Shopping malls are not a recent invention, but go as far back as the 10th century A.D., when Isfahan’s Great Bazaar already existed in Iran. In Europe, the Oxford Covered Market in England was officially opened in 1774, followed by a series of shopping malls opening in the larger cities all over Europe and America. Today, malls all over the world have become larger, sleeker and more multifarious, leaving many earlier malls to be abandoned, no longer frequented by customers and neglected by their owners.
In Malta’s very own capital, once deemed a bustling shopping mecca, former cinemas converted into shopping arcades – due to the decline in cinema-going patrons – are nowadays in a miserable state of neglect. Valletta, abuzz with thousands of people a day, seems to be failing to draw this daily traffic to its numerous outlets and shopping complexes. A mixture of style, antiquity and grubby, air conditioner-festooned facades, is Valletta becoming more and more encrusted in a sinful decadence beyond redemption?
“Valletta is most certainly still a leading shopping destination on the island, continuing to attract large numbers daily to the myriad of shops on its streets. Shopping in Valletta is without doubt the most pleasant shopping experience in Malta as it has the most pedestrian areas where one can wander without the disturbance of cars and fuel emissions while being in the open air and a beautiful environment. It is well serviced by cafés and catering outlets throughout,” Bettina Azzopardi assures me.
Azzopardi, managing director of the Embassy Shopping Complex in Valletta, sounds rather positive. The Embassy Shopping Complex might indeed be Valletta’s success story when it comes to shopping malls. The complex is busy most times. However, the same can not be said of the other malls within the city, such as the City Gate, Regency House, City Lights and The Coliseum. On a weekday at 5.30pm, the City Gate is bare. As in the other neglected malls, the tiny shops are poky and exhibit, in a clustered fashion, tacky goods that give the impression they are mostly outdated and of a lesser quality. The old-fashioned floor is dull and chipped and dirty. The whole place looks shabby and seems forgotten by customers, despite the amount of people attracted by its fast food outlet.
The Coliseum is in a desperate state of deterioration; all of the paint is peeling off one of the walls, the stone bricks exposed and looking precariously unsteady. A shop owner within the mall, tells me that the management is never around and the shop owners there have complained time and time again, asking for an upgrade, which however never occurs. “We’re always told there are plans. People no longer come here like they used to.” Another shop owner laments that there isn’t any sign at the entrance to indicate that the place is a shopping arcade. “There aren’t even any lights; people have to know of it to come in here to shop.” Even at The Savoy, which is in a relatively good state, many of the shops are rather empty. Ronnie Agius, one of the boutique owners, tells me that the management is constantly in contact with the shop owners, however customers have decreased and he believes the mall owners could invest more in upgrading: “The toilets, for example, aren’t properly accessible.”
That the Embassy is far more successful is clear: “I believe that the success of the Embassy over the past six years is mostly attributed to its uniqueness,” Azzopardi explains, “The mix of both shopping and entertainment helps also attract those who may not want to shop, but may be interested in a visit to the cinema or a few games of bingo while their friends or family visit the retail outlets in the complex. The environment is comfortable, safe and attractive with easy accessibility throughout. 2006 saw over 1.6 million people visit the complex with the first three months of 2007 showing a further increase in patrons over the same months last year.”
Azzopardi explains how the complex is marketed, also offering prizes and gifts to shoppers, reduced prices on cinema tickets, live music and animation. “Furthermore we strive to address the needs and suggestions of our patrons so as to continually improve the complex according to changing times and requirements. It is crucial to remain in touch with clients and developments in retail.
Of course one must not put aside the importance of having leading international and local brands and services that in themselves attract people. We offer a selection of outlets that include fashion, books, gifts, cosmetics, postal and telephony services, toys, travel and TV.”
The management also maintains a good relationship with the shop owners, with a committee that is elected annually by the tenants themselves. “Management and committee liaise on a regular basis regarding matters concerning marketing and maintenance of the building.”
