Krzysztof Brączek, Director of Gemini Park Bielsko-Biała: The entire retail market is currently in a state of transformation. The shifts we are observing result from socio-economic conditions and, more specifically, the consumer behaviors and expectations stemming from them – which often differ significantly from traditional patterns. Our role is to observe, analyze, and implement these changes optimally within our centers. We rely on a dialogue with our customers to understand them better, alongside hard data. We analyze parameters such as footfall, turnover, and dwell time.

This allows us not only to evaluate current effectiveness but also to forecast which actions will best meet local needs. This applies to the retail mix, marketing, and CSR initiatives. Our experience shows that these areas are now just as critical as a well-composed tenant mix because they build long-term loyalty. We regularly organize high-quality cultural, educational, and sporting projects so that our centers serve as leisure destinations for entire families and different generations. By engaging with local schools, organizations, and sports clubs, our centers become active participants in the social life of the region rather than just retail spaces.

A shopping center is often compared to an organism that functions correctly only when healthy relationships exist between tenants and the landlord. The pandemic crisis was a critical moment that revealed the true condition of both tenants and owners. As Warren Buffett famously said: “Only when the tide goes out do you discover who has been swimming naked.” What lessons were learned from that crisis regarding asset management?

Tomasz Misztalewski, Director of Gemini Park Tychy: The pandemic was a stress test for resilience, tenant-landlord relationships, and the flexibility of the entire industry. From the beginning, a partnership-based approach was paramount. We believe that in difficult times, real cooperation and a readiness for constructive dialogue based on mutual respect are the foundations of survival and future growth. We developed individual solutions with many brands based on their specific business models. I would even argue that, in the long run, the pandemic strengthened Gemini Park’s market position. Being open to the needs of the other party is no longer just a competitive advantage – it is a necessity in modern asset management. Centers must be attractive to customers while remaining stable and predictable for business partners.

Gemini Park centers have established positions in their local markets, yet they likely differ in tenant structure. How does the location of each center – in Bielsko-Biała, Tarnów, and Tychy – influence the tenant mix?

Krzysztof Kryczka, Director of Gemini Park Tarnów: Absolutely. Each city has its own demographic profile, purchasing power, and consumer needs. Therefore, while Gemini Park centers share a management strategy and high standards, each tenant mix is “tailor-made.” These differences are the result of in-depth local analysis. We listen to our customers within their specific geographical context. By following local trends and engaging in city life, we understand not only which brands are in demand but also what values matter to the local audience – from convenience to community aspects. This approach allows us to build the loyalty necessary to maintain market leadership.

Recent market research shows that customers are returning to shopping malls but are becoming more omnichannel-oriented. How are you responding to these modern expectations?

Director of Gemini Park Tarnów: Today’s customer operates in an omnichannel model, seamlessly blending online and offline shopping. While the line between these worlds is blurring, brick-and-mortar retail remains the leading channel and often the first point of contact with a brand. This is confirmed by PRCH and GfK data: in Poland, shopping centers account for over 40% of all offline trade.

Furthermore, offline doesn’t just coexist with online – it drives it. The ICSC “Halo Effect” report shows that opening a physical store increases a brand’s online sales in that market by an average of 7%, while closing one can lead to an 11% drop. Physical locations also correlate with higher average basket values. We support our tenants by facilitating click-and-collect strategies, online reservations, and mobile loyalty apps. We also provide the necessary infrastructure, such as parcel lockers, free Wi-Fi, and comfortable lounge areas where customers can compare offers online while relaxing.

There is a growing presence of “Value for Money” brands (such as Dealz, Action, Pepco) in the market. Do you see this trend in your centers?

Director of Gemini Park Tychy: “Value for money” brands are now an indispensable part of a modern tenant mix. They provide real value by offering products for every budget in one place. Their popularity stems from their ability to react quickly to consumer needs and their high engagement with younger demographics like Gen Z. This autumn, we are opening Woolworth in Gemini Park Tychy, which is a direct response to this trend. Today’s customers expect diversity – they want to choose between affordable brands and aspirational ones. We offer the full spectrum: from international chains and established Polish brands to valued local boutiques.

