{"paper_id":"0bb942ce-9d99-45c7-ba18-65a3da16bcca","body_text":"Attributes of placemaking matrix in Business improvement district | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Attributes of placemaking matrix in Business improvement district Pallavi Dalal¹, Vimala Swamy, Parag Narkhede³ This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7568993/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract placemaking - a process of transformation in which public places are converted into lively, inclusive and resilient spaces which promote community activity and enrich urban life. Spaces that are either not developed or overlooked in the multi-dimensional urban development and architecture process can be addressed through placemaking. This study incorporates Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis into the Strategic Position and Action Evaluation (SPACE) matrix framework to create a full-fledged strategic planning framework for urban placemaking practices. Planners can establish the strategic posture (aggressive, conservative, defensive, or competitive) that is most appropriate for a particular urban setting by evaluating internal (strengths, weaknesses) while external (opportunities, threats) factors and charting them on the SPACE matrix. This integrated approach facilitates a nuanced understanding of the spatial dynamics and socioeconomic conditions that influence public spaces. In order to identify regions with substantial potential for placemaking initiatives, this study highlights the importance of incorporating spatial perspectives into strategic planning. The BID SWOT analysis may be further applied to create holistic strategies that utilize strengths to harness available opportunities while correcting weaknesses and reducing risks, as they use their allocated funds and stakeholder cooperation to carry out creative placemaking projects that improve the district's distinctive personality and attract tourists. By creating focused outreach initiatives to include small companies and underrepresented stakeholders in decision-making processes, BIDs can proactively address their shortcomings. BIDs may build more resilient and dynamic urban systems designed to withstand and accommodate community issues and economic challenges by encouraging inclusive collaboration and embracing a range of viewpoints. This research seeks 1) assess the usefulness of the SWOT analysis with respect to usability in placemaking interventions, ( 2 ) determine the limitations that exist in the present practice as it applies to urban placemaking projects, and ( 3 ) prepare a spatial SWOT Analysis coupled with a SPACE matrix, and recommended approaches for Urban Placemaking Intervention in BKC Mumbai. This study's review of area-specific dynamic elements was one of its drawbacks. Urban Placemaking SWOT analysis Strategies BID (Business Improvement District) Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 1. Introduction The collaborative process of creating public areas that emphasize community needs and encourage social interaction is referred to as urban placemaking. Instead of aiming for static results, it accepts the dynamic character of urban life and acknowledges that cultural, social, and temporal factors continuously shape the areas. Effective placemaking mixes top-down planning with grassroots activities and incorporates a variety of tactics, from ephemeral exhibitions to large-scale improvements. Participatory design, which actively engages community people in influencing their surroundings, is essential to this process. Placemaking turns unused spaces into lively, significant locations that represent the identities and goals of the communities they serve by emphasizing inclusivity, adaptability, and the human experience. In contrast to the disciplines of architecture, planning, and urban design, placemaking is a broad, continuous strategic process that integrates a variety of professional as well as civic perspectives (City of PortPhilip 2018–2021, Duhl 2005, Lepofsky & Fraser 2003, McCann 2002, Shaw 2013). In accordance with this course of action, planning and decision processes must be combined. The analysis of the scenarios for city transformation is a complex decision problem involving multiple conflicting factors such as setting common goals for possible solutions and outcomes from various development scenarios. ( 5 ) The project aims at creating a model to identify and assess urban placemaking spaces to be given high-priority intervention. The model will be used to activate the public spaces in BKC, Mumbai, along with social and sustainable elements necessary for urban placemaking. SWOT Analysis is a plan strategy technique for analysing internal and external factors affecting the vision or given objective. SWOT Analysis is an instrument for a company or organization to determine whether it is capable of implementing a plan or reaching an achievable goal. While the precise origins of SWOT are debated, the technique has a long history as a practical tool for structuring decisions in complex contexts. Typically results are organised into a four-cell matrix that relates an organisation’s internal attributes (strengths and weaknesses) to external conditions (opportunities and threats). In this way analysts can visualise how internal capabilities align with or are challenged by external circumstances, and thereby derive strategic options. External opportunities and threats cover broad environmental forces — economic, social, cultural, demographic, environmental, political, legal, technological and competitive developments — that may create favourable or adverse prospects for the organisation and generally lie outside its direct control. By contrast, internal strengths and weaknesses arise from an organisation’s own activities and systems (for example in management, marketing, finance, operations, R&D or information systems) and reflect areas where it is comparatively strong or needs improvement. Systematically identifying and assessing these internal and external factors is a core element of strategic management, enabling organisations to leverage their strengths, address weaknesses and position themselves to take advantage of opportunities while mitigating potential threats. 2. SWOT Analysis In the present situation, the decision is a procedural one that is spread out across time rather than a one-time event. There are abundant probable solutions from which choices can be made. According to the current state of planning and policy-making, it can be seen that there are simply too many rival issues and interests, and that the social value of the public choice products is not entirely market system-dependent, therefore, it implies that new evaluation techniques must be used in physical planning. When evaluating urban placemaking initiatives, SWOT analysis is a more effective technique. The SWOT analysis's weakness and strength vary the site's characteristics, which may be beneficial or detrimental to the project's chances of success. While weaknesses are undesirable aspects that need to be addressed in the strategy and concept, strengths are positive aspects that require enhancement. Future effects on the location could include both opportunities and risk factors. Opportunities are innate enhancements and advantageous circumstances that the project will aim to achieve. The most likely obstacles that can cause projects to fail are threats. In particular, the first step involves formulating the decision problem in order to offer plausible alternative alternatives for accomplishing the objective. In particular, the first step involves formulating the decision problem in order to offer feasible alternatives choices for accomplishing the