facility layout of malls

1. FACILITY LAYOUT &
LOCATION
ASSIGNMENT
SUBMITTED TO:-
DR. DURGESH BATRA
SUBMITTED BY:-
DIVYA SINGH RAJPUT
MBA 2ND
SEM ,SEC A
2016

2. INTRODUCTION
Shopping centers are widely spread across the world, and are hotspots that attract different
demographics to spend quality time, perform all kinds of activities, or to perform all kinds of
purchases. Shopping centers simulates the complexity and vitality of a city center without
the noise, dirt, and confusion . Victor Gruen, the architect of the first shopping center,
proposed the center as the basic unit of urban planning, where he designed the suburban
center to be the nucleus of subsequent developments. Shopping centers were introduced
not only as retail environment, but also as public spaces that permit access to all members
of the community. The idea of the shopping center evolved from the classical open market
spaces as shopping and communication spaces, through department and chain stores,
reaching the modern environmentally controlled form of that shopping space called ‘mall’.
Shops (entities) are assigned to available locations in the center in a way that ensures foot-
traffic is evenly distributed across all shopping center areas. Thus, increasing rent returns,
profitability, and success of the shopping center.
A. Shopping centers :-There are three physical configurations of shopping centers. First is
the open air center, where all shop entrances are on open air space. Second is the mall,
which is an enclosed space, where all shops entrances are facing the interior. The third type
is the hybrid center, which combines features of the two previous configurations. The first
two configurations are further classified into eight types according to size and goods sold.
For malls, there are the regional center and the super-regional center. For open air centers,
there are the neighborhood center, the community center, the power center, the
theme/festival center, the outlet center, and the lifestyle center. Shopping centers have
many design issues, one of which is the financial aspects of the design commitment of
shopping center owners/developers to financial return over a long period of time. Given this
long term commitment, there is greater interest in ensuring profitability on an ongoing
basis, which in turn encourages high quality design. Another design issue to consider is the
financial viability of the center. Shopping centers are affected by changes in the market,
including level of competition. Although competition risk is acknowledged in feasibility
analysis, but changes to the retail hierarchy resulting from poor planning decisions is a risk
that cannot be predicted. Given the significant amounts of capital required to develop and
redevelop a shopping center, the developer needs to be confident that there is no
unforeseen threat to achieving an appropriate return on their investment. Considering
these two issues gives rise to the need to develop shopping center layouts that can ensure,
among other requirements, that facility entities will receive maximum customer flow to
increase profitability.
B. Facility layout problem:-Facility layout planning plays a crucial role in the success and
profitability of any organization; an effective layout can minimize costs substantially, which

3. leads to improvement in overall performance. A facility is an entity that facilitates the
performance of any task, and the facility layout is the arrangement of everything needed for
production of goods or delivery of services in that facility. “Layouts are not only concerned
with improved utilization of buildings and land but are very much concerned with increasing
sales. In the retail environment, layouts must be customer focused and displays should
attract the attention of the purchasing public.” The common approach for solving the facility
layout problem is to assign entities to locations with the objective of minimizing the
material handling distances/costs. This has been done by evaluating the distances/trips
to/from different entities at the assigned locations. Other facility layout models have also
considered the objective of maximizing the flow through facility entities.
C. Maximum flow capturing problem:- The maximum flow capturing problem discusses the
flow in a system, where entities should capture portions of that flow . The portion of flow
that each entity captures depends on its weight, which is interpreted as the power to
capture flow. Accordingly, the maximum flow capturing problem can be utilized in shopping
center location assignment problems. The objective in this case would be to ensure that
each assigned shop’s share of customer visits (flow) is maximized, while maintaining the
flow balance across different areas (blocks) that accommodate these shops.
Fong presented a configuration (morphological) analysis of shopping malls and a study of
the extent to which location of attractors affects movement through the mall. The author
discussed the idea of a mall that offers unique shopping experience at several stores under
one roof along with entertainment tools, and that the idea of the shopping mall was derived
from the city center. Shopping malls usually follow the dumb-bell concept (Fig. 1), in which
large stores (anchors) are placed at the ends of the mall to work as customer magnets. This
creates an artificial flow between anchors, producing flow at the smaller stores, and
simulating the natural movement in the streets. In theory, in a shopping mall, all locations
are good. The shopping mall owner's main concern is usually to optimize rent return by
generating equally distributed foot-traffic for all shops in the mall, not only those who can
afford exceptional locations. Accordingly, the layout design process should take this into
consideration to achieve a tenant mix that leads to the success of the center by ensuring
maximum benefit for all occupants.
Brown introduced a study that discusses functionality problems of real estate and the
relationship with configuration. Space syntax was presented as a way to describe the
configuration of a failed shopping mall due to poor design, and was represented by a
mathematical network. The study compared the failed mall with another nearby mall, and it
showed that it is not important how big the mall is, but what matters is how the public area
of the mall makes the goods sold more accessible to shoppers. With equal effort, shoppers
would access more store entrances in the nearby mall than the failed one. Also, mall
entrances allowed shoppers deep into the nearby mall, and kept them on the edges at the
failed one. The author also discussed the importance of store entrance being on a core

