I.

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

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, eiu.com.
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
2. Vincom Mega Mall Royal’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
● 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

3. Competitors
Competitor
Strengths Weaknesses
s
● Providing diversified free services: free
shuttle bus; free Wifi; wheelchair; free
parking lots
● Unique Japanese hospitality spirit -
● Narrower target markets: urban middle
Omotenashi
and upper middle class households
Aeon Mall ● Location: in the most prime place of Hanoi
● High prices for imported products
(Western gateway area of Hanoi - Aeon
● Smaller GFA than VMMRC
Mall Ha Dong)
● Prestigious in providing Japanese products
● Aeon Group ranks 4th among retailers in
Asia Pacific
● Area: relatively small compared to other
● Location: in the golden central area (next to
malls
Hoan Kiem Lake), has 3 fronts
● Aesthetic value affected by beggars
Trang Tien ● Tremendous historical and cultural values
● Narrow pavements, unsafe for customers
Plaza ● Big experience in trading high end goods
● Narrower target markets: upper-class
(the first luxurious shopping center in
households only
Hanoi)
● Narrow parking lot
E- ● Faster and more convenient buying ● Ambiguous knowledge about product’s
 experience.
● More affordable price, compelling rebate quality due to shortage of real-life trial
offers. and testing.
● More personalized service and less invasive ● Lengthy shipping time and expansive
commerce
shopping experience. shipping cost.
platforms
● Overcome geographical barriers, eliminate ● Security and privacy problems
travel time and cost. (customers’ data can be made public
● Easier access to products and services. uncontrollably)
● Available to serve 24/7.
Key implication: 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.

4. 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.

5. Opportunities and limitations ò VMMRC

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

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,
Pain points:
especially young customers
- Shopping navigation: hard to locate stores, products
- Convenience in all experience aspects (shopping,
and services
entertainment, F&B, etc.)
- Innumerable choices of products and services
- Enhanced informed inputs (knowledge about
- Experience discomfort/inconvenience
fashion style, sense of aesthetic, cuisine expertise,
(technological barriers, unnecessary customer care-
etc.) to improve customers’ confidence in decision-
taking services, long queue during check-out, etc.)
making and satisfaction
- Cost barriers: expansive high quality products and
- Increased pleasure in multiple senses (visual, smell,
services
auditory, sense of touch, etc.) and feelings (being
- Parking lots: (prominent problem) hard to locate
respected, empathized, included, etc.)
vehicles, messy parking
- Fulfilled self-actualization—the highest need of
customers.
Pain relievers:
- Feedback platforms for customers
Delights creators:
- Technologies and digital platforms for shopping
- Compelling marketing and promotional campaigns
navigation and discomfort mitigation (apps,
(TVC, social media, etc.)
touchscreens, etc.)
- Digital platforms and technology for comfortable,
- Well-trained professional staff and personnel to
easy shopping experience
serve and support customers in any aspects (insights
- Innovative, value-added elements to bring new
of products/services, guidance in technology/apps
experience for customers (concert, visual display, arts
while shopping, etc.)
center/gallery, festive days, competition, etc.)
- Sales/promotional programs (coupons, rebates,
- Holistic customer services (pre-experience, during
loyal customers programs, etc.)
experience, post-experience)
- Redesign the parking lots and implement more
- Creatively appealing yet appropriate tenant mix.
supportive platforms (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

2. 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

1. 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.

