Core Insights - The article highlights the emergence of Beijing Valley as a new model in the cultural tourism real estate sector, addressing the evolving needs of urban middle-class families seeking second homes [2][4][9] Group 1: Changing Market Dynamics - Urban middle-class families are increasingly looking for second homes due to rising living pressures in cities, with traditional options failing to meet diverse needs [2] - Beijing Valley has seen improved sales performance in the surrounding Beijing area, with high demand during peak weekends and holidays, indicating a shift from resource-oriented to lifestyle-oriented offerings [2][7] Group 2: Enhanced Living Experience - The design of suburban cultural tourism properties is evolving, as seen in Beijing Valley's "Qu Shui Die Yuan" project, which optimizes comfort through spacious layouts and integrates wellness features like hot spring resources [2][3] - Upgraded service offerings include a rehabilitation center and health management systems for parents, outdoor playgrounds for children, and creative spaces for young adults, catering to the diverse needs of family members [3] Group 3: Community and Ecosystem Development - Beijing Valley is moving from one-time transactions to a community ecosystem by implementing a detailed management system and community operations to maintain ongoing engagement [4][5] - The property management includes a three-tiered butler system covering daily services, health management, and entertainment coordination, with a rapid response mechanism for service requests [4] - Community activities are organized throughout the year, fostering social connections among residents and enhancing the project's visibility and appeal [4][5] Group 4: Shifting Consumer Logic - The success of cultural tourism projects is increasingly linked to the ability to provide vacation experiences, wellness services, and child development opportunities, which are now key purchasing factors [7] - Corporate team-building and large institutional events are increasingly choosing Beijing Valley for its comprehensive service offerings, indicating a shift in selection criteria [7] Group 5: Competitive Landscape Transformation - The cultural tourism real estate sector is transitioning from a focus on resources and land to an emphasis on content and service, with project sustainability relying on a robust operational and community ecosystem [9] - The ability to balance standardized product offerings with flexible lifestyle choices for families is becoming a critical challenge for the industry [9][10]

Core Viewpoint - Yuexiu Property has developed a unique "scene-based deep cultivation" strategy through a comprehensive community ecosystem that integrates customer insights, spatial innovation, and resource ecology, enhancing customer engagement and brand loyalty [2][4][27] Group 1: Strategic Elevation - The community strategy is not merely a customer maintenance tool but is rooted in deep considerations for corporate strategic transformation, initiated in 2021 with extensive customer research involving over 43,000 homeowners [4][6] - The company has established a "1+N" community platform operation matrix, centered around the brand "Love Yue Club," integrating online content communities, offline community spaces, and lifestyle brands to create a service loop throughout the customer lifecycle [4][6] Group 2: Scene Reconstruction - Yuexiu's core competitiveness lies in the "scene + content" operation of spaces, achieving a 20% reduction in sustainable operating costs through product branding and standardization [10][11] - The company has launched various community cultural events and IPs, such as the "Remarkable Little New Star," which has engaged over 28,000 families, enhancing brand and customer stickiness [14][16] - The establishment of the "Yuexiu Life Partner" community co-construction IP aims to link various stakeholders for value co-creation, with over 30 unique community operations incubated [18][20] Group 3: Operational Innovation - Yuexiu's community operations exhibit three differentiated characteristics, focusing on deep collaboration across the customer lifecycle and utilizing tools like the "Love Yue Club" mini-program to connect with a broad customer base [24][25] - The company plans to establish a "customer operation" evaluation model by 2025, assessing brand assets, customer value, and commercial value [25] - The integration of community operation capabilities into a branded platform is part of a broader exploration of sustainable business models, including light asset operations and social capital linkage [26][27]