凱·薩金特/Kay Sargent

王欣欣 譯/Translated by WANG Xinxin

劉曉音 校/Proofread by LIU Xiaoyin

1 HOK2016年發(fā)布的白皮書《聯(lián)合辦公：來自企業(yè)地產的觀點》/2016 HOK Co-working: A Corporate Real Estate Perspective

你是否被現(xiàn)代辦公場所——聯(lián)合辦公的出現(xiàn)所吸引？這里有一些數據：在10年之間，世界范圍內致力于聯(lián)合辦公的場所數量就從0增長到了11,000個。到2020年，又將有15,000個工作空間誕生，而這些機構可以容納3,800,000個會員。

還有一些引人注目的數據：盡管增長迅速，聯(lián)合辦公空間的占比仍然小于全球辦公空間的5%。如今，全球的聯(lián)合辦公空間分布為：

·亞洲1000萬平方英尺（約93 萬m2）

·歐洲2000萬平方英尺（約186萬m2）

·美洲4000萬平方英尺（約372萬m2）

但是聯(lián)合辦公的占比有望持續(xù)增長，有可能在可見的將來超過企業(yè)辦公市場的10%～20%，有些大膽的預測則更高。根據仲量聯(lián)行（JLL）近期的調查顯示，到2030年30%的商業(yè)辦公空間將作為“靈活空間”使用。此外，大約1/5的公司正將聯(lián)合辦公作為房地產資產組合策略的一部分，大于2/3的公司明確表示計劃以某種形式推行聯(lián)合辦公空間。

然而在展望之前，讓我們先回顧一下聯(lián)合辦公空間的發(fā)展。2016年初，CoreNet的英國分會向HOK提出了一個簡單的問題：“聯(lián)合辦公會影響企業(yè)地產嗎？如果會，如何影響？”這個問題引發(fā)了2016年10月頒布的名為《聯(lián)合辦公：來自企業(yè)地產的觀點》的白皮書。報告指出，聯(lián)合辦公對房地產社群具有顛覆性的影響，但也討論了產業(yè)未來的走向。2016年的報告總結道：

工作不再是于單一地點發(fā)生的事。由于科技和其他資源的支持，工作可以在很多地方發(fā)生。聯(lián)合辦公在某個組織的空間樣式中的角色必須基于自身的特點——而非依照別人的做法或者媒體所預言的未來的工作方式。盡管聯(lián)合辦公空間所占當今企業(yè)房地產市場的份額很小，它的比例無疑將在未來的3～5年內持續(xù)增長。新生代的企業(yè)家、非固定勞動力的增長以及對企業(yè)市場的適度滲透將成為未來需求的驅動力。但是，隨著租約到期續(xù)簽、現(xiàn)有商家期望擴張、新商家加入市場，供給成本將升高，營業(yè)毛利會受到影響。

聯(lián)合辦公的早期成功某種程度上受到了希望獲得新選擇的工作者的支持，受益于在經濟大衰退之后不顧一切想要把空房填滿的房主們。由于用戶義務是靈活的而租期卻不是，比起傳統(tǒng)的工作場所，更高的租金或者下一個經濟大蕭條可能會更快地影響聯(lián)合辦公。對于企業(yè)占用人和其他地產專業(yè)人士來說，聯(lián)合辦公的趨勢絕對是值得關注、探索和試驗的。

聯(lián)合辦公演變

The evolution of co-working

2 聯(lián)合辦公演變/The evolution of co-working

Intrigued by the emergence of the modern workplace – co-working? Consider the following data: In just over a decade, the number of dedicated co-working spaces worldwide has grown from zero to 11,000. By 2020, another 15,000 of these shared workspaces will come online and membership to these facilities could eclipse 3.8 million users.

Here is another stat worth knowing: Despite its meteoric growth, co-working still accounts for less than 5% of global office space. Today co-working space around the world equates to:

· 10 million square feet (MSF) in Asia

· 20 MSF in Europe

· 40 MSF in the Americas

But co-working's overall slice of the pie is expected to continue to grow and could reach more than 10-20% of the corporate office market in the foreseeable future, with some more aggressive predictions estimate it would be even greater.According to recent research from JLL, 30 percent of all commercial office space is projected to be consumed as "flexible space" by 2030. In addition,while approximately just 1 in 5 companies currently incorporate co-working as part of their real estate portfolio strategy, more than 2 out of 3 have noted that they plan to leverage co-working space going forward in some form or another.

