This book presents a case study of Johor Bahru's Capital 21 Mall, using its 2020 closure and fragmented ownership of over 1,600 units to analyze systemic challenges in Malaysia's strata-titled retail sector. The work proposes a theoretical framework for revitalizing such assets, exploring financial and managerial models like unified management entities and hybrid profit-sharing mechanisms. These are presented as conceptual tools for academic and professional discussion, not as guaranteed solutions. Included financial projections, such as the potential for RM40.5 million in annual revenue, are hypothetical scenarios based on specific assumptions. They are intended for comparative analysis only and should not be interpreted as forecasts. Ultimately, this study is an academic exploration. It aims to contribute to the broader conversation on retail turnaround by outlining a structured approach to unlocking value in underperforming properties, without promising specific future results.
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