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Retail parks are an increasingly common feature of the UK retailing scene. This paper describes the development, and customer perceptions, of an unplanned second generation park and a planned third generation park in Belfast. The results reveal that although the planned retail park was highly regarded, it was much less successful than its unplanned counterpart, thanks to problems with the launch, location and letting process.

Explores the economic advantages of superstore (food and non‐food) development especially to the consumer. Looks at the increasing difficulties facing superstore retailers and developers in the UK. Provides some recommendations for superstore retailers and developers. Concludes that superstore and retail parks enhance retail competition and thus are of benefit to the consumer.

Retail warehousing is a subject of great topicality and interest. The property and planning press regularly contains new superlatives describing the behaviour of this sector of the retail industry. ‘…furniture and DIY warehouse sales were £658 million in 1984 showing a growth of 25% per annum since 1981.’ ‘Since 1977 retail warehouse rents have increased by a staggering 16.5 per cent per annum…compared with 13.0 per cent per annum for prime town centre retail rents.’ In 1986 there were current planning applications for more than 1.75m sq. ft of retail warehousing in the outer south east alone and ‘there are now over 1,000 stores in the country, with an estimated 40 chains currently seeking sites for 1,900 out‐of‐centre stores.’ Such statements distract the attention and make more difficult an examination of the factors which have underlain the emergence and remarkable growth of retail warehouses. Retail warehouses are one particular type of retail outlet and should be considered within the context of those wider trends evident in the retail sector as a whole.

Retail marketing management.

Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs.

Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall.

Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.

Teaching note.

This chapter provides an overview of parking policy. The chapter takes as its start point that parking is first and foremost a land-use issue. It looks at the conflicts and synergies between parking policy for the purposes of traffic management and parking policy to support various key land-uses and policy objectives.

This chapter discusses the main practice-oriented viewpoints on what is meant by parking policy and what it aims to achieve. It then provides a state-of-art review of the evidence base on residential, retail and workplace parking as the three key parking destinations before drawing together these findings.

The reviews reveal that there has been an overemphasis on the importance of the impact of parking pricing to trip frequency, destination and walk times in the literature. Much greater emphasis should be given to establishing the extent to which parking restraint supports the economy, the environment and social equity. Only then will we be able to develop a consistent policy framing within which good parking management policy can play out and make a long-term difference to travel patterns and the quality of life in our cities.

If parking policy is to work well as part of an overall package of demand restraint, it needs to be applied in conjunction with land-use planning. In transport terms, this means connecting parking policy to non-car accessibility. If the overarching land-use and transport accessibility policies are right, then there is a greater possibility for other parking management policies to be effectively applied and integrated in broader transport strategies.

This chapter suggests that without a clear understanding of the broader objectives that parking policy supports it will not be possible to design effective parking management approaches.

Discusses some of the implications of a policy such as that of Marks & Spencer to augment its high street floorspace with a limited selection of out‐of‐town developments. One such proposal was the plan to develop sites jointly with Tesco. Examines the experience of one such joint venture: the Brookfield Centre at Cheshunt.

The purpose of this chapter is to synthesise the issues and debates raised in the book as a whole.

This chapter reviews the content of the book, drawing together the threads to provide conclusions on parking issues and policies around the world.

The chapter reveals the way in which parking is fundamentally a land-use issue and the importance of parking to different travel demands. As cars spend most of their time parked at home, the issue of residential parking is important and determines the shape and nature of our cities. Planning for parking has a key role to play in determining the outcome of how walkable the built environment becomes. The synthesis of the chapters of the book reveals how the type of parking is intrinsically linked to the activity undertaken and the type of destination, whether the trip is for commuting or for retail or leisure.

The chapter identifies strategies such as car-free developments, park and ride and workplace parking levies used to provide solutions and the way in which the number of stakeholders involved influences the ease with which the complex interplay of issues in parking can be resolved.

Understanding that parking is primarily a land-use policy, dependent on the home location and destination of the trip, has implications for the development of parking policy within the package of measures making up travel demand management strategies. The chapter shows how parking for a stationary vehicle can influence the flow of moving vehicles and the built environment.

This chapter draws on the chapters of this book which offer a multidimensional investigation into parking issues and parking policy, providing a wealth of case study material providing evidence to underpin the design of effective parking management approaches.