文旅案例 | 從交易場到生活場：消費新常態下商場的文旅化轉型、塑造有性格的“城市生活共同體”

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在電商洪流與消費習慣劇變的雙重沖擊下，傳統商場作為單純的商品交易場所，其光環正逐漸褪色。消費者不再僅僅為了“買東西”而進入商場，他們渴望獲得體驗、社交、情感共鳴與精神慰藉。這一深刻變化，正驅動著商場進行一場前所未有的身份革命：從“賣東西的地方”轉向“提供生活方式與獨特體驗的目的地”。商場的“文旅化”轉型，已不再是錦上添花的營銷策略。

傳統商業模式的困境：同質化嚴重是首要頑疾。千店一面的品牌組合、標準化的空間設計，使得商場失去了對消費者的獨特吸引力。同時，電商在效率、價格和品類上建立了絕對優勢，徹底剝奪了商場作為商品“信息中介”和“渠道霸權”的地位。若商場仍固守“收租坪效”的舊邏輯，必將被時代淘汰。

消費新常態的核心特征：與之相對，新一代消費者的習慣發生了根本性遷移：體驗至上：消費者愿意為體驗、服務和文化享受付費，其消費決策公式從“產品+價格”變為“（產品+服務+體驗）×情感鏈接”。一場展覽、一次手作、一頓美食帶來的愉悅感，遠超過一件標品。社交貨幣化：消費行為成為構建個人社交形象的重要方式。具有“打卡”價值的空間、事件和內容，能激發用戶在社交媒體上的分享欲，從而為商場帶來免費的、指數級增長的流量。圈層化與個性化：大眾市場正在裂變為無數個基于興趣、價值觀的圈層。消費者尋求能與自身身份認同產生共鳴的場所，如二次元、潮玩、戶外運動、國風文化等。精神治愈需求：在高壓力、快節奏的都市生活中，人們渴望在公共空間中找到喘息之地、治愈之所。能提供松弛感、自然感和文化浸潤感的商場，更具吸引力。

這些新常態，共同指向一個結論：商場必須超越“購物”這一單一功能，成為一個集購物、餐飲、娛樂、社交、文化、旅游于一體的復合型生活空間——一個城市微旅游目的地。

Under the double impact of the e-commerce tide and the dramatic change in consumption habits, traditional shopping malls, as mere places for commodity trading, are gradually losing their luster. Consumers no longer enter shopping malls merely to "buy things"; they long for experiences, social interaction, emotional resonance and spiritual comfort. This profound change is driving shopping malls to undergo an unprecedented identity revolution: from "places to sell goods" to "destinations that offer lifestyles and unique experiences". The "cultural tourism" transformation of shopping malls is no longer a marketing strategy to add the finishing touch.

The predicament of traditional business models: Severe homogenization is the primary chronic problem. The uniform brand mix and standardized space design of shopping malls have made them lose their unique appeal to consumers. Meanwhile, e-commerce has established an absolute advantage in terms of efficiency, price and product categories, completely depriving shopping malls of their status as "information intermediaries" and "channel hegemon" for goods. If shopping malls still adhere to the old logic of "collecting rent per square meter efficiency", they will surely be eliminated by The Times.

The core features of the new normal of consumption: In contrast, the habits of the new generation of consumers have undergone a fundamental shift: Experience first: Consumers are willing to pay for experiences, services and cultural enjoyment, and their consumption decision-making formula has changed from "product + price" to "(product + service + experience) × emotional connection". The joy brought by an exhibition, a handicraft event or a delicious meal far exceeds that of a single standard item. Social monetization

Consumption behavior has become an important way to build an individual's social image. Spaces, events and content with "check-in" value can stimulate users' desire to share on social media, thereby bringing free and exponentially growing traffic to the shopping mall. Segmentation and personalization: The mass market is splitting into countless segments based on interests and values. Consumers seek places that resonate with their own identity, such as the second dimension, trendy toys, outdoor sports, and traditional Chinese culture. The need for spiritual healing: In the high-pressure and fast-paced urban life, people long to find a place to catch their breath and a place to heal in public Spaces. Shopping malls that can offer a sense of relaxation, naturalness and cultural immersion are more attractive. These new normal conditions all point to one conclusion: shopping malls must go beyond the single function of "shopping" and become a composite living space integrating shopping, dining, entertainment, socializing, culture and tourism - a micro-tourism destination of the city.

