文旅案例 | 從“門票經濟”到“體驗運營”：新文旅時代景區可持續發展、從“靜態展示”到“動態敘事”

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當“人山人海”不再是景區成功的標志，當游客用腳步投票選擇那些真正值得停留的目的地，中國景區運營正站在一個歷史性的轉折點上。據統計，2023年國內旅游市場中，散客化比例已超過85%，游客平均決策時間縮短至3.2天，而體驗滿意度對復游率的影響權重高達72%。這些數據揭示了一個深刻變革：景區運營的核心已從“資源掌控”轉向“體驗設計”，從“流量管理”轉向“關系培育”。

一、困境與洞察：傳統運營模式的三重脫節。當前景區運營普遍面臨三重脫節：一是產品供給與市場需求脫節，許多景區仍停留在“觀光拍照”的初級階段，而新一代游客追求的是文化沉浸、情感共鳴和自我實現；二是管理方式與游客行為脫節，僵化的開放時間、單向的解說系統已無法滿足游客個性化、互動化的探索需求；三是價值創造與價值獲取脫節，景區往往陷入“高投入低回報”的怪圈，無法將優質的自然資源或文化資源轉化為可持續的經濟收益。破局的關鍵在于重新定義景區運營的本質——它不再是簡單的設施維護與游客管理，而是完整的“體驗生態系統”的構建與運營。這個系統以游客的完整體驗旅程為主線，涵蓋到訪前、訪問中、訪問后全周期，將景區從“地理空間”升維為“情感空間”和“記憶工坊”。

When "sea of people" is no longer a sign of success for scenic spots, and when tourists vote with their feet to choose those destinations truly worth staying at, the operation of scenic spots in China is standing at a historic turning point. According to statistics, in the domestic tourism market of 2023, the proportion of individual tourists has exceeded 85%, the average decision-making time of tourists has shortened to 3.2 days, and the influence weight of experience satisfaction on the repeat visit rate is as high as 72%. These data reveal a profound transformation: the core of scenic area operation has shifted from "resource control" to "experience design", and from "traffic management" to "relationship cultivation". In this new era of cultural tourism dominated by the experience economy, how scenic spots can achieve sustainable development through refined operation has become a core issue concerning their survival and prosperity.

I. Predicaments and Insights: The Triple Disconnection of Traditional Operating Models. At present, the operation of scenic spots generally faces three disconnections: First, there is a disconnection between product supply and market demand. Many scenic spots are still at the primary stage of "sightseeing and taking photos", while the new generation of tourists pursue cultural immersion, emotional resonance and self-actualization. Second, the management approach is disconnected from tourists' behaviors. The rigid opening hours and one-way interpretation system can no longer meet tourists' personalized and interactive exploration needs. Thirdly, there is a disconnection between value creation and value acquisition. Scenic spots often fall into a vicious circle of "high investment and low return", and are unable to transform high-quality natural or cultural resources into sustainable economic benefits. The key to breaking the deadlock lies in redefining the essence of scenic area operation - it is no longer merely about facility maintenance and visitor management, but rather the construction and operation of a complete "experience ecosystem". This system takes the complete experience journey of tourists as the main line, covering the entire cycle before, during and after the visit, elevating the scenic area from a "geographical space" to an "emotional space" and a "memory workshop".

二、運營升維：從“管理場所”到“策展體驗”。成功的景區運營始于對“體驗動線”的精心設計。日本阿寒湖溫泉區的運營典范值得借鑒：游客從到達那一刻起，便進入一個完整的敘事中——當地阿伊努族文化元素貫穿于標識系統、建筑風格、活動設計中；游客可參與的手工藝體驗、自然觀測活動被巧妙嵌入游覽路線；就連住宿設施的窗戶朝向、浴池材質都經過精心設計，確保與自然景觀的最大化互動。這種“策展思維”要求運營者像博物館策展人一樣思考：如何通過空間序列、互動節點、信息層次的設計，引導游客完成一次有深度的探索旅程。

