文旅案例 | 新商业空间：存量焕新的实施路径、微度假属性的系统植入|商业空间|度假|文旅|餐饮

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一、引言 | 新商业空间

2025年以来，中国消费市场呈现出明显的回暖态势，但消费逻辑已发生深刻变化。商务部等9单位印发的《2026“乐购新春”春节特别活动方案》明确提出打造“全域联动、全民乐享”的消费盛宴，折射出政策层面对消费场景创新的高度重视。与此同时，商业地产行业进入存量竞争时代——2025年新开业项目数量创2013年以来新低，空置率压力和租金下行压力并存。

然而，在传统商业体面临困境的同时，一批具有“微度假”属性的新商业地标却逆势崛起。北京郎园Station、檀谷、成都东郊记忆、上海鸿寿坊等项目凭借独特的空间体验和文化内涵，成为社交媒体上的热门打卡地，客流增速远超传统购物中心。这一现象背后折射出的核心问题是：在文旅融合与消费升级的新时代，商业空间应当如何重构自身的存在逻辑？新商业空间的本质变革在于从“提供销售场所”转向“共创情感场景”。这一转变要求我们重新审视商业空间与城市、文化、旅游的深层关系，探索空间更新迭代的系统路径。

二、新商业空间发展 | 趋势特征从功能分区到场景融合：空间逻辑的范式转换。传统商业空间遵循的是“功能分区”逻辑——超市在地下、奢侈品在一层、服装零售在二层、亲子娱乐在三层。这种空间组织方式虽然满足了消费者的个性化需求，却迫使消费者通过不断的物理位移完成需求切换，本质上是一种“效率优先”的思维。当下的新商业空间正在打破这种功能边界。北京中关村ART PARK大融城将超过2万平方米的屋顶花园和五大庭院式下沉广场融入商业空间，打破传统商场“封闭盒子”的束缚；南京德基广场将《金陵图》转化为沉浸式互动展览，运用AR技术实现“人物入画、实时跟随”，累计接待客流超120万人次。这些实践表明，商业空间正在从“货架的容器”转变为“故事的载体”。从物质满足到情绪价值：消费需求的深层演变。中国商业联合会购物中心分会副会长蔡云指出，当下消费端的核心变化在于“从原来的物质满足转向体验服务”。具体而言，Z世代需要通过社交完成消费转换，老年人需要品质化的陪伴，新中产则需要精神层面的治愈。这种需求变迁直接推动了商业空间运营逻辑的转变。北京友谊商店改造后，不仅保留了1964年始建时的建筑风貌，更通过100%首店及定制店阵容，构建出“城市自在生活圈”的沉浸式场景。消费者在这里不仅购买商品，更在体验中获得“情绪价值”。正如一位消费者在郎园Station的留言：“我可能不记得在这儿买了什么，但会记得户外的风、飘荡的云、餐厅的音乐和朋友环绕的好氛围。”从标准复制到非标创新：产品形态的多元探索。赢商研究中心将“非标商业”定义为在空间形态、场景营造、业态组合、运营模式等维度创新的商业项目。这类项目以小体量、开放式街区为主要特征，5万平方米以下的项目占比约六成。非标商业的涌现并非偶然——全国已更新改造的老厂区、老商业街区超过2600个，为这类项目提供了丰沃的土壤。以首创·郎园Station为例，这个由20世纪60年代北京纺织仓库改造而来的项目，在交通并不便利的情况下，通过内容运营和文化场景吸引人流，印证了“微度假新地标”的典型特征——不再依赖传统商业的“地段逻辑”，而是以生活方式提案成为“目的地本身”。入驻园区的104家商业客户中，标准化连锁客户仅占20%，“非标”客户占80%。

Since 2025, the Chinese consumer market has shown a significant recovery trend, but the consumption logic has undergone profound changes. The "2026 'Enjoy the Spring Festival' Special Activity Plan" issued by 9 units including the Ministry of Commerce clearly proposed to create a "comprehensive linkage and all-encompassing enjoyment" consumption feast, reflecting the high attention of the policy level to the innovation of consumption scenarios. At the same time, the commercial real estate industry has entered the era of competitive utilization of existing resources - the number of newly opened projects in 2025 reached the lowest level since 2013, with both vacancy rate pressure and rent decline pressure coexisting.

