Page 94 - 360.revista de Alta Velocidad - Nº 6

Baron, Nacima.

What is observed in 2017 is the result of a gradual renewal of leases made by Retail&Co
conducted with a commercial strategy : moving the fast food offering upmarket and increasing
the diversity of eating options. The concourse hosts several ‘lab’ stores testing out experimental
products (highquality pastry) and formats (cafes on wheels, pop-up shops, show-rooms).
The longitudinal distribution of the brands along the concourse reflects the application of a
differential in commerciality and the adaptation to the different types of travellers. In the east
of the hall, near the street entrance, a post office, a tobacconist and an affordable food outlet
enable morning commuters, who have the shortest allowance time (often less than 10 minutes),
to do routine shopping without wasting time (coffee, water, newspaper). For TGV customers,
who board in the middle of the cross-platform, the allowance time goes from 15 minutes in
the case of frequent business travellers to 30 or even 45 minutes for leisure passengers. Ad, in
2017, these travellers are exposed to a wider range of options : apart from routine shopping,
they may succumb to impulse buying (gift, chocolate, cakes), and even if they resist, if they
are themselves commuters (which they often are), they will be exposed to the same brands
on their return in the evening and may perhaps be prompted to make a more considered
purchase. Finally, the area closest to the Eurostar and Thalys boarding point, to the west, shows
a particular concentration of “chic” new brands (special teas, french cuisine) taking advantage
of maximum proximity to international customers (for another approach in Brussels Stations,
see Ingelgem G., 2015).
3.3 Eurostar floor Level +1: integrating movement and consumption logics
to maximize spatial profitbility

Figure 8 Enlargement and redistibution of surfaces at Level + 1

The changes identifiable on the concourse as well as in the upper level are taking place through
the renegotiation of B to B contractual conditions, which produce both higher revenues for
Gares&Connexions and a new spatial experience for travellers. With a small increase in the
surface area accessible to the public (achieved by reducing the space allocated to the customs
offices and the police, who are shifted upstairs, without public access), pedestrian space has
been increased by a third and waiting areas by 86%. Here, passengers are obliged to wait for
long time : they must pass the police checkpoint, then the boarding. Flow congestion has been
reduced through the installation of more gateways and more technology (passport recognition

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