Abstract: As has been reported by the media, the era of mass marketing is ending and the door has opened to a new media age. With this new age comes what could be one of the shopping center industry’s greatest opportunities to become the largest out-of home advertising medium nationwide.

　　This article outlines the shifting trends that are chipping away at our foothold and builds the case for both education and a universal industry metrics system that satisfies the needs of the advertising industry’s ROI accountability and adds shopping centers to the media landscape and the growing new measurement of “engagement.”

　　摘要: 已有媒體報道：大呼隆營銷的時代已經終結，通往新媒體時代的窗口已經開啟。這個新時代的來臨可能是使購物中心產業成為全國最大戶外廣告媒體的最佳的機遇。本文概述的變化趨勢是不系統的，我們的立足點僅是建立教育及普及產業評估系統,以滿足廣告業可計算投資回報的需要，并增加購物中心的多媒體景觀和提升合作水準。

　　Winston Churchill once observed that “the pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.” Being an active participant in this vibrant industry of ours over the last two decades, I have always viewed the shopping center industry as optimistic, making the most of each difficulty and turning the majority of them into the next big opportunity.

　　溫斯頓﹒丘吉爾曾觀測：悲觀主義者將每次機會看成為困難，樂觀主義者將每次困難看成機會。過去的二十年人類積極參與我們充滿活力的產業，我已經看到購物中心產業是樂觀的，盡量利用每一個困難，將他們大半轉化為下一個大的機會。

　　And being in the business of providing brand strategies to developers to position their companies and projects, it has been a part of my business to monitor trends. It is through my work that I continue to see that the difficulties of another industry, that of traditional media, are providing retail real estate with one of its biggest opportunities ever.

　　為發展商現有的業務提供品牌戰略來定位他們的公司和項目并監控趨勢，這已成為我的一部分業務。通過對傳統媒體產業的困難持續的觀察，發現提供零售房地產永遠是有最好機會的產業之一。

　　Out With the Old, In With the New
　　喜新厭舊

　　As has been heavily reported by the media, the era of mass marketing is ending and the door
shopping center industry’s greatest role in maintaining its foothold as America’s Marketplace and the opportunity to become the largest out-of-home advertising medium nationwide.has opened to a new media age. Being ushered in with this new era is what could be the

　　媒體已有沉重的報道：大呼隆營銷時代已經終結，新媒體時代的窗戶已被開啟。引領新時代的最好的角色可能就是購物中心。它能鞏固新媒體在美國商場中的據點，有機會成為全國最大的戶外廣告媒體。

　　For some historical perspective you have only to look back at 1960s America with one TV per household and only three channels to watch. An advertiser could reach 80% of the women in America when its commercial ran on those three channels simultaneously. And the consumer was happy to watch it. There was little or no consumer resistance to traditional advertising; it was welcomed into the household. There were a handful of radio stations, newspapers and print magazines, all with defined markets. It was a simpler age, to say the least. But as we all know, those days are over and the flood gates have opened to a multitude of new media choices.

　　為了歷史地看問題，不得不回顧到上世紀60年代的美國，那時每個家庭僅有一個電視機，可看3個頻道。在這3個頻道同時進行商業運營的廣告可覆蓋80%的美國婦女。消費者很樂意去看它。這里雖然很瑣碎，但消費者對傳統媒體不抵制，歡迎它進入家庭。數量不多的電臺、報紙和雜志覆蓋有限的市場。自不待言，這是一個單純的年代。但我們都知道,那些日子已經過去,對于多種新媒體選擇的閘門已經打開。

　　Those three TV channels have grown to more than 1,994 network and cable channels1 along
with video-ondemand services and TiVo to help you skip the commercials. According to a recent
article in Advertising Age, Google catalogs more than one billion Web pages, none of which
existed in mass marketing’s heyday. Advertisers are turning Web logs into marketing forums and bloggers and podcasts on mobile devices are all being weighed as regular media outlets.
Newspapers have grown their online versions, and what was a handful of magazines in 1960 has
burgeoned to some 18,000 printed publications today2 with over 13,200 radio choices3 across the airwaves. Madison Avenue and the nation’s top ad agencies are scrambling to maintain
relevance and readjust their own business models.