4. space (potential high movement rates) or a fringe space (less movement rate where most
vacant stores are found) for the success of the store. There is a common tendency to locate
large anchor stores in fringe areas to benefit from their high market capability. It was
emphasized that the design of the failed mall made each store only represent itself as if it is
a stand-alone store not part of a mall, disabling the concept that the foot-traffic at each
store will inevitably generate foot-traffic at surrounding stores. In other words, separating
mall areas lead to mall failure. Yin, Xu, and Ng [8] discussed the relation between shop size,
tenant type, and location in the shopping mall. It was found that the vertical expansion in
mall size, by increasing the number of floors, increases owner concern if shoppers will reach
higher floors or not. The author classified the shops into non-impulse trades that consumers
will usually head to with a plan of specific purchases, and impulse trades that consumers
visit only as a last minute decision to purchase a product. The results showed that more
nonimpulse trades are found at higher levels in the shopping mall. The study concluded that
shoppers can be encouraged to go to the upper floors by placing shops of non-impulse trade
and anchors at the upper floors.
Fong discussed suitable locations of different shop categories (tenant mix) according to type
of shop activities and goods inside the shopping center. He enumerates rules to assign
certain shops to certain locations on the shopping center layout, such as fashion shops to be
located in main mall and service stores to be in less attractive locations. The author claims
that managers and decision makers pay attention to placement of anchors and major shops,
leaving the decision about non-anchors and less important shops to the leasing agents,
which may arise some problems in the matter of shops placement rules. The objective of
the study is to test the locations of each category of stores in order to define certain
“general rules” that apply to most of the sample shopping centers. The question asked is
should stores of a certain category be gathered beside each other, or should they be
separated through the whole shopping center layout. After studying different store types in
seven shopping malls, it is concluded that there are no certain location rules that stores
placement follow. The study suggests deciding on stores location by simulating the
dynamics of ecology, study of organism interactions, as studying the effect of a store
location on every other store (store-to-store interactions). The method highlights that
competing stores can be placed apart and stores of different types of activities can be
placed near each other. The author concludes that choosing stores’ locations is a skill of the
shopping mall manager more than being a scientific decision.
Kusiak and Heragu presented a survey of the different formulations and solution algorithms
that can be used to solve the facility layout problem in manufacturing systems. The study
enumerates the types of models that can be utilized and provided a summary of each. It
also classified the solution algorithms into optimal and suboptimal algorithms and showed
that facility layout problems are hard to solve with optimal algorithms because of time
constraints. A comparison between twelve heuristic algorithms for eight test problems was
included, and an analysis of solution quality and computation time was provided.