objective. The SWOT analysis is created at this stage. A final assessment of the internal and external elements influencing the community's comprehension in a four-quadrant table is the SWOT analysis. The SWOT analysis's ability to address multiple problem aspects and stakeholders makes it a great tool for the rehabilitation of brown fields. It helps identify specific suggestions within the strategic plan and draws attention to both internal and external factors. It establishes priority areas and improvement initiatives. By meeting the intended end-state, the SWOT analysis can be used in any decision-making scenario. External opportunities and external threats- are economic, social, cultural, demographic, environmental, political, legal, governmental, technological and competitive trends and occurrences that have the potential to significantly help or hurt an organization in the future. Opportunities and threats are mostly outside the control of one organization -hence the term external. Internal strengths and internal weaknesses are a company's controllable activities that are especially performed well or badly. They occur within a business's management, marketing, finance/accounting, production/operations, research and development, and management information systems functions. It is a critical strategic management task to identify and assess organizational strengths and weaknesses across a business's functional areas. Organizations strive to pursue strategies that capitalize on internal strengths and eliminate internal weaknesses (David, 2003: 10–11). “Understanding the story involves evaluating the strengths, weaknesses, opportunities, and threats and drawing conclusions about ( 1 ) how the organization’s strategy can be matched to both its resource capabilities and its market opportunities, and ( 2 ) how urgent it is for the organization to correct which particular resource weaknesses and guard against which particular external threats” (Thompson and Strickland, 2001: 127). 3. Study Area-BKC, Mumbai Mumbai is one among world’s largest cities and a perfect example of the megacity growth and mixed economic environment. India’s business economy greatly relies on Mumbai’s contribution to its growth. Being a city and state capital of Maharashtra, it is a headquarter of Mumbai City district and Mumbai Suburban district. It is an important economic and cultural centre, it being well linked by National Highways 48 and 66, with land, rail, air, and sea connectivity with the remaining part of India. The other major city in Maharashtra, Pune, is found approximately 150 km south-east of Mumbai. The Mumbai local planning area occupies approximately 60,000 hectares of various administrative and planning areas within Municipal Corporation of Greater Mumbai (MCGM) jurisdiction. A population of more than 124 crore (124 million) was considered while developing the Development Plan 2034(Municipal Corporation of Greater Mumbai, nd). The Mumbai Metropolitan Region (MMR) is the gateway to India for the future economy of the country. Mumbai is the capital of the state of Maharashtra and one of India’s most significant urban centres situated on the western seaboard of India along the Arabian Sea. The city was formerly known as Bombay, and the name is an English variant of the old fishing villages inhabited by the Kolis. Mumbai emerged into prominence under local leaders during the 14th century before it developed as a strategic Portuguese outpost, and the city was given the name Bombaim by the Portuguese. It came into the hands of the British Crown in 1661 as part of the Portuguese dowry and later grew up rapidly under British colonial domination to become a large port and business centre. INSERT Figure.1 HERE There was an urgent need to clear the congestion in Nariman Point, and south Mumbai as a whole, where the majority of the economic activities of the city were centred. It was one of the major growth drivers of BKC as a top business hub. The Mumbai Metropolitan Region Development Authority (MMRDA) is the government agency that develops BKC. About six lakh employees work in BKC at present, where some of the leading corporate houses of the area have offices. A number of residential and commercial complexes have already been completed, and others are under development. In contrast to south Mumbai's CBDs, two of BKC's advantages are its location in the middle and its smooth connectivity to Mumbai's domestic and international airports. It's therefore the choice of office space. The roads in south Mumbai are very narrow, and there is not enough space to provide for the space's growing demand in the city. The scheme in question is also getting the BKC area ready to be a \"smart\" commercial hub so that more companies can be attracted there and for accommodating the growing population of the area. For easy understanding, BKC's development has been divided into two phases. In 1977, BKC was established to ease traffic congestion, and from then until somewhere around 2014, it was just a property development, with large developers entering the scene to build offices, workspaces, schools, and other infrastructure. With the inauguration of the second phase in 2014, which was termed as \"Smart,\" the emphasis shifted from mere building of office space and high-rise skyscrapers to actually making the environment smart and innovative by applying technology and innovation. Once the companies started understanding the development and the rise in the BKC region other companies started coming in and building their infrastructure. The chosen site is G-Block of the Bandra-Kurla Complex (BKC) in Mumbai, as shown in Fig. 2 . Situated at the core of BKC, G-Block is presently a central point for commercial and institutional transactions in Mumbai's metropolitan area. The site is interesting in that it accommodates the headquarters of several corporate houses, consulates, financial institutions, and high-end commercial complexes, expressing the planned character of urban planning in the city. In spite of its high visibility and planned nature, G-Block suffers from various urban development issues, such as traffic, poor pedestrian infrastructure, and the need for improved public realm activation. Additionally, the site offers great potential for urban placemaking, especially for public space improvement and green urban design strategies. 4. The researcher mapping the SWOT variables on the base map Bandra Kurla Complex (BKC) is a major central business district in Mumbai, designed with the vision to redistribute South Mumbai's commercial activity. In order to increase its urban sustainability and to enable inclusive placemaking, a Spatial SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis can be very informative 5. Methodology Identification of SWOT Factors: Evaluate internal strengths and weaknesses, and external opportunities and threats related to BKC's urban position. Spatial Mapping: Position these objects on a base map of BKC to display their geographical distribution and relationship. Evaluation and Interpretation: Impose numerical values on all variables depending on their relevance and significance, thereby gaining a deeper insight into dynamics in the region. We need to apply the Strategic Position and Action Evaluation (SPACE) matrix to determine strategic orientations—aggressive, conservative, defensive, or competitive—for various BKC industries. A. Using the base map for illustrating the SWOT factors The advanced SWOT framework addresses the weaknesses of the traditional approaches by adding three key components. First, it integrates the SWOT analysis within the context of the strategic goals of urban placemaking projects. Second, it utilizes existing spatial tools