Embassy also supervises the standard of its services by conducting mystery-shopping exercises, which assist tenants and management in obtaining an outsider’s view to the position of the complex and the individual shops within it.
“In capital cities everywhere there is a demand for shops that are enclosed,” Vince Farrugia, GRTU Director General explains, “The concept of retailing is changing. Shopping is becoming more of an experience. People want more than to just shop; they want an outing, where they can shop, eat, watch a film and be entertained away from the cold or hot weather. I don’t think that shopping malls in Valletta are meeting these expectations.” Farrugia explains how the GRTU, the national organisation representing retailers, is preparing the ground for the new trend in retailing. “However, we are not sure that the investors are picking up – this is an issue we have with our own members.” Farrugia mentions how the GRTU has been working to introduce concepts like Sunday shopping and extended opening hours. Such concepts however take time to be adopted since Valletta is quite a traditional shopping area. “Valletta is mainly an administrative town, with around 16 to 18,000 people coming in every day to work, go to court or be serviced, so it is mainly a city of day activity. To shift it to a night one requires a different type of investment.”
With many of the people in the retail industry being working mothers, it is even harder to extend or change shifts to extend opening hours.
Farrugia refers to the quality of shopping malls abroad and says that the GRTU has been working with shop owners and smaller organisations to introduce the idea of Valletta offering an all-round experience: “Activities like Notte Magica and Notte Bianca help instil this idea. Valletta nowadays has more cafés, wine bars, restaurants – the whole atmosphere is changing.”
“What retailers complain about,” says Carmen Borg, GRTU executive officer, “is that Valletta is not accessible enough. Consumers don’t want extra charges to enter Valletta, when they can access other competing retail areas like Hamrun, Sliema and San Gwann without paying.” Farrugia says that this problem should be resolved when the Valletta Transport Strategy is further developed. This joint Government project had the central aim of reducing the traffic levels to, and pollution in Valletta through alternative, more sustainable and environment-friendly means of transport. After the implementation of the Park and Ride project, next up is further pedestrianisation within the capital, the introduction of Controlled Vehicular Access [CVA] and the launch of alternative modes of transport such as electric taxis, sea ferries, lifts and escalators.
Also fundamental is the fact that “Valletta is owned mainly by single shop owners that feel threatened by big investments”, which is what is needed if further developments and upgrading are to be made, Farrugia points out. He also mentions the competition created by big projects such as the Valletta Waterfront and Pender Place: “When it comes down to it, these are all different kinds of shopping malls, that will merely shift customers away from the city”. Farrugia believes that most shopping malls in Valletta are trying to meet the new demand, but are falling short of the expectations of people who travel and are used to modern malls abroad. This leaves Valletta malls not only failing to compete with the more modern complexes in the city itself, but also with the traditional street shops, a lot of which have been nicely refurbished. “Neither are they doing sufficiently well in acting together to create those special occasions or offers that attract customers.”
The upkeep of the city in general is also unsatisfactory. Farrugia condemns the large delivery trucks that trundle over Valletta’s pavements on a daily basis. The Palace Square, which should be a focal point for any city, is used as a car park and is filthy and untidy. “This is a city built by gentlemen for gentlemen but, unfortunately, operated by barbarians,” he remarks in distaste.
Glorya Beacom, managing director of The Savoy, as well as of The Coliseum, confirms that there are plans in the pipeline to improve the state of both malls. However, “when you have a place with very old rents, the income is very small”, she comments, in relation to the financing of such upgrading.
What is certainly successful in Valletta are the jewellery shops, thanks to the visiting cruise liners that with every visit bring along a large influx of tourists who are willing to spend. Shops in Valletta have become very dependent on this influx and are informed of the schedule of visiting cruise liners beforehand, remaining open on the liners’ arrivals.