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

2. Action plan
* Redesign customer experience
Phases and specific
Phase Channels and KPIs Risks and mitigation
steps/actions
Risks:
- Suffering boycotts due to
viral videos that are boring
and spread false rumors
Channels: - Influencers do not meet
- Traditional: printing commitments (delay
- Modern: social media schedules, non-compliant
Accelerate marketing and
(Facebook, Instagram, content, simple
promotional campaigns about
Tiktok, Youtube, etc); cancellation, etc.)
products, services, events,
marketing and business - Influencers have bad
experience at VMMRC (viral
websites; articles/news reputation or scandals that
video, bumper clips, online
1: (Kenh14, Vietcetera, negatively affect the mall
competition, KOLs/micro-
Awareness VNExpress, Advertising Mitigation:
influencers on different social
Vietnam,...) - Investigate more in
media platforms, ...) to grasp the
customers to understand
attention of customers and
KPIs: Viral videos and them and create contents
provoke excitement for shopping
bumper clips reach over 3 that match their insights
and new experience.
million views; other - Formalize partnership by
platforms reach 1,2 million signing firm contracts to
reactions. avoid incurring risks
- Use technological tools
(influencer platforms) to
anticipate potential
problems.
Risks:
- Going unnoticed because
the activities/events
already exist (in other
malls) and are too familiar
Incorporate value-added to customers
2: Channels: direct interaction
activities, events, and elements - Ideas theft by competitors
Engagemen with customers, social media
to engage customers while Mitigation:
t KPIs: 50,000+ footfalls/day
experiencing at VMMRC. Create more unique
activities based on the
advantages that VMMRC
monopolizes (large GFA,
square space outside the
mall, etc.)
3: Create community groups to Channels: Facebook groups, Risks:
Activation share, exchange information. It Forum, Fanpage, etc. (e.g., - Unproductive groups
and sustain is the channel to introduce new Society of VMMRC with inappropriate
products, services, events, trends Enthusiasts) information (not relevant
⇒ Connect customer-to- to the mall)
 - Competitors may mingle
with the members and
spread fake rumors about
the mall
Mitigation:
- Have a group
administrator to regularly
censor the inappropriate
KPIs: 100,000+ in 3 months information
customer and customer-to-mall. (join groups/forums, like - Apply policies to reward
pages) 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-mall/entertaining Risks:
competition (eating, dance, singing, - Ideas theft by competitors
etc.). - Customers prefer other places when it
● Events: celebrate National holidays comes to specialized events (customers
and important days, utilize the sparse would opt for webinars, workshops from
square space outside the mall to add enterprises or educational institutions
more value-added activities and instead of a crowded fair to get closer to
Renovate and events. businesses)
innovative - Festive days customized for different Mitigation:
leisure and social-oriented initiatives (Spreading - Utilize the square space outside the mall
entertainment Kindness Day, Green Purchase Day, to give customers a sense of “harmony
and new Gender Equality Initiative Day, etc.): with nature” that other malls do not have
value-added initiate with many products, services, - Diversify activities that customers can
elements fun/entertainment activities booths to participate in to strengthen bonds with
catch customers’ attention and induce families, friends on important days rather
trial and spending. Also, these spread than merely celebrate it online or hang out
awareness for customers to contribute for meals.
to society better. - Diversify the enterprises in career fair
- Career fair days: set up enterprises’ booths, days, especially the most famous ones so
panels, mock interviews ⇒ networking that customers could find their favorite
opportunities with business, enterprises; ones there
career opportunities; etc.
Renovate and ● Create appealing visual displays to Risks:
innovate mall introduce products, services, and - High installation cost of hologram/LED
displays experience: displays but inefficient
- Creative hologram displays in and - Customers might feel uncomfortable with
outside the mall light effects or the scent
- Implement LED displays with Mitigation:
diverse themes and effects in the mall - Combine informative visual displays with
 to bring the newness and reduce
dullness in visuals
- Renovate cultural elements of the
marketing campaigns to increase both
mall: room of cultures (each room has
footfalls and revenue
a salient culture theme)
- Use soft scents that are scientifically
● Employ appealing smelling tactics,
proven harmless and help relieve stress
overall music choice to stimulate
(with relevant consultant)
exploration in customer experience.
⇒ Enhance and bring whole new customers’
experience in multiple senses
● Outside communal spaces:
- Open Green Space: provide visual
relief, seasonal change and link with
the natural world (forests, green roofs,
streams, ...)
- Sport fields (mainly for children):
Risks:
football, badminton, climbing walls...
- Hard to control over a large number of
- Children’s playgrounds (ground
people, which easily leads to issues with
slides, tricycle tracks,...)
insecurity
- Pet-facilitated social meetings
- Overcrowded conditions on sale, holiday
(rodents, cats, dogs, fish, horses, birds
and product launch, which results in
and reptiles,..)
injury
- Some major accidents ( fire, electrical
● Inside communal spaces:
accident)
Renovate - Architectural structures (fountains,
- Dependent on the authority policy
communal sculpture sand other artwork)
relating to the pandemic spreads.
spaces and - Unique furniture with contemporary
Mitigation:
initiate modern style (innovative sofa,
- Impose regulations to prevent fire and
communal comfortable chairs, mirror
other major accidents
activities honeycomb, swing chairs, super-cool
- Always ready with alternative solutions to
graphic lamp,...)
tackle the emergency situations
- Creative bookworm (decorative
- Equip the mall with many modern
bookshelves) for book lovers
devices( security camera systems, fire
- Baby cribs
alarm system,..)
● Communal activities:
- Safety systems must be regularly tested
- Random fun/exciting activities that
and properly maintained.
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,..)
Supplementary ● Medical care: employ small medical Risks: N/A
services care rooms throughout the malls in
case of emergencies (customers get Mitigation: N/A
injured, etc.)
Handicapped customers: provide special and
customized services to best support their
needs.
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
Help customers to locate Location positioning: help customers to find stores, products,
stores, products and services, etc. from current position by narrowing down
Shopping
services and display categories one-by-one (E.g., major category: F&B ⇒
navigation
direction to get there in Subcategory of F&B: drink ⇒ Brand categories: international
the shortest distance. ⇒ Affordability: expansive ⇒ Starbucks)
● Design the feature as an e-commerce platform, where
Support customers with customers can narrow down by categories to view the
store information, types store, thorough information about products, prices,
Information of products they provide, maintenance policy as well as sales promotion
support system prices, and sales programs.
promotion programs In addition, we implement the customized products and services
(discount, sales, etc.) suggestion based on the interests of customers to suggest the
most appropriate, affordable purchase plan for them.
● Provide thorough information and suggestions on
Customer Provide support for specific stores, mall segments on products selection,
behavior customers regarding their payment procedure, etc.
support experience at VMMRC Online operators available during office hours to help solve
customers’ concerns or questions.
Customize and
VMMRC’s The system (based on AI) will ask a series of customer insights
personalize customers’
experience (wants, budget, mood, lifestyle, etc.) to provide personalized,
experience based on their
journey map fulfilled journey options.
needs/wants/demands
Offer customers
● Provide extensive payment methods for online purchase
convenient and fast
Payment Connect with VinID cards for points accumulation for future
methods for online
sales promotion programs.
purchase.
Ensure customers are at
ease:
● Employ SSL Encryption in the app to provide a high
- Secure customer data
degree of privacy and data integrity, verifying that data
and information,
Security is not tampered before reaching its intended recipient.
transactions history, etc.
Implement tracking device (an electronic bracelet) connecting
- Minimize stolen issues.
to the security of the app in case children get lost
- Find child/children
(tracking device).
● Location positioning: find empty parking space, this
Help customers to find
feature is connected to the mall’s parking operating
an empty parking space,
Parking lot system
direction and guide for
navigation ● Point-pinning: pinpoint customers’ vehicles after
parking and locate their
parking
vehicles.
Direction: get the shortest direction up to the mall
Feedback Platform for customers to Design simple, straightforward but comprehensive (covering
system feedback their experience full aspects of customer experience) feedback form but we
and address any allow customers to choose which aspects to feedback.
concerns, inconvenience,
 and suggestions for better
experience in the future.
● Risks: functional and system errors which cause inconvenience for customers.
● Mitigation: constantly update and renovate the app