To what extent do your customers expect „retailtainment” – shopping experiences rather than just traditional commerce? Which sectors benefit most?

Director of Gemini Park Bielsko-Biała: Gemini Park Bielsko-Biała is heavily profiled toward families and tourists. Since Bielsko-Biała is a major tourist destination in the Beskid Mountains, “edutainment” has become our specialty. We have a thriving Cinema City, the Park w DECHE! outdoor education zone, and several play areas. Our flagship project, Science Point – a mini-science center created with the University of Bielsko-Biała – has seen nearly 100,000 visitors across three editions. We also use “pro-sale” events with high-value prizes (like our IKEA furniture assembly tournament or travel vouchers) to turn shopping into an emotional experience, which significantly boosts tenant sales.

Director of Gemini Park Tarnów: While we are a fashion-forward center, we are also a family destination. We collaborate with the local “Passage of Discovery” science center on interactive exhibitions (e.g., Leonardo da Vinci’s inventions) and are a long-term partner of the Tarnów Film Awards. These initiatives, along with sports events like obstacle courses, prove the immense potential of educational entertainment.

Director of Gemini Park Tychy: The power of retailtainment lies in community support. Our “Window to Culture” project, launched during the pandemic to showcase local artists when galleries were closed, created a unique dialogue with our customers. It showed that a shopping center can remain close to people even in difficult times, building a bond that brings them back for both experiences and shopping.

Is the food & beverage (F&B) sector becoming a key element of the Gemini offer?

Director of Gemini Park Bielsko-Biała: Gastronomy is becoming immensely important. Customers come to the center not just to shop, but to meet loved ones. In our surveys, 84% of customers stated that the diversity of restaurants and cafes is a key criterion for choosing a shopping center, second only to the retail offer. Our food court maintains high performance even on non-trading Sundays, serving as a social hub. The recent addition of Giga Buła, founded by a prominent influencer, has been particularly popular with younger audiences.

Can you share turnover and footfall data for H1 2025?

Director of Gemini Park Bielsko-Biała: We closed H1 with a footfall increase of over 5% YoY, even as national indices fell. Our entertainment segment saw a turnover increase of over 20%. The health and beauty segment also grew by 8%, which we met by introducing medical services like the Diagnostyka collection point.

Director of Gemini Park Tarnów: We remain the leading fashion hub in the region. Menswear grew by nearly 25% this half-year, while jewelry, footwear, and home furnishings all saw increases of over 17%.

Director of Gemini Park Tychy: We recorded an impressive footfall growth of over 10% YoY. Entertainment turnover rose by 19%, home furnishings by 14%, and we saw significant growth in menswear and beauty. Our ambition is to provide a comprehensive “one-stop-shop” experience – from fashion and gyms to utility service points (energy and gas providers).

Are there any areas you believe need improvement to better serve customers and tenants?

Director of Gemini Park Bielsko-Biała: We cannot afford stagnation. We are constantly improving comfort by developing lounge areas, strengthening our role as a logistics hub, and introducing new services to meet changing expectations.

Director of Gemini Park Tychy: We now cater to five generations – from Baby Boomers to Gen Alpha. Personalization and the ability to combine different experiences under one roof are the keys to future success.

Director of Gemini Park Tarnów: Modernization is an inherent part of development. We use materials and technologies aligned with ESG standards. Improving common areas and energy efficiency creates a more modern, friendly environment for our tenants to conduct business and for our customers to enjoy.

The interview was conducted by Wojciech Wojnowski – Omnichanell News.
https://omnichannelnews.pl/2025/09/11/centra-gemini-park-laczy-wspolna-strategia-zarzadzania-i-wysokie-standardy-wywiad/