文旅案例 | 从“门票经济”到“体验运营”：新文旅时代景区可持续发展、从“静态展示”到“动态叙事”|scenic|体验运营|文旅市场|生态旅游|自然|规划设计|门票经济

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当“人山人海”不再是景区成功的标志，当游客用脚步投票选择那些真正值得停留的目的地，中国景区运营正站在一个历史性的转折点上。据统计，2023年国内旅游市场中，散客化比例已超过85%，游客平均决策时间缩短至3.2天，而体验满意度对复游率的影响权重高达72%。这些数据揭示了一个深刻变革：景区运营的核心已从“资源掌控”转向“体验设计”，从“流量管理”转向“关系培育”。

一、困境与洞察：传统运营模式的三重脱节。当前景区运营普遍面临三重脱节：一是产品供给与市场需求脱节，许多景区仍停留在“观光拍照”的初级阶段，而新一代游客追求的是文化沉浸、情感共鸣和自我实现；二是管理方式与游客行为脱节，僵化的开放时间、单向的解说系统已无法满足游客个性化、互动化的探索需求；三是价值创造与价值获取脱节，景区往往陷入“高投入低回报”的怪圈，无法将优质的自然资源或文化资源转化为可持续的经济收益。破局的关键在于重新定义景区运营的本质——它不再是简单的设施维护与游客管理，而是完整的“体验生态系统”的构建与运营。这个系统以游客的完整体验旅程为主线，涵盖到访前、访问中、访问后全周期，将景区从“地理空间”升维为“情感空间”和“记忆工坊”。

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、运营升维：从“管理场所”到“策展体验”。成功的景区运营始于对“体验动线”的精心设计。日本阿寒湖温泉区的运营典范值得借鉴：游客从到达那一刻起，便进入一个完整的叙事中——当地阿伊努族文化元素贯穿于标识系统、建筑风格、活动设计中；游客可参与的手工艺体验、自然观测活动被巧妙嵌入游览路线；就连住宿设施的窗户朝向、浴池材质都经过精心设计，确保与自然景观的最大化互动。这种“策展思维”要求运营者像博物馆策展人一样思考：如何通过空间序列、互动节点、信息层次的设计，引导游客完成一次有深度的探索旅程。

数据驱动：从“经验决策”到“精准触达”。数字化不是简单的线上售票，而是运营模式的根本重构。张家界景区通过构建“智慧大脑”系统，实现了运营的质的飞跃：实时客流分析使景区能动态调整游览路线，避免拥堵；游客行为数据帮助优化服务设施布局，使垃圾桶、休息点、卫生间的位置设置更加科学；基于游客画像的个性化推荐系统，使二次消费转化率提升40%。更重要的是，数字平台使景区能够与游客建立访问后的持续连接——通过会员系统、内容社区、线上活动，将“一次性游客”转化为“终身粉丝”，实现从“流量”到“留量”的转变。

社区共生：从“景区孤岛”到“活力生态”。可持续发展的景区一定是与当地社区共生的景区。云南松赞文旅集团的实践提供了宝贵启示：其打造的“松赞环线”系列酒店，每一家都深度融入当地村庄，80%员工来自本地，食材采购自周边农户，旅游活动设计充分尊重并展示当地文化。这种模式产生了多重效益：游客获得真实的文化体验，居民获得稳定就业与收入，传统文化得到活态传承，景区则建立了难以复制的竞争力。景区运营者需要重新定位自身角色——不是资源的独占者，而是社区活力的催化剂、地方价值的放大器。

内容活化：从“静态展示”到“动态叙事”。文化类景区的运营关键在于将静态遗产转化为动态体验。西安碑林博物馆的转型令人耳目一新：通过开发“石刻艺术工作坊”，游客可以在专家指导下体验拓片制作；推出“夜游碑林”项目，利用光影技术让石碑上的文字“活”起来，配以专业朗诵者演绎碑文故事；与教育机构合作开发系列研学课程，将碑林转化为生动的历史课堂。这些运营创新使参观时长从平均1.5小时延长至3.5小时，文创收入增长300%。文化遗产的当代生命力，正取决于运营者将其转化为可参与、可感知、可带走体验的能力。

生态融合：从“消耗资源”到“增值环境”。自然景区的可持续发展必须建立在生态保护与价值创造的良性循环上。三江源国家公园的“特许经营”模式提供了新思路：通过对生态体验活动的严格标准和限量管理，既保护了脆弱的高原生态系统，又创造了高价值的生态旅游产品；当地牧民经过培训成为生态向导，从传统的畜牧业转向更可持续的旅游业；游客支付的费用中有固定比例直接投入生态保护基金。这种“保护性开发”模式证明，最严格的生态约束反而能催生最具差异化的体验产品，实现生态价值与经济价值的正向循环。

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、可持续运营的四大支柱体系，构建面向未来的景区运营体系，需要四大支柱的协同支撑：

一是弹性管理框架，建立能够快速响应市场变化、游客需求、环境条件的柔性运营机制，如动态票价系统、可调整的开放策略、模块化的活动组合。二是人才赋能体系，将一线员工作为体验的关键传递者，通过系统培训使他们从“服务提供者”转变为“文化诠释者”和“体验 facilitator”。三是伙伴关系网络，与旅行社、OTA平台、文化机构、教育组织等建立深度合作，将景区嵌入更广泛的价值网络，拓展客源渠道与体验边界。四是长效评价机制，超越简单的游客数量和收入指标，建立涵盖体验质量、生态影响、社区受益、文化传承等多维度的可持续发展评估体系。

从法国霞慕尼勃朗峰地区百年不衰的登山旅游运营，到中国乌镇从观光小镇到文化度假目的地的华丽转身，无不证明：景区可持续发展的核心秘密，并不在于拥有多么独特的资源，而在于如何通过精细化、人性化、创新化的运营，让这些资源在每个游客的体验中焕发新生。

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.