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Wizville for retail property companies

Make every centre the preferred destination in its catchment area.

Wizville brings together visitor feedback, public reviews and competitor benchmark to help your teams improve the experience, manage your assets and strengthen their appeal.

See the platform in action Discover the Klépierre story
ChatGPT Image 24 août 2026, 14_54_06
Portfolio listening 800 000 reviews collected per year at Klépierre — figures from the customer story
Over 70 shopping centres, 13 countries (Klépierre customer story)

Property companies that manage the experience of their destinations with Wizville

Klépierre Nhood Altarea SCC Wereldhave Eurocommercial
Your assets

One management foundation, different moments of truth

Each asset type attracts visitors with different expectations. The measurement base stays the same, but the questions, touchpoints and priority themes adapt. Select your asset type.

Regional centres

A long, often family visit, where the destination is judged as a whole: access, parking, wayfinding in a large space, dining, leisure, events and comfort. The number of retailers makes reading by theme essential — a single score says nothing actionable at this scale.

Moments of truth
  1. Looking up information and events
  2. Road access and public transport
  3. Parking, entrance and exit
  4. Wayfinding in a large space
  5. Dining, leisure and events
  6. Services, restrooms and seating areas
  7. End of visit and intention to return
Pain points to detect
  • Car park full at peak times, congested exit
  • Store searched for and not found due to poor signage
  • Queues and lack of seating at lunchtime
Indicators tracked
Satisfaction by visit step and by reason for visitingOperational themes: parking, cleanliness, wayfinding, comfortPerception of the offer, separated from the experience of the placePosition in the catchment area, theme by theme

Neighbourhood centres

Short, repeated, often weekly visits where efficiency comes first: find a space, do the shopping, leave. Loyalty is won on consistent operational details, and the local listing carries real weight because the customers live nearby.

Moments of truth
  1. Looking up opening hours or a specific service
  2. Short-stay parking
  3. Everyday shopping and a quick route
  4. Local services
  5. Local complaint
  6. Review posted on the centre's listing
Pain points to detect
  • Car park turnover blocked by long-stay parking
  • Declining cleanliness or maintenance, noticed because people come back often
  • Service or shop closed without notice
Indicators tracked
Satisfaction of regular visitors, by time slotPerceived consistency from one week to the nextLocal public rating, recency and response rateRecurring pain points reported by the neighbourhood

Retail parks

An outdoor format where the experience depends heavily on the open air: clarity of traffic flow, parking close to the store, weather, shelter, clean roadways and directional signage. The challenge is to measure a place with no mall — the overall perception is built between the buildings.

Moments of truth
  1. Finding the store and the access
  2. On-site traffic and parking as close as possible
  3. Walking between stores
  4. Loading bulky purchases
  5. Dining and breaks
  6. Exit and intention to return
Pain points to detect
  • Confusing on-site traffic, insufficient directional signage
  • Uncomfortable or poorly sheltered walking routes
  • Neglected cleanliness of roadways and surroundings
Indicators tracked
Clarity of traffic flow and directional signageComfort of pedestrian routes and surroundingsSatisfaction by store visited, separated from the placeComparison with competing retail areas

Outlet centres

An intentional, longer, sometimes touristic visit, where expectations focus on the perceived value of the offer and the pleasure of wandering. Visitors come from far away: information before the visit, services and the quality of the welcome matter as much as the discounts.

Moments of truth
  1. Information before a long trip
  2. Arrival, parking and welcome
  3. Wandering and discovering the brands
  4. Services for visitors and tourists
  5. Dining and breaks
  6. Leaving with the feeling the trip was worth it
Pain points to detect
  • Gap between the advertised offer and what is found on site
  • Insufficient services for a visit lasting several hours
  • Incomplete multilingual signage and information
Indicators tracked
Satisfaction by distance travelled and reason for visitingPerceived value and relevance of the offerQuality of the welcome and visitor servicesIntention to recommend the destination

Transit hubs

Stations, multimodal hubs and places people pass through: the visitor is in a hurry, bound by a timetable, and pain points are measured in minutes. The retail experience is judged against the time available — immediate wayfinding, speed, cleanliness and perceived safety come before discovery.

