通州-商场-优化改造-商业室内设计-北京纳间建筑设计

Stacked City - Transforming shopping malls into indoor street blocks

叠城 - 将商场室内街区化

"With AND lab's architectural experience, the construction of a commercial mall from land acquisition, positioning, planning, architectural design, approval to completion can take as little as 2-3 years if expedited.

Today's commercial competition is fierce and ever-changing.

One common challenge faced by commercial mall developers is that by the time the construction is completed, the market has already changed, and the initial positioning has become outdated and no longer applicable.

In China, it's a common phenomenon that most commercial developers lack professional market research departments like those in mature markets such as Japan, South Korea, Hong Kong, and Singapore. These departments rely on market surveys, analysis, and projections to guide them towards consumer trends at least five years ahead.

Take Singapore, for example; on Orchard Road, all malls undergo major renovations every five years, and there are changes in brand tenants as well.

However, many Chinese commercial developers face the dilemma of not being able to establish such market research departments.

In the current generation of Chinese commercial developers, the leadership generally lacks a high level of education in business, and few have graduated in business or market-related fields. Without academic and theoretical foundations, the leadership and project managers mainly rely on accumulated "experience" gained from working in different developers.

Even if they come from an architectural design background, which is already considered quite close, most architects in China started focusing on commercial development only after 2008. Architects before 2008 haven't seen proper malls; they've only seen department stores.

Project leaders can only rely on past experience and current circumstances to predict future trends. This often leads to subjective judgments rather than objective inferences.

It's very rare for project leaders to stay with the same company from planning to operation after completion. Most project leaders and managers, after completing a project, move to the next company with their "resume," without the opportunity to verify the success of the initial planning and positioning.

This is why local commercial developers lack competitiveness.

On the other hand, architectural design companies usually do not engage in commercial planning as it falls outside their scope of business. However, developers often seek advice from architects. Yet, this "advice" is often drawn from existing malls rather than from research-based proposals.

AND lab has always been research-oriented in its design approach.

Firstly, for this project, we conducted both macro analysis within a 2.5-kilometer radius and micro analysis within a 1-kilometer radius of the site."

以纳间建筑的经验，一个商业商场建筑从拿地，定位，策划，建筑设计，审批到施工盖完，快的话2-3年。

如今商业竞争激烈，日新月异。

商业商场开发常常面对的问题是等到建筑盖完，市场已经变了，当初的定位已经落伍，不适用了。

在中国的真实现象是一般商业开发商都不像成熟的日本，韩国，香港，新加坡的商业开发商具有专业市场研究部门，以市场调查，分析推算的结果作为导向得出至少5年后的消费趋向。

以新加坡为例，乌节路上所有商场平均是5年就外立面和内部大翻新一次，内部的品牌招商也会变动。

但是许多中国商业开发商面临的问题是想组这样的市场研究部门也组不出。

在中国商业开发商里目前这一代领导层普遍对于商业的教育程度不高，很少是商业及市场相关方面毕业。没学术和理论的基础，领导层和项目经理主要以在不同的开发商之间辗转工作累计“经验”而就其位。

如果是建筑设计专业出身的已经算是非常接近，但中国的商业开发主要是2008年以后才起来，这08年以前的建筑师都没见过正正好的商场，只见过卖场。

项目负责人只能靠过去的经验和当下的形势判断今后的趋势。这往往是主观判断而不是客观推论。

项目负责人从策划到建成如果还待在同家公司直到运营已经非常少见，大多数项目负责人和项目经理在项目建成后，就拿着这“履历"到下一家公司，并没有机会验证当初的策划及定位是否成功。

这是为什么本土的商业开发商不具竞争力的原因。

另一方面，建筑设计公司更不会做商业策划，毕竟这不是业务范围，但开发商往往会期望建筑师提供意见。而这些“意见”往往是取自当下其他的商场，并不是做了市场研究后的提案。

纳间建筑的设计向来以研究为导向。

首先，此项目我们对地块周边分别做了：2.5公里为半径的宏观分析和1公里为半径的微观分析。

Within a 2.5-kilometer macro radius

We conduct color-coded analysis based on the nature of land use. This allows us to clearly understand the behaviors and consumption patterns of the surrounding population, as well as the number and locations of competitors. Are they residents primarily focused on daily consumer goods? Are they working professionals more inclined towards dining and entertainment? Or are they residents within educational districts primarily concerned with education and children's entertainment?

Finding buyers is the key to product sales.

2.5公里宏观半径里

我们按用地性质填色分析。这样我们可以清楚掌握周边的所在人群行为及消费模式和竞争者的数量及位置，是：日常生活品消费为主的居住人群？餐饮娱乐为主的工作人群？还是以教育儿童娱乐为主的学区人群？

找到买者才是产品销售的关键。

Then convert the above information into statistical figures.

然后将上述资料转换成统计数字。

Based on the population density of 1,741 people per square kilometer in Tongzhou in 2018, we can estimate that the population within a radius of 2.5 kilometers around the project is 34,184. Among them, 18,117 are residents.

Based on Tongzhou's per capita GDP of 52,750 yuan in 2018, and considering 30% disposable income, the monthly consumption of these 18,117 residents could reach 23.89 million yuan.

Next, we will further conduct a micro-analysis within a radius of 1 kilometer.

以通州2018年常住人口密度1741人/平方公里为准，我们可以推算出项目辐射周边2.5公里的人口数为34184。其中18117人为居住人数。

以通州2018年人均GDP52750元计算，按30%的可支配收入，这18117人口每月的消费可达2389万元。

然后我们进一步做1公里范围的微观分析。

1公里宏观半径里

这距离是步行就能到项目地点的区域。这区域内的人口将是商场的主要客源。

Client

Confidential

业主

匿名