But before we look forward, let's look at the evolution of co-working spaces, in early 2016 HOK was asked a simple question by the UK Chapter of CoreNet: "Will co-working impact corporate real estate, and if so how?" That question lead to the October 2016 release of the white paper "Coworking: A Corporate Real Estate Perspective." The paper addressed the impact co-working is having as a disruptor in the real estate community but also looked at what lies ahead for the industry. The 2016 report concluded…

Work no longer happens in a single place.Thanks to technology and other resources, it happens in many places. The role that co-working plays in an organisation's palette of spaces must be based on its own DNA – not what others are doing or what the media portends to be the future of work.Although co-working space accounts for a small percentage of today's corporate real estate market,its share will undoubtedly continue to grow over the next three to five years. Demand will be driven by new generations of entrepreneurs, growth of the contingent workforce and modest penetration of the corporate market. But supply will come at a higher cost and challenge operator margins as leases come up for renewal, existing players look to expand, and new entrants join the market.

Co-working's early success has been fuelled in part by workers who wanted new options,benefitting from desperate landlords seeking to fill empty space during and after the Great Recession.Because user commitment is flexible but leasing terms are not, higher lease rates or the next big economic downturn may impact co-working more quickly than traditional workplaces. For corporate occupiers and other real estate professionals, the coworking trend is certainly worth watching, exploring and testing.

But within less than two years of the release of HOK's co-working report, the co-working industry has continued to rapidly advance and morph in new directions. And the trend is only picking up speed, what's also clear is that the concept of coworking (which arguably began just over a decade ago with the 2006 openings of the Hat Factory and Citizen Space in San Francisco) is now one of the biggest disruptors within the commercial real estate industry.

Given the impact that co-working is having,how should workplace designers and end users approach the opportunity at hand? At HOK, we've developed nine key insights we often share with clients who are considering co-working.

1 Co-working reflects changing work attitudes

Fewer and fewer employees think of work as something that has to be done within the traditional office. As many as 80 percent of knowledge workers report spending at least one day a week working remotely. These professionals tend to view the office as just the first of their workplace options. Home is often a second workplace and a coffee shop or public space, such as a library, is a third alternative.

3 WeWork中國上海云南南路共享空間/WeWork Yunnan Rd Commons Shanghai, China（圖片來源/Courtesy of WeWork）

但是在HOK的聯(lián)合辦公報告頒布的兩年時間內，聯(lián)合辦公產業(yè)持續(xù)快速地向新的方向發(fā)展和變化。而且這種趨勢正在加速。還有一點也很明確，聯(lián)合辦公（其充滿爭議地誕生于10多年以前，也就是2006年Hat Factory和Citizen Space在舊金山開業(yè)之后）現(xiàn)在已經極大程度地影響了商業(yè)地產。

鑒于聯(lián)合辦公的影響，工作場所的設計者和終端用戶應該如何接近唾手可得的機會？HOK總結了9個關鍵點并且時常與關心聯(lián)合辦公的客戶分享。

1 聯(lián)合辦公反應變化的工作態(tài)度

越來越少的雇員認為工作需要在傳統(tǒng)辦公室中完成。80%之多的知識工作者自稱每周至少有一天時間花在遠程工作上。這些專業(yè)人士傾向僅僅將辦公室作為他們工作場所的首選。自己的家通常是第二個被選擇的工作場所，而咖啡館或者公共空間，比如圖書館，則是第三個選項。

致力于聯(lián)合辦公的空間——有著共享辦公桌、高速Wi-Fi以及社交休息室——已經成為形象專業(yè)、靈活、便于交流的第四種可供選擇的工作場所。最初，聯(lián)合辦公起源于大量的自由職業(yè)者和獨立合約工作者的需求。然而近期聯(lián)合辦公隊伍的組成發(fā)生了轉變。越來越多的雇主（包括HSBC、Verizon、 IBM、 GE、Delta Airlines、KPMG 及其他公司）將聯(lián)合辦公作為解決工作空間短缺和安置遠程或臨時員工的辦法，現(xiàn)在聯(lián)合辦公的人群中雇員的比例已經過半。

