This article first appeared in City & Country, The Edge Malaysia Weekly on December 4, 2023 - December 10, 2023

WINNER | Bangsar Shopping Centre | BRDB Developments Sdn Bhd

Bangsar Shopping Centre (BSC) was developed by BRDB Developments Sdn Bhd and opened its East Wing in 1990. Five years later, it opened the West Wing before the annexe was completed in 2010.

Over the years, BSC has evolved into a boutique shopping centre that has held its own against the myriad of shopping centres that have sprouted like mushrooms.

Despite the stiff competition, BSC has stood firm with a 100% occupancy rate. Over the past year or so, it has even welcomed new tenants such as BSC Fine Foods, De.Wan 1958 by Chef Wan, Momaku X Baristart Coffee Malaysia, Dusun by OpenHouse, Huckleberry, WJ & Co, Burrow, BoConcept, Truefitt and Hill, The Ming Room and KENS apothecary.

For its steadfastness, contribution to the community and excellent customer experience, BSC is bestowed The Edge Malaysia Property Development Excellence Award for Excellence in Neighbourhood Malls.

“BSC started as a community place for the residents here [in Bangsar],” says BRDB CEO of property investment Lim Suat Chui. “Then it evolved over the decades and according to the preference of consumers. Our emphasis on a personalised experience and evolution along with our customers have brought BSC to where it is today.

“We wanted to make BSC a place for people to enjoy with friends and family, and a meeting place for their associates. We do have history as a place where people like to share their memories here, their sentiments here, like Yasmin [pointing to her colleague], who grew up in Bangsar.”

BRDB retail director Yasmin Khan says, “I think Bangsarians can relate to having many childhood memories at BSC. I don’t think anyone could have foreseen at the time [the impact it would have]. When they [BRDB] originally developed BSC, it was just one block and for the convenience of the surrounding area.

“Back then, BRDB had plans to fully develop the area surrounding BSC. So it became the heart of Bangsar at the time and everything else was planned around it.

“From there, it just took on its own momentum. It went from one wing to two, we refurbished it, and then added the annexe. And it became bigger and bigger because the community expanded.”

BSC’s average customer footfall has seen a huge jump. In 2018, it had 13,700 visitors per day on average. That dropped to 9,500 per day in 2020 when the Movement Control Order (MCO) was in effect. In 2022, the figure rose to 16,000 per day on average.

Lim highlights demand and consumer preference as among the reasons for BSC’s popularity despite the stiff competition.

“We evolve according to the preference of consumers to make it a vibrant hub. We provide a contemporary shopping environment, lifestyle experience and good quality dining space for everybody. They feel that we have created a meaningful experience and a sense of community for our customers and patrons. And we have built a good relationship with tenants as well for the sustainability of the shopping centre.”

BSC’s offerings are much smaller than some of its competitors and it might seem like a David versus Goliath battle to stay relevant and attractive. Yet the mall has somehow been able to keep the footfall healthy despite its relatively small net lettable area of 350,000 sq ft.

Yasmin explains that BSC is not like other larger malls, which are for the masses, and customers recognise that they may need to contend with a bigger crowd to get whatever they want.

“It [larger malls] is a one-stop shop and a once-in-a-while kind of trip that you want to make. For BSC, we are not looking to serve that way. We are looking to be a place where people can frequent and have their meetings or Sunday family lunches. It’s easy, it’s in and out, you get dropped off, there are so many entrances, security is good, the neighbourhood is safe, and that is what differentiates us.”

Like many other retail malls during the pandemic years, BSC was badly affected but managed to pull through. Lim and Yasmin share how BRDB supported tenants by offering rental rebates, rent-free periods as well as launched aggressive marketing initiatives to boost foot traffic when the economy opened up. In addition, management had to follow strict standard operating procedures to ensure the safety of BRC patrons and employees.

“During the standstill, we took the opportunity to re-evaluate the mall and its offerings. We invested in major upgrades, including reconfiguring the drop-off areas for a smoother patron experience. Our façade was redesigned and a distinguished mix of F&B tenants was carefully selected to enhance the overall mall experience,” says Lim.

Yasmin adds that during the pandemic, they were able to keep occupancy rates above 90%, and after the economy reopened, the occupancy rate rose to 100% and both footfall and spending figures have exceeded pre-MCO levels.

She further elaborates that the downtime during the MCO years helped BRDB assess future trends after the pandemic.

“We looked at the mall and wondered, how can we open it up? So we created a wider main entrance, allowing for more fresh air and panoramic views. We pulled our new food court hall right through and connected it with the entrance for the office tower, creating more opportunities for dining al fresco,” she says.

When it comes to selecting tenants, Lim says this entails a careful process to ensure the tenant’s nature of business is what customers want. Even if it takes a long time to fill up a space, BRDB would rather wait to secure the right tenant. Currently, however, there is no more space to lease out, although management does keep an eye out for potential replacement tenants.

There are numerous challenges to managing a mall. Lim and Yasmin cite tenant retention, customer engagement, maintenance and upkeep, market trends, technological integration and meeting ESG (environmental, social and governance) targets.

Having open communication and providing a favourable business environment are among the ways to manage the challenge of tenant retention, while customer engagement is dealt with through marketing campaigns, events and promotions.

Maintenance and upkeep is an ongoing process and the mall has invested in technology such as automated water taps and UVC sterilisation systems.

Market research and customer data help BRDB ensure BSC is current and stays ahead of trends, while the integration and usage of new technologies are done to ensure streamlining of operations that will enhance the overall shopping experience.

As for ESG standards, there has been implementation of eco-friendly practices, promotion of recycling and energy efficiency, and engaging in community events to demonstrate commitment to sustainability.

Plans for BSC in the mid term include the adoption of more innovative technologies. Lim and Yasmin offer examples such as the implementation of a cashless parking system, installation of solar panels and the introduction of electric vehicle (EV) charging stations.

As for the long term, Lim says, “I foresee BSC evolving into a cutting edge, technologically advanced retail and lifestyle destination. Our omnichannel approach will include plans to seamlessly integrate augmented reality, artificial intelligence and sustainable design practices into our strategic and operational processes.

Yasmin continues, “Leaning into potential expansion plans, facilitating more exposure for our shoppers through our tenant mix and upgrading our systems to be environmentally friendly and focused are always on our minds.

“We are actively exploring the addition of new tenants that align with our vision for an advanced and holistic shopping environment. These new tenants will complement the innovative technologies and sustainable design practices we aim to incorporate, creating a diverse and dynamic ecosystem within the mall.”

BSC has certainly stood the test of time and from the looks of it, it will continue to stay relevant in the years to come.

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