However, while traditional commercial entities are facing difficulties, a group of new commercial landmarks with "micro-recreation" attributes have risen against the trend. Projects such as Beijing Lang Yuan Station, Tan Gu, Chengdu Dongjiao Memory, and Shanghai Hong Shoufang have become popular打卡spots on social media due to their unique spatial experiences and cultural connotations， and their passenger flow growth rate far exceeds that of traditional shopping centers. The core issue reflected behind this phenomenon is： In the new era of cultural tourism integration and consumption upgrade， how should commercial spaces reconstruct their own existence logic？ The essential transformation of new commercial spaces lies in shifting from "providing a sales venue" to "creating an emotional scene". This transformation requires us to re-examine the deep relationship between commercial spaces and cities， cultures， and tourism， and explore the systematic path for space renewal and iteration.

II. Development of New Commercial Spaces | Trend Characteristics

From functional zoning to scene integration： a paradigm shift in spatial logic. Traditional commercial spaces follow the "functional zoning" logic - supermarkets in the basement， luxury goods on the first floor， clothing retail on the second floor， and children's entertainment on the third floor. This spatial organization method， although meeting consumers' individualized needs， forces consumers to complete demand switching through continuous physical displacement， essentially being a "priority of efficiency" mindset. The new commercial spaces are now breaking through these functional boundaries. The Zhongguancun ART PARK Grand City in Beijing integrates over 20，000 square meters of rooftop gardens and five courtyard-style underground squares into the commercial space， breaking the constraints of the traditional mall's "closed box"； Nanjing Deji Square transforms "Jinling Map" into an immersive interactive exhibition， using AR technology to achieve "characters entering the painting and real-time following"， with a cumulative visitor count of over 1.2 million. These practices indicate that commercial spaces are transforming from "a container for shelves" to "a carrier of stories".

From material satisfaction to emotional value： a deep evolution of consumption demands. The vice president of the Commercial Center Branch of the China Business Federation， Cai Yun， pointed out that the core change in the consumption end at present lies in "moving from the previous material satisfaction to experience services". Specifically， the Z Generation needs to complete consumption transitions through social interaction， the elderly need high-quality companionship， and the new middle class needs spiritual healing. This demand change directly drives the transformation of commercial space operation logic. After the renovation of Beijing Yifu Store， it not only retained the architectural style established in 1964 but also， through a 100% first-store and custom store lineup， constructed an immersive scene of "urban free life circle". Consumers here not only purchase goods but also obtain "emotional value" through the experience. As one consumer wrote on Lang Yuan Station： "I may not remember what I bought here， but I will remember the wind outdoors， the drifting clouds， the music in the restaurant， and the good atmosphere surrounded by friends."

From standard replication to non-standard innovation： exploration of diverse product forms. The Winship Research Center defines "non-standard commercial" as commercial projects that innovate in spatial form， scene creation， business combination， and operation mode. These projects are mainly characterized by small size and open street layout， accounting for approximately 60% of projects under 50，000 square meters. The emergence of non-standard commercial is not accidental - more than 2，600 old industrial zones and commercial districts across the country have been updated and renovated， providing fertile soil for such projects. Take the "Chuangshi Langyuan Station" project as an example. This project, which was transformed from a Beijing textile warehouse in the 1960s, managed to attract visitors despite the inconvenient transportation. Through content operation and cultural scenarios, it demonstrated the typical characteristics of a "new micro-resort landmark" - no longer relying on the "location logic" of traditional commerce, but becoming a "destination itself" through lifestyle proposals. Among the 104 commercial clients that have settled in the park, only 20% are standardized chain clients, while 80% are "non-standard" clients.

