I.

MARKET ANALYSIS
Vietnam’s retail market overall view
COMPETITIVE LANDSCAPE RECENT DEVELOPMENT
● Vietnam’s retail market has continuously witnessed successive
year-on-year growth for the last decade. 1

● In 2020, despite of Covid-19 pandemic, total retail sales of

consumer goods and services increased by 2.6% over 2019. In
the first quarter of 2021, gross retail sales grew by 5.1% over
the same period last year.2

CONSUMING TRENDS PROMISING GROWTH POTENTIAL

● Although traditional trade channels still continue to dominate ● With a population soon expected to reach 100 million people,
Vietnam’s retail landscape, modern ones have been gaining Vietnam has a large domestic market.
momentum in recent years.3 ● Vietnam’s middle class is expected to grow at 9.2% a year
● Low urbanization with high potential for growth over the next five years and will make up over half the
● The Covid-19 pandemic has resulted in a broad-based shift population by 2035.4 Vietnam is expected to become the third
towards e-commerce (58% of Deloitte’s survey respondents largest urban market in terms of consumer numbers and fifth
have willingness to shop online for basic necessities and fresh largest in terms of total spending in Southeast Asia.5

1 Retail in Vietnam | An accelerated shift towards omnichannel retailing, 2020, Deloitte

2 General Statistics Office of Vietnam
3 The Vietnam Consumer Survey | An accelerating momentum, 2020, Deloitte
4 Global Income Distribution Database, Economist Intelligence Unit, 2018, [Link].
 products) ● Vietnam retail sector is projected to register a CAGR of more
than 10% during the forecast period 2021-2026.
● Rapid growth in consumer spending due to better confidence
in terms of job security, financial stability and willingness to
spend is a driving factor6
Vietnam ranks highly in level of customers’ confidence:

Vincom Mega Mall Royal City’s overall information

Vincom Mega Mall Royal City (VMMRC)
● Address: 72A Nguyen Trai, Thuong Dinh Ward, Thanh Xuan District, Ha Noi
● Total area: up to 230.000 sqm, largest commercial and entertainment complex (shopping, entertainment, games, and F&B options) in
Vietnam according to the international MegaMall standard.
● Gloss floor area (GFA): 200 thousands sqm (accounting for approximately 51,80% of the total mega mall GFA of 444,098 sqm)
● Products and services: shopping, F&B, entertainment
● Brand portfolio: international and domestic fashion, F&B, entertainment, supermarkets, others
● Customer base: all customers

5 “VN to be among the world's most dynamic markets by 2030”. Viet Nam News. 12 June 2019.
6 The Vietnam Consumer Survey | Staying resilient amidst headwinds, 2021, Deloitte
 ● Target market: 70% are young professionals under 35 and families with lifestyle needs.
● Average footfalls (per day): 35,000 visitors/day
● Customers’ primary purposes: shopping in the supermarket, dining out with family or friends, and watching movies.
● VMMRC is tailored to fit the demand of local consumers (as at 2Q2019): fashion (24%), supermarket (13%), F&B (11%), entertainment
(16%), other (34%)