Malta’s capital still has a long way to go when it comes to shopping experience. Valletta faces yet another challenge: that of combining its quaint, archaic charm with a contemporary and attractive commercial environment. However, “Valletta remains irreplaceable,” Carmen Borg concludes, “Despite its many shortcomings, the city has a richness that just cannot be found elsewhere and it offers a variety of attractions that still draw one and all to it.”
In Malta’s very own capital, once deemed a bustling shopping mecca, former cinemas converted into shopping arcades – due to the decline in cinema-going patrons – are nowadays in a miserable state of neglect. Valletta, abuzz with thousands of people a day, seems to be failing to draw this daily traffic to its numerous outlets and shopping complexes. A mixture of style, antiquity and grubby, air conditioner-festooned facades, is Valletta becoming more and more encrusted in a sinful decadence beyond redemption?
“Valletta is most certainly still a leading shopping destination on the island, continuing to attract large numbers daily to the myriad of shops on its streets. Shopping in Valletta is without doubt the most pleasant shopping experience in Malta as it has the most pedestrian areas where one can wander without the disturbance of cars and fuel emissions while being in the open air and a beautiful environment. It is well serviced by cafés and catering outlets throughout,” Bettina Azzopardi assures me.
Azzopardi, managing director of the Embassy Shopping Complex in Valletta, sounds rather positive. The Embassy Shopping Complex might indeed be Valletta’s success story when it comes to shopping malls. The complex is busy most times. However, the same can not be said of the other malls within the city, such as the City Gate, Regency House, City Lights and The Coliseum. On a weekday at 5.30pm, the City Gate is bare. As in the other neglected malls, the tiny shops are poky and exhibit, in a clustered fashion, tacky goods that give the impression they are mostly outdated and of a lesser quality. The old-fashioned floor is dull and chipped and dirty. The whole place looks shabby and seems forgotten by customers, despite the amount of people attracted by its fast food outlet.
The Coliseum is in a desperate state of deterioration; all of the paint is peeling off one of the walls, the stone bricks exposed and looking precariously unsteady. A shop owner within the mall, tells me that the management is never around and the shop owners there have complained time and time again, asking for an upgrade, which however never occurs. “We’re always told there are plans. People no longer come here like they used to.” Another shop owner laments that there isn’t any sign at the entrance to indicate that the place is a shopping arcade. “There aren’t even any lights; people have to know of it to come in here to shop.” Even at The Savoy, which is in a relatively good state, many of the shops are rather empty. Ronnie Agius, one of the boutique owners, tells me that the management is constantly in contact with the shop owners, however customers have decreased and he believes the mall owners could invest more in upgrading: “The toilets, for example, aren’t properly accessible.”
That the Embassy is far more successful is clear: “I believe that the success of the Embassy over the past six years is mostly attributed to its uniqueness,” Azzopardi explains, “The mix of both shopping and entertainment helps also attract those who may not want to shop, but may be interested in a visit to the cinema or a few games of bingo while their friends or family visit the retail outlets in the complex. The environment is comfortable, safe and attractive with easy accessibility throughout. 2006 saw over 1.6 million people visit the complex with the first three months of 2007 showing a further increase in patrons over the same months last year.”
Azzopardi explains how the complex is marketed, also offering prizes and gifts to shoppers, reduced prices on cinema tickets, live music and animation. “Furthermore we strive to address the needs and suggestions of our patrons so as to continually improve the complex according to changing times and requirements. It is crucial to remain in touch with clients and developments in retail.
Of course one must not put aside the importance of having leading international and local brands and services that in themselves attract people. We offer a selection of outlets that include fashion, books, gifts, cosmetics, postal and telephony services, toys, travel and TV.”
The management also maintains a good relationship with the shop owners, with a committee that is elected annually by the tenants themselves. “Management and committee liaise on a regular basis regarding matters concerning marketing and maintenance of the building.”
Embassy also supervises the standard of its services by conducting mystery-shopping exercises, which assist tenants and management in obtaining an outsider’s view to the position of the complex and the individual shops within it.
