Crossroads was launched in 1999 near hajji ali , in south Mumbai.

The mall is spread over an area

of about 150000 sq.ft with 60000 sq.ft. The vision of the mall owners was to provide a
SHOPPRETAINMENT to the Indian consumer through crossroads complete with food court, recreation
facilities and a large car parking space. The mall had four levels offering jewelry, kids wear, gifts,
women’s wear, men’s wear, house ware etc . The mall offered 125 Indian and international brands and an
in-house brand called pyramid that offered about 150 brands making it the biggest store in the mall The
mall had a footfall of 30000-40000 on the weekdays and around 100000 on the weekends. .For any
retailer this would be a dream but for cross road this dream became a night mare since the infrastructure
was not designed to handle this much crowd and the conversion rate was suffering as low as 10-15%

With a huge crowd mall infrastructure came under great pressure. It was not acceptable by the big
retailers. They had a huge problem handling the people in the mall. To handle this problem the
management decided to restrict the entry in the mall during weekends. For that the mall management
came up with a strategy that said a person entering into the mall should produce a credit card, visiting
card, cell phone, or a student ID card in order to enter the store or they should pay Rs. 60 as entry charges
which will be refundable on producing purchase bills. People turned back feeling insulted. The footfall
fell drastically within a few weeks to the extent of 70%. Looking at this the management lifted the ban,
but traffic flow continued to fall .the strategy that they adopted did not work for them. They directly hit
the ego of the general public dividing them into upper and the lower class on the basis of their possessions
.the anchor stores like McDonalds pantaloons and pallazzio were happy with this as it led to the increase
in the conversion rate of their stores in spite of the fall in the footfall .but the other stores in the mall got
drastically affected as they could not even recover their operating expenses. Most of these stores shifted
to other malls mushrooming in Mumbai or shifted to a standalone format. The problem was not with the
footfall as most of the successful malls that run today have an average footfall of around 55000 people.

There was a problem with the management as they could not manage a mix of premium and
middle level brands in the mall , paid more attention to their in house brand , adopted a strategy that hurt
the ego of the public, making another mall that catered to the middle class was again no so good a
strategy . They could not understand that the mall had a high initial footfall being one of its kind in the
city, which was expected to reduce with a due course of time.