文旅案例 | 县域消费升维：县域消费的“三大跃迁”与趋势研判、大力推动“县域商业建设行动”

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一、引言 | 消费地理学的变局、县域与二三线城市的时代拐点

2026年春节，中国消费市场呈现出一个显著的“镜像效应”：一方面，返乡旅客的行李变轻了，曾经大包小包的年货被“人到、货到”的即时零售取代；另一方面，人们发现老家县城的星巴克需要排队，瑞幸咖啡的等待时间超过一小时，春节档电影院的票房主力已从一线城市转向三四线城市。

这一现象绝非偶然。根据最新税收数据，2026年春节期间，辽宁省县域零售业开票金额同比增长8.7%，高于全省平均水平6.1个百分点，城乡消费差距正在逐步缩小。麦肯锡预测，到2030年，中国超66%的个人消费增长将来自三线及以下城市和县乡市场。与此同时，经历了过去几年“特种兵旅游”的狂热后，旅游业正从“流量吸引”向“价值留存”深刻变革。在此背景下，如何把握县域商业体系建设的历史机遇，二三线城市如何避免“昙花一现”，将爆火的流量沉淀为可持续的发展动能。

二、底层重构 | 县域消费的“三大跃迁”与趋势研判

当前县域消费已不再是简单的“山寨品下乡”或低端替代，而是呈现出品质化、即时化、融合化的三大特征。

物流跃迁：从“肩扛手提”到“即买即得”的即时零售革命。2026年我国即时零售规模已突破1万亿元，预计“十五五”期间年均增速将达12.6%。这一变化的底层逻辑是基础设施的完善。以新疆若羌县、阿瓦提县为例，2026年地方政府正大力推动“县域商业建设行动”，重点补齐县域商业基础设施短板，完善县乡村三级物流配送体系。这意味着一二线城市“外卖买万物”的消费习惯正在县域被复刻。对于消费者而言，消费的便利性极大释放了潜在需求；对于县域商业主体而言，这意味着必须加速数字化转型，接入全国性的即时零售网络。 品牌跃迁：连锁巨头的“千县万镇”收割战。数据是最好的证明：肯德基在三线以下城市的门店占比已达30%，瑞幸咖啡已进驻1550个县城。2026年春节期间，江西一座仅30万人口的小县城，肯德基、瑞幸门庭若市。这标志着国际国内头部消费品牌已基本完成对高线城市存量市场的瓜分，开始全面进军县域增量市场。这对本地传统商贸企业提出了严峻挑战，但也提供了转型机遇。县域商业规划应鼓励本地企业通过“联合采购平台”与大型流通企业合作，或通过差异化经营（如深挖本地特色农产品、手工艺品）寻找生存空间。 结构跃迁：服务消费与体验经济的崛起。猫眼研究院数据显示，2026年春节档三四线城市票房占比接近六成，为近六年来最高。这表明县域居民在满足物质需求后，对于文化娱乐、精神体验的需求呈爆发式增长。传统的“赶集式”消费正在被“购物+餐饮+亲子+娱乐”的复合型消费业态所替代。

At present, county-level consumption is no longer simply "low-end substitutes reaching rural areas", but presents three major characteristics: quality, immediacy, and integration. Logistics transformation: from "carrying and carrying" to the instant retail revolution of "buying and getting it immediately". By 2026, the scale of instant retail in China has exceeded 1 trillion yuan, and it is expected that the average annual growth rate during the "15th Five-Year Plan" period will reach 12.6%. The underlying logic of this change is the improvement of infrastructure. Taking Yutang County and Awti County in Xinjiang as examples, in 2026, local governments are vigorously promoting the "County Commercial Construction Action", focusing on filling the gaps in county-level commercial infrastructure and improving the three-level logistics distribution system of county, town, and village.

This means that the consumption habit of "ordering everything online in first-tier cities" is being replicated in county-level areas. For consumers, the convenience of consumption has greatly unleashed potential demand; for county-level commercial entities, this means they must accelerate digital transformation and connect to the national instant retail network.

Brand transformation: The "thousand-county and ten-thousand-town" acquisition battle of chain giants. Data is the best proof: KFC's store proportion in cities below the third tier has reached 30%, and Starbucks Coffee has entered 1,550 county towns. During the Spring Festival of 2026, in a small county with a population of only 300,000 in Jiangxi Province, KFC and Starbucks Coffee were bustling with customers. This marks that international and domestic leading consumption brands have basically completed the division of the existing market in high-tier cities and have begun to fully enter the incremental market of county-level areas. This poses a severe challenge to local traditional commercial enterprises, but also provides a transformation opportunity. County-level commercial planning should encourage local enterprises to cooperate with large circulation enterprises through "joint procurement platforms" or find survival space through differentiated operations (such as deeply exploring local specialty agricultural products and handicrafts).