2 雇員更傾向于聯(lián)合辦公

調查顯示相比傳統(tǒng)辦公室，雇員和自由職業(yè)者都更喜歡聯(lián)合辦公空間。根據行業(yè)貿易出版物Deskmag的數據，79%的聯(lián)合辦公成員聲稱在工作中覺得開心，而非聯(lián)合辦公者的這個比例只有59%；68%的人說他們可以更好地集中精力；而62%的人認為自己工作的質量更好。很多這些聯(lián)合辦公者說他們喜歡開放共享辦公空間的社交屬性，以及和自己志同道合的專業(yè)人士分享想法的可能性。

促成這些空間成功的關鍵是它們創(chuàng)造了社群氛圍，提供了靈活性和適用空間的選擇。社區(qū)經理和共享空間的管理員在創(chuàng)建一個引人注目和誘人的用戶體驗以及確保社群聯(lián)系方面扮演著關鍵的角色。及時提供用戶所需的場所與服務是讓他們日常工作體驗發(fā)生轉變并使共享空間運營成功的基礎。

聯(lián)合辦公者希望從社區(qū)中得到什么7項會員希望從其他會員身上獲得的

What co-workers want from the community Top seven items members expect from other members

4 聯(lián)合辦公者聯(lián)合辦公者希望從社區(qū)中得到什么/What coworkers want from the community

3 雇主從聯(lián)合辦公中受益

聯(lián)合辦公為雇主提供了諸多好處，尤其體現(xiàn)在房地產存量和人力資本方面。如前面提到的，雇員通常表示更希望選擇聯(lián)合辦公。相比每天去辦公室上班的人，那些每周有一至兩天可以遠程工作的人認為自己對工作的投入程度更高。

幾個大型公司已經開始實驗將聯(lián)合辦公作為一種聯(lián)結創(chuàng)新者和挖掘人才的途徑。比如，Verizon公司去年將曼哈頓辦公室的一部分改造成了聯(lián)合辦公空間，據公司的全球地產總監(jiān)稱，這將會幫助電信公司保持“在（技術）社群中的參與度”。

4 聯(lián)合辦公的挑戰(zhàn)

盡管聯(lián)合辦公具有優(yōu)勢，但風險仍然存在。在這個行業(yè)里，幾乎沒有門檻，競爭日益激烈，租戶基礎易變，租約逐漸增多，聯(lián)合辦公很容易受到市場條件的影響。未來的雇員是否還會像今天的一樣欣賞聯(lián)合辦公也是不得而知的。此外，市場和競爭也可能給聯(lián)合辦公帶來直接的挑戰(zhàn)。

聯(lián)合辦公模式需要大量會員來支付運營費用。聯(lián)合辦公者平均會員時長在14個月以下，所以這些機構的會員情況是在持續(xù)變化中的。租賃價格也是其中一個因素。在美國以及歐洲、中東和非洲的大多數聯(lián)合辦公空間是在經濟大蕭條過后房地產價格相對較低的情況下涌現(xiàn)而出的。2018年，預計有將近一半的聯(lián)合辦公空間需要續(xù)租。

有些運營機構，比如WeWork，已經在歐美許多大城市開設了許多共享辦公空間，致使那里的聯(lián)合辦公市場達到了飽和。相反，在亞洲和拉丁美洲，競爭還不是那么激烈，主要是過去5年內，聯(lián)合辦公模式剛剛進入市場，強烈的需求才剛剛開始。

5 考慮商業(yè)和個體的需求

最終，不管商業(yè)還是組織，在考慮聯(lián)合辦公前都必須具體問題具體分析。對于很多雇主來說，尤其是那些需要很多人際合作的，聯(lián)合辦公可能不是個好選擇。對于其他人，也還有很多需要考慮的問題。

以下是我們給客戶提出的問題：

·這個空間是如何反應企業(yè)品牌或身份的？

·聯(lián)合辦公空間的目標是什么？是讓閑置的房地產產生利潤嗎？是增加雇員的產能嗎？是為了聯(lián)結社群嗎？

Dedicated co-working spaces – with their shared desks, fast Wi-fiand social lounges – have emerged as a fourth place for professionals looking for greater choice, flexibility and community.Initially, co-working drew from the large numbers of workers who identify as freelancers and independent contractors. Recently, however, the composition of co-working has shifted. Salaried workers now represent slightly more than half of all co-workers as more and more employers (including HSBC, Verizon, IBM, GE, Delta Airlines, KPMG and others) have seized upon co-working as a solution to workspace shortages and housing for remote or temporary staff.

