A shopping centre wired its entrances with SP Count, its exits with SP Delight feedback buttons and its car park with SP Park — and replaced three arguments with tenants by one shared dashboard.
A mid-size shopping centre negotiated rents with its anchor tenants using the one number everyone had and nobody trusted: an annual footfall estimate from a week of manual counting. Marketing budgets, cleaning schedules and even the security roster were built on that guess.
The setup
- SP Count people counters above every public entrance and on the food-court escalators.
- SP Delight three-button feedback terminals at the restrooms and the information desk.
- SP Park occupancy sensors in the short-stay section of the car park.
All of it is LoRaWAN: no cabling through finished ceilings, no PoE switches, no contractor weeks. The whole estate reports into SP SmartCloud, and the centre’s management shares scoped dashboards with tenants — each sees the traffic that concerns them and nothing else.
What changed
- Footfall is now a continuous, auditable series, not an annual estimate. Rent reviews start from a shared number.
- Saturday staffing follows the actual arrival curve; the cleaning contractor is paid against restroom traffic, not a fixed schedule.
- The feedback terminals put a number on the restroom refurbishment: negative presses dropped by two thirds — a before/after the board could see.
- Car-park data ended the “there is never parking” dispute with a chart: occupancy peaks at 87 % for forty minutes on Saturdays, and the new valet window covers exactly that.
The compound effect
None of these numbers is dramatic on its own. What changed the way the centre runs is that they arrive together, every day, on one screen — traffic, satisfaction and parking as one picture of a building at work. The marketing lead’s summary after six months: “We stopped debating what happened and started debating what to do.”