国际广场招商运营方案.docx

XXX国际广场招商运营方案目录一、 工程概况1、地理位置·······························································································································································································32、交通状况分析···················································································································································································33、商业气氛·······························································································································································································34、人口及购置力状况·······································································································································································35、商业局部规模···················································································································································································46、周边商业·······························································································································································································47、SWOT····································································································································································································5二、 招商1、业态布局遵循原那么·································································································································································62、市场定位·······························································································································································································73、招商推广·······························································································································································································84、招商方案及时间节点··································································································································································95、招商策略、价格策略··································································································································································96、租金、定金收取方式及收取标准······························································································································107、招商人员配置、岗位职能······················································································································································10三、运营1、开业旺场策略················································································································································································122、几种常见模式··········································································································································································123、差异化战略是运营管理重心·········································································································································124、综合型商业常见几种病症及解决建议···················································································································135、商场可持续经营策略································································································································································146、品牌维护和提升············································································································································································15一、 工程概况 1、 地理位置：工程位于长江西路与西二环穿插口东北2、交通状况分析：长江西路和西二环为合肥市最为重要主干道， 均为城市快速路，高架、下穿以及立交桥，虽缩短了工程和传统商圈距离，但也会人流产生严重阻隔作用。3、商业气氛：工程不处于成熟商圈，但周边人口都较多，消费趋向三里庵商圈。4、人口及购置力状况：XXX国际广场周边约有60余个小区，人口超过15万人。区域内居住人口中高消费群体所占比例较大。生活性消费需求旺盛。中青年人群是消费主力，消费能力较好。5、 商业局部规模：一层：6293.04平米 层高：6米二层：3150平米平米平米6、周边商业：1西华联MALL地理位置：长江西路与休宁路交口工程性质：综合性商业工程商业面积：6万平方主力店：华联超市，嘉禾影院次主力店：KFC，屈臣氏，苹果体验店。2百大拓基广场工程位置：长江西路与天柱路交口工程性质：综合性商业针对人群：周边居住及工作人群品牌档次：中等商业面积：6万平方主力店：鼓楼百货，合家福超市，百大电器3松芝万象城工程位置：蜀山区长江西路478号工程性质：城市综合体针对人群：城市中高端消费人群品牌档次：中高档主力店：沃尔玛超市招商目标：遵循城市多核化开展趋势打造合肥另一个副中心！立足合肥，打造合肥地标式购物、娱乐、休闲聚集区。面对周边消费群体，开展成为地区性品牌商业综合体，最大程度开掘物业价值！7、SWOT1优势与时机工程地理位置优越，交通便利餐饮、娱乐及零售业合理利润水平和良好开展空间，为商业招商和经营奠定了根底；乐购作为主力店引入提高了工程影响力和知名度。随着群众消费能力和提高，生活节奏变快，消费者对购物、餐饮、娱乐、休闲一站式场所需求也随之提高。工程周边消费人群聚集、消费能力较高。2劣势与威胁周边商业中心及新兴商业体较多，客户可选择余地较多。长江路高架阻断消费人群、影响工程曝光率。工程体量较小，业态组合难以分配齐全。 分析：总来说工程优势大于劣势，局部劣势可通过调整招商 策略及建立规划进展躲避和弱化。二、招商1、业态布局遵循原那么为使工程整体消费功能趋于完善，建立起真正意义上品牌商业，完全有必要对商业经营布局和功能分区进展规划和引导，建议以下几点布局原那么。1符合整个商业战略定位原那么，集购物、娱乐、休闲等功能于一体，商品布局必须从满足以上功能需求角度出发。2适应不同商品经营业态格局原那么，如娱乐、休闲等适合三、四层经营，如珠宝、化装品等适合首层、分区经营，可规划柜台式经营形态。3尊重市场需求和选择原那么，经营布局规划必须为招商效劳，最终格局取决于招商结果。4合理有效使用空间原那么，是一、二、三、四层组合还是分割经营，必须从商品经营空间利用出发。5经济效益原那么，应充分考虑商户经营利益，达成商户与市场经营者双赢局面。6关联性原那么，不同商品适合不同经营组合，如购物和娱乐休闲可形成互补、互促经营，这些关联性商品可在同一功能区经营。7大客户和知名品牌优先原那么，大客户和知名品牌对提升市场品牌，带动中小商户进驻，以及带动消费起着至关重要作用，对这类客户要优先考虑。8充分考虑经营户愿望和要求原那么，考虑了经营户愿望和要求，才能充分吸引经营户进驻，并提高经营户经营信心，从而促进市场快速形成。9方便顾客消费原那么，在商业街商品布局及业态分布方面，充分享受一站式消费乐趣，符合人消费习惯。10视觉形象原那么，整个经营布局应充分考虑视觉冲击力和形象统一。2、市场定位1功能定位：结合工程实际情况及市场情况建议打造 周边消费人群对购物、娱乐、休闲多种功能一体化消费需求。2业态及业态组合定位：结合工程商业情况，以同业差异、异业互补招商根本原那么，建议拟定以下：1F：品牌珠宝、化装品、品牌服饰等2F：品牌女装、家纺、内衣、童装等3F：电器卖场如国美、苏宁4F：餐饮，娱乐、休闲不包括主力店超市3档次定位：针对区域内人口消费状况及商圈内其他综合体规模及定位建议本工程定位为中等档次。3、招商推广结合本地情况,并结合销售制定以下招商推广方案:1制作招商巨幅1块，装于商场大楼前面2制作8P招商手册5000份1P 封面 2P 公司介简、地理位置和公司内涵 3P 商场商圈图4P 公司管理与理念5P公司设施与配套6P业态定位及布局7P商场一二楼图纸和招商对象8P封底3场外、路边广告位宣传位置：沿长江路及西二环选择一至二个高炮及户外路边广告4车坐位宣传 将招商广告有选择张贴至围绕工程周边公交车车体及车内广告位上。5手机短信 将招商信息以短信形式，发送到目标人群手机上6报纸在合肥晚报、新安晚报连续登载彩色招商广告 4、招商方案及时间节点招商阶段时间安排阶段任务第一阶段1500平米下定。女装、童装、零售10家左右，并储藏20家意向客户。第二阶段·前5000平米下定。