文旅案例 | 从交易场到生活场：消费新常态下商场的文旅化转型、塑造有性格的“城市生活共同体”|shopping|城市商业体系|生活

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在电商洪流与消费习惯剧变的双重冲击下，传统商场作为单纯的商品交易场所，其光环正逐渐褪色。消费者不再仅仅为了“买东西”而进入商场，他们渴望获得体验、社交、情感共鸣与精神慰藉。这一深刻变化，正驱动着商场进行一场前所未有的身份革命：从“卖东西的地方”转向“提供生活方式与独特体验的目的地”。商场的“文旅化”转型，已不再是锦上添花的营销策略。

传统商业模式的困境：同质化严重是首要顽疾。千店一面的品牌组合、标准化的空间设计，使得商场失去了对消费者的独特吸引力。同时，电商在效率、价格和品类上建立了绝对优势，彻底剥夺了商场作为商品“信息中介”和“渠道霸权”的地位。若商场仍固守“收租坪效”的旧逻辑，必将被时代淘汰。

消费新常态的核心特征：与之相对，新一代消费者的习惯发生了根本性迁移：体验至上：消费者愿意为体验、服务和文化享受付费，其消费决策公式从“产品+价格”变为“（产品+服务+体验）×情感链接”。一场展览、一次手作、一顿美食带来的愉悦感，远超过一件标品。社交货币化：消费行为成为构建个人社交形象的重要方式。具有“打卡”价值的空间、事件和内容，能激发用户在社交媒体上的分享欲，从而为商场带来免费的、指数级增长的流量。圈层化与个性化：大众市场正在裂变为无数个基于兴趣、价值观的圈层。消费者寻求能与自身身份认同产生共鸣的场所，如二次元、潮玩、户外运动、国风文化等。精神治愈需求：在高压力、快节奏的都市生活中，人们渴望在公共空间中找到喘息之地、治愈之所。能提供松弛感、自然感和文化浸润感的商场，更具吸引力。

这些新常态，共同指向一个结论：商场必须超越“购物”这一单一功能，成为一个集购物、餐饮、娱乐、社交、文化、旅游于一体的复合型生活空间——一个城市微旅游目的地。

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.

基于对消费新常态的洞察，领先的商场运营者正通过以下路径，实践着文旅化的华丽转身。

路径一：空间场景化——从“消费容器”到“叙事舞台”，传统商场空间是功能性的、中性的“容器”，而文旅化转型的核心是将空间本身打造成一个可消费的“景点”。主题化叙事：将整个商场或特定楼层赋予一个鲜明的文化主题。例如，北京SKP-S以“人类移民火星”为叙事主线，从建筑设计、美陈到品牌门店，都围绕这一未来科幻故事展开，消费者进入的仿佛不是一个商场，而是一个沉浸式艺术展，购物成为探索旅程中的自然衍生行为。在地文化融合：深度挖掘所在地域的历史文脉，将本土文化符号、传统工艺、建筑风格与现代商业空间融合。成都Regular·源野将地下空间改造为一座融合清水混凝土、绿植庭院与本地设计师品牌的“城市公园”，完美诠释了成都悠闲、雅致的生活美学，成为游客和本地居民都趋之若鹜的打卡地。非标空间营造：打破传统“中庭+环廊”的格局，引入阶梯广场、空中花园、市集街巷、艺术装置等“非标”元素，创造更多可用于停留、互动和发生随机事件的“城市客厅”。

路径二：业态内容化——从“品牌罗列”到“内容策展”，文旅化的商场，其招商逻辑不再是品牌的简单叠加，而是基于特定主题和生活方式的“内容策展”。首店经济与概念店集群：积极引入全国或区域首店、品牌旗舰店和概念店。这些店铺往往在设计、产品和服务上具有独特性，其本身就是一个微型景点。例如，TX淮海的“策展型零售”模式，汇聚了大量潮流首店和快闪店，整个商场就是一个不断更新的潮流内容平台。主理人文化与沉浸式零售：扶持具有强烈个人风格和粉丝基础的“主理人”品牌。这些品牌故事性强，与消费者情感连接更深。同时，鼓励门店从“陈列式”向“体验式”转变，如增设咖啡区、手作区、小型展览区，延长顾客停留时间。文化艺术的常态化植入：将艺术从偶尔为之的“点缀”升格为商场的“基础设施”。设立常设美术馆、艺术中心，或与艺术家、机构合作举办高水准的定期展览。如K11购物艺术中心，其商业模式的核心就是将艺术欣赏、人文体验与商业消费完美结合，让逛商场成为一场艺术漫步。

