CLYDESHOPPINGCENTRE
CLYDEBANK
ConfidentialpropertyofShoppertainment.AllcreativeandintellectualrightsremainthepropertyofShoppertainmentandcannotbeusedorreproducedwithoutpriorwrittenconsent.
ABOUT SHOPPERTAINMENT
ShoppertainmentistheUK’sleadingfullservice commercialisationandmarketingagencyforshopping centres,withovertwentyyears’experiencedelivering sustainableincomegrowthandenhancedshopper experience.
Weareanawardwinning,uniquebusinesswithatalentedand experiencedteamwiththepassionandabilitytomarketand promoteacentre’spersonalityinadynamicway.
Wearealargeteamofover50peoplewithenthusiasticsales people,digitalmasters,award-winningmarketersand strategiccreativethinkersandthisreallysetsusapartfrom othercommercialisationproviders.
Weareinnovatorsandarecontinuallyadaptingtochanging consumerhabitsandindustrytrends.
PARTNERSHIP OVERVIEW AND SERVICE
OUR PARTNERSHIP OVERVIEW
Shoppertainmentwasappointedascommercialisationpartner forClydeShoppingCentreon13November2023ona3yearterm. Ourinitialprojectedannualincometargetof£250,000wasbased onthepitchavailabilityidentifiedduringourJuly2023sitevisit andontheassumptionthatShoppertainmentwouldmanageall commercialisationspaces.
Followingappointment,itbecameclearthatseveralassumed spacesandoperatorswereoutsideofourmanagementremit andcertainadditionalrestrictionsandexclusionzonesapplied.As aresult,forecastlevelswerereviewedandadjustedinlinewiththe confirmedoperationalparameters.
Despitethesechanges,incomehas grownyearonyearasour understandingofClyde,itstrading patternsanditscustomerdemographic hasstrengthened.Throughconsistent sitevisits,structuredmonthlyreviews andclosecollaborationwiththeCentre andEstamateams,wehaverefinedour strategyandbuiltastrongforward bookingposition.
Wehaveaclearunderstandingofwhatperforms wellatClydeandwherefurtheropportunitieslie. Witharobustforwardpipelineinplaceand enhancedon-sitepresenceagreedfor2026,weare wellpositionedtocontinuedeliveringsustainable incomegrowthandimprovedoperational standardsinYear3.
ACCOUNT LEADERSHIP
Sinceappointment,ClydeShoppingCentrehasbeen managedbyFarahShahasdedicatedAccountManager.
Farahbringsover10years’commercialisationexperience,with aproventrackrecordofdeliveringincomegrowthacrossa rangeofUKretaildestinations.
Shemaintainsregularandstructuredcommunicationwiththe ClydecentreteamthroughscheduledTeamscallsandonsite visits,ensuringproactivemanagementandswiftissue resolution.
However,deliveryatClydeisnot reliantononeindividual,Farahis supportedbythefull Shoppertainmentsalesand marketingteam,enablinga coordinatedapproachacross–
•Salesperformance
•Operatorsourcing
•Marketstrategy
•Campaigndelivery
•Incomeforecasting
HerdetailedknowledgeofClyde’stradingenvironment, restrictionsandcustomerprofileensuresstrategyis tailoredtomaximiseachievableincomewithinagreed parameters.
ACCOUNT LEADERSHIP
Sinceappointment,ClydeShoppingCentrehasbeen managedbyFarahShahasdedicatedAccountManager.
Farahbringsover10years’commercialisationexperience,with aproventrackrecordofdeliveringincomegrowthacrossa rangeofUKretaildestinations.
Shemaintainsregularandstructuredcommunicationwiththe ClydecentreteamthroughscheduledTeamscallsandonsite visits,ensuringproactivemanagementandswiftissue resolution.
However,deliveryatClydeisnot reliantononeindividual,Farahis supportedbythefull Shoppertainmentsalesand marketingteam,enablinga coordinatedapproachacross–
•Salesperformance
•Operatorsourcing
•Marketstrategy
•Campaigndelivery
•Incomeforecasting
HerdetailedknowledgeofClyde’stradingenvironment, restrictionsandcustomerprofileensuresstrategyis tailoredtomaximiseachievableincomewithinagreed parameters.
SHOPPERTAINMENT CURRENT SERVICE
ThecomprehensiveservicethatShoppertainmentprovidesforcommercialisationincludes:
•
•Weeklyreportingonallcommercialisationplacementswithanoutofhourscontactfortheweekend.