Moments of truth
  1. Arrival under time pressure
  2. Immediate wayfinding
  3. Quick purchase or food to go
  4. Restrooms and essential services
  5. Waiting and comfort
  6. Departure
Pain points to detect
  • Wayfinding too slow for the time available
  • Queues incompatible with a transport timetable
  • Restrooms and waiting areas insufficient or poorly maintained
Indicators tracked
Satisfaction relative to the stated time availablePerceived wayfinding, speed and cleanlinessPerceived safety by time of dayThemes specific to peak hours
See how Wizville adapts to your portfolio
Two levels, one vision

Separate the causes without losing sight of the destination

Merging the experience of the centre with that of the retailers hides the causes. Separating them makes overall appeal impossible to understand. The programme therefore keeps three readings: centre, retailers and combined experience.

The centre experience

The question asked of the visitor

Did access, parking, wayfinding, cleanliness, comfort, welcome and services live up to your visit?

Who owns it Centre management, operations, services and contractors
Example action

Handle the pain point that falls to your teams: extra cleaning in an identified time slot, temporary signage during works, faulty equipment replaced, information better relayed at the welcome desk.

Perception of the offer

The question asked of the visitor

Does the offer match what you came for — retailers, dining, leisure, services?

Who owns it Leasing, marketing, asset management
Example action

Feed performance reviews and tenant mix discussions with a contextualised reading: the retailer's sector, review volume and recency, local context, specific themes, change over time and actions already under way. Bring objectivity to a dialogue, never publish a tenant league table.

Destination preference

The question asked of the visitor

Will you come back here rather than elsewhere, and what would decide that choice?

Who owns it Customer experience, marketing, asset management, executive management
Example action

Link the two previous readings to the stated preference, then compare the result with destinations in the same catchment area to see whether the gap is widening or narrowing.

Wizville measures perception from the sources covered. It does not assess footfall, revenue or asset value: it explains what lies behind those figures.
The visitor journey

The experience starts well before the centre entrance

The journey starts online and continues after the visit. Measuring it step by step shows where the experience broke down, unlike an overall score.

  1. Step 1

    Planning the visit

    The pain point to spot

    Local information that is missing, wrong or out of date: opening hours, services, shops, events or reviews.

    The signal to collect

    Local information, ratings, recent reviews and replies: the first impression is managed centre by centre, not as a portfolio average.

  2. Step 2

    Getting to the centre

    The pain point to spot

    Congested access, poorly signposted public transport or works not communicated.

    The signal to collect

    Perceived ease of access varies by mode of transport, day and time.

  3. Step 3

    Parking or arriving

    The pain point to spot

    A space hard to find, unclear signage, a payment that fails or a congested exit.

    The signal to collect

    Flow at entrance and exit, clarity of rates and payment, areas named in the verbatims: the car park opens and closes the experience.

  4. Step 4

    Entering and finding the way

    The pain point to spot

    Insufficient signage, an unreadable map, a store searched for and not found, a welcome desk that cannot be found or is unstaffed.

    The signal to collect

    Ease of wayfinding, clarity of maps and quality of the welcome are measured separately, because they call for different actions.

  5. Step 5

    Visiting the spaces and the stores

    The pain point to spot

    A disappointing offer, a closed shop, too many people or too much noise, insufficient cleanliness.

    The signal to collect

    Perception of the variety of the offer, the quality of the retailers, the comfort and cleanliness of common areas.

  6. Step 6

    Eating and being entertained

    The pain point to spot

    Too long a wait, no seat available, an expensive or limited offer, a poorly signposted event.

    The signal to collect

    Dining, leisure and events are measured separately: a centre can satisfy in its mall and disappoint at lunchtime.

  7. Step 7

    Using the services

    The pain point to spot

    Poorly maintained restrooms, an unavailable seating area, a digital service or a lift out of order, insufficient accessibility.

    The signal to collect

    Availability and condition of restrooms, seating areas, lockers and digital services, as well as accessibility and perceived safety, particularly in the evening.

  8. Step 8

    Leaving

    The pain point to spot

    A difficult exit or a wait in the car park can wipe out the whole visit.

    The signal to collect

    Final satisfaction and intention to return are analysed by reason for visiting, because a quick errand and a leisure afternoon do not carry the same expectations.

  9. Step 9

    Leaving a review or complaining

    The pain point to spot

    A complaint with no follow-up, a review with no reply or an incident discovered online.