2 Employees tend to enjoy co-working

Surveys shows that both employees and freelancers prefer co-working spaces over traditional office environments. According to the industry trade publication Deskmag, 79% of co-working members report being happy at work compared to just 59% of non-co-workers. Additionally, 71% of co-workers say they're more productive in a co-working space; 68%say they're better able to focus; and 62% believe the quality of their work is better. Many of these same co-workers say they enjoy the social aspects of the open and shared workspace and the ability to share ideas with like-minded professionals.

The key elements that feed the success of these spaces are their ability to create curated community and providing flexibility and choice. Community managers, the concierges of these spaces, play a pivotal role in creating a compelling and enticing user experience and enabling community connections. Giving users what they need, when and where they need it while connecting them to a network of on-demand space and services transform the workday experience and is fundamental to the success of these spaces.

5 光華路SOHO 3Q聯(lián)合辦公空間，北京，中國/Guanghua Road SOHO 3Q, Beijing, China（攝影/Photo: Dirk Weiblen）

·空間應如何結合所有工作者的需求和喜好？這些需求會隨時間發(fā)生什么變化？

·附近有其他的聯(lián)合辦公空間嗎？使用的情況如何？

6 從小社群到大商業(yè)的持續(xù)演化

在過去的幾個月里，隨著聯(lián)合辦公模型在新的商業(yè)模式和環(huán)境中得到應用，我們看到了它持續(xù)進化的新階段。開發(fā)商開始把他們的建筑內部空間分配給社群式聯(lián)合辦公空間。這些空間被視作吸引和聯(lián)結租戶的共享設施，就像健身中心曾經的作用一樣。

我們還看到許多城市中的聯(lián)合辦公空間從小型社區(qū)聚點變成了“大盒子”式的空間。對于一些人來說，這種大空間失去了精品的感覺和社群的意義，而正是這些特點從一開始吸引了人們。鑒于超過50%的聯(lián)合辦公空間使用者現(xiàn)在是某個公司的雇員，一些公司正在重新考慮他們的策略。對于另一些人來說，聯(lián)合辦公讓他們可以少負擔永久空間的費用或者將這些空間用作富余空間以滿足人員變化的需求。

舉個恰當的例子，為了擴大他們的數字容量，HSBC在WeWork共享空間租用了超過300個公用辦公桌。盡管包括HSBC在內的公司均堅持表示他們進入聯(lián)合辦公產業(yè)的主要原因并非為了節(jié)省開支，但和傳統(tǒng)方式相比，這種經過計算的方式的確會節(jié)省這些公司的總房地產花銷。推行的原因也是因為如此門檻低，退租容易的聯(lián)合辦公空間給他們的團隊提供了所需的快速便利的使用空間。

7 空間即服務，SaaS

聯(lián)合辦公供應商剛推出的“管理式辦公室”的服務同樣對企業(yè)具有吸引力。這些空間起到了服務辦公室的作用，但遵循著更加傳統(tǒng)的商業(yè)房地產（CRE）租賃模型。當我們從簡單地提供空間演變?yōu)閯?chuàng)造現(xiàn)在被稱為“空間即服務”（SaaS）的時候，場所的重要性具有了新的意義。管理式工作空間推出個性化的辦公室和服務，與此同時仍然提供簡單快捷地進駐一級市場空間的方式，省去長期租賃的需要、家具和設備的采購，以及所有權所帶來的責任和要求。這種情況對于需要迅速擴張、增長模式不固定和/或缺乏開發(fā)新工作空間資源的公司是很理想的選擇。多數情況下，傳統(tǒng)的聯(lián)合辦公公司會采用這種模型，將大型空間甚至整棟樓出租，以便為有大型空間需求的公司提供支持。這些管理式辦公室通常提供某種程度的個性化及安保服務，同時還配有社區(qū)經理。如需增加便利設施的確需要增加費用；提供全套服務的管理式辦公室需要15%～20%的額外費用，租用義務也有所延長（通常3～5年）。