　　這3個電視頻道已經增加到超過1,994個網絡和有線電纜，視頻按需服務和Tivo幫助你跳過廣告。據最近的“廣告時代”中一篇文章：谷歌目錄超過10億網頁,它們不是存在于大呼隆營銷方式的盛行時期。廣告商轉向網絡日志或營銷論壇,博客和播客,移動設備都被作為正規媒體的通道。報紙增加在線版本, 從1960年剛萌芽的少數幾個雜志到現在已1800種公共出版物，超過13200個電臺橫穿整個天空.麥迪遜大道和全國最大的廣告代理商們都爭著適應這種變化并調整自己的商業模式.

　　Shopping Centers as a Medium
　　購物中心作為一種媒體

　　With a big bang triggered by technology, the universe that shopping center marketing used to command has exploded. More than ever before, media fragmentation, search engines and
personalized media have put control in the hands of the consumer more than ever. It has become
more difficult for retailers, as well as for those whose products are not normally sold in the mall, to break through to consumers in a meaningful way. Tuning out television commercials, switching the radio channel and clicking past online banner ads are elements product marketers won’t deal with at shopping centers. In-center advertising catches consumers in a buying mode and research has shown that awareness and acceptance of these ads is successful.4

　　技術引發巨大的沖擊，全球購物中心習慣的營銷手段已被打破。比以往更加分散的媒體、搜索引擎和個性化媒體已經把控制權交給比以往更多的消費者手中，這使零售商變得更加困難。他們突破傳統的銷售方式給消費者一種有新意的方式，將產品不放在摩爾中正常地銷售。產品的基本市銷售場是電視購物、電臺廣告和在線購物，而不在購物中心中交易。在購物中心的廣告以某種購物模式漁獲消費者，研究表明：認識和接受這些廣告是成功的。

　　The case for the enclosed mall as a medium was well documented in the article “Turning the Enclosed Shopping Mall into a Mass Marketing Medium,” (ICSC Research Review, Vol. 11 (No.2), Summer 2004). Written by specialists in creating and using audience measurement and
customer traffic data, it stated that “the mall may be the quintessential retail marketplace in the
United States.” In-mall exposure to product ads provided close to the point of sale when shoppers are in a buying state of mind was noted as being highly marketable. The article stated that, at a conservative $2 CPM (Cost Per Thousand) for consumers reached, mall media’s annual revenue could surpass $3 billion and grow threefold in 10 years if deployment of mall media strategies meets even conservative figures. That would make the shopping center the largest out-of-home media vehicle in the United States. But to get there, the authors counseled that the industry would need to demonstrate advertising effectiveness and develop a universal audience measurement standard that advertisers will view as impartial and accurate.

　　在《變封閉式購物中心為大規模營銷的媒體》(ICSC Research Review, Vol. 11 (No. 2), Summer2004)這篇文章中這個封閉式摩爾作為媒體的案例是很好的例證。由專家撰寫引用觀眾測評和消費者的交易資料。他說：“在美國摩爾可能是頂級的零售商場”。在摩爾中出現的產品廣告使接近銷售點的購物者在購買的心理上認為這是非常適銷的商品。文章指出, 如果摩爾配置媒體策略，一個保守的估計為招徠顧客的成本每千美元是2美元(2‰ ) ，摩爾媒體的年收入可突破30億美元，在10年內增長了三倍。這將使購物中心成為美國最大的戶外媒體傳播手段。但要達到這一目的，作者勸告該行業將需要論證廣告的效果，并制定通用的和廣告客戶認為是公正和準確的受眾評估標準。

　　Today the industry’s mall REITS and major landlords, along with Clear Channel Communications, all have programs in place to sell sponsorship and advertising packages
including outdoor billboards, murals, directories, backlit displays, food courts, aisle ways, on-mall high-definition TV networks and onscreen ads. These exciting and ambitious initiatives clearly give the industry its entree to the new media world with data and customized measurement tools derived by international media and marketing research firms, Arbitron, for one.