5. Feizollahi and Feyzollahi discussed the classical quadratic assignment problem (QAP), in
which a set of facilities are assigned to a set of locations in a way that achieve the required
flow between facility pairs and minimizes cost of material handling. The study discussed the
QAP problem with uncertain flow of material. The authors introduced a robust solution for a
set of uncertain flow possibilities.
Rosenblatand and Golany proposed a new approach for the facility layout problem other
than solving the classical quadratic assignment problem (QAP). The approach depends on
assigning distances to pairs of departments and formulating a minimum cost network
problem. The formulation takes advantage of network theory and algorithms. This distance
assignment problem (DAP) uses the flow in the network to represent the distance assigned
to department pairs. The study provides a solution algorithm consisting of three phases. In
the first phase, the distance parameters between departments are determined, where in
the second phase these distances are optimized. The third phase is concerned with
interpreting the obtained optimal distances into facility layout assignments.
Solimanpur and Jafari discussed the concept of two dimensional layout, where the problem
is concerned with the arrangement of manufacturing facilities into different layout patterns
taking into consideration some factors, such as machine dimensions and capacity. The
layout is optimized according to distance or cost minimization measures. The study uses a
nonlinear mixed integer programming model with a total distance minimization objective, in
a two-dimensional layout arrangement. The model takes into consideration the required
clearance between machines.
Amaral discussed the single row facility layout problem (SRFLP), where departments are
assigned on a line or one side of a certain path, with the objective of minimizing the
weighted sum of the distances between departments. The distances between departments
in the facility are measured between their centres. The author also discussed the special
case of the SRFLP, the linear ordering problem (LOP), where the distance between all
departments is unit length. The study presents a new mixed-integer linear programming
model for the problem to facilitate a more efficient solution.
Hassan discussed the problem of layout design and how it affects the pedestrian flow. He
argued that previous work either studied the layout design or pedestrian flow, but not both
problems simultaneously. The author used simulation tools to study different layout designs
and the resulting effect on pedestrian flow. The study focused on flow in normal situations
not congestion in panic situations. The author also discussed the effect of appropriate
design in a shopping mall on the profit. It was concluded that a good design will produce
smooth flow and maximize the flow across the layout spaces.
Hua, Cheng, and Wang presented the maximum capture problem (MAXCAP), which is
concerned with locating new stores in a competitive market, with the objective of
maximizing the market share for the new stores, which is in turn captured from other

6. competitors’ share. The authors listed previous studies that extend the MAXCAP problem
with the assumption that stores might have equal or different weights, or with the
assumption that competitors will react to the new entry to the market. The model objective
is to maximize total market share captured from competitors with respect to total cost,
including fixed and transportation costs. The authors emphasized the practical superiority of
the concept of maximizing capture per unit cost over maximizing profit.
workas restaurantsor cafes.Thisreflectsthe real practice inwhichsome entitiesare desiredtobe
assigned tocertainlocationswhileotherscanbe assignedfreelytoanylocationbutunderthe
objective of maximizingflow.These entitiesare constrainedbycertainrequiredfeaturessuchas
size,certainfacilities,orlocationona view.Attractionpointsinthe layouthave ahighweightas
theirattractionpowerishigh,and theyare differentfromspeciallocations-entitiesasspecial
locations-entitiescanbe of any categoryof weight.The objective istoensure balancedfoot-traffic
across the whole facility,bymaximizingthe flowof customerscapturedbyeachentityinitsassigned
location.The layoutisseparatedintoareas(blocks),where attractionpointsworkasmagnetto
visitors,creatingflowthroughthe wholeblock,resultinginflow acrossother smallerstores.Atthe
same time the average flowof all blocksismaximized.The model exploitsthe factthateachentity
assignmenttoa locationaffectsthe flowinthe whole facility.Thus,eachentityisassignedaweight
we that isrelatedtoits powerof attraction(high,medium, orlow),andisdeducedfrommarket
researchon the effectof differententitytypes.A locationi’sshare of customerflow ismeasuredby
the locationflowfactorfi.fi ismeasuredinreference tothe weightof the entity assignedtoitand
the weightsof entitiesassignedtoall otherlocations,andthe distance fromthese locationsto
locationi.Accordingly,anemptylocation’sshare of flow isdeterminedonlybyitsdistance from
otherassignedlocationsthatcapture flow bythemselvesandshare itwithotherlocations,suchthat
an assignedlocation’sfloweffect(abilitytoinduce flow)ishigheronnearbylocationsandlesson
fartherlocations.A flowfactorFb isalsodefinedforeachblockbas the sumof location flow factors
of all locationsinblockb.The model minimizesthe maximumdifferencebetweenblockflow factors
to ensure balancedflowacrossthe whole facility.The followingassumptionsare made:•Bi-
directional flow isallowed.•All locationshave a unitareaand the centerpointof a locationisused
as reference pointtothatlocation.• The distance froma locationtoitself issetto one notzero to
avoiddividingbyzerowhencalculatingthe flow factor.•Adjacentlocationsare equallyspaced.
FACILITY LOCATION –TRITON MALL
MARKETFACTOR –
1. PROXIMITYOFCUSTOMER-
The mall is established near to the main residential area like Jhotwara, Vidyadhar Nagar etc.

