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一、景區(qū)業(yè)態(tài)多元化：從單一觀光到復(fù)合體驗(yàn)，在消費(fèi)升級與旅游業(yè)轉(zhuǎn)型背景下，傳統(tǒng)景區(qū)正面臨從“門票經(jīng)濟(jì)”向“產(chǎn)業(yè)經(jīng)濟(jì)”轉(zhuǎn)變的關(guān)鍵時(shí)期。豐富景區(qū)產(chǎn)品業(yè)態(tài)，需要構(gòu)建“核心吸引物+體驗(yàn)場景+消費(fèi)場景”的立體體系。

時(shí)空延伸：打破景區(qū)邊界，時(shí)間延伸：打造“白+黑”全時(shí)體驗(yàn)，白天以自然觀光、文化體驗(yàn)為主，夜間開發(fā)燈光秀、實(shí)景演出、夜市經(jīng)濟(jì)等產(chǎn)品；空間拓展：將景區(qū)輻射范圍從核心區(qū)延伸至周邊村落、街區(qū)，形成“景區(qū)+社區(qū)”聯(lián)動發(fā)展模式。

業(yè)態(tài)融合：構(gòu)建消費(fèi)生態(tài)圈，“文旅+”多元融合：推動文旅與農(nóng)業(yè)、體育、康養(yǎng)、教育等產(chǎn)業(yè)深度融合；消費(fèi)場景分層：針對不同客群構(gòu)建高端、中端、平價(jià)消費(fèi)場景，形成完整消費(fèi)鏈。

案例借鑒：無錫拈花灣的業(yè)態(tài)創(chuàng)新，拈花灣從單純禪意小鎮(zhèn)轉(zhuǎn)型為全時(shí)度假目的地，通過三大策略實(shí)現(xiàn)業(yè)態(tài)豐富：主題化業(yè)態(tài)布局：圍繞“禪意生活”主題，引入禪修體驗(yàn)、手作工坊、素齋飲食等30余種業(yè)態(tài)；分時(shí)消費(fèi)設(shè)計(jì)：日間以文化體驗(yàn)為主，夜間打造《禪行》光影秀，延長游客停留時(shí)間至2.3天；社區(qū)化運(yùn)營：引入“創(chuàng)意主理人”計(jì)劃，招募手工匠人、文化傳承者入駐，形成有機(jī)業(yè)態(tài)生態(tài)。

I. Diversification of Scenic Area Business Forms: From single sightseeing to complex experiences, against the backdrop of consumption upgrade and the transformation of the tourism industry, traditional scenic spots are now at a critical juncture of shifting from "ticket economy" to "industrial economy". To enrich the product formats of scenic spots, it is necessary to build a three-dimensional system of "core attractions + experience scenarios + consumption scenarios".

Time and space extension: Breaking the boundaries of scenic spots, time extension: Creating a "day + night" all-day experience, with natural sightseeing and cultural experiences as the main focus during the day, and developing products such as light shows, live performances, and night market economy at night. Spatial expansion: Extend the radiation range of the scenic area from the core area to the surrounding villages and blocks, forming a "scenic area + community" interactive development model.

Business format integration: Building a consumption ecosystem, "culture and tourism +" diversified integration: Promoting the deep integration of culture and tourism with agriculture, sports, health care, education and other industries; Stratification of consumption scenarios: Build high-end, mid-range and affordable consumption scenarios for different customer groups to form a complete consumption chain.

Case Study: The business format Innovation of Nianhua Bay in Wuxi. Nianhua Bay has transformed from a simple Zen town into a full-time vacation destination. It has achieved a rich business format through three major strategies: Thematic business format layout: Centering on the theme of "Zen life", it has introduced over 30 business formats such as Zen meditation experiences, handicraft workshops, and vegetarian dining. Time-sharing consumption design: During the day, cultural experiences are the main focus. At night, a "Zen Walk" light and shadow show is created to extend the tourists' stay to 2.3 days. Community-based operation: Introduce the "Creative Manager" program, recruit artisans and cultural inheritors to settle in, and form an organic business ecosystem.

