. Understand what makes online shopping

more convenient to compete with those
Abu Dhabi Market West Edmontan Mall 1. List the factors that shoppers find convenient about
online shopping. How can physical malls combat those

This example shows just one method of breaking up the single volume into Lack of
factors.
2. Size - peope like big malls yet their size also
factors?
2. How can malls stay big without seeming so big?

multiple smaller volumes. This approach works in this particular study because
convenience makes them inconvenient. 3. Alternative circulation methods?
3. Easier circulation.
4. Smoother shopping process.
the system is a set up crossing bridges so these same bridges can connect to
Abu Dhabi Market
the different volumes of space.
1. Use beacon techn to personalize Beaugrenelle Mall 1. Study available retail technologies.
No response experience. 2. Study ways to apply existing mobile technology into the
2. Allow shoppers to use their mobile device shopping experience.
to online retail / for smoother shopping experience. 3. Study possibility of malls become spaces shoppers can do
Technology 3. Implement new technology. the ‘online browsing’ in a social setting.
4. Incorporate the option for shoppers to
browse online selections in the store.

2. Eliminate failed studies, combine successful instances.

Catalogue the studies so that there is a list to choose from in the end.
Desig the new mall using these kit of parts and test against original goals to see if criteria is met.

1. New plan type that moves away from using retail

anchors and outdated dumbbell plans.
2. Includes alternative programs in terms of
activities but as well as technologies.
3. Doesn’t sacrifice size but organization strategy
breaks up space for easier navigation.
Work Cited:
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2015.
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“Birth, Death and Shopping.” The Economist. December 22, 2007. Accessed October 26, 2015.
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Image Credit:

Outlet Shopping Mall (Pottsdam, PA) Vandamme Nord

Google Earth http://www.dezeen.com/2015/02/23/mvrdv-vandamme-nord-paris-france-shopping-centre-
overhaul/
New Century Global Center Artificial Beach http://www.worldarchitecturenews.com/project/2015/25348/mvrdv-architects/vandamme-
Christopher Beam nord-in-paris.html
http://www.newrepublic.com/article/115463/worlds-largest-building-area-chi-
nas-new-century-global-center Volt Berlin
http://www.dezeen.com/2014/05/14/j-mayer-h-volt-berlin-shopping-centre-skydiving-surfing/
5 Elements of a City http://www.jmayerh.de/141-0-Volt-Berlin.html
http://contemporarycity.org/2014/03/kevin-lynch/
Abu Dhabi
http://www.dezeen.com/2011/05/06/the-souk-abu-dhabi-central-market-byfoster-partners/
Virtual Fitting Room
http://www.fosterandpartners.com/projects/aldar-central-market/
http://jp.b2.mk/news/have-you-used-a-virtual-dressing-room-yeah-japan-has-
them?newsid=rZ8
Exhibition Hall
http://retail-innovation.com/virtual-fitting-room-trialled-in-japan/
http://www.dezeen.com/2013/02/13/the-exhibition-hall-by-oma/
http://oma.eu/projects/the-exhibition-hall
3D Shoe Designer
http://retail-innovation.com/nordstroms-in-store-3d-shoe-designer/ Beaugrenelle Mall
http://www.dezeen.com/2012/02/13/beaugrenelle-shopping-mall-by-agence-search/
Beacon Tech
http://www.forbes.com/sites/homaycotte/2015/09/01/beacon-technology-the-what- Wooden Orchids
who-how-why-and-where/ http://inhabitat.com/wooden-orchids-takes-the-guesswork-out-of-responsible-consum-
erism-in-china/
Alibaba http://www.archdaily.com/635899/vincent-callebaut-proposes-wooden-or-
http://retail-innovation.com/alibaba-launch-pay-by-selfie/ chids-green-shopping-center-for-china

Amazon
http://fortune.com/2015/06/23/amazon-echo-review/
https://fresh.amazon.com/dash/

West Edmontan
http://www.wem.ca/about-wem/facts

Dubai Mall
https://www.emaar.com/en/what-we-do/malls/the-dubai-mall.aspx

New South China Mall

http://www.touropia.com/largest-malls-in-the-world/

New Century Global Center

http://www.dezeen.com/2013/07/10/worlds-largest-building-opens-chengdu-china/