“In capital cities everywhere there is a demand for shops that are enclosed,” Vince Farrugia, GRTU Director General explains, “The concept of retailing is changing. Shopping is becoming more of an experience. People want more than to just shop; they want an outing, where they can shop, eat, watch a film and be entertained away from the cold or hot weather. I don’t think that shopping malls in Valletta are meeting these expectations.” Farrugia explains how the GRTU, the national organisation representing retailers, is preparing the ground for the new trend in retailing. “However, we are not sure that the investors are picking up – this is an issue we have with our own members.” Farrugia mentions how the GRTU has been working to introduce concepts like Sunday shopping and extended opening hours. Such concepts however take time to be adopted since Valletta is quite a traditional shopping area. “Valletta is mainly an administrative town, with around 16 to 18,000 people coming in every day to work, go to court or be serviced, so it is mainly a city of day activity. To shift it to a night one requires a different type of investment.”
With many of the people in the retail industry being working mothers, it is even harder to extend or change shifts to extend opening hours.
Farrugia refers to the quality of shopping malls abroad and says that the GRTU has been working with shop owners and smaller organisations to introduce the idea of Valletta offering an all-round experience: “Activities like Notte Magica and Notte Bianca help instil this idea. Valletta nowadays has more cafés, wine bars, restaurants – the whole atmosphere is changing.”
“What retailers complain about,” says Carmen Borg, GRTU executive officer, “is that Valletta is not accessible enough. Consumers don’t want extra charges to enter Valletta, when they can access other competing retail areas like Hamrun, Sliema and San Gwann without paying.” Farrugia says that this problem should be resolved when the Valletta Transport Strategy is further developed. This joint Government project had the central aim of reducing the traffic levels to, and pollution in Valletta through alternative, more sustainable and environment-friendly means of transport. After the implementation of the Park and Ride project, next up is further pedestrianisation within the capital, the introduction of Controlled Vehicular Access [CVA] and the launch of alternative modes of transport such as electric taxis, sea ferries, lifts and escalators.
Also fundamental is the fact that “Valletta is owned mainly by single shop owners that feel threatened by big investments”, which is what is needed if further developments and upgrading are to be made, Farrugia points out. He also mentions the competition created by big projects such as the Valletta Waterfront and Pender Place: “When it comes down to it, these are all different kinds of shopping malls, that will merely shift customers away from the city”. Farrugia believes that most shopping malls in Valletta are trying to meet the new demand, but are falling short of the expectations of people who travel and are used to modern malls abroad. This leaves Valletta malls not only failing to compete with the more modern complexes in the city itself, but also with the traditional street shops, a lot of which have been nicely refurbished. “Neither are they doing sufficiently well in acting together to create those special occasions or offers that attract customers.”The upkeep of the city in general is also unsatisfactory. Farrugia condemns the large delivery trucks that trundle over Valletta’s pavements on a daily basis. The Palace Square, which should be a focal point for any city, is used as a car park and is filthy and untidy. “This is a city built by gentlemen for gentlemen but, unfortunately, operated by barbarians,” he remarks in distaste.
Glorya Beacom, managing director of The Savoy, as well as of The Coliseum, confirms that there are plans in the pipeline to improve the state of both malls. However, “when you have a place with very old rents, the income is very small”, she comments, in relation to the financing of such upgrading.
What is certainly successful in Valletta are the jewellery shops, thanks to the visiting cruise liners that with every visit bring along a large influx of tourists who are willing to spend. Shops in Valletta have become very dependent on this influx and are informed of the schedule of visiting cruise liners beforehand, remaining open on the liners’ arrivals.
Malta’s capital still has a long way to go when it comes to shopping experience. Valletta faces yet another challenge: that of combining its quaint, archaic charm with a contemporary and attractive commercial environment. However, “Valletta remains irreplaceable,” Carmen Borg concludes, “Despite its many shortcomings, the city has a richness that just cannot be found elsewhere and it offers a variety of attractions that still draw one and all to it.”
09 Jul 08 / M.E.