二、招商運(yùn)營策略：從租賃思維到共生模式，后期招商運(yùn)營決定景區(qū)業(yè)態(tài)的存活率與成長性，需要轉(zhuǎn)變傳統(tǒng)“收租”思維，建立與商戶共成長的運(yùn)營體系。

精準(zhǔn)招商：從“填滿空間”到“生態(tài)構(gòu)建”，主題化招商：根據(jù)景區(qū)主題篩選商戶，確保業(yè)態(tài)調(diào)性統(tǒng)一；品牌梯度搭配：30%知名品牌（引流）+50%特色品牌（體驗(yàn)）+20%創(chuàng)新品牌（新鮮感）；數(shù)據(jù)化篩選：建立商戶評估體系，從產(chǎn)品獨(dú)特性、運(yùn)營能力、品牌調(diào)性多維度評分。

創(chuàng)新合作模式：降低商戶入駐門檻，分成模式創(chuàng)新：采用“保底租金+營業(yè)額分成”的彈性合作方式，降低商戶前期壓力；孵化支持體系：為特色小微商戶提供培訓(xùn)、營銷、供應(yīng)鏈支持；季節(jié)性靈活調(diào)整：針對季節(jié)性明顯的景區(qū)，推出短期入駐、快閃店等靈活合作形式。

統(tǒng)一運(yùn)營管理：提升整體消費(fèi)體驗(yàn)，標(biāo)準(zhǔn)化服務(wù)體系：建立統(tǒng)一的服務(wù)標(biāo)準(zhǔn)、價(jià)格公示、投訴處理機(jī)制；整合營銷推廣：景區(qū)統(tǒng)一進(jìn)行品牌營銷，商戶專注于產(chǎn)品與服務(wù)；數(shù)據(jù)共享機(jī)制：通過智慧景區(qū)系統(tǒng)，共享客流、消費(fèi)數(shù)據(jù)，幫助商戶優(yōu)化經(jīng)營。

案例借鑒：開元森泊度假區(qū)的運(yùn)營之道，開元森泊通過以下策略實(shí)現(xiàn)95%的商戶存活率：共生式合作：采用“免租金+高分成”模式，與商戶風(fēng)險(xiǎn)共擔(dān)、利益共享；業(yè)態(tài)動態(tài)調(diào)整：每季度評估各業(yè)態(tài)表現(xiàn)，末位10%的商戶進(jìn)行優(yōu)化調(diào)整；一體化體驗(yàn)設(shè)計(jì)：所有消費(fèi)一卡通，游客體驗(yàn)無縫銜接，提升整體客單價(jià)。

Ii. Business Development and Operation Strategy: From leasing mindset to Symbiotic Model, the later stage of business development and operation determines the survival rate and growth potential of the scenic area's business formats. It is necessary to change the traditional "rent collection" mindset and establish an operation system that grows together with merchants.

Precise investment promotion: From "filling space" to "ecological construction", theme-based investment promotion: Select merchants based on the theme of the scenic area to ensure the uniformity of the business format and tone. Brand gradient combination: 30% well-known brands (for traffic diversion) +50% distinctive brands (for experience) +20% innovative brands (for novelty); Data-driven screening: Establish a merchant evaluation system, scoring from multiple dimensions such as product uniqueness, operational capabilities, and brand tone.Innovative cooperation model: Lower the threshold for merchants to enter. Innovative revenue-sharing model: Adopt a flexible cooperation method of "guaranteed rent + revenue sharing" to reduce the pressure on merchants in the early stage. Incubation support system: Provide training, marketing and supply chain support for characteristic micro and small merchants; Seasonal flexible adjustment: For scenic spots with obvious seasonality, flexible cooperation forms such as short-term entry and pop-up stores are introduced.