•
•Weeklycalltothecentreteamtoensureallplacementsareoperatingprofessionallyandaestheticstandardsareinkeepingwiththecentrestandards.
•
•Monthlyvirtualcatchupsand6monthlyvisitstoClydeforaninpersoncatchup.Duringthesecatchupswediscussthestrategyforthefollowing12months,anypipelinebookings, getfeedbackonrecentlyplacedactivations,reviewfiguresamongstotherthings.
•
•Asperthenewrequirementofamonthlyvisitwearehappytodothisandfeelthiswillbebeneficialasweworkwithoperatorsontheimprovedstandardsfollowingrecentfeedback thatsomeofthemalloperatorsmanagedbybothShoppertainmentandEstamaarenotmeetingexpectedaestheticstandards.
SHOPPERTAINMENT CURRENT SERVICE
•ReportonfiguresmonthlyandpaytheincomepromptlyfollowingthereceiptofaninvoicefromEstama.
• •SupportEstamawithfreeofchargelicencesforStMargaretofScotlandHospice.ThisaddsadditionalvaluetoClydebyavoidingleaseagreementfeesforshorttermshopunit placementsthatcreateenlivenmentandtopaybusinessratesdirectlywhichprovidesacostsavingtotheowner.
• CreatingofmarketingvisualsforvariouspipelinecommercialisationspacessuchasBB’scafé
BESTSERVICEIN THEINDUSTRY
INCREASE INCOME CREATEHAPPY PLACES FUSION
WE WILL DELIVER THEATRE, EXPERIENCE AND INCREASE YOUR INCOME
INCOMETARGET
£180,000
CURRENTPOSITION
£40,000additionalgrowth opportunityidentified AGREED2026GROSS
£100,000securedandcontracted
£40,000activepipeline
THISPLACESCLYDEIN ASTRONGAND CONTROLLED POSITIONENTERING THEREMAINDEROF 2026.
2026 TARGET POSITION
2026OPERATIONAL &REPORTING FRAMEWORK
ShoppertainmentoperatesasanintegratedextensionoftheClydeCentreManagementteam, deliveringastructured,transparentandproactivecommercialisationservice.
OnSite&Communication
Weeklyoperationalreportingonall placements
Dedicatedoutofhourscontactfor weekendsupport
Monthlyonsitevisitswithphotographic updatesandstandardsreview
Structuredmonthlyperformance meetingwithEstamaandCentreteam
Performance&Forecasting
Clearforwardbookingvisibilityand pipelinereporting
Ongoingincomeforecastingagainst agreedtargets
Realtimepitchmonitoringtomaximise occupancyandrentalvalues
Agilepricingstrategybasedondemand andseasonality
Standards&Compliance
Fullmanagementoflicences, documentationandH&Srequirements
Preapprovalchecksforalloperators includingfinancialandcompliance review
Proactivemanagementofaestheticand operationalstandards
Immediatecorrectiveactionwhere standardsfallbelowexpectations
FinancialManagement
Allincomecollectedinadvance
Monthlyincomereconciliationand promptpaymentuponinvoice
Transparentreportingofsecured, pipelineandrejectedbookings
CURRENT COMMERCIAL PARAMETERS
CurrentRestrictions-
•Nokiddierides(manageddirectlybyEstama)
•Noadvertisingscreens(manageddirectlybyEstama)
•Nomobilephonetraders(manageddirectlybyEstama)
•NobrowsontheBB’scaféside(NowBrowsmanageddirectlybyEstama)
•Nocarsduetoissueswiththesprinklers
•NoexternalF&Bduetoconcernsregardingcannibalisinginternalfoodoffer
•Novapesduetoatenanttakingaunitandhavingexclusivity
FollowingacatchupwiththecentreteaminJanuary202,strategyhasbeenadaptedto maximiseincomewithintheseagreedparameters.
ActiveInternalPitches
2026 CURRENT COMMERCIAL MAP
FollowingacatchupwiththecentreteaminJanuary2026wearenowworkingto22internal pitchesasperbelow.
2026 STRATEGIC PILLARS
INCOME
OPTIMISATION
Maximisepitch occupancyand rentalvalue throughpricingand demandled strategy.
ZONE ACTIVATION Placeoperators strategicallyto increasedwelltime andsupport underperforming areas.