such as Google Earth for obtaining precise spatial data. Third, it applies a multidimensional framework which includes the economic, social, environmental, physical, and mobility considerations. By considering these five dimensions, the analysis responds to major issues, thus triggering the development of corresponding solutions that reinforce strategic goals. In-depth analysis of sub-criteria in each dimension allows the development of comprehensive goals at macro and micro levels. Linking these components with regional plans facilitates better comprehension through the explicit correlation of issues with physical planning considerations. INSERT Figure.3 HERE INSERT Figure.4 HERE INSERT Figure.5 HERE INSERT Figure.6 HERE The resulting spatial SWOT maps, depending on policy frameworks and contextual subtleties, are found to be highly effective for stakeholder engagement. They provide an entry point for learning, enable the integration of diverse viewpoints. B. Aligning scores with different parameters - INSERT Table .1 HERE The four quadrants with varying factors as, (strengths, weakness, opportunities, and threats) were graded by the researcher on a scale of 0 to 5, depending upon how important the factors are, and 5 being the maximum score and 1 the minimum score. The average score of each of the SWOT's four entities was the score to be used in order to determine the location in the respective quadrant. The mean of the internal factors (strengths, weaknesses) and external factors (threats, opportunities) then charted on the SPACE matrix enabled, computation of strategic objectives of the Urban Placemaking Intervention. C. Identification of design strategies The points that were positioned in the corresponding quadrant were connected. According to the SPACE matrix principles of aggressive, conservative, defensive, and competitive, the strategy identified by that quadrant is the one where the region covered by the resulting figure is at its maximum. 6. The Method used A. Charting the rating and SWOT considerations INSERT Table .2 HERE INSERT Table .3 HERE INSERT Table .4 HERE INSERT Table .5 HERE a) Appropriating scores to the various factors See Figures Fig. 3 .Area Base Map for Strengths factors, Fig. 4 .Area Base map for WEAKNESS Factors, Fig. 5 .Area Base map for OPPORTUNITIES Factors, Fig. 6 .Area Base map for THREATS Factors & Tables Table 2 .Strength (Mapping and tabulation on Base map by Author),Table 3 .Weakness(Mapping and tabulation on Base map by Author),Table 4 .Opportunities(Mapping and tabulation on Base map by Author),Table 5 .Threats(Mapping and tabulation on Base map by Author) 2) Mapping of the space matrix The analysis and intervention approach are derived from the strategic position and action evaluation (SPACE). External factor scores are plotted on the y-axis and scores on the x-axis in the four quadrants that make up the SPACE matrix. On the positive and negative sides, the scores range from 0 to 5 and 0 to -5, appropriately. INSERT Table .6 HERE 3) Results The following are the four quadrants' strategic locations. The first quadrant represents an assertive position that possesses both external opportunity and internal strength. The second quadrant represents a conservative stance with external potential but internal weaknesses. The defensive position is in the third quadrant because it has both internal flaws and external dangers. The fourth quadrant represents a competitive position with both external threats and internal strength. The graphing of the average score for internal and external components (Equation 1) below illustrates the conservative design approach that will be used. Insert Equation 1 .HERE Discussions and conclusions This stance shows that BKC has significant internal resources and capacity that can be used to maximize external opportunities. To this end, the suggested path is to undertake proactive and transformative placemaking. Objective Positioning: The matrix indicates your calculated position from the actual values derived from your internal/external factor scores. Strategic Focus: Determines your most important strategic stance (Competitive Strategy) for targeted decision-making. Borderline Cases: Your coordinates (0.22, -0.2) are close to the axes, showing: Weak external advantage (just positive X) Key internal vulnerability (negative Y) Aspect Analysis Action Required Competitive Posture Use strengths to counter threats Leverage BKC's infrastructure/global status to mitigate pollution, gentrification Internal Warning Weaknesses (-2.8) > Strengths (2.6) → Y = -0.2 Urgent improvement in social equity, mobility, and community engagement External Edge Opportunities (2.62) > Threats (2.4) → X = 0.22 (slim advantage) Aggressively exploit green corridors, tourism, and innovation ecosystems 8. Recommendations: A. Short-Term: · Launch quick-win projects to convert threats (e.g., use green tech to reduce pollution). · Address critical weaknesses (e.g., improve pedestrian safety, affordable amenities). A. Long-Term: · Pivot toward Aggressive Quadrant by: · Boosting strengths (Y-axis) through infrastructure upgrades. · Amplifying opportunities (X-axis) via PPP models for innovation hubs B. Monitoring: · Track the X-axis balance monthly – a small dip could push you into Defensive quadrant. · Prioritize Y-axis improvement – even +0.5 shift would position you competitively. BKC's robust infrastructure, economic strength, and city potential naturally place it in an Aggressive strategy stance — implying that placemaking must be bold, pro-active, and opportunity-driven. A technique to fully comprehending SWOT's efficacy in the assessment stage of the strategic planning phase for urban placemaking was described in this research. While the SWOT analysis is useful for identifying strengths, weaknesses, opportunities, and threats, it doesn't seem to be a useful technique for identifying the strategic objectives of urban placemaking. As a result, the limits were identified, and modifications were proposed to re-engineer the traditional SWOT tool using the SPACE matrix. Mapping the baseline of a spatial SWOT analysis is considered the first step in understanding urban issues. The baseline map aids in stakeholder education. The SPACE matrix's strategic position is facilitated by the grading of the many aspects the work's limitations include its failure to highlight the changing spatial components that are essential to urban placemaking plans. It provides a viable avenue for further study of the area's microanalysis parameters. A comprehensive approach to spatial SWOT analysis can be accomplished by include dynamic spatial aspects, such as the area's daily changes, and doing the SWOT analysis of the area at a more in-depth level. Declarations Acknowledgement The authors acknowledge the support from REVA University for the facilities provided to carry out the research. The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Funding The authors received no financial support for the research, authorship, and/or publication of this article. Consent to Publish declaration Not applicable. Consent to Participate declaration Not applicable. Ethics declaration Not applicable. Clinical trial number Not applicable. References Biswas, S.K., 2013. PLAY! Tactics & strategies for public spaces in Mumbai’s informal city. [online] Observer Research Foundation. 