「THOUGHT LEADERSHIP | CRTKL洞見」
分享CallisonRTKL作為行業引領者，
對於城市、建築、產業、生活方式等不同維度
進行的深度思考、趨勢探索和前瞻性研究。
隨著全球各地逐漸從封城措施中紛紛甦醒，作為率先復甦商業經濟的地區，亞洲正在試圖建立一種新的常態。伴隨著商場運營模式的思考與轉變，購物中心依然會是人們休閒娛樂的首選去處。
As the world begins to emerge from lockdown, Asia is taking the lead in opening cities and towns for commerce and establishing a sense of normalcy. The mall has always been a destination, a reliable and exciting environment—and it can be still with proper planning.
CallisonRTKL香港辦公室副總裁Darryl Custer及總監Cass Choong共同探索關於如何才能在社交疏遠及對衛生健康高度敏感的特殊時期，做到有效保持購物中心模式運營的相關性地位。在「新冠病毒肆虐之際，購物中心的韌性之道」的報告中，針對購物中心的韌性之道，他們不僅提出了短期內的危機應對方法，也創新性的指出了後疫情期的應對策略。
In CallisonRTKL’s Hong Kong office, Darryl Custer and Cass Choong explore what it takes for shopping centers to remain relevant at a time when consumers are both practicing social distancing and are hyper-aware of hygiene. In their report, Mall Resilience in a Time of Viral Events, they provide both a short-term crisis response and offer inventive new approaches for the long-term.
請繼續閱讀本文，深入了解影響購物中心恢復運營的三大關鍵因素，以及在疫情大流行時期我們的設計師們針對購物體驗的反思。
Please read on to learn how health and wellness, smart city technology and operational excellence are key to successfully reopening malls and how our designers are rethinking the shopping experience in the age of pandemics.
◤The Chadstone Shopping Center Melbourne, Australia
此次新冠疫情的全球大流行，無時無刻不觸動著人類的健康安全認知與生命底線，對設計行業而言，這也是一次重新審視作為人流密集的公共場所之一的購物中心及其商業模式韌性的重要機會。疫情之下，人們的工作、購物、生活、鍛鍊以及社交的方式與場所都發生了天翻地覆的變化。這將會如何影響現代以及未來購物中心的發展？疫情期間，購物中心又該如何持續發揮對人們往日消費生活的重要影響力？作為商業地產設計行業的先驅者，除了迅速制定短期的危機應對策略外，我們更需要探索的是如何尋找一個相對長期的解決方案，並通過創新的設計方法重新界定傳統購物中心商業模式。疫情為我們敲響了警鐘，探索傳統購物中心的轉型與再生之道，不僅是設計師們、也是商業地產運營者們共同的社會責任。
The Covid-19 pandemic presents an opportunity to examine the shopping center and its resilience. How and where we work, shop, live, exercise and interact has changed. How will that affect the mall today and in the future? How can shopping centers continue to be relevant during a pandemic? In addition to a short-term crisis response, we need a longer-term solution to deal with emergency situations and inventive new approaches to rethink the mall model altogether. It is the social responsibility of designers and shopping center operators to plan for the next stages of Covid-19 and other such events in the future.
◤Ballston Common Mall Arlington, VA, USA
如何在創造一個安全、潔淨，並能吸引眾多消費者前往的購物環境的同時，還能為消費者提供一次無縫化的趣味購物體驗？相信伴隨著商場運營模式的思考與轉變，購物中心依然會是人們休閒娛樂的首選去處。
How do we make a clean and safe shopping environment that attracts shoppers while providing a seamless and meaningful customer experience? The mall has always been a destination, a reliable and exciting environment—and it can continue to be with the right planning.
•社交距離—顧客的購物體驗會隨著疫情的嚴重程度而不斷發生改變。短期內，如何合理應對1.5米的社交安全距離措施，將會影響顧客的購物體驗。
Social Distancing – The customer experience will change along with the degree of risk. Maintaining a 1.5 m distance from each other in the short term will require a change to the customer journey and experience.
•衛生與健康—在顧客們更傾向於選擇設有自動門、便利洗手池等設施的購物環境的同時，購物中心需要在其便利設施、公共區域休息區及其他需要長期面向公眾開放的區域中採取更加嚴格與頻繁的清潔消毒措施。
Hygiene – Amenities, furniture and surfaces will require increased cleaning measures while customers will gravitate toward environments that offer automatic doors and handwashing stations.
Future-proofing Malls for Pandemics
◤Ballston Common Mall Arlington, VA, USA
•大堂入口：設置具有自動消毒系統和體溫掃描篩查功能的通道。
Lobby Entrances: Create airlock entryways with automatic disinfection systems and body temperature scanning and screening.
•洗手間：以創造更衛生安全的環境為設計標準，相關措施包括增加免提和語音識別系統、空氣過濾裝置和空氣消毒設備的使用等。重新定義合理的社交安全距離。
Washrooms: Design for better hygiene including hands-free and voice recognition hardware and UV or HEPA filters and air sterilization units. Re-examine spaces for safe distancing.
•美食廣場：合理減少就餐區域的座位數量，通過設計更多的屏風雅座為顧客提供安全且私密性較強的用餐環境。增加美食區的洗手設施。
Food Courts: Reduce the number of seats and design screened seating to provide protection and privacy in an open food court setting. Integrate handwashing stations in the food-service area.
•智能存儲櫃：為零售商家和餐飲商戶提供更多無接觸訂貨、配送及取貨方式。
Digital Kiosks: Offer more options for no-contact ordering, pickup and delivery for both retail and F&B tenants.