LOCALTRADER GROWTH Continue expandingand activatingour stronglocal operatordatabase.
BRAND& ROADSHOW
EXPANSION
Increaseshortterm nationalactivations andpromotional bookings.
STANDARDS
ELEVATION
Enhancevisualand operational standardsthrough structuredaudits andperformance management.
Wewillcontinuetogrowtheincomeyearonyearby
Continuingtocreateademandfromavarietyofpromotersandbrands.
Continuingtoreplaceoccupierswithalikeforlikeornewconcepts.
Continuingtoadjustrentalpricesinlinewiththeevolvingtenantmix,peakseasonalbooking periods,andkeyeventsinthearea.
Continuingtomonitorandreviewpitchoccupancyandvalueswithotheroccupiersbeing pursuedforallpitchestoensuretherentalsareatthecorrectlevelsandsoincreasescanbe madewherethedemandisthere.
Continuingtonotoperatingaratecardasourstrategyisagileandpricingfluctuatesfrom pitchtopitchsoincomeismaximised.
Continuingtoassesseachplacementinrealtimeonacase-by-casebasiswiththeClyde teamwhichincludessuggestedweeklyandannualrentals,existingretailersandotherfactors beforeweconfirmwiththeoperator.
Continuingtoplacemorepromotersbyidentifyingandrespondingtoemergingtrends.
Continuingtoplaceastrongfocusonthecategoriesthatareworkingwell.
Continuingtoincentivisethesalesteamtofilltargetpitchesattheirmaximumvalues.
Continuingtosellingtheopportunitiesdirectlywithretailers,brands,brand/mediabuying agencies,venuefindingagencies,local/nationaltradersandplacingadvertsonkeyindustry websitesforoccupiersonaweeklybasistosharealltheUSPsandopportunities.
Continuingtomaintainregularcommunicationwithallhistoricpromotionalbookers
ContinuingtobeproactiveanddedicatingtimeeachweektogrowtheClydepromoter databasewithaminimumtargetofaspecificnumberofnewleadsandnewaspecific percentageforconversionsfortheteam.
Continuingtomeasure,monitoranddiscusscentretargetsandopportunitiesforgrowthon targetpitchesdailybasis
Continuingtogrowourpipelineandturnmoreprospectstogreen!
2026 GROWTH STRATEGY
FORWARD BOOKINGS & PERFORMANCE
Strongperforming2025operatorsextendedinto2026include-
•ArabicPerfume
•Seasonalclothingoperator
•CherryonTopCakes
•TheDigger
Q1
Wehaveseveralnew,ontrendoperators,whoarealready placed/beingplacedintoClydeoverQ12026including-
•Pokemonvending
•Smoothiekiosk
•Dessertkiosk
•T-shirtoperator
•Crystalsuncatcheroperator
Forwardvisibilityprovidesstabilityandconfidenceintarget delivery.
LOCAL TRADER GROWTH
Overtwoyearswehavebuiltadatabaseof6,000+ localcontacts.
2026focus-
•Repeatmonthlymarketoperators
•Strengthenedlocalbakeryrotation
•Mediterraneanmarketreturn
•ContinuedScottishGovernmentroadshows
•Increasedlocaltraderconversionrates
Objective:predictablerecurringbookingswithstable occupancy.
Inadditiontofocusingonmaximisingpitch occupancy,throughafluidpricingstrategythat allowsustoproactivelyutiliseunderperforming areas/vacantmallspace,wehaveandcontinueto focusonbringingactivationstoClydethatsupport zoneactivation.
RMU&KioskOptimisation/Enlivenmentofquieter areas
Wehaveintroducedandconvertedanoperatorinto aregulartradertomaximiseoccupancyandbring long-termlocaltrader(T-shirts)toensuresteady occupancy.
TheArabicperfumekioskwaspositionedinalowerfootfallareatosupportzoneactivation.Therental wasadjustedinaccordanceastheprimary objectivewastoincreasedwelltimeandimprove trafficflowwithinthisarea.
WehavealsoenlivenedanareawithCandyFloss vendingcreatinga‘kiddiezone’alongsidethecars.
Wehaveanongoingfocuson:
Strengtheningbrandedkioskpresence. Increasingweeklyad-hockioskbookings. Maximisingshort-termcommercialincomewhere vehiclesarenotpermittedindoors.