　　今天，行業的購物中心投資信托基金、大房產商連同清晰頻道通信都已適當地規劃銷售任務和廣告包裝，包括戶外廣告牌、壁畫、名錄牌、背投顯示屏,食肆、走廊、摩爾中高清晰度電視網絡和屏幕。這些令人振奮的和雄心勃勃的舉措無疑使產業進入新的媒體世界，即采用來自于國際媒體和市場研究公司（如：Arbitron）的數據和個性化評估工具。

　　Ad industry publications report that as media buyers retool, there is receptivity to seeking new ways to reach the consumer more effectively. Both product marketers and retailers are
experimenting with ways to reach people in public places. Trying to fuse advertising with life’s
activities gets an ad message inside the head of a consumer. Where better than a shopping
center for any advertiser to take advantage of this trend? But only through a coordinated industry
wide initiative that is based on exposure and scale can we build our industry’s own brand equity as a true medium to the advertising world.

　　廣告業公布的報告說：重新組織媒體的買主，尋找新的方式達到使消費者的接受能力更有效率的目的。供應商和零售商試圖將人群留在公共場所，努力使廣告融入生活使消費者的頭腦內得到一種信息。對這種趨勢，任何廣告商在那里能比在購物中心會更有利呢？而只有根據風險和規模通過一個協調全行業的立法，我們才能建立我們產業自己的品牌資產作為一個真正的媒體廣告世界。

　　Maintaining Our Foothold as America’s Marketplace
　　維護我們美國商場的據點

　　Among factors chipping away at our industry’s position are the following:
　　關于我們行業地位的一些零星因素如下：

　　Although our industry is enjoying its currently healthy state, an ICSC research study of
consumer shopping habits conducted in 2005 at 56 regional and super regional malls concluded
that shopper conversion had dropped to its lowest level in more than a decade.5 The total number of shoppers actually increased, but once in the stores, they didn’t make a purchase as often.

　　——盡管我們的產業普遍處于健康狀態，但是根據2005年國際購物中心（ICSC）在56個地區和超地區購物中心對消費者購物習慣的研究，結論是十多年來，購物者數量已降至最低水平，雖然顧客總數實際上增加了，但在商店里常常不發生購物行為。

　　Juxtapose that against data that report online sales in 2005 at $176 billion with an
anticipated increase of 20% in 2006. The same research shows that consumers are getting more
* comfortable with the online buying process, abandoning their Internet shopping carts much
less.6

　　——依據數據報告在線銷售額在2005年達1760億美元,2006年預期增加20%。同一研究顯示, 在線購買過程消費者感到更舒適,很少會放棄他們的網上購物車。6

　　We continue to monitor spiking gas prices. Voicing an opinion shared by others,
economist Bernard Baumohl, executive director of the Economic Outlook Group, counsels that
the online world will be the biggest beneficiary of high gas prices as consumers increasingly shop online.

　　——我們繼續監察居高不下汽油的價格，與經濟展望集團（Economic Outlook Group）執行董事、經濟學家伯納德.鮑莫爾表達一個共同的意見：網絡世界將是高汽油價格的最大的受益者,因為消費者將更多地上網上商店購物。

　　The Generation Y contingent is adopting technology at a startling pace. Spending more
time online than they do watching TV, they are receptive to blogs, podcasts and mobile-web ads
and their consumer buying patterns are changing accordingly.7 As they are an important
demographic, staying credible and influential in this group’s buying decisions will be key.

　　——The Generation Y以驚人的速度采用技術，花比他們看電視更多的時間上網,他們接受了博客,播客和移動網絡廣告，消費者的購買方式因此正在發生變化7。由于它們注重人口,公信力和影響力,在這個集團的購買決策將是關鍵所在.

　　 Our retailers are well down the path of seeking alternative advertising media to expand
their brands in today’s competitive marketplace with in-store and online strategies, which may be leaving in-center advertising low on their list.