VMMRC’s positioning:
● Location:
- Located on 72A Nguyen Trai, Thanh Xuan, Ha Noi, VMMRC; a central area of many major roads linking Hanoi urban areas with the
new capital’s Centre; connecting important traffic links, and are easily accessible to key locations through the arterial roads.
- Located in one of the busiest areas in the district because of high population density (593,524 in 2019, Thanh Xuan District alone), high
housing level, offices, schools, and universities.
● Architecture: Deluxe European architecture designed by a reputation group of France “Site Architecture”; the design is harmonious
interference between European royalty luxury, elegance, and meticulous arrangements, sophisticated of amenity and modern interior
chain. There is a 30,000-sqm square surrounded by artistic sculpture works made of white marble and massive and massive apartment
buildings setting in semicỉcular shape in Western style.
● Lifestyle mall located in integrated/mixed use development in the key residential complex of Hanoi; “Fortress Malls” with lifestyle needs
for masses & middle income families.
● Major emphasis on (1) middle income consumers and (2) families of all income levels in nearby residential complexes.
● Market potentials/Competitive advantages:
- Retail at stores still plays a vital role because stores remain the primary channel for reaching out to consumers, and retailers will
continue to invest in physical stores. In addition, demand for flagship stores from high-end and fast fashion retailers will continue to
grow in 2021 and beyond. Remarkably, large-scale shopping centers will dominate the retail property market in Ha Noi, especially the
modern style and large shopping malls with a various range of products and superior services and quality.
- Consumers increasingly prefer a one-stop destination for an enhanced shopping experience, entertainment and F&B services, which are
more appealing than individual stores on streets that have a limited selection of goods and services. “All-in-One” is becoming a major
trend (based on real estate retail developer’s observation).
- Young consumers are the driving force behind the growth of lifestyle retail, as they spend the most and continue to spend more in
entertainment, fashion, and F&B.
- The demand for entertainment and experience is expected to increase even higher in 2021 and beyond.
- VMMRC is seeking increased market penetration:
 + Has built strong brand recognition and thus, has been chosen by foreign retailers for their first stores in Vietnam such as fashion brands
Zara, H&M and Mango and chain tenants for rapid expansion such as CGV—the largest cinema chain in Vietnam.
+ Has around 1000 tenants (as of June 2019), ranging from fashion and beauty to F&B and entertainment brands, which many are chain
tenants and anchor tenants. VMMRC’s well-diversified brand portfolio, filled with international brand names.
- Has exposure to a large market opportunity because VMMRC meets the demand of affluent, emerging affluent, and even taps into the
lower-income class
- VMMRC’s developer sets out to slowly shape low-income consumers’ shopping habits and benefitted as consumers become middle-
income earners.
● Major trends for VMMRC:
- The trend of “personalization” towards different experiences
- VMMRC adheres to the global trend: to bring a community-oriented experience, where malls are places not only for shopping but also
for social interactions, entertainment, and even arts enjoyment (according to Richard Wood).
- Emphasis on the application of modern technology in the directions or the fastest update support information to meet the needs of
entertainment.
● Major competitors: Aeon Mall, Trang Tien Plaza

Competitors
Competitors Strengths Weaknesses

● Providing diversified free services: free shuttle bus; free Wifi;

wheelchair; free parking lots
● Narrower target markets: urban middle and
● Unique Japanese hospitality spirit - Omotenashi
upper middle class households
Aeon Mall ● Location: in the most prime place of Hanoi (Western gateway
● High prices for imported products
area of Hanoi - Aeon Mall Ha Dong)
● Smaller GFA than VMMRC
● Prestigious in providing Japanese products
● Aeon Group ranks 4th among retailers in Asia Pacific

Trang Tien ● Location: in the golden central area (next to Hoan Kiem Lake), ● Area: relatively small compared to other
Plaza has 3 fronts malls
● Tremendous historical and cultural values ● Aesthetic value affected by beggars
● Big experience in trading high end goods (the first luxurious ● Narrow pavements, unsafe for customers
shopping center in Hanoi) ● Narrower target markets: upper-class
 households only
● Narrow parking lot

● Faster and more convenient buying experience. ● Ambiguous knowledge about product’s
● More affordable price, compelling rebate offers. quality due to shortage of real-life trial and
● More personalized service and less invasive shopping testing.
E-commerce
experience. ● Lengthy shipping time and expansive
platforms
● Overcome geographical barriers, eliminate travel time and cost. shipping cost.
● Easier access to products and services. ● Security and privacy problems (customers’
● Available to serve 24/7. data can be made public uncontrollably)

Key implications: VMMRC goals are quite distinctive compared with its competitors as VMMRC is increasingly putting an emphasis on
customer journey and diversity in experience, rather than offering mere products and services.

