文旅案例 | 超越门票：可持续浪潮下景区二次消费产品系统的重构与创新、实现 “产品内容化”

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在门票经济日益受限、游客体验需求持续升级的大背景下，构建一个强吸引力、高附加值、可持续盈利的二次消费产品系统，已成为景区突破发展瓶颈、实现长期繁荣的核心战略。这不仅关乎短期营收，更是景区在激烈市场竞争中塑造独特品牌、建立深度用户连接、实现永续经营的关键。

一、时代背景：市场变革与可持续命题的双重驱动

市场侧需求剧变：体验经济主导：游客消费动机从“观看”转向“参与和沉浸”，追求个性化、情感化、社交化的深度体验。单纯的门票和基础观光已无法满足需求。消费分层明显：大众市场追求性价比与打卡，中产阶层追求品质与文化深度，高端市场追求私密、定制与精神满足。景区需提供匹配不同圈层的消费选择。在地文化觉醒：游客渴望消费承载本地真实故事、工艺和智慧的产品，抵制同质化旅游纪念品。“为文化买单”的意愿显著增强。

可持续发展刚性约束：环境承载压力：过度依赖人流量的粗放模式难以为继。二消系统需能在不增加或少增加环境负荷的前提下，提升单位游客价值。社区共生要求：景区发展需惠及当地社区，将在地文化、物产和人力创造性转化，实现经济与社会效益的统一。长期主义经营：二消产品不能是短视的“一锤子买卖”，而应致力于建立游客的长期信任与情感联结，推动重复消费和口碑传播。

二、核心理念：从“附属售卖”到“体验价值链”的系统重构，传统景区的二消往往是零散的“摊位经济”，与核心游览体验割裂。新时代的系统构建，必须以“体验价值链”为核心思想：价值内核：所有二消产品都应根植于景区的核心IP、独特资源或在地文化，成为游客体验的自然延伸和情感物化。系统设计：将二消视为一个有机整体，各产品线之间相互导流、彼此赋能，形成叠加效应。全程渗透：消费触点应贯穿“行前-游中-游后”全旅程，覆盖“食、住、行、游、购、娱、教、养”全要素。

Against the backdrop of the increasingly restricted ticket economy and the continuous upgrading of tourists' experience demands, building a secondary consumption product system that is highly attractive, high in added value and sustainable in profitability has become the core strategy for scenic spots to break through development bottlenecks and achieve long-term prosperity. This is not only about short-term revenue, but also the key for scenic spots to shape unique brands, establish deep user connections and achieve sustainable operation in the fierce market competition.

I. Background of The Times: Driven by both market transformation and sustainable propositions

Dramatic changes in market demand: Dominated by the experience economy: Tourists' consumption motives have shifted from "watching" to "participation and immersion", pursuing personalized, emotional and social in-depth experiences. Simple tickets and basic sightseeing can no longer meet the demands. The consumption stratification is obvious: the mass market pursues cost performance and check-ins, the middle class pursues quality and cultural depth, and the high-end market pursues privacy, customization and spiritual satisfaction. Scenic spots need to offer consumption options that match different social circles. Local cultural awakening: Tourists are eager to consume products that carry local true stories, craftsmanship and wisdom, and resist homogeneous tourist souvenirs. The willingness to "pay for culture" has significantly increased. Rigid constraints on sustainable development: Environmental carrying pressure: The extensive model that overly relies on human flow is unsustainable. The secondary disinfection system should be capable of enhancing the value per tourist unit without increasing or with minimal increase in environmental load. The requirement of community symbiosis: The development of scenic spots should benefit the local community, creatively transform local culture, products and human resources, and achieve the unity of economic and social benefits. Long-term management: Secondary consumer products should not be short-sighted "one-off deals", but rather efforts should be made to build long-term trust and emotional connections among tourists, promoting repeat consumption and word-of-mouth promotion.

Ii. Core Concept: A systematic reconstruction from "ancillary sales" to "experience value chain". The secondary consumption in traditional scenic spots is often a fragmented "stall economy", which is disconnected from the core tour experience. The system construction in the new era must take the "experience value chain" as its core idea: Value core: All secondary consumption products should be rooted in the core IP, unique resources or local culture of the scenic area, and become a natural extension and emotional materialization of the tourists' experience. System design: View the secondary consumer product line as an organic whole, with each product line guiding traffic and empowering one another, creating a superimposed effect. Full-process penetration: Consumption touchpoints should run through the entire journey of "before the trip - during the trip - after the trip", covering all elements of "food, accommodation, transportation, sightseeing, shopping, entertainment, education and health care".