•零售店：通過設計開放式門面，方便店鋪的品牌更替，以此兼顧各種品牌的特殊店鋪設計需求。提供使用無接觸、智能化的數字支付平臺的支付方式。
Retail Shops: Design open shopfronts for a fluid transition between different brands. Provide a digital platform for universal, contactless payment.
•公共空間：考慮在公共休息區的設施的裝修中選擇使用智能與抗菌材料。
Public Spaces: Consider smart finishes and antibacterial surfaces for seating areas and other amenities.
Rooftop Farming: Grow fresh produce to sell to shoppers.
•室外連接：設計可延伸至露臺、停車場或街道的商鋪。提供便於路邊取貨的智能設施。
Outdoor Connections: Design shops to open out to a terrace, parking lot or street. Provide easy curbside pickup.
融合智慧城市的創新科技
Incorporating Smart City Technology
•自動化垃圾回收系統：減少異味，防止垃圾箱中的垃圾溢出。
Automated Waste Collection: Reduces odor and prevents bins from overfilling.
•智能停車：幫助那些因疫情原因不放心使用交通工具，而選擇開車出行的顧客解決停車需求激增的問題。
Smart Parking: Helps to solve surge issues for customers who choose to drive rather than risk exposure to the virus on public transportation.
Smart Surveillance: Assists in crowd management and in identifying hot spots.
Smart Logistics: Serves as a centralized distribution hub for deliveries and packages for tenants as well as store customers.
•人工智慧：智慧機器人可以代替人工提供客客戶服務及日常/深度清潔工作。
Robotic Technology: Deployed to provide customer service and for routine and/or deep cleaning.
卓越的運營策略
Operational Excellence
•租賃策略：重新考慮租賃策略，將相似的產品、服務或體驗店鋪集中在同一區域，例如通過設置健身區以容納健身用品專賣店以及健身房等相關店鋪，來儘量減少顧客的步行距離。實體店鋪主要展示各品牌的主營產品，購物中心通過向租戶提供面積更小的商鋪，逐漸取消店鋪的倉儲功能。
Leasing Strategies: Rethink leasing strategies to group similar products, services or experiences in the same zones such as fitness/wellness to minimize walking distances. Offer smaller stores, without a back-of-house for inventory, so online-only brands can showroom their products.
•多維空間聯合辦公：為那些沒有居家辦公條件的遠程辦公者提供共享辦公空間。
Pop-up Co-working Spaces: Provide co-working spaces for remote workers who are unable to work from their homes.
•多樣化配貨方式：供多種配送方式，包括直通駕車取貨、路邊或店門口取貨、快遞自助取件櫃及當日配送到家等方式。
Drive-thru, Pickup and Lockers: Offer a multitude of delivery options to all tenants including drive-thru, storefront, and curbside pickup, storage lockers, and same-day home delivery.
•調整經營方針及管理規程：推出服務工作手冊，新增應對突發疫情事件的應急方案，包括不限於增加購物中心的清潔消毒頻率，通過提供預約購物新模式控制人流，為老年購物者或醫護人員提供專屬購物時段。員工需定期做相關培訓，以應對類似突發事件。
New Operating Policies and Procedures: Develop service manuals to include well-documented action plans to deal with sudden pandemic incidents including more frequent cleaning schedules, shopping by reservation to monitor crowds throughout the day, special hours for older shoppers and healthcare workers, etc. Staff should be regularly trained so they are prepared for such events.
◤Alarm.com Bloomington, MN, USA
/CallisonRTKL 香港辦公室高級副總裁/
美國建築師協會會員AIA, 美國國家建築註冊委員會會員NCARB, 美國綠色建築諮詢顧問LEED Green Associate
Darryl Custer在國內外多業態設計及項目管理方面擁有超過29年的經驗，他在商業地產的設計與運營方面有著敏銳的見解。他尤其擅長客戶溝通及協調設計團隊，以確保設計成果能最大化反映客戶的目標和願景。2015年，Darryl擔任CallisonRTKL東南亞新興市場商業實踐事業部的負責人。
With more than 29 years of international and domestic mixed-use design and project management experience, Darryl Custer has an acute understanding of business operations. He works with developers and design teams to lead projects through a coordinated process to ensure the end product reflects the client’s goals and vision. In 2015, Darryl became the Emerging Region Practice Group Leader for Commercial projects in South Asia and was designated with overseeing business growth in the region.
香港室內設計師協會會員HKIDA, 新加坡室內設計師協會會員SIDS, 美國綠色建築諮詢顧問LEED Green Associate
Cass擁有超過15年的室內設計經驗，她曾在全球範圍內從事多個項目，項目類型橫跨購物中心、零售中心、辦公、博物館、主題及連鎖餐館酒吧、零售店和專賣展示店的室內設計。她憑藉其豐富的專業知識，嚴格把控設計的各個階段，從可行性研究、概念設計、空間規劃、設計文檔到項目及現場管理的設計效果控制與實施工作。
With over 15 years of experience, Cass has worked on global projects ranging from commercial interiors, retail centers, corporate interiors, museum exhibitions, themed and chain restaurants and bars, retail stores, and merchandise displays. Her breadth of knowledge allows her to fully understand all phases of a project including conducting feasibility studies, conceptual design, space planning, design documentation, and project and site management.
★點擊閱讀原文即可獲得《設計師觀點：新冠病毒肆虐之際，購物中心的韌性之道》
Click read more to download 'A Designer’s Point of View：Mall Resilience in the Time of Viral Events'