Unified operation and management: Enhance the overall consumption experience. Standardized service system: Establish unified service standards, price disclosure, and complaint handling mechanisms. Integrated marketing promotion: Scenic spots uniformly carry out brand marketing, while merchants focus on products and services. Data sharing mechanism: Through the smart scenic area system, passenger flow and consumption data are shared to help merchants optimize their operations.Case Study: The operation approach of Kaiyuan Senbo Resort Area. Kaiyuan Senbo has achieved a 95% merchant survival rate through the following strategies: Symbiotic cooperation: Adopting a "rent-free + high commission" model, sharing risks and benefits with merchants; Business format dynamic adjustment: Every quarter, the performance of each business format is evaluated, and the bottom 10% of merchants are optimized and adjusted. Integrated experience design: All consumption with one card, seamless connection of tourist experience, and increase the overall average transaction value.

三、平價(jià)二消產(chǎn)品設(shè)計(jì)：洞悉消費(fèi)習(xí)慣的精準(zhǔn)供給，針對游客消費(fèi)“既要品質(zhì)又要性價(jià)比”的心理，平價(jià)二次消費(fèi)產(chǎn)品需從消費(fèi)場景、心理訴求、消費(fèi)能力多維度設(shè)計(jì)。

消費(fèi)習(xí)慣洞察：游客二消行為分析，即時(shí)性需求：排隊(duì)時(shí)的飲品、炎熱時(shí)的降溫產(chǎn)品、疲憊時(shí)的休息服務(wù)；紀(jì)念性需求：具有地方特色、價(jià)格適中、便于攜帶的紀(jì)念品；社交性需求：適合拍照分享的打卡點(diǎn)、互動體驗(yàn)、特色美食；體驗(yàn)性需求：參與感強(qiáng)、有故事性、時(shí)間適中的手工制作、文化體驗(yàn)。

平價(jià)二消產(chǎn)品設(shè)計(jì)原則：小額高頻：單價(jià)控制在景區(qū)門票價(jià)格的10%-20%（通常20-50元區(qū)間）；強(qiáng)關(guān)聯(lián)性：與景區(qū)主題、核心資源緊密相關(guān)，避免同質(zhì)化；體驗(yàn)增值：即使低價(jià)產(chǎn)品也要融入體驗(yàn)元素，提升感知價(jià)值；分層設(shè)計(jì)：同一品類提供不同價(jià)位選擇，滿足多樣需求。針對性產(chǎn)品策略與案例：基于時(shí)間場景的產(chǎn)品設(shè)計(jì)；排隊(duì)等候場景：開發(fā)主題文創(chuàng)冰淇淋（15-25元）、特色茶飲（18-30元）、互動小游戲；案例：故宮文創(chuàng)雪糕，單價(jià)15-25元，年銷售額超千萬，既解暑又滿足打卡需求；午后疲憊場景：提供平價(jià)下午茶套餐（30-50元）、短時(shí)休息空間（20元/小時(shí)）；案例：蘇州博物館茶室，推出28元“文人下午茶”，包含茶點(diǎn)與特飲，占二消收入的40%。

基于體驗(yàn)場景的產(chǎn)品設(shè)計(jì)：文化體驗(yàn)類：非遺手工體驗(yàn)課（30-60元）、主題印章收集（免費(fèi)提供打卡紙，印章2-5元/個(gè)），案例：西安大唐不夜城，推出30元唐妝體驗(yàn)、50元皮影制作體驗(yàn)，參與度超30%；互動參與類：AR互動拍照（20元/次）、主題尋寶游戲（免費(fèi)參與，集齊兌換小禮品），案例：上海迪士尼“夢想護(hù)照”概念，70元購買護(hù)照，集章過程引導(dǎo)游客探索全園。