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African Journal of Business Management, 5(22), pp.9448–9454. Tables Tables 1 to 6 are available in the Supplementary Files section Additional Declarations No competing interests reported. Supplementary Files EQUATION1.docx Table1.docx Table2.docx Table3.docx Table4.docx Table5.docx Table6.docx Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {\"props\":{\"pageProps\":{\"initialData\":{\"identity\":\"rs-7568993\",\"acceptedTermsAndConditions\":true,\"allowDirectSubmit\":true,\"archivedVersions\":[],\"articleType\":\"Research Article\",\"associatedPublications\":[],\"authors\":[{\"id\":539867093,\"identity\":\"c7afc01c-66a0-44c1-b1b1-6554d9aef768\",\"order_by\":0,\"name\":\"Pallavi 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15:50:03\",\"extension\":\"docx\",\"order_by\":8,\"title\":\"\",\"display\":\"\",\"copyAsset\":false,\"role\":\"supplement\",\"size\":27026,\"visible\":true,\"origin\":\"\",\"legend\":\"\",\"description\":\"\",\"filename\":\"Table3.docx\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-7568993/v1/fc6a98eea3c77db4102f93d4.docx\"},{\"id\":95312472,\"identity\":\"a4a7b47b-2afe-402f-82c8-fc38fea35fa7\",\"added_by\":\"auto\",\"created_at\":\"2025-11-06 15:49:29\",\"extension\":\"docx\",\"order_by\":10,\"title\":\"\",\"display\":\"\",\"copyAsset\":false,\"role\":\"supplement\",\"size\":26533,\"visible\":true,\"origin\":\"\",\"legend\":\"\",\"description\":\"\",\"filename\":\"Table4.docx\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-7568993/v1/ed67158c6b7a4000b2ebb8d9.docx\"},{\"id\":95312275,\"identity\":\"d2291c70-e034-4133-a608-3512761d3eab\",\"added_by\":\"auto\",\"created_at\":\"2025-11-06 15:48:37\",\"extension\":\"docx\",\"order_by\":12,\"title\":\"\",\"display\":\"\",\"copyAsset\":false,\"role\":\"supplement\",\"size\":26246,\"visible\":true,\"origin\":\"\",\"legend\":\"\",\"description\":\"\",\"filename\":\"Table5.docx\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-7568993/v1/037ed34f2e53e7ead23abd3a.docx\"},{\"id\":95235311,\"identity\":\"bfcac421-1e64-45e5-9221-e15574ded836\",\"added_by\":\"auto\",\"created_at\":\"2025-11-05 17:16:31\",\"extension\":\"docx\",\"order_by\":13,\"title\":\"\",\"display\":\"\",\"copyAsset\":false,\"role\":\"supplement\",\"size\":20172,\"visible\":true,\"origin\":\"\",\"legend\":\"\",\"description\":\"\",\"filename\":\"Table6.docx\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-7568993/v1/9b6d9d917f5084b30461d683.docx\"}],\"financialInterests\":\"No competing interests reported.\",\"formattedTitle\":\"Attributes of placemaking matrix in Business improvement district\",\"fulltext\":[{\"header\":\"1. Introduction\",\"content\":\"\\u003cp\\u003eThe collaborative process of creating public areas that emphasize community needs and encourage social interaction is referred to as urban placemaking. Instead of aiming for static results, it accepts the dynamic character of urban life and acknowledges that cultural, social, and temporal factors continuously shape the areas. Effective placemaking mixes top-down planning with grassroots activities and incorporates a variety of tactics, from ephemeral exhibitions to large-scale improvements. Participatory design, which actively engages community people in influencing their surroundings, is essential to this process. Placemaking turns unused spaces into lively, significant locations that represent the identities and goals of the communities they serve by emphasizing inclusivity, adaptability, and the human experience. In contrast to the disciplines of architecture, planning, and urban design, placemaking is a broad, continuous strategic process that integrates a variety of professional as well as civic perspectives (City of PortPhilip 2018\\u0026ndash;2021, Duhl 2005, Lepofsky \\u0026amp; Fraser 2003, McCann 2002, Shaw 2013). In accordance with this course of action, planning and decision processes must be combined. The analysis of the scenarios for city transformation is a complex decision problem involving multiple conflicting factors such as setting common goals for possible solutions and outcomes from various development scenarios. (\\u003cspan citationid=\\\"CR5\\\" class=\\\"CitationRef\\\"\\u003e5\\u003c/span\\u003e) The project aims at creating a model to identify and assess urban placemaking spaces to be given high-priority intervention. The model will be used to activate the public spaces in BKC, Mumbai, along with social and sustainable elements necessary for urban placemaking.\\u003c/p\\u003e\\u003cp\\u003eSWOT Analysis is a plan strategy technique for analysing internal and external factors affecting the vision or given objective. SWOT Analysis is an instrument for a company or organization to determine whether it is capable of implementing a plan or reaching an achievable goal. While the precise origins of SWOT are debated, the technique has a long history as a practical tool for structuring decisions in complex contexts. Typically results are organised into a four-cell matrix that relates an organisation\\u0026rsquo;s internal attributes (strengths and weaknesses) to external conditions (opportunities and threats). In this way analysts can visualise how internal capabilities align with or are challenged by external circumstances, and thereby derive strategic options. External opportunities and threats cover broad environmental forces \\u0026mdash; economic, social, cultural, demographic, environmental, political, legal, technological and competitive developments \\u0026mdash; that may create favourable or adverse prospects for the organisation and generally lie outside its direct control. By contrast, internal strengths and weaknesses arise from an organisation\\u0026rsquo;s own activities and systems (for example in management, marketing, finance, operations, R\\u0026amp;D or information systems) and reflect areas where it is comparatively strong or needs improvement. Systematically identifying and assessing these internal and external factors is a core element of strategic management, enabling organisations to leverage their strengths, address weaknesses and position themselves to take advantage of opportunities while mitigating potential threats.\\u003c/p\\u003e\"},{\"header\":\"2. SWOT Analysis\",\"content\":\"\\u003cp\\u003eIn the present situation, the decision is a procedural one that is spread out across time rather than a one-time event. There are abundant probable solutions from which choices can be made. According to the current state of planning and policy-making, it can be seen that there are simply too many rival issues and interests, and that the social value of the public choice products is not entirely market system-dependent, therefore, it implies that new evaluation techniques must be used in physical planning. When evaluating urban placemaking initiatives, SWOT analysis is a more effective technique. The SWOT analysis's weakness and strength vary the site's characteristics, which may be beneficial or detrimental to the project's chances of success. While weaknesses are undesirable aspects that need to be addressed in the strategy and concept, strengths are positive aspects that require enhancement. Future effects on the location could include both opportunities and risk factors. Opportunities are innate enhancements and advantageous circumstances that the project will aim to achieve. The most likely obstacles that can cause projects to fail are threats. In particular, the first step involves formulating the decision problem in order to offer plausible alternative alternatives for accomplishing the objective. In particular, the first step involves formulating the decision problem in order to offer feasible alternatives choices for accomplishing the objective. The SWOT analysis is created at this stage.\\u003c/p\\u003e\\u003cp\\u003eA final assessment of the internal and external elements influencing the community's comprehension in a four-quadrant table is the SWOT analysis. The SWOT analysis's ability to address multiple problem aspects and stakeholders makes it a great tool for the rehabilitation of brown fields. It helps identify specific suggestions within the strategic plan and draws attention to both internal and external factors. It establishes priority areas and improvement initiatives. By meeting the intended end-state, the SWOT analysis can be used in any decision-making scenario.