三、新商业空间 | 更新迭代策略“需求折叠”：空间价值的重构框架。研究机构提出“需求折叠”概念，认为新一代商业空间的核心能力在于将多元需求“折叠”进有限空间中。这一理念可从三个维度落地：物理折叠：曼谷ICONSIAM将2公里长的水上集市折叠进1.5万平方米的空间，将传统街头小吃与文化演艺融为一体。借鉴这一思路，北京湾里项目以轨道交通“站城融合”为理念，融合文商旅体展交六大产业，形成“消费中心+主题公园”双核驱动的游逛闭环，开业首月累计客流突破330万人次。时间折叠：同一空间在不同时段呈现不同功能。阿姆斯特丹De Hallen将老厂房转变为文化创意空间，早上是咖啡馆和创意市场，下午是艺术展览空间，晚上则举办电子音乐演出。南京德基广场推出“24h”商业新模式，打破传统营业时间限制，使夜间客流占比从改造前的不足5%提升至30%。价值折叠：纽约Hudson Yards将观景平台与数字艺术结合，使消费者在同一空间体验城市全景、艺术展览、社交互动和NFT交易，客单价较传统观景台高出近四倍。这启示我们，商业空间的价值网络可以从单一功能向多维复合演进。存量焕新的实施路径：存量商业改造不是简单的物理翻新，而是价值的系统重构。新城控股提出的“吾悦经营五步法”提供了可资借鉴的框架：建好空间、组对内容、找到品牌、做高销售、分享收益。其中，“建好空间”被置于首位——2025年以来，吾悦已投入4亿元用于88个项目的空间改造和品质提升。北京友谊商店的改造实践值得关注。改造后的友谊商店既保留原有建筑风貌和历史元素，又注入现代设计语言，在花园院落式建筑形态中囊括餐饮、休闲娱乐、潮流文化等多重业态，成为CITYWALK新晋网红地标。这一案例表明，存量焕新的关键在于找到“历史记忆”与“当代生活”的对话方式。微度假属性的系统植入：“微度假”正在重新定义“逛街”的边界。北京檀谷TANKO作为京西山系微度假新地标，汇集近40家高品质首店，将单向空间、三克映画、FIRST青年电影中心等艺文空间与品质餐饮、运动潮流、主题酒店融为一体，构筑完整的山居生活系统。宋庄首开LONG街则围绕“运河文化下生活美学栖息地”的理念，采用“50%区域首店+20%主力店+10%非标品牌”的业态组合策略，打造文商产旅四维一体的共荣场。四、面向消费需求 | 产品业态植入主理人品牌与社群生态构建：非标商业的魅力很大程度上源自大批驻扎其中的个性化品牌。在郎园Station，入驻品牌中“非标”客户占80%，这些品牌与主理人拥有相近的生活方式和价值认同，形成了独特的社群生态。老鼎丰这家源自哈尔滨的老字号，在这里开出兼具总部和研发基地功能的门店，消费者能品尝到老字号的创新味道，门店销售额在特定时段位居北京地区前列。主理人品牌的运营逻辑不同于标准化连锁品牌——它们更注重品牌故事的独特性、产品的创新性以及与消费者的情感连接。对于商业空间而言，引入主理人品牌不仅仅是丰富业态，更是导入特定的社群资源和价值认同。策展型零售与沉浸式体验：策展型零售将“策展思维”引入商业空间，通过内容的持续更新保持空间的新鲜感。德基广场打造“艺术+商业”生态，运用AR、VR技术打造沉浸式互动展《金陵图》，形成“先看金陵图，再逛南京城”的城市级商文旅IP。北京王府井WellTown则引入超40%的餐饮娱乐品牌，以及多个主理人品牌，深度融合文化艺术、运动娱乐、亲子体验等全场景功能。这类业态的核心竞争力在于“内容的持续生产能力”—不是一次性的场景装饰，而是能够不断迭代更新的内容生态。文旅商体融合的复合业态：北京湾里项目的实践表明，“轨道+文旅”的创新模式能够形成强大的消费集聚效应。项目由王府井WellTown、汀云小镇、诺岚酒店三大板块构成，通过全球IP与本土文化共生的模式，融合文商旅体展交六大产业，形成“吃住玩乐购”全场景覆盖。从更宏观的视角看，通州区依托大运河文化底蕴和环球度假区等世界级文旅项目，已构建起以运河为轴线、串联环球度假区与三大特色小镇的文旅商融合发展格局。这启示我们，单个商业项目的业态创新需要置于区域文旅生态系统中进行系统谋划。汽车+跨界场景的创新实践：昆明盘龙区的实践展示了“汽车+”跨界场景的潜力。青云街道集聚了2400余户汽车相关经营主体，通过打造“龙行天下车聚青云”区域品牌，探索融合汽车销售、文化体验、休闲旅游的主题园区。2025年，该街道汽车销售额达124.5亿元，形成了新车、二手车及后市场服务协同发展的产业生态。这一案例表明，看似传统的汽车消费也可以通过场景创新焕发新的活力。