Structural transformation: The rise of service consumption and experience economy. Data from the Cinematech Research Institute shows that in the Spring Festival of 2026, the box office share of third-tier and lower cities was close to 60%, the highest in nearly six years. This indicates that after meeting material needs, county residents' demands for cultural entertainment and spiritual experiences have shown explosive growth. The traditional "market gathering-style" consumption is being replaced by the composite consumption model of "shopping + dining + parenting + entertainment".

三、痛点与破局 | 二三线城市文旅发展的“价值锚点”

当县域市场在消费端高歌猛进时，拥有丰富文旅资源的二三线城市，却普遍面临“流量来了接不住、留不下、转化低”的困境。郴州市相关研究指出，若仅满足于“山水画卷”的观光变现，缺乏沉浸式体验，则难以留住过夜客、撬动高端消费。

痛点剖析：同质化陷阱：古镇千篇一律，小吃大同小异，缺乏基于本地文化的独特IP。脉冲式经济：依赖节假日“爆发”，淡旺季落差巨大，难以形成稳定的现金流。产业短腿：文旅与农业、工业、商业的融合度低，游客来了只看景、只拍照，消费转化率极低。 破局方向：从“浅层观光”到“深度沉浸”。衡阳市作为国家消费新业态新模式新场景试点城市，提出要从“流量引爆”转向“价值深耕”。这意味着二三线城市的文旅规划，必须从单纯的资源展示，转向生活方式的营造和情感价值的输出。四、规划路径 | 基于价值共生的“双轮驱动”战略

针对上述趋势与痛点，提出“县域消费基础夯实”与“文旅产业升维”双轮驱动的发展规划策略。构建“高效畅通、双向循环”的县域商业体系。县域是文旅资源输出的起点，也是消费品下乡的终点，必须构建坚实的商业底座。

策略一：基础设施的“补链强链”。利用中央及省级财政的“以奖代补”资金（通常不超过实际投资额的30%，上限300万元），重点改造乡镇商贸中心和集贸市场。规划中应明确“五个一”工程：建设一个县级物流配送中心、一批乡镇商贸集聚区、一套农产品商品化处理设施、一个废旧家电回收网络、一个数字化公共服务平台。湖北大悟县阳平镇在推进龙须沟文旅项目时，同步建设了游客服务中心、生态停车场，并规划了特色民宿集群，解决了“进得来、停得下、住得舒服”的基础问题。

策略二：渠道的“双向奔赴”。规划应打破城乡流通壁垒。一方面，引导大型流通企业（如连锁商超、电商平台）下沉，设立县域前置仓，让农民直购好产品；另一方面，增强农村产品上行动能，在景区、高速服务区设立“地理标志产品”直销区。辽宁依托“年货下乡”活动，带动农产品进城和工业品下乡双向流通，营口大石桥的连锁商超销售额增长超60%。打造“情绪共鸣、价值共生”的文旅目的地，针对二三线城市，需通过“五感体验”（视觉、听觉、嗅觉、触觉、味觉）和“情感叙事”来重塑文旅产品。

策略三：IP的在地化与人格化。不应盲目模仿迪士尼或环球影城，而应深挖本地“小切口”文化。如郴州提出的“福文化”，通过“寻福、种福、养福”三部曲，将抽象的文化转化为可触摸的体验。建议二三线城市梳理自身的“文化基因库”（如工业记忆、非遗传承、历史名人），通过剧本杀、沉浸式戏剧等年轻化形式，让游客从“观看者”变为“剧中人”。铜陵市郊区周潭镇的大山二期项目，以“户外探险”为核心，主打“刺激+出片”，精准锚定年轻客群和亲子市场。

策略四：场景的复合化与全时化。打破景区与城区的界限，规划“全域式联动场景”。衡阳提出的“南岳祈福—文化寻踪—都市夜泊”24小时黄金消费动线，将核心景区、商业街区、演艺场所串联起来，并推出跨业态“联票套餐”，实现客流的网状消费。发展“白+黑”经济，白天依托自然风光，夜间依托科技赋能（如AR导航、全息投影），打造夜间消费集聚区。辽宁推出的“花式过冬”品牌，融合了冰雪旅游、温泉康养、东北喜剧，让文化活动服务行业开票金额同比增长17.8%。

