【作者】 张杰；

【导师】 赵喜仓；

【作者基本信息】 江苏大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 房地产行业一直是我国国民经济支柱产业,随着房地产行业的快速发展,其中的分支部分-商业地产行业的发展也较为迅猛,截至2020年底,我国购物中心已达6900个,存量规模约4.4亿平方米,从数量以及发展规模来看,进入了存量时代。2022年5月,国务院发布《关于进一步盘活存量资产扩大有效投资的意见》,表明国家对盘活存量资产、节约社会资源、优化投资的重视。此意见的提出,也预示着未来一段时间,业内对存量资产尤其是商业项目重新盘活和优化调整是大势所趋。A购物中心坐落于南京市核心地段,商业部分2010年建成并投入使用,至今运营已十二年,属于典型的存量项目且经营不善,亟需抓住行业“盘活去存”的契机,探究自身运营不善的原因,并着力改善调整。本文笔者结合自身工作经验以及阅读大量文献认为,存量购物中心的区域位置和规模已无法调整,盘活及改善最终的立脚点主要是对项目业态进行调整,但是购物中心的运营往往与所处商圈的发展及现状息息相关。所以,本文在研究A购物中心业态调整策略时,首先对A购物中心所在商圈的进行分析测算,如果有足够的市场容量和生存空间,调整A购物中心业态才有价值。因此,本文首先采用文献研究法梳理国内外相关文献。其次,对相关术语进行概念界定,并阐述了相关理论。再次,利用定性与定量相结合的方法对A购物中心的商圈、业态的进行了分析,测定其所在商圈的商圈饱和度及容量,揭示了目前的运营现状、业态存在的问题及成因。然后,基于STP理论对A购物中心进行了业态再定位,确定了符合市场及消费者需求的业态定位目标。最后,根据A购物中心的业态定位目标并结合业态存在的问题提出具体的业态调整策略。本文研究结论如下:(1)根据A购物中心商圈饱和度与容量的测定结果,得出A购物中心所在商圈市场尚有余量,能够满足A购物中心的良性发展,A购物中心在该商圈内进行业态调整具有实际意义;(2)基于STP理论,明确了A购物中心应该采取竞争性(迎强)定位策略,并致力于成为商圈内能与德基、新百竞争的标杆购物中心,其业态也理应对标德基、新百的高端定位;(3)根据A购物中心业态存在的不足以及新的业态定位目标,明确业态调整需从以下四个方面着手:(1)调整业态功能结构;(2)合理配置业态比例;(3)引入适宜的主力店;(4)调整业态布局。(4)因需要调整的商铺多达上百家,在调整周期的安排上,不仅需要进行长远规划,更应结合项目运营的需要,获取集团总部人员、资金方面的政策支持,制定切实可行的保障措施方可逐步调整。更多还原

【Abstract】 The real estate industry has always been a pillar industry of China’s national economy.With the rapid development of the real estate industry,the commercial real estate industry,one of its branches,has also developed rapidly.As of the end of 2020,there were 6900 shopping centers in China,with a stock size of about 440 million square meters.From the perspective of quantity and development scale,it has entered the era of stock.In May 2022,the State Council issued the "Opinions on Further Revitalizing Stock Assets and Expanding Effective Investment",indicating that the country attaches great importance to revitalizing stock assets,saving social resources,and optimizing investment.The proposal of this opinion also indicates that in the future,it is a trend for the industry to revitalize and optimize existing assets,especially commercial projects.A Shopping Center is located in the core area of Nanjing City.The commercial part was completed and put into use in 2010,and has been in operation for twelve years.It is a typical existing project and poorly managed.It is urgent to seize the opportunity of the industry to "revitalize and eliminate inventory",explore the reasons for its poor operation,and focus on improving and adjusting.Based on my own work experience and extensive literature review,the author of this article believes that the regional location and scale of existing shopping centers cannot be adjusted.The ultimate goal of revitalization and improvement is mainly to adjust the project format.However,the operation of shopping centers is often closely related to the development and current situation of the business district they are located in.Therefore,when studying the adjustment strategy of shopping center A’s business type,this paper first analyzes and calculates the business circle where shopping center A is located.If there is enough market capacity and Lebensraum,the adjustment of shopping center A’s business type will be valuable.Therefore,this article first uses the literature research method to sort out relevant literature at home and abroad.Secondly,the concept of relevant terms is defined and relevant theories are elaborated.Once again,a combination of qualitative and quantitative methods was used to analyze the commercial district and business format of A Shopping Center,measuring the saturation and capacity of the commercial district where it is located,revealing the current operational status,problems and causes of the business format.Then,based on the STP theory,the business model of A Shopping Center was repositioned,and a business model positioning goal that met the market and consumer needs was determined.Finally,based on the positioning goals of A Shopping Center’s business format and considering the existing problems of the business format,specific business format adjustment strategies are proposed.The research conclusions of this article are as follows:(1)Based on the measurement results of saturation and capacity in the commercial district of A Shopping Center,it is concluded that there is still surplus in the market of the commercial district where A Shopping Center is located,which can meet the healthy development of A Shopping Center.Adjusting the business format of A Shopping Center within this commercial district has practical significance;(2)Based on the STP theory,it is clarified that A Shopping Center should adopt a competitive(competitive)positioning strategy and strive to become a benchmark shopping center in the business district that can compete with Deji and Xinbai.Its business format should also respond to the high-end positioning of Deji and Xinbai;(3)Based on the shortcomings of A Shopping Center’s business format and the new business positioning goals,it is clear that business format adjustment needs to start from the following four aspects:(1)adjusting the functional structure of the business format;(2)Reasonably allocate the proportion of business formats;(3)Introduce suitable main stores;(4)Adjust the layout of business formats.(4)As there are over a hundred shops that need to be adjusted,in the arrangement of the adjustment cycle,not only long-term planning is needed,but also policy support from the group headquarters in terms of personnel and funding should be obtained based on the needs of project operation,and practical and feasible guarantee measures should be formulated before gradually adjusting.更多还原