Core Viewpoint - The Sanya Bay No.1 Cultural and Commercial Tourism Complex, the first commercial benchmark project under Zhuhai Free Trade Group after its integration into Huafa Group, officially opens on October 1, marking a significant development in Hainan's commercial landscape and positioning itself as a key asset in the Hainan Free Trade Port's operational framework [1] Group 1: Long-term Growth Potential Supported by Dual State-owned Enterprises - The core competitiveness of Sanya Bay No.1 stems from its strong state-owned background and strategic collaboration, with Zhuhai Investment Holding Co., Ltd. as the main investor and Zhuhai Free Trade Group responsible for overall commercial operations [2] - Zhuhai Free Trade Group, a leading player in the domestic duty-free retail sector, has over 40 years of experience in brand resource integration and high-end consumer operations, while Huafa Group excels in commercial real estate development and asset management [2] - The collaboration between these two state-owned enterprises provides dual support of "duty-free genes + comprehensive commercial operations" for the project, enhancing its long-term growth prospects [2] Group 2: Strategic Location and Policy Opportunities - The uniqueness of Sanya Bay No.1 lies in its physical location and the irreplaceable policy opportunities, being situated in the core area of Sanya Bay and benefiting from the Free Trade Port's policy advantages [3] - The project is located near popular attractions and high-end facilities, attracting both high-end tourists and local high-net-worth individuals, thus enhancing its market appeal [3] - With the countdown to the full operation of Hainan Free Trade Port, the project is positioned as a primary beneficiary of the policy dividends, having attracted 168 brands, including 25 first stores in Hainan and 23 in Sanya, reflecting market recognition of its value [3] Group 3: Diversified Operations for Stable Profitability - The project's resilience and profitability are closely linked to its diversified and sustainable operational strategies, integrating first-store economy, cultural empowerment, night economy, and all-day operations [4] - Sanya Bay No.1 has introduced 168 brands, with 30% being first stores, creating a differentiated brand matrix that enhances customer flow and market share [4] - The long-term value of Sanya Bay No.1 is not only in its operational capabilities but also in its differentiated competitive advantages and potential for asset value reassessment, with plans for future duty-free operations [4]

Core Viewpoint - The strategic partnership between Xing Sheng Commercial and Meituan Service Retail aims to enhance the digital transformation of physical retail spaces, leveraging previous successful pilot projects to create a new benchmark for online integration in shopping centers [2][4][10]. Group 1: Background and Rationale - The collaboration traces back to 2019, with years of successful pilot projects laying a solid foundation for this comprehensive strategic partnership [4]. - The shift in consumer behavior towards online platforms for information and purchasing decisions has accelerated the integration of online and offline business models in shopping malls [4][6]. Group 2: Strategic Focus Areas - The partnership will focus on three core areas to upgrade physical retail from "traffic operation" to "value operation": 1. Enhancing merchant sales through a comprehensive marketing matrix, involving deep participation of all categories of merchants in the Meituan ecosystem [8]. 2. Establishing a benchmark for digital construction by achieving membership and data interoperability, facilitating user acquisition and engagement [8]. 3. Improving merchant service capabilities through technology, addressing operational pain points with AI tools and providing digital business toolkits [8]. Group 3: Leadership Perspectives - Xing Sheng Commercial's CEO emphasizes the importance of digital transformation as a strategic priority, aiming to enhance the entire operational chain from "managing space" to "managing users" [10]. - Meituan's representative highlights the long-term cooperation as a foundation for sustainable development, marking a new starting point for mutual growth and innovation in the retail industry [12].

本报讯 （记者王镜茹） 据悉，珠海珠免集团股份有限公司（以下简称"珠免集团"）纳入珠海华发集团有限公司（以下简称"华 发集团"）体系后首个商业标杆项目——三亚湾壹号文商旅综合体10月1日将正式开门迎客。 作为"连续4年海南省重点项目"，这座总建筑面积约16.8万平方米、商业经营面积达12万平方米的滨海 商业地标，不仅将填补三亚核心区滨海商业的空白，更将以"国资赋能+政策红利+稀缺区位+多元运 营"的组合优势，成为海南自贸港封关运作关键节点下兼具资产安全性与成长性的代表性项目。 三亚湾壹号的核心竞争力，源于其强大的国资背景与战略协同属性。项目由珠免集团控股股东珠海投资 控股有限公司投资建设，珠免集团受托负责整体商业运营与管理。整个项目在筹开过程中展现的执行力 与资源整合能力，凸显了国企在重大项目运营中的责任担当与稳定性优势。 珠免集团作为国内免税商业领域的头部企业，深耕免税零售四十余年，在品牌资源整合、高端消费客群 运营方面积累深厚；其背后的华发集团更是大湾区综合商业运营的领军国企，在商业地产开发、资产管 理、业态创新等领域拥有成熟体系。两大国企的深度协同，为三亚湾壹号提供"免税基因+综合商业运 营"的双重支撑 ...