VMMRC’s positioning strategy

● Tenant strategy:
- Upgrade tenant mix by introducing more fashion and entertainment anchor tenants (introduced Decathlon—the first French super sports
supermarket in Vietnam in 2Q2019) and secure anchor tenants to attract more visitors and increase footfalls.
- Domestic tenants: Formulate policies for joint development, support tenants to grow. Participate in and support tenants' business
activities, organize seminars and training to help tenants develop new products, help tenants cross sell in the Vingroup ecosystem of retail
brands. Accompany and support domestic tenant groups.
● Marketing positioning: many exciting marketing campaigns and unique programs (festivals, exhibitions, performance events, voucher
programs, etc.) developed and stimulated during Vietnam’s main holidays, especially when the demand for shopping, entertainment is
high (Tet holidays, Black Friday Sales, etc.). In addition, VMMRC continues to expand channels for brand communication (Web/App)
● Customer strategy:
- Develop an information management system and build customer database to prepare for personalized services.
- Adopt customer-centric approach to research, evaluation and execute programs to improve customer experience.
- Optimize operating costs and energy costs.
● Digital transformation: apply digital transformation initiatives to create a dynamic, engaging customer experience and maximize
operational efficiency by: (1) roll out Tenant Portal; (2) build data warehouse system; (3) enhance Vincom web/Vincom app to facilitate
customer experience to and at Vincom malls.
 ● “Sustainable development” strategy: underlying principle throughout business operations of Vincom Mega Mall Royal City. Operation
is optimized as a results of:
- Implements energy saving and environmental protection initiatives (using clean energy, recycling waste, reducing chemical use): solar
panels; cooling water treatment technology for air-conditioning systems.
- Deploys technology for standardization and automation of processes as well as operational optimization: optimize air-conditioning
system; automated parking system.

Key criticisms
● The developers’ strategy regarding developing tenant mix by means of promoting more well-known foreign entertainment and fashion
key tenants is an acute way of creating more diverse choices for customers and the strategy also accelerates Vincom Mega Mall Royal
City itself to become more of an international shopping mega mall. In addition, accompanying and supporting domestic tenant groups
help these tenants gain more trust and increase consumption from Vietnamese customers, which means VMMRC is setting up quality for
key Vietnamese tenants and paving the way for these brands to be more internationally-known.
● The Mall has utilized the benefits of initiating marketing campaigns and executing more innovative programs and activities for special
holidays in a year. This strategically helps promote and make VMMRC’s products and services more widespread, and with such unique
campaigns, the relationship between the customers and the mall became progressively engaging.
● Customer services are being periodically scrutinized and improved upon which means VMMRC’s developers truly concern about
customers’ feelings, emotions and well-being. This strategy not only boosts customers’ satisfaction, which leads to the increase in their
brand-attachment with desirable stakeholders, but it also helps the mall’s tenants themselves raise revenue and profit. Finally, the
enhancement of quality service programs offer an impressive shopping experience for the continuously increasing end-users and
customers.
● Digital transformation and technology applications are effective means to advance, accelerate, and optimize the operation of the mall in
this constantly-changing retail market, trends, customer behaviors/demands and unexpected events (e.i., Covid-19). The technological
breakthroughs have catered for all the customers’ tastes and also created unforeseeable yet positive shopping and entertainment
experiences, which always surprise their customers with the incredible conveniences that they don’t know they need.
● The implementation of “sustainable development” strategy has resulted in remarkable optimization. By the installment and deployment
of solar panels, it has saved energy cost and reduced carbon emission by a significant amount every year. Replacing the chemical water
treatment system with E-water cooling technology eliminates the environmental chemical pollutants used. Also, regarding technology
application in operation, VMMRC test-drive intelligent algorithm to control the air-conditioning system with a Singaporean partner; this
minimizes human errors in operation and saves costs by minimizing errors and automatic processes. Finally, with the complete trial of
automated car parking system at Royal City, it has reduced headcount to operate, cash frauds and even improve customers’ experience at
VMMRC and plans for implementation across other large retail malls have been developed. Overall, the strategy helps redefine the
 values of VMMRC and Vincom retail in general; this game-changing move not only helps reduce burdens and costs by faster
optimization but also enhances customers’ experience.

Opportunities and limitations of Vincom Mega Mall Royal City

Opportunities
● Most targeted customers still want to go to the mall to view
and choose products. Not only do they look, but they also seek
to experience reality, feel products and services with many Limitations/challenges
senses (according to James Yang). ● Unfulfilled services and customers’ experience: parking lots,
● Consumer demand is increasing commoditization problems, lack of public rest stops.
● New potential anchor tenants (Jamba Juice, Taco Bell, ● Sparse customer density in non-holiday days (35,000/230,000
Sephora, etc.) ~ 0,2 visitor/sqm)
● The retail market is growing
● The economic growth of the country
● Customers like the new

Positioning statement: Vincom Mega Mall Royal City offers the top-notch personalized experience to every customer, with an emphasis on
both convenience and experience factors to create diversity, delight, and their own personality. Vincom Mega Mall Royal City leads the
competition by promoting inclusion, accessibility and trends for all while committing itself to sourcing the highest quality products, services, and
experience.