數據驅動：從“經驗決策”到“精準觸達”。數字化不是簡單的線上售票，而是運營模式的根本重構。張家界景區通過構建“智慧大腦”系統，實現了運營的質的飛躍：實時客流分析使景區能動態調整游覽路線，避免擁堵；游客行為數據幫助優化服務設施布局，使垃圾桶、休息點、衛生間的位置設置更加科學；基于游客畫像的個性化推薦系統，使二次消費轉化率提升40%。更重要的是，數字平臺使景區能夠與游客建立訪問后的持續連接——通過會員系統、內容社區、線上活動，將“一次性游客”轉化為“終身粉絲”，實現從“流量”到“留量”的轉變。

社區共生：從“景區孤島”到“活力生態”。可持續發展的景區一定是與當地社區共生的景區。云南松贊文旅集團的實踐提供了寶貴啟示：其打造的“松贊環線”系列酒店，每一家都深度融入當地村莊，80%員工來自本地，食材采購自周邊農戶，旅游活動設計充分尊重并展示當地文化。這種模式產生了多重效益：游客獲得真實的文化體驗，居民獲得穩定就業與收入，傳統文化得到活態傳承，景區則建立了難以復制的競爭力。景區運營者需要重新定位自身角色——不是資源的獨占者，而是社區活力的催化劑、地方價值的放大器。

內容活化：從“靜態展示”到“動態敘事”。文化類景區的運營關鍵在于將靜態遺產轉化為動態體驗。西安碑林博物館的轉型令人耳目一新：通過開發“石刻藝術工作坊”，游客可以在專家指導下體驗拓片制作；推出“夜游碑林”項目，利用光影技術讓石碑上的文字“活”起來，配以專業朗誦者演繹碑文故事；與教育機構合作開發系列研學課程，將碑林轉化為生動的歷史課堂。這些運營創新使參觀時長從平均1.5小時延長至3.5小時，文創收入增長300%。文化遺產的當代生命力，正取決于運營者將其轉化為可參與、可感知、可帶走體驗的能力。

生態融合：從“消耗資源”到“增值環境”。自然景區的可持續發展必須建立在生態保護與價值創造的良性循環上。三江源國家公園的“特許經營”模式提供了新思路：通過對生態體驗活動的嚴格標準和限量管理，既保護了脆弱的高原生態系統，又創造了高價值的生態旅游產品；當地牧民經過培訓成為生態向導，從傳統的畜牧業轉向更可持續的旅游業；游客支付的費用中有固定比例直接投入生態保護基金。這種“保護性開發”模式證明，最嚴格的生態約束反而能催生最具差異化的體驗產品，實現生態價值與經濟價值的正向循環。

Ii. Operational Dimension Upgrade: From "Managing Venues" to "Curating Experiences". Successful operation of scenic spots begins with the meticulous design of the "experience route". The operational model of the Akan Lake Hot Spring Area in Japan is worth learning from: from the moment tourists arrive, they enter a complete narrative - local Ainu cultural elements run through the signage system, architectural style, and event design. Handicraft experiences and nature observation activities that tourists can participate in are ingeniously integrated into the tour route. Even the orientation of the accommodation facilities' Windows and the materials of the bathhouses have been meticulously designed to ensure maximum interaction with the natural landscape. This "curatorial thinking" requires operators to think like museum curators: how to guide visitors to complete a profound exploration journey through the design of spatial sequence, interactive nodes and information hierarchy.

Data-driven: From "Experience-based Decision-making" to "Precise Reach". Digitalization is not merely about online ticket sales; it is a fundamental reconstruction of the operational model. Zhangjiajie Scenic Area has achieved a qualitative leap in operation by building a "smart brain" system: real-time passenger flow analysis enables the scenic area to dynamically adjust the tour routes and avoid congestion; Tourist behavior data helps optimize the layout of service facilities, making the locations of trash cans, rest areas and restrooms more scientific. The personalized recommendation system based on tourist profiles has increased the conversion rate of secondary consumption by 40%. More importantly, digital platforms enable scenic spots to establish continuous connections with tourists after their visits - through membership systems, content communities, and online activities, converting "one-time visitors" into "lifelong fans", achieving a transformation from "traffic" to "retention".