6 Sinèrgics聯(lián)合辦公空間，巴塞羅那，西班牙/Sinèrgics,Barcelona, Spain（攝影/Photo: Roberto Ruiz）

8 按需分布的空間

我們也注意到了一種更加注重規(guī)避風險的模式的出現(xiàn)。業(yè)主免費向進駐并運營聯(lián)合辦公中心的個體提供空間，共同承擔收益和風險。這種模式減輕了長期租約帶來的風險，使各方沒有束縛可以更快地順應市場和供需的變化。

各個公司不僅欣然接受聯(lián)合辦公的應用，還開始創(chuàng)造屬于自己的版本。越來越多的公司打算在自己的空間內復制聯(lián)合辦公的體驗。創(chuàng)意辦公室和創(chuàng)客空間的崛起，加之社區(qū)經理根據企業(yè)空間需求提供服務，都給聯(lián)合辦公環(huán)境帶來了新的競爭浪潮。從健身房、圖書館到企業(yè)，更大范圍和更多樣性的組織與公司加入了聯(lián)合辦公的隊伍。這引發(fā)了一個新問題——“聯(lián)合辦公空間是否正成為許多建筑的新設施，或者甚至成為企業(yè)空間配置的新標準？”比如Verizon公司，就計劃在更多的公司地產里開設新增的聯(lián)合辦公空間。

9 在中國的發(fā)展

中國本土最大的共享辦公創(chuàng)業(yè)公司優(yōu)客工場在20個城市設有分支，是目前市場的主導者。但是源于美國的聯(lián)合辦公巨頭WeWork在全球范圍內擴張迅速，并且已經瞄準了中國市場。WeWork于2016年在中國開設了第一個共享辦公空間，并且在上海已經很有影響力。目前WeWork在中國運營了12個中心，除了上海外，主要位于北京和香港。然而明年WeWork準備在中國大陸的其他城市開設更多的中心，包括武漢、西安、深圳、蘇州、杭州、廈門、成都和南京。據悉，現(xiàn)有空間的90%已被使用，需求是顯著的。WeWork也在尋求亞洲其他國家的機會，計劃在韓國、日本和東南亞實施擴張策略。

要點導讀

基于過去10年的驚人增長，事實表明聯(lián)合辦公并非一時熱潮。聯(lián)合辦公的供應商將繼續(xù)延展和演變傳統(tǒng)的房地產模型，并且會對傳統(tǒng)房地產交付模型產生重大干擾。干擾的強烈程度仍待觀察，但是重整狀態(tài)已經明確形成。

·聯(lián)合辦公是商業(yè)地產市場增長速度最快的行業(yè)之一。

· 聯(lián)合辦公快速增長的原因是社會學、經濟學、人口學和技術因素的匯總，包括不固定勞動力的上升、雇員-雇主合約存在的斷層、共享經濟的發(fā)展以及科技的進步。

3 Employers benefit from co-working

Co-working offers employers several advantages,particularly when it comes to real estate inventory and human capital. Employees, as we just mentioned,usually express favourable opinions of co-working.Those who have the flexibility to work remotely a day or two each week actually report feeling more engaged in their jobs than those who work in the office every day.

Several large companies have begun experimenting with co-working as a way to connect with innovators and tap into talent. Verizon, for example, last year converted part of its Manhattan office into coworking space that, according to the company's global head of real estate, will help the telecom stay"engaged in the [tech] community."

4 Challenges of co-working

Although there are advantages to co-working,there are also risks. In an industry with few barriers to entry, mounting competition, a volatile tenant base, and looming lease increases co-working is heavily susceptible to market conditions. It's also impossible to know if tomorrow's employees will appreciate co-working quite as much as today's workers. In addition, market forces and competition may present immediate challenges to co-working.

The co-working model requires large membership to cover operating costs. Yet with the average co-worker keeping a membership for just under 14 months, membership to these facilities is in constant flux. Lease rates could also prove to be a factor. Most co-working spaces in the US and in EMEA sprouted up in the wake of the Great Recession, when real estate was relatively inexpensive. In 2018, the leases for nearly half of all co-working spaces are expected to be up for renewal.

It could be, too, that co-working has already reached market saturation in many large U.S.and European cities, where operators such as WeWork have opened multiple shared workspaces.Competition doesn't pose quite such a risk in Asia and Latin America, though there the coworking model has only recently been introduced,primarily within the past five years, and is just now experiencing strong demand.

5 Consider the needs of the business and the individual

Ultimately, whether or not a business or organisation should pursue co-working can only be made on a case-by-case basis. For many employers,particularly those that require lots of in-person collaboration, co-working may not be an option. For others, there are many questions to address.

