Developing Social Media Strategy for Mall of Islamabad to Increase Customer Footfall

Abstract

This project targets the point of need Digital Visibility Gap as recognized at Mall of Islamabad (MOI), a high-end multi-purpose shopping center at the blue area of Islamabad. The key problem that we noticed in our fieldwork was not about the quality of the mall physically- MOI provides high quality architecture, high end retailing opportunities and quality food, but the contrast between the physical value of MOI and its online communication. The preliminary comparative findings between MOI, Centaurus Mall and Pak China Mall showed that there was a high difference in the vibrancy and the number of visitors as indicated by the footfalls especially during peak hours in the evenings. The competitor location showed high and buzzing activity even during the weekdays, whereas MOI seemed to be much quieter, with empty corridors and low restaurant attendance. This study aimed at creating and partially testing an effective, evidence-based, content-based social media plan that would help MOI change its image of a corporate organization with shops into an apparent lifestyle destination and an experience-based center. The project was based on mixed-method research which involved stakeholder interviews, two weeks comparative on-ground observation and competitor benchmarking. The interviews repeatedly showed that there was a digital disconnection whereby customers prefer to go to competitor malls as they encounter them on the internet thus, they make them up top of mind and not necessarily because they are superior in nature. These perceptions were supported by a base level digital audit and competitive comparison. The MOI Instagram page already had a significant number of followers (around 19,600 followers and around 1,544 posts), but the activity and interactions were noted as low and inactive, and the posts were mentioned as occasional. It was found that competitors made more posts with stronger video content, use of influencers, and event coverage. This affirmed that the issue of MOI was not merely a question of having to start with nothing but transforming an already existing platform into a powerful channel that can alter behavior and cause people to walk. The main conclusion is that low footfall of MOI is closely connected with the lack of regular storytelling, poor utilization of video formats (Reels/short-form content), inconsistent branding, and low-interactive management of the community. Consequently, three priorities, namely, (1) MOI as an Experience Hub, (2) consistent premium visual identity and (3) planned content execution with the help of measurement and resource allocation, became the foundation of a 360-degree Content Strategy. The strategy offers an entire content architecture (pillars, formats, and messaging), a posting and engagement platform, a measurement framework (what to measure, how to certify measurements), a comprehensive implementation schedule, and a line-item budget that will lead to sustainable implementation.