基于消費(fèi)心理的產(chǎn)品設(shè)計(jì)：社交貨幣類：設(shè)計(jì)適合拍照打卡的平價(jià)特色商品；案例：重慶洪崖洞，推出15-25元的“魔幻山城”主題飲品，杯具設(shè)計(jì)獨(dú)特，拍照率達(dá)70%實(shí)用紀(jì)念類：兼具實(shí)用性與紀(jì)念意義的日用品；案例：敦煌研究院，開發(fā)28-58元的文創(chuàng)文具、絲巾、書簽等，實(shí)用性強(qiáng)復(fù)購率高?；谙M(fèi)能力的產(chǎn)品分層，基礎(chǔ)版：滿足基本需求的平價(jià)產(chǎn)品（20元以下）精致版：品質(zhì)與設(shè)計(jì)更好的主力產(chǎn)品（20-50元），禮盒版：適合饋贈的套裝產(chǎn)品（50-100元）案例：杭州西湖景區(qū)，同一款龍井茶，分設(shè)15元體驗(yàn)裝、38元自飲裝、88元禮品裝，滿足不同需求。

Iii. Design of Affordable Secondary Consumption Products: Precise supply based on Understanding Consumption habits. In response to tourists' psychology of "seeking both quality and cost-effectiveness" in consumption, affordable secondary consumption products need to be designed from multiple dimensions including consumption scenarios, psychological demands, and consumption capabilities.

Consumption Habit Insight: Analysis of Tourists' secondary Consumption Behaviors, Immediate demands: Beverages while queuing, cooling products when hot, rest services when tired; Commemorative demand: Souvenirs with local characteristics, moderate prices and easy to carry; Social needs: Check-in spots suitable for taking photos and sharing, interactive experiences, and local specialties; Experiential demands: Strong sense of participation, story-telling, moderate time for handicraft making, and cultural experiences.

Design principles for affordable secondary consumption products: Small amount and high frequency: The unit price should be controlled within 10% to 20% of the ticket price of the scenic area (usually within the range of 20 to 50 yuan). Strong relevance: Closely related to the theme and core resources of the scenic area to avoid homogenization; Experience value-added: Even low-priced products should incorporate experience elements to enhance perceived value. Layered design: The same category offers different price options to meet diverse needs. Targeted product strategies and cases: Product Design Based on Time Scenarios; Queue waiting scene: Develop theme cultural and creative ice cream (15-25 yuan), special tea drinks (18-30 yuan), and interactive mini-games; Case: Palace Museum Cultural and creative ice cream, priced at 15 to 25 yuan per unit, has an annual sales volume of over 10 million yuan. It not only helps to cool off but also meets the demand for taking photos. Afternoon fatigue scene: We offer affordable afternoon tea packages (30-50 yuan) and short rest Spaces (20 yuan per hour). Case: The tea room of Suzhou Museum has launched a 28-yuan "Scholar Afternoon Tea", which includes refreshments and special drinks, accounting for 40% of the secondary consumption revenue. Product design based on experience scenarios: Cultural experience category: Intangible cultural heritage handicraft experience class (30-60 yuan), theme seal collection (free card paper provided, seals 2-5 yuan each), case: Xi 'an Tang Dynasty Ever-Bright City, launching 30-yuan Tang Dynasty makeup experience, 50-yuan shadow puppet making experience, participation rate over 30%. Interactive participation category: AR interactive photo taking (20 yuan per time), theme treasure hunt game (free participation, collect to exchange for small gifts), case: Shanghai Disneyland "Dream Passport" concept, purchase a passport for 70 yuan, and the stamp collection process guides visitors to explore the entire park.

Product design based on consumer psychology: Social currency category: Design affordable and distinctive goods suitable for taking photos and checking in. Case: Chongqing Hongyadong has launched "Magic Mountain City" themed beverages priced between 15 and 25 yuan. The cup designs are unique, and the photo rate reaches 70%. Practical commemorative category: Daily necessities that combine practicality and commemorative significance. Case: The Dunhuang Academy has developed cultural and creative stationery, silk scarves, bookmarks, etc. priced between 28 and 58 yuan. These products are highly practical and have a high repurchase rate. Product stratification based on consumption capacity: Basic version: affordable products that meet basic needs (under 20 yuan); Exquisite version: main products with better quality and design (20-50 yuan); Gift box version: set products suitable for gifting (50-100 yuan). Case: In the West Lake Scenic Area of Hangzhou, the same Longjing tea is available in 15-yuan experience packs, 38-yuan self-drinking packs and 88-yuan gift packs to meet different needs.

