As Indonesia’s malls grapple with declining consumer purchases, the viral phenomenon of “Rojali” (rarely buying visitors) and “Rohana” (only asking visitors) captures a deeper shift in urban shopping behavior. While foot traffic remains, conversion rates are falling—forcing retail centers to rethink engagement and sales strategies.
Key Facts & Background
- Rojali = “Rombongan Jarang Beli” (groups who rarely buy)
- Rohana = “Rombongan Hanya Nanya” (groups who only ask)
- These terms describe mall visitors who browse or socialize without making purchases.
- The Ministry of Trade acknowledges that shopping centers are less crowded than in previous years.
- Strata-style malls (e.g., ITC, WTC) face greater challenges than traditional malls due to ownership structures—most tenants own their stalls, reducing centralized management incentives.
- Thamrin City and Tanah Abang are adapting by implementing omnichannel strategies, combining offline and online sales.
- Despite lower visible traffic, bulk purchases by resellers continue to sustain transactions.
- The Ministry confirms that MSMEs in these centers are not significantly affected, thanks to digital sales channels.
Strategic Implications
The Rojali and Rohana phenomena are more than quirky acronyms—they signal a structural shift in consumer behavior. Malls are no longer just transactional spaces; they’ve evolved into social and experiential hubs, where presence doesn’t always translate into purchases. This shift reflects broader trends in the experience economy, where attention, ambiance, and digital engagement shape value creation.
For strata-style malls, the lack of centralized tenant control limits agility in responding to changing consumer patterns. Without coordinated marketing, data analytics, or visitor incentives, these centers risk losing relevance. The move toward omnichannel retailing—as seen in Thamrin City—is a critical adaptation, allowing merchants to capture online demand while maintaining physical presence.
Retailers must now focus on conversion strategies, not just foot traffic. This includes integrating digital storefronts, offering personalized promotions, and leveraging social media to turn browsers into buyers. Meanwhile, mall operators should reimagine their spaces as hybrid commerce zones, blending entertainment, community events, and curated retail experiences.
Ultimately, the Rojali-Rohana trend underscores the need for retail transformation in Indonesia. As consumer habits evolve, so must the business models that serve them—balancing physical engagement with digital convenience, and transactional goals with emotional resonance.