Read More《193家新首店引爆深圳!浓度TOP1的商圈居然是它》
Positive Reviews: The First Store Economy Revitalizes Shenzhen’s Business Ecosystem, and Diverse Innovations Reshape the City’s New Benchmark for Consumption
In the first half of 2025, the concentrated opening of 193 first stores in Shenzhen is not only an increase in business data but also a concentrated outburst of the city’s business vitality and innovation. From the strategic layout of international high – end brands to the breakthrough of local new consumption scenarios, Shenzhen’s first store economy is injecting new impetus into the city’s business ecosystem with the posture of “simultaneous improvement in quantity and quality”. Its positive significance is mainly reflected in the following three aspects:
I. Continuous Increase of International Brands: The City’s Business Discourse Power Moves Towards the Global Stage
The “international concentration” of Shenzhen’s first store economy is one of its most prominent highlights. Data shows that in the first half of the year, the proportion of overseas first stores remained stable at over 21%, mainly from developed countries (the United States, Japan, South Korea, and Italy contributed 68%), covering high – end sectors such as jewelry (Belgian brand WOLFERS), beauty (American brand Fenty Beauty), and sports (Japanese brand Goldwin). Behind this phenomenon is the continuous upgrade of Shenzhen’s business attractiveness as a “global city”. On the one hand, Shenzhen has a mature consumer market (the total retail sales of consumer goods exceeded 1.5 trillion yuan in 2024) and a high – net – worth customer group, providing a stable consumer base for international brands. On the other hand, Shenzhen’s “window” attribute (policy dividends such as the Qianhai Free Trade Zone and Shenzhen – Hong Kong cooperation) and the internationalization level of its business carriers (such as landmark projects like MixC World and K11 ECOAST) make it the “preferred first stop” for international brands to enter the Chinese market. For example, the Belgian royal jewelry brand WOLFERS chose Shenzhen to open its Asia – Pacific flagship store, taking a fancy to its hub position connecting the mainland and the international market. The American beauty brand Fenty Beauty opened its first store in mainland China in Shenzhen, which also reflects Shenzhen’s trend – leading power among young consumer groups. The aggregation of these international brands not only enhances the “global visibility” of Shenzhen’s business but also feeds back to the city’s image through brand potential, helping Shenzhen transform from the “Chinese Silicon Valley” to an “international consumption center”.
II. Coordinated Development of Diverse Business Forms: A Healthier Consumption Ecosystem Pyramid
The “diversity” of Shenzhen’s first stores constructs a consumption ecosystem covering all customer groups. From high – end to mass, from retail to experience, the business form distribution of first stores presents a clear “pyramid” structure: mass – market brands account for 50.3%, mid – range brands 26.9%, mid – high – end brands 16.6%, and high – end and luxury brands 6.3%. This stratification not only meets the basic consumption needs but also provides supplies for quality consumption and high – end consumption, avoiding the “consumption gap”. For example, nearly half (91) of the first stores are in the catering industry, covering sub – sectors such as baking and desserts (VinLo), specialty cuisines (Youyun Sichuan Cuisine, Guichu Sour Soup Beef), and theme innovation (McDonald’s McMuseum). It not only meets the daily “smoky” needs but also attracts new customers through strategies such as “popularizing niche cuisines” and “introducing health concepts”. Retail first stores (68) are moving in the direction of “sports in daily life” (Anta Basketball Arena) and “transformation to experience services” (Dajiangyou Farm Store), promoting the upgrade of product sales to a more scene – based and socialized model. First stores in the cultural, sports, entertainment, and lifestyle service sectors (28) fill the gap in the “experience economy” through technology integration (VR experience hall) and community operation (NBA HOOP PARK). This multi – format and multi – level matrix of first stores not only enriches consumption but also extends consumers’ stay time through the “complementary effect” and activates the “multiplier effect” of the business district.
III. Scene Innovation Drives Experience Upgrade: Business Spaces Transform from “Containers” to “Theaters”
The “non – standardization” feature of Shenzhen’s first stores (non – standard store types account for 59%) marks the transformation of business spaces from “product display areas” to “experience theaters”. Whether it is the concept stores of international brands (Fenty Beauty’s “Future Planet” space), the theme stores of local brands (Bawang Cha Ji’s Super Tea Warehouse Store), or the cross – border integrated scene stores (Anta Basketball Arena’s “shopping + sports + social” integrated space), they are all reconstructing the consumption experience through “space narration”. For example, McDonald’s McMuseum, the first brand – history – themed store in mainland China, deeply binds Shenzhen, the starting point of its entry into China (the first store in Luohu in 1990), with the city’s culture. Through the composite model of “historical exhibition + catering consumption”, the brand has been upgraded from a “fast – food symbol” to a “carrier of urban memory”. Dajiangyou Farm Store, themed on “packaging – free organic life”, transforms the retail space into a practice field for a “sustainable lifestyle” through the “bulk – buying” shopping method and plant – based light catering. These innovative scenes not only meet consumers’ needs for “uniqueness” and “participation” but also help brands stand out in the competition through differentiated positioning, providing a new paradigm of “content – empowered space” for commercial real estate.
