“50% of Buyers Choose a District Based on Children’s Leisure Infrastructure”

Developers were the first to register this shift in consumer behavior. Whereas price, unit size, and transport accessibility once dominated housing decisions, social and leisure infrastructure—particularly for children—has now come to the forefront. Olga Antonova, Commercial Real Estate Director at Samolet Group, notes: “Our research showed that more than 50% of respondents consider cultural and leisure infrastructure for children to be a key factor when choosing a project. The conclusion is obvious—we need to provide this everywhere.” At Samolet, families with children account for up to 55% of buyers. This has led the company to rethink its approach to commercial infrastructure: no longer just ground-floor retail for lease or sale, but a carefully curated ecosystem of services. Analysts study not only demographics but also consumption patterns to identify which services are missing in each location. Elena Platonova, Head of PR at A101 Group, adds: “A child is also an end user. We aim to build communities within our projects, so we are not just developing housing, but environments where children find engagement and interest.” A101 positions itself as a long-term city manager, viewing children’s infrastructure not as an optional feature but as a tool for building stable, loyal communities.

“No Expertise, No Standards”: Why Building for Children Is Challenging

Despite growing demand, developing child-oriented infrastructure remains complex. The main challenges include regulatory constraints, lack of standards, and low profitability. Oksana Diveeva, Sales Director at Capital Group, explains: “Even today, operators of children’s facilities often lack clear expertise on spatial requirements. Unlike fitness centers, where standards are well established, there are no detailed guidelines for private children’s facilities.” As a result, developers often proceed without clear specifications—applying only basic regulatory requirements (lighting, ventilation, safety exits), and later adapting spaces to tenant needs. This increases both costs and timelines. Another constraint is regulatory zoning. Children’s facilities cannot be located near alcohol retail, requiring careful spatial planning. “Children’s businesses effectively ‘exclude’ certain adjacent uses. We therefore place them in dedicated zones from the outset,” notes Diveeva. A third challenge is economic: children’s businesses typically operate with low margins and cannot afford high rents. For a long time, developers saw little direct financial benefit—until they recognized the indirect impact.

“A Children’s Center on the Third Line Activates Adjacent Units”

The paradox of children’s businesses is that, while not the most profitable tenants, they act as powerful traffic generators and increase the attractiveness of entire commercial zones. Olga Antonova explains that children’s centers function as anchor tenants for footfall. Located even in less visible “third-line” positions, they create steady flows of visitors where supermarkets or F&B operators may not be viable. This increases demand for neighboring units and expands the leasing funnel. Developers have learned to quantify this synergy. A children’s center may pay €100–150 per sqm annually (approximate equivalent), compared to €220 for a supermarket—but by attracting families, it raises occupancy rates and rental values for adjacent spaces. Oksana Moiseeva, Head of Commercial Real Estate at A101, confirms: “Children’s businesses significantly increase footfall for neighboring tenants. The strongest synergies are with family cafés, beauty services, pet stores, and bookstores.” In some cases, developers offer rent-free periods (up to six months) for educational operators, recognizing that their presence enhances the overall value of the project.

Trends: From Large-Scale Centers to Compact Hybrid Formats

As expectations evolve, so do formats. Valentina Antyushina, Deputy CEO for Marketing at Sevkabel Port, observes: “Developers have realized that children are a ‘goldmine.’ Interactive formats—VR, immersive installations, unconventional experiences—are becoming essential, as children need constant engagement.” At the same time, there is a shift from large-scale entertainment centers toward compact, multifunctional spaces. The emphasis is no longer on size, but on efficient zoning, design quality, and integration within the surrounding urban context. Hybrid formats are gaining traction—for example, children’s playrooms within fitness centers, allowing parents to combine activities. “A children’s pool in our project is part of the broader sports infrastructure. Often, this is about mothers who attend fitness classes and pay additionally for childcare on-site,” notes Diveeva. Another key trend is personalization. Children are increasingly involved in decision-making processes, including housing selection. Developers respond by creating narratives and visual identities that resonate with younger audiences—for example, branded characters used to communicate project concepts.

Public Spaces: Children as a Future Loyal Audience

For public spaces—food halls, creative clusters, waterfronts—children represent a strategic audience, though the value is long-term rather than immediate. Valentina Antyushina explains: “From a purely economic perspective, adult events are more profitable. But working with children builds future audiences—today’s children will become tomorrow’s visitors.” At Sevkabel Port, a dedicated children’s floor hosts 8–9 different concepts, from skateboarding to robotics. Seasonal projects like “Winter at the Port,” with ice rinks and slides, attract family audiences. At Depo Lesnaya, a rise in family visitors led to the creation of dedicated children’s spaces, including a baby café with professional caregivers—allowing parents to relax while children are supervised. A key insight is that children are not a homogeneous group. Teenagers (14+) form a distinct audience with different preferences. “We divide children into two groups: under 14 and over 14. Teenagers are no longer interested in family-oriented activities—they seek socialization in their own peer environments,” notes Antyushina.

Conclusion: The Children’s Economy as a Complex System

The research shows that the children’s economy is no longer a collection of isolated кружки and playrooms—it is a system influencing real estate markets, commercial leasing, urban planning, and the future of cities. Key takeaways: Children are key stakeholders Their preferences influence housing decisions and shape demand for services. Child-oriented infrastructure is a long-term investment It builds loyalty, fosters communities, and supports sustainable district development. Synergy outweighs direct profitability While children’s businesses may have lower margins, they generate traffic and increase the value of surrounding assets. New standards are needed The market requires clearer design guidelines and greater expertise in planning child-oriented environments. Cities that learn to integrate children’s needs—not only in social infrastructure (schools, kindergartens), but also in commercial ecosystems—will gain a competitive advantage. As Olga Antonova summarizes: “The market works in such a way that supply creates demand. We aim to anticipate the needs that are only just emerging in consumers’ minds.” Children have outgrown their traditional role—both literally and figuratively. Today, they are shaping the rules of the market, and any business aiming to stay relevant must learn to engage with them on equal terms.