　　——我們的零售商都通過下沉通道尋求替代性廣告媒體,用“店內”和“在線”結合的戰略以擴大其品牌在今天的市場競爭中的影響,結果是廣告以更低的價格留在購物中心。

　　In turn, the flow of ad dollars to the Internet has grown 30% over the last year to $12.5
billion.8

　　——去年廣告費用流向互聯網已增長了30%以上，為125億美元。

　　As America’s Marketplace, we are the tactile shopping experience online shopping is not,
and we are the place for social interaction and lifestyle experience.

　　在美國商場購物是有觸覺的購物體驗，而在線購物卻沒有。而且，我們這里也是社會交往和體驗時尚的場所。

　　Today’s retail projects are being energized by open-air concepts, mixed-use elements,
imaginative architecture, entertainment and creative amenities, enhancing our ‘marketplace’
even more.

　　今天戶外概念的零售項目很活躍。混合用途的房地產開發、富有想象力的建筑物、娛樂和創意設施、改進的市場等等。

　　We know that the mall remains alive and well, and that online retail has brought the positive
synergy of a new distribution channel. But the fact remains that protecting our brick-and-mortar
turf is of primary concern. We have merely scratched the surface in developing shopping centers
as a choice for nontraditional media. And furthering the initiative to present shopping centers as a viable advertising medium to retailers and products is in direct support of maintaining our foothold.

　　Being a player in the media fray and presenting shopping centers as the premier place to connect with people is the opportunity before us.

　　我們懂得摩爾要保持生氣和良好狀態，在線零售要求配送通道的積極配合。但是事實上，保護我們的磚頭、水泥和草坪仍是我們首要關注的問題。我們開發購物中心作為非傳統媒體的一種選擇僅膚淺地觸及表面，并進一步主動提出購物中心對零售商和產品是一種是直接支持和可行的廣告媒體。保持我們的據點，購物中心在媒體戰中的表現和作為連接群眾首選的場所是放在我們面前的良機。

　　The Need for a Universal Metric Standard
　　對全球公制標準的需要

　　In the Wild West of media options, buyers of advertising are willing to explore new territory, but not without accountability. In its annual survey of members’ concerns, the Association of National Advertisers (ANA) found that “marketing accountability” topped the list.

　　在西部拓荒時代選擇媒體，廣告的購買者愿意探索新的領域，而不是追究責任。年度調查委員注意到：國內廣告客戶協會(ANA)建立的"營銷責任制"名列榜首。

　　Traditional media are obviously taking all of this change seriously as they continue to merge
with the interactive world, leaving their own standard measurement systems of reach and time
due for an extreme makeover. The Interactive Advertising Bureau (IAB) continues to update its
Global Internet Ad Impression Measurement Guidelines to address longstanding marketer and
agency concerns about the need for a standardized method of measuring online advertising.
Only by following suit does our industry have the opportunity to truly support the continued growth of shopping centers as a medium.

　　傳統媒體因認真融入互聯網世界，他們的變化是明顯的。脫離了他們自己的廣告覆蓋范圍和時間的標準評估系統,并作了極度改變。美國交互廣告局(IAB)繼續更新其“全球互聯網廣告印象評估準則”，以解決長期存在的零售商和代理商關心的需要有一個標準化的評估方法來衡量在線廣告。只有跟隨我們的產業就有機會真正將購物中心作為一種媒體并保持持續增長。

　　By leaning on the systems and successes garnered to date from shopping center sponsorship, experiential marketing and advertising initiatives, as well as the tradition of ICSC to share,educate and lead our industry, we need to explore and share customer insights and question a host of historical assumptions on how shopping center marketing works. In the efforts of growing our own brand, let’s tap the brain power of our chief marketers and research gurus. Let’s educate our marketing professionals on how the new media affect our centers’ consumer communities and the bottom line. Let’s devise a universal metrics system that factors not only eyeballs and traffic but adds our name to the media landscape and the growing new measurement of “engagement.” Advertisers believe that ‘engagement’ ultimately holds the key to increasing return on investment (ROI) and they are partnering to define it.9 The shopping center industry needs to connect the dots and recognize the of the retail experience we create, and quantify the shopper’s ‘engagement’ in our own marketplace. Let’s work with established audit bureaus and ad-industry organizations to develop a suite of metrics that not only support the varied advertising opportunities of the enclosed mall, but grow with us to consider our open-air elements, town centers and future zones.