Negative Reviews: Hidden Concerns Behind the Prosperity of the First Store Economy; Three Bottlenecks Need to Be Broken for Sustainable Development
Although Shenzhen’s first store economy has achieved remarkable results, the structural problems and potential risks behind it still need to be vigilant. From the imbalance in regional distribution to excessive dependence on the ecosystem, from homogeneous competition to operational challenges, these problems may restrict the long – term value release of the first store economy.
I. Imbalanced Regional Development: The “Dense in the West, Sparse in the East” Pattern Aggravates the Uneven Distribution of Business Resources
The regional distribution of Shenzhen’s first stores shows a significant “Matthew effect”: Nanshan District (60) and Futian District (55) contribute nearly 60% of the first stores. Bao’an District (35) and Luohu District (20) form the second echelon, and the four districts together account for 88.1%. The total number of first stores in the eastern regions such as Longgang and Longhua only accounts for 9.8%, less than one – third of that in Nanshan District alone. This “dense in the west, sparse in the east” pattern essentially reflects the differences in the city’s development stage and consumption level. The western core areas (Nanshan and Futian), relying on mature business carriers (MixC World, COCO Park), high – net – worth customer groups, and policy dividends (expansion of Qianhai), have become the “siphon areas” for first stores. In contrast, the eastern regions (Longgang, Pingshan) are limited by insufficient infrastructure (such as low rail transit density), a relatively young population structure with limited consumption power, and uneven quality of business carriers, making it difficult to attract high – level first stores. This imbalance may lead to two problems: Firstly, the saturation of the business in the core areas increases, and the “scarcity” and customer – attracting effect of first stores gradually decline. Secondly, the consumption needs in the eastern regions are not fully met, and the high – end consumption of local customers overflows to the western regions, exacerbating the imbalance in regional economic development.
II. Excessive Dependence on Leading Projects: The “Vulnerability” of the Business Ecosystem Is Prominent
The concentrated layout of first stores is also reflected in the high dependence on leading commercial projects. In the first half of the year, the top 10 projects in the city contributed 117 first stores (accounting for 60%), and leading projects such as MixC World in Nanshan District (21) and Qianhai One Mall in Bao’an District (20) have become the “harvesters” of first stores. Although this “leading – project siphon” can quickly increase the market popularity and rent premium of projects (for example, iN City Plaza in Futian achieved 60% regional exclusivity through the first – store strategy), it also hides ecological risks. On the one hand, small and medium – sized commercial projects may fall into a vicious cycle of “difficulty in attracting investment – low customer flow – poor operation” due to the lack of first – store resources, weakening the diversity of the overall business ecosystem. On the other hand, if leading projects rely too much on first stores to attract customers, they may neglect the operation and optimization of existing brands (such as the renovation and upgrading of old brands), resulting in a short – term “first – store effect”. That is, there is a surge in customer flow at the beginning of the opening of first stores, but if there is a lack of continuous content updates later, consumer stickiness may decline rapidly. For example, although some emerging business districts (such as Taiziwan Business District) have achieved a differentiated breakthrough by introducing 16 first stores through K11 ECOAST, if the surrounding supporting facilities (such as transportation and residential population) do not keep up, the long – term viability of these first stores will be tested.
III. Coexistence of Homogenization and Operational Challenges: Solving the Problem of Making First Stores “Lasting” Instead of “Fleeting”
The core value of the first store economy lies in “innovation”, but the “innovation” of some current first stores still remains at the “form level”, with a risk of homogenization. For example, in the catering first stores, high – frequency categories such as baking and desserts and beverages account for nearly one – fourth, and most of them use “high – value appearance + social space” as selling points, lacking differentiation. In the retail first stores, there are also “similar concepts” in sectors such as “sports in daily life” and designer brands (for example, many brands emphasize “sports + fashion” but their product functions are similar). In addition, the issue of local adaptation of international brands also deserves attention. Although some overseas first stores (such as Japanese Goldwin and British GFore) have landed in the form of flagship stores and concept stores, they still follow the strategies of their home countries in product portfolio and service models, without fully considering the preferences of Shenzhen consumers (such as a greater emphasis on cost – effectiveness and local marketing), which may lead to the situation of “good reviews but poor sales”. Local first stores (such as Bawang Cha Ji’s Super Tea Warehouse Store), although leading in scene innovation, still need to improve their supply – chain management and brand premium ability. If they cannot convert the “first – store traffic” into “long – term repeat purchases”, they may fall into the dilemma of “peaking at the opening”.