7. 2.FOOT TRAFFIC:-
The pedestrian traffic outside a potential location at different times of the day and on
different days of the week meets your needs.
3. ACCESSIBILITYANDPARKING:-
Consider how accessible the facility will be for everyone who'll be using it—customers,
employees and suppliers. how easy is it for cars to get in and out of your parking lot? Is the
facility accessible to people with disabilities? What sort of deliveries are you likely to
receive, and will your suppliers be able to easily and efficiently get materials to your
business? Small-package couriers need to get in and out quickly; trucking companies need
adequate roads and loading docks if you’re going to be receiving freight on pallets.
4. COMPETITION:-
Are competing companies located nearby? Sometimes that’s good, such as in industries
where comparison shopping is popular. And there are different competitors nearby the
triton like vishal mega mart, national handloom etc.
5.Huge space:-
Location should have the right amount of parking you need to support your customer flow. .
This is because you probably either have just a few customers at a time, or customers
typically spend only 10-15 minutes in your business, quickly opening up the parking spot for
the next customer.
6. RIGHTAMOUNTOF TRANSPORTFACILITY:-
There is good transport facility nearby the triton mall by bus or auto etc.
LOCATION FACTOR:-
Considering an already designed shopping mall, it is required to assign stores (entities) to
available locations. The objective is to ensure that all areas of the mall will have an
appropriate share of flow (customers’ visits), and that all locations are desirable, in order to
increase rent returns, and thereby profitability and success of the shopping centre. The
layout is divided into occupied locations and available (free) locations. An example of such
arrangement is shown in Fig. 2. The occupied locations are usually allocated for entrances
and exits, restrooms, and attraction points (food court, cinema, famous brand stores,
etc.).The available locations are to be assigned to shops, categorized into high, medium, and
low according to their attraction power. In addition, there are locations that can only be
assigned to special entities, such as locations that can only work as restaurants or cafes. This

8. reflects the real practice in which some entities are desired to be assigned to certain
locations while others can be assigned freely to any location but under the objective of
maximizing flow. These entities are constrained by certain required features such as size,
certain facilities, or location on a view. Attraction points in the layout have a high weight as
their attraction power is high, and they are different from special locations-entities as
special locations-entities can be of any category of weight. The objective is to ensure
balanced foot-traffic across the whole facility, by maximizing the flow of customers captured
by each entity in its assigned location. The layout is separated into areas (blocks), where
attraction points work as magnet to visitors, creating flow through the whole block,
resulting in flow across other smaller stores. At the same time the average flow of all blocks
is maximized. The model exploits the fact that each entity assignment to a location affects
the flow in the whole facility. Thus, each entity is assigned a weight we that is related to its
power of attraction (high, medium, or low), and is deduced from market research on the
effect of different entity types. A location i’s share of customer flow is measured by the
location flow factor fi. fi is measured in reference to the weight of the entity assigned to it
and the weights of entities assigned to all other locations, and the distance from these
locations to location I. Accordingly, an empty location’s share of flow is determined only by
its distance from other assigned locations that capture flow by themselves and share it with
other locations, such that an assigned location’s flow effect (ability to induce flow) is higher
on nearby locations and less on farther locations. A flow factor Fb is also defined for each
block b as the sum of location flow factors of all locations in block b. The model minimizes
the maximum difference between block flow factors to ensure balanced flow across the
whole facility. The following assumptions are made:
• Bi-directional flow is allowed.
• All locations have a unit area and the centre point of a location is used as reference point
to that location.
• The distance from a location to itself is set to one not zero to avoid dividing by zero when
calculating the flow factor.
• Adjacent locations are equally spaced.
FACTORS:-
1. Shopping Centre Characteristics:- Shopping centers are distinctly different from
the other two major locations--that is, downtown and local business strips. The shopping
centre building is pre-planned as a merchandising unit for interplay among Tenants. Its site
is deliberately selected by the developer for easy access to pull customers from a trade
area. It has on-site parking as a common feature of the layout. The amount of parking space
is directly related to the retail area. Customers like the shopping centre's convenience. They
drive in, park, and walk to their destination in relative safety and speed. Some shopping