经济观察网9月30日，武汉市住房和城市更新局等部门联合发布《关于进一步促进武汉市房地产市场平 稳健康发展政策措施的通知》，加大对商办类房屋的支持力度。购买新建商业、办公用房的个人，可凭 不动产权证申请办理"一房一户"落户，符合条件的配偶及子女可随迁。各区还将结合实际制定子女入学 等配套措施。同时，在2025年10月1日至2026年6月30日期间购买新建商办房，还可获得实缴契税50%的 补助优惠。 ...

9月29日，京口区水陆寺巷文化商业街区"一巷烟火 一市欢歌"国庆主题活动拉开帷幕。这片"网红 街区"将以一场持续8天的"热力满格"城市嘉年华，点燃潮玩热情。 从城市市集到主题快闪，从集章打卡到乐队演唱……这里不仅是商业街区的焕新亮相，更是融合艺 术、科技、潮流生活的狂欢盛宴。 水陆寺巷文化商业街区包括水陆寺巷、经折巷、白莲巷、娄巷等地，紧邻苏宁广场，与永安路"网 红"美食街仅一路之隔。这个片区包含商铺196家，其中有传统餐饮店36家、百货超市15家、新式餐饮店 20家、咖啡店21家……漫步街区，传统饮食店的蒸腾热气与咖啡店的醇香奇妙交融，形成传统与现代共 生的鲜活图景，带来独有的城市记忆。 京口区健康路街道相关负责人介绍，街道抢抓国庆、中秋"双节"叠加机遇，按照整体规划、全域联 动、文旅融合、消费升级的思路，结合苏宁广场地标商圈定位，组织策划系列活动，为假期增添潮流魅 力。 街区内，银杏树下，游客举相机定格风景；壁画墙前，老居民围坐谈笑。烟火气与网红流量在同一 空间奇妙共生。去年以来，该街区进行了整体硬件改造，注重美观的同时，更强调实用。街道还在街区 增设休闲座椅、主题景观小品，制作多处网红打卡装置，设置银杏 ...

9月26日，王健林因万达下属文旅项目1.86亿元执行案被下达限制高消费令。36小时后，限高信息悄然 撤销。万达集团回应称，此次系"执行层面信息不对称导致"。 作为中国房地产特别是商业地产领域的代表符号之一，王健林被"限高"，不仅是个体困境，更反映整个 行业转型的阵痛。这位中国前首富的起伏轨迹，可以说是中国房地产行业从狂热走向理性周期的一个缩 影。 那种"高杠杆、高周转、高回报"的快速扩张模式，已成明日黄花。1.86亿元不到王健林嘴里说过的"两 个小目标"，但整体形势不容乐观，万达集团目前有10条被执行人信息，总金额达52.62亿元，更有47条 股权冻结信息。加上万达商管和万达地产集团，万达系被执行总金额超过70亿元。 因此，王健林在"虚惊一场"之后，还没有办法松一口气。从2023年珠海万达商管上市的"对赌"失败，再 到2025年的"限高令"，王健林不断启动"卖卖卖"模式，是断臂求生，更是一场难逆行业转型趋势的悲壮 转身。 王健林的"断臂"越发彻底，越发决绝，也在一定程度上映衬了他的悲壮。万达坚持市场化的"资产出 售"而非"债务重组"，迄今未申请境内债整体展期，保留了信用记录，却也把全部压力集中在"卖得快、 卖 ...

9月26日，王健林因万达下属文旅项目1.86亿元执行案被下达限制高消费令。36小时后，限高信息悄然 撤销。万达集团回应称，此次系"执行层面信息不对称导致"。 作为中国房地产特别是商业地产领域的代表符号之一，王健林被"限高"，不仅是个体困境，更反映整个 行业转型的阵痛。这位中国前首富的起伏轨迹，可以说是中国房地产行业从狂热走向理性周期的一个缩 影。 那种"高杠杆、高周转、高回报"的快速扩张模式，已成明日黄花。1.86亿元不到王健林嘴里说过的"两 个小目标"，但整体形势不容乐观，万达集团目前有10条被执行人信息，总金额达52.62亿元，更有47条 股权冻结信息。加上万达商管和万达地产集团，万达系被执行总金额超过70亿元。 难能可贵的是，王健林没有放弃，在还债的同时，也在寻找新的投资机会。8月，年逾七旬的王健林来 到克拉玛依，考察招商引资、文旅发展等。在行业寒冬中的坚守，大约也是一个企业家所坚持的体面与 倔强。 真正的企业家精神，能够在顺境中乘风破浪、高歌猛进，更须在逆境中坚守阵地、负重前行。当行业红 利消退、债务压顶、信用冻结、资产缩水，他们选择不退、不逃、不躲、不甩锅。这是一种担当，也是 一种承诺。王健林的还债 ...