Community Symbiosis: From "Isolated Scenic Islands" to "Vibrant Ecology". A sustainable scenic area must be one that coexists with the local community. The practice of Yunnan Songtsam Culture and Tourism Group has provided valuable inspiration: the "Songtsam Loop" series of hotels it has created are deeply integrated into the local villages. 80% of the staff come from the local area, and the ingredients are purchased from nearby farmers. The design of tourism activities fully respects and showcases the local culture. This model has brought about multiple benefits: tourists can enjoy genuine cultural experiences, residents can obtain stable employment and income, traditional culture can be passed down in a dynamic way, and scenic spots have established an irreplaceable competitive edge. Scenic area operators need to reposition their roles - not as monopolists of resources, but as catalysts for community vitality and amplifiers of local value.

Content Activation: From "Static display" to "Dynamic Narrative". The key to the operation of cultural scenic spots lies in transforming static heritage into dynamic experiences. The transformation of Xi 'an Stele Forest Museum is refreshing: by developing "Stone Carving Art Workshops", visitors can experience rubbing making under the guidance of experts. Launch the "Night Tour of the Stele Forest" project, using light and shadow technology to bring the inscriptions on the stone steles to life, and have professional reciters interpret the stories behind the steles. Collaborate with educational institutions to develop a series of study Tours, transforming the Stele forest into a vivid history classroom. These operational innovations have extended the average visiting hours from 1.5 to 3.5 hours, and the cultural and creative revenue has increased by 300%. The contemporary vitality of cultural heritage precisely depends on the ability of operators to transform it into an engaging, perceivable and portable experience.

三、可持續運營的四大支柱體系，構建面向未來的景區運營體系，需要四大支柱的協同支撐：

一是彈性管理框架，建立能夠快速響應市場變化、游客需求、環境條件的柔性運營機制，如動態票價系統、可調整的開放策略、模塊化的活動組合。二是人才賦能體系，將一線員工作為體驗的關鍵傳遞者，通過系統培訓使他們從“服務提供者”轉變為“文化詮釋者”和“體驗 facilitator”。三是伙伴關系網絡，與旅行社、OTA平臺、文化機構、教育組織等建立深度合作，將景區嵌入更廣泛的價值網絡，拓展客源渠道與體驗邊界。四是長效評價機制，超越簡單的游客數量和收入指標，建立涵蓋體驗質量、生態影響、社區受益、文化傳承等多維度的可持續發展評估體系。

從法國霞慕尼勃朗峰地區百年不衰的登山旅游運營，到中國烏鎮從觀光小鎮到文化度假目的地的華麗轉身，無不證明：景區可持續發展的核心秘密，并不在于擁有多么獨特的資源，而在于如何通過精細化、人性化、創新化的運營，讓這些資源在每個游客的體驗中煥發新生。

Iii. The Four Pillar Systems for Sustainable Operation: To build a future-oriented scenic area operation system, the coordinated support of the four pillars is needed:

The first is an elastic management framework, establishing a flexible operation mechanism that can quickly respond to market changes, tourist demands, and environmental conditions, such as dynamic fare systems, adjustable opening strategies, and modular activity combinations. The second is the talent empowerment system, which regards front-line employees as the key transmitters of experience. Through systematic training, they are transformed from "service providers" to "cultural interpreters" and "experience facilitators". The third is the partnership network, which involves establishing in-depth cooperation with travel agencies, OTA platforms, cultural institutions, educational organizations, etc., embedding scenic spots into a broader value network, and expanding the channels for attracting tourists and the boundaries of their experiences. Fourth, a long-term evaluation mechanism should be established, transcending simple indicators such as the number of tourists and revenue. A sustainable development assessment system covering multiple dimensions including experience quality, ecological impact, community benefits, and cultural inheritance should be set up.

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