    The signal to collect

    Detection, assignment, time to take charge, effort required and closure: handling dissatisfaction becomes an indicator in its own right.

Listening at every step does not mean surveying at every step: touchpoints are chosen by reason for visiting, with frequency-capping and deduplication rules.

Ce qui se joue en magasin, lisible dans une seule interface

Mail d'un centre commercial, retail park, hall d'accueil et espace de restauration reliés à l'interface Wizville de pilotage du parc.
Illustration de l'interface Wizville — données fictives.
The method

From the visitor's voice to the decision

Five stages linking a pain point, its frequency, the assets concerned, the action decided and how the result evolves.

  1. Step 1 Listen Personalised, multi-experience questionnaires, triggered at the moments that matter: after a visit, after using a service, after an event, after a complaint. Format and channel adapt to the reason for visiting and the time available — a hurried visitor in a transit hub does not answer like a family on a Saturday afternoon.
  2. Step 2 Understand Scores, verbatims and public reviews brought together, then analysed by theme and sentiment, at the level of the centre, the area, the time slot and the reason for visiting. Themes turn comments into actionable causes — parking, cleanliness, signage, welcome, comfort, offer, dining, incident handling — where an isolated score gives no direction.
  3. Step 3 Compare Each asset is positioned against the destinations actually accessible to its visitors, theme by theme. This is what turns a level into a direction: knowing you score 7.9 does not tell you what to do; knowing you are slipping on parking while a competitor is improving does.
  4. Step 4 Act Dissatisfaction triggers an alert according to your rules, the case is assigned to the right owner — centre, contractor, department, region — the action is documented and then closed. Wizville speeds up detection, assignment and follow-up; resolution remains in the hands of your teams and your contractors.
  5. Result Measure The link between pain point, frequency, assets concerned, action decided and change in the result becomes visible: the before/after of an action, the trend of a theme, the relative position in the area. The platform replaces neither your footfall data nor your revenue — it explains the perception that lies behind them.
20-min drive radius · 4 competing destinations tracked · illustrative example Your centre

Each asset has its own catchment area: the perimeter is set by town, metropolitan area, travel time or a chosen list of destinations.

Local benchmark

Every centre against its real local competition

Your assets compare less with each other than with the alternatives available to visitors.

The benchmark identifies gaps and good practices between comparable perimeters, including over time. It produces neither a public ranking nor a measure of footfall or asset value.

The area, not the group

The perimeter is defined asset by asset, by town, metropolitan area, travel time or a chosen list, and can include other types of destination.

Theme by theme

Being the best-perceived destination is not enough. You need to understand where competitors are improving and why they are chosen: offer, accessibility or experience.

Before and after an investment

Beyond the score, measure whether your decisions really strengthen your position against local alternatives, at comparable season and perimeter.

Practices worth sharing

One asset's performance sheds light on the others. The benchmark feeds both local diagnosis and portfolio management.

Benchmark by theme

Where your destination wins, where it falls behind

Comparison of a centre with the destinations in its catchment area, theme by theme. Illustrative example: the topics, perimeter and competitors tracked are defined with you.

Gap vs. average of destinations in the area
Access and parking −6 pts
Cleanliness and comfort +6 pts
Welcome and services +8 pts
Variety of the offer −6 pts
Dining and leisure +8 pts
Wayfinding and signage −6 pts
Access and parkingCleanliness and comfortWelcome and servicesVariety of the offerDining and leisureWayfinding and signage
Your centre Area average
Handle first

The area does better on parking and wayfinding, two topics your teams can act on directly: directional signage, information, turnover and signage. 

Worth telling

Dining, welcome and comfort are the destination's strengths. These assets should feed local communication, the dialogue with retailers and the sharing of good practices across the portfolio.

Multi-country, multi-asset, multi-role

Group, country, region, centre: a view for each

The programme is structured by country, region, asset type, centre and role. Each level receives a suitable view, rights and actions — the exact scope of access, alerts and integrations is defined during deployment.