II. CUSTOMER ANALYSIS

1. Customer profile
People under 35 mainly live in the catchment area of Vincom Mega Mall Royal City

- Age: under 35 years old.

- Prefer “All-in-One” trend and modern retail platforms
Description
- Diverse needs for shopping, entertainment, socialization, self-actualization, etc.
- Are tech-savvy

Motivators - “All-in-One” shopping mall which caters for the diverse needs of all customers (shopping, entertainment,
 socialization, etc.), especially self-actualizing demand of young customers (gen Y, gen Z).
- Upgraded and new, unexpected experience (technological utility in shopping, personalized customer
services, “treasure hunt” stimulation, etc.) which cannot be satisfied anywhere else.

Delight points:
- Enthusiasm and curiosity for new experience, especially young
Pain points:
customers
- Shopping navigation: hard to locate stores, products and services
- Convenience in all experience aspects (shopping, entertainment,
- Innumerable choices of products and services
F&B, etc.)
- Experience discomfort/inconvenience (technological barriers,
- Enhanced informed inputs (knowledge about fashion style, sense of
unnecessary customer care-taking services, long queue during check-
aesthetic, cuisine expertise, etc.) to improve customers’ confidence in
out, etc.)
decision-making and satisfaction
- Cost barriers: expansive high quality products and services
- Increased pleasure in multiple senses (visual, smell, auditory, sense
- Parking lots: (prominent problem) hard to locate vehicles, messy
of touch, etc.) and feelings (being respected, empathized, included,
parking
etc.)
- Fulfilled self-actualization—the highest need of customers.

Delights creators: Pain relievers:

- Compelling marketing and promotional campaigns (TVC, social - Feedback platforms for customers
media, etc.) - Technologies and digital platforms for shopping navigation and
- Digital platforms and technology for comfortable, easy shopping discomfort mitigation (apps, touchscreens, etc.)
experience - Well-trained professional staff and personnel to serve and support
- Innovative, value-added elements to bring new experience for customers in any aspects (insights of products/services, guidance in
customers (concert, visual display, arts center/gallery, festive days, technology/apps while shopping, etc.)
competition, etc.) - Sales/promotional programs (coupons, rebates, loyal customers
- Holistic customer services (pre-experience, during experience, post- programs, etc.)
experience) - Redesign the parking lots and implement more supportive platforms
- Creatively appealing yet appropriate tenant mix. (guidance/technology and digital, etc.)

Customer touchpoints:
● Before the experience: Social media (Facebook, Instagram, Tiktok, Youtube, etc.); Ratings and reviews/Word of mouth; Websites;
Advertisements/TVC
 ● During the experience: Retail store network: flagship store ⇒ pop-up store, general outlet, event space, on-demand solutions, feature
store, cross-over, showrooms; VinID; Staff or sales team/salesperson; Large interactive touchscreens; Points of sale; Coupons and
rebates
● After the experience: Receipt; Transactional emails; Marketing emails

Targeted customers’ perception and attitude towards value-added elements in VMMRC experience

Key implications:
● More leisure, entertainment and new value-added services are necessary to diversify customers’ experience and fulfill their unlimited
“All-in-One” desires.
● Communal spaces and community hubs are necessary to enhance customers’ family-and-friend-bonding, social interactions, networking
expansion and recreational activities.

III. DIGITAL TRANSFORMATION OF RETAIL EXPERIENCE

Digital retail transformation opportunities
 ● Presents new opportunities for malls to engage customers throughout their decision journeys.
● Medium to extend relationships with customers by engaging customers via compelling content and creating deeper bonds while
collecting valuable data about customers.
● Transform mall usability as a means of improving customer satisfaction and reduce customer pain points, while simultaneously creating
entirely new delight points.
● Can take a more active role in shaping the shopping experience, either by acting more like retailers or by partnering with them.