\\u003c/p\\u003e\\u003cp\\u003eExternal opportunities and external threats- are economic, social, cultural, demographic, environmental, political, legal, governmental, technological and competitive trends and occurrences that have the potential to significantly help or hurt an organization in the future. Opportunities and threats are mostly outside the control of one organization -hence the term external. Internal strengths and internal weaknesses are a company's controllable activities that are especially performed well or badly. They occur within a business's management, marketing, finance/accounting, production/operations, research and development, and management information systems functions. It is a critical strategic management task to identify and assess organizational strengths and weaknesses across a business's functional areas. Organizations strive to pursue strategies that capitalize on internal strengths and eliminate internal weaknesses (David, 2003: 10\\u0026ndash;11). \\u0026ldquo;Understanding the story involves evaluating the strengths, weaknesses, opportunities, and threats and drawing conclusions about (\\u003cspan citationid=\\\"CR1\\\" class=\\\"CitationRef\\\"\\u003e1\\u003c/span\\u003e) how the organization\\u0026rsquo;s strategy can be matched to both its resource capabilities and its market opportunities, and (\\u003cspan citationid=\\\"CR2\\\" class=\\\"CitationRef\\\"\\u003e2\\u003c/span\\u003e) how urgent it is for the organization to correct which particular resource weaknesses and guard against which particular external threats\\u0026rdquo; (Thompson and Strickland, 2001: 127).\\u003c/p\\u003e\"},{\"header\":\"3. Study Area-BKC, Mumbai\",\"content\":\"\\u003cp\\u003eMumbai is one among world\\u0026rsquo;s largest cities and a perfect example of the megacity growth and mixed economic environment. India\\u0026rsquo;s business economy greatly relies on Mumbai\\u0026rsquo;s contribution to its growth.\\u003c/p\\u003e\\u003cp\\u003eBeing a city and state capital of Maharashtra, it is a headquarter of Mumbai City district and Mumbai Suburban district. It is an important economic and cultural centre, it being well linked by National Highways 48 and 66, with land, rail, air, and sea connectivity with the remaining part of India.\\u003c/p\\u003e\\u003cp\\u003eThe other major city in Maharashtra, Pune, is found approximately 150 km south-east of Mumbai. The Mumbai local planning area occupies approximately 60,000 hectares of various administrative and planning areas within Municipal Corporation of Greater Mumbai (MCGM) jurisdiction.\\u003c/p\\u003e\\u003cp\\u003eA population of more than 124 crore (124\\u0026nbsp;million) was considered while developing the Development Plan 2034(Municipal Corporation of Greater Mumbai, nd). The Mumbai Metropolitan Region (MMR) is the gateway to India for the future economy of the country. Mumbai is the capital of the state of Maharashtra and one of India\\u0026rsquo;s most significant urban centres situated on the western seaboard of India along the Arabian Sea.\\u003c/p\\u003e\\u003cp\\u003eThe city was formerly known as Bombay, and the name is an English variant of the old fishing villages inhabited by the Kolis. Mumbai emerged into prominence under local leaders during the 14th century before it developed as a strategic Portuguese outpost, and the city was given the name Bombaim by the Portuguese.\\u003c/p\\u003e\\u003cp\\u003eIt came into the hands of the British Crown in 1661 as part of the Portuguese dowry and later grew up rapidly\\u003c/p\\u003e\\u003cp\\u003eunder British colonial domination to become a large port and business centre.\\u003c/p\\u003e\\u003cp\\u003e\\u003cb\\u003eINSERT Figure.1 HERE\\u003c/b\\u003e\\u003c/p\\u003e\\u003cp\\u003eThere was an urgent need to clear the congestion in Nariman Point, and south Mumbai as a whole, where the majority of the economic activities of the city were centred. It was one of the major growth drivers of BKC as a top business hub. The Mumbai Metropolitan Region Development Authority (MMRDA) is the government agency that develops BKC.\\u003c/p\\u003e\\u003cp\\u003eAbout six lakh employees work in BKC at present, where some of the leading corporate houses of the area have offices. A number of residential and commercial complexes have already been completed, and others are under development. In contrast to south Mumbai's CBDs, two of BKC's advantages are its location in the middle and its smooth connectivity to Mumbai's domestic and international airports. It's therefore the choice of office space. The roads in south Mumbai are very narrow, and there is not enough space to provide for the space's growing demand in the city. The scheme in question is also getting the BKC area ready to be a \\\"smart\\\" commercial hub so that more companies can be attracted there and for accommodating the growing population of the area. For easy understanding, BKC's development has been divided into two phases. In 1977, BKC was established to ease traffic congestion, and from then until somewhere around 2014, it was just a property development, with large developers entering the scene to build offices, workspaces, schools, and other infrastructure. With the inauguration of the second phase in 2014, which was termed as \\\"Smart,\\\" the emphasis shifted from mere building of office space and high-rise skyscrapers to actually making the environment smart and innovative by applying technology and innovation. Once the companies started understanding the development and the rise in the BKC region other companies started coming in and building their infrastructure.\\u003c/p\\u003e\\u003cp\\u003e\\u003cdiv class=\\\"BlockQuote\\\"\\u003e\\u003cp\\u003eThe chosen site is G-Block of the Bandra-Kurla Complex (BKC) in Mumbai, as shown in Fig.\\u0026nbsp;\\u003cspan refid=\\\"Fig2\\\" class=\\\"InternalRef\\\"\\u003e2\\u003c/span\\u003e. Situated at the core of BKC, G-Block is presently a central point for commercial and institutional transactions in Mumbai's metropolitan area. The site is interesting in that it accommodates the headquarters of several corporate houses, consulates, financial institutions, and high-end commercial complexes, expressing the planned character of urban planning in the city. In spite of its high visibility and planned nature, G-Block suffers from various urban development issues, such as traffic, poor pedestrian infrastructure, and the need for improved public realm activation. Additionally, the site offers great potential for urban placemaking, especially for public space improvement and green urban design strategies.\\u003c/p\\u003e\\u003c/div\\u003e\\u003c/p\\u003e\\u003cp\\u003e\\u003c/p\\u003e\\u003cp\\u003e\\u003c/p\\u003e\"},{\"header\":\"4. The researcher mapping the SWOT variables on the base map\",\"content\":\"\\u003cp\\u003e\\u003cdiv class=\\\"BlockQuote\\\"\\u003e\\u003cp\\u003eBandra Kurla Complex (BKC) is a major central business district in Mumbai, designed with the vision to redistribute South Mumbai's commercial activity. In order to increase its urban sustainability and to enable inclusive placemaking, a Spatial SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis can be very informative\\u003c/p\\u003e\\u003c/div\\u003e\\u003c/p\\u003e\"},{\"header\":\"5. Methodology\",\"content\":\"\\u003cp\\u003eIdentification of SWOT Factors: Evaluate internal strengths and weaknesses, and external opportunities and threats related to BKC\\u0026apos;s urban position.