　　依靠系統并成功地收集購物中心的贊助,體驗營銷和廣告活動是ICSC參與、培訓和領導行業的傳統。我們需要探索和分享客戶的見解,探索和分享客戶的見解,并詢問許多關于購物中心在歷史上是如何開展營銷工作的問題．努力發展自有的品牌,讓主要營銷人員和研究權威頭腦中的智能閘門開啟，教育我們的營銷專業人員懂得新媒體如何影響我們中心消費者的溝通和行為底線。讓我們設計一個通用的衡量因素系統，這些因素不僅僅是眼球和交通,而且還加上媒體景觀的命名,并增加關于與受眾接觸的新的測量方法。廣告商認為, 受眾“接觸”掌握基本的關鍵是提高投資回報率(ROI ) ，這由他們共同合作來加以確定。購物中心產業所需要連接點和認識零售經驗的價值, 在我們自己的商場里創造和量化購物者與媒體的“接觸”。建立監察部門和廣告行業組織，開發一套衡量標準，不僅支持各種廣告有機會進入購物中心,而且相信露天元素、城鎮購物中心和未來新區等將伴隨我們成長。廣告商采取行動需要作出決策時信息必須是有用的。我們不讓2007成為“鴕鳥之年”，而是進步之年。以一種有意義的方式,進一步安置我們的媒體景觀和鞏固美國商場的據點。

　　To be actionable, information must be available when advertisers’ decisions need to be made.Let’s not make 2007 the year of the ostrich but instead the year we step forward in a meaningful way to further our position in the media landscape and cement our foothold as America’s Marketplace. Judi Lapin is president of Lapin Consulting Group (LCG), one of the real estate industry’s top branding and marketing communications firms. With retail real estate as a focus, LCG combines the disciplines of branding, creative direction, public relations, research and online marketing to enhance for a varied client list from top industry developers, investors and their projects to master planned communities and cities.

　　Judi currently serves on ICSC’s Board of Trustees and she is a six-time MAXI winner of ICSC’s coveted award formarketing achievement. She served three years as ICSC State Director for Southern California and National Chair of the ICSC Public Relations Task Force. She is a frequent speaker and contributor to both ICSC and Urban Land Institute conferences and journals. Judi helped develop the syllabus for Advanced Public Relations for ICSC’s Marketing Institute and has served as guest faculty for the USC Lusk School of Real Estate Development. Judi can be reached at jlapin@lapincg.comor at (714) 434-1300.

---------------------------------------------------------------------------------------------------------------------------　　　　　　
　　﹡President, Lapin Consulting Group
　　1
　　U.S. Federal Communications Commission, 2002.
　　2
　　Magazine Publishers of America, 2006.
　　3
　　U.S. Federal Communications Commission, 2002
　　4
　　Arbitron Custom Research Report, Simon Brand Ventures,Roosevelt Field Mall, 2006.
　　5
　　Veronica V. Soriano, “Converting Browsers into Spenders,” Research Review, Vol. 13 (No. 2), 2006, p. 13.
　　6
　　Forrester Research, June 2006.
　　7
　　Forrester Research, North American Consumer Technology Adoption Study (NACTAS) 2006 Benchmark Survey.
　　8
　　Internet Advertising Bureau (IAB), PricewaterhouseCoopers
　　9
　　Association of National Advertisers (ANA), the American Association of Advertising Agencies (4As) and the Advertising Research Foundation (ARF) have formed a partnership to define and measure engagement in a project called “Measurement Initiative: Advertisers, Agencies, Media and Researchers” or “M14.”
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