Targeted customers’ perception and attitude towards digital transformation and technology implementation in VMMRC experience

Key implications:
● Digital transformation and technology implementation help enhance customers’ convenience before, during, and after their experience at
VMMRC, mitigating the existing discomforts and inconveniences.
● Technology implementation, digital transformation and multichannel strategies are the most effective ways to establish a direct
relationship between the mall and customers, increasing customers’ loyalty to the mall while allowing the mall to collect precious data
about customers.
IV. SOLUTIONS
GENERAL “GAME-CHANGING” STRATEGY
Business Strategy

Redesign customer experience Digitalize mall operations

Short-term ● Implement advanced technology and digital platforms in each

● Promote compelling marketing and promotional campaigns via of the following aspects for customer convenience and
social media, TVC, etc. experience:
● Initiate festive activities and events for customers to engage - Parking lot navigation
with the mall. - Shopping navigation
- Information support system
Long-term - Shopping behavior support
● Renovate and innovate leisure and entertainment value-added - Payment
elements for the mall; - Security (customer data, children tracking service,
● Renovate and innovate displays of the mall; belongings keep-safe, belongings loss, etc.)
● Innovate current underutilized spaces and build more ● Strengthen the relationship with customers via mobile apps
communal spaces. and digital platforms (social media, knowledge platform,
● Supplement more necessary special services in the mall: urgent media sharing platform)
medical care, handicapped customers special treatment, etc.

ACTION PLAN
Redesign customer experience
Phases and specific
Phase Channels and KPIs Risks and mitigation
steps/actions

Accelerate marketing and Channels: Risks:

promotional campaigns about - Traditional: printing - Suffering boycotts due to viral videos that
1: Awareness
products, services, events, - Modern: social media (Facebook, Instagram, are boring and spread false rumors
experience at VMMRC (viral Tiktok, Youtube, etc); marketing and business - Influencers do not meet commitments
 (delay schedules, non-compliant content,
simple cancellation, etc.)
- Influencers have bad reputation or
video, bumper clips, online
websites; articles/news (Kenh14, Vietcetera, scandals that negatively affect the mall
competition, KOLs/micro-
VNExpress, Advertising Vietnam,...) Mitigation:
influencers on different social
- Investigate more in customers to
media platforms, ...) to grasp
KPIs: Viral videos and bumper clips reach understand them and create contents that
the attention of customers and
over 3 million views; other platforms reach match their insights
provoke excitement for
1,2 million reactions. - Formalize partnership by signing firm
shopping and new experience.
contracts to avoid incurring risks
- Use technological tools (influencer
platforms) to anticipate potential problems.

Risks:
- Going unnoticed because the
activities/events already exist (in other
Incorporate value-added
malls) and are too familiar to customers
activities, events, and Channels: direct interaction with customers,
2: - Ideas theft by competitors
elements to engage customers social media
Engagement Mitigation:
while experiencing at KPIs: 50,000+ footfalls/day
Create more unique activities based on the
VMMRC.
advantages that VMMRC monopolizes
(large GFA, square space outside the mall,
etc.)

3: Activation Create community groups to Channels: Facebook groups, Forum, Risks:

and sustain share, exchange information. Fanpage, etc. (e.g., Society of VMMRC - Unproductive groups with inappropriate
It is the channel to introduce Enthusiasts) information (not relevant to the mall)
new products, services, - Competitors may mingle with the
events, trends ⇒ Connect KPIs: 100,000+ in 3 months (join members and spread fake rumors about the
customer-to-customer and groups/forums, like pages) mall
customer-to-mall. Mitigation:
- Have a group administrator to regularly
 censor the inappropriate information
- Apply policies to reward enthusiastic
members that usually catch latest news
about products, services, etc. and share
them to others (hold competitions among
group members)
- Heavily fine members that spread
fake news about the mall

Aspects Tactics and description Risks and mitigation

● Innovate existing and introduce new activities: in- Risks:

mall/entertaining competition (eating, dance, - Ideas theft by competitors
singing, etc.). - Customers prefer other places when it comes to
● Events: celebrate National holidays and important specialized events (customers would opt for webinars,
days, utilize the sparse square space outside the mall workshops from enterprises or educational institutions
to add more value-added activities and events. instead of a crowded fair to get closer to businesses)
- Festive days customized for different social- Mitigation:
Renovate and
oriented initiatives (Spreading Kindness Day, Green - Utilize the square space outside the mall to give
innovative leisure and
Purchase Day, Gender Equality Initiative Day, etc.): customers a sense of “harmony with nature” that other
entertainment and new
initiate with many products, services, malls do not have
value-added elements
fun/entertainment activities booths to catch - Diversify activities that customers can participate in
customers’ attention and induce trial and spending. to strengthen bonds with families, friends on
Also, these spread awareness for customers to important days rather than merely celebrate it online
contribute to society better. or hang out for meals.
- Career fair days: set up enterprises’ booths, panels, - Diversify the enterprises in career fair days,
mock interviews ⇒ networking opportunities with especially the most famous ones so that customers
business, enterprises; career opportunities; etc. could find their favorite ones there