\\u003c/p\\u003e\\n\\u003cp\\u003eSpatial Mapping: Position these objects on a base map of BKC to display their geographical distribution and relationship.\\u003c/p\\u003e\\n\\u003cp\\u003eEvaluation and Interpretation: Impose numerical values on all variables depending on their relevance and significance, thereby gaining a deeper insight into dynamics in the region.\\u003c/p\\u003e\\n\\u003cp\\u003eWe need to apply the Strategic Position and Action Evaluation (SPACE) matrix to determine strategic orientations\\u0026mdash;aggressive, conservative, defensive, or competitive\\u0026mdash;for various BKC industries.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eA. Using the base map for illustrating the SWOT factors\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe advanced SWOT framework addresses the weaknesses of the traditional approaches by adding three key components. First, it integrates the SWOT analysis within the context of the strategic goals of urban placemaking projects. Second, it utilizes existing spatial tools such as Google Earth for obtaining precise spatial data. Third, it applies a multidimensional framework which includes the economic, social, environmental, physical, and mobility considerations.\\u003c/p\\u003e\\n\\u003cp\\u003eBy considering these five dimensions, the analysis responds to major issues, thus triggering the development of corresponding solutions that reinforce strategic goals. In-depth analysis of sub-criteria in each dimension allows the development of comprehensive goals at macro and micro levels. Linking these components with regional plans facilitates better comprehension through the explicit correlation of issues with physical planning considerations.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Figure.3 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Figure.4 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Figure.5 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Figure.6 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe resulting spatial SWOT maps, depending on policy frameworks and contextual subtleties, are found to be highly effective for stakeholder engagement. They provide an entry point for learning, enable the integration of diverse viewpoints.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eB. Aligning scores with different parameters -\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .1 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe four quadrants with varying factors as, (strengths, weakness, opportunities, and threats) were graded by the researcher on a scale of 0 to 5, depending upon how important the factors are, and 5 being the maximum score and 1 the minimum score. The average score of each of the SWOT\\u0026apos;s four entities was the score to be used in order to determine the location in the respective quadrant.\\u003c/p\\u003e\\n\\u003cp\\u003eThe mean of the internal factors (strengths, weaknesses) and external factors (threats, opportunities) then charted on the SPACE matrix enabled, computation of strategic objectives of the Urban Placemaking Intervention.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eC. Identification of design strategies\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cbr\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe points that were positioned in the corresponding quadrant were connected. According to the SPACE matrix principles of aggressive, conservative, defensive, and competitive, the strategy identified by that quadrant is the one where the region covered by the resulting figure is at its maximum.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003e6. The Method used\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eA. Charting the rating and SWOT considerations\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .2 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .3 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .4 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .5 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003ea) Appropriating scores to the various factors\\u003c/p\\u003e\\n\\u003cdiv class=\\\"BlockQuote\\\"\\u003e\\n \\u003cp\\u003eSee Figures Fig. \\u003cspan class=\\\"InternalRef\\\"\\u003e3\\u003c/span\\u003e.Area Base Map for Strengths factors, Fig. \\u003cspan class=\\\"InternalRef\\\"\\u003e4\\u003c/span\\u003e.Area Base map for WEAKNESS Factors, Fig. \\u003cspan class=\\\"InternalRef\\\"\\u003e5\\u003c/span\\u003e.Area Base map for OPPORTUNITIES Factors, Fig. \\u003cspan class=\\\"InternalRef\\\"\\u003e6\\u003c/span\\u003e.Area Base map for THREATS Factors \\u0026amp;\\u003c/p\\u003e\\n\\u003c/div\\u003e\\n\\u003cp\\u003eTables Table \\u003cspan class=\\\"InternalRef\\\"\\u003e2\\u003c/span\\u003e.Strength (Mapping and tabulation on Base map by Author),Table \\u003cspan class=\\\"InternalRef\\\"\\u003e3\\u003c/span\\u003e.Weakness(Mapping and tabulation on Base map by Author),Table \\u003cspan class=\\\"InternalRef\\\"\\u003e4\\u003c/span\\u003e.Opportunities(Mapping and tabulation on Base map by Author),Table\\u0026nbsp;\\u003cspan class=\\\"InternalRef\\\"\\u003e5\\u003c/span\\u003e.Threats(Mapping and tabulation on Base map by Author)\\u003c/p\\u003e\\n\\u003cdiv class=\\\"gridtable\\\"\\u003e\\n \\u003ctable id=\\\"Tab2\\\" border=\\\"1\\\"\\u003e\\u003c/table\\u003e\\n\\u003c/div\\u003e\\n\\u003cdiv class=\\\"gridtable\\\"\\u003e\\n \\u003ctable id=\\\"Tab3\\\" border=\\\"1\\\"\\u003e\\u003c/table\\u003e\\n\\u003c/div\\u003e\\n\\u003ch3\\u003e2) Mapping of the space matrix\\u003c/h3\\u003e\\n\\u003cp\\u003eThe analysis and intervention approach are derived from the strategic position and action evaluation (SPACE). External factor scores are plotted on the y-axis and scores on the x-axis in the four quadrants that make up the SPACE matrix. On the positive and negative sides, the scores range from 0 to 5 and 0 to -5, appropriately.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eINSERT Table .6 HERE\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003e3) Results\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe following are the four quadrants\\u0026apos; strategic locations. The first quadrant represents an assertive position that possesses both external opportunity and internal strength. The second quadrant represents a conservative stance with external potential but internal weaknesses. The defensive position is in the third quadrant because it has both internal flaws and external dangers. The fourth quadrant represents a competitive position with both external threats and internal strength. The graphing of the average score for internal and external components (Equation 1) below illustrates the conservative design approach that will be used.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eInsert Equation\\u0026nbsp;\\u003c/strong\\u003e\\u003cstrong\\u003e1\\u003c/strong\\u003e\\u003cstrong\\u003e.HERE\\u003c/strong\\u003e\\u003c/p\\u003e\"},{\"header\":\"Discussions and conclusions\",\"content\":\"\\u003cp\\u003eThis stance shows that BKC has significant internal resources and capacity that can be used to maximize external opportunities. To this end, the suggested path is to undertake proactive and transformative placemaking.\\u003c/p\\u003e\\n\\u003cp\\u003eObjective Positioning: The matrix indicates your calculated position from the actual values derived from your internal/external factor scores.\\u003c/p\\u003e\\n\\u003cp\\u003eStrategic Focus: Determines your most important strategic stance (Competitive Strategy) for targeted decision-making.