四、整合提升：構(gòu)建可持續(xù)發(fā)展的業(yè)態(tài)生態(tài)系統(tǒng)，景區(qū)業(yè)態(tài)的持續(xù)活力來自有機(jī)的生態(tài)系統(tǒng)建設(shè)，需要長期培育與創(chuàng)新：

數(shù)字化賦能：建立景區(qū)消費(fèi)大數(shù)據(jù)平臺，實(shí)時(shí)分析消費(fèi)熱點(diǎn)、游客動線、產(chǎn)品偏好，指導(dǎo)業(yè)態(tài)調(diào)整與產(chǎn)品優(yōu)化。利用小程序、APP等工具，實(shí)現(xiàn)線上預(yù)訂、智能推薦、會員積分等功能，提升消費(fèi)便利性。

社區(qū)化運(yùn)營：將景區(qū)商戶、員工、游客、周邊居民都納入“景區(qū)社區(qū)”，定期舉辦市集、節(jié)慶、創(chuàng)意比賽等活動，增強(qiáng)參與感與歸屬感。

可持續(xù)創(chuàng)新機(jī)制：設(shè)立“業(yè)態(tài)創(chuàng)新基金”，支持商戶產(chǎn)品研發(fā)；建立“游客評價(jià)體系”，將評價(jià)與商戶續(xù)約、場地調(diào)整掛鉤；每年更新20%-30%的業(yè)態(tài)，保持景區(qū)新鮮度。

案例借鑒：阿那亞的社區(qū)化運(yùn)營，阿那亞通過構(gòu)建完整的社區(qū)生態(tài)，實(shí)現(xiàn)二消收入占總收入70%以上：價(jià)值觀引領(lǐng)：以“人生可以更美”為價(jià)值觀，吸引同頻商戶與游客；內(nèi)容持續(xù)生產(chǎn)：每年舉辦300+場文化活動，為商業(yè)提供持續(xù)流量；主理人文化：扶持各類主理人店鋪，形成獨(dú)特商業(yè)氣質(zhì)；會員體系：通過會員制沉淀忠實(shí)客戶，復(fù)訪率達(dá)60%。

Iv. Integration and Enhancement: Building a Sustainable business Ecosystem. The continuous vitality of scenic area business comes from the construction of an organic ecosystem, which requires long-term cultivation and innovation.

Digital empowerment: Establish a big data platform for scenic area consumption to analyze consumption hotspots, tourist movement lines, and product preferences in real time, and guide the adjustment of business formats and product optimization. By using tools such as mini-programs and apps, functions like online booking, intelligent recommendation, and member points can be realized to enhance the convenience of consumption. Community-based operation: Incorporate merchants, employees, tourists and local residents in the scenic area into the "scenic area community", and regularly hold activities such as markets, festivals and creative competitions to enhance a sense of participation and belonging. Sustainable innovation mechanism: Establish a "Business Format Innovation Fund" to support merchants in product research and development; Establish a "tourist evaluation system" and link the evaluations with the renewal of merchants' contracts and the adjustment of venues. Update 20% to 30% of the business formats every year to maintain the freshness of the scenic area. Case study: Aranya's community-based operation. By building a complete community ecosystem, Aranya has achieved secondary consumption revenue accounting for over 70% of its total revenue. Value guidance: With the value of "Life can be more beautiful", it attracts like-minded merchants and tourists. Continuous content production: Over 300 cultural events are held each year, providing a steady stream of traffic for business. Manager culture: Support various manager stores to form a unique commercial atmosphere; Membership system: Loyal customers are retained through the membership system, with a repeat visit rate of 60%.

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