Case Studies

Case Studies

Launching a brand and building the leadership (2002 – 2005)

The opening of M1 Krakow was preceded by numerous protests of local communities and reluctance of the part of population. Polish Capital of Culture perceived a new investment as another hypermarket. To change this perception, there had been developed and implemented the marketing strategy, whose aim was to build an emotional connection with the new shopping center. Concerts, exhibitions and fashion shows were carried out with an unprecedented attention to the quality and uniqueness. M1 Krakow hosted at home the Gallery of Andrzej Mleczko, Henryk Sawka, Edward Lutczyn. The biggest stars of Polish music gigged there, including Marek Grechuta. Żywieckie Museum of Humor opened its doors there and the Independence Day was cheerfully celebrated thanks to the stars of Polish cabaret scene. The result of these actions was the change of Cracovians’ attitude and a 30% increase in attendance and turnover of tenants.

A three-fold increase in income of short-term tenancy (2005 – 2008)

As a part of the business plan developed for Silesia City Center, there had been planned an income of short-term tenancy, that was comparable with the best shopping centers in Poland. Potential of a location in our opinion, was much higher, and therefore a 3-year strategy for commercialization was created. The action plan included marketing support, technical assistance and investment budget. In order to achieve the adopted principles, two-headed department of short-term lease was created. In the result, the revenues were tripled, and their level is maintained until now (2016 year).

Generating a profit of 1 million euro in the first year of operation (2015-2016)

Sales of electricity to tenants of shopping centers is burdened with the necessity to carry out the complicated procedure in order to obtain appropriate licenses. Based on years of experience, a project of creating an energy company, which was founded within a few months, was accomplished. The company's profit had already exceeded 1 million euro in the first year of operation through the service of three shopping centers with a total area of 80 000 m 2 . The profits should double over the subsequent years.

An effective strategy for the commercialization of the office building (2011)

An attractive location of the office building did not guarantee the success of a scheduled project by a local entrepreneur. Lack of experience on the real estate market prevented the implementation of the project. Prepared analysis of the location, a renting plan and a plan to optimize the cost of construction yielded the expected results. The building with an area of 8 000 m 2 was built in 2015 and the state of commercialization was at the level of over 90%.

Improving the communication access to the center and a 20% increase in attendance and turnover of tenants (2009-2010)

The opening of Bonarka City Center, the biggest shopping center in Cracow, was burdened by many problems. One of them was limited access to public transportation, despite the infrastructure created by the developer. Customers had to overcome a distance of several hundred meters on unpaved roads to the nearest bus stop. With multipath activities and support of many institutions and organizations, including charities, we were able to modify the routes of several bus lines and lead to locate the bus stop in the direct vicinity of the main entrance to the facility. The result of these actions was a 20% increase in the attendance and turnover of tenants.

Three spectacular openings of shopping centers within one year (2014-2015)

IMMOFINANZ Center Management Department was given a task of preparing three openings of shopping centers during the first year of its operations. Despite the time constraint (preparation of the first opening within 3 months) and staff limitation (all locations required obtaining co-workers ready to change their place of residence), we managed to repeat the success of the opening three times. Phenomenal marketing campaigns generated unexpected attendance and tenants’ satisfaction from the obtained turnover. Thanks to non- standard actions, the level of commercialization reached nearly 90% (more than 40 shops, cafes, playgrounds, interactive exhibitions and entertainment zones were opened, which were visited by thousands of customers).