Suggestions for Entrepreneurs: Seize the Opportunities of the First Store Economy and Break the Game with “Differentiation + Long – Termism”
The prosperity of Shenzhen’s first store economy provides a rich opportunity window for entrepreneurs. To stand out in the competition, the following key strategies need to be grasped:
I. Precise Positioning: From “First Store” to “Unique”, Focus on Niche Markets
Entrepreneurs should avoid blindly chasing the “first store” label and focus on their core advantages to create “uniqueness” in niche markets. For example, in the catering field, they can deeply explore “popularizing niche cuisines” (such as standardizing Guizhou sour soup hot pot in Guichu Sour Soup Beef) or “innovating health concepts” (such as vegetarian restaurants and plant – based light catering). In the retail field, they can combine the trend of “sports in daily life” (such as the “scene + community” model of Anta Basketball Arena) or the demand for “sustainable consumption” (such as the organic lifestyle of Dajiangyou Farm Store). In the experience field, they can build a differentiated barrier through the integration of “technology + content” (such as the meta – universe scene in the VR experience hall and offline social interaction in the comedy theater). The key is to find the intersection between the “unmet needs” and “one’s own capabilities” to avoid homogeneous competition.
II. Regional Selection: “Ride on the Wave” in the Core Areas and “Seize the Beach” in the Emerging Areas
For entrepreneurs with limited resources, emerging areas or community – based businesses can be given priority. Although the number of first stores in the eastern regions (such as Longgang and Longhua) is small, there are gaps in “overflowing consumption needs” (such as parent – child experiences for young families and community – type catering). In the core areas (Nanshan, Futian), small and medium – sized commercial projects (such as iN City Plaza) have more favorable rent policies for “regionally exclusive” first stores to attract customers. Entrepreneurs can take advantage of the traffic in the leading business districts while reducing cost pressure. It should be noted that regardless of which type of region is chosen, entrepreneurs need to conduct in – advance research on the consumption habits of the target customer group (for example, the eastern regions pay more attention to cost – effectiveness, while the core areas prefer quality and innovation) to avoid “acclimatization”.
III. Scene Operation: From “Space Design” to “User Relationship”, Build Long – Term Stickiness
The “first” in the first store is the starting point, not the end. Entrepreneurs need to combine “scene innovation” with “user operation” and shift from “one – time check – in” to “long – term repeat purchases”. For example, theme stores (such as McDonald’s McMuseum) can extend the user life cycle by regularly updating exhibition content and holding brand – history lectures. Experience stores (such as NBA HOOP PARK) can enhance user stickiness through membership systems and community activities (such as basketball games and training courses). Lifestyle stores (such as Dajiangyou Farm Store) can build a deep connection among “users – brands – communities” through “online communities + offline activities” (such as organic cooking classes). The key is to convert the “first – store traffic” into “user assets” and achieve the leap from “first store” to “benchmark” through continuous content output and service upgrade.
IV. Local Adaptation: International Brands “Adapt to Local Conditions”, and Local Brands “Strengthen Their Genes”
For entrepreneurs introducing international brands, they need to pay attention to local transformation. In product portfolio, they can adjust the SKU according to the preferences of Shenzhen consumers (such as beauty brands adding color numbers suitable for Asian skin tones). In marketing methods, they can design activities in combination with local culture (such as Shenzhen’s “immigrant culture” and “innovation spirit”) (for example, Fenty Beauty can hold pop – up events in cooperation with local trendy artists). In service models, they can provide experiences that meet local habits (such as jewelry brands adding customization services). For local brands, they need to strengthen their “genetic advantages”. For example, catering brands can deeply explore regional culture (such as Shenzhen’s “Cantonese + diverse fusion” food characteristics), and retail brands can combine the technological attributes of “Made in Shenzhen” (such as smart wearables and trendy digital products) to transform the “local nature” into differentiated competitiveness.
The “simultaneous improvement in quantity and quality” of Shenzhen’s first store economy not only reflects the city’s business vitality but also serves as an opportunity window for entrepreneurs. However, the value of first stores lies not only in being “the first” but also in being “sustainable”. Only through precise positioning, scene innovation, user operation, and local adaptation can first stores transform from a “traffic code” into “long – term value” and inject more lasting innovation impetus into Shenzhen’s business ecosystem.
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