Group and executive management
Consolidate the portfolio, spot causes shared across several countries, harmonise indicators without erasing local realities, and track the competitive position of assets in their area.
Country
Adapt the programme to the market's review platforms, languages and habits, compare assets of similar type, and lead national visitor experience programmes.
Region and asset management
Identify the assets that need support, decide between a fix, a tactical action and a structural investment, and circulate the practices that work from one centre to another.
Centre management
See the feedback for your asset, receive your alerts, handle pain points with your teams and contractors, reply to local reviews and measure your own progress — without waiting for a head office report.
From feedback to decisions

Four horizons, one thread of evidence

Some pain points are fixed immediately, others require a procedure, an investment or a repositioning. What matters is linking each pain point to its frequency, the assets concerned, the actions taken and the results.

  1. Same day

    Daily

    Operations, cleanliness, welcome, equipment

    What gets decided
    • Extra cleaning in a time slot
    • Temporary signage
    • Faulty equipment replaced
    • Information relayed at the welcome desk
    The signal that triggers it

    A specific, located and dated dissatisfaction — a restroom, a car park level, a lift, a queue.

    The risk without measurement

    A pain point everyone notices and nobody owns: it comes back every week without ever becoming a case.

    What Wizville brings

    An alert routed to the right owner, with an expected time frame and a documented closure. Handling is measured as an indicator, not as an intention.

  2. A few weeks

    Tactical

    Events, service, opening hours, routes, training

    What gets decided
    • Adjusting opening hours or a service
    • Revising a route or directional signage
    • Event programming
    • Training welcome and security teams
    The signal that triggers it

    A theme recurring over several weeks, concentrated on a time slot, an area or a reason for visiting.

    The risk without measurement

    Event decisions taken on intuition, without knowing what they fix or how to check that they helped.

    What Wizville brings

    The frequency of a theme, its location and how it evolves after the action — the before/after becomes proof rather than an impression.

  3. One to three years

    Structural

    Parking, restrooms, renovation, dining, accessibility

    What gets decided
    • Redesign of parking or access
    • Renovation of restrooms and seating areas
    • Creation or overhaul of a dining offer
    • Accessibility and comfort works
    The signal that triggers it

    A persistent, widely shared pain point, and a lasting gap with the destinations in the area on the same theme.

    The risk without measurement

    An investment decision defended without proof of use: the best-presented project comes before the one most useful to visitors.

    What Wizville brings

    The frequency and age of a pain point, the assets concerned, the competitive gap by theme, then the measured effect after delivery — at comparable season.

  4. Asset cycle

    Strategic

    Positioning, tenant mix, role of the asset

    What gets decided
    • Positioning of the destination
    • Tenant mix and leasing directions
    • Portfolio investment priorities
    • Role of the asset in its area
    The signal that triggers it

    A shift in destination preference: visitors say why they choose — or would choose — somewhere else.

    The risk without measurement

    A strategy built on footfall alone, without knowing what visitors come for and what would bring them back.

    What Wizville brings

    Perception of the offer and the place, stated preference and relative position in the area — a light on perception, never a measure of footfall or asset value.

Action plans

One pain point, one owner, one deadline, one result

The local action plan is what stops measurement from remaining a report. It gives each pain point an owner — centre team, contractor, support department, region — a deadline, and a check on the effect achieved.

A named owner

A pain point without an owner comes back indefinitely. Assignment follows your real organisation, operations contractors included.

The effect measured, not assumed

After the action, the theme is tracked on the same population and at comparable season. It is the only way to know whether the problem has been solved or merely moved.

Shared across levels

The centre sees its plan, the region sees progress across its assets, head office sees what is systemic. The same data, three uses.

ChatGPT Image 24 août 2026, 15_46_39 (1)
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Local online reputation

A rating does not tell you what is happening in your centre

A centre's listing mixes reviews about the car park, the shops, the crowds, cleanliness, dining, safety and events. Brought together and sorted by theme, these reviews become an operational resource; left as an average, they only serve to take note.

Invitations to post a review remain neutral and are sent to eligible visitors under a common rule: no selection based on satisfaction, no incentive, no review removal.

All assets in a single feed

Reviews from the whole portfolio, attached to the right asset and the right themes, across the platforms and countries actually covered by the programme.

Sorted by theme, not by stars

The same 3/5 can be about the car park, a retailer or the noise. Sorting by theme brings out the recurring signals that the average rating hides.

Replies organised between head office and centres

Who replies, within what time, in what tone, and which cases go through a review: the framework is set at group level, the reply stays local and in context.