Brand Management and Community Ecology Construction: The charm of non-standard business largely stems from the large number of personalized brands that are present. In Lang Yuan Station, 80% of the入驻 brands are "non-standard" customers. These brands share similar lifestyles and value identifications with the main manager， forming a unique community ecology. The old Dingfeng， a time-honored brand from Harbin， has opened a store here with both headquarters and research and development functions. Consumers can taste the innovative flavors of the time-honored brand， and the sales of the store rank among the top in the Beijing region during specific periods. The operational logic of the main manager brand is different from that of standardized chain brands - they pay more attention to the uniqueness of brand stories， the innovation of products， and the emotional connection with consumers. For commercial spaces， introducing the main manager brand is not only about enriching the business model， but also about introducing specific community resources and value identifications.

Curation-based Retail and Immersive Experience：Curation-based retail introduces "curatorial thinking" into commercial spaces， maintaining the freshness of the space through continuous content updates. Deji Square creates an "art + commerce" ecosystem， using AR and VR technology to create an immersive interactive exhibition "Jinling Picture"，forming a city-level commercial， cultural， and tourism IP of "First view the Jinling Picture，then visit Nanjing City". Beijing Wangfujing WellTown introduces over 40% of dining and entertainment brands， as well as multiple main manager brands， deeply integrating cultural arts，sports entertainment， and family experience across multiple scenarios. The core competitiveness of this type of business lies in "the continuous production capacity of content" - not one-time scene decoration， but a content ecosystem that can be continuously iterated and updated.

Comprehensive Business Model of Cultural Tourism and Commerce Integration： The practice of Beijing Wanli Project shows that the innovative model of "railway + culture tourism" can form a powerful consumption aggregation effect. The project consists of three sections： Wangfujing WellTown， Tingyun Town， and Nolam Hotel. Through the model of symbiosis between global IPs and local culture， it integrates six industries of culture， commerce， tourism， and sports and entertainment， forming a "eat，stay， play，learn，and shop" full-scenario coverage. From a broader perspective， Tongzhou District， relying on the cultural heritage of the Grand Canal and world-class cultural tourism projects such as the Universal Resort， has built a cultural tourism and commerce integration development pattern along the axis of the Grand Canal， connecting the Universal Resort and the three major townships. This reminds us that the业态 innovation of a single commercial project needs to be systematically planned within the regional cultural tourism ecosystem.

Innovative Practice of "Car + Cross-border Scenarios"： The practice in Panlong District of Kunming demonstrates the potential of "car +" cross-border scenarios. Qingyun Street gathers over 2，400 car-related business entities. Through the creation of the regional brand "Dragon Travel World - Car Gathering Qingyun"， it explores a theme park that integrates car sales， cultural experience， and leisure tourism. In 2025， the sales of cars in this street reached 12.45 billion yuan， forming an industrial ecosystem of new car， used car， and after-sales services coordinated development. This case shows that seemingly traditional car consumption can also be revitalized through scene innovation.

