Shopping Centres


The shopping centre’s management plans to carry out a strategic analysis of the centre’s current reality, both from the perspective of its current customer (visitor) and its resident in the area of attraction, and so determine its competitive position in the market.

It is a holistic analysis of the centre’s current situation, in terms of its market and in comparison with our benchmark, in order to be able to establish strategies and prioritise actions in the short and medium term.


One quantitative phase between visitors and residents (or potential customers) in the shopping centre’s area of attraction.

Hamilton produced a report on the strategies that the centre could and should take from all the areas that were defined by an analysis of the information gathered.


Determine the centre’s real area of attraction and its competitiveness by determining a number of key indicators: attraction, conversion, conviction, loyalty, abandonment, etc.

Define the reality of each of the main sectors of the mix, both among visitors and residents, quantifying their penetration, their contribution by area, as well as the cross-selling among the different sectors and from the different consumer profiles.

Establish more efficient and profitable sectors and customers, respectively. Average spending and leakage.

Quantify the growth potential in the shopping centre’s traffic.

Identify the sectors with the greatest capacity for attracting new customers and those most at risk of losing current ones.

Detect the geographical areas with the greatest permeability for attracting new customers, and determine those most at risk of losing visitors, in both cases detailing each area by sector.

Segmentation based on KBFs and KNBFs.

SWOT of visitor’s experience as well as the commercial mix. NPS.

Image and brand positioning. Perceived image vs. ideal…

Incidence of online shopping/communication: by sector, attitude to shopping (webrooming vs showrooming), app usability…