Renovate and innovate ● Create appealing visual displays to introduce Risks:

mall displays products, services, and experience: - High installation cost of hologram/LED displays but
 - Creative hologram displays in and outside the mall
- Implement LED displays with diverse themes and inefficient
effects in the mall to bring the newness and reduce - Customers might feel uncomfortable with light
dullness in visuals effects or the scent
- Renovate cultural elements of the mall: room of Mitigation:
cultures (each room has a salient culture theme) - Combine informative visual displays with marketing
● Employ appealing smelling tactics, overall music campaigns to increase both footfalls and revenue
choice to stimulate exploration in customer - Use soft scents that are scientifically proven
experience. harmless and help relieve stress (with relevant
⇒ Enhance and bring whole new customers’ experience in consultant)
multiple senses

Renovate communal ● Outside communal spaces: Risks:

spaces and initiate - Open Green Space: provide visual relief, seasonal - Hard to control over a large number of people,
communal activities change and link with the natural world (forests, which easily leads to issues with insecurity
green roofs, streams, ...) - Overcrowded conditions on sale, holiday and
- Sport fields (mainly for children): football, product launch, which results in injury
badminton, climbing walls... - Some major accidents ( fire, electrical accident)
- Children’s playgrounds (ground slides, tricycle - Dependent on the authority policy relating to the
tracks,...) pandemic spreads.
- Pet-facilitated social meetings (rodents, cats, dogs, Mitigation:
fish, horses, birds and reptiles,..) - Impose regulations to prevent fire and other major
accidents
● Inside communal spaces: - Always ready with alternative solutions to tackle the
- Architectural structures (fountains, sculpture sand emergency situations
other artwork) - Equip the mall with many modern devices( security
- Unique furniture with contemporary modern style camera systems, fire alarm system,..)
(innovative sofa, comfortable chairs, mirror - Safety systems must be regularly tested and
honeycomb, swing chairs, super-cool graphic properly maintained.
lamp,...)
- Creative bookworm (decorative bookshelves) for
book lovers
 - Baby cribs
● Communal activities:
- Random fun/exciting activities that stimulate family
and friend immediate engagement.
- Co-working space for people from diverse
backgrounds to interact and establish relationships.
- Big and special celebrations with the underlying
theme (Sport, Art, Tech and science, Food and
drink,..)

● Medical care: employ small medical care rooms

throughout the malls in case of emergencies
(customers get injured, etc.) Risks: N/A
Supplementary
● Handicapped customers: provide special and
services
customized services to best support their needs. Mitigation: N/A
ATM machine available ( better from banks that are
Vincom’s partners)

Digitalize mall operations

For customer experience and convenience
Key solution: Design an extensive mobile application which integrates many important features to enhance convenience and experience for
customers and optimize the mall operations.
App features Objectives Tactics and description

● Location positioning: help customers to find stores, products,

Help customers to locate stores, products services, etc. from current position by narrowing down categories
Shopping
and services and display direction to get one-by-one (E.g., major category: F&B ⇒ Subcategory of F&B:
navigation
there in the shortest distance. drink ⇒ Brand categories: international ⇒ Affordability: expansive
⇒ Starbucks)

Information Support customers with store information, ● Design the feature as an e-commerce platform, where customers can
 narrow down by categories to view the store, thorough information
about products, prices, maintenance policy as well as sales
types of products they provide, prices, and
promotion programs.
support system sales promotion programs (discount, sales,
● In addition, we implement the customized products and services
etc.)
suggestion based on the interests of customers to suggest the most
appropriate, affordable purchase plan for them.

