Shopping mall consumers continue to be a significant driver for physical retail in Brazil. Research from July 2025 (n = 1.003 respondents) reveals clear preferences for communication channels, anchor categories, and service formats—with one crucial point: the buyer's generation (Z, Y, Boomers) influences behavior more than income . For retailers and managers, understanding these differences is crucial for getting inventory, communication, and omnichannel operations right.

Profile of shopping mall consumers

Generation shapes motivations and channel choices more strongly than income:

• Generation Z (up to 27 years old) prioritizes quick discovery, social media influence and app/WhatsApp convenience for answering questions and closing purchases.
• Generation Y (Millennials) seeks balance: digital research, price/variety assessment and store experience (trying on, quick exchange).
• Boomers value personal assistance and credibility of anchor brands, with less appeal from asynchronous digital channels.

Strategic implication: segment by generational cohorts and "jobs to be done" (discovery, comparison, gift, exchange), and only then refine by income bracket.

Preferred communication channels

• WhatsApp leads on 56 % as a contact and service channel, ahead of other means.
• Boomers prefer in-person, with low adherence to chat and email.
• Email and online chat have low relevance transversal, especially for quick decisions.

how to act

• Structure service via whatsapp with catalog, cart, payment link and human handoff within 2–3 minutes.
• In stores, guarantee trained team for Boomers (advisory argumentation, demonstrations, simplified exchange).
• Reposition email as relationship media (personalized offers and after-sales), not as an immediate resolution channel.

Brands that attract consumers

The categories that most drive visits and time spent are fashion and beauty/cosmetics , with a strong role played by anchor brands:

Fashion: Renner, C&A, Riachuelo, Zara
Beauty/Cosmetics: O Boticário, Natura, Sephora

Why do they attract?

• Wide assortment and rapid renewal (constant new developments).
• Competitive price/value by audience range.
• Tactile experience (try, test, combine looks and fragrances) and services (exchange, gift).

Practical application: use anchor stores to generate traffic and integrate with satellite stores via cross-promotion (themed aisle displays, interoperable coupons, and style/beauty events).

Differences by generation and income

• Gen Z: seeks novelty and personal expression; responds well to drops, collabs, and short activations. Conversion increases with social proof and WhatsApp checkout.
• Gen Y: values convenience + quality; responsive to loyalty programs and omnichannel (buy online, pick up in store, exchange at any store).
• Boomers: prioritize trust and service; clear merchandising, consultative service and transparent exchange policies.

Income modulates the average purchase value and brand choice within the same journey . For the same objective (e.g., updating a wardrobe), different income profiles will choose distinct stores, but the triggers (service, variety, speed) remain the same.

Strategic opportunities for shopping malls and retailers

1) Personalization by generation (without excluding income)

• CRM segments: Gen Z (news, combos, low-friction coupons), Gen Y (benefits and convenience), Boomers (services and trust).
• Offers and communication “on occasion” (work, travel, gift, self-care).

2) Physical-digital integration

• Unified stock and a real promise of click-and-collect deadlines.
• QR codes in display for sizes/colors and reservations in fitting room.
• Proactive support on WhatsApp post-showcase (recapture of interest through opt-in geolocation).

3) Potential of anchor brands

• Calendar of traffic events (launches, consultancies, workshops) in partnership with fashion and beauty anchors.
• Cross-store bundles: for example, purchasing from the fashion anchor frees up a makeup service or a discount on fragrance.

4) Channel orchestration

• WhatsApp (56%) as a frontdoor: standardized flow, visible SLA and first contact resolution.
• Premium in-person for Boomers: approach training, clear language on pricing and benefits, “zero queues” with mobile POS.
• Email and chat as support: editorial content (trends, guides) and asynchronous assistance for complex cases.

5) Metrics that matter

• Conversion rate by channel (WhatsApp vs. Store), response time, NPS by generation.
• Trade-up and cross-sell by anchor (fashion → beauty; beauty → accessories).
• Footfall and dwell time in seasonal events.

Conclusion: The Future of Shopping Mall Consumers

Shopping mall consumers in 2025 will consolidate three vectors: digitalization of relationships (with WhatsApp in the lead) , the strength of fashion and beauty categories as traffic magnets, and decisions guided by generation rather than income . The winner will be:

• Personalize experience by generational cohort and occasion of purchase.
• Connect physical with unified stock and fast service.
• Lever anchors to generate flow and increase ticket sales through internal partnerships.

For managers and retailers, the recommendation is clear: reorient CRM, operations, and promotional calendars to reflect these habits — and transform traffic into long-term relationships.