基于對消費新常態的洞察，領先的商場運營者正通過以下路徑，實踐著文旅化的華麗轉身。

路徑一：空間場景化——從“消費容器”到“敘事舞臺”，傳統商場空間是功能性的、中性的“容器”，而文旅化轉型的核心是將空間本身打造成一個可消費的“景點”。主題化敘事：將整個商場或特定樓層賦予一個鮮明的文化主題。例如，北京SKP-S以“人類移民火星”為敘事主線，從建筑設計、美陳到品牌門店，都圍繞這一未來科幻故事展開，消費者進入的仿佛不是一個商場，而是一個沉浸式藝術展，購物成為探索旅程中的自然衍生行為。在地文化融合：深度挖掘所在地域的歷史文脈，將本土文化符號、傳統工藝、建筑風格與現代商業空間融合。成都Regular·源野將地下空間改造為一座融合清水混凝土、綠植庭院與本地設計師品牌的“城市公園”，完美詮釋了成都悠閑、雅致的生活美學，成為游客和本地居民都趨之若鶩的打卡地。非標空間營造：打破傳統“中庭+環廊”的格局，引入階梯廣場、空中花園、市集街巷、藝術裝置等“非標”元素，創造更多可用于停留、互動和發生隨機事件的“城市客廳”。

路徑二：業態內容化——從“品牌羅列”到“內容策展”，文旅化的商場，其招商邏輯不再是品牌的簡單疊加，而是基于特定主題和生活方式的“內容策展”。首店經濟與概念店集群：積極引入全國或區域首店、品牌旗艦店和概念店。這些店鋪往往在設計、產品和服務上具有獨特性，其本身就是一個微型景點。例如，TX淮海的“策展型零售”模式，匯聚了大量潮流首店和快閃店，整個商場就是一個不斷更新的潮流內容平臺。主理人文化與沉浸式零售：扶持具有強烈個人風格和粉絲基礎的“主理人”品牌。這些品牌故事性強，與消費者情感連接更深。同時，鼓勵門店從“陳列式”向“體驗式”轉變，如增設咖啡區、手作區、小型展覽區，延長顧客停留時間。文化藝術的常態化植入：將藝術從偶爾為之的“點綴”升格為商場的“基礎設施”。設立常設美術館、藝術中心，或與藝術家、機構合作舉辦高水準的定期展覽。如K11購物藝術中心，其商業模式的核心就是將藝術欣賞、人文體驗與商業消費完美結合，讓逛商場成為一場藝術漫步。

路徑三：運營活動化——從“靜態場域”到“動態事件發生地”，一個成功的文旅目的地，必須有持續不斷的新鮮內容。商場的運營重心應從物業管理和租戶協調，轉向高頻次、高質量的活動策劃。打造標志性IP活動：基于商場定位，自主孵化或引入知名IP，打造如音樂節、戲劇節、咖啡節、書市、時裝周等標志性活動。這些活動能形成強大的品牌號召力，吸引特定圈層的客群遠道而來。周末經濟與夜間經濟：通過周末市集、露天電影、深夜食堂、酒吧派對等形式，盤活周末和夜間時段，將商場的運營時間與內容深度延展，滿足消費者全時段的休閑需求。社群化運營：通過線上小程序、社群和線下活動，將散客沉淀為會員，再將會員轉化為基于興趣的社群。定期舉辦沙龍、分享會、運動局等社群活動，將消費者與商場的關系從“單次交易”變為“長期陪伴”，建立高粘性的用戶池。