● Provide thorough information and suggestions on specific stores,

Customer Provide support for customers regarding mall segments on products selection, payment procedure, etc.
behavior support their experience at VMMRC ● Online operators available during office hours to help solve
customers’ concerns or questions.

VMMRC’s Customize and personalize customers’ ● The system (based on AI) will ask a series of customer insights
experience experience based on their (wants, budget, mood, lifestyle, etc.) to provide personalized,
journey map needs/wants/demands fulfilled journey options.

● Provide extensive payment methods for online purchase

Offer customers convenient and fast
Payment ● Connect with VinID cards for points accumulation for future sales
methods for online purchase.
promotion programs.

Ensure customers are at ease: ● Employ SSL Encryption in the app to provide a high degree of
- Secure customer data and information, privacy and data integrity, verifying that data is not tampered before
Security transactions history, etc. reaching its intended recipient.
- Minimize stolen issues. ● Implement tracking device (an electronic bracelet) connecting to the
- Find child/children (tracking device). security of the app in case children get lost

● Location positioning: find empty parking space, this feature is

Help customers to find an empty parking
Parking lot connected to the mall’s parking operating system
space, direction and guide for parking and
navigation ● Point-pinning: pinpoint customers’ vehicles after parking
locate their vehicles.
● Direction: get the shortest direction up to the mall

Feedback system Platform for customers to feedback their Design simple, straightforward but comprehensive (covering full aspects of
experience and address any concerns, customer experience) feedback form but we allow customers to choose
 inconvenience, and suggestions for better
which aspects to feedback.
experience in the future.
● Risks: functional and system errors which cause inconvenience for customers.
● Mitigation: constantly update and renovate the app

In-mall experience:
Aspects Tactics and description Risks and mitigation

Risks:
- High installation cost but not efficient (redundant in off-
● Implement more interactive touchscreens for customers
peak days)
to locate stores they want to visit, products or services
- Difficult to apply with some people who are not familiar
they want to purchase, etc. in case they do not have
Shopping with technology
mobile phones.
navigation Mitigation:
● Distribution: distribute 3 - 5 interactive touchscreens
- Accelerate sales promotion to encourage customers to
conglomerated in a communal space or corridor to allow
come during weekdays
many customers to use at once.
- Provide detailed instructions and simplify the screens’
interface to make it more user-friendly

Information ● Initiate virtual assistant system created by the

Risks:
support technology of Augmented Reality and Artificial - Unfamiliar and unnecessary with some people
system Intelligent for customers. When a customer goes to a -Security issues
store, the personal virtual assistant and the virtual store Mitigation:
Customer salesman will exchange data of customer behaviours, -Promote the benefits of this advancement through
shopping shopping habits, favourite products and services so as to commercial ads, reviews from youtubers and influencers.
behavior -Commit to protect customer’s personal information from
come up with the best suggestion for customers and also
support hackers from illegal use.
predict their future purchases.

Payment ● Implement more convenient, fast and diverse payment Risks:

methods to mitigate system errors and long-queuing - Rely on a strong Internet connection, technology
 disruptions.
- Vulnerability to cybercriminals
- Incur additional costs in procuring, installing and
maintaining sophisticated payment-security technologies.
Mitigation:
situation during crowded mall visit - Upgrade Wifi system and minimize the risk of non-signal.
- Establish an impenetrable data storage.
- Commit to protect customer’s personal information from
hackers from illegal use and compensate for customers in
reasonable situations.

● Provide customers with belongs tracking devices

● Protect customer data by establishing a secured data
Risks:
storage which is administered by IT programmers and
- Data storage vulnerable to cyber criminals
developers.
- Facial recognition system may produce inaccurate results
● Have face-recognition systems and security cameras at
Mitigation:
Security places where stolen issues are likely to happen.
- Regularly censor security holes by advanced softwares and
IT professors
- Combine antitheft alarm system with well-trained security
staff who stay alert all the time

Parking lot ● Employ automatic check-out system for both cars and Risks:
navigation motorbikes at parking lots. - High installation cost.
● Add more elements to increase efficiency and capacity - Technical problems cause obstruction.
of parking lot: barriers between each parking space for Mitigation:
cars to divide segments clearly - Analyze cost-effective strategy and relevant cost-reduction
policy.
- Have back-up plan when technical problems happen
(Temporarily return to traditional parking lot to immediately
 solve obstruction)

References
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