三、四维产品系统构建框架，一个健全的二消产品系统，应围绕以下四个维度进行立体化构建：1）维度一：实体商品——从“纪念品”到“文化载体”。这是最传统但潜力最大的板块，关键在于实现“产品内容化”。在地风物品牌化升级：思路：联合本地农户、手工艺人，对土特产、工艺品进行设计赋能、品质标准化和品牌包装，讲述其与土地、人文的故事。案例：日本濑户内海艺术祭，每个岛屿的艺术品周边都与当地物产紧密结合，如小豆岛的橄榄油衍生出的护肤系列，成为必购手信。故宫文创更是将历史文化符号成功转化为时尚、实用的生活用品。

IP衍生品深度开发：思路：基于景区独有的文化IP、自然IP或自创IP，开发高颜值、强功能、有情感的系列衍生品，覆盖潮流玩具、家居用品、文具、服饰等。案例：迪士尼的“达菲和朋友”系列，通过故事、情感营销，使玩偶从普通商品变为情感伴侣，带动了惊人的复购和收藏消费。

绿色可持续设计：思路：采用环保材料、可降解包装，设计可多次使用或具备循环意义的商品。例如，售卖可重复灌装的特色饮品杯、以回收材料制作的工艺品。价值：不仅降低环境影响，更契合Z世代等客群的价值观，成为品牌的加分项。

2）维度二：体验服务——从“旁观”到“主演”，这是提升消费时长和客单价的核心，重在创造“不可复制的记忆”。沉浸式叙事体验：思路：将景区空间转化为大型剧本杀、沉浸式戏剧的舞台。游客通过角色扮演、解谜互动，深度融入景区故事线，其消费（如道具、服装、线索餐食）成为体验的必需部分。案例：上海惊魂密境北京簋唐楼等，门票本身即是体验入场券，而过程中的互动消费（如占卜、购买“通关文牒”、品尝“任务酒水”）构成了丰厚的二消。

技能传授与手作工坊：思路：将本地非遗、传统技艺或特色生活技能（如制茶、陶艺、纺织、地方烹饪）开发成时长1-3小时的标准化工作坊课程。优势：产出物（作品）本身即商品，学习过程是深度体验，且能有效分流人群、延长停留时间。景德镇的各类陶艺体验课已成为其旅游核心吸引力之一。

个性化与专属服务：思路：提供专业摄影跟拍、私人导游（侧重文化讲解或摄影指导）、VIP通道与专属观景位、特殊节庆或生命仪式的定制（如求婚、生日、企业团建）。案例：许多古城景区提供的古装妆造+跟拍服务，已成为年轻女性游客的标配消费，带动了服装租赁、摄影、修图等一系列产业。

3）维度三：数字产品——从“线下”到“线上融合”，打破物理边界，实现收益的时空延伸。数字内容与知识付费：思路：将景区专家讲解、文化故事、自然科普、特色技艺制作过程，制作成高质量的音视频课程、电子书、有声导览，在自有平台或知识付费平台销售。案例：敦煌研究院推出的“数字敦煌”资源库及系列线上课程，让文化遗产在游后持续产生价值。

虚拟资产与社交货币：思路：发行基于景区标志性景观或文化的数字藏品（NFT），或开发景区专属的AR滤镜、虚拟形象、游戏皮肤等，满足游客的收藏与社交分享需求。案例：张家界景区曾发行首款数字藏品“石英峰林”，瞬间售罄，在获得直接收入的同时，实现了强大的营销传播。

订阅制与会员生态：思路：建立景区会员体系，提供年费会员卡，享受门票折扣、二消优惠、专属活动参与权、新品试用等权益。甚至可以发展为“产品订阅”，如每月配送一款精选的景区特产或文创产品。价值：锁定忠诚客户，获得稳定现金流，并通过社群运营增强粘性。

4）维度四：业态融合——从“景点”到“生活方式目的地”，通过业态创新，将景区转化为消费综合体。“住宿+”深度留客：思路：发展特色主题住宿（树屋、星空房、历史宅院），并围绕住宿配套深夜文化演出、主题晚宴、晨间活动（观鸟、瑜伽、朝霞摄影），将过夜消费转化为一个包含多项二消的“住宿套餐”。案例：乌镇将民宿与早茶客、夜游项目打包，成功留客过夜，大幅提升了整体消费。

“餐饮+文化”场景化消费：思路：餐饮不仅是果腹，更是文化体验。推出有故事的主题宴席（如“红楼梦宴”、“水浒豪杰宴”）、与景观结合的悬崖餐厅/森林咖啡馆、可参与制作的烹饪课堂。案例：杭州宋城的“宋朝小吃街”与《宋城千古情》演出形成联动，餐饮消费成为观演体验的预热与延续。