2026 STRATEGY RMU & KIOSK OPTIMISATION
2026STRATEGYSTANDARDELEVATION& OPERATORSTANDARDSIMPROVEMENT PLAN
Inresponsetorecentfeedback-
•Monthlyaestheticaudits
•Clearvisualstandardsframework
•Writtenimprovementprocess
•Breachescalationprocedure
•Immediateremovalprocessfornoncompliance
Objective:visiblyelevatetheoverallcommercial environment
2026STRATEGYSTANDARDELEVATION
IWehaveaplantoimprovecurrentoperatorstandardsandwillensurethatthenewoperatorsareatahighstandardsuchasthesmoothiebarweareintroducingthis quarter.
2026STRATEGYSTANDARDELEVATION
Wehaveawaffleandcrepesoperatorreadytobookoncealocationisconfirmedandtheyhaveconfirmedthestandwillbebuiltthesameasthebelowkiosk.
2026STRATEGYSTANDARDELEVATION
WeareworkingwiththecentreandEstamateamstoensurealloperatorsdisplayqualityandspecificallyweareworkingwiththenailandt-shirtoperatorstoamend theirstandstothebelow.
SHORT TERM ACTIVATIONS & BRAND PLACEMENTS
2026confirmedandtargetedactivations include:
GardenFurniture
EE Costco
ButternutDogFood
ScottishGovernment
Ongoingtargetsectors:
Seasonalretail
Brandactivations
Customeracquisitionpromotions
Professionalservices
Short-termbookingsremainakeydriver ofhigherweeklyyields.
STRATEGY FOR 2026
Othershort-termoperatorswecontinuetotargetandwork withincludeseasonalretailers,brandactivations,cars (dealershipsanddirectwiththebrands–wehaveinterest andoncetheH&Sstrategyallowsitwecanbookthesein,) familypromotionalactivityandcustomeracquisition promotions.
Customeracquisitionpromotionsincludecharities,will writers,funeralplanners,carehomes,homeimprovement, pensionadvice,fosteringpromotions,breakdowncover, estateagents,photography,drivinginstructors,yoga instructors,educationproviders,privatenurseries,health careandNHSawareness
BB’S ACTIVATION STRATEGY
Followingdiscussionsin2025wehaveanumberofoperatorscurrently interestedintheBB’sspaceandareawaitingconfirmationonwhetherthe structurewillberemovedsowecanplacebookings
WeseethisasakeyfamilyzoneandwouldlooktoplaceavarietyofF&B operatorswithinthisspacealongsidesomecomplimentaryvendorsand haveanareawhichhasarotationoftraderstocreateapointofdifference.
BB’SACTIVATION STRATEGY
STANDARDS ELEVATION
OPERATORSTANDARDSIMPROVEMENTPLAN
Inresponsetorecentfeedback-
•Monthlyaestheticaudits
•Clearvisualstandardsframework
•Writtenimprovementprocess
•Breachescalationprocedure
•Immediateremovalprocessfor noncompliance
Objective:visiblyelevatetheoverall commercialenvironment
STANDARDS ELEVATION
Wehaveaplantoimprovecurrent operatorstandardsandwillensure thatthenewoperatorsareatahigh standardsuchasthesmoothiebar weareintroducingthisquarter.
VENDINGOPTIONS
TARGET LIST & 2026 STRATEGY VENDING ACTIVATIONS
Wewillcontinuetoplacevendingactivations(where permitted)tocreatesomeextratheatreandexcitementto quieterareastoenhancetheshoppingexperienceand provideasecondaryincomestream.
LICENSING, COMPLIANCE & H&S
Priortoengagingwithanewtraderweresearchthem thoroughly,thisincludesperformingfinancialchecks,reviews andprofessionalreferences.
Weensurethattraderssignupto thepre-approvedpaperwork collectingallpromoter documentationincluding;
-ApplicationandMethod Statementdocuments
-Licencedocument
-RiskAssessmentdocument
-Additionaldocumentsrequired forlargerpromotionsincluding,but notlimitedto,cars,electriccarsfood andbeautyoperators
-PublicLiabilityInsurance certificate
-PATtests(ifapplicable)
Shoppertainmentcollectallpaymentsinadvanceand haveanexcellenttrackrecord,reportinghistoryand collectionofallincomeproduced.