\\u003c/p\\u003e\\n\\u003cp\\u003eBorderline Cases: Your coordinates (0.22, -0.2) are close to the axes, showing:\\u003c/p\\u003e\\n\\u003cp\\u003eWeak external advantage (just positive X)\\u003c/p\\u003e\\n\\u003cp\\u003eKey internal vulnerability (negative Y)\\u003c/p\\u003e\\n\\u003ctable border=\\\"0\\\" cellspacing=\\\"0\\\" cellpadding=\\\"0\\\" width=\\\"607\\\"\\u003e\\n \\u003ctbody\\u003e\\n \\u003ctr\\u003e\\n \\u003ctd style=\\\"width: 157px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eAspect\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 146px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eAnalysis\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 304px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eAction Required\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003c/tr\\u003e\\n \\u003ctr\\u003e\\n \\u003ctd style=\\\"width: 157px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eCompetitive Posture\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 146px;\\\"\\u003e\\n \\u003cp\\u003eUse strengths to counter threats\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 304px;\\\"\\u003e\\n \\u003cp\\u003eLeverage BKC\\u0026apos;s infrastructure/global status to mitigate pollution, gentrification\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003c/tr\\u003e\\n \\u003ctr\\u003e\\n \\u003ctd style=\\\"width: 157px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eInternal Warning\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 146px;\\\"\\u003e\\n \\u003cp\\u003eWeaknesses (-2.8) \\u0026gt; Strengths (2.6) \\u0026rarr; Y = -0.2\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 304px;\\\"\\u003e\\n \\u003cp\\u003eUrgent improvement in social equity, mobility, and community engagement\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003c/tr\\u003e\\n \\u003ctr\\u003e\\n \\u003ctd style=\\\"width: 157px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003eExternal Edge\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 146px;\\\"\\u003e\\n \\u003cp\\u003eOpportunities (2.62) \\u0026gt; Threats (2.4) \\u0026rarr; X = 0.22 (slim advantage)\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 304px;\\\"\\u003e\\n \\u003cp\\u003eAggressively exploit green corridors, tourism, and innovation ecosystems\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003c/tr\\u003e\\n \\u003ctr\\u003e\\n \\u003ctd style=\\\"width: 157px;\\\"\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003e\\u0026nbsp;\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003e\\u0026nbsp;\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003cp\\u003e\\u003cstrong\\u003e\\u0026nbsp;\\u003c/strong\\u003e\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 146px;\\\"\\u003e\\n \\u003cp\\u003e\\u0026nbsp;\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003ctd style=\\\"width: 304px;\\\"\\u003e\\n \\u003cp\\u003e\\u0026nbsp;\\u003c/p\\u003e\\n \\u003c/td\\u003e\\n \\u003c/tr\\u003e\\n \\u003c/tbody\\u003e\\n\\u003c/table\\u003e\\n\\u003ch2\\u003e8.\\u0026nbsp; \\u0026nbsp; \\u0026nbsp;Recommendations:\\u003c/h2\\u003e\\n\\u003ch3\\u003eA.\\u0026nbsp; \\u0026nbsp;\\u0026nbsp;Short-Term:\\u003c/h3\\u003e\\n\\u003cp\\u003e\\u0026middot; Launch quick-win projects to convert threats (e.g., use green tech to reduce pollution).\\u003c/p\\u003e\\n\\u003cp\\u003e\\u0026middot; Address critical weaknesses (e.g., improve pedestrian safety, affordable amenities).\\u003c/p\\u003e\\n\\u003ch3\\u003eA.\\u0026nbsp; \\u0026nbsp;\\u0026nbsp;Long-Term:\\u003c/h3\\u003e\\n\\u003cp\\u003e\\u0026middot; Pivot toward Aggressive Quadrant by:\\u003c/p\\u003e\\n\\u003cp\\u003e\\u0026middot; Boosting strengths (Y-axis) through infrastructure upgrades.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u0026middot; Amplifying opportunities (X-axis) via PPP models for innovation hubs\\u003c/p\\u003e\\n\\u003ch3\\u003eB.\\u0026nbsp; \\u0026nbsp;\\u0026nbsp;Monitoring:\\u003c/h3\\u003e\\n\\u003cp\\u003e\\u0026middot; Track the X-axis balance monthly \\u0026ndash; a small dip could push you into Defensive quadrant.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u0026middot; Prioritize Y-axis improvement \\u0026ndash; even +0.5 shift would position you competitively.\\u003c/p\\u003e\\n\\u003cp\\u003eBKC\\u0026apos;s robust infrastructure, economic strength, and city potential naturally place it in an Aggressive strategy stance \\u0026mdash; implying that placemaking must be bold, pro-active, and opportunity-driven.\\u003c/p\\u003e\\n\\u003cp\\u003eA technique to fully comprehending SWOT\\u0026apos;s efficacy in the assessment stage of the strategic planning phase for urban placemaking was described in this research. While the SWOT analysis is useful for identifying strengths, weaknesses, opportunities, and threats, it doesn\\u0026apos;t seem to be a useful technique for identifying the strategic objectives of urban placemaking. As a result, the limits were identified, and modifications were proposed to re-engineer the traditional SWOT tool using the SPACE matrix. Mapping the baseline of a spatial SWOT analysis is considered the first step in understanding urban issues. The baseline map aids in stakeholder education. The SPACE matrix\\u0026apos;s strategic position is facilitated by the grading of the many aspects the work\\u0026apos;s limitations include its failure to highlight the changing spatial components that are essential to urban placemaking plans. It provides a viable avenue for further study of the area\\u0026apos;s microanalysis parameters. A comprehensive approach to spatial SWOT analysis can be accomplished by include dynamic spatial aspects, such as the area\\u0026apos;s daily changes, and doing the SWOT analysis of the area at a more in-depth level.\\u003c/p\\u003e\"},{\"header\":\"Declarations\",\"content\":\"\\u003cp\\u003e\\u003cstrong\\u003eAcknowledgement\\u0026nbsp;\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe authors acknowledge the support from REVA University for the facilities provided to carry out the research.\\u0026nbsp;\\u003c/p\\u003e\\n\\u003cp\\u003eThe authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003e\\u0026nbsp;Funding\\u0026nbsp;\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eThe authors received no financial support for the research, authorship, and/or publication of this article.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eConsent to Publish declaration\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eNot applicable.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eConsent to Participate declaration\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eNot applicable.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eEthics declaration\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003e\\u0026nbsp;Not applicable.\\u003c/p\\u003e\\n\\u003cp\\u003e\\u003cstrong\\u003eClinical trial number\\u003c/strong\\u003e\\u003c/p\\u003e\\n\\u003cp\\u003eNot applicable.\\u003c/p\\u003e\"},{\"header\":\"References\",\"content\":\"\\u003col\\u003e\\n\\u003cli\\u003eBiswas, S.K., 2013. PLAY! Tactics \\u0026amp; strategies for public spaces in Mumbai\\u0026rsquo;s informal city. [online] Observer Research Foundation. Available at: https://www.orfonline.org/research/tactics-strategies [Accessed 27 May 2025].\\u003c/li\\u003e\\n\\u003cli\\u003eEyes on the Street: The Life of Jane Jacobs, 2016. [film] Directed by M. Rigler. Canada: True Stories Productions.\\u003c/li\\u003e\\n\\u003cli\\u003eProject for Public Spaces, n.d. What is placemaking? [online] Available at: https://www.pps.org/article/what-is-placemaking [Accessed 27 May 2025].\\u003c/li\\u003e\\n\\u003cli\\u003eMumbai Metropolitan Region Development Authority (MMRDA), 2022. Development plan for Bandra-Kurla Complex. [online] Available at: https://mmrda.maharashtra.gov.in [Accessed 27 May 2025].