Here are some that we ask our clients:

· How will the space reflect your corporate brand or identity?

· What is the goal of the co-working space? Is it to monetise unused real estate? Increase employee productivity? Connect with the community?

· How will the space incorporate the needs and preferences of all workers? And how might those needs change over time?

· What other co-working spaces can be found nearby and how are they being used?

6 Continued evolution from small communities to big business

In the past several months we seen co-working continues to evolve into new phases as the model get adopted into new business models and settings.Developers are starting to allocate space within their buildings to serve as a community/co-working space. These spaces are seen as a shared amenity that attract and connect tenants, just as fitness centres once did.

We're also seeing co-working goes from being a small community hotspot to becoming"big box" environments in many cities. For some,these large environments lose the boutique feel and sense of community that was so appealing in the first place. Considering that more than 50% of co-working occupants are now employees of a company, corporations are rethinking their strategy. For some, co-working affords them to commit to less permanent space while other use it as overflow space to meet changing staffing needs.

Case in point, in an effort to build up its digital capabilities, HSBC has booked more than 300 hot desks at WeWork. The calculated difference between the two options could reduce their overall real estate spend though HSBC and others insisted that the move to co-working isn't primarily about saving costs. The press is attributed to a need and a desire for quick and easy access to space with low barriers to entry and an easy exit strategy while giving their teams the options and choices they are looking for.

7 Space as a service, SaaS

Co-working providers are also appealing to corporations with the emergence of the "managed office." These spaces act like a serviced office but in a more traditional CRE leasing model.The importance of place takes on new meaning as we evolve beyond simply providing space to creating what's now referred to as "Space as a Service", SaaS. The managed workspace allows for customisation of the office and services, while still offering easy and quick access to space in prime markets and reduces the need for long-term leases,furniture and equipment procurement, and the liability and demands of ownership. This scenario can be ideal for companies that need to expand rapidly, unpredictable growth patterns, and/or a lack of resources to develop a new workplace.In many cases traditional co-working companies are engaging this model and leasing large blocks of space, and in some cases entire buildings, so they can offer larger blocks of space to companies in need of such support. These managed offices typically offer some degree of customisation and security while also providing the service of community managers. Added amenities do come with a premium, however, with fully serviced managed offices demanding an upcharge of between 15 to 20 percent and an extended period of obligation to the space (typically 3-5-year commitments).

8 Space where you need it

We are also seeing the emergence of a more risk-averse co-working model. In such a building owner offers available blocks of space free of charge to an entity that comes in to operate the co-working centre thus sharing the reward and risk. This model alleviates the risk associated with longer term leases and frees up all parties to react more quickly to changing market conditions,supply and demand.

·變化的商業(yè)優(yōu)先級和吸引人才的需要、房地產開支的減少、創(chuàng)新效率和產能的增加都促使企業(yè)開始考慮不同的工作場所模型，包括現(xiàn)場和離場的聯(lián)合辦公。

·聯(lián)合辦公的概念正演變成包涵了加速器、孵化器和創(chuàng)客空間的集合。聯(lián)合辦公超越了辦公室的設定，還將大學校園、零售中心、酒店和圖書館包括在內。

·聯(lián)合辦公在歐洲、中東、非洲和北美洲已趨完善，部分市場臨近飽和。不過聯(lián)合辦公在亞太地區(qū)正迅速增長，在拉丁美洲尚處初期。

·聯(lián)合辦公空間對于商業(yè)房地產（CRE）的影響包括在現(xiàn)存設施中為老舊產業(yè)和未充分使用的空間開發(fā)新用途。

·大多數在聯(lián)合辦公中心工作的人士是某個組織的雇員，其余則是自由工作者或個體經營的企業(yè)家。

·參與水平最低的是從未遠程工作過的雇員，遠程工作時間占總工作時間少于20%的人士表現(xiàn)出最高的參與水平。

·許多聯(lián)合辦公中心出現(xiàn)在高失業(yè)率和低房租的時期。但是54%的聯(lián)合工作者會在一年內離開某個特定的地方。高流動率和租戶不穩(wěn)定性會影響聯(lián)合辦公中心的收益。市場環(huán)境和新的競爭對手使聯(lián)合辦公中心處于弱勢。