策略五：要素的融合化与生态化。规划应跳出“就旅游抓旅游”的思维，推动“文旅+百业”。借鉴衡阳“消费一码通”平台的经验，将消费者的积分转化为信用凭证，用于本地工业新品的优先体验；鼓励本地智能家居、特色食品企业针对游客开发伴手礼，并在景区设立“衡阳优品”专区。

In response to the aforementioned trends and challenges, this article proposes a development planning strategy of "strengthening the foundation of county-level consumption" and "upgrading the cultural tourism industry". A "highly efficient and smoothly connected" county-level commercial system will be constructed. The county serves as the starting point for the output of cultural tourism resources and the destination for the rural distribution of consumer goods. A solid commercial foundation must be established.

Strategy One: "Completing the infrastructure and strengthening the chain". Utilize the "reward instead of subsidy" funds from central and provincial finances (usually not exceeding 30% of the actual investment amount, with a maximum of 3 million yuan), and focus on renovating township commercial centers and marketplaces. In the plan, the "five-one" project should be clearly defined: establishing a county-level logistics distribution center, a batch of township commercial clusters, a set of agricultural product commercialization processing facilities, a network for recycling used household appliances, and a digital public service platform. During the construction of Yangping Town in Dawu County when promoting the Longshui Gorge cultural tourism project, a tourist service center, an ecological parking lot, and a cluster of characteristic homestays were built, solving the basic problem of "being able to enter, park, and stay comfortably".

Strategy Two: "Bidirectional pursuit of channels". The plan should break through the barriers of urban-rural circulation. On one hand, guide large distribution enterprises (such as chain supermarkets and e-commerce platforms) to move down to the county level, set up county-level前置 warehouses， allowing farmers to directly purchase good products； on the other hand， enhance the mobility of rural products in the market， set up "geographical indication product" direct sales zones in scenic spots and expressway service areas. Liaoning， relying on the "New Year's goods下乡" activity， has driven the two-way circulation of agricultural products to cities and industrial products to rural areas， with the sales of chain supermarkets in Daoshuangqiao of Yingkou increasing by over 60%. To create a "cultural emotion resonance and value symbiosis" cultural tourism destination， for second- and third-tier cities， it is necessary to reshape cultural tourism products through "five-sense experience" (visual， auditory， olfactory， tactile， and gustatory) and "emotional narrative".

Strategy Three： Localization and personification of IP. Do not blindly imitate Disney or Universal Studios， but rather deeply explore local "small-scale" cultures. For example， Chenzhou proposed the "Festival Culture"， through the "Search for the Festival， Plant the Festival， Nurture the Festival" trilogy， transforming abstract culture into tangible experiences. It is recommended that second- and third-tier cities sort out their own "cultural gene bank" (such as industrial memories，非遗 inheritance， historical celebrities)， and through young forms such as role-playing games and immersive dramas， transform tourists from "viewers" into "actors". The Dazhantai Phase II project in Zhoutan Town， the suburbs of Tongling City， with "outdoor adventure" as the core， focuses on "excitement + shooting scenes"， precisely targeting young customers and the family market.

Strategy Four：Combinatorial and all-time scenarios. Break the boundaries between scenic areas and urban areas， plan "all-region linkage scenarios". The proposal in Hengyang of "Nanyue Prayer - Cultural Exploration - Urban Night Stay" 24-hour golden consumption route， connects the core scenic area，commercial district， and performance venue，and launches cross-venture "combined ticket packages" to achieve networked consumption of visitors. Develop "white + black" economy. During the day， rely on natural scenery， and at night， rely on technological empowerment (such as AR navigation， holographic projection)， to create a night consumption cluster area. Liaoning launched the "Creative Winter" brand， integrating ice and snow tourism， wellness tourism， and Northeastern comedy，allowing the ticket sales of cultural activity service industries to increase by 17.8% year-on-year.

Strategy Five：Integration and ecologicalization of elements. The planning should break away from the thinking of "only focusing on tourism for tourism"， promoting "culture tourism + hundreds of industries". Drawing on the experience of Hengyang's "Consumption One Code Pass" platform， convert consumers' points into credit vouchers for priority experience of local industrial new products； encourage local smart home and specialty food enterprises to develop souvenirs for tourists and set up "Hengyang Products" zones in scenic spots.

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