重点客户局部下定，第三阶段6000平米下定。局部客户直接签订租赁合同，配合商户做装修设计。第四阶段1500平米签订。订铺协议更换成租赁合同、监视配合商户入驻装修。第五阶段1000平米补充和调整招商。完成商户入驻，稳定客户经营，为后期运营做好准备。 5、招商策略、价格策略 租赁经营采用放水养鱼原那么。因为购物中心经营具有长期性特点，将整个购物中心真正做旺。这样，开展商与商户才能一同成长。放水养鱼原那么可以理解为“先做人气，再做生意，一起分享成长空间"原那么。应该说只有经营户生存并盈利才有相应租金回报，且如出现大量商户经营困难并倒闭那么后续二次招商难度更大且无法保证质量。 建议租金应保持在较低水平。低开高走，迅速完成高质量招商，抢先于其他新兴商业体形成商业气氛，对后期运营及物业升值都有极大好处。建议制作两种招商政策，分别为：对外统一说辞和招商部经理掌控最终优惠政策。最终优惠政策作为工程商业租金回报率保证，由部门经理掌握，形成阶梯状谈判，这种做法有利于招商谈判过程中技巧把握，提高谈判成功率。6、租金收取方式建议租金按照?一铺一价表?计算按年一次性收取；第一年在签订租赁合同时一次性收取，以后每年在次年计租前一个月交付；特殊情况可按半年或季度收取。7、招商人员配置、岗位职能部门经理招商主管招商参谋招商参谋部门经理岗位职能：负责整个工程招商工程规划和实施，安排和协调招商进度；评估招商工作进程，保障实施过程向预设方向推进；对招商工作中出现紧急情况进展处理，按实际情况调整策略；对招商部人员进展工作指导、工作核查和绩效评估确定绩效工资与奖金；谈判出现僵局，由部门经理出面做最后磋商；向公司领导协调与沟通；招商主管岗位职能： 按预设业态组合筛选意向客户；实施招商小组内部信息沟通与协调；收集招商专员回馈市场信息，并及时进展处理；意向客户后续谈判，合同签订和文件归档；招商小组内勤和行政工作；客户进驻装修所需提供效劳进展各部门协调；招商专员岗位职能：按照招商进度进展具体市场走访并按照方案客户沟通、谈判；开掘预设业态客户，明确意向客户，并对意向客户进展跟踪走访；每日向招商主管反应客户信息及建议；现场接洽客户，后期客户及时跟进；按要求完成工作，填写各类表格；三、商业运营 应该说高质量招商是成功运营前提条件、而成功运营又是后期高租金回报率重要保证。因此运营就显得尤为重要！1、开业旺场策略前期工作完成后，工程开场步入开业阶段。所谓“万事开头难，一个综合体式物业经营成功与否，最关键是能否按原有拟定经营业态分布商铺并全部开张营业最好是统一开业。2、几种常见模式1分散产权、统一管理将整个商场全部或局部面积出售，开发商与业主达成协议，规定几年内商铺由开发商自行或聘请专业管理公司统一管理，而业主收取协议确定稳定回报。2只租不售、统一经营管理实力雄厚开发商不急于回笼资金，把商业物业当成一项资产进展管理，通过专业经营管理到达资产升值目。3先管理后出售工程建成后，开发商先对整个工程进展统一经营管理，待商业物业旺场升值后再以高价出售。 建议采用第三种模式，能够表达出招商运营所带来价值。3、差异化战略是运营管理重心必须注意特色经营重要性，把研究市场需求、强化使用功能、追求个性特色、营造人性空间思想作为经营理念，不仅在商业布局、建筑外型、色彩、人流动线以及内部构造等产品策略力求突破雷同，突出个性，而且在广告宣传、价格确定、促销方式等方面也要独具风格，努力成为市场亮点。4、综合型商业常见几种病症及解决建议1场内热度失衡尽管有旗舰主力店强势拉动，但除了主力店经营理想以外，大量广告投入仍然不能改变其它冷清商业气氛。出现这种现象主要原因有：缺乏科学合理工程总体规划主力店与其他业态相对别离，主力店带来人流仅仅是在市场外实现人流“体外循环，因此它就没能将主力店聚集人气充分地吸引到整个工程上来。解决方法：解决此类病症要从规划上入手，把主力店带来人流充分地引入到商业卖场中，主力店规划在商业区中央即是较好解决方法，真正变人流动线“体外循环为“体内循环，以此来全面提升整个工程人气值。2产权分散、经营乏力在商铺经营以及人气聚集上讲究“成行成势，而产权别离那么导致了各个分散铺面经营品种完全失调，不能集中形成规模和效应。解决方法：即使有实行统一管理工程，由于经营管理专才缺乏，多是在物管公司根底上自行组建一个商业管理公司，由于其管理人员对商业业态缺乏了解，往往市场管理工作进展得不如人意。商场后期经营没有专门机构进展管理和促销，完全按照商家自己意愿进展单独促销活动制造人气，无法获得消费者青睐。此类病症要从两方面着力抓：统一经营、统一管理：严格按照国际上流行所有权、经营权和管理权三权别离原那么来操作市场，在商业地产开发中实行运营商、投资者和经营者三方共同开展方式，一般做法是开发商将产权分割出售给投资者所有者，再由运营商管理者作为一个统一机构将分散产权集中起来，对商铺进展统一招商，吸引有规模、有品牌商家经营权介入，最终实现各自得益扩展最大化。解决方法：使用专业管理团队进展管理与后期运营5、商场可持续经营策略策略一：不断谋求业态突破商业工程要想获得可持续性开展，必须要敢于突破，而不是简单地克隆、单调地经营。管理者需要不断地深入研究商业，切实在如何为零售业提供更好购物环境、如何让主题商城鲜明、如何使专业市场真正走上专业化道路等方面下功夫，才能真正引领市场。策略二：管理者与经营者双赢策略商业地产是商业和地产两个行业有机结合，只有开发商和商业零售商齐心协力共同开展，谋求双赢，才能走上最终持续开展道。开展商与大商家合作，必须建立在双赢根底上。策略三：优质系统管理所谓商铺，是先有商再有铺，辅价值是表达在商字根底之上，也就是说，只有商场能经营、做得旺，商铺价值才能得到表达，才能实现价值最大化。优质系统商业经营管理是商业地产工程长盛不衰根本所在。现代商业运营管理除了住宅物业管理保安、清洁等根本工作外，更重要是商场经营推广，包括商场经营分区管理、整体形象宣传、节假日促销活动组织，商户经营品质监管、商家退租、转让、重新招租、租户售后效劳监视等。这些工作都应该有一套符合工程自身特点系统做支撑。开展商应提供商场推广费用支持：有了精干经营管理团队，还需要经营推广费用支持。并制定出具体经营推广方案，为商场经营打下根底。运营管理是商铺投资成败关键，抓好商业经营管理，是商业规律需求，更是商铺持续开展唯一途径。6、品牌维护和提升品牌作为企业和顾客沟通最有效最忠诚载体，向来倍受重视。对于商业地产来说，也是如此。只有客观进展品牌细分，使品牌有归属感，进一步确定品牌诉求内容，并实施一系列品牌运动，使品牌卓然出众，才能在市场中谋得一席之地。但品牌竞争力形成却不是一朝一夕之功，商业地产品牌必需要又前瞻性维护，现代商业地产市场竞争，品牌维护刻不容缓。 2021年3月28日