路徑四：流量目的地化——從“區域配套”到“城市會客廳”，文旅化轉型的終極目標，是讓商場本身成為人們出游的理由。與城市旅游線路融合：主動將自己納入城市旅游推薦路線，與周邊的博物館、歷史街區、風景區聯動，推出聯票、定制路線等，承接旅游客群。打造“必打卡”標志物：設計具有極高辨識度和傳播性的建筑外觀、藝術裝置或室內景觀，如重慶光環購物中心的室內巨型植物園“沐光森林”，其本身就是吸引全城乃至全國游客前來的核心動機。服務游客的精細化設計：提供多語種服務、旅游信息咨詢、行李寄存、特色禮品包裝等，在細節上體現對游客的友好，完成從本地生活中心到“城市會客廳”的角色升級。

路徑五：科技沉浸化——從“物理空間”到“數實共生體”，科技是賦能文旅體驗的重要工具，而非目的。AR/VR/MR的深度應用：利用增強現實、虛擬現實技術，打造虛實結合的尋寶游戲、歷史場景還原、虛擬試妝試衣等互動體驗，增加空間的趣味性和探索性。數字孿生與智慧導覽：構建商場的數字孿生體，通過小程序為消費者提供個性化的智慧導覽、活動推薦和社交互動，提升游覽的便捷性和豐富度。數據驅動的個性化體驗：通過數據分析理解客群偏好，從而推送更精準的活動信息、優惠券，甚至為會員定制獨特的體驗內容，實現“千場千面”和“千人千面”。

Based on their insights into the new normal of consumption, leading mall operators are making a stunning transformation towards cultural tourism through the following paths.

Path One: Spatial Scenarization - From "Consumption containers" to "narrative stages" - Traditional shopping mall Spaces are functional and neutral "containers", while the core of the cultural tourism transformation is to turn the space itself into a consumable "scenic spot". Thematic narrative: Endow the entire shopping mall or a specific floor with a distinct cultural theme. For instance, Beijing SKP-S takes "human migration to Mars" as its narrative thread. From architectural design, visual merchandising to brand stores, all revolve around this future sci-fi story. Consumers seem not to enter a shopping mall but an immersive art exhibition, and shopping becomes a natural derivative behavior during the exploration journey. Local cultural integration: Deeply explore the historical and cultural context of the region where it is located, and integrate local cultural symbols, traditional craftsmanship, architectural styles with modern commercial Spaces. Chengdu Regular· Yuan Ye has transformed its underground space into a "city park" that integrates fair-faced concrete, green plant courtyards and local designer brands, perfectly interpreting the leisurely and elegant lifestyle aesthetics of Chengdu. It has become a popular check-in spot for both tourists and local residents. Non-standard space creation: Breaking the traditional layout of "atrium + corridor", it introduces "non-standard" elements such as stepped squares, sky gardens, market streets and alleys, and art installations to create more "urban living rooms" that can be used for staying, interaction, and random events.

Path Two: Contentization of Business Formats - From "Brand Listing" to "Content curation", the recruitment logic of cultural and tourism-oriented shopping malls is no longer a simple accumulation of brands, but rather "content curation" based on specific themes and lifestyles. First store economy and concept store clusters: Actively introduce national or regional first stores, brand flagship stores and concept stores. These stores often have uniqueness in design, products and services, and they themselves are miniature attractions. For instance, TX Huaihai's "curated retail" model has gathered a large number of trendy first stores and pop-up stores, making the entire shopping mall a constantly updated platform for trendy content. Host Culture and Immersive Retail: Supporting "Host" brands with strong personal styles and fan bases. These brands have strong storylines and a deeper emotional connection with consumers. At the same time, stores are encouraged to shift from a "display style" to an "experience style", such as adding coffee areas, handicraft areas, and small exhibition areas, to extend the time customers stay. The regular integration of culture and art: elevating art from an occasional "embellishment" to an "infrastructure" of the shopping mall. Establish permanent art galleries or art centers, or collaborate with artists and institutions to hold high-level regular exhibitions. For instance, the core of K11 Art Mall's business model is to perfectly integrate art appreciation, humanistic experience and commercial consumption, making shopping in the mall an artistic stroll.

