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Today’s tenants and shoppers expect more than well-managed spaces. They want experiences that are connected, personalised and consistent, whether they are exploring a mall, collecting rewards on an app, or grabbing coffee between meetings. For CapitaLand Investment’s (CLI) commercial management team, meeting that expectation is not an aspiration. It is the operating model.

“The days of managing a property purely as a physical asset are behind us,” says June Tan, Head of Digital Platforms, Strategic Marketing & Business Partnerships, Commercial Management (Singapore). “Tenants and shoppers are making choices based on the entire experience – the convenience, the relevance, the sense that a place understands what they need. That is what operators have to deliver today.”

The commercial management team in Singapore supports CLI Group’s retail and workspace properties, as well as those owned by third parties, helping each portfolio grow through asset management, leasing and customer experience. At the heart of this work is a simple belief: the value of a property extends beyond its physical footprint. It lies in the quality of the ecosystem it offers to the people who use it every day.
 

Scale that creates real value

Key to CLI’s approach is CapitaStar, Singapore’s leading multi-property lifestyle and rewards programme, which serves over 1.9 million members. Users can earn rewards from over 3,400 participating stores in 30 properties across the island. That scale creates value for everyone in the ecosystem. Shoppers are treated to meaningful rewards and personalised experiences. Tenants benefit from broader reach, stronger engagement and richer insights into shopper behaviour and purchasing patterns. Partners gain access to a platform with real depth and actionable insights. 

“Our strength lies in the scale of our platform,” says June. “What we can offer tenants and partners goes well beyond a physical location. It is access to a connected ecosystem that delivers timely, relevant engagement to the right customers in the most effective way. However, scale on its own means little. True impact is possible only when experience grows in tandem.”
 

Partnership built around shoppers and tenants

In 2025, CLI enhanced the CapitaStar experience through a multi-year partnership with Mastercard, enabling shoppers to earn rewards instantly at checkout without the need to submit receipts manually. The result was a smoother, more rewarding experience for all 1.9 million CapitaStar members and beyond.

“Partnerships like this show what a connected ecosystem can do,” says June. “When the digital experience, marketing reach and partner relationships all come together, we can create something that is genuinely differentiated. Ultimately, a strong partnership has to serve shoppers and support tenants.”
 

Bringing the ecosystem to life

The Mofusand Holidays campaign illustrates CLI’s ecosystem approach in practice. In what marked Southeast Asia’s first-ever Mofusand festive takeover, the popular IP was activated simultaneously across 17 CapitaLand malls and multiple workspace properties, integrating both physical and digital touchpoints to deliver a seamless online‑to‑offline shopper experience. 

The collaboration extended into Chinese New Year 2026, featuring a Mofusand-themed activation across CapitaLand malls and workspaces. Across both campaigns, the initiative generated close to 48 million social media impressions and more than 900,000 post engagements, while driving measurable footfall, sales and visibility for tenants across key retail periods.

The campaign also connected CLI’s retail and workspace communities. Over 4,000 workspace tenants across 15 locations enjoyed donut giveaways, while the fan-favourite Mofusand mascot, Shark Meow, made appearances at Capital Tower and CapitaSpring. A standout moment was the eight-metre Donut Meow installation in Singapore’s financial district, which drew considerable attention and generated strong social media activity.

“Our tenants and partners value the strength of our network and marketing impact as key to our partnership,” says June. “Strong activations translate into real commercial value, not just short-term engagement.”

The team's achievements were recognised across the industry with nearly 30 awards last year, including "Marketing Team of the Year", "PR Team of the Year", “Event Marketer of the Year” and "PR Champion of the Year".

AI that serves the shoppers

CLI is also driving improvements in customer experience by leveraging artificial intelligence (AI). Casey, CapitaStar’s Gen‑AI powered digital assistant, is now fully integrated into the app. What began as a simple chatbot on the website has evolved into an always‑on digital concierge that assists shoppers to earn rewards and submit transaction queries.

Today, Casey handles around 60% of enquiries, freeing the team to focus on complex issues and raising service quality. The impact is visible in how customers use the programme. More members are using self-service options, and Casey has helped shoppers better understand and make use of CapitaStar’s rewards. Over 91% of members who engaged with Casey went on to adopt linked payment methods to earn rewards more seamlessly.

Casey now also supports travel planning, drawing on a cross-platform synergy between CapitaStar and Ascott to offer personalised recommendations spanning attractions near CapitaLand malls, tourist perks, promotions and Ascott accommodations. For CapitaLand’s inbound guests, Casey makes planning effortless with curated itineraries, dining, attractions, and stays, tailoring suggestions to individual preferences while surfacing current mall offerings.

The platform has received notable industry recognition, including Customer Service Innovation of the Year (Real Estate Asia Awards 2025), Customer Experience Innovation of the Year (Asian Innovation Excellence Awards 2025), Best Loyalty Strategy (Loyalty and Engagement Awards 2025) and AI Retail category champion at the Singapore Business Review Technology Excellence Awards 2026.

“AI has become core to our customer experience, changing the way we operate,” adds June. “It allows us to keep pace with evolving expectations, while giving our teams the space to focus on areas that require a human touch. For me, the real measure of success goes beyond how widely we deploy technology – it is whether the shopper feels better served. That is the standard we hold ourselves to.”
 

Building for the long term

For the commercial management team, the underlying goal is consistent – to build an ecosystem where tenants grow their businesses, shoppers find real value, and partners can access a platform with meaningful scale and reach.

Sustaining that over time takes more than strategy. It takes a strong team culture and the willingness to learn from experience. “A strong ecosystem starts with strong people,” notes June. “Some of the most formative experiences come from imperfect outcomes, especially the lessons that build resilience and ultimately make us better at what we do.”

For June, the broader opportunity for the industry is clear. “Technology is moving fast, shopper expectations are constantly evolving, and competition is stiffening further every year. The operators who do well are those who stay curious, avoid complacency, and keep customers firmly at the heart of their work.”