路径三：运营活动化——从“静态场域”到“动态事件发生地”，一个成功的文旅目的地，必须有持续不断的新鲜内容。商场的运营重心应从物业管理和租户协调，转向高频次、高质量的活动策划。打造标志性IP活动：基于商场定位，自主孵化或引入知名IP，打造如音乐节、戏剧节、咖啡节、书市、时装周等标志性活动。这些活动能形成强大的品牌号召力，吸引特定圈层的客群远道而来。周末经济与夜间经济：通过周末市集、露天电影、深夜食堂、酒吧派对等形式，盘活周末和夜间时段，将商场的运营时间与内容深度延展，满足消费者全时段的休闲需求。社群化运营：通过线上小程序、社群和线下活动，将散客沉淀为会员，再将会员转化为基于兴趣的社群。定期举办沙龙、分享会、运动局等社群活动，将消费者与商场的关系从“单次交易”变为“长期陪伴”，建立高粘性的用户池。

路径四：流量目的地化——从“区域配套”到“城市会客厅”，文旅化转型的终极目标，是让商场本身成为人们出游的理由。与城市旅游线路融合：主动将自己纳入城市旅游推荐路线，与周边的博物馆、历史街区、风景区联动，推出联票、定制路线等，承接旅游客群。打造“必打卡”标志物：设计具有极高辨识度和传播性的建筑外观、艺术装置或室内景观，如重庆光环购物中心的室内巨型植物园“沐光森林”，其本身就是吸引全城乃至全国游客前来的核心动机。服务游客的精细化设计：提供多语种服务、旅游信息咨询、行李寄存、特色礼品包装等，在细节上体现对游客的友好，完成从本地生活中心到“城市会客厅”的角色升级。

路径五：科技沉浸化——从“物理空间”到“数实共生体”，科技是赋能文旅体验的重要工具，而非目的。AR/VR/MR的深度应用：利用增强现实、虚拟现实技术，打造虚实结合的寻宝游戏、历史场景还原、虚拟试妆试衣等互动体验，增加空间的趣味性和探索性。数字孪生与智慧导览：构建商场的数字孪生体，通过小程序为消费者提供个性化的智慧导览、活动推荐和社交互动，提升游览的便捷性和丰富度。数据驱动的个性化体验：通过数据分析理解客群偏好，从而推送更精准的活动信息、优惠券，甚至为会员定制独特的体验内容，实现“千场千面”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".

上述路径的实现，背后是商场运营方在角色、盈利模式和价值衡量上的根本性转变。

角色转变：从“房东”到“内容运营商”与“场景营造师”，商场不再满足于收取租金，而是深度参与到商户的联合营销、活动的共同策划、空间的整体叙事中。其核心能力从选址、招商，转向了对内容、文化和生活方式的深刻理解与创造力。

盈利模式转变：从“租金驱动”到“价值驱动”，收入来源更加多元化。除了基础租金，活动收入、策展收入、IP授权收入、联合营销分成等比例将逐渐提升。更高的客流量、更强的客户粘性所带来的整体资产增值，成为更重要的长期收益。

价值衡量转变：从“坪效”到“人效”与“心效”，“坪效”（每平方面积产生的销售额）不再是唯一指标。“人效”（单位时间内吸引的客流量及停留时长）和“心效”（与消费者建立的情感连接深度、产生的社交声量）成为衡量成功的新标准。一个能让人愿意待上一整天的商场，其商业潜力必然大于一个只是完成购物任务的场所。

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.