五、品牌建设 | 系统路径从空间提供商到内容运营商：新城控股高级副总裁管有冬指出，吾悦已经从“规模增长”全面转向“质量共生”。这一转变的核心在于运营角色的重新定位——从“收租方”转向“服务方”。在实践层面，吾悦推出的“购物中心品牌销售增长引擎——V8模型”，通过8因子8要素为每个品牌提供销售经营体检表。这种精细化运营思维，将商业空间与品牌商户的关系从“房东与租客”转变为“合作伙伴”，共同致力于销售业绩的提升。首发经济与首店矩阵构建：首店经济已成为商业品牌建设的重要抓手。中关村ART PARK大融城以首店为核心引力，构建国际潮流、社交化餐饮两大强势业态引擎；德基广场累计吸纳首店200余家，形成梯度化品牌矩阵；乌鲁木齐吾悦·花园城计划引入超250家品牌，首进品牌+标杆品牌比重预计超40%。首发经济的价值不仅在于吸引客流，更在于传递“引领消费风尚”的品牌信号。当一个商业空间能够持续引入区域首店、全国首店甚至全球首店，它就确立了在消费版图中的引领地位。生态协同与“悦链计划”：2025年，新城控股推出“悦链计划”，旨在筛选并联合优质品牌与核心代理商，构建“代理商×吾悦×品牌”三方联动的商业内容共生模式。这一计划的核心在于将“单向招商”转变为“三方共赢”，通过建立常态化的沟通机制和系统化的运维体系，提升资源对接的效率和质量。这种生态协同思维，将品牌建设的边界从单个项目扩展到整个商业生态网络。对于商业空间运营商而言，品牌不再仅仅是项目层面的形象塑造，更是整个企业平台的价值积淀。

From Space Provider to Content Operator: Guan Youdong, the Senior Vice President of New City Holdings, pointed out that Wuyue has completely shifted from "scale growth" to "quality symbiosis". The core of this transformation lies in the repositioning of the operational role - from "tenant" to "service provider". At the practical level, Wuyue launched the "Shopping Center Brand Sales Growth Engine - V8 Model", which provides a sales operation check-up form with 8 factors and 8 elements for each brand. This refined operational thinking transforms the relationship between commercial space and brand merchants from "landlord and tenant" to "partners", jointly striving for the improvement of sales performance.

Launching Economy and First-Store Matrix Construction: The first-store economy has become an important handle for commercial brand building. Zhongguancun ART PARK Dafengcheng takes the first store as the core attraction, building two strong business engine of international trends and socialized dining; Deji Square has cumulatively attracted over 200 first stores, forming a gradient brand matrix; Urumqi Wuyue Garden City plans to introduce over 250 brands, with the proportion of first-time brands and benchmark brands expected to exceed 40%. The value of the first-store economy lies not only in attracting foot traffic, but also in conveying the brand signal of "leading consumption trends". When a commercial space can continuously introduce regional first stores, national first stores, and even global first stores, it has established its leading position in the consumption map.

Ecological Collaboration and "Yue Chain Plan": In 2025, New City Holdings launched the "Yue Chain Plan", aiming to screen and unite high-quality brands and core agents to build a "Agent × Wuyue × Brand" three-party linkage commercial content symbiosis model. The core of this plan lies in transforming "one-way recruitment" into "triple win", by establishing a regular communication mechanism and a systematic operation and maintenance system to improve the efficiency and quality of resource connection. This ecological collaboration thinking expands the boundary of brand building from a single project to the entire commercial ecosystem network. For commercial space operators, brand is no longer just an image construction at the project level, but the value accumulation of the entire enterprise platform.