A study on the operating procedure of a mall using little’s law

Mall management has emerged as a dynamic and strategic component of the contemporary Indian retail economy, particularly in the post-globalization era. Since the 1990s, organized retail has shifted toward a “one stop – one shop” model, wherein mall developers lease retail space to branded outlets rather than operating stores independently. Over the past two decades, this concept has gained significant momentum in South India, transforming shopping malls into multifunctional community hubs that combine retail, entertainment, and leisure experiences. This study examines mall performance using Little’s Law (L = λW) from queueing theory to analyze the relationship between customer footfall, average spending time, and sales performance. The research adopts an experimental, descriptive, and exploratory design. Primary data were collected through interviews with operations managers, and secondary data were obtained from 60 stores at Mall of Travancore, Thiruvananthapuram, covering November 2025 to January 2026. The total recorded footfall during the study period was 350,211, with December accounting for the highest share (39.8%), followed by January (30.4%) and November (29.8%). Using a weighted average waiting time of 0.73 hours, Little’s Law estimated total purchases at 255,655 items, with December contributing 40% of the system load. A Chi-square test (χ² = 6207.66, p < 0.05) confirmed significant variation in monthly footfall distribution. The findings highlight that customer arrival rate and average time spent in the mall significantly influence sales volume and operational pressure. The study recommends strategic resource allocation during peak months, improved customer experience management, and data-driven operational planning to enhance sales conversions and sustain competitive advantage in an increasingly experience-oriented retail environment.