Saudi retail enters new phase where experience, strategy will define winners, says BCG’s Andy Veitch
Community-focused events are also playing a growing role, helping destinations build local relevance rather than relying solely on destination appeal, says Veitch
19 April, 2026
TT
16
Saudi Arabia’s retail sector is entering a more complex phase of growth, where opportunity is significant but execution is becoming more demanding.
In this interview with Gulf Business, Andy Veitch, MD and partner at Boston Consulting Group, shares insights from a recent BCG report on the kingdom’s retail landscape and what it will take for developers and investors to stay competitive.
A recent BCG report highlights significant headroom for retail development in Saudi Arabia, with retail space per capita still below global benchmarks. However, with major flagship openings and signs of oversupply in segments like luxury retail, how should developers and investors approach this opportunity while building winning propositions?
While Saudi Arabia offers clear headroom for retail expansion, the landscape is becoming increasingly competitive. Major flagship developments such as The Avenues, Westfield, and destinations like Diriyah and Qiddiya will compete for the same pool of consumer spending.
There are already signs of oversupply in certain segments, particularly luxury retail, where space is roughly double relative to spending compared to markets like Dubai and Kuwait. This suggests consumers are redistributing spend rather than increasing it, putting pressure on footfall per square metre and overall mall economics.
To remain competitive, developers need to move beyond traditional retail formats and focus on differentiated experiences. This includes integrating retail into mixed-use communities, strengthening food and beverage and entertainment offerings, and building community-driven engagement through events.
Future growth will also depend on expanding revenue streams beyond rent, including retail media, tenant services, loyalty ecosystems and omnichannel integration. At the same time, retailers are increasingly pushing for performance-linked rents tied to turnover and footfall, along with more flexible lease structures.
Ultimately, success will depend on creating propositions that expand overall consumer spending rather than simply redistributing it across an increasingly crowded market.

Experience-led retail is emerging as a key differentiator. Which innovations are proving most effective in driving footfall and dwell time in the region?
The most effective strategies focus on transforming retail into a broader lifestyle experience. Mixed-use integration, enhanced food and beverage offerings, and family entertainment are proving particularly effective in increasing dwell time and repeat visits.
Community-focused events are also playing a growing role, helping destinations build local relevance rather than relying solely on destination appeal, especially as newer developments intensify competition.
Retail media monetisation is now a major revenue stream. How are developers leveraging this, and what barriers exist?
Developers are increasingly generating revenue beyond rent through digital signage, dynamic parking, targeted marketing and tenant services that help drive store performance. Additional streams include non-endemic advertising, integrated marketplaces and product-searchable platforms.
However, scaling this model depends heavily on data. While loyalty apps and location-based data provide a foundation, limitations in data quality and depth remain a challenge. There are also barriers such as tenant reluctance to share data, privacy concerns and regulatory constraints.
A key issue is organisational readiness. Many operators underestimate that most of the effort lies in building capabilities, governance and operating models, rather than just deploying technology.
AI and data integration are cited as foundational for future retail competitiveness, yet readiness remains low. What steps should operators take now?
Operators should begin by identifying where AI can deliver tangible value, focusing on practical use cases such as property management and media revenue. Updating economic models to capture non-rent income streams is also essential.
A clear data strategy is critical, covering data acquisition, usage and monetisation, alongside governance and capability building. Partnerships will play an important role in accessing advanced AI expertise and scaling capabilities.
Equally important is talent, as attracting the right digital and prop-tech expertise will be central to executing these transformations.
Your latest retail report identifies three emerging retail archetypes. How should developers decide which to prioritise, and what trade-offs are involved?
Retail in the region is evolving around three models: community and convenience retail, experience-led destinations, and ecosystem platforms that extend into data, logistics and digital services.
While many developments will blend elements of these, success depends on having a clear primary focus. Assets that attempt to pursue multiple models without prioritisation often face diluted positioning and increased complexity.
The key decision is defining the role each asset plays within its market. Each approach involves trade-offs, and strong performance depends on aligning design, tenant mix and investment strategy with a clearly defined proposition.





















