Feasibility study

The location

The catchment area of a Shopping Centre is a Key factor when evaluating the feasibility of a potential scheme. In this respect, Gentalia considers:

Competitor analysis

To determine the potential success of a Shopping Centre, an in-depth study of local competition must be undertaken, taking into consideration the following factors:

Location suitability

Territorial scope and catchment area: The Centre may have a catchment area of regional, urban or supra-regional character. Depending on the type of scheme, isochrones at 10, 20, 30, 60 and 90 minutes are studied and the resultant catchemnt areas compared with those of schemes currently operating or due to be developed in the future

Access to the centre, both now and in the future

By pedestrians, by public or private trasnport. In order to facilitate easy access, consideration is given to correct signage, as well as to possible traffic or parking problems within the catchment area.

Types of Competition

Nature of existing or future competition: shopping and/or leisure centres, pure leisure schemes, retail parks, outlet centres, multiscreen cinemas, fitness centres, bowling alleys, supermarkets, etc

State of the competition

Extracting all the relevant facts in relation to competing schemes such as size, planning statuts, developer, strengths and weaknesses, etc.

Feasibility study

Feasibility study

The Concept

The Concept

Guidelines to be taken into account when establishing the size of a Shopping Centre include:

  • Defining the Centre Concept – it´s market positioning
  • Size based on sales potential
  • Percentage of leasing activity (Tenant Mix)
  • Distribution of leasing activity on plan to enhance internal circulation and avoid dead zones
Architecture concept

Architecture concept

At the time of conceiving the centre from an architectural point of view there are several factors to be taken into account:

  • Access, parking.
  • Distribution of leasing mass and architectural volume
  • Flow of visitors
  • Horizontal and vertival communications
  • Utilities: electricity, plumbing, air-conditioning, etc
  • Requirements of retail units: good lifts, loading docks, rubbish disposal, etc
Tenant Mix

Tenant Mix

Once the feasibility of the Shopping Centre is established, an appropriate tenant mix must be found. This depends on the type of retailers incorporated to the scheme: food, apparel, leisure, restaurants, household goods, etc



1Leasing Brochure

The process starts with the design and preparation of a Leasing Brochure wich draws together the principal characteristics of the project (location, design, catchment area, tenant mix, ...)

2Negotiation and signing of the anchor units

Based on the design concept and desired tenant mix of the centre, the leases process starts with the presentation, negotiation and signing of the anchor units: Multiplex cinemas, bowling alleys, sport superstores, appareal, household goods, ... essential for the subsequent presentation of the project to the market.

3Proyect presentation

Next, the scheme will be presented to the major national and international retail chains as well as to the key franchises. Local retailers will also be identified and contacted.

Management and Operation

Management and Operation

The Management

Management in all senses

Centre Management

Keeping the Shopping Centre "alive" day-to-day, providing the means for retailers to increase sales:

Asset Management

Safeguarding the return of investment:

The management methodology

The management methodology to be applied starts with the fixing of a strategic medium term plan based on annual objectives, from which are derived management plans; operating management, asset management and re-leasing.

Management covers all areas

Management covers all areas: real estate, leasing, marketing, administration, legal and financial. Together they contribute to a global service.

The Centre Owner will be kept constantly informed

The Centre Owner will be kept constantly informed about the management of the centre through periodic communications and reports.

Real Esate Management

Maintenance and preservation of the centre through services such as security surveillance, cleaning gardening and building repairs.


Various activities directed at attracting the end user, such as product promotions, leisure, exhibitions, as well as follow-up and study of customer behaviour in order to better focus activities.

Budget optimisation and control

This encompasses actions to prepare the service charge budget as well as follow-up, administration and accounting control, tax returns, cash flow and banking, invoicing and control suppliers.

Rent Management

In order to maximise returns on the property asset, the following works are undertaken:

Monitoring and enforcement of lease contracts

Negotiation and implementation of lease variations

Invoicing and rent collection

Reporting and management plans

Analysis of profitability and of sales and invoicing of variable (turnover rents)

Legal Management

To assist in the implementation of management activities, various legal procedures are carried out such as:

Advice and drafting of lease contracts

Term extensions, subrogations rights

Follow up of litigation, lease contract enforcement and legal summons