Third and four-dimensional product system construction framework: A sound secondary consumer product system should be constructed in a three-dimensional manner around the following four dimensions:

Dimension One: Physical Goods - From "Souvenirs" to "cultural carriers". This is the most traditional yet most promising section, and the key lies in achieving "product contentization". Local product branding upgrade: Idea: Collaborate with local farmers and artisans to empower the design, standardize the quality and package the brand of local specialties and handicrafts, telling their stories with the land and culture. Case: At the Setouchi Triennale in Japan, the artworks on each island are closely related to local products. For instance, the skincare series derived from the olive oil of Shodo Island has become a must-buy souvenir. The cultural and creative products of the Palace Museum have successfully transformed historical and cultural symbols into fashionable and practical daily necessities. In-depth development of IP derivatives: Idea: Based on the unique cultural IP, natural IP or self-created IP of the scenic area, develop a series of derivatives with high appearance standards, strong functions and emotional appeal, covering trendy toys, home goods, stationery, clothing, etc. Case: Disney's "Duffy and Friends" series, through story and emotional marketing, transformed dolls from ordinary commodities into emotional companions, driving astonishing repurchase and collection consumption. Green and sustainable design: Idea: Use environmentally friendly materials and degradable packaging, and design products that can be reused multiple times or have a circular significance. For instance, selling reusable special drink cups and handicrafts made from recycled materials. Value: Not only does it reduce environmental impact, but it also aligns with the values of customer groups such as Generation Z, becoming an added bonus for the brand.

2) Dimension Two: Experience Service - From "Spectator" to "Lead Actor", this is the core to increasing consumption duration and average transaction value, with the focus on creation

"Unreplicable memories." Immersive narrative experience: Idea: Transform the scenic area space into a stage for large-scale murder mystery games and immersive dramas. Through role-playing and puzzle-solving interactions, tourists deeply immerse themselves in the storyline of the scenic area, and their consumption (such as props, costumes, and clue meals) becomes an essential part of the experience. Cases such as Shanghai's Haunted Secret Realm and Beijing's Guizi Tanglou, the tickets themselves serve as admission tickets for the experience, and the interactive consumption during the process (such as divination, purchasing "pass certificates", and tasting "mission drinks") constitutes a rich secondary consumption. Skill Transmission and Handicraft Workshops: Idea: Develop local intangible cultural heritage, traditional skills or characteristic life skills (such as tea-making, pottery, textile, local cooking) into standardized workshop courses lasting 1-3 hours. Advantages: The output (work) itself is a commodity, the learning process is a deep experience, and it can effectively divert the crowd and prolong the stay time. The various pottery experience classes in Jingdezhen have become one of the core attractions of its tourism. Personalized and exclusive services: Ideas: Offer professional photography follow-up, private tour guides (focusing on cultural explanations or photography guidance), VIP channels and exclusive viewing spots, as well as customized services for special festivals or life ceremonies (such as proposals, birthdays, and corporate team-building activities). Case: The ancient costume makeup and photo follow-up services provided by many ancient city scenic spots have become a standard consumption for young female tourists, driving a series of industries such as clothing rental, photography, and photo editing.

3) Dimension Three: Digital Products - From "offline" to "online Integration", breaking physical boundaries and achieving temporal and spatial extension of revenue. Digital Content and Knowledge Payment: Idea: Transform the expert explanations of scenic spots, cultural stories, natural science popularization, and the production process of special skills into high-quality audio and video courses, e-books, and audio guides, and sell them on self-owned platforms or knowledge payment platforms. Case: Dunhuang AcademyThe "Digital Dunhuang" resource library and a series of online courses launched have enabled cultural heritage to continuously generate value after the visit. Virtual assets and social currencies: Idea: Issue digital collectibles (NFTS) based on the iconic landscapes or cultures of scenic spots, or develop exclusive AR filters, virtual avatars, game skins, etc. for scenic spots to meet tourists' collection and social sharing needs. Case: Zhangjiajie Scenic Area once issued its first digital collectible, "Quartz Peak Forest", which was sold out instantly. While generating direct income, it also achieved powerful marketing and communication. Subscription system and Membership Ecosystem: Idea: Establish a membership system for scenic spots, offer annual membership cards, and enjoy benefits such as ticket discounts, secondary consumption discounts, exclusive activity participation rights, and new product trials. It can even develop into a "product subscription", such as delivering a carefully selected local specialty or cultural and creative product from the scenic area every month. Value: Lock in loyal customers, obtain stable cash flow, and enhance stickiness through community operation.

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