\\u003c/li\\u003e\\n\\u003cli\\u003eUrban Design Research Institute (UDRI), 2017. Transforming Mumbai: Approaches to urban regeneration. [online] Available at: https://www.udri.org [Accessed 27 May 2025].\\u003c/li\\u003e\\n\\u003cli\\u003eMehta, M., 2020. Bandra-Kurla Complex: A case of Mumbai\\u0026rsquo;s planned commercial growth. Journal of Urban Design and Development, 12(3), pp.45\\u0026ndash;56.\\u003c/li\\u003e\\n\\u003cli\\u003eRelph, E., 2008. Place and placelessness. In: P. Hubbard, R. Kitchin and G. Valentine, eds. Key texts in human geography. London: SAGE Publications, pp.103\\u0026ndash;115.\\u003c/li\\u003e\\n\\u003cli\\u003eShafizadeh-Moghadam, H. and Helbich, M., 2015. Spatiotemporal variability of urban growth factors: A global and local perspective on the megacity of Mumbai. International Journal of Applied Earth Observation and Geoinformation, 35(4), pp.187\\u0026ndash;198.\\u003c/li\\u003e\\n\\u003cli\\u003eO\\u0026rsquo;Hare, G., Abbott, D. and Barke, M., 1998. A review of slum housing policies in Mumbai. Cities, 15(4), pp.269\\u0026ndash;283.\\u003c/li\\u003e\\n\\u003cli\\u003eMahmoud, I.H., 2022. Placemaking for green urban regeneration. Cham: Springer.\\u003c/li\\u003e\\n\\u003cli\\u003eG\\u0026uuml;rel, E., 2017. SWOT analysis: A theoretical review. Journal of International Social Research, 10(51), pp.994\\u0026ndash;1006.\\u003c/li\\u003e\\n\\u003cli\\u003eComino, E. and Ferretti, V., 2016. Indicators-based spatial SWOT analysis: Supporting the strategic planning and management of complex territorial systems. Ecological Indicators, 60, pp.1104\\u0026ndash;1117.\\u003c/li\\u003e\\n\\u003cli\\u003eOmmani, A.R., 2011. Strengths, weaknesses, opportunities and threats (SWOT) analysis for farming system businesses management: Case of wheat farmers of Shadervan District, Shoushtar Township, Iran. African Journal of Business Management, 5(22), pp.9448\\u0026ndash;9454.\\u003c/li\\u003e\\n\\u003c/ol\\u003e\"},{\"header\":\"Tables\",\"content\":\"\\u003cp\\u003eTables 1 to 6 are available in the Supplementary Files section\\u003c/p\\u003e\"}],\"fulltextSource\":\"\",\"fullText\":\"\",\"funders\":[],\"hasAdminPriorityOnWorkflow\":false,\"hasManuscriptDocX\":true,\"hasOptedInToPreprint\":true,\"hasPassedJournalQc\":\"\",\"hasAnyPriority\":false,\"hideJournal\":true,\"highlight\":\"\",\"institution\":\"\",\"isAcceptedByJournal\":false,\"isAuthorSuppliedPdf\":false,\"isDeskRejected\":\"\",\"isHiddenFromSearch\":false,\"isInQc\":false,\"isInWorkflow\":false,\"isPdf\":false,\"isPdfUpToDate\":true,\"isWithdrawnOrRetracted\":false,\"journal\":{\"display\":true,\"email\":\"info@researchsquare.com\",\"identity\":\"researchsquare\",\"isNatureJournal\":false,\"hasQc\":true,\"allowDirectSubmit\":true,\"externalIdentity\":\"\",\"sideBox\":\"\",\"snPcode\":\"\",\"submissionUrl\":\"/submission\",\"title\":\"Research Square\",\"twitterHandle\":\"researchsquare\",\"acdcEnabled\":true,\"dfaEnabled\":false,\"editorialSystem\":\"\",\"reportingPortfolio\":\"\",\"inReviewEnabled\":false,\"inReviewRevisionsEnabled\":true},\"keywords\":\"Urban Placemaking, SWOT analysis, Strategies, BID (Business Improvement District)\",\"lastPublishedDoi\":\"10.21203/rs.3.rs-7568993/v1\",\"lastPublishedDoiUrl\":\"https://doi.org/10.21203/rs.3.rs-7568993/v1\",\"license\":{\"name\":\"CC BY 4.0\",\"url\":\"https://creativecommons.org/licenses/by/4.0/\"},\"manuscriptAbstract\":\"\\u003cp\\u003eplacemaking - a process of transformation in which public places are converted into lively, inclusive and resilient spaces which promote community activity and enrich urban life. Spaces that are either not developed or overlooked in the multi-dimensional urban development\\u0026ensp;and architecture process can be addressed through placemaking.\\u003c/p\\u003e\\u003cp\\u003eThis study incorporates Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis into the Strategic Position and Action Evaluation (SPACE) matrix framework to create a full-fledged strategic planning framework for urban placemaking practices. Planners can establish the strategic posture (aggressive, conservative, defensive, or competitive) that is most appropriate for a particular urban setting by evaluating internal (strengths, weaknesses) while external (opportunities, threats) factors and charting them on the SPACE matrix. This integrated approach facilitates a nuanced understanding of the spatial dynamics and socioeconomic conditions that influence public spaces.\\u003c/p\\u003e\\u003cp\\u003eIn order to identify regions with substantial potential for placemaking initiatives, this study highlights the importance of incorporating spatial perspectives into strategic planning. The BID SWOT analysis may be further applied to create holistic strategies that utilize strengths to harness available opportunities while correcting weaknesses and reducing risks, as they use their allocated funds and stakeholder cooperation to carry out creative placemaking projects that improve the district's distinctive personality and attract tourists. By creating focused outreach initiatives to include small companies and underrepresented stakeholders in decision-making processes, BIDs can proactively address their shortcomings. BIDs may build more resilient and dynamic urban systems designed to withstand and accommodate community issues and economic challenges by encouraging inclusive collaboration and embracing a range of viewpoints. This research seeks 1) assess the usefulness of the SWOT analysis with respect to usability in placemaking interventions, (\\u003cspan citationid=\\\"CR2\\\" class=\\\"CitationRef\\\"\\u003e2\\u003c/span\\u003e) determine the limitations that exist in the present practice as it applies to urban placemaking projects, and (\\u003cspan citationid=\\\"CR3\\\" class=\\\"CitationRef\\\"\\u003e3\\u003c/span\\u003e) prepare a spatial SWOT Analysis coupled with a SPACE matrix, and recommended approaches for Urban Placemaking Intervention in BKC Mumbai. This study's review of area-specific dynamic elements was one of its drawbacks.\\u003c/p\\u003e\",\"manuscriptTitle\":\"Attributes of placemaking matrix in Business improvement district\",\"msid\":\"\",\"msnumber\":\"\",\"nonDraftVersions\":[{\"code\":1,\"date\":\"2025-11-05 17:16:26\",\"doi\":\"10.21203/rs.3.rs-7568993/v1\",\"editorialEvents\":[{\"type\":\"communityComments\",\"content\":0}],\"status\":\"published\",\"journal\":{\"display\":true,\"email\":\"info@researchsquare.com\",\"identity\":\"researchsquare\",\"isNatureJournal\":false,\"hasQc\":true,\"allowDirectSubmit\":true,\"externalIdentity\":\"\",\"sideBox\":\"\",\"snPcode\":\"\",\"submissionUrl\":\"/submission\",\"title\":\"Research Square\",\"twitterHandle\":\"researchsquare\",\"acdcEnabled\":true,\"dfaEnabled\":false,\"editorialSystem\":\"\",\"reportingPortfolio\":\"\",\"inReviewEnabled\":false,\"inReviewRevisionsEnabled\":true}}],\"origin\":\"\",\"ownerIdentity\":\"cd4284ff-7c3c-4369-8e5d-5f14b76efcc7\",\"owner\":[],\"postedDate\":\"November 5th, 2025\",\"published\":true,\"recentEditorialEvents\":[],\"rejectedJournal\":[],\"revision\":\"\",\"amendment\":\"\",\"status\":\"posted\",\"subjectAreas\":[],\"tags\":[],\"updatedAt\":\"2025-11-05T17:16:28+00:00\",\"versionOfRecord\":[],\"versionCreatedAt\":\"2025-11-05 17:16:26\",\"video\":\"\",\"vorDoi\":\"\",\"vorDoiUrl\":\"\",\"workflowStages\":[]},\"version\":\"v1\",\"identity\":\"rs-7568993\",\"journalConfig\":\"researchsquare\"},\"__N_SSP\":true},\"page\":\"/article/[identity]/[[...version]]\",\"query\":{\"redirect\":\"/article/rs-7568993\",\"identity\":\"rs-7568993\",\"version\":[\"v1\"]},\"buildId\":\"8U1c8b4HqxoKbykW_rLl7\",\"isFallback\":false,\"isExperimentalCompile\":false,\"dynamicIds\":[84888],\"gssp\":true,\"scriptLoader\":[]}","source_license":"CC-BY-4.0","license_restricted":false}