Shopping Center Business

MAY 2015

Shopping Center Business is the leading monthly business magazine for the retail real estate industry.

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220 • SHOPPING CENTER BUSINESS • MAY 2015 to all of these audiences. Daycare and aca- demic facilities are alternative uses that are typically placed on the outer edge of the center but it's not unusual for an apart- ment resident or office worker to drop off their child at daycare, grab a coffee on the way out, then grocery shop or grab take- out at the end of their day when they are back for pickup. We merchandise tenants to enhance cross-shopping with a goal of making all areas of a center convenient. SCB: How does restaurant mix tie into this for different day parts and users? Moore: Food clearly plays a major role in reaching multiple audiences. As an example, Irvine Spectrum Center is surrounded by over 15,000 apartment residents and 260,000 office employees within a 10-minute drive. The center of- fers 40-plus restaurants — everything from fast-casual and quick-service to fine din- ing — and ranks first in restaurant sales for regional centers in Orange County. At lunch or dinner you might see local homeowners, apartment residents and of- fice workers having a business meeting, grabbing a quick bite or celebrating a spe- cial occasion. At several of our centers with large nearby office populations, we have designated a center-run 'Curbside To Go' program that allows customers to call in advance to an eatery, place an order, pay and pull curbside for the food to be brought out to them. It's been a successful strategy for our restaurants and a much desired and used amenity by our customers. SCB: How do you educate retailers/res- taurants that these audiences exist? How do you help them get their message or offers to these audience? Moore: The Irvine Company maintains its own data on the shopping patterns of our various target shoppers. We also have the advantage of knowing who is currently living and working in that trade area which is an asset to our tenants. Our market- ing team shares this information as part of the onboarding process to prospective and new tenants and ultimately create pro- motions targeting the apartment dweller as well as homeowners for grand open- ings and on-going support of our tenants. Three years ago we started the annual OC Dining Guide which lists all of our dining choices and contains recipes, chef inter- views and 'must-trys' plus promotional dining offers. We distribute the guide to offices, apartments and home dwellers in each trade area. It's become so success- ful that customers call us to ensure they receive the piece. We work closely with apartment and office property managers and are featured on their customer portals with information on new stores, restau- rants and exclusive offers for their tenants. We provide center information booklets for our office division's 'Welcome New Business' program. Office property man- agers can share a dedicated URL with a new tenant that gives them a $10 gift card to engage a new shopper. We bring our restaurants into our apartment com- munities staging poolside sampling and promotions that have drawn as many as 1,500 apartment residents. We stage ice cream socials for our office towers and feature new tenants such as Yogurtland and Cream. SCB: How does the Irvine Company de- sign retail into or near some of its non- retail projects — like Silicon Valley as an example? Moore: Silicon Valley is a good exam- ple of our master builder approach. We know when and where complementary uses are going in and can strategize re- tail merchandise mix and layout, allow- ing us to plan, often years in advance, for optimal adjacencies. In effect, we theme our centers to make shopping conve- nient to the non-retail projects. And we understand the merit of patience when it comes to integrating the right retail into a community. Irvine Company has a 20- year history in Silicon Valley. As a long- term investor in the region, the company owns and operates 4 million square feet of office workspace, eight apartment com- munities with more than 7,000 apartment homes and the 58,320-square-foot Cherry Orchard Shopping Center, anchored by Trader Joe's. With Santa Clara Square, now in development, we are creating a master planned community that will be a truly walkable environment that will meld the retail with over 1 million square feet of Class A office, a vibrant Main Street and 30 acres of open space and parks. Whole Foods Market will open a flagship 50,000-square-foot store at Santa Clara Square Marketplace in 2016. SCB: How do you work with apartment managers, hotel concierges, office manag- ers to encourage visits? Moore: We try to understand what will resonate with each. Our office and apart- ment managers want to provide value to their customer and pitch the benefits of renting with them. We help provide that ammunition and build cooperative op- portunities. At the grassroots level, when our stores and restaurants want to reach out to neighboring apartments and offices, our team is there to help. For example, we had a new restaurant that offered delivery and takeout but there was low awareness. Our marketing team worked with them to create a small pizza box, polybagged with an exclusive offer, as a door hanger on neighboring apartment dwellers' doors. The restaurant merchant saw a 40 per- cent increase in takeout and delivery that has continued to this day. Our resorts' concierge teams receives frequent visits, special offers, directories and new store Santa Clara Square Marketplace will meld restaurants, retail and a new Whole Foods with a vibrant Main Street and 1-million square feet of Class A office.

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