9. centers also provide weather protection and most provide an atmosphere created for
shopping comfort. For the customer, the shopping centre has great appeal. For the
merchant making a decision whether or not to locate in a shopping centre, these "plus"
characteristics must be related to the limitations placed upon you as a tenant. In a shopping
centre, a tenant is part of a merchant team. As such, you must pay your pro rata share of
the budget for the team effort. You must keep store hours, light your windows, and place
your signs within established rules.
2. What Are Your Chances? :-
Whether or not a small retailer can get into a particular shopping centre depends on the
market and management. A small shopping centre may need only one children's shoe store,
for example, while a regional centre may expect enough business for several. The
management aspect is simple to state:  Developers and owners of shopping jos look for
successful retailers. In finding tenants whose line of goods will meet the needs of the
desired market, the developerowner first signs on a prestige merchant as the lead tenant.
Then, the developer selects other types of stores that will complement each other. In this
way, a "tenant mix" offers a varied array of merchandise. Thus, the centre's competitive
strength is bolstered against other centers as well as supplying the market area's needs. To
finance a centre, the developer needs major leases fromcompanies with strong credit
ratings. The developer's own lenders favor tenant rosters that include the triple-A ratings of
national chains. However, local merchants with good business records and proven
understanding of the local markets have a good chance of being considered by a shopping
centre developer. But even so, a small independent retailer can sometimes play "hard to
get." When most spaces are filled, the developer may need you to help fill the rest of them.
If you are considering a shopping centre for a first-store venture you may have trouble. Your
financial backing and merchandising experience may be unproved to the owner-developer.
Your problem is to convince the developer that the new store has a reasonable chance of
success and will help the "tenant mix."
3. What Can the Centre Do for You?:-
Suppose that the owner-developer of a shopping centre asks you to be a tenant. In
considering the offer, you would need to make sure of what you can do in the centre. What
rules will there be on your operation? In exchange for the rules, what will the centre do for
you? Even more important, you must consider the trade area, the location of your
competition, and the location of your space in the centre. These factors help to determine
how much business you can expect to do in the centre. In a Neighborhood Shopping Centre,
the leading tenant is a supermarket or drug store. The typical leasable space is 50,000
square feet but may range from 30,000 to 100,000 square feet. The typical site area is from
3 to 10 acres. The minimum trade population is 2,500 to 40,000. In a Community Shopping
Centre, the leading tenant is a variety/junior department store or discount department
store. The typical leasable space is 150,000 square feet but may range from 100,000 to

10. 300,000 square feet. The typical site area is 10 to 30 acres. The minimum trade population is
40,000 to 150,000. Women’s Enterprise Centre On-Line Resource Library
www.womensenterprise.ca Page 3 In a Regional Shopping Centre, the leading tenant is one
or more full-line department stores. The typical leasable space is 400,000 square feet with a
range from 300,000 to more than 1,000,000 square feet. The typical site area is 30 to 50
acres. The minimum trade population is 150,000 or more. When the regional centre exceeds
750,000 square feet and includes three or more department stores, it becomes a SUPER-
REGIONAL CENTRE.
The Centre's Location In examining the centre's location, look for answers to questions such
as these:
 Can you hold old customers and attract new ones?
 Would the centre offer the best sales volume potential for your kind of merchandise?
 Can you benefit enough from the centre's access to a market? If so, can you produce the
appeal that will make the centre's customers come to your store?
 Can you deal with your logical competition? To help answer such questions, you need to
check out:
 the trade area and its growth prospects;
 the general income level in the trade area;
 the number of households;
 the share of variousage groupsinthe population.
If your line were clothes for young women, for example, you would not want to locate in a
centre whose market area contains a high percentage of retired persons. Make your own
analysis of the market, which the developer expects to reach. In this respect, money for
professional help is well spent, especially when the research indicates that the centre is not
right for your type of operation. Your Space Determine where your space will be. Your
location in the centre is important. Do you need to be in the main flow of customers as they
pass between the stores with the greatest customer pull? Who will be your neighbors?
What will be their effect on your sales? How much space is also important Using your
experience, you can determine the amount of space you will need to handle the sales
volume you expect to have in the shopping centre. And, of course, the amount of space will
determine your rent. Many merchants need to rethink their space requirements when
locating in a shopping centre. Rents are typically much higher and, therefore, space must be
used very efficiently. Total Rent In most non-shopping centre locations, rent is a fixed
amount, which has no relationship to sales volume. In shopping centers, the "rent" is usually
stated as a minimum guaranteed rent per square foot of leased area against a percentage.