OCCUPIER MANAGEMENT
Shoppertainmentbecomepartofthecentreteamonceappointedandweprideourselvesontherelationships wehavewithourcentreteams.Weareveryhandsonwitheverythingwedoandthisincludesthe managementofourtraders.
Ifthereisanissuewithatraderwewillmakesurethecentreteamareawareandthenplanourapproach basedontheissue.Generallycorrectiveactionstakeplace,andtheissuewillberesolvedorthetraderwillbe givenadatetoleaveduetoabreachoflicenceandatortsnoticewillbeissued.Wehaveahandsonapproach andwewillcometothecentreandmeetwiththetradertodiscusstheissueordiscussthroughemail/phone toresolve.
Asacompanywewantittoworkforourtradersandcentresandwewilloftenhelpwithmarketing, merchandising,rentalsetc.Ourtradersknowwehavetheirbestinterestsatheartandweresolveissuesby beingopenandhonestandknowingthetermsofouragreements.
Theteamupdateeachotherinregardtoanyissuesortraderssothefullteamareawareofanything.
YEAR 2 PERFORMANCE CONTEXT
ValueofrejectedbookingsinY2:£47,500
Hadthesebeenaccommodated,projected 2025incomewouldhavereached £187,035.59.
Thisdemonstratescontinueddemandfor Clydewithintheagreedcommercial framework.
CONCLUSION
•WeknowClydewellandwhatworks
•Wehavegreatrelationshipswiththeonsite CentreManagementteamandwithEstama
•Wehaveavastdatabaseoflocalcontacts thatwehavecuratedonthelasttwoyear
•WeknowthewiderstrategyforClyde
•Wearebestplaced,andready,tocontinue togrowtheincomeandenhancethe shoppingexperienceatClyde
Withstructuredgovernance,forwardbookingssecured, andarefined2026strategyinplace,Shoppertainmentis wellpositionedto-
•Deliveragainstthe£180,000target
•Elevateoperationalstandards
•Strengthenzoneactivation
•Continueyearonyearincomegrowth
WearereadytodeliverYear3withconfidence.
HOWDOSHOPPERTAINMENTCONSISTENTLY DELIVERRESULTSACROSSTHEVARIED CENTRESWITHINOURPORTFOLIO
Allcentresareuniqueandcomewiththeirowncommercialchallengesandopportunitiesand throughfollowingthethreecommercialisationfoundations,whichfocusonbrand/operations/ incomestrategy,andallowforsomecreativelicence,we(Shoppertainmentandourcentreteams) ensureincomeismaximisedandweareconsistentlyachievingresults.
Wekeepinregularcommunicationwiththe managementteamsthroughmonthlyreviewsand facetofacemeetings.Thisallowsustoensurewe areconstantlyuptodateonnewtenants,shopper demographics,footflowpatternsandthewider marketingplan,whichinturnmeanswecan promotealltheUSPsofourcentrestotradersand promoters.Italsoallowsustoadaptourstrategyif required.
Thisregularcommunicationoftenenablesusto identifynewpitchesandmaximiseexistingpitches.
Ourprimaryfocustendstobetoconverttradersinto longtermbookingsandwealwayshaveastrong focusontheshorter-termadhocbookingsasthese payhigheramountsperweek.
HOWDOSHOPPERTAINMENTCONSISTENTLY
DELIVERRESULTSACROSSTHEVARIED CENTRESWITHINOURPORTFOLIO
AspartofthewiderShoppertainmentmanagementprocessourcentretargetsare monitoredonadailybasisbythesalesteambecauseresultsareastrongpartof theShoppertainmentcultureasthisallowsustomakesurepitchoccupationis maximised,withastrongfocusalsobeingplacedonthecategoriesthatare workingwellasthisisintrinsictodrivingandachievingresults.
EMBRACE CHANGINGMARKET CONDITIONS BECOMMERCIALLY MINDEDAND COMPASSIONATE KEEPINTOUCH& KNOWTHEDETAIL
ENSURE OBJECTIVESARE ALIGNED
CASE STUDIES
APPENDIX1 FORECASTANDMAP
FORECAST FOR ANNUAL REVENUE (JULY 2023)
Shoppertainmentprojectthatincomelevelsinexcessof £250,000perannumcanbegeneratedatClydeShopping Centre.
Thisprojectionisbaseduponourcomparablesites,knowledge oftheshoppingcenterindustryandourunderstandingofthe widermarket.