Recency, volume, rating and response rate

Four indicators tracked per asset, then compared with destinations in the same area: this is what a visitor hesitating between two places actually sees.

Respond

Reply quickly, publicly with restraint, privately with precision

A good reply acknowledges the feedback, stays measured and specific to the theme raised, then invites the conversation to continue in private. A draft written in the brand's tone saves centre teams time; it does not replace them.

A public reply never discloses information about a security incident, about a person — visitor, employee, agent — or about a retailer. No reply is published automatically: approval stays human.

The right level of reply

What falls to the centre is handled by the centre; what falls to a retailer is passed on to the retailer without naming them publicly.

The detail goes private

An incident, a complaint or a sensitive situation is handled on a private channel, with an owner, an action and a closure — never on the public listing.

Replying is not resolving

The best workflow links the review to an action on the ground. Handling status is tracked as an indicator in its own right, alongside the response rate.

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Customer proof

From the visitor's voice to decisions that add value to every asset

Klépierre uses Wizville to analyse over 800,000 reviews a year, compare its centres within their catchment area and feed action plans in the short and long term. The programme described in the customer story includes personalised questionnaires, a benchmark of each centre against the competitors in its area, analysis of how the retailers present are perceived, identification of the reasons for satisfaction and dissatisfaction, operational action plans as well as structural investments, and AI-generated replies to reviews. Figures and scope as presented in the Wizville customer story: they describe a specific programme and are not a guarantee of results for another portfolio.

70+ shopping centres
13 countries
800 000 reviews collected per year
Discover the Klépierre story
k_hoog_catharijne_mail_004
« The customer experience must be flawless, experiential and enriching. Thanks to Wizville, we can collect our customers' reviews and better understand their expectations, so as to offer them the best possible experience in our centres. »
Solenn Glory Customer Experience Director, Klépierre
Frequently asked questions

Visitor satisfaction, local benchmark and tenant mix: your questions

By moving away from a single satisfaction question in favour of measurement at each step of the visit. A visitor's journey starts online — opening hours, access, services, events, recent reviews — then continues with access, parking, entering and finding the way, visiting the spaces and the stores, dining and leisure, using the services, leaving, and finally the review or complaint after the visit. Personalised, multi-experience questionnaires are triggered at the touchpoints that matter, in a format suited to the reason for visiting and the time available. Verbatims are then analysed by theme — parking, cleanliness, restrooms, welcome, signage, comfort, perceived safety, accessibility, offer, dining, incident handling — so that each pain point becomes actionable for a team. Wizville measures perception from the sources covered: it does not assess footfall, revenue or asset value.

By defining the comparison perimeter asset by asset, rather than comparing the centres of the same group with each other. A centre competes with the shopping centres, retail parks, high streets, leisure areas and digital destinations actually accessible to its visitors: the perimeter is therefore set by town, metropolitan area, travel time or a chosen list of destinations. The comparison is then made theme by theme, not on an overall score: remaining the best-perceived destination locally does not tell you on which topic a competitor is improving, nor why it is chosen — for its offer, its accessibility or its experience. Two rules frame the exercise: compare like-for-like perimeters, and compare at comparable season, peak to peak. The benchmark is used to identify gaps and inspiring practices; it does not produce a public ranking.

By keeping two distinct readings, brought together by a third. The first covers the experience of the place — access, parking, wayfinding, cleanliness, comfort, welcome, services, perceived safety — that is, what your teams and contractors manage directly. The second covers perception of the offer: variety and relevance of the mix, quality of the stores visited, dining and leisure. The third measures destination preference, which depends on both. Merging these levels into a single score hides the causes; separating them completely makes preference impossible to understand. On the retailer side, the reading stays in context — the retailer's sector, review volume and recency, local context, specific themes, change over time, actions already under way — because the aim is to co-build improvements with retailers, never to publish a tenant league table.

Retail property companies

Turn the voice of your visitors into a driver of appeal for every asset.

Find out how Wizville adapts listening, analysis, benchmark and action plans to your portfolio and your asset types.

  • The experience of the place and perception of the offer measured separately, without losing sight of the destination
  • Each asset compared with the destinations in its catchment area, theme by theme
  • Local action plans and a thread of evidence all the way to investment decisions

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