·各個公司將開始創(chuàng)立他們自己的聯(lián)合辦公品牌。

·“大盒子”聯(lián)合辦公將進入更多的市場，具有規(guī)模的公司會租用管理式辦公空間的多個整層空間。

·開發(fā)商會將建筑中的更多空間用于創(chuàng)建聯(lián)合辦公設施。

7 utopic_US聯(lián)合辦公Conde de Casal，馬德里，西班牙/Co-working utopic_US Conde de Casal, Madrid, Spain（攝影/Photo: Miguel de Guzman. Imagensubliminal.）

·盡管聯(lián)合辦公空間在全球辦公空間占有的比例很小，但這代表了一種重要的勞動力趨勢，凸顯了如今雇員對于工作場所選擇、社群和靈活度的強烈需求?！?/p>

Companies are starting to not only embrace the use of co-working, they are creating their own version of them. More and more companies are looking to replicate the co-working experience within their own space. The rise of the creative offices and maker spaces, coupled with the introduction of community managers to service the corporate space needs, is bringing a new wave of competition to co-working environments as well. As a broader and more diverse number of organisations and companies – from gyms, libraries and corporations enter the co-working game, it begs the question – "Are co-working spaces becoming the new amenity in many buildings, or even the new norm for corporate space?" Verizon, for one, plans to open up additional co-working spaces elsewhere in their properties.

9 Expansion in China

UrWork (changed the name as UCOMMUNE from December 2017), the largest China based office-sharing start-up has locations in 20 Chinese cities and is the dominate player in the market.But WeWork, a co-working giant founded in the US has been rapidly expanding globally, and has their sights set on China. WeWork opened their first space in China in 2016 and already has a strong presence in Shanghai. They currently operate 12 centres in China, primarily in Beijing and Hong Kong, in addition to their spaces in Shanghai. But WeWork is looking to open even more centres in the coming year in other mainland Chinese cities, including Wuhan, Xi'an, Shenzhen, Suzhou,Hangzhou, Xiamen, Chengdu and Nanjing. With a reported 90% occupancy of their existing spaces,the demand is apparent. WeWork is also looking to other countries in Asia and looking to develop strategies for expansion for Korea, Japan and Southeast Asia.

Key takeaways

Based on its tremendous growth in this past decade, it's clear that co-working is much more than a fad. Co-working providers will continue to stretch and evolve the traditional real estate model and be a major disruptor to the traditional real estate delivery model. How disruptive that force will be remains to be seen, but a rebalancing is definitely in the making.

· Co-working is one of the fastest-growing sectors of the commercial real estate market.

· The rapid growth of co-working stems from a confluence of societal, economic, demographic and technological factors including the rise of the contingent workforce, a rift in the employeeemployer contract, development of the sharing economy and advances in technology.

· Changing business priorities and the need to attract talented people, reduce real estate costs, improve speed to innovation and increase productivity are driving corporations to consider different workplace models, including co-working,both on- and off-site.

· The co-working concept is evolving to comprise accelerators, incubators and maker spaces.It reaches beyond office settings to include college campuses, retail locations, hotels and libraries.

· Co-working is well-established in EMEA and North America, where it is approaching saturation points in some markets. But it is still emerging,although rapidly, in Asia Pacific and in its infancy in Latin America.

· The impact of co-working spaces on CRE includes providing new uses for older properties and for underutilised spaces in existing facilities.

· The majority of people working in co-working centres are employees of an organisation, versus freelance workers or self-employed entrepreneurs.

· The lowest engagement levels are found in employees who never work remotely. The highest employee engagement levels occur among those who work remotely less than 20% of the time.

· Many co-working centres emerged in a time of high unemployment and low rents. But 54%of the co-workers will leave a specific location in less than a year. The high turnover and tenant instability challenge co-working centres to maintain profitability. They are vulnerable to market conditions and new competitors.

· Companies will begin to create their own coworking brands.

· "Big box" co-working will enter more markets and established companies will take multiple floors in managed office spaces.

· Developers will set aside more space in buildings to create co-working as an amenity.

· Although co-working space makes up a small percentage of the world's office space, it represents an important workforce trend and highlights the strong desire of today's employees to have workplace choices, community and flexibility.□

8 WeWork中國上海云南南路共享空間/WeWork Yunnan Rd Commons Shanghai, China（圖片來源/Courtesy of WeWork）