Path Three: Activitization of Operations - From "Static field" to "Dynamic event Location", a successful cultural and tourism destination must have a continuous supply of fresh content. The operational focus of shopping malls should shift from property management and tenant coordination to high-frequency and high-quality event planning. Create iconic IP events: Based on the positioning of the shopping mall, independently incubate or introduce well-known ips to create iconic events such as music festivals, drama festivals, coffee festivals, book markets, and fashion weeks. These activities can create a strong brand appeal and attract customers from specific circles to come from afar. Weekend economy and night economy: By means of weekend markets, open-air movies, late-night restaurants, bar parties and other forms, the weekend and night periods are revitalized, deeply extending the operating hours and content of the shopping mall to meet consumers' leisure needs throughout the day. Community-based operation: Through online mini-programs, communities and offline activities, individual customers are retained as members, and then members are transformed into communities based on interests. Regularly hold community activities such as salons, sharing sessions, and sports parties to transform the relationship between consumers and the shopping mall from "one-time transaction" to "long-term companionship", and build a highly sticky user pool.

Path Four: Destination Traffic - From "regional facilities" to "urban living room", the ultimate goal of the cultural and tourism transformation is to make the shopping mall itself a reason for people to travel. Integrate with urban tourism routes: Proactively include oneself in the recommended urban tourism routes, and collaborate with surrounding museums, historical districts, and scenic spots to launch combined tickets, customized routes, etc., to attract tourist groups. Create "must-visit" landmarks: Architectural exteriors, art installations or indoor landscapes with extremely high recognition and dissemination value, such as the indoor giant botanical garden "Muguang Forest" of Chongqing Guanghuan Shopping Center, are themselves the core motivation to attract tourists from all over the city and even the country. Refined design for serving tourists: offering multilingual services, tourism information consultation, luggage storage, and special gift packaging, etc., demonstrating friendliness towards tourists in the details, and completing the role upgrade from a local life center to a "city living room".

上述路徑的實現，背后是商場運營方在角色、盈利模式和價值衡量上的根本性轉變。

角色轉變：從“房東”到“內容運營商”與“場景營造師”，商場不再滿足于收取租金，而是深度參與到商戶的聯合營銷、活動的共同策劃、空間的整體敘事中。其核心能力從選址、招商，轉向了對內容、文化和生活方式的深刻理解與創造力。

盈利模式轉變：從“租金驅動”到“價值驅動”，收入來源更加多元化。除了基礎租金，活動收入、策展收入、IP授權收入、聯合營銷分成等比例將逐漸提升。更高的客流量、更強的客戶粘性所帶來的整體資產增值，成為更重要的長期收益。

價值衡量轉變：從“坪效”到“人效”與“心效”，“坪效”（每平方面積產生的銷售額）不再是唯一指標。“人效”（單位時間內吸引的客流量及停留時長）和“心效”（與消費者建立的情感連接深度、產生的社交聲量）成為衡量成功的新標準。一個能讓人愿意待上一整天的商場，其商業潛力必然大于一個只是完成購物任務的場所。

The realization of the above-mentioned path is undergoes a fundamental transformation in the role, profit model and value measurement of the shopping mall operator.

Role Transformation: From "landlord" to "content operator" and "scene creator", shopping malls are no longer content with merely collecting rent but are deeply involved in the joint marketing of merchants, the co-planning of activities, and the overall narrative of Spaces. Its core capabilities have shifted from site selection and investment promotion to a profound understanding and creativity of content, culture and lifestyle.

Profit model transformation: From "rent-driven" to "value-driven", revenue sources have become more diversified. In addition to the basic rent, the proportions of event income, curatorial income, IP licensing income, and joint marketing revenue sharing will gradually increase. The overall asset appreciation brought about by higher customer flow and stronger customer stickiness has become a more important long-term benefit.

Value measurement transformation: From "floor efficiency" to "human efficiency" and "mental efficiency", "floor efficiency" (sales revenue generated per square meter) is no longer the sole indicator. "Human effectiveness" (the number of visitors attracted and the duration of stay within a unit of time) and "heart effectiveness" (the depth of emotional connection established with consumers and the social volume generated) have become the new standards for measuring success. A shopping mall that people are willing to stay in for a whole day must have greater commercial potential than a place that merely fulfills shopping tasks.

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