* In-mall experience and convenience

Aspects Tactics and description Risks and mitigation
Risks:
- High installation cost but not
● Implement more interactive touchscreens
efficient (redundant in off-peak days)
for customers to locate stores they want
- Difficult to apply with some people
to visit, products or services they want to
who are not familiar with technology
purchase, etc. in case they do not have
Shopping Mitigation:
mobile phones.
navigation - Accelerate sales promotion to
Distribution: distribute 3 - 5 interactive
encourage customers to come during
touchscreens conglomerated in a communal
weekdays
space or corridor to allow many customers to use
- Provide detailed instructions and
at once.
simplify the screens’ interface to
make it more user-friendly
Information Risks:
support system - Unfamiliar and unnecessary with
Initiate virtual assistant system created by the
some people
technology of Augmented Reality and Artificial
- Security issues
Intelligent for customers. When a customer goes
Mitigation:
to a store, the personal virtual assistant and the
Customer - Promote the benefits of this
virtual store salesman will exchange data of
shopping advancement through commercial
customer behaviours, shopping habits, favourite
behavior ads, reviews from youtubers and
products and services so as to come up with the
support influencers.
best suggestion for customers and also predict
- Commit to protect customer’s
their future purchases.
personal information from hackers
from illegal use.
Risks:
- Rely on a strong Internet
connection, technology disruptions.
- Vulnerability to cybercriminals
- Incur additional costs in procuring,
installing and maintaining
sophisticated payment-security
technologies.
Implement more convenient, fast and diverse
Mitigation:
Payment payment methods to mitigate system errors and
- Upgrade Wifi system and minimize
long-queuing situation during crowded mall visit
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.

Security ● Provide customers with belongs tracking Risks:

devices - Data storage vulnerable to cyber
 criminals
● Protect customer data by establishing a - Facial recognition system may
secured data storage which is produce inaccurate results
administered by IT programmers and Mitigation:
developers. - Regularly censor security holes by
● Have face-recognition systems and advanced softwares and IT professors
security cameras at places where stolen - Combine antitheft alarm system
issues are likely to happen. with well-trained security staff who
stay alert all the time
Risks:
- High installation cost.
- Technical problems cause
● Employ automatic check-out system for obstruction.
both cars and motorbikes at parking lots. Mitigation:
Parking lot
Add more elements to increase efficiency and - Analyze cost-effective strategy and
navigation
capacity of parking lot: barriers between each relevant cost-reduction policy.
parking space for cars to divide segments clearly - Have back-up plan when technical
problems happen (Temporarily return
to traditional parking lot to
immediately solve obstruction)

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