智通财经记者 | 方卓然 智通财经编辑 | 庄键 "大新天地"片区概念从规划走向现实。 2025年9月29日，位于上海新天地东区核心地段的新天地东台里正式焕新亮相，这座开放式商业空间总 面积达8.8万平方米。随着其投入运营，"大新天地"片区的整体概念进一步落地。 对于老上海人而言，东台路的变化堪称"颠覆性"：记忆中以古玩花鸟为特色、摊位密集且空间逼仄的老 路，现已改造为开阔通畅的城市道路。道路两侧的核心地标"太平洋新天地"，由三幢高度不一的甲级写 字楼构成，其配套裙楼则采用错落式设计，定位为体验式商业场景。 特别值得注意的是，东台里也是中心城区近年来少见的大体量综合体，拥有全市最大的全景天幕。 瑞安新天地高级商业总监李振辉对智通财经表示，虽然硬件"满配"，新天地东台里的业态并不以贵为 主。他认为，"在全球化商业语境下，单纯的商品交易早已沦为商圈的基础功能。真正的核心竞争力， 更多体现在多元服务业态的构建能力。" 回溯至上世纪末，东台路曾是上海极具标志性的存在。作为上海首个文物监管旧工艺品市场，它以琳琅 满目的古玩、鲜活热闹的花鸟市集闻名。 时光悄然推移，曾经热闹的东台路工艺品市场，渐渐难以跟上上海市民与游客对 ...

近期市场热议王健林及万达集团动态，因下属项目公司纠纷，集团及负责人被采取限高措施，企业解 释"或因执行层信息不对称"，据最新消息，王健林的限高措施已经被取消。 更离谱的是岗位错位，业务负责人全程聊"一级市场并购"，但从业者履历明确"深耕二级市场权益投 资"，二者能力模型完全不同。 后来才知对方未细看简历，仅扫关键词便面谈，金融岗细分度极高，连初筛匹配都做不到，业务端专业 度堪忧。 谈薪资时，企业给出的数字仅比从业者纳税额略高，还带"给这个数已是破例"的姿态。 在此之前 虽其早年常提"军事化管理"，但结合近年运营问题，这一说法争议虽存却非无迹可寻，而十年前一桩相 关招聘往事，早已撕开其"巨头光环"下的真实底色。 十年前的招聘迷局 2015年地产与互金热潮时，曾有金融从业者接到该集团中高层金融岗邀约。 彼时企业借"首富效应"受关注，即便从业者业绩亮眼，仍愿赴约，却遭遇"专业认知碰撞"。 企业方开篇便提"所有岗位七点半到岗，前台与业务岗一致"，可金融行业中，权益投资、资管岗的核心 是市场判断与标的挖掘，而非"坐班时长"，能创造收益便具灵活性，将制造业管理逻辑套入金融，显见 外行生硬。 布局金融业务时，其曾想推理财产 ...

Core Viewpoint - The Fourth Beijing Urban Renewal Forum and Urban Renewal Experience Week opened with the theme "People's City, Organic Renewal," showcasing 40 selected urban renewal projects from 225 submissions, including 14 recognized as "Best Practices" [2][3]. Group 1: Event Overview - The event includes a series of activities such as an opening ceremony, policy exchange seminars, sharing of best practices, and a closing ceremony, with a total of 5 million yuan in consumption vouchers distributed to encourage public engagement in urban renewal sites [2][5]. - The activities will continue citywide until mid-October, aiming to enhance public awareness and experience of urban renewal [2]. Group 2: Best Practice Projects - The Haidian Grand Fusion City, recognized as a "Best Practice" project, exemplifies urban renewal by integrating commercial, cultural, and recreational elements, significantly revitalizing the area [3][4]. - The project addressed previous issues such as insufficient public space vitality and inadequate transportation systems, transforming the area into a "commercial + parking" mixed-use development without increasing building scale or reducing green space [3][4]. Group 3: Community Engagement and Activities - The "Beijing Urban Renewal Experience Week" was launched to allow citizens to understand and experience urban renewal through various commercial, cultural, and sports activities, including high-level sports events [5]. - The initiative aims to promote deep integration of culture, commerce, and sports, enhancing citizens' leisure experiences and fostering a collaborative community environment [5]. Group 4: Policy and Future Directions - The urban renewal projects align with the "Six Urban" construction requirements set by the central government, emphasizing innovation, livability, beauty, resilience, civilization, and intelligence [7]. - Future efforts will focus on policy guidance, institutional innovation, and optimizing approval processes to attract social capital and create a multi-channel investment model for urban renewal [7][8].