11. Typically, while this is between 5 and 7 percent of gross sales, it varies by type of business
and other factors. This means that if the rent as calculated by the percentage of sales is
higher than the guaranteed rent, the higher amount is the rent. If it is lower than the
guaranteed rent, then the guaranteed rent is the amount paid. But this guarantee is not the
end. In addition, you may have to pay dues to the centre's merchant association. You may
have to pay for maintenance of common areas. Consider your rent, then, in terms of "total
rent." If, and when, this "total rent" is more than your present rent, your space in the
centre, of course, will have to draw sales enough to justify the added cost. Finishing Out
Generally, the owner furnishes the bare space. You do the "finishing out" at your own
expense. In completing your store to suit needs, you pay for light fixtures, counters, shelves,
painting, and floor coverings. In addition, you may have to install your own heating and
cooling units. (Your lease should be long enough to pay out your "finishing out" expense.)
An innovation is the "tenant allowance." By this system, landlords provide a cost allowance
towards completion of space. It is for storefronts, ceiling treatment, and wall coverings. The
allowance is a percentage of their cost and is spelled out in a dollar amount in the lease.
Some developers help tenants plan storefronts, exterior signs, and interior color schemes.
They provide this service to insure storefronts that add to the centre's image rather than
subtracting from it.
4. Types of Shopping Centres :-Because each planned shopping centre is built
around a major tenant, centers are classed, in part, according to this leading tenant.
According to tenant makeup and size, there are three types: neighbourhood, community,
and regional.
Neighbourhood:-The supermarket or the drugstore is the leading tenant in a
neighbourhood centre. This type is the smallest in size among shopping centres. It caters to
the convenience needs of a neighbourhood.
Community :-Variety, junior department stores, or discount department stores lead in
the next bigger type--the community centre. Here, you find room also for more specialty
shops, need for wider price ranges, for greater style assortments, and for more impulse-sale
items. In recent years the community centre has also been designed around the home
improvement department store which combine hardware, lumber, electrical, plumbing,
flooring building materials, garden supplies, and a variety of other goods under one roof.
The shops that are grouped around this type of anchor tend to be similar in character and
may include custom kitchen and bath shops, upholstery, bedding, drapery, and other such
shops. While this type of centre tends to meet the Community Shopping Centre definition as
to floor area and site size, its market may be more like a regional centre.
Regional :-The department store, with its prestige, is the leader in the regional centre--
the largest type of shopping centre. When you find that a second or third department store
is also locating in such a centre, you will know the site has been selected to draw from the

12. widest possible market area. Super-Regional Centres have been developed with as many as
5 department stores. You will find, too, that the smaller tenants are picked to offer a range
of goods and services approaching the appeal once found only downtown.
The latest development in regional shopping centres is the enclosed mall. This type of
centre is designed to shut out the weather and to serve a larger trade area than other
regional centres. Customers enjoy the open storefronts, the easy entrance, and the "all-
weather" shopping. Tenants enjoy more centre-wide promotions because of weather
control. An enclosed air-conditioned mall enables you to merchandise the full width of your
store. The whole store becomes a display area, eliminating window backing and expensive
display settings. You can rely on sliding doors or an overhead open drop grill for locking up
the store. If you are considering a mall, you should weigh the benefits against costs. At the
outset, it may be difficult to measure savings, such as the elimination of storefronts, against
costs, for example the cost for heating and air-conditioning in the enclosed mall.
Specialty Theme Shopping Centres In addition to the three major categories of
shopping centres new types of centres are evolving that have been called specialty or theme
centres. In general these centres do not have a major anchor tenant. There is a greater
percentage of restaurants end specialty food stores, the other stores tend to be highly
specialized with more imported goods, custom crafted goods, designer clothes etc. Also, a
greater number of the merchants are independents. Unusual and interesting architectural
design is a normal characteristic and frequently a tourist market rather than a resident
market exists.
LOCATION FACTORSCONSIDERED WHILE
DECIDING TRITON MALL
 Proximity of consumers around the location which helps to earn more profits.
 It is located in the middle of Jaipur city where you can easily reach anytime.
 Proximity of big malls around the triton mall which creates toughest competition
among them.
 Goods supplied in the shops